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Disclaimer
This Sustainability Report contains statements
regarding economic, environmental, social, and
governance performance, as well as information
related to the Company’s plans, projections,
strategies, and objectives, which are forward-looking
statements, except for historical facts. Statements
regarding the future involve risks and uncertainties,
and there is no guarantee that the results indicated
and anticipated through these statements will be
achieved. This Sustainability Report contains the
words “Company,” “Bank Mega,” “Bank,” and “We,”
which are defined as PT Bank Mega Tbk.
Page 3
Encouraging Sustainability
Through Ecosystem Collaborations
Looking ahead to 2025, Bank Mega’s sustainability journey is entering an increasingly collaborative phase. After
several years of focusing on strengthening its sustainable financial foundations, developing its Sustainable
Business Activity Category (KKUB) portfolio, and strengthening its Environmental, Social, and Governance
(ESG) governance, Bank Mega believes that accelerating the transition to a green economy requires broader
involvement from all stakeholders.
The theme “Encouraging Sustainability through Ecosystem Collaboration” reflects Bank Mega’s commitment to
strengthening synergies with various parties, ranging from customers, business partners in the PT CT Corpora
ecosystem, regulators, to the community. Through this collaboration, Bank Mega seeks to expand the implementation
of sustainable finance practices and encourage the transition to greener, more inclusive, and sustainable business
activities.
Ecosystem collaboration is also reflected in the strengthening of energy management governance and improving
the quality of the Company’s environmental performance disclosure. Bank Mega is gradually harmonizing
energy data collection and reporting methods across its entire operational network to ensure consistency,
accuracy, and comparability of data between periods. These developments reflect Bank Mega’s commitment
to continuously improve reporting transparency while strengthening more efficient and integrated energy
management across the Company’s entire operational network.
Through this approach, Bank Mega is committed to continuing to play a role as a strategic partner in
strengthening a sustainable financial ecosystem and providing long-term value for society, the environment,
and the national economy.
Page 4
Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Table
of Content
Sustainability Strategy 5 Social Performance 64
Sustainability Performance Highlights 7 Nurturing Talents, Expanding Benefits
64
for Society
About Bank Mega 12 Employee Welfare 71
Women’s Legacy in the Transformation
Directors’ Explanation 22 72
and Progress of Bank Mega
OHS Management and Emergency
Sustainability Governance 26 75
Preparedness
Sustainability Performance 44 From Caring to Sharing: History of
81
Bank Mega’s Social Contribution
Economic Performance 46
Financial Literacy 89
Building an Inclusive and Sustainable
46 Environmental Social Responsibility
Financial Access
(TJSL) Activities that are in Line
Involvement of Local Parties in the 91
48 with Sustainable Development Goals
Supply Chain (SDGs)
Sustainable Financial Performance 49
Protecting Customers, Wholeheartedly 94
Environmental Performance 51
Customer Data Privacy and Security 99
Responsible Green Footprints 51
Contribution to Natural and About This Report 109
55
Biodiversity Conservation
Energy Transition as an Emission Feedback Form 112
59
Reduction Strategy
List of Disclosures in accordance
Waste Management 60 with Financial Services Authority
Regulation No. 51/POJK.03/2017
concerning the Implementation of 113
Sustainable Finance for Financial
Services Institutions, Issuers, and
Public Companies
GRI Index 115
4 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Sustainability
Strategy [A.1][2-22, 2-23, 2-24]
Bank Mega’s sustainability strategy was developed as a focused on green financing. The Bank is also participating in
comprehensive and integrated framework that incorporates the OJK’s Indonesian Sustainable Finance Taxonomy (TKBI)
the vision of “To Become a Source of Pride for the Nation” pilot project by conducting assessments of its portfolios in the
with the national sustainable finance agenda, including the Energy, Construction and Real Estate (C&RE), Transportation
implementation of POJK Sustainable Finance, the Taxonomy for and Storage, and Agriculture, Forestry and Other Land Uses
Sustainable Finance in Indonesia or TKBI, and the development (AFOLU) sectors. Classifying the portfolio into Green, Yellow
of green financing. All of these strategic directions are outlined or Transition, and Non-Compliant categories serves as the
in the 2024-2028 Long-Term Sustainable Finance Action basis for the Bank in determining expansion priorities for
Plan (SFAP), which serves as the basis in the determination green borrowers while formulating transition strategies for
of annual targets that bind all business units, risks, and borrowers in the transition category or those that do not yet
operations. With this structure, the RAKB is not only a five- meet the classification criteria.
year plan document, but also a control framework that ensures
that ongoing implementation is always in line with long-term This taxonomy and green financing approach is reinforced
goals. Through this approach, Bank Mega strives to balance by structured climate risk management. Bank Mega has
profitability goals with the generation of long-term value for developed a Climate Risk Stress Testing (CRST) methodology
society and the environment, while contributing to Indonesia’s for three main types of risk, namely operational risk, credit risk,
transition to Net Zero Emissions by 2060. and securities risk. For operational risk, the Bank maps assets
in areas with high risk of flooding and fire based on Indonesian
In the area of green financing, Bank Mega is strengthening Disaster Risk Index (IRBI) maps, projects potential losses, and
its loan disbursement process to sectors and projects that calculates additional insurance costs and compensation for
are included in the Sustainable Business Activities Category. affected employees. For credit risk, stress tests are conducted
As of December 31, 2025, the Bank’s sustainable financing on the entire credit portfolio using scenarios of transition to
covers various categories, ranging from renewable energy, Net Zero Emissions Indonesia 2060 and long-term physical
energy efficiency, management of biological resources and risks to estimate the impact on NPL ratios, Allowance for
land, environmentally friendly transportation, products that Impairment Losses (CKPN), interest income, capital, and credit
reduce resource consumption and generate less pollution RWA. These findings are used as the basis to determine sector
(eco-efficient), environmentally conscious buildings, business exposure limits, risk price adjustments, and engagement
activities and/or other environmentally conscious initiatives, strategies with high-emission debtors. Meanwhile, securities
as well as financing for MSMEs, with a total recorded risk is tested through CRST to assess the impact of global
amount of Rp21.9 trillion. The bank aims to achieve at least climate policy changes and market dynamics on Fair Value
5% annual growth in the disbursement of funds that meet Through Profit and Loss and Fair Value Other Comprehensive
sustainable finance criteria, as part of its efforts to strengthen Income instruments.
the composition of its loan portfolio, which is increasingly
Sustainability Report 2025 PT Bank Mega Tbk 5
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Sustainability
Strategi About Directors’ Sustainability
Keberlanjutan
Strategy Bank Mega Explanation Governance
This taxonomic approach and green financing are reinforced
by structured climate risk management. Bank Mega has
developed a Climate Risk Stress Testing (CRST) methodology
for three main types of risk, namely operational risk, credit
risk, and securities risk.
In terms of emissions management, Bank Mega not only
measures operational emissions covering Scope 1 and Scope
2 at its Head Office and entire branch network, but also began
estimating emissions originating from its financing portfolio as
part of financed emissions (Scope 3). In 2025, Bank Mega’s
total operational emissions were recorded at 6,391.59 tons of
CO₂e, a decrease compared to 2024, which was 6,975.93 tons of
CO₂e. This decrease reflects the Company’s efforts to improve
energy efficiency and strengthen resource consumption
management across its entire operational network.
In addition, Bank Mega has also begun to develop a methodology In line with this, the Bank’s sustainability strategy encompasses
to estimate emissions from its credit portfolio as part of its operational efficiency through digitalization process,
financed emissions measurement, in order to obtain a more reduction of paper usage, optimization of office network,
comprehensive picture of the carbon footprint associated with mitigation of environmental, social, and governance risks, and
its financing activities. This information serves as one of the implementation of TJSL programs through Mega Peduli and
bases for Bank Mega in setting efficiency indicators and future Mega Berbagi, with a realized growth target of at least 2.5%
environmental management measures, including targets for per year.
gradually reducing electricity consumption and efforts to
reduce the use of paper in its operational activities. From a governance perspective, all of these strategies are aligned
with the vision, mission, and goals of the Sustainable Finance
Bank Mega’s sustainability strategy is also reflected in product Action Plan, which emphasizes economic stability, financial
development and fund raising. Mega Berbagi Savings is inclusion, and social responsibility. The long-term targets listed
positioned as a retail product that connects third-party funds in the RAKB Long-Term Plan table, including sustainable credit
with social and educational programs, with a target of more growth, sustainable fund growth, energy efficiency indicators,
than 10% annual fund growth. Through account opening and CRST test results, are monitored through regular reporting
invitations, digital campaigns via Instagram, Facebook, email to the Board of Directors, relevant committees, and the OJK.
blasts and M-Smile push notifications, as well as sustainability With this approach, Bank Mega’s sustainability strategy not only
education, the Bank encourages customer participation in serves as regulatory compliance, but also forms the foundation
funding social and educational activities, while strengthening for green financing and integrated climate risk management,
the Bank’s ESG image in the retail segment. which strengthens the resilience of the Bank’s business model
while making a real contribution to the transition to a low-
carbon economy in Indonesia.
6 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Sustainability Aspects
Performance Highlights
Net Interest Non-Interest Net Profit
Income Income or (Loss)
(Rp Trillion) (Rp Trillion) (Rp Trillion)
2025 2025 2025
4.93 2.79 3.36
2024 2024 2024
5.10 1.82 2.63
2023 2023 2023
5.53 2.29 3.51
Economic Aspect
Total Value of Products/
Percentage of Total Credit/ Services Classified under the
Financing for Sustainable Sustainable Business Activity
Business against Total Credit Credit Category
(%) (Rp Trillion)
2025 2025
33 21.92
2024 2024
43 27.51
2023 2023
38 24.90
Number of 2025 2025
Local Credit
Suppliers
(Vendor)
24 539 for MSMEs
(Rp Billion)
2024 2023 2024 2023
27 24 397 46
Sustainability Report 2025 PT Bank Mega Tbk 7
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Sustainability
Strategi About Directors’ Sustainability
Keberlanjutan
Strategy Bank Mega Explanation Governance
Environment Aspects
Biodiversity Preservation Water Paper
Planted Bamboo Seedlings Usage Waste
(Seedling) (m3) (Ton)
2025 2025 2025
100 173,366.17 13.26
2024 2024 2024
100 194,636.32 10.49
2023 2023 2023
100 212,513.94 15.05
*)
The calculation of paper waste comes
from the Setu Archive Warehouse
Generated Energy
Emissions Usage
(tCO₂) (GJ)
2025 2025
6,391.59 127,948.96
2024
2024
6,975.93 139,004.97
2023
2023
3,932.66* 78,425.59*
*There is a difference in the scope of data collection between 2024 and 2025; the 2023 data covers only the Head Office.
8 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Social Aspects
Percentage of Total
Female Employees Realization of CSR Funds Realization of CSR Funds
compared to Total Mega Berbagi Mega Peduli
Employees (%) (Rp billion) (Rp billion)
2025 2025 2025
53.26 6.30 0.13
2024 2024 2024
54.08 10.56 2.48
2023 2023 2023
54.31 7.72 3.09
Bank Mega consistently distributes social funds through the Mega Berbagi and Mega Peduli programs to support the
improvement of education, health, and welfare of communities around its office network. These initiatives include support for
educational facilities, teaching programs in remote areas, social assistance. In terms of financial literacy and inclusion, Bank
Mega conducts financial education through face-to-face activities and digital channels to improve public understanding of
banking products and services, consumer protection, and financial risks. These efforts encourage wiser and more responsible
financial behavior while expanding public access to formal banking services.
Sustainability Report 2025 PT Bank Mega Tbk 9
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Sustainability
Strategi About Directors’ Sustainability
Keberlanjutan
Strategy Bank Mega Explanation Governance
Awards
and Certifications
Infobank 500 Most Outstanding Women 2025 Katadata ESG Index Awards - Green Economy Winner
- Infobank (Mrs Indivara Erni) (Finance - Bank Sector) - Katadata
Stellar Workplace Award 2025 - Kontan Business & Investment
Media bersama GML Performance Consulting:
1. Stellar Workplace Recognition in Employee Commitment
2. 2025 Stellar Workplace Recognition in Employee Satisfaction
Indonesia Most Powerful Woman Awards 2025 - Indonesia Most WFIS 2025 Indonesia Award
Powerful Women 2025 in Improving Financial Inclusion through Marketing Leader of The Year
Digitalization and Strategic Collaboration - Indivara Erni - Deputy Tradepassglobal
President Director of PT Bank Mega Tbk
10 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Statement from the Board of Commisioners
Regarding Responsibility for the 2025 Sustainability Report of PT Bank Mega, Tbk
We, the members of the Board of Commissioners, hereby declare that all information in PT Bank Mega Tbk’s 2025
Sustainability Report has been fully disclosed and complies with applicable regulations. We take responsibility for the
accuracy of the contents of the Company’s Sustainability Report.
This statement is made truthfully.
Jakarta, March 2026
Chairul Tanjung
President Commissioner
Achjadi Ranuwisastra Lambock V. Nahattands Hizbullah
Independent Commissioner Independent Commissioner Independent Commissioner
Statement from the Board of Directors
Regarding Responsibility for the 2025 Sustainability Report of PT Bank Mega, Tbk
We, the undersigned, hereby declare that PT Bank Mega Tbk’s Sustainability Report for the fiscal year
2025 has been submitted in accordance with regulations, and we take full responsibility for the accuracy of
the contents of the Company’s Sustainability Report.
This statement is made truthfully.
Jakarta, March 2026
Kostaman Thayib
President Director
Indivara Erni Yuni Lastianto Madi Darmadi Lazuardi
Vice President Director Director of Compliance Director of Wholesale Banking
& Human Capital
Martin Mulwanto Y.B. Hariantono Heriwan Gazali
Director of Treasury Director of Operations Director of Retail Banking
& International Banking & Information Technology
Sustainability Report 2025 PT Bank Mega Tbk 11
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About Bank Mega
Page 13
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Profile
Company
Company Address & Contact Information [C.2][2-1]
Company Name Line of Business Year of Establishment
PT Bank Mega Tbk Banking Services 1969
Legal Basis Business License Social Media
Limited Liability Company, listed PT Bank Karman No. 32 dated April 15,
on the Indonesia Stock Exchange 1969 jo. Deed of Amendment No. 47 @bankmegaid
(stock code: MEGA) dated November 26, 1969 BankMegaID
@BankMegaID
Head Office Address General Bank License
Menara Bank Mega Decree of the Minister of Finance of the Bank Mega Indonesia
Jl. Kapten Tendean No. 12–14 A, Republic of Indonesia No. D.15.6.5.48
@bankmega
Jakarta 12790, Indonesia dated August 14, 1969
(+6221) 7917 5000 Foreign Exchange Bank License
(+6221) 7918 7100 Decree of the Senior Deputy Governor of
Bank Indonesia No. 3/1/KEP/DGS/2001
www.bankmega.com
dated January 31, 2001
corsec@bankmega.com
Trustee License
Decree of Bapepam LK No. 20/STTDWA/
PM/2000, dated August 2, 2000
Name of Shareholder
and Percentage of Share Ownership
58.02%
PT Mega Corpora
41.98%
Public
14 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Company Vision, Mission and
Sustainability Values [C.1]
Mission
To realize and sustain long-term relationships with
customers through innovative banking services, synergistic
Vision ecosystem, professional human resources, and exceptional
organizational performance, all aimed at delivering
To become a source significant added value to stakeholders.
of pride for the nation
Corporate
Values
Dynamic D
Open to change,
adaptive, agile
Entrepreneurship
Creating business opportunities
and continuous improvements
E
to achieve optimal company
performance
Trust
Upholding trust and maintaining
T
a professional attitude
Ethics
Attitudes and behaviors that uphold
E
relevant norms and values
Commitment
A strong will and determination to
C
consistently fulfill commitments in
order to deliver the best contributions
Synergy S
Collaborating to create a
substantially higher combined value
Sustainability Report 2025 PT Bank Mega Tbk 15
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Scale
of Business [C.3][2-7]
Total Employees
Male Female Total Permanent
Employees Employees Employees
(People) (People) (People)
2025 2025 2025
1,855 2,076 3,931
2024 2024 2024
2,010 2,406 4,416
2023 2023 2023
2,176 2,553 4,729
Financial Performance
Net Interest Net Total
Income Profit Liabilities
(Rp trillion) (Rp trillion) (Rp trillion)
2025 2025 2025
4.93 3.36 115.75
2024 2024 2024
5.10 2.63 113.73
2023 2023 2023
5.53 3.51 110.29
Total Total
Equity Assets
(Rp trillion) (Rp trillion)
2025 2025
25.08 140.83
2024 2024
21.18 134.92
2023 2023
21.76 132.05
16 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Operational
Area [C.3]
Bank Mega’s operational area was designed to bring banking services closer to
customers throughout Indonesia while supporting regional economic growth. Through Area
a network of 8 Regional Offices spread across various national growth centers, Bank as of December 31, 2025
Mega is present in strategic areas from Sumatra to Eastern Indonesia. This network 1. Medan: Sumatera, Bangka Belitung, and
is reinforced by its Head Office in Jakarta, 55 Branch Offices, and 300 Sub-Branch Kep. Riau, (except Aceh and Lampung)
Offices, which together ensure comprehensive services for the retail, commercial, and 2. Jakarta 1: DKI Jakarta (except South
corporate segments. Jakarta), Bekasi, Karawang
3. Jakarta 2: South Jakarta, Bogor, Depok,
Throughout the reporting period, Bank Mega continued to optimize its physical and Tangerang, Banten, Lampung
electronic networks to improve customer access and convenience. Office management 4. Bandung: Jawa Barat (except Bogor,
is carried out prudently, taking into account business needs and efficiency, while the Depok, Bekasi, and Karawang)
ATM network is strategically located to support community mobility and the retail 5. Semarang: Central Java and DI
ecosystem, which is one of Bank Mega’s strengths. Yogyakarta
6. Surabaya: East Java, NTB, NTT, Bali
Besides providing services, the regional office network also acts as a coordination 7. Makassar: Sulawesi, Maluku, Papua
hub for local business development, risk management, and the implementation of 8. Banjarmasin: Kalimantan
social responsibility programs in various regions. Thus, Bank Mega’s presence not only
expands financial inclusion but also provides social and economic added value to the
communities around its operational areas.
Total Bank Mega’s
ATM 2025
463
Bank Mega’s Offices and ATM Networks
Description 2025 2024 2023
Head Offices 1 1 1
Regional Offices 8 8 8
Branch Offices 55 55 55 Total Offices
Sub-Branch Offices 300 306 312 2025
364
Functional Offices 0 2 3
Total Offices 364 372 379
Bank Mega’s ATMs 463 528 582
Sustainability Report 2025 PT Bank Mega Tbk 17
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Products and Services,
as well as Business Activities [C.4][2-6]
Bank Mega provides a wide range of banking products and
services for both individual and institutional customers, from
daily transaction needs to more complex business financing.
The Bank’s service portfolio includes savings products, loans,
trade finance, international transactions, treasury, and various
card-based and electronic transaction solutions such as Mega
Pass, M-Money, and safe deposit box services. All of these
services are designed to support an integrated retail and
corporate ecosystem.
Throughout 2025, the Bank strengthened its sustainability
agenda through innovations in payment systems and
digital services that are increasingly inclusive, efficient, and
responsible, in order to provide customers with a faster, safer,
and more relevant transaction experience. Various initiatives
such as the development of QRIS-based services, the
strengthening of contactless transaction capabilities (NFC),
and the refinement of features on the M-Smile application
demonstrate the Bank’s commitment to creating long-term
value while strengthening stakeholder trust.
On the other hand, Bank Mega is strengthening its cybersecurity
infrastructure and educating customers on secure transactions.
Thus, the increase in transaction volume and value throughout
2025 is expected to be in line with consumer protection efforts
and support sustainable business growth.
Detailed information related
to products and services
can be accessed via the
Company’s website:
• https://bankmega.com/
id/personal/simpanan-
individual/
• https://bankmega. com/id/
bisnis/simpanan-bisnis/
2025 Annual Report
• https://bankmega.com/id/
tentang-kami/hubungan-
investor-new/
18 PT Bank Mega Tbk Sustainability Report 2025
Page 19
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Banking Transaction Services
Transaction Services
Type of Services Unit 2025 2024 2023
Mega ATM Customers 53,987 87,673 111,642
Values (Rp billion) 1,526 1,951 2,358
Mega Pass Number of Cards 229,455 216,032 228,918
Values (Rp billion) 347,6 460 411,0
Internet Banking Customers 20,152 21,585 23,101
Values (Rp billion) 52,937 56,044 47,982
Mobile Banking Customers 1,163,197 971,531 784,118
Values (Rp billion) 78,154 49,908 36,339
Uang Elektronik Number of Cards (million) 4.2 4.2 4.8
Values (Rp billion) 0.08 0.4 0.7
Safe Deposit Box Box 7,886 7,331 7,690
Values (Rp billion) 5.6 5.3 5.5
Quantity of Saving Products
2025 367,980 2025 104.13
2024 356,358 2024 91.68
2023 332,136 2023 89.45
Customers (People) Values (Rp trillion)
Treasury
Products/Services Unit 2025 2024 2023
Foreign Exchange Transactions Customers (people) 6,170 5,286 5,053
(Today, Tom & Spot)
Transaction frequency 32,739 28,633 30,667
Transaction volume (Rp billion) 71,502 74,674 52,727
Derivative Transactions Customers (people) 2,116 822 89
(Forward, DNDF, Swap, Option
Transaction frequency 19,129 10,931 7,297
& IRS)
Transaction volume (Rp billion) 603,646 386,188 289,076
Money Market Transactions Customers (people) 77 71 74
Transaction frequency 5,250 4,701 3,518
Transaction volume (Rp billion) 956,544 735,963 485,867
Bonds Trading Transactions Customers (people) 2,138 1,793 5,670
Transaction frequency 11,688 6,212 13,589
Transaction volume (Rp billion) 204,150 85,260 104,431
Total Customers (people) 10,501 7,972 10,886
Transaction frequency 68,806 50,477 55,071
Transaction volume (Rp billion) 1,835,841 1,282,085 932,101
Sustainability Report 2025 PT Bank Mega Tbk 19
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Innovation in Products, Services, and Activities Realized in 2025
Throughout 2025, the Bank strengthened its Products/Services/
No. Description
sustainability agenda through the transformation Activities
of payment systems that are increasingly inclusive, 1 APMK-Contactless 1. The Bank has realized the launch of
efficient, and responsible, by introducing innovations Debit Card Contactless Debit Card on September 9, 2025
that not only meet customer needs but also encourage 2. The Bank has reported the realization to
more orderly and secure transaction practices. The Regulators on September 2025
realization of the APMK Contactless Debit Card, 2 QRIS Cross Border 1. The Bank has realized the QRIS CrossBorded
Gen Z Credit Card (BLIV), and the development of [Jepang] Japan service on August 18, 2025
2. The Bank has reported the realization to
M-Smile with the Mega Ultima Shield protection Regulators on August 2025
feature (iOS) are part of the strategy to expand
3 Development of 1. The Bank has realized the MUS service on
access to modern financial services that are more M-Smile service November 10, 2025
relevant to the digital segment, while strengthening with Insurance – 2. The Bank has reported the realization to OJK
customer trust through a service experience that is Mega Ultima Shield on November 2025
increasingly simple, fast, and secure. M-Smile feature
4 APMK-Gen Z Credit 1. The Bank has realized BLIV Credit Card
On the payment ecosystem side, the implementation Card (BLIV) product on December 16, 2025
2. The Bank has reported the realization to
of QRIS Tap (NFC) and QRIS Tap In Tap Out (NFC)
Regulators on December 2025
confirms the Bank’s contribution in accelerating the
5 QRIS Tap (NFC) 1. The Bank has realized the launch of QRIS Tap
shift towards more practical and secure cashless
Transaction Feature (NFC) service on March 14, 2025
transactions, including for mobility needs such as 2. The Bank has reported the realization to
public transportation and parking services. The Regulators on March 2025
expansion of capabilities through QRIS Cross Border 6 QRIS Tap In Tap Out 1. The Bank has realized the launch of QRIS Tap
Japan also opens up broader benefits for customers (NFC) Transaction in Tap Out (NFC) service on October 30, 2025
in conducting transactions abroad comfortably, Feature 2. The Bank has reported the realization to
with real-time exchange rate transparency through Regulators on November 2025
a managed settlement mechanism. All of these 7 LPD – Tap To Pay 1. The Bank has realized QRIS Tap In Tap Out
initiatives demonstrate that the Bank’s innovations (NFC) Transaction service on July 12, 2025
Collaboration 2. The Bank has reported the realization to
are aimed at creating long-term value, with adaptive Regulators on July 2025
governance through periodic evaluations of service 3. The bank is currently reevaluating its
sustainability, The bank is also developing a system Tap to Pay service through Garmin Pay
for the credit process with a maximum credit limit of smartwatches
Rp. 25 billion, specifically a credit process workflow
application. Currently, the system development is
in the piloting/testing phase. It is expected to be
implemented in Q2 2026. With this system in place,
the bank hopes to reduce the use of paper and
minimize physical movement in the credit process
workflow.
20 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Membership
in Association [C.5][2-28]
Name of Organization and Role of Bank Mega as a Member
Forum Komunikasi Direktur Ikatan Bankir Indonesia (IBI) Lembaga Alternatif Asosiasi Emiten Indonesia
Operasional Perbankan Penyelesaian Sengketa Sektor (AEI)
(FKDOP) Jasa Keuangan (LAPS-SJK)
Perhimpunan Bank Umum Association Cambiste Forum Komunikasi Direktur Asosiasi Kartu Kredit Indonesia
Nasional (Perbanas) Internationale Financial Kepatuhan Perbankan (FKDKP) (AKKI)
Markets Association (ACI FMA)
Indonesia
Himpunan Pedagang Surat Asosiasi Pasar Uang dan Valuta Asing Asosiasi Sistem Pembayaran International Chamber of
Utang Negara (HIMDASUN) Indonesia (APUVINDO) Indonesia (ASPI) Commerce (ICC)
Significant Changes
Changes to Issuers and Public Companies [C.6]
Throughout 2025, Bank Mega underwent significant changes, Annual General Meeting of Shareholders (AGM) held on
in the form of adjustments to its office network through March 27, 2025, the shareholders approved the resignation
the closure of 6 Sub-Branch Offices, namely KCP Manado of the Company’s Deputy President Director, Ms. Lay Diza
Transmart Kawanua, KCP Medan Cirebon, KCP Pontianak Larentie, the resignation of the Company’s Director, Mr.
Transmart, KCP Bogor Transmart Yasmin, KCP Palembang Guntur C Yudianto, and the appointment of Mr. Heriwan
Transmart, and KCP Jember Transmart, as well as 2 Functional Gazali as a member of the Company’s Board of Directors,
Offices, namely KF Medan and KF Jakarta. This policy is part which was effective as of August 13, 2025, in accordance with
of a sustainable transformation strategy implemented to the Company’s letter No. 101/COAF/25.
ensure operational effectiveness, improve service quality, and
support the principles of economic, social, and environmental Subsequent events
sustainability. The honorable dismissal of Mr. Yuni Lastianto as Director
overseeing the Compliance Function, which will be proposed
The adjustment of the office network was carried out by at the Annual General Meeting of Shareholders to be held on
considering the development of customer needs, changes in March 31, 2026. This change has been submitted and recorded
service behavior towards digital channels, and optimization in the Financial Services Authority’s supervisory records
of the utilization of company resources. The entire process in accordance with OJK letter number S-97/PB.32/2026
was carried out in a planned and gradual manner while still dated March 17, 2026. The termination of Ms. Indivara Erni’s
paying attention to the interests of stakeholders, including position as Deputy President Director in connection with her
employees, customers, and regulators. assignment to PT Mega Corpora. This termination of office
will take effect after the Director appointed to oversee the
In addition, during 2025, there will be adjustments to the Compliance Function at the Annual General Meeting of
organizational structure as stipulated in Decree No. SK.037/ Shareholders to be held on March 31, 2026, receives approval
DIRBM/25 dated July 31, 2025, concerning the Organizational of the Fitness and Propriety Assessment from the Financial
Structure of PT Bank Mega Tbk. There has been a change Services Authority.
in the composition of the Board of Directors: Based on the
Sustainability Report 2025 PT Bank Mega Tbk 21
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Board of Directors
Statement [D.1]
Kostaman Thayib
President Director
22 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
The year 2025 will be a momentum for
Bank Mega to strengthen its sustainability
practices. Bank Mega increasingly
emphasizes that the quality of disclosure,
data consistency, and impact measurability
are increasingly important elements, in line
with the rising expectations of regulators
and stakeholders.
Dear Shareholders and Stakeholders, Policies to Respond to Challenges in
Amidst the dynamics of the global economy and the
Fulfilling Sustainability Strategies
acceleration of transformation in the financial services
Response to Sustainable Finance Issues
industry, Bank Mega views sustainability not merely as a
Bank Mega’s business activities are carried out based on
reporting obligation, but as a foundation for ensuring business
sustainability principles that are integrated into the Company’s
resilience, increasing trust, and ensuring the Bank’s relevance
vision and mission. These principles are consistently applied in
in responding to the evolving needs of society. For Bank Mega,
policies, business processes, and work culture throughout the
sustainability is how the Bank builds long-term value through a
organization.
balance between economic performance, social responsibility,
and environmental awareness, which is in line with Bank
In 2025, Bank Mega will continue to strengthen its digital
Mega’s vision of “Becoming the Pride of the Nation.”
transformation, improve operational efficiency, and optimize
service quality to create a banking experience that is
As a form of this commitment, Bank Mega continues to
increasingly customer-oriented. Compliance with applicable
strengthen the implementation of Sustainable Finance in an
regulations remains the main foundation of all business
integrated manner with the national agenda and regulatory
activities.
policies, including the implementation of POJK 51/2017,
strengthening governance practices, and developing a financing
The Bank strengthens its sustainability agenda through
portfolio that is increasingly in line with Environmental, Social,
innovations in payment systems and digital services that
and Governance (ESG) principles. This strategic direction has
are increasingly inclusive, efficient, and responsible, in order
been consistently outlined in the 2025 Sustainable Finance
to provide a faster, safer, and more relevant transaction
Action Plan (RAKB), so that all of the Bank’s sustainability
experience for customers. Various initiatives such as the
targets are aligned and integrated with measurable business
development of QRIS-based services, the strengthening of
strategy controls.
contactless transaction capabilities (NFC), and the refinement
of features on the M-Smile application demonstrate the Bank’s
commitment to creating long-term value while strengthening
customer trust.
Sustainability Report 2025 PT Bank Mega Tbk 23
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
As environmental and social risks become increasingly Challenges in Implementing Sustainable Finance
complex, including climate change risks, Bank Mega considers Bank Mega recognizes that implementing sustainable finance
it important to strengthen borrowers’ understanding of principles in the banking sector faces various challenges,
sustainability aspects. In response, Bank Mega continues including regulatory developments, the dynamics of climate
to integrate sustainable finance principles into its lending change issues, and the need to integrate sustainability
processes, including through the development of a portfolio aspects into overall business strategies and processes. In
that is aligned with green finance principles. This approach addition, increasing disclosure requirements and quality,
is implemented comprehensively to ensure that lending not as well as terminology alignment and impact narrative
only complies with prudential principles but also supports reinforcement, are also important considerations. To that
sustainable finance practices. end, Bank Mega continues to strengthen its internal capacity,
encourage innovation, and enhance collaboration with various
Bank Mega regularly evaluates the LST performance of its stakeholders in order to respond to these challenges while
borrowers as part of strengthening its sustainability risk creating long-term value.
management. Bank Mega has also conducted climate change
risk mapping and simulation through Climate Risk Management Externally, the rapid development of digital technology,
& Scenario Analysis (CRMS) and Climate Risk Stress Test including the use of artificial intelligence (AI), presents
(CRST). The integration of LST risk into business strategies and both opportunities and challenges for the banking industry,
product development continues to be strengthened as part of particularly in maintaining the security and protection
the Bank’s efforts to implement sustainable finance principles. of customer data. In sustainable finance, reliable data
management and a robust information security system
On the other hand, Bank Mega also continues to encourage are important elements in strengthening governance and
digital service innovation as part of its efforts to improve the maintaining customer trust. Therefore, Bank Mega continues
efficiency and quality of services to customers. One of the to strengthen its information security system and customer
innovations developed is the Tap to Pay feature, which provides data management and protection as part of its commitment to
a contactless payment method through virtual credit cards on implementing responsible and sustainable banking practices.
Android devices. Throughout 2025, this feature will contribute
positively to M-Smile’s performance while strengthening the
Implementation of Sustainable Finance
use of digital services for customers.
Commitment to Sustainable Finance Sustainability Performance Achievements Compared to
Bank Mega is committed to actively supporting the Sustainable Targets
Finance program established by the Government through the
Financial Services Authority (OJK). Through RAKB, the Bank Environmental Management Performance
strives to promote inclusive and stable economic growth, In 2025, Bank Mega implemented various programs to support
while driving the national economy by maintaining harmony the management of the environmental impact of its operational
between economic, social, and environmental aspects. activities. Energy efficiency and paper reduction initiatives
continued to be carried out across the entire office network.
In addition, Bank Mega continues to strengthen its commitment Emissions calculations were expanded compared to the previous
to promoting financial literacy and inclusion as part of its year. Total operational emissions from Scope 1, which includes
efforts to expand public access to formal financial services. consumption of fuel oil, HVS paper, and newsprint, and Scope 2,
Through various financial education activities conducted which includes consumption of electricity, tap water, and use of
face-to-face and through digital channels, Bank Mega strives online taxis, amounted to 6,391.59 tons of CO₂e.
to increase public understanding of banking products and
services, consumer protection, and financial risk management. The development of digital services has become one of Bank
These efforts are expected to encourage the public to be more Mega’s strategies in supporting operational efficiency while
prudent in managing their finances while expanding the use of reducing environmental impact, particularly through the
banking services by various segments of society. reduction of paper usage. The opening of savings accounts has
been actively carried out through digital channels since 2021.
The bank is also committed to supporting Indonesia’s transition By the end of 2025, account openings through the M-Smile
to Net Zero Emission (NZE) 2060, in line with national application reached 119,193 accounts, while the implementation
commitments and the global sustainability agenda. of e-statements for credit cards has covered 947.71 accounts out
of 1.02 million accounts. This digital initiative has contributed
to promoting more efficient operations and supporting more
environmentally friendly banking practices.
