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Sustainability
Report
Integrating Strength for
SUSTAINABLE GROWTH
www.smbci.com
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Integrating Strength for
SUSTAINABLE GROWTH
PT Bank SMBC Indonesia Tbk (‘SMBC Indonesia’ or ‘Company’) reaffirms
its sustainability commitment by strengthening the integration of
sustainability principles into the Company’s business strategy and
operations. This integration serves as a fundamental pillar in fostering
sustainable growth, ensuring that business performance is not solely
oriented toward short-term achievements, but also toward long-term
resilience and value creation.
SMBC Indonesia reinforces its internal foundation through the
integration of economic resources within the broader corporate
framework of the SMBC Group, the implementation of effective
sustainability governance, and the enhancement of risk management
practices, including climate risk management. Strengthening adaptive
and integrity-driven human capital capabilities also remains a key
element in supporting the Company’s stability and competitiveness
amid an evolving business landscape.
SMBC Indonesia advances sustainability by delivering innovation in
digital finance and sustainable financing, while continuously developing
banking products and services that support inclusive finance, financing
for the transition toward a green economy, and the responsible
growth of productive sectors. This approach enables SMBC Indonesia
to maintain business resilience while contributing positively and
sustainably to economic, social, and environmental development.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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TABLE OF CONTENTS
Theme Explanation 1 Message from the President Commissioner 18
Vision, Mission & Core Values 4 Message from the President Director 23
Sustainability Highlights 6 About SMBC Indonesia 32
Sustainability Awards 14
01 Sustainability
Initiatives
and Climate 42 Risk Management
• Climate Risk Management
52
52
SMBC Indonesia Sustainability Strategy 44 • Climate Risk Management and 54
Scenario Analysis (CRMS)
Implementation of Sustainable Finance 45
Action Plan (RAKB) • Climate-Related Risks and 56
Opportunities
Sustainability Governance 46
Metrics and Targets 58
Environmental Policy Commitments 47
Synergy and Partnership for 59
SMBC Indonesia Sustainability Policy 48 Sustainability
SMBC Indonesia’s Strategies and 59
Contributions to the SDGs
02 Sustainable Economic and
Financial Performance
64 Supply Chain 74
74
Tax Approach and Reporting
Green Projects 66 Products and Services 75
Inclusive Finance Projects 66 • Innovation and Development of Product 76
Financial Performance and Growth 67 and/or Service
68 • Sustainable Finance Products 77
Sustainable Finance Taxonomy
68 • Enhancement of Product and Service 78
Sustainable Finance Performance
Quality
Distribution of Economic Value Gained 70
• Access Development 78
Portfolio Targets and Performance 71
• Cyber Risk Management, Information 78
Business Portfolio by Sector and Size 72
Security, and Customer Privacy
Business Impacts and Management 73 81
• Product Information and Marketing
Initiatives
• Customer Complaint Handling 81
Challenges in Implementing Sustainable 73
Mechanisms
Finance
• Maintaining Customer Satisfaction 83
03 Commitment
Future
to a Sustainable 84 Sustainable IT Asset Management
Paper Saving
91
92
Water and Effluent 92
Energy Usage 87
Waste 92
• Utilization of Renewable Energy 88
Green Building 92
Greenhouse Gas (GHG) Emissions 89
Environmental Education 93
• Operational Emissions 90
Environmental and Biodiversity Program 94
• Financed Emissions 90
Environmental Costs 95
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 3
04 Developing Talent,
Strengthening Performance
96 Training Strategies and Programs
• Competency in Sustainable Finance
109
113
Human Capital Management Strategy 99 Decent and Safe Working Environment 114
Developing a Culture of Sustainability 100 Work-Life Balance 114
SMBC Indonesia Personnel 102 Flexible Working Arrangements 115
Promoting a Healthy Lifestyle and 116
Mental Well-Being
05 Empowering Communities,
Building the Future
118 Empowerment Support Through Digital
Website - “Daya.id”
129
Sahabat Daya 131
Corporate Social Responsibility Programs 121
Corporate Social Responsibility (CSER) 132
• Pillar 1: Self-Capacity Development 121
Allocation Fund
• Pillar 2: Financial Literacy 122
Evaluation of Corporate Social 133
• Pillar 3: Capacity to Grow for Business 124 Responsibility Activity Impact
• Pillar 4: Sustainable Living 127
06 Sustainable Governance 134 Capacity Building for the Board of
Commissioners and Board of Directors
141
Governance Structure 137
Policy Commitment 142
Role of the Board of Commissioners and 139
Communication of Critical Concerns 142
Board of Directors in Impact Management
Conflict of Interest 143
Nomination and Selection of the Board of 140
Commissioners and Board of Directors Implementation of Responsible Business 144
Evaluation of the Board of Commissioners 140 Internal Control System 144
and Board of Directors Fraud Prevention and Eradication, 144
Remuneration of the Board of 141 Including Corruption
Commissioners and Board of Directors Compliance with Laws and Regulations 149
Stakeholder Relations 149
07 About the Report 152
Statement on GRI Standards in Accordance 167 SUSBA Index 187
Check 190
TCFD Index
Independent Assurance Statements 168
Indonesia Stock Exchange (IDX) 191
SDGs Links in GRI Standards 170 ESG Metrics Index
GRI Standard Index 178 Asean Corporate Governance Scorecard 192
(ACGS) Index
GRI Standard - Financial Sector (FS) Index 182
Feedback Sheet 193
SE OJK 16/2021 Index 183
SASB – Financial Sector Index 186
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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VISION
[GRI 2-22] [OJK C.1]
To become the first choice bank in
Indonesia, which give significant change in
the life of millions of people, mainly with the
support of digital technology.
MISSION
[GRI 2-22] [OJK C.1]
TO OFFER TO CREATE
complete financial solution and service to significant and sustainable values for
various segments of retail, micro, SME and stakeholders, including for Indonesian
corporate business in Indonesia, and for society.
Indonesian Nation and Country as a whole.
TO PROVIDE TO USE
valuable opportunity for the professional technology innovation as the main
growth of the SMBC Indonesia employees. differentiator to provide the best quality
and experience in its class to the SMBC
Indonesia clients and partners.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 5
CORE VALUES
[GRI 2-22] [OJK C.1]
INTEGRITY
01 As a professional, always act
sincerity and a high ethical
standard.
CUSTOMER FIRST
02 Always look at it from the
customers’ point of view to provide
additional value.
PROACTIVE & INNOVATIVE
03 Step up and relentlessly innovate.
SPEED & QUALITY
04 Differentiate ourselves through the
speed and quality of our decision-
making and service delivery.
SYNERGY
05 Collaborate as one team within
the SMBC Indonesia financial
conglomeration.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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SUSTAINABILITY HIGHLIGHTS
ECONOMY
[OJK B.1]
ECONOMIC PERFORMANCE HIGHLIGHTS
Net Operating Income* Net Profit* Assets*
(Rp Trillion) [OJK B.1.b] (Rp Trillion) [OJK B.1.c] (Rp Trillion)
0.32 4.10 3.46 (0.10) 3.22 2.68 245.85 241.10 201.45
2025 2024 2023 2025 2024 2023 2025 2024 2023
Customers* Dividend Payments Tax Payments
(Rp Million) (Rp Billion) (Rp Billion)
11.2 9.9 9.5 563 472 619 677 892 861
2025 2024 2023 2025 2024 2023 2025 2024 2023
149.88
FINANCING (Rp Trillion) [OJK B.1.a]
110
NUMBER OF LOCAL SUPPLIERS [OJK B.1.e]
2025 2025
2024 145.94 2023 145.17 2024 187 2023 273
Notes
* Consolidated financial data of SMBC Indonesia, including its three other subsidiaries: PT Bank BTPN Syariah Tbk, PT Oto Multiartha (OTO),
and PT Summit Oto Finance (SOF).
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 7
SUSTAINABLE FINANCE PERFORMANCE
[OJK B.1.d]
Sustainable Financing by Category of Sustainable Business Activities (KKUB) – POJK
Sustainable Financing from Total Loans (Bank Only)
Rp 17.82 trillion Rp 18.13 trillion Rp 13.78 trillion
2025 2024 2023
Percentage of Total Sustainable Financing to Total Loans (Bank Only)
11.89% 12.42% 9.49%
2025 2024 2023
2025 7,635 2025 7,602 2025 2,584
2024 7,514 2024 8,361 2024 2,252
2023 7,682 2023 5,977 2023 115
A. Environmentally Sustainable B. Small and Medium C. Micro
Financing (KUBL) Enterprises (Rp Billion)
(Rp Billion) [OJK B.1.d] (Rp Billion)
Sustainable Funding Sustainable Investment Sustainable Financing Products**
Product Product
Sustainability-Linked
Loan (SLL)*
Rp799 billion
ESG Deposit* Reksadana ESG
(ESG Mutual Fund)*
Green Loan* Rp1.32 trillion
Rp66.85 Rp21.42
billion billion
Social Loan* Rp1.10 trillion
* The data presented reflects the outstanding value as of 31 December 2025.
** Part of Environmentally Sustainable Financing (KUBL).
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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SUSTAINABLE FINANCING BASED ON SUSTAINABLE BUSINESS ACTIVITY CATEGORY (KKUB)
(Rp Billion) [OJK B.1.d]
691 193 4.009
Renewable Energy Sustainable Management
Energy Efficiency of Living Natural
Resources and Land Use
331 337 510
Green Sustainable Water and Environmentally Friendly
Transportation Wastewater Buildings that
Management Meet National, Regional,
or Internationally
Recognized Standards
or Certifications
466 10,185.88 1,100
Environmentally Conscious Micro, Small and Medium MSMEs –
Business Activities Enterprises (MSMEs) – Indirect Financing
and/or Other Related Direct Financing
Initiatives
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 9
SOCIAL
[OJK B.3]
EMPLOYEES
NUMBER OF EMPLOYEES EMPLOYEE RECRUITMENT
(EMPLOYEES) (EMPLOYEES)
6,139 2025
428 2025
6,491 2024
514 2024
6,636 2023
609 2023
PERCENTAGE OF FEMALE EMPLOYEES (%)
PERMANENT EMPLOYEE TURNOVER
RATE (%)
45%
2025 2024
45%
8.5%
11.1% 2023
2023
44%
12.4%
2024
2025 78 EMPLOYEE ENGAGEMENT
SURVEY SCORE
TRAINING AND SOCIALIZATION
AVERAGE TRAINING NUMBER OF PARTICIPANTS SUSTAINABILITY
HOURS (HOURS/ IN ANTI-FRAUD TRAININGS TRAINING
EMPLOYEES) (EMPLOYEES) (EVENTS)
2025 38 2025 6,022 2025 72
2024 35 2024 6,162 2024 53
2023 49 2023 6,359 2023 6
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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CORPORATE SOCIAL RESPONSIBILITY (CSR) ACTIVITIES
NUMBER OF FINANCIAL “DAYA.ID” WEBSITE VISITORS
LITERACY PARTICIPANTS (VISITORS)
(PARTICIPANTS)
2025 >31.4 Million 2025 >2.5 Million
2024 > 8.6 Million 2024 > 1.9 Million
2023 > 2.7 Million 2023 > 2.3 Million
CSR TOTAL FUND CSR BENEFICIARIES (PARTICIPANTS)
(RP BILLION)
2025 3.19 2025 >36.9 Million*
2024 3.42 2024 > 10.3 Million
2023 2.88 2023 > 5.6 Million
*Implementation of the strategy to expand outreach (reach) through “daya.id”
FINANCIAL INCLUSION
NUMBER OF MSME NUMBER OF FEMALE TOTAL DONATIONS
CUSTOMERS CUSTOMERS VIA JENIUS APP
(CUSTOMERS) (CUSTOMERS) (TRANSACTIONS)
2025 18,209 2025 945 2025 25.880
2024 17,880 2024 896 2024 26.207
2023
39,458 2023 965
CUSTOMER SATISFACTION CUSTOMER COMPLAINT
RATE* (%) RESOLUTION RATE
2025 91% 2025 48,059 (99%)
2024 91% 2024 62.759 (99%)
2023 75% 2023 63.215 (97%)
* The restatement of the 2024 and 2023 data was conducted
due to a change in the survey data source. Further details are
provided on page 83.
SMBC Indonesia promotes community well-being and inclusive economic growth through KKUB financing, MSME and
women empowerment, financial literacy, and job creation. Recognizing potential negative impacts, such as limited
access to financing and emissions or waste effects on communities, SMBC Indonesia implements sustainable banking
policies and practices to encourage customers to conduct economic activities responsibly. [OJK B.3]
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 11
ENVIRONMENTAL
[OJK B.2]
ENERGY CONSUMPTION EMISSION INTENSITY/
ENERGY USAGE
INTENSITY/EMPLOYEE EMPLOYEE*
(GJ) [OJK B.2.a]
(GJ/Employee) (ton CO2eq/employee)
[OJK B.2.b]
2025 2025 2025 2.26
2024 2.32
76,281.05 12.43 2023 2.85
EMISSION REDUCTION
2024 2024
PERFORMANCE*
(tonCO2eq)
94,863.48 14.61 2025 1,131.96
2024 3,908.17**
2023 2023
2023 304.00
* Total Scope 1 and Scope 2 emissions after REC deduction compared to the
100,404.04 15.13
previous year.
** Update to 2024 data due to changes in Scope 2 emissions data.
Scope 1 Emissions (tonCO2eq) Scope 2 Emissions (tonCO2eq)
1,345.90 13,394.83
2,474.82 2,506.91 14,106.92* 16,437.87
2025 2024 2023 2025 2024 2023
* Restatement of the 2024 data followed a review and correction of the previous calculation
process, resulting in a non-material decrease compared to the data previously reported.
Scope 3 Emissions Non-Financed Emission Scope 3 Emissions - Financed Emission*
(tonCO2eq) (tonCO2eq)
10,320.18 1,586,802.5**
13,530.32* 173.17 1,353,246.16
2025 2024 2023 2024 2023
* In 2024, SMBC Indonesia began calculating Scope 3 emissions for several additional * Financed emissions data is presented with a one-year lag from the reporting period due to
categories, namely Scope 3 Categories 1, 2, 3, 5, and 7. This was undertaken as part of an limitations in the availability of debtor data.
enhancement to the emissions calculation. ** Financed emission in 2024 increased due to the expansion of the Bank’s portfolio coverage.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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REDUCTION IN PAPER
PAPER USAGE (REAMS)
USAGE (REAMS)
[OJK B.2.C]
[OJK B.2.C]
2025 2025
46,356 -13,005
2024 2024
59,361 +10,157
2023 2023
49,204 1,644
TREE PLANTING INITIATIVE
2025 2024 2023
1,971 1,500 625
10% of total bankwide electricity
costs (961 units) 3 Electric Vehicle Unit
Total Purchase of Renewable Energy
Certificates (REC)
1 Solar Panel Installation Unit
at the Gunung Sahari Branch
Office, Jakarta
1 Electric Vehicle Charging Station
(EVCS) at the Diponegoro
Branch Office, Surabaya, East Java
Installed and effective since 2024
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 13
GOVERNANCE
Number of Whistleblowing Reports Percentage of Whistleblowing
Received (Cases) Reports Resolved (%)
2025
61
92%
2024
24
87.5%
2023
42 98%
2023
2024
2025
* There was a data adjustment in 2024 due to
recalculation. Consequently, the 2024 figures reported
this year are lower than those disclosed in the previous
year’s report.
ASEAN Corporate Governance IT & Data Security Certifications
Scorecard (Points)
2025 2025
107.15 Points
ISO/IEC 27001:2022
Scope as per SOA:
The Information Security Management in The
with a predicate of “Leadership in Corporate
Governance” or Level 5 (over 100) Development and Operations in Provision of JENIUS
System
2024 2024
108.22 Points
ISO/IEC 27001:2013
Scope as per SOA:
with a predicate of “Leadership in Corporate
The Information Security Management in The
Governance” or Level 5 (over 100)
Development and Operations of JENIUS System
2023
99.19 Points
with a predicate of “Very Good” or
Level 4 (90-99.99)
* Pada tahun 2024, SMBC Indonesia mulai menghitung emisi Cakupan 3 pada beberapa
kategori tambahan, yaitu Cakupan 3 Kategori 1, 2, 3, 5, dan 7. Hal ini dilakukan sebagai
bagian dari peningkatan penghitungan.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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SUSTAINABILITY AWARDS
SMBC Indonesia’s commitment and initiatives in implementing sustainability throughout 2025 have been recognized
with several prestigious awards. Complete information on the awards received by SMBC Indonesia during 2025 can be
accessed through the official website at https://www.smbci.com/en/berita-media/peristiwa
No Award Name Category Awarding Institution Award Date
1 500 Most Outstanding 1. Dini Herdini (Compliance Director) Infobank (Infobank April 16, 2025
Women 2025 2. Hanna Tantani (Finance Director) Magazine, April 2025
3. Merisa Darwis (Operations Director) edition)
4. Ninik Herlani Masli Ridhwan (Independent
Commissioner)
2 Bank Service 1. Ranked 1st in the category of Best Infobank (Infobank May 8, 2025
Excellence Monitor Performing Bank Email Service with Digital Magazine, May 2025
2025 Services 2024-2025 edition) & Marketing
2. Ranked 2nd in the category of Best Research Indonesia
Performing Mobile Banking with Digital
Services 2024-2025
3. Ranked 3rd in the category of Best
Performing Bank Chatbot with Digital
Services 2024-2025
4. Ranked 1st in the category of Best
Performing Bank Live Chat with Digital
Services 2024-2025
5. Ranked 4th in the category of Best
Performing Bank Social Media with Digital
Services 2024-2025
6. Ranked 3rd in the category of Best
Performing Bank Call Center with Digital
Services 2024-2025
7. Ranked 1st in the category of Best
Performing Bank Website with Digital
Services 2024-2025
8. Ranked 2nd in the category of Best
Performing Bank Account Opening via
Mobile Application/Mobile Browser with
Digital Services 2024-2025
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Integrating Strength for
Sustainable Growth 15
No Award Name Category Awarding Institution Award Date
3 Indonesia Regulatory Sapphire - Best Enterprise in Regulatory Hukumonline May 9, 2025
Compliance Awards Compliance in the Financial Services (Bank)
2025 Sector
4 CXtraordinary Tech Jeny Mustopha (Head of Information Marketing Magazine & Carre June 3, 2025
Executive Award 2025 Technology) CX
Category: Security & Compliance
5 HR Asia Awards 2025 1. Best Companies to Work for in Asia 2025 HR Asia and Business Media June 20, 2025
2. Most Caring Company Awards 2025 International
3. Diversity, Equity & Inclusion Awards 2025
6 HR Excellence Award 1. “Excellent” rating in the Wellbeing SWA Media Group in July 16, 2025
2025 Management category collaboration with the
2. “Very Good” rating in the Learning & Management Institute of
Development (L&D) category the Faculty of Economics
3. “Very Good” rating in the Employer and Business, University of
Branding and Talent Acquisition category Indonesia (LM FEB UI)
7 The 16th IICD 1. Top 50 Big Capitalization Public Listed Indonesian Institute for September 15,
Corporate Governance Company Corporate Directorship 2025
Conference and Award 2. Best Financial Sector in the Big Cap
category
8 PRIMA Awards 2025 Titanium Awards - Best Issuing Bank (All PT Rintis Sejahtera (RINTIS) October 23,
Features) and Biro Riset Infobank 2025
9 Indonesia Leadership A - Indonesia’s Leader in ESG Bumi Global Karbon November 12,
Environmental, Social, Transparency Foundation 2025
and Governance (ESG)
Leadership Awards
2025
10 Asia Sustainability Platinum Rating National Center for November 28,
Reporting Rating Corporate Reporting (NCCR) 2025
(ASRRAT) 2025
11 Top CEO Indonesia “The Innovative Leader in the Digital Banking IDNFinancials dan MetroTV December 4,
Awards 2025 Vanguard” awarded to SMBC Indonesia 2025
President Director Henoch Munandar
12 Investing on Climate Best Emission Reduction and Best Climate Investing on Climate December 5,
by Editors Choice Financing 2025
Award 2025
13 Sustainable Business INSTAR Verified Company Tempo Data Science, December 12,
Integrity Index Transparency International 2025
(INSTAR) 2025 Indonesia (TII), and Institute
for Strategic Initiatives (ISI)
14 Launch of the 2024 “A” Rating as one of the public companies Foundation for International December 16,
Indonesian Public with the best 2024 sustainability reports Human Rights Reporting 2025
Company Sustainability Standards (FIHRRST) and
Report Study Moores Rowland
15 Indonesian Sustainable 1. Platinum predicate for SDG (4.3) Corporate Forum for CSR December 17,
Development Goals Quality Education through the program Development (CFCD) 2025
Awards (ISDA) 2025 “Empowering Digital Skills and
Entrepreneurship via the SMBC Indonesia
Daya Program”
2. Gold predicate for SDG (8.3(b)) Decent
Work and Economic Growth through
the program Digital Community
Empowerment via “daya.id”
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength
Integrating for
Strength
Sustainable Growth
Empowering
17
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 19
Message
from the
President
Commissioner
and the
President Director
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Message
from the
President
Commissioner
[GRI 2-22] [OJK A.1] [SUSBA 1.1.1.5.]
CHOW YING HOONG
President Commissioner
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Integrating Strength for
Sustainable Growth 21
Sustainability is not merely a goal, but a shared
journey to deliver a tangible impact for the planet,
society, and future generations.
Greetings and best wishes to all, In alignment with the SMBC Group’s global commitment
With deep gratitude, I represent the Board of to achieve Net Zero Emissions (NZE) by 2030 for internal
Commissioners in presenting this message in SMBC operations, and Net Zero Emissions across all loan
Indonesia’s Sustainability Report. This report is more than and investment portfolios by 2050, SMBC Indonesia
just a regulatory obligation, it is a concrete manifestation has established a sustainability policy direction to
of our aspirations to support the achievement of support these objectives. This commitment is a tangible
sustainable development. manifestation of our responsibility, not only to our
stakeholders but also to future generations.
The Board of Commissioners recognizes that the world
currently faces a significant challenge in the form of the To achieve these objectives, we undertook various
global climate crisis. Climate change brings widespread strategic measures, ranging from enhancing energy
impacts, ranging from physical risks affecting people’s efficiency and implementing eco-friendly operational
lives to transition risks affecting the trajectory of principles to supporting energy transition financing
economic development and the business world. and green investments. This commitment also aligns
with global initiatives and the Indonesian government’s
As part of the global Sumitomo Mitsui Banking targets, emphasizing the importance of achieving net
Corporation (SMBC) Group, we understand that the zero emission by mid-century.
financial sector plays a vital role in addressing these
challenges. Therefore, SMBC Indonesia holds the view As part of our initiatives to realize this commitment,
that business sustainability is solely determined by the Board of Commissioners has tasked the Board of
financial performance, but also by the extent to which Directors to formulate a Sustainable Finance Action
we can contribute to achieving global goals in reducing Plan (RAKB). This document serves as a comprehensive
carbon emissions, supporting the energy transition, and strategic guideline, outlining the Company’s concrete
strengthening the social and economic resilience of steps to take in the short and medium term to support
communities. the achievement of its sustainability.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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22
In addition to drafting the RAKB, SMBC Indonesia also plays Commissioners has tasked the Board of Directors with
an active role in supporting economic transition through preparing this Sustainability Report. This report serves
the drafting and implementation of a Sustainability Policy. as a medium for open communication with all our
This policy is a concrete manifestation of the alignment stakeholders, including regulators, investors, customers,
between regulatory directives, international standards, and the broader community.
SMBC Group guidelines, and the Company’s business
strategy. The Sustainability Policy is designed to ensure In closing, on behalf of the Board of Commissioners, I would
that financing and investment decisions made by SMBC like to express our appreciation to the Board of Directors
Indonesia takes into account sustainability aspects, both and the entire management team for their dedicated
from a risk and an opportunity perspective. efforts in realizing SMBC Indonesia’s sustainability vision.
We also extend our gratitude to our customers, business
Thus, SMBC Indonesia not only performs its financial partners, regulators, and all stakeholders for their ongoing
intermediation function but also acts as a catalyst for support, valuable input, and trust in SMBC Indonesia.
change towards a green, inclusive, and resilient economy.
Our support through the implementation of this policy We believe that sustainability is a shared journey. Through
is expected to drive the growth in strategic low-carbon strong efforts, clear strategies, and close collaboration,
sectors, while also assisting Indonesia to achieve its SMBC Indonesia will continue to play a pivotal role
national targets for emission reduction and energy in supporting the transition towards a greener, more
transition. inclusive, and resilient future.
Transparency and accountability are essential principles Thank you.
of good corporate governance. Therefore, the Board of
Sincerely,
Jakarta, 31 March 2026
CHOW YING HOONG
President Commissioner
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength
Integrating for
Strength
Sustainable Growth
Empowering
23
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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24
Message
from the
President
Director
[SUSBA 1.1.1.6.]
HENOCH MUNANDAR
Direktur Utama
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 25
SMBC Indonesia strives to ensure that all sustainability
initiatives taken today serve as the basis for a greener,
more inclusive, and more meaningful future for
generations to come.
The year 2025 was both dynamic and challenging, as we commitment towards: achieving net-zero emissions
witnessed the national economy navigate shifts in various across all operations by 2030 and net-zero emissions
political, economic, and global and domestic factors. within its loan and investment portfolios by 2050. These
Amidst these challenges, Indonesia demonstrated achievements, certainly, cannot be realized without the
notable resilience, supported by a steadily expanding support and collaboration of various parties, including our
manufacturing sector, a sustained trade surplus, and stakeholders.
controlled inflation. This resilience was further reinforced
by the solid performance of the banking sector through SMBC Indonesia undertakes numerous initiatives
the end of 2025. and programs as a manifestation of the Company’s
support for collective efforts toward achieving the Paris
Within this context, SMBC Indonesia reaffirmed its role in Agreement, a just transition to a low-carbon economy,
2025 as a strategic partner in providing financial services Indonesia’s updated Greenhouse Gas (GHG) emission
that are deemed not only innovative but also responsible. reduction targets or Enhanced Nationally Determined
As a bank with a global network, SMBC Indonesia can Contribution (ENDC), and Indonesia’s target for net-zero
leverage the SMBC Group’s reputation and extensive GHG emissions by 2060.
reach to drive national economic growth while advancing
the #BersamaLebihBermakna (#DoGoodBeGreat) SMBC Indonesia addresses various sustainability issues
initiative to foster collaborative value and deliver broader through strategic initiatives aligned with the 2024–
and more meaningful impact. 2028 Sustainable Finance Action Plan (RAKB). Through
the RAKB, we have prepared targeted strategic steps
to strengthen sustainability governance, integrate
POLICY ON ADDRESSING CLIMATE sustainability principles into business activities, and
AND SUSTAINABILITY CHALLENGES expand our green financing portfolio across various
[OJK D.1.a] [SUSBA 1.1.1.1.] [SUSBA 1.1.1.2.] [SUSBA 1.1.1.4.] eco-friendly sectors. Furthermore, we outline our
[SUSBA 1.1.1.5.] [SUSBA 1.1.1.7.] implementation plans, targets, and ongoing initiatives,
SMBC Indonesia’s commitment to sustainability is including the development of sustainable financial
realized through various initiatives aligned with initiatives products, internal capacity building, and management of
to support the achievement of SMBC Group’s global environmental and social risks.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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26
In order to drive the creation of a low-carbon economy, operational management and sustainable service
SMBC Indonesia strives to take an active role by providing innovations. Financial performance in 2025 recorded
various sustainability-based financing instruments, consolidated net profit attributable to owners of the
including Sustainability-Linked Loans, Green Loans, and parent entity amounting to Rp506 billion. This result was
Social Loans. SMBC Indonesia also offers ESG Deposits, mainly influenced by higher credit provisions at the
providing green investment options for customers, as Company and its multifinance subsidiary due to
well as ESG Mutual Funds. additional loan loss reserves following a more intensive
portfolio review by the parent company within the
To ensure the fulfillment of stakeholder expectations, conglomeration framework, which led to an increase in
SMBC Indonesia consistently implements and the cost of credit in 2025. The additional reserves reflect
updates various global sustainability frameworks and a prudent response to the weakening economic
standards in its reporting practices. In 2025, as an initial conditions in 2025. In addition, SMBC Indonesia recorded
phase of implementation preparation, the Company consolidated net interest income of Rp15,911 billion, an
independently conducted a gap analysis of the increase of 5%, while consolidated operating income
sustainability disclosures reported in the previous year increased by 6% to Rp18,439 billion. These results
against the International Financial Reporting Standards reaffirm the Company’s ability to remain resilient
(IFRS) S1 and S2, prior to a third-party gap analysis and competitive despite operating in a dynamic and
scheduled for 2026. challenging market environment.
As a manifestation of consistency regarding the
IMPLEMENTATION OF SUSTAINABLE sustainability agenda, SMBC Indonesia expanded
FINANCE financing support for green projects. Funding for the
[OJK D.1.b] Environmentally Sustainable Business Activities (KUBL)
As part of its commitment to implementing sustainability sector recorded good growth, reaching a total financing
in an integrated manner, in 2025 SMBC Indonesia reached Rp7.64 trillion, an increase of approximately
strengthened its sustainability governance structure 1.6% from the previous year. Furthermore, ESG deposit
by placing the Sustainability Committee under the products, as an investment alternative aligned with
coordination of the Vice President Director. This step aims sustainability principles for customers, reached Rp66.85
to ensure clear strategic direction, effective decision- billion, an increase of 28% compared to the previous year,
making, and consistent implementation of sustainable totaling Rp52.4 billion. SMBC Indonesia also channeled
finance bankwide. Rp10.19 trillion in financing to the MSME sector.
The governance enhancement was further supported SOCIAL PERFORMANCE
by the establishment of the Sustainable Business In 2025, SMBC Indonesia conducted in-person financial
Strategy Division as a dedicated function responsible literacy programs for more than 31 million individuals,
for formulating strategy, coordinating initiatives, and including students/university students, employees,
ensuring that the sustainability agenda is integrated persons with disabilities, retirees, MSME entrepreneurs,
across all Lines of Business (LOB) and supporting and the general public. Meanwhile, online empowerment
functions. initiatives through the “daya.id” website reached more
than 2.5 million visitors.
The Sustainability Committee is responsible for setting
sustainable finance strategies, policies, and targets, During the reporting period, SMBC Indonesia’s support for
as well as overseeing, evaluating, and providing MSME development was further strengthened through
recommendations on their implementation. Through this the development of programs aimed at enhancing
structure, sustainability principles are expected to be MSME capacity, particularly in the utilization of digital
comprehensively embedded and integrated into SMBC technology. The objective is to enable MSMEs to expand
Indonesia’s business decision-making processes. their access to global markets. These programs included
seminars on the application of Artificial Intelligence (AI),
ECONOMIC PERFORMANCE conducted in partnership with MSME entrepreneur
Throughout the reporting year, SMBC Indonesia communities.
demonstrated strong performance through efficient
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 27
SMBC Indonesia also successfully promoted Indonesian Additionally, in 2025, the “BerDaya Untuk Bumi”
MSME products to the international market at the program remained a highly anticipated initiative among
Amsterdam Coffee Festival 2025 by introducing three employees and customers. The activities were
locally owned coffee-producing and processing MSMEs participated in by 411 employees from SMBC Indonesia,
to global coffee enthusiasts. In 2025, SMBC Indonesia OTO, SOF, and BTPNS. This program is supported by the
was proud to be part of the success of two MSMEs that SMBC Group and has successfully converted participants’
received awards at the Sustainability Report Competition healthy steps into the planting of 1,971 trees, reflecting
organized by Erasmus Eco Green Project. In this the Company’s commitment to fostering environmental
competition, SMBC Indonesia nominated two assisted stewardship through collective action. Beyond providing
MSME customers as a demonstration of its commitment environmental benefits, this program also promotes
and support in promoting the implementation of a healthy lifestyle and the active participation of all
sustainable operational practices, not only within the stakeholders. SMBC Indonesia remains committed to
Company but also among its customers as strategic continuously reducing emissions in its operations through
partners. various energy efficiency and carbon footprint reduction
initiatives.
SMBC Indonesia promotes the active participation of
employees and the public in supporting sustainability
programs through its volunteer initiative, Sahabat COLLABORATION FOR
Daya. Throughout 2025, 56 Sahabat Daya programs SUSTAINABILITY
were implemented, involving 1,213 participants and In 2025, SMBC Indonesia strengthened its leadership
benefiting 2,204 individuals. Participation included the in sustainable finance implementation by actively
full involvement (100%) of the Board of Directors and participating in various discussion and educational
Management of SMBC Indonesia, demonstrating the forums organized by cross-sectoral institutions such
Company’s strong leadership commitment to advancing as the Financial Services Authority (OJK), the Indonesia
sustainability initiatives through Sahabat Daya. Stock Exchange (IDX), the Indonesia Sustainable Finance
Initiative (IKBI), the International Finance Corporation
Furthermore, to enhance employee capacity, SMBC (IFC), and others.
Indonesia also conducted training programs attended
by 6,127 employees, achieving an average of 38 training This participation demonstrates SMBC Indonesia’s
hours per employee. Meanwhile, to ensure continuous strong support for accelerating and implementing
competency building, SMBC employees participated in sustainable finance across various sectors. This aims to
72 training sessions covering various topics related to spur the growth of eco-friendly industries, strengthening
the implementation of sustainable finance, organized by contributions to social aspects that support sustainable
both internal and external parties. development, and to broaden public understanding of
the importance of green and inclusive financial product
ENVIRONMENTAL PERFORMANCE innovation.
As part of SMBC Indonesia’s support in reducing Scope
1 and 2 GHG emissions from operational activities, the
utilization of renewable energy remains a key strategy AWARDS
being continually developed. Key initiatives implemented Throughout 2025, SMBC Indonesia received various
include the installation of solar panels at the Gunung sustainability awards in recognition of the Company’s
Sahari branch office, effectively operational from 2024, consistency and commitment in integrating
and the purchase of Renewable Energy Certificates environmental, social, and governance (ESG) principles
(RECs) to support low-carbon energy usage. By the end into its business strategy. Among these, SMBC Indonesia
of 2025, through the implementation of these initiatives, was honored with the Investing on Climate Editors’ Choice
SMBC Indonesia successfully recorded a reduction in Award 2025 for its active role in climate change mitigation
Scope 1 and Scope 2 GHG emissions of 1,131.96 ton through sustainable initiatives and investments.
CO₂e compared to the previous reporting year. After
adjustments for the use of RECs, emissions at 836.07 Various empowerment programs organized by SMBC
tons of CO₂e. Indonesia through its Daya program received recognition
at the Indonesian Sustainable Development Goals Awards
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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28
(ISDA) 2025 for their tangible contributions to social and progressively developed in line with the integration of
environmental responsibility initiatives aligned with the climate risk management into SMBC Indonesia’s business
achievement of the Sustainable Development Goals activities. Through these initiatives, SMBC Indonesia
(SDGs). In addition, SMBC Indonesia obtained a “Verified” reinforces its role in creating more responsible, adaptive,
status with a score of 85.68 in the 2025 Indeks Integritas and sustainability-oriented financial practices for all
Bisnis Lestari (INSTAR). For SMBC Indonesia, these awards stakeholders.
are not merely achievements, but a reaffirmation of
our efforts to continuously strengthen responsible, SMBC Indonesia also conducted a pilot implementation of
transparent business practices with a positive impact Climate Risk Management and Scenario Analysis (CRMS)
on the community, the environment, and the national in accordance with the Financial Services Authority (OJK)
economy. guidelines to strengthen climate resilience.
SMBC Indonesia ensures that oversight of sustainability
TARGET ACHIEVEMENT STRATEGY issues, including climate change, resides at the Board of
[OJK D.1.c] [OJK E.5] Commissioners and Board of Directors level. This effort is
SMBC Indonesia recognizes that climate change demonstrated through the establishment of sustainability
poses significant risks, including water-related risks strategy, periodic review of sustainability performance,
such as flooding, scarcity, and pollution, which may and active engagement in ensuring that sustainability
impact customer activities, particularly in Indonesia, a policies, targets, and initiatives are integrated into the
region highly susceptible to floods and earthquakes. Company’s business plans. Thus, board-level oversight
Furthermore, SMBC Indonesia acknowledges that provides clear strategic direction while ensuring that
environmental degradation carries social and economic sustainability aspects remain an integral part of corporate
risks, including disruptions to livelihoods, increased governance. [SUSBA 1.1.1.3] [SUSBA 1.4.1.1]
operational costs, and the diminished resilience of
ecosystems that support business activities.
CHALLENGES AND OPPORTUNITIES
SMBC Indonesia manages these risks through the [OJK E.5]
identification, assessment, and integration of climate- We recognize that the implementation of sustainability
related aspects into its business and financing processes, principles presents a number of challenges that must
aiming to bolster customer resilience while promoting the be managed in a measured manner. In addition to being
transition to a low-carbon economy. This is expected to driven by climate change, the diversity and complexity of
contribute to long-term stability for customers and the regulations, along with the need to integrate sustainability
broader community. [SUSBA 1.2.1.10] [SUSBA 1.1.1.6] aspects into the entire business process, constitute
strategic factors that further increase the challenges of
In realizing its commitment to sustainability, SMBC sustainability implementation.
Indonesia consistently manages risks related to
environmental, economic, and social aspects, From the perspective of sustainable finance
including those driven by climate change. Accordingly, implementation, SMBC Indonesia observes that
the Company also ensures the comprehensive understanding of the role of sustainability for the business
implementation of Environmental and Social Risk sector among customers still needs to be improved. This is
Management to identify risk areas that could impact the essential for ensuring that business players can recognize
Company’s operational performance and reputation, the long-term benefits of participating in various green
managing them appropriately according to their specific programs and initiatives. Initiatives to maintain data
risk characteristics. quality and ensure that green projects genuinely deliver
positive impact are also vital components of a collective
SMBC Indonesia is committed to supporting the commitment to upholding the credibility of sustainable
achievement of SMBC Group’s Net Zero Emissions financing.
(NZE) targets for operational activities by 2030 and
for its financing and investment portfolio by 2050. The To address these challenges, SMBC Indonesia has
establishment of quantitative emission reduction targets implemented several strategic measures, such as
is currently undergoing internal assessment and will be providing streamlined access to financing facilities for
companies committed to enhancing their sustainability
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 29
performance. Furthermore, as part of its corporate continues to progress gradually.
responsibility, SMBC Indonesia actively provides
education and guidance to assist customers in viewing With increasing collaboration, a growing awareness that
sustainability as a long-term business opportunity rather sustainability opens avenues for growth opportunities,
than a mere compliance obligation. Additionally, SMBC supported by national regulatory frameworks such as
Indonesia leverages the SMBC Group’s global network OJK’s Indonesian Sustainable Finance Taxonomy and
to bring international best practices in sustainability various sustainability policies aligned with international
to Indonesia, strengthening regulatory alignment and commitments toward Indonesia’s Net Zero Emissions
encouraging collaboration with regulators, associations, by 2060, we are confident that the sustainable finance
and research institutions to create a more robust and ecosystem will continue to develop and offer broader
consistent sustainable finance ecosystem. expansion potential. By leveraging these opportunities,
SMBC Indonesia is determined to strengthen its role as
Amidst initiatives to respond to existing challenges, a catalyst in driving a more inclusive, innovative, and
SMBC Indonesia views the development of sustainable sustainable economic transformation.
finance as a strategic opportunity for the banking sector.
The growing demand for financing in renewable energy,
green infrastructure, low-emission transportation, and CLOSING
waste management has spurred the innovation of more In closing, on behalf of the Board of Directors, I would
eco-friendly financial products. like to express my appreciation to all stakeholders—
customers, regulators, business partners, employees,
SMBC Indonesia also identifies significant opportunities and the community—who have together supported
aligned with the growing green economy trend. SMBC Indonesia’s sustainability journey. We believe that
Sustainable financing and the Sustainable Business sustainability is a shared responsibility. Let us continue
Activity Category (KKUB) have become strategic areas to move forward, accelerating the transition toward a
that not only support the transition to an eco-friendly greener, fairer, and more resilient future for the well-being
economy but also drive stronger, more competitive of present and future generations.
business growth. While some industries, particularly those
still reliant on fossil fuels, may require a longer transition
period, the shift towards more sustainable practices
Sincerely,
Jakarta, 31 March 2026
HENOCH MUNANDAR
President Director
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30
Statement Letter of The Board of Commissioners
and Board of Directors Regarding Responsibility for
The 2025 Sustainability Report of
PT Bank SMBC Indonesia Tbk
We, the undersigned, declare that all information contained in the 2025 Sustainability Report of PT Bank
SMBC Indonesia Tbk has been presented in their entirety, and that we assume full responsibility for the
accuracy of the contents of the Sustainability Report of PT Bank SMBC Indonesia Tbk.
This statement is made truthfully
Jakarta, March 31st, 2026
BOARD OF COMMISSIONERS
Chow Ying Hoong
President Commissioner
Takeshi Kimoto Ninik Herlani Masli Ridhwan Onny Widjanarko
Commissioner Independent Commissioner Independent Commissioner
Kusumaningtuti Sandriharmy Soetiono Marita Alisjahbana
Independent Commissioner Independent Commissioner
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Integrating Strength for
Sustainable Growth 31
BOARD OF DIRECTORS
Henoch Munandar
President Director
Jun Saito Michellina Laksmi Triwardhany
Wakil Direktur Utama Wakil Direktur Utama
Dini Herdini Atsushi Hino Yuki Terayama
Deputy President Director Director Director
Merisa Darwis Hanna Tantani
Director Director
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32
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Integrating Strength for
Sustainable Growth 33
About
SMBC Indonesia
Amidst global dynamics,
SMBC Indonesia’s
commitment remains
steadfast: to deliver reliable
financial services tailored
to the needs of society and
oriented toward sustainability,
in support of inclusive
development in Indonesia.
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34
COMPANY PROFILE
Company Name
[GRI 2-1]
PT Bank SMBC Indonesia Tbk
Line of Business
[GRI 2-6]
Banking Services
Business Permit
[GRI 2-6] [OJK C.4]
• Commercial bank business
permit
• Foreign exchange bank
business permit
• Listed on the Indonesia Stock
Exchange (IDX) on March
12, 2008, under the ticker
symbol BTPN
Products
[GRI 2-6] [OJK C.4]
• Funding
• Financing
Legal Basis of Establishment
[GRI 2-1]
• Notarial Deed No. 21 dated October 6, 1959,
by Notary Noezar, S.H.
• Notarial Deed No. 203 dated May 31, 1960,
by Notary Noezar, S.H. 03
04
• Notarial Deed No. 53 dated November 7,
1960, by Notary Noezar, S.H. 02
• State Gazette No. 13, Supplement No. 5,
dated February 14, 1961
• Notarial Deed No. 31 dated February 16,
1985, by Notary Komar Andasasmita, S.H., Ownership
as amended by Notarial Deed No. 12 dated [GRI 2-1] [OJK C.3.C]
July 13, 1985, by Notary Dedeh Ramdah
Sukarna, S.H. 01. Sumitomo Mitsui Banking
Corporation (91.05%)
02. PT Bank Central Asia Tbk
Date of Establishment
[OJK B.1] 05 (1.03%)*
February 5, 1958 01 03. PT Bank Negara Indonesia
(Persero) Tbk (0.11%)**
04. Public (7.81%)
* In compliance with Government Regulation No. 29 of 1999 on the Purchase of Commercial Bank’s Shares and converted
shares due to the Merger with PT Bank Sumitomo Mitsui Indonesia.
** Converted shares due to Merger with PT Bank Sumitomo Mitsui Indonesia.
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Integrating Strength for
Sustainable Growth 35
Head Office
[GRI 2-1] [OJK C.2] [OJK C.3.c]
Menara SMBC, CBD Mega Kuningan, Jl. Dr. Ide Anak Agung Gde Agung, Kav 5.5-5.6,
Jakarta Selatan 12950, Indonesia
Telp: (62 21) 300 26 200
Fax: (62 21) 300 26 309
Web: www.smbci.com
Linkedin: PT Bank SMBC Indonesia Tbk
Email: info@smbci.com
Business Entity
[GRI 2-2]
All information contained in this report is the property
of SMBC Indonesia, including both head office and
regional offices, and does not involve any subsidiary
entities unless explicitly stated in a specific section.
The audited consolidated financial data includes three
subsidiaries, excluding PT BTPN Syariah Ventura.
Shareholding
70% 51%
PT Bank BTPN Syariah Tbk PT Oto Multiartha
(BTPN Syariah) (OTO)
1%
51% PT BTPN Syariah Ventura
PT Summit Oto Finance *69.3% indirect ownership
(SOF) through PT Bank BTPN
Syariah Tbk
Significant Changes
[GRI 2-6] [OJK C.6]
No significant changes occurred within
the organization during the reporting
period.
Company Rating
• AAA (Idn), Stable Outlook (Long-Term) – PT
Fitch Ratings Indonesia
• F1+ (idn) (Short-Term) – PT Fitch Ratings
Indonesia
• idAAA (Triple A, Stable Outlook) – PT
Pemeringkat Efek Indonesia (PEFINDO)
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36
OPERATIONAL AREAS AND SERVICE NETWORK
[GRI 2-1] [OJK C.3.d]
East Kalimantan
North Sumatera 2 KC
1 Kanwil
4 KC
10 KCP
Riau
West Sumatera Islands
2 KC 1 KC 9 West Kalimantan
3 KCP 1 KCP 1 KC
2 KCP
Riau 25
8 1 KC
1 KCP
11 Jambi North
1 KC Kalimantan 10
2 KCP 1 KCP
18 South Sumatera
1 Regional Office
1 KC 23
5 KCP
19
Bangka Belitung
Islands
1 KCP
21
20
13
12
14
Central
Bengkulu Kalimantan
1 KC 1 KC South
2 KCP
22 3 KCP Kalimantan
1 KC
3 KCP
1
Lampung 5 3
1 KC 2
2 KCP
6 4
7
Banten
1 KC DI Yogyakarta East Java
5 KCP 1 KC 2 Kanwil
2 KCP 7 KC 26
34 KCP
DKI Jakarta Central Java
2 Kanwil Bali
1 KPO 1 KC
1 Kanwil 6 KC
5 KC 23 KCP
12 KCP
West Java West Nusa
1 Kanwil Tenggara
9 KC 1 KC
19 KCP 4 KCP
Description
- Kanwil : Regional Office
- KC : Branch Office
- KCP : Sub-Branch Office
In addition to Kanwil, KC, and KCP, SMBC Indonesia also has Universal ATMs. Complete data can be found on the official
SMBC Indonesia website: https://www.smbci.com/Onebranch/one--branch_-smbc--indonesia-compressed.pdf [OJK C.2]
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Integrating Strength for
Sustainable Growth 37
Across all regions of Indonesia, SMBC Indonesia serves individual customers, corporations, MSMEs, and other
customers through its Regional Offices (Kanwil), Branch Offices (KC), Sub-Branch Offices (KCP), and ATMs.
Gorontalo North
1 KCP Sulawesi
1 KC
5 KCP
North
32 Maluku
1 KC
30 15
Central
Sulawesi
29 1 KC
2 KCP
Papua
1 KC 17
28 31
Southeast
24 Sulawesi
Maluku
1 KC
1 KC
1 KCP
16
West
Sulawesi
3 KCP South
Sulawesi
1 Kanwil
2 KC
12 KCP
East Nusa
27 Tenggara
1 KC
5 KCP
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MEMBERSHIP OF ASSOCIATIONS
[GRI 2-28] [OJK C.5]
Organization Membership Organization
Name Status Scale
Indonesian Issuer Association (AEI) Member National
Indonesian Payment System Association (ASPI) Member National
Indonesia Sustainable Finance Initiative (IKBI) Member National
Filantropi Indonesia Member National
Banking Compliance Directors Communication Member in Regulation & National
Forum (FKDKP) Policy Board
Indonesia Business Coalition for Women Empowerment (IBCWE) Founder/promotor National
Indonesian Corporate Secretary Association (ICSA) Director of Compliance & Corporate National
Secretary, as a member
Perhimpunan Bank Nasional (PERBANAS) Member National
Communication Forum for Director of Banking Operations Member National
(FKDOP)
International Banks Association of Indonesia (PERBINA) Member National
COMPANY SCALE
[GRI 2-6] [OJK C.3]
Description 2025 2024 2023
Number of Employees 6,139 6,491 6,636
Total Operating Income - Net* (Rp Billion) 323.91 4,104 3,461
[OJK B.1.b]
Authorized Capital* (Rp Billion) 300 300 300
Issued Capital* (Rp Billion) 213 213 163
Total Capitalization (Rp Billion) [OJK C.3.a]
· Third-Party Funds 119,502 110,423 96,056
· Borrowings 29,793 40,516 34,284
· Equity 43,054 42,215 33,731
· Total Assets 205,616 202,543 181,241
Total Liabilities* (Rp Billion) 192,392 186,350 160,165
Total Office Network 231 offices 252 offices 266 offices
208 ATMs 217 ATMs 214 ATMs
Total Funding Products [OJK B.1.a] 19 20 13
Total Financing Products [OJK B.1.a] 14 20 17
Number of Services [OJK B.1.a] 87 26 26
Note:
* Consolidated financial data of SMBC Indonesia, including its three other subsidiaries, PT Bank BTPN Syariah Tbk, PT Oto Multiartha (OTO), and PT Summit
Oto Finance (SOF).
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Integrating Strength for
Sustainable Growth 39
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40
MILESTONES OF SMBC INDONESIA
2024
• SMBC Indonesia was selected to participate in the • Planted 1,500 trees in collaboration with the Bakti
Climate Risk Management and Scenario Analysis Lingkungan Djarum Foundation in Kudus, Central
(CRMS) pilot phase organized by the OJK Java
• Established the Sustainable Business Strategy • Installed solar panels at the Gunung Sahari branch,
work unit to monitor sustainable financial Jakarta
performance • Purchased Renewable Energy Certificate (REC)
• Developed environmental and social risk • Installed an Electric Vehicle Charging Station
assessment procedures (EVCS) at the Surabaya Diponegoro Branch Office,
• Provided sustainability training on GHG emissions East Java
to suppliers
2023
• Published RAKB 2024–2028 • Published the Sustainability Policy
• Partnered with IFC on a social and green bond • Published ESG-Based Lending Procedures
agreement to strengthen climate action and • Enhanced capacity for all employees regarding
promote inclusive development in Indonesia with sustainability through the implementation of online
an investment value of USD 500 million training modules
• Calculated Scope 3 GHG emissions (financed • Provided sustainability training regarding
emissions) Human Rights implementation and Anti-Fraud
• Compiled the green taxonomy report via the Management to suppliers
APOLO application (for the top 450 debtors) • Planted 625 mangrove trees
• Launched the ESG Deposit product
2018 2019
Published RAKB 2019–2023
• Provided financing for Women-Owned MSMEs,
Green Loans, and SCF Loans
• Signed a partnership agreement with IFC of USD
150 million
• Conducted Scope 1, Scope 2, and Scope 3
(Category 6 - Business Travel) emissions
calculations
• Conducted an employee engagement survey
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Integrating Strength for
Sustainable Growth 41
2025
• Restructured Sustainability Governance, wherein the • Conducted a vendor seminar on the theme of sustainable
Sustainability Committee is chaired by the Vice President workforce management
Director and comprises directors and senior management • Conducted research on sustainability implementation by
from business lines and directorates related to sustainability SMBC Indonesia vendors to map the understanding and
activities implementation of sustainability principles in operations
• Established the Sustainability Business Strategy Division • Purchased Renewable Energy Certificate (REC)
as a dedicated unit assisting the Sustainability Committee • SMBC Indonesia plans to purchase carbon credits through
to ensure the execution of the sustainability agenda by the Indonesia Carbon Exchange
respective Line of Business (LOB) and relevant support • Establishing the Anti-Financial Crime (AFC) Division
functions
• Planted 1,971 trees
2022
• Established the Sustainability Committee • Conducted green taxonomy reporting for the top 350
• Established the Sustainable Program Development debtors
work unit • Provided sustainability training on sustainable
• Committed to support SMBC Group to achieved business opportunities to suppliers
Net Zero Emission targets by 2030 for operational
activities, and by 2050 for the loan and investment
portfolio
2020 2021
• Received a Platinum Rating at The Asia
• Received a Gold Rating at The Asia
Sustainability Reporting Rating (ASRRAT)
Sustainability Reporting Rating from the
• Developed Sustainable Finance Reporting
National Center for Sustainability Reporting
procedures
• Conducted a self-assessment on sustainability
• Conducted a self-assessment on Corporate
aspects using the Gender Equality Assessment,
Social Responsibility (CSR) activities based on
Results and Strategies (GEARS) method
ISO 26000
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Sustainability and
42 Climate Initiatives
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Integrating
Integrating Strength
Strength forfor
Sustainable
Sustainable Growth
Growth
43
Sustainability and
Climate Initiatives
SMBC Indonesia is committed
to delivering long-term value
through the implementation
of sustainable practices and
climate action, by minimizing
environmental impact,
supporting the transition to
a low-carbon economy, and
delivering tangible benefits for
society and stakeholders.
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Sustainability and
44 Climate Initiatives
SMBC Indonesia believes true sustainability must establishment of a Sustainability Committee, the
be inclusive, ensuring the benefits of sustainable formation of the Sustainable Business Strategy Division,
development are accessible and equitably distributed conducts reviews of environmental and social aspects
across all levels of society. Grounded in this principle, in financing and applies oversight and performance
SMBC Indonesia focuses its strategy on reducing its evaluation through monitoring the implementation of
carbon footprint, enhancing energy efficiency, and deeply the Sustainable Finance Action Plan (RAKB). Furthermore,
embedding Environmental, Social, and Governance (ESG) SMBC Indonesia employs a three lines of defence model,
principles across all operational lines. comprising relevant business units, risk management,
and internal audit and serves as a governance framework
This commitment is realized through SMBC Indonesia’s to ensure the accountability, effectiveness, and
role as a financial institution in supporting responsible measurability of sustainability practices. [SUSBA 1.4.1.4]
financing and promoting sustainable finance practices.
In 2025, SMBC Indonesia’s sustainable financing was In the interest of transparency and information
recorded at Rp17.82 trillion. disclosure, SMBC Indonesia maintains a dedicated
Sustainability channel on its official website, www.smbci.
This progress is further bolstered by collaboration with com. This channel provides information regarding the
various stakeholders with a similar vision. Among these commitments, policies, initiatives, and sustainability
initiatives, SMBC Indonesia has established a partnership performance being carried out.
with the Ministry of Energy and Mineral Resources
(ESDM) and several other institutions to support the
national energy transition roadmap. SMBC INDONESIA’S SUSTAINABILITY
As a continuation of its efforts to support low-carbon STRATEGY
development, SMBC Indonesia is currently preparing an [GRI 2-22] [OJK A.1]
initiative to purchase carbon credits. This step is part of a SMBC Indonesia formulates its business strategy by
long-term strategy to achieve operational carbon neutrality ensuring alignment with relevant stakeholders and key
while strengthening SMBC Indonesia’s contribution to policies that affect its operations. This involves harmonizing
climate change mitigation at the national level. with the SMBC Group’s targets, national priorities, the OJK
Roadmap directives, and stakeholder expectations. The
SMBC Indonesia’s efforts to prioritize climate and following outlines SMBC Indonesia’s Sustainability Strategy:
sustainability initiatives are manifested through the
Internal Capacity Building on Sustainability
Strengthening internal capacity through
mandatory sustainability training
Education and Policy and Procedure
Empowerment Programs Alignment
• Enhancing SMBC • Updating the
Indonesia’s social value Sustainability Policy
through the Daya Program 03 • Developing a climate risk
framework and reporting
standards
02
04
SMBC Indonesia’s
Sustainable Operational
Sustainability Implementation
Strategy • Striving to reduce
01 05 electricity and fuel
Development of consumption
Sustainable Finance • Conducting GHG
Products and Portfolio emission calculations
• Expanding the sustainable • Preparing for
business portfolio participation in carbon
• Enhancing the portfolio of credit transactions
women-owned SMEs • Implementing diversity
• Increasing sustainable and inclusion programs
investments
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 45
SMBC Indonesia is committed to continuously enhancing IMPLEMENTATION OF THE SUSTAINABLE
its business and operational performance by prioritizing FINANCE ACTION PLAN (RAKB)
sustainability as an integral part of the Company’s [OJK F.26]
strategy, driven by the spirit of #BersamaLebihBermakna SMBC Indonesia has developed a Sustainable Finance
(#DoGoodBeGreat). Action Plan (RAKB), which serves as the main instrument
for implementing its sustainability agenda in accordance
SMBC Indonesia’s sustainability strategy is outlined in with Financial Services Authority Regulation (POJK)
the Sustainable Finance Action Plan (RAKB), and progress No. 51/POJK.03/2017. This document, established by
on the RAKB is discussed at the General Meeting of the Board of Directors and approved by the Board
Shareholders (GMS) to incorporate stakeholder feedback. of Commissioners, serves as the key directive for all
business units in integrating sustainable finance principles
into operational activities. The following is a summary of
the SFAP’s 2025 implementation achievements.
RAKB Implementation [ACGS B.1.5]
Aktivitas Sustainable Finance Initiative Achievement of the 2025 RAKB Implementation
Development of Sustainable business financing in corporate segment of Sustainable financing in corporate segment portfolio
Sustainable Rp7.5 trillion and max NPL of 0.1%. reached Rp7.64 trillion.
Finance
Products and Increased women entrepreneurs financing in SME The MSME portfolio for women reached Rp3.45 Trillion or
Portfolio segment by 8%/year. increased 4.16% per year with NPL 0%.
Micro business sector portfolio owned by Women The outstanding loans to women entrepreneurs reached
reached Rp400 million. Rp65.33 billion, with total credit disbursement from Q1 to Q4
accumulating to Rp310.24 billion.
Total AUM from ESG-related Wealth Management Total AUM from ESG-related Wealth Management product
product sales of Rp20 billion. reached Rp21 billion.
External Education Conduct empowerment programs through the Daya The Daya Program conducted more than 12,000 activities,
and Empowerment Program. benefiting a total of more than 36 million participants.
Implementation of the Active and Independent The Active and Independent Retirement Preparation Program
Retirement Preparation Program. has been conducted with a total of 5,409 participants.
Internal Capacity Implementation of sustainable e-learning for all The completion rate of mandatory sustainability e-learning
Building employees. reached 99.8% of all employees.
Policy and SOP Annual review on Sustainability Policy completed 100%. In the process of reviewing and updating the sustainability
Adjustment policy with a progress status of 90%.
Available scenario/methodology for the implementation Scenario/methodology is available for implementing
of Climate Risk Management Scenario and Analysis Climate Risk Management Scenario and Analysis (CRMS) in
(CRMS) in accordance with OJK directives. accordance with OJK guidelines.
Review implementation of sustainability and climate Has conducted an internal gap analysis between the
disclosure standards issued by IFRS and IAI. requirements requested in IFRS S2/PSPK 2 and existing
conditions.
Sustainable Enhance sustainable operations through targeted • 46% reduction in fuel consumption.
Operation reduction fuel 5%, and 0.5% reduction in electricity, • 5% reduction in electricity consumption.
including utilize renewable energy. • Purchase Renewable Energy Certificate (REC) and the
addition of 2 electric vehicles.
Promote Diversity and Inclusion. Held 7 Diversity & Inclusion programs (3 existing program
and 4 new program).
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Sustainability and
46 Climate Initiatives
SUSTAINABILITY GOVERNANCE 2025, SMBC Indonesia strengthened its Sustainability
Governance structure by placing the Sustainability
SUSTAINABILITY COMMITTEE Committee under the supervision of the Vice President
In compliance with OJK Regulation No. 17 of 2023 on the Director with to ensure strategic direction, enhance
Implementation of Corporate Governance for Commercial decision-making effectiveness, and maintain consistency
Banks, SMBC Indonesia has established a Sustainability in the implementation of sustainable finance bankwide.
Committee. This committee is responsible for ensuring
that the implementation of sustainability principles is Furthermore, governance has been strengthened through
integrated and aligned with both global standards and the establishment of the Sustainable Business Strategy
regulatory directives. [TCFD G2] [SUSBA 1.4.1.2] Division as a dedicated function responsible for formulating
[SUSBA 1.4.1.3] [SUSBA 1.4.2.1] [ACGS (B).B.1.4] strategy, coordinating initiatives, and ensuring that the
sustainability agenda is integrated across all Lines of
In 2025, based on the Board of Directors’ Circular Business (LOB) and supporting functions. [ACGS (B).B.1.4]
Resolution No. PS/BOD/025/IX/2025 dated 23 September
THE PRIMARY DUTIES OF THE SUSTAINABILITY COMMITTEE INCLUDE:
1. Formulating strategy, policy, and targets related to sustainable finance within SMBC Indonesia.
2. Monitoring, evaluating, and providing recommendations on the implementation of sustainable finance within
SMBC Indonesia.
THE DUTIES OF THE SUSTAINABLE BUSINESS STRATEGY DIVISION INCLUDE:
1. Formulating business strategies aligned with the sustainability agenda.
2.. Developing policies to support eco-friendly practices and social responsibility.
3. Conducting structured and transparent sustainability monitoring and reporting. [TCFD G2]
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Integrating Strength for
Sustainable Growth 47
The Sustainability Committee convenes meetings at Committee is chaired by the Vice President Director,
least twice a year, or if necessary, meetings may be and its membership consists of Directors and heads of
held at any time upon the request of any member. The relevant business units.
Structure of Sustainability Committee 2025
Chairman Vice President Director
Secretary Sustainable Business Strategy
Members Compliance Director
Finance and Planning Director
Operations and Technology Director
Japanese Corporate Banking Director Head of Wealth Management Business and Network
Distribution
Treasury Director
Head of Digital Banking
Head Of Risk Management
Head of Treasury
Head of Business Banking
Head of Human Resources
Head of Wholesale, Commercial and Transaction Banking Sustainable Business Strategy Head
Head of Retail Lending Business Head of Internal Audit
Report
Sustainable Business Strategy
Annually, the performance of the Sustainability The reports are utilized to evaluate policies, strategies,
Committee is evaluated, and each member conducts a budgets, and risk management related to social,
self-assessment regarding the fulfillment and execution environmental, and climate issues, enabling adjustments
of the committee’s duties and obligations, throughout in line with evolving business needs and regulations.
the reporting period. The evaluation results are submitted [GRI 2-12] [GRI 2-13] [OJK E.1] [TCFD G1]
to the Board of Directors as a basis for assessing the
Committee’s overall performance. This evaluation ENVIRONMENTAL POLICY COMMITMENT
ensures that all initiatives and strategies align with SMBC [GRI 2-23]
Indonesia’s sustainability objectives. [SUSBA 1.4.2.4] SMBC Indonesia is committed to implementing
[SUSBA 1.4.2.5] [GRI 2-18] environmental policies that support sustainability
and reduce negative environmental impacts. This
Performance reports on the implementation of commitment is reflected in the integration of
sustainability initiatives are submitted to: environmentally responsible principles across all
The Board of Commissioners, once a year. aspects of SMBC Indonesia’s operations, including its
The Board of Directors, twice a year (via the financing activities. Various environmental policies
Sustainability Committee). applied in the financing process are governed under the
following policies and procedures.
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Sustainability and
48 Climate Initiatives
SMBC INDONESIA SUSTAINABILITY POLICY International Union for Conservation of Nature (IUCN)
[GRI 2-23] [FS1] Protected Areas Categories I-IV [SUSBA 1.2.1.9]
SMBC Indonesia published its Sustainability Policy in 5. Violating or threatening to violate the rights of local
2023 as the basis for conducting responsible business communities (indigenous peoples)
operations while prioritizing sustainability principles. This 6. Deforestation
policy encompasses governance, environmental, and 7. Human rights violations and the employment of
social aspects, developed in alignment with prevailing minors
laws and regulations, international and national standards, 8. Financing or investing in new projects or expansion
best practices, and the core values of SMBC Indonesia. of coal mining industry, particularly those involving
Furthermore, this policy aims to enhance the awareness Mountain Top Removal (MTR) activities, thermal
and capability of all officers and employees to foster coal mining, or thermal coal mining with maturities
a culture of sustainability within the company. A brief extending beyond the end of fiscal year 2030
overview of this sustainability policy is accessible on the in Organization for Economic Co-operation and
SMBC Indonesia website: https://www.smbci.com/id/ Development (OECD) countries and the end of fiscal
tentang-kami/keberlanjutan/bisnis-berkelanjutan year 2040 in non-OECD countries. [SUSBA 1.2.1.3]
9. Financing or investment in coal-fired power plant
SMBC Indonesia conducts periodic policy evaluations of (CFPP) businesses, including:
updates at least once a year. The process of updating (i) Captive CFPPs for self-consumption purposes.
the Sustainability Policy for the period up to December (ii) New development or expansion of CFPPs.
31, 2025, is currently ongoing. This process includes (iii) Companies whose primary business is coal-fired
stakeholder engagement to obtain feedback, as well as power generation and that have no outstanding
benchmarking against international standards. exposure or loans with the SMBC Group.
[SUSBA 1.3.2.6] (iv) Coal-fired power plants with maturities
extending beyond the end of fiscal year 2040.
EXCLUSION LIST However, businesses that contribute to the transition
SMBC Indonesia recognizes that nature-related risks, toward a decarbonized society will continue to be
including biodiversity loss and deforestation, can exempt from this restriction
impact financial stability and business sustainability of 10. Specifically regarding cooperation frameworks
our customers. Therefore, SMBC Indonesia proactively involving third-party funds, SMBC Indonesia will also
integrates these environmental risk considerations into implement the exclusion list determined by the third
its financing assessment and customer engagement party
processes. This ensures that supported business 11. Financing or investing in wood-based biomass power
activities not only generate economic value but also plants (PLTBm) involving primary forest logging
maintain ecological balance and promote sustainable practices or human rights violations during the
development. [SUSBA 1.2.1.4] production process
12. Business activities producing cluster munitions and
SMBC Indonesia implements an Exclusion List as a manufacturing other weapons of mass destruction,
reference to ensure that financing is not extended to including nuclear, biological, and chemical weapons,
sectors or activities inconsistent with sustainability as well as anti-personnel mines
principles or those that potentially pose significant
negative environmental or social impacts. This GENERAL ENVIRONMENTAL, SOCIAL, AND
policy ensures that financing is only extended GOVERNANCE (ESG) POLICY
to responsible and ethical business activities. As a manifestation of its commitment to the
[SUSBA 1.1.1.7] [SUSBA 1.2.1.1] implementation of Sustainable Finance, SMBC Indonesia
1. Trade in weapons, pornography, or activities contrary has established guidelines governing environmental,
to social norms. social, and governance aspects as set out in the
2. Significantly harming the environment or violating Company’s Sustainability Policy, which include:
labor regulations [SUSBA 1.2.1.6] [SUSBA 1.2.1.12] 1. Developing a Sustainable Business Activity (SBA)
[SUSBA 1.2.17]. portfolio;
3. Threatening or damaging the habitats of endangered 2. Assessing the management and monitoring of
wildlife species [SUSBA 1.2.1.4] [SUSBA 1.2.1.6] environmental and social risks regarding customer
4. Threatening or damaging the conservation of Ramsar business activities;
Wetlands, UNESCO World Natural Heritage Sites, and 3. Engaging the three lines of defence;
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 49
4. Avoiding greenwashing practices; SECTORAL POLICY
5. Supporting customers in building capacity to manage [GRI 2-23]
environmental and social risks; SMBC Indonesia develops sectoral credit policy in
6. Encouraging customers to adopt sustainability best alignment with sustainability practices, ensuring
practices; compliance with regulations as well as environmental and
7. Categorizing the portfolio based on Sustainable social and social standards. Sectoral policy is established
Business Activities Category (KKUB), the Indonesia for industries particularly vulnerable to environmental
Green Taxonomy (IGT)/Indonesia Taxonomy for and social impacts, including palm oil, fisheries, biomass
Sustainable Finance (ITSF), and other regulator- energy, tobacco, hydropower (PLTA), oil and gas, and
recommended frameworks; forestry.
8. Developing sustainable products in accordance with
credible principles; In accordance with upholding Human Rights (HR)
9. Implementing capacity-building programs related to principles, SMBC Indonesia maintains that any project with
environmental and social risks; the potential to impact local or indigenous communities
10. Developing governance for environmental and must implement the principle of Free, Prior, and Informed
social aspects within credit/investment approval Consent (FPIC). This ensures that community rights
mechanisms. remain protected and that the development process
proceeds in a fair, transparent manner that respects local
socio-cultural values. [SUSBA 1.2.1.18]
The credit requirements are summarized in the following table:
[SUSBA 1.1.2.1] [SUSBA 1.1.2.5] [SUSBA 1.2.1.5] [SUSBA 1.2.1.8] [SUSBA 1.2.1.11] [SUSBA 1.2.1.12] [SUSBA 1.2.1.13] [SUSBA 1.2.1.15]
[SUSBA 1.2.2.1] [SUSBA 1.2.2.2] [SUSBA 1.2.2.3] [TCFD R1] [IDX S-09]
Biomass
Description Oil Palm Forestry Fisheries Hydropower Tobacco Oil & Gas
Energy
Environmental Impact
Assessment (AMDAL)
or equivalent
Compliance
with Labor
Regulations1
Human Rights
(HR)
Mandatory RSPO or ASC,
Certification FSC or PEFC
ISPO2 MSC or other 3
NDPE
Commitment
PADIATAPA
1
Includes the prohibition of illegal and child labor, while prioritizing labor rights as regulated under national Labor Provisions and ILO Fundamental Conventions.
2
Must fulfill RSPO principles and criteria; exempted for working capital credit facilities.
3
Exempted for the micro-segment.
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Sustainability and
50 Climate Initiatives
Sectoral policy stipulates that debtors operating model, comprising Risk Taking Units and Business Risk as
in sensitive sectors with potentially significant the first line of defence, Risk Management, Compliance
environmental impacts (such as oil and gas, mining, and Legal, Finance & Planning, and Human Resources as
energy, and power) are expected to have a mitigation the second line of defence, and Internal Audit (SKAI) as
plan or a decarbonization action plan (greenhouse gas the third line of defence.
emissions reduction) as part of their support for the goals
of the Paris Agreement. [SUSBA 1.2.1.2] [SUSBA 1.5.1.1] ENVIRONMENTAL AND SOCIAL RISK
[SUSBA 1.5.1.2]
ASSESSMENT PROCEDURE
[OJK E.3] [SUSBA 1.1.10] [SUSBA 1.3.1.2] [SUSBA 1.3.2.1] [FS2]
[FN-CB-410a.2]
IMPLEMENTATION OF ENVIRONMENTAL AND
SOCIAL RISK ASSESSMENT POLICY AND SMBC Indonesia implements environmental and social
PROCEDURE screening across all (100%) financing assets through a
[FS9] [SUSBA 1.4.1.1] positive screening mechanism that prioritizes activities with
beneficial impacts, such as renewable energy and energy
In strengthening corporate governance related to
efficiency, as well as a negative screening approach that
sustainability implementation, SMBC Indonesia ensures
restricts or excludes high-risk sectors in accordance with
compliance with applicable regulations. The review and
internal policies and regulatory requirements.
assessment of financing provided by SMBC Indonesia
are conducted by the relevant lines of business using
In providing financing, SMBC Indonesia applies
standards established by SMBC Indonesia, and all (100%)
environmental and social assessments to prospective
financing has incorporated sustainability-related risk
customers, as stipulated in the Sustainability Policy
assessments. These considerations are embedded in
and the Environmental and Social Risk Assessment
each credit disbursement across all segments through
Procedures. The negative and positive screening criteria
mechanisms governed by the respective lines of business.
are further described on page 48-52. [SUSBA 1.2.2.4]
In addition, SMBC Indonesia has implemented an internal
[FS11]
control system based on the three lines of defence
SUSTAINABILITY POLICY
Serves as the general guideline for compliance with ESG aspect assessments across all business
segments.
ENVIRONMENTAL AND SOCIAL RISK ASSESSMENT PROCEDURE
Serves as the guideline for ESG aspect assessments within the corporate segment for financings
that meet established financing thresholds.
SMBC Indonesia applies applicable assessment criteria 2. For financing with specific projects that meet the
for debtors and business partners with reference to the established threshold, an assessment of environmental
policies applicable at SMBC Indonesia, including: and social risk aspects is conducted at the initial stage
[TCFD R2] of credit approval and periodically through annual
1. SMBC Indonesia reviews provided collateral, taking into credit monitoring. If any issues or cases arise during
account the collateral’s value both at the time of receipt the assessment, they will be taken into account in the
and during re-examination. SMBC Indonesia ensures credit approval process. [SUSBA 1.3.1.1]
that environmental risks associated with the collateral
do not hinder or burden SMBC Indonesia, meaning the
collateral value does not become negative upon its
sale.
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Integrating Strength for
Sustainable Growth 51
3. SMBC Indonesia, for certain projects, conducts MECHANISM OF ENVIRONMENTAL AND SOCIAL
periodic visits to debtors for supervision and coaching. RISK ASSESSMENT
The results of these visits are reported in a call report. For the corporate segment, SMBC Indonesia implements
Topics discussed include, among others: the debtor’s environmental and social assessments as outlined in
overall business condition, including compliance with the Environmental and Social Assessment Procedure
environmental regulations. This interaction is carried document. This supports financing activities in alignment
out by departments within each respective business with sustainability standards, minimizes risks, and delivers
line. [FS5] long-term benefits for the environment and communities.
4. In the corporate segment, SMBC Indonesia Assessment of environmental and social aspects is
undertakes a process to monitor debtor, as stipulated applied to Debtors operating in sectors with the potential
in the Corporate Banking Standard Operating for negative environmental and social impacts, as well as
Procedure (SOP) and its addenda. This is part of debtors in specific sectors that meet certain exposure
SMBC Indonesia’s efforts to contribute to climate thresholds.
change mitigation and adaptation initiatives. The
engagement was conducted by by the relevant line The mechanism for conducting the environmental and
of business. The purpose of this engagement was social risk assessment is as follows: [SUSBA 1.3.1.3]
to ensure compliance with environmental and social 1. Gathering Required Information
requirements. [FS5] [SUSBA 1.2.1.11]
5. In the corporate segment, for specific projects SMBC Indonesia requests prospective clients
and thresholds, SMBC Indonesia incorporates the to submit data, including but not limited to the
results of environmental and social reviews into project outline, environmental and social impact
financing decisions, formalized in loan agreements analysis reports, Environmental and Social Action
to strengthen the implementation of sustainability Plans, and other relevant documents. If a project
principles. [SUSBA 1.3.1.3] [SUSBA 1.3.1.5] [TCFD R3] has the potential to cause adverse impacts on
human rights, an assessment of these impacts
These policies are in accordance with: will be applied, covering:
Presidential Regulation No. 59 of 2017 Environmental and Social Assessment (ESA)
Financial Services Authority Regulation No. 51 of 2017 Environmental and Social Impact Assessment
Regulations of the Ministry of Environment and (ESIA)
Forestry (KLHK) Environmental and Social Management Plan
(ESMP)
PROCESS FOR MONITORING THE Potential social impacts and risks examined
IMPLEMENTATION OF ENVIRONMENTAL AND include: Human Rights impacts, labor/worker
SOCIAL COMPLIANCE rights, and local communities. For projects closely
[TCFD R3] linked to indigenous communities, the availability
To ensure portfolio quality while maintaining financing of Free, Prior, and Informed Consent (FPIC)
sustainability, SMBC Indonesia conducts reviews of documentation from the affected indigenous
critical aspects, including: communities shall be verified. Companies
1. Credit Allocation: Ensuring that financing is disbursed are also required to establish an effective
in accordance with established internal plans and grievance mechanism accessible to indigenous
policies. communities.
2. Borrower Business Development: Monitoring the Potential environmental impacts and risks
business conditions of debtors to identify potential examined include: biodiversity loss, deforestation
risks as well as growth opportunities. risks, marine environment degradation risks,
3. Compliance with Sustainable Finance Regulations: flooding, and water scarcity.
Evaluating the implementation of environmental, If significant negative potential is identified, a
social, and gosvernance principles by debtors, in consultation and participation process must be
alignment with applicable standards and regulations. conducted, free from interference, coercion, or
intimidation from any party.
This monitoring is conducted to ensure the alignment
of the debtor’s business operations with established
sustainability standards. The review of these financing
procedures is performed at least once a year.
[SUSBA 1.3.2.3] [SUSBA 1.3.2.4]
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Sustainability and
52 Climate Initiatives
2. Conducting Environmental Screening [SUSBA 1.3.1.4] RISK MANAGEMENT
Projects are subsequently classified into various [OJK E.3]
categories based on the assessed potential risk and
environmental impact: The risk management framework and its implementation
Significant adverse potential at SMBC Indonesia are designed to support operational
Limited adverse potential sustainability, maintain financial stability, and protect all
Minimal adverse potential stakeholders through a comprehensive approach. This
No adverse potential endeavor encompasses measures to identify, assess,
manage, and monitor various types of risks that could
3. Conducting Environmental Review impact SMBC Indonesia’s performance. SMBC Indonesia
SMBC Indonesia conducts a review to ensure classifies its primary risks in accordance with applicable
the project complies with national regulations, OJK regulations, namely:
international standards, and other relevant standards 1. Credit Risk
within SMBC Indonesia’s business. If necessary, 2. Market Risk
review findings can be escalated and incorporated as 3. Liquidity Risk
clauses in the loan agreement through a negotiation 4. Operational Risk
process with the customer. [SUSBA 1.3.1.5] 5. Legal Risk
6. Strategic Risk
4. Decision Making 7. Compliance Risk
Decisions are made based on the results of the 8. Reputational Risk
environmental and social assessment. If any non-
compliance is identified, SMBC Indonesia encourages SMBC Indonesia’s risk management policies are
the customer. to undertake appropriate corrective established by the Board of Directors and the Board of
actions. [SUSBA 1.3.1.4] [SUSBA 1.3.1.5] Commissioners. Implementation is carried out through
various strategic steps aimed at ensuring the successful
5. Environmental Monitoring [FS3] [SUSBA 1.3.2.5] application of these policies, including:
SMBC Indonesia conducts environmental monitoring 1. Active oversight by the Board of Directors and the
to ensure compliance with the environmental and Board of Commissioners;
social requirements provided by customers. Monitoring 2. Adequacy of risk management policies and
methods may include face-to-face meetings or site procedures, and the setting of risk limits;
visits and/or the completion of environmental and social 3. Adequacy of risk identification, measurement,
impact assessment forms (if required). monitoring, and control processes, as well as the risk
management information system; and
If a customer fails to comply with these environmental 4. A comprehensive internal control system.
requirements, SMBC Indonesia will urge the customer
to meet the applicable provisions to ensure the plan is CLIMATE RISK MANAGEMENT
implemented within an agreed timeframe, either before [ACGS B.1.2] [ACGS (B).B.1.1]
or after credit disbursement. Should the customer be Climate change poses both physical and transition risks
unable to meet these provisions, SMBC Indonesia will to SMBC Indonesia. Physical risks refer to those arising
take necessary actions. [SUSBA 1.3.2.2] [SUSBA 1.3.2.3] from climate change due to specific events (acute
[SUSBA 1.3.2.5] [SUSBA 1.6.1.1] physical risks) or long-term shifts in climate patterns
(chronic physical risks). Acute physical risks stem from
To uphold this transparency, SMBC Indonesia provides increasingly severe and frequent weather-related events
a grievance mechanism for the public and other such as storms, floods, droughts, or heatwaves. Chronic
stakeholders with concerns or feedback regarding SMBC physical risks arise from long-term changes in climate
Indonesia’s performance. This can be submitted via the patterns, including shifts in precipitation and temperature
communication channels provided on the Company’s that can lead to sea-level rise, reduced water availability,
official website. [SUSBA 1.2.1.18]. biodiversity loss, and changes in land productivity.
In addition to physical risks, climate change presents
transition risks, emerging from efforts to transition to a
low-carbon economy. Transition risks encompass policy,
legal, technological, market, and reputational risks. These
risks can have financial implications for the Company,
such as increased operational costs or decreased asset
value due to new or amended relevant regulations.
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Integrating Strength for
Sustainable Growth 53
Both types of risk can impact the financial stability of SMBC Indonesia through the potential devaluation of assets, supply
chain disruptions, shifts in consumer demand, and changes in policies and regulations, as illustrated below.
Overview of Transmission Channels for Climate-Related Financial Risks to Bank Financial Performance
TRANSITION RISK FACTORS PHYSICAL RISK FACTORS
Chronic Impacts Acute Impacts
Policy and Legal 1. Sea-level Rise 1. Lethal Heatwaves
Market 2. Floods
Changes (Carbon Technological 2. Average Temperature
Sentiment Increase 3. Wildfires
Pricing, sectoral Changes
Changes 3. Ocean Acidification 4. Storms (Hurricanes, Cyclones,
limits, etc.) Typhoons, and Extreme Precipitation)
Affected Sectors Affected Sectors & Locations
IMPACT ON THE ECONOMY AND BANK DEBTORS
Macro Level Micro Level
• Carbon Emission Reduction • Shifts In Commodity Prices (E.g., Fossil Fuel • Government Expenditure • Balance of Trade
Targets Supply) • Inflation • Unemployment Rate
• Carbon Revenue • Government Expenditure
• Exchange Rates • Employee Productivity
• Carbon Tax • Inflation
• Increased Investment (or • Exchange Rates
Investment Growth) • Trade Balance
• Unemployment Rate
GDP+ GDP+
Macro Level Micro Level
Debtor • Increase in OPEX (Operating Corporate Debtor Individual Debtor
• Standard Assets Expenditure—Labor, IT, etc.) • Asset Damage • Asset Damage
• Changes in CAPEX (Capital • Carbon costs • Asset Impairment/Depreciation • Asset Impairment
Expenditure) • Revenue Fluctuations
• Production Decline
• Increase in Operating Costs
• Revenue Fluctuations
DEBTOR INCOME STATEMENT/BALANCE SHEET/CASH FLOW
Credit Risk Market Risk Operational Risk
Probability of Loss Given Securities Rating • Bank Standard Assets and CAPEX
Default (PD) Default (LGD) • Increase in OPEX (Labor, IT, etc.)
• Carbon costs
Securities Yield
Expected Credit Loss
(ECL)/CKPN
Other Risks • Asset Damage
Operational, Liquidity, Strategic, Reputation, • Asset Impairment
NPL and Compliance risks • Increase in Operating Costs
BANK INCOME STATEMENT/BALANCE SHEET/CASH FLOW
CAR
Capital RWA
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Sustainability and
54 Climate Initiatives
CLIMATE RISK MANAGEMENT AND SCENARIO ANALYSIS (CRMS) [TCFD R1]
In anticipation of climate change, since 2024 SMBC Indonesia has conducted a pilot of Climate Risk Management and
Scenario Analysis (CRMS) for the first phase, covering 50% of the portfolio for productive loans. This was followed in 2025
with the second phase, covering 100% of the portfolio for both productive and consumer loans.
SMBC Indonesia has begun identifying climate-related risks across short-term (2025–2027), medium-term (2030), and
long-term horizons (2040 and 2050) by adopting climate impact measurement using climate scenarios in accordance
with OJK guidance, which are also based on the scenarios developed by the Network for Greening the Financial System
(NGFS), namely:
Net Zero 2050 Delayed Transition Current Policies
(orderly transition) (disorderly transition) (hot house world)
SKENARIO IKLIM NGFS
Current Policies 01
Disorderly Too little, too late
Assumed that no new policies are introduced to mitigate
the impacts of climate change, resulting in relatively limited
High
transition risks for financial institutions while creating long-
term physical risks.
Delayed
Transition
Delayed Transition 02
Transition risk
Assumed that no specific policies are implemented to
promote a low-carbon society during the period 2020–
Net Zero 2030. However, beginning in 2030, the government
2050 is assumed to introduce significantly different policies,
(1,5oC) enabling the achievement of carbon neutrality around
2050.
Low
Current
Policies
Net Zero 2050 03
Orderly Hot house world
Assumed that all countries will undertake comprehensive
efforts to achieve carbon neutrality by 2050, resulting
in heightened exposure to climate-related transition
Low Physical Risk High risks, which may subsequently pose risks to financial
institutions. On the other hand, exposure to physical
risks is expected to decline due to mitigation efforts
aimed at limiting the increase in global temperatures.
For the implementation of CRMS in 2025, SMBC Indonesia’s climate risk assessment addresses both physical and
transition risks, focusing on the priority sectors designated by the OJK, as follows:
Mining and quarrying Construction Agriculture, forestry,
and fishing
Electricity, gas, Transportation and Manufacturing
steam/hot water, and warehousing
cold air supply
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Integrating Strength for
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In addition to the above priority sectors, the scope was also expanded to include other productive sectors and
consumptive sectors. [TCFD S1] [TCFD S3] [SUSBA 1.6.2.7] [SUSBA 1.6.2.8]
Overview Portfolio CRST
01 02 03 04
Manufacturing Transportation and Construction Electricity, Gas,
(20%) Warehousing (4%) Steam, and Cold Air
(5%) Supply
(4%)
05 06 07 08
Agriculture, Mining and Other Productive Consumer Sector
Forestry, and Quarrying Sectors (19%)
Fisheries (43%)
(2%)
(3%)
Based on the analysis of potential climate risk impacts Indonesia has also implemented a Business Continuity
on SMBC Indonesia’s performance in accordance with Plan (BCP) to ensure Company’s operational/activity
the 2025 CRMS assessment, the findings are as follows: continuity in the event of a disaster.
[TCFD R1]
2. TRANSITION RISKS
1. PHYSICAL RISKS Credit Risk: Based on the 2025 CRST results, transition
Credit Risk: The 2025 Climate Risk Stress Testing (CRST) risks are projected to have a significant impact
identified that physical risks, specifically disasters such on SMBC Indonesia’s credit quality. This impact is
as floods and forest fires, impacts an increase in credit primarily driven by the assumption of stringent
risk indicated by a rise in Loss Given Default (LGD), and a climate policy implementation, including carbon cost
decline in collateral value within exposed portfolios. scenario components set to take effect starting in
2025.
Forest fire risks demonstrate a concentrated and
significant impact on several specific regions. The Market Risk: Based on the results of the 2025 CRST
decline in collateral value due to forest fires is focused implementation, transition risks indicate a potential
on land in the affected areas. increase in Risk-Weighted Assets (RWA) for market
risk. However, the impact on the overall market
In addition to forest fire risk, SMBC Indonesia also exposure is assessed as not significant.
conducted a flood risk stress test on collateral within the
productive sectors. This risk directly impacts the decline Liquidity Risk: Climate risks have the potential to
in collateral value held by SMBC Indonesia, primarily due affect the Bank’s liquidity position, particularly the
to physical damage to property, potentially lowering the cash inflows and outflows of debtors/customers with
Company’s recovery rate in the non-performing loan exposure to climate-related risks.
resolution process.
Based on the results of the 2025 Climate Risk Stress
Operational Risk: Based on the 2025 CRST results Test (CRST), the quality of SMBC Indonesia’s Non-
regarding the impact of physical risks on SMBC Performing Loans (NPL) has deteriorated, leading to a
Indonesia’s operational risk, projected losses for 2025 projected decline in the Capital Adequacy Ratio (CAR)
related to building and machinery damage remain by approximately 1-3% across various climate risk
minimal. SMBC Indonesia has mitigated potential losses scenarios compared to the 2024 baseline figure, while
from natural disasters on buildings and machinery by still remaining above the minimum capital requirements
locating branch offices in relatively safe areas. SMBC set by the OJK.
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Sustainability and
56 Climate Initiatives
These CRST results remain at the pilot project stage, Transparency and reporting on performance by
in accordance with OJK guidelines, and do not yet initiating climate risk identification through the
fully reflect SMBC Indonesia’s actual condition. This execution of CRMS and the calculation of operational
consideration accounts for existing data limitations, emissions and financed emissions.
including external data such as macroeconomic data and
Sustainability and climate change education for
other relevant data used in the calculation and scenario
employees, customers, and suppliers, including
analysis. Moving forward, SMBC Indonesia will continue
through environmental campaigns via internal and
to refine and develop its methodology to achieve more
external media.
accurate analytical results in alignment with regulatory
guidance. Environmental management focusing on energy
efficiency, digital banking, eco-friendly transportation,
FOLLOW-UP ACTION PLAN and flexible work policies.
The results of the above CRST serve as a basis for SMBC
Indonesia in developing the parameters for monitoring
processes and establishing a governance framework for CLIMATE-RELATED RISKS AND OPPORTUNITIES
climate change-related risk management. This framework [TCFD S1]
will be integrated into SMBC Indonesia’s existing risk SMBC Indonesia has initiated the process of identifying
management framework, covering governance, strategy, various risks arising from climate change and their
risk management, as well as metrics and targets. [TCFD potential impacts on the Bank’s business activities and
R2] [TCFD R3] [SUSBA 1.6.1.2] [FN-CB-550a.2] financing portfolio. These risks include physical damage
to borrowers’ assets resulting from natural disasters,
In line with the development of the climate risk changes in environmental regulations, as well as potential
management framework, SMBC Indonesia has begun reputational impacts related to financing in socially and
integrating climate factors through: [TCFD S2] environmentally sensitive sectors. This identification
Implementation of a Sustainability Policy, by process serves as a foundation for SMBC Indonesia to
continuously striving to increase financing to green manage risks more proactively and to align its business
sectors and reduce exposure to high-risk industries. strategy with evolving climate-related challenges.
POTENTIAL CLIMATE-RELATED RISKS
Physical Financial Risk Due to Loss of Natural disasters, such as floods, can cause direct damage to a
Risk Assets Related to Natural Disasters debtor’s assets, thereby impacting their debt-servicing capacity.
Occurring at Debtor Location These physical risks necessitate risk management strategies
responsive to unforeseen events.
Transition Changes in Customer Behavior In the short term, changes in customer behavior toward digital
Risk services, green investment preferences, or sensitivity toward SMBC
Indonesia’s products related to environmental issues may affect
the customer base and overall revenue.
Regulatory Changes Demanding Regulatory changes, such as enhanced ESG standards, may
Stricter Compliance with increase compliance costs and necessitate adjustments to
Environmental Standards business processes over the coming years.
Reputational Risk Related to In the medium term, public opinion and stakeholder pressure may
Financing in Sectors Sensitive to affect SMBC Indonesia’s reputation, particularly if SMBC Indonesia
Environmental and Social Issues is involved in financing controversial projects in sectors sensitive to
social and environmental issues.
Challenges in Credit Risk In the long term, projects with significant potential environmental
Management Related to Financing impact may create substantial credit risks, particularly in the event
Projects with the Potential to of regulatory tightening or irreversible damage to ecosystems.
Damage Natural Ecosystems
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Integrating Strength for
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Despite the inherent risks, the impacts of climate change also present various potential opportunities for consideration.
Climate-related opportunities are those arising from climate change or from efforts aimed at mitigating and adapting to
its effects. Below are several potential climate-related opportunities for SMBC Indonesia: [TCFD S1]
POTENTIAL CLIMATE-RELATED OPPORTUNITIES
Financing Given the increasing demand for financing in energy efficiency and renewable energy
Opportunities for projects, such as solar panels, wind power plants, and bioenergy, SMBC Indonesia can
Energy Transition expand its green financing portfolio.
Projects
Green Financial The issuance of green bonds or ESG-oriented financial instruments can attract
Product Offerings environmentally conscious investors and clients.
Enhancing SMBC Indonesia can establish strategic partnerships with companies committed
Collaboration with to sustainability to support their transition toward a low-carbon economy, thereby
Sustainability- broadening its customer base.
Focused
Companies
Financing Green Demand for financing eco-friendly infrastructure projects, such as electric public
Infrastructure transportation systems and efficient clean water management systems, is expected
Projects to grow in alignment with government policies and sustainable urbanization.
Sustainability- In the long term, SMBC Indonesia can solidify its position as a regional leader in green
Based Financial finance by developing an integrated, sustainability-based financial ecosystem,
Transformation in including a dedicated ESG digital website.
Global Markets
Enhancing Investment in green technology sectors, such as energy storage, electric vehicles, and
Portfolio sustainable agriculture presents significant profit opportunities amidst the rising global
Diversification focus on a low-carbon economy.
into Green
Technology
Innovation
Sectors
During the reporting period, SMBC Indonesia has not business management processes, in accordance with
yet quantified the financial impacts of climate change- regulatory guidance. [GRI 201-2]
related risks and opportunities on its financial position,
performance, and cash flows, considering that the SMBC Indonesia consistently strengthens its Sustainable
implementation of the Climate Risk Stress Test remains Finance product portfolio, which has become an integral
at the pilot project stage and therefore does not yet part of its banking solutions. These product initiatives are a
fully reflect SMBC Indonesia’s actual conditions. Further tangible manifestation of SMBC Indonesia’s commitment
disclosures will be considered in line with the continued to supporting customers in navigating the transition
integration of climate-related risks into SMBC Indonesia’s toward greener and more responsible business practices.
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Sustainability and
58 Climate Initiatives
METRICS AND TARGETS
[OJK A.1] [SUSBA 1.1.1.1] [SUSBA 1.6.2.9] [ACGS B.1.4] [ACGS B.1.5] [IDX E-06] [IDX E-07]
SMBC Indonesia reinforces its sustainability commitment by aligning its operations and product portfolio development
to support the SMBC Group’s sustainability targets, namely:
2030 2050
Achieve Net Zero GHG emissions
NET ZERO Achieve Net Zero GHG emissions
for Scope 3 (for loans and
EMISSION (NZE) for Scope 1 and Scope 2
investment portfolios)
In supporting the achievement of the sustainability targets of the SMBC Group, SMBC Indonesia has consistently
implemented various strategic initiatives aligned with the transition toward a low-carbon economy, including the following:
Conducting independent assurance on energy use.
Developing financial products that support the energy transition.
Preparing for participation in carbon credit transactions.
Strengthening financing policies for the energy sector.
As stipulated in the Sustainability Policy, SMBC Indonesia will cease all new financing for coal-fired power plant
projects, with an effective implementation target of 2040.
GREENHOUSE GAS EMISSIONS MEASUREMENT
[TCFD M1] [TCFD M2] [TCFD M3]
SMBC Indonesia calculates Scope 1, 2, and 3 emissions as part of its efforts to assess climate change-related risks and
opportunities. This measurement uses the unit of Tons of CO2e (tons of carbon dioxide equivalent) to provide a clear
overview of the environmental impact of SMBC Indonesia’s operations. Within Scope 3, SMBC Indonesia measures
emissions from both non-financing (operational) categories and financed emissions. Financed emissions refer to
greenhouse gas emissions generated from the financing portfolio, demonstrating the institution’s responsibility in
supporting the transition toward a low-carbon economy.
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Integrating Strength for
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SYNERGY AND PARTNERSHIP FOR SUSTAINABILITY
[SUSBA 1.1.2.2]
SMBC Indonesia actively collaborates with various organizational units and stakeholders to create positive value
holistically for the environment, the community, and the economy.
GOVERNMENT INSTITUTIONS
In order to support sustainable development and the implementation of eco-friendly and inclusive sustainable
finance, SMBC Indonesia collaborates with the government and relevant government institutions, such as: Co
· Financial Services Authority (OJK) au
· Ministry of Energy and Mineral Resources (ESDM) fin
· Ministry of Communication and Information Technology (Kominfo) su
· Ministry of Cooperatives and Small and Medium Enterprises (Kemenkop UKM) tra
· Indonesia Stock Exchange (IDX)
MULTILATERAL ORGANIZATIONS, CIVIL SOCIETY ORGANIZATIONS, AND COMMUNITIES
SMBC Indonesia strengthens partnerships with multilateral and social organizations to support sustainable development
programs, particularly in green financing, community empowerment, education, health, MSMEs, and the environment.
SMBC Indonesia’s collaborations include:
· International Finance Corporation (IFC)
· Indonesian Medical Association (IDI)
· Tangan Di Atas (TDA) Community
· Yayasan Tanah Air Semesta (YTAS)
· Perempuan Digdaya
· Arsanara Development Partner
· Womenpreneur Community
PRIVATE SECTOR AND ACADEMIA
SMBC Indonesia believes that synergy between the business world and academia is a key driver for innovation
and providing long-term benefits for future generations. SMBC Indonesia maintains partnerships with several
educational institutions, including:
· Podomoro University
· London School of Public Relations (LSPR)
· University of Indonesia (UI)
· Djarum Foundation
· Arkalearn Institute
· School of Business, IPB University (SB IPB)
· Bina Nusantara University (BINUS)
SMBC INDONESIA’S STRATEGIES AND CONTRIBUTIONS TO THE SDGS
[GRI 2-22] [OJK A1] [SUSBA 1.1.1.4]
SMBC Indonesia is committed to supporting the achievement of the Sustainable Development Goals (SDGs) by
integrating sustainability principles into its operations and financing activities.
NO POVERTY
Supporting economic growth through financing products for the retail, micro, SME, and corporate business segments in Indonesia.
Through the Daya program, providing financial literacy training and seminars for students, university students, housewives,
persons with disabilities, employees, and the elderly.
Through the Daya program, providing entrepreneurship seminars for individuals planning, starting, improving, and developing their
businesses.
Expanding customers’ business market access online through the Pasar Daya feature on the “Daya.id” website, and offline
through customer product bazaars and export opportunities.
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Sustainability and
60 Climate Initiatives
ZERO HUNGER
Providing financing in the agricultural sector.
GOOD HEALTH AND
WELL-BEING
Providing free healthcare services for employees at the head office through the establishment of the Teras
Medika clinic facility.
Through “daya.id”, Tips/Articles, Online Training, Ask an Expert, Success Stories, and Lifestyle features are
provided.
Providing elderly-friendly branch facilities.
Providing preparatory programs for prospective retirees from the civil service (PNS), the Indonesian National
Police (Polri), and the Indonesian National Armed Forces (TNI).
Facilitating the implementation of sports activities for employees through the SMBCI Club.
Routinely organizing blood donation drives. In 2025, this was carried out 3 times.
Through the Lansia Bercerita program, SMBC Indonesia supports the improvement of the mental well-being
of its elderly customers.
QUALITY EDUCATION
Providing seminars in the areas of competence development, financial literacy, capacity to grow for
business, and lifestyle to customers and the public.
Through the “Daya.id” program, providing features such as Tips/Articles, Online Training, Ask an Expert,
Business Opportunities, Market Access Enhancement, and Success Stories in the areas of finance, business,
and lifestyle.
Collaborating with Djarum Foundation to foster the younger generation through the development of
educational facilities.
Engaging SMBC Indonesia’s senior management, including members of the Board of Directors, to participate
in providing education and motivation to the younger generation through the volunteer program (Sahabat
Daya).
Providing growth opportunities for employees through various training programs.
A total of 24 employees received Master’s degree scholarships.
A total of 10 students received scholarships from SMBC Indonesia.
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Integrating Strength for
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GENDER EQUALITY
Acting as a founder/promoter in the organization Indonesia Business Coalition for Women Empowerment
(IBCWE).
Through diversity and inclusion programs, practicing equality in employee career development and
remuneration.
• 45% of total employees are women.
• 50% of the Board of Directors are women.
• 40% of employees in middle-to-upper management positions are women.
• 41% of employees who received promotion opportunities are women.
Providing a safe workplace for women, including through the provision of lactation rooms.
Facilitating paternity leave for male employees when their wives give birth.
CLEAN WATER AND
SANITAZION
SMBC Indonesia participated in a syndicated loan amounting to Rp8.87 trillion for the development of a
clean water pipeline network in DKI Jakarta.
AFFORDABLE AND CLEAN
ENERGY
Providing financing facilities to corporations in the renewable energy and electricity supply sectors.
DECENT WORK AND
ECONOMIC GROWTH
Organizing seminars and entrepreneurship mentoring (business coaching) to support the growth of MSMEs.
Through “daya.id”, organizing seminars and entrepreneurship mentoring (business coaching) to support the
growth of MSMEs, as well as providing market access through Pasar Daya and Selendang Mayang initiatives.
Providing a decent and comfortable workplace for 6,139 employees.
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Sustainability and
62 Climate Initiatives
INDUSTRY, INNOVATION
AND INFRASTRUCTURE
• Developing technological innovations in banking service activities.
• Collaborating with Djarum Foundation in developing educational facilities.
• Developing ESG Mutual Funds, mutual funds designed for ESG purposes, expected to have an impact on
enhancing general public welfare and reducing poverty.
REDUCED INEQUALITIES
• Providing financing for the retail, micro, and small-medium enterprise (SME) segments.
• Providing financial literacy programs for students, university students, employees, persons with disabilities,
retirees, MSME entrepreneurs, and the general public.
SUSTAINABLE CITIES AND
COMMUNITIES
• Providing financing for the green property sector.
• Operating a green building concept at the SMBC Indonesia Head Office.
• Preserving heritage through the management of the UNESCO award-winning Dago branch.
RESPONSIBLE CONSUMPTION
AND PRODUCTION
• Through its digital banking product (Jenius), SMBC Indonesia supports the reduction of carbon emissions by
eliminating the need for customers to travel to physical SMBC Indonesia’s branch locations.
• Waste management in collaboration with a third party at the SMBC Indonesia head office.
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Integrating Strength for
Sustainable Growth 63
CLIMATE ACTION
• Providing sustainable financial products.
• Implementing energy savings and emission reductions across the entire SMBC Indonesia office network.
• Being part of the net-zero emissions transition plan initiated by the SMBC Group.
• Potential carbon dioxide (CO₂) sequestration through the planting of 4,096 trees since 2023.
LIVE BELOW WATER LIFE ON LAND
• Establishing procedures for environmental and social risk assessment in every business process,
incorporated into SMBC Indonesia’s credit policy.
PEACE, JUSTICE AND
STRONG INSTITUTIONS
• Building a clean, high-integrity institution and providing a violation reporting channel (whistleblowing
system).
• Encouraging employee participation through labor unions and collective labor agreements.
PARTNERSHIPS FOR
THE GOALS
• Partnering with experts, universities, government institutions, corporations, and NGOs to enhance
the capacity of customers and the public in the areas of personal development, financial literacy,
entrepreneurship, and lifestyle.
• Participating in memberships of various associations to advance performance for the achievement of
economic improvement for Indonesia.
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Sustainable Economic and
64 Financial Performance
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Integrating Strength for
Sustainable Growth 65
Sustainable
Economic
and Financial
Performance
SMBC Indonesia aspires to
drive positive change by
supporting projects that
deliver tangible benefits for
the environment and social
welfare.
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Sustainable Economic and
66 Financial Performance
In 2025, Indonesia’s economy continued to demonstrate of credit distribution performance through sustainable
resilience amidst global uncertainty, driven by domestic financial products such as Green Loans, Sustainability-
consumption growth, rising exports, and accelerated Linked Loans, ESG Deposits, and Green Deposits. SMBC
infrastructure development. SMBC Indonesia played an Indonesia also continues to strengthen product and
active role in advancing Indonesia’s transition towards service innovation by leveraging digital technology
a low-carbon economy by expanding its contributions to promote broader access to financing and financial
across various sectors, including sustainable project management within the community as the foundation
financing. for robust economic growth.
SMBC Indonesia remains committed to advancing Other strategic projects supported by SMBC Indonesia in
sustainable finance, as reflected in its consistent growth 2025 include:
GREEN PROJECTS
Green Loan for Eco-Friendly Transportation
SMBC Indonesia supports the development of a green transportation ecosystem by financing businesses within the electric
vehicle (EV) value chain, from the vehicle production process to retail sales (via financing companies), including through the
disbursement of a syndicated loan with a green tranche of USD 400 million to to corporate segment borrowers, utilized for
the production and assembly processes of electric vehicles.
Sustainability-Linked Loan
SMBC Indonesia disbursed a Sustainability-Linked Loan to support clients committed to sustainability targets aligned with
best market practices.
Green Loan for Renewable Energy
SMBC Indonesia actively supports the development of renewable energy in Indonesia. A key initiative is a strategic
collaboration with SUN Energy, a developer of commercial and industrial solar power plants (PLTS), through a financing facility
of USD 10 million.
INCLUSIVE FINANCE
Financing for Women-Led MSMEs
SMBC Indonesia promotes women’s economic empowerment through inclusive financing for micro, small, and medium
enterprises (MSMEs). The financing portfolio for women-led MSMEs reached Rp3.45 trillion, an increase of 4.16% compared
to 2024.
Zakat Program via Jenius
SMBC Indonesia supports the digitization of zakat to enhance efficiency, transparency, and accessibility in its distribution
within the community through partnerships with trusted and officially registered social and zakat institutions. In 2025, Jenius
facilitated digital donations and zakat payments through BAZNAS, Dompet Dhuafa, and Rumah Zakat.
During Ramadan 2025 (March 3 – April 30, 2025), in the spirit of sharing Ramadan’s blessings, SMBC Indonesia conducted a
Ramadhan Program by providing an additional donation of Rp25,000 for each zakat transaction made by customers with a
minimum value of Rp150,000 via the Jenius app or partner websites using the Jenius application.
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Integrating Strength for
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AWARDS RELATED TO SUSTAINABLE FINANCING
1 Investing on Climate by Editors Choice 2 Indeks Integritas Bisnis Lestari
Award 2025 (INSTAR) 2025
SMBC Indonesia received the Best Emission SMBC Indonesia was awarded the INSTAR Verified
Reduction and Best Climate awards at the Investing Company designation at the Indeks Integritas
on Climate by Editors Choice Award in recognition of Bisnis Lestari, organized by Tempo Data Science,
its significant contributions to mitigating the impacts Transparency International Indonesia, and Institute
of climate change through various initiatives and for Strategic Initiatives. This award is presented
sustainable investments. to companies that have implemented principles
of integrity and sustainability in their business
operations.
FINANCIAL PERFORMANCE AND GROWTH
In 2025, SMBC Indonesia recorded solid financial performance growth, with the Company’s operating income for the
reporting year amounting to Rp18.4 trillion, representing a 5.8% increase compared to the previous year.
Financial Performance
[OJK F.2]
Description 2025 2024 2023
Balance Sheet Summary (Rp Billion)
Total assets 245,848 241,096 201,448
Productive assets 246,213 202,950 197,326
Loans and sharia financing 155,011 149,972 156,561
Financing receivables 30,377 29,433 -
Third-party funds 131,001 121,318 108,199
Loans received 41,905 52,633 34,284
Securities issued 6,794 2,940 201
Total liability 192,392 186,350 160,165
Total equity 53,456 54,746 41,283
Income Statement Summary (Rp Billion)
Net interest income 15,912 15,208 12,044
Other operating income 2,527 2,221 1,689*
Operating expenses (10,069) (9,428) (7,222)*
Allowance for impairment losses (8,047) (3,897) (3,050)
Net operating income 324 4,104 3,461
Net income for the current year (102) 3,216 2,682
Total comprehensive income (480) 3,291 2,701
Bank operating income 18,439 17,429 14,118
Bank net income (102) 3,216 2,682
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Sustainable Economic and
68 Financial Performance
Description 2025 2024 2023
Performance Ratios
Minimum Capital Adequacy Ratio (CAR) 29.31% 30.02% 29.90%
Non-performing earning assets and non-earning assets 1.23% 1.20% 0.68%
to total earning assets and non-earning assets
Non-performing earning assets to total earning assets 1.22% 1.19% 0.68%
Allowance for impairment losses on financial assets to 3.06% 2.60% 2.46%
total earning assets
Gross NPL 2.59% 2.50% 1.36%
Net NPL 0.85% 1.07% 0.40%
Return on Assets (ROA) 0.12% 1.80% 1.73%
Return on Equity (ROE) 1.13% 6.83% 6.54%
Net Interest Margin (NIM) 7.02% 7.10% 6.45%
Efficiency Ratio (BOPO) 97.71% 83.21% 83.72%
Loan to Deposit Ratio (LDR) 140.33% 147.04% 142.68%
Liquidity Coverage Ratio (LCR) Value
a. Individual LCR 193.34% 221.49% 177.57%
b. Consolidated LCR 229.42% 253.71% 199.68%
Note:
• The data in the table above represents the consolidated financial data of SMBC Indonesia, including its three subsidiaries: PT Bank BTPN
Syariah Tbk, PT Oto Multiartha (OTO), and PT Summit Oto Finance (SOF).
• (*) A restatement of the 2023 data for Other Operating Income and Operating Expenses was made due to a recalculation, resulting in lower
values compared to those reported in the previous report.
SUSTAINABLE FINANCE TAXONOMY SUSTAINABLE FINANCE
As part of SMBC Indonesia’s commitment to implementing PERFORMANCE
sustainable finance, SMBC Indonesia also follows the [OJK B.3] [OJK F.26] [SUSBA 1.5.1.2]
guidance of the Financial Services Authority (Otoritas SMBC Indonesia develops a range of sustainable products
Jasa Keuangan or OJK) in the pilot implementation of that integrate environmental and social aspects, including
the Indonesia Sustainable Finance Taxonomy (TKBI), Green Loan, Social Loan, and Sustainability-Linked Loan,
a national classification system developed by OJK to as a form of aspiration to support green financing while
identify and categorize economic activities based on generating a positive impact on the community.
their contribution to environmental protection objectives
and sustainable development in Indonesia. TKBI serves SMBC Indonesia has established the ESG Solutions Team,
as an important reference for the financial services a specialized unit dedicated to supporting clients in their
sector to enhance transparency, direct financing toward decarbonization initiatives through innovative financial
environmentally friendly activities, and support the solutions. Furthermore, in 2025, SMBC Indonesia formed
transition to a low-carbon economy. the Sustainable Business Strategy Division, whose
responsibilities include formulating business strategies
During the TKBI pilot reporting in December 2025, aligned with the sustainability agenda and developing
SMBC Indonesia reported 68 debtors with a total policies to support eco-friendly practices and social
outstanding balance of Rp20.5 trillion, of which 20.48% responsibility. [SUSBA 1.5.1.5] [SUSBA 1.5.1.2]
was identified under the Green and Transition categories.
This achievement reflects SMBC Indonesia’s active role In 2025, SMBC Indonesia disbursed sustainable financing
in supporting the financing of economic activities that of Rp17.82 trillion, representing 11.89% of the total
contribute positively to the national sustainability agenda, financing portfolio of Rp149.88 trillion. [FS10]
while also encouraging debtors to undertake a transition
toward more environmentally friendly and sustainable
business practices.
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Integrating Strength for
Sustainable Growth 69
Education and Capacity Building for Stakeholders
Seminar “Sustainability and SMBC Indonesia provided education on the importance of carbon emission
GHG Accounting: Navigating calculations in supporting corporate sustainability for our corporate clients. The
Climate Regulations in seminar was led by an emission calculation consultant presenting the mechanisms
Indonesia” for Scope 1, 2, and 3 emissions. The event was attended by 81 participants
[SUSBA 1.5.1.4] representing various corporate clients.
Sustainable Finance SMBC Indonesia actively participates in organizing events and outreach sessions
Awareness Campaign for corporate segment clients related to sustainable financing and market best
[SUSBA 1.5.1.4] practices.
Supplier Education Seminars focusing on sustainability topics for suppliers are conducted annually.
[SUSBA 1.5.1.4] [ACGS B.4.3] In 2025, the seminar addressed sustainable Human Resource management.
The topic was selected based on internal research indicating that sustainable HR
management is a subject of significant interest and necessity for suppliers.
Details of sustainable financing, SMBC Indonesia disbursed Rp7.64 trillion to support green activities (KUBL), and provided
social financing amounting to Rp10.19 trillion, from the total financing disbursed by SMBC Indonesia.
Financial Performance Related to Sustainability
[OJK B.1.d] [OJK C.4]
Description 2025 2024 2023
Types of products that meet the 1. Sustainable Funding 1. Sustainable Funding 1. Sustainable Funding
criteria for sustainable business Products: Products: Products:
activities • ESG Deposit • ESG Deposit • ESG Deposit
• Green Deposit* • Green Deposit* • Green Deposit*
2. Sustainable Financing 2. Sustainable Financing 2. Sustainable Financing
Products: Products: Products:
• Green Loan • Green Loan • Green Loan
• Social Loan • Social Loan • Social Loan
• Sustainability-Linked • Sustainability-Linked • Sustainability-Linked
Loan Loan Loan
3. MSME Financing 3. MSME Financing 3. MSME Financing
Products Products Products
4. Sustainable Investment 4. Sustainable Investment 4. Sustainable Investment
Products: Products: Products:
• ESG Mutual Funds • ESG Mutual Funds • ESG Mutual Funds
Nominal value of products and/or 17,821 18,126 13,775
services that meet the criteria for
sustainable business activities (Rp
billion)
Percentage of Total KKUB Portfolio to Total Bank Portfolio
a. Funding 0.06% 0.05%** 0.10%**
b. Financing 11.89% 12.42% 9.49%
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Sustainable Economic and
70 Financial Performance
Description 2025 2024 2023
Inclusive Financial Performance (Jenius)
Features Developed 2 1 4
Number of Jenius customers 5,198,105 5,199,264 4,497,649
Number of transactions 136,344,538 136,048,634 113,812,489
Note:
* SMBC Group products with underlying green assets located in Indonesia.
** A restatement of the 2024 and 2023 Fund Mobilization data was conducted due to adjustments in the classification of fund mobilization
products, resulting in lower values compared to those reported previously.
Jenius is the flagship digital banking program of SMBC DISTRIBUTION OF ECONOMIC VALUE
Indonesia. Advancements in digitalization and internet
GENERATED
technology have enabled banking services to reach
[GRI 201-1] [OJK B.1]
the broader Indonesian population, from major cities to
The economic value generated by SMBC Indonesia
remote areas with internet connectivity. In this context,
is distributed equitably among stakeholders,
SMBC Indonesia no longer differentiates based on
demonstrating the company’s corporate responsilibity.
geographical conditions or locations, as digital access
The largest share is allocated to operational expenses,
has removed these barriers, allowing customers to enjoy
employee remuneration, and tax obligations to the
banking services anytime and anywhere. [FS13]
state. In addition, the company directs funds toward
shareholder dividends, business development, and social
In conducting its operations, SMBC Indonesia does not
contributions through sustainability and corporate social
receive any subsidies or financial assistance from the
responsibility programs. This distribution underscores
government [GRI 201-4]. SMBC Indonesia is classified as
SMBC Indonesia’s endeavors to create long-term value
a Domestic Systemically Important Bank (D-SIB).
that benefits all related parties.
[FN-CB-550a.1]
Distribution of Economic Value Generated (Rp Billions)
[GRI 201-1] [OJK B.1]
Description 2025 2024 2023
DIRECT ECONOMIC VALUE GENERATED
Interest and Sharia Income 24,235 23,588 18,816
Other Operating Income (Net) 1,811 1,590 1,484
Total Economic Value Generated 26,047 25,179 20,299
ECONOMIC VALUE DISTRIBUTED
Operational Expenses 3,887 3,951 3,274
Employee Salaries and Allowances 5,524 4,850 3,756
Interest Expense and Profit-Sharing of Syirkah Funds 8,323 8,380 6,772
Dividend Payments* 563 472 619
Payments to Government (Income Tax and VAT)* 677 892 861
CSR Fund Disbursement* 3.19 3.42 2.88
Total Economic Value Distributed 17,734 17,182 15,282
ECONOMIC VALUE RETAINED 8,312 7,997 5,018
Note:
- The data in the table above represent the consolidated financial information of PT Bank SMBC Indonesia Tbk, which includes PT Bank BTPN Syariah Tbk, PT Oto
Multiartha (OTO), and PT Summit Oto Finance (SOF), based on the audited 2025 financial statements prepared in accordance with Indonesian Financial Accounting
Standards (PSAK).
- (*) Certain data reflect only the performance of the Bank entity (bank only).
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Integrating Strength for
Sustainable Growth 71
PORTFOLIO TARGET AND PERFORMANCE
Comparison of Production Target and Performance, Portfolio, Financing Target, or Investment, Income and Profit and Loss
[OJK F.2]
Comparison of Financing Target Comparison of Operating Income Comparison of Profit/Loss Target
and Realization Target and Realization and Realization
Year (Rp Billion) (Rp Billion) (Rp Billion)
Target Realization Target Realization Target Realization
2025 186,118 185,388 18,947 18,439 2,827 (102)
2024 199,125 179,405 18,456 17,429 2,680 3,216
2023 160,131 156,561 14,232 14,118 2,826 2,682
Note:
The data in the table above represent the consolidated financial information of SMBC Indonesia, which includes PT Bank BTPN Syariah Tbk, PT
Oto Multiartha (OTO), and PT Summit Oto Finance (SOF), based on the audited 2025 financial statements prepared in accordance with Indonesian
Financial Accounting Standards (PSAK).
Comparison of Portfolio Target and Performance, Financing Target, or Investment in Financial Instruments or
Projects Aligned with Sustainable Finance
[OJK F.3] [ACGS B.1.5]
Comparison of Green and Social Portfolio Target and Realization
(Rp Billion)
Year Target Realization
2025 18,943 17,821
2024 15,477* 18,126
2023 14,998 13,775
Note:
*A restatement of the 2024 target data was conducted due to a recalculation, resulting in a lower target value compared to that reported in the
previous report.
Sustainable Finance Project Portfolio (Rp Billion)
[OJK F.3] [FS7] [FS8] [SUSBA 1.6.2.1]
Proportion of Sustainable
Description 2025 2024 2023
Financing to Total Bank Financing
Funding 0.06% 67 52** 95**
Financing 11.89% 17,821 18,126 13,775
Renewable energy 0.46% 691 1,244 1,142
Energy efficiency 0.13% 193 294 397
Sustainable management of biological natural 2.67% 4,009 4,058 4,802
resources and land use
Green transportation 0.22% 331 100 122
Sustainable water and wastewater management 0.22% 337
Products that can reduce resource usage and 0.00% 0 901 660
generate less pollution (eco-efficient)
Green buildings that meet nationally, regionally, or 0.34% 510 510 560
internationally recognized standards or certifications
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Sustainable Economic and
72 Financial Performance
Proportion of Sustainable
Description 2025 2024 2023
Financing to Total Bank Financing
Other green business activities and/or other 0.31% 466 406 -
activities
MSME Activities – Direct Financing 6.80% 10,186 10,613 6,092
MSME Activities – Indirect Financing 0.73% 1,100 - -
Notes:
* Fund mobilization is derived from ESG Deposit products, with a proportion to the total fund mobilization of SMBC Indonesia.
** A restatement of the 2024 and 2023 Fund Mobilization data was made due to adjustments in the classification of fund mobilization products,
resulting in lower values in 2024 and higher values in 2023, compared to those reported previously.
BUSINESS PORTFOLIO BY SECTOR its portfolio while contributing to the growth of diverse
economic aspects. The following is the information on
AND SIZE
sector and size. However, SMBC Indonesia does not
[FS6]
classify savings and current accounts into personal and
SMBC Indonesia extends financing across various sectors
business accounts . [FN-CB-000.A]
and business types as a strategic measure to diversify
Financing by Business Segment (Sector) and Size
[FN-CB-240a.1] [FN-CB-000.B] [SUSBA 1.6.2.1]
2025 2024 2023
Description
Number Rp Billion Number Rp Billion Number Rp Billion
Corporate and Commercial 3,412 105,366 3.285 98.896 2.418 104.904
Retail Lending 740,879 20,119 798.845 21.867 391.016 22.403
Micro 8,212 1,683 8.916 1.940 34.044 1.306
Small and Medium 9,997 13,488 8.964 14.362 5.414 13.255
Enterprises
Joint Finance 346,011 5,541 354.161 5.565 161.533 1.139
Jenius 5,515,086 3,558 5.565.263 3.198 604.181 2.049
Others 1,873 121 1.987 110 2.395 117
Total 6,625,470 149,876 6.741.421 145.938 1.201.001 145.173
As part of the company’s aspiration to maintaining delays or failed to meet payment obligations on time
the quality of its financing portfolio, SMBC Indonesia during the reporting year amounted to Rp747.23 billion,
conducts regular monitoring of the performance of with an NPL ratio of 7.34%. [FN-CB-240a.2]
its disbursed credit. MSME loans that experienced
Conventional Financing by Business Segment (Rp Billion)
[FN-CB-410a.1] [SUSBA 1.6.2.1]
Description 2025 2024 2023
Household 27,349 29,137 25,789
Trade 18,184 17,297 18,890
Industry 39,990 29,558 32,871
Other Services 35,365 36,814 33,503
Agriculture 4,194 3,875 3,989
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Integrating Strength for
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Description 2025 2024 2023
Accommodation Services 317 190 184
Construction 5,289 5,391 5,845
Transportation & Communication 13,360 15,588 12,925
Mining 1,415 2,404 6,029
Others 4,413 5,685 5,148
Total 149,876 145,938 145,173
SMBC Indonesia does not disclose its financing portfolio by geographic region because all of the Company’s operational
activities and financing disbursements are conducted in Indonesia. In international reporting practices and the GRI
Standards, geographic regions refer to regional classifications used by the World Bank (such as East Asia and Pacific,
Europe and Central Asia, North America, and others), therefore this disclosure is not relevant for SMBC Indonesia. [FS6]
IMPACT OF OPERATIONS AND These risks require careful management through
sustainable financing policies, environmental and social
MANAGEMENT EFFORTS
risk assessments, and customer engagement to adopt
[SUSBA 1.6.2.11] [SUSBA 1.1.1.2] [OJK F.23] [OJK F.28]
more responsible practices. SMBC Indonesia monitors the
SMBCI Indonesia’s financing activities generate positive
sustainability performance assessments of its corporate
impacts on the economy, environment, and the
clients, measures the carbon footprint of its portfolio, and
community. Economic impacts are realized through
regularly engages with stakeholders. Additionally, SMBC
job creation, enhanced capacity for small and medium-
Indonesia implements a portfolio diversification strategy
sized enterprises, and the strengthening of national
by increasing the proportion of green financing while
supply chains. Environmental impacts include support
reducing exposure to high-risk sectors.
for renewable energy projects, energy efficiency, and
low-emission transportation. Meanwhile, social impacts
are reflected in improved financial literacy and financial
inclusion. CHALLENGES IN IMPLEMENTING
SUSTAINABLE FINANCE
Nevertheless, SMBC Indonesia recognizes that there are [OJK E.5]
potentially negative indirect impacts stemming from its SMBC Indonesia strives to implement sustainable finance
financing activities. These primarily arise from lending principles across all aspects of the company’s operations.
to carbon-intensive sectors that may contribute to Throughout its journey, the company has encountered
increased greenhouse gas emissions, as well as medium- various internal and external challenges that have served
to-large-scale projects that pose potential environmental as catalysts for the continuous development of adaptive
and social risks, including community relocation and and innovative strategic solutions
land-use changes affecting local ecosystems. Additional
challenges include the potential increase in waste and
resource consumption by clients, which, if not properly
managed, could lead to environmental degradation.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Sustainable Economic and
74 Financial Performance
CHALLENGES MITIGATION
Internal Lack of uniform employee understanding of Education and training programs
sustainable finance Periodic system evaluations while maintaining
Need to strengthen the integration of operational efficiency
sustainability principles into daily operations
External Impact of climate change on debtors Climate-based risk assessment and loan
Uneven understanding of sustainability restructuring
across the supply chain Supplier education and engagement
Regulatory dynamics Monitoring by a dedicated team
Lack of incentives for green financing Product innovation and competitive green
financing schemes to attract customers
SUPPLY CHAIN selected through the tender process in 2025. A total of
[GRI 2-6] [GRI 414-1] [GRI 414-2] [ACGS B.4.2] 110 vendors were covered, and all (100%) underwent
SMBC Indonesia’s supply chain comprises workforce social aspect assessments. Based on the monitoring
service providers as well as suppliers of goods and services results, no significant actual or potential negative social
supporting operational activities. All vendors are required impacts were identified. This scope remains limited to
to comply with applicable laws and regulations, as well as vendors managed through CP, while the integration and
commitments to ethics, compliance, human rights, and consolidation of vendor data from other mechanisms are
environmental responsibility in accordance with SMBC being carried out progressively.
Indonesia’s policies and cooperation agreements.
SMBC Indonesia will consider gradually expanding
During the reporting period, social aspects were the scope of social and environmental assessments
monitored for vendors engaged through the Corporate and monitoring to further strengthen supply chain risk
Procurement (CP) mechanism, namely vendors management.
110 582.41 billion 100%
TOTAL PROPORTION OF EXPENDITURE
TOTAL
PROCUREMENT ON LOCAL VENDORS (FROM
VENDOR
VALUE INDONESIA) [GRI 204-1]
TAX APPROACH AND REPORTING developments and the company’s sustainability goals.
Information on this tax performance is disclosed
APPROACH TO TAX transparently through sustainability reports published on
[GRI 207-1] the company’s official website.
SMBC Indonesia views taxation as a vital component of
the company’s contribution to economic development TAX GOVERNANCE AND RISK MANAGEMENT
and the enhancement of community welfare. SMBC [GRI 207-2]
Indonesia ensures compliance, transparency, and Oversight of SMBC Indonesia’s tax strategy falls under
accuracy in all tax obligations. Tax strategy, management, the responsibility of the Finance Director and is executed
and financing are executed by the Tax Management by the Tax Management Division. The company has
Division with the approval of the Finance Director, and are established Standard Operating Procedures (SOPs) to
reviewed annually to ensure alignment with regulatory ensure compliance and mitigate tax-related risks. Tax
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 75
responsibility is also embedded in the corporate culture from stakeholders, including the OJK and banking industry
through education and training programs. Furthermore, associations. SMBC Indonesia does not engage in tax
periodic monitoring and evaluation are conducted by advocacy and ensures that all tax practices are carried
both internal and independent external parties to ensure out in accordance with the principles of good corporate
accountability and compliance. SMBC Indonesia provides governance. Stakeholders may provide input directly
a mechanism for reporting tax-related integrity violations through meetings or emails, handled by the Tax Division.
through the SMBC Indonesia reporting system, processed
in accordance with whistleblowing procedures (see page COUNTRY-BY-COUNTRY TAX REPORT
147). Through this approach, SMBC Indonesia consistently [GRI 207-4]
maintains its corporate integrity and reputation. SMBC Indonesia operates solely within Indonesia.
Therefore, this tax report is prepared exclusively for
STAKEHOLDER ENGAGEMENT AND its activities in Indonesia. SMBC Indonesia’s income
MANAGEMENT OF CONCERNS RELATED TO TAX tax expense is calculated based on profit before tax as
[GRI 207-3] presented in the financial statements, with reference to
SMBC Indonesia collaborates with tax authorities to ensure the applicable corporate income tax rates in Indonesia.
compliance through a real-time audit mechanism, adopting Differences between accounting profit and taxable
a cooperative and transparent approach. Tax policies are income may arise due to fiscal adjustments in accordance
designed to support the company’s strategic objectives, with prevailing tax regulations.
while also taking into account the views and feedback
Corporate Income Tax Employee Income Tax Total Corporate Income Tax and
(Rp Million) (Rp Million) Employee Income Tax
(Rp Million)
271,332 514,201 515,697 406,065 377,713 345,134 677,397 891,914 860,831
2025 2024 2023 2025 2024 2023 2025 2024 2023
PRODUCTS AND SERVICES Through its own business units and synergies with
SMBC Indonesia offers a diverse range of financial subsidiaries under the SMBC Group conglomerate,
products and services covering corporate banking SMBC Indonesia launches various innovative and easily
to retail banking segments. This service structure is accessible financial products and services for all segments
designed to reach various customer groups, from large of the community, aimed at driving national economic
corporations and small-to-medium enterprises to growth. Comprehensive information on SMBC Indonesia’s
individuals and retirees. banking products and services is provided on our official
website under the Products and Services section.
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Sustainable Economic and
76 Financial Performance
SMBC INDONESIA FINANCIAL PRODUCTS
Corporate
Retail Offering financial solutions for large and mid-
Investment deposit products and priority banking sized corporations by leveraging the SMBC
services tailored for high-net-worth individuals. Group’s global network and expertise.
High Net-Worth Individual and Affluent
Corporate, Wholesale and Commercial
Jenius
Digital banking services (deposits,
Corporate/Retail
investments, loans, transactions, foreign
Business account, deposit, and loan products for SMEs.
exchange, and loyalty) via smartphone,
Small Medium Enterprise
offering seamless transaction convenience.
Middle Class
Corporate/Retail
SMBC mikro Loan products for micro business owners.
Automotive financing by OTO and SOF (Subsidiaries).
Micro
Middle Class
Retail
Savings and salary-/pension-based loan products
Sharia-compliant financing and services provided by BTPN Syariah
for retirees, as well as loan products for active
(Subsidiary).
employees.
Sharia
Middle Class SMBC senior
Retail Banking Corporate Banking
PT Bank SMBC Indonesia Tbk operates under the license and supervision of the Financial Services Authority (OJK) and Bank Indonesia (BI) and is a participant in the deposit insurance program of the
Deposit Insurance Corporation (LPS).
PRODUCT AND SERVICE AWARDS
Bisnis Indonesia Financial Awards 2025 – Customer Engagement Excellence Awards Indonesia 2025 -
Champion of Growth Bank - KBMI 3 Category - Always Customer-first Category (Moengage)
(Bisnis Indonesia)
Bank Service Excellence Monitor 2025 - PT ASABRI (Persero) Payment Partner Award –
(Infobank & Marketing Research Indonesia) Excellence in Customer Satisfaction & Cooperation
(PT ASABRI (Persero))
INNOVATION AND DEVELOPMENT OF PRODUCT AND/OR SERVICE
SMBC Indonesia positions digital transformation as a strategic step to strengthen the Company's role within the national
financial ecosystem and advance financial inclusion. The Company continuously develops technology-based products
and services to enhance efficiency, security, and ease of access to banking services for various customer segments,
particularly MSMEs. This effort is aligned with the Company's commitment to promoting financial inclusion and supporting
the achievement of the Macroprudential Inclusive Financing Ratio (RPIM) target through the expansion of access to
financial services for low-income communities and vulnerable groups.
Digital Platform SMBC Indonesia has introduced an innovative digital platform designed to facilitate businesses in receiving
for MSME payments, conducting transactions, monitoring cash flow, and managing their finances in real time, anytime and
Transaction anywhere.
and Financial • TOUCHBIZ
Management • Jenius Bisniskit
MSME Credit Certainty of approval is a critical factor for MSME customers. Faster service accelerates the utilization of financing
Process to support business growth, while simultaneously enhancing SMBC Indonesia’s competitiveness in MSME lending.
Automation In June 2025, SMBC Indonesia’s micro-financing unit launched Chronos, an internal application for processing
credit approvals, reducing the SLA for approval to 5 business days.
Elderly-Friendly SMBC Indonesia launched Jenius Daya to reach retiree customers through a simple and user-friendly application.
Digital Banking Equipped with large text and intuitive security features, Jenius Daya facilitates customers to check balances,
Service transfer funds, and complete transactions using QRIS.
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Integrating Strength for
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SUSTAINABLE FINANCE PRODUCTS housing and business activities that enhance access
[OJK F.26] and equality for marginalized groups. This product
SMBC Indonesia demonstrates strong efforts in providing demonstrates SMBC Indonesia’s aspirations to
Environmental, Social, and Governance (ESG)-based create a positive and inclusive social impact.
financial products and services through a range of GREEN DEPOSIT
sustainable financing solutions. Green Deposit is an investment product, enabling
customers to contribute to financing based on the
ESG DEPOSIT SDG framework. Funds from Green Deposit are
This sustainable financial product offers a competitive strategically allocated to support projects delivering
return for companies seeking to invest their funds tangible environmental benefits, such as renewable
in support of environmental and social project energy development and sustainable resource
initiatives. Available in both IDR and USD, the product management. [SUSBA 1.5.1.5] [SUSBA 1.5.1.2]
is managed with a transparent and accountable
approach. ESG Deposit provides flexibility for ESG MUTUAL FUND
customers with various investment tenors. ESG This is a mutual fund product designed for ESG
Deposit provides customers with flexibility through objectives, aiming to generate positive social impact
various investment tenors. Launched in 2023, this by enhancing public welfare and reducing poverty.
product represents a pioneering innovation among These mutual fund products are managed by
banks in Indonesia. The eligibility criteria and terms partner investment managers using a sustainability-
for the ESG Deposit project can be accessed based selection approach, including the evaluation
at the following link: https://www.smbci.com/ of environmental, social, and governance (ESG)
keberlanjutan/bisnis/esg--deposit--framework---- aspects, as well as the exclusion of sectors with high
indonesia--version.pdf sustainability risks.
SUSTAINABILITY-LINKED LOAN MSME FINANCING
Sustainability-Linked Loan (SLL) from SMBC MSME Financing is one of SMBC Indonesia’s
Indonesia is a financing product that links loan terms sustainable finance products, designed to expand
to the achievement of the customer’s sustainability access to capital for micro, small, and medium
targets. Through SLL, customers are encouraged enterprises, the primary drivers of the national
to improve their sustainability performance in economy. Through inclusive and responsible
areas such as energy efficiency, carbon emission financing schemes, SMBC Indonesia fosters resilient
reduction, or enhanced governance practices. SLL business growth, job creation, and improved
financing incentivizes customers to transition toward community welfare.
more responsible business models through incentive JENIUS
and disincentive schemes embedded within the Jenius is an easy-to-use, intelligent, and secure digital
financing structure. product, specifically designed for the digital-savvy.
GREEN LOAN It offers a range of features, including transactions,
SMBC Indonesia’s Green Loan is a financing facility savings, loans, and financial management tools. In
specifically designed to support green projects, such addition to reducing paper usage and emissions, this
as renewable energy, green buildings, sustainable service provides convenience by allowing customers
transportation, and waste management. Through to conduct transactions without the need to visit
this product, SMBC Indonesia plays an active role branch offices or filling out paper forms.
in promoting the achievement of carbon emission Jenius customer service is also available online 24/7,
reduction and low-carbon development targets including on holidays, to address user inquiries and
in Indonesia, while strengthening the company’s needs. Beyond banking services, Jenius provides a
initiatives to provide financial solutions aligned with platform for customers to share ideas, inspiration,
global and national sustainability principles. and creativity through the Co.Create community,
SOCIAL LOAN where they can participate in developing innovative
Social Loan is a financial instrument focused on financial services. Currently, the Co.Create
providing financing aimed at addressing social issues community has grown to over 50,000 members.
within sustainable development, such as affordable
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Sustainable Economic and
78 Financial Performance
NINE YEARS WITH JENIUS
6.1 Mllion 73 Innovations 50 Thousand
TOTAL
TOTAL FEATURES TOTAL CO.CREATORS
USERS
ENHANCEMENT OF PRODUCT AND Disability Services
Several branch offices have been equipped with
SERVICE QUALITY
disability-friendly facilities, such as ramps for
[OJK.F.17] [OJK.F.27] [OJK.F.29] [FS15] [ACGS B.4.1]
wheelchair users. Additionally, ATMs are designed with
SMBC Indonesia strives to deliver high-quality products and
special buttons featuring tactile markers on number
services, designed to meet customer needs while upholding
5, as well as the enter, clear, and cancel buttons, to
strict compliance with all prevailing regulations. In providing
facilitate access for customers with disabilities. [FS14]
its products and services, SMBC Indonesia consistently
adheres to the provisions of POJK No. 13/POJK.03/2021 on
Services for Frontier and Outermost Communities
the Implementation of Commercial Bank Products.
Through the Jenius application, SMBC Indonesia
offers digital banking services accessible from all
Products offered have undergone a rigorous review process,
regions of Indonesia. [FS13]
with consideration given to its benefits, risks, and suitability
for customer needs. SMBC Indonesia also ensures that
Through these measures, SMBC Indonesia strives to
all products and services are developed responsibly and
deliver inclusive, modern, and easily accessible financial
sustainably, taking into account environmental and social
services, thereby strengthening the role of banking in
aspects. Furthermore, the diverse range of existing products
supporting equitable and sustainable economic growth.
and services, both conventional and digital banking, has
undergone a comprehensive review process to manage
quality and ensure alignment with applicable regulations,
ensuring no products have been recalled. CYBER RISK MANAGEMENT,
INFORMATION SECURITY, AND
CUSTOMER PRIVACY
ACCESS DEVELOPMENT [GRI 418-1] [FN CB-230a-2] [ACGS B.4.6]
As part of its economic inclusion initiatives, SMBC With the growing adoption of digital technologies, artificial
Indonesia expands service access by increasing its intelligence, and cloud‑based computing solutions,
ATM network and developing digital systems that potential threats to information security, cybersecurity,
provide ease and efficiency for the community in using and data privacy have also increased. This situation has
banking services. It is expected that all individuals, prompted SMBC Indonesia to strengthen its protective
without exception, can access banking services systems and enhance the management of risks related
comfortably, securely, and equitably through inclusive to cybersecurity, information security, and data privacy.
services such as:
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Integrating Strength for
Sustainable Growth 79
Cyber risk management adheres to a number of INFORMATION SECURITY GOVERNANCE AND
regulations related to information security, including: CUSTOMER PRIVACY PROTECTION
Law No. 27 of 2022; [ACGS B.4.6]
OJK Regulation No. 11/POJK.03/2022; SMBC Indonesia has established a Cyber Security
OJK Regulation No. 22 of 2023; Risk Management Unit that reports to the Head
OJK Circular Letter No. 14/SEOJK.07/2014; of Risk Management Unit. This unit is responsible
OJK Circular Letter No. 29/SEOJK.03/2022; for implementing governance, oversight, and the
Bank Indonesia Regulation No. 2 of 2024; enhancement of information and cyber security,
Regulation of the Member of the Board of Governors including data privacy protection. In addition to serving
No. 24 of 2024; and other relevant regulations. as the second line of defense, this unit collaborates with
the Information Technology Security unit to implement
SMBC Indonesia implements the required information information and cyber security standards. Furthermore,
technology infrastructure and mechanisms to safeguard SMBC Indonesia maintains an Internal Audit Unit, serving
information security, cybersecurity, and data privacy, as the third line of defense by conducting periodic
with continuous improvements being made on an evaluations of cyber security implementation through
ongoing basis. This effort is further demonstrated both internal and external audits.
through the implementation and certification of the ISO/
IEC 27001:2022 information security standard.
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Sustainable Economic and
80 Financial Performance
SMBC Indonesia emphasizes the importance of This international standard governs information
cybersecurity risk awareness and knowledge across security practices across organizations, encompassing
all stakeholders. Employees are regularly provided with responsibility, leadership, and support from relevant
training and awareness campaigns through various stakeholders.
methods, such as e-learning, phishing simulations, emails,
and face-to-face sessions to ensure they can recognize ISO 27001:2022 provides guidance and a framework
threats and understand preventive measures. for managing information security risks. Its scope
includes the identification and protection of confidential
information, data integrity, and the availability of services
INFORMATION SECURITY APPROACH related to that information.
[FN-CB-230a.2] [ACGS B.4.1] [ACGS B.4.6]
In its implementation, SMBC Indonesia adopts a
SMBC Indonesia’s compliance to ensuring information
comprehensive approach to customer privacy and
security and protecting customer privacy is demonstrated
information security, including:
by its achievement of ISO 27001:2022 certification.
Cybersecurity Campaigns Conducting cybersecurity campaigns and training for employees and third parties to ensure
& Training adequate awareness and understanding. Training includes cyber-attack simulations (cyber-drills)..
Customer Education Enhancing customer information security literacy through educational programs delivered via
email, website, and digital platforms.
Cybersecurity Risk Managing cyber risks through asset identification, risk measurement, risk appetite/tolerance
Management setting, maturity level assessment, and the implementation of third-party risk management.
Third-Party Risk Ensuring third-party compliance with security standards through due diligence, contract reviews,
Management periodic audits, and data deletion upon partnership termination.
Information Technology Reviewing all new technologies prior to implementation to ensure alignment with applicable
Review security standards.
Security Perimeter Utilizing tools such as firewalls, IPS, DLP, proxies, and access management to prevent
unauthorized access to customer data.
Access Security Features Implementing MFA, biometrics, behavioral identification, and location-based controls to ensure
only authorized parties can access systems.
Data Encryption Securing all sensitive data, including customer information, with encryption or password
protection in accordance with standards when transmitted to/from outside SMBC Indonesia’s
systems.
Real-Time Monitoring The security team conducts continuous, real-time system monitoring to detect and respond to
cyber threats swiftly.
Incident Handling Developing an incident response mechanism involving security team coordination, recovery,
regulatory reporting, root cause analysis, and follow-up prevention.
Certification & Periodic Obtaining information security certifications and conducting regular internal and external audits
Audits to ensure compliance and system improvement.
Regulatory Compliance Adhering to relevant laws and regulations on consumer protection, IT management, cyber
resilience, and data privacy.
Transparency Reporting data breach incidents to the Board of Directors, OJK, and affected customers, in
accordance with applicable laws and regulations.
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Integrating Strength for
Sustainable Growth 81
INFORMATION SECURITY EDUCATION As a result of these initiatives, SMBC Indonesia has
experienced no incidents of non-compliance with
AND AWARENESS
regulations related to labelling, product information, or
For customers, security literacy is communicated
marketing communications. [GRI 417-2] [GRI 417-3]
through the website, email, and secure online transaction
guideline. For partners and third parties, SMBC
Indonesia conducts regular training to ensure consistent
cybersecurity practices and to ensure third parties report CUSTOMER COMPLAINT HANDLING
any cybersecurity incidents that may affect SMBC MECHANISM
Indonesia. In 2025, there were no complaints related to [GRI 2-25] [FN-CB-510a.2]
customer privacy breaches or data loss. [GRI 418-1] SMBC Indonesia strives to provide services with the
[FN-CB-230a.1] highest quality standards, placing customer satisfaction
as the primary focus. To this end, SMBC Indonesia
implements a Service Level Agreement (SLA) as a
PRODUCT INFORMATION AND benchmark for handling complaints promptly and
accurately. This service framework adheres to POJK No.
MARKETING
22 of 2023. on Consumer and Community Protection in
[ACGS B.4.1]
the Financial Services Sector.
SMBC Indonesia communicates product information
based on the principle of transparency. A summary of
The handling process is supported by a Customer
product information is provided during offering and/
Relationship Management (CRM) application to manage
or upon agreement to sign the credit agreement. The
complaints effectively in accordance with the established
product summary terms communicated by SMBC
SLA guidelines. Verbal complaints are resolved within a
Indonesia refer to the applicable OJK regulations and are
maximum of 5 business days, while written complaints
conveyed clearly as follows: [GRI 417-1]
are resolved within a maximum of 10 business days. SLA
is evaluated periodically to serve as a tool for continuous
Availability of a summary of product and/
improvement in service quality.
or service information
During the reporting year, SMBC Indonesia received
Inclusion of features, terms and 48,784 complaints, of which 48,059 complaints (99%)
conditions were successfully resolved, while the remaining cases
are still in the process of resolution. The most frequently
reported types of complaints are as follows:
Use of clear and understandable
Indonesian language
Transaction Disputes 10,145
Use of font sizes that comply with Transfer Transactions 6,651
regulations
QRIS Transactions 4,043
VISA Network Transactions 2,491
Notification regarding changes to a
product’s features or terms and conditions Cash Withdrawal Transactions 2,209
Ease of access to current information for
Information obtained through customer complaints
customers and the community
serves as input for SMBC Indonesia to identify potential
negative impacts and to continuously improve processes
Product explanations via personal and services. Through this mechanism, SMBC Indonesia
communication channels for customers can systematically follow up on each complaint while
enhancing the quality of governance and customer
service.
Services for customers with special needs
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 84
Sustainable Economic and
82 Financial Performance
Negative Impact Management Process Tracking and Evaluation of Complaint Mechanism
Management of negative impacts is carried out The effectiveness of this mechanism is tracked
through identification by audits, consultation with using indicators such as resolution timeliness, user
stakeholders, and the formulation of cross-functional satisfaction rates, and the percentage of complaints
joint plans, focusing on immediate resolution and successfully handled. Feedback obtained through
prevention of recurrence through improvements in satisfaction surveys and discussion forums is used to
governance and policy. enhance future quality.
Stakeholder Engagement SMBC Indonesia provides the following channels for
SMBC Indonesia involves stakeholders, including customers to submit complaints: [ACGS B.5.1]
employees, customers, and the community, in
the development and evaluation of the complaint
submission mechanism.
SMBCI Care 1500 365 (Local)
www.smbci.com
+6221 8060 5299 (International)
smbcicare@smbci.com
Nearest SMBC Indonesia branch
jenius-help@smbci.com
SMBC Indonesia applies the principle of continuous 1. Periodic Audits
improvement in handling customer feedback by ensuring Conducted consistently to ensure customer service
all business lines conduct an in-depth analysis of the handling complies with regulations, internal standards,
complaints received. Improvement efforts are focused on and good governance principles.
two main aspects: complaints with the highest volume, 2. Training and Refresher Program
indicating service areas of greatest concern to customers, All customer-facing employees participate in regular
and complaints with significant risk, which, despite being training and refresher programs in accordance with
small in number, have the potential to significantly impact the provisions of OJK, to maintain competency and
trust and business continuity. professionalism.
3. Building a Service Culture of #Heartfelt Banking,
Through this approach, all business units not only address
Meaningful Service
complaints reactively but also conduct root cause
SMBC Indonesia instills the value of #Heartfelt Banking,
evaluations and formulates preventive measures to avoid
Meaningful Service as its service culture, anchored in
the recurrence of similar issues. Monitoring and follow-
the WE CARE service attitude, emphasizing empathy,
up processes are conducted regularly, ensuring service
care, and swift responses to customer needs, aligned
improvements are measurable, consistent, and have a
with the spirit of the SMBC Group.
tangible impact on enhancing the customer experience.
SMBC Indonesia strives to maintain high customer service
standards through various initiatives, including:
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Integrating Strength for
Sustainable Growth 83
Complaint Handling
[OJK F.24]
Completed In Process Not Resolved Total
Year
Number Percentage Number Percentage Number Percentage Complaints
2025 48,059 99% 725 1% - - 48,784
2024 62,759 99% 914 1% - - 63,673
2023* 63,215 97% 1,720 3% - - 64,935
Note:
* A restatement of the 2023 data from 100% to 97% was conducted due to a correction of the previous calculation, resulting in a lower percentage
compared to that reported previously.
MAINTAINING CUSTOMER In 2025, the data was obtained from a customer
satisfaction survey measuring the performance of the
SATISFACTION
Jenius application and its product services. The survey
[OJK F.30] [ACGS B.4.6]
was conducted online at the end of December 2025
SMBC Indonesia places customer satisfaction as its
among active Jenius customers. It aimed to measure
foremost priority in the provision of products and services.
the level of customer satisfaction in using the Jenius
To ensure that the quality of products and services
application for their daily financial activities, as well as to
provided consistently meets customers’ expectations
assess customers’ likelihood to recommend the Jenius
and needs, SMBC Indonesia conducts periodic customer
application as their everyday financial application based
satisfaction surveys. The results of these surveys serve
on their experience throughout 2025.
as the basis for ongoing evaluation and improvement,
enabling SMBC Indonesia to enhance the quality of
products and services, strengthen customer relationships,
and uphold the trust placed in SMBC Indonesia.
Jenius SMBC Indonesia Customer Satisfaction Survey Results
2024* 2024*
20
20
25
25
20
20
23
23*
*
CSAT NPS
91% 42
75% 31
91% 55
Note:
* The restatement of the 2024 and 2023 data was carried out due to a change in the survey data source used, namely the Jenius Application and Product Service
Performance Survey. As a result, the data presented in this report differ from those presented in the previous report and are not directly comparable.
Customer Satisfaction Score (CSAT): This survey measures the level of customer satisfaction with specific products or services and serves
to assist SMBC Indonesia in identifying its strengths as well as areas requiring improvement.
Net Promoter Score (NPS): This survey is conducted to evaluate customer loyalty and their likelihood of recommending SMBC Indonesia’s
services to others.
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Environment for a
84 Sustainable Future
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 87
Integrating Strength for
Sustainable Growth 85
Environment for
A Sustainable
Future
SMBC Indonesia
establishes the integration
of technological
advancement with
the implementation of
sustainable operational
principles as the primary
basis for developing
excellent banking services,
aiming to realize a greener
future.
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Environment for a
86 Sustainable Future
SMBC Indonesia implements an environmental approach greening programs, and green financing policies that
focused on responsible resource management, carbon drive investment in green projects, SMBC Indonesia is
footprint reduction, and the implementation of eco- committed to supporting the transition towards a greener
friendly practices in daily operations. Through initiatives future while enhancing employee awareness to play an
such as energy efficiency, waste management, active role in preserving environmental sustainability.
SMBC INDONESIA ENVIRONMENTAL PERFORMANCE 2025
19.59% 961 unit 1 unit
TOTAL ENERGY PURCHASE OF RENEWABLE SOLAR PANEL
REDUCTION ENERGY CERTIFICATES (REC)
Solar Panels at the Gunung Sahari
Equivalent to 18,582.43 GJ Equivalent to 10% of the Company’s Total Branch Office, Jakarta
compared to 2024 Operating Costs (bankwide)
USE OF ELECTRIC INSTALLATION OF ELECTRIC
VEHICLES VEHICLE CHARGING STATION
3 1
Electric vehicles for employee at the Diponegoro Branch Office, Surabaya
unit operations unit
7.53% 82.09%
GHG EMISSION REDUCTION TOTAL PORTFOLIO INCLUDED IN SCOPE 3 GHG
EMISSIONS (FINANCED EMISSIONS)
for Scope 1 and Scope 2, after adjustments for the use
of RECs under Scope 2, or equivalent to 1,131.96 tons of from the total loan portfolio comprising the productive and
CO₂e, compared to 2024 automotive sectors in 2024
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 87
ENERGY USAGE
SMBC Indonesia's operational activities utilize energy GJ, or 19.59%, compared to the previous year. SMBC
in the form of electricity for office operations and fuel Indonesia lowers energy usage and minimizes carbon
for operational vehicles. In 2025, SMBC Indonesia emissions by implementing the following strategies::
successfully reduced energy consumption by 18,582.44 [OJK F.7]
Setting the air conditioner Equipping lighting systems Using energy-efficient LED
(AC) temperatures in at SMBC Tower with motion lighting.
branch offices to 24°C to sensors that automatically
conserve electricity. turn off lights when rooms
are unoccupied.
Installing solar panels to Reducing the number of Providing employee shuttle
reduce reliance on the operational vehicles and buses to minimize the use
state power grid (PLN). using electric vehicles. of private vehicles.
Offering a comprehensive Implementing a work- Educating employees on
digital application that from-home system to electricity conservation
enables full banking reduce office energy through internal
services without the need consumption. communication channels.
for branch visits.
Energy Consumption within the Organization
[GRI 302-1] [GRI 302-3] [OJK F.6] [IDX E-03]
Description Unit 2025 2024 2023
Fuel Consumption GJ 18,893.05 33,954.11 33,652.28
Electricity Consumption GJ 57,387.99 60,909.37 66,751.76
Total energy consumption GJ 76,281.05 94,863.48 100,404.04
Total employees Employee 6,139 6,491 6,636
Energy intensity per employee GJ/employee 12.43 14.61 15.13
Notes:
(1) Electricity consumption in kWh is calculated by dividing the total electricity cost (IDR) by the electricity tariff per kWh.
(2) Electricity consumption from kWh is converted to Gigajoules using The Greenhouse Gas Protocol Initiative, 2004.
(3) Fuel (BBM) consumption in liters is calculated by dividing the total fuel purchase cost (IDR) by the fuel price per liter.
(4) Fuel consumption in liters is converted into gigajoules (GJ) using the conversion factors based on the Decree of the Minister of Energy and
Mineral Resources No. 163.K/HK.02/MEM.S/2021 concerning the Determination of Greenhouse Gas Emission Factors for the Electricity System.
(5) The denominator selected for calculating energy consumption intensity is the number of employees as of December 31, 2025.
(6) The types of fuel used are Pertalite, Pertamax, Pertamax Turbo, Pertamax Dex, and Dexlite. [GRI 302-1]
(7) SMBC Indonesia has not yet established a baseline year for energy calculation, as it is still in the process of collecting the necessary historical
data and developing a methodology in accordance with applicable standards and regulations.
SMBC Indonesia does not calculate energy use outside the organization, as there are no external business processes that require a significant
amount of energy. [GRI 302-2]. Furthermore, emission calculations per product are not performed as SMBC Indonesia’s operations do not yield
specific physical products. However, through the implementation of various digitalization initiatives such as e-statements and paperless processes,
SMBC Indonesia contributes to reducing paper consumption and operational energy needs, which indirectly supports emissions reduction. More
detailed information on paper-saving efforts is provided on page 92. [GRI 302-5]
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Environment for a
88 Sustainable Future
UTILIZATION OF RENEWABLE ENERGY
SMBC Indonesia's contribution to supporting Indonesia's transition toward clean energy is realized through the utilization
of renewable energy in its operational activities.
Renewable Energy Certificate (REC) Solar Panel Installation [GRI 302-4] [OJK F.7]
[GRI 302-4]
Renewable Energy Certificate (REC) is a
certificate that proves the production of
one megawatt-hour (MWh) of electricity
originated from a renewable energy
generator, such as wind, solar, hydro, or
biomass. In 2025, SMBC Indonesia purchased
961 REC units, equivalent to 10% of the bank-
wide total operational costs. This initiative
demonstrates SMBC Indonesia’s concrete
steps in reducing the company’s dependence
on fossil fuel-based energy.
Carbon Credit
In 2025, SMBC Indonesia is in the process
As part of the initiative to enhance energy efficiency and
of purchasing 16,696 tCO₂ of carbon credits
reduce carbon emissions, SMBC Indonesia has installed solar
through the Bursa Karbon Indonesia as part of
panels at its Gunung Sahari Branch Office in Jakarta since
the Company’s commitment to supporting
2023. These photovoltaic-based panels contributing to a 7%
the development of the national carbon
reduction in total electricity consumption. SMBC Indonesia has
market and the sustainability agenda. The
not yet established a baseline year for measuring reductions
transaction will be executed in January 2026.
in energy consumption from the installation of solar panels,
This transaction reflects SMBC Indonesia’s
as the Company is currently in the process of consolidating
active participation in supporting more
historical data and refining its measurement methodology.
environmentally friendly projects. Through
The establishment of a baseline year will be considered as the
this initiative, SMBC Indonesia reaffirms
relevant data and measurement methodology become ready.
its commitment to responsible business
practices and its contribution to sustainable
economic development in Indonesia. Electric Vehicles
In 2025, SMBC Indonesia operated three electric vehicle units
to support employee mobility. To further promote the utilization
of electric vehicles, since 2024, SMBC Indonesia has installed
an Electric Vehicle Charging Station (EVCS) at the Diponegoro
Branch Office. This facility is available free of charge for priority
customers.
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Integrating Strength for
Sustainable Growth 89
GREENHOUSE GAS (GHG) EMISSIONS
SMBC Indonesia has conducted an inventory of Greenhouse Gas (GHG) emissions for Scopes 1, 2, and 3 in accordance
with the Greenhouse Gas (GHG) Protocol. The Scope 3 calculation includes both non-financed (operational) categories
and financed emissions, which is calculated as part of the Climate Risk Stress Test (CRST) initiative.
Greenhouse Gas Emissions in Ton CO2e
[GRI 305-1] [GRI 305-2] [GRI 305-3] [GRI 305-4] [OJK F.11] [TCFD M2] [IDX E-01] [IDX E-02] [ACGS B.1.5]
GHG Emissions 2025 2024 2023
Scope 1 (Fuel) 1,345.90 2,474.82 2,506.91
Scope 2 (Electricity) 13,394.83 14,106.92* 16,437.87
Scope 3 - - -
Category 1: Purchased goods and services 308.89 198.64 -
Category 2: Capital goods 0.66 28.88 -
Category 3: Fuel- & energy-related activities (not included in 4,570.16 5,120.32 -
Scope 1 or 2)
Category 5: Waste generated in operations 28.40 30.43 -
Category 6: Business travel 769.13 1,048.51 173.17
Category 7: Employee commuting 4,642.94 7,103.54
Category 15: Financed emission - 1,586,802.50** 1,353,246.16
Renewable Energy Certificate (REC) -836.07 -1,545.12
Total GHG Emissions
Scope 1 and 2 14,740.73 16,581.74 18,944.79
Scope 2 - REC (Market Based) 12,558.76 12,561.80 16,437.87
Scope 1 + (Scope 2 - REC) 13,904.66 15,036.62 18,944.78
Scope 3 including financed emission 10,320.18 1,600,332.82** 1,353,419.33
Scope 3 non-financed emission 10,320.18 13,530.32 173.17
Total Employees (Employees) 6,139 6,491 6,636
GHG Emissions Intensity per Employee (Scope 1 and 2) (ton CO2e/ 2.26 2.32 2.85
Employee)
(*) The restatement of 2024 Scope 2 emissions data was conducted due to a change in the calculation methodology, using provincial electricity emission factors based on the Directorate
General of Electricity, Ministry of Energy and Mineral Resources (2021), resulting in a non-material decrease in Scope 2 emissions as well as the total Scope 1 and Scope 2 emissions
(**) The restatement of the 2024 Scope 3 emissions data was carried out due to the inclusion of financed emissions calculations as described in point 11, resulting in an increase in Scope
3 emissions and the total Scope 3 emissions value for 2024 compared to the previously reported data.
Notes:
(1) Greenhouse gas (GHG) emissions from fuel consumption were calculated in accordance with the GHG Protocol for Corporate Accounting and Reporting Standards and the Guidelines
for National GHG Inventory Implementation, Book II, 2012.
(2) The scope of data used for the calculation of Scope 1 emissions only includes fuel consumption data from the operational use of SMBC Indonesia’s official vehicles at the head office
and branch offices, using the operational control approach (operational control approch).
(3) GHG emissions from electricity consumption were calculated in accordance with the regulations of the Director General of Electricity, Ministry of Energy and Mineral Resources (ESDM)
2021..
(4) The scope of data used for the calculation of Scope 2 emissions only includes electricity consumption data from the head office and branch offices, using the operational control
approach (operational control approch).
(5) REC of 961 MWh or equivalent to 836,07 tonCO₂e.
(6) The scope of data used for calculating Scope 3 Category 5 emissions (waste generated in operations) includes only the head office due to data availability limitations
(7) The scope of data used for calculating Scope 3 Category 6 emissions (business travel) includes travel by airplane, train, travel shuttle, bus, hotel stays, and taxi services.
(8) In 2025, SMBC Indonesia initiated the quantification of Scope 3 greenhouse gas emissions from business travel via taxi services, consistent with the GHG Protocol Corporate Value
Chain (Scope 3) Standard guidance for Category 6-Business Travel.
(9) GHG emissions from business travel were calculated in accordance with the International Civil Aviation Organization (ICAO) standards.
(10) SMBC Indonesia calculates Scope 3 Category 7 emissions (employee commuting) using a survey-based method administered to all employees. The calculation is performed by
multiplying the number of commuting days in a year by the commuting distance and the emission factors corresponding to the transportation modes used. This calculation follows
the GHG Protocol and applies emission factors from DEFRA 2025 as well as other relevant emission‑factor standards.
(11) SMBC Indonesia calculates Scope 3 Category 15 emissions (financed emissions) based on the 2022 PCAF methodological framework. SMBC Indonesia utilizes three types of data
sources depending on data availability, namely: borrower‑reported emissions data, borrower energy‑consumption data, and sectoral estimation data. The financed emissions figure
for the 2023 reporting position is derived from 54.41% of SMBC Indonesia’s portfolio (Phase 1, conducted in 2024), while the financed emissions figure for the 2024 reporting position
is derived from 82.09% of the portfolio (Phase 2, conducted in 2025), in line with the implementation of the CRST pilot project as directed by the OJK. In calculating financed emissions,
the data used in the calculation is the customer data from one year prior to the reporting year.
(12) The calculation of emissions intensity includes Scope 1 and Scope 2 GHG emissions after adjustments for the use of RECs, and the denominator used to calculate GHG emission
intensity is the number of employees as of 31 December 2025.
(13) The calculated emissions include CO₂, CH₄, and N₂O gases, which are then converted into CO₂ equivalents
(14) SMBC Indonesia has not yet established a base year for emission calculations, as it is still in the process of gathering the necessary historical data and developing a methodology that
aligns with applicable standards and regulations.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Environment for a
90 Sustainable Future
OPERATIONAL EMISSIONS electricity consumption. In addition, SMBC Indonesia is
[GRI 305-5] [TCFD M1] [TCFD M2] [TCFD M3] [ACGS B.1.5] preparing further initiatives, including the purchase of
[IDX E-01] [IDX E-02] [IDX E-07] [IDX E-06] carbon credits, as part of its long-term commitment to
During the reporting year, Scope 1 and Scope 2 sustainable business.
emissions were recorded at 14,740.73 tons of CO₂e.
After adjustments for the use of RECs, emissions were SMBC Indonesia does not calculate Ozone Depleting
recorded at 13,904.66 tons of CO₂e, representing a 7.53% Substances (ODS) as materials containing ODS are not
decrease compared to the previous year. This reduction used in its operations. The calculation of nitrogen oxide
is also indicated in the emission intensity per employee, (NOx), sulfur oxide (SOx), and other air pollutant emissions
decreasing from 2.32 tons of CO2e/employee to 2.26 is also not conducted, considering that banking activities
tons of CO2e/employee. This emissions calculation do not generate these emissions in significant quantities.
includes Scope 1 and 2 emissions. [OJK F.12] [GRI 305-6] [GRI 305-7]
SMBC Indonesia demonstrates its support for the Meanwhile, Scope 3 non-financed or operational
commitment of SMBC Group to achieve net-zero emissions consist of:
emissions by 2030 for operational activities and by 2050 Purchased goods and services
for its loan and investment portfolio by continuously Capital goods
strengthening emission reduction efforts across its Fuel- and energy-related activities (not included in
business lines. In 2025, SMBC Indonesia purchased Scope 1 or Scope 2)
961 units of Renewable Energy Certificates (REC), Waste generated in operations
equivalent to 10% of the total bankwide operational Business travel
Employee commuting
In 2025, SMBC Indonesia conducted a more comprehensive Scope 3 emissions
calculation for employee commuting by collecting bankwide data on employees’
emissions footprints.
FINANCED EMISSION roadmap where the implementation of the Climate Risk
[GRI 305-3] [FS10] [SUSBA 1.6.2.3] [IDX E-01] Management & Scenario Analysis (CRMS) expanded the
SMBC Indonesia calculated its carbon emissions in scope of Climate Risk Stress Testing (CRST) to 100% of
accordance with the Greenhouse Gas (GHG) Protocol. the Bank’s portfolio, SMBC Indonesia calculated financed
This calculation falls under Scope 3, Category 15, focusing emissions for 82.09% of its total financing. This calculation
on financing emissions from the Business Loans and encompasses all corporate sectors within the Bank as
Automotive Loans asset classes, with reference to the well as the consumer sector specifically for Automotive
Partnership for Carbon Accounting Financials (PCAF, Loans, taking into account the availability of the required
2022) standard. The calculation is based on financing methodologies for calculating emissions in other
data from the year prior to the reporting period. consumptive sectors. An overview of the CRST Portfolio is
provided on page 50.
In the 2024 Sustainability Report, the calculation of
financed emissions remained limited as it only covered SMBC Indonesia has conducted calculation of financed
a portion of SMBC Indonesia’s corporate portfolio. emissions from OJK’s priority sectors, other productive
Subsequently, in 2025, in alignment with the OJK sectors, and the consumptive sector for Automotive
Loans, as follows: [SUSBA 1.6.2.3]
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 91
322,582.41 01 35,244.00
07 02 335,692.35
01 Mining and quarrying
Electricity. gas. steam. and air
02
conditioning supply
Financed 03 Construction
Emissions 03 3,417.00
04 Transportation and warehousing
(Ton CO2)
Total 04 93,801.98
05 Agriculture. forestry. and fishing
1,586,802.50 05 52,416.82 06 Manufacturing
07 Other sectors
06
752,027.69
SUSTAINABLE IT ASSET compliance with the ISO/IEC 30134-2:2016 standard.
This metric serves as a benchmark in endeavors to
MANAGEMENT
mitigate energy waste and develop eco-friendly IT
SMBC Indonesia utilizes technology as its primary
infrastructure.
basis in providing modern banking services. However,
SMBC Indonesia recognizes that IT asset management
2. Server Decommissioning
also carries a carbon footprint and therefore strives to
Deactivating applications that are no longer in use or
reduce the environmental impact of IT use through more
are no longer relevant to SMBC Indonesia’s needs.
sustainable management. The following are several
This activity reduces energy consumption while
initiatives implemented by SMBC Indonesia to reduce
enhancing system and business process efficiency.
energy consumption from IT activities:
3. Sustainable Technology Assessment
1. Power Usage Effectiveness (PUE) Monitoring
SMBC Indonesia conducts assessments on the
SMBC Indonesia aims to develop sustainable energy
potential implementation of sustainable technologies.
management through periodic monitoring of Power
This includes evaluating the availability of green
Usage Effectiveness (PUE) in its data centers. This is
technology in the market and leveraging shared
conducted to ensure the optimization of electricity
infrastructure services (cloud computing) as a more
consumption, maintaining efficiency and alignment
energy-efficient option.
with operational needs. Based on the results of
monthly monitoring, the average PUE value falls
within the Average category, demonstrating
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Environment for a
92 Sustainable Future
PAPER SAVING WASTE
[G4-EN23] [OJK F.13] [OJK F.13] [OJK F.14] [IDX E-05]
SMBC Indonesia maximizes the use of digital banking SMBC Indonesia implements a responsible waste
services to minimize paper usage. In addition, SMBC management system at SMBC Tower by segregating
Indonesia implements the following various paper saving organic and inorganic waste to facilitate the recycling
initiatives: process. SMBC Indonesia does not generate liquid
Digitizing internal and external documents to reduce waste (effluent), as it is not relevant to the Company’s
printing needs. business activities.. All collected waste is managed
Delivering reports and notifications to customers by Waste4Change, a waste recycling vendor focused
through electronic channels. on reducing landfill waste. Through this initiative,
Utilizing digital signatures. SMBC Indonesia contributes to initiatives aimed at
Optimizing the use of online platforms for meetings transforming waste into a valuable resource, supporting
and document approvals. the development of a sustainable circular economy
Printing documents on both sides of the paper. in Indonesia. Education on waste management is
Educating employees on the significance of paper also conducted through the Sahabat Daya employee
savig through internal communication channels. volunteering program. Further information can be found
in the Empowering Communities, Building the Future
In 2025, SMBC Indonesia successfully reduced paper chapter on page 119-133.
usage by 22% compared to the previous year.
GREEN BUILDING
The head office of SMBC Indonesia Tower is designed in
accordance with green building principles, an architectural
Paper Used (Reams) concept prioritizing the efficient utilization of natural
resources and the reduction of its carbon footprint to
create a comfortable and healthy environment. Located
in the Mega Kuningan area of Jakarta, this building has
46,356 successfully achieved the Greenship New Building V.1.2
certification from the Green Building Council Indonesia
59,361 (GBCI), maintaining a Gold rating since 2020.
49,204 Planting vegetation across
the building area to absorb
pollutants and lower
temperatures.
In 2023
In 2024
Maximizing natural lighting
In 2025 through the design of large glass
panels.
Note: The calculation includes usage data from the head office
and all branch offices.
Harvesting rainwater for
garden irrigation and toilet
WATER AND EFFLUENT
flushing.
[OJK F.8] [IDX E-04]
SMBC Indonesia utilizes groundwater and purchases
water from third parties to meet the domestic needs of its
office. However, SMBC Indonesia does not calculate total
Installing automatic motion
water usage, as water consumption is included within the
sensors for faucets and lighting
facilities of the leased building.
systems.
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Integrating Strength for
Sustainable Growth 93
In addition to contributing to the reduction of SMBC this green building concept fosters a healthier and more
Indonesia’s ecological impact, the implementation of comfortable working environment for employees.
Application of Ultraviolet
An optimal ventilation system to Germicidal Irradiation (UVGI)
maintain fresh air circulation. technology, effectively eliminating
airborne microorganisms, thereby
maintaining clean and healthy air
quality.
Strategic placement of indoor plants Use of epoxy floor coating as a
that provide supplemental oxygen protective layer proven to inhibit the
and a relaxing effect. growth of bacteria, germs, and mold.
ENVIRONMENTAL EDUCATION a greener work environment through the implementation
SMBC Indonesia has taken the initiative to strengthen a of sustainable lifestyle practices.
culture of sustainability among its employees, fostering
Using pitchers or Distributing internal
tumblers for drinking documents electronically
water consumption. (paperless).
ECO-FRIENDLY
Utilizing shuttle
Saving electricity
LIFESTYLE
buses.
EDUCATION FOR
EMPLOYEES
Conserving electricity and
Sorting waste before
setting air conditioning
disposal.
temperatures to 23-25°C.
In order to promote the implementation of a sustainable culture both within the workplace and in the broader community,
SMBC Indonesia actively conducts environmental education and sustainable lifestyle initiatives for both employees and
external parties. [SUSBA 1.5.1.4]
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Environment for a
94 Sustainable Future
Environmental Education Initiatives 2025
Program Activity Description
Wisdom Style This seminar featured sustainability and waste management expert, Muhamad Bijaksana Junerosano from Waste
Seminar: Reduce for Change, as the speaker. It aimed to encourage employees and the wider community to care about and actively
Waste, Increase participate in better waste management actions to address the waste crisis in the community. The seminar was held in
Benefits a hybrid format and was part of the Daya Fest 2025 event. It was attended by 247 participants.
Upcycle Workshop This workshop invited SMBC Indonesia employees to creatively manage textile waste, specifically by transforming
Using Clothing it into functional items with potential market value, such as bags. The workshop was conducted in collaboration with
Waste Smitten by Pattern and Waste for Change and was attended by 22 employees.
Online Training Educational video materials on environmental and sustainability topics available on the online training channel of the
"daya.id" “daya.id” website.
ENVIRONMENTAL AND BIODIVERSITY to support reforestation efforts while simultaneously
empowering local coffee farmers through the cultivation
PROGRAM
of economically valuable crops.
[OJK B.2.d]
SMBC Indonesia strives to enhance the Company’s
The trees were accumulated through a walking activity
contribution to environmental protection and biodiversity
conducted from October to November 2025, whereby
through a series of initiatives engaging all levels of the
every 10,000 steps were converted into one tree. The
company. This is realized through various collective
total number of trees planted also includes donations
actions designed to minimize SMBC Indonesia’s
contributed by a number of Sinaya Prioritas customers.
ecological footprint and deliver a positive contribution to
nature conservation.
The planting of coffee trees is expected to generate long-
term impacts that integrate environmental and economic
TREE PLANTING FOR ECOSYSTEM AND
benefits, as coffee cultivation can sustainably enhance
COMMUNITY WELL-BEING
farmers’ productivity and income, while shade trees play a
SMBC Indonesia, through the BerDaya untuk Bumi vital role in creating resilient ecosystems.
Program, successfully collected 1,971 trees to be planted
and donated to communities. The program, which was SMBC Indonesia’s three-year journey in fulfilling its
participated in by 411 employees of SMBC Indonesia commitment to biodiversity conservation efforts is
and its subsidiaries (BTPN Syariah, OTO, and SOF), aims presented in the following table:
Tree Species Number of Trees Impact on
2025 Planted Planted (trees) Ecosystem
Potential to absorb CO₂, contribute to
Coffee Trees
1,637 light regulation, enhance soil fertility,
increase biodiversity, and prevent
erosion.
Forest trees for shade*
334
2024
Mango Trees
1,500 Potential to absorb CO₂, maintain
soil quality, and provide habitat for
pollinating insects.
2023
Mangrove Trees
1,500 Potential to absorb CO₂, protect
coastlines from erosion, and serve as
habitat for marine life.
* Avocado Tree (Persea americana), Durian Tree (Durio), Cacao Tree (Theobroma cacao), Rain Tree (Samanea saman), Shining Eurya Tree (Eurya nitida),
Jackfruit Tree (Artocarpus heterophyllus), Kapok Tree (Ceiba pentandra), and Rasamala Tree (Altingia excelsa noronha).
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Integrating Strength for
Sustainable Growth 95
DONATION FOR WASTE REDUCTION The implementation of this program also involved
collaboration with employees from BTPN Syariah (a
SMBC Indonesia strengthens a culture of sustainability
subsidiary of SMBC Indonesia). All collected donations
among its employees through the “Sahabat Daya
were subsequently channeled to competent partner for
Donasi” volunteer program by encouraging employees
further processing in accordance with their designated
to demonstrate care and actively respond to waste
recycling or repurposing standards.
management challenges through the donation of
recyclable waste and unused items, including used
electronics, wearable clothing, and plastic waste.
UNUSED ELECTRONIC
443 120.54
DONATION Units Kg
Total Used Electronics Collected Total E-Waste Weight
990 >100
WEARABLE CLOTHING Items
DONATION Total Wearable Clothing Collected Residents Beneficiarries
5.981 142 91.45
Bottles Kg KgCo2e
PLASTIC
Total Plastic Bottles Total Plastic Waste Potential Carbon Emission
DONATION Collected Weight Reduction
ENVIRONMENTAL PROTECTION ENVIRONMENTAL COSTS
POLICY [OJK F.4]
SMBC Indonesia strives to protect the environment and SMBC Indonesia reduces its carbon footprint through
biodiversity through responsible financing policies. This various environmental conservation strategies, such
commitment is implemented by refraining from providing as energy efficiency programs and waste reduction.
financing to borrowers or projects that have the potential However, SMBC Indonesia does not maintain a separate
to harm critical ecosystems, such as primary forest record of specific environmental costs, as these
clearing, exploitation of protected wildlife, and activities expenses are incorporated within the total costs of other
that threaten conservation areas or regions with high environmental initiatives. These include costs for waste
biodiversity value. This includes prohibiting activities such management, the operation of green building facilities,
as primary forest clearing, the exploitation of protected and other related expenditures. SMBC Indonesia has not
wildlife, and operations that threaten conservation areas yet planned a specific separation of environmental costs,
or regions with high biodiversity value. Conversely, SMBC as the existing systems are considered adequate to meet
Indonesia encourages and accepts financing aligned the Company’s management and reporting needs.
with sustainability principles, including renewable energy
projects, energy efficiency, and eco-friendly business
practices.
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Developing Talent,
96 Strengthening
Performance
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Integrating Strength for
Sustainable Growth 97
Developing
Talent,
Strengthening
Performance
Talent development is not
merely a program, but
a culture that reinforces
SMBC Indonesia’s
sustainable performance.
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Developing Talent,
98 Strengthening
Performance
At SMBC Indonesia, we believe that work is not merely a routine, but a strategic journey to create long-term value.
Through our #MoreThanAJourney program as our Employee Value Proposition (EVP), we provide a work environment
that supports personal and professional development, cross-cultural collaboration, and structured career pathways. By
fostering an inclusive and growth-oriented work ecosystem, SMBC Indonesia continues to strengthen organizational
capabilities while delivering a positive impact for all stakeholders.
Five Pillars of SMBC Indonesia’s EVP
PILLAR DESCRIPTION
Providing opportunities to drive positive change with every
IMPACTFULNESS step.
SMBC Indonesia offers diverse initiatives designed to empower employees to
make a positive impact on SMBC Indonesia, customers, colleagues, and the wider
community.
Providing the space for personal and professional development.
SELF-GROWTH
Various programs are designed to give employees the space and full support to
explore their potential and continuously grow into the best versions of themselves
every day.
Providing a platform to build synergistic collaboration
RELATIONSHIP
At SMBC Indonesia, we provide various cross-entity initiatives to strengthen
synergy, not only in business aspects, but also through friendship, trust, and long-
term collaboration with various stakeholders.
DIGITALLY Leveraging technology to drive innovation and efficiency.
POWERED
As a pioneer in adopting digital technology in banking, SMBC Indonesia empowers
employees to master digital advancements, enabling them to innovate and deliver
value to SMBC Indonesia, customers, and the wider community.
INTERNATIONAL Providing opportunities to build collaborative networks unrestricted
NETWORK by distance.
As part of the SMBC Group, SMBC Indonesia supports employees’ career
development by offering valuable international exposure and global networks,
essential in today’s competitive landscape.
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Integrating Strength for
Sustainable Growth 99
HUMAN RESOURCE MANAGEMENT STRATEGY
SMBC Indonesia’s Human Resources (HR) department is committed to developing the best talent and ensuring
organizational readiness to meet future challenges. HR’s strategic focus is to attract, develop, and retain talent in alignment
with SMBC Indonesia’s business growth and long-term objectives. This HR management strategy is executed through
four main pillars:
Talent Development Diversity, Equity & Inclusion
SMBC Indonesia actively develops SMBC Indonesia reaffirms its commitment
leadership and global talent. to equality and diversity.
Employee Engagement & Employer
Learning & Development
SMBC Indonesia places competency Branding
development as a top priority. SMBC Indonesia believes that employee
well-being and engagement are the key to
organizational success.
Human Resources Management Strategy of SMBC Indonesia
Human Resources Directorate focuses on developing Company Human Resources and continuously being able to
support future organizational growth.
The Strategic focus is to attract, develop and retain talents.
Employee Engagement
Learning and Organizational Diversity, Equity &
& Wellbeing and
Development Development Inclusion Program
Employee Branding
HR Digital Transformation
HUMAN RESOURCES AWARDS
HR Asia Awards Best Companies to Work Most Caring Company Diversity, Equity &
1 for in Asia 2025 2 3
2025 Awards 2025 Inclusion Awards 2025
HR Excellence “Excellent” rating in the “Very Good” rating in the ”Very Good” rating in
1 Wellbeing Management 2 Learning & Development 3 the Employer Branding
Award 2025
category (L&D) category and Talent Acquisition
category
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Developing Talent,
100 Strengthening
Performance
HR DIGITAL TRANSFORMATION SMBC INDONESIA
As part of the effort to create an excellent and efficient work experience, SMBC Indonesia implements a comprehensive
digital transformation within its Human Resources (HR) function. This transformation aims to enhance the employee
experience, strengthen process efficiency, and integrate all HR services into an integrated digital ecosystem.
Through the HR Digital Transformation initiative, SMBC Indonesia has transitioned from utilizing multiple disparate HR
applications to a single integrated platform. This approach ensures that all HR activities, ranging from employee services
and performance management to compensation, learning, and talent management, are executed with speed, security,
and efficiency. [ACGS B.6.3]
Transformation Strategy
This transformation is built upon several key strategies, namely:
1. Mobile-first approach, delivering easy access through mobile devices;
2. Flexible and integrated HR processes, ensuring all human resource workflows are interconnected;
3. Chatbot feature to enhance service responsiveness;
4. New learning experience that supports digital learning; and
5. Robotic Process Automation (RPA) to accelerate administrative processing.
DEVELOPING A CULTURE OF SUSTAINABILITY [OJK F.1]
The success of SMBC Indonesia’s sustainability agenda is highly dependent on the behavior and competence of all
employees. Therefore, SMBC Indonesia systematically fosters a culture of sustainability across the entire organization
through various initiatives, such as:
Communicating SMBC Indonesia’s sustainability core values, targets, and initiatives to all employees at all
levels.
Conducting various training programs that integrate sustainability principles into all operational aspects,
including training on ethics, anti-corruption, and sustainable economy.
Upholding human rights by implementing a whistleblowing system, employee protection policy, non-
discrimination and equality practices. [IDX S-09]
Ensuring employee well-being by fostering an inclusive work environment and providing various facilities
to support employee productivity.
Providing opportunities for employees to contribute to creating a positive impact on the environment and
the community.
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Integrating Strength for
Sustainable Growth 101
SMBC Indonesia’s Initiative in the Aspect of Human Rights [IDX S-09]
100%
Of employees are covered
45%
Of employees are female
50%
Of the Board of Directors
under the Collective Labor are women
Agreement (CLA)
107 93% 40
Employees with disabilities
Female employees took Of safety personnel
maternity leave and 117 male have been trained in
employees took paternity leave human rights aspects
100%
Of employees
2
Students with
received performance disabilities intern at
assessments. SMBC Indonesia
6,127
Employees received
training
5,928
Employees participate in 37 clubs at SMBC Indonesia to
promote work–life balance
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Developing Talent,
102 Strengthening
Performance
SMBC INDONESIA PERSONNEL on non-permanent schedules or without guaranteed
[IDX S-04] minimum working hours. Furthermore, it prohibits the
In 2025, the total number of SMBC Indonesia employees practices of forced labor and child labor in accordance
was 6,139, a 5.4% decrease from the previous year. with prevailing laws and regulations and human rights
Consequently, there were no significant changes in standards. This employment policy supports fair labor
the workforce aside from retirements or voluntary practices and a safe working environment, in line with
resignations. SMBC Indonesia does not employ part-time SMBC Indonesia’s sustainability framework. [GRI 2-7]
employees. Therefore, a table on part-time employees is [GRI 2-8] [GRI 408-1] [GRI 409-1] [OJK F.19]
not provided. SMBC Indonesia does not employ workers [IDX S-10]
Total Number of Employees by Employment Contract (Permanent and Temporary) by Gender
[GRI 2-7] [OJK C.3.b] [IDX S-04]
2025 2024 2023
Description
Permanent Temporary Permanent Temporary Permanent Temporary
Male 3,232 156 3,377 193 3,500 195
Female 2,671 80 2,819 102 2,846 95
Subtotal 5,903 236 6,196 295 6,346 290
Total 6,139 6,491 6,636
Total Number of Employees by Employment Contract (Permanent and Temporary) by Region
[GRI 2-7] [OJK C.3.b] [IDX S-04]
2025 2024 2023
Description
Permanent Temporary Permanent Temporary Permanent Temporary
Greater Jakarta 3,123 135 3,073 200 3,032 171
Java (exclude Greater 1,502 48 1,692 41 1,778 57
Jakarta)
Outside Java 1,278 53 1,431 54 1,536 62
Subtotal 5,903 236 6,196 295 6,346 290
Total 6,139 6,491 6,636
Note:
The employee calculation in this section is based on data collected from the Human Resources Directorate.
EMPLOYEE RECRUITMENT The internship program is part of an educational
SMBC Indonesia conducts various professionally facility that enables students from educational
designed, inclusive, and competency development- institutions to gain direct working/practical
oriented recruitment programs as an initiative to build experience at SMBC Indonesia, which is divided
a strong human resource foundation to support the into:
company’s growth. - Regular Internship Program, which may be
Internal and External Recruitment is a recruitment conducted in accordance with the needs of the
process involving internal employees or external respective Work Unit (incidental).
candidates conducted to fill vacant positions within - Intern Development, Enhancement and
the Company. Acceleration Space (IDEAS) is an internship
Leadership Acceleration Development (LEAD) program at SMBC Indonesia designed to
LEAD is an acceleration program from SMBC develop the skills and knowledge of students
Indonesia designed to empower individuals with the and fresh graduates.
potential to become the Company’s future leaders.
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Integrating Strength for
Sustainable Growth 103
Employee Recruitment by Gender [GRI 401-1]
Description 2025 % 2024 % 2023 %
Male 223 52% 259 50% 326 54%
Female 205 48% 255 50% 283 46%
Total 428 100% 514 100% 609 100%
Employee Recruitment by Age Group [GRI 401-1]
Description 2025 % 2024 % 2023 %
20-30 years old 210 49% 282 55% 331 54%
30-50 years old 201 47% 217 42% 265 44%
Over 50 years old 17 4% 15 3% 13 2%
Total 428 100% 514 100% 609 100%
Employee Recruitment by Region [GRI 401-1]
Description 2025 % 2024 % 2023 %
Greater Jakarta 284 66% 363 71% 454 75%
Java (exclude Greater 82 19% 82 16% 87 14%
Jakarta)
Outside Java 62 15% 69 13% 68 11%
Total 428 100% 514 100% 609 100%
EMPLOYEE TURNOVER competitive remuneration and benefits, wellness
[IDX S-03] programs, work-life balance, as well as career development
SMBC Indonesia’s permanent employee turnover opportunities and performance recognition. Such an
rate in 2025 was recorded at 11.1%. This achievement inclusive and supportive work environment strengthens
demonstrates the effectiveness of retention strategies loyalty, team stability, and organizational performance,
focused on employee well-being, encompassing supporting SMBC Indonesia’s sustainability agenda.
Termination of Employment [GRI 401-1]
Description 2025 2024 2023
Retirement 319 140 314
Death 7 3 10
Dismissal 46 51 97
Resignation 347 378 470
Others 61 89 60
Total 780 661 951
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Developing Talent,
104 Strengthening
Performance
Employee Turnover by Gender [GRI 401-1] [IDX S-03]
2025 2024 2023
Employee Employee Employee
Description
Turnover Proportion Turnover Proportion Turnover Proportion
Number Number Number
Rate (%) Rate (%) Rate (%)
(%) (%) (%)
Male 407 6% 52% 385 6% 58% 608 9% 64%
Female 373 6% 48% 276 4% 42% 343 5% 36%
Total 780 12% 100% 661 10% 100% 951 14% 100%
Employee Turnover by Age Group [GRI 401-1] [IDX S-03]
2025 2024 2023
Employee Employee Employee
Description
Turnover Proportion Turnover Proportion Turnover Proportion
Number Number Number
Rate (%) Rate (%) Rate (%)
(%) (%) (%)
20-30 149 2% 19% 141 2% 21% 204 3% 22%
years old
30-50 513 8% 66% 420 6% 64% 639 9% 67%
years old
Over 50 118 2% 15% 100 2% 15% 108 2% 11%
years old
Total 780 12% 100% 661 10% 100% 951 14% 100%
Employee Turnover by Region [GRI 401-1] [IDX S-03]
2025 2024 2023
Employee Employee Employee
Description
Turnover Proportion Turnover Proportion Turnover Proportion
Number Number Number
Rate (%) Rate (%) Rate (%)
(%) (%) (%)
Greater Jakarta 291 5% 37% 308 5% 47% 406 6% 43%
Java (exclude 272 4% 35% 187 3% 28% 314 5% 33%
Greater
Jakarta)
Outside Java 217 3% 28% 166 2% 25% 231 3% 24%
Total 780 12% 100% 661 10% 100% 951 14% 100%
DIVERSITY, EQUALITY, AND To support diversity and inclusion, SMBC Indonesia
INCLUSION focuses on three key pillars:
[GRI 405-1] [OJK F.18] [OJK C.3.b] [IDX S-01] [IDX S-08] 1. Women’s Empowerment: SMBC Indonesia is
We aim to build an organization where individuals from committed to promote gender equality across all
diverse backgrounds respect one another and can fully organizational levels. This commitment is realized
demonstrate their abilities and uniqueness. We position through mentorship and leadership development
DE&I as a key growth strategy and promote a variety of programs, as well as the implementation of policies
initiatives. As part of this global strategy, SMBC Indonesia supporting career advancement for women.
continually fosters an inclusive work environment,
founded on mutual respect, to empower all individuals 2. Disability-Friendly Workplace: SMBC Indonesia
to achieve their fullest potential. We also support gender strives to raise awareness of the importance of a
equality by providing equal employment opportunities disability-friendly work environment by fostering an
without discrimination based on gender, age, disability, inclusive culture for both employees and customers.
religion, ethnicity, or any other status through merit-
based recruitment and promotion processes.
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Integrating Strength for
Sustainable Growth 105
3. Family-Friendly Workplace: SMBC Indonesia ratio of basic salary between male and female employees
is committed to building a supportive work at the same job level is 1:1, and there were no confirmed
environment, supporting employees to balance incidents of discrimination reported through either
their professional responsibilities and family life. internal or external channels. [GRI 405-2] [GRI 406-1].
During the 2025 reporting period, female employees To support diversity and inclusion, SMBC Indonesia has
accounted for 45% of the total workforce, with women implemented various programs, including:
occupying 35% of senior management positions. The
Initiative Description
The Indonesian Sign Language SMBC Indonesia, regularly offers a Level I BISINDO course for employees.
(BISINDO) class, in collaboration This initiative is part of broader initiatives to raise awareness in fostering
inclusive communication and reaching out to the disability community.
with Parakerja
Equipped with basic sign language skills, employees are expected to interact
more effectively with the Deaf community, strengthen an inclusive culture,
and demonstrate a commitment to service accessibility.
Internship Opportunities for In alignment with SMBC Indonesia’s aspirations to foster an inclusive and
Talents with Disabilities diverse workplace, SMBC Indonesia provides internship opportunities for
individuals with disabilities. Through this program, SMBC Indonesia not
only offers valuable professional experience but also creates a space for
participants to develop their skills, build confidence, and make meaningful
contributions within an equitable and supportive work environment.
Disability Empowerment SMBC Indonesia, in collaboration with the Helping Hands Foundation,
Program & Disability Inclusion organized a disability empowerment program that facilitated direct
engagement between employees and students from Senior high schools
Day in Collaboration with
for students with special needs (SMALB). Beyond offering employees the
Helping Hands Foundation opportunity to gain insights into interacting with the disability community,
this initiative provides a new sense of motivation and bolsters the confidence
of our friends with disabilities, affirming their capability and worthiness to
contribute to the community.
Communication Workshop in In celebration of Kartini Day, SMBC Indonesia held a seminar for female
Celebration of Kartini Day employees across branch offices. This seminar aimed to support female
employees in building their careers and self-confidence through effective
communication and relationship-building.
As part of creating a family-friendly work environment, SMBC Indonesia
Parenting Seminar (Financial held a seminar for parents, covering relevant topics such as family financial
Management & Child Rearing) management and building strong connections and communication with
children.
Indonesian Father’s Day Photo To celebrate the National Father’s Day, SMBC Indonesia organized a
Competition company-wide photo competition, encouraging employees to reflect
on and share their meaningful bonds with their fathers. This competition
aims to honor and celebrate the role of fathers while strengthening SMBC
Indonesia’s efforts to foster a family-friendly work environment.
To celebrate the National Mother’s Day, SMBC Indonesia extended its
Indonesian Mother’s Day gratitude to working mothers by presenting them with flowers and words
Celebration of encouragement. This initiative aimed to offer recognition, tribute, and
support for their dual roles as working professionals and mothers.
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Developing Talent,
106 Strengthening
Performance
DISABILITY AND EQUAL OPPORTUNITY:
ADIVA’S INTERNSHIP JOURNEY AT SMBC INDONESIA [IDX S-08]
Adiva Ayuningtyas Takwa (Adiva), a student at the Jakarta Institute
of Arts majoring in Fine Arts, completed an internship program at
SMBC Indonesia from September 9, 2025, to February 6, 2026.
During the internship, Adiva was actively involved in various
activities, including writing a range of articles such as trend pieces,
regular features, series, and success stories, as well as conducting
interviews with various sources. Additionally, Adiva participated
in both online and offline seminars, assisted with documentation,
prepared presentation materials (PPT), and organized content for
webinars.
Through this internship program, Adiva gained the opportunity to develop additional skills, such as proficiency
in Microsoft Excel and video production using Canva. Adiva expressed that SMBC Indonesia provides an open
and inclusive environment for colleagues with disabilities to participate in internship programs. This opportunity
is particularly meaningful, given that many companies still lack an understanding of the potential, capabilities,
and accessibility needs of people with disabilities, despite the fact that many of them are capable of providing
tangible contributions on par with those of their non-disabled peers.
In addition to fulfilling her internship duties, Adiva contributed to Sign Language learning sessions with her
coworkers at Daya. This initiative helped foster more inclusive communication within the workplace, particularly
among fellow interns. In a relatively short period, her coworkers began to understand how to communicate
more effectively, thereby enhancing comfort, collaboration, and daily operational efficiency.
This is a golden opportunity, considering that to date there have not been many
companies offering internship or employment opportunities for persons with
disabilities.
Adiva Ayuningtyas Takwa (Adiva)
Diversity of Governance Bodies and Employees by Gender [GRI 405-1] [OJK C.3.b] [IDX S-01]
2025 2024 2023
Position
Male Female Total Male Female Total Male Female Total
Board of 5 4 9 5 5 10 5 5 10
management (56%) (44%) (50%) (50%) (50%) (50%)
Top management 123 66 189 128 59 187 122 56 178
(65%) (35%) (68%) (32%) (69%) (31%)
Senior 471 312 783 453 297 750 460 283 743
management (60%) (40%) (60%) (40%) (62%) (38%)
Management 1,765 1,215 2,980 1,774 1,209 2,983 1.744 1,147 2,891
(59%) (41%) (59%) (41%) (60%) (40%)
Officer/Supervisor 666 778 1,444 753 847 1,600 794 796 1,590
(46%) (54%) (47%) (53%) (50%) (50%)
Clerical 358 376 734 457 961 570 654 1,224
504
(49%) (51%) (48%) (52%)
(47%) (53%)
Total 3,388 2,751 6,139 3,570 2,921 6,491 3,695 2,941 6,636
(55%) (45%) (55%) (45%) (56%) (44%)
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 107
Diversity of Governance Bodies and Employees by Age [GRI 405-1] [OJK C.3.b] [IDX S-02]
2025 2024 2023
Position
21-30 30-50 >50 21-30 30-50 >50 21-30 30-50 >50
Board of - 1 8 - 2 8 - 3 7
management
Top management - 118 71 1 119 67 - 122 56
Senior 6 626 151 2 599 149 3 625 115
management
Management 607 2,222 151 647 2,169 167 607 2,154 130
Officer/Supervisor 168 1,239 37 220 1,341 39 259 1,305 26
Clerical 196 527 11 272 677 12 359 859 6
Total 977 4,733 429 1,142 4,907 442 1,228 5,068 340
Total Number of Employees by Educational Level [GRI 405-1] [OJK C.3.b]
Educational Level 2025 2024 2023
Doctoral Degree 3 3 4
Master’s Degree 368 349 321
Bachelor’s Degree 5,107 5,379 5,467
Associate’s Degree 502 558 606
High School or Equivalent 159 202 238
Total 6,139 6,491 6,636
SMBC Indonesia prioritizes the recruitment of senior level, tenure, and performance achievements. Its
management from Indonesian citizens (WNI) originating implementation upholds equality without any form
from its operational areas. In the reporting year, 5 out of of discrimination, including ensuring no disparity in
the total Board of Directors members, or equivalent to entry-level remuneration between male and female
62.5%, were Indonesian citizens. [GRI 202-2] employees in equivalent positions (1:1 ratio). Furthermore,
the remuneration structure is set above the prevailing
Regional Minimum Wage (RMW) in each operational area.
REMUNERATION AND BENEFITS This policy is evaluated on an ongoing basis to maintain
SMBC Indonesia implements a fair and competitive internal equity, market competitiveness, and support for
remuneration and benefits policy, with compensation SMBC Indonesia’s sustainability objectives. [GRI 202-1]
levels determined proportionally based on job
Regional Minimum Wage [OJK F.20]
Provincial Minimum Wage
Region Upah Entry Level Ratio
in 2025
Bali 2,996,561 3,300,000 110%
Banten 2,905,120 4,420,000 152%
Bengkulu 2,670,039 3,500,000 131%
DI Yogyakarta 2,264,081 3,560,000 157%
DKI Jakarta 5,396,761 5,540,000 103%
Jambi 3,234,535 3,870,000 120%
West Java 2,191,232 2,480,000 113%
Central Java 2,169,349 2,190,000 101%
East Java 2,305,985 2,400,000 104%
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Developing Talent,
108 Strengthening
Performance
Regional Minimum Wage [OJK F.20]
Provincial Minimum Wage
Region Upah Entry Level Ratio
in 2025
South Kalimantan 3,496,195 3,500,000 100%
Lampung 2,893,070 3,310,000 114%
Maluku 3,141,700 3,940,000 125%
Papua 4,285,850 4,290,000 100%
West Sulawesi 3,104,430 3,110,000 100%
South Sulawesi 3,657,527 3,660,000 100%
Benefits Provided to Full-Time Employees That by a mid-year supervisor evaluation, and concludes
Are Not Provided to Contract Employees [GRI with structured feedback at the end of the period.
401-2] Performance assessments are conducted objectively,
based on Key Performance Indicators (KPIs) as well as
Description Permanent Permanent SMBC Indonesia’s Core Values.
Employee Employee
Salary Each member of the Board of Directors has individual
targets related to both financial and non-financial aspects,
Religious Holiday including KPIs associated with Sustainable Growth, which
Allowance
contribute approximately 30% of the total KPI. The
Directors’ KPIs reflect the targets of the respective work
Life Insurance
units, which are derived from SMBC Indonesia’s overall
KPIs, and are subsequently cascaded hierarchically to the
Disability Insurance relevant units and individuals. [ACGS B.6.3]
Employee Health The objective is to align business goals, provide clear
Insurance feedback, identify support/training needs, and manage
Health Insurance to low performance fairly. The review results serve as
Employees’ Spouse the basis for development, career decisions, and
remuneration adjustments. During the reporting year, all
Health Insurance to
employees at every level (100%) received performance
Employees’ Children
evaluation and assessment.
Pension Fund
SUPPORT FOR FEMALE EMPLOYEES
Annual Leave SMBC Indonesia is committed to fostering a work
environment that supports the growth of our
Maternity and female employees and enables them to balance
Miscarriage Leave
their professional and family roles. SMBC Indonesia
implements a maternity leave policy in accordance with
Severance Pay
prevailing regulations: female employees are entitled to
three months of maternity leave, while male employees
are entitled to four days of paternity leave. To strengthen
post-partum support, SMBC Indonesia provides a Mom
PERFORMANCE REVIEW [GRI 404-3] Support Group for female employees with children aged
SMBC Indonesia implements an annual performance 0–6 years. This group serves as a space for sharing
review process. This process begins with the experiences, parenting education, and access to practical
establishment of targets and indicators (including resources, ensuring a smooth transition between work
sustainability aspects) at the start of the period, followed and family life. [GRI 401-3]
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 109
Maternity Leave [GRI 401-3] [OJK F.20]
Employees continuing
Employees returning to
to work 1 year after
Employees entitled to Employees taking work after leave
Gender leave
parental leave parental leave
Number % Number %
Male 3,388 117 115 98% 111 96%
Female 2,751 107 88 82% 78 72%
Total 6,139 224 203 90% 189 93%
SMBC Indonesia’s support and commitment to ethical employment practices. The CLA covers key
strengthening the well-being of female employees employment matters such as relations with the Labor
is demonstrated through the provision of dedicated Union, employee recruitment, employee facilities
lactation rooms, equipped with refrigerators for storing and benefits, working hours, employee grievance
breast milk. Furthermore, the SMBC Parents Club mechanisms, industrial relations dispute resolution,
serves as a forum to facilitate discussions on managing and other relevant matters. This document applies to
a balanced role for female employees in fulfilling their all employees (100%) and is negotiated and mutually
professional responsibilities alongside their roles in agreed upon with the Labor Union every 2 years, or as
childcare and family life. agreed in accordance with prevailing regulations.
The Labor Union is a key partner of SMBC Indonesia in
RETIREMENT PROGRAM maintaining harmonious industrial relations, established
[GRI 201-3] [GRI 404-2] [ACGS B.6.1] through bipartite dialogue and regular consultations,
SMBC Indonesia designs various retirement preparation while upholding the principle of freedom of association.
programs to ensure the financial well-being of employees This approach fosters open communication, early issue
in their post-employment years, encompassing resolution, and the creation of a safe, inclusive, and
psychological and skills preparation as well as financial productive work environment.
planning. In the reporting year, 74 employees participated
in 4 retirement preparation programs, including
seminars on physical health, entrepreneurship, financial TRAINING STRATEGY AND PROGRAMS
management, and other topics. [GRI 404-2] [OJK F.22] [ACGS B.6.1] [ACGS B.6.2]
SMBC Indonesia implements a continuous learning
Additionally, SMBC Indonesia enrolls all employees in the approach based on competencies and business needs,
following pension program: integrated into the annual HR plan. Development is carried
1. Pension Security under BPJS Employment, a out through a combination of classroom/virtual training,
mandatory government program, with employee on-the-job learning, mentoring/coaching, and a learning
contributions of 1% and SMBC Indonesia contributions platform (HRIS/”Portal Kita”). SMBC Indonesia periodically
of 2%. evaluates the effectiveness of its training programs,
2. Old-Age Security under BPJS Employment, a with the results indicating improvements in employees’
mandatory government program, with employee understanding, competencies, and compliance with
contributions of 2% and SMBC Indonesia applicable policies and procedures. Each employee has
contributions of 3.7%. an individual development pathway linked to their KPIs
and career progression. Examples of training programs
include:
COLLECTIVE LABOR AGREEMENT
[GRI 2-30] [ACGS B.6.1]
SMBC Indonesia implements a Collective Labor
Agreement (CLA) as the basis for harmonious, fair, and
regulation-compliant industrial relations, aligned with
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Developing Talent,
110 Strengthening
Performance
Mandatory E-learning Mandatory online training programs required for all
employees.
Non Mandatory learning A variety of training programs designed to enhance
(Offline OR online) employee competency and insight, ensuring all
employees can perform their duties and responsibilities
effectively.
Banking Certification Risk Management
Payment System Competency Standard (SK SP)
Mutual Fund Selling Agent Representative (WAPERD)
Broker-Dealer Representative-Marketing (WPPE-P) and
Treasury
Human Resource Management
Sertifikasi Kompetensi
Information Technology
Internal Audit
E-learning MOOC (Massive Diverse online courses to enhance employee competence:
Open Online Course) Foundations: Data, Data, Everywhere
Foundations of Project Management
Project Initiation: Starting a Successful Project
English for Common Interactions in the Workplace: Basic
Level
Project Execution: Running the Project
Go: The Complete Developer's Guide (Golang)
Rust Programming: Beginner to Advanced
Certified Information Systems Auditor (CISA) – Updated
2024
Microfrontends with React: A Complete Developer's Guide
The Complete SQL Bootcamp: Go From Zero to Hero
Other Training Programs Sign language
Women’s mentoring program
Disability inclusion webinar
Parenting and wellbeing seminar
and others.
6,127 233,726
TOTAL TRAINING HOURS
38
AVERAGE TRAINING
NUMBER OF EMPLOYEES
HOURS
ATTENDING THE TRAINING
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 113
Integrating Strength for
Sustainable Growth 111
WORLD CLASS LEARNING
As part of our commitment to strengthening outstanding leadership and governance, SMBC
Indonesia fosters a culture of continuous learning across all leadership levels. Through the World-
Class Executive Education program, our leaders continually refine their global perspective,
expanding professional networks, and enhance their strategic decision-making capabilities with a
focus on sustainability.
In the reporting year, Nathan Christianto, Head of Wholesale, Commercial & Transaction Banking,
attended the Corporate Governance Program: Developing Exceptional Boards at Columbia
Business School in New York. The program emphasized the importance of stakeholder-value-
based governance and the responsible use of technology. Meanwhile, Anke Subandy, Head of
Internal Audit, participated in the Orchestrating Winning Performance program at IMD in Singapore,
an international forum addressing purpose-driven leadership, innovation, and inclusive capitalism.
These global experiences reinforce the commitment of SMBC Indonesia’s leaders to steer with
foresight, collaboration, and responsibility, thereby creating long-term value for employees,
customers, communities, and shareholders.
LEARNING FESTIVAL
SMBCI aspires to foster a culture of continuous learning. In line with this, SMBC Indonesia holds
the Learning Festival, an annual event to celebrate and strengthen a culture of education and
competency enhancement for its employees. In 2025, the Learning Festival was held in four cities
(Jakarta, Medan, Yogyakarta, and Surabaya) and attended by 3,551 employees.
Embracing the 3E concept—Education, Experience, and Exposure, this event features a variety of
educational sessions such as Cineclass, Language & Culture, Mini Studio, Aspire Award, and Xtalk
with inspiring speakers from diverse fields. The program not only enriches knowledge but also
fosters collaboration, creativity, and a spirit of transformation across all organizational levels.
The Learning Festival serves as a vital platform to reinforce the values of a growth mindset, innovation,
and readiness to face future challenges. In 2025, the theme “Unlock the Beyond, Exceed All Limits”
invites all members of SMBC Indonesia to continue learning, growing, and transcending boundaries
together.
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Developing Talent,
112 Strengthening
Performance
Number of Training Participants by Position and Gender [GRI 404-1] [OJK F.22] [IDX S-05] [ACGS B.6.2]
2025 2024 2023
Position Level
Male Female Male Female Male Female
Top Management 123 66 139 62 126 61
Senior Management 470 311 491 313 458 282
Management 1,765 1,214 1,892 1,298 1,710 1,120
Office/Supervisor 666 778 801 906 777 787
Clerical 358 376 520 548 570 653
Subtotal 3,382 2,745 3,843 3,127 3,641 2,903
Total 6,127 6,970 6,544
Total Training Hours by Position and Gender [GRI 404-1] [OJK F.22] [IDX S-05] [ACGS B.6.2]
2025 2024 2023
Position Level
Male Female Male Female Male Female
Top Management 7,999 3,939 5,921 2,667 5,612 3,192
Senior Management 25,182 16,075 20,112 13,956 19,323 13,825
Management 66,455 49,048 61,311 48,121 70,094 58,424
Office/Supervisor 19,015 25,293 23,693 29,142 33,635 49,967
Clerical 9,224 11,496 11,400 15,159 23,784 44,997
Subtotal 127,875 105,851 122,466 109,314 152,446 170,404
Total 233,726 231,760 322,849
Average Training Hours by Position and Gender [GRI 404-1] [OJK F.22] [IDX S-05] [ACGS B.6.2]
2025 2024 2023
Position Level
Male Female Male Female Male Female
Top Management 65 60 43 43 44 52
Senior Management 54 52 41 45 42 49
Management 38 40 32 37 40 52
Office/Supervisor 29 33 30 32 43 63
Clerical 26 31 22 28 41 68
Subtotal 38 39 33 37 42 56
Total 38 35 49
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 113
COMPETENCY IN SUSTAINABLE organization by establishing employee passing rate
FINANCE scores, reinforced annually. In 2025, 99.8% of employees
[OJK E.2] [FS4] [SUSBA 1.4.2.2] [SUSBA 1.4.2.3] achieved a score above 80 in the 2025 Sustainability
[ACGS B.6.2] e-learning.
SMBC Indonesia ensures that all employees possess
a sound understanding of sustainable finance In addition to internal training, SMBC Indonesia employees
implementation, in accordance with their respective roles also participate in external sustainable finance training
and responsibilities within business units. Annually, SMBC programs to enhance their competence and insight
Indonesia conducts mandatory e-learning training on on sustainable finance implementation both within the
sustainability and sustainable finance implementation for company and in the global context. Participation in these
all employees, including the Board of Directors and senior external training activities is tailored to the relevance of the
management. topics or materials discussed relative to the specific roles
and responsibilities of business units in implementing
The content in this e-learning is updated annually to sustainable finance at SMBC Indonesia.
ensure that employees are aware of and understand the
most current policies and information regarding SMBC Throughout 2025, SMBC Indonesia employees
Indonesia’s sustainability aspirations and initiatives. participated in at least 72 events aimed at enhancing
sustainability-related capacity. The following are some of
SMBC Indonesia ensures that understanding of the activities undertaken:
sustainability is effectively embedded across the
Education and Training on Sustainable Finance
Date Organizer Seminar/Training Topic
January 16, 2025 IDX Exchange Socialization Financed Emission Form and Calculator with Business
Banking Unit
January 23, 2025 OJK and OECD Accelerating climate transition planning for financial institutions,
issuers, and publicly listed companies in Indonesia
February 6, 2025 GRESB Foundation Driving Sustainability in the Real Estate Sector: ESG and Green
Financing in Indonesia
February 27, 2025 Ministry of Energy and Mineral Resources Focus Group Discussion for the Regulation of Licensing and
(ESDM) Utilisation of Hydrogen in the Industry, Transportation, and Power
As part of the Road to Global Hydrogen Generation Sectors on 27th February 2025
Ecosystem Summit 2025.
April 30, 2025 Bank Indonesia Technical Meeting – Business Matching Pembiayaan Hijau Bank
Indonesia"
July 17, 2025 OJK webinar “Implementation and Role of the Financial Industry in
Business and Human Rights”
September 4, 2025 Institute for Essential Services Reform (IESR) Focus Group Discussion "Planning and Financing Strategies to
Support Renewable Energy Infrastructure for Eastern Indonesia
(KTI)”
September 10, 2025 Ministry of Industry (Kemenperin) and Ministry Coordination Meeting for Stakeholders - Financing Panelists and
of Energy and Mineral Resources (ESDM) Steering Committee
December 3, 2025 Tropical Forest Alliance (TFA) and supported by The 5th Regional Technical Dialogue with theme “Scaling
European Union Sustainable Finance and Incentive Mechanisms to Support
Producers and Smallholders”.
December 9, 2025 Global Buildings Performance Network (GBPN) Global Buildings Performance Network (GBPN) and the Green
and the Green Finance Institute (GFI)’s Finance Institute (GFI)’s forum with theme “Multistakeholder
Forum on Cost-Efficient Green Buildings and Feasible Financing
Schemes”.
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Developing Talent,
114 Strengthening
Performance
DECENT AND SAFE WORK - Regular awareness and training programs
ENVIRONMENT regarding whistleblowing and criminal reporting
[OJK F.21] [IDX S-06] [IDX S-11] [ACGS B.6.1] are conducted to ensure employee readiness in
SMBC Indonesia is committed to providing a safe, healthy, performing their duties safely.
and comfortable work environment, realized through OHS
policy, standardized workplace facilities for employees, A crucial aspect of the banking business is providing a
wellness and mental health programs, as well as robust sense of security for both customers and employees.
security systems. As a result of SMBC Indonesia’s prudent Therefore, SMBC Indonesia ensures that all security
practices, there were no workplace accident incidents officers are equipped with adequate skills through regular
during the reporting year. SMBC Indonesia ensures training, including training in human rights aspects. In the
that employees feel protected and are able to perform reporting year, 519 security officers participated in human
optimally within a conducive work atmosphere through rights training, representing 93% of all security officers.
various initiatives, such as: [GRI 410-1] [IDX S-09]
1. Providing safety equipment, such as fire
extinguishers.
2. Providing health facilities with an in-house clinic at WORK-LIFE BALANCE [ACGS B.6.1]
the Head Office. SMBC Indonesia is committed to fostering a healthy and
3. Conducting regular Occupational Health and Safety balanced work environment through various wellbeing
(OHS) dissemination for all employees. programs focused on enhancing the physical, mental,
4. Conducting earthquake and fire evacuation drills. social, financial, and professional wellbeing of our
5. Performing routine inspections of electrical employees. This commitment is realized through the
installations and office facilities to prevent potential following programs:
hazards.
Employee Assistance Program (EAP)
One of the safety threats in the banking industry is An assistance program for employees offering
robbery, retaliation for criminal reporting, or aggression consultation services with a third-party provider on
from customers and other parties. Therefore, SMBC financial, psychological, and legal matters.
Indonesia ensures protection for employees, their
families, and other community members through: Free On-Site Clinic for Employees
[G4-DMA] In 2025, SMBC Indonesia launched the Teras Medika clinic
1. Prevention and Management of Aggression by facility, providing healthcare services for employees at
Customers or Other Parties the head office - Menara SMBC. This clinic is accessible to
SMBC Indonesia provides specialized training employees on all working days during operational hours,
to employees on conflict management and with health examinations conducted by designated
effective communication to handle difficult licensed medical personnel. Employees incur no charges
situations, including verbal or physical attacks for the healthcare services and medications received.
from customers or other external parties. SMBC Indonesia further ensures the protection of
A zero-tolerance policy towards all forms of employee healthcare through health insurance facilities
violence or intimidation is enforced to ensure a and regular health check-ups.
safe and professional work environment.
2. Support Related to Criminal Activity Reporting SMBCI CLUB
Obligations SMBC Indonesia facilitates the need for employees to
In accordance with prevailing laws and express their interests and talents through the formation
regulations, SMBC Indonesia has established of sports, spiritual, interest-based, and recreational
mechanisms for reporting criminal activities such communities/clubs. These clubs are initiated and managed
as money laundering and terrorist financing. by the employees. As of July 2025, more than 37 clubs
Protection for employees responsible for have been established, comprising 5,928 participating
such reporting is guaranteed through identity employees across 126 cities throughout Indonesia.
confidentiality policy and legal support in the
event of threats or retaliation from reported
parties.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 115
The available sports communities include Futsal, Sahabat Daya are provided in the relevant Daya section
Badminton, Basketball, Soccer, Gymnastics, and others. on page 131.
The established arts communities comprise Vocal
Groups, Dance, and Photography. Meanwhile, spiritual
communities available for participation include Islamic, BERANDA
Christian, and Hindu fellowships. The SMBCI Club also A social space equipped with a variety of recreational
hosts various hobby-based communities, such as activities designed for relaxation and unwinding, featuring
Diecast, Nature Enthusiasts, Fishing, Korean Corner, facilities such as a music studio, a karaoke room, and a
Bikers, e-Sports, and others. Employees may also dedicated area for screenings.
participate in social communities facilitated by SMBC
Indonesia, including the Parents Club, Blood Donors, and
the Talking Club. FLEXIBLE WORK ARRANGEMENT
INITIATIVE
SMBC Indonesia implements a Flexi Work Arrangement
SAHABAT DAYA to provide opportunities for growth and development for
Sahabat Daya is an employee volunteering platform that employees from multiple generations, each with their
enables employees to share knowledge and experience, unique characteristics and needs, while also supporting
empower communities, and contribute to positive the low-carbon transition and strengthening the social
social and environmental outcomes. Further details on aspect of the Company’s governance.
The implementation of flexible work policy includes:
Flexi Style
The adoption of a casual dress code, allowing employees to wear relaxed attire such as jeans or
sneakers, provided that professionalism and decorum are maintained within the work environment.
Flexi Working Hour
The implementation of a flexible working hour system (staggered working hours), offering three
designated office start-time options. This enables employees to accommodate personal needs and
transportation conditions.
Flexi Working Location
Employees may work from both the office and home, with a minimum requirement of three days
working from the office each week, as stipulated in the flexible work arrangement procedures. This is
subject to ensuring effective inter-team/employee coordination and data security.
Since its implementation in 2022, this policy has demonstrated that employee well-being and environmental sustainability
can be achieved simultaneously.
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Developing Talent,
116 Strengthening
Performance
PROMOTING A HEALTHY LIFESTYLE AND MENTAL WELL-BEING [ACGS B.6.1]
In order to promote a healthy lifestyle and mental well-being among employees, SMBC Indonesia conducts a
Wellness Program.
2025 Wellness Program Program Period Program Description
Wellness Week • SMBC Tower, June 18-19, 2025 Serving as the inaugural event for the 2025 Wellness
• Medan, July 7, 2025 Program series, featuring health-related tenants for
• Surabaya, July 11, 2025 employees at Menara SMBC, Medan, Yogyakarta, and
• Yogyakarta, July 18, 2025 Surabaya.
Mendadak Gerak August: Light physical activities conducted through
• Jakarta Branch Office (August 11, “unannounced” visits to employee workstations. This
2025) initiative aims to raise awareness about the importance
• Bogor Branch Office (August 13, of exercise and stretching for employees spending long
2025) hours seated at their desks.
September :
• Solo Branch Office (September
9, 2025)
• Palembang Branch Office
(September 12, 2025)
• SMBC Tower Floors 20 & 22
(September 15, 2025)
• SMBC Tower Floor 23
(September 30, 2025)
November :
• Makassar Branch Office
(November 7, 2025)
• SMBC Tower Floor 30
(November 19, 2025)
• SMBC Tower Floor 37
(November 27, 2025)
Weight Loss Challenge August 1 – October 31, 2025 A weight loss competition featuring professional guidance
from Personal Trainers and Nutritionists over a three-
month period.
Step Challenge October 10 - November 23, 2025 A step-tracking competition to support net-zero emission
Program Kolaborasi dengan commitments by converting achieved steps into coffee
Daya (Berdaya Untuk trees. This collaboration aligns physical activity with the
Bumi) goal of promoting healthy lifestyle awareness.
Health Boost October 23, 2025 A series of activities to celebrate World Mental Health
Day, featuring:
- Health Talk: Anxiety in the Digital Era
- Free Juice & Jamu (SMBC Tower & 32 Branch Offices)
Healthy Class Malang, November 18, 2025 Group exercise sessions held across several branch
Banjarmasin, November 18, 2025 offices. This year’s featured activity is Trampoline Dance.
Cirebon, November 21, 2025
Other Activities Mind Games 1: August 29, 2025 - Mind Games: A light activity featuring quizzes designed
Mind Games 2: December 31, 2025 to stimulate the mind.
Wellness Tale: December 31, 2025 - Wellness Tale: An initiative highlighting inspiring health
transformation journeys throughout 2025.
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Integrating Strength for
Sustainable Growth 117
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 120
Empowering
118 Communities,
Building the Future
Laporan Keberlanjutan 2025 PT Bank SMBC Indonesia Tbk
Page 121
Integrating Strength for
Sustainable Growth 119
Empowering
Communities,
Building
the Future
SMBC Indonesia delivers
social initiatives focused on
community empowerment
to create a sustainable
impact for the future.
Laporan Keberlanjutan 2025 PT Bank SMBC Indonesia Tbk
Page 122
Empowering
120 Communities,
Building the Future
SMBC Indonesia carries out its Corporate Social as a collective endeavor to build a better, more equitable,
Responsibility (CSR) as a manifestation of its and sustainable future for all stakeholders. Daya Program
commitment to fostering harmonious, sustainable, and is designed to create an ecosystem that supports
mutually beneficial relationships with the community, sustainable economic growth by integrating banking
the environment, and all stakeholders. Through the DAYA expertise with a community empowerment approach.
Program, SMBC Indonesia actively supports community
empowerment, education, and the enhancement of SMBC Indonesia executes its Corporate Social
community quality of life. This is achieved through Responsibility (CSR) programs to support and contribute
strategic partnerships with various social organizations, to the achievement of the Sustainable Development
supported by the strength of its internal human resources, Goals (SDGs). [IDX S-12] [ACGS B.4.4]
COMPETENCE FINANCIAL LITERACY
DEVELOPMENT Financial education to support
Enhancing skills in line with good financial management.
interests and needs.
4
Daya Pillars
SUSTAINABLE LIVING CAPACITY TO GROW FOR
Healthy and environmentally friendly BUSINESS
activities to encourage a sustainable Programs to enhance business capacity
to support the growth of MSMEs.
Pillar Description Achievements Support for SDGs
Competence This program aims to support the • 3 seminars, with 149 participants as
Development enhancement of competencies and beneficiaries.
skills of customers and the public in • More than 4,300 learning activities, with
line with current interests and trends, more than 136 thousand students as
through technical training, curriculum beneficiaries.
development, and infrastructure. • Fund allocation: more than Rp230 million.
Financial This program aims to enhance financial • 83 seminars were attended by more than
Literacy education for customers and the 8,800 participants
[FS 16] community, enabling them to manage • 701 digital educational materials with more
[OJK F.23] their finances and make sound financial than 31 million beneficiaries.
[OJK F.25] decisions. • Fund allocation: more than Rp674 million.
[FN-CB-240a.4]
The program is conducted through
training sessions, in-person and online
seminars, and via digital channels of
SMBC Indonesia.
Capacity to This program aims to support the • 69 seminars attended by more than 10,000
Grow for enhancement of Indonesian MSMEs’ participants.
Business capacity to elevate their business class. • 162 business coaching sessions.
[GRI 203-2] • More than 3.6 million beneficiaries of 871
[OJK F.23] educational materials on business via digital
[OJK F.25] channels.
[SUSBA 1.5.1.6] • Fund allocation: more than Rp1 billion.
Sustainable This program aims to support the • 22 seminars with more than 26 thousand
Living Indonesian community and our participants.
customers in adopting a healthier, more • More than 6 thousand online and offline
active, productive, and eco-friendly consultations.
lifestyle. • More than 1.6 million beneficiaries from 394
educational materials on digital media.
• Fund allocation: more than Rp287 million.
Note:
The allocation of funds does not include Sahabat Daya and “daya.id”.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 121
AWARDS
Indonesian Sustainable Development Goals Awards (ISDA) 2025
PLATINUM AWARD FOR SDG 4.3 GOLD AWARD FOR SDG 8.3(B)
Quality Education through the program “Empowerment Decent Work and Economic Growth through the
of Digital Skills and Entrepreneurship through the Daya program “Digital Community Empowerment through
SMBC Indonesia Program” Daya.id”
The Sustainable Business Integrity Index (INSTAR)
‘VERIFIED’ STATUS WITH A SCORE OF 85.68
This achievement reflects the Company’s consistency in advancing Environmental, Social, and Governance (ESG)
principles as an integral part of its long-term business strategy.
SOCIAL RESPONSIBILITY PROGRAM
[OJK F.25] [IDX S-12] [ACGS B.4.4]
PILLAR 01
COMPETENCE
DEVELOPMENT
SMBC Indonesia is committed to supporting national development through the enhancement of education quality as a fundamental
pillar in creating a highly capable workforce. The Company plays an active role in strengthening educational development at the
primary, secondary, tertiary, and community levels, with a focus on developing both technical and non-technical skills relevant to
labor market needs.
Strengthening Vocational Education
[GRI 203-1]
SMBC Indonesia continues to enhance the link and match between the education sector and industry through a partnership
with Djarum Foundation, operating a network of fostered vocational high schools (SMKs) in several cities. One of the key
initiatives being implemented is a job matching program designed to enable vocational school (SMK) graduates under the
Djarum Foundation’s mentorship to secure employment in Japan by 2026.
The focus of this 2025 collaboration is driven by the shared commitment of the Djarum Foundation and SMBC Indonesia to
increase the value and benefits for students graduating from Djarum Foundation’s fostered SMKs. Additionally, this initiative
serves as a response to the existing gap between the demand for migrant labor in Japan and the current supply of available
workers. This partnership is expected to create an opportunity to address the shortage of Indonesian migrant workers in Japan.
SMBC Indonesia addresses the significant obstacle of high costs for participating in job placement preparation programs in
Japan, a challenge frequently faced by parents and one that often dampens the aspirations of SMK graduates to work in
Japan. Through a partnership with a Job Training Institute (LPK) that shares a common vision and mission, SMBC Indonesia
strives to create opportunities for SMK graduates to attend preparatory classes for working in Japan at an affordable cost.
In this initial phase, program outreach was conducted across 10 Djarum Foundation fostered schools, reaching over 1,000
students. It is anticipated that at least 600 students will enroll in Japanese language, working culture, and ethics training
programs in the first semester of 2026, with the goal of deployment to Japan in the second semester of 2026 and the first
semester of 2027.
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Empowering
122 Communities,
Building the Future
Support from the Board of Directors & Senior Management for Young Talent
Support for efforts to enhance the skills and insights of the younger generation regarding various
aspects of the professional world. A spirit of empowerment is demonstrated through the involvement
of senior management in the Sahabat Daya program. They share their professional experiences with
students from several SMBC Indonesia partner universities, covering a range of topics related to the
workplace and career development such as opportunities and challenges within the banking sector,
Japanese corporate culture, and other relevant topics.
7 4 464
BOD/BOM Higher Education Institutions Participants
PILLAR 02
FINANCIAL LITERACY
[OJK F.23] [OJK F.25] [FS16]
[FN-CB-240a.4]
SMBC Indonesia is committed to enhancing financial literacy across all levels of society as a basis for economic well-being
and inclusion. Through training programs, in-person and online seminars, and various digital channels, SMBC Indonesia
provides financial education reaching students, MSME actors, employees, teachers, women in rural communities, persons
with disabilities, retirees, and other community groups. This strategic initiative forms part of our ongoing efforts to build a more
sustainable future.
118 >8,000 >11,000
Seminar/ Seminar/Training Infographic Learning
Training Participants Platform Users
>1.7 million
Website Visitors
>29 million
Social Media
Visitors
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Integrating Strength for
Sustainable Growth 123
The Initiatives of the Financial Literacy Pillar
[FS5] [FS16] [SUSBA 1.5.1.4]
Effective implementation of sustainability principles requires adequate understanding and collaboration from all
stakeholders. Therefore, SMBC Indonesia consistently strives to enhance capacity through various educational
initiatives conducted by business lines and through the Daya program. These diverse programs are designed
to strengthen insights as well as concrete efforts to enhance financial literacy in the community and promoting
sustainable business practices.
Through its business units, SMBC Indonesia actively contributes to strengthening financial literacy in the
community, particularly within the respective business segments. SMBC Indonesia aims to enhance the
effectiveness of its financial literacy programs to generate greater impact.
Digital • Jenius Money Language: A financial education series comprising videos, podcasts, and
Financial articles that discuss various current financial topics and prudent financial management.
Literacy • It provides reliable information to support the enhancement of financial management skills
Campaign through practical tips, informative articles, success stories, and short online training videos.
The financial management content is categorized into three main topics: basic financial
management, wealth accumulation (investment), and wealth distribution (inheritance).
These resources are accessible free of charge to all Indonesians via the “daya.id” website.
Offline • Hosting seminars and webinars on the topic of financial management for employees of
Seminars corporate clients. Topics covered include prudent financial management, saving, investing,
for Clients and maintaining vigilance against illegal online lending.
• Jenius Financial Class: An offline financial class featuring certified financial experts as
speakers to discuss expense management.
Financial Literacy Participants
(Number of Participants) [FS16]
2025 2024 2023
>31 million >8 million >2 million
NUMBER OF NUMBER OF NUMBER OF
PARTICIPANTS PARTICIPANTS PARTICIPANTS
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Empowering
124 Communities,
Building the Future
Financial Literacy Ambassadors
[FS16]
To extend its reach and address the need for financial education across various regions, the Daya
Program established Financial Literacy Ambassadors, employee representatives from respective SMBC
Indonesia’s operational areas serving as advocates for financial literacy initiatives. Each region appoints
two employees to conduct financial literacy activities at schools within their respective work areas.
In total, 14 employees have been selected to represent 7 regions as Financial Literacy Ambassadors,
bringing the spirit of financial inclusion to the local community level.
PILLAR 03
CAPACITY TO GROW FOR BUSINESS
[OJK F.23] [OJK F.25] [GRI 203-2]
[SUSBA 1.5.1.6]
Through the Capacity to Grow for Business pillar, SMBC Indonesia is committed to enhancing entrepreneurial
knowledge for MSME actors through training programs, in-person seminars, and SMBC Indonesia digital
channels.
In 2025, the Daya program focused on enhancing the capacity and adaptability of entrepreneurs in leveraging
technology to drive growth and competitiveness within the MSME sector. Furthermore, the Daya program
encourages MSMEs to scale up by expanding their product marketing into global markets.
SMBC Indonesia provides various programs to enhance the income and productivity of MSMEs, while fostering
innovation through the provision of credit access, training and mentoring, promotional access, and opportunities
to expand networks to global markets, supported by trade finance products such as Telegraphic Transfer (TT),
Letters of Credit (LC), Standby Letters of Credit (Standby LC), Documentary Collections, and others.
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Integrating Strength for
Sustainable Growth 125
The Initiatives of Capacity to Grow for Business Pillar
Program Description
As a concrete step in advancing national empowerment, SMBC Indonesia held Daya Fest 2025 with the theme
“Growing Collaboration, Sustainable Impact.” This event serves as a concrete manifestation of customers and the
publics empowerment involving collaboration from various parties. A series of engaging public activities were held at
SMBC Tower on August 27-29, 2025.
The series of Daya Fest 2025 events featured an empowerment festival, consisting of educational classes with
renowned speakers from various fields to inspire and encourage the public’s spirit in creating meaningful new
empowerment for the nation.
Daya Fest 2025 It also featured Selendang Mayang, a marketplace event serving as a platform for SMBC Indonesia’s fostered MSME
customers and as a form of appreciation for these customers through promotional support to expand market access
for their products.
• 4 empowerment classes attended by more than 1,700 participants.
• 116 customers participating in Selendang Mayang.
• More than 13,000 products showcased.
• More than 6,000 products sold, with a transaction value of more than Rp320 million.
In 2025, SMBC Indonesia collaborated with the Ministry of MSMEs and academics from several national universities, to
promote inclusive financing access for MSMEs. Through the Entrepreneur Hub Financial 2025, SMBC Indonesia aimed
to expand entrepreneurial financing across the country. The program is designed to develop “bankable” entrepreneurs
with sustainable business prospects. This initiative aligns with SMBC Indonesia’s focus on the MSME sector as the
backbone of the national economy. Number of participants.
Driving MSMEs
• 455 people
to Become More
Bankable
SMBC Indonesia supports MSME business development by facilitating their expansion into global markets through 3
key empowerment programs:
1. Promoting local coffee products from SMBC Indonesia customers at the Amsterdam Coffee Festival.
2. Organizing the Business Gathering 2025 in Semarang, in collaboration with the Indonesian Exporters Association
(GPEI) Central Java.
Supporting MSMEs 3. Hosting an online seminar titled “MSMEs Level Up, Global Market in Your Hand!” with the Womanpreneur Community
to Go Global (WPC)/ SheTrades Hub Indonesia community to support market access expansion for MSMEs.
SMBC Indonesia supports the empowerment of women entrepreneurs by providing entrepreneurial training, financial
literacy education, business mentoring, and access to local and global markets through collaboration with trusted
entrepreneurial organizations: [FS16]
1. Womanpreneur Community (WPC)/ SheTrades Hub Indonesia.
organized a program, export class. This collaboration also promotes export readiness for women entrepreneurs
through online seminars on export preparation for women-led MSMEs. Number of participants: 25 women
Empowering entrepreneurs.
Women 2. DigDaya Women Community and Uprintis Women Community
Entrepreneurs hosted online seminars aimed at enhancing MSME actors’ understanding of utilizing AI technology for business
management. Number of participants: 73 people.
SMBC Indonesia conducted offline empowerment programs in 6 regions: Yogyakarta, Malang, Medan, Lampung,
Bandung, and Bogor, aiming to enhance the business capacity of MSME entrepreneurs. Activities included offline
seminars and business mentoring. In 2025, seminar activities focused on encouraging MSMEs to adopt technology,
particularly AI, to improve business processes and product marketing.
These offline seminars were held in collaboration with Kreasi Visitama Indonesia (Harlan Institute). Total participants
across the 6 cities were 663 MSME entrepreneurs, comprising both customers and non-customers. From all
Online and participants, 6 entrepreneurs from each region were selected to receive intensive coaching from Harlan Institute,
Offline MSME totaling 36 selected entrepreneurs
Empowerment
Programs In addition to offline activities, SMBC Indonesia conducted business capacity-building programs through online
seminars in collaboration with PT TDA Indonesia, the Ministry of MSMEs, Perempuan Digdaya, and others. As of
November 2025, these online seminars have been attended more than 3,000 MSME participants, comprising both
customers and non-customers.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 128
Empowering
126 Communities,
Building the Future
Supporting the Sustainability Commitment of MSME Customers
SMBC Indonesia fully supports its customers In the MSME category, eight winners
in building sustainable business practices. demonstrated a strong commitment to
This year, such support was demonstrated implementing sustainability reporting. SMBC
by encouraging seven assisted MSME Indonesia is proud that two of its customers
customers to participate in the Sustainability were among the winners: Eka Maisyaroh, the
Report Competition, supported by Trisakti entrepreneur behind Putri Bolu Pisang from
Sustainability Center (TSC) and organized Bogor, secured 1st Place, and Erna Zurnimawati
by Erasmus Eco Green Project. The from Nena Collection Jogjakarta achieved
competition forms part of an initiative aimed 4th Place. This success demonstrates that
at fostering transdisciplinary collaboration MSMEs can serve as vital drivers in promoting
and strengthening green entrepreneurship responsible business practices in Indonesia.
education and practices within universities and
MSMEs in Indonesia. It serves as a response to
the urgent need for MSMEs and educational
institutions to meet sustainability standards
and to communicate their sustainability
performance to stakeholders.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 129
Integrating Strength for
Sustainable Growth 127
SMBC Indonesia Paves the Way for Local Coffee MSMEs to Showcase at
Amsterdam Coffee Festival 2025
As one of the world’s largest coffee producers, Indonesia still faces challenges in assisting local
coffee MSMEs penetrate the international market. In response, SMBC Indonesia, through its Daya
program, successfully brought three products from local coffee producer and processor MSMEs to
the international stage by participating in the Amsterdam Coffee Festival 2025. Kata & Rasa, Delawa
Coffee, and Kopi Lasi were among the Indonesian representatives introducing authentic Indonesian
coffee flavors and successfully captured the attention of global coffee enthusiasts.
Andrie Darusman, Communications and Daya Head SMBC Indonesia, stated, “The participation of
local MSMEs on the world stage is proof of Indonesian coffee’s competitiveness at the global level.
We are proud to assist them in unlocking broader market opportunities and to continue promoting
coffee as a vital part of Indonesia’s economic and national identity on the global stage.”
The Amsterdam Coffee Festival featured 250 exhibitors from various parts of the globe and was
attended by over 15,000 visitors throughout the three-day event. The Roemah Indonesia (RIBV)
booth, also showcasing several MSME coffee processors fostered by SMBC Indonesia, attracted
approximately 3,000 visitors during the festival, generating a total retail transaction value of EUR
6,000 or equivalent to more than Rp117 million.
3,000 >Rp117 Million
booth visitors sales transaction value
Note:
As of 31 December 2025, EUR 1 = Rp19,586
PILLAR 04
SUSTAINABLE
LIVING
The Daya Program, through the Sustainable Living Pillar, promotes healthy lifestyles and eco-friendly practices to ensure
a sustainable quality of life. A healthy society is better equipped for self-actualization and productive labor, thereby driving
economic growth at the individual, family, and national levels.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 130
Empowering
128 Communities,
Building the Future
The Initiatives of Sustainable Living Pillar
01 Mental SMBC Indonesia hosted a hybrid mental health seminar featuring clinical and industrial
psychologists from Arsanara as keynote speakers. This initiative provided a platform for
Health participants, both in-person and online, to understand the importance of maintaining mental
Seminar well-being amidst work pressures and daily life challenges.
The seminar emphasized that mental health is as vital as physical health, as a sound
psychological state enhances productivity, relationship quality, and overall well-being.
473
seminar participants
02 Elderly Daily activities that were once taken for granted, such as eating or walking, can become significant
challenges for the elderly. To address this, SMBC Indonesia strives to improve the quality of life
Healthcare for elderly by encouraging healthy lifestyles and facilitating easier access to information and
Services healthcare services.
The program includes basic health screenings and counseling at branches, weekday online
doctor consultations (via text, voice, or video calls), elderly health-themed webinars/classes,
elderly exercise sessions initiated by SMBC Indonesia, and curated educational health content
for elderly on the “daya.id” website.
>6,000 16 >26,000
elderly attending a seminars for the participants of the
consultation elderly elderly seminar
03 SMBC Indonesia organized retirement preparation programs for Civil Servants (ASN) and members
of the Indonesian National Armed Forces (TNI) and National Police (POLRI) approaching the end
of their service. The objective is to ensure a secure and dignified transition by strengthening
Retirement mental and financial readiness, opening entrepreneurial or career opportunities, and simplifying
Preparation access to specialized retirement banking services. The program curriculum covers outreach
and pre-retirement skill training, mental preparation, financial literacy and planning, as well as
introductions to banking solutions/pension products.
38 >5,400
seminars participants
Through the Elderly Sharing Stories program, SMBC Indonesia strives to alleviate the loneliness
04 often experienced by the elderly by inviting employees to volunteer as active listeners. This
initiative aims to engage 50 volunteers to accompany and listen to the life stories of 100 elderly
customers.
Elderly Sharing
Stories This program engages SMBC Indonesia employees as volunteers to accompany and listen to
the life experiences of elderly customers, contributing to the provision of care and emotional
support while strengthening social cohesion between SMBC Indonesia, its employees, and senior
customers.
30 48
volunteers elderly
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 131
Integrating Strength for
Sustainable Growth 129
Disaster Relief for Flood Victims in Sumatra
SMBC Indonesia demonstrates a proactive role in enhancing social concern and humanitarian
responsibility through the disbursement of Rp218.9 million in aid for communities affected by floods
in North Sumatra. This initiative is realized through a strategic collaboration with Lions Club Indonesia
District 307-A2, a service organization with a robust network within local communities. This synergy
demonstrates the active role of SMBC Indonesia in supporting community resilience and providing a
rapid, coordinated disaster response.
The aid was raised through the participation of SMBC Indonesia employees and its subsidiaries,
including BTPN Syariah, OTO and SOF, as a manifestation of shared solidarity and care. Through this
action, SMBC Indonesia not only strives to alleviate the emergency needs of affected communities
but also fosters a spirit of togetherness, recovery, and community resilience. This step aligns with
SMBC Indonesia’s efforts in implementing sustainability practices oriented toward positive social
impact and humanitarian values.
EMPOWERMENT SUPPORT THROUGH and enhancements to existing feature processes. Phase
DIGITAL WEBSITE - “DAYA.ID” one of Daya.id 2.0 has been completed, resulting in a
[GRI 203-1] [ACGS B.4.4] more appealing visual design for the “daya.id” website
SMBC Indonesia manages the “daya.id” website as a digital and providing users with an improved experience.
empowerment platform under the Daya program within
the four pillars of the Daya program. Diverse educational “Daya.id” Services:
and self-development content is accessible in the form • Providing tailored information regarding
of articles, training videos, and consultations with experts entrepreneurship, financial management, and healthy
through features such as tips and info, online training, living.
ask-an-expert, success stories, in-person training, and • Offering access to empowerment programs available
new business opportunities. To deliver substantive and 24 hours a day, 7 days a week.
informative content, SMBC Indonesia forms strategic • Enhancing customer business competitiveness
partnerships with various experts, academics, and through product and enterprise promotion on daya.
organizations such as Arsanara, INTRAS, and others. id website.
• Facilitating expert consultations with experienced
To continuously enhance the user experience and professionals in business, finance, and healthy living.
increase the program’s impact, in 2025, the “daya.id” • Building networks among business actors to expand
website implemented the “daya.id” 2.0 initiative, involving opportunities.
the development of the website through improvements
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 132
Empowering
130 Communities,
Building the Future
News & Tips
Providing the latest news and practical tips
for daily activities
01
Success Stories
Sharing inspirational experiences from
02 actors who have achieved success in
business or a healthy lifestyle
Online Training
Nine 03 Engaging, concise, and easy-to-
understand training videos on
Features financial, business, and healthy,
and healthy lifestyle topics.
Sahabat Daya
of the Daya.id Ask an Expert Online
Volunteer program to
empower the surrounding
09
Website 04 Consultations with experienced
and trusted experts in their field
community
08
Financial Products 05 Business Opportunities
Featuring various financial 07 Providing a wide choice of franchise
products, in the form business opportunities that have been
of savings, loans, and 06
tested and are in the low-risk category
investments that can be used
Market Access
as needed Face-To-Face Training
Online promoting
selected customer Offline and online training/seminars
products in well known schedules to increase self-capacity
online stores
DAYA.ID PROGRAM PERFORMANCE
Number of Visits to Daya.id
Year Website Users Registered Users
2025 >2.5 million >237 thousand
2024 >1.9 million >170 thousand
2023 >2.3 million >136 thousand
Daya.id Services for Meaningful Impact
>4,700 384 273 9
Article Tips E-learning Module Success Stories Expert Partners
4.8 635 >7,300 22
Content Rating Expert Consultation Solutions Provided by Market Access
Participants Experts Participants
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 133
Integrating Strength for
Sustainable Growth 131
SAHABAT DAYA [ACGS B.4.4]
Sahabat Daya is SMBC Indonesia’s volunteer program, inviting all stakeholders, including employees, management,
customers, and partners, to participate directly in empowerment initiatives. Several Sahabat Daya programs implemented
in 2025 include Financial Literacy, Freedom to Empower, Donations, and Next Generation.
Performance
Program Program Description
Achievements in 2025
Financial Literacy A volunteer program to support financial education - 78 employees
[FS16] efforts for the community. Participation is open not participated
only to employees, but also to customers and non-
customers.
Freedom to Empower A program that channels employee care and - 140 employees
empowerment spirit through social and/or participated.
environmental activities for the community. SMBC - 894 Beneficiaries.
Indonesia provides empowerment funding assistance
for selected empowerment proposals submitted by
employees.
Donation A philanthropic program to assist groups/institutions in - 182 employees
need or to support other positive community actions participated
through donation activities from employees and SMBC
Indonesia. Further information can be found in the
Environment for A Sustainable Future chapter on waste
donation on page 95.
Next Generation An employee volunteer program that provides - 733 beneficiaries
Capacity Building opportunities to share relevant and inspiring knowledge - 5 partner universities
and skills with the younger generation to become
capable and reliable talents. The program is conducted
in collaboration with SMBC Indonesia’s partner
universities.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 134
Empowering
132 Communities,
Building the Future
CORPORATE SOCIAL RESPONSIBILITY (CSR) FUND ALLOCATION
[ACGS B.4.4]
2025 2024 2023
Region Type of CSR Activity Number of Number of Number of
Cost Cost Cost
Beneficiaries Beneficiaries Beneficiaries
(Rp) (Rp) (Rp)
(Participants) (Participants) (Participants)
Sumatera Financial Literacy 24 424 - 260 - 204
Capacity to Grow
69 1,150 98 1,256 205 2,257
for Business
Java Self-Capacity
- 136,859 - 110,813 - -
Development
Financial Literacy 77 6,583 20 1,719 - 2,064
Capacity to Grow
406 4,192 555 5,287 513 3,848
for Business
Sustainable Living 48 233 5 70 - 90
Kalimantan Financial Literacy - - - 214 - -
Capacity to Grow
64 367 123 603 64 576
for Business
Sulawesi Financial Literacy - 213 - 228 - -
Capacity to Grow
67 617 185 1,221 76 609
for Business
Bali - Nusa Capacity to Grow
25 83 40 515 64 528
Tenggara for Business
Maluku - Capacity to Grow
13 128 13 131 9 140
Papua for Business
National Self-Capacity
231 465 709 13,663 335 106,591
Development
Financial Literacy 574 29,447,159 519 8,498,751 731 2,699,551
Capacity to Grow
458 8,258 288 3,390 308 10,522
for Business
Sustainable Living 240 45,684 351 45,411 180 61,414
Daya.id 800 7,331,385 371 1,637,184 358 2,670,821
Sahabat Daya 97 3,417 143 3,480 37 2,445
Total 3,193 36,987,217 3,422 10,324,196 2,879 5,561,660
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 135
Integrating Strength for
Sustainable Growth 133
EVALUATION OF CORPORATE SOCIAL enhance the capacity and well-being of beneficiaries,
RESPONSIBILITY ACTIVITY IMPACT including economic impacts in the form of enhanced
[GRI 203-2] [GRI 413- 1] [GRI 413-2] [OJK F. 24] business capacity and financial literacy that support
[ACGS B.4.4] the performance and sustainability of beneficiary
SMBC Indonesia conducts evaluations based on the enterprises, as well as improved readiness of MSME
principles of the Social Return on Investment (SROI) actors to access financing through entrepreneurship
methodology to measure the impact of its Daya Program, initiatives implemented by SMBC Indonesia.
ensuring that all community empowerment initiatives
deliver tangible benefits aligned with sustainability The assessment indicates that all (100%) Daya Programs
principles. SROI is an evaluation method assessing not were implemented in accordance with established
only the financial effectiveness of programs but also standards, with consistent and measurable execution,
calculating the social, environmental, and economic value and without any complaints or significant negative
generated for stakeholders. impacts on the community throughout the reporting
year. This reflects SMBC Indonesia’s strong focus on
Through this approach, SMBC Indonesia is able to assess ensuring that each initiative delivers sustainable positive
the extent to which its community services genuinely impacts for the broader community.
Daya Program SROI Ratio Value
“Daya.id” SROI 4.42
Healthcare Services SROI 2.07
Keterangan:
- The social value generated for every IDR 1 invested in a program.
- The calculation is conducted internally in accordance with the Social Return on Investment (SROI) methodology of Social Value International
(SVI), including data collection through questionnaire surveys, structured and in-depth interviews, data analysis, and impact monetization to
derive the SROI value.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 136
Sustainable
134 Sustainable Governance
Governance
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 137
Integrating Strength for
Sustainable Growth 135
Sustainable
Governance
SMBC Indonesia believes
that robust governance is the
foundation for building trust,
integrity, and sustainability in
every step we take.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 138
136 Sustainable Governance
SMBC Indonesia consistently prioritizes the policies, and integrated risk management, SMBC Indonesia
implementation of Good Corporate Governance is committed to maintaining business integrity while
("Governance" or "GCG") principles as the fundamental protecting the interests of all stakeholders.
basis for all aspects of the Bank’s operations. SMBC
Indonesia applies governance based on the principles SMBC Indonesia's governance is based on prevailing laws
of transparency, accountability, responsibility, and regulations as well as international best practices,
independence, and fairness to ensure all decisions and as these form the crucial basis for ensuring compliance,
operations adhere to the highest standards. Through maintaining stakeholder trust, and fostering transparent
rigorous oversight by the Board of Commissioners and and integral operations. These include, among others:
the Board of Directors, the enforcement of compliance
Law No. 11 of 2020 on Job Creation, which amends, revokes, or establishes new arrangements for several
provisions regulated in:
1 a. Law No. 40 of 2007 on Limited Liability Companies.
b. Law No. 10 of 1998 on amendments to Law No. 7 of 1992 on Banking.
2 Law No. 4 of 2023 on the Development and Strengthening of the Financial Sector.
Financial Services Authority Regulation No. 17 of 2023 and Financial Services Authority Circular Letter No.
3 14/SEOJK.03/2025 on the Implementation of Governance for Commercial Banks.
Financial Services Authority Regulation No. 45 of 2024 on the Development and Strengthening of Issuers
4 and Public Companies.
Other Financial Services Authority regulations, including those governing the Audit Committee,
Remuneration and Nomination Committee, Board of Commissioners and Board of Directors, Execution of
5 General Meetings of Shareholders, Internal Audit, Public Accountants and Public Accounting Firms, as well
as the Compliance Director and Corporate Secretary.
The Indonesian General Guidelines for Good Corporate Governance from the National Committee on
6 Governance Policy (KNKG).
7 SMBC Indonesia’s Articles of Association.
8 SMBC Indonesia’s internal Policies and Procedures.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 139
Integrating Strength for
Sustainable Growth 137
AWARDS
ASEAN Corporate Governance The 16th IICD Corporate Governance
1 Scorecard (ACGS) 2 Conference and Award
SMBC Indonesia demonstrated exceptional corporate Driven by the comprehensive implementation of
governance performance, achieving a score of 107.15 governance standards, communicated through
in the ACGS assessment and earning a placement the official SMBC Indonesia website and public
in the Leadership in Corporate Governance (Level information disclosures, SMBC Indonesia successfully
5) category. This achievement reinforces SMBC secured two awards in 2025 from the Indonesian
Indonesia’s position as a leader in implementing Institute for Corporate Directorship at the 16th IICD
Good Corporate Governance in Indonesia, with Corporate Governance Conference and Award. These
performance significantly exceeding the average honors include the Top 50 Big Capitalization Public
score of 82.59 for Big Cap publicly listed companies. Listed Company and Best Financial Sector within the
Big Cap category.
GOVERNANCE STRUCTURE
[GRI 2-9] [IDX G-01]
SMBC Indonesia's governance structure consists of the General Meeting of Shareholders (GMS) as the company's highest
authority, the Board of Commissioners as the supervisory body, and the Board of Directors as the body responsible for
operational management.
General Meeting of Shareholders
Board of Commissioners President Director Board of Directors
Audit Committee Internal Audit Unit Risk Management Committee
Assets and Liability Committee
Risk Monitoring
Committee Credit Committee
Credit Policy Committee
Remuneration and
Nomination Committee
Non-Financial Risk Committee
Integrated Governance Human Capital Committee
Committee
Information Governance Steering Committee
Fraud Committee
Sustainability Committee
Integrated Risk Management Committee
Corporate Secretary Compliance Risk Management
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 140
138 Sustainable Governance
GENERAL MEETING OF In implementing the Company’s sustainability
commitments, the Board of Commissioners is responsible
SHAREHOLDERS
for overseeing and evaluating the sustainability
SMBC Indonesia’s General Meeting of Shareholders
strategy proposed by the Board of Directors,
(“GMS”) is the company’s highest decision-making
monitoring the implementation of risk management,
forum. The GMS holds the authority, among others, to
and ensuring SMBC Indonesia’s compliance with all
approve annual financial statements, ratify the annual
relevant sustainability-related laws and regulations.
report, determine the allocation of net profit, and appoint
The Board of Commissioners also provides input and
or dismiss members of the Board of Directors and the
recommendations to the Board of Directors regarding
Board of Commissioners, as well as determining their
sustainability initiatives, including Corporate Social and
remuneration or honorarium.
Environmental Responsibility. Members of the Board
of Commissioners serve a three-year term and may be
The GMS is also authorized to appoint public accountants
reappointed, without prejudice to the right of the General
and a Public Accounting Firm to audit the books or
Meeting of Shareholders (GMS) or applicable laws and
financial statements, approve amendments to the Articles
regulations to dismiss them at any time.
of Association, and approve the execution of Corporate
Actions and/or strategic plans of SMBC Indonesia. GMS
also serves as the forum for approving or accepting the
Sustainable Finance Action Plan (RAKB), approving or BOARD OF DIRECTORS
accepting the recovery plan report, as well as receiving [ACGS B.1.6] [ACGS B.3.1]
the accountability report on the use of funds from public SMBC Indonesia’s Board of Directors is responsible for
offerings, reports related to business plans, sustainable formulating work plans, managing the company’s day-to-
finance action plan reports, and resolution plan reports. day operational activities, and implementing the strategic
policies set by the General Meeting of Shareholders (GMS)
In general, the GMS encompasses authorities not and the Board of Commissioners. The Board of Directors
stipulated within the purview of the Board of Directors also ensures that the company is managed in accordance
and/or the Board of Commissioners. Through the GMS with SMBC Indonesia’s vision, mission, and core values, as
mechanism, shareholders have the opportunity to well as with applicable laws and regulations.
provide input, convey opinions, and ensure that decisions
made by SMBC Indonesia align with common interests In relation to the implementation of the Company’s
and the principles of good corporate governance. sustainability commitments, the Board of Directors is
responsible for formulating the RAKB and implementing
Regarding business sustainability, the GMS holds the risk management integrated with sustainability
authority to approve, reject, or accept the RAKB report. aspects, including the identification and assessment
The GMS may also hold SMBC Indonesia accountable of sustainability-related risks such as environmental,
for its implemented sustainability initiatives. The GMS is climate, and reputational risks, supported by the
empowered to make strategic decisions with long-term development of appropriate risk mitigation plans, as well
impacts or collaborate with stakeholders to achieve as for preparing the sustainability report, which presents
sustainability objectives. the Company’s performance across environmental,
social, and governance aspects in an accurate and
transparent manner in accordance with applicable
reporting standards.
BOARD OF COMMISSIONERS
The Board of Commissioners of SMBC Indonesia is tasked
Members of the Board of Directors serve a three-year
with overseeing the policies and strategies implemented
term and may be reappointed, without prejudice to the
by the Board of Directors, ensuring that the decisions
right of the General Meeting of Shareholders (GMS) or
and actions of the Board of Directors are executed in
applicable laws and regulations to dismiss them at any
accordance with the articles of association, prevailing
time. Further information on the composition, duties, and
laws and regulations, and governance principles. The
authorities of the company’s highest governing bodies
Board of Commissioners also provides advice and input
can be found in the SMBC Indonesia 2025 Annual Report
to the Board of Directors on the management of SMBC
on page 306-310, as well as on the company’s official
Indonesia, including business strategy, risk management,
website at https://www.smbci.com/id/tentang-kami/
and other significant decision-making.
manajemen.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 141
Integrating Strength for
Sustainable Growth 139
INDEPENDENCE AND MEMBERSHIP IN The SMBC Indonesia’s Board of Commissioners
comprises six (6) members and does not exceed the
THE GOVERNANCE STRUCTURE
number of members of the SMBC Indonesia’s Board of
[GRI 2-9] [IDX G-01] [IDX G-03]
Directors, which consists of eight (8) members. Four (4)
SMBC Indonesia has established a governance structure,
of the six (6) members of the SMBC Indonesia’s Board of
ensuring the independence of the Board of Directors
Commissioners, or more than 50% of the Board, serve
and Board of Commissioners to maintain integrity in all
as Independent Commissioners. Further information,
strategic decision-making processes. The composition
including information on the independence of the Board
of the members is determined based on the principle of
of Commissioners, is available in the Annual Report of
clear separation of authority and is free from the influence
SMBC Indonesia on page 297. [GRI 2-9]
of any party, in accordance with the following provisions:
[GRI 2-11]
ROLE OF THE BOARD OF
1. There are no direct or indirect business relationships COMMISSIONERS AND BOARD OF
related to SMBC Indonesia’s business activities. DIRECTORS IN IMPACT MANAGEMENT
2. Members do not hold concurrent positions in other [GRI 2-12] [ACGS.B.1.6] [ACGS B.3.1] [IDX G-04]
companies as: a member of the Board of Directors or The Board of Commissioners and Board of Directors
an executive officer performing supervisory functions, play a role in developing and approving significant
except for the purpose of supervising subsidiaries. changes within the company, such as the Vision,
3. Members have no familial relationships up to the Mission, organizational policies, and strategies, including
second degree with fellow members of the Board of those related to sustainability and climate. The Board
Commissioners and/or Board of Directors. of Commissioners, as the highest governing authority,
4. Members do not hold collective share ownership together with the Board of Directors led by the President
exceeding 25% of the capital in any single company. Director, is responsible for the implementation of
5. Members are not involved in decisions that would sustainability principles, including sustainable finance.
create a conflict of interest for a member of the Board
of Directors or the Board of Commissioners.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 142
140 Sustainable Governance
Board of Directors are responsible for managing Board of Directors and Board of Commissioners prior to
sustainability impacts by identifying, assessing, and the report’s publication. In 2025, the duties of reviewing
mitigating the company’s economic, environmental, and approving report materials, as well as re-examining
and social risks. Meanwhile, the Board of Commissioners the sustainability report before issuance, were carried out
oversees the sustainability strategy implemented by by the Sustainability Business Strategic Division, acting
the Directors to ensure effective management of the on behalf of the Sustainability Committee.
company’s impacts in accordance with good corporate
governance principles.
NOMINATION AND SELECTION OF
SMBC Indonesia has aligned duties and responsibilities
THE BOARD OF COMMISSIONERS AND
that support sustainability principles, including integrating
the Sustainable Finance Action Plan (RAKB) into the BOARD OF DIRECTORS
Guidelines and Working Procedures for the Board of [GRI 2-10] [SUSBA 1.4.1.5] [IDX G-01] [IDX G-06]
Directors, Board of Commissioners, Board of Directors, The nomination and selection process for members of
and Sustainability Committee. the Board of Commissioners and the Board of Directors
is conducted by the Remuneration and Nomination
In terms of sustainability governance, the Deputy Committee, taking into consideration recommendations
President Director is appointed as the Person in Charge from shareholders. Each candidate is required to undergo
of Sustainability. Oversight of the coordination of a series of fit and proper tests, including assessments
sustainability performance, including the management of of integrity, competence, and financial reputation.
sustainability- and climate-related risks and opportunities, Furthermore, the company also considers candidates'
is carried out by the Board of Commissioners. As part of expertise regarding sustainability issues in economic,
its implementation, the Board of Commissioners is also social, and environmental fields. The entire nomination
requested to provide approval for the preparation of the and selection process prioritizes the principles of diversity
RAKB and the Sustainability Report. [ACGS (B)B.1.5] of background, independence, and equality. The final
decision on the appointment of members to the Board of
Strategies and policies formulated by the Directors under Commissioners and the Board of Directors is determined
the supervision of the Board of Commissioners consider at the GMS in accordance with prevailing regulations.
input from internal and external stakeholders conveyed Further information on the nomination process for the
through reports, meetings, and official communication Board of Commissioners and Board of Directors can be
channels. This process is reviewed periodically and found in the SMBC Indonesia 2025 Annual Report, page
reported at the General Meeting of Shareholders (GMS), 324-325.
held at least once a year. Further information on the role of
the Sustainability Committee in supporting sustainability
implementation can be found in chapter Sustainability EVALUATION OF THE BOARD OF
and Climate Initiatives chapter page 46-47. COMMISSIONERS AND BOARD OF
DIRECTORS
[GRI 2-18]
ROLE OF GOVERNANCE STRUCTURE Performance evaluation of SMBC Indonesia’s Board
IN SUSTAINABILITY REPORTING of Commissioners and the Board of Directors is
[GRI 2-14] conducted annually through a self-assessment based
SMBC Indonesia’s Board of Directors is responsible for on the achievement of established KPI targets. This
preparing the sustainability report, encompassing the assessment covers the attainment of work plans
company’s performance in environmental, social, and as well as contributions to the management of the
governance aspects in accordance with applicable company’s impact, across economic, environmental, and
reporting standards. All information, performance results, social aspects. The evaluation results indicate that the
and material topics identified through stakeholder input performance of the Board and Directors has been in line
underwent a joint review and approval process by the with the company’s strategic targets.
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Integrating Strength for
Sustainable Growth 141
REMUNERATION OF THE BOARD OF takes into account various aspects such as company
profit, financial stability, and competitive standards in
COMMISSIONERS AND BOARD OF
the banking industry. SMBC Indonesia is currently unable
DIRECTORS to disclose the annual total compensation ratio as this
REMUNERATION POLICY information is part of internal data protected by the
[GRI 2-19] [SUSBA 1.4.1.6] [ACGS (B).B.1.6] company’s confidentiality policy.
The remuneration policy for SMBC Indonesia’s Board of
Commissioners and Board of Directors is designed by In an effort to ensure the remuneration policy remains
taking into account their respective responsibilities and relevant and competitive, SMBC Indonesia collaborates
scope of work. A fair remuneration policy aims to motivate with an independent consultant to conduct a remuneration
all parties in maintaining and enhancing the company’s survey within the industry. The results of this survey are
reputation. The remuneration for the company’s Board of used as a reference for remuneration levels in designing
Commissioners and Board of Directors is determined by a fair and competitive remuneration strategy, while
the General Meeting of Shareholders (GMS) and is based taking into account individual performance. Through this
on the principle of meritocracy, meaning it is aligned approach, the remuneration policy not only supports the
with the results of performance measurements and achievement of the company’s objectives but is also
individual work achievements. Remuneration is granted aligned with best practices in the banking industry.
by considering the company’s profit in the relevant fiscal
year as well as the principle of fairness with internal peer POLICY ON NOMINATION OF THE BOARD OF
groups and standards within the banking industry. COMMISSIONERS AND BOARD OF DIRECTORS
SMBC Indonesia has a Remuneration and Nomination
Furthermore, the remuneration policy for members of Committee governing the Policy and carries out the
SMBC Indonesia’s Board of Commissioners and Board of selection and nomination process for members of the
Directors is designed to encourage the achievement of Board of Commissioners. This process is conducted in
the company’s strategic objectives, including in managing the context of electing and/or replacing members of the
impacts on the economy, environment, and society. Board of Commissioners, subsequently being presented
This remuneration structure considers key performance at the General Meeting of Shareholders. The committee
indicators (KPIs) that encompass sustainability aspects, considers individual qualifications and organizational
such as resource efficiency, achievement of emission needs, including matters such as the composition of
reduction targets, positive social impact, and contribution Independent Commissioners and diversity in background,
to inclusive economic growth. expertise, and experience, without discrimination based
on race, ethnicity, gender, nationality, or religion.
Thus, this policy ensures that the incentives received
are not only aligned with financial performance but also Prior to assuming their duties, elected members of
support the achievement of sustainable governance the Board of Commissioners undergo a fit and proper
and social responsibility of SMBC Indonesia, in line with test conducted by the Financial Services Authority,
sustainability principles. Information on the remuneration ensuring that bank officials meet the requirements for
of the Board of Commissioners and Board of Directors integrity, competence, and financial reputation. As of
can be found in the SMBC Indonesia 2025 Annual Report December 2025, all members of SMBC Indonesia’s Board
on page 326-327. of Commissioners have fulfilled the requirements and
passed the fit and proper test.
PROCESS TO DETERMINE REMUNERATION
[GRI 2-20] [GRI 2-21]
The remuneration policy at SMBC Indonesia is under the CAPACITY BUILDING FOR THE BOARD
purview of the Nomination and Remuneration Committee
OF COMMISSIONERS AND BOARD OF
(NRC), providing recommendations to the Board of
Commissioners regarding the remuneration policy for
DIRECTORS
[GRI 2-17] [OJK E.2] [IDX G-05]
the Board of Commissioners and Board of Directors.
Regulatory changes, market trends, and developments
This recommendation is subsequently submitted to the
in sustainability issues demand that the Board of
General Meeting of Shareholders (GMS) for approval. In
Commissioners and Board of Directors possess relevant
determining the remuneration policy, SMBC Indonesia
understanding and skills. Therefore, SMBC Indonesia
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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142 Sustainable Governance
conducts various training programs in economics and 5. Relations with stakeholders
sustainability to enhance the capacity of the corporate 6. Implementation of Human Rights (HR)
governance leadership. Further information on the
training for the Board of Commissioners and Board of The implementation of SMBC Indonesia’s policy
Directors can be found in the SMBC Indonesia Annual commitments is also grounded in respect for human
Report on page 304-305, 312-314. rights, in accordance with the International Labour
Organization (ILO) Conventions and Law No. 13 of 2003 on
Manpower. This ensures that SMBC Indonesia provides a
POLICY COMMITMENT fair, safe, and comfortable working environment across all
[GRI 2-23] [GRI 2-24] [IDX G-09] operational lines. SMBC Indonesia’s policy commitment
The policy commitments of SMBC Indonesia form the document can be accessed through https://www.smbci.
basis of the Company’s governance and operational com/pdf/investor/corporate-governance/governance-
activities. These policies are established based on documents/in/informasi-tanggung-jawab-sosial-
the SMBC Indonesia Code of Conduct, encapsulating perusahaan-untuk-praktik-ketenagakerjaan-kesehatan-
the company’s core values in conducting responsible dan-keselamatan-kerja.pdf___/
business. The policy commitments are approved by the
Board of Directors as the highest governance organ and
are disseminated to employees, business partners, and COMMUNICATION OF CRITICAL
other relevant parties to ensure a culture of integrity CONCERNS
is consistently applied. These policy commitments [GRI 2-16]
encompass various aspects, including: SMBC Indonesia has a structured mechanism, allowing
1. Compliance and risk management critical concerns to be reported directly to the Board of
2. Prevention of conflicts of interest Directors and the Board of Commissioners. Concerns
3. Fostering a conducive, fair, and safe work environment categorized as critical encompass strategic, operational,
that prioritizes equality compliance risks, or the potential for significant losses.
4. Information management and security Reports on such concerns can originate from internal
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Integrating Strength for
Sustainable Growth 143
work units in the form of presentations or memoranda. following matters in their respective relevant procedures:
Received information is first managed by the Corporate 1. Implementation of the “Four-Eyes Principle”.
Secretary and then forwarded to the Board of Directors 2. Separation of functions and responsibilities that may
and the Board of Commissioners for further review. give rise to conflicts of interest.
Throughout the reporting year, no critical concerns were 3. Ensuring governance is carried out to avoid conflicts
reported to the Board of Commissioners or the Board of of interest across all processes at SMBC Indonesia,
Directors. including vendor selection, procurement of goods
and services, and the hosting of third parties.
4. All aspects with the potential to create conflicts of
CONFLICTS OF INTEREST interest are monitored and managed by independent
[GRI 2-15] [IDX G-09] parties, both internally by internal audit and externally
SMBC Indonesia upholds high ethical standards to by public accountants.
prevent potential conflicts of interest. This is outlined
in the SMBC Indonesia Code of Conduct and corporate SMBC Indonesia maintains public trust by openly
governance guidelines, including the following provisions: disclosing information related to potential conflicts of
1. Employees are prohibited to accept and/or solicit any interest to stakeholders. Such disclosures include the
form of gift from employees/prospective employees, following:
customers/prospective customers, or business 1. Cross-board membership. SMBC Indonesia monitors
partners/prospective business partners as a reward and discloses the involvement of individuals holding
for services rendered as part of their official duties. cross-board positions to avoid decision-making that
2. Employees are required to report to Human could compromise objectivity.
Resources (HR) if they have a family relationship with 2. Cross-shareholding with suppliers and other
another employee or prospective employee. HR must stakeholders. SMBC Indonesia policy requires
record this information in the respective employees’ individuals with shareholdings in other organizations
personal files as a factor for consideration in transfer that have a business relationship with SMBC
and/or promotion processes. Indonesia to report and document these situations
3. Employees are prohibited to enter into employment to management, subsequently communicated to
agreements with other parties during working hours stakeholders.
and/or earn other income outside of SMBC Indonesia 3. Existence of controlling shareholders. SMBC
related to their work or position at SMBC Indonesia. Indonesia publicly discloses the existence of
4. Employees are prohibited from owning a private controlling shareholders through official reports to
business or enterprise outside of their employment relevant authorities and stakeholders, in order to
at SMBC Indonesia that interferes with or affects their maintain transparency and ensure compliance with
professionalism and integrity. applicable regulations.
5. Employees are prohibited from offering any 4. Related parties, relationships, transactions, and their
products/services/other businesses outside of SMBC outstanding balances. All transactions with related
Indonesia’s business to SMBC Indonesia customers. parties, including relevant relationships, are clearly
6. Employees are prohibited from processing loan disclosed in SMBC Indonesia’s financial statements.
applications or participating in the selection of
partners involving family members or relatives. In addition to establishing policies that emphasize
Employees must notify/escalate such matters to their transparency and independence, SMBC Indonesia
supervisors, enabling the process to be reassigned to strives to foster a corporate culture of integrity through
other employees. employee education programs. All employees are
7. Any lending or borrowing between employees must equipped with an understanding of the importance of
be free from conflict of interest. avoiding conflicts of interest through various internal
communication channels, such as email, e-learning, and
As part of these comprehensive efforts, units within SMBC in-person outreach. Should any violation occur, SMBC
Indonesia with the potential for decisions or transactions Indonesia shall impose strict sanctions in accordance
containing conflicts of interest shall further stipulate the with the severity of the impact on the Company.
[ACGS B.4.2]
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144 Sustainable Governance
IMPLEMENTATION OF RESPONSIBLE units are responsible for creating, developing, and
[GRI 2-24] implementing adequate risk management policies,
SMBC Indonesia ensures that the principles of responsible procedures, and tools, as well as performing overall
business are integrated into all business activities and risk oversight functions.
partnerships through the following strategies:
3. The Third Line of Defense refers to the Internal
1. Integration of Policies into SOPs Audit, which independently assesses governance
SMBC Indonesia integrates the Sustainability Policy and the effectiveness of risk management
into standard operating procedures (SOPs) to ensure implementation, including sustainability aspects. The
that all business procedures are carried out in supervisory function carried out by Internal Audit
accordance with sustainability commitments, ethical is conducted in accordance with Financial Services
standards, and applicable regulations. The alignment Authority Regulation (POJK) No. 1/POJK.03/2019
is carried out by each relevant business unit or on the Implementation of Internal Audit Functions
department through a review mechanism for the in Commercial Banks and the Global Internal Audit
development and/or periodic reassessment of SOPs, Standards (GIAS) issued by The Institute of Internal
which must obtain approval from the head of the Auditors (IIA). SMBC Indonesia’s Internal Audit
respective unit or the Board of Management (BOM). conducts independent audits on a regular basis
2. Socialization and Training to review compliance with applicable standards,
SMBC Indonesia regularly communicates key policies, including the coverage of environmental and social
such as the Code of Conduct, data privacy policy, and aspects. [SUSBA 1.4.1.7] [SUSBA 1.4.1.8]
human rights policy, to all employees and external
stakeholders. Socialization is conducted through
training, meetings, and e-learning to ensure SMBC FRAUD PREVENTION AND
Indonesia’s standards are consistently understood
ERADICATION, INCLUDING
and applied.
3. Due Diligence of Business Partners CORRUPTION
SMBC Indonesia conducts periodic assessments [GRI 205-1] [IDX G-07] [ACGS B.4.5] [ACGS B.7.1]
of business partners to ensure all partners are In accordance with POJK No. 12 of 2024, which requires
committed to the same ethical standards, including the anti-fraud function to report to the Board of Directors,
the upholding of human rights and fair labor SMBC Indonesia established the Anti-Financial Crime
practices. SMBC Indonesia applies the principles of (AFC) Division in July 2025 under the Compliance & Legal
the Modern Slavery Act to prevent modern slavery, Directorate. The AFC Division ensures the development
worker exploitation, and practices that may harm and implementation of adequate anti-fraud policies,
communities or the environment. [SUSBA 1.2.1.14] procedures, and strategies, which are continuously
improved.
INTERNAL CONTROL SYSTEM Going forward, the AFC Division will coordinate with
[SUSBA 1.4.14] [FS9] relevant work units in managing nine types of financial
The Internal Control System at SMBC Indonesia is crime risks, namely fraud, anti-money laundering, anti-
implemented through the Three Lines of Defense model. bribery and corruption, insider trading, cybercrime,
Each line has distinct roles and responsibilities while conduct risk, green financial crime, tax evasion, and
working collaboratively as follows: market manipulation.
1. The First Line of Defense is the Risk Taking Unit (RTU), SMBC Indonesia actively combats fraudulent acts,
supported by Business Risk/ICR, responsible for including corruption, through the AFC Work Unit,
executing day-to-day risk management processes which is responsible for developing, supervising, and
with discipline. implementing fraud prevention and handling strategies,
2. The Second Line of Defense consists of the Risk including corruption, across all operational aspects of
Management Unit (RMU), Compliance and Legal, SMBC Indonesia. The implementation of these strategies
Finance and Planning, and Human Resources. These
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Integrating Strength for
Sustainable Growth 145
is directly overseen by the Board of Commissioners The anti-fraud and anti-corruption education programs
through the Risk Monitoring Committee and the Audit at SMBC Indonesia are designed to equip employees
Committee, and by the Board of Directors through the with a comprehensive understanding of topics including
Risk Management Committee / Non-Financial Risk definitions, strategies, and prevention of fraud and
Committee. corruption, expected employee conduct, and sanctions
for violations.
SMBC Indonesia has established an Anti-Bribery and
Corruption Policy, which outlines the Company’s Throughout 2025, SMBC Indonesia identified 48 fraud
commitment to preventing corruption and bribery. incidents, including corruption cases, with total losses
Furthermore, each work unit may establish specific amounting to Rp641,900,000, or 0.08% of SMBC
provisions within its procedures to prevent corruption Indonesia’s operational risk capital charge.
and bribery in accordance with its respective functions,
including: [ACGS B.4.2] SMBC Indonesia applies targeted examination methods
1. Management of the giving and receiving of and increased monitoring frequency, enabling its
entertainment and/or gifts fraud detection system to more effectively identify
2. Establishment of contractual clauses with third potential cases. The Bank operates a 24/7 active fraud
parties/service providers detection system managed by the Fraud Prevention,
3. Vendor procurement processes for goods and Internal Control & Compliance team. This system utilizes
services geolocation tagging and device intelligence technology
4. Employee recruitment processes / Know Your to monitor transactions in real time. With these features,
Employee (KYE) the system is capable of detecting potential GPS signal
5. Due diligence procedures for business partners manipulation and improving accuracy in identifying
6. Operational Risk Management conducts operational suspicious activities.
risk assessments on new products as well as SOPs,
policies, and internal controls, one of the objectives of SMBC Indonesia adopts a zero-tolerance policy
which is to prevent fraud, including corruption. toward fraud and corruption, implemented through
strict sanctions for employees and business partners
During the reporting year, 100% of SMBC Indonesia’s proven to have committed violations. As a preventive
operational activities underwent fraud risk assessments, measure, SMBC Indonesia regularly raises awareness
including corruption-related risks. The assessment results among vendors and business partners regarding the
showed that 41 processes were categorized as high-risk, implementation of Good Corporate Governance (GCG)
representing approximately 6% of all processes within and the reporting mechanism through the Whistleblowing
SMBC Indonesia. Significant risks identified were primarily Channel. This education is conducted through official
related to credit processes and payment transaction notifications, sharing sessions, and anti-fraud and anti-
processes. corruption socialization activities held at least twice a
year.
SMBC Indonesia also strives to enhance anti-fraud and
anti-corruption awareness by requiring all employees to Fraud prevention policies and programs, including
sign an Integrity Pact and Code of Ethics, which are based anti-corruption, are communicated and disseminated
on the Collective Labor Agreement (PKB). In addition, all to all employees, including members of the Board of
employees have participated in Anti-Fraud Awareness Commissioners and the Board of Directors. During the
and Anti-Corruption e-learning programs (as part of reporting year, all (100%) members of the Board of
Compliance Awareness), complemented by regular Commissioners and the Board of Directors received
education through internal communication channels communication and training related to anti-fraud and
such as e-newsletters, “Now You Know,” and other training anti-corruption. Based on domicile region, 12 individuals
forums. (86%) are based in Indonesia, while 2 individuals (14%) are
based outside Indonesia.
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146 Sustainable Governance
Anti-Fraud including Corruption Communication and Training by Region
[GRI 205-2]
Communicated by the Organization
Participated in Anti-Fraud including
Regarding Anti-Fraud including Anti-
Anti-Corruption Training
Region Corruption Policies and Procedures
Number Percentage of Total Number Percentage of Total
(Employees)** Employees (%) (Employees)* Employees (%)
Greater Jakarta 3,258 53% 3,164 53%
Java 1,550 25% 1,526 25%
Outside Java 1,331 22% 1,313 22%
Total 6,139 100% 6,003 100%
Notes:
* Participant data as of 31 July 2025
** Total employee data as of 31 December 2025
Anti-Fraud including Corruption Communication and Training by Employee Category
[GRI 205-2]
Communicated by the Organization
Participated in Anti-Fraud including
Regarding Anti-Fraud including Anti-
Anti-Corruption Training
Job Level Corruption Policies and Procedures
Number Percentage of Total Number Percentage of Total
(Employees)** Employees (%) (Employees)* Employees (%)
Board of Management 9 0.15% 9 0.15%
Top Management 189 3.08% 184 3.07%
Senior management 783 12.75% 765 12.74%
Management 2,980 48.54% 2,902 48.34%
Officer/Supervisor 1,444 23.52% 1,417 23.60%
Clerical 734 11.96% 726 12.09%
Total 6,139 100.00% 6,003 100%
Notes:
* Participant data as of 31 July 2025
** Total employee data as of 31 December 2025
Vendors Receiving Anti-Fraud including Anti-Corruption Communication and Training
[GRI 205-2]
Description Number Percentage (%)
Service Providers 648 85%
Suppliers 117 15%
Total 765 100%
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Integrating Strength for
Sustainable Growth 147
Vendors Receiving Anti-Fraud including Anti-Corruption Communication by Region
[GRI 205-2]
Description Number Percentage (%)
Jakarta 544 71%
Sumatra 25 3%
Outside Java and Sumatra 196 26%
Total 765 100%
During the reporting year, there were no recorded cases of fraud by vendors. Therefore, no contract terminations
were issued.
Fraud including Corruption Incidents
[GRI 205-3]
Number of Cases
Internal Fraud Cases
2025 2024 2023
Total number of confirmed fraud incidents 48 48 71
Total number of incidents resulting in employee 30 30 40
dismissal/disciplinary action
Total number of incidents resulting in the termination - - -
of contracts with business partners
Legal fraud cases brought by the public against the - - -
company
WHISTLEBLOWING SYSTEM Division. The AFC conducts analysis and investigation
[GRI 2-26] [FN-CB-510a.2] [ACGS B.4.5] [ACGS B.7.1] of reports received and subsequently coordinates with
[ACGS (B).B.1.7] relevant work units to ensure appropriate follow-up.
SMBC Indonesia provides a Whistleblowing System (WBS)
available to both employees and external parties to report In 2025, SMBC Indonesia received 61 reports through
alleged violations, including fraud, corruption, gratuities, the WBS system. Of these, 56 reports have been
conflicts of interest, discrimination, and breaches of ethics resolved, and 5 reports are currently being processed.
or the code of conduct. The management of the WBS is These reports were submitted through the following
under the responsibility of the Anti-Financial Crime (AFC) communication channels:
48
Reports
13
Reports
EMAIL WHATSAPP
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148 Sustainable Governance
Whistleblowing Recapitulation
Number of Completed Reports Reports in Process
Year Incoming
Reports Number Percentage In Process Percentage
2025 61 56 92% 5 8%
2024 24 21 87.5% 3 12.5%
2023 42 41 98% 1 2%
AWARDS FOR WHISTLEBLOWERS [ACGS B.7.2]
SMBC Indonesia provides a full guarantee of whistleblower identity confidentiality and protection from
pressure, intimidation, or other negative impacts that may arise from reporting. Furthermore, SMBC Indonesia
maintains an award system for whistleblowers whose reports are proven to prevent and/or mitigate the
occurrence of fraudulent acts and/or violations detrimental to SMBC Indonesia (internal/external fraud),
following a decision by the Fraud Committee.
The provision of these awards aims to encourage employees to be more proactive in reporting suspected/
actual fraud or violations, ensuring faster disclosure and minimizing potential losses, while prioritizing
whistleblower protection and confidentiality. An evaluation of the Whistleblowing System (WBS) is
conducted at least once a year to assess its effectiveness, with the evaluation results reported directly to
the Risk Management Committee (RMC), the Non-Financial Risk Committee (NFRC), and the Risk Monitoring
Committee (RMC).
ANTI-MONEY LAUNDERING AND concerning customers, geographic areas, products,
services, transactions, and distribution channels.
COUNTER-TERRORISM FINANCING
4. Ensuring the existence of an effective and
POLICY independent internal control system through
SMBC Indonesia actively combats money laundering and independent reviews to verify the effectiveness of the
terrorism financing through its Anti-Money Laundering, AML, CFT, and CPF-WMD program implementation.
Counter Financing of Terrorism, and Counter-Proliferation 5. Conducting a profile screening process for
of Weapons of Mass Destruction (AML, CFT, and CPF- prospective employees and continuous monitoring
WMD) program. This program implements various of employees (know your employee).
procedures to detect and prevent criminal activities that 6. Coordinating with regulators regarding the execution
might exploit SMBC Indonesia’s services, including: of the AML, CFT, and CPF-WMD program at SMBC
1. Active involvement of the Board of Commissioners Indonesia.
and Board of Directors in regularly discussing the 7. Performing continuous evaluation of the
implementation of SMBC Indonesia’s AML, CFT, and effectiveness and implementation of the AML, CFT,
CPF-WMD program, as well as relevant issues. and CPF-AMD program through periodic reviews,
2. Periodically updating policies and procedures and monitoring, analysis, and reporting of financial
refining the AML, CFT, and CPF-WMD program in transactions.
response to developments in local regulations, parent 8. Developing and optimizing SMBC Indonesia’s
company requirements, and SMBC Indonesia’s AML, CFT, and CPF-AMD systems to support the
operational and business evolution. implementation of transaction identification, analysis,
3. Conducting identification and risk assessment of monitoring, and reporting processes.
predicate crimes related to AML, CFT, and CPF-AMD
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Integrating Strength for
Sustainable Growth 149
9. Enhancing the culture of awareness regarding money COMPLIANCE WITH LAWS AND
laundering, terrorism financing, and weapons of mass
REGULATION
destruction proliferation financing risks among all
SMBC Indonesia positions legal compliance as the basis
employees through a series of training and outreach
of all its operational activities. Consequently, no legal or
-related to AML, CFT, and CPF-AMD provisions.
financial actions related to fraud, insider trading, anti-
10. Participating in regulatory dissemination activities,
competitive practices, monopoly, market manipulation,
coordination meetings, and assessments (Financial
or other legal violations occurred during the reporting
Integrity Rating/FIR by PPATK) organized by
period. [GRI 2-27] [GRI 206-1] [FN-CB-510a.1] [IDX S-07]
regulators.
STAKEHOLDER ENGAGEMENT
[GRI 2-29] [OJK E.4] [SUSBA 1.1.2.1] [SUSBA 1.1.2.2] [SUSBA 1.1.2.3] [SUSBA 1.1.2.4] [ACGS (B).B.1.3]
Governance
Basis for Engagement Methods and
Topics Management Company Follow-Up Actions
Determination Frequency
Function
Shareholders and Investors
• Dependence • Organizational • Provide SMBC Indonesia’s • Corporate • Presenting financial
• Influence Governance performance information Secretary statements and annual
• Responsibility • Economic through GMS, quarterly • Investor Relation reports that are transparent,
Performance reports, and annual report accurate, and timely.
Achievement publication • Conducting the General
• Sustainable • Direct communication Meeting of Shareholders in
Finance and analysis to ensure accordance with regulatory
material information requirements.
dissemination • Ensuring dividend
• Meetings as needed, at distribution and sustainable
least once a year growth in investment value.
• Maintaining proactive
communication through the
Investor Relations function
to address material inquiries.
Customers
• Dependence • Customer • Provide products and • Line of Business • Enhancing standards for
• Responsibility Protection services in accordance • Compliance personal data protection
• Influence • Business with applicable • Corporate and banking transaction
• Geographical Continuity regulations Communications security.
Proximity • Sustainable • Provide timely, adequate, • Daya & • Providing responsive and
Business clear, and accurate Sustainability solution-oriented customer
• Net Zero information about complaint channels.
Emissions products and services • Providing capacity-building
• Develop excellent service activities for customers
for customer satisfaction in the areas of personal
• Jointly conduct the development, financial
planning, implementation, literacy, entrepreneurship,
and evaluation of the healthy lifestyles, and
project. Promote the environmental awareness.
Daya program through • Developing innovative
social media as needed. products and services
• Conduct of sustainable aligned with customers’
finance seminars for needs and risk profiles.
customers
• Meetings held during
customer visits or at least
once a year
Employees
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150 Sustainable Governance
Governance
Basis for Engagement Methods and
Topics Management Company Follow-Up Actions
Determination Frequency
Function
• Dependence • Employment • Objective, transparent, • Human • Ensuring the fulfillment
• Responsibility Relations fair, and equitable Resources of employee rights and
• Influence • Protection management of SMBC providing competitive
• Attention and Working Indonesia’s Personnel. compensation.
• Geographical Conditions • Build a conducive work • Providing continuous
Proximity • Competency environment to optimize training and competency
Development productivity. development (upskilling)
• Career • Career development programs.
Development and through talent • Creating a safe, inclusive,
Self-Actualization management system and and discrimination-free work
• Sustainable assessment center. environment.
Finance • Conduct sustainability • Clarifying career pathways
• Sustainability education and seminars through an objective
for employees. and transparent talent
• Meetings at every internal management system.
activity.
Communities and NGOs
• Dependence • Education and • Intensifying community • Daya & • Implementing corporate
• Responsibility culture engagement through Sustainability social responsibility (CSR)
• Influence • Technology and programs covering programs that generate
• Geographical infrastructure education, empowerment, tangible impacts.
Proximity access culture and religion, [ACGS B.4.4]
• Welfare and humanity, and the • Expanding accessibility to
income environment banking services (financial
• Sustainable • Implement Daya Program inclusion) for the wider
finance • Conduct sustainable community.
• Sustainability finance seminars • Conducting open dialogue
• Environment • Meetings as needed, at and collaboration in
least once a year community economic
empowerment programs.
• Supporting local initiatives
related to cultural and social
preservation.
Supply Chain/Vendors
• Dependence • Sustainable • Clear terms of • Procurement • Implementing fair, open, and
• Responsibility Relationships cooperation. • Daya & transparent vendor selection
• Conflicts of • Economy • Transparent performance Sustainability processes.
Interest • Fairness assessment. • Ensuring timely payments
• Influence • Sustainable • Regular assessments. for goods or services
Finance • Meetings as needed. received.
• Sustainability • Conduct sustainability and • Encouraging the adoption of
• Human Rights human rights seminars for sustainability standards and
partners and suppliers. human rights compliance
• Meetings as needed, at among all business partners.
least once a year. • Conducting regular vendor
performance evaluations
to maintain the quality of
cooperation.
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Integrating Strength for
Sustainable Growth 151
Governance
Basis for Engagement Methods and
Topics Management Company Follow-Up Actions
Determination Frequency
Function
Government and Regulators
• Dependence • Compliance • Refinement of the • Compliance • Complying with all applicable
• Responsibility with laws and latest Good Corporate • Corporate banking regulations and laws.
• Disagreement regulations Governance (GCG) Manual. Secretary • Reporting tax obligations
• Influence • Commitment • Implement GCG principles • Risk Management and other mandatory reports
• Geographical to banking in all work units. accurately and on time.
Proximity regulations • Conduct seminars • Actively participating in
• Clear, accurate, and FGDs related to financial sector policy
comprehensive, sustainable finance discussions and government
and timely policies. programs.
communication • Meetings as needed, at • Consistently implementing
and reporting least once a year. Good Corporate Governance
• Sustainable (GCG) principles across all
Finance organizational levels.
Community Leaders/Local Officials
• Dependence • Business • Direct visits. • Line of Business • Maintaining good relations
• Responsibility development • Formal meetings and • Corporate and coordination regarding
• Disagreement • Regional Development Planning Communications operational permits or
• Influence advancement Meeting (Musrenbang) branch office activities.
• Geographical • Periodic meetings as • Engaging community
Proximity needed. leaders in the socialization
• Implement Daya program. of company programs
that impact surrounding
communities.
• Responding to the
aspirations and feedback of
community leaders.
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152 About the Report
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Page 155
Integrating Strength for
Sustainable Growth 153
About
the Report
SMBC Indonesia
transparently and
accountably publishes
this sustainability report
as a manifestation of
our responsibility to
stakeholders and our
tangible contribution to
sustainable development.
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154 About the Report
SMBC Indonesia consistently publishes a sustainability billion to Rp95 billion, lower than the data reported
report annually as a concrete manifestation of its previously), the data have been revised due to
commitment advancing sustainable finance practices adjustments in the classification of fund mobilization
and fulfilling prevailing regulatory requirements. This year products, resulting in lower values in 2024 and
marks the publication of our seventh sustainability report, higher values in 2023, compared to those reported
encompassing data and information for the period from previously.
January 1, 2025, to December 31, 2025. The Sustainability 5. A restatement of the 2024 and 2023 customer
Report reporting period is the same as the Annual Report satisfaction data was conducted due to a change in
reporting period. the survey data source, now using the results of the
Jenius Application Performance and Product Services
Some data in this report have been restated. Detailed survey. Using the CSAT method, the scores were 91%
explanations are also provided in the narrative in 2025, 91% in 2024, and 75% in 2023, while using
accompanying the relevant tables. The restated data are the NPS method, the scores were 55 in 2025, 42 in
as follows: 2024, and 31 in 2023. As a result, the data presented
1. The 2023 data for Other Operating Income in this report differ from those reported in the previous
Consolidated (restated from Rp2,073 billion to report and are not comparable.
Rp1,689 billion) and Operating Expenses (restated 6. Scope 2 Emissions Data (2024) – The figure has
from Rp(7,607) billion to Rp(7,222) billion). The data been restated from 14,120.76 ton CO2e to 14,106.92
have been revised due to a recalculation, resulting ton CO2e, following a review and correction of the
in lower values compared to those reported in the previous calculation process, resulting in a non-
previous report. material decrease compared to the data previously
2. The Percentage of the Funding data for 2024 from reported.
0.08% to 0.05%, and for 2023 from 0.11% to 0.10%, 7. Scope 3 Emissions Data (2024) – The figure has been
due to adjustments in the classification of fundraising restated from 13,530.32 ton CO2e to 1,600,332.82 ton
products, resulting in lower figures compared to those CO2e, due to the inclusion of financed emissions data
previously reported. in 2024, resulting in a significant increase compared
3. The 2024 Environmental and Social Portfolio Target to the data previously reported.
data have been restated from Rp23,718 billion to 8. The 2023 Complaint Resolution Rate data, previously
Rp15,477 billion due to a recalculation, resulting in a 100%, was restated to 97% due to a correction of the
lower target value compared to that reported in the previous calculation, resulting in a lower percentage
previous report. compared to that reported previously. [GRI 2-3]
4. The Fund Mobilization data for 2024 (restated from [GRI 2-4]
Rp91 billion to Rp52 billion, lower than the data
reported previously) and 2023 (restated from Rp119 This report has been prepared in accordance with various
national and international standards, including:
Global Reporting Initiative (GRI) Standards
Task Force on Climate-Related Financial
with the “in accordance” option
Disclosures (TCFD) (purple)
(light blue)
GRI Financial Services Sector Standard
Sustainable Banking Assessment (SUSBA)
(dark blue)
(light green)
Financial Services Authority Circular Letter
No. 16/SEOJK.04/2021 on the Form and
IDX ESG Metrics (pink)
Content of Annual Reports of Issuers or
Public Companies (dark green)
Sustainability Accounting Standards ASEAN Corporate Governance Scorecard
Board (SASB) (brown) (ACGS) (grey)
Meanwhile, the GRI, OJK, SASB, SUSBA, TCFD, IDX, dan ACGS Index lists are presented on pages 178-193, respectively.
[OJK G.4] [ACGS B.1.3]
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Integrating Strength for
Sustainable Growth 155
EXTERNAL ASSURANCE Other Than Audits or Reviews of Historical Financial
[GRI 2-5] [OJK G.1] [SUSBA 1.6.2.10] [ACGS (B).B.1.2] Information, issued by the International Auditing and
SMBC Indonesia engages an independent party to Assurance Standards Board under the International
conduct assurance of the Sustainability Report, as part of Federation of Accountants (IFAC). The evaluation results
its commitment to ensure that the information presented of specific sustainability performance information and
maintains high credibility and reliability for stakeholders. the Independent Assurance Report can be found on page
The selection process is carried out objectively by the 168-169.
Sustainable Business Strategy unit, which report to the
Vice President Director (senior executive), upholding
the principle of independence, without bias or potential DETERMINATION OF MATERIAL
conflicts of interest. TOPICS
[GRI 3-1] [ACGS B.1.1]
SMBC Indonesia appointed PT Superintending Company Material topics are key issues assessed to have the most
of Indonesia (SUCOFINDO) Persero as the assurance significant impact on SMBC Indonesia’s sustainability
provider. This appointment is strictly limited to the task of performance across economic, environmental, and
reviewing the sustainability report, with no other working social aspects. The determination of material topics is
relationship beyond this assignment. In performing conducted with reference to the GRI Topic Standards
its work, PT Superintending Company of Indonesia 2021 while taking into account specific financial sector
(SUCOFINDO) Persero adheres to the AA1000 Assurance standards.
Standard V3 and ISAE 3000 – Assurance Engagements
The determination of material topics in this report was conducted through the following steps:
01 02 03 04
Understanding the business Identifying existing and Assessing the significance of Subsequently, SMBC
context of SMBC Indonesia, potential impacts based on the impacts, SMBC Indonesia Indonesia prioritized the
initiated through a review of the joint decisions, including the engaged stakeholders most significant impacts
material topics disclosed in the identification of impacts that through a materiality survey based on the outcomes
previous year’s Sustainability have occurred as well as to determine these topics, in of steps 2 and 3 above
Report, as well as an evaluation potential impacts that may addition to considering topics for the reporting
of the need for enhancements arise. relevant to the Financial Sector. purposes.
for the 2025 Sustainability
Report.
The entire process of determining material topics at of materiality for these topics compared to the prior year.
SMBC Indonesia involved internal stakeholders as well as The 2025 Report applies a double materiality approach,
external experts and academics from higher education assessing sustainability issues from two perspectives:
institutions. The process was carried out through a Focus the inside-out perspective (impact materiality), which
Group Discussion (FGD) on Material Topic Determination, considers how the Company’s activities affect the
which was held on 25 August 2025. environment and society; and the outside-in perspective
(financial materiality), which assesses how sustainability
SMBC Indonesia has determined the same material issues influence the Company’s performance and
topics as the previous year, despite variations in the levels enterprise value. [ACGS B.2.1] [ACGS B.2.2]
Impact Materiality Financial Materiality
(Inside–Out) (Outside–In)
Emphasizes how a company’s activities, products, Focuses on how environmental, social, and governance
or services positively or negatively impact the (ESG) issues potentially impact financial performance, the
environment, the community, and stakeholders. company’s core value, and long-term business resilience.
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156 About the Report
LIST OF MATERIAL TOPICS
[GRI 3-2] [GRI 3-3]
Reasons Why Topics are Material
GRI The Importance of Material
No Material Topic
Number Impact Materiality Financial Materiality Sustainability Topics to
(Inside-Out) (Outside-In) SMBC Indonesia’s Business
Continuity
1 201 Economic Has a significant impact Has a significant impact Important as a key indicator
performance on national and regional due to its influence on of the bank’s success in
economic enhancement the demand for both creating long-term value
through the bank’s green and conventional aligned with sustainability
financing policies, long- banking products, driven principles, where the stability
term investments, and by consumer trends, and growth supported by
other strategic programs market opportunities, SMBC Indonesia serve as
that support economic financial market dynamics, the foundation for inclusive
growth and stakeholder monetary policy direction, financing, the green
welfare. macroeconomic factors, and transition, and the resilience
other relevant regulations. of the national financial
Economic performance also system.
significantly contributes to
enhancing SMBC Indonesia’s
economic resilience
2 202 Market Has a significant impact Has a significant Important for demonstrating
presence on employee welfare, impact on SMBC SMBC Indonesia’s
career development, Indonesia’s performance, contribution to human
and contributions to competitiveness, and development and the
enhancing economic reputation through local economy, which is an
and social capacity in the compliance with labor integral part of Corporate
areas surrounding SMBC regulations, the ability Social Responsibility (CSR)
Indonesia’s operations. to attract local talent, and investment in social
and responses to public capital, key factors for
demands. securing a social license
to operate and building a
healthy business ecosystem.
3 203 Indirect Has a significant Has a significant impact Important for measuring
economic impact on community on business growth and communicating the
impacts capacity development, opportunities, particularly social role of banking
infrastructure building, in credit and bank income, activities in driving
business growth, and as a result of increased sustainable development,
financial inclusion through community capacity and simultaneously opening
the financing of strategic local economic growth. new market opportunities,
sectors and support from strengthening regional
other banking services. economic resilience, and
increasing the bank’s
relevance within the national
financing chain.
4 204 Procurement Has a significant impact Has a significant impact Important for integrating
practices on local economic growth on cost efficiency, supply sustainability principles
through support for local chain sustainability, and the throughout the bank’s
suppliers, enhancement bank’s operational continuity supply chain, ensuring that
of small business through the availability operations are not only
capacity, and job creation. and quality of reliable local efficient but also support
suppliers. a circular economy and
local businesses, thereby
reducing operational risks
and strengthening holistic
business resilience.
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Integrating Strength for
Sustainable Growth 157
Reasons Why Topics are Material
GRI The Importance of Material
No Material Topic
Number Impact Materiality Financial Materiality Sustainability Topics to
(Inside-Out) (Outside-In) SMBC Indonesia’s Business
Continuity
5 205 Anti-corruption Has a significant impact Has a significant impact Important for strengthening
on corporate governance on SMBC Indonesia’s corporate governance
and integrity, which in core values, access to and integrity as a primary
turn greatly influences global markets, long-term prerequisite for the
the level of trust from financial resilience, financial successful implementation
shareholders, the performance, reputation, of sustainable finance, as well
community, and other and the bank’s business as maintaining stakeholder
stakeholders. opportunities. trust across all financing and
operational activities.
6 206 Anti- Has a significant impact Has a significant impact Important for ensuring fair
competitive on market fairness and on the reputation, financial and regulation-compliant
behavior consumer protection, stability, and access to business practices,
as anti-competitive funding of SMBC Indonesia, thereby supporting good
practices, cartels, or thereby potentially affecting governance, maintaining the
monopolies can harm the its core values and long-term Company’s reputation, and
community. business sustainability. strengthening stakeholder
trust in SMBC Indonesia’s
sustainable finance
implementation.
7 207 Tax Has a significant Has a significant impact on Important for ensuring
impact on national profitability, reputation, and tax compliance and
development and public access to funding of SMBC transparency as part of
trust, as transparent Indonesia, as changes in responsible corporate
tax compliance and domestic tax regulations, governance, as well as
management practices investor expectations, strengthening the legitimacy
strengthen economic and public scrutiny affect and sustainability of SMBC
integrity and fairness. financial performance Indonesia’s operations in
and long-term business supporting sustainable
sustainability. development.
8 302 Energy Has a significant impact Has a significant impact Important for increasing
on the environment on operational costs, energy efficiency within the
and the low-carbon reputation, and access to Company’s operations to
transition due to internal SMBC Indonesia’s funding, reduce costs, minimize the
energy consumption. as energy price trends, environmental footprint, and
For instance, product efficiency regulations, support SMBC Indonesia’s
digitalization reduces and investor and public commitment to transitioning
the carbon footprint and expectations affect financial toward greener operations.
enhances ecosystem performance and long-term
sustainability. business resilience.
9 305 Emissions Has a significant impact Has a significant impact Important for managing
[ACGS B.1.2] on the environment and on compliance costs, and reducing emissions to
the community, as GHG reputation, and the financial mitigate the transition and
emissions (Scope 1, 2, and stability of SMBC Indonesia, physical risks of climate
3) and other air pollutants as emissions regulations, change, while supporting
contribute to climate investor/customer SMBC Indonesia’s sustainable
change and air quality, expectations, and physical financing strategy and
necessitating reduction and transition climate risks commitment to the climate
strategies through affect its core value and agenda.
efficiency, renewable long-term sustainability.
energy, and service Furthermore, emissions
innovation. factors affect financing
strategy.
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158 About the Report
Reasons Why Topics are Material
GRI The Importance of Material
No Material Topic
Number Impact Materiality Financial Materiality Sustainability Topics to
(Inside-Out) (Outside-In) SMBC Indonesia’s Business
Continuity
10 401 Employment Has a significant impact Has a significant impact on Important for ensuring
on human resource productivity, operational fair, inclusive, and
quality, employee welfare, costs, and the reputation of productive human
and social equity, thereby SMBC Indonesia, as labor resource management
enabling SMBC Indonesia market dynamics, employee as the foundation for
to contribute to inclusion expectations, and labor operational sustainability,
and fairness in the regulations affect long-term performance improvement,
community. business resilience. and strengthening internal
capacity in implementing
SMBC Indonesia’s
sustainability strategy.
11 404 Education and Has a significant impact Has a significant impact Important for enhancing
Training on the improvement on competitiveness, HR capabilities, including
of human resource productivity, and access the understanding of ESG
quality and equality of to SMBC Indonesia’s and sustainable finance,
career opportunities, funding, as future talent to support responsible
as training programs, needs, regulations, and ESG decision-making and the
transition support, and expectations affect financial company’s readiness to
regular performance performance and long-term face future regulatory
reviews strengthen business sustainability. demands and stakeholder
workforce competency expectations.
and contribute to social
development.
12 405 Diversity and Has a significant impact Has a significant impact on Important for improving
equality on social inclusion and SMBC Indonesia’s reputation, the company’s financial
gender equality as competitiveness, and access performance, as gender and
diversity policies and to financing, as investor age diversity can contribute
equitable remuneration expectations, regulations, to innovation and a variety
management strengthen and public demands for of perspectives for the
equal opportunities and diversity and pay equality company’s advancement.
SMBC Indonesia’s positive affect trust, innovation,
contributions to the and long-term business
community. sustainability.
13 406 Non- Has a significant impact Has a significant impact Important as a basis for
discrimination on the protection of on SMBC Indonesia’s business ethics and legal
human rights (HR) and the reputation, legal compliance, compliance to prevent
creation of an inclusive and financial stability, as litigation risks, fines, and
work environment, as the discrimination incidents reputational damage that
prevention and handling potentially lead to legal could disrupt long-term
of discrimination incidents claims, erode public trust, financial stability. It also
determine social justice and increase long-term fosters a fair and inclusive
and equality. business risks. work environment to support
productivity.
14 408 Child labor Has a significant impact Has a significant impact on Important for upholding
on compliance with reputation and compliance integrity and compliance
human rights standards with regulatory expectations, with Human Rights Principles
and labor regulations, particularly from OJK and as well as international and
despite SMBC Indonesia’s the government, designating national labor regulations.
operations not involving child labor as a priority topic Issues regarding child labor
child or forced labor. in the national sustainability can damage the bank’s
agenda. reputation and affect the
trust of regulators and
investors.
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Integrating Strength for
Sustainable Growth 159
Reasons Why Topics are Material
GRI The Importance of Material
No Material Topic
Number Impact Materiality Financial Materiality Sustainability Topics to
(Inside-Out) (Outside-In) SMBC Indonesia’s Business
Continuity
15 409 Forced or Has a significant impact Has a significant impact on Important for ensuring ethical
compulsory on compliance with reputation and compliance business operations free
labor human rights principles with regulatory expectations, from human exploitation, an
and labor regulations, particularly from OJK and essential pillar of corporate
despite SMBC Indonesia’s the government, designating social responsibility.
operations not involving the issue of forced labor Compliance in this area is
forced or compulsory as a priority in the national vital for maintaining public
labor practices. sustainability agenda. trust and avoiding legal
sanctions.
16 410 Security Has a significant impact Has a significant impact on Important for building public
practices on the protection of reputation, legal compliance, and customer trust through
human rights and the and public trust, enabling robust data protection and
creation of a safe work SMBC Indonesia to enhance operational security. Good
environment, ensuring services and customer governance serves as the
interactions with confidence. basis for SMBC Indonesia’s
employees, customers, sustainability.
and the community are
conducted ethically and
inclusively.
17 413 Local Has a significant impact Has a significant impact on Important for gaining support
communities on community welfare reputation, social approval from local communities to
and harmonious to operate, and operational ensure that bank operations
relations, including smoothness of SMBC run smoothly without social
product development Indonesia.. obstacles. Collaboration with
for marginalized local communities supports
communities. sustainable development
and strengthens the bank’s
overall business strategy.
18 414 Supplier social Has a significant impact Has a significant impact Important for mitigating
assessment on the enforcement on reputation, compliance, social risks across the bank’s
and application of and competitiveness of value chain and ensuring the
sustainability concepts SMBC Indonesia as social entire business ecosystem
by SMBC Indonesia’s risks in the supply chain aligns with sustainability
business partners/ affect the trust of regulators, principles. This helps
vendors, as well as investors, and customers, maintain reputation and
fair business practices and determine long-term competitiveness among
to ensure social business sustainability. regulators, investors, and
responsibility throughout increasingly sustainability-
the supply chain. conscious customers.
19 417 Marketing and Has a significant impact Has a significant impact Important for establishing
labeling on customer trust, on service improvement, transparency and
consumer protection, reputation, legal compliance, accountability in business
and financial literacy, as and financial performance. communications, preventing
accurate and transparent greenwashing risks, and
communication of ensuring that sustainable
product/service products are marketed
information prevents appropriately, thereby
losses and builds public strengthening consumer
trust. trust and supporting the
bank’s reputation as a
responsible institution.
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160 About the Report
Reasons Why Topics are Material
GRI The Importance of Material
No Material Topic
Number Impact Materiality Financial Materiality Sustainability Topics to
(Inside-Out) (Outside-In) SMBC Indonesia’s Business
Continuity
20 418 Customer Has a significant impact Has a significant impact Important for placing
privacy on the protection of on service improvement, customer interests and
consumer rights and reputation, compliance, and well-being at the core of
customer trust. financial stability. a sustainable business
model, not only to meet the
principles of fairness and
business ethics but also
to build long-term loyalty
and operational resilience
amidst increasing consumer
protection regulatory
demands.
LIST OF MATERIAL TOPICS - SPECIFIC SECTORS [GRI 3-2] [GRI 3-3]
Reason Why Topics are Material
GRI
No Material Topic The Importance of Material
Number
Impact Materiality Financial Materiality Sustainability Topics
(Inside-Out) (Outside-In) to SMBC Indonesia’s
Business Continuity
1 FS1 Policies with specific Has a significant impact Has a significant impact Important for providing
environmental and on the implementation on financial stability strategic direction in
social components of sustainable finance, and reputation, as the financing allocation to
applied to business particularly targeted implemented ESG support the achievement
lines. sustainable financing policies strengthen SMBC of SDGs and the green
to direct funds towards Indonesia’s portfolio, economy transition,
projects beneficial to thereby enhancing investor while strengthening our
society and reducing and regulator confidence. reputation as a responsible
negative environmental bank.
impacts.
2 FS2 Procedures Has a significant impact Has a significant impact Important for ensuring
for screening on the prevention of on portfolio stability, that the financing portfolio
and assessing negative social and compliance, and SMBC is free from material ESG
environmental and environmental impacts, Indonesia’s reputation, as risks, thereby supporting
social risks in business as ESG risk assessment ESG risk screening reduces long-term financial
lines. procedures ensure potential financial losses resilience and alignment
financing is only provided and strengthens regulator with evolving sustainability
to responsible projects, and investor confidence. regulations.
and sustainability
concepts can also
be applied to SMBC
Indonesia’s business
relations/vendors.
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Integrating Strength for
Sustainable Growth 161
Reason Why Topics are Material
GRI
No Material Topic The Importance of Material
Number
Impact Materiality Financial Materiality Sustainability Topics
(Inside-Out) (Outside-In) to SMBC Indonesia’s
Business Continuity
3 FS3 Processes for Has a significant impact Has a significant impact on Important for
monitoring customer on the prevention portfolio quality, reputation, ensuring sustainability
implementation and of negative socio- and business stability. commitments are
compliance with environmental implemented on the
environmental and impacts as monitoring ground, not just at the
social requirements. ensures business policy level, achieving
relations/vendors fulfill tangible positive impacts
sustainability obligations and managing reputational
according to standards. risks.
4 FS4 Processes for Has a significant impact Has a significant impact Important for building
enhancing staff on the implementation on risk management, internal capacity, enabling
competency in of sustainable finance compliance, and reputation, sustainability policies to
implementing through improved as staff competent in be executed effectively,
environmental and employee performance sustainability can reduce thereby strengthening and
social policies and and competence in financial risk and enhance advancing the integration
procedures applied to sustainability aspects. stakeholder confidence. of sustainability into the
business lines. bank’s core business.
5 FS5 Interaction with Has a significant impact Has a significant impact on Important for creating
clients/investors/ on strengthening reputation, compliance, and a sustainable business
business partners sustainability practices access to green funding, as ecosystem through
regarding in society and the sustainability interactions collaboration with
environmental and value chain, as SMBC strengthen regulator, stakeholders, while
social risks and Indonesia’s interaction investor, and customer trust identifying green and
opportunities. encourages business while opening sustainability inclusive financing
relations/vendors business opportunities. opportunities aligned with
to manage social- the bank’s sustainability
environmental risks more strategy.
responsibly.
6 FS6 Percentage of portfolio Has a significant Has a significant impact Important for measuring
for business lines by impact on the direction on financial stability, and steering the
region, by size (e.g., of economic, social, risk management, and financing portfolio to
Micro/SME/Large), and and environmental compliance, as a balanced align with sustainability
by sector. development, as portfolio composition commitments, support
portfolio distribution supports SMBC Indonesia’s financial inclusion, and
determines which resilience against economic build resilience against
sectors receive financing fluctuations and regulatory climate-related transition
support and its impact pressures. and physical risks.
on society.
7 FS7 Monetary value of Has a significant impact Has a significant impact on Important for measuring
products and services on the implementation reputation, market access, the bank’s tangible
designed to deliver of sustainable finance, and business sustainability, contribution to inclusive
specific social benefits inclusive economic as social products enhance development and
for each business line. growth, and community customer loyalty, attract community well-being,
welfare, as financially- investors, and strengthen reinforcing social
focused products/ SMBC Indonesia’s legitimacy, opening
services expand competitive position. new market segments,
financing access for and building long-term
groups in need. resilience.
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162 About the Report
Reason Why Topics are Material
GRI
No Material Topic The Importance of Material
Number
Impact Materiality Financial Materiality Sustainability Topics
(Inside-Out) (Outside-In) to SMBC Indonesia’s
Business Continuity
8 FS8 Monetary value of Has a significant impact Has a significant impact on Important for
products and services on the implementation access to green funding, demonstrating the bank’s
designed to deliver of sustainable finance, regulatory compliance, and role in financing the green
specific environmental emission reductions, and global competitiveness, as transition, managing
benefits for each the transition towards green products strengthen climate transition risks, and
business line. a green economy, SMBC Indonesia’s portfolio capturing rapidly growing
as environmentally- while meeting investor and market opportunities in
oriented financial regulator demands. sustainable finance.
products support
renewable energy and
resource efficiency
projects.
9 FS9 Scope and frequency Has a significant impact Has a significant impact Important for ensuring
of audits and on the implementation on financial stability, the integrity and
risk assessment of sustainable finance compliance, and reputation, accountability of the
procedures. and control of social as sustainability audits help bank’s sustainability
and environmental detect risks earlier and management system,
impacts, as the bank strengthen regulator and forming the basis for
ensures financing and investor confidence. mitigating material
investments align with risks and maintaining
sustainability standards. public support for SMBC
Indonesia.
10 FS10 Percentage and Has a significant Has a significant impact Important for extending
number of companies impact on expansion on risk management, the bank’s positive
in the institutional of sustainable business compliance, and influence by driving
portfolio with practices, as the bank competitiveness, as sustainable practices
which the reporting enforces and encourages a portfolio with high across the value chain,
organization interacts. the application of sustainability coverage thereby creating a
. sustainability concepts strengthens SMBC more resilient business
by SMBC Indonesia’s Indonesia’s financial stability ecosystem and reducing
business relations/ and reputation. indirect reputational and
vendors. operational risks.
11 FS11 Percentage of Has a significant impact Has a significant impact on Important for
assets subjected to on the implementation financial stability, access operationalizing
positive and negative of sustainable finance, to funding, and global sustainability
environmental or as SMBC Indonesia’s reputation, as sustainability commitments into core
social screening. assets are focused on screening increases investor credit and investment
sustainability projects confidence and protects allocation processes,
and distanced from high- SMBC Indonesia from aligning the bank’s
risk sectors. regulatory and market risks. portfolio with sustainability
principles and climate-
related risk protection.
12 FS13 Access points in Has a significant impact Has a significant impact Important for realizing
regions with low on the provision of on business growth financial inclusion
population density banking access for all opportunities, reputation, principles as an integral
or less favorable societal groups and and regulator trust, as part of sustainable
economic conditions. the reduction of socio- widely accessible digital finance, fulfilling social
economic gaps through banking can strengthen responsibilities while
digital banking. SMBC Indonesia’s building resilience by
position as an inclusive reaching untapped
and sustainable financial markets and supporting
institution. national economic
stability.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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Integrating Strength for
Sustainable Growth 163
Reason Why Topics are Material
GRI
No Material Topic The Importance of Material
Number
Impact Materiality Financial Materiality Sustainability Topics
(Inside-Out) (Outside-In) to SMBC Indonesia’s
Business Continuity
13 FS14 Initiatives to improve Has a significant impact Has a significant impact Important for upholding
access to financial on the enhancement on reputation, customer human rights and
services for persons of social equity and loyalty, and business building a broader
with disabilities. financial inclusion, as opportunities, as inclusive financial ecosystem,
persons with disabilities services strengthen strengthening business
gain fairer access to stakeholder trust and resilience, and supporting
financial services. support SMBC Indonesia’s the achievement of the
sustainability. Sustainable Development
Goals (SDGs).
14 FS15 Policies for the fair Has a significant impact Has a significant impact Important for building a
design and sale of on consumer protection on reputation, customer basis of trust as the core
products and services. and increased public loyalty, and business of sustainable banking,
trust, as fair products stability, as fair policies ensuring ethical and
and services encourage reduce legal risk and responsible business
financial literacy and enhance SMBC Indonesia’s practices, and protecting
reduce public detriment. competitiveness. the bank from reputational
and legal risks that could
disrupt financial stability.
15 FS16 Initiatives to improve Has a significant impact Has a significant impact on Important for empowering
financial literacy by on improvement of reputation, public trust, and communities and MSMEs
recipient type. financial inclusion and market strengthening, as as part of the bank’s
community welfare, as financial literacy expands business ecosystem,
financial literacy helps the customer base and creating financially
recipient groups manage supports SMBC Indonesia’s savvy and resilient
their finances more business resilience. customers, ultimately
effectively. supporting healthy market
growth and operational
sustainability of SMBC
Indonesia.
Several topics have not been considered material in this report. However, this does not imply that SMBC Indonesia
considers these topics to lack a significant role in supporting sustainability or the Bank’s sustainability agenda. In the
future, the Company will continue to enhance its endeavors and initiatives to expand the sustainability impact of its
operational and business activities.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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164 About the Report
LIST OF NON-MATERIAL TOPICS
[GRI 3-2] [GRI 3-3]
GRI
No Non-Material Topics Reasons Why Topics are Non-Material
Number
1 301 Material SMBC Indonesia does not use specific materials in its business operations.
2 303 Water and Effluent SMBC Indonesia does not generate effluents. Domestic wastewater is managed
by the building management.
3 304 Biodiversity SMBC Indonesia does not operate near protected areas or regions of high
biodiversity value.
4 306 Waste SMBC Indonesia does not generate significant amounts of hazardous or non-
hazardous waste. Most operational waste consists solely of domestic waste.
5 308 Supplier environmental SMBC Indonesia's suppliers have no direct environmental impact.
assessment
6 402 Labor-management relations SMBC Indonesia complies with all applicable laws and regulations in Indonesia,
including those concerning labor-management relations.
7 403 Occupational health and SMBC Indonesia's operations do not involve heavy machinery or specific
safety hazardous conditions.
8 407 Freedom of association and SMBC Indonesia adheres to all prevailing labor laws and regulations. There are
collective bargaining no areas within SMBC Indonesia where freedom of association is restricted or
threatened.
9 411 Rights of indigenous peoples SMBC Indonesia's operational areas are not located adjacent to indigenous
communities.
10 415 Public policy SMBC Indonesia does not engage in political activities.
11 416 Customer health and safety SMBC Indonesia's products and services are not physical goods that could pose a
risk to customer safety.
LIST OF NON-MATERIAL TOPICS - SPECIFIC SECTORS
[GRI 3-2] [GRI 3-3]
No GRI Number Non-Material Topics Reasons Why Topics are Non-Material
1 FS12 Voting policies applied to SMBC Indonesia does not employ voting-based decision-making
environmental or social processes.
issues for shares on which the
reporting organization has the
right to vote or provide advice
on voting.
SMBC Indonesia ensures that its operational activities and business relationships, including customer financing do not
generate negative impacts on biodiversity and ecosystem integrity. Although the direct interaction of SMBC Indonesia’s
operations with natural resources is limited, potential indirect impacts remain a key consideration through the integration
of environmental aspects into financing analysis and due diligence processes to ensure the protection of biodiversity.
Further information regarding the relevant policies applied can be found on page 48-52.
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 167
Integrating Strength for
Sustainable Growth 165
MATERIALITY LEVEL
SMBC Indonesia conducted a materiality survey among and the following graph illustrates the materiality levels of
its stakeholders through the distribution of questionnaires, the reported topics and issues.
Energy
High
Emission
Customer
Privacy
Economic
External Stakeholder
Indirect Performance
Economic Impact
Anti-Corruption
Medium
Diversity and Equal
Opportunity Training and Education
Procurement Practices Non- Safety Practices
discrimination
Market Presence
Local
Supplier Social Community Employment
Assessment
Child Labor
Forced or Compulsory
Labor
Anti-Competitive Marketing and
Behavior Labeling
Low
Tax
Low Medium High
Internal Stakeholder
SMBC Indonesia is committed to continuously enhancing for the 2024 Sustainability Report [OJK G.3]. Comments
the quality of its Sustainability Report and welcomes and suggestions may be submitted by completing the
feedback from readers to support future improvements. feedback form or by contacting SMBC Indonesia through:
However, SMBC Indonesia is not accepting further input [GRI 2-3] [OJK G.2]
Contact Person Tel. : (62-21) 300 26 200
PT Bank SMBC Indonesia Tbk Fax. : (62-21) 300 26 309
Menara SMBC, CBD Mega Kuningan Website : www.smbci.com
Jl. Dr. Ide Anak Agung Gde Agung Kav. 5.5-5.6 Jakarta Email : corporate.communications@smbci.com
Selatan - 12950 - Indonesia Linked in : PT SMBC Indonesia Tbk
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 168
166
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 169
Integrating Strength for
Sustainable Growth 167
STATEMENT ON GRI STANDARDS IN ACCORDANCE CHECK
IAC0542603SN
Laporan Kesesuaian dengan Standar GRI dan
SEOJK 16/OJK.04/2021
Statement of GRI Standards and SEOJK 16/OJK.04/2021
in Accordance Check
National Center for Corporate The National Center for Corporate
Reporting (NCCR) telah Reporting has conducted a
melakukan pengecekan kesesuaian GRI Standards and SEOJK 16/
dengan Standar GRI dan SEOJK OJK.04/2021 in Accordance Check
16 OJK.04/2021 atas Laporan on PT Bank SMBC Indonesia Tbk
Keberlanjutan PT Bank SMBC Sustainability Report 2025 (“Report”).
Indonesia Tbk 2025 (“Laporan”). The check communicates the extent to
Pengecekan dilakukan untuk which the GRI Standards and SEOJK
memberikan gambaran tentang 16/OJK.04/2021 have been applied
sejauh mana Standar GRI dan in the Report. The check does not
SEOJK 16/OJK.04/2021 telah provide an opinion on the sustainability
diterapkan dalam Laporan tersebut. performance of the reporter or the
Pengecekan ini bukan merupakan quality of the information provided in
opini atas kinerja keberlanjutan the Report.
maupun kualitas informasi yang
dimuat dalam Laporan tersebut.
Kami menyimpulkan bahwa Laporan We conclude that this report has
ini telah disusun sesuai dengan been prepared in accordance with
Standar GRI dan SEOJK 16/ GRI Standards and SEOJK 16/
OJK.04/2021. OJK.04/2021.
Jakarta, 30 Maret, 2026 Jakarta, March 30, 2026
National Center for Corporate Reporting
GRI Standards Aligning Service
Andrew K. Twohig, BCom, BA (Hons), MA, CSRA
Director
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 170
Independent Assurance Statement
No. 0288/KSP-II/INKO/2026
TO THE MANAGEMENT AND STAKEHOLDERS OF PT BANK In performing this engagement, our responsibility to the
SMBC INDONESIA TBK, management of SMBC Indonesia is solely to verify the
statements it has made in relation to its sustainability
We were engaged by PT Bank SMBC Indonesia Tbk (“SMBC performance, specifically as described in the agreed scope, and
Indonesia”) to provide assurance regarding its Sustainability to express our opinion on the conclusions reached.
Report 2025 (“the Report’”). The assurance engagement
was conducted by our assurance team, which possesses METHODOLOGY
extensive relevant professional and technical competencies In order to assess the veracity of certain assertions and specified
and experience. The team comprised certified sustainability data sets included in the Report, as well as the systems and
reporting specialists and certified sustainability reporting processes used to manage and report them, the following
assurer to ensure a high level of competency in executing the methods were employed during the engagement process:
engagement.
Reviews were conducted on the Report, internal policies,
INDEPENDENCE documentation, management and information systems,
We carried out all assurance engagement activities with and included interviews with relevant staff responsible for
independence and autonomy, having not been involved in the sustainability-related management and reporting. This also
preparation of any key part of the Report, nor have we provided involved following data trails to the initial aggregated source
any services to SMBC Indonesia during 2025 that could conflict and checking data samples in greater depth.
with the independence of the assurance engagement.
SCOPE OF ASSURANCE
ASSURANCE STANDARDS, LEVELS, AND CRITERIA We provided a Type 2 assurance engagement under AA1000AS
Our work was carried out in accordance with the AA1000 v3. This involved:
Assurance Standard v3 (AA1000AS v3) issued by AccountAbility 1) Assessment of SMBC Indonesia’s adherence to the
and the International Standard on Assurance Engagements AA1000AP (2018); and
ISAE 3000 (Revised), ‘Assurance Engagements other than 2) Assessment of the accuracy and quality of the specified
Audits or Reviews of Historical Financial Information,’ issued by sustainability performance information contained in the
the International Auditing and Assurance Standards Board. Report, in relation to the agreed scope of the GRI Standards:
203. Indirect Economic Impacts
By designing our evidence-gathering procedures to obtain a 302. Energy
moderate level of assurance as set out in AA1000AS v3, readers 305. Emissions
of the Report can be confident that all risks or errors have been 413. Local Communities
reduced to a very low level, although not necessarily to zero.
Moreover, SMBC Indonesia’s adherence to the AccountAbility CONCLUSIONS
Principles (AP) was evaluated in accordance with the criteria SMBC Indonesia’s adherence to the AA1000 AP (2018)
of AA1000AP (2018) on Inclusivity, Materiality, Responsiveness, principles of Inclusivity, Materiality, Responsiveness, and
and Impact. In addition, the Report, within the agreed scope, Impact is assessed as follows:
has been assessed against to the GRI Standards criteria.
INCLUSIVITY
LIMITATIONS
PT Bank SMBC Indonesia Tbk has demonstrated a strong
Our scope of work was limited to a review of the accuracy and commitment to inclusivity through leadership-driven
reliability of specified data and interviews with data providers, strategies and governance embedded in its RAKB and RBB,
persons in charge of data collection and processing, as well including expanded financing for women customers, micro-
as persons in charge of sustainability performance-related entrepreneurs, and empowerment programs for MSMEs
information. and retirees. Stakeholder engagement is governed by a
Sustainability Policy under Board oversight and supported by
RESPONSIBILITY transparent governance, whistleblowing mechanisms, ethical
SMBC Indonesia is responsible for the preparation of the supplier management, measurable diversity indicators, and
Report and all information and claims therein, which include inclusive access initiatives such as Jenius and Jenius Daya,
establishing sustainability management targets, performance Program Daya financial literacy, and accessible service facilities.
management, data collection, and other performance activities. To build on this progress, SMBC Indonesia is encouraged to
strengthen the measurement and public disclosure of inclusivity
outcomes by enhancing impact-based metrics, expanding
inclusive product innovation, and deepening stakeholder co-
creation, thereby reinforcing accountability, responsiveness,
and long-term resilience.
Page 171
MATERIALITY To further strengthen impact management, we recommend
Our assessment found that SMBC Indonesia has a formal, enhancing the measurement and public reporting of
structured materiality process applying a double materiality environmental and social outcomes, including a clearer linkage
approach, supported by FGD with internal and external experts between sectoral policies, financed emissions, and measurable
and stakeholder surveys to validate and prioritize topics. climate-related targets.
Impact and financial materiality are assessed based on actual
and potential ESG impacts, risks, and opportunities, informed CONCLUSION ON THE ACCURACY AND QUALITY OF THE
by regulations, benchmarking, and stakeholder input, then SPECIFIED SUSTAINABILITY PERFORMANCE
categorized using defined thresholds and integrated into the Based on our limited assurance engagement, nothing has come
Sustainability Report, core strategy, risk management, and to our attention that causes us to believe that the data of the
RAKB under Sustainability Committee oversight. Report, in relation to the agreed scope, have been materially
misstated.
To build on this foundation, we recommend periodic refinement
of the methodology with broader stakeholder representation, All key assurance findings are included herein, while detailed
including vulnerable groups, and a stronger linkage between observations and follow-up recommendations have been
materiality outcomes, measurable ESG targets, and long-term submitted to SMBC Indonesia management in a separate report.
planning to enhance credibility, comparability, and strategic
relevance.
Jakarta, February 25th, 2026
RESPONSIVENESS
SMBC Indonesia has demonstrated a strong commitment PT Sucofindo
to responsiveness by proactively addressing stakeholder Engagement Leader
concerns through a collaborative, inclusive, and impact-
oriented approach. The Bank manages material issues through
governance embedded in its RAKB and RBB, aligning ESG
priorities with measurable KPIs overseen by management and
the Sustainability Committee. Engagement is supported by Syaeful Bahrie
accessible grievance channels (including WBS and customer Certified Assurance Practitioner No. 10024117
care platforms), with transparent disclosure of WBS reports Certified Sustainability Reporting Assurer No. A-PK213-2501-
and fraud cases, alongside ongoing social and environmental 008
initiatives such as Program Daya, green financing, and
conservation programs that support Indonesia’s Net Zero Sucofindo is an independent and state-owned companybased
Emission transition. in Indonesia that offers a wide range of inspection, testing of
industrial products, marine survey, quality assurance and
To build on these strengths, SMBC Indonesia is encouraged to quality control, certification of management system such as
strengthen continuous improvement by enhancing disclosure ISO 9001, ISO 14001, and OHSAS 18001, as well as certification
regarding service quality audits, grievance trend analysis, and of various product standards. Sucofindo is member of IDSurvey
follow-up actions. Holding Company.
IMPACT Sucofindo is known for its high level of professionalism and
competence, and its services are recognized not just in
SMBC Indonesia has demonstrated a strong commitment to
Indonesia, but also internationally. Sucofindo has a variety of
assessing and managing the positive and negative impacts of
technologies and equipment that helps them provide expertise
its operations across environmental, social, and governance
and support their client’s business objectives. Over the years,
dimensions. The Bank has established comprehensive
Sucofindo has gained a reputation for its reliability, integrity,
policies and procedures, including its Sustainability Policy,
and consistency with delivering quality services.
Environmental and Social Risk Assessment Procedure, ESG-
Based Lending Procedure, and Corporate Banking Procedure to
ensure responsible financing and impact mitigation. These are
supported by a structured Three Lines of Defense framework,
periodic evaluation by the Sustainability Committee, and
strengthened governance through the establishment of a
dedicated Sustainable Business Strategy (SBS) unit.
Page 172
170
SUSTAINABLE DEVELOPMENT GOALS (SDGS) LINKS
IN GRI STANDARDS
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Income, salary and GRI 202: Market 202-1 Ratios of standard entry level 107
benefits Presence (2016) wage by gender compared to
local minimum wage
Economic GRI 203: Indirect 203-2 Significant indirect economic 120, 124-
Development Economic Impacts impacts 127, 133
in areas of high (2016)
No Poverty
poverty
GRI 207: Tax (2019) 207-1 Approach to tax 74
End poverty
in all its forms 207-2 Tax governance, control, and 74-75
everywhere risk management
207-3 Stakeholder engagement and 75
management of concerns
related to tax
207-4 Country-by-country 75
reporting
Operations that GRI 413: Local 413-2 Operations with significant 133
have an impact on Communities (2016) actual and potential negative
community impacts on local communities
Economic GRI 201: Economic 201-1 Direct economic value 70
Performance Performance (2016 generated and distributed
Economic GRI 203: Indirect 203-2 Significant indirect economic 120, 124-
Development Economic Impacts impacts 127, 133
in areas of high (2016)
poverty
No Hunger
Operations that GRI 413: Local 413-2 Operations with significant 133
End hunger, have an impact on Communities (2016) actual and potential negative
achieve food community impacts on local communities
security and
improved nutrition
and promote
sustainable
agriculture
Economic GRI 203: Indirect 203-2 Significant indirect economic 120, 124-
development in Economic Impacts impacts 127, 133
areas of the highest (2016)
poverty
Air Quality GRI 305: Emission 305-1 Direct (Scope 1) GHG 89
(2016) emissions
Good Health and
Well-Being 305-2 Energy indirect (Scope 2) 89
GHG emissions
Ensure healthy
lives and promote 305-3 Other indirect (Scope 3) GHG 89-91
wellbeing for all at emissions
all ages 305-6 Emissions of ozone depleting 90
substances (ODS)
305-7 Nitrogen oxides (NOx), sulfur 90
oxides (SOx), and other
significant air emissions
Well-being GRI 401: 401-2 Benefits provided to fulltime 108
Employement (2016) employees that are not
provided to temporary or
part-time employees
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 173
Integrating Strength for
Sustainable Growth 171
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Training and GRI 404: Training and 404-1 Average hours of training per 112
education Education (2016) year per employee
404-2 Programs for upgrading 109-111
employee skills and transition
assistance programs
Quality Education
Ensure inclusive
and equitable
quality education
and promote
lifelong learning
opportunities
for all
Equal opportunity GRI 2: General 2-9 Governance structure and 137, 139
Disclosure (2021) composition
2-10 Nomination and selection of 140
the highest governance body
Gender equality GRI 202: Market 202-1 Ratios of standard entry level 107
Gender Equality Presence (2016) wage by gender compared to
local minimum wage
Achieve gender
equality and GRI 203: Indirect 203-1 Infrastructure investments 121, 129-
empower all Economic Impacts and services supported 130
women and girls (2016)
GRI 401: Employment 401-1 New employee hires and 102-104
(2016) employee turnover
401-2 Benefits provided to fulltime 108
employees that are not
provided to temporary or
part-time employees
401-3 Parental leave 108-109
GRI 404: Education 404-3 Percentage of employees 108-109
and Training (2016) receiving regular performance
and career development
reviews
GRI 405-1: 405-1 Diversity of governance 104-107
Diversity and Equal bodies and employees
Opportunity (2016)
405-2 Ratio of basic salary and 105
remuneration of women to
men
Anti- discrimination GRI 406: 406-1 Incidents of discrimination 105
NonDiscrimination and corrective actions taken
(2016)
Social impact of GRI 414: Supplier 414-1 New suppliers that were 74
suppliers Social Assessment screened using social criteria
(2016)
414-2 Negative social impacts in 74
the supply chain and actions
taken
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 174
172
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Clean Water and
Sanitation
Ensure availability
and sustainable
management
of water and
sanitation for all
Energy Efficiency GRI 302: Energy 302-1 Energy consumption within 87
(2016) the organization
302-2 Energy consumption outside 87
of the organization
302-3 Energy intensity 87
Affordable and
Clean Energy 302-4 Reduction of energy 88
consumption
Ensure access to 302-5 Reductions in energy 87
affordable, reliable, requirements of products and
sustainable and services
modern energy
for all
Work opportunity GRI 102: General 2-7 Employees 102
Disclosure (2021)
2-8 Workers who are not 102
employees
Economic GRI 201: Economic 201-1 Direct economic value 70
improvement Performance (2016) generated and distributed
Decent Work and
Economic Growth
Income, wages, and GRI 202: Market 202-1 Ratios of standard entry level 107
Promote benefits Presence (2016) wage by gender compared to
sustained, local minimum wage
inclusive and 202-2 Proportion of senior 107
sustainable management hired from the
economic growth, local community
full and productive
employment and GRI 203: Indirect 203-2 Significant indirect economic 120, 124-
decent work for all Economic Impacts impacts 127, 133
(2016)
GRI 204: Procurement 204-1 Proportion of spending on 74
Practices (2016) local suppliers
GRI 302: Energy 302-1 Energy consumption within 87
(2016) the organization
302-2 Energy consumption outside 87
of the organization
302-3 Energy intensity 87
302-4 Reduction of energy 88
consumption
302-5 Reductions in energy 87
requirements of products and
services
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 175
Integrating Strength for
Sustainable Growth 173
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
GRI 401: Employment 401-1 New employee hires and 102-104
(2016) employee turnover
401-2 Benefits provided to fulltime 108
employees that are not
provided to temporary or
part-time employees
401-3 Parental leave 108-109
Training and GRI 404: Training and 404-1 Average hours of training per 108-109
Education Education (2016) year per employee
404-2 Programs for upgrading 109-111
employee skills and transition
assistance programs
404-3 Percentage of employees 108-109
receiving regular performance
and career development
reviews
GRI 405: Diversity and 405-1 Diversity of governance 104-107
Equal Opportunity bodies and employees
(2016)
405-2 Ratio of basic salary and 105
remuneration of women to
men.
GRI 406: Non- 406-1 Incidents of discrimination 105
discrimination (2016) and corrective actions taken
GRI 408: Child Labor 408-1 Operations and suppliers at 102
(2016) significant risk for incidents of
child labor
GRI 409: Forced or 409-1 Operations and suppliers at 102
Compulsory Labor significant risk for incidents of
(2016) forced or compulsory labor
GRI 414: Supplier 414-1 New suppliers that were 74
Social Assessment screened using social criteria
(2016)
414-2 Negative social impacts in 74
the supply chain and actions
taken
Economic GRI 201: Economic 201-1 Direct economic value 70
Performance Performance generated and distributed
Economic GRI 203: Indirect 203-1 Indirect economic impact 121, 129-
Development Economic Impacts 130
in areas of high
Industry,
poverty
Innovation and
Infrastructure
Build resilient
infrastructure,
promote inclusive
and sustainable
industrialization
and foster
innovation
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 176
174
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Employment GRI 102: General 2-7 Employees 102
Opportunities Disclosure (2021)
2-8 Workers who are not 102
employees
Economic GRI: Tax (2019) 207-1 Approach to tax 74
Development
Reduced in areas of high 207-2 Tax governance, control, and 74-75
Inequalities poverty risk management
207-3 Stakeholder engagement and 75
Reduce inequality
management of concerns
within and among
related to tax
countries
207-4 Country-by-country 75
reporting
GRI 401: Employment 401-1 New employee hires and 102-104
(2016) employee turnover
GRI 404: Training and 404-1 Average hours of training per 112
Education (2016) year per employee
404-3 Percentage of employees 108-109
receiving regular performance
and career development
reviews
GRI 405: Diversity and 405-2 Ratio of basic salary and 105
Equal Opportunity remuneration of women to men.
Infrastructure GRI 203: Indirect 203-1 Indirect economic impact 121, 129-
Investments Economic Impacts 130
(2016)
Sustainable Cities
and Communities
Make cities
and human
settlements
inclusive, safe,
resilient and
sustainable
Energy Utilization GRI 302: Energy 302-1 Energy consumption within 87
(2016) the organization
302-3 Energy intensity 87
302-4 Reduction of energy 88
consumption
Responsible
Consumption and 302-5 Reductions in energy 87
Production requirements of products and
services
Ensure sustainable Air Quality GRI 305: Emission 305-1 Direct (Scope 1) GHG 89
consumption (2016) emissions
and production
patterns 305-2 Energy indirect (Scope 2) 89
GHG emissions
305-3 Other indirect (Scope 3) GHG 89-91
emissions
305-6 Emissions of ozone depleting 90
substances (ODS)
305-7 Nitrogen oxides (NOx), sulfur 90
oxides (SOx), and other
significant air emissions
Information and GRI 417: Marketing 417-1 Requirements for product 81
Labeling of products and Labeling (2016) and service information and
and services labeling
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 177
Integrating Strength for
Sustainable Growth 175
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Economic Impact GRI 201: Economic 201-1 Direct economic value 70
Performance (2016) generated and distributed
Energy use GRI 302: Energy 302-1 Energy consumption within 87
(2016) the organization
302-2 Energy consumption outside 87
Climate Action of the organization
Take urgent action 302-3 Energy intensity 87
to combat climate 302-4 Reduction of energy 88
change and its consumption
impacts
302-5 Reductions in energy 87
requirements of products and
services
Air Quality GRI 305: Emissions 305-1 Direct (Scope 1) GHG 89
(2016) emissions
305-2 Energy indirect (Scope 2) 89
GHG emissions
305-3 Other indirect (Scope 3) GHG 89-91
emissions
305-4 GHG emissions intensity 89
305-5 Reduction of GHG emissions 90
Air Quality GRI 305: Emissions 305-1 Direct (Scope 1) GHG 89
(2016) emissions
305-2 Energy indirect (Scope 2) 89
GHG emissions
305-3 Other indirect (Scope 3) GHG 89-91
Live Below Water emissions
Conserve and 305-4 GHG emissions intensity 89
sustainably use 305-5 Reduction of GHG emissions 90
the oceans,
seas and marine 305-7 Nitrogen oxides (NOx), sulfur 90
resources for oxides (SOx), and other
sustainable significant air emissions
development
Air Quality GRI 305: Emissions 305-1 Direct (Scope 1) GHG 89
(2016) emissions
305-2 Energy indirect (Scope 2) 89
GHG emissions
Life on Land 305-3 Other indirect (Scope 3) GHG 89-91
emissions
Protect, restore 305-4 GHG emissions intensity 89
and promote
sustainable use 305-5 Reduction of GHG emissions 90
of terrestrial
305-7 Nitrogen oxides (NOx), sulfur 90
ecosystems,
oxides (SOx), and other
sustainably
significant air emissions
manage
forests, combat
desertification, and
halt and reverse
land degradation
and halt
biodiversity loss
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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176
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Governance GRI 102: General 2-9 Governance structure and 137, 139
Disclosure (2021) composition
2-10 Nomination and selection of 140
the highest governance body
2-11 Chair of the highest 139
Peace, Justice and governance body
Strong Institutions
2-15 Conflicts of interest 143
Promote peaceful 2-17 Collective knowledge of the 141
and inclusive highest governance body
communities
for sustainable 2-19 Remuneration policies 141
development,
2-22 Statement on sustainable 4-5, 20-
provide access to
development strategy 22, 44,
justice for all, and
build effective, 59-63
accountable 2-23 Policy commitments 47-50,
and inclusive 142
institutions at all
levels 2-24 Embedding policy 142, 144
commitments
2-25 Process to remediate 81
negative impacts
2-26 Mechanisms for seeking 147-148
advice and raising concerns
2-27 Compliance with laws and 149
regulations
Anti-corruption GRI 205: Anti- 205-1 Operations assessed for risks 144-147
corruption (2016) related to corruption
205-2 Communication and training 146-147
about anticorruption policies
and procedures
205-3 Confirmed incidents of 147
corruption and actions taken
GRI 206: Anti- 206-1 Legal actions for 149
Competitive Behavior anticompetitive behavior,
(2016) anti-trust, and monopoly
practices
GRI 408: Child Labor 408-1 Operations and suppliers at 102
(2016) significant risk for incidents of
child labor
GRI 410: Security 410-1 Security personnel trained 114
Practices (2016) in human rights policies or
procedures
GRI 414: Supplier 414-1 New suppliers that were 74
Social Assessment screened using social criteria
(2016)
414-2 Negative social impacts in 74
the supply chain and actions
taken
GRI 417: Marketing 417-2 Incidents of noncompliance 81
and Labeling (2016) concerning product and
service information and
labeling
417-3 Incidents of non-compliance 81
concerning marketing
communications
GRI 418: Customer 418-1 Substantiated complaints 78, 81
Privacy (2016) concerning breaches of
customer privacy and losses
of customer data
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 179
Integrating Strength for
Sustainable Growth 177
GRI Standard
SDG’s Business Theme Disclosure Title Disclosure Page
Relevance
Tax GRI: Tax (2019) 207-1 Approach to tax 74
207-2 Tax governance, control, and 74-75
risk management
207-3 Stakeholder engagement and 75
management of concerns
Partnership for the related to tax
Goals
207-4 Country-by-country 75
Strengthen reporting
the means of
implementation
and revitalize the
global partnership
for sustainable
development
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
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178
GRI CONTENT INDEX
Statement of use SMBC Indonesia has reported in accordance with GRI Standards for the period of January 1, 2025, to
December 31, 2025.
GRI 1 used GRI 1: Foundation 2021
Applicable GRI Sector Standard GRI G4 Financial Services Sector Disclosure
GRI Standard No. Disclosure Title Page
GRI 2 THE ORGANIZATION AND ITS REPORTING PRACTICES
General
Disclosure 2021 2-1 Organizational details 34-36
2-2 Entities included in the organization’s sustainability reporting 35
2-3 Reporting period, frequency and contact point 154, 165
2-4 Restatements of information 154
2-5 External assurance 155, 168-169
ACTIVITIES AND WORKERS
2-6 Activities, value chain and other business relationships 34-35, 38, 74
2-7 Employees 102
2-8 Workers who are not employees 102
GOVERNANCE
2-9 Governance structure and composition 137, 139
2-10 Nomination and selection of the highest governance body 140
2-11 Chair of the highest governance body 139
2-12 Role of the highest governance body in overseeing the management of impacts 47, 139-140
2-13 Delegation of responsibility for managing impacts 46-47
2-14 Role of the highest governance body in sustainability reporting 140
2-15 Conflicts of interest 143
2-16 Communication of critical concerns 142
2-17 Collective knowledge of the highest governance body 141
2-18 Evaluation of the performance of the highest governance body 47, 140
2-19 Remuneration policies 141
2-20 Process to determine remuneration 141
2-21 Annual total compensation ratio 141
STRATEGY, POLICIES AND PRACTICES
2-22 Statement on sustainable development strategy 4-5, 20-22, 44,
59-63
2-23 Policy commitments 47-50, 142
2-24 Embedding policy commitments 142, 144
2-25 Processes to remediate negative impacts 81
2-26 Mechanisms for seeking advice and raising concerns 147-148
2-27 Compliance with laws and regulations 149
2-28 Membership associations 38
STAKEHOLDER ENGAGEMENT
2-29 Approach to stakeholder engagement 149-151
2-30 Collective bargaining agreements 109
GRI 3: Material MATERIAL TOPICS
Topics 2021
3-1 Process to determine material topics 155
3-2 List of material topics 156-164
3-3 Management of material topics 156-164
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 181
Integrating Strength for
Sustainable Growth 179
GRI Standard No. Disclosure Title Page
Specific Topic Disclosure
GRI 3: Material ECONOMIC PERFORMANCE
Topics 2021
3-3 Management of material topics 156-164
GRI 201: 201-1 Direct economic value generated and distributed 70
Economic
Performance 201-2 Financial implications and other risks and opportunities due to climate change 57
2016 201-3 Defined benefit plan obligations and other retirement plans 109
201-4 Financial assistance received from government 70
GRI 3: Material MARKET PRESENCE
Topics 2021
3-3 Management of material topics 156-164
GRI 202: 202-1 Ratios of standard entry level wage by gender compared to local minimum wage 107
Market Presence
2016 202-2 Proportion of senior management hired from the local community 107
GRI 3: Material INDIRECT ECONOMIC IMPACT
Topics 2021
3-3 Management of material topics 156-164
GRI 203: 203-1 Infrastructure investments and services supported 121, 129-130
Indirect
Economic Impact 203-2 Significant indirect economic impacts 120, 124-127, 133
2016
GRI 3: Material PROCUREMENT PRACTICES
Topics 2021
3-3 Management of material topics 156-164
GRI 204: 204-1 Proportion of spending on local suppliers 74
Procurement
Practices 2016
GRI 3: Material ANTI-CORRUPTION
Topics 2021
3-3 Management of material topics 156-164
GRI 205: 205-1 Operations assessed for risks related to corruption 144-147
Anti-corruption
2016 205-2 Communication and training about anti-corruption policies and procedures 146-147
205-3 Confirmed incidents of corruption and actions taken 147
GRI 3: Material ANTI-COMPETITIVE BEHAVIOR
Topics 2021
3-3 Management of material topics 156-164
GRI 206: Anti- 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 149
Competitive
Behavior
GRI 3: Material TAX
Topics 2021
3-3 Management of material topics 156-164
GRI 207: Tax 207-1 Approach to tax 74
2019
207-2 Tax governance, control, and risk management 74-75
207-3 Stakeholder engagement and management of concerns related to tax 75
207-4 Country-by-country reporting 75
GRI 3: Material ENERGY
Topics 2021
3-3 Management of material topics 156-164
GRI 302: 302-1 Energy consumption within the organization 87
Energy 2016
302-2 Energy consumption outside of the organization 87
302-3 Energy intensity 87
302-4 Reduction of energy consumptio 88
302-5 Reductions in energy requirements of products and services 87
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GRI Standard No. Disclosure Title Page
GRI 3: Material EMISSIONS
Topics 2021
3-3 Management of material topics 156-164
GRI 305: 305-1 Direct (Scope 1) GHG emissions 89
Emissions 2016
305-2 Energy indirect (Scope 2) GHG emissions 89
305-3 Other indirect (Scope 3) GHG emissions 89-91
305-4 GHG emissions intensity 89
305-5 Reduction of GHG emissions 90
305-6 Emissions of ozone-depleting substances (ODS) 90
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions 90
GRI 3: Material EMPLOYMENT
Topics 2021
3-3 Management of material topics 156-164
GRI 401: 401-1 New employee hires and employee turnover 102-104
Employment
2016 401-2 Benefits provided to full-time employees that are not provided to temporary or 108
part-time employees
401-3 Parental leave 108-109
GRI 3: Material TRAINING AND EDUCATION
Topics 2021
3-3 Management of material topics 156-164
GRI 404: 404-1 Average hours of training per year per employee 112
Training and
Education 2016 404-2 Programs for upgrading employee skills and transition assistance programs 109-111
404-3 Percentage of employees receiving regular performance and career development 108
reviews
GRI 3: Material DIVERSITY AND EQUAL OPPORTUNITY
Topics 2021
3-3 Management of material topics 156-164
GRI 405: 405-1 Diversity of governance bodies and employees 104-107
Diversity
and Equal 405-2 Ratio of basic salary and remuneration of women to men 105
Opportunity
2016
GRI 3: Material NON-DISCRIMINATION
Topics 2021
3-3 Management of material topics 156-164
GRI 406: Non- 406-1 Incidents of discrimination and corrective actions taken 105
Discrimination
2016
GRI 3: Material CHILD LABOR
Topics 2021
3-3 Management of material topics 156-164
GRI 408: Child 408-1 Operations and suppliers at significant risk for incidents of child labor 102
Labor 2016
GRI 3: Material FORCED OR COMPULSORY LABOR
Topics 2021
3-3 Management of material topics 156-164
GRI 409: Forced 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory 102
or Compulsory labor
Labor 2016
GRI 3: Material SECURITY PRACTICES
Topics 2021
3-3 Management of material topics 156-164
GRI 410: 410-1 Security personnel trained in human rights policies or procedures 114
Security
Practices 2016
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GRI Standard No. Disclosure Title Page
GRI 3: Material LOCAL COMMUNITIES
Topics 2016
3-3 Manajemen Topik MaterialManagement of material topics 156-164
GRI 413: 413-1 Operations with local community engagement, impact as-sessments, and 133
Local development programs
Communities
2016 413-2 Operations with significant actual and potential negative im-pacts on local 133
communities.
GRI 3: Material SUPPLIER SOCIAL ASSESSMENT
Topics 2016
3-3 Management of material topics 156-164
GRI 414: 414-1 New suppliers that were screened using social criteria 74
Supplier Social
Assessment 414-2 Negative social impacts in the supply chain and actions taken 74
2016
GRI 3: Material MARKETING AND LABELING
Topics 2021
3-3 Management of material topics 156-164
GRI 417: 417-1 Requirements for product and service information and labeling 81
Marketing and
Labeling 2016 417- 2 Incidents of non-compliance concerning product and service information and 81
labeling
417-3 Incidents of non-compliance concerning marketing communications 81
GRI 3:Material CUSTOMER PRIVACY
Topics 2016
3-3 Management of material topics 156-164
GRI 418: 418-1 Substantiated complaints concerning breaches of customer privacy and losses of 78, 81
Customer customer data
Privacy 2016
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GRI STANDARD - FINANCIAL SECTOR (FS) DISCLOSURE
Financial Sector Disclosure Page
Product Portfolio
FS1 Policies with specific environmental and social components applied to business lines 48-50
FS2 Procedures for assessing and screening environmental and social risks in business lines 50-51
Processes for monitoring clients’ implementation of and compliance with environmental and 52
FS3
social requirements
Process(es) for improving staff competency to implement the environmental and social 113
FS4
policies and procedures as applied to business lines
Interactions with clients/ investees/business partners regarding environmental and social 51, 123
FS5
risks and opportunities
Percentage of the portfolio for business lines by specific region, Size (e.g. micro/SME/large) 72-73
FS6
and by sector
Monetary value of products and services designed to deliver a specific social benefit for 71
FS7
each business line
Monetary value of products and services designed to deliver a specific environmental 71
FS8
benefit for each business line
Audit
FS9 Coverage and frequency of audits and risk assessment procedures 50-52, 144
Active Ownership
Percentage and number of companies held in the institution’s portfolio with which the 68, 90-91
FS10
reporting organization has interacted on environmental or social issue
FS11 Percentage of assets subject to positive and negative environmental or social screening 50
Local Community
FS13 Access points in low-populated or economically disadvantaged areas 70, 78
FS14 Initiatives to improve access to financial services for people with disabilities 78
Product Responsibility
FS15 Policies for the fair design and sale of financial products and services 78
FS16 Initiatives to enhance financial literacy by type of beneficiary 122-125, 131
Occupational Health and Safety
G4-DMA Occupational Health and Safety 114
Effluents and Waste
G4-EN23 Total weight of waste by type and disposal method 92
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SE OJK INDEX NO.16/2021
List of Disclosure ini Accordance with POJK Number 51/POJK.03/2017 regarding the implementation of Sustainable Finance
for Financial Service Institutions, Issures, and Public Companies
Index Number Index Name Page
Sustainability Strategy
A.1 Sustainability Strategy Statement 20-22, 44-45,
58
Sustainability Performance Highlights
B.1 Economic Performance Overview 6-8, 34, 38,
69-70
B.1.a Quantity of sold production or service 6, 38
B.1.b Income or sales 6, 38
B.1.c Net profit or loss 6
B.1.d Eco-friendly product 7-8, 69-70
B.1.e Involving local parties related to the Sustainable Finance business process 6
B.2 Environmental Performance Overview 11-12, 94
B.2.a Energy usage 11
B.2.b Result of the emissions reduction 11
B.2.c Waste and effluent reduction 12
B.2.d Biodiversity Conservation 94
B.3 Social Performance Overview which describe the positive and negative impacts of the 9-10, 68
implementation of Sustainable Finance on society and the environment.
Company Profile
C.1 Vision, mission, and sustainability values 4-5
C.2 Company address 35-37
C.3 Scale of organisation 34-38, 102,
104-107
C.3.a Total assets or asset capitalisation and total liabilities 38
C.3.b Number of employees by gender, position, age, education, and status 102, 104-107
C.3.c Percentage of share ownership 34-35
C.3.d Operational area 36-37
C.4 Products, services, and business activities undertaken 34, 69-70
C.5 Membership in the association 38
C.6 Significant change in organisation 35
Report of the Board of Directors
D.1.a Policies to respond to challenges in fulfilling the sustainability strategy 25-26
D.1.b Sustainable finance implementation 26-27
D.1.c Target achievement strategy 28
Sustainability Governance
E.1 Person in charge of sustainable finance implementation 47
E.2 Competency development related to sustainable finance 113, 141-142
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Index Number Index Name Page
E.3 Risk assessment on the sustainable finance implementation 50-52
E.4 Relations with stakeholders 149-151
E.5 Issues against the sustainable finance implementation 28-29, 73-74
Sustainability Performance
F.1 Activities to build a culture of sustainability 100-101
Economic Performance
F.2 Comparison of production targets and performance, portfolios, financing targets, or 67-68, 71
Investments, income and profit and loss
F.3 Comparison of portfolio targets and performance, financing targets, or investments in 71-72
financial Instruments or projects that are in compliance with sustainability
F.4 Environmental Costs 95
Energy Aspect
F.6 Amount and intensity of used energy 87
F.7 Attempts and achievement of energy efficiency and use of renewable energy 87-88
Water Aspect
F.8 Water usage 92
Emission Aspect
F.11 Amount and intensity of resulting emissions by type 89
F.12 Emission reduction efforts and achievements conducted 90
Waste and Effluent Aspect
F.13 Amount of waste and effluent generated by type 92
F.14 Waste and effluent management mechanisms 92
Social Performance
F.17 Commitment of financial services institutions, issuers, or public companies to provide equal 78
Services for products and/or services to customers
Employment Aspect
F.18 Equal opportunity to work 104-107
F.19 Child labour and forced labour 102
F.20 Regional minimum wage 107-109
F.21 Decent and safe work environment 114
F.22 Training and capacity building for employees 109-112
Community Aspect
F.23 Impact of operations on the surrounding communities 73, 120,
122-127
F.24 Public complaints 83, 113
F.25 Environmental social responsibility (CSR) activities 120-127
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Index Number Index Name Page
Responsibility for Sustainable Product/Service Development
F.26 Sustainable financial product/service innovation and development 45, 68-70,
77-78
F.27 Products/services safety that have been evaluated for customers 78
F.28 Impacts of product/service 73
F.29 Number of product recalls 78
F.30 Customer satisfaction survey of sustainable financial products and/or services 83
Others
G.1 Written verification from an independent party, if available 155, 167-169
G.2 Feedback sheet 165, 193
G.3 Responses to the preceding year’s report feedback 165
G.4 List of disclosure in accordance with POJK No. 51/2017 154, 183-185
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SASB – FINANCIAL SECTOR INDEX
Data Security Page
FN-CB-230a.1 1) Number of data breaches, (2) percentage involving personally identifiable information 81
(PII), (3) number of account holders affected
FN-CB-230a.2 Description of approach to identifying and addressing data security risks 80
Financial Inclusion & Capacity Building
FN-CB-240a.1 (1) Number and (2) amount of loans outstanding qualified to programs designed to 72
promote small business and community development
FN-CB-240a.2 (1) Number and (2) amount of past due and non-accrual loans qualified to programs 72
designed to promote small business and community development
FN-CB-240a.4 Number of participants in financial literacy initiatives for unbanked, underbanked, or 120, 122-
underserved customers 124
Incorporation of Environmental, Social, and Governance Factors in Credit Analysis
FN-CB-410a.1 Commercial and industrial credit exposure, by industry 72-23
FN-CB-410a.2 Description of approach to incorporation of environmental, social, and governance (ESG) 50-51
factors in credit analysis
Business Ethics
FN-CB-510a.1 Total amount of monetary losses as a result of legal proceedings associated with fraud, 149
insider trading, anti-trust, anti-competitive behavior, market manipulation, malpractice,
orother related financial industry laws or regulations
FN-CB-510a.2 Description of whistleblower policies and procedures 81-83,
147-148
Systemic Risk Management
FN-CB-550a.1 Global Systemically Important Bank (G-SIB) score, by category 70
FN-CB-550a.2 Description of approach to incorporation of results of mandatory and voluntary stress 56
tests into capital adequacy planning, long-term corporate strategy, and other business
activities
Activity Metric
FN-CB-000.A (1) Number and (2) value of checking and savings accounts by segment: (a) personal and 72
(b) small business
FN-CB-000.B (1) Number and (2) value of loans by segment: (a) personal, (b) small business, and (c) 72
corporate
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SUSBA INDEX
Criteria Page
1) Purpose - Sustainability strategy
1.1.1.1 Is there a clear reference to sustainability in the bank’s strategy and long-term vision? 25-26, 58
1.1.1.2 Does the bank clearly recognize that its E&S footprint includes the indirect effects arising from 73
its business activities (e.g. financing, underwriting, advising) and portfolio?
1.1.1.3 Does the leadership statement make reference to the integration of E&S factors in the bank’s 28
business strategy?
1.1.1.4 Is there a clear reference to sustainable development goals (SDGs) in the bank’s strategy or 59-63
vision?
1.1.1.5 Does the bank explicitly acknowledge the societal and economic risks associated with climate 20-22,
change? 25-26
1.1.1.6 Does the bank explicitly acknowledge the societal and economic risks associated with 24-29
environmental degradation?
1.1.1.7 Has the bank identified responsible financing/lending and/or other key E&S issues as material? 48
2) Purpose - Stakeholder engagement and participation in sustainable finance initiatives
1.1.2.1 Does the bank disclose the types of stakeholders it engages with on E&S issues? 49, 149-151
1.1.2.2 Does the bank engage with civil society and/or non-governmental organisations to understand 59, 149-151
the E&S impacts of its business activities?
1.1.2.3 Does the bank disclose the frequency and mode of communication with stakeholders 149-151
engaged on E&S issues?
1.1.2.4 Does the bank engage with regulators and policy makers on E&S integration and/or 149-151
sustainable finance topics?
1.1.2.5 Does the bank participate in relevant commitment-based sustainable finance initiatives such 49-50
as RSPO, PRB, EP, SBTi, or SBEFP?
3) Policies – Public statements on specific E&S issues
1.2.1.1 Does the bank have exclusionary principles covering activities the bank will not support, taking 48
into account E&S considerations?
1.2.1.2 Does the bank require clients highly exposed to climate-related risks to develop a mitigation 49-50
plan and ultimately align their activities to the objectives of the Paris Agreement?
1.2.1.3 Does the bank prohibit the financing of new coal-fired power plant projects? 48
1.2.1.4 Does the bank acknowledge nature-related financial risks such as biodiversity loss and/or 48
deforestation risks in its clients’ activities?
1.2.1.5 Does the bank require clients in sectors highly exposed to deforestation (e.g. soft commodities, 49-50
infrastructure, extractives industry) to adopt “no deforestation” commitments in both their own
operations and supply chains, in accordance with the High Conservation Value or High Carbon
Stock approaches?
1.2.1.6 Does the bank require clients in sectors highly exposed to conversion of natural ecosystems 48
(e.g. soft commodities, infrastructure, extractives industry) to adopt “no conversion”
commitments in both their own operations and supply chains, in accordance with the principles
of the Accountability Framework Initiative?
1.2.1.8 Does the bank require clients in marine-related industries to obtain certification from or 49-50
otherwise support relevant multistakeholder sustainability standards (e.g. ASC, MSC, SuRe) to
ensure the sustainable use of oceans, seas and marine resources?
1.2.1.9 Does the bank have a commitment not to provide financial products and services to projects 48
or companies located in, or having negative impacts on, key biodiversity and protected areas,
including UNESCO World Heritage Sites, IUCN Category I-IV Protected Areas and Wetlands of
International Importance designated under the Ramsar Convention on Wetlands?
1.2.1.10 Does the bank recognize water risks (flooding, scarcity, and pollution) as risks in its clients’ 28
activities?
1.2.1.11 Does the bank require clients in high-risk sectors and geographies to perform water risk 49-51
assessments and commit to water stewardship?
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Criteria Page
1.2.1.12 Does the bank recognize human rights risks, including those related to local communities, in its 48-50
clients’ activities?
1.2.1.13 Does the bank require clients to commit to respecting human rights, in line with the UN Guiding 49-50
Principles on Business and Human Rights?
1.2.1.14 Does the bank recognize labour rights violations as a risk across all sectors? 144
1.2.1.15 Does the bank require clients to adhere to international labour standards equivalent to the ILO 49-50
Fundamental Conventions?
1.2.1.18 Does the bank require clients to obtain FPIC from communities affected by their projects and 49-50, 52
have a grievance mechanism to address any concerns? [NEW 2023 INDICATOR]
4) Policies – Public statements on specific sectors
1.2.2.1 Does the bank have sector policies for environmentally or socially sensitive industries, e.g. agri 49-50
commodities, energy, oil & gas, mining, seafood, infrastructure?
1.2.2.2 Does the bank disclose its policies for environmentally or socially sensitive sectors? 49-50
1.2.2.3 Do the bank’s sector-specific E&S policies include minimum requirements or recommendations 49-50
based on internationally recognized standards for best E&S practices (e.g. IFC Performance
Standards, RSPO, FSC, etc.)?
1.2.2.4 Does the bank periodically review its E&S policies or stated that last date of review was within 50-51
the past 2 years?
5) Processes - Assessing E&S risks in client & transaction approvals
1.3.1.1 Does the bank use standardized frameworks for E&S due diligence (e.g. tools, checklists, 50
questionnaires, external data providers) when reviewing clients or transactions subject to its
policies?
1.3.1.2 Does the bank assess its clients’ capacity, commitment, and track record as part of its E&S due 50
diligence process?
1.3.1.3 As part of the approval process does the bank classify its clients and transactions based on 51-52
E&S risk assessment?
1.3.1.4 Is there an escalation mechanism for more complex or controversial cases? 52
1.3.1.5 Do the E&S risk assessment outcomes influence transaction and client acceptance decisions? 51-52
6) Processes - Client monitoring and engagement
1.3.2.1 Does the bank seek the inclusion of clauses (e.g. covenants, representations & warranties) 50-51
related to E&S issues in the loan documentation for bilateral and syndicated credit facilities?
1.3.2.2 Does the bank require clients that are not fully compliant with its E&S policies to develop and 52
implement time-bound action plans?
1.3.2.3 Does the bank monitor its clients’ compliance with the agreed E&S action plans? 51-52
1.3.2.4 Does the bank perform periodic review or state how frequent it reviews its clients’ profiles on 51
E&S?
1.3.2.5 Does the bank disclose the process to address non-compliance of existing clients with the 52
bank’s policies or with pre-agreed E&S action plans?
1.3.2.6 Does the bank periodically review its internal E&S procedures or stated that the last date of 48
review was within the past 2 years?
7) People - Responsibilities for E&S
1.4.1.1 Is senior management responsible for the implementation of the bank’s ESG strategy? 28, 50-52
1.4.1.2 Do senior management’s responsibilities include management of climate change risks and 46-47
opportunities relevant to the bank’s activities?
1.4.1.3 Does the bank describe the roles and responsibilities of the various departments, committees 46-47
or teams involved in developing and implementing its E&S policies?
1.4.1.4 Has the bank put in place an internal control system with three lines of defence to manage E&S 44
issues?
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Criteria Page
1.4.1.5 Do the terms of reference of the Nominating committee include sustainability-related criteria 140
for the appointment of new Board members?
1.4.1.6 Do the terms of reference of the Remuneration committee include sustainability-related 141
criteria for the assessment of performance and remuneration levels for senior management?
1.4.1.7 Do the terms of reference of the Audit committee require sustainability-related matters to be 144
included in internal control and audit processes?
1.4.1.8 Does the bank implement periodic audits to assess implementation of E&S policies and 144
procedures?
8) People - Staff E&S training and performance evaluation
1.4.2.1 Does the bank have a dedicated ESG team to implement E&S policies and procedures? 46-47
1.4.2.2 Does the bank train its staff on E&S policies and implementation processes? 113
1.4.2.3 Does the bank provide specific training for its senior management, covering sustainability 113
issues?
9) Products - E&S integration in products and services
1.5.1.2 Does the bank offer specific financial products and services (e.g. green bonds, sustainability- 49-50, 68-
linked loans, impact financing) that support the mitigation of E&S issues, e.g. climate change, 70, 77
water scarcity and pollution, deforestation?
1.5.1.4 Does the bank hold client outreach activities to raise awareness and share on good E&S 69, 93-94,
practices (e.g. through workshops, seminars)? 123
1.5.1.5 Has the bank published frameworks for its sustainable financial products & services, e.g. a 68, 77
green bond framework, which are aligned with credible international standards?
1.5.1.6 Does the bank provide solutions and capacity building programs for SMEs to help transition to 120, 124-127
more sustainable practices including retail clients?
10) Portfolio - E&S risk assessment and mitigation at portfolio level
1.6.1.2 Does the bank periodically review its portfolio exposure to climate-related physical and/or 56
transition risks, using scenario analysis, and disclose the results and methodology used?
11) Portfolio -Disclosure of E&S risk exposure and targets
1.6.2.1 Does the bank disclose its credit exposure by industry sector? 71-72
1.6.2.7 Does the bank have science-based targets in place to reduce nature-related negative impacts 54-56
or increase positive impacts associated with its business activities, beyond direct impacts from
its own operations, and disclose progress of achieving these targets?
1.6.2.8 Has the bank set science-based targets to align its portfolio with the objectives of the Paris 54-56
Agreement, and disclosed progress of achieving these targets?
1.6.2.9 Has the bank committed to achieve net-zero greenhouse gas emissions in its lending portfolio 58
by 2050, with defined interim milestones, and disclosed progress of achieving these targets?
1.6.2.10 Does the bank conduct external assurance of its ESG-related disclosures? 155, 168-169
1.6.2.11 Does the bank disclose the positive and negative impacts associated with its business 73
activities, beyond direct impacts from its own operations?
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TCFD INDEX
No TCFD Disclosure Page
Governance
G1 Describe the board’s oversight of climate-related risks and opportunities. 46-47
G2 Describe management’s role in assessing and managing climate-related risks and opportunities. 46
Strategy
S1 Describe the climate-related risks and opportunities the company has identified over the short, 54-57
medium, and long term.
S2 Describe the impact of climate-related risks and opportunities on the company’s businesses, 56
strategy, and financial planning.
S3 Describe the resilience of the company’s strategy, taking into consideration different climate-related 54-57
scenarios, including a 2°C or lower scenario.
Risk Management
R1 Describe the company’s processes for identifying and assessing climate-related risks. 49-50, 54-56
R2 Describe the company’s processes for managing climate-related risks. 50-51, 56
R3 Describe how processes for identifying, assessing, and managing climate-related risks are integrated 51, 56
into the company’s overall risk management.
Metrics and Target
M1 Disclose the metrics used by the company to assess climate-related risks and opportunities in line 58, 90
with its strategy and risk management process.
M2 Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the 58, 89-90
related risks.
M3 Describe the targets used by the company to manage climate-related risks and opportunities and 58, 90
performance against targets.
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INDONESIA STOCK EXCHANGE (IDX) ESG METRICS INDEX
Performance Code Metric Name Page
Environment E-01 Greenhouse Gas Emissions Report 89-90
E-02 Greenhouse Gas Emission Intensity 89-90
E-03 Electric Energy Consumption 87
E-04 Water Consumption 92
E-05 Waste Generated 92
E-06 Company Commitment to Achieving Net Zero Emission Target 58, 90
E-07 Company Commitment to Reduce Greenhouse Gas Emissions 58, 90
Social S-01 Gender Equality 104-107
S-02 Employees by Gender and Age Group 107
S-03 Employee Turnover Rate 103-104
S-04 Number of Temporary Employees 102
S-05 Employee Training and Development 112
S-06 Number of Work Accidents 114
S-07 Human Rights Violation Incidents 149
S-08 Sexual Harassment and/or Non-Discrimination Policy 104-107
S-09 Policy on Human Rights 49, 100-101, 114, 142
S-10 Child Labor and/or Forced Labor Policy 102
S-11 The Policy Regarding Occupational Health and Safety and a Safe 114
and Secure Work Environment is Provided to All Employees
S-12 Corporate Social Responsibility 120-133
Governance G-01 Management Diversity and Independence 137, 139-140
G-02 Total Attendance of Directors and Commissioners to Data is available in
Board Meetings the AR
G-03 Chairman of the Board and CEO Separation Policy 139
G-04 Board of Directors and Commissioners Assessment Policy 139-140
G-05 Board of Directors and Commissioners Training Policy 141-142
G-06 Special Criteria for Election of the Board 140
G-07 Code of Ethics and/or Anti-Corruption 144-147
G-09 Conflict of Interest Prevention 142-143
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INDEX FOR ASEAN CORPORATE GOVERNANCE SCORECARD (ACGS)
Indicator Principles and Recommendations Page
Level 1
B.B Sustainability and Resilience
B.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.
B.1.1 Does the company identify/report ESG topics that are material to the organization’s strategy? 155
B.1.2 Does the company identify climate change as an issue? 52, 157
B.1.3 Does the company adopt an internationally recognized reporting framework or standard for 154
sustainability (i.e. GRI, Integrated Reporting, SASB, IFRS Sustainability Disclosure Standards)?
B.1.4 Does the company disclose quantitative sustainability target? 58
B.1.5 Does the company disclose sustainability-related performance progress in relation to its 45, 58, 71, 89,
previously set targets? 90
B.1.6 Does the company confirm that its Sustainability Report/Reporting is reviewed and/or 138, 139
approved by the Board or Board Committee?
B.2 Corporate governance frameworks should allow for dialogue between a company, its shareholders and
stakeholders to exchange views on sustainability matters.
B.2.1 Does the company engage internal stakeholders to exchange views and gather feedback on 155
sustainability matters that are material to the business of the company?
B.2.2 Does the company engage external stakeholders to exchange views and gather feedback on 155
sustainability matters that are material to the business of the company?
B.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
B.3.1 Does the company disclose that the board reviews on an annual basis that the company's 138, 139
capital and debt structure is compatible with its strategic goals and its associated risk
appetite?
B.4 The corporate governance framework should recognise the rights of stakeholders established by law or through
mutual agreements and encourage active co-operation between corporations and stakeholders in creating
wealth, jobs, and the sustainability of financially sound enterprises.
B.4.1 The existence and scope of the company's efforts to address customers' welfare? 78, 80, 81
B.4.2 Supplier/contractor selection procedures? 74, 143, 145
B.4.3 The company's efforts to ensure that its value chain is environmentally friendly or is consistent 69
with promoting sustainable development?
B.4.4 The company's efforts to interact with the communities in which they operate? 120 - 133, 150
B.4.5 The company's anti-corruption programmes and procedures? 144-145, 147
B.4.6 How creditors' rights are safeguarded? 78, 79, 80-83
B.4.7 Does the company have a separate report/section that discusses its efforts on environment/ Sustainability
economy and social issues? Report
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 195
Integrating Strength for
Sustainable Growth 193
Indicator Principles and Recommendations Page
B.5 Where stakeholder interests are protected by law, stakeholders should have the opportunity to obtain effective
redress for violation of their rights.
B.5.1 Does the company provide contact details via the company's website or Annual Report which 82
stakeholders (e.g. customers, suppliers, general public etc.) can use to voice their concerns
and/or complaints for possible violation of their rights?
B.6 Mechanisms for employee participation should be permitted to develop.
B.6.1 Does the company explicitly disclose the policies and practices on health, safety and welfare 109,114,
for its employees? 115,116
B.6.2 Does the company explicitly disclose the policies and practices on training and development 109-113
programmes for its employees?
B.6.3 Does the company have a reward/compensation policy that accounts for the performance of 100, 108
the company beyond short-term financial measures?
B.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.
B.7.1 Does the company have a whistle blowing policy which includes procedures for complaints 144-145, 147
by employees and other stakeholders concerning alleged illegal and unethical behaviour and
provide contact details via the company's website or annual report?
B.7.2 Does the company have a policy or procedures to protect an employee/person who reveals 148
alleged illegal/unethical behaviour from retaliation?
Level 2 - Bonus Items
B.B Sustainability and Resilience
(B).B.1.1 Does the company disclose how it manages climate-related risks and opportunities? 52
(B).B.1.2 Does the company disclose that its Sustainability Report/Sustainability Reporting is externally 154, 168-169
assured?
(B).B.1.3 Does the company disclose the engagement channel with stakeholder groups and how the 149-151
company responds to stakeholders’ ESG concerns?
(B).B.1.4 Does the company have a unit/division/committee who is specifically responsible to manage 46
the sustainability matters?
(B).B.1.5 Does the company disclose board of directors/commissioners' oversight of sustainability- 140
related risks and opportunities?
(B).B.1.6 Does the company disclose the linkage between executive directors and senior management 141
remuneration and sustainability performance for the previous year?
(B).B.1.7 Is the company’s Whistle Blowing System managed by independent parties/institutions? 147
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 196
194
FEEDBACK SHEET
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Others:
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2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Page 197
Integrating Strength for
Sustainable Growth 195
Sustainability
Report
SMBC Indonesia
Menara SMBC - CBD Mega Kuningan
Jl. Dr. Ide Anak Agung Gde Agung Kav 5.5 - 5.6
Jakarta Selatan 12950, Indonesia
This report is printed on recycled paper and is FSC certified
2025 Sustainability Report PT Bank SMBC Indonesia Tbk
Names mentioned 61 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Indonesia Stock Exchange
p.5 ×3
unresolved
org
Bank Chatbot
p.16
unresolved
org
Bank Live Chat
p.16
unresolved
org
Bank Call Center
p.16
unresolved
org
Bank Account Opening
p.16
unresolved
org
PT Rintis Sejahtera
p.17
unresolved
org
Financial Services Authority
p.29 ×7
unresolved
person
Notary Noezar
p.36 ×3
unresolved
person
Notary Komar Andasasmita
p.36
unresolved
person
Notary Dedeh Ramdah Sukarna
p.36
unresolved
org
Sumitomo Mitsui Banking Corporation
p.36
unresolved
org
PT Bank Sumitomo Mitsui Indonesia.
p.36 ×2
unresolved
person
Dr. Ide Anak Agung Gde Agung
p.37
unresolved
org
PT BTPN Syariah Ventura. Shareholding
p.37
unresolved
org
PT BTPN Syariah Ventura
p.37
unresolved
org
PT Fitch Ratings Indonesia
p.37 ×2
unresolved
org
PT Pemeringkat Efek Indonesia
p.37
unresolved
org
Sustainable Finance Initiative (IKBI)
p.40
unresolved
—
Filantropi
p.40
unresolved
—
Banking Compliance Directors Communication
p.40
unresolved
—
Business Coalition for Women Empowerment (IBCWE)
p.40
unresolved
org
Perhimpunan Bank Nasional (PERBANAS)
p.40
unresolved
—
Communication Forum for Director of Banking Operations
p.40
unresolved
org
International Banks Association of Indonesia (PERBINA)
p.40
unresolved
org
Ministry of Energy and Mineral Resources
p.46 ×4
unresolved
person
Vice
· Chairman
p.49
unresolved
org
Ministry of Environment
p.53
unresolved
org
Bank Financial Performance TRANSITION RISK FACTORS
p.55
unresolved
org
Bank Standard Assets
p.55
unresolved
org
Ministry of Communication and Information Technology
p.61
unresolved
org
Ministry of Cooperatives and Small and Medium Enterprises
p.61
unresolved
org
Yayasan Tanah Air Semesta
p.61
unresolved
org
Bank Financing Funding
p.73
unresolved
org
Bank Indonesia
p.78 ×2
unresolved
org
Deposit Insurance Corporation
p.78
unresolved
org
Bank Service Excellence Monitor
p.78
unresolved
org
Bank Indonesia Regulation
p.81
unresolved
org
Minister of Energy
p.89
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