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LEADING SUSTAINABLE
FINANCE
IN THE NEW ERA
OF BULLION BANK
PT Bank Syariah Indonesia (Persero) Tbk
Sustainability Report 2025
Page 2
DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
LEADING SUSTAINABLE
FINANCE
IN THE NEW ERA
OF BULLION BANK
BSI enters 2025 with the conviction that sustainability is not a choice, but a
responsibility. As the first Sharia bank in Indonesia to provide a dedicated
Bullion Bank service, BSI brings a renewed perspective on how sharia finance
can become a force for change, connecting spiritual values, social well-being,
and environmental stewardship into one unified journey.
In this new era, sustainability stands as the foundation of every step we take,
from strengthening green financing, expanding inclusive digital solutions,
empowering communities, to revitalising social potential through ZISWAF
instrument and productive waqf.
We believe sustainability grows from values, commitment, and consistency.
As such, BSI continues to build partnerships, expand green economic
initiatives, strengthen sharia literacy, and shape an ecosystem that supports
a better future for the next generation. By leading the new era of the Bullion
Bank, BSI reaffirms its commitment to ensuring that progress is not only
achieved, but also passed on, as benefit, as blessing, and as a more balanced
future for Indonesia.
SUSTAINABILITY REPORT 2025 1
Page 3
ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
LIST OF CONTENTS
LEADING SUSTAINABLE FINANCE IN THE
1 NEW ERA OF BULLION BANK
2 LIST OF CONTENTS
COMPANY PROFILE
4 SUSTAINABILITY CONTRIBUTION 2025
43 Vision, Mission, and Sustainable Values
8 KEY ACHIEVEMENTS
46 Company Identity
48 Company Scale
48 Employee Information
52 Operational Regions
Engaged Product, Service, and Business
54
Activities
ABOUT THE REPORT 55 Supply Chain
Downstream Entities and Other Business
13 About The Report 55 Relationships
14 Process to Determine Material Topics
56 Association Membership
17 Management of Material Topics
56 Significant Company Changes to
20 Stakeholder Engagement Organization
BOARD OF DIRECTORS REPORT
SUSTAINABILITY STRATEGY
59 Board of Directors Report
23 Statement on Sustainability Strategy
66 Responsibility for 2025 Sustainability Report
31 Policy Commitment
35 Processes to Remedy Negative Impacts
SUSTAINABILITY GOVERNANCE
SUSTAINABILITY PERFORMANCE SUMMARY
69 Structure and Composition Of Governance
37 Economic Performance
71 Conflict of Interest
39 Environmental Performance
Nomination and Selection of Board of
40 Social Performance 72 Commissioners, Sharia Supervisory Board,
and Board of Directors
Performance Assessment of Board of
73 Commissioners, Sharia Supervisory Board,
and Board of Directors
Remuneration Policy of The Board of
74
Commissioners and Board of Directors
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
2 PT BANK SYARIAH INDONESIA (PERSERO) TBK
Page 4
DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
76 Compliance with Laws and Regulations 147 Direct Economic Value Generated and
Shared
77 Code of Conduct
148 Government Financial Assistance
77 Whistleblowing System
149 Procurement of Goods and Services
Anti-Corruption, Anti-Fraud, and Practices
78
Gratification Control
151 Environmental Performance
83 Insider Trading
151 General Aspect
83 Customer Data Protection
152 Material Aspect
Implementation of International 152 Energy Aspect
Sustainability Standards and Guidelines
86 155 Water Aspect
ISO 26000:2010 – Guidance on Social
Responsibility
157 Biodiversity Aspect
Lobbying Activities and Political
88 157 Emission Aspect
Contributions
Implementation of Anti-Money Laundering 161 Waste and Effluent Aspects
(AML), Prevention of Terrorism Financing 162 Aspects of Complaints Related to the
88 (PTF), and Prevention of Proliferation of Environment
Mass Destruction Weapons Financing
(PMDWF) Programs 163 Social Performance
89 Sustainable Finance Implementation 163 Commitment to Provide Equivalent
Services for Products and/or Services to
Authorities Responsible for Consumers
89
Implementing Sustainable Finance
172 Labor Aspect
Development of Sustainable-Finance
93 190 Community Aspects
Related Competencies
Risk Management in the 200 Data Security and Customer Privacy
95 Protection
Implementation of Sustainable Finance
Issues in the Implementation of 203 Responsibility for Sustainable Product/
98 Service Development
Sustainable Finance
100 Strengthening BSI’s Governance on 203 Innovation and Development of
Climate-Related Risks and Opportunities Sustainable Financial Products/Services
203 Products/Services Evaluated for
Customer Safety
204 Product/Service Impacts
204 Number of Recalled Products
205 Customer Satisfaction Survey on
Products/Services
SUSTAINABILITY PERFORMANCE
206 Independent Written Verification
133 Building A Sustainability Culture
207 Feedback Form
134 Economic Performance
208 Responses to Previous Year’s Sustainability
134 Comparison of Production Targets Report Feedback
and Performance, Portfolio, Financing
Targets, Investments, Revenue, and 209 List of Disclosures According to OJK
Profile/Loss Regulation Number 51/POJK.03/2017
137 Target Comparison and Portfolio 211 Content Indexof The Consolidated Set of
Performance, Financing Targets or GRI Standards
Investments in Financial Instruments 218 Sustainability Accounting Standard Board
or Projects Aligned with Sustainable (SASB) Standards Commercial Bank
Finance
219 IFRS S1 and S2 Index
146 Improving Islamic Ecosystem
223 Linkage Between GRI Standards and SDGS
SUSTAINABILITY REPORT 2025 3
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABILITY
CONTRIBUTION 2025
BSI continues to strengthen ESG implementation through three main pillars, namely sustainable
banking, sustainable operations, and sustainable beyond banking. In the sustainable banking
pillar, the sustainable financing portfolio,reaches Rp73.92 trillion, consisting of Rp15.66 trillion in green
financing, Rp58.26 trillion in social financing, and Rp396 billion in electric vehicle financing, supported
by the issuance of Rp5 trillion Sustainability Sukuk Phase II. Under the sustainable operations pillar, BSI
carries out its operational activities through the use of green infrastructure and facilities that support
sustainability, including the development of the BSI Aceh Landmark Green Building and BSI Tower Jakarta,
the installation of solar panels, plastic bottle recycling machines, electric vehicle charging stations, solar
panels, the operation of 144 electric vehicles, and the calculation of Scope 1 & 2 emissions using the digital
carbon tracking application. BSI also continues to enhance digital transformation and implement proactive
strategies in personal data protection and security. Under the sustainable beyond banking pillar, BSI
continues to expand inclusivity, among others by employing 41% female employees, as well as distributing
Rp400 billion in ZISWAF funds through five pillars, namely:
ESG Highlights
BANKING
Sustainable Financing Portfolio Green Financing Social Financing Electric vehicle Sustainability
23.18% of total loan which consist Portfolio 21.20% Portfolio 78.80% Portfolio Sukuk Phase
of: II
RP
73.92 Tn Rp
15.66 Tn Rp
58.26Tn Rp
396 Bn Rp 5 Tn
ESG Rating 1st Global Islamic Bank
OPERATION
Green building office:
Landmark BSI Aceh & BSI
11 13 70 144
Tower Solar Panel in BSI Outlets Electrical vehicle charging Unit recycle bottle Operational
and Desa Binaan BSI station in BSI Head Office vending machine in electric vehicles
& Outlets Jabodetabek & Bali
Digital carbon tracking
launch: BSI ESG Articles : 140,147 articles
tCO2e BSI ESG Landing Page :
19,374.40 Scope 1*
female
https://ir.bankbsi.co.id/esg/home.html Male 41%
59%
tCO2e
70,356.55 Scope 2* To achieve gender equality,empowerment
for women, BSI has committed to create an
41%
inclusive work. environment female employee
*) Notes: Scope 1 for Fuel; Scope 2 for Electricity (2025)
BEYOND BANKING Pillar
Composition Disbursement No of People
(%) (Rp Billion) Impacted (‘000)
Economic Pillar 6.6% 26.4 591.1
Rp
400 Bn Education Pillar
Humanitarian Pillar
28.7%
37.2%
114.8
148.8
23
599.1
Total distribution value of BSI UPZ, Health Pillar 3% 11.8 27.3
Zakat, Infaq, Social Funds, and Waqf Dakwah & Advocay Pillar 9.5% 38.2 45.9
as per December 2025 Amil 15% 60 -
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
4 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
SUSTAINABILITY CONTRIBUTION 2025
BSI continues to strengthen the implementation of sustainable finance in line with POJK No.
51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Service
Institutions, Issuers, and Public Companies, as reflected in the steady growth of social- and green-
based financing. The composition of the green financing portfolio demonstrates significant
contributions across various environmental segments. As of December 2025, the Company’s green
financing portfolio was primarily driven by eco-efficient products at 41.15%, followed by management
of biological natural resources and sustainable land use at 36.90%, other activities categorized
as other environmentally sustainable business activities at 10.14%, green transportation at 6.05%,
renewable energy at 4.54%, sustainable buildings compliant with recognized standards at 0.65%, and
sustainable water and wastewater management at 0.58%. This composition reflects BSI’s commitment
to strengthening environmental and social impact through a diversified sustainable financing portfolio.
Details on Sustainable Finance
Regulatory Underlying Green Financing Portfolio Mix by Segment
%
Renewable
4.32%
Energy
OTORITAS JASA KEUANGAN 4.54% 22 bps
REPUBLIK INDONESA
SALINAN
PERATURAN OTORITAS JASA KEUANGAN Management of Biological
NOMOR 51/POJK.03/2017 48.74%
Natural Resources and
TENTANG
Sustainable Land Use (1184 bps)
PENERAPAN KEUANGAN BERKELANJUTAN 36.90%
BAGI LEMBAGA KEUANGAN, EMITEN, DAN
PERUSAHAAN PUBLIK
Green Transportation
Sustainable Finance at BSI following POJK No. 51/ 2.25%
380 bps
POJK.03/2017 concerning the Implementation 6.05%
Guidelines of Sustainable Finance for Financial
Service Institutions, Issuers, and Public
Sustainable Water and
Companies. Wastewater Management
0.65%
0.58% (7 bps)
+11.2%
+15.23% Products That Can Reduce
41.27%
Resource Usage
+12.06% 72.86 (13 bps)
41.15%
+10.59% 66.49
57.70
51.49
46.56 78.82% Sustainable Buildings Compliant
0.95%
with Recognized Standards
78.82% (30 bps)
0.65%
78.80%
81.22%
84.75%
Eco-Friendly Business Operations
1.82%
and Related Activities
21.18% 21.18% 10.14% 832 bps
18.78% 21.20%
15.25%
2021 2022 2023 2024 2025
Green Based Business Activity (KUBL) Social Based Business Activity (KUBS) December 2024 December 2025
SUSTAINABILITY REPORT 2025 5
Page 7
ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABILITY CONTRIBUTION 2025
As part of Bank Syariah Indonesia’s (BSI) social commitment, zakat funds were
distributed to BAZNAS in accordance with the applicable provisions and supported
by BSI Maslahat in their distribution as a managing partner for Zakat, Infaq, Alms,
and Waqf (ZISWAF)., ensuring that BSI’s social contributions deliver measurable,
targeted, and sustainable impact. During the reporting period, BSI Maslahat
channeled ZISWAF funds across five priority areas, education amounting to Rp114.8
billion, healthcare Rp11.8 billion, humanity Rp148.8 billion, economic empowerment
Rp26.4 billion, and Islamic outreach and advocacy Rp38.2 billion, collectively reaching
tens of millions of beneficiaries across Indonesia. In parallel, corporate and employee
zakat contributions continued to increase, from Rp268 billion in 2024 to Rp289 billion
as of December 2025, reflecting BSI’s strengthening financial performance while
reinforcing the Bank’s role in advancing social welfare and sustainable development
through responsible and professional ZISWAF management.
Progressive Contribution to Indonesia
BSI Maslahat serves as BSI’s vehicle for ZISWAF (Zakat, Infaq, Sadaqah, and
Waqf) distribution, focusing on the following areas:
Educations Health Humanity Economy Islamic Outreach
and Advocacy
Rp
114.8 Bn 11.8 Bn
Rp Rp
148. 8 Bn Rp
26.4 Bn Rp
38.2 Bn
23,000 thousand 27,300 thousand 599,100 thousand 591,100 thousand 45,900 thousand
beneficiaries beneficiaries beneficiaries beneficiaries beneficiaries
Corporate and Employee Zakat of BSI
Corporate and employee zakat of BSI in 2025 increased
in line with higher profitability recorded.
289
268
223
173
2022 2023 2024 2025
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
6 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
SUSTAINABILITY CONTRIBUTION 2025
As the largest islamic bank in Indonesia, BSI serves an active role in developing
the Islamic ecosystem in Indonesia, including strengthening the Hajj ecosystem,
through targeted and sustainable mobilization of Third-Party Funds. During
the reporting period, funds were channeled across five segment, Mosques and
Congregations, Islamic Boarding Schools and Students’ Guardians, Islamic Schools &
Teachers/Parents, the Halal Lifestyle, and Hajj & Umrah, with total balances reaching
Rp7.5 trillion, Rp2.1 trillion, Rp9.3 trillion, Rp1.2 trillion, and Rp15.9 trillion, respectively.
Consistent growth across these segments reflects BSI’s contribution to expanding
Islamic financial inclusion, strengthening religious and educational institutions, and
supporting a sustainable halal lifestyle and long-term Hajj planning.
Mosques Islamic Islamic Schools Halal Lifestyle Hajj & Umrah
Boarding Schools
(million) +18.8% (thousand) +6.1% (thousand) +10.7% (thousand) +14.7% (million) +24.3%
1.23 142 551 98 6.93
1.03 134 498 85 5.39
2024 2025 2024 2025 2024 2025 2024 2025 2024 2025
Mosques and Congregations Islamic Boarding School & School & Teacher/Parent Halal Food, Fashion, RS Hajj Savings
School Guardians
Total Third Party Funds
Rp 7.5 Tn Rp 2.1 Tn Rp 9.3 Tn Rp 1.2 Tn Rp 15.9 Tn
8.21% YoY 42.7% YoY 7.1% YoY 41.5% YoY 10.0% YoY
SUSTAINABILITY REPORT 2025 7
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
KEY ACHIEVEMENTS
BSI ESG MILESTONE
»» Enhancement of
2024
Green Campaign
activities, including
115 Electric Vehicles,
6 Charging
Stations, and 1
»» Construction Green Building
2023
of the Green Landmark Aceh
Building Certification)
Landmark in »» Establishment of
Aceh. the ESG Group
»» Establishment »» Reporting »» Developing Digital
of Indonesia
2022
of Sustainability Carbon Tracking
Vision and Green to establish a
Mission. Taxonomy data baseline for carbon
»» Implementation for the 450 emissions.
of Sustainability largest debtors »» Issuance of
KPIs. Sustainable
»» Execution of ESG Mudharabah
»» Initial Step
2021
Scoring as part Sukuk Phase I 2024
of Synergy to
of the financing by Bank Syariah
Introducing a
application Indonesia (BSI)
variety of Sharia
process.
banking products
»» Green Campaign
and services
dan Eco-Lifestyle
under the entity
Program.
of PT Bank Syariah
Indonesia Tbk
(BSI).
»» The
establishment of
the BAZNAS BSI
Zakat Collection
Unit (UPZ) by
BAZNAS RI No. 19
of 2021.
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
8 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
KEY ACHIEVEMENTS
2025
»» Sustainable Financing Portfolio reached Rp73.92 trillion, comprising Green
Financing and Social Financing as a reflection of BSI’s commitment to sustainable
finance.
»» Pioneer of the first Digital Carbon Tracking system among Islamic banks, leveraging
technology for periodic emissions monitoring.
»» 2 Green Buildings certified “Gold Certified”, supporting environmentally friendly
operations at Landmark BSI Aceh and BSI Tower Jakarta.
»» Installation of 8 Solar Panels to support emission reduction from office operations,
and 3 Solar Panels at Desa Binaan BSI.
»» Deployment of 144 electric vehicles, reinforcing BSI’s commitment to the clean
energy transition in operational activities.
»» The total value of BSI UPZ distribution, Zakat, Infak, Social Funds, and Waqf reached
400 billion, expanding the social impact on the community.
»» 41% female workforce, demonstrating BSI’s commitment to inclusivity and gender
equality.
»» Installation of 70 Recycle Bottle Vending Machines across Jabodetabek and Bali,
promoting sustainable lifestyles and environmental education.
»» Signatory to the Principles for Responsible Banking (PRB) and member of the
United Nations Environment Programme Finance Initiative (UNEP FI).
»» Signing of an MoU on accelerating the development of the sustainable finance
ecosystem with the Global Green Growth Institute (GGGI).
»» Signing of an MoU on energy efficiency initiatives with the Basel Agency for
Sustainable Energy (BASE).
»» Recipient of the Social Pillar Award in the “Empower Vulnerable Community”
category at the ESG Now Awards 2025, through the implementation of Green Zakat
Desa BSI.
»» Recipient of four awards at the Euromoney Islamic Finance Awards 2025 in the
areas of ESG and Wealth Management, namely The World’s Best Islamic Bank for
ESG, Asia’s Best Islamic Bank for ESG, Indonesia’s Best Islamic Bank for ESG, and
Indonesia’s Best Islamic Bank for Wealth Management.
»» Awarded “Best Mudharabah Sukuk in Southeast Asia 2024” at the 18th Annual Deal
& Solution and ESG Award held in Malaysia.
»» Recorded a significant increase in the Bloomberg ESG Score from 3.9 in the
previous year to 5.6, enabling the Company to achieve the number 1 ranking as a
Global Islamic Bank.
»» Implementation of the Climate Risk Stress Test across 100% of the portfolio.
»» Launch of the Green Zakat Framework.
»» Establishment of the ASBISINDO ESG Working Group.
»» Launch of the ESG Landing Page.
»» Issuance of Phase II Sustainability Sukuk amounting to Rp5 trillion.