24 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
The implementation of various digital programs at Bank Mega Sustainable Economic and Financial Performance
has contributed to the efficient use of paper while supporting In 2025, Bank Mega showed solid performance amid changing
efforts to reduce carbon emissions. As a result of digitalization, economic conditions, posting a net profit (Profit After Tax)
Bank Mega has succeeded in reducing paper usage by 12.11 of Rp3.36 trillion, a 28% increase compared to the previous
million sheets, an increase of 8.42% compared to 11.17 million period of Rp2.63 trillion, and interest income of Rp10.20 trillion.
sheets in 2024, which is estimated to reduce tree felling by Meanwhile, Sustainable Business Activity Category (KKUB)
around 1,055 trees, an increase of 8.87% compared to 969 trees loans were recorded at Rp21.92 trillion. Bank Mega continues
in the previous year. This reduction in tree felling contributes to expand its credit support in the KKUB sector as part of its
to carbon absorption of 14.84 tons of CO₂ and potential efforts to encourage the realization of environmentally friendly
oxygen production of around 463.66 tons of O₂. In addition, projects and achieve its sustainability targets.
the reduction in paper usage also contributes to a reduction
in emissions of 52.48 tons of CO₂, resulting in a total potential Corporate Governance
reduction in emissions of 67.29 tons of CO₂. In terms of corporate governance, Bank Mega’s sustainability
strategy not only serves to comply with regulations, but also
In support of the energy transition towards a low-carbon forms the foundation for achieving RAKB’s vision, mission,
economy, Bank Mega operates five (5) Public Electric Vehicle and objectives, which emphasize economic stability, financial
Charging Stations (SPKLU) with ultra-fast charging facilities at inclusion, and social responsibility.
the Bank Mega Tower. The provision of this infrastructure is
part of the Bank’s contribution to supporting the development The Bank has conducted an assessment of the implementation
of a low-emission mobility ecosystem and encouraging the use of Good Corporate Governance (GCG) using a self-assessment
of more environmentally friendly transportation. method involving the Board of Commissioners, Board of
Directors, and Executive Officers. The Bank is committed to
Employees and Community implementing the best governance practices and continuously
Bank Mega is committed to developing excellent human improving and refining GCG to ensure healthy, transparent,
resources as the foundation for providing optimal service and ethical business continuity.
to customers. Throughout 2025, various training and
development programs were implemented on an ongoing basis During this reporting period, Bank Mega received recognition
to improve the competence, professionalism, and capabilities for its consistency in aligning corporate governance with
of employees in facing the dynamics of the banking industry. sustainability principles applicable in the financial sector.
This commitment is reflected in the achievement of two This was evidenced by the Green Economy Winner (Finance
Stellar Workplace Awards 2025 organized by Kontan Business - Bank Sector) award at the Katadata ESG Index Awards. This
& Investment Media, namely the 2025 Stellar Workplace award is a form of external recognition of the Bank’s efforts
Recognition in Employee Commitment and the 2025 Stellar in monitoring and reporting its Environmental, Social, and
Workplace Recognition in Employee Satisfaction, in recognition Governance (ESG) performance transparently to stakeholders.
of the Bank’s efforts to build a positive work environment that
supports employee engagement and satisfaction.
Strategy for Achieving Targets
In implementing its Social and Environmental Responsibility
Sustainability Risk Management (Economic, Environmental,
(TJSL), the Bank runs the Mega Berbagi and Mega Peduli
Social)
programs, while also supporting financial literacy and inclusion.
Bank Mega continues to develop a risk management framework
In 2025, the Mega Peduli program cost Rp 134 million, while
that covers ESG aspects, including climate change risk. This
donations from Mega Berbagi Savings amounted to Rp 6.30
framework forms the basis for designing short- and long-
billion to improve the capacity of educators, strengthen student
term strategic directions, as well as setting specific targets
literacy in remote areas, and build and renovate educational
related to climate risk management and green financing.
facilities in various regions. This initiative reflects Bank Mega’s
Risk management is carried out through the identification,
commitment to creating sustainable social impact, in line with
evaluation, and mitigation of potential impacts that may affect
its efforts to support inclusive growth and the welfare of the
the Bank’s operational performance, portfolio quality, and
Indonesian people.
reputation.
Sustainability Report 2025 PT Bank Mega Tbk 25
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
In line with regulatory developments, Bank Mega implements Utilizing Opportunities and Business Prospects
the Climate Risk Management & Scenario Analysis (CRMS) Bank Mega sees growth opportunities in the increasing demand
methodology and conducts climate risk mapping in priority for financial services that are more responsible, transparent,
sectors. This mapping is complemented by policies, procedures, and future-oriented. This strategy is realized through the
and methodologies to measure, monitor, and control risks in an strengthening of a sustainable financing portfolio that goes
integrated manner within business processes. hand in hand with the acceleration of operational efficiency.
Through this approach, Bank Mega has enhanced its internal By optimizing cooperation with various business partners
capabilities to face business competition and take advantage under the auspices of CT Corp and other business partners,
of LST-oriented financing opportunities. This sustainability risk and supported by services across its entire office network,
management strategy supports the achievement of the Bank’s comprehensive digitalization innovation, and good product
strategic targets, ensures a healthy portfolio, and strengthens and governance development, Bank Mega is committed to
the Bank’s contribution to sustainable development and creating more effective business processes and delivering
energy transition in Indonesia. tangible impact, as well as providing strategic opportunities to
strengthen the Bank’s readiness in developing a more focused
External Situations that Could Affect Sustainability Bank and taxonomy-based portfolio.
Mega also pays attention to various external dynamics that
could affect business performance and the implementation of Closing
sustainability strategies. The impact of climate change, such We express our highest appreciation to all stakeholders,
as the increasing frequency of extreme weather and natural including regulators, customers, shareholders, business
disasters, has the potential to affect economic activity and the partners, and all Bank Mega employees who have contributed
risk profile of the sectors financed by the Bank. In addition, the to this journey of sustainability.
increasing public preference for more environmentally friendly
products and services, as well as the development of global Going forward, Bank Mega will continue to strengthen the
sustainability standards and practices, have encouraged the consistent and impactful implementation of Sustainable
Bank to continue to adjust its business approach. In response Finance, while maintaining a balance between business
to these dynamics, Bank Mega continues to strengthen its risk expansion, risk management discipline, and the creation of
management and take advantage of opportunities that are tangible benefits for society and the environment. With this
in line with sustainable finance principles, while increasing spirit, we hope that this 2025 Sustainability Report can reflect
its adaptive capacity through product and service innovation Bank Mega’s accountability and commitment to building a
and governance strengthening to maintain business resilience more inclusive, responsible, and sustainable future.
amid ongoing changes.
Jakarta, March 2026
On behalf of the Board of Directors,
Kostaman Thayib
President Director
26 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Sustainability
Governance
Sustainability Governance
Structure [2–9] [2–10] [2–11] [2–12] [2–13] [2–14] KEY ORGANS
[2–15] [2–18] [2–20] [2–21]
General Meeting of Shareholders
Bank Mega’s governance structure was established
based on the Limited Liability Company Law and the Board of Commissioners
Articles of Association of PT Bank Mega Tbk, which
stipulate that the General Meeting of Shareholders Board of Directors
(GMS), the Board of Commissioners, and the Board
of Directors are the main organs responsible for
strategic decision-making, supervisory functions,
and operational management of the Bank. These
SUPPORTING ORGANS
three organs are supported by various supporting
organs that ensure the effective implementation
of governance principles, namely the Board of Board of Commissioners Committee Board of Directors Committee
Commissioners Committee, the Board of Directors
Committee, Internal Audit, Compliance, Risk
Internal Risk
Management, Anti-Money Laundering & Counter- Compliance
Audit Management
Terrorism Financing (AML–CTF), Fraud Banking,
and Corporate Affairs. All of these governance
mechanisms are implemented in accordance with Anti Money Corporate Fraud
POJK No. 17/2023 and SEOJK No. 14/SEOJK.03/2025, Laundering Affairs Banking
ensuring that Bank Mega’s GCG practices are in line
with regulatory standards and prudent principles.
Board Diversity and Independence [G-01]
Male Female Independent Party
Board of Commissioners 4 0 3
Board of Directors 6 1 7
Sustainability Report 2025 PT Bank Mega Tbk 27
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Sustainability About Directors’ Sustainability
Sustainability
Strategy Bank Mega Explanation Performance
Governance
Integration of Sustainability
to the Bank’s Governance [E.1]
Person in Charge of Sustainable Finance Implementation
Through the Board of Directors’ Decree No.071/DIRBM/25 dated October 14, 2025, concerning the Implementation of Sustainable
Finance, Bank Mega affirms its commitment to integrating sustainability principles into all business processes, risk management, and
strategic decision-making. This policy ensures that environmental, social, and governance (ESG) aspects are consistently applied
in every line of the Bank’s operations, thereby creating a balance between short-term economic value and long-term sustainability
for all stakeholders.
The preparation and implementation of the Sustainable Finance Action Plan (RAKB) is stipulated as an integral part of the Bank’s
Business Plan. Through the RAKB, the Board of Directors demonstrates its commitment to supporting the government’s sustainable
finance agenda, including the transition to Net Zero Emissions Indonesia by 2060. In line with this, the Bank has formed a Sustainable
Finance Team as stated in Board of Directors Decree SK. 103/DIRBM/24 dated September 26, 2024, which includes appointing work
units responsible for implementing sustainable finance.
Furthermore, the structure responsible for climate risk oversight is currently carried out by the Risk Management Work Unit. Climate
Risk Management and Scenario Analysis (CRMS) is guided by the Banking Climate Risk Management & Scenario Analysis (CRMS)
Guidelines and POJK No. 17 of 2023 concerning the Implementation of Governance for Commercial Banks, which requires banks
to integrate the main aspects of climate risk management (Governance, Strategy, Risk Management, and Metrics and Targets) into
the Bank’s risk management framework, so that climate risks can be identified, measured, mitigated, and monitored through a
structured and documented process.
The following are policies to support the implementation of sustainable finance
a. Anti-fraud strategy policy (including anti-corruption and anti-bribery management systems).
b. Anti-Money Laundering, Counter-Terrorism Financing, and Counter-Proliferation Financing (AML, CTF, and CPF) policies.
The Company regulations govern:
• Policies related to sexual harassment and/or non-discrimination.
• Policies on employee rights and obligations.
• Social Security and Employee Welfare, including occupational health and safety policies.
• Policies on child labor and/or forced labor.
• Policies on performance appraisal of the Board of Directors and Board of Commissioners.
• Policies on training for the Board of Directors, Board of Commissioners, and employees.
• Integrity Commitment Guidelines and Anti-Fraud Declaration (including Code of Conduct).
• Policies on fair treatment of shareholders.
• Policies on Affiliated Transactions, Conflicts of Interest Transactions, and Material Transactions (including policies on
conflicts of interest for the Board of Directors and Board of Commissioners).
28 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
The Role of the Board of Directors and Board of Commissioners Other supporting units such as Corporate Affairs, Financial
in Sustainable Finance and Climate Risk [E.1] Control, Human Capital, Compliance & GCG, Credit Risk
1. Ensuring that sustainability strategies are aligned with the Management, Credit Business, Process Management & Internal
Bank’s business strategies, including the integration of Control, Procurement & General Services, Centralized Credit
social, environmental, and climate risk management into the Operations, Business Performance Management & Analytics,
risk management framework and strategic decision-making, Treasury & International Banking Business Support, Treasury
by forming a sustainability team. & Financial Institution, and IT Infrastructure Services &
2. Establishing and approving policies and procedures that Operations also contribute according to their respective
support the implementation of sustainability and sustainable functions, starting from data support, process enhancement,
finance. risk management, to digital infrastructure development to
3. Reviewing and approving the Sustainable Finance Action support RAKB implementation.
Plan (SFAP) and ensuring consistent implementation
of the SFAP after obtaining approval from the Board of In the context of climate risk management as regulated in CRMS,
Commissioners. the Risk Management Work Unit (SKMR) is the main developer
4. Evaluating sustainability and sustainable finance of Climate Risk Scenario Testing (CRST). Through related
performance on a regular basis, including reviewing the units (Credit Risk Management, Market & Liquidity Integrated
results of climate risk measurements submitted through Risk Management, and Operational Risk Management), SKMR
Risk Management Committee Meetings and the Climate coordinates the collection of macroeconomic and emissions
Risk Management & Scenario Analysis (CRMS) reporting data, develops stress testing methodologies for transition
mechanism. and physical risks, and analyzes their impact on NPL, PD, LGD,
5. Ensuring the implementation of effective governance CKPN (Allowance for Impairmnet Losses), interest income,
through the three lines of defense principle, so that social RWA, liquidity, and capital. The results of this analysis form the
and environmental risk management can be carried out basis for the Board of Directors’ decision-making and provide
accurately, comprehensively, and in support of the Bank’s input for the Sustainable Finance Team in refining the RAKB
business sustainability. and the KKUB’s future portfolio strategy.
6. Encouraging continuous improvement of organizational
capacity so that the Bank is able to respond to developments With this collaborative structure, Bank Mega ensures that the
in social, environmental, and climate risks in an adaptive implementation of sustainable finance is not only a compliance
and sustainable manner through the remuneration and initiative, but an integral part of risk management, business
nomination committee strategy, and efforts to create long-term value for stakeholders.
Throughout 2025, the Board of Commissioners will fully carry
out its supervisory functions, including analyzing, providing
input, and approving the 2026 Sustainable Finance Action Plan
(RAKB) and the realization of the 2025 RAKB to be submitted
RAKB 2026
to the OJK.
Bank Mega’s RAKB 2026 is an annual action plan within the
Role of the Sustainable Finance Team [E.1] five-year framework of RAKB 2024–2028. This document
In order to ensure effective coordination, Bank Mega has translates POJK 51/2017 requirements into more operational
established a Sustainable Finance Team through Decree No. targets and programs, covering sustainable portfolio
053/DIRBM/19, which was amended through Decree No. 103/ development, emissions measurement, energy efficiency,
DIRBM/24. This team is responsible for preparing the RAKB, climate risk stress testing, and strengthening of the Social
preparing Sustainability Reports, coordinating sustainability and Environmental Responsibility (TJSL) program. RAKB
activity plans, and reporting sustainability performance 2026 also serves as a link between the Bank’s business
periodically to the Director of Compliance & Human Capital strategy, the implementation of the Indonesian Taxonomy
and subsequently to the President Director. for Sustainable Finance (TKBI) pilot project, and the Climate
Risk Management & Scenario Analysis (CRMS) agenda
The Sustainable Finance Team is responsible for consolidating required by the OJK.
the contributions of all units involved, including Strategic &
Business Development as the Chair of Sustainable Finance. The
important roles of the Sustainability Team include preparing
the RAKB, communicating with the OJK, shareholders, and all
lines of the organization, preparing internal capacity building
plans, and planning activities that support the development of
sustainable financial products and portfolios as well as TJSL
activities.
Sustainability Report 2025 PT Bank Mega Tbk 29
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Sustainability About Directors’ Sustainability
Sustainability
Strategy Bank Mega Explanation Performance
Governance
KKUB Portfolio and TKBI Integration Bank Mega’s Participation in the Pilot
As of December 31, 2025, Bank Mega’s sustainable credit
portfolio was Rp21.9 trillion, covering the categories of Project for the Indonesian Taxonomy
renewable energy, energy efficiency, management of biological for Sustainable Finance (TKBI)
resources and land, environmentally friendly transportation,
products that reduce resource consumption and generate
As part of its commitment to strengthening sustainable
less pollution (eco-efficient), environmentally sustainable
finance, Bank Mega participated in the pilot project for the
buildings, business activities and/or other environmentally
Indonesian Sustainable Finance Taxonomy (TKBI) organized
sustainable initiatives, and financing for SMEs. The 2026 RAKB
by the OJK. Position report as of September 2025, the Bank
continues its growth by targeting a 5% increase over 2025’s
conducts an assessment of business activities for at least 20%
achievements, while strengthening the application of TKBI for
of non-MSME debtors, 10% of SME-Medium debtors, and 10%
the Energy, Construction & Real Estate (C&RE), Transportation
of consumer debtors from four priority sectors, namely Energy,
and Storage, and Agriculture, Forestry and Other Land Uses
Construction & Real Estate (C&RE), Transportation & Storage
(AFOLU) sectors as part of the integration of sustainable
(TS), and Agriculture, Forestry and Other Land Uses (AFOLU).
classification in the Bank’s credit process.
Based on RAKB 2026 data as of September 30, 2025,
Management of Emissions, Energy Efficiency, and
the results of classification by sector provide an initial
Digitalization
overview of the Bank’s portfolio structure based on national
The 2026 RAKB reaffirms Bank Mega’s ongoing commitment
taxonomy standards. In the energy sector, the majority of
to measuring and managing carbon emissions, covering Scope
debtors have not yet met the classification (18 debtors;
1 and 2 from operations and Scope 3 from the credit portfolio.
IDR 3.83 trillion). In the C&RE sector, the portfolio shows
Emissions calculations up to September 2025 show a significant
a combination of categories, ranging from non-compliant,
reduction in operational emissions compared to December
transitional, to green (42 debtors; IDR 4.18 trillion). The
2024. To maintain this momentum, the Bank is targeting a
transportation and warehousing sector recorded one green
minimum of 2% efficiency in electricity consumption across
debtor with a significant outstanding amount of around IDR
its entire office network, accompanied by the acceleration of
3.33 trillion, while the AFOLU sector recorded one green
process digitalization such as credit workflow and increased
debtor with an outstanding amount of IDR 561 billion. This
use of M-Smile and e-channels to reduce paper usage. This
distribution shows that most of the portfolio is in the early
approach not only supports emissions control but also
stages of transformation, but there are opportunities for
improves overall operational efficiency.
classification improvement through transition assistance
and strengthening of green financing criteria.
For indirect emissions originating from the credit portfolio
(Scope 3 Financed Emissions), Bank Mega implements a tiered
The findings in the TKBI pilot project serve as a strategic
approach in accordance with OJK CRMS guidelines. Data
reference for Bank Mega in mapping priority areas for de-
collection is carried out through four methods: requesting
risking, sustainable portfolio development, and aligning credit
information/data directly from debtors through questionnaires
processes with national taxonomy standards. These results also
(tier 1), emission data from companies’ public reports (tier 2),
strengthen the integration between RAKB, sustainable financial
calculations based on activity data using carbon calculators
product development, and CRMS implementation, enabling the
(tier 3), and proxies for similar companies that already have
Bank to strengthen its role in supporting Indonesia’s economic
emission data (tier 4). For the motor vehicle Joint Financing
transition towards a low-carbon economy.
portfolio, the Bank uses a special approach based on the
average mileage of vehicles converted into emissions, resulting
Climate Risk Stress Testing and Strengthening Climate Risk
in a more precise estimate of financed emissions.
Management
In line with the OJK’s CRMS, RAKB 2026 requires the
TJSL and Sustainable Fundraising Products
implementation of climate risk stress testing for operational
The RAKB 2026 strengthens the synergy between sustainable
risk, credit risk, and securities market risk. For credit risk, testing
finance, TJSL, and Bank products. Mega Peduli is targeted to
is conducted on 100% of the portfolio using a combination of
increase by 2.5% to Rp30.75 million to support social and health
individual analysis (for large debtors) and a portfolio approach
activities, while Mega Berbagi is targeted to increase by 43.6%
(for joint financing and consumer credit debtors) to measure
to Rp7.66 billion to support the Bank’s three social pillars:
the impact of physical and transition risks on NPL, PD, LGD,
education (main focus), disaster/community empowerment,
CKPN (Allowance for Impairment Losses), interest income,
and health. Through this scheme, Bank Mega continues its
RWA, and capital. As for operational risk, stress testing
commitment to making a real impact through the construction
is conducted on the Bank’s physical assets (buildings) by
and renovation of schools, the deployment of young volunteer
calculating potential losses for each asset located in areas
teachers, and the provision of basic necessities to communities
with high climate risk (floods and fires), assuming that climate
surrounding the Bank’s offices.
risks occur simultaneously in those areas over a one-year
observation period.
30 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Integration of Climate Risk Management through the Three Lines of Defense
Bank Mega integrates sustainable finance and climate risk into its governance and risk management framework, with reference
to POJK 51/2017 and POJK 17/2023. This integration is implemented through the application of a CRMS framework that covers
governance, strategy, risk management, metrics, and targets; and is reinforced by a three lines of defense mechanism that ensures
the risk management process is comprehensive, consistent, and effective. The application of the three lines of defense at Bank
Mega:
The first line consists of business The second line is carried out by The third line, which is internal
and operational units that interact the Risk Management, Compliance, audit, ensures that all processes
directly with customers and Bank and Sustainable Finance Team. run effectively and in accordance
assets. This function is responsible This function develops CRST with regulations. This function
for implementing sustainable finance methodologies, integrates conducts independent assessments
principles in the origination and macroeconomic data, debtor of the adequacy of policies, internal
monitoring processes, including emissions, and internal risk data, and controls, data quality, and the
credit classification for KKUB, assesses the impact of transition effectiveness of the implementation
collection of debtor emission and and physical risks on credit, liquidity, of the three lines of defense in climate
transition information, and provision market, and operational risk risk management. Recommendations
of collateral location data for physical parameters. In addition, the second from the third line are submitted to
risk mapping such as floods or fires. line coordinates the preparation the Board of Directors and Board
The quality of data in the first line of the RAKB, the measurement of Commissioners to strengthen
is the foundation for climate risk of Scope 1, 2, and 3 emissions, the reliability of processes and
analysis at the Bank level. and the reporting of sustainability ensure that climate risk integration
performance and climate risk to Bank is comprehensive, accurate, and
Management. Findings from CRST sustainable.
and emissions inventories are used
to strengthen lending policies and
guide the development of the KKUB
portfolio.
Implementation of Climate Risk Scenario Testing (CRST) [201-
2][FS11] For physical risk, CRST analysis is applied to credit portfolios,
impact of climate change on credit, market, liquidity, and third-party funds, and operations by utilizing national disaster
operational risks. The analysis is conducted individually for large risk data sourced from the National Disaster Management
debtors and through a portfolio analysis for joint financing and Agency (BNPB) to identify collateral and operational areas
consumer credit segments. In this process, the Bank integrates located in flood and fire-prone locations, enabling the Bank
various variables affected by transition risks, such as energy to estimate the impact on collateral value, loss given default,
prices, carbon prices, macroeconomic conditions, and debtor operational losses, and reserve requirements.
emission data, to assess the debtor’s ability to maintain financial
performance and long-term solvency. The CRST results are then incorporated into the Bank’s capital
projections to ensure that the risk profile remains within the
The CRST results show that in stricter transition scenarios, established tolerance limits. This process provides an analytical
including the Net Zero Emission Indonesia 2060 scenario, a basis for management to evaluate the Bank’s resilience to
number of sectors have the potential to experience pressure climate risk and adjust risk management policies and practices,
due to increased energy and carbon costs, which will impact enabling the Bank to continue to improve its preparedness for
the decline in debtor repayment ability. This is reflected in the climate risk dynamics and maintain value for stakeholders.
potential increase in credit risk and the need for higher reserves.
Nevertheless, the Bank’s capital capacity remains strong, with
With regard to market risk, CRST is used to assess the impact the lowest projected capital adequacy ratio (CAR) reaching
of transition risk on the fair value of government and corporate 15.88% in 2040 under the Net Zero 2060 scenario, which is
securities through changes in interest rates and credit spreads. still above the internal threshold. This condition reflects the
This analysis focuses on potential changes in the value of the Bank’s capital resilience in facing climate change and serves as
investment portfolio and market risk capital requirements. In an important foundation for future risk management strategy
terms of liquidity risk, the Bank reassesses the strength of liquid adjustments.
assets and cash flows by incorporating assumptions about third-
party fund behavior based on the level of disaster risk in each
region, resulting in a more conservative estimate of the liquidity
ratio in stressful situations.
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Risk Assessment on the Implementation of Sustainable Finance [E.3][2-25][FS2][FS9]
Bank Mega integrates Environmental, Social, and Governance (ESG) risks, including climate risks (physical and transition risks), into
an integrated risk management framework that is aligned with International Financial Reporting Standards (IFRS) and International
Sustainability Standards Board (ISSB) principles and OJK CRMS provisions. This integration ensures that ESG aspects are considered
since the business planning stage, the preparation of the Sustainable Finance Action Plan, to the measurement of its impact on
asset quality, profitability, and capital through Climate Risk Stress Testing (CRST).
In its lending activities, Bank Mega has implemented risk management procedures related to sustainable finance, including:
01
ESG Risk Identification
In the early stages of the credit process, business units and analysts identify the business activities of debtors that are exposed to
environmental, social, and governance issues. For example, the potential for social and environmental damage from the business
activities of debtors, such as large-scale land use, high-emission industrial activities, or business locations/collateral located in
disaster-prone areas based on the Indonesian Disaster Risk Index.
In addition, the sustainable financial analysis contained in the Credit Analysis Memorandum covers compliance with environmental
regulations such as Environmental Impact Analysis (AMDAL), Environmental Management and Monitoring Efforts (UKL-UPL),
and the Company Performance Rating Program (PROPER), sustainability certifications such as Indonesian Sustainable Palm Oil
(ISPO), Roundtable on Sustainable Palm Oil (RSPO), or Timber Legality Verification System (SVLK), labor practices, community
relations, as well as governance and legal compliance aspects. This analysis assesses how the debtor’s business activities comply
with sustainable finance principles and criteria, prioritize efforts to use natural resources efficiently and effectively in a sustainable
manner, prevent/limit/reduce/repair environmental damage and social inequality, or provide solutions for communities facing
the impacts of climate change.
02 03 04
ESG Risk Measurement Monitoring of ESG Risk ESG Risk Control
Based on the identification results, After the loan is disbursed, Control of LST risk is carried
the Bank assesses the materiality monitoring is carried out out by setting credit limits per
of physical risks such as floods periodically through Call Reports, economic sector to manage
and fires to the location of the financial statement analysis, field credit portfolio concentration,
business or debtor collateral, as visits, collateral adequacy, and including in sectors with high
well as transition risks such as licensing document updates. potential LST impact, having
regulatory changes, carbon tax Monitoring of LST risks is also and periodically updating
implementation, and technological carried out using key instruments policies that regulate the need
shifts to the debtor’s financial such as social and environmental for sustainable financial analysis
performance and ability to pay. reports, including Sustainability and LST-related documents that
Changes in collateral value and/or Reports (SR), and compliance must be fulfilled by debtors, as
the debtor’s ability to pay will affect with social and environmental well as establishing covenants
credit risk parameters in the form management standards such as related to compliance with
of adjustments to the probability of AMDAL and/or UKL/UPL. If a governance aspects.
default, loss rates, and the Bank’s decline in LST performance or a
Non-Performing Loan (NPL) ratio, disaster event that impacts the
profitability parameters influenced assets is found, it is reported to the
by credit interest income, and Risk Management Unit to assess its
capital parameters in the form impact on asset quality, the need
of changes in capital and Risk- to establish a Allowance for Losses
Weighted Assets (RWA) for credit. on Decreased Value (CKPN), and
further mitigation measures.
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Meanwhile, the operational risk management process related For market risks related to Environmental, Social, and
to sustainable finance are as follows: Governance (ESG), the following measures are taken:
1. The identification of operational risks at CRST refers to 1. The Bank identifies the types of securities exposed to
the OJK CRMS Guidebook. For transition risks related climate change risks.
to operational risks, data on the plan to replace the 2. The data sources and data collection methods used in the
operational vehicles of directors and commissioners Climate Risk Stress Test for Transition Risk in Market Risk
with electric vehicles and replace the lights in the Bank’s refer to the guidelines and secondary data provided by the
regional offices and branches with LED lights is used. OJK in Books 3, 4, and 5 of the OJK CRMS 2025 Guidelines.
Meanwhile, for physical risks to operational risks, data on 3. For transition risk, the Bank uses macroeconomic
the mapping of Bank assets located in areas with high flood projection data (Benchmark Interest Rate) in each
and/or fire risks based on IRBI, historical data on flood and scenario in accordance with Book 4 of the OJK 2025 CRMS
fire disaster losses, inflation data, data on insurance costs Macroeconomic Data.
for Bank buildings that are highly susceptible to floods/ 4. The Bank projects changes in the value of securities based
fires, and historical data on assistance costs for employees on assumptions of changes in the benchmark interest rate or
affected by natural disasters such as floods and/or fires are other macroeconomic assumptions based on the Network
used. for Greening the Financial System (NGFS) data scenario,
2. The data collection and calculation methodology for which results in changes in the yield on Government and
transition risk refers to Book 2 of the CRMS Technical Corporate Securities, thereby also causing changes in the
Guidelines. Regarding transition risk, the Bank can market price of these securities when marked-to-market.
use planning data taken as a policy to support the This then results in unrealized gains/losses on the Available
implementation of Net Zero Emission, including replacing for Sale (AFS) securities portfolio, which ultimately affects
the operational vehicles of directors and commissioners the bank’s capital.
with electric vehicles and replacing lights in the Bank’s 5. Furthermore, the calculation of Market Risk ATMR also uses
regional offices and branches with LED lights. a standard approach, which is the sum of three components,
3. As for physical risks, the Bank groups the locations of namely the calculation of capital requirements using
its assets based on the Indonesian Disaster Vulnerability the sensitivity-based method, the calculation of capital
Index (IRBI) mapping from BNPB. Regarding areas where requirements for default risk capital (DRC), and the residual
disaster data based on specific types of floods and/or fires risk add-on (RRAO).
is not available, the Bank uses a general disaster index • The Sensitivity-Based Method for the General Interest
value issued by IRBI (not specific to floods and fires). Rate Risk (GIRR) Risk Class is assumed to refer to the
After assets are mapped based on disaster vulnerability macroeconomic scenario in NGFS, namely changes
areas, the Bank calculates the losses incurred (not covered in the benchmark interest rate that will change the
by insurance) using historical data on the costs of losses dimensions of the risk-free rate curve. Meanwhile, the
caused by natural disasters (floods and fires). tenor dimension is assumed to remain unchanged even
4. For stress conditions, the Bank uses the highest historical though CRST is carried out for the long term and the
loss data approach. For fire risks that do not have historical maturity period of securities refers to the point in time
loss data, the Bank uses insurance premium payment data when CRST implementation is carried out (n-1).
from all Bank asset locations mapped in areas with high fire • Credit Spread Risk (CSR) risk class is non-securitized,
risk. To project losses, the Bank uses inflation data based where the securities instruments taken into account
on BUKU 4 Macroeconomic Data Guidelines. Regarding are Government and Corporate Securities that are not
assistance costs for employees affected by natural disasters in a securitization position. This risk class assumes a
(floods and/or fires), the Bank uses employee assistance change in asset quality from Investment Grade (IG)
cost data (historical data), and for stress conditions, data (any bucket) to High Yield (HY) & Non-Rated (bucket
from the year with the highest costs is used. according to sector) and High Yield (HY) & Non-Rated
to Other Sectors, resulting in an adjustment to the risk
weight.
• Calculation of Capital Expenses for Default Risk Capital
(DRC) or jump to default (JTD) risk, where the Bank
projects the market value of securities based on
predetermined climate scenario assumptions.
• Credit Valuation Adjustment (CVA) assumes a change
in the credit quality of the counterparty due to the
impact of climate risk. As with the assumption of a
change in the credit spread risk class bucket, the Bank
assumes a change in asset quality from IG to High Yield
(HY) & Non-Rated (bucket according to sector).
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Meanwhile, for liquidity risk, the risk management process b. Physical risk stress testing for liquidity risk
is carried out through stress testing on transition risk and 1. Meanwhile, physical risk stress testing for liquidity risk
physical risk, as follows : related to climate risk is calculated based on the cash
a. Stress testing of transition risk on liquidity risk outflow component, particularly in the third-party
1. In conducting stress testing of transition risk for liquidity fund portfolio. The data source used refers to the data
risk related to Climate Risk, calculations are performed presented in Book 5 of the OJK 2025 CRMS Technical
on two components of the Liquidity Coverage Ratio Guidelines, namely CRMS Disaster Data.
(LCR), namely the High Quality Liquid Assets (HQLA) • Indonesian Disaster Risk Index (IRBI)
component and the Cash Inflow component. For the • Indonesian Disaster Information Data (DIBI)
HQLA component, particularly the securities portfolio, 2. Banks use BNPB data to obtain the run-off rate under
macroeconomic data (Reference Interest Rate) from stress conditions, namely IRBI and DIBI for each disaster
Book 4 of the OJK CRMS 2025 Macroeconomic Data (floods and fires). Regarding areas where disaster data
is used. Meanwhile, for the Cash Inflow component is not available, the Bank uses data from the average of
in the credit portfolio (credit installments), the data the relevant provinces in the same year, or it can also
source used is in accordance with the credit portfolio use the average for all of Indonesia in the same year.
calculation data in the credit risk section. Disaster data in each region is then classified into three
2. Based on the OJK CRMS 2025 Technical Guidelines in risk levels, namely high risk with a risk weight of 100%,
Book 2, the Bank maps the amount of HQLA that may medium risk with a risk weight of 50%, and low risk with
be affected by transition risk. The scope of liquidity risk a weight of 0%. The classification is determined using
for HQLA focuses on government securities portfolios percentiles to obtain scores for the range between risk
(Level 1) and non-financial corporate securities (Levels levels. This classification is applied to IRBI and DIBI
2A and 2B). The Bank uses market values in accordance data in each region, ultimately forming the risk weight
with the assumptions used in Market Risk calculations of each region, which is used in calculating the LCR
(V.1.b), using RBB. run-off rate in the stress scenario.
3. In addition, for cash inflows related to the credit
portfolio (credit installments), the assumption used All scenarios and calculations on credit, operational, market,
is that there is a disruption in the debtor’s repayment and liquidity risks will be comprehensively compiled in the
capacity influenced by transition risk, which causes Climate Risk Management & Scenario Analysis (CRMS) Report.
an increase in debtor defaults and has an impact on a This report will undergo a thorough review process and be
decrease in credit installment cash inflows. discussed at a Risk Management Committee (RMC) meeting,
which will involve the Board of Directors and other relevant
parties. Following evaluation and approval, the results of the
analysis and the CRMS report will be submitted to the Financial
Services Authority (OJK). Although this reporting is not yet
routine, the CRMS report will be submitted at least once a
year to ensure that Bank Mega’s climate risk and sustainability
management remains in line with regulatory guidelines. This
report is an integral part of the transparency and accountability
of risk management related to climate risk at Bank Mega.
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ESG Assessment Criteria and Debtor Obligations
To ensure that ESG risks are managed comprehensively and in line with IFRS/ISSB principles, Bank Mega implements an ESG
assessment that focuses not only on document completeness but also on the quality of the debtor’s sustainability practices. This
assessment is an important part of the sustainable finance analysis in the Credit Analysis Memorandum (MAK) and influences credit
decisions, financing structures, covenants, and monitoring intensity.
Environmental Aspect Social Aspects
In environmental aspects, the Bank Social aspects are assessed to understand the
evaluates not only the existence of extent to which the debtor’s activities may have a
mandatory documents, but also the social impact or pose a risk to business continuity.
effectiveness of their implementation. The scope of the assessment includes:
The assessment includes:
• Employment practices
• AMDAL or UKL-UPL
Compliance with labor standards, prohibition of child
Assessing the adequacy of environmental
labor and forced labor, anti-discrimination policies, and
impact identification documents, the status
implementation of occupational health and safety.
of approval/ratification by authorities,
• Relations with the community
and the implementation of environmental
The evaluation includes the debtor’s efforts to mitigate social
monitoring and management along with
impacts in accordance with the situation and conditions in
its follow-up. Findings from government
the region, social development programs, and records of
inspections are also taken into consideration.
social conflicts or community resistance that could potentially
• PROPER Performance
disrupt the debtor’s operations and cash flow.
Corporate debtors are required to have a
Gold/Green/Blue rating. PROPER rating
Examples of social conflicts that may arise include land
trends (e.g., improvement to Green/Gold
acquisition/eviction/resettlement for business activities, the
or decline from Blue to Red) are assessed
impact of business on livelihoods and surrounding indigenous
to understand potential operational risks,
communities, and business locations that intersect with/are
sanctions, or business disruptions.
close to cultural heritage sites.
• Sustainability Licensing and Certification
a. Groundwater Extraction Permit (SIPA)
b. ISPO and/or RSPO for the plantation and
palm oil industry sectors
c. Timber Legality Verification System
(SVLK), for the forestry and timber Governance Aspects
industry sectors A comprehensive governance assessment is
d. Other documents related to the impact conducted to ensure the debtor’s integrity,
of business on the environment in managerial capacity, and legal compliance. The
accordance with applicable sectoral main focus includes:
regulations
• Legality and basic compliance
Verification is carried out to ensure that business activities
are neither prohibited by the Bank nor illegal in Indonesia.
This verification includes the validity and completeness of
business documents such as the Deed of Establishment and
its amendments, proof of registration/approval from the
competent authorities, risk-based NIB and its attachments,
business licenses/standard certificates in accordance with
the debtor’s business risk classification, and compliance with
sector regulations.
• Ownership structure and beneficial ownership
An evaluation is conducted to identify hidden control risks,
conflicts of interest, or the legal track record of controlling
shareholders.
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Climate Risk Integration Based on the IFRS/ISSB Approach
Bank Mega integrates climate risk into its risk management 3. Liquidity Risk and Climate Scenario-Based LCR
and reporting framework by referring to the Climate Risk Projections
Management & Scenario Analysis (CRMS) Framework as the In liquidity risk, the Bank assesses the impact of transition
main instrument in assessing the level of climate risk exposure and physical risks on High Quality Liquid Assets (HQLA)
and its potential impact on the Bank’s credit portfolio, market components and cash inflows/outflows on the Liquidity
instruments, liquidity, and operational risk. Coverage Ratio (LCR). The value of HQLA is adjusted
1. Credit Risk and Implications on Asset Quality and Capital based on interest rate and yield projections, while
For credit risk, the Bank implements CRST on 100% of cash inflows are adjusted based on the decline in credit
its outstanding credit portfolio exposed to climate risk installments due to debtors entering NPL. Cash outflows
(excluding consumer credit for property ownership for are recalibrated based on the run-off rate of Third Party
transition risk) in accordance with OJK regulations and the Funds, taking into account the risk of disasters in customer
CRMS Guidebook. Major debtors are assessed individually, areas (IRBI and DIBI). The simulation results show that the
while joint financing portfolios and consumer credit are LCR ratio remains above 100% for the entire 2025–2027
analyzed on a portfolio basis using a regression model horizon, indicating the Bank’s liquidity resilience to climate
based on macroeconomic variables. shocks.
The Bank uses the NGFS Phase 5 scenarios (Net Zero 4. Operational Risk, Physical Losses, and Transition Costs
Emission Indonesia by 2060, Delayed Transition, and The Bank has mapped 376 building assets and facilities
Current Policies) with a short-term horizon (2025– based on disaster risk (IRBI) and combined them with
2027) and a long-term horizon (2030, 2040, 2050). historical data on flood and fire losses, insurance premiums,
Macroeconomic variables such as interest rates, inflation, and assistance costs for affected employees. Physical risk
energy prices, carbon prices, and GDP are combined with is analyzed by projecting asset damage and operational
debtor emission estimates (tiers 1–4) to project cash flows, disruptions in extreme weather scenarios, while transition
energy and carbon costs, and the Debt Service Coverage risk takes into account the costs of energy efficiency and
Ratio (DSCR). Debtors whose DSCR falls below 1 are internal decarbonization programs. The combination
assumed to deteriorate into NPLs. The impact is translated of physical and transition risks resulted in an estimated
into projections of PD, LGD, CKPN, interest income, credit operational loss of around Rp26.21 billion. These findings
RWA, and CAR ratios, so that the resilience of asset quality were used to evaluate the adequacy of capital buffers,
and capital to climate risk can be assessed quantitatively in insurance coverage, and infrastructure strengthening plans.
accordance with IFRS 9 and IFRS S2.
As of the end of 2025, Bank Mega has completed the CRMS
2. Market Risk and Its Impact on Fair Value and Capital and CRST 2025 cycles and submitted the results to the
In market risk, the Bank measures the impact of climate OJK. Greenhouse gas emissions measurements include the
scenarios on the fair value of government and corporate Bank’s operational emissions (scope 1 and 2) and financed
securities (FVPL and FVOCI categories) through emissions using a tier 1–4 approach.
adjustments to reference interest rates, yield curves, and
credit spreads. The sensitivities-based, Default Risk Capital The CRST results show that the 2050 Net Zero scenario on
(DRC), Residual Risk Add-On (RRAO), and Credit Valuation the 2040 horizon puts the greatest pressure on the Bank’s
Adjustment (CVA) approaches are used to calculate the asset quality and capital. Increases in energy costs, carbon
increased market risk capital requirement due to the taxes, and transition investment needs cause a decline
deterioration of credit quality in high-emission sectors. in debtor DSCR and drive an increase in PD, LGD, CKPN,
Changes in the fair value of financial instruments are then credit RWA, and a decline in interest income. This impact
recorded as unrealized gains/losses and integrated into causes a decline in the CAR ratio, although it is still above
RWA market and CAR calculations, so that the impact the minimum regulatory requirements and the Bank’s risk
of climate risk on the Bank’s capital can be disclosed tolerance. In terms of market risk, the fair value of securities
transparently. declines due to interest rate changes and the widening of
credit spreads in high-emission sectors. However, the LCR
Market risk management also includes ESG variables that ratio remains above 100%. On the physical risk side, IRBI
affect market sentiment and prices, such as changes in and DIBI mapping shows exposure concentration in areas
investor preferences for green instruments, shifts in energy prone to flooding and fires, which has the potential to
technology, and transition policies. In CRST, the Bank reduce collateral value and increase operational losses.
projects changes in the fair value of securities through
NGFS scenarios and measures their impact on interest
rate risk and credit spread risk. Exposure to high-emission
issuers is assumed to experience a widening of spreads,
which increases DRC and CVA. All projection results are
integrated with market ATMR to assess capital resilience.
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Operational Resilience in Facing Disasters
With rapid coordination and reliable governance, Bank Mega
ensures that operations continue and recovery can be carried out
effectively when a disaster occurs.
In managing operational risks related to disaster management, by the Procurement and General Services (PRGS) work unit,
the Board of Directors and Board of Commissioners play an and reporting on information technology disruptions carried
active role in ensuring Bank Mega’s readiness to maintain out by the IT Security work unit.
service continuity, especially at branches or operational points
affected by disasters. This role is carried out through the To ensure operational resilience in the face of disaster risks, the
supervisory and steering committee functions, including in Bank implements Business Continuity Management through
strategic decision-making related to operational transfers and intensive coordination between affected branches and the
monitoring the conditions of affected branches. The Board of BCM Steering Committee. Coordination includes mapping the
Directors is also directly involved in monitoring the branch impact of disasters, preparing reports to regulators (BI/OJK),
recovery process until operations return to normal, as well as and preparing recovery plans to accelerate the restoration of
ensuring that the safety and support of employees affected by operational facilities and infrastructure. Recovery measures
disasters remain a priority. are carried out in a practical and targeted manner, including
preparing fuel supplies for generators as an emergency
Currently, Bank Mega does not have a disaster risk management power source, ensuring the readiness of IT networks and
policy and framework that is specifically integrated with the infrastructure so that services such as ATMs and banking
ESG framework. However, the Bank has implemented clear systems can continue to be used, and opening limited service
mechanisms for reporting and escalating disaster incidents, hours in accordance with regulator directives. Under certain
both to top management and regulators. Internal reporting conditions, the Bank also increases security with the support
is carried out through the Business Continuity Management of the Indonesian National Armed Forces (TNI) and/or the
(BCM) group and Steering Committee in accordance with the Indonesian National Police (Polri) if necessary. As part of a
applicable call tree policy. Meanwhile, reporting to regulators is comprehensive response, the Bank also collects data and
carried out by the relevant work units in accordance with their distributes aid to employees affected by the disaster.
authority, for example, reporting on office closures submitted
Figure 2. Improvement of IT Infrastructure (Internet Network) Figure 3. ATM recovery
Figure 1. Bank Mega Branches Affected by the Disaster Figure 4. Addition of Security Units from the Indonesian National Armed Forces
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Relationship with Stakeholders [E.4] [2-29]
Bank Mega is committed to building open and constructive relationships with all stakeholders who are involved in the Company’s
sustainability. Thus, the Bank conducts stakeholder mapping to identify parties who have an influence on the Bank’s performance
or who are affected by its operational activities. This process ensures that each group receives attention and communication
approaches that are tailored to their needs.
Through this mapping, the Bank has identified key stakeholder groups such as investors and shareholders, customers, regulators,
employees, business partners/vendors, and the media. Each group has different information needs, therefore the Bank provides
various forms of engagement such as regular meetings, dialogue forums, satisfaction surveys, education, as well as digital
communication channels and complaint services. This approach is designed so that stakeholder input and expectations can be
received in a timely manner and followed up effectively.
The results of stakeholder engagement serve as valuable input in the formulation of sustainability strategies, service quality
improvement, and strengthening of the Bank’s governance. By actively involving stakeholders, Bank Mega ensures that the decisions
and policies taken are in line with their needs, while supporting the achievement of the Company’s long-term sustainability goals.
Means of Engagement and &
Stakeholders Significant Topic & Needs Bank Mega’s Response (2025)
Frequency
Investors & • Annual General Meeting of • Financial performance • Organizing GMS and public expose
Shareholders Shareholders (AGMS): once a • Sustainability performance • Transparency of financial & sustainability
year • Climate risk strategy & portfolio performance
• Extraordinary General Meeting • Submission of CRMS, stress testing, KKUB, and
of Shareholders (EGMS): as financed emissions
needed • Transparency of Information
• Quarterly Reports
• Annual & Sustainability Report
Customers • Daily banking activities • Quick & secure services • Providing 24-hour customer service
• Mega Call 24-hour service • Data privacy & safety • Developing digital service & data security
• Website, M-Smile application, • Solution to complaints • Satisfaction survey and improving service
social media • Financial literacy & inclusion quality
• Satisfaction survey: annual • Financial literacy & inclusion programs
Regulator • Submission of compliance report • Regulatory compliance • Reporting of CRSM, financed emissions, RAKB
• RAKB, CRSM, APU-PPT-PPPSPM • Risk governance (including • Submitting the results of risk analysis & stress
reports climate risk) testing
• Coordination meetings (OJK, • Consumer protection • Implementation of APU-PPT-PPPSPM & WBS
PPATK, BI) • Participation of PASTI/IASC Work Unit
• Presentation of the AGMS • Preparation of the Annual Report and
Report and Financial Statements Sustainability Report
Employees • Internal media & coordination • Industrial relationship • Competency trainings (anti fraud, APU-PPT,
meetings • Career & competency data security, climate risks)
• Trainings & e-learning development • Performance reward, promotion, rotation
• Whistleblowing system • Occupational health & safety • Providing whistleblowing channels
• Health & safety facility • Clarity of rights & obligations • Occupational health & safety programs
Business • Regular meetings & • Fair & transparent contract • Implementing transparent procurement
Partners/ communication • Timely payment processes
Vendors • Vendor’s code of conduct • Compliance with security • Socialization of vendor’s code of conduct
• Transparent procurement standards & ethics • Timely payment
process • Enhancing suppliers due dilligence
Media • Press release • Transparency of corporate • Timely & accurate disclosure of information
• Media briefing information • Publications related to innovation, sustainability,
• Disclosure of corporate • Access to product data, services and the Bank’s performance
information and corporate actions
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Issues in the Implementation
of Sustainable Finance [E.5]
Bank Mega realizes that the implementation of sustainable finance and climate risk management still faces various internal and
external challenges that affect the speed, depth, and consistency of its integration into business strategy and risk management.
These challenges are related to organizational readiness, data availability, and the maturity level of debtors in responding to the
sustainability agenda.
External Challenges External Efforts
In implementing sustainable finance, the Bank faces a number of To support the achievement of sustainable finance implementation
challenges arising from external dynamics. Global and domestic targets, the Bank continues to make various efforts focused
economic conditions, which are still affected by geopolitical on strengthening relationships with customers and debtors.
uncertainty, have prompted the Bank to conduct more selective In encouraging the growth of Mega Berbagi Savings by 10%
and prudent assessments of prospective debtors. compared to the previous year, the Bank optimized product
penetration to existing customers through campaign activities
On the funding side, competition for liquidity among banks and active communication on various digital channels such as
is increasingly fierce, mainly because customers tend to shift Instagram, Facebook, email blasts, WhatsApp blasts, and push
their funds to instruments with higher returns, such as deposits. notifications on the M-Smile application. In addition, the Bank
The decline in benchmark interest rates has also intensified also encourages the opening of new accounts through easy digital
competition among banks to attract third-party funds through services on the M-Smile application and conducts deepening and
various product offerings and more competitive interest rates. cross-selling programs through its sales force across its branch
office network.
In addition, challenges also arise in collecting emission data from
debtors. Some debtors still have limited awareness and capacity In supporting carbon emission measurement in the financing
to measure and report carbon emissions generated from their portfolio (Scope 3), The bank also enhances borrowers’ financial
business activities. This has an impact on the availability and literacy and education through Relationship Managers regarding
quality of data needed to support climate risk measurement and the importance of climate risk management, including the ability
the implementation of sustainable financing. to calculate and report carbon emissions from their business
operations. In addition, Bank Mega strengthens its engagement
Stakeholders’ expectations for transparency and quality of with borrowers through climate risk questionnaires that cover
sustainability disclosure are also increasing. In addition, the rapid progress in implementing sustainability principles and transition
development of digital technology, including the use of artificial readiness, and conducts regular monitoring of borrowers’
intelligence (AI), also presents new challenges for the banking sustainability performance to ensure it remains in line with the
industry, particularly in maintaining information security and bank’s requirements. To overcome the limitations of emissions
customer data protection. data still faced by some debtors, the Bank continues to refine
its proxy methodology approach by expanding its comparative
references from similar companies that already have verified
emissions data and using emission factors sourced from official
and credible references.
Internal Challenges
Internally, the implementation of finance is also related to operational processes and methodology development.
The use of paper is still necessary because some banking documents require printing and approval through wet signatures from
customers or debtors.
In terms of operational environmental management, energy efficiency efforts also face several obstacles, such as the use of electricity
in areas that are rarely used, suboptimal air conditioning temperature settings, and the need to strengthen the monitoring of the
implementation of electricity and water efficiency policies throughout the office network.
Understanding of sustainable finance, environmental, social, and governance (ESG) aspects, and the Climate Risk Management &
Scenario Analysis (CRMS) framework is not yet consistent across the three lines of defense among business units. The integration of
ESG risks, including climate risks into business strategies and overall risk management processes is also still in the process of being
strengthened; consequently, ESG based business decisions are not yet being implemented optimally across all units.
In developing CRST metrics, the Bank faces data and methodological limitations, including limited data on borrower emissions, disaster
risk maps, and long-term financial data that affect the accuracy of climate risk scenario analysis. Challenges also arise in projecting
the long-term impacts of transition risks through 2050, as well as in measuring risks in the Retail segment, which has a large number
of borrowers but limited data availability compared to the Corporate and Commercial segments. Additionally, the methodology for
calculating carbon emissions for loans in the real estate sector is still under review and development.
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Governance
Internal Efforts
Internally, the Bank has also taken various steps to strengthen the implementation of sustainability practices in its operations and risk
management. In its efforts to measure and manage operational carbon emissions (Scope 1 and Scope 2), the Bank continues to identify
and develop efficiency indicators from various operational aspects, including strengthening the implementation of efficiency policies in
the field and improving monitoring of the implementation of these policies across its entire office network. These steps are carried out
in a structured manner while taking into account operational needs and employee productivity so that the efficiency program can run
effectively without hampering the Bank’s business activities.
The bank continues to strengthen its capacity to conduct Climate Risk Stress Testing (CRST) as part of its efforts to enhance climate
change risk management in accordance with OJK guidelines, while also developing internal methodologies to ensure that measurement
results are increasingly relevant and accurate. These efforts include refining scenario analysis, utilizing macroeconomic and disaster risk
data, and developing measurement methods for physical and transition risks, including within the securities portfolio. Additionally, the
Bank is promoting the digitization of investment documents and the use of digital promotional media to reduce paper consumption.
In line with this, the Bank is increasing internal awareness and communication regarding sustainable finance through regular outreach
and the issuance of implementation guidelines (Circular Letters), as well as strengthening internal capacity through the development of
ESG-based policies, enhancing human resource competencies, and strengthening data management systems. The Bank also continues
to improve the quality of disclosures and align terminology in sustainability reporting, while strengthening information security and
customer data protection to maintain trust.
To support consistent implementation, the Bank is strengthening coordination through the Risk Management Unit and enhancing
human resource capabilities in understanding sustainable finance and the CRMS framework. Additionally, the Bank is developing a
portfolio-based approach to project the impact of climate risks on the Retail segment to ensure greater representativeness amid
limitations in individual borrower data.
Activities to Build
Sustainability Culture [F.1]
Bank Mega continues to build a culture of
sustainability in its daily activities. This culture is
not only written in policy, but also practiced by all
Mega employees in their work, decision-making,
and customer service. The Company’s values,
DETECS (Dynamic, Entrepreneurship, Trust,
Ethics, Commitment, and Synergy), serve as
the main guidelines in conducting business and
building good relationships between employees
and customers.
Through the application of DETECS, Bank Mega
encourages more ethical, socially responsible, and
environmentally conscious business practices.
This approach also helps improve work efficiency
and strengthen the Company’s long-term
competitiveness. This culture of sustainability
forms the basis for the implementation of the
Sustainable Finance Action Plan, which aims to
balance economic performance with social and
environmental impacts. Bank Mega believes
that a strong understanding of sustainability
will strengthen ESG risk management, improve
service quality, and maintain the trust of
regulators, investors, and the public.
40 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
To ensure that all employees understand these values and objectives, Bank Mega Socialization of DETECS
regularly socializes its corporate culture. Information and guidance are delivered via internal maganize
through various internal channels and programs such as MegaWeb and the NEIP
(New Employee Induction Program), accompanied by examples of the application of
DETECS in daily activities. Through this method, each employee can understand their
role in supporting the company’s sustainability.
Bank Mega also communicates sustainability messages through its internal
company magazine, PRIDE. Various sections such as the Director’s Message,
Editor’s Greeting, and thematic articles provide inspiration about sustainable
living, energy conservation, paper reduction, and social responsibility. This medium
is expected to encourage positive behavioral changes, both at the office and in
daily life.
The implementation of corporate culture at Bank Mega is reflected in daily work
practices through the consistent application of DETECS. The values of Dynamic
and Entrepreneurship are manifested through the use of digitalization, such as the
implementation of a paperless office, e-statements, and electronic work systems
that increase efficiency while reducing paper and energy consumption. The values
of Trust and Ethics are applied through the principles of prudence, compliance with
regulations, and responsible financing decisions, including selective support for
MSMEs that have a positive social impact. Meanwhile, the values of Commitment
and Synergy are reflected in the active involvement of employees in social and
environmental programs such as Mega Berbagi and Mega Peduli, which strengthen
internal collaboration and community awareness. Through the application of these
values, Bank Mega has ensured the establishment of a foundation of sustainability
culture that supports balanced and responsible long-term performance.
All of these efforts are coordinated by the Corporate Communication & Culture work
unit is supervised by the Corporate Affairs work unit through its role in maintaining
message consistency, developing campaigns, and presenting educational content
on sustainability. With an increasingly strong culture of sustainability, Bank Mega
is optimistic in its ability to continue to maintain the trust of its stakeholders while
achieving financial and non-financial performance in line with the principles of
sustainable development.
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Sustainability About Directors’ Sustainability
Sustainability
Strategy Bank Mega Explanation Performance
Governance
Corporate Support
for Anti-Corruption [205-1] [205-2] [205-3]
Bank Mega is firmly committed to preventing and eradicating The assessment process is carried out through a self-
corrupt practices through the implementation of Anti-Fraud assessment-based risk assessment methodology,
and Anti-Corruption policies that apply to all Bank personnel, supplemented by independent evaluations by the Risk
including the Board of Directors and Board of Commissioners. Management Work Unit, Compliance Unit, and Internal Audit
These policies emphasize that the Bank does not tolerate any Unit, in coordination with the relevant committees.
form of corruption, prohibited gratuities, abuse of authority,
conflicts of interest, or other deviant actions aimed at obtaining The assessment results are used to update the internal control
personal or collective gain. system and strengthen risk mitigation measures. Throughout
2025, there were no areas with high risk levels that had
This commitment is integrated into the Bank’s Anti-Fraud not been mitigated, and Internal Audit concluded that the
Strategy, which covers four main pillars, namely prevention, monitoring mechanism was functioning effectively.
detection, investigation and sanctions, as well as continuous
monitoring and evaluation. This strategy is part of the
Anti-Fraud and Anti-Corruption
implementation of Good Corporate Governance (GCG) in all of
the Bank’s operational activities. Training and Socialization [GRI 205-2]
Code of Conduct and Anti-Corruption Bank Mega continuously disseminates information and
provides training on anti-corruption policies to all employees
Policy [G-07] and relevant stakeholders. The dissemination and training
programs are carried out through various methods, including:
As part of an effort to strengthen its integrity culture, Bank • face-to-face training and internal classes,
Mega has developed and implemented a Code of Conduct, as • mandatory e-learning modules,
well as Anti-Corruption and Anti-Fraud Policy, which has been • integrity commitment guidelines, and
thoroughly disseminated and must be complied with by all • continuous development programs covering APU PPT and
employees and management. This policy is regulated by Decree PPPSPM, cyber security, personal data protection, and
No. SK.101/DIRBM/24 concerning Integrity Commitment collection ethics.
and Circular Letter No. SE.102/DIRBM/24 concerning the
Implementation of Anti-Fraud Strategy. Through these programs, all employees are equipped with an
understanding of the prohibitions and obligations in preventing
This policy regulates the prohibition of giving and receiving corruption, early indicators of fraud, and mechanisms for
gratuities, managing conflicts of interest, and reporting reporting violations either through their immediate superiors or
mechanisms of alleged violations through a Whistleblowing the Whistleblowing System. This reporting system is managed
System (WBS) that is managed independently and guarantees independently and provides protection for whistleblowers
the confidentiality of the whistleblower’s identity. from any form of intimidation or retaliation.
Corruption and Fraud Risk Assessment Risk Mitigation and Internal Control
As part of the implementation of this policy, Bank Mega As a follow-up to the risk assessment results, Bank Mega
regularly conducts comprehensive corruption and fraud implemented various mitigation measures and strengthened
risk assessments across all operational lines. In the 2025 internal controls, including:
reporting year, all or 100% of work units, participated in the • strengthening task segregation and limiting authority and
risk assessment process to identify vulnerable areas and assess authorization,
the adequacy of internal controls that have been implemented. • improving controls on credit and procurement processes,
• implementing layered monitoring on certain transactions,
The risk assessment covers critical areas, including: and
• the procurement of goods and services function, • improving the verification and validation process for
• the operational and customer service function, documents and supporting data.
• the credit and financing function, and
• the information technology and system security function. These measures are designed to ensure that risk prevention is
carried out preventively while supporting the effectiveness of
internal supervision.
42 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Cases and Handling of Alleged Anti-Fraud and Anti-Corruption Training and Socialization
[205-2]
Corruption [GRI 205-3]
Category 2025 2024 2023
Throughout 2025, Bank Mega did not face any legal cases or E-Learning Strategy Anti 7 261 4,407
sanctions related to alleged corruption. This condition reflects Fraud
the effectiveness of prevention policies, internal controls, and New Employee Induction 1,618 1,599 1,911
reporting mechanisms supported by a culture of integrity that Program (NEIP) – termasuk
continues to be strengthened throughout the organization. materi Anti Fraud
Training Off-House terkait 112 142 3
Any indication or allegation of corruption or fraud in the future Anti Fraud
will be followed up by Bank Mega in accordance with internal
Training In-House terkait Anti 1,457 5,292 287
provisions and applicable laws and regulations. The handling
Fraud
process includes an independent investigation by the Crime &
Total 3,194 7,294 6,608
Fraud Investigation Unit, adequate securing of evidence and
documentation, and the application of disciplinary sanctions
Socialization of Anti-Corruption Policies and Trainings to
in accordance with the level of violation.
Employees
In the event that the violation contains criminal elements, the
Description 2025 2024 2023
Bank will cooperate with law enforcement and regulators to
ensure that the legal process is conducted in a transparent and Board of Directors 1 8 1
accountable manner. In addition, the Bank will evaluate the Executive Officers 23 137 110
effectiveness of internal controls, update relevant procedures, Other Employees 2,570 7,149 6,497
and provide additional training to prevent similar incidents
Subtotal 2,594 7,294 6,608
from recurring in the future.
Partners / Outsourced 600 - -
Total 3,194 7,294 6,608
Sustainability Report 2025 PT Bank Mega Tbk 43
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Sustainability About Directors’ Sustainability
Sustainability
Strategy Bank Mega Explanation Performance
Governance
Sustainability
Performance
44 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
Sustainability Report 2025 PT Bank Mega Tbk 45
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Building an Inclusive and Sustainable
Financial Access
Economic Performance
Throughout 2025, Bank Mega’s net profit increased by 28% from Total assets grew by 4% to Rp140.83 trillion, with lending
the same period in the previous year. Profit Before Tax (PBT) increasing by 4% to Rp67.23 trillion and third-party funds rising
reached Rp4.16 trillion, an increase from Rp3.26 trillion in the by 14% to Rp104.13 trillion, in line with the growth in CASA
same period in the previous year. balances that strengthened the Bank’s funding structure.
Meanwhile, Profit After Tax (PAT) reached Rp3.36 trillion, an In terms of fundamentals and risk profile, Bank Mega maintained
increase of 28% from Rp2.63 trillion in the same period in the its financial ratios at healthy levels, as shown on page 48.
previous year. Management believes that these achievements reflect the
Bank’s capital resilience, maintained asset quality, and effective
Bank Mega’s profit was contributed by a 54% increase in Fee operational management amid challenging economic and
Based Income to Rp2.79 trillion from Rp1.82 trillion in the same banking industry conditions, while also serving as a foundation
period the previous year, and disciplined efficiency measures. for maintaining sustainable growth and profitability for all
stakeholders. [201-4]
Direct Economic Value Generated and Distributed (Rp billion) [201-1]
Description 2025 2024 2023
Direct Economic Value Generated
Interest Income 10,197.20 10,289.31 10,217.53
Other Operating Income 2,788.53 1,815.36 2,288.03
Other Comprehensive Income (Expenses) 4,946.56 1,884.18 3,958.58
Total Direct Economic Value Generated (A) 17,932.29 13,988.85 16,464.14
Direct Economic Value Distributed
Operating Expenses 5,268.59 5,189.57 4,685.39
Salary and Allowance for Employees and Directors 1,318.30 1,399.21 1,463.39
Dividend Payment 1,052.40 2,457.42 2,836.82
Payments to the Government (tax, retribution, etc.) 796.11 625.85 832.06
Corporate Social Responsibility (CSR) Expenses 6.37 13.40 10.82
Total Economic Value Distributed (B) 8,441.77 9,685.45 9,828.48
Total Retained Economic Value (A-B) 9,490.52 4,303.40 6,635.66
46 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Comparison of Production Target and Performance, Portfolio,
Financing Target, or Investment, Income and Profit/Loss [F.2]
Net Operating Income & Net Profit (Rp Trillion)
Description 2025 2024 2023
Net Operating Income – Target 3.46 3.36 5.52
Net Operating Income – Realized 4.04 3.23 4.33
Net Profit (Loss) - Target 2.81 2.73 4.46
Net Profit (Loss) - Realized 3.36 2.63 3.51
Financial Ratio (%)
Description 2025 2024 2023
Minimum Capital Adequacy Ratio (CAR) 30.49 25.77 26.17
Non-performing earning assets and non-productive assets to total productive assets and 1.55 2.07 1.58
non-productive assets
Non-performing earning assets to total earning assets 0.98 1.01 0.99
Allowance for impairment losses (CKPN) of financial assets to earning assets 0.68 0.60 0.56
NPL Gross 1.65 1.69 1.57
NPL Net 1.07 1.22 1.18
Return on Asset (ROA) 3.10 2.56 3.47
Return on Equity (ROE) 15.54 13.62 17.62
Net Interest Margin (NIM) 4.18 4.64 5.21
Rasio Efisiensi (BOPO) 69.12 73.61 65.60
Loan to Deposit Ratio (LDR) 64.48 70.34 74.03
Comparison of Target and Performance Portfolio, Financing Target, or Investment
on Financial Instruments or Sustainable Finance Projects [3-3] [F.3]
Bank Mega continues to integrate sustainable finance
principles into its intermediation activities and financing
portfolios across all business segments as part of its
support for the transition to a low-carbon economy
and inclusive growth. All fund distribution processes
are directed to be in line with the Sustainable Business
Activity Category (KKUB) as well as the taxonomy and
regulatory policies, so that the financing provided not
only encourages business growth, but also provides
positive social and environmental value.
Bank Mega has set a minimum annual growth target of
5% for portfolios that meet KKUB criteria. This target
is formulated in the Sustainable Finance Action Plan
(RAKB) and integrated directly into the Bank’s Business
Plan (RBB), thereby serving as a guideline for business
units in designing products, setting financing priorities,
and managing environmental and social risks. Monitoring
of target realization is carried out periodically through
risk management forums, business committees, and Bank
governance mechanisms, ensuring that there is room for
policy adjustments in the event of economic dynamics,
regulatory changes, or shifts in financing sector risks.
Sustainability Report 2025 PT Bank Mega Tbk 47
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Involvement of Local Parties in the track record and reputation, work experience, financial health,
operational capacity, and compliance with Bank Mega’s
Supply Chain sustainability and compliance policies.
Bank Mega considers supply chain management to be an The verification process of supplier credibility is carried out
important part in the implementation of sustainable business carefully and systematically. Bank Mega first identifies the
practices. To meet its operational goods and services needs, needs for goods or services and determines the specifications
Bank Mega prioritizes the use of local suppliers. Throughout and criteria required of suppliers. Thereafter, prospective
2025, all of these needs will be met by local suppliers, reaching suppliers are asked to complete legal documents, experience
a share of 100%, with a total of 24 vendors. This approach not references, and financial reports in both printed and digital
only strengthens the regional economy, but also shortens forms. Subsequently, Bank Mega visits the supplier’s location
the supply chain, thereby promoting efficiency and reducing to confirm the existence of the business, assess available
the carbon footprint. In addition, the geographical proximity facilities, verify the number and competence of employees,
to suppliers facilitates coordination, quality monitoring, and and review operational management with the Company’s
fulfillment of service needs across Bank Mega’s entire office responsible personnel. Through this series of processes, Bank
network. Mega strives to build long-term partnerships that are mutually
beneficial, transparent, and aligned with the Company’s
To ensure that each supplier meets the principles of prudence, sustainability principles.
integrity, and professionalism, Bank Mega implements
qualification standards as stipulated in Decree Number 078/ Total Suppliers [204-1]
DIRBM/24 dated July 25, 2024, concerning Vendor Qualification,
Year Local/National Suppliers International Suppliers
Verification, and Evaluation. This document serves as the
main guideline in the selection and management of partners. 2025 24 0
The implementation is carried out by the Procurement and 2024 27 0
General Services work unit, which are responsible for initial 2023 24 0
assessments, periodic performance evaluations, and vendor
Local Category: Vendors operating in Indonesia
list updates. The assessment criteria include company legality,
01 02 03 04 05
Identification of Goods/ Screening of Prospective Suppliers Visit to Prospective Decision Making
Services Requirements Prospective Suppliers’ Complete Legal Documents Suppliers’ Locations
Specifications & Criteria
48 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Sustainable
Financial Performance
In 2025, total financing that meets sustainable finance criteria was recorded at Rp21,915 billion, compared to Rp27,519 billion in 2024.
Despite this decline, the Company remains committed to providing sustainable financing in a selective and prudent manner, taking
into account asset quality, the sustainability of the projects being financed, and alignment with internal policies and regulatory
requirements.
Going forward, Bank Mega is committed to increasing the proportion and quality of its sustainable portfolio while continuing
to prioritize the principles of prudence and strong risk management. Priorities are directed towards expanding financing in
promising green and social sectors, increasing internal capacity in assessing environmental and social risks, and strengthening
reporting systems. With this approach, Bank Mega ensures that sustainable financial management not only produces solid portfolio
performance, but also makes a real contribution to sustainable economic development and national climate resilience.
Total Realization of Sustainable Finance Financing [F.3] [FS7] [FS8] [FS11]
Description 2025 2024
a. Funds Raising NoA Rp Billion NoA Rp Billion
17,204 535 19,381* 614
b. Funds Distribution CIF Rp Billion CIF Rp Billion
973 21,916 592 27,519
Total Productive Assets of Sustainable Business Activities (Rp) 21,916 27,519
a. Total Sustainable Business Financing Loans (Rp) 21,916 27,519
b. Total Non-Loan/Financing of Non-Sustainable Business Activities (Rp) 45,241 36,974
Percentage of total credit/financing of sustainable business activities to total bank 33% 43%
credit/financing (%)
Amount and quality of credit/financing by category of sustainable Rp Billion NPL (%) Rp Billion NPL (%)
business activities
Renewable energy 91 0.00 231 0.00
Energy Efficiency 1,439 0.00 1,002 0.00
Pollution Prevention and Control - 0.00 - 0.00
Sustainable Management of Natural Biodiversity and Land Use 4,436 0.00 5,184 0.00
Terrestrial and Aquatic Biodiversity Conservation - 0.00 - 0.00
Eco-friendly Transportation 606 0.00 603 0.00
Sustainable Water and Wastewater Management - 0.00 - 0.00
Climate Change Adaptation - 0.00 - 0.00
Products designed to minimize resource usage and reduce pollution (Eco-efficient) 1,408 0.00 2,339 0.00
Eco-friendly Buildings adhering to Nationally, Regionally, or Internationally 4,790 0.06 5,276 0.07*
recognized Standards or Certifications
Business Activities and/or Other Environmentally Sound Activities 8,607 0.02 12,487 0.03*
MSMEs Activities 539 0.01 397 0.00
*There is a restatement of data for 2024 in connection with improvements to the calculation method.
Lending per Segment [FS6] [FS7]
2025 2024 2023
Description
Rp Billion % Rp Billion % Rp Billion %
Corporate Credit Portfolio 20,685 94.39 26,340 95.71 24,370 97.87
Commercial Credit Portfolio 673 3.07 765 2.78 471 1.89
Retail Loans (MSME & Consumer) Portfolio 413 1.88 235 0.86 59 0.24
Indirect Channel Credit Portfolio 145 0.66 179 0.65 0 0.00
Total 21,916 100.00 27,519 100.00 24,900 100.00
Sustainability Report 2025 PT Bank Mega Tbk 49
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Financing in the Business Activities Financing in Other Environmentally
and/or Other Environmentally Friendly Friendly Sectors
Sectors
Apart from financing other environmentally-friendly business
activities and the sustainable natural resources sector,
In 2025, Bank Mega’s financing for the business activities
Bank Mega also channels significant financing to various
and/or other environmentally friendly sectors became one of
environmentally-friendly sectors that support the transition to
the largest contributors to the Sustainable Business Activity
a low-carbon economy. In 2025, total financing in this group
Category (KKUB). Total financing in 2025 in this category
reached Rp2,135 billion, covering several main categories
was recorded at Rp8,607 billion, compared to Rp12,487
that directly contribute to reducing emissions and increasing
billion in 2024. This decline was mainly due to the increasing
resource efficiency.
diversification of credit distribution to other KKUB sectors,
along with the expansion of the scope of debtors who meet
This financing is allocated to the renewable energy sector,
sustainable finance criteria and the strengthening of risk-based
such as low-emission power plant projects; energy efficiency,
selection processes. Nevertheless, this category continues
including the modernization of energy-efficient equipment and
to play an important role in supporting activities that have
technology; and environmentally friendly transportation that
a positive impact on the environment, particularly projects
encourages a transition to cleaner modes of transportation.
related to resource efficiency, environmental management,
In addition, the Bank also finances environmentally-friendly
and emission reduction in various operational areas.
buildings that meet national and international standards or
certifications, as well as eco-efficient products that reduce the
Financing in the Sustainable Natural use of natural resources and produce lower pollution during
Resources Sector [FS10] their life cycle. The disbursement of financing in these sectors
reflects Bank Mega’s commitment to expanding its contribution
In the category of sustainable natural resources and land to the achievement of sustainable development targets,
use, Bank Mega provided financing to 50 debtors in 2025, supporting the national climate change mitigation agenda,
including from the palm oil plantation sector and other and consistently applying sustainable finance principles
natural resource management sectors that were assessed to through portfolio selection that has a positive impact on the
comply with sustainability principles. This number increased/ environment and society.
decreased from 41 debtors in 2024. Financing in this sector
is provided selectively by applying the principle of prudence In addition, as part of our commitment to supporting Decent
and integrating environmental and social risks into the credit Work and Economic Growth (SDG 8), Bank Mega has set a
analysis process. target of disbursing financing to the Micro, Small and Medium
Enterprises (MSME) segment in the Sustainable Business
For the palm oil sector, the Bank requires debtors to have Activity Category (KKUB) in 2025 of Rp417 billion. This target
Indonesian Sustainable Palm Oil (ISPO) and/or Roundtable is aimed at expanding access to financing, strengthening
on Sustainable Palm Oil (RSPO) certification, or at least business capacity, and encouraging inclusive and sustainable
show progress in meeting these certification requirements. economic growth.
These requirements are part of the Bank’s commitment to
ensuring that the debtor’s operational activities are carried By the end of 2025, the realization of MSME and/or KKUB
out in accordance with legal, transparent, and responsible financing is recorded at Rp539 billion. This achievement
land management practices, including in the aspects of has exceeded the set target, reflecting the high demand for
biodiversity conservation, fulfillment of labor rights, and productive financing and the effectiveness of the Bank’s
prevention of land clearing that damages the environment. strategy in channelling credit to business actors. Through this
Through this approach, the Bank’s financing of the natural financing support, Bank Mega contributes to encouraging
resources sector is not only oriented towards economic value, business continuity, job creation, and strengthening the
but also towards risk reduction and the creation of long-term national economic structure.
sustainability impacts.
50 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Kinerja Social
Performance Performance Lingkungan Performance
Responsible
Green Footprints [3-3]
Use of Environmentally Friendly
In practice, the Bank implements a balanced approach to energy
Materials [F.5] management: providing sufficient energy to support its growing
Bank Mega realizes that the transition to sustainable operations business activities and digital banking services, while at the same
not only relies on energy efficiency and digitalization, but also time reducing unnecessary energy consumption and reliance on
on a more responsible approach in the use of materials. Until conventional non-renewable energy. This strategy strengthens
the end of 2025, the Bank has not used recycled materials in the Bank’s position as a responsible financial services institution
its office operations. However, efforts to reduce single-use that focuses on efficiency, emissions mitigation, and gradual
materials continue to be strengthened as part of the Bank’s improvement in environmental performance from year to year.
environmental commitment.
In 2024, Bank Mega’s total energy consumption reached
The use of energy-efficient LED lighting throughout the office 139,004.97 GJ, which consisted of electricity and fuel usage at
network, limitations on the use of air conditioning and printers, the Head Office, Regional Offices, and Branch Offices. With this
and prioritizing the use of digital applications and documents approach, energy performance can be evaluated not only based
have become the foundation in the transition to less material- on consumption volume, but also based on energy productivity
intensive operations. Going forward, Bank Mega will continue in supporting operational activities. Meanwhile, in 2025, total
to evaluate opportunities for using environmentally friendly energy consumption stood at 127,948.96 GJ, indicating a
materials in office operations, including the possibility of decrease in energy consumption and an increase in operational
utilizing recycled materials and implementing environmentally efficiency at the Bank.
aware procurement. This measure is aimed at strengthening
responsible work practices and reducing waste generation, in As part of service resilience management, the Bank operates
line with the Company’s commitment to sustainability. generators as a backup energy source to ensure zero downtime
in the event of a power outage. However, generator operation
Energy Management [F.6][302-1][302-3][302-4][E-03] is carried out moderately to ensure that fuel consumption does
not increase disproportionately and contribute excessively
Total and Intensity of Energy Usage to operational emissions. In other words, sustainability is not
Bank Mega perceives energy as a strategic resource that achieved at the expense of service stability, but rather through
determines the continuity of banking services which directly a balance between operational reliability and energy source
affects the Company’s operational carbon footprint. Therefore, control.
energy management is not only directed at ensuring the
availability of supply to guarantee employee comfort and
productivity, but also at efficient usage and control of associated
emissions. This approach ensures that operational stability and
commitment to sustainability complement each other.
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Control of fuel and electricity consumption
Bank Mega’s fuel efficiency strategy is aimed at ensuring The implementation of this strategy has had a measurable
that operational mobility continues to run optimally with impact on fuel consumption control. At the Head Office, fuel
fuel consumption decreasing year on year. This approach is consumption in 2024 reached 128,114 liters, with a reduction
carried out through the regulation of official vehicle use and target in 2025 to 97,272 liters, equivalent to an efficiency of
the implementation of more controlled and operationally around 24%. At Regional Offices and Branches, consumption
prioritized travel patterns. in 2024 was 821,218 liters and is targeted to decrease to
754,359.42 liters in 2025, or an efficiency of around 8-9%.
Official travel is only carried out when necessary, while some Until December 2025, fuel consumption was recorded at
mobility needs have been shifted to online transportation 99,362 liters at the Head Office and 755,473 liters at Regional
services, which can be quantitatively monitored to ensure Offices & Branches, enabling the Company to achieve fuel
accountability for consumption and costs. For official vehicles consumption efficiency of 22.44% at the Head Office and
that remain in operation, the Bank implements environmental 8.01% at Regional Offices & Branches, or 9.95% in total
standards through mandatory periodic emission tests to compared to fuel consumption in 2024.
ensure that the fleet used meets efficiency criteria and
complies with air quality standards. These results show that mobility control is not only effective in
reducing operational costs, but also contributes significantly
to reducing carbon emissions from fossil fuel sources across
Bank Mega’s entire office network.
Fuel Energy
Consumption
Fuel in Head Office (Liter) Fuel in Head Office (GJ)
99,362 3,398.18
2025 2025
128,114 4,381.50
2024 2024
160,084 5,474.87
2023 2023
Fuel in Regional Offices and Branches (Liter) Fuel in Regional Offices and Branches (GJ)
755,473 25,837.18
2025 2025
821,218 28,085.66
2024 2024
823,186 28,152.96
2023 2023
Total (Liter) Total (GJ)
854,835 29,235.36
2025 2025
949,332 32,467.16
2024 2024
983,270 33,627.83
2023 2023
52 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Kinerja Social
Performance Performance Lingkungan Performance
Efforts and Achievements in Energy Efficiency and Use of
Renewable Energy [F.7][302-4] At Regional Offices and Branches, electricity consumption
Electricity usage is the largest component of Bank Mega’s was around 17 million kWh in 2024 and is expected to remain
energy consumption, making electrical efficiency a top priority relatively stable given the expansion of operational activities
in operational energy management. The Bank implements and the opening of new branches. Given these conditions,
disciplined and comprehensive electricity management by the Bank shifted its focus from reducing absolute electricity
controlling air conditioning temperatures, limiting on activities consumption to controlling energy intensity, which is the
during Peak Load Hours (PLH), requiring the shutdown of energy used per square meter of building area or per employee.
devices in unused areas, and implementing energy-efficient
LED lighting throughout its office network. This approach ensures that business growth, which is in line
with the expansion of the office network, is not automatically
These efficiency measures have had a measurable impact. followed by a proportional increase in electricity consumption.
At the Head Office, electricity consumption in 2024 was Thus, Bank Mega’s electricity efficiency strategy is not only
recorded at 12.58 million kWh. Through the implementation of oriented towards reducing consumption, but also towards
more consistent efficiency practices and floor-by-floor usage increasing energy productivity, which generates greater
monitoring, the Bank is targeting a reduction in consumption operational value with more efficient energy resources.
to 11.52 million kWh in 2025, equivalent to an efficiency
improvement of around 8.4% compared to the 2024 baseline.
Electricity Consumption [E-03]
2025 2024 2023
Area/Scope
Kwh GJ Kwh GJ Kwh GJ
Electricity in Head Office 11,680,252 42,048.9 12,578,588 45,282.9 12,443,820.0 44,797.8
Electricity in Regional Offices and 15,740,183 56,664.7 17,015,249 61,254.9 - -
Branches
Total 27,420,435 98,713.6 29,593,837 106,537.8 12,443,820.0 44,797.8
Total Energy Consumption in the Organization [F.6][302-1, 302-3]
Description Unit 2025 2024 2023*
Fuel GJ 29,235.36 32,467.15 33,627.83
Electricity GJ 98,713.60 106,537.81 44,797.75
Total GJ 127,948.96 139,004.97 78,425.59
Operational area m 2
312,943.42 314,466.42 -
Intensity of energy usage GJ/m2 0.41 0.44 -
*There is a difference in the scope of data collection between 2024 and 2025; the 2023 data covers only the Head Office.
1. Optimizing the use of official vehicles by regulating business trips, adjusting working hours, and
monitoring mileage to ensure fuel efficiency and reduce emissions.
2. Shifting some business trips to online transportation as a more efficient and measurable mode of
mobility in terms of fuel consumption and operating costs.
3. Applying environmental standards to official vehicles, with the obligation to pass periodic emission
tests to maintain environmentally friendly operational quality.
4. Controlling paper usage by implementing maximum printing limits on printers/photocopiers, including
controlling paper purchases and canceling subscriptions to physical newspapers and magazines.
5. Accelerating the digitalization of work processes through digital forms, electronic document storage,
and e-Statements to reduce paper consumption, speed up processes, and reduce waste.
6. Reducing electricity consumption by turning off devices in unused areas and optimizing activity
Bank Mega’s schedules to avoid peak load hours (WBP).
Green Initiatives 7. Regulating the use of air conditioning wisely with consistent and energy-efficient temperature
[F.7][302-4]
standards throughout the office area.
8. Installing energy-efficient lighting throughout the office network to reduce electricity consumption in
long-term operational areas.
9. Discontinuing the use of disposable cups and bottles of bottled water throughout the office area,
replacing them with dispensers and reusable containers to reduce plastic waste.
10. Building and operating five ultra-fast charging Public Electric Vehicle Charging Stations (SPKLU) at
Menara Bank Mega to support the adoption of electric vehicles by employees and visitors.
11. Replacement of several operational vehicles used by the Board of Directors and the Board of
Commissioners with electric vehicles.
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Water Management [F.8][303-1][303-3][303-5]
Bank Mega considers water to be an important operational Water management is carried out preventively and correctively,
resource that is essential for a comfortable working environment covering several main components:
and the health of its employees and customers. In line with the • Regular inspection of water distribution networks and
principle of sustainable operations, water usage is managed sanitation equipment,
through efficiency, consumption control, and waste prevention • Immediate repair of leaks to prevent waste,
measures to ensure that water availability is maintained and • Campaigns on wise water use for all employees,
the environmental impact of the Bank’s operations remains • Periodic monitoring of usage volume as a basis for
minimal. evaluation and setting annual efficiency targets.
Bank Mega procures its clean water supply through Regional This approach ensures that water efficiency is not just a
Water Companies (PDAM) across its entire office network. The technical activity, but is integrated into daily operational
Bank does not draw water from groundwater sources or areas behavior. The Bank also continues to improve the quality
at risk of water stress, ensuring that its water requirements of water usage reporting by expanding data coverage and
do not place additional pressure on local water resources. integrating water usage monitoring in more locations.
Water is used for office operations, sanitation, facility cleaning,
and environmental maintenance at both the Head Office and Through these efforts, Bank Mega ensures that its water
Branch Offices. management supports comfortable and productive
operations, while reflecting the Company’s commitment to
In 2025, the total water usage across Bank Mega’s entire office reducing its environmental impact and contributing to long-
network, including the Head Office, Regional Offices, and term sustainable business practices.
Branch Offices, was recorded at 173,366.17 m³, a decrease from
the total water usage in 2024 of 194,636.32 m³. This decrease
was due to a reduction in water demand, which directly Water Usage [F.8][E-04]
reduced water consumption in all offices.
173,366.17 m 3
Water data reporting in 2024 serves as the basis for
2024 2023
determining the scope for calculating the baseline and water
usage intensity per employee as well as per building area in 194,636.32 m 3
212,513.94 m3
subsequent reporting periods.
Over the past three years, Bank Mega has recorded a consistent
downward trend in water usage as part of strengthening
operational efficiency and implementing more responsible
practices in terms of resource use. This gradual decline
reflects the increasing effectiveness of efforts to control water
consumption across the entire office network, including the
Head Office, Regional Offices, and Branch Offices.
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Contribution to Natural
and Biodiversity Conservation [F.4][F.9][F.10][304-1][304-2]
Biodiversity Conservation Efforts
Bank Mega contributes to various environmental
conservation efforts as part of the banking sector’s
role in sustainable development. Although the Bank’s
operational activities have no direct impact on
biodiversity and are not located near conservation areas,
the Bank continues to fulfill its role through conservation
programs in collaboration with national stakeholders.
This approach expands the Bank’s social responsibility
values, while strengthening ecosystem resilience and
socio-economic benefits for the community.
Since 2022, Bank Mega supported a bamboo
conservation program in Ngargoretno Village, Magelang,
Central Java, initiated by the Banking Compliance
Directors Communication Forum (FKDKP) together with
the KEHATI Foundation, PPATK, and nine national banks.
The symbolic planting of 100 bamboo seedlings by Bank
Mega is part of a target to plant approximately 15,875
seedlings on 27 hectares of land in the Bukit Menoreh
area, which is prone to landslides and drought due to its
Environmental Cost Incurred [F.4]
Throughout 2025, Bank Mega has incurred environmental
sloping terrain.
costs of Rp14,500,000.-
Bamboo conservation in Ngargoretno Village is not only focused on planting, but also on building a
bamboo-based socio-ecological system, with the following key aspects:
Disaster Mitigation Green Economy
The roots of bamboo strengthen the soil structure and Bamboo products, educational tourism, and agrotourism
prevent erosion; residents have developed a simple (including forest honey) are boosting community income.
landslide early warning system (EWS) using bamboo slats
and bells as indicators of ground movement.
Local Benefits Endemic Species Conservation
Bamboo is used as a construction material for earthquake- Ngargoretno Village preserves bamboo varieties such as
resistant houses and ground movement, as well as a raw petung, ori, apel, and wulung.
material for handicrafts.
The selection of bamboo as a conservation species was not made without reason. Bamboo has
important ecological capabilities, including absorbing large amounts of water to maintain soil moisture
and reduce the potential for drought; strengthening soil structure through a dense root system that
prevents erosion and landslides; producing oxygen and absorbing significant amounts of carbon due
to its rapid growth rate compared to other plants; and having a short growth cycle that allows it to
recover and thrive in a short period of time. This combined set of benefits makes bamboo an effective
conservation species for restoring hill ecosystems and improving the quality of water catchment areas.
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Impact of Operational Areas that are Emission Control [305-1, 305-2, 305-3][E-01][E-06][E-07]
Adjacent to or Located in Conservation [F.11]
Areas or Biologically Diverse Areas
Bank Mega is committed to managing and reducing
greenhouse gas (GHG) emissions as part of the financial
This program has had positive impacts, including strengthening services sector’s contribution towards the transition to a low-
soil structure and reducing the risk of landslides through carbon economy and the achievement of Indonesia’s Net Zero
bamboo root systems, increasing water absorption and the Emission (NZE) by 2060 target. In line with this commitment,
quality of water catchment areas, and contributing to carbon the Bank has integrated emissions inventory into its annual
sequestration. From a socio-economic perspective, bamboo reporting process and strategic planning for its Sustainable
conservation supports local utilization as a disaster-resistant Finance Action Plan (RAKB), ensuring that emissions control is
construction material, the development of handicrafts and not merely a compliance reporting process, but rather part of
educational tourism, and increased community income through operational risk management and business sustainability.
the green economy. The program also contributes to the
preservation of local bamboo species and the strengthening Emissions reduction is carried out through resource
of environmental awareness through cultural practices and efficiency initiatives that include electricity savings, control
community training. of fuel consumption for operational vehicles, digitalization
to reduce paper consumption, reduction of water usage, and
The negative impacts and limitations identified by the Bank optimization of online transportation for business trips. All of
include the limited scale of impact because the program is these efforts are managed in a measurable manner to ensure
not located in the Bank’s direct operational area, reliance on that operational efficiency has a direct impact on reducing
the continued participation of the community and partners, emissions from year to year.
and the risk that ecological benefits take a long time to be
measured quantitatively. Furthermore, the Bank’s contribution To support transparency and alignment with sustainability
is indirect, meaning that the results of conservation are greatly reporting practices, Bank Mega has gradually implemented
influenced by natural factors and local governance. GHG emissions inventory based on the following scope of
calculation:
Support for the bamboo conservation program in Ngargoretno
Village continues to be implemented consistently by Bank
Calculation Scope
Mega by planting 100 bamboo seedlings and allocating an Main Source Calculation Status
of Emissions
annual environmental budget of Rp14,500,000 until 2027. This
Scope 1 Fuel for operational Calculated
initiative ensures the sustainability of conservation efforts to vehicles, fuel for
strengthen ecosystem resilience and the development of the generators, HVS paper
Menoreh educational and geotourism area. For Bank Mega, and newspaper
this initiative is a way to: Scope 2 Electricity, tap water, Calculated
• Demonstrate the role of the banking sector in environmental online transportation
preservation, (online taxi)
• Strengthen environmental awareness and culture among Scope 3 Credit portfolio and Currently in the
Bank employees, securities instruments development
phase
• Strengthen relationships with the community through
community-based conservation,
• Support the transformation of the rural economy towards a
green economy.
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In 2025, total recorded scope 1 emissions were 1,391.55 tons of Currently, Scope 3 calculations, which include indirect
CO₂e, a decrease compared to 2024, which recorded 1,552.93 emissions from the Bank’s portfolio, have not been fully
tons of CO₂e. This decrease was mainly due to the control implemented. However, the Bank has established a clear
of official vehicle mobility and the acceleration of document roadmap to gradually expand the scope of inventory to Scope
digitization, which reduced physical paper consumption. The 3, in line with data readiness and regulatory guidelines. The
calculation was made by converting fuel consumption data development of Scope 3 measurement is part of the 2024–
(liters/km) and paper volume (sheets/ton) and calculated 2028 RAKB priorities, including the collection of debtor
using the OJK DPNP calculator. emission data, the use of emission intensity proxies for priority
sectors, and the alignment of reporting methodologies with
Meanwhile, Scope 2 emissions recorded in 2025 were 5,000.04 national and international approaches.
tons of CO₂e, a decrease compared to 2024, which recorded
5,422.99 tons of CO₂e. This number was calculated based on Overall, Bank Mega’s emissions control approach is not only
electricity and water consumption, converted using the OJK focused on reducing annual emissions, but also on developing
DPNP calculator. This emission level becomes the operational an increasingly comprehensive emissions management system
baseline to measure the impact of energy efficiency and from year to year. This includes strengthening the integration
energy intensity reduction in the next reporting period. of emissions measurement, energy and resource efficiency,
climate risk stress testing, and sustainable finance strategic
planning.
Total Generated Emissions by Type [305-1, 305-2]
Source of emissions unit 2025 2024 2023
Fuel in Head Office 159.35 205.45 256.72
Fuel in Regional Offices and Branches 1,211.55 1,316.98 1,320.14
HVS paper in Head Office 8.12 11.28 10.27
TonCO₂
HVS paper in Regional Offices and Branches 12.45 18.98 16.03
Newspaper in Head Office 0.08 0.09 0.12
Newspaper in Regional Offices and Branches 0.00 0.15 0.38
Total Scope 1 Emissions TonCO₂ 1,391.55 1,552.93 1,603.66
Electricity in Head Office 2,098.31 2,259.70 2,235.48
Electricity in Regional Offices & Branches 2,827.67 3,056.73 N/A
Tap water in Head Office TonCO₂ 12.90 14.01 14.54
Tap water in Regional Offices & Branches 17.90 20.38 23.00
Use of online taxi 43.26 72.18 55.98
Total Scope 2 Emissions TonCO₂ 5,000.04 5,423.00 2,329.00
Total Scope 1 & 2 Emissions TonCO₂ 6,391.59 6,975.93 3,932.66
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Emissions Intensity & Emissions Reduction Efforts [305-4, 305-5] [F.11][F.12][E-02]
Bank Mega controls emissions intensity as part of a systematic resource conservation efforts. Thus, the reduction in emissions
effort to reduce its operational carbon footprint without intensity not only reflects energy savings, but is a direct
compromising service capacity and business productivity. This representation of the Bank’s success in developing operations
approach focuses on reducing emissions per unit of operational that are increasingly low in emissions from year to year.
activity, such as per office area, per employee, or per energy
use, so that environmental performance can be measured The combination of these four initiatives strengthens the
objectively, not just based on total emissions figures. transformation of intensity-based emissions control, not only
reducing absolute emissions, but also ensuring that each unit
In line with the improved quality of emissions inventory, the of energy and fuel used produces higher operational output
calculation of emissions intensity is used as a key performance than in the previous year. This approach makes efficiency,
indicator to monitor the effectiveness of energy efficiency digitalization, and energy transition the main pillars of the
programs, operational mobility, process digitization, and other Bank’s climate-resilient operations.
Emissions Intensity [E-02]
Indicator Unit 2025 2024
Total emissions tonCO₂ 6,391.59 6,975.93
Total employees People 5,287 5,701
Net operating income Rp Miliar 4,039.79 3,231.22
Emissions intensity per employee tonCO₂/People 1.21 1.22
Emissions intensity per net operating income tonCO₂/net operating 1.58 2.16
income
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Efforts and Achievements in Emissions Reduction:
Use of high-octane RON 95 Construction and operation of a Public Electric Vehicle
fuel for the operational vehicles of the Regional Heads Charging Station (SPKLU)
for better combustion and to reduce emissions from to support the acceleration of electric vehicle adoption and
fossil fuel vehicles. reduce emissions from the internal mobility sector.
Mandatory periodic vehicle emissions testing for all Electricity efficiency in all Bank Mega offices
operational vehicles through air conditioning temperature control, limiting
at the Head Office and Jabodetabek Branches, with all electricity use in unused areas, using energy-efficient LED
vehicles passing the emissions test standards. lighting, and optimizing work schedules to avoid peak load
hours.
Energy Transition as an Emission Reduction Strategy [F.7, F.12] [302-4]
Bank Mega views emission reduction as an essential part of its Apart from supporting long-term carbon footprint reduction,
operational transformation towards increasingly low-carbon the SPKLU infrastructure strengthens Bank Mega’s position
banking services. Therefore, its energy management strategy as a financial services company that actively supports the
is not only aimed at ensuring the availability of supply and national energy transition agenda. This implementation also
efficiency in the use of electricity and fuel, but also directed reflects the Bank’s ongoing commitment to providing banking
at changing long-term energy consumption patterns towards services that are not only reliable and productive, but also
cleaner and lower emission options. environmentally friendly and in line with Indonesia’s Net Zero
Emissions by 2060 target.
Since 2024, Bank Mega has entered the energy transition phase
by adopting electric vehicle-based infrastructure. By the end of Thus, Bank Mega’s current energy strategy operates on two
2025, the collaboration with PT PLN (Persero) has resulted in complementary dimensions:
5 ultra-fast charging Public Electric Vehicle Charging Stations • energy efficiency to reduce internal electricity and fuel
(SPKLU) at Menara Bank Mega as charging facilities available consumption, and
to employees, business partners, and visitors. The existence • energy source transformation through the provision of
of SPKLU provides a real alternative for clean energy-based electric-based mobility options to support a low-carbon
operational mobility, while reducing dependence on fossil fuel transportation ecosystem.
vehicles.
This multi-layered approach ensures that Bank Mega’s emission
The presence of SPKLU is an important milestone in the reduction efforts are not merely a short-term response to
evolution of energy management at Bank Mega. The efficiency efficiency demands, but part of a structural shift towards
approach is no longer limited to saving electricity, regulating greener and more sustainable banking operations in the future.
air conditioning temperatures, or controlling fuel consumption,
but has been expanded to include the provision of clean energy
infrastructure as a new option for internal company mobility.
By providing direct access to electric vehicle charging, Bank
Mega is laying the foundation to indirectly reduce emissions
from internal transportation, especially from business trips and
the use of operational vehicles.
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Waste
Management [306-1][306-2][306-3] [F.13][F.14][E-05]
Waste Management Mechanism Digital Transformation as a Catalyst to
Reduce Paper Waste
Paper waste remains the largest component of Bank Mega’s
total operational waste, in line with the characteristics of the
banking industry, which is closely related to documentation, Digitalization is one of Bank Mega’s strategic pillars in promoting
correspondence, and reporting activities. Waste management more efficient, low-waste, and low-emission operations. The
is carried out through a reduce–reuse–recycle approach, with development of technology-based services is not only aimed
priority given to preventing waste at the source before final at accelerating business processes and improving customer
disposal. Bank Mega only works with licensed third parties in experience, but also a concrete step taken by the Bank to
the collection, transfer, and processing of waste to ensure full reduce its reliance on physical documents, paper forms, and
environmental compliance. printed communication materials. Thus, digital transformation
not only creates services that are easier, faster, and safer, but
In 2025, the volume of paper waste generated was recorded at also has a measurable environmental impact through the
13.26 tons, compared to 10.49 tons in 2024. This reflects a more reduction of paper waste, which is generally one of the largest
detailed and comprehensive inventory of paper waste across sources of waste in office activities in the banking industry.
various work units, including KPNO, Regional offices, and
Branches. Waste monitoring is carried out by the Procurement To maintain sustainable results, digitization is not only
and General Services work unit by recording waste volume applicable in customer service processes, but also integrated
per period, checking the compliance of waste management into internal activities through administration systems, data
vendors, and conducting internal evaluations of work areas management, learning, and document and policy control. A
with high printing intensity. number of services and technologies that contribute directly
to reducing paper use include:
Paper use is managed and controlled through several key
initiatives, including:
• Implementation of maximum printing limits on printers/
photocopiers throughout the office, • M-Smile
• Control of paper purchases and termination of physical • E-Learning
newspaper and magazine subscriptions, • Mobile Onboarding
• Expansion of the use of digital forms and electronic • Card Initiation System
document storage, • Web Policy & Procedure Management System
• Increased use of e-Statements and digital channels for • Content Management
customer services, • E-Doc
• A paperless work culture campaign and a digital-first • Enterprise Data Warehouse
default for internal administrative processes. • MEMo
By combining waste prevention and digital system optimization,
waste management not only generates cost efficiencies but
also plays a direct role in reducing carbon emissions. Every
reduction in paper waste volume contributes to a decrease in
emissions from resource use, paper production processes, and
waste transportation.
Total Paper Waste Generated [F.13][E-05]
Total paper waste
13.26 Ton
2024 2023
10.49 Ton 15.05 Ton
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The combination of these initiatives forms a mechanism for paperless operations that reduces paper use from the outset (waste
prevention), rather than simply managing waste at the end stage. This approach also strengthens operational cost efficiency and
supports the achievement of the Bank’s sustainability agenda, particularly in relation to resource efficiency and contribution to
emission reduction. In 2025, Bank Mega will continue and strengthen its digital transformation agenda through the development of
credit card services, including the launch of the BLIV Card. The credit card application process can be done through digital channels
and is integrated with the M-Smile application, thereby helping to reduce the need for physical interaction and increasing service
efficiency for customers.
In line with the above, through the use of e-statements for credit card services, including the BLIV Card, the Bank also encourages
the reduction of paper use and supports more environmentally friendly operations.
Impact of Paper Efficiency from Digital Programs
Throughout 2025, Bank Mega’s various digital services showed significant positive impacts through large-scale paper savings, while
also generating quantifiable environmental benefits. The following is a summary of paper savings achieved from the main digital
programs:
Potential Emissions Total Emissions
Absorption
Digital Program Paper Efficiency Tree Efficiency Production Reduction Reduction
(Ton CO₂)
(Ton O₂) (Ton CO₂) (Ton CO₂)
M-Smile 429,094 sheets 37 Trees 0.54 16.66 2.02 2.56
E-Statement 9,246,395 sheets 805 Trees 11.3 353 39.94 51.21
Digital Credit 2,435,927 sheets 213 Trees 3 94 10.52 13.52
Card Application
TOTAL 12,111,416 sheets 1.055 Trees 14.84 463.66 52.48 67.29
M-Smile: Paperless Onboarding Innovation
The increased adoption of digital savings account opening services through M-Smile is clear evidence of how service innovation
can have both environmental and economic impacts. As of December 31, 2025, 119,193 savings accounts had been created through
digital channels, contributing to the shift from physical forms to digital processes. The Bank conducted simulations to calculate the
economic efficiency and environmental impact of this conversion.
Paper Efficiency Simulation from Digital Account Opening (2025)
Description Paper Efficiency (sheets) Economic Efficiency (Rp) Environmental Impact (Σ trees)
Form 286,064 33,183,368 25 Trees
Document Copies 143,031 10,918,984 12 Trees
Total 429,094 44,102,352 37 Trees
From this simulation, the creation of digital accounts in 2025 is estimated to contribute to a reduction in paper usage of up to
429,094 sheets, cost efficiencies of around Rp44,102,352, and the saving of around 37 trees. In addition, these efficiencies are also
associated with environmental contributions in the form of potential oxygen production and reduced carbon emissions according
to the calculations used by the Bank.
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Credit Card Digitalization: E-Statement and Digital Application
In order to support the implementation of sustainable finance, Bank Mega’s credit card segment is also carrying out initiatives to
digitize processes and reduce paper usage. One of the initiatives being implemented is the use of e-statements for credit card users.
As of December 31, 2025, the number of credit card users who have used e-statements reached 947,707 accounts. Through this
initiative, Bank Mega has saved 9,246,395 sheets of paper, which is equivalent to the efficiency of 805 trees, and contributed to a
reduction in emissions of 39,956 kg CO₂e.
Paper Efficiency from Credit Card E-Statement in 2025
Paper Efficiency Tree Efficiency Emissions Reduction
9,246,395 sheets 805 Trees 39,956 kg CO e 2
Other than e-statements, Bank Mega has also digitalized the credit card application processes, including through the use of tablets
for direct sales and the Bank’s digital channels. By December 31, 2025, this initiative has resulted in a paper efficiency of 2,435,927
sheets, equivalent to 213 trees, and a reduction in emissions of 10,526 kg CO₂e.
Paper Efficiency from Digital Credit Card Application in 2025
Program/Initiative Paper Efficiency (sheets) Tree Efficiency Emissions Reduction (kg CO₂e)
CC applications via direct sales 1,874,848 164 8,102
CC applications via digital applications 561,079 49 2,425
Total 2,435,927 213 10,526
Calculation Methodology (Assumptions & References)
To ensure that efficiency calculations are presented consistently Assumed credit card weight ± 5 grams (refer to ISO/IEC
and transparently, Bank Mega uses the following simulation 7810).
approach based on assumptions and references: PVC production + manufacturing emissions: 3.25 kg
A. Paper conversion → trees CO₂e per 1 kg PVC (reference: PlasticsEurope, EcoInvent
1 trees = 23 ream of paper Database).
(1 ream = 500 sheets; therefore, 1 tree ≈ 11,500 sheets) Estimated average emissions for 1 plastic card (energy, ink,
Source: tirto.id (article “myths and facts about paper”). transportation, packaging): 0.15–0.25 kg CO₂e/card
B. Estimated environmental impact of trees (reference: Mastercard Carbon Footprint Study; Elliptic
Oxygen (O₂) production: 1 tree = 1.2 kg/day Labs, 2021).
Carbon (CO₂) absorption: 1 tree = 14 kg/year Note: range used as a benchmark; actual results depend on
Source: beritasatu.com (article “plant 1 tree...”). materials, suppliers, and supply chain.
Note: these numbers are used as proxies and may vary E. Economic assumptions (for paper cost efficiency
depending on the type/age of the tree and location. simulation)
C. Paper emission factors Calculations are based on paper usage in 1 year.
One sheet of A4 paper produces an average of 4.32 g CO₂e Price of 1 ream of paper = Rp38,170 (1 ream = 500 sheets).
during the production stage. 1 physical account opening form = 2 sheets of paper.
Source: Environmental Paper Network (EPN). Cost of 1 physical account opening form = Rp232.1
D. Card emission factor (if used for card analysis) (according to internal data/bank calculations).
Carbon footprint per card (carbon footprint): 15 grams of F. Emission calculation method (CO₂e)
CO₂ (assumed variable per card production) Emission calculations (kg CO₂e) refer to the OJK DPNP
Source: thalesgroup.com (Eco-friendly credit card / carbon Calculator.
neutrality).
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Efficiency of Newspaper Use at Head Office
Newspapers are still available at Bank Mega’s Head Office the average monthly usage, until the end of December 2025 is
as a source of information for market analysis, updates on estimated to reach 19,200 sheets or 0.091 tons, with a cost of
economic and capital market conditions, and monitoring of Rp28,860,000 and emissions of 87.41 kg CO2e.
reader columns related to customer service and feedback.
In line with its efficiency agenda and efforts to reduce paper Overall, until the end of 2025 shows an efficiency in newspaper
use, Bank Mega regularly monitors newspaper consumption, usage at the Head Office of 11,928 sheets, or the equivalent of
including calculating the economic and environmental impact. 0.01 tons, with a cost efficiency of Rp9,137,637 and a potential
emission reduction of 3.64 kg CO2e. Assuming that 1 tree
Based on the 2024 realization, newspaper usage was recorded produces 23 reams (±11,500 sheets of paper), this efficiency
at 31,128 sheets with an expenditure value of Rp37,997,637 is equivalent to the contribution of preserving around 2 trees.
or equivalent to 0.100 tons, and produced carbon emissions This contribution is also produce 876 kg of O2 per year and
of 91.05 kg CO2e. By the end of 2025, newspaper usage is absorb 28 kg of CO2 per year, based on the assumption of a
recorded at 19,200 sheets or equivalent to 0.091 tons, with a tree’s capacity to produce oxygen and absorb carbon.
cost of Rp28,860,000 and emissions of 87.41 kg CO2e. Using
Description 2025 2024 Efisiensi %
Sheets 19,200 31,128 (11,928) (38.32%)
Ton 0.091 0.100 (0.01) (9.33%)
Expenses (Rp) 28,860,000 37,997,637 (9,137,637) (24.05%)
Kg CO2e 87.41 91.05 (3.64) (3.99%)
Projected (O2) contribution as of December 31, 2025 Projected contribution of (CO2) absorption as of December 31, 2025
Number of Number of
O2 / day Unit O2 / year Unit CO2 / year Unit CO2 / year Unit
Trees Trees
2 1.2 kg 876 kg 2 14 kg 28 kg
Behavioral Change as the Foundation of Sustainability
The success of digitalization in reducing paper usage is not
only determined by systems and applications, but also by With this approach, digitalization
behavioral changes from both employees and customers. becomes a work culture, not just
To that end, Bank Mega consistently provides education and
a technological solution. This
outreach to improve digital literacy, including:
• Use of digital applications as the main channel for ensures that the reduction in
transactions, paper waste is not temporary, but
• Understanding of the environmental benefits of paperless,
sustainable from year to year.
• Habit of choosing e-Statements over physical copies,
• Reduction in the need for document copies in daily
transactions.
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Environmental Complaint [F.15, F. 16]
Bank Mega operates in the financial services sector, which Going forward, Bank Mega remains committed to maintaining
does not directly cause physical impacts on the environment. these indicators through:
Nevertheless, the Bank continues to apply the principle of • Continuous monitoring of environmental compliance
prudence and ensures that all office activities are carried out across all offices,
in accordance with applicable environmental regulations. • Transparent reporting of any environmental complaints
from external parties, and
• Increase environmental awareness among all Bank
The Bank’s commitment to clean and low-risk operations employees as part of the Company’s sustainability culture.
is reflected in its environmental performance throughout
2025. During the reporting period, there were no incidents
of spills, leaks, or other events that could potentially cause
Through these approaches, Bank Mega
environmental pollution or disrupt office operations. In addition, strives to maintain a balance between
Bank Mega did not receive any public complaints regarding business operations and environmental
alleged environmental disturbances or pollution originating preservation, as well as ensure that
from the Bank’s operational activities. These results reflect the the Bank’s presence does not cause
consistent implementation of environmentally-friendly office
operational standards, including resource management, waste
any disturbance to the community
reduction, and efficiency measures developed within the and ecosystem around its operational
framework of responsible consumption. locations.
Nurturing Talents,
Expanding Benefits for Society
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Building Excellent and Inclusive Talent Commitment towards Human Rights
for Sustainable Growth [S-08][S-09][S-10][3-3][2- and Fair Work Environment [F.18][F.19][S-07,
30][2-7][405-1][406-1] S-08, S-09, S-10]
Employees are the main pillar of Bank Mega’s success in Equal Employment Opportunities & No Child Labor or Forced
driving business transformation and maintaining operational Labor
sustainability amid the dynamics of the financial services Throughout 2025, Bank Mega found no indications of human
industry. Therefore, human resource management is carried rights violations or discrimination in the workplace. Although
out strategically and sustainably, with respect for human no incidents were reported, the Bank recognizes that the
rights, equal opportunities, and a safe working environment as protection of human rights is an ongoing process that must
fundamental principles. be maintained. Therefore, the Bank continues to strengthen
a culture of mutual respect and professional behavior at all
All regulations regarding rights, obligations, and employment levels of the organization. The principles of non-discrimination,
governance are outlined in the Company Regulations (PP), sexual and non-sexual harassment, equal opportunity, and
which serve as guidelines for industrial relations between the the prohibition of child labor and forced labor have been
Bank and all Mega employees. Its implementation is evaluated consistently applied in all stages of employment, from the
periodically by the Human Capital Management and Human recruitment process, job placement, career development, to
Capital Reward, Operations & Service Units, which regularly termination of employment. This practice is based on various
report on employee development to the Board of Directors. internal policies, including:
This approach ensures that every HR policy is implemented • Company Regulations, including provisions on Human
consistently, transparently, and in line with the Bank’s Rights as stated in Article 1, Article 15 on violations of
sustainability values. work regulations, and Articles 59 and 60 concerning
Communication and Resolution of Employee Complaints.
With strong and future-oriented HR governance, Bank Mega • Decree No. 083/DIRBM/21 on Employee Recruitment
builds a foundation of competent, ethical, and inclusive talent and Selection, which regulates the principle of equal
that is capable of driving business growth while strengthening opportunity and the prohibition of child labor and forced
the organization’s long-term resilience. labor.
• Circular Letters No. 007/DIRBM-PMIC/25 and 151/DIRBM-
PMIC/25, which ensure that the recruitment process is
conducted in accordance with government regulations
regarding the minimum working age and other employment
requirements.Circular Letters No. 007/DIRBM-PMIC/25 and
151/DIRBM-PMIC/25, which ensure that the recruitment
process is conducted in accordance with government
regulations regarding the minimum working age and other
employment requirements.
This approach is reinforced through regular policy dissemination,
work ethic training, and increasing employee understanding of
behavior that respects the rights of every individual. The Bank
also conducts ongoing monitoring to ensure that potential
risks can be detected early and addressed appropriately. Thus,
its commitment to human rights is reflected not only in the
absence of cases, but also in its systematic prevention efforts
and a work culture that is safe, inclusive, and respectful of
diversity.
Number of Human
Rights Violations [S-07]
No violation of human rights
in the reporting year
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Strategy Bank Mega Explanation Governance
Bank Mega has a policy that regulates the prevention of sexual In addition, Bank Mega strictly prohibits the practice of child
harassment and non-discriminatory practices in the workplace. labor and forced labor. These provisions are outlined in Circular
These provisions are stipulated in Company Regulation Letter No. 007/DIRBM-PMIC/25 and Circular Letter No. 151/
Article 15 paragraph 6 letter q, which affirms the Company’s DIRBM-PMIC/25, as part of the Company’s commitment to
commitment to creating a safe, respectful, and fair working ensuring labor practices that comply with laws and regulations
environment for all employees. [S-08] and sustainability principles. [S-10]
Bank Mega’s commitment to respecting human rights is also With a total of 5,287 employees in 2025, Bank Mega has a
stipulated in Company Regulation Article 15 paragraph 6 diverse workforce from various regions in Indonesia. This
letter d, h, and q, as well as Articles 59 and 60, which serve diversity is reflected in a balanced gender ratio, with 47%
as guidelines in employment relationships, employee rights male and 53% female employees, which has been consistently
protection, and the implementation of behavioral standards maintained over the years. This balance shows that Bank Mega
that uphold human values. [S-09] is committed to providing an inclusive workplace and ensuring
that every individual has the same opportunity to develop.
Employees Based on Employment Status [2-8]
2025 2024 2023
Employment Status Gender
Total % Total % Total %
Permanent Male 1,855 35.09 2,010 35.26 2,176 34.85
Employees
Female 2,076 39.27 2,406 42.20 2,553 40.89
Total 3,931 74.35 4,416 77.46 4,729 75.74
Contract Employees Male 616 11.65 608 10.66 677 10.84
Female 740 14.00 677 11.88 838 13.42
Total 1,356 25.65 1,285 22.54 1,515 24.26
Total Employees Total 5,287 5,701 6,244
Employees Based on Assignment Area [2-7]
2025 2024 2023
Assignment Area Gender
Total % Total % Total %
Head Office Male 1,518 28.71 1,687 29.59 1,920 30.75
Female 951 17.99 1,110 19.47 1,210 19.38
Total 2,469 46.70 2,797 49.06 3,130 50.13
Regional Offices & Male 953 18.03 931 16.33 933 14.94
Branches
Female 1,865 35.28 1,973 34.61 2,181 34.93
Total 2,818 53.30 2,904 50.94 3,114 49.87
Total Employees Total 5,287 5,701 6,244
Employees Based on Age Group
2025 2024 2023
Age Group Gender
Total % Total % Total %
20 – 24 Years Old Male 115 2.18 125 2.19 162 2.59
Female 248 4.69 278 4.88 387 6.20
Total 363 6.87 403 7.07 549 8.79
25 – 29 Years Old Male 473 8.95 506 8.88 505 8.09
Female 785 14.85 858 15.05 989 15.84
Total 1,258 23.79 1,364 23.93 1,494 23.93
30 – 34 Years Old Male 399 7.55 453 7.95 490 7.85
Female 581 10.99 646 11.33 661 10.59
Total 980 18.54 1,099 19.28 1,151 18.43
35 – 39 Years Old Male 443 8.38 486 8.52 580 9.29
Female 467 8.83 581 10.19 635 10.17
Total 910 17.21 1,067 18.72 1,215 19.46
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Sustainability
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Performance Performance Performance Performance
2025 2024 2023
Age Group Gender
Total % Total % Total %
40 – 44 Years Old Male 469 8.87 489 8.58 544 8.71
Female 382 7.23 373 6.54 380 6.09
Total 851 16.10 862 15.12 924 14.80
45 – 49 Years Old Male 315 5.96 289 5.07 284 4.55
Female 188 3.56 170 2.98 161 2.58
Total 503 9.51 459 8.05 445 7.13
50 – 54 Years Old Male 198 3.75 210 3.68 240 3.84
Female 130 2.46 147 2.58 152 2.43
Total 328 6.20 357 6.26 392 6.28
55 – 59 Years Old Male 43 0.81 47 0.82 38 0.61
Female 30 0.57 26 0.46 24 0.38
Total 73 1.38 73 1.28 62 0.99
> 60 Years Old Male 16 0.30 13 0.23 10 0.16
Female 5 0.09 4 0.07 2 0.03
Total 21 0.40 17 0.30 12 0.19
Total Employees Total 5,287 5,701 6,244
Male and Female employees position based on age group [S-02]
Level Jabatan
Age group Total
Entry-level Mid-level Senior-level Executive-level
(years old) Employees
Male Female Male Female Male Female Male Female
18-25 69 198 20 34 26 16 - - 363
25-35 367 806 256 395 245 160 4 5 2,238
35-45 149 120 411 404 293 277 59 48 1,761
45-55 64 12 160 73 221 177 68 56 831
>55 2 - 1 - 17 11 39 24 94
The majority of Bank Mega’s employees are in the productive age group of 25–39 years old, which provides the Bank with a strong
talent base to face digital transformation and the dynamics of the banking industry. This demographic structure is an important
asset for the organization to continue innovating, accelerate adaptation, and strengthen its future leadership pipeline. With a focus
on diversity, equality, and meritocracy as key principles, Bank Mega continues to build a more resilient, responsive organization that
is ready to overcome future challenges.
Employees Based on Educational Level
2025 2024 2023
Educational Level Gender
Total % Total % Total %
Master (S2) and Male 97 1.83 115 2.02 111 1.78
PHD (S3)
Female 66 1.25 80 1.40 78 1.25
Total 163 3.08 195 3.42 189 3.03
Bachelor (S1) Male 1,933 36.56 2,045 35.87 2,178 34.88
Female 2,281 43.14 2,457 43.10 2,697 43.19
Total 4,214 79.70 4,502 78.97 4,875 78.07
Diploma 3 Male 294 5.56 310 5.44 374 5.99
Female 428 8.10 510 8.95 576 9.22
Total 722 13.66 820 14.38 950 15.21
Junior Diploma (D1 Male 9 0.17 11 0.19 14 0.22
and D2)
Female 10 0.19 12 0.21 12 0.19
Total 19 0.36 23 0.40 26 0.42
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Strategy Bank Mega Explanation Governance
2025 2024 2023
Educational Level Gender
Total % Total % Total %
Senior High School Male 138 2.61 137 2.40 176 2.82
Female 31 0.59 24 0.42 28 0.45
Total 169 3.20 161 2.82 204 3.27
Total Employees Total 5,287 5,701 6,244
Employees based on Position
2025 2024 2023
Position Gender
Total % Total % Total %
Vice President Male 170 3.22 180 3.16 182 2.91
Female 133 2.52 131 2.30 135 2.16
Total 303 5.73 311 5.46 317 5.08
Manager Male 802 15.17 776 13.61 725 11.61
Female 641 12.12 620 10.88 569 9.11
Total 1,443 27.29 1,396 24.49 1,294 20.72
Officer Male 848 16.04 984 17.26 1,170 18.74
Female 906 17.14 1,102 19.33 1,242 19.89
Total 1,754 33.18 2,086 36.59 2,412 38.63
Administration Male 651 12.31 678 11.89 776 12.43
Female 1,136 21.49 1,230 21.58 1,445 23.14
Total 1,787 33.80 1,908 33.47 2,221 35.57
Total Employees Total 5,287 5,701 6,244
Gender Equality [S-01]
Male Female
Position
Total employees Employee Percentage Total employees Employee Percentage
Entry-level 651 12.31% 1,136 21.49%
Mid-level 848 16.04% 906 17.14%
Senior-level 802 15.17% 641 12.12%
Executive-level 170 3.22% 133 2.52%
Total employee 2,471 46.74% 2,816 53.26%
The commitment to equality is not only reflected
in the composition of workforce, but also in the
participation of women in strategic positions.
Approximately 14.6% of female employees now
hold positions on the Board of Directors and other
leadership positions, indicating that career paths
at Bank Mega are open to all employees regardless
of gender, background, or other identities. This is a
strong indicator that meritocracy and transparency
have become the principles that guide talent
development across the organization.
As such, Bank Mega ensures that every employee
has equal access to capacity building opportunities
through various training programs, certifications,
and career guidance. Job placement and
promotion mechanisms are based on performance,
competence, and organizational needs, creating a
work environment that encourages motivation and
professional growth.
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Performance Performance Performance Performance
Outsourced Workers, Temporary Furthermore, the Bank continues to provide opportunities
for continuous and sustainable employment absorption in
Employees, and Employment Dynamics accordance with applicable regulations.
To ensure smooth operations across its entire office network, Outsourced Workers
Bank Mega manages its workforce through a structure that To support non-core operational functions that require
includes permanent employees and non-organic workforce flexibility, Bank Mega utilizes outsourced workers provided
support from third parties. This approach allows the Bank to by third-party partners. Administrative, technology support,
maintain efficiency while ensuring consistent service quality or certain operational service tasks are managed through this
across all operational units. scheme. In 2025, there were 3,131 outsourced workers involved
in supporting Bank Mega’s operations. All obligations related
Contract Employees [2-8][S-04] to employment, safety, and work comfort are fulfilled by the
During the reporting period, Bank Mega did not employ service provider in accordance with contractual provisions,
temporary employees under direct contract with the Bank. while Bank Mega ensures the necessary supervision and
All additional workforce requirements outside the permanent coordination to maintain service standards and compliance.
employee structure were fulfilled through cooperation with
contractors or consultants who met the applicable legal, Ethical and Transparent Recruitment, Ensuring No Child
administrative, and employment standards. Labor or Forced Labor [F.19][S-10] [2-30, 401-1]
Bank Mega conducts responsible and ethical recruitment as
Thus, Bank Mega ensures that all non-organic workers receive stipulated in Circular Letter No. 007/DIRBM-PMIC/25 and 151/
protection and fulfillment of their rights through their service DIRBM-PMIC/25. This process ensures that all prospective
providers in accordance with collective labor agreements. In employees are recruited based on their competence
line with the Indonesian government’s vision, Bank Mega also and suitability to the organization’s needs, without any
participates in the government’s apprenticeship program to discrimination, child labor, or forced labor. All employment
reduce unemployment among the productive workforce by regulations, such as minimum age limits, working hours, and
providing opportunities through apprenticeship programs in occupational safety aspects, are strictly enforced as part of the
accordance with the allocation regulated by the Indonesian Bank’s commitment to labor protection.
Ministry of Manpower.
Turnover Dynamics and New Talent Growth [S-03]
Through this program, apprenticeship participants can In 2025, Bank Mega recorded 1,861 employees leaving the
increase their knowledge and skills relevant to industry needs, organization through resignation, retirement, and other
thereby increasing their chances of being absorbed as workers personal reasons. The turnover rate in 2025 was recorded at
and hopefully having a positive impact in driving national 34.13%, lower than the previous year’s 40.32%. On the other
economic growth. hand, Bank Mega continues to strengthen its organizational
capacity by recruiting new talent. Throughout 2025, Bank
In 2025, the workforce absorbed by Bank Mega through several Mega recruited 1,447 new employees, consisting of 567 men
apprenticeship programs will be as follows: and 790 women. The presence of this new talent not only
strengthened the organizational structure, but also provided
Types of Internship
Education Level
Number of
Total
fresh energy for the Bank’s efforts in innovation, digitalization,
Programs Participants and service quality improvement.
Student Internships Diploma III 1 57
Total New Employees Based on Gender
Diploma IV 7
Gender 2025 2024 2023
Bachelor’s Degree 48
Male 657 836 905
Master’s Degree 1
Female 790 1,054 1,297
Internship Hub Diploma III 1 46
Total 1,447 1,890 2,202
Diploma IV -
Bachelor’s Degree 45 Total New Employees Based on Age Group
Master’s Degree - Age Group
2025 2024 2023
Vocational SLTA atau sederajat 12 52 (years old)
Internships <30 1,065 1,310 1,664
Diploma II 1
30–50 370 570 530
Diploma III 4
>50 12 10 8
Diploma IV 4
Total 1,447 1,890 2,202
Bachelor’s Degree 31
Master’s Degree -
Total Number 155
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Total New Employees Based on Area Total Employees Resigning Based on Area
Area 2025 2024 2023 Area 2025 2024 2023
Jakarta 541 773 989 Jakarta 691 885 916
Outside of 906 1,117 1,213 Outside of Jakarta 1,170 1,548 1,173
Jakarta
Total 1,861 2,433 2,089
Total 1,447 1,890 2,202
Total Employees Resigning Based on Gender
Employee Turnover Ratio
Gender 2025 2024 2023
Male 795 1,070 913 34,13%
Female 1066 1,363 1,176
2024 2023
Total 1,861 2,433 2,089 40,32% 39,71%
Total Employees Resigning Based on Age Group
Age Group
2025 2024 2023
(year)
<30 969 1,311 1,203
30–50 800 1,047 819
>50 92 75 67
Total 1,861 2,433 2,089
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Sustainability
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Performance Performance Performance Performance
Employee Welfare
Remuneration and Performance Rewards [2-19][F.20][202-1] Maternity Leave [401-3]
Bank Mega is committed to providing fair, competitive, and Bank Mega implements a maternity leave policy that supports
commensurate compensation for the contributions of each the principle of gender equality and maintains the welfare of
employee. The remuneration structure is determined based employees during important moments in their family life. This
on position, performance, and responsibilities, regardless of policy grants female employees the right to maternity leave
gender, ethnicity, religion, race, or other background. This for a minimum of 3 (three) months, which can be extended
approach ensures that all Mega employees receive proportional for a maximum of 3 (three) additional months if there are
compensation that reflects the Bank’s principle of equality. special circumstances as evidenced by an official letter from
a doctor and/or healthcare facility providing treatment. while
Bank Mega also ensures compliance with Regional Minimum male employees are entitled to 2 days of special leave when
Wage and Provincial Minimum Wage regulations in all their wives give birth and a maximum of 3 (three) days with a
operational areas. All employees receive remuneration at Doctor’s Certificate attached regarding the special condition
least equivalent to 1:1 with the applicable minimum wage of their wife/child. These provisions are regulated in the
regulations, so that 100% of employees receive remuneration Company Regulations for the 2025-2027 period, Article 40,
above the minimum standard set by the government. This and are consistently enforced in all work units.
remuneration policy is established and supervised by the
Human Resources Committee based on Decree Number 062/ During the 2025 reporting period, 129 female employees
DIRBM/23 concerning the Human Resources Committee, so took advantage of their maternity leave entitlement, while 99
that decisions related to compensation are made objectively male employees took paternity leave. All employees returned
and measurably. to their original positions after their leave ended, ensuring
that there were no obstacles to career continuity or further
Benefits and Welfare Facilities [201-3] [401-2] development opportunities.
Apart from basic salaries, Bank Mega provides various forms of
benefits and welfare facilities to support the comfort and safety The implementation of this policy reflects Bank Mega’s
of its employees. Permanent employees, contract employees, commitment to creating an inclusive work environment,
and outsourced workers receive certain welfare components in supporting family welfare, and providing guarantees for
accordance with the provisions, including: employees to balance their professional and personal
• Holiday Allowance (THR) responsibilities without the risk of discrimination or loss of
• Position allowance for employees with structural career opportunities.
responsibilities
• Attendance incentive Information regarding the number of employees
• Health insurance covering employees and their immediate who took maternity leave
families in accordance with regulations 2025
• Pension program for employees entering retirement Description
Male Female
• Annual facilities and additional compensation in accordance
Number of employees eligible for 99 129
with internal policies
maternity leave
Number of employees returning to 99 107
work
Number of Employees
Entering Retirement Total number of employees who 99 107
returned to work after their
68 maternity leave ended and were still
employed 12 months after returning
to work
2024 2023
62 54
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Women’s Legacy in the Transformation
and Progress of Bank Mega
She Inspires, She Leads Elegant in Kebaya, Great at Work
The 2025 Powerful Women Award and Infobank Top 500 Every April 21, Bank Mega celebrates Kartini Day in a special
Most Outstanding Women 2025 Award received by Bank way, by creating a colorful office atmosphere filled with
Mega Deputy President Director Indivara Erni symbolize the positive energy and pride in Indonesian women’s identity.
powerful role of women in advancing the financial world. Female employees look elegant in kebaya that reflect the
This recognition reflects her leadership qualities, steadfast beauty, confidence, and strength of modern women. For
vision, and tangible contributions in driving the Company’s many female employees, wearing a kebaya is not just a matter
continued growth. Through these achievements, Bank Mega of fashion, but a form of respect for Kartini’s spirit and the
demonstrates its commitment to creating a space that values identity of Indonesian women.
diversity of capabilities, where women are empowered to play
an active role and lead with confidence. This celebration is also a moment to appreciate the significant
contributions of women at Bank Mega. Behind their smiles and
This achievement also provides new inspiration for everyone elegance are intelligent, resilient professionals who are brave
at Bank Mega. Ms. Erni’s message encourages all women to enough to take on strategic roles in the company’s progress.
believe in their potential, keep moving forward, and take on
important roles in the Company’s transformation journey. With
more and more women emerging as drivers of change, Bank
Mega hopes to reinforce its culture of inclusive leadership,
Bank Mega’s Deputy President Director, Ms.
create sustainable value, and have a broader positive impact
Indivara Erni, emphasized the importance of
on the industry and society.
encouraging more women to take leadership
positions and dispelling the notion that
leadership is synonymous with men. According
to her, women bring a different perspective that
is greatly needed in the modern workplace.
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Warta Ekonomi proudly honors:
Indivara Erni
Bank Mega reaffirms its commitment to gender equality Under her direction, Bank Mega has succeeded in consistently
and women’s empowerment as part of its implementation improving the quality of digital communication and encouraging
of sustainability principles. Bank Mega’s Deputy President meaningful financial engagement that strengthens long-term
Director, Ms. Indivara Erni, also emphasized the importance of relationships with customers. This achievement is not only a
women’s roles in continuing to grow, remain competitive, and form of appreciation for internal innovation and collaboration,
contribute optimally in various aspects of life, including in the but also shows how women’s empowerment can bring added
workplace. value to the financial industry and open up more inclusive
access to financial literacy. With this award, Bank Mega affirms
Bank Mega considers diversity and the active participation that the success of digital transformation cannot be separated
of women as key factors supporting the company’s growth. from the role of women, thereby strengthening the Company’s
Therefore, the observance of Kartini Day is not merely seen commitment to continue creating an inclusive and equal work
as a ceremonial event but also as part of an ongoing effort environment that supports women’s potential for growth.
to create an inclusive and equitable work environment that
provides space for women to grow and thrive.
Decent and Safe Working Environment
[F.21][S-11][403-1][403-3][403-4][403-5][403-6][403-7][403-8][403-9]
Women’s Role in Driving Innovation [403-10][S-06]
Bank Mega places Occupational Health and Safety (OHS) as
Bank Mega’s achievement at the World Financial Innovation
a top priority in creating a decent, safe, and productive work
Series (WFIS) 2025 was an important moment in strengthening
environment for its employees. This commitment is realized
the Company’s commitment to Sustainable Development
through continuous efforts to identify, manage, and mitigate
Goal 5: Gender Equality. The Marketing Leader of the Year
potential risks that may affect the safety and health of
for Elevating Digital Communication and Driving Meaningful
employees, both at the Head Office and other office networks.
Financial Engagement award received by Caroline Setiabudi,
Digital Marketing Communication Head, affirms the central role
As part of its OHS management, Bank Mega works with
of women in leading digital innovation at Bank Mega. Amidst
building managers to ensure that all facilities and operational
the complexity of the financial industry, Caroline demonstrates
activities meet applicable standards. The Procurement and
that female leadership can produce communication strategies
General Services Work Unit conducts regular evaluations
that are relevant, adaptive, and impactful for customers. This
of OHS implementation, the results of which are used to
also reflects Bank Mega’s commitment to providing equal
continuously improve policies and programs.
space and opportunities for women to contribute and lead in
strategic positions.
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Occupational Safety
and Health Initiative
Various OHS initiatives that have been
implemented in 2025 include:
1. Emergency response training and
simulations, covering natural disasters and
force majeure situations, with the aim of
improving employee preparedness and
supporting the effectiveness of Business
Continuity Management (BCM).
2. Testing the readiness of infrastructure and
information technology networks through
the implementation of a Disaster Recovery
Plan (DRP) coordinated by the Recovery
Team.
3. Risk Campaigns through the dissemination
of information and emergency response
guidelines for external risks, such as
earthquakes, potential operational
disruptions, and megathrust earthquake
risk mitigation.
4. Provision of health support facilities, such
as first aid services, health insurance,
and BPJS Kesehatan membership for
employees and their families in accordance
with regulations.
5. Free medical check-ups, including
IVA tests, Pap smears, psychological Perfecting Emergency Response for a Safer Work Environment [403-4]
consultations, and blood pressure and The OHS Team at Menara Bank Mega conducted a fire drill to raise awareness and
blood sugar checks. preparedness among all employees regarding potential disasters, particularly fires.
6. Mini Medical Check-ups (MMCU) for certain This exercise involved all occupants of Menara Bank Mega in Jakarta, who were
employees through collaboration with required to conduct a full evacuation according to a realistically designed emergency
Mega General Insurance.
scenario. This drill is important considering that fires are a risk that can occur quickly
7. Health Talk webinars as a means of
and have a major impact on the safety of lives and company assets, especially in
health education and awareness raising
office environments that are prone to electrical short circuits and the use of electronic
for employees. 8. Socialization of health
protocols through email and the internal equipment.
MegaWeb portal to ensure uniform
understanding across all work units. The simulation began with a warning siren that required the floor captain to direct
8. Cooperation in healthcare services with employees to the emergency stairs and gather in the safety zone. The evacuation
Trans Medical Primary Clinic and BPJS time was recorded by the OHS team to assess the effectiveness of employee
to provide medical services for Head responses, the orderliness of evacuation routes, and individual preparedness in
Office employees and the surrounding facing emergency conditions. Outside the building, emergency response officers
community. organized the simulation participants into orderly lines and ensured that evacuation
10. Annual OHS training which covers building
routes remained open for fire trucks. A comprehensive evaluation was conducted
evacuation procedures, fire handling, and
to identify potential technical and operational obstacles that might occur in a real
preparedness for earthquakes and other
situation.
emergency situations.
11. Provision of safety equipment, such as
fire extinguishers, hydrants, personal This fire drill will be conducted periodically at unspecified times to foster a strong
protective equipment (PPE), and various safety culture and ensure that all employees understand emergency procedures, not
other supporting safety tools. just to meet regulatory standards. This routine training is expected to reduce the risk
of panic, improve coordination between departments, and provide new employees
with the right understanding. Through its continued commitment to safety and
preparedness, Bank Mega strives to create a resilient, vigilant, and safety-conscious
work environment for all company personnel.
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
OHS Management and Emergency Preparedness [403-1, 403-2]
OHS and Building Fire Safety Management System has appointed a certified Fire Safety Manager (FSM) as the
Bank Mega ensures that occupational health and safety (OHS) operational manager to establish and implement Building
is formally implemented through a building OHS management Fire Safety Management (MKKG), including ensuring that
system that complies with government regulations. This the emergency response organizational structure functions
implementation includes the management of operational according to its role.
safety at the Bank Mega Tower Building, including fire
protection systems, emergency preparedness, and routine The emergency response structure is designed to ensure rapid
inspection programs to maintain a safe and reliable working coordination, clear roles, and personnel readiness in dealing
environment. with emergencies, including fires and other risk situations in
the building area.
The main regulations used as references are the Minister
of Public Works and Public Housing Regulation No. 26/ Hazard Identification, Risk Assessment, and Periodic
PRT/M/2008 concerning fire protection system requirements Inspections
in buildings, Minister of Manpower Decree No. 186/MEN/1999 In order to prevent incidents, Bank Mega conducts monthly
concerning the establishment of firefighting units at hazard identification and OHS risk assessments, accompanied
workplaces, as well as the Building Fire Safety Management by routine inspections of safety areas and systems. The mapped
(MKKG) provisions in DKI Jakarta, which refer to DKI Jakarta risk potential covers aspects of fire safety, electricity, work area
Governor Regulation No. 143 of 2016. conditions, and occupational health and comfort risks.
Person in Charge and Organizational Structure of OHS The results of risk identification are used as the basis to
(MKKG) determine preventive measures, improve safety facilities (e.g.,
The management of OHS at Bank Mega Tower is under fire extinguishers, smoke/gas detectors, safety signs), and
the responsibility of the top management of PT Jasa strengthen training and supervision to ensure that risks remain
Swadaya Utama as the building manager. Through a letter under control.
of appointment from the Board of Directors, the Company
Summary of Key Risks and Prevention Measures
Number of
Key Risks/Hazards Severity Upaya Pencegahan Utama
Incidents
Flying sparks while cooking 0 High Fire extinguishers, ventilation/exhaust, smoke detector inspection, fire extinguisher
training, safety signs
Gas cylinder leak 0 High Gas detectors, adequate ventilation, routine inspections, evacuation SOPs, no
smoking policy
Electrical short circuit 0 High Regular electrical maintenance, replacement of substandard installations, electrical
OHS training
Electrical overload 0 High Pengaturan beban listrik, inspeksi & maintenance, peralatan berstandar SNI
Flammable materials 0 High Housekeeping, pemusnahan arsip, ruang penyimpanan khusus, sistem kebakaran &
(archives/paper) APAR
Slippery/wet floor 0 Moderate Wet floor sign, material anti slip, penjadwalan pembersihan
Insufficient lighting 0 Moderate Light bulb replacement, Lux Meter measurement, addition of light points
Poor ventilation 0 Moderate Air conditioning/ducting maintenance, filter cleaning, air quality inspection
Workplace ergonomics 0 Moderate Ergonomic education, regular stretching, 20-20-20 rule
(poor posture, old
computer)
Bugs/mice 0 Moderate Regular pest control, pest control SOPs, inspections, and hygiene education
Number of Work Accidents S-06 [403-9]
Frequency of work Throughout 2025, Bank Mega recorded no work
0 accidents out of total
employees
accidents among its employees. This achievement
reflects the consistent implementation of
occupational safety standards and the effectiveness
0 Percentage of serious
work-related injuries
and fatalities out of total
of OHS prevention and monitoring measures in the
Bank’s work environment
employees (%)
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OHS Training and Emergency Simulations [403- OHS Training & Emergency Response
8] Number of
Type of Training Participant Frequency Scope (%)
Bank Mega held OHS training and emergency Participants
response simulations as part of its efforts to Training APAR Tenant Tenant Annual 20 people 80%
build preparedness and a safety culture in the Foodcourt 1
workplace. Training participants consisted of Training Evacuation Drill Employees Annual 120 people 5%
all employees/staff at Bank Mega Tower, with a
Training Evacuation Drill Employees Annual 120 people 5%
training participation rate of 90%.
Occupational Health Services [403-3]
In addition to safety aspects, Bank Mega also provides occupational health services through various health programs that support
health risk prevention and productivity improvement. The health programs are voluntary and are conducted annually, with a
participation rate of around 80%.
Participation, Consultation, and OHS and Communication Forum
Communication on OHS [403-4] Number of Type of
Event/Forum Frequency
Bank Mega ensures that the implementation Participants Participants
of OHS is supported through regular Jayatama operational Weekly 10 people Division leaders,
communication and coordination mechanisms, coordination meeting supervisors/
both for internal operations and vendor work leaders
supervision. This OHS forum is an important Meeting divisi Facility & Weekly 4 people Facility & Safety
means of maintaining consistency in the Safety Team
implementation of safety procedures, ensuring Meeting koordinasi Bank Monthly 15 people Related units
compliance in the workplace, and strengthening Mega
response readiness. Toolbox meeting Daily 10 people Gondola team
Monitoring pekerjaan Daily 15 people Vendor &
vendor & engineering engineering
Team
Work equipment Every 3 months 3 people OHS &
inspection engineering
Team
Inspection of Fire Monthly 3 people Facility & Safety
Extinguishers, Team
Hydrants, Safety Boxes,
Emergency Exits
Aircraft Inspection Annual 3 people PJK3
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Performance Performance Performance Performance
Workplace Health Promotion by the Human Capital Unit in 2025 [403-6]
Health Promotion Target
Program Type Frequency Number of Participants
Program Participants
Mini MCU 450 Blood tests for cholesterol, sugar, and uric acid 3 times a year 150 per event
Group Exercise 1,200 Group exercise led by certified instructors and 24 times a year 50 per event
attended by employees
Health Talk via 1,200 Health material presentation by a specialist doctor 12 times a year 100 per event
Zoom
Health Fair 400 Health screening such as: Mini MCU, Skin Check, Once a year 400
Health Talk, Game Battle, etc.
Pap Smear 50 Pap smear/IVA tests for female employees 1 time per year 50
Psychologist 16 Offline psychologist consultations 4 times per year 4 employees per
Counseling psychologist visit
Feedback & Improvement Mechanism
To ensure continuous improvement of the OHS process, Bank Mega also conducts periodic evaluations through scheduled
inspections, internal reporting, and regular coordination forums. This mechanism enables the strengthening of preventive measures,
improvement of safety facilities, and refinement of emergency response procedures from time to time.
Talent Development Initiatives [404-1]
Bank Mega is committed to providing equal opportunities All training programs are managed by the Director of
for all employees to participate in training and development Compliance & Human Capital, who ensures that talent
programs that are designed to be sustainable. Trainings are development is carried out in a structured, measurable manner
held through various methods, including face-to-face classes, and in line with Bank Mega’s strategic needs. This approach is
online training, and the use of e-learning platforms, to ensure an important foundation in building human resources that are
that the learning process is accessible, flexible, and relevant adaptive, competent, and able to contribute optimally to the
to the ever-evolving demands of the business. This initiative Company’s sustainable growth.
aims to strengthen employee competencies while supporting
the acceleration of digital transformation across all lines of the
Company’s operations.
Employee Training and Competency Development [S-05] [E.2][F.22] [FS4]
Bank Mega is committed to constantly improving the quality As part of its digital transformation, Bank Mega continues
and productivity of its human resources through ongoing to expand its technology-based learning approach through
training and competency development programs. Each an e-learning platform. This facility provides flexibility for
program is designed to be relevant to business needs and to all employees to access training materials efficiently, while
enhance employees’ abilities to deliver optimal performance, in expanding the reach of learning to the entire branch network.
line with the Company’s efforts to achieve sustainable growth. Throughout 2025, the Bank provided 28 active e-learning
Training is organized by internal units and through collaboration modules (excluding online tests) covering regulatory
with external institutions that have specific expertise, ensuring materials, banking product knowledge, and risk management,
the quality of the material and the effectiveness of learning. with more than 42,600 participants and an estimated learning
time equivalent to 2 hours for each module. This digital-based
competency strengthening directly supports improved service
quality, analytical accuracy, and operational security through a
better understanding of procedures and regulations.
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Training activities also continue to adapt and
focus on technological developments such Employee Training and Development [S-05] [404-1]
as improving technical competencies in the
fields of artificial intelligence, technology Average Training Hours per
enablement, business process digitization, Employee in the Reporting year
and other implementable programs so
61.88 Hours/Employee
as to provide added value for employees Percentage of total
in terms of innovation and productivity employees participating
development. In addition, activities that are Number of Employees in training programs
part of standard employee development participating in training programs
continue to be carried out so that corporate
99,43%
governance runs optimally.
5,257
Sustainability Competency Development [2-17]
Number of
Level Training Hours Average Training Hours per Participant Number of Activities
Participants
Board of Directors 7 17 2,43 7
Board of 1 5 4,50 1
Commissioners
Executive Officers 15 62 4,13 12
Other Employees 804 1.669 2,08 26
Total 827 1.753 13,14 46
As a follow-up to HR capacity building, Bank Mega also Bank Mega not only strives to improve employee capabilities
enhances employee competencies in sustainable finance, an but also encourages employees to adopt a healthy lifestyle
increasingly important aspect of modern banking operations. through several educational programs [TPB 3] in the form of
Since 2021, the Bank has provided an e-learning module Health Talks in collaboration with external health institutions.
titled Introduction to Sustainable Finance, which can be In 2025, more than 500 participants took part in the program.
accessed by all employees regardless of time and location. In addition to internal programs, Bank Mega encourages
In 2025, this learning program will focus on new employees employees to participate in external training that broadens
to build a foundation of understanding regarding sustainable their perspectives and builds professional networks in the field
finance principles, regulatory requirements, climate risk, and of sustainability. Topics covered include understanding climate
the role of the banking sector in supporting the transition to a in financial institutions, carbon trading, crime in sustainable
low-carbon economy. Throughout the reporting period, more finance, CRST technical and non-technical reporting, LST
than a hundred participants have completed the e-learning basics, Indonesian Sustainable Finance Taxonomy (TKBI),
training module. and preventing greenwashing. This knowledge strengthens
employees’ ability to identify financial and non-financial risks,
perform more accurate due diligence, and protect customers
from potential losses or irresponsible practices.
Bank Mega also continues to develop a combination of digital
learning, sustainability competency enhancement, and the
integration of internal and external training. These efforts are
aimed at ensuring that all employees have the capacity to
provide higher quality services, maintain customer security,
and support responsible banking practices. Thus, competency
development is the main foundation for strengthening
governance, increasing customer trust, and ensuring the
long-term sustainability of Bank Mega’s growth, including in
line with the Sustainable Development Goals (SDGs). [E.2]
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Performance Performance Performance Performance
Topics of External Trainings Attended by Employees [404-2]
Duration Number of
No External Training Program Manhours
(Hours) Attendees
1 Health Talk – Autoimmunity vs Productivity 1.50 138 207.00
2 Health Talk – Proper Exercise for a Healthy Heart 1.00 82 82.00
3 Health Talk – Health Education on Cholesterol 2.50 71 177.50
4 ACMF–ISSP Technical Training on IFRS Sustainability Disclosure Standards for 1.00 75 75.00
Corporate Preparers
5 Bedah Buku: The Future of Sustainable Finance in Indonesia 2.00 134 268.00
6 CEO Forum 2025 – Banking Beyond Growth: Powering a Sustainable and Inclusive 2.00 6 12.00
Economy for 2025 Onward
7 CNBC Indonesia ESG Sustainability Forum 2025: ESG and Green Financing for an 3.00 1 3.00
Inclusive and Sustainable Economy
8 CNBC Indonesia Leading Women 2025: Leading with Purpose, Inspiring the Future 3.00 1 3.00
9 Coal Trans Asia 2025: Power, Policy and Progress – Coal’s Geopolitical and Economic 6.50 2 6.50
Influence in the Global Landscape
10 ESG Talk Series: IFRS S2 Governance and the Strategic Role of ESG Committees 3.00 1 3.00
11 Public Discussion: Preparation for the Adoption of Sustainability Disclosure Standards 18.00 2 36.00
for Financial Institutions, Issuers and Public Companies
12 IDX ESG Day 2025: Inclusive for Sustainable Growth, Prosperous Indonesia 2.50 3 7.50
13 Implementation of the Indonesian Sustainable Finance Taxonomy (TKBI) and 3.50 5 17.50
Integrated Sustainability Reporting (SR) and Action Plan (RAKB)
14 Inauguration of Certified Risk Management (CER) BSMR and National Seminar on 16.00 2 16.00
Indonesia’s Readiness in Implementing Climate Risk & Cyber Risk 2025
15 Indonesia Stock Exchange Workshop on IFRS Sustainability Standards 9.00 9 58.00
16 Kartini Inspiration: Smart, Empowered and Integrity-Driven Women for a Golden 1.00 1 1.00
Indonesia
17 Katadata SAFE (Sustainability Action for the Future Economy) 2025: Green for 3.00 1 3.00
Resilience
18 Consistency in Accelerating Poverty Reduction through Corporate Social 4.00 1 4.00
Responsibility (CSR) in Banking
19 Workshop on Climate-Related Risks and the Nature-Related Risk Framework 14.00 1 14.00
20 Sharing Session: Climate Risk Management & Scenario Analysis (CRMS) 1.00 1 1.00
21 SIRD Series #77: Mother Earth, Our Mother – Women’s Role and Contribution to 4.00 2 8.00
Sustainability
22 ESG Reporting Socialization 3.00 2 6.00
23 Socialization of IDX Net Zero Incubator Training Program 2.00 1 2.00
24 AEI Webinar: GRI 102 & GRI 103 – Climate Change and Energy Topic Standards 3.50 1 3.50
25 Webinar: Building the Global Sustainable Islamic Finance Ecosystem 2.00 5 10.00
26 Webinar: The Role of the Financial Industry in Business and Human Rights 2.00 6 12.00
27 Webinar: The Role of Financial Services Industry in Supporting National Strategic 3.00 3 9.00
Projects – 3 Million Houses
28 Webinar: Strategies of the Financial Services Industry in Driving National Economic 3.00 4 12.00
Development
29 Webinar: Sustainability Accounting and Reporting in the Financial Services 3.00 1 3.00
30 Women Leadership Forum – AI: A Dual-Edged Sword – Unmanageable Technical 3.00 69 207.00
Debt or the Future of Inclusive Leadership?
31 Green Company Workshop – A Gateway to Strengthen Competitiveness for the 3.00 73 219.00
Global Market
32 Ask Sustainable Finance 4.00 1 4.00
33 Workshop Green Company - A Gateway to Strengthen Competitiveness for The 7.00 3 21.00
Global Market
34 Aksi Keuangan Berkelanjutan 2.00 119 238
Total 827 1,750
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Strategy Bank Mega Explanation Governance
Performance Evaluation and For stakeholders, the implementation of this digital and
standardized performance appraisal provides strategic value
Assessment [404-3] by strengthening the quality of HR management, improving
the reliability of managerial processes, and maintaining the
Bank Mega believes that the individual performance of continuity of Bank Mega’s service standards across its entire
each employee is the foundation of the organization’s operational network. With more measurable evaluations, the
overall performance. Therefore, the Company implements Bank can identify competency development needs and ensure
a comprehensive, structured, and governance-based that employees who interact directly with customers have the
performance evaluation system to ensure that the contributions capacity to provide safe, responsive, and risk-oriented services.
of all employees are aligned with business strategies,
sustainability targets, and stakeholder expectations. The performance appraisal results are used as the basis
for decision-making in career development, including
Assessments are conducted periodically through Individual promotions in accordance with Decree No. 079/DIRBM-
Work Targets (SKI) which can be accessed digitally via HCRO/21 concerning Employee Promotions. In 2025, 40 of
laptop or smartphone, providing flexibility, transparency, employees received job promotions, demonstrating the Bank’s
and accountability in the evaluation process. This system is commitment to providing growth opportunities for high-
designed not only to measure target achievement, but also to performing employees. This process strengthens the culture of
evaluate self-development, competence, and job satisfaction meritocracy, increases talent retention, and ensures continuity
levels, which are important components in maintaining of leadership across all levels of the organization. These three
productivity and customer service quality. aspects are important indicators for investors, regulators, and
other stakeholders in assessing the health of the organization,
The assessment process begins with a self-assessment, in operational stability, and Bank Mega’s readiness to face the
which employees objectively assess their achievements and dynamics of the banking industry.
challenges. Afterwards, an assessment is carried out by the
immediate supervisor and finalized by the higher supervisor, Through the implementation of a systematic, inclusive, and
so that the evaluation process is multi-layered, objective, technology-based performance evaluation approach, Bank
and free from conflicts of interest. This approach ensures Mega ensures that employee capacity building goes hand in
that performance recommendations are well-founded and hand with increased value for customers, operational stability,
consistent across all work units. This system is implemented and the Company’s long-term performance sustainability.
in accordance with Decree No. 085/DIRBM/21 on Employee
Performance Appraisal.
Composition and Percentage of Employees Receiving Promotion, Rotation, and Mutation
2025 2024 2023
Description Gender
Total % Total % Total %
Promotion Male 38 5.76 75 10.85 59 7.38
Female 53 8.03 92 13.31 74 9.26
Total 91 13.79 167 24.17 133 16.65
Rank Promotion Male 89 13.48 58 8.39 62 7.76
Female 92 13.94 80 11.58 105 13.14
Total 181 27.42 138 19.97 167 20.90
Rotation/Mutation Male 188 28.48 200 28.94 285 35.67
Female 200 30.30 186 26.92 214 26.78
Total 388 58.78 386 55.86 499 62.45
Total Employees Receiving Career Development 660 691 799
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Performance Performance Performance Performance
From Caring to Sharing:
History of Bank Mega’s Social Contribution [F.23][F.25]
Operational Impacts to Nearby Communities [F.23]
Positive Impacts Negative Impacts
Bank Mega’s operational activities at its head office, regional On the other hand, Bank Mega’s office operations generate
offices, branches, and sub-branches have a positive economic environmental impacts through the consumption of
impact on the surrounding community, including through electricity, water, and paper, which contribute to greenhouse
job creation, increased income for local workers, use of local gas emissions, waste generation, and pressure on natural
services and suppliers, and economic activity around its resources. Operational activities also have the potential to
operational locations. The presence of Bank Mega’s office cause limited disturbances to the surrounding environment,
network also expands public access to secure formal financial such as increased traffic around the office, especially during
services, increases financial inclusion, and strengthens public operating hours.
trust in the banking system.
On the social aspect, there are potential negative impacts in
Through its Social and Environmental Responsibility (TJSL) the form of gaps in public understanding of financial products,
program, Bank Mega has a positive social impact by increasing the risk of misinformation, and the potential vulnerability of
access to education and healthcare and strengthening social the public to financial products that are not in line with their
resilience of the community. The Mega Berbagi and Mega needs or financial capabilities, if education and communication
Peduli programs contribute to the improvement of educational are not carried out adequately.
facilities, increased literacy and quality of learning in remote
areas, improved public health services through blood donations To mitigate these negative impacts, the Bank implements an
and free medical check-ups, as well as social support for energy efficiency program with a target of reducing electricity
vulnerable groups and communities affected by disasters. consumption by at least 2% per year, reducing paper usage
through process digitization, and strengthening financial
Literacy and financial inclusion programs implemented in literacy programs that emphasize the principles of prudence,
various operational areas also have a positive impact, such product suitability, and consumer protection.
as increasing public understanding of financial products and
services, improving household financial management skills,
and raising awareness of consumer protection and the risk of
financial fraud.
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Mega Peduli
Mega Peduli is Bank Mega’s CSR program, which is a manifestation of Bank
Mega’s concern for helping people in need, whether in terms of health, social, Mega Peduli
education, or environmental conservation efforts. Program Costs (Rp Billion)
Throughout 2025, Mega Peduli activities include free health and dental check- 0.13
ups, mini medical check-ups (MCU). In addition, the Bank, together with FKDKP
(Compliance Directors Communication Forum), carried out bamboo planting
2024 2023
in Ngargoretno Village, Magelang, Central Java, for disaster mitigation and
environmental preservation. 2.48 3.09
Mega Peduli activities also included providing assistance to fellow Bank Mega
employees affected by disasters in Sibolga and Medan, North Sumatra. In terms
of education, the Bank donated office equipment, such as tables and chairs that
were still in good condition, to the CT Arsa Foundation’s Unggulan High School.
With this action, the Bank reaffirmed its commitment to improving the quality
and infrastructure of education.
Through employees’ active participation in these various programs, Bank
Mega fosters a sense of empathy while broadening their understanding of the
social needs and challenges within their work environment. This perspective is
essential for driving more inclusive business decisions that prioritize long-term
social impact, in line with Bank Mega’s commitment to sustainability.
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Performance Performance Performance Performance
Bank Mega’s Healthy Action:
Spirit of Kindness for Sustainable Impact
Blood Donation and Free Medical Check-ups for Bank Mega’s The active participation of Bank Mega’s leadership in blood
56th Anniversary donation and health check-up activities confirms that a culture
As part of its commitment to creating sustainable social of care and social responsibility exists at every level of the
value, Bank Mega regularly organizes the Aksi Sehat Bersama organization. The presence of management also reinforces the
(Healthy Action Together) program. In 2025, to commemorate message that employee and community health is an important
its 56th anniversary, Bank Mega held a free blood donation foundation for Bank Mega’s operational sustainability and
and mini medical check-up (MMCU) event. This activity is not growth.
only a symbolic celebration, but also a tangible form of the
Bank’s contribution in expanding access to healthcare for CT This initiative is held simultaneously in all Bank Mega regional
Corp employees and the general public. By providing 500 offices, making Aksi Sehat an inclusive movement with a broad
blood bags and basic health check-up services, including eye impact. Through this activity, Bank Mega strengthens its role
retina examinations, Bank Mega strives to support the health in supporting sustainable development goals, particularly
resilience of the community while raising awareness of the those related to good health and well-being (SDG 3), as well
importance of early disease prevention. as building harmonious relationships with the surrounding
community. Aksi Sehat Bersama is proof that sustainability
Specifically for the head office, in addition to the Bank is not only realized through product innovation and business
Mega Tendean Tower, the Blood Donation and Mini Medical practices, but also through concrete actions that improve
Check-Up activities are also carried out regularly at the Bank quality of life and strengthen the social resilience of the
Mega Kuningan Tower to accommodate credit card division community.
employees who must always be on site due to the nature of
their work.
These activities are carried out in close collaboration with the The cost of this activity was
Indonesian Red Cross (PMI), which ensures that the entire Rp22,750,000,-
process is safe, professional, and in accordance with health
service standards.
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Healthy Action
for the Community:
Healthy Together,
Growing Together
As part of its 56th anniversary celebrations,
Bank Mega organized a free dental check-up
and treatment program for underprivileged
communities in Bekasi and students of YPPI
Baleendah Junior High School & High School in
Bandung as part of its commitment to expanding
its positive social impact on the community. This
activity was motivated by the community’s need
to care for their dental health. This was done
considering that many people still neglect their
dental health. This step also provides adequate
dental health education. Through the allocation of
corporate social responsibility funds, Bank Mega
provides affordable, accessible preventive health
services that directly benefit the community.
Through collaboration with the CT ARSA
Foundation, the activity was carried out using
the Mobil Sehat facility, which functions as a
mobile mini dental clinic. The implementation of
the program in Kampung Cikiwul, Bantar Gebang
Bekasi, and at YPPI Baleendah Junior High School
and High School in Bandung demonstrates
Bank Mega’s efforts to reach a diverse group of
beneficiaries, ranging from the general public to
students.
Overall, this program provides direct
benefits to hundreds of participants
who undergo free general and dental
health checkups. The funds allocated
by Bank Mega were used to provide
medical personnel, clinical equipment,
basic medicines, healthy mobile
facilities, and logistical support for the
activities. Through this initiative, Bank
Mega strengthened its contribution
to the achievement of SDG 3, while
also affirming the Company’s role
as an institution committed to
providing long-term added value to
the community and the surrounding
environment.
The cost of
this activity was
Rp24,100,000,-
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Performance Performance Performance Performance
Lighting Up Hope on Eid: Mega Berbagi for the Community
Ahead of the 2025 Eid al-Fitr celebrations, PT Bank Mega Tbk distributed 15,000 food packages to people in need around Bank
Mega’s office network throughout Indonesia. This activity aims to help meet the food needs of the community, especially in
welcoming religious holidays, as well as to strengthen social solidarity in Bank Mega’s operational environment. All assistance is part
of the distribution of Mega Berbagi Savings product donations, which are managed based on three main pillars, namely Education
as the main focus, Health, and Community Empowerment and Disaster Management.
The aid was symbolically handed over at the Bank Mega Tower in Jakarta
by Bank Mega’s Board of Directors to eight representatives of foundations
and mosques in the Jakarta area before being distributed to various regions. The cost of this activity was
Through this activity, Bank Mega continues to strengthen its commitment to Rp1,475,672,831.-
contributing to the improvement of community welfare and supporting the
creation of sustainable social impact.
Green Action for the Environment
Bank Mega, together with other financial institutions,
supports environmental conservation initiatives
launched by the FKDKP (Banking Compliance
Directors Communication Forum) through a bamboo
conservation program in Ngargoretno Village,
Magelang, Central Java. Until 2025, Bank Mega has
consistently planted 100 bamboo seedlings each
year as part of the Bukit Menoreh area rehabilitation
target, with a cost of IDR 14,500,000 per year
until 2027 to ensure the program’s sustainability.
This conservation contributes to reducing the risk
of landslides, strengthening the ecosystem, and
empowering the community economically through
the productive use of bamboo. This initiative is
proof of Bank Mega’s commitment to supporting
nature conservation and biodiversity in a sustainable
manner.
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Strategy Bank Mega Explanation Governance
The cost of this activity was
Rp72,628,225,-
Assistance to Employees Affected by Flash Floods in Sibolga and Medan
The bank believes that employees are an important asset for the future, therefore the bank places the safety and welfare of
employees as a top priority. In 2025, flash floods struck Sibolga and Medan, affecting 60 Bank Mega employees. As a form of
support for employees and their families, the bank provided assistance in the form of food packages and funds to help with home
repairs. This assistance is expected to help employees in the post-disaster recovery process.
Mega Berbagi
Mega Berbagi is a social initiative by Bank Mega designed to young volunteer teachers to remote areas across the country.
support customers with a social conscience. In accordance By the end of December 2025, 90 schools in various regions
with the provisions of Circular Letter No. 180/DIRBM-PMIC/23 of Indonesia had received assistance, with total realized
regarding the Mega Berbagi Savings Account, customers costs reaching Rp129.28 billion, of which Rp6.30 billion was
can save money while simultaneously making donations to distributed in 2025. This effort is part of Bank Mega’s long-term
social causes, particularly in the field of education. Donations commitment to expanding access to proper education and
from the Mega Berbagi Savings Account are derived from a supporting the creation of a safer, more comfortable, and higher
minimum allocation of 1% of the interest that customers would quality learning environment for the younger generation.
otherwise receive, which is then doubled through an additional
1% contribution from Bank Mega. Mega Berbagi Program Costs
Accumulation up to Costs (Rp Billion) School Beneficiaries
Thus, Bank Mega and its customers jointly channel these 2025 6.30 13
donations toward various social activities centered on three
2024 10.56 15
pillars: the education pillar which is the primary focus the
health pillar, and the community empowerment and disaster 2023 7.72 8
relief pillar. Since 2008, Bank Mega has channeled donations
to improve school facilities and infrastructure and to send
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Performance Performance Performance Performance
Igniting Hope for
Education in Remote
Areas with the PIJAR
Program
As a manifestation of its commitment to supporting the areas. Through the support of Tabungan Mega Berbagi, Bank
improvement of education quality in Indonesia, Bank Mega is Mega also supports the assignment of young teachers to four
once again contributing to the PIJAR (Pergi Mengajar) Program, beneficiary schools, namely SDK Gayak Filial Nobo and SD
an initiative of the CT Arsa Foundation that brings qualified Inpres Hamahena in East Nusa Tenggara, SD Negeri 16 Siparayo
young teachers to various remote areas. This collaboration was in West Sumatra, and SMP Swasta Islam Terpadu Al Munawar
marked by the signing of a memorandum of understanding in Central Tapanuli. This initiative is part of a collaborative
between the Founder of the CT Arsa Foundation, Anita effort to break the chain of poverty by improving the quality
Ratnasari Tanjung, and the President Director of Bank Mega, of education and strengthening the capacity of the younger
Kostaman Thayib, which took place in conjunction with generation in the region.
the PIJAR Batch 5 Young Teacher Appointment Ceremony
at Menara Mega Syariah. This momentum strengthens the Through this program, Bank Mega hopes to continue to be
collaboration that has been ongoing since 2022 in an effort to part of a major movement to provide quality education and
create more equitable access to education. more equal opportunities for children throughout Indonesia,
while strengthening the Company’s contribution to sustainable
The PIJAR program carries out its “Go Teach” mission by development goals, particularly SDG 4: Quality Education.
assigning young volunteer teachers to schools in remote
SMP Swasta Islam Terpadu Al Munawar SMK VIP Maaruf NU Kemiri Purworejo
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Strategy Bank Mega Explanation Governance
Strengthening Community Financial Literacy and Inclusion
Bank Mega continues to strengthen its contribution to high school, and informal sector workers such as farmers,
improving financial literacy and inclusion as part of its fishermen, housewives, and students. These findings serve as
commitment to supporting sustainable national economic the basis for Bank Mega to focus its education efforts on these
development. The Bank’s financial literacy program is designed segments through more relevant materials, approaches, and
to help the public understand the characteristics of financial channels.
products and services, consumer rights and obligations, and
inherent risks, so that they are able to make wiser and safer The implementation of financial literacy and inclusion
financial decisions. This effort goes hand in hand with financial programs is under the Corporate Affairs Unit, which reports
inclusion initiatives aimed at expanding access to formal to the Director of Compliance & Human Capital. In an effort
banking services for various segments of society, including to reduce the gap in financial literacy and inclusion, Bank
vulnerable groups, in line with the OJK’s mandate and the Mega prioritizes education that is practical and easy to
National Council for Inclusive Finance’s agenda. understand. The materials cover an introduction to financial
services, particularly conventional banking and its products
The development of national indicators is an important and services, personal financial management, the use of safe
reference in formulating the Bank’s education strategy. The savings and non-cash payment products, tips on using credit
2025 National Survey on Financial Literacy and Inclusion cards, and an introduction to the basics of sustainable finance.
(SNLIK) results recorded an increase in Indonesia’s financial The approach is tailored to the profile of the participants, for
literacy index to 66.46% and the financial inclusion index to example, basic product modules for students and housewives,
80.51%, up from the 2024 achievements. Despite this increase, or financial management for the general public. With this
there is still a gap in financial literacy and inclusion, as well as a approach, Bank Mega strives to ensure that education not only
discrepancy with the government’s inclusion target of 90%. The increases understanding but also encourages the responsible
biggest challenges lie in the female group, rural communities, and inclusive use of financial services, thereby strengthening
the younger generation (15-17 years old), the elderly (51-79 the role of the banking sector in improving the national
years old), people with a maximum education level of junior financial literacy and inclusion index.
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Financial Literacy
Financial Education through the Bank’s Social Media 2. Financial Expo (FinExpo). In line with the OJK’s Financial
To reach a wider audience, Bank Mega implements financial Inclusion Month agenda, Bank Mega participated in the
education programs through various social media channels. In Financial Inclusion Month FinExpo culminating events in
addition, the Bank also provides consumer protection education Surabaya and Bandung, This activity reached more than
through The Joint Consumer Protection Education Movement 50 participants from various groups, including students,
(GEBER PK), initiated by Bank Indonesia in collaboration university students, and the general public. Through
with the Financial Services Authority, along with hundreds practical and easy-to-understand education, Bank Mega
of partners from financial services industry associations. encourages the public to start setting financial goals and
Through this digital campaign, Bank Mega has generated over planning their finances, with the hope that they can plan
4,000,000 views, delivering educational content that is easy their future better.
to understand and relevant to the public’s needs. 3. LPS Financial Festival 2025. Bank Mega demonstrated
its commitment to improving national financial literacy
The educational content covered important topics such as and inclusion through its active involvement in the LPS
personal data protection, introduction to banking products Financial Festival 2025. This event was held in two major
and services, awareness of data theft and digital crime, the cities, Surabaya and Medan. The festival was specifically
dangers of online gambling, and security tips for using banking designed for the younger generation with a creative and
products and services. Through a digital-based approach, Bank entertaining educational approach, combining business
Mega strives to expand its reach and foster financial literacy talks, inspirational speeches, educational classes, and music
while raising public awareness of the risks of using financial performances to create an engaging learning atmosphere
services in the digital age. for thousands of participants from among students and
university students. In this event, Bank Mega acted as a
Education through the blog.bankmega.com Website partner in financial literacy and inclusion, together with
In addition to social media, Bank Mega also expands its business units under PT Mega Corpora.
financial education outreach through informative articles on
the blog.bankmega.com website. As of the reporting year, The Bank’s main contribution is realized through
education through this channel has been viewed by more than Educational Classes that provide financial management
41 thousand visitors, covering material on the introduction education with the topics “Jalan Ninja Cari Cuan dari
of financial products and services, security tips for banking AI” (Surabaya) with KOL Daud Karunia, and “Jurus Cuan
products and services, and personal financial management. Maksimal dari Saham & Level Up Keuanganmu!” (Medan)
The articles are presented in simple language so that they can presented by Michael Yeoh and Caroline Setiabudi, Digital
be accessed by various groups of people, including those who & Marketing Communication Head of Bank Mega. This
are just starting their financial literacy journey. education is designed to help the younger generation
understand the basics of financial management, the wise
Through a combination of social media and educational blogs, use of technology, and the introduction of financial risks.
Bank Mega strengthens its commitment to improving national This activity was attended by more than 1000 participants
financial literacy and supporting the community to be more consisting of students and the general public.
prepared, wise, and secure in using financial services.
To expand financial inclusion, Bank Mega and its business
Realizing a Financially Smart Society unit PT Mega Corpora also presented an interactive
Bank Mega continues to expand the reach of financial literacy booth that provided access to information about savings
through face-to-face socialization targeting various community products, investments, and education on fund protection
groups, from students to the general public. Through the Ayo by LPS. Various activities such as quizzes and informal
ke Bank (Let’s Go to the Bank) Program, Bank Mega introduces consultations were provided to encourage participants to
the basics of banking services, how to save money, and the understand and use banking products and services.
importance of financial management to school-age children.
Throughout 2025, Bank Mega conducted the following Bank Mega’s involvement in this festival is in line with the
Financial Literacy activities: OJK’s agenda for Indonesia Saves Day, while also reflecting
1. Ayo ke Bank. This program was implemented in West the company’s commitment to creating a generation that
Java and NTT, and was attended by 218 participants. is financially literate, understands its financial rights and
This education not only aims to teach financial concepts protections, and is confident in facing economic challenges.
from an early age, but also to foster savings behavior and Bank Mega believes that Indonesia’s financial future will
financial understanding, which are the foundations of be stronger if the public is equipped with good financial
future financial independence. management skills from an early age.
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Strategy Bank Mega Explanation Governance
Bank Mega is expanding national financial inclusion through Bank Mega’s participation in FinExpo and the BIK 2025 series
active participation in Financial Inclusion Month (BIK) 2025, reflects the company’s support for the regulator’s efforts to
which will culminate in the Financial Expo (FinExpo) 2025 improve national financial literacy and inclusion, including the
at Tunjungan Plaza Surabaya on October 23–26, 2025. This Indonesian Savings Day campaign. Through a collaborative,
activity, initiated by the OJK, is being carried out simultaneously educational, and empowering approach, Bank Mega continues
in various regions and aims to open up access to financial to strengthen its role as a strategic partner of the government
services for the community, increase understanding of financial in creating a society that is increasingly financially literate,
products and services, and strengthen the culture of saving empowered, and ready to face future economic challenges.
as the foundation of sound financial literacy. Bank Mega’s
presence at both the national and regional levels, including in In addition to Financial Education activities to increase
Bandung, is part of the company’s support for the expansion Financial Literacy, the Bank also carries out financial inclusion
of inclusive, secure, and equitable access to finance. activities to encourage the public to utilize Bank products and
services, through the following activities:
As an active participant in FinExpo 2025, Bank Mega presented 1. Socialization of the Meriah Bareng Mega Program, which
various interactive activities to encourage public financial encourages the public to save and have the opportunity
literacy. Through the Dream List Board, visitors were invited to win raffle prizes, as well as providing education on
to write down their financial dreams and understand the digital financial services in various major cities such as
planning steps through the Mega Rencana Savings product. In Jakarta, Bekasi, Bogor, Samarinda, Makassar, Surabaya,
addition, the Financial Literacy Class, presented by Corporate and Bandung.
Affairs Head Christiana M. Damanik, provided practical insights 2. Educating credit card holders on how to use credit cards
into financial management, the importance of saving, and the wisely.
benefits of formal financial products. The educational activities 3. Encouraging the public to save through offline promotional
concluded with the #BiarJadi Challenge, which encouraged activities in various cities such as Jakarta, Bali, Tangerang,
participants to share ways to realize their financial dreams, South Tangerang, Surabaya, Medan, Samarinda, Makassar,
making the literacy material more applicable and interesting. and Balikpapan.
4. Introducing banking products and services to the public at
the FEKDI event initiated by Bank Indonesia.
5. Campaign to encourage the use of QRIS digitally through
the Bank’s Instagram social media and M-Smile Mobile
Banking notifications. This activity was carried out in
conjunction with National QRIS Week, initiated by Bank
Indonesia.
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Public Complaints [F.24]
Bank Mega ensures that all operational activities are carried out with consideration for their potential environmental and social
impacts, including the provision of a public complaint mechanism as part of its commitment to transparency and sustainable
governance. The complaint system is accessible through various official channels, such as branch offices, MegaCall, and written
communication channels, enabling the public to submit feedback and complaints easily and openly.
Throughout 2025, Bank Mega did not receive any complaints from the public regarding alleged environmental pollution, operational
disturbances, or other social impacts.
Environmental Social Responsibility (TJSL) Activities that are in Line with
Sustainable Development Goals (SDGs) [F.25]
Bank Mega’s sustainability strategy, which includes green SDG 5 on gender equality, SDG 8 on decent work and
financing, the implementation of sustainable finance economic growth, SDG 9 on industry and innovation, SDG 12 on
taxonomy, climate risk management, and the strengthening responsible consumption and production, and SDG 16 on strong
of social and governance aspects, is clearly aligned with and integrity institutions. This contribution is realized through
Indonesia’s 2030 Sustainable Development Goals. Through its a combination of internal programs, such as occupational
Sustainable Finance Action Plan and various priority programs, health and safety, employee competency development, and
such as financing for Sustainable Business Activities, MSME governance strengthening, as well as external programs, such
development, operational efficiency and emissions reduction, as MSME financing, expansion of access to digital financial
as well as the Mega Peduli and Mega Berbagi TJSL programs, services, waste management, corruption prevention, and
Bank Mega ensures that every strategic initiative makes a real consumer protection.
contribution to the relevant SDG targets.
With this approach, Bank Mega’s sustainability strategy not
The mapping, which was compiled together with the Ministry only strengthens business resilience and competitiveness, but
of National Development Planning, shows that Bank Mega’s also contributes directly to the national development agenda
activities support a number of key SDGs, including SDG 3 while supporting global commitments to achieving the SDGs.
on good health and well-being, SDG 4 on quality education,
Good Health and Well-Being
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata • Conducting Mini Medical Check-Ups (MMCU) with a total of 150 employees
3.4 Improve mental health and well-being. (3.4.1; 3.4.1.(b)) participating in each activity (3 times a year) and Pap Smears with a total
3.8 Improve health. (3.8.1*; 3.8.2.(a)) of 50 employees participating in each activity.
• Raising employee awareness of the importance of health through Health
SDGs Targets Talks via Zoom with 100 participants in each activity (12 times a year) and
Good Health and Well-Being Health Fairs with 400 employees participating.
• All employees have implemented health and safety standards at work.
2025 Targets • Enrolling all employees in the Social Security Program for Workers (BPJS
• Improving the health of Bank Mega employees. Ketenagakerjaan), which covers work accident insurance, retirement
benefits, and death benefits for all employees.
• Providing a healthy, decent, and safe working
• Conducting group exercise sessions with approximately 50 employees
environment for all employees.
participating in each session, as well as providing free psychological
• Providing comprehensive health insurance to all counseling for employees.
employees.
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Quality Education
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata • Providing educational assistance through the PIJAR program in the form
4.a Build and improve child-friendly educational facilities. of literacy and numeracy assistance to students and curriculum adjustment
(4.a.1*) assistance to teachers in the regions by sending volunteer teachers to four
4.c Increase the supply of qualified teachers. (4.c.1*) schools, namely two schools in NTT, one school in West Sumatra, and one
school in Central Tapanuli.
SDGs Targets • Enrolled 5,257 employees in capacity building programs, both through
Quality Education e-learning and face-to-face (non-e-learning) methods.
• During 2025, 827 employees participated in sustainability-related training.
2025 Targets • Training for Commissioners and Directors on sustainability was attended
• Providing quality education not only for Bank by 8 participants, with a total of 22 training hours.
employees but also for the community in need.
• Organizing Sustainable Finance training for all
employees through an e-learning platform.
• Providing certification and training in accordance
with the latest materials and based on regulatory
requirements.
• Developing an e-learning module on Introduction to
Sustainable Finance.
• Developing Introduction to Sustainable Finance
materials in the Development Program Curriculum.
Gender Equality
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata • Bank Mega has Company Regulations (PP) that govern the rights and
5.1 End all forms of discrimination against women. (5.1.1*) obligations between the Company and its employees.
5.5 Ensure the participation and equal opportunities of • There are 2,816 female employees, equivalent to 53.27% of the total
women to lead. (5.5.2*) workforce.
• There is one female director, or 14%.
SDGs Targets • The Company implements an equality policy for all employees, both in
Gender Equality terms of recruitment and in career development and appointment to
executive positions.
2025 Targets
The Company supports gender equality and encourages
women to participate in management positions.
Decent Work and Economic Growth
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata • Implementing community empowerment through TJSL programs.
8.3 Promote the formalization and growth of micro, small, • Implementing employee welfare improvement programs by considering
and medium-sized enterprises. (8.3.1(a)) performance evaluation results and the Bank’s condition.
8.7 Eliminate forced labor and child labor. (8.7.1(a)) • Providing credit financing to MSMEs amounting to IDR 539 billion.
8.8 Protect workers’ rights and ensure a safe working • Providing financing to the Sustainable Business Activity Category (KKUB)
environment for all workers. (8.8.1(a)) amounting to IDR 21.9 trillion.
• Increasing awareness and implementation of K3 principles for
SDGs Targets employees in the workplace by participating in the National K3 Month
Decent Work and Economic Growth commemoration.
2025 Targets
• Supporting and assisting the independence of MSMEs
and ensuring access to financial services.
• No underage workers in the Company’s supply chain.
• Improving employee welfare.
• Improving the community’s economy
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Industry, Innovation, and Infrastructure
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata • Providing MSME loans/credit worth IDR 539 billion.
9.3 Enhance access to financial services for industries and • Providing training on digitization in banking operations.
small businesses. (9.3.2*) 9.b Support the development of • Innovating the development of banking products and/or services that
technology. (9.b.1) utilize digital technology to improve customer service.
• Providing financing to business activities and/or other activities that are
SDGs Targets environmentally conscious and friendly.
Industry, Innovation, and Infrastructure • Providing facilities for customers to facilitate digital banking transactions.
• Improving the quality of customer data protection for accessing digital
2025 Targets banking products and services.
• Providing financial access to small industries.
• Optimizing digital-based financial services.
• Building digital infrastructure.
• Maintaining the security of data for all customers and
other stakeholders.
Responsible Consumption and Production
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata Paper waste in 2025 will amount to 13.26 tons.
12.5 Reduce waste generation through prevention,
reduction, recycling, and reuse. (12.5.1(a))
SDGs Targets
Responsible Consumption and Production
2025 Targets
• Reducing waste by adopting a sustainable lifestyle.
• Efficient use of energy and water.
Peace, Justice, and Strong Institutions
Ministry of National Development Planning/Bappenas 2025 Achievements
SDGs Metadata • There were no cases of bribes or corruption in 2025.
16.10 Ensure public access to information and protect • The Bank has processed, resolved, and analyzed all violations that occurred
fundamental freedoms. (16.10.1(b)) in accordance with applicable regulations.
16.5 Substantially reduce corruption and bribery in all its • Availability of a customer complaint mechanism (Customer Care) that
forms. (16.5.1(a)) can be accessed through various channels and handled quickly, fairly, and
consistently.
SDGs Targets
Peace, Justice, and Strong Institutions
2025 Targets
• Prevent bribery and corruption in all banking
operations.
• Implement prevention programs related to labor and
human rights violations.
• All customer complaints should be handled properly.
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Protecting Customers,
Wholeheartedly
Commitment to Provide Equal Products
and/or Services to Customers [F.17][3-3]
Commitment to Provide Equal Products and/or Services to Inclusive Services for Customers with Disabilities and the
Customers [F.17] Elderly
Customer trust is the foundation of Bank Mega’s sustainability; As part of its commitment to financial inclusion, Bank Mega
hence, the Company is committed to providing fair, inclusive, ensures that customers with disabilities and the elderly
secure, and accessible services to all customer segments. This have equal access to Products and/or Services. The Bank
commitment is realized through digital service innovation, provides user-friendly service channels, assistance from
increased access for vulnerable groups, and the provision of staff at branches, and easy-to-understand communication.
efficient payment solutions to support people’s daily financial These efforts aim to remove barriers to access and ensure
activities. that all customers can use banking services safely and This
implementation is in accordance with Circular Letter No. 188
Free BI-Fast Transfer Service on Services for Customers and/or Prospective Customers with
To provide added value and cost efficiency, Bank Mega offers Special Needs (disabilities) and the elderly.
interbank transfer services through BI-Fast on the M-Smile
app at a cost of Rp0 (no conditions and no quota limits) as Tap To Pay Service for Digital Transactions
long as the target bank is part of the BI-Fast network. This To support a fast and secure cashless transaction experience,
feature allows customers to make real-time transfers 24 hours Bank Mega presents the Tap To Pay feature on the M-Smile
a day with various identification options (account number, application. This feature allows contactless payments using
mobile phone number, or other proxy addresses), thereby virtual credit cards via NFC-enabled mobile phones on EDC
facilitating financial management and increasing convenience machines. Customers simply select a credit card as the
in transactions. source of funds in the app and tap their phone on the EDC to
complete the transaction. Thus, Tap To Pay not only increases
convenience, but also reduces dependence on physical cards
and strengthens the adoption of digital payments.
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Performance Performance Performance Performance
Digitalization and Innovation of Sustainable Finance Products/Services [F.26]
In 2025, Bank Mega continues its digitalization and service accuracy, and enabled the allocation of manpower to more
innovation agenda by ensuring that all technology-based strategic functions. Strengthening has also been carried out
channel and product developments are included in the Bank on the reconciliation system and credit management system
Product Implementation Plan (RPPB) and are in line with so that data integration between core banking, treasury, and
OJK regulations, particularly those related to digital services front-end channel applications is more real-time, standardized,
and sustainable finance. Innovation is directed not only at and can support more comprehensive risk monitoring and
improving customer convenience, but also at strengthening portfolio quality.
operational efficiency, reducing environmental footprint, and
supporting the achievement of the Bank’s sustainable finance To promote a more open digital architecture, the Bank
targets. developed open APIs so that integration with external
partners, including e-commerce, payment gateways, and
There has been a significant increase in the use of digital other digital platforms, can be carried out in a secure and
channels, especially M-Smile. By December 31, 2025, the controlled manner. Internally, management systems such
opening of savings accounts through digital channels reached as human capital, policy & procedure management, content
119,193 savings accounts through digital channels, saving management, E-Doc, and enterprise data warehouse continue
around 429,094 sheets of paper, equivalent to saving 37 to be strengthened so that all operational documents, policies,
trees and cost efficiencies of more than IDR 44 million. In the and data are stored centrally and digitally. This initiative
credit card segment, the adoption of e-statements and digital improves governance consistency, strengthens analytical
onboarding continues to increase, resulting in savings of capabilities, and accelerates decision-making.
approximately 9.2 million sheets of paper from e-statements
and more than 2.4 million sheets from digital credit card In payment services, Bank Mega is expanding the adoption of
submissions. The total savings are equivalent to more than cashless payment solutions such as Tap To Pay based on virtual
1,055 trees and a significant reduction in carbon emissions. credit cards in M-Smile, QRIS, and other contactless channels
to support fast, secure, and practical transaction experiences.
In terms of infrastructure and internal processes, Bank This expansion is in line with the “innovation & infrastructure”
Mega expanded the use of Robotic Process Automation pillar in RAKB 2024–2028 and contributes directly to the SDGs
(RPA) in various back-office activities such as transaction through reduced paper usage, operational energy efficiency,
reconciliation, credit data processing, and reporting processes. and increased inclusion and access to digital financial services
This initiative accelerated processing time, improved data for the community.
M-Smile Leads QRIS TAP Innovatio
in Indonesia
Through the M-Smile application, Bank Mega has become one of the first
movers in the implementation of QRIS Tanpa Pindai (QRIS TAP), a Near
Field Communication (NFC)-based digital payment innovation launched
by Bank Indonesia. Together with 18 other payment service providers
and payment system infrastructure providers, Bank Mega conducted a
simulation of QRIS TAP usage at MRT stations and on Damri buses, which
was attended by President Director Kostaman Thayib and IT Director Y.
B. Hariantono. With this feature, customers simply select the QRIS Tap
menu on M-Smile, select the source of funds, enter their PIN, and then
tap their phone on the payment device without having to scan a QR
code. This innovation further simplifies daily transactions in the public
transportation, retail, and public services sectors.
The introduction of QRIS TAP through M-Smile strengthens Bank Mega’s
position as a key player in the national digital payment transformation.
In addition to enhancing the convenience and speed of contactless
transactions, this feature also supports the expansion of financial inclusion
and the use of more environmentally friendly digital services. By the end
of 2025, transactions through M-Smile have increased by 45% compared
to 2024, reflecting the high level of customer trust and adoption of
Bank Mega’s digital services. Going forward, Bank Mega is committed to
continuing to innovate in providing payment solutions that are secure,
accessible, and relevant to the needs of modern society.
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Strategy Bank Mega Explanation Governance
Innovation in Improving Financial Literacy through the Financial Dashboard
Bank Mega continues to deliver digital service innovations that Maintaining MSME Cash Flow Stability through Real-Time
support the improvement of customer financial literacy. One QRIS Settlement
of these initiatives is the Financial Dashboard feature, which For MSMEs, cash flow stability is an important factor in
serves as a practical tool to help customers understand their maintaining business continuity, especially to meet daily
financial condition in a more structured and comprehensive operational needs such as purchasing raw materials,
manner. Through easy-to-understand data visualization, paying labor, and managing inventory. In this context, the
customers can monitor their cash flow, asset allocation, and implementation of Real-Time QRIS Settlement is a solution
spending trends more objectively, enabling them to make that helps accelerate the receipt of transaction funds, so
more informed financial decisions. that businesses do not have to wait several business days for
disbursement.
The Financial Dashboard feature can be easily accessed
through the M-Smile (Mega Smart Mobile) application, In 2025, Bank Mega became one of the banks that implemented
allowing customers to monitor their financial condition Real-Time Settlement QRIS for MSME merchants in the UMI
anytime and anywhere. This feature is expected to encourage (Micro Business) category. This initiative is a form of Bank
increased financial literacy among all segments of Bank Mega’s support in strengthening the operational needs of
Mega’s customers, while also supporting the financial literacy micro businesses, while also being in line with Bank Indonesia’s
and inclusion agenda carried out by Bank Indonesia and the regulations and programs related to strengthening the QRIS
Financial Services Authority (OJK). transaction ecosystem.
Bank Mega’s Digitalization and Process Efficiency
Program Dimension of Efficiency
E-Learning – A digital learning method for HR training and socialization Costs, HR, Paper
Mobile Onboarding – Enables an effective and efficient customer onboarding process Costs, HR, Paper
Card Initiation System – Enables the customer origination process for credit card customers HR, Paper
Proses Automation dan Digitalisasi – Enables process efficiency for more optimal results Operational Costs, HR
Tangible Monitoring System – Management of branch goods and assets to support asset procurement and Operational Costs, HR
replacement planning
QR Payment – Enables a more efficient payment process Operational Costs
Web Policy & Procedure Management System – Enables paperless policy and procedure documents HR, Paper
Content Management dan E-Doc – Enables paperless management of customer profile and account data HR, Paper
Enterprise Data Warehouse – Enables paperless reporting HR, Paper
Chatbot – Enables more efficient customer service Operational costs, HR
Collection System – Enables efficient billing processes using mobile apps Operational costs, HR, Paper
Mobile Appraisal – Enables appraisals using mobile apps to be more efficient Operational costs, HR, Paper
Mega Employee Mobile (MeMo) – Enables paperless HR operational activities Operational costs, HR, Paper
Branch Delivery System (BDS) – Enables paperless customer service activities Operational costs
BI-Fast – Enables real-time transactions at a lower cost Operational costs
Open API – Enables efficient connections between various applications of the Bank and its partners Operational costs, HR, Paper
Payment Gateway – Enables financial transactions between merchants and Bank Mega partners Operational costs, HR, Paper
Reconciliation System – Enables reconciliation efficiency Operational costs
HC-Employee Self Service (penambahan modul) – Enables efficiency of paperless HC service processes Operational costs, HR, Paper
Update HC System (penambahan modul) – Enables efficiency & faster HC work processes Operational costs, HR, Paper
Virtual Card (Kartu Kredit & Debit) – Enables process efficiency and reduces the cost of printing/issuing Operational costs, Physical
physical cards cards
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Throughout 2025, Bank Mega continues its digital In addition to strong growth in the M-Smile channel, Bank Mega
transformation agenda as part of its efforts to enhance also noted dynamics in the use of other transaction channels.
service capabilities, improve customer convenience, and drive Throughout 2025, transaction activity via Internet Banking
operational efficiency. For the indicator of increased active and ATMs showed a shift due to the increasing dominance
users of digital services (e.g., M-Smile and Mega Internet), of customer demand for faster, more practical services that
Bank Mega has not set specific quantitative targets for the are integrated into a single application. This development
reporting period; therefore, target information cannot be reinforces the Bank’s strategy in encouraging the adoption
provided. Instead, Bank Mega presents the actual position of digital channels, particularly through M-Smile and QRIS-
and achievements as of December 31, 2025, as the realization based payment services, which are being used more widely.
of digital service performance, which serves as the basis for On the other hand, transactions on Electronic Money products
evaluation and continuous development in the subsequent have also been adjusted in line with the optimization of the
period. Bank’s digital payment ecosystem. Overall, these changes
in transaction patterns reflect the acceleration of Bank
In order to strengthen the development of digital channels in Mega’s digital transformation, while also providing a basis to
the future, Bank Mega plans to improve its services through strengthen service innovation and develop digital features that
digital ecosystem partnerships by utilizing the Bank’s are more relevant to customer needs.
existing product range through the concept of Banking as
a Service (BaaS) for wider use, particularly in the retail and In terms of information security, there were no identified or
micro segments. Bank Mega also plans to develop more reported material data security incidents that had a significant
comprehensive digital features and products to expand its impact on customers or Bank operations until the end of 2025.
customer base, increase competitiveness, and drive growth in Bank Mega is committed to making information security an
fee-based income and non-cash transactions. integral part of all digital development and transformation
processes, as well as regularly monitoring and improving the
For the M-Smile Mobile Banking service, development plans effectiveness of security controls.
include features such as Tap to Pay, QRIS Cross Border with
the addition of new destination countries, overseas transfer Throughout 2025, Bank Mega also recorded various
services (remittance), digital Cashline, Click to Pay, and developments related to sustainability, particularly through
the strengthening of Lifestyle features to facilitate ticket the strengthening of the digital payment ecosystem. The
purchases, vouchers, and shopping. The Bank also plans development of contactless features for debit card transactions
to add a fund pocket (Zaku) feature to help with financial and QRIS services (including in the M-Smile application)
management, develop digital loyalty and coupon programs. In supports transaction efficiency, reduces dependence on cash
line with these development plans, Bank Mega continues to and paper, and increases user security and convenience. The
strengthen its cybersecurity by adapting to industry dynamics addition of countries to the QRIS Cross Border feature also
and technological developments. strengthens cross-border payment connectivity, promotes
financial inclusion, and supports more efficient economic
The performance of Bank Mega’s digital transaction services activity.
throughout 2025 shows solid growth in the M-Smile channel,
both in terms of transaction volume and frequency. The volume Furthermore, the development of SNAP-standard API services
of M-Smile transactions increased to Rp78.15 trillion in 2025, contributes to payment system interoperability, integration
compared to Rp49.91 trillion in 2024, representing a growth of efficiency, and increased digital service scalability, thereby
57%. At the same time, the frequency of M-Smile transactions supporting the formation of a more inclusive and sustainable
also increased by 45%, from 11.71 million transactions in 2024 payment ecosystem. The Bank has also implemented QRIS Real-
to 16.93 million transactions in 2025. This increase reflects the Time Settlement to support faster transactions and enhanced
growing adoption of mobile channels, in line with Bank Mega’s the MILA chatbot to strengthen customer self-service through
strategy to position M-Smile as the main transaction channel faster and more responsive access to information. These
for retail customers. initiatives also help reduce the need for manual processes and
physical visits to branches, contributing to more efficient use
of resources and a lower operational footprint.
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Think Customer: Bank Mega Becomes Closer
National Customer Day is not just an annual celebration, but an In fulfilling the increasingly diverse needs of its customers,
important moment for Bank Mega to strengthen its emotional Bank Mega continues to expand its service channels, from
connection with its customers. With the theme “Think branch offices and ATMs to Mega Call and the MILA WhatsApp
Customer” in 2025, Bank Mega reaffirms its commitment to chatbot. The strengthening of digital innovation is also realized
providing services that are centered on customer needs and through the excellent features in the M-Smile application,
experiences. As a token of appreciation, President Director including QRIS Tap, NFC-based contactless payment
Kostaman Thayib and the management team visited customers technology, and QRIS Cross Border, which enables cross-
at the Jakarta-Tendean Main Branch Office, listened to their border transactions using Rupiah in various countries such
aspirations, and ensured that the Bank’s services remain as Thailand, Malaysia, Singapore, and Japan. This innovation
relevant to the expectations of today’s customers. is proof of Bank Mega’s commitment to providing modern,
practical, and secure services.
The festive atmosphere was also felt throughout Bank Mega’s
network of offices, which were decorated with thematic National Customer Day serves as a reminder that the success
decorations, accompanied by the participation of employees of a financial institution is not only determined by asset
wearing creative costumes outside of their official uniforms. growth and financial performance, but also by the quality of
This initiative created a warmer and friendlier atmosphere, the relationships built with its customers. With a principle of
strengthening the closeness between employees and empathetic and sincere service, Bank Mega is committed to
customers. However, the essence of National Customer Day continuing to grow alongside its customers and being part of
remains the spirit of serving wholeheartedly, as Bank Mega’s their financial journey, both today and in the future.
success is built on the trust and loyalty of its customers.
Evaluation of Products and/or Services Safety and Recalled Products [F.27, F.28, F.29]
Products/Services that have been Evaluated for Customers evaluation are carried out across functions by the Information
Safety Technology, Risk Management, Compliance, and Legal units,
To ensure that all products and services are safe for customers ensuring that only products and services that meet security,
to use and meet applicable quality, safety, and compliance operational feasibility, and quality requirements can be offered
standards, Bank Mega requires 100% of new products and to customers.
services to undergo a safety evaluation process before
being launched to the public. This evaluation is an integral As part of its ongoing security strengthening efforts, Bank
part of product development governance and is carried out Mega continues to improve the capabilities of its information
thoroughly from the design stage to final approval for launch. technology systems through the implementation of strict
access controls, real-time cyber security monitoring, and
The safety evaluation process includes information early detection mechanisms for potential digital attacks and
technology readiness inspection, operational and cyber risk fraud risks. The Bank also actively raises security awareness
assessment, regulatory compliance review, and legal and and literacy among employees and customers through various
consumer protection assessment. The evaluation is carried communication channels, including internal emails, desktop
out by referring to applicable regulations, including Law wallpapers, newsletters, internal communication platforms,
Number 10 of 1998 concerning Banking, POJK Number 6 of and informational webinars on social engineering risks.
2022 concerning Consumer Protection, POJK Number 11 of Throughout 2025, these educational activities were attended
2022 concerning Information Technology Implementation, by employees at the head office, branches, and regional offices,
POJK Number 13 of 2021 concerning the Implementation with a focus on secure transaction practices, recognition of
of General Banking Products, and POJK Number 21 of 2023 digital fraud methods, and protection of personal data and
concerning Digital Services by General Banks. All stages of the banking credentials.
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Customer Data Privacy and Security [3-3] [418-1]
With the increasing use of digital technology in banking These policies regulate customer rights and obligations,
services, Bank Mega realizes that the convenience of principles of personal data management, information access
transactions experienced by customers is accompanied by an control, and mechanisms to identify, measure, monitor, and
increased risk of cybercrime, such as malware, hacking, online control IT and cyber risks across all work units.
fraud, and misuse of personal data. Therefore, customer data
protection and information security are strategic priorities for In addition to internal policies, Bank Mega also issues various
Bank Mega as part of its ongoing commitment to maintaining internal regulations and circulars that strengthen privacy
stakeholder trust and supporting long-term operational and management, data security, and cyber resilience, including
financial system stability. customer data management (Customer Information File)
and the protection of consumer assets and data. All policies
Bank Mega implements comprehensive customer data and regulations are reviewed and updated regularly to
protection and information security, which includes policies, remain relevant to technological developments, cyber threat
operational processes, strengthening of technological dynamics, and the Bank’s business needs.
infrastructure, and increasing the awareness of all Bank
employees regarding technological and cyber risks. This policy framework is implemented consistently and is
in line with applicable external regulations, including Bank
Bank Mega’s Privacy and Data Security Policy Framework Indonesia’s provisions regarding information system security
Bank Mega’s commitment to protecting customer data is and cyber resilience. By complying with regulations and
realized through a comprehensive and integrated internal policy strengthening information security governance, Bank Mega
framework, including policies related to consumer protection, ensures that the information technology systems used remain
privacy and personal data protection, information security, as reliable, secure, and capable of protecting customer data from
well as information technology and cyber risk management. potential digital threats.
Implementation of Personal Data Protection in Supporting Sustainability [2-27]
Bank Mega is committed to maintaining customer data privacy This achievement is an important milestone for Bank Mega
and security through the implementation of a structured in strengthening its information security governance, while
Personal Data Protection (PDP) system that is in line with laws ensuring that customer data and privacy management
and regulations. To ensure that personal data is managed in processes are carried out in accordance with globally
a compliant, effective, and responsible manner, Bank Mega recognized international standards. The implementation of ISO
has established a Personal Data Protection Division (PEDP) 27001:2022 and ISO 27701:2019 is proof that all data protection
that functions as the main manager and supervisor of PDP mechanisms at Bank Mega have met strict requirements in
implementation across all work units. This division is tasked terms of security controls, risk management, and secure and
with providing information and advice to relevant units responsible personal data management.
regarding the obligations to comply with the Personal Data
Protection Law, monitoring the Bank’s compliance level, and Besides reflecting best practices in cybersecurity and privacy,
acting as a liaison on issues related to personal data processing, this achievement also demonstrates compliance with regulatory
both internally and with regulators. obligations from various institutions, including the OJK, Bank
Indonesia, the Ministry of Communication and Information
Bank Mega Obtains ISO 27001:2022 and ISO 27701:2019 Technology, the National Cyber and Crypto Agency (BSSN),
Certification the Ministry of Home Affairs, and the Personal Data Protection
Bank Mega has reaffirmed its commitment to maintaining Law. With this achievement, Bank Mega has further solidified
information security and personal data protection by its position as a trusted financial institution that is ready to
successfully obtaining ISO 27001:2022 Certification for face the challenges of digital security in the modern economy.
Information Security Management Systems and ISO
27701:2019 for Privacy Information Management Systems. This
certification was presented in Jakarta by the President Director
of PT Defender Nusa Semesta, Toto A. Atmojo, together with
the Director of CBQA Global Indonesia, Anwar Siregar, and
was received directly by the President Director of Bank Mega,
Kostaman Thayib, accompanied by the Deputy President
Director, Indivara Erni, and the Director of IT, YB. Hariantono.
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Impact and Contribution of the Personal Data Protection Personal Data Protection through Privacy Risk Management
(PDP) Framework to Sustainability (LST) Training
The existence of the Personal Data Protection (PDP) In an increasingly complex digital era, personal data
Framework at Bank Mega is an important foundation in management has become a strategic responsibility for Bank
ensuring that all Personal Data Protection programs run Mega, especially in maintaining customer trust and complying
effectively and contribute significantly to the Company’s with the Personal Data Protection Law (PDP Law). Recognizing
sustainability. Environmental-wise, the Bank has begun to the increase in cyber threats and data leakage risks, Bank
implement a more environmentally friendly approach to data Mega held intensive Privacy Risk Management training in April
collection, processing, and storage, including encouraging 2025 as part of its efforts to foster a privacy-conscious culture
the digitization of services such as M-Smile, M-Auto, and throughout the organization.
the Mega Career Website for the recruitment process. This
digital transformation helps reduce paper usage, minimize The training, which was initiated by the Director of Compliance
waste, and contribute to reducing deforestation. In addition, & Human Capital, Mr. Yuni Lastianto, was held face-to-face
the application of the principle of data minimization and data in four batches and was attended by representatives from
retention policies encourages more efficient data management, various departments. The session began with a presentation
thereby reducing the need for data center capacity and digital on regulatory developments, including the PDP Law, GDPR,
energy consumption, which has been quite significant due to and Bank Mega’s internal policies related to privacy and
the large amount of sensitive data processed by the Bank. information security, ensuring that participants had a solid
foundation before delving into the technical aspects of privacy
In social aspects, the implementation of Personal Data risk management.
Protection strengthens the bond between the Bank and its
customers, employees, and all data subjects. This commitment The training material covered an introduction to the NIST
is realized through fair, transparent, and non-discriminatory Privacy Framework, the ISO 27005 standard, and risk
management of Personal Data, while ensuring the fulfillment assessment methods such as DPIA, LIA, TIA, and Third-Party
of subjects’ data rights in accordance with applicable Privacy Risk Assessment. Through case studies and interactive
regulations. Customers are also facilitated to access their discussions, participants were trained to identify threats,
rights easily through MegaCall or Bank Mega branch offices. vulnerabilities, and their impact on personal data protection,
The Bank continues to improve its efforts to prevent the as well as to understand the relevant control measures to be
misuse of Personal Data by strengthening cyber security and implemented in their respective work units.
risk mitigation to prevent material and non-material losses that
may arise from digital threats. This training reaffirms Bank Mega’s commitment to
strengthening personal data protection governance, improving
In terms of governance, the PDP Framework strengthens Bank regulatory compliance, and ensuring the organization’s
Mega’s governance structure by ensuring that all Personal readiness to face privacy risks. By empowering employees
Data processing activities are carried out in a compliant, with the right competencies, Bank Mega continues to maintain
consistent, and secure manner. This approach reflects the customer trust and strengthen its position as a responsible and
Bank’s commitment to complying with evolving regulations ethical financial institution.
and minimizing the risks that may arise from non-compliant
data management. Throughout 2025, the Bank has developed Personal Data Protection Workshop Series: Effectiveness of
and updated a number of important policies, including the RoPA Management through Mega Privacy
Privacy Notice Policy, Data Protection Advisory Policy, Record Bank Mega continues to strengthen its personal data protection
of Processing Activity (RoPA) Policy, and Personal Data risk governance by holding a Record of Processing Activities (RoPA)
assessment policies such as DPIA, LIA, Third-Party Privacy Workshop on June 10, 11, 17, and 19, 2025. This workshop is part
Risk Assessment, and TIA. The Bank has also developed a of the Bank’s ongoing commitment to ensure compliance with
data breach incident handling policy and a Data Subject Law No. 27 of 2022 concerning Personal Data Protection (PDP
Request (DSR) policy as part of its commitment to improving Law) while improving the quality of privacy risk management.
accountability and compliance. The Bank regularly socializes RoPA serves as an important instrument that provides full
these policies to its employees to ensure they are well visibility of the entire data processing cycle, from the types of
internalized, support risk mitigation, and ensure that everyone data managed, the processing objectives, the legal basis, the
at the Bank understands their role in maintaining the security storage location, to the security mechanisms implemented.
and integrity of Personal Data.
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The workshop, which was initiated by the Director of Compliance Data Protection (PDP) Framework as a reference in designing,
& Human Capital, Mr. Yuni Lastianto, was held face-to-face in implementing, and evaluating all activities related to Personal
four batches and was attended by representatives from all Data management, including aspects of governance, risk
departments of the Bank. This cross-functional involvement management, operational control, as well as reporting and
reflects the organization’s awareness that the management of escalation mechanisms. This framework is supported by various
Personal Data is a collective responsibility. During the session, internal policies and training aimed at improving employees’
participants received an in-depth explanation of the role of understanding of data protection obligations, ensuring
RoPA as the basis for Personal Data Protection governance, that all Personal Data processing is carried out securely,
which is required by the PDP Law and is an essential element transparently, and responsibly. These efforts strengthen the
to ensure accountability for all data processing activities at Bank’s operational sustainability and increase customer trust.
Bank Mega. Further information regarding the Bank’s privacy policy can
be accessed via website at: https://bankmega.com/id/privacy-
To improve the effectiveness of RoPA management, Bank policy/.
Mega introduced Mega Privacy, a digital system specifically
developed to automate, simplify, and standardize the recording
of Personal Data processing activities across all work units.
This system enables more structured monitoring, minimizes
inconsistencies in recording, and improves the Bank’s ability to
identify potential privacy risks early on.
Through a series of workshops and the implementation
of Mega Privacy, Bank Mega has affirmed its position as an
institution that not only complies with regulations but is
also proactive in building strong personal data protection
governance. This approach reflects the understanding that
personal data is a strategic asset that must be managed with
integrity, accountability, and the highest security standards in
order to maintain customer trust and the Bank’s operational
sustainability.
Bank Mega is committed to protecting all Personal Data
processing in accordance with the provisions of the Personal
Data Protection Law in Indonesia through consistent
implementation of data protection policies and principles
across all work units. The Bank has developed a Personal
BANK MEGA DATA PROTECTION FRAMEWORK
GOVERN
Privacy Management Structuring Privacy Teams
ASSES PROTECT SUSTAIN RESPOND
Privacy Assessment Information Security Practices Privacy Monitoring Program Data Subject Request
Management
Record of Processing Activity Privacy Security Controls Privacy Culture Program
(RoPA) Data Breach Management &
Third Party Privacy Management Privacy Training & Awareness Recovery
Privacy Impact Assessment
(DPIA, LIA, TIA) Privacy by Design & Default Privacy Audit
Physical Assessment
Privacy Enhancement Technologies
Privacy Control Assessment
Privacy Policies
Privacy Management Tools
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Personal Data Protection Training Program
Number of Training
No Training Date Training Title
Participants Hours
1 January – December 2025 Personal Data Protection – NEIP Program 1,620 1,215
2 January – December 2025 E-Learning Awareness on Personal Data Protection 5,713 11,426
3 4, 6, 11, 13 February 2025 Awareness Training Program for Outsourced Employees of Bank Mega 915 1,830
4 16, 24 April 2025 Privacy Risk Management Training 89 623
5 10, 19 June 2025 Workshop on Implementation of Mega Privacy System for RoPA Module 110 550
6 16–17 July 2025 Data Anonymization Training 39 234
7 13–14 August 2025 Refresher Training on Personal Data Protection Policy for Branch Office 396 792
Employees
8 3 September 2025 Training for Credit Loan Officers (CLO) – Regional Jakarta 1 58 116
9 10 October 2025 Training for Credit Loan Officers (CLO) – All Regional Offices 768 768
10 14, 16 October 2025 Training on Managing Data Subject Rights Requests for Business and Human 36 180
Resources
11 13, 18 November 2025 Training on Managing Data Subject Rights Requests for Call Centre 90 630
Operations – Batch 4
12 2 December 2025 Personal Data Protection Awareness Training for Mega Prima (Frontliner 54 108
Internship Program)
13 16–17 December 2025 Personal Data Protection Training for Third Parties (Vendors) 41 287
14 18 December 2025 Personal Data Protection – OSDP Program 14 28
Total 9,943 18,787
Cyber Attacks and Protection Efforts
In dealing with the complexity of cyber threats in the financial Apart from strengthening controls, Bank Mega consistently
sector, Bank Mega implements a layered and risk-based provides education and information to customers and
security approach to maintain the confidentiality, integrity, and employees regarding transaction security, prevention
availability of its systems and customer data. This approach of technology-based crimes, and the importance of
includes governance and compliance, enhancing human awareness of potential cyber threats. This education is
resource awareness, physical security, and protection of delivered through various internal communication media
technological infrastructure and banking applications. to build a risk-aware culture and support the Bank’s
sustainable cyber resilience.
1. Multi-Layered Cyber Defense System
Security is reinforced by implementing various security 3. Personal Data Protection
controls designed to prevent, detect, and respond to Bank Mega ensures that customer personal data is
potential cyber attacks, both internal and external. This managed in accordance with data protection principles,
multi-layered approach ensures that protection is not only including access restrictions based on authority, use of data
based on technology, but also supported by processes, for legitimate purposes, and the application of adequate
policies, and risk-aware human resource behavior. security throughout the data life cycle. These efforts aim to
prevent data misuse, maintain information confidentiality,
2. IT and Cyber Risk Management and protect the Bank’s financial assets and information
The management of information technology and cyber risks systems.
at Bank Mega is carried out structurally and is integrated
with the Bank’s risk management framework. This process Personal data protection is an important part of Bank
includes continuous risk identification, analysis, evaluation, Mega’s commitment to maintaining customer trust and the
and mitigation, including risks arising from the use of third Bank’s reputation as a responsible and sustainable financial
parties. institution.
In practice, Bank Mega refers to internationally recognized 4. Incident Response and Handling
standards and best practices, such as ISO 27001 on Bank Mega has an information security incident response
Information Security Management Systems, ISO 31000 on and handling mechanism that includes reporting,
Risk Management, and the National Institute of Standards identification and investigation, incident source handling,
and Technology (NIST) Cybersecurity Framework. impact limitation, service recovery, and post-incident
Identified risks are monitored regularly to ensure that the evaluation and learning. This mechanism is designed to
risk level is within tolerance limits and in line with the risk ensure a quick, coordinated, and effective response in
appetite set by management. minimizing the potential impact on the Bank’s operations
and customers.
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As part of its efforts to enhance response capabilities,
Bank Mega has developed a ChatBot Cyber Assistant
(SIREN) that can be accessed by employees through an
internal platform. This service facilitates rapid reporting of
cyber incident indications while also serving as a means
of real-time information and cyber security education. The
results of post-incident evaluations are used as a basis
for continuous improvement of the Bank’s cyber security
control, detection, and response systems.
Data Security Incident Status
In 2025, Bank Mega experienced an attempted misuse of
information technology originating from security testing
activities on the systems of third parties working with the
Bank. These activities were carried out by parties acting as
security researchers (security researchers or bug hunters) and
had the potential to access Bank customer data or information.
In response to this incident, Bank Mega has taken control
measures in accordance with internal provisions and applicable
regulations, including coordination with relevant parties and
strengthening third-party risk management. There was no
material impact on the Bank’s operations or financial losses
for customers. This experience has become the basis for Bank
Mega to continue to improve supervision, security evaluation,
and strengthen governance of cooperation with third parties,
particularly in relation to data protection and information
security.
Implementation of Anti-Money Laundering, Counter-Terrorism Financing, and
Proliferation Financing (APU, PPT, and PPPSPM) Programs to Maintain the
Integrity of Bank Mega’s Financial System
Bank Mega implements comprehensive APU, PPT, and PPPSPM Internal controls are strengthened through segregation of
programs by strengthening governance, risk management, duties, clear authority limits, independent checks by internal
internal controls, and system infrastructure to ensure that the audit, and systematic follow-up on all audit findings and
Bank is not used as a means for TPPU, TPPT, or PPSPM. All compliance review results. In terms of systems, Bank Mega
of these measures are implemented in accordance with POJK has developed an AML Data Management System to improve
8/2023 and supported by employee competency development transaction monitoring and customer profiling capabilities, as
to ensure that understanding of compliance, data security, well as developing Beneficial Owner (BO), Walk-in Customer
and customer protection is always maintained. In terms of (WIC), and internal goAML PPATK applications, and a goAML
governance, Bank Mega conducts risk assessments for TPPU, interface to ensure faster, more accurate, and documented
TPPT, and PPSPM (Individual Risk Assessment) using a risk- identification, recording, and reporting to authorities.
based approach so that the risk profiles of customers, products,
channels, and regions form the basis for due diligence and These enhancement efforts are complemented with a structured
ongoing monitoring. The Board of Directors and Board of competency development program. By the end of 2025, 2,871
Commissioners exercise active supervision through the participants have completed APU, PPT, and PPPSPM trainings
establishment of responsible units, policy approval, evaluation for a total of 3,788 training hours. The training materials cover
of program implementation effectiveness, and discussion of reporting obligations, customer identification principles,
key issues in management forums. prevention of bank product misuse, cyber security, personal
data protection, collection ethics, and customer complaint
At the operational level, the Anti-Money Laundering (AMLA) handling. Thus, compliance and consumer protection aspects
Division formulates and reviews policies and procedures on a are not only regulatory requirements but are also embedded in
regular basis to ensure alignment with the latest regulations. Bank Mega’s overall risk and service culture.
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Impact of Sustainable Financial Products and Services [F.28]
Bank Mega realizes that its operational activities and financial products and services
have both positive and potentially negative impacts on society, the environment, and
the economy. Therefore, the Bank focuses not only on optimizing benefits, but also
on managing risks and mitigating negative impacts in a systematic, measurable, and
sustainable manner.
Positive Impacts Negative Impacts
Bank Mega’s financial products and services, particularly However, financing distribution has the potential to cause
financing in the Sustainable Business Activity Category (KKUB), negative environmental and social impacts through the
generate positive impacts by supporting environmentally business activities of debtors, including greenhouse gas
friendly and socially inclusive business activities. The KKUB emissions from the energy and transportation sectors, changes
portfolio, valued at around Rp21.915 trillion as of December 31, in land use and risks to biodiversity, as well as potential social
2025, supports the development of renewable energy, increased impacts related to employment, occupational health and
energy efficiency, sustainable natural resource management, safety, and relationships with local communities.
low-emission transportation, green buildings, eco-efficient
products, and the strengthening of MSMEs. Financial products also have the potential to cause social risks
in the form of financing dependency or financial pressure on
The positive impacts include reducing emissions and pollution, customers if the products are not used wisely or are not in
increasing resource use efficiency, creating more inclusive line with the customer’s risk profile and financial capabilities.
jobs, increasing the competitiveness of debtor businesses, and To manage and mitigate these negative impacts, Bank Mega
contributing to the achievement of Sustainable Development implements environmental, social, and governance (ESG)
Goals and Indonesia’s transition agenda towards Indonesia Net risk analysis in the credit process with reference to the OJK’s
Zero Emission by 2060. CRMS and CRST, requiring debtors to comply with applicable
environmental permits and standards, conducting classification
Social products such as Mega Berbagi Savings provide positive for the Indonesian Sustainable Finance Taxonomy (TKBI),
impacts by enabling customers to contribute directly to the and regularly monitoring the ESG performance of debtors,
funding of education, health, community empowerment, and including measuring financing portfolio emissions and
disaster management programs in a structured and accountable conducting climate risk stress testing. On the retail and digital
manner. customer side, the Bank strengthens the principles of product
suitability, customer education, information security systems,
The digitalization of products and services produces positive and complaint and incident handling mechanisms to protect
environmental impacts in the form of a significant reduction in the interests of customers and the community.
paper use, a decrease in operational waste, and a reduction in
indirect emissions from office activities and physical transactions.
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Number of Recalled Products [F.29]
During the 2025 reporting year, there were no Bank Mega During the same period, Bank Mega also did not receive
products or services that were recalled, whether due to any legal sanctions or financial penalties related to non-
security issues, regulatory non-compliance, or other technical compliance in the delivery of product and service information
constraints. The fact that no products were recalled is a to consumers. This shows that the product security evaluation,
reflection of the effectiveness of the security evaluation, risk control, and consumer protection mechanisms that are
feasibility testing, and compliance monitoring processes that implemented have been running effectively and in accordance
are consistently applied from the product design stage to with regulatory requirements.
post-launch monitoring.
Customer Satisfaction Survey
on Sustainable Financial Products and/or Services [F.30]
Bank Mega has a structured and sustainable customer Based on the customer satisfaction survey results, the Net
satisfaction evaluation mechanism to ensure the quality of Promoter Score (NPS) for various products and services was at
products and services provided to customers. In 2025, customer a positive level. The Customer Satisfaction Index (CSI) showed
satisfaction surveys have covered credit card services, M-Smile, a good level of satisfaction in branch office services, as well
savings, MegaFirst, branch offices, and complaint handling. as a reasonable level of satisfaction in complaint handling
The survey is conducted routinely every quarter (3 months) services, in line with the characteristics of these services.
and is managed by the Market and Consumer Insight unit Overall, customer perception of Bank Mega’s products and
under Digital and Marketing Communications, an independent services was in the good category.
unit responsible for conducting surveys, processing data, and
compiling reports. The results of the customer satisfaction survey are discussed
with the relevant units up to the management forum and the
In practice, Bank Mega uses the Net Promoter Score (NPS) Board of Directors to evaluate service quality and follow up
and Customer Satisfaction Index (CSI) methods to evaluate on improvements. Bank Mega is committed to continuously
customer satisfaction. The survey is designed at the product and improving its customer satisfaction evaluation mechanism
service level to facilitate more specific identification of issues and increasing the transparency of survey results as part of its
and ensure the relevance of questions to customer experience. accountability to all stakeholders, including through reporting
This allows the survey to be more effective through a shorter in its annual report in accordance with applicable regulations.
completion time while still capturing detailed feedback and
complaints on each product and service, with broad coverage
across Bank Mega’s entire service network.
Customer Well-Being: Premium Healthcare Services with IHH Healthcare
Bank Mega understands that health is the most valuable asset As part of the event, Bank Mega held a Health Talk with Dr.
for its customers, hence the Bank has established a strategic Edgar Tay, a renowned cardiologist from Mount Elizabeth
collaboration with IHH Healthcare Singapore, a leading Hospital Singapore. The session was interactive, with
international hospital network, to provide premium healthcare customers enthusiastically asking questions about heart
services for MegaFirst customers. The launch event for this health. The presence of a medical interpreter ensured that
collaboration took place in a warm atmosphere at Menara Bank the discussion ran smoothly and inclusively. Through this
Mega, and began with a lunch session that brought together collaboration, MegaFirst customers receive various exclusive
customers, Bank Mega management, and IHH representatives benefits, including discounts on inpatient services, discounts
in a friendly atmosphere. The agreement was signed by Bank on Executive Health Screening fees, Priority Medical Concierge
Mega Deputy Director, Ms. Diza Larentie, and Chief Commercial services, and various additional benefits from Bank Mega such
Officer of IHH Healthcare Singapore, Jeffrey Law, as a form as competitive exchange rates, airport lounge facilities, airline
of commitment from both institutions to provide world-class ticket discounts, and flexible payment options for medical
healthcare services. services using Bank Mega Credit Cards.
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This collaboration demonstrates Bank Mega’s commitment that strengthens the benefits of this program. By providing
to providing solutions that go beyond traditional financial a premium healthcare experience integrated with financial
services, with a focus on customer welfare and quality of services, Bank Mega emphasizes its position as a customer-
life. The IHH hospital network, which has adopted cutting- centric institution by ensuring that every service has a positive
edge medical technology, ranging from AI-based diagnostics impact on customers.
to robotic surgery and advanced cancer therapy, adds value
Whistleblowing System and Reinforcing Bank Mega’s
Role in Handling Illegal Financial Activities
Bank Mega continues to strengthen organizational integrity Active contribution to the PASTI Task Force and Indonesia
and consumer protection through the implementation of a Anti-Scam Center (IASC)
transparent and accountable Whistleblowing System (WBS), As part of the banking industry’s commitment to customer
as well as active participation in the Task Force for Combating protection and financial system stability, Bank Mega’s Crime
Illegal Financial Activities (Satgas PASTI) and the Indonesia & Fraud Investigation Unit plays an active role as a member
Anti-Scam Center (IASC) coordinated by the Financial Services of the PASTI Task Force, which was established by the OJK
Authority (OJK). to coordinate the handling of illegal financial activities across
regulators, law enforcement agencies, and financial service
This approach positions Bank Mega not only as an institution industry players.
that is effective in handling internal reports, but also as part of a
national effort to combat fraud, cybercrime, social engineering, Within this framework, Bank Mega also participates in the
and various other forms of illegal financial activities. Indonesia Anti-Scam Center (IASC), which serves as a national
coordination center for handling financial transaction fraud.
A secure, independent, and integrity-oriented Whistleblowing Through the IASC, reports of suspected scams can be quickly
System followed up through a verification process, blocking of the
Bank Mega provides a Whistleblowing System (WBS) as a target account, and further coordination with other banks,
reporting channel that can be used by employees, business payment service providers, and law enforcement agencies.
partners, and the general public to report alleged violations,
including fraud, corruption, code of conduct violations, Bank Mega’s active involvement in the IASC contributes to
discrimination, sexual harassment, and other irregularities. reducing potential public losses, accelerating the industry’s
response to various modes of cybercrime and social
The WBS is designed to be a secure, independent, and easily engineering, and increasing the national banking sector’s
accessible system, with guaranteed confidentiality of the preparedness in facing increasingly complex fraud risks.
whistleblower’s identity, anonymous reporting options, and
protection against retaliation. Every report received is handled Improving governance and consumer protection systems
objectively and professionally in accordance with the Bank’s The synergy between the implementation of the
internal regulations. Whistleblowing System and Bank Mega’s active role in the
PASTI Task Force and the Indonesia Anti-Scam Center (IASC)
Throughout 2025, Bank Mega received 80 reports related to expands the Bank’s ability to detect and respond to various
alleged fraud and other violations, all of which were followed forms of fraud, money laundering, terrorism financing, and
up by the Crime & Fraud Investigation Work Unit through a other illegal financial activities.
comprehensive investigation process. The process includes
the collection, examination, and verification of evidence, This collaboration not only strengthens internal incident
assessment of the level of violation, and determination of handling mechanisms, but also ensures that Bank Mega
appropriate corrective actions and sanctions. contributes significantly to national efforts to maintain the
integrity of the financial services industry. This initiative
All reports were handled with the principles of fairness, also complements the implementation of the APU PPT and
independence, and accountability in mind. With this PPPSPM programs in accordance with POJK Number 8 of
mechanism, WBS functions effectively as an early detection 2023, providing the Bank with a more comprehensive and
tool to prevent, identify, and mitigate fraud risks within the integrated control framework, ranging from governance and
Bank, while strengthening a culture of integrity and trust internal control to consumer protection.
among stakeholders.
With these improvements, Bank Mega can increase system
reliability, strengthen customer trust, and support the creation
of sustainable stability and security in the national banking
ecosystem.
106 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Access to Bank Mega’s Whistleblowing System
If the analysis indicates that the report
does not contain elements of fraud, Access to Bank Mega’s
the report will be returned to the Whistleblowing System
whistleblower with notification that the • Website:
report does not meet the criteria of fraud
https://bankmega.com/
id/tentang-kami/tata-
kelola-perusahaan-new/
whistleblowing-system
If the report concerns elements of the • Email:
Code of Ethics, it will be forwarded to fbi@bankmega.com
the relevant work unit responsible for
• Phone (Fixed Line):
Reporter handling it (e.g., Human Capital Reward
(Whistleblower) Operations & Services Unit).
+6221-7915000 (ext. 15.112,
reports alleged The report is 15.115, 15.212, 15.215)
violations/ received and • Phone/SMS/WhatsApp:
fraud through undergoes 0822-0822-0500 /
the available verification and 0822-0822-1999
reporting analysis
• Address:
channels If the analysis identifies elements of Crime & Fraud Investigation
fraud and/or indications of fraud, the
(CFIN) Work Unit, Menara
Crime & Fraud Investigation Head will
instruct that an investigation process
Bank Mega 15th Floor, Jl.
be conducted. Kapten Tendean No. 12–14A,
Jakarta 12790
The investigation results will be
Imposition of sanctions
reported to the President Director
in accordance with
and the relevant Directors, with
company regulations and
copies submitted to the President
applicable laws
Commissioner/Board of Commissioners.
Sustainability Report 2025 PT Bank Mega Tbk 107
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Customer Complaint Handling Mechanism
To maintain service quality standards, Bank Mega enforces rules feedback, or criticism related to service, environment, social,
and guidelines that refer to applicable regulations and internal and governance aspects. These channels include branch
policies related to complaint services. The implementation offices, MegaCall, the M-Smile application, the Bank Mega
of complaint services refers to POJK No. 18/POJK.07/2018 website, and external channels such as the mass media,
concerning Consumer Complaint Services in the Financial regulators, and LAPS. Every incoming complaint is recorded
Services Sector, POJK No. 22 of 2023 concerning Consumer in the complaint handling system to ensure that all reports are
and Community Protection in the Financial Services Sector, handled structurally and are documented.
and PBI No. 3 of 2023 concerning Bank Indonesia Consumer
Protection. The Bank also strengthens its implementation Through this system, Bank Mega classifies the types of
through internal provisions, including SE No. 192/DIRBM- complaints, assigns ticket numbers, and establishes a Service
PMIC/24 concerning the Complaint Service Process, so that the Level Agreement (SLA) as a reference for the resolution
entire complaint handling process is consistent, measurable, time. Complaints are then forwarded to the relevant work
and in accordance with consumer protection standards. unit for investigation, analysis of the causes, and preparation
of resolution steps. The outcome of the resolution is then
Bank Mega provides various complaint channels that can be communicated back to the customer or reporting party
used by customers and non-customers to submit complaints, through the available communication media.
Complaint
Customers, public, and other Customers or
Channel Handling
Responsible
Non-Customers Work Unit
stakeholders can submit System
complaints through:
• Customer Service at all Bank • Investigation
Branch Office • Resolution
Mega branch offices • Case closure
• MegaCall: 08041500010 • Enter result of
the complaint
or +6221 2960 1600 (from resolution
overseas) Megacall • Conduct complaint results into
the Complaint
• Bank Mega Mobile Banking classification
Complaint • Assign ticket Handling System
Application (M-Smile) via number • The resolution
the complaint form • M-Smile Application • SLA outcome is
• Bank Mega Web communicated
• Bank Mega website (www. to the Customer
bankmega.com) via the or Non-Customer
through the
customer complaint form • Mass Media available
• Regulator communication
• LAPS channels
Input
Throughout 2025, Bank Mega received 11,915 Number of Customer Complaints
complaints related to products and services, Complaint Category 2025 2024 2023
mainly regarding Credit Cards and the M-Smile
Incoming Complaints 11,915 7,110 6,554
application. All complaints (100%) have been
followed up by Bank Mega in accordance with Followed up Complaints 11,915 7,110 6,554
applicable procedures and service standards, Resolved Complaints 10,188* 7,110 6,554
reflecting our commitment to ensuring customer *Status data as of 31/12/2025
satisfaction and protection.
Customer Satisfaction with Complaint Handling
As part of its commitment to improving service quality, Bank Mega consistently measures customer satisfaction with complaint
resolution. Every complaint that has been handled and closed is followed up with a survey link sent to customers and non-customers
to obtain feedback on the quality of the complaint service. This input is used as an evaluation basis for continuous improvement so
that the complaint handling process becomes more responsive, clear, and in line with stakeholder expectations.
108 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
About the Report [G.1] [2-2] [2-3] [2-4] [2-5] [3-1]
Purpose and Principles of the Report Reporting Methodology and Determination of Material
The Sustainability Report of PT Bank Mega Tbk was prepared Information
as a form of transparency on economic, social, environmental, The report was prepared through cross-unit coordination
and governance performance to all stakeholders. This report with reference to the results of materiality assessments in
covers the period from January 1 to December 31, 2025, and is accordance, taking into account the Bank’s significant impact
published on the Company’s official website, succeeding the and stakeholder expectations. This process was supported by
previous report published on March 26, 2025. The report is regulatory reviews, risk mapping, and evaluations of relevant
prepared based on international reporting principles, including national and global sustainability issues. The report has been
accuracy, balance, clarity, comparability, completeness, approved by the Director of Compliance & Human Capital, who
relevance to the context of sustainability, timeliness, and is responsible for the implementation of sustainable finance,
verifiability. As such, the report not only serves as a means of ensuring that all information presented is in line with the
accountability, but also as a strategic reference for investors, Company’s sustainability strategy and governance.
regulators, and other stakeholders in assessing the Company’s
sustainability direction. Compliance with Regulations and Reporting Standards
The preparation of this report is guided by various relevant
Reporting Scope and Data Integrity national and international regulations and standards, including:
The scope of the report follows the same scope of entities as the • Financial Services Authority Regulation (POJK) No.51/
consolidated financial statements, covering Bank Mega’s head POJK.03/2017.
office and all branch offices. Economic data and most social • Financial Services Authority Circular Letter (SEOJK) No.
data are based on consolidated data that has been audited 16/SEOJK.04/2021.
by a Public Accounting Firm (KAP), while environmental data • Global Reporting Initiative (GRI) Standards 2021 with
includes consolidated water and fuel consumption as well as reference to: “refer to GRI Standards” and Sector Indicators
electricity consumption, which is currently limited to the head for financial services (GRI Financial Services Sector
office. Any differences in scope are explained transparently Supplement).
to maintain reporting accountability. During this period, Bank • ESG Reporting issued by the Indonesia Stock Exchange
Mega had no subsidiaries, so there were no material entities (IDX).
excluded, and if data from the previous period is restated,
the explanation shall be provided in accordance with the Based on these foundations, this report comprehensively
provisions. addresses the information needs of regulators, shareholders,
ESG analysts, and other stakeholders.
Sustainability Report 2025 PT Bank Mega Tbk 109
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Written Verification from Independent Parties [G.1][2-5]
As of this reporting period, Bank Mega has not undergone external assurance of its sustainability report; however, all information
presented has undergone a multi-layered internal review process. Each piece of data is collected, verified, and reconciled with
supporting documents by the relevant unit, then reviewed again by the Company’s management to ensure the accuracy and
consistency of the narrative with actual policies and performance. The financial data refers to reports that have been audited by a
Public Accounting Firm (KAP), thereby ensuring the reliability and consistency of the figures published in this report.
Response to Feedback
on Previous Sustainability Reports [G.3]
We are grateful for the input and evaluation provided by regulators, shareholders, and other stakeholders on the 2024
Sustainability Report. As of the end of 2025, one of the main pieces of feedback came from the Financial Services
Authority (OJK), which emphasized the importance of improving the aspect of sustainability governance, particularly
in relation to the Board of Directors’ statements in responding to the challenges of implementing sustainable finance
and the description of the Supervisory Board’s supervisory role in assessing sustainability risks.
In response, Bank Mega has taken several follow-up actions,
including:
1. Improving the Board of Directors’ Statements in the
Sustainability Report
2. Clarifying the Supervisory Role of the Board of
Commissioners and the Board of Directors on Sustainability
Risks
Through this series of actions, Bank Mega ensures that the
improvement of this report is not only for compliance purposes,
but also reflects the Company’s commitment to increasing
transparency, sustainable governance, and accountability to all
stakeholders.
Contact Regarding the Report [2-3]
Corporate Secretary
Christiana Maria Damanik
Email: corsec@bankmega.com
Tel: (62-21) 7917 5000 (hunting)
110 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability
Sustainability Economic Environmental Social
Performance Performance Performance Performance
Identification of Material Topics and Sustainability Issues [GRI 3-1, 3-2]
Bank Mega determines material topics through a process of prioritizing sustainability issues conducted in the reporting year. This
process is facilitated by an independent party to ensure objectivity and alignment with applicable reporting standards.
Through structured discussions and analysis, seven material topics were identified as most relevant to the business’s impact and
stakeholder interests. All of these topics have been aligned with contributions to the achievement of the Sustainable Development
Goals (SDGs).
The results of this identification form the basis for the formulation of Bank Mega’s sustainability strategy, policies, and performance
disclosure. In the 2025 Sustainability Report, there are no changes or additions to the material topics.
Material Topics and Sustainability Issues
No Material Topic Sustainability Issues
1 Sustainable Financial 1. Realization of fund disbursement (loans) under the Sustainable Business Activities Category exceeding
Products and Services the targets set in the 2024–2028 Sustainable Finance Action Plan (RAKB), primarily driven by the
Corporate segment through new loans and increased utilization of existing facilities.
2. Integration of sustainable finance principles into the assessment criteria for credit recipients.
3. Strengthening the resilience of economic performance on a sustainable basis.
4. Optimization of operational cost efficiency.
5. Prudent and measured credit growth management.
6. Expansion of financing portfolio in Sustainable Business Activities (KKUB.
2 Data Security and Privacy 1. Strengthening information security systems and customer transaction protection.
2. Compliance with regulatory requirements and implementation of good corporate governance in data
management.
3 Business Ethics and 1. Implementation of Anti-Fraud and Anti-Corruption policies, as well as strengthening Anti-Money
Compliance Laundering and Counter-Terrorism Financing (AML-CTF) programs.
2. Consistent compliance with regulatory provisions and corporate governance principles.
4 Digitalisasi dan Inovasi 1. Development and implementation of digital innovations to enhance service quality and operational
Teknologi efficiency.
2. Implementation of technology transformation aligned with regulatory requirements and corporate
governance principles.
5 Berinvestasi pada Talenta 1. Implementation of sustainable finance training programs for employees.
2. Competency development and career progression programs.
3. Capacity-building education and training for customers and the public.
6 Kualitas Layanan 1. Continuous maintenance and improvement of customer satisfaction levels.
2. Fair, responsive, and consistent handling of feedback, suggestions, and complaints.
7 Literasi dan Inklusi Implementation of educational programs to expand financial literacy and inclusion among the public.
Keuangan
Sustainability Report 2025 PT Bank Mega Tbk 111
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
Feedback
Sheet [G.2]
The PT Bank Mega Tbk Sustainability Report 2024 provides an overview of financial and sustainability performance. We welcome
your input, criticism, and suggestions regarding the presentation of this report. Please get in touch with us via the contact or email
provided at the bottom of this sheet.
Your Profile
Name (if desired) : ……………………….………………………
Institution/Company : ……………………….………………………
Email : ……………………….………………………
Phone/Mobile : ……………………….………………………
Stakeholder Group
Shareholders Media
Customer Business Partner
Employee Public and Community
Government Other, please specify: …………
Please select the answer that best fits the question below
Yes No
This report is easy to understand
This report is useful for you
This report already describes the Company’s performance in sustainable development
Please rate the material topics that are most important in your opinion for the sustainability of PT Bank Mega
Tbk (score 1 = least important to 7 = most important)
Priority Scale Material Topic
( ) Sustainable Financial Products and Services
( ) Data Security and Privacy
( ) Business Ethics and Compliance
( ) Digitalization and Technology Innovation
( ) Investing in Talent
( ) Quality of Services
( ) Financial Literacy and Inclusion
Suggestions or criticisms related to the report:
………………………………………………………………………………………………………………………………………….………………………………………………………..............................
………………………………………………………………………………………………………………………………………….………………………………………………………..............................
………………………………………………………………………………………………………………………………………….………………………………………………………..............................
Thank you for your feedback. Please send the feedback sheet by email to the contact listed in this report.
Corporate Secretary
PT Bank Mega Tbk
Menara Bank Mega Phone: (+62 21) 7917 5000
Jl. Kapten P. Tendean, No.12-14A Website: www.bankmega.com
Jakarta 12790, Indonesia. Email: corsec@bankmega.com
112 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
List of Disclosures in accordance with Financial
Services Authority Regulation No. 51/
POJK.03/2017 concerning the Implementation
of Sustainable Finance for Financial Services
Institutions, Issuers, and Public Companies [G.4]
No Description Page
SUSTAINABILITY STRATEGIES 5
PERFORMANCE OVERVIEW OF SUSTAINABILITY ASPECTS
B B.1. Economical Aspect 7
B.2 Environmental Aspect 8
B.3. Social Aspect 9
COMPANY PROFILE
C C.1. Vision, Mission, and Sustainability Values 15
C.2. Company Address and Short History 14
C.3. Business Scale 16, 17
C.4. Products, Services, and Business Activities 18
C.5. Association Membership 21
C.6. Significant Changes 21
DIRECTORS’ EXPLANATIONS
D D.1. Policies to Respond to Challenges in Sustainability Strategies 23
D.2. Implementation of Sustainable Finance 24
D.3. Target Achievement Strategy 25
SUSTAINABILITY GOVERNANCE
E E.1. Person-in-Charge for the Implementation of Sustainable Finance 27-28
E.2. Sustainable Finance Competency Development 77-78
E.3. Risk Assessment on the Implementation of Sustainable Finance 32
E.4. Stakeholder Relations 38
E.5. Problems with the Implementation of Sustainable Finance 39
SUSTAINABILITY PERFORMANCE
F F.1. Activities to Build a Culture of Sustainability 40
Economic Performance
F.2. Comparison of Production Target and Performance, Portfolio, Financing Target, or Investment, Income and Profit and 47
Loss.
F.3. Comparison of Targets and/or Projects That Are In Line with Sustainable Finance. Portfolio Performance, Target 47
Financing, or Investment in Financial Instruments
Environmental Performance
F.4. Environmental Cost 51, 55
Material Aspects
F.5. Use of Environmentally Friendly Materials 51
Sustainability Report 2025 PT Bank Mega Tbk 113
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
No Description Page
Energy Aspects
F.6. Amount and Intensity of Energy Used 51, 53
F.7. Efforts and Achievements of Energy Efficiency and Use of Renewable Energy 53, 59
Water Aspects
F.8. Water usage 54
Biodiversity Aspects
F.9. Impact of Operational Area on Conservation/Biodiversity Area 55
F.10. Biodiversity Conservation Efforts 55
Emission Aspects
F.11. Emission Amount and Intensity 56, 58
F.12. Emission Reduction Efforts and Achievements 58-59
Waste and Effluent Aspects
F.13. Amount of Waste and Effluent 60
F.14. Waste and Effluent Management Mechanism 60
F.15. Spills that Occur (if any) 64
Complaints Related to the Environment Aspects
F.16. Number and Material of Environmental Complaints 64
Social Performance
F.17. Commitment to Providing Services for Equal Products and/or Services to Consumers 94
Employment Aspects
F.18. Equal Employment Opportunity 65
F.19. Child Labor and Forced Labor 65, 69
F.20. Regional minimum wage 71
F.21. Decent and Safe Work Environment 73
F.22. Training and development 77
Community Aspects
F.23. Impact of Operations on the Surrounding Community 81
F.24. Mechanism and Number of Public Complaints 91
F.25. CSR against SDGs 91-93
Product Development Responsibilities
F.26. Innovation and Development 95
F.27. Number and Percentage of Product Evaluations Evaluated 98
F.28. Product Impact and Mitigation Countermeasures 98, 104
F.29. Number of recalled products 98, 105
F.30. Customer satisfaction survey 105
Others
G G.1. Written Verification from an Independent Party (if any) 109-110
G.2. Feedback Sheet 112
G.3. Feedback on Previous Year's Sustainability Report Feedback 110
G.4. List of Disclosures According to Financial Services Authority Regulation Number 51/POJK.03/2017 113
114 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
GRI
Content Index
Statement of use PT Bank Mega Tbk has reported the information cited in this GRI content index for the period January 01,
2025 – December 31,2025 with reference to the GRI Standards.
GRI 1 used GRI 1: Foundation 2021
GRI STANDARD DISCLOSURE LOCATION
GRI 2: General 2-1 Organizational details 14
Disclosures
2-2 Entities included in the organization’s sustainability reporting 109
2021
2-3 Reporting period, frequency and contact point 109
2-4 Restatements of information 109
2-5 External assurance 110
2-6 Activities, value chain and other business relationships 18
2-7 Employees 16, 66-68
2-8 Workers who are not employees 66, 69
2-9 Governance structure and composition 27
2-10 Nomination and selection of the highest governance body 27
2-11 Chair of the highest governance body 27
2-12 Role of the highest governance body in overseeing the management of impacts 27
2-13 Delegation of responsibility for managing impacts 27
2-14 Role of the highest governance body in sustainability reporting 27
2-15 Conflicts of interest 27
2-16 Communication of critical concerns In Annual Report
2-17 Collective knowledge of the highest governance body 78
2-18 Evaluation of the performance of the highest governance body 27
2-19 Remuneration policies In Annual Report
2-20 Process to determine remuneration 27
2-21 Annual total compensation ratio 27
2-22 Statement on sustainable development strategy 5
2-23 Policy commitments 5
2-24 Embedding policy commitments 5
2-25 Processes to remediate negative impacts N/A
2-26 Mechanisms for seeking advice and raising concerns N/A
2-27 Compliance with laws and regulations 99
2-28 Membership associations 21
2-29 Approach to stakeholder engagement 38
2-30 Collective bargaining agreements 69
GRI 3: Material 3-1 Process to determine material topics 111
Topics 2021
3-2 List of material topics 111
3-3 Management of material topics 47, 51, 65, 94, 99
Sustainability Report 2025 PT Bank Mega Tbk 115
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Sustainability About Directors’ Sustainability
Strategy Bank Mega Explanation Governance
GRI STANDARD DISCLOSURE LOCATION
GRI 201: 201-1 Direct economic value generated and distributed 46
Economic
201-2 Financial implications and other risks and opportunities due to climate change 31
Performance
2016 201-3 Defined benefit plan obligations and other retirement plans 71
201-4 Financial assistance received from government 46
GRI 202: 202-1 Ratios of standard entry level wage by gender compared to local minimum wage 71
Market
Presence 2016
GRI 204: 204-1 Proportion of spending on local suppliers 48
Procurement
Practices 2016
GRI 205: Anti- 205-1 Operations assessed for risks related to corruption 42
corruption
205-2 Communication and training about anti-corruption policies and procedures 42-43
2016
205-3 Confirmed incidents of corruption and actions taken 42-43
GRI 303: Water 303-1 Interactions with water as a shared resource 54
and Effluents
303-2 Management of water discharge-related impacts N/A
2018
303-3 Water withdrawal 54
303-4 Water discharge N/A
303-5 Water consumption 54
GRI 304: 304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high 55
Biodiversity biodiversity value outside protected areas
2016
304-2 Significant impacts of activities, products and services on biodiversity 55
304-3 Habitats protected or restored N/A
304-4 IUCN Red List species and national conservation list species with habitats in areas affected by N/A
operations
GRI 305: 305-1 Direct (Scope 1) GHG emissions 56-57
Emissions 2016
305-2 Energy indirect (Scope 2) GHG emissions 56-57
305-3 Other indirect (Scope 3) GHG emissions N/A
305-4 GHG emissions intensity 58
305-5 Reduction of GHG emissions 58-59
305-6 Emissions of ozone-depleting substances (ODS) N/A
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions N/A
GRI 302: 302-1 Energy consumption within the organization 51-52
Energy 2016
302-2 Energy consumption outside of the organization N/A
302-3 Energy intensity 53
302-4 Reduction of energy consumption 52-53, 59
302-5 Reductions in energy requirements of products and services N/A
GRI 306: Waste 306-1 Waste generation and significant waste-related impacts 60
2020
306-2 Management of significant waste-related impacts 60
306-3 Waste generated 60
306-4 Waste diverted from disposal N/A
306-5 Waste directed to disposal N/A
GRI 306: Waste 306-1 Waste generation and significant waste-related impacts 60
2020
306-2 Management of significant waste-related impacts 60
306-3 Waste generated 60
306-4 Waste diverted from disposal N/A
306-5 Waste directed to disposal N/A
116 PT Bank Mega Tbk Sustainability Report 2025
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Sustainability Economic Environmental Social
Performance Performance Performance Performance
GRI STANDARD DISCLOSURE LOCATION
GRI 401: 401-1 New employee hires and employee turnover 69
Employment
401-2 Benefits provided to full-time employees that are not provided to temporary or part-time 71
2016
employees
401-3 Parental leave 71
GRI 403: 403-1 Occupational health and safety management system 73-75
Occupational
403-2 Hazard identification, risk assessment, and incident investigation 75
Health and
Safety 2018 403-3 Occupational health services 74, 76
403-4 Worker participation, consultation, and communication on occupational health and safety 74, 76
403-5 Worker training on occupational health and safety 74-76
403-6 Promotion of worker health 74, 76-77
403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business 73-74
relationships
403-8 Workers covered by an occupational health and safety management system 76
403-9 Work-related injuries 75
403-10 Work-related ill health N/A
GRI 404: 404-1 Average hours of training per year per employee 77
Training and
404-2 Programs for upgrading employee skills and transition assistance programs 79
Education 2016
404-3 Percentage of employees receiving regular performance and career development reviews 80
GRI 405: 405-1 Diversity of governance bodies and employees 65
Diversity
and Equal
Opportunity
2016
GRI 406: Non- 406-1 Incidents of discrimination and corrective actions taken 65
discrimination
2016
GRI 418: 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer 99
Customer data
Privacy 2016
Sustainability Report 2025 PT Bank Mega Tbk 117
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Page 119
Page 120
2025
Sustainability Report
Laporan Keberlanjutan
PT Bank Mega Tbk
PT BANK MEGA Tbk
Menara Bank Mega
Jl. Kapten Tendean 12-14A, Jakarta 12970
Telp. 021 7917 5000 (hunting)
Fax. 021 7918 7100
Mega Call
08041500010
www.bankmega.com
Names mentioned 60 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT CT Corpora
p.3
unresolved
org
Bank Mega OHS Management
p.4
unresolved
org
Bank Mega’s Social Contribution Economic Performance
p.4
unresolved
org
Financial Services Authority
p.4 ×4
unresolved
org
PT Bank Mega Tbk’s
p.11
unresolved
org
PT Bank Mega Tbk’s Sustainability
p.11
unresolved
org
PT Bank Karman
p.14
unresolved
org
Indonesia Stock Exchange
p.14 ×2
unresolved
org
Bank License Menara Bank Mega
p.14
unresolved
org
Minister of Finance
p.14
unresolved
org
Bank Mega Indonesia
p.14
unresolved
org
Bank License
p.14
unresolved
org
Bank Indonesia
p.14
unresolved
org
Bapepam
p.14 ×2
unresolved
org
Bank Mega’s ATM
p.17
unresolved
org
Bank Mega’s Offices
p.17
unresolved
org
Bank Mega’s ATMs
p.17
unresolved
person
Forum Komunikasi
· Direktur
p.21 ×2
unresolved
person
Ikatan Bankir
· Direktur
p.21
unresolved
person
Lay Diza Transmart Kawanua
p.21
unresolved
person
Transmart
p.21
unresolved
person
Heriwan Transmart
p.21
unresolved
org
PT Mega Corpora. This
p.21
unresolved
org
Bank In
p.23 ×2
unresolved
org
Bank Mega Tower.
p.25 ×4
unresolved
org
Bank Mega’s Risk
p.25
unresolved
org
CT Corp
p.26
unresolved
org
Bank Mega’s GCG
p.27
unresolved
org
Bank Mega’s RAKB
p.29
unresolved
org
Bank Mega’s Participation
p.30
unresolved
org
Bank Mega Branches Affected
p.37
unresolved
org
Bank Mega’s Response
p.38
unresolved
—
Vendors
p.38
unresolved
org
Bank Mega’s Supply Chain
p.48
unresolved
org
Bank Calculation Scope Mega
p.56
unresolved
org
PT PLN (Persero)
p.59
unresolved
org
Bank Mega’s Head Office
p.63
unresolved
org
Bank Mega She Inspires
p.72
unresolved
org
Bank Mega. Behind
p.72
unresolved
org
Bank Mega. Ms. Erni’s
p.72
unresolved
org
Bank Mega’s Deputy
p.72 ×2
unresolved
org
Bank Mega. Amidst
p.73
unresolved
org
Bank Mega Tower Building
p.75
unresolved
org
Minister of Manpower Decree
p.75
unresolved
org
Bank Mega’s Social Contribution
p.81
unresolved
org
Bank Mega’s CSR
p.82
unresolved
org
Bank Mega’s Healthy Action
p.83
unresolved
org
Bank Mega’s Board
p.85
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