SUSTAINABILITY REPORT 2025 9
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
KEY ACHIEVEMENTS
ESG Rating
ESG Risk Rating #7th Legend: Bloomberg Legend: S&P Global
(Lower is better) Bloomberg ESG Rank S&P Global ESG Rank
(skala 0-10, higher is better) (skala 0-100, higher is better)
Medium Risk #5th
Medium Risk
Medium Risk 28,5
27,3 #1st
26,8 #4th
#9th 32
2022 2023 2024 Rank 5,6
3,9 21
2,2 17
Last Update: 2024 ESG Score
Legend: Sustainalytics Jun 24 Dec 24 Dec 25 2022 2023 2024
Severe High Medium Low Negligible
40+ 30-40 20-30 10-20 0-10
Membership and Advocacy
BSI become a
1X
UNEP FI Signatory BSI becomes a member
member of the Perbanas ESG
Meetings Working Group
3X
Meetings 23
ESG BSI serves as a
resource person in
Forums various forums
BSI Chairs Asbisindo’s ESG Working
Group
Awards
ESG Now Awards 2025-Republika:
Category: Empower Vulnerable Community.
Euromoney Islamic Finance Awards 2025
1. The World’s Best Islamic Bank for ESG
2. Asia’s Best Islamic Bank for ESG
3. Indonesia’s Best Islamic Bank for ESG
Katadata Green Initiative Awards 2025:
Environmental Zakat Management – Green Zakat
BAZNAS Award 2025:
Alpha Southeast Asia Awards:
1. Bank Penyedia Layanan Pembayaran
Best Mudharabah Sukuk in
Zakat Terbaik BAZNAS RI
Southeast Asia 2024
2. Supporting Partner
3. Perusahaan Pembayar Zakat Badan
Teladan BAZNAS RI
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
10 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
KEY ACHIEVEMENTS
Sustainable Banking Sustainable Operation Sustainable Beyond Banking
1. Strengthened ESG foundations, 1. Sustainable Operations: 1. The number of BSI Agents increased
including enhancements to a. Operation of two Green Building by 6.39% compared to 2024.
sustainability vision, commitments, Gold-Certified facilities, namely 2. In 2025, ZISWAF distribution
and initiatives across all Sustainable Landmark Aceh and BSI Tower, benefited more than 1.2 million
Banking pillars. Jakarta. beneficiaries, through programs
2. Developed ESG-related policies b. The utilization of 8 Solar PV (solar across multiple pillars:
and procedures, including the panel) units at the Company’s a. Economic Pillar: 591,100
ESG Guiding Principle, Sustainable operational facilities to support beneficiaries with total
Finance SPO, updated Industry emission reduction and energy disbursement of Rp26.4 billion.
Acceptance Criteria (IAC), Green efficiency. In addition, 3 solar b. Education Pillar: 23,000
Sector Classification. panel units were installed in beneficiaries with total
3. Limitation on brown sectors, namely Desa Binaan BSI as part of disbursement of Rp114.8 billion.
the coal industry, the oil and gas the Company’s support for c. Humanitarian Pillar: 599,100
industry, and oil and gas mining. community development and beneficiaries with total
4. Established an ESG Sub-Committee renewable energy utilization. disbursement of Rp148.8 billion.
under the Risk Management c. Installation of Water Station d. Health Pillar: 27,300 beneficiaries
Committee. RO units in selected locations, with total disbursement of Rp11.8
5. ESG Working Group under the Risk including RO Bandung and RO billion.
Management Committee. Surabaya, to provide sustainable e. Islamic Outreach & Advocacy
6. Achieved sustainable financing refillable drinking water. Pillar: 45,900 beneficiaries with
disbursement of Rp73.92 trillion, d. Use of 100% LED lighting across all total disbursement of Rp38.2
consisting of Rp58.26 trillion in social office networks to optimize energy billion.
financing and Rp15.66 trillion in green efficiency. 4. In 2025, BSI launched the Green
financing. e. Application of energy-efficient air- Zakat Framework, positioning BSI as
7. Issued Sustainability Sukuk totalling conditioning systems (inverter & a pioneer in environmentally aligned
Rp8 trillion (Phase 1: Rp3T, Phase 2: refrigerant volume technology). zakat management.
Rp5T), aligned with the Sustainability f. Deployment of 144 electric
Sukuk Framework. vehicles (EVs) for environmentally
8. Expanded sustainable funding responsible operations.
sources through Waqf Deposits. g. Collaboration with PLN for SPKLU
9. Increased Electric Vehicle (EV) charging stations.
financing, reaching Rp396 billion h. Use of Eco-Friendly Sharia Cards.
in 2025.Launched the ESG Mutual/ 2. Digital Carbon Tracking
Maslahat Fund. 3. Green Initiatives
10. Strengthened ESG infrastructure a. 1 Home 1 Tree, planting a tree for
and international alignment every home financing product.
through collaboration with GGGI for b. Water Station RO in Bandung and
Sustainability Sukuk development, Surabaya.
capacity building, and support c. Eco-Friendly Sharia Card.
toward Green Climate Fund (GCF) 4. Green Business Culture
Accredited Entity process. a. Vol. 1 – Green Business Culture
11. Joined UNEP FI and became a Webinar
Signatory to the Principles for b. Vol. 2 – ESG Refreshment Module
Responsible Banking (PRB), (KPI for all employees)
reinforcing BSI’s alignment with c. Vol. 3 – Knowledge Sharing Forum:
global ESG standards. ESG Guiding Principle
d. Vol. 4 – ISO 26000 Training
e. Vol. 5 - Sustainability Mastery IFRS
S1 & S2
f. GBC Podcast on ESG &
Operational Excellence
g. Green Ramadan Campaign
5. Information Security Enhancement
a. Achieved ISO/IEC 27001:2022
certification for Information
Security Management Systems.
b. BSI Cyber Security Scorecard
received an “A” rating,
demonstrating strong digital
security resilience.
7. Enhanced sustainable features in the
BYOND by BSI SuperApp.
SUSTAINABILITY REPORT 2025 11
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01
01 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
ABOUT
THE REPORT
[GRI 2-2, 2-3, 2-4] [S2.MT.l1]
This report represents the Company’s amanah
in upholding transparency and accountability
to all stakeholders. Each disclosure reflects our
responsibility to create sustainable value and
meaningful impact. Through transparency,
we advance our sustainability journey with
integrity.
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
12 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
ABOUT THE REPORT
BSI’s 2025 Sustainability Report This report is issued annually
was prepared in reference alongside the Bank’s Annual
to the Financial Services Report. The reporting period
Authority Regulation (POJK) runs from 1 January to 31
Number 51/POJK.03/2017 on the December 2025, corresponding
Implementation of Sustainable to BSI’s Financial Statements
Finance for Financial Service period. No restated information
Institutions, Issuers, and is included in this report. The
Public Companies, as well as report was published on March
Circular Letter OJK Number 16/ 26, 2026.
SEOJK.04/2021 regarding the
Format and Content of Annual For further information
Reports of Issuers or Public regarding this report,
Companies. The report was stakeholders may contact the
also developed in accordance address below:
with the Consolidated GRI
Standards 2021, GRI G4 Sector
Disclosures for Financial
Services, International Financial
Reporting Standards (IFRS) S1 Muhammad Syukron Habiby
and S2, the ASEAN Corporate Senior Vice President
Governance Scorecard Environmental Social & Governance Group
(ACGS), and the Sustainability
Accounting Standards Board
(SASB) Standards.
The 2025 BSI Sustainability PT Bank Syariah Indonesia (Persero) Tbk
Report presents information
sourced from the head office
in Jakarta and all branch offices Head Office
across Indonesia. As BSI does Gedung The Tower
not have subsidiaries, this report Jl. Gatot Subroto No. 27 Kelurahan Karet Semanggi,
covers BSI as a single entity Kecamatan Setiabudi, Jakarta Selatan 12930
consistent with the Financial Telepon : +62 21 30405999
Statements. Fax : +62 21 30421888
Email : esg.group@bankbsi.co.id
SUSTAINABILITY REPORT 2025 13
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01 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
PROCESS TO DETERMINE
MATERIAL TOPICS
[GRI 3-1, 3-2]
Based on a comprehensive process of unique sharia products such as Hajj savings and
identification, evaluation, and review conducted bullion bank offerings, as well as the development
by BSI Management in consultation with of the Gold Bank, which encompasses BSI
stakeholders and subject-matter experts, and Digital Gold and secure buy–sell, custody, and
approved by the Board of Directors, the Bank’s physical minting services through BYOND. These
material topics continue to be refined to reflect initiatives reinforce BSI’s contribution to financial
evolving sustainability priorities. In 2024, the inclusion, sustainable product diversification,
material topics included Economic Performance, and transparent governance of gold-based
Product Portfolio, and Customer Privacy. transactions.
In 2025, the materiality scope was expanded to The determination of BSI’s 2025 material topics
include Economic Performance, Product and followed the stages below:
Service Portfolio, Indirect Economic Impact,
Emissions, Environmental Assessment of Suppliers
(including customers), Training and Education,
Customer Health and Safety, and Marketing
and Labelling. This refinement aligns with BSI’s
strengthened sustainability focus, including new
Reviewing sustainability issues (economic, environmental, and social, including
human rights) concerning the Bank’s activities and business relationships
Assessing the significance of impacts (economic, environmental, and social,
including human rights) associated with the Bank’s activities and business
relationships
Assessing the significance of impacts
Prioritizing significant impacts to be reported in the Sustainability Report
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
PROCESS TO DETERMINE MATERIAL TOPICS
Material Affected
Category Key Issues Reason for Materiality SDGs
Topic Stakeholders
Economy Economic •• Direct economic value •• Shareholders BSI’s positive economic
Topic Performance generated and distributed •• Employees performance in 2025 is
by BSI a tangible commitment
•• Financial implications, risks, to managing economic
and opportunities arising aspects effectively and
from climate change consistently. As such,
•• Obligations related to BSI must maintain and
defined benefit pension enhance its economic
programs and other pension growth to ensure
plans sustainable development
in the future.
Product •• Percentage of portfolio by •• Shareholders The product portfolio
and Service business line, region, size, •• Employees demonstrates BSI’s
Portfolio and sector •• Customers commitment to advancing
•• Monetary value of products sustainable finance. In
and services designed 2025, BSI strengthened
to provide specific social its positive impact on
benefits for each business stakeholders through the
line issuance of a Sustainability
•• Monetary value of products Sukuk, dedicated to
and services designed financing activities
to provide specific aligned with sustainability
environmental benefits for objectives. This portfolio
each business line. serves a strategic role
•• Unlocking New Business in supporting financial
through Bullion Bank; performance, business
continuous growth of growth, and the expansion
sustainable financing & of sustainable financing.
investment portfolio
Indirect •• Contribution to social and •• Society Supports socio-economic
Economic environmental outcomes •• Customers development and long-
Impact through Sustainability term sustainability impact
Sukuk–funded projects
•• Economic value generated
for communities
through empowerment,
infrastructure, and
ecosystem development
•• Support for MSME resilience
and local economic growth
•• Expansion of financial
inclusion through accessible
sharia-based services
Environ- Emissions •• Measurement and •• Environment Essential for managing
mental management of Scope •• Society low-carbon transition risks
Topic 1, Scope 2, and Scope 3 and regulatory compliance
(financed emissions)
•• Emission-reduction
initiatives across operations
(EV, solar panels, green
buildings, etc.)
•• Climate transition planning
in alignment with national
Net Zero targets
•• Identification of emission-
intensive sectors in the
financing portfolio
SUSTAINABILITY REPORT 2025 15
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01 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
PROCESS TO DETERMINE MATERIAL TOPICS
Material Affected
Category Key Issues Reason for Materiality SDGs
Topic Stakeholders
Environ- Supplier En- •• Environmental screening of •• Local Work Reduces environmental
mental vironmental suppliers and high-impact Partners / risks across the value chain
Topic Assessment corporate borrowers Suppliers and strengthens ESG
(including cus- •• Integration of ESG and compliance
tomers) climate risk considerations
into procurement and
financing decisions
•• Monitoring compliance with
environmental standards
and regulatory requirements
•• Assessing sustainability risks
across the value chain
Social Training and •• ESG training integrated •• Employees ESG capabilities are
Topic Education into employee KPIs and •• Customers critical to supporting
competency development sustainability strategy and
•• Strengthening internal decision-making
awareness through Green
Business Culture programs
•• Mandatory training for
governance bodies on
sustainable finance and
climate risk
•• Building organizational
capability to support Bank-
wide ESG implementation
Customer •• Ensuring product and service •• Customers Protects customer welfare
Health and safety through responsible •• Regulators and minimizes operational
Safety product governance risks
•• Protection of customer data,
transaction security, and
operational reliability
•• Transparent disclosure of
product risks and features
•• Monitoring and addressing
customer complaints related
to product safety
Marketing and •• Ensuring accuracy, fairness, •• Customers Accurate disclosure
Labelling and regulatory compliance in •• Regulators prevents misleading
product marketing •• Investors information and maintains
•• Preventing misleading product integrity
claims in sustainability-
related products and services
•• Clear labelling of product
features, risks, and sharia
compliance
•• Strengthening trust through
transparent communication
standards
Community •• Introduction to and •• Beneficiaries Reducing absolute poverty
Empowerment management of community •• Communities and inequality.
Training empowerment
•• Establishment and
management of institutional
organizations
•• Product and marketing
training
•• Training and management
of environmental
elements in implementing
empowerment
•• Financial training for the
community
•• Spiritual strengthening
through religious activities
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
MANAGEMENT OF MATERIAL TOPICS
[GRI 3-3]
In managing each material topic, BSI identifies Product and Service Portfolio
actual and potential positive and negative BSI continues to strengthen the implementation
impacts arising from its operations and business of sustainable finance principles across its
relationships, including impacts on the economy, product and service portfolio. The expansion
environment, social aspects, and human rights. of sustainable offerings includes the BSI Waqf
BSI establishes policies and actions to prevent Deposit, which enables customers to invest while
and mitigate negative impacts, remediate contributing through waqf as a form of ongoing
actual impacts, and enhance positive outcomes. charitable impact. Furthermore, the development
Stakeholder engagement, including with of the Bank Emas ecosystem, covering gold
vulnerable groups, is carried out through safe and trading, digital gold storage, and physical gold
meaningful channels that ensure equitable gender minting services through BYOND, reflects BSI’s
participation. Where local communities may be commitment to enhancing public access and
affected, BSI provides remediation mechanisms literacy toward secure, modern, and transparent
that include consultation and support for loss of gold-based financial instruments.
assets or livelihoods.
To promote inclusivity and sustainability, BSI
The effectiveness of management actions is provides financing for Environmentally Oriented
monitored through performance indicators, Business Activities (KUBL) and Socially Oriented
targets, and regular evaluations reflected in the Business Activities (KUBS). In 2025, financing for
annual work plan and Sustainable Finance Action the MSME sector reached Rp52.6 trillion, while
Plan (RAKB), supported by stakeholder feedback. financing under the Sustainable Business Activity
This approach is further detailed within each Criteria (KKUB) amounted to Rp73.92 trillion,
material topic that follows: delivering positive contributions to the growth of
MSMEs and sustainable business practices.
ECONOMY TOPIC BSI’s commitment to MSME and sustainable
financing is embedded within its RAKB, which
Economic Performance is reviewed annually and guides both the one-
BSI continues to strengthen its economic year priorities and five-year strategic roadmap.
performance management through the In 2025, BSI again issued a Sustainability Sukuk
implementation of an adaptive Bank Business Plan to fund projects with sustainability objectives.
(RBB) aligned with industry developments and The issuance continued to receive strong market
long-term strategic direction. This enhancement enthusiasm, achieving an oversubscription of 4.4
is supported by BSI’s focus on maintaining times.
profitability, asset quality, and a sustainable
portfolio mix. Effective economic performance Indirect Economic Impact
management reinforces shareholder confidence As the largest Islamic bank in Indonesia, BSI
and supports BSI’s competitiveness in the Islamic serves a strategic role in supporting national
banking sector. economic growth, particularly through MSME
strengthening, community empowerment, and
The evaluation of economic performance is the expansion of financial inclusion. Throughout
carried out by reviewing the actual realization 2025, BSI increased the social financing to
of key performance indicators against the 2025 Rp58 trillion and expanded financing for
RBB targets. This process is coordinated by the Environmentally Sustainable Business Category
Strategic Planning & Performance Management (KUBL) amounting to Rp15.66 trillion across priority
Group, which oversees planning, monitoring, and sectors such as renewable energy, sustainable
performance control in an integrated manner. agriculture, and affordable housing.
SUSTAINABILITY REPORT 2025 17
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01 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
MANAGEMENT OF MATERIAL TOPICS
Community empowerment ecosystem also
strengthened through the BSI Village Program,
BSI UMKM Centers, the MSME Portal, and Salam
Digital, that help micro-entrepreneurs access
sharia financing digitally. On the distribution side,
the expansion of BSI Agen reached 176 blank
spot districts, with total agents growing to 3,063,
enabling broader access to essential financial
services for communities that were previously
unbanked.
in 2025, social financing reached
Through TJSL programs implemented together
58.26
with BSI Maslahat, including education, healthcare,
productive economic programs, and community-
development initiatives, BSI generated significant
Rp
indirect economic impact, contributing to trillion
higher community income, job creation, and
strengthened local economic resilience.
financing under the Sustainable Business
Activities Category (KKUB) reached
73.92
ENVIRONMENTAL TOPIC
Rp
Emissions trillion
In 2025, BSI advanced its emissions-management
performance through the full implementation of
Digital Carbon Tracking, which records bank wide
greenhouse gas emissions across all operational
locations. Environmental Assessment of Suppliers and
Customers
Emission-reduction efforts were achieved through To ensure responsible practices across its supply
enhanced energy efficiency, installation of solar chain and financing activities, BSI applies ESG
panel at five locations, 100% use of LED lighting, screening for high-risk suppliers and customers.
expansion of the electric vehicle fleet, development Procurement processes require suppliers to
of certified green buildings, and operation of comply with environmental regulations, prohibit
RO water stations, which reduce plastic bottle child labor and forced labor, and adhere to
waste and carbon footprint. These sustainability occupational health and safety standards.
initiatives reinforce BSI’s commitment to its Net
Zero Emission target and align with international On the financing side, BSI strengthened
standards such as the Greenhouse Gas (GHG) environmental and social risk assessment
Protocol Corporate Accounting and Reporting through assessment of financing feasibility, and
Standard and Partnership for Carbon Accounting strict application of risk-based decision-making
Financials (PCAF). for high-risk sectors. BSI also applies an internal
exclusion list and complies with OJK’s KUBL/KUBS
guidelines for sustainable financing.
Throughout 2025, BSI did not identify any suppliers
or financed clients that generated significant
environmental impacts, demonstrating the
effectiveness of its screening and monitoring
procedures.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
MANAGEMENT OF MATERIAL TOPICS
SOCIAL TOPIC Customer Health and Safety
BSI ensures that all products and services,
Training and Education including sustainable financing, the BYOND digital
To enhance human capital capability, BSI platform, and the ESG Mutual/Maslahat Fund,
implements competency development based undergo thorough health, safety, and compliance
on the experience–engagement–education evaluation prior to launch. This process follows
framework, supported by a digital Learning the New Product/Activity SOP (PAB) and includes
Management System (LMS). In 2025, BSI assessment of operational, technological, sharia,
conducted leadership development programs, and consumer-protection risks.
technical IT, risk, and operational training, as well
as ESG module integration aligned with the 2025 In 2025, 100% of significant products were
RAKB. evaluated, and there were no incidents of
non-compliance related to customer health
The Company strengthened its sustainable or safety. Cybersecurity enhancements were
business culture through the bEbku (Belajar ESG also implemented through ISO/IEC 27001:2022
Bareng Aku) internal communication program, adoption, IT vulnerability monitoring, and
which aims to enhance ESG understanding and strengthened personal data protection measures
capabilities across the organization. Throughout in line with the PDP Law.
the reporting year, the Company conducted
various learning sessions, including Green Marketing and Labelling
Business Culture attended by 3,947 employees, BSI is committed to ensuring that all product
ESG Refreshment with the participation of 16,166 information is communicated correctly, accurately,
employees, ESG Guiding Principle attended by and in compliance with applicable regulations. In
882 employees, ISO 26000 socialization involving 2025, BSI strengthened its marketing governance
33 employees, and the Sustainability Mastery with through monitoring of communication messages,
IFRS program attended by 19 employees. These review of promotional materials, and ensuring
initiatives reflect the Company’s commitment to alignment with advertising standards and sharia
building comprehensive sustainability awareness principles.
and strengthening the integration of ESG
principles into operational activities and decision- Information on product features, risks, and benefits
making processes. is delivered through multiple channels, including
the website, BYOND, social media, brochures,
BSI Agen, and branch offices. Throughout 2025,
BSI recorded no incidents of non-compliance
related to marketing practices or product
labelling, reflecting effective controls and strong
transparency for customers.
SUSTAINABILITY REPORT 2025 19
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01 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STAKEHOLDER ENGAGEMENT
[OJK E.4] [GRI 2-29, FS5]
Stakeholder engagement is an integral component feedback, expectations, and sustainability-related
of BSI’s sustainable business practices. The Bank issues accurately, which are then considered in
recognizes that well-managed relationships policy formulation, program development, and
not only support operational continuity but the strengthening of sustainability governance.
also generate long-term value for society and
stakeholders. BSI identifies its stakeholders Insights and feedback gathered from stakeholders
based on their level of influence, dependency, also form a key input in determining BSI’s material
and responsibility toward the Bank’s activities, as topics. As such, stakeholder engagement serves
guided by the Standard Operating Procedures of not only as a communication channel but also as
the Corporate Secretary & Communication Group an essential part of strategic decision-making and
(CSG). the prioritization of sustainability initiatives.
Engagement is carried out through structured
mechanisms established by the Bank, ensuring
that each stakeholder group is approached using
methods relevant to their needs and areas of
interaction. This approach enables BSI to capture
Stakeholder Engagement, Key Topics, and Bank Response
Basis of
Stakeholders Method of Approach Key Topics
Identification
Shareholders Responsibilities 1. Annual General Meeting of 1. Enhancing financial
and investors and influence Shareholders (GMS), held once a year performance and sustainability
2. Extraordinary General Meeting of 2. Conducting GMS and EGMS
Shareholders (EGMS), held as needed 3. Preparing and presenting reports
3. Financial statements, published 4. Distributing dividends
quarterly 5. Publishing and disclosing
4. Annual Report, published once a information
year 6. Holding investor meetings
5. Sustainability Report, published organized by the Investor Relations
once a year Work Unit
Employees Dependability 1. Internal communication tools, 1. Conducive industrial relations
including email and internal memos 2. The fulfilment of workers’ rights in
2. Implementation as needed accordance with regulations
3. Self-development according to the 3. Equal opportunities for self-
training schedule development, training, and career
4. Occupational health, safety, and advancement
security 4. Work facilities that prioritize security,
5. Employee engagement activities, health, and safety
such as sports and hobbies, 5. Discussion on sustainability issues
conducted regularly.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
STAKEHOLDER ENGAGEMENT
Basis of
Stakeholders Method of Approach Key Topics
Identification
Government and Influence 1. Submit compliance report, at least 1. Ensuring regulatory compliance
Regulators once a year 2. Preparing and submitting RBB and
2. Submit the Bank’s Business Plan RAKB
(RBB) and RBB Realization Report 3. Reporting in accordance with
to the Financial Services Authority regulations
(OJK). 4. Establishing communication with
3. Submit the Sustainable Finance government and regulators
Action Plan (RAKB) to OJK. 5. Adhering to applicable laws
4. Submit reports as required by 6. Implementing anti-corruption
applicable regulations. Frequency as policies
required by regulations.
5. Cooperation in organizing events as
needed.
Customers Dependability 1. Sharia banking transactions at the 1. Providing information on products
Bank’s offices or network and services
2. Contact centre access via phone or 2. Offering problem resolution and
other channels. Frequency at any complaint handling (24-hour
time. contact centre)
3. Easy, secure, and reliable banking 3. Developing easy, secure, and reliable
products and services banking networks, products, and
services
4. Implementing anti-corruption and
anti-fraud policies
5. Implementing customer data
security policies
6. Conducting customer satisfaction
surveys
Local Work Partners/ Dependability 1. Procurement contracts for goods 1. Fair and transparent mechanisms
Suppliers and services for the procurement process
2. Transparent evaluation of work 2. No fees or conflicts of interest in the
partners procurement process
3. Signing of an integrity pact 3. Implementation of an anti-bribery
management system
Similar Industries Influence 1. Information on the development, 1. Convenient access to the industry
opportunities, and challenges of the development through membership
Islamic banking industry in the industry and professional as-
2. Information on industry-related sociations
regulations, particularly those 2. Collaboration to enhance
concerning Islamic banking capabilities and competitiveness
3. Regular meetings with banking 3. Encouraging a fair and competitive
and Islamic banking industry business environment
associations, as well as professional
associations
Society and Influence, 1. Development of Social and 1. Fostering harmonious relationships
Environment Responsibilities Environmental Responsibility (CSR) with the community
programs as planned 2. Developing and implementing
2. Supporting welfare improvement CSR programs to empower the
programs community
3. Ensuring accessible banking 3. Preserving the environment
services 4. Providing employment
4. Collaborating with ZIS channeling opportunities to the community
partners in TJSL activities annually according to the Bank’s needs and
regulations
5. Implementing financial literacy
programs Increasing KKUB
financing
SUSTAINABILITY REPORT 2025 21
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02
02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABILITY
STRATEGY
Our sustainability
strategy is rooted in
the values of amanah
and maslahat for all
stakeholders. Every
initiative seeks to
balance business
growth with social
and environmental
responsibility. Guided
by these values, we
strive to build a more
sustainable future.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
STATEMENT
ON SUSTAINABILITY STRATEGY
[OJK A.1, FS1] [GRI 2-22] [IFRS S1-STRATEGY, IFRS S2-STRATEGY,
IFRS S1-METRIC AND TARGET, IFRS S2-METRIC AND TARGET,
IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT]
Sustainability is an integral part of BSI’s purpose. As an Islamic bank, BSI carries
the responsibility to protect the environment and generate social value for future
generations, in line with the principles of Maqashid Shariah: Hifdz Ad-Din (preserving
faith), Hifdz An-Nafs (preserving life), Hifdz Al-‘Aql (preserving intellect), Hifdz Al-Maal
(preserving wealth), Hifdz An-Nasl (preserving lineage), and Hifdz Al-Bi’ah (preserving
the environment). These principles guide BSI in developing its sustainability strategy
and implementing responsible business practices.
As part of this commitment, BSI continues to strengthen its sustainability governance
structure, including the establishment of the Environmental Social & Governance
(ESG) Group under the supervision of the Vice President Director through Directors
Decree No.04/239-KEP/DIR, and the formation of the ESG Working Group under the
Risk Management Committee. Governance reinforcement is further supported by
the issuance of the Sustainable Finance Standard Operating Procedure (SPO) and
the ESG Guiding Principles, which serve as the Bank’s foundation for implementing
sustainability across all business units.
Aligned with its vision of becoming “The Best Global Islamic Bank Based on
Implementation of Sustainable Finance,” BSI developed a sustainable finance
framework built on three strategic pillars: Sustainable Banking, Sustainable Operation,
and Sustainable Beyond Banking. Under the Sustainable Banking pillar, BSI is
committed to becoming a leader in sustainable product innovation. The Sustainable
Operation pillar reflects BSI’s target to achieve net zero emissions in operations.
Meanwhile, the Sustainable Beyond Banking pillar focuses on positioning BSI as a
leader in the ZISWAF ecosystem to create meaningful social impact and contribute to
the achievement of the SDGs.
Building on the foundation established in 2024, BSI reached significant milestones
in 2025 by becoming an official signatory to the Principles for Responsible Banking
(PRB) and joining the United Nations Environment Programme Finance Initiative
(UNEP FI). These global commitments strengthen BSI’s alignment with international
sustainability standards as mandated under POJK No. 51/2017 and reinforce BSI’s role
in supporting the global sustainability agenda, the SDGs, and the transition toward an
inclusive low-carbon economy.
SUSTAINABILITY REPORT 2025 23
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02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STATEMENT ON SUSTAINABILITY STRATEGY
The Best Global Islamic Bank Based on Implementation of Sustainable Finance
SUSTAINABLE SUSTAINABLE SUSTAINABLE
BANKING OPERATION BEYOND BANKING
Unique in Sustainable Net Zero Emission Leader in ZISWAF
Product Innovation in Operation Ecosystem for Social
Impact to Archive SDGs
1. Integrating ESG Aspect 4. Achieving NZE in Operations 7. Financial Inclusion
in Business Process (Carbon Tracking. Green 8. Distribution of ZISWAF
(ESG Framework, Risk Business Culture)
Management & Policy) 5. Digital Transformation
2. Develop Sustainable Product 6. Proactive Strategy on Data
3. Portfolio Management Privacy & Security
(Focus sector and portfolio
development)
Strengthening ESG Governance, Capacity Development, Collaboration, & Disclosure
Hifdz Ad-Din (memelihara agama), Hifdz An-Nafs (memelihara jiwa), Hifdz Al-’Aql (memelihara akal), Hifdz
Al-Maal (memelihara harta), Hifdz An-Nasl (memelihara keturunan), Hifdz Al-Biah (memelihara lingkungan)
BSI has formulated the 2021–2025 ESG Roadmap as a key guide to ensuring the structured and consistent
implementation of its Sustainability Vision and Mission as follows: [S2.MT.h1, S2.MT.h2, S2.MT.h3]
2021 2022 2023 2024 2025
1. Green Portfolio at 1. Green Portfolio at 1. Green Portfolio at 1. Green portfolio 1. Green portfolio
least Rp4.36 Trillion least Rp7 Trillion least Rp10.7 Trillion grew according to grew according to
2. 5% of employees 2. 60% of employees 2. 70% of employees Bank’s Business RBB
received received sustainable received sustainable Plan (RBB) 2. Subordinated
sustainable finance finance awareness finance awareness 2. Subordinated sukuk or Sukuk
awareness training training and 10% training and Sukuk Issuance as sustainability
and 5% of business of business unit 20% of business of Rp5-7.5 Trillion for reporting
unit employees employees and unit employees Tier 2 capital 3. 90% of employees
and partners partners participated
and partners 3. 80% of employees received sustainable
participated in in environmental risk
participated in received sustainable finance awareness
environmental risk mitigation training
environmental risk finance awareness training and
mitigation training 3. Participating in the
3. Availability of Sustainable Banking mitigation training training and 60% of business
sustainable finance Assessment (SUSBA) 3. Installation of 1 (one) 40% of business unit employees
procedures 4. Participating in the solar panel branch unit employees and partners
4. Implementation SRI KEHATI Stock offices, plastic pay and partners participated in
of 1 (one) Eco Life Index for 27 points, tree participated in environmental risk
Style sub-program 5. Installation of solar planting, and green environmental risk mitigation training
panels at 2 (two) activities mitigation training 4. ESG Risk Rating
points in the office 4. ESG Risk Rating 5. Carbon Tracking
network and Reverse 5. Carbon Tracking 6. Green Campaign/
Vending Machines 6. Green Campaign/ Eco Lifestyle
and Plastic pay Eco Lifestyle 7. TJSL/CSR Activities
Collection Points at (Green Building,
50 points Charging Station,
6. Implementation of Electric Vehicle,
BSI E-DOC Green Culture, Tree
Planting)
7. TJSL/CSR Activities
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
STATEMENT ON SUSTAINABILITY STRATEGY
BSI has also outlined a series of programs within the RAKB, covering a five-year medium-term plan for
the period 2021–2025.
BSI’s 2021-2025 Long-Term Target
Year Priority Activity Target Achievement Indicator
2021 A. Development of Products and/or Services A. Development of Products and/or Services
satisfying Sustainable Business Activities satisfying Sustainable Business Activities (KKUB)
(KKUB) Criteria) Criteria
»» MSMEs Portfolio »» Outstanding (OS) of MSMEs in December 2021
»» Green Financing Portfolio/Non-MSMEs minimally Rp36.42 trillion
Green Portfolio (wholesale segment) »» OS of Non-MSME Green Portfolio in December
2021 minimally Rp4.36 trillion.
B. Bank’s Internal Capacity Development: B. Bank’s Internal Capacity Development:
»» Training on Sustainable Finance Awareness »» 5% of employees received training on Sustainable
»» Training for employees and partners Finance Awareness
(developers/customers) on Environmental »» 5% of business unit employees and partners
Risk Mitigation (developers/ customers) participated in
»» Preparation of E-Modules and Digital Environmental Risk Mitigation training
Learning Socialization of sustainable finance »» Availability of E-Modules and Digital Learning for
for Business and Supporting Units. Socialization of Sustainable Finance for Business
and Supporting Units.
C. Governance Improvement of Standard C. Governance Improvement by SPO/PTO Sustainable
Operating Procedures (SOP)/Technical Finance Availability
Operational Instructions (PTO) on
Sustainable Finance Drafting
Supporting Activities Supporting Activities
A. Green Campaign A. Green Campaign
Creating an “Eco Life Style” in the office Implementation of 1 (one) subprogram "Eco Life
environment Style"
B. Social and Environmental Responsibility B. Social and Environmental Responsibility
Performing BSI Integrated Social Action »» Socio-economic: village-based community
program with an approach to development empowerment program (ex-legacy bank) in 14
in socioeconomic, spiritual, people, and villages
environmental aspects. »» Spiritual: re-branding of ex-BSM Musholla Cars to
BSI branding. Addition to 1 (unit) Ambulance
»» People: The Islamic Socio-preneur Development
Program (ISDP) & procurement of Swab/PCR/
Genoese/Vaccine Tests advancement for the
community
»» Environment: Green campaign implementation in
3 (three) times a year.
2022 A. Development of Products and/or Services A. Development of Products and/or Services
satisfying Sustainable Business Activities satisfying Sustainable Business Activities (KKUB)
(KKUB) Criteria) Criteria)
»» MSME Portfolio »» OS of MSMEs in December 2022 minimally Rp44.8
»» Non-MSME Green Portfolio trillion
»» Sustainable Financing Portfolio Ratio »» OS of Non-MSME Green Portfolio in December
2022
»» minimally Rp7 trillion
»» Sustainable Financing Ratio to Total Financing
minimally 22%.
B. Bank’s Internal Capacity Development: B. Bank’s Internal Capacity Development:
»» Training on Sustainable Finance Awareness »» Minimally 60% of employees received training on
for employees Sustainable Finance Awareness
»» Green Financing and Environmental Risk »» Minimally 10% of business unit employees
Mitigation Training participated in Green Financing and Environmental
Risk Mitigation training
SUSTAINABILITY REPORT 2025 25
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02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STATEMENT ON SUSTAINABILITY STRATEGY
Year Priority Activity Target Achievement Indicator
C. Governance Improvement C. Governance Improvement
Updating Provision of PTO-Sustainable Finance »» Updating and adjustment of Provision of Pro-
Sustainable Finance (addition to Environmental,
Social, Governance Risk/ Climate)
»» SPO & TPO perfection related to Sustainable
Finance
»» Presentation of sustainable finance performance
in a quarterly public expose
Supporting Activities Supporting Activities
A. Green Campaign A. Green Campaign
Efficiency – Go Green Efficiency – Go Green
»» Installation of Solar Panels »» Installation of Solar Panels at 2 (two) Office Network
»» Installation of Reverse Vending Machines locations
and Plastic pay Collection Points »» Reverse Installation
»» E-Doc BSI (web-based correspondence »» Reverse Vending Machine and Plastic pay
digitization) to reduce paper consumption in Collection Point at 50 sites throughout Indonesia
Head Office Work Units and Outlets »» E-Doc BSI (web-based correspondence digitization)
to reduce paper consumption in Head Office Work
Units and Outlets has been a pilot project in Q1
B. Social and Environmental Responsibility B. Social and Environmental Responsibility
Performing BSI Integrated Social Action Socio-economic
program with an approach to development »» Addition of BSI Villages of at least 5 villages
in socio-economic, spiritual, people, and
environmental aspects. Spiritual
»» Completion of the construction of the BSI
Bakauheni Mosque
»» Mosque Rebranding and Maintenance
Advancement
»» Qurban Animals Distribution on Eid Adha of 1443 H
People
»» Implementation of “BSI Scholarship” program
Advancement
»» Launching “BSI Entrepreneurship 2022 (ISDP)”
program
Environment
Planting trees in disaster-prone areas (Banten, West
Java, & West Kalimantan) with a total of 1,000 trees
Charity
Provision of socio-business donations Distribution and
deployment TJSL. The distribution and deployment of
TJSL in 2021 were planned through BAZNAS and LAZNAS
BSI MASLAHAT using the following funding sources:
»» Zakat Fund: 2.5% of the 2021 profit (EBT) – RKAT
BAZNAS
»» Social Fund / TBDSP: + Rp32 Billion – OJK RAKB
2023 A. Development of Products and/or Services A. Development of Products and/or Services
satisfying Sustainable Business Activities satisfying Sustainable Business Activities (KKUB)
(KKUB) Criteria Criteria
»» MSMEs Financing »» OS of MSMEs in December 2023 minimally Rp50.15
»» Green Financing (in the wholesale segment) trillion
»» OS of Non-MSME Green Portfolio in December 22
minimally Rp10.7 trillion
»» Sustainable Financing Ratio to Total Financing as
of 23%
B. Bank’s Internal Capacity Development: B. Bank’s Internal Capacity Development:
»» Training on Sustainable Finance Awareness »» Minimally 70% of employees received training on
»» Training for employees and partners Sustainable Finance Awareness
(developers/customers) on Environmental »» Minimally 20% of business unit & partner
Risk Mitigation employees (developers/customers) participated in
Environmental Risk Mitigation training
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
STATEMENT ON SUSTAINABILITY STRATEGY
Year Priority Activity Target Achievement Indicator
C. Governance Improvement C. Governance Improvement
Improving debtor information system that was »» Preparation of Internal Provisions in anticipation
pro- Sustainable Finance of POJK issuance on the 2023 Indonesian Green
Taxonomy
»» Organizing FGD/workshops related to sectoral
policies based on mapping high environmental
and social risks at the portfolio level completely
(reference: SUSBA Sector)
»» Submitting a request for Sustainable Banking
Assessment (SUSBA) for 8 (eight) banks in each
country.
»» Submission of sustainable financial performance
in quarterly public expose.
Supporting Activities Supporting Activities
A. Green Campaign A. Green Campaign
Creating an “Eco Life Style” in the office »» Installation of solar panels in 1 Network office
environment (Mataram Branch Office), having been conducted
since 2022.
»» Addition of RVM machines minimally 27 points
throughout Indonesia
»» Submission of the “tree planting for BSI housing
customers and employees” program initaiatives,
which the total was 5,000 trees
»» Submission of the green activity menu initiatives
in BSI Mobile
»» Implementation of E-Doc advancement at the
head office & Outlets.
B. Social and Environmental Responsibility B. Social and Environmental Responsibility
Running the BSI Integrated Social Action
program with an approach to development Socio-economic
in socio-economic, spiritual, people and Addition of BSI Villages at least 5 (five) sites
environment aspects
Spirit Spiritual
Maintenance and Optimization of BSI Mosques
Qurban Animals Distribution on Eid Adha of 1443 H
People
Implementation of the “BSI Scholarship” program
advancement (1,000 participants)
Environment
Procurement of 1 Electric Vehicle Charging at BSI
Mosque
Charity
Provision of Socio Business donations as of Rp6 billion
2024 A. Development of Products and/or Services A. Development of Products and/or Services
satisfying Sustainable Business Activities satisfying Sustainable Business Activities (KKUB)
(KKUB) Criteria Criteria
»» MSMEs Financing - Green Financing (in the »» MSME financing in December 2024, minimally
wholesale segment) reaching Rp54.19 trillion
»» Funding with Sustainability Sukuk »» Green Financing (in the wholesale segment),
minimally reaching Rp13 trillion in December 2024
»» Sustainable financing ratio to total financing as of
24%
»» Sustainability Sukuk Issuance
B. Bank’s Internal Capacity Development: B. Bank’s Internal Capacity Development:
»» Training on Sustainable Finance Awareness »» Minimally 80% of employees received training on
»» Training for employees and partners Sustainable Finance Awareness
(developers/customers) on Environmental »» Minimally 30% of business unit & partner
Risk Mitigation (developer/ customer) employees participated in
Environmental Risk Mitigation training
SUSTAINABILITY REPORT 2025 27
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02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STATEMENT ON SUSTAINABILITY STRATEGY
Year Priority Activity Target Achievement Indicator
C. Governance Improvement C. Governance Improvement
Governance Review related to Sustainable Establishment of Governance Review related to
Finance Sustainable Finance
»» PTO TBDSP Updating
»» Carbon tracking
»» ESG Rating
2024 Supporting Activities Supporting Activities
A. Green Campaign A. Green Campaign
Creating an “Eco Life Style” in the office Establishment of 4 (four) sub-programs of “Eco Life
environment Style”
»» Electric Vehicle
»» Charging station procurement
»» Green Building
»» Tree planting
B. Social and Environmental Responsibility B. Social and Environmental Responsibility
Performing BSI Integrated Social Action »» Socio-economic: Optimization of BSI Village and
program with an approach to development addition to minimally 3 (three) BSI Villages
in socio-economic, spiritual, people, and »» Spiritual: Maintenance and development of 1
environmental aspects. mosque, and procurement of mobile prayer room
»» People: BSI Scholarship advancement
»» Environment: Optimization of charity and
environment programs
2025 A. Development of Products and/or Services A. Development of Products and/or Services
satisfying Sustainable Business Activities satisfying Sustainable Business Activities (KKUB)
(KKUB) Criteria Criteria
»» MSMEs Financing »» MSME financing grew according to the 2025 RBB
»» Green Financing (in the wholesale segment) target
»» Subordinated Sukuk Issuance »» Green Financing (in the wholesale segment) grew
»» Sustainable financing ratio according to RBB target
»» Subordinated sukuk issuance as of Rp5-7.5 trillion
for Tier 2 capital
»» Sustainable financing ratio >25%.
B. Bank’s Internal Capacity Development: B. Bank’s Internal Capacity Development:
»» Training on Sustainable Finance Awareness »» Minimally 90% of employees received training on
»» Training for employees and partners Sustainable Finance Awareness
(developers/customers) on Environmental »» Minimally 50% of business unit & partner
Risk Mitigation (developer/ customer) employees participated in
Environmental Risk Mitigation training.
C. Governance Improvement C. Governance Improvement
Governance Review related to Sustainable »» Governance Review related to Sustainable Finance
Finance »» Participating in Sri Kehati Index
Supporting Activities Supporting Activities
A. Green Campaign A. Green Campaign
Creating an “Eco Life Style” in the office Establishment of 3 (three) sub-programs of “Eco Life
environment Style”
»» Electric Vehicle
»» Charging station procurement
»» Green Building
»» 10.000 trees planting
B. Social and Environmental Responsibility B. Social and Environmental Responsibility
Performing BSI Integrated Social Action »» Socio-economic: Optimization of BSI Villages and
program with an approach to development addition to minimally 3 (three) BSI Villages
in socio-economic, spiritual, people, and »» Spiritual: Maintenance and development of 1
environmental aspects. (one) mosque, procurement of mobile prayer
room
»» People: BSI Scholarship advancement
»» Environment: Optimization of charity and
environmental programs.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
STATEMENT ON SUSTAINABILITY STRATEGY
The year 2025 marks the fifth year of implementing BSI continued to reinforce governance through a
BSI’s long-term plan, with a focus on several key Governance Review related to the implementation
sustainability priorities. The first priority involves of Sustainable Finance.
the development of products and/or services
aligned with the KKUB, which includes MSME For supporting activities, BSI carried out a Green
financing, the distribution of green financing in the Campaign to foster an “Eco Lifestyle” culture
wholesale segment, the issuance of Subordinated within the workplace and implemented social and
Sukuk, and the enhancement of the sustainable environmental responsibility programs through
financing ratio. the BSI Integrated Social Action initiative, covering
socio-economic, spiritual, community, and
The second priority centers on strengthening environmental aspects.
internal capacity through Sustainable Finance
Awareness training and environmental risk The sustainability targets achieved in 2025 as
mitigation training for employees and partners, outlined in the RAKB are as follows:
including developers and customers. In addition,
Category 2025 Achievements
A. Development of Products •• Green financing grew 10.6%
and/or Services Meeting •• Social portfolio grew 11.1%
Sustainable Business Activities •• Total of sustainable financing ratio grew 11.2%.
(KKUB) Criteria
•• Sustainability Sukuk issuance amounted to Rp5 trillion for Tier 2 capital.
•• Product development of ESG Mutual Fund.
B. Bank’s Internal Capacity •• At least 90% of employees received Sustainable Finance Awareness training.
Development •• 100% of the Board of Commissioners, Board of Directors, and Sharia Supervisory
Board, has participated in Sustainable Finance Awareness training.
C. Governance Improvement •• Updating the Industry Acceptance Criteria (IAC).
•• Conducting climate risk stress testing on 100% of the BSI portfolio.
•• ESG Risk Rating – Medium Risk.
•• Publish Impact Report ESG Sukuk.
Supporting Activities – A. Green •• Conducted 12 rounds of the Signature Campaign - BSI Sustainable Movement.
Campaign •• Provided and implemented Digital Carbon Tracking.
•• Completed the Net Zero Emission (NZE) Roadmap in line with Board directives.
•• Added 1 Gold-certified Green Building unit, namely BSI Tower Jakarta.
•• Added 24 electric vehicles to support eco-friendly operations.
•• Added 7 charging stations at BSI Tower and the Saharjo-Hasanuddin area.
•• Added solar panels at 8 BSI Outlets and 3 in Desa Binaan BSI.
•• Planted 15,000 trees under the 1 Home 1 Tree (BSI Griya) program.
•• Implemented the Eco-Friendly Sharia Card.
•• Awarded Sustainability on Campus scholarships to 8 students across 7 universities.
•• Held 19 Green Business Culture sessions.
Supporting Activities – B. Social •• Completed the ISO 26000 assessment and SROI at three MSME mustahik locations
and Environmental Responsibility and three BSI assisted village locations.
•• Developed 3 additional BSI Villages, namely villages in Makassar, Labuan Bajo, and
Sabang, Aceh.
•• Launched the BSI Scholarship 2025 Program.
•• Implemented the optimization of zakat distribution across 10 BSI Regional Offices.
•• Rolled out the Pilot Project for Green Zakat on Sanane Island, Makassar.
SUSTAINABILITY REPORT 2025 29
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02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STATEMENT ON SUSTAINABILITY STRATEGY
December 2025
Amount and Quality of Financing Based on Nominal
Sustainable Business Activity Categories (In Millions of Rupiah)
a. Renewable energy 710
b. Energy efficiency -
c. Pollution prevention and control -
d. Management of Natural Resources and Sustainable Land Use 5,777
e. Conservation of Terrestrial and Aquatic Biodiversity -
f. Environmentally Friendly Transportation 948
g. Sustainable Water and Wastewater Management 91
h. Climate Change Adaptation -
i. Products that can reduce resource consumption and produce less pollution 6,442
(Eco-Efficient)
j. Environmentally Conscious Buildings that Meet Nationally, Regionally, or 101
Internationally Recognized Standards or Certifications
k. Business Activities and/or Other Activities from Other Environmentally Conscious 1,588
Business Activities
l. Socially Sustainable Business Activities 58,265
STRATEGY IN RISK AND energy projects, green building development, and
OPPORTUNITIES MANAGEMENT sustainable capital market instruments including
RELATED TO SUSTAINABILITY [IFRS S1- sustainability sukuk. These opportunities can
STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC AND TARGET, enhance financing income and fee-based
IFRS S2-METRIC AND TARGET, IFRS S1-RISK MANAGEMENT, income while strengthening the Bank’s long-
IFRS S2-RISK MANAGEMENT] [GRI 201-2] term competitiveness. Accordingly, BSI continues
to develop methodologies and systems to more
In shaping its strategic direction, BSI also considers quantitatively assess the financial implications
sustainability-related risks and opportunities, of climate-related risks and opportunities, in line
including those arising from climate change. with regulatory requirements and international
Climate risk management is integrated into the standards.
Bank’s overall risk management framework,
beginning with the identification of climate risks The strategies outlined in the ESG Roadmap and
and opportunities, followed by measurement RAKB are built upon the identification of these
using metrics for both physical and transition sustainability risks and opportunities. To support
risks. BSI then assesses their potential impact on this process, BSI established the ESG Working
the Bank’s financial performance and evaluates Group in 2024 under the coordination of the
the results to determine the necessary strategic Risk Management Committee (RMC). The ESG
actions to address these climate-related risks. Working Group provides analytical support and
The detail information for 2025 related to recommendations to the RMC, helping shape
sustainability risks and opportunities, including proposals that are reviewed and decided upon
climate-related aspects and their implications during committee meetings.
for the business model, value chain, strategy, and
financial condition can be found in the section Since the initiation of the RAKB, BSI has adjusted
Strengthening BSI Governance on Climate- its business model by increasing MSME financing,
Related Risks and Opportunities. expanding sustainable financing, and issuing
Sustainability Sukuk. Internal capacity building
In addition to addressing various risks, BSI also has also been strengthened to ensure that
recognizes the opportunities emerging from the processes and human resources align with the
transition toward a low-carbon economy, such as Bank’s sustainability direction.
increasing demand for green financing, renewable
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
POLICY COMMITMENT
[GRI 2-23, GRI 2-24, FS9]
In carrying out its operations, BSI consistently Services Authority Regulation No. 22 of 2023
upholds compliance with all prevailing laws and concerning Consumer and Public Protection
regulations, both national and international. in the Financial Services Sector.
Several national regulations that form the 12. Financial Services Authority Regulation
foundation of BSI’s business activities include: Number 8 of 2023 concerning the
1. Law of the Republic of Indonesia Number Implementation of the Anti-Money
8 of 1999 concerning Consumer Protection, Laundering Program, the Prevention of
including all its amendments. Terrorism Financing, and the Prevention of
2. Law of the Republic of Indonesia Number the Financing of the Proliferation of Weapons
21 dated July 16, 2008, concerning Islamic of Mass Destruction in the Financial Services
Banking, including all its amendments. Sector.
3. Law of the Republic of Indonesia Number 4 13. Bank Indonesia Regulation Number 3 of 2023
of 2023 concerning the Development and concerning Consumer Protection by Bank
Strengthening of the Financial Sector. Indonesia.
4. Presidential Regulation Number 111 of 2022 14. Financial Services Authority Circular Letter
concerning the Implementation of Sustainable Number 30/SEOJK.07/2017 concerning the
Development Goals. Implementation of Education to Improve
5. Financial Services Authority Regulation Financial Literacy for Consumers and/or the
Number 2 of 2024 concerning the Public.
Implementation of Sharia Governance for 15. Financial Services Authority Circular Letter
Sharia Commercial Banks and Sharia Business Number 7/SEOJK.07/2015 concerning
Units. Guidelines for the Assessment of Alternative
6. Financial Services Authority Regulation Dispute Resolution Institutions in the Financial
Number 51/POJK.03/2017 concerning the Services Sector.
Implementation of Sustainable Finance for 16. Financial Services Authority Circular Letter
Financial Service Institutions, Issuers, and Number 13/SEOJK.07/2014 concerning
Public Companies. Standard Agreements, including all its
7. Financial Services Authority Regulation amendments.
Number 18/POJK.07/2018 concerning 17. Financial Services Authority Circular Letter
Consumer Complaint Services in the Financial Number 17/SEOJK.07/2018 concerning
Services Sector, as partially amended by Guidelines for the Implementation of
Financial Services Authority Regulation No. Consumer Complaint Services in the Financial
22 of 2023 concerning Consumer and Public Services Sector.
Protection in the Financial Services Sector. 18. Financial Services Authority Circular Letter
8. Financial Services Authority Regulation Number 3/SEOJK.03/2021 concerning
Number 61/POJK.07/2020 concerning Reporting and Request for Debtor Information
Alternative Dispute Resolution Institutions in through the Financial Information Service
the Financial Services Sector. System.
9. Financial Services Authority Regulation 19. Bye-Laws dated October 30, 2009, concerning
Number 65/POJK.03/2016 concerning the Customer Deposit Blocking, including all its
Implementation of Risk Management for amendments.
Sharia Commercial Banks and Sharia Business 20. Presidential Regulation of the Republic of
Units. Indonesia No. 110 of 2025 concerning the
10. Regulation of the Member of the Board of Implementation of Carbon Economic Value
Governors Number 20 of 2023 concerning Instruments and National Greenhouse Gas
the Procedures for the Implementation of Emission Control.
Consumer Protection by Bank Indonesia. 21. Financial Services Authority Regulation No.
11. Financial Services Authority Regulation 18 of 2023 concerning the Issuance and
Number 31/POJK.07/2020 concerning the Requirements of Sustainability-Linked Debt
Provision of Consumer and Public Services in Securities and Sukuk.
the Financial Services Sector by the Financial
Services Authority, as amended by Financial
SUSTAINABILITY REPORT 2025 31
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02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
POLICY COMMITMENT
In addition to complying with national regulations, the Company also adheres to several international
frameworks, including the United Nations (UN) Guiding Principles on Business and Human Rights,
the United Nations Framework Convention on Climate Change (UNFCCC), and the International
Labour Organization (ILO) Declaration on Fundamental Principles and Rights at Work, which have
been incorporated into national legislation. The Company also refers to Law Number 16 of 2016 on the
Ratification of the Paris Agreement to the United Nations Framework Convention on Climate Change.
Furthermore, BSI ensures that its operational activities align with international standards, as demonstrated
by the attainment of the following ISO certifications:
Valid Period
Certification
From To
ISO/IEC 27001:2022 Information Security Management Systems March 24, 2024 March 23, 2027
ISO 22301:2019 Business Continuity Management Systems June 5, 2023 June 4, 2026
ISO 9001:2015 Quality Management Systems February 4, 2023 February 3, 2027
As part of its commitment to complying with all applicable regulations, BSI has established a range of
internal policies aligned with prevailing laws and regulatory requirements. These policies are designed to
ensure that the Bank’s operations do not create adverse impacts on the community and that appropriate
remediation measures are in place should such impacts occur.
These policies are supported by due diligence processes and the application of the precautionary
principle. This approach is also reflected in BSI’s Risk Management Policy, which mandates continuous
monitoring and control over every transaction and operational activity.
The internal policies and due diligence processes implemented by BSI include the following:
Policy Due Diligence Responsible Party Last Issued
Governance Policy ISO 37301:2021 on Certified 1. Policy & Procedure Group July 7, 2025
Compliance Management 2. Compliance Group
System in the scope of
Anti-Money Laundering &
Countering Financing of
Terrorism
Risk Management Policy Audit implementation Enterprise Risk Management December 9, 2024
Group
Internal Control System Implementation of audits Audit work unit September 19, 2025
Policy (KSPI)
Anti-Fraud Policy Anti-Fraud Report submitted IT Fraud & Risk Group August 7, 2025
to the Financial Services
Authority (OJK) every
semester, ISO 37001:2016 on
Anti- Bribery Management
System (ABMS)
Funds and Services Policy Customer Satisfaction 1. Retail Deposit Solution September 23, 2025
Survey Group
2. Wealth Management Group
3. Institutional Banking Group
Information Technology ISO/IEC 27001:2022 on IT Strategic Planning July 22, 2024
Policy Information Security Group
Management System
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
POLICY COMMITMENT
Policy Due Diligence Responsible Party Last Issued
Treasury Policy Regular Evaluation 1. Treasury & Global Market July 4, 2025
Group,
2. International &
Financial Institution Group
Legal Policy, Compliance, ISO 37001:2016 about Anti- 1. Compliance Group, May 9, 2025
Anti- Money Laundering, Bribery Management 2. Legal Group,
Countering the Financing System (ABMS) 3. Anti-Money Laundering
of Terrorism and – Countering Financing
Countering the Financing of Terrorism (AML - CFT)
of Proliferation of Weapons Group
of Mass Destruction
(APU, PPT and PPPSPM)
Financing Policy Regular Evaluation 1. Consumer Business 1 Group November 5, 2025
2. Consumer Business 2
Group
3. Card Business Group
4. Gold & Pawning Business
Group
5. Small Medium Enterprise
(SME) Business Group
6. Micro Business Group
7. Transaction Banking
Wholesale
8. Corporate Business 1 Group
9. Corporate Business 2 Group
10. Corporate Business 3 Group
11. Corporate Finance &
Solution Group
12. Commercial Business 1
Group
13. Commercial Business 2
Group
14. Bullion Business Group
Policy on Equity Regular Evaluation Corporate Development Office May 23, 2025
Participation and
Management of Subsidiary
Companies
Human Capital Policy Improvement survey Human Capital Strategy & December 12, 2025
Human Capital Policy Policy Group
Accountancy Policy Audit Implementation Corporate Finance & July 28, 2025
Accounting Group
Internal Audit Policy Internal Audit Wholesale & Corporate Centre August 29, 2025
Implementation Audit Group
Operational Policy which Regular Evaluation 1. Procurement & Fixed August 28, 2025
includes regulations Asset Group
regarding: 2. Customer Care Group
a. Principle of Prudence 3. Strategic Planning &
b. Procurement and Performance Management
management of assets Group
c. Services and 4. Corporate Secretary Group
Cooperation with third 5. Data Protection Group
parties 6. Enterprise Risk
d. Budget Management Management Group
e. Secretarial Governance
f. Protection of Personal
Data
g. Fulfilment of Sharia
Principles.
h. Customer Protection
and Complaints.
SUSTAINABILITY REPORT 2025 33
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02 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
POLICY COMMITMENT
In supporting and upholding human rights, respect to ESG provisions, PPG coordinated with
BSI has implemented an PTO governing the business units and the ESG function to organize
Respectful Workplace Policy (RWP). This guideline a KSF themed “BebKu – Belajar ESG Bareng Aku”,
serves as a reference for all BSI employees to foster involving employees from both Head Office and
a workplace free from discrimination, violence, Branch Network.
and harassment, while promoting an inclusive
environment that values diversity and equality, In 2025, the Bank updated its Corporate Governance
including support for employees with special Policy, effective 7 July 2025, which strengthened
needs, as part of BSI’s commitment to respecting the principles and implementation of sustainable
human rights. Throughout 2025, there were no finance and ESG governance, including the
reported human rights violations across BSI’s Sustainability of Sharia Banking Principles
operational activities. comprising seven aspects: Sharia, Customer,
Business Strategy, Banking Operations, Risk
All policies have been approved by the Directors Management, Human Capital, and Community
and enforced according to their respective scopes. Development. In addition, the Bank also stipulates
Several policies, such as the Risk Management Sustainable Finance provisions in the Sustainable
Policy and Anti-Fraud Policy, are communicated Finance Standard Operating Procedure (SOP),
publicly through the official website www.bankbsi. which became effective on July 31, 2025.
co.id. Internal-only policies are disseminated
through the New Policy System (NPS), accessible To further integrate sustainability into risk
across BSI’s internal network. For policies applicable management, during 2025 the Bank updated
to business partners but not published online, several sustainability-related provisions, including
dissemination is carried out through meetings the Portfolio Guideline, which covers a review of
and included in contractual agreements. brown sector financing limits aligned with the
realization of the Renewable Energy mix, internal
These policies are further translated into Standard industry reclassification based on the Sustainable
Operating Procedures and Operational Technical Business Activity Categories, particularly
Guidelines, which serve as work references for all Environmentally Sustainable Business Activities,
employees. To ensure effective implementation, and the establishment of Green Financing Portfolio
BSI also provides necessary training, hence, parameters aligned with OJK classifications, the
these policies can be understood and applied Do No Significant Harm (DNSH) principle, and the
consistently. Bank’s Exclusion List.
Throughout 2025, the Bank ensured that all policy Furthermore, the Bank strengthened the
commitments were published and updated implementation of Industry Acceptance Criteria
regularly in accordance with the SPP for Policy by designating environmental aspects as a critical
and Procedure Development, which requires factor in prospective customer selection. Across
policy reviews at least once a year or at any time segment-specific financing policies, financing
when necessary. The Policy & Procedure Group risk assessments are conducted through both
(PPG), as the policy management function, quantitative and qualitative approaches, including
disseminated every change in the Bank’s environmental and social risk assessments
provisions to all relevant units through official covering the availability of AMDAL/UKL-UPL/
mechanisms, including email blasts in the form SPPKL documentation, environmental impact
of infographics and Executive Summaries, as well analysis, and the safety of business or project
as the implementation of Knowledge Sharing locations.
Forums (KSF), refreshment sessions, and quizzes
to ensure that policies are understood and applied
consistently in daily operations.
To strengthen policy implementation, the Bank
also conducted refreshment sessions and quizzes
to assess employees’ understanding of internal
regulations and to enhance awareness. With
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
PROCESS FOR MITIGATING
NEGATIVE IMPACTS
[GRI 2-25, 418-1]
One of the potential negative impacts of BSI’s To strengthen the effectiveness of its remediation
business activities is the possibility of errors or mechanisms, BSI involves key stakeholders as
negligence in processing customers’ Personal primary users of the grievance system through
Data. To address this, BSI has established the satisfaction surveys, complainant feedback,
Privacy Policy of PT Bank Syariah Indonesia and complaint-trend evaluations to review
Tbk, which regulates the provisions for and enhance the design and operation of the
obtaining, collecting, processing, storing, mechanism. Effectiveness is monitored through
updating, presenting, announcing, transferring, indicators such as resolution timeliness, SLA
disseminating, disclosing, deleting, or destroying compliance, follow-up quality, and case-closure
customer data, including Personal Data, through rates.
both electronic and non-electronic systems.
Throughout 2025, there were no new complaints
The Privacy Policy serves as BSI’s commitment to or incidents related to customer personal data
safeguarding all customer information, including loss or privacy breaches at Bank Syariah Indonesia
Personal Data that may identify individuals (BSI). Accordingly, no compensation or corrective
directly or indirectly. It also outlines customers’ actions were required in relation to customer
rights, including the right to claim compensation, data protection and privacy during the reporting
both material and non-material, should any period.
violation occur due to errors or negligence by BSI
in processing Personal Data.
Remediation of negative impacts is carried out
through various complaint channels, including
BSI Call 14040, mobile banking, email contactus@
bankbsi.co.id, as well as branch offices and the
head office. Complaint handling follows the
Customer Protection and Complaint Handling
SOP, enabling 85.59% of complaints in 2025 to
be resolved within a maximum of four working
days, faster than the regulator’s Service Level
Agreement (SLA). Monitoring results indicate that
BSI’s complaint system effectively remediates
issues in a timely manner, as reflected in the 100%
of cases resolved within SLA and the increasing
satisfaction of complainants. Each complaint is
managed using a numbered ticket system to
ensure transparent tracking until resolution.
SUSTAINABILITY REPORT 2025 35
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03
03 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABILITY
PERFORMANCE
SUMMARY
[OJK B]
This summary reflects the Company’s journey in
delivering its sustainability commitments throughout
the year. Each achievement represents continuous
efforts to generate meaningful impact for society and the
environment. Through this process, growth is measured
not only by performance but also by value creation.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
ECONOMIC PERFORMANCE [OJK B.1]
2025
Description Unit 2023 2024 2025
Growth YoY
In Billions
Total Financing 240,316 278,481 318,844 14.49%
of Rupiah
In Billions
- Retail Banking Financing 42,258 49,380 52,258 5.83%
of Rupiah
- Wholesale Banking In Billions
67,511 77,218 90,800 17.59%
Financing of Rupiah
- Consumer, Gold Business In Billions
130,547 151,883 175,787 15.74%
& Card of Rupiah
In Billions
Third-Party Funds 293,776 327,454 380,488 16.20%
of Rupiah
Fund Management Revenue as In Billions
22,252 25,298 28,265 11.73%
Mudharib of Rupiah
In Billions
Other Business Income 4,204 5,556 6,937 24.84%
of Rupiah
In Billions
Net Profit 5,704 7,006 7,568 8.02%
of Rupiah
Total Beneficiaries of Corporate Individual 333,000 1,544,913 1,286,519 (20%)
Social Program Implementation Institution 1,019 2,255 1,799 (31%)
Distribution of Corporate Social In Billions
286.62 385.37 400 30.9%
Program Implementation of Rupiah
Distribution of Corporate and In Billions
Employee Zakat to BAZNAS RI of Rupiah
223 268.6 289.4 16%
Financing Based on Sustainable Business Activity Criteria (KKUB)*
In Billions
Green Financing Portfolio 12,235 14,084 15,657 11.2%
of Rupiah
In Billions
Social Financing Portfolio 45,469 52,415 58,265 11.16%
of Rupiah
In Suppliers/
701 413 337 (18.40%)
Total Domestic Suppliers Vendors
% 99.43 99.04 98.81% 0.23%
Note: * Financing under KKUB refers to the Bank’s Environmentally Friendly Products
SUSTAINABILITY SUKUK In Rupiah
Phase I Sustainability Sukuk Phase II Sustainability Sukuk
2025 Rp
3,000,000,000,000 2025 Rp
5,000,000,000,000
Total Rp
8,000,000,000,000
SUSTAINABILITY REPORT 2025 37
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03 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
ECONOMIC PERFORMANCE
Financing Based on Sustainable Business Activity Criteria (KKUB)
In Billions of Rupiah
Green Financing (KUBL)
Renewable Energy Sustainable Management of Living Environmentally Friendly
Natural Resources and Land Use Transportation
2025 Rp
710 2025 Rp
5,777 2025 Rp
948
16.67% 15.85% 199.27%
Sustainable Water and Products That Reduce Resource Use Environmentally Friendly Buildings
Wastewater Management and Generate Less Pollution (Eco- that Meet National, Regional, or
Efficient Products) Internationally Recognized Standards
or Certifications
2025 Rp
91 2025 Rp
6,442 2025 Rp
101
0.25% 10.83% 24.37%
Business Activities and/or Total Green Financing (KUBL)
Other Activities from Other
Environmentally Oriented
Business Activities
2025 Rp
1,588 2025 Rp
15,657
520.09% 11.17%
Social Financing (KUBS) In Billion Rupiah
MSME Financing Total Social Financing (KUBS) ESG Financing/Sustainable
Financing (KKUB)
2025 Rp
52,578 2025 58,265
Rp 2025 Rp
73,922
0.31% 11.16% 11.16%
BSI Agen
Number of Agents (Agent) Number of Transactions (Million time) Transaction Value (In trillions of rupiah)
2023 2024 2025 2023 2024 2025 2023 2024 2025
86,200 119,295 126,916 19.6 26.9 30.7 43.80 59.02 75.25
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Page 40
DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
ENVIRONMENTAL PERFORMANCE [OJK B.2]
Financing According to Sustainable Business Category Criteria (KKUB)
Electricity Consumption (kWh) Water Consumption (m3) Biodiversity Conservation (Tree)
2023 2024 2025 2023 2024 2025 2023 2024 2025
2,117,285** 80,779,932* 86,473,880* 1,824** 48,401* 109,488 39,329 50,000 65,000
Fuel Consumption (Liter) The Use of LED Lighting (%)
Notes:
* Fuel, electricity, and water consumption data in 2024
2023 2024 2025 2023 2024 2025 includes all of BSI’s operational areas. Up to 2024, BSI
has not calculated waste generation.
281,983** 7,112,582* 7,780,884* 100 100 100 ** Data for 2023 only includes The Tower Head Office area.
Up to 2024, BSI has not calculated waste generation.
Reverse Vending Machine (RVM) & Green Infrastructure
70 Units in 27,198 kg Plastic 143.99 ton Co eq Carbon 2
90 locations Waste Reduction Footprint Reduction
2 Green Building Gold 8 Solar Panels at BSI Electric Vehicle
Certified, BSI Aceh Landmark Outlets 144 Electric Vehicle
and BSI Tower Jakarta 3 Solar Panels at Desa (120 motorcycles and 24 cars)
Binaan BSI
Water Station Bank Syariah Indonesia (BSI)
Contributed to reducing
10 Free Drinking 330,194 550,323 plastic bottles of
Water Facilities Liters of Drinking Water packaged drinking water waste
SUSTAINABILITY REPORT 2025 39
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03 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SOCIAL PERFORMANCE [OJK B.3]
Positive Impacts
Employee Turnover (Percentage) Training Hours (Hours)
2023 3.77 2023 1,392,792
2024 3.21 2024 258,103
2025 5.09 2025 1,182,406
Training Expenses (In Billions of Rupiah) Employees with Disabilities
(Person)
2023 90.64 2023 7
2024 141.59 2024 7
2025 140.22 2025 1
Customer Satisfaction Survey (%) Supported MSMEs (MSMEs)
2023 60.60 (Rationally Royal) 2023 3,009
2024 64.91 (Engaged) 2024 4,478
2025 66,5 (Engaged) 2025 5,251
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40 PT BANK SYARIAH INDONESIA (PERSERO) TBK
Page 42
DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
SOCIAL PERFORMANCE
Negative Impact
As outlined in the Negative Impact Remediation section of this report, BSI’s operations may
carry the risk of errors or negligence in processing customers’ Personal Data. To mitigate such
risks, BSI has implemented the Privacy Policy of PT Bank Syariah Indonesia Tbk, which regulates
the procedures for obtaining, collecting, processing, storing, updating, presenting, announcing,
transferring, disseminating, disclosing, and deleting or destroying customer data, including
Personal Data, through both electronic and non-electronic systems.
Customer complaints may also arise when customers have limited understanding of the Bank’s
products or services. To safeguard customer interests, BSI applies the Customer Protection
and Complaint Handling Policy, ensuring that customer rights are an integral part of product
marketing and service delivery. These rights include:
1. The right to receive explanations from the Bank regarding terms, phrases, and/ or sentences
that are easy to understand concerning the Bank’s products and services.
2. The right to obtain information about both fund and service products issued by the Bank as
well as third-party products and services marketed through the Bank.
3. The right to be informed of any changes, additions, or reductions made to the features of the
Bank’s products and services and third-party products marketed through the Bank.
4. The right to fully understand the characteristics of the Bank’s fund and service products or
third-party products, particularly regarding benefits, risks, associated costs, and the profit-
sharing ratio (nisbah) calculations applied to these products and services; and the right to be
informed about guarantees related to the products and services offered by the Bank.
SUSTAINABILITY REPORT 2025 41
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04
04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPANY
PROFILE
[OJK C]
This chapter
presents the
Company’s identity,
business direction,
and role in creating
value for society.
As an Islamic
financial institution,
we uphold the
principles of
fairness, value
creation, and
responsibility. These
foundations shape
our sustainability
journey and
commitment.
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42 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
VISION, MISSION, AND
SUSTAINABILITY VALUES
[OJK C.1]
BSI VISION
To become a Top 10 global Sharia bank based on
market capitalization within 5 years.
SUSTAINABILITY VISION
The Best Global Islamic Bank Based on
Implementation of Sustainable Finance.
SUSTAINABILITY
BSI MISSION
MISSION
1. Providing access to Sharia BSI has also developed a mission for implementing
financial solutions in sustainable finance, which aligns with BSI’s overall
Indonesia. mission:
2. Becoming a major bank 1. Providing access to sustainable finance in Indonesia
through products and services that meet customer
that delivers the best value
needs.
for shareholders.
2. Becoming a bank that provides the best value for
3. Becoming the employer of
shareholders through contributions to the economy,
choice and a source of pride society and environment.
for Indonesia’s top talents. 3. Empowering all employees to cultivate awareness
and commitment in applying sustainable finance
principles in banking operations.
SUSTAINABILITY REPORT 2025 43
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
VISION, MISSION, AND SUSTAINABILITY VALUES
SUSTAINABILITY VALUES
Sustainability has become one of the main focuses The Net Zero Emission target further
for PT Bank Syariah Indonesia Tbk (BSI). As a supported by BSI’s digital transformation
sharia-based bank, it is our obligation to protect program, which aligns with the bank’s overall
the environment and provide social benefits for strategy. Digital transformation integrates
the future. This is in line with Maqashid Syariah advanced technology into all aspects of
which consists of Hifdz Ad-Din (maintaining operations, strategy, and organizational culture
religion), Hifdz An-Nafs (maintaining the soul), to enhance value creation, improve efficiency,
Hifdz Al’Aql (maintaining reason), Hifdz Al-Maal and provide a better experience for customers
(maintaining wealth), Hifdz An-Nasb (maintaining and stakeholders. Bank BSI has implemented
descendants), and Hifdz Al-Bi’ah (maintaining the Personal Data Protection (PDP) which refers
environment). to Law No. 27 of 2022 concerning Personal
Data Protection, Law No. 10 of 1998 concerning
Bank BSI, in its implementation, always committed Banking, Law No. 21 of 2008 concerning Sharia
to carrying out responsible business activities and Banking and its amendments, and other laws
providing sustainable added value for the good and regulations in the field of personal data
of the world and the hereafter. Internalization of protection and financial services, as well as
BSI’s Sustainability Values is manifested in 3 Pillars regulations issued by the Financial Services
of Sustainability, namely: Authority and/or Bank Indonesia. Bank BSI’s
commitment to managing customer data is
1. Sustainable Banking Pillar: also reflected in having ISO/IEC 27001:2022
Unique in Sustainable Product Innovation concerning Information Security Management
Under this pillar, BSI focuses on conducting Systems.
sustainable banking activities with the
commitment “Unique in Sustainable Product 3. Sustainable Beyond Banking Pillar:
Innovation Linked to Social Benefit.” This is Leader in ZISWAF Ecosystem For Social
achieved through the ESG aspect integration Impact to Achieve SDGs
into all BSI business activities, including Under this third pillar, BSI expands its
managing risk and business aspects through commitment to sustainability by enhancing
sustainable financial products and services activities beyond its core banking and
and developing a sustainable portfolio to operational business, focusing on social
support customers in transitioning to a low- aspects. This initiative aims to increase the
carbon economy and engaging in sustainable economic scale of communities through
business activities. various empowerment programs that support
individuals and communities. The goal is to
2. Sustainable Operation Pillar: achieve Synergy Between Business Growth and
Net Zero Emission in Operations Goodness, ensuring that economic progress
This pillar represents BSI’s support in aligning aligns with social well-being and sustainable
with the Indonesian Government’s Net development. One form of the program is by
Zero Emissions target by 2060. Under the providing access points through Bank BSI
second pillar, in support of achieving one of Smart Agents. Bank BSI Smart Agents are Laku
its sustainability targets, namely Net Zero Pandai agents or Officeless Financial Services
Emissions in operations, BSI ensures the within the Framework of Inclusive Finance.
integration of ESG principles across all business There are 119 regencies classified as blank spot
activities, covering aspects of awareness, areas that have been served by BSI Agents. The
environmentally friendly operations, the total number of BSI Agents across Indonesia
application of technology to safeguard in 2025 increased by 5.98% compared to 2024,
customers’ personal data protection, mitigation when the number of agents stood at 119,295.
of climate change risks, and the management
of human resources (HR) to expand diversity,
equality, and inclusivity (DEI) in the workplace.
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44 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
SUSTAINABILITY REPORT 2025 45
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPANY IDENTITY
[OJK C.2] [GRI 2-1, 2-6]
COMPANY NAME [GRI 2-1] OWNERSHIP [GRI 2-1]
PT BANK SYARIAH INDONESIA Tbk Series A Dwiwarna Share:
Government of the Republic of
Indonesia: 1 Share
Series B Dwiwarna Shares:
•• PT Bank Mandiri (Persero) Tbk :
51.47%
ADJUSTMENT OF COMPANY NAME •• PT Bank Negara Indonesia
PT BANK SYARIAH INDONESIA (Persero) Tbk : 23.24%
(Persero) Tbk •• PT Bank Rakyat Indonesia
(Persero) Tbk : 15.38%
•• Other Shareholders (including
the public) : 9.91%
SHORT NAME
BSI LEGAL BASIS OF ESTABLISHMENT
•• State Gazette of the Republic of
Indonesia No. 43 - May 28, 1971
-Supplement No. 242.
PRODUCT UPDATES [GRI 2-6] •• State Gazette of the Republic of
Indonesia No. 85 - October 23,
Sharia-Compliant Commercial Bank 2009 - Supplement No. 26142
•• State Gazette of the Republic of
Indonesia No. 96 - December 1,
2009 - Supplement No. 27908.
•• Deed No. 8 - January 8, 2018,
ESTABLISHMENT made by Notary Fathia Helmi S.H
•• Deed No. 38 - January 14, 2021,
February 1, 2021 made by Notary Jose Dima Satria
S.H., M.Kn
COMPANY TYPE ISSUED AND FULLY PAID CAPITAL
Public Limited Company (PT)
Rp23,064,630,069,000
AUTHORIZED CAPITAL STOCK CODE
Rp40,000,000,000,000 BRIS
LEADING SUSTAINABLE FINANCE IN THE NEW ERA OF BULLION BANK
46 PT BANK SYARIAH INDONESIA (PERSERO) TBK
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
COMPANY IDENTITY
BUSINESS LICENSE [GRI 2-1] OFFICE NETWORK DATA
•• Decree of the Governor of Bank •• 10 Regional Offices
Indonesia No. 10/67/KEP.GBI/ •• 153 Branch Offices (KC)
DpG/2008 dated October 16, 2008. •• 1 Overseas Branch Office (KCLN)
•• Decree of the Governor of Bank •• 896 Sub-Branch Offices (KCP)
Indonesia No. 11/63/KEP.GBI/ •• 60 Mobile KCP (dhi: MKK)
DpG/2009 dated December 15, •• 81 Functional Offices (KF)
2009. •• 31 Priority Service Counters
•• Decree of the Board of •• 756 Pawn Service Counters
Commissioners of the Financial •• 6,000 Automated Teller Machines
Services Authority No. 4/ (ATM)
KDK.03/2021 dated January 27, 2021.
NUMBER OF EMPLOYEES [OJK C.3]
LISTING ON INDONESIA STOCK 16,581 employees as of December 31,
EXCHANGE 2025
May 9, 2018
INFORMATION ACCESS [GRI 2-1]
CORPORATE SECRETARY HEAD OFFICE
Wisnu Sunandar Gedung The Tower
Email: Jl. Gatot Subroto No.27, Karet
corporate.secretary@bankbsi.co.id Semanggi, Setiabudi,
Jakarta Selatan, 12930,
Indonesia
Telepon : 021-30405999
INVESTOR RELATION Faks : (021) 30421888
Rizky Budinanda Website : www.bankbsi.co.id
Email: investor-relations@bankbsi.co.id Email : contactus@bankbsi.co.id
SOCIAL MEDIA
CALL CENTER @banksyariahindonesia, @lifewithbsi,
@BSIMobile
14040
1500789 (specializing in serving @bankbsi_id, @bsihelp
corporate and institutional customers)
Bank Syariah Indonesia
Bank Syariah Indonesia
Note:
Details of branch office and representative office addresses are fully provided in the Company Profile section of the Annual Report.
SUSTAINABILITY REPORT 2025 47
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPANY SCALE
[OJK C.3]
This section provides an overview of BSI’s company scale as a reference for understanding the size,
capacity, and scope of the Bank’s operations. The detailed information on Company scale is presented in
the tables below:
Description Satuan Unit 2024 2025
Fund Management
In Billions of Rupiah 22,252 25,298 28,265
Income as Mudharib
Net Profit In Billions of Rupiah 5,704 7,006 7,568
Total Assets In Billions of Rupiah 353,624 408,613 456,193
Total Liabilities In Billions of Rupiah 85,595 102,281 104,929
Temporary Syirkah Funds In Billions of Rupiah 229,290 261,291 299,311
Total Equity In Billions of Rupiah 38,739 45,041 51,953
Shareholders and Ownership Percentage Series A Dwiwarna Series A Dwiwarna Series A Dwiwarna
Share: Government Share: Government Share: Government
of the Republic of of the Republic of of the Republic of
Indonesia: 1 Share Indonesia: 1 Share Indonesia: 1 Share
Series B Dwiwarna Series B Dwiwarna Series B Dwiwarna
Shares: Shares: Shares:
•• PT Bank Mandiri •• PT Bank Mandiri •• PT Bank Mandiri
(Persero) Tbk (Persero) Tbk (Persero) Tbk
51.47% 51.47% 51.47%
•• PT Bank Negara •• PT Bank Negara •• PT Bank Negara
Indonesia Indonesia Indonesia
(Persero) Tbk (Persero) Tbk (Persero) Tbk
23.24% 23.24% 23.24%
•• PT Bank Rakyat •• PT Bank Rakyat •• PT Bank Rakyat
Indonesia Indonesia Indonesia
(Persero) Tbk (Persero) Tbk (Persero) Tbk
15.38% 15.38% 15.38%
•• Other •• Other •• Other
Shareholders Shareholders Shareholders
(including the (including the (including the
public) 9.91% public) 9.91% public) 9.91%
Number of Employees People 17,909 17,234 16,581
ATM Network Units 2,571 5,425 6,000
EMPLOYEE INFORMATION In addition, BSI was supported by 8,584 outsourced
[OJK C.3] [GRI 2-7, 2-8] workers assigned to Business and Support
functions. The Bank also offered internship
As of 31 December 2025, BSI employed a total of placements to 178 final-year students at the Head
16,581 personnel, consisting of 16,274 permanent Office, primarily within the Business, Risk, and
and 307 non-permanent/contract employees. This Support divisions, as part of its commitment to
report outlines BSI’s workforce profile for 2022– nurturing future talent.
2025, covering employee distribution across the
Bank’s national operational network. The composition of employees is presented below:
Workforce data is compiled using the headcount
method based on end-of-period conditions. All
BSI employees are full-time, and the Bank does
not engage workers under non-guaranteed hours
arrangements. Throughout 2025 and the previous
three years, BSI’s workforce structure remained
stable with no material fluctuations.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
COMPANY SCALE
Composition of Employees by Gender
(in number of people)
Male Female Total
2023 10,542 2023 7,367 2023 17,909
2024 10,168 2024 7,066 2024 17,234
2025 9,798 2025 6,783 2025 16,581
Employee Composition by Nationality and Gender
(in number of people)
2023 2024 2025
Nationality
Male Female Total Male Female Total Male Female Total
Indonesian 17,245 664 17,909 10,168 7,066 17,234 9,798 6,783 16,581
Foreign – – – – – – – – –
Total 17,245 664 17,909 10,168 7,066 17,234 9,798 6,783 16,581
Composition of Employees by Position and Gender
(in number of people)
2023 2024 2025
Position
Male Female Total Male Female Total Male Female Total
Senior Manager 75 21 96 69 26 95 67 25 92
352 103 455 371 112 483 412 132 544
Manager 1,702 538 2,240 1,785 578 2,363 1,851 632 2,483
Officer 3,679 2,148 5,827 3,587 2,189 5,776 3,510 2,170 5,680
Staff 4,734 4,557 9,291 4,356 4,161 8,517 3,958 3,824 7,782
Total 10,542 7,367 17,909 10,168 7,066 17,234 9,798 6,783 16,581
Composition of Employee by Age and Gender
(in number of people)
2023 2024 2025
Age Group
Male Female Total Male Female Total Male Female Total
< 25 years old 76 158 234 92 142 234 138 134 272
25-30 years old 1,393 2,040 3,433 1,028 1,557 2,585 700 1,077 1,777
30-35 years old 2,419 2,056 4,475 2,149 1,912 4,061 1,957 1,873 3,830
35-40 years old 3,294 1,967 5,261 3,263 2,135 5,398 2,999 2,174 5,173
40-45 years old 1,959 698 2,657 2,113 806 2,919 2,293 922 3,215
45-50 years old 1,004 334 1,338 1,035 364 1,399 1,208 446 1,654
> 50 years old 397 114 511 488 150 638 503 157 660
Total 10,542 7,367 17,909 10,168 7,066 17,234 9,798 6,783 16,581
SUSTAINABILITY REPORT 2025 49
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPANY SCALE
Composition of Employee Based on Educational Level and Gender
(in number of people)
2023 2024 2025
Educational Level
Male Female Total Male Female Total Male Female Total
Doctorate 7 3 10 11 3 14 11 4 15
Magister 652 291 943 693 323 1,016 710 345 1,055
Bachelor 8,943 6,257 15,200 8,610 5,993 14,603 8,307 5,753 14,060
Diploma 910 810 1,720 829 743 1,572 747 675 1,422
Senior High School 30 6 36 25 4 29 23 6 29
Total 10,542 7,367 17,909 10,168 7,066 17,234 9,798 6,783 16,581
Composition of Employee Based on Employment Status and Gender
(in number of people)
2023 2024 2025
Employment Status
Male Female Total Male Female Total Male Female Total
Permanent (PKWTT) 10,220 7,025 17,245 9,860 6,831 16,691 9,625 6,649 16,274
Non-Permanent (PKWT) 322 342 664 308 235 543 173 134 307
Total 10,542 7,367 17,909 10,168 7,066 17,234 9,798 6,783 16,581
Composition of Employees Based on Region and Gender
(in number of people)
2023 2024 2025
Region
Male Female Total Male Female Total Male Female Total
Head Office 3,278 1,495 4,773 3,308 1,485 4,793 3,644 1,779 5,423
Region I - Aceh 1,223 801 2,024 1,155 776 1,931 998 677 1,675
Region II - Medan 598 454 1,052 570 427 997 484 358 842
Region III - Palembang 830 594 1,424 787 571 1,358 694 498 1,192
Region IV - Jakarta I 640 707 1,347 600 671 1,271 563 614 1,177
Region V - Jakarta II 516 555 1,071 500 541 1,041 464 504 968
Region VI - Bandung 609 464 1,073 558 445 1,003 507 423 930
Region VII - Semarang 714 562 1,276 686 525 1,211 622 473 1,095
Region VIII - Surabaya 1,137 874 2,011 1,062 825 1,887 969 740 1,709
Region IX - Kalimantan 425 399 824 400 368 768 365 336 701
Region X - Makassar 572 462 1,034 542 432 974 488 381 869
Total 10,542 7,367 17,909 10,168 7,066 17,234 9,798 6,783 16,581
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
COMPANY SCALE
Composition of Permanent Employees by Region and Gender
(in number of people)
2023 2024 2025
Region
Male Female Total Male Female Total Male Female Total
Head Office 3,154 1,384 4,538 1,429 3,161 4,590 3,525 1,729 5,254
Region I - Aceh 1,084 647 1,731 648 1,030 1,678 949 606 1,555
Region II - Medan 594 453 1,047 426 565 991 484 357 841
Region III - Palembang 822 590 1,412 569 782 1,351 694 498 1,192
Region IV - Jakarta I 638 703 1,341 666 599 1,265 563 614 1,177
Region V - Jakarta II 512 553 1,065 533 497 1,030 464 501 965
Region VI - Bandung 607 461 1,068 443 556 999 505 423 928
Region VII - Semarang 713 554 1,267 524 686 1,210 622 472 1,094
Region VIII - Surabaya 1,115 834 1,949 804 1,048 1,852 969 740 1,709
Region IX - Kalimantan 413 389 802 358 396 754 362 330 692
Region X - Makassar 568 457 1025 431 540 971 488 379 867
Total 10,220 7,025 17,245 6,831 9,860 16,691 9,625 6,649 16,274
Composition of Non-Permanent/Contract Employees Based on Region and Gender
(in number of people)
2023 2024 2025
Region
Male Female Total Male Female Total Male Female Total
Head Office 124 111 236 147 56 203 119 50 169
Region I - Aceh 139 154 293 125 128 253 49 71 120
Region II - Medan 4 1 5 5 1 6 - 1 1
Region III - Palembang 8 4 12 5 2 7 - - -
Region IV - Jakarta I 2 4 6 1 5 6 - - -
Region V - Jakarta II 4 2 236 3 8 11 - 3 3
Region VI - Bandung 2 3 6 2 2 4 2 - 2
Region VII - Semarang 1 8 5 - 1 1 - 1 1
Region VIII - Surabaya 22 40 9 14 21 35 - - -
Region IX - Kalimantan 12 10 22 4 10 14 3 6 9
Region X - Makassar 4 5 9 2 1 3 - 2 2
Total 322 342 664 308 235 543 173 134 307
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPANY SCALE
Composition of Non-Employees (Outsourced Workers) by Gender and Placement [GRI 2-8]
(in number of people)
2023 2024 2025
Region
Male Female Total Male Female Total Male Female Total
Head Office 913 272 1,185 953 293 1,246 1,061 398 1,459
Region I - Aceh 540 75 615 490 49 539 675 98 773
Region II - Medan 458 101 559 461 109 570 588 104 692
Region III - Palembang 525 91 616 492 52 544 646 97 743
Region IV - Jakarta I 709 113 822 694 129 823 866 168 1,034
Region V - Jakarta II 537 101 638 534 99 633 680 142 822
Region VI - Bandung 427 49 476 412 40 452 540 54 594
Region VII - Semarang 482 61 543 449 29 478 550 68 618
Region VIII - Surabaya 689 82 771 638 29 667 763 91 854
Region IX - Kalimantan 293 73 366 300 76 376 358 111 469
Region X - Makassar 303 72 375 326 89 415 384 142 526
Total 5,876 1,090 6,966 5,749 994 6,743 7,111 1,473 8,584
OPERATIONAL REGIONS [OJK C.3] [GRI 2-1]
BSI operates across various regions in Indonesia and also maintains an international presence in Dubai,
United Arab Emirates. As of December 2025, BSI’s service network consists of 1 Head Office, 10 Regional
Offices, 153 Branch Offices, 1 Overseas Branch (KCLN), 896 Sub-Branch Offices (KCP), 60 Mobile KCP units
(MKK), 81 Functional Offices (KF), 28 Priority Service Counters, 756 Pawn Service Counters, and 6,000
Automated Teller Machines (ATMs).
Details of BSI’s office network are presented in the table below:
Office Type 2021 2022 2023 2024 2025
Regional Offices 10 10 10 10 10
Branch Offices (KC) 272 153 153 153 153
Overseas Branch Offices (KCLN) - - 1 1 1
Sub-Branch Offices (KCP) 985 959 886 886 896
Mobile KCP (dhi: MKK) - 60 60 60 60
Functional Offices (KF) 34 96 91 91 81
Cash Offices (KK) 74 - - - -
Payment Points (PP) 179 - - - -
Priority Service Counters 11 16 20 23 28
Pawn Services 530 734 765 754 756
Automated Teller Machines (ATMs) 2,618 2,548 2,571 5,425 6,000
- Notes:
- PP in 2022 was reformatted into KFO (cfm. POJK Number 16 of 2022)
- KK in 2022 was reformatted into KCP (cfm. POJK Number 16 of 2022)
Office Network by Region in 2025
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COMPANY SCALE
Office Type
Region KCP Priority Service Pawn
KC KCLN KCP KF
Mobile Counter Services
Regional Office 1 16 0 122 1 7 2 77
Regional Office 2 15 0 78 7 5 2 59
Regional Office 3 16 0 85 8 2 2 74
Regional Office 4 15 0 120 10 9 8 86
Regional Office 5 15 0 89 2 8 6 64
Regional Office 6 12 0 71 6 0 3 65
Regional Office 7 13 0 94 7 12 3 70
Regional Office 8 20 0 127 10 23 2 129
Regional Office 9 16 0 52 5 0 1 55
Regional Office 10 15 0 58 4 15 2 77
Total 153 0 896 60 81 31 756
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
ENGAGED PRODUCTS, SERVICES, AND
BUSINESS ACTIVITIES
[OJK C.4] [GRI 2-6]
Based on the Amendment to the Articles of A comprehensive overview of BSI’s products and
Association Number 37 dated 17 May 2024, services is available in the Company Profile section
BSI’s purpose is to conduct banking activities in of the Annual Report, accessible through the
accordance with sharia principles and prevailing following link: https://ir.bankbsi.co.id/.
laws and regulations. To achieve this purpose, BSI
carries out core business activities supported by BSI serves various market segments, including
complementary supporting activities. Detailed wholesale banking, institutional banking, retail,
information on the Bank’s core and supporting and the treasury banking and head office
business activities is presented in the Company segments.
Profile section of the Annual Report. All business .
activities stipulated in the Articles of Association
have been executed by the Bank. Business
Markets Served
Segment
By the end of 2025, BSI provided a wide selection Wholesale State-Owned Enterprises (SOEs)
of products and services tailored to the needs Banking and their subsidiaries, Regional-
Owned Enterprises (ROEs) and
and profiles of its customers. These offerings are their subsidiaries, government
organized into four main categories: individual, institutions, multinational
corporate, digital banking, and card services. The companies, as well as banks and non-
bank financial institutions (including
details of each category are presented below: non-linkage venture capital).
Institutional Fund management and other
Category Types of Products and Services Relationships transactions for customers, including
Ministries/Agencies, SOEs, Public
and Private Universities, Hospitals,
Individual •• Business and reputable private institutions.
•• Gold
•• Hajj and Umrah Retail Small and Medium Enterprises
•• Investment (SMEs), Micro, and Consumer
•• Financing segments
•• Priority
•• Savings Treasury Banking Serving products beyond financing,
•• Transactions and Head Office including deposit and non-deposit
products.
Corporate •• Cash Management
•• Treasury
•• Service
•• Financing
•• Deposits
Digital Banking SuperApps BYOND
Cards •• Financing Card
•• Debit Card
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SUPPLY CHAIN
[GRI 2-6]
To ensure effective business operations, BSI engages with a network of suppliers that provide key
resources, including office supplies, workforce services, transportation support, and consultants and
contractors involved in infrastructure development and supervision. These suppliers serve an essential
role in BSI’s value chain. As of December 2025, BSI had completed 1,153 procurement activities and
partnered with 337 suppliers.
Description 2023 2024 2025
IT Goods and Services Procurement 449 314 400
Non-IT Goods and Services Procurement 438 364 463
Renovation/Relocation Procurement 86 195 290
Total Procurement 973 873 1,153
Number of Goods and Services Suppliers
Number of Suppliers
Description 2023 2024 2025
Total % Total % Total %
Domestic Suppliers 701 99,43 413 99,04 333 98.81
Foreign Suppliers 4 0,57 4 0,96 4 1.19
Total 705 100 417 100 337 100
DOWNSTREAM ENTITIES AND OTHER
BUSINESS RELATIONSHIPS
[GRI 2-6]
As of 31 December 2025, BSI has no subsidiaries, associates, or business relationships in the form of joint
ventures.
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04 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
ASSOCIATION MEMBERSHIP
[OJK C.5] [GRI 2-28]
In order to keep pace with the latest developments in the sharia banking industry, regulatory landscape,
economic trends, and customer expectations, BSI remains actively involved in a range of industry and
professional associations. By the end of 2025, BSI was a member of several national and international
associations, including the following:
No. Association Position Scope
1. National Banks Association (Perbanas) Member National
2. Indonesia Sharia Banks Association (Asbisindo) Chairman National
3. Islamic Financial Services Board (IFSB) Member International
4. Financial Services Sector Alternative Dispute Resolution Institution (LAPS SJK) Member National
5. Banking Compliance Directors Communication Forum (FKDKP) Member National
6. Indonesian Payment System Association (ASPI) Member National
7. Indonesian Association of Mutual Fund Selling Agent Banks (ABAPERDI) Member National
8. Indonesian Issuers Association (AEI) Member National
9. Islamic Economic Society (MES) Member National
10. Indonesian Bankers Association (IBI) Member National
11. Indonesian Association of Islamic Economists (IAEI) Member National
12. Regional Banking Consultative Body (BMPD) Member National
13. Financial Services Industry Communication Forum (FK IJK) Member National
14. Indonesia Human Capital Forum (FHCI) Member National
15. Indonesia Corporate Secretary Association (ICSA) Member National
16. National Sharia Council - Indonesian Ulema Council (DSN – MUI) Member National
17. Indonesian Credit Card Association (AKKI) Member National
18. Indonesian Money Market and Foreign Exchange Market Association Member National
(APUVINDO)
19. Indonesia Central Securities Depository (KSEI) Member National
20 United Nation Environment Programme Finance Initiative Member International
In addition to general membership, BSI also serves a significant role in several key industry associations,
most notably as the Chairman of the Indonesia Sharia Banks Association (Asbisindo). This leadership
role enables BSI to contribute to industry policy development, regulatory advocacy, and sector-wide
collaboration. In other associations, BSI actively participates in discussion forums, working groups, and
industry development initiatives that support the advancement of Sharia banking practices and the
strengthening of financial services governance.
SIGNIFICANT CHANGES
IN THE ORGANIZATION
[OJK C.6] [GRI 2-6]
During the 2025 reporting period, there were no significant changes to BSI’s business sectors, value
chain, key suppliers, downstream entities, or other business relationships compared to the previous
reporting year. All core activities, product and service lines, procurement processes, and strategic business
partnerships remained consistent.
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03 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
BOARD OF
DIRECTORS REPORT
[OJK D.1] [GRI 2-22]
The Board of Directors reflects
on the Company’s journey
in navigating challenges,
opportunities, and change
throughout the year. Every
decision is guided by amanah
and long-term sustainability
priorities. Through responsible
leadership, the Company
continues to create lasting
value for all stakeholders.
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BOARD OF DIRECTORS REPORT
In fulfilling its governance responsibilities and
strategic leadership role, the Board of Directors is
committed to integrating sustainability principles
into the Bank’s business and operations, while
delivering broader benefits across environmental,
social, and governance aspects. The Board of Directors
believes that sustainability goes beyond compliance
with environmental, social, and governance (ESG)
standards, and represents a tangible manifestation
of the Maqashid Sharia values that serve as the
foundation for achieving BSI’s Sustainability Vision
to become The Best Global Islamic Bank Based
on Sustainable Finance, while also supporting
the Government’s Asta Cita agenda in promoting
national self-reliance through the sharia economy
and the green economy. This year is marked by
BSI’s strategic initiatives to strengthen the Islamic
financial ecosystem through the development
of gold products as a new business pillar, aimed
at providing access for all segments of society to
secure, stable, and sustainable assets. In parallel, BSI
continues to transform its business and operational
processes to enhance efficiency and environmental
friendliness. All of these initiatives converge toward
a single overarching objective: to ensure that Bank
Syariah Indonesia serves as the driving force of
Islamic finance, creating social, environmental, and
economic value for the community and the nation.
[GRI 2-22]
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DIRECTORS’ REPORT
DISTINGUISHED STAKEHOLDERS,
Assalaamu’alaikum Warahmatullaahi The development of sustainable financial
Wabarakaatuh. products included the issuance of Phase II
sustainability sukuk, the strengthening of
We express our gratitude to Allah Subhanahu governance through updates to the Industrial
Wa Ta’ala for His blessings, which have enabled Acceptance Criteria, and enhancements in
BSI to maintain solid performance and business climate risk governance. BSI also remains
resilience throughout 2025. The Board of Directors committed to implementing the Principles for
extends its appreciation to shareholders, business Responsible Banking (PRB) and becoming part
partners, and all stakeholders for the trust and of the United Nations Environment Program
support that have strengthened our sustainability Finance Initiative (UNEP FI). Following the initial
journey for the benefit of the community and the bottom-up Climate Risk Stress Test (CRST) phase,
nation. which covered 51.63% of the financing portfolio in
2024, BSI conducted CRST in 2025 covering 100%
In 2025, total assets reached Rp456 trillion, of its portfolio. Another strategic initiative was the
representing 11.64% year-on-year growth. Third- assessment of ISO 26000 and Social Return on
party funds increased to Rp380 trillion, with Investment (SROI) for BSI’s social programs.
a CASA ratio of approximately 61.62%, while
financing expanded to Rp318 trillion, supported To strengthen internal employee capacity related
by the gold ecosystem following the Bullion Bank to ESG, in 2025 BSI incorporated ESG modules
license and the BYOND digital transformation, as mandatory learning components included in
which drove double-digit growth in fee-based employee and work unit KPIs.
income. With sound asset quality and disciplined
cost management, BSI recorded a net profit of BSI also launched the Eco-Friendly Sharia Card,
Rp7.56 trillion. implemented the “1 Home 1 Tree” program,
collaborated on SPKLU facilities at mosques,
Strategic momentum in 2025, including the and signed a Memorandum of Understanding
Bullion Bank license, the strengthening of the on “Energy Efficiency” with the Basel Agency
digital Islamic ecosystem, and the expansion for Sustainable Energy (BASE). These initiatives
of financial inclusion, has become a new reflect the Bank’s efforts and commitment to
source of sustainable growth. BSI reaffirmed environmentally responsible operations.
its commitment to realizing its Sustainability
Vision as The Best Global Islamic Bank Based As part of Islamic banking within the global
on Sustainable Finance through strategic landscape, BSI’s presence was further
sustainability initiatives implemented throughout strengthened through its participation as
2025 in accordance with OJK Regulation No. 51/ Indonesia’s representative at the Side Event of the
POJK.03/2017, encompassing the development 2025 United Nations Economic and Social Council
of sustainable financial products and/or (ECOSOC) Forum on Financing for Development
services, enhancement of the Bank’s internal (FFD), held at the United Nations Headquarters
capacity, strengthening of governance and in New York, United States, where BSI presented
risk management, and policies that promote Islamic finance concepts to support the
sustainable product and portfolio innovation. achievement of the Sustainable Development
Goals, in collaboration with BAPPENAS.
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DIRECTORS’ REPORT
ANGGORO
EKO CAHYO
President Director
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DIRECTORS’ REPORT
To further affirm the commitment of the •• The Sustainable Operation pillar ensures that
Islamic banking industry in supporting the the Bank’s operations move toward greater
implementation of sustainable finance, BSI efficiency and lower carbon intensity through
and the Indonesia Sharia Banking Association enhanced internal capacity supported by a
(ASBISINDO) took proactive steps through the Green Business Culture, the development
establishment of the ASBISINDO ESG Working of digital transformation for monitoring the
Group. The formation of this working group is Bank’s emissions, and proactive strategies for
expected to expand synergies and enhance the personal data protection and security.
positive impact of ESG implementation for the •• The Sustainable Beyond Banking pillar extends
nation. social benefits through financial inclusion
and community economic empowerment,
including the utilization of Zakat, Infaq,
“BSI’S JOURNEY TOWARD THE BEST Sadaqah, and Waqf (ZISWAF).
GLOBAL ISLAMIC BANK THROUGH
SUSTAINABLE FINANCE”
REALIZING SUSTAINABLE FINANCE IN
Sustainability has become a global strategic agenda LINE WITH MAQASHID SHARIA VALUES
that requires strong governance, transparency,
and cross-stakeholder collaboration. Throughout Sustainable Banking
2025, BSI strengthened its sustainability The Sustainable Banking pillar emphasizes the
foundation in alignment with the Government’s development of sustainable financial products
Asta Cita agenda, ensuring tangible contributions and/or services, the strengthening of governance
to economic resilience and community welfare. and risk management, as well as policies that
As an Islamic financial institution, BSI reaffirms its encourage sustainable product and portfolio
mandate to maintain harmony among economic, innovation.
social, and environmental values in accordance
with the principles of Maqashid Sharia. From a financing perspective, the sustainable
financing portfolio in 2025 amounted to Rp15.66
In line with its vision to become The Best Global trillion, representing 11.2% growth compared to
Islamic Bank Based on Sustainable Finance, the 2024. BSI strengthened governance through
Board of Directors oversees the integration of ESG policies and risk management measures,
principles into strategy, financing policies, and including the designation of Green Sectors, the
organizational culture. Governance strengthening incorporation of environmental aspects into
is carried out through the refinement of financing analysis across all sectors, the reduction
organizational structures, the enhancement of of financing limits for brown sectors, and the
ESG functions under the supervision of the Deputy implementation of Climate Risk Management
President Director, and the designation of ESG and Scenario Analysis (CRMS) covering 100% of
as a Fundamental Enabler within the 2025–2030 the Bank’s financing portfolio as a form of climate
Corporate Business Plan. risk mitigation, addressing both physical and
transition risks. With strong governance in place,
BSI’s ESG framework is implemented through BSI’s sustainable financing is expected to continue
three pillars, Sustainable Banking, Sustainable growing in a healthy and sustainable manner.
Operation, and Sustainable Beyond Banking,
which serve as the foundation for holistic business From a funding perspective, the issuance
strengthening. of Sustainability Sukuk totaling Rp5 trillion
•• The Sustainable Banking pillar emphasizes in 2025 received strong market interest and
the development of sustainable financial was oversubscribed by 4.4 times. The 2025
products and/or services, the strengthening Sustainability Sukuk represents a continuation of
of governance and risk management, and the Rp3 trillion Sustainability Sukuk issued in the
policies that promote sustainable product and previous year, which also garnered positive market
portfolio innovation. reception.
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DIRECTORS’ REPORT
The successful issuance of the Sustainability Sukuk for monitoring the Bank’s emissions, and proactive
reflects its ability to support funding efficiency strategies for personal data protection and
through competitive yields while delivering security.
long-term benefits. Funds raised through this
instrument are utilized to promote sustainable BSI became the first Islamic bank in Indonesia to
financing, including green financing and social implement Digital Carbon Tracking across 1,190
financing. For investors, Sustainability Sukuk offers outlets, improving the accuracy of Scope 1 and
not only financial returns but also added value Scope 2 emissions monitoring from 83,404 tons
through contributions to social and environmental CO₂-eq in 2024 to 89,730 tons CO₂-eq in 2025. This
objectives. data serves as the foundation for more measurable
carbon mitigation efforts and supports long-
In terms of product innovation, in 2025 BSI became term operational cost efficiency. Operational
the first bank in Indonesia to obtain a Bullion Bank sustainability is further strengthened through
license. BSI leveraged this momentum through the expansion of electric vehicles to 144 units,
the development of the digital Gold Savings the use of 8 solar panel units at the Company’s
product on BYOND by BSI, creating a new and operational facilities, and the use of 3 solar panel
inclusive source of revenue. units in BSI assisted villages. the operation of two
Gold-certified green buildings, and the provision
To safeguard the integrity of the gold ecosystem of electric vehicle charging stations (SPKLU) in
on an end-to-end and sustainable basis, BSI collaboration with PLN. These initiatives reduce
established partnerships with domestic supply reliance on fossil fuels and promote sustainable
chains that have adopted international standards, energy efficiency.
namely the London Bullion Market Association
(LBMA) Responsible Gold Guidance and the Environmental and social contributions are
Organisation for Economic Co-operation and realized through water conservation initiatives,
Development (OECD) Due Diligence Guidance the development of Water Stations, and the
for Responsible Supply Chains of Minerals. planting of an additional 15,000 trees as part of a
These standards ensure that gold produced and cumulative total of 50,000 trees since 2022, with
traded originates from responsible sources, free an estimated absorption of more than 4,129 tons
from conflict, human rights violations, money CO₂-eq, reflecting the Bank’s commitment to
laundering, terrorism financing, and adverse preserving the environment as a trust (amanah)
environmental or social impacts. This approach for future generations.
enhances investor confidence that gold within
BSI’s ecosystem is managed responsibly and BSI also strengthened and internalized its
sustainably. Green Business Culture by incorporating ESG
modules as part of employee and work unit Key
Throughout 2025, the digital gold ecosystem Performance Indicators (KPIs). Throughout 2025,
recorded 531,329 customers with total gold 16,166 employees, representing 97.2% of the total
holdings of 1.8 tons, while gold installment workforce, completed the ESG module with an
financing reached Rp12.89 trillion and gold average score of 86.44.
pawning amounted to Rp10.02 trillion, driving fee-
based income growth of 25%. These achievements To reinforce data security governance and
further expanded Islamic financial inclusion and ensure operational integrity, BSI implemented
supported the Bank’s sustainable growth. several measures, including the appointment of
a Personal Data Protection Officer, the issuance
Sustainable Operation and updating of policies related to personal
The Sustainable Operation pillar ensures that the data protection, the continued certification
Bank’s operations move toward greater efficiency under ISO/IEC 27001, the international standard
and lower carbon intensity through enhanced for Information Security Management Systems
internal capacity supported by a Green Business (ISMS), and the implementation of ISO/IEC 27701,
Culture, the development of digital transformation
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DIRECTORS’ REPORT
the Privacy Information Management System and strengthens Islamic financial literacy and
(PIMS), which supports compliance with global collaboration with educational institutions as part
privacy regulations. of the Islamic banking ecosystem.
Sustainable Beyond Banking In the humanitarian dimension, assistance
The Sustainable Beyond Banking pillar expands totaling more than Rp148.8 billion reached 599,100
social benefits through financial inclusion beneficiaries through logistics distribution,
and community economic empowerment by social services, and the fulfillment of basic
optimizing the utilization of Zakat, Infaq, Sadaqah, needs. In December 2025, BSI and BSI Maslahat
and Waqf (ZISWAF). provided additional assistance amounting to
Rp12 billion, or 78.7 tons of logistics, for victims
As part of its Beyond Banking commitment, of hydrometeorological disasters in Sumatra,
in 2025, BSI distributed Rp290 billion trillion in particularly in Aceh, bringing total distribution
Corporate Zakat and Employee Zakat through to 125 tons. Assistance included public kitchens,
the National Amil Zakat Agency (BAZNAS) and health posts, clean water provision, and the
the Bangun Sejahtera Indonesia (BSI) Maslahat deployment of volunteers, including trauma
Amil Zakat Institution. Zakat distribution was healing for children, to support socio-economic
carried out across five program pillars, Economic, recovery. To maintain financial service stability
Education, Humanitarian, Health, and Da’wah and during the emergency response period, 136 of
Advocacy, benefiting more than 1.2 million people 145 BSI branches in Aceh resumed operations,
in total. supported by ATMs, mobile cash services, and
satellite connectivity. This response ensured
To enhance the utilization of Zakat funds, BSI continued access to services as part of the Bank’s
collaborated with the United Nations Development responsibility to maintain public trust.
Programme (UNDP) and BAZNAS to launch the
Green Zakat Framework, attended by the Minister In the spiritual dimension, BSI distributed Rp38.2
of Religious Affairs of the Republic of Indonesia. billion through Da’wah and Advocacy to 45,900
This initiative represents an innovative approach beneficiaries by supporting worship facilities and
to directing Zakat funds toward supporting community development. These efforts reinforce
environmental sustainability. the blessings of Islamic economic activities and
ensure that benefits extend beyond financial
In economic empowerment, BSI supported 5,251 outcomes to spiritual value.
MSME actors and 7,370 beneficiaries in assisted
villages through BSI MSME Centers and BSI To further enhance the utilization of Zakat funds,
Villages across 20 villages, including new locations BSI again collaborated with UNDP and BAZNAS
in Makassar, Labuan Bajo, and Sabang. This in launching the Green Zakat Framework,
empowerment also reached women-led MSMEs attended by the Minister of Religious Affairs of the
(510), MSMEs involving persons with disabilities Republic of Indonesia, as an innovative approach
(259), and pesantren-based MSMEs 35, with total to channeling Zakat funds toward environmental
financing and assistance exceeding Rp26.4 billion. sustainability. This initiative strengthens BSI’s role
These efforts strengthen business self-reliance, as a Financial, Social, and Spiritual Partner for the
expand access to Islamic financing, and unlock community and the nation.
potential new customer bases.
In the education sector, through the Education
Pillar, BSI disbursed Rp114.8 billion to 23,000
beneficiaries across 107 universities and 256
schools. This support enhances access to
quality education, promotes social mobility,
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DIRECTORS’ REPORT
AWARDS & RATINGS collaboration that have strengthened BSI’s role in
sustainable Islamic financial innovation and value
In recognition of its achievements throughout creation for society and the national economy.
2025, BSI received three ESG-related awards at the
Euromoney Islamic Finance Awards 2025, at the The journey toward sustainability is an evolving
Global, Asia, and Indonesia levels. process that requires resilience and strong
governance. With a stronger transformation
BSI also succeeded in improving its ESG Rating foundation in 2025, including the reinforcement
score on Bloomberg from 3.9 to 5.6 and achieved of ESG, digitalization, green and social financing,
the top position in the global Islamic bank ESG and the Bullion Bank transformation, BSI is well
Rating on Bloomberg. positioned to enhance its contribution to equitable
and sustainable development.
CLOSING AND APPRECIATION We remain committed to upholding integrity,
expanding collaboration, and fostering open
BSI’s achievements have been made possible dialogue with all stakeholders to ensure that BSI’s
through the support and trust of shareholders, sustainability efforts continue to deliver tangible
regulators, business partners, customers, and all benefits for the community and the nation, and to
stakeholders. On behalf of the Board of Directors, build a better future.
we express our appreciation for the synergy and
Wassalaamu’alaikum Warahmatullaahi Wabarakaatuh
Jakarta, March 26, 2026
Anggoro Eko Cahyo
President Director
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05 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
RESPONSIBILITY
FOR 2025 SUSTAINABILITY REPORT
[GRI 2-14]
We, the undersigned, hereby declare that the Sustainability Report of PT Bank Syariah Indonesia
(Persero) Tbk for the 2025 financial year has been prepared in accordance with Financial Services
Authority Regulation No. 51/POJK.03/2017 on the Implementation of Sustainable Finance for Financial
Services Institutions, Issuers, and Public Companies, and Financial Services Authority Circular Letter
No. 16/SEOJK.04/2021 concerning the Form and Content of Annual Reports of Issuers or Public Companies.
All information presented in this Report has been fully disclosed in compliance with the applicable
regulations, and we take full responsibility for the accuracy of the contents of the Company’s Sustainability
Report.
BOARD OF COMMISSIONERS
Muhadjir Effendy
President Commissioner
Felicitas Tallulembang Kamaruddin Amin Mochamad Agus Rofiudin
Independent Commissioner Commissioner Commissioner
Nizar Ahmad Saputra Addin Jauharudin Muhammad Syafii Antonio*
Independent Commissioner Independent Commissioner Independent Commissioner
Meidy Ferdiansyah*
Commissioner
*Effective after obtaining approval from the Financial Services Authority (OJK)
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
RESPONSIBILITY FOR 2025 SUSTAINABILITY REPORT
BOARD OF DIRECTORS
Anggoro Eko Cahyo
President Director
Bob Tyasika Ananta Anton Sukarna Ade Cahyo Nugroho
Vice President Director Sales & Distribution Director Finance & Strategy Director
Zaidan Novari Grandhis Helmi Harumansyah Kemas Erwan Husainy
Wholesale Transaction Banking Risk Management Director Retail Banking Director
Director
Muharto Hadi Suprapto Firman Nugraha Arief Adhi Sanjaya
Technology Information Director Treasury & International Banking Compliance & Human Capital
Director Director
SUSTAINABILITY REPORT 2025 67
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06
06
ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABILITY
GOVERNANCE
Strong governance
serves as the foundation
for maintaining trust
and ensuring ethical
business practices.
Integrity, compliance, and
transparency guide every
decision-making process.
Through sound governance,
sustainability is implemented
consistently and responsibly.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
STRUCTURE AND COMPOSITION
OF GOVERNANCE
[GRI 2-9, 2-11]
As a publicly listed company operating under Indonesian law, BSI applies a governance
structure aligned with Law Number 40 of 2007 on Limited Liability Companies and OJK
Regulation Number 2 of 2024 on Sharia Governance for Islamic Commercial Banks and
Sharia Business Units. This structure comprises primary and supporting governance
bodies designed to ensure effective oversight and adherence to sharia principles.
The primary organs include the General Meeting of Shareholders (GMS), the Board of
Commissioners, the Sharia Supervisory Board, and the Board of Directors. The Board
of Commissioners consists of 8 (eight) members: 1 (one) President Commissioner, 3
(three) Commissioners, and 4 (four) Independent Commissioners. The Board of Directors
comprises 10 (ten) members, including 1 (one) President Director, 1 (one) Deputy President
Director, and 8 (eight) Directors. Within this structure, the President Commissioner and
the Chair of the Sharia Supervisory Board serve as heads of the highest governance
bodies.
The composition of the Board of Commissioners, Sharia Supervisory Board, and the
Board of Directors reflects a balance of diversity and expertise relevant to managing BSI’s
economic, environmental, and social impacts. All members of the Board of Commissioners
serve in a non-executive capacity, including 4 (four) Independent Commissioners,
ensuring objective oversight. The President Commissioner does not hold any executive
role, reinforcing independence and avoiding conflicts of interest.
The Board of Directors functions as the executive body responsible for day-to-day
operations. In nominating and appointing governance members, BSI applies principles
of independence, diversity, professional competence, and sustainability-related
qualifications.
To support these primary bodies, BSI has established a range of committees under the
Board of Commissioners, Sharia Supervisory Board, and the Board of Directors, enabling
effective supervision and decision-making. The Board of Commissioners is supported
by the Audit Committee, the Nomination and Remuneration Committee, and the Risk
Oversight Committee. The Board of Directors is assisted by the Corporate Secretary,
the Internal Audit Unit, Enterprise Risk Management (RMU), and committees including
the Business Committee, Asset and Liability Committee, IT Steering Committee, Risk
Management Committee, Policy & Procedure Committee, and Human Capital Committee.
Information on tenure, concurrent positions, gender representation, professional
experience, and detailed profiles of all governance members, along with committee
responsibilities, is provided in the Annual Report, available at the following link: www.
bankbsi.co.id. Although published separately, the Annual Report forms an integral part of
this Sustainability Report. BSI’s governance structure is presented as follows:
SUSTAINABILITY REPORT 2025 69
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STRUCTURE AND COMPOSITION OF GOVERNANCE
Good Corporate Governance Structure
Annual General Meeting
Board of Commissioner
Nomination and Remuneration
Risk Monitoring Committee Committee Audit Committee
Board of Sharia Oversight
Sharia Committee
Board of Directors
Risk Police & Human
Business IT Steering Management Procedure Capital
Committee ALCO Committee Committee Committee Committee
Identification, Measurement, Mitigation, Control
Internal
Audit
Business Unit Enterprice Risk
Banking Senior Ops Financing Human
(Revenue Procurement Management
Operational Risk (SOR) Strategy Capital
Generating) (SKMR)
Decentralized
Operational Compliance
Risk Taking Information Compliance Police &
Support Legal (Satuan Kerja
Unit Technology & Op. Risk Procedure
Kepatuhan)
(DCOR)
1st Line 1,5th Line 2nd Line 3rd Line
Independent
Risk Owner Independent Risk Management
Assurance
Alignment, Communication,
Accountability & Reporting Delegation, Direction & Oversight Coordination & Collaborations
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CONFLICT OF INTEREST
[GRI 2-15]
As part of strengthening integrity across the •• Using the Bank’s resources or position for
organization, BSI has established Conflict of Interest personal, family, or third-party benefit.
prevention rules through its Code of Ethics, which •• Receiving personal gains from the Bank
apply to all Bank Personnel. A Conflict of Interest other than remuneration and official facilities
is defined as a situation in which an employee approved by the GMS.
or official of the Bank, while carrying out official •• Holding concurrent positions that violate
duties, has personal, family, or external interests prevailing laws and regulations.
that could compromise their independence and
objectivity. These provisions apply universally to all As of the reporting period’s end, none of the
BSI employees without exception. members of the Board of Commissioners, SSB,
or Board of Directors have financial, familial,
To uphold ethical conduct, all Bank Personnel are or managerial relationships with one another,
required to: with controlling shareholders, or with external
a. Avoid activities or decisions that may potentially companies including suppliers. They also do not
lead to a conflict of interest. own shares in suppliers or entities that could result
b. Act responsibly and professionally, free from in conflicts of interest. BSI’s majority shareholder
any influence that could impair objectivity or is PT Bank Mandiri (Persero) Tbk with 51.47%
damage the Bank’s business and reputation. ownership, and thus there is no indirect controlling
c. Refrain from misusing the Bank’s corporate shareholder.
identity, which may only be used for official
purposes with proper authorization. In 2025, certain members of the Board of
Commissioners and the Board of Directors held
BSI’s Conflict of Interest policy further regulates: shares in the Company. Pursuant to POJK 4 of 2024
a. The identification, mitigation, and and POJK 2 of 2024, the SSB is also required to
management of conflicts of interest, including report share ownership of 5% or more, whether in
those related to affiliated transactions and BSI or in other banks and companies domestically
intra-group transactions. or abroad.
b. Prohibitions for the Board of Directors and
Board of Commissioners from undertaking All members of the Board of Commissioners, Board
actions that may harm the Bank or reduce of Directors, and the Sharia Supervisory Board are
potential benefits. confirmed to have no share ownership or vested
c. The obligation to disclose any conflict of interest interests in other companies that could give rise to
in decision-making processes. conflicts of interest. Information regarding share
ownership of the Board of Commissioners and the
Specific provisions for the Board of Commissioners, Board of Directors is presented in the Corporate
the Board of Directors, and Sharia Supervisory Governance section of the Annual Report, while
Board include: disclosures on transactions with potential conflict
•• If a conflict arises between the Bank’s interests of interest are detailed in the Management
and the personal interests of a Director, the Discussion and Analysis.
Bank will be represented by another Director
with no conflict. If all Board of Directors are BSI ensures that all potential conflicts of interest
conflicted, the Bank will be represented by the are managed transparently through policies
Board of Commissioners or a person appointed covering identification, prevention, mitigation,
by the Board of Commissioners. and disclosure to stakeholders. Information on
•• If no Commissioner is available to represent share ownership, relationships with controlling
the Bank, the GMS may appoint one or more shareholders, concurrent positions, and related-
individuals to carry out such duties. party transactions is disclosed to maintain
independence and accountability across all
In carrying out its functions, Sharia Supervisory governance bodies.
Board is prohibited from:
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
NOMINATION AND SELECTION OF BOARD
OF COMMISSIONERS, SHARIA SUPERVISORY
BOARD, AND BOARD OF DIRECTORS
[GRI 2-10]
As part of its commitment to transparent In addition, the nomination of the Sharia
governance, BSI conducts the nomination process Supervisory Board is conducted by the GMS
for the Board of Commissioners and the Board based on recommendations from the National
of Directors through proposals submitted by the Sharia Council of the Indonesian Ulema Council,
Board of Commissioners to the GMS, based on in accordance with OJK regulations and all
recommendations from the Nomination and applicable laws. All appointments to the Board
Remuneration Committee. Appointments and of Commissioners, Board of Directors, and Sharia
dismissals are approved by the GMS in accordance Supervisory Board must meet prevailing legal and
with the Articles of Association and become regulatory requirements.
effective upon receiving approval from OJK.
Comprehensive information regarding the
In its nomination and selection process, BSI nomination and selection mechanisms, including
applies criteria that emphasize professionalism, the diversity composition of the Board of
integrity, independence, competency, and Commissioners, Board of Directors, and Sharia
diversity. In addition to evaluating qualifications Supervisory Board, is provided in the Annual
and experience, BSI considers stakeholder input, Report under the Corporate Governance section
primarily from shareholders through the GMS. and www.bankbsi.co.id.
comply with regulatory requirements through the
fit and proper test.
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PERFORMANCE ASSESSMENT OF BOARD
OF COMMISSIONERS, SHARIA SUPERVISORY
BOARD, AND BOARD OF DIRECTORS
[GRI 2-18]
As part of BSI’s accountable governance The GMS holds the authority to dismiss members
framework, the performance evaluation of the of the Board of Commissioners and the Board
Board of Commissioners, the Board of Directors, of Directors at any time, by providing valid and
and the Sharia Supervisory Board is conducted justified reasons, should the respective Board
during the Annual GMS. At the AGMS, the Board members:
of Directors presents the Annual Report, while 1. Fail to fulfil obligations agreed in the
the Board of Commissioners submits its annual management contract
oversight report. The performance of the Sharia 2. Fail to perform duties effectively;
Supervisory Board is assessed through a periodic 3. Violate the articles of association and/or
self-assessment conducted every semester, with prevailing laws and regulations;
the results submitted to OJK for approval. 4. Commit actions that violate ethics and/
or propriety that should be respected as a
In addition, the Sharia Supervisory Board is member of the Board of Directors;
required to submit regular Oversight Reports to 5. Is involved in actions that harm the Company
the Islamic Banking Department of OJK and to and/or the state;
the National Sharia Council of the Indonesian 6. Is convicted by a court ruling with permanent
Ulema Council. ESG implementation, including legal force;
Sustainable Finance, forms part of the Key 7. Any other reasons deemed appropriate by the
Performance Indicators (KPIs) of the Board of GMS for the interests and objectives of the
Directors and is subject to oversight by the Board Company.
of Commissioners. BSI also submits its RAKB to
OJK annually, signed by the Board of Directors and
approved by the Board of Commissioners.
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
REMUNERATION POLICY OF THE BOARD OF
COMMISSIONERS AND
BOARD OF DIRECTORS
[GRI 2-19, 2-20, 2-21]
BSI has established a remuneration policy for the In determining remuneration amounts, BSI applies
Board of Commissioners, the Board of Directors, a prudent and performance-based approach,
and Sharia Supervisory Board, in line with OJK considering financial performance, adequacy of
Regulation No. 59/POJK.03/2017 on Governance expected credit loss provisioning, benchmarking
in Remuneration for Islamic Commercial Banks against peer institutions, and alignment with
and Sharia Business Units. The policy covers fixed the Bank’s long-term objectives and strategic
remuneration (salary and allowances) and variable direction. Sustainability performance is also
remuneration (annual performance incentives), incorporated, including ESG KPIs and progress of
with no sign-on bonus. Termination payments the RAKB.
follow applicable regulations, include claw back
provisions for violations, and provide retirement The remuneration determination process follows
benefits in accordance with the Bank’s pension these stages:
program. 1. The Nomination and Remuneration Committee
evaluates the prevailing remuneration policies.
The remuneration structure and other facilities 2. The Committee provides recommendations
approved by the GMS include: to the Board of Commissioners regarding
remuneration for the Board of Commissioners,
1. Financial remuneration, such as salaries, the Board of Directors, and Sharia Supervisory
allowances, share-based compensation, Board.
bonuses, and other forms of monetary benefits. 3. The Board of Commissioners submits proposed
remuneration, such as salaries/honorariums
2. Non-financial facilities for the Board of and bonuses, to the Controlling Shareholder for
Commissioners and the Board of Directors, approval at the GMS.
including:
a. Religious Holiday Allowance The entire remuneration determination process
b. Post-Service Benefits is conducted by the independent Nomination
c. Housing and Utility Allowances and Remuneration Committee under the Board
d. Vehicle Facilities and Transportation of Commissioners. The Committee reviews
Allowances the remuneration structure and submits
e. Health Facilities recommendations to the Board of Commissioners
f. Club Memberships and Professional for escalation to the GMS. BSI does not engage
Association Fees external remuneration consultants. Final approval
g. Communication Facilities rests with the shareholders through the GMS,
h. Non-Inventory Office Facilities where all remuneration proposals are ratified
i. Business Travel Facilities through voting in line with applicable governance
j. Legal Assistance procedures.
k. Leave Entitlements
3. Non-financial facilities for the Sharia Nomination and General Meeting
Board of
Supervisory Board, including: Remuneration
Commissioners
of Shareholders
Committee
a. Religious Holiday Allowance Remuneration
Determining
Conducting a Remuneration
b. Post-Service Benefits Remuneration
Discussion
c. Health Facilities Review
d. Business Travel Facilities
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REMUNERATION POLICY OF THE BOARD OF COMMISSIONERS
AND BOARD OF DIRECTORS
As part of the Bank’s commitment to transparent remuneration governance, the decision regarding
bonuses (tantiem) and salaries/honorariums for the Board of Commissioners and the Board of Directors
was approved under Agenda Item Four of the Annual GMS held on 16 May 2025. The voting results
recorded 43,103,881,375 votes (98.5742401%) in favor, 171,150,059 votes (0.3914030%) abstaining, and
452,296,659 votes (1.0343570%) opposing, from all shares with valid voting rights present at the meeting.
To enhance transparency in remuneration practices, BSI also discloses the ratio of the average annual
total compensation of the Board of Directors to the median annual total salary of all employees. Total
employee compensation includes fixed salary, allowances, and variable remuneration received during
the reporting year.
The ratio is calculated by comparing the average annual compensation of the Board of Directors with
the median annual compensation of employees. BSI also reports the ratio of the percentage increase in
the Board of Directors’ average annual compensation to the percentage increase in the median annual
salary of employees. This disclosure provides insight into compensation gaps and remuneration growth
across the organization.
The ratios for 2025 are presented in the table below:
Description Ratio
Ratio of the average total annual compensation of the Board of Directors to the median total
23.47 : 1
annual salary for all employees.
The ratio of the percentage increases in the average total annual compensation of the Board
(1.18) : 1
of Directors to the ratio of the percentage increase in the median total salary for all employees.
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPLIANCE WITH LAWS AND
REGULATIONS
[GRI 2-27] [FN-CB-510A.1]
As the largest Islamic bank in Indonesia, BSI places A case is also considered significant if it results
full compliance with laws and regulations at the in major service disruptions, high-risk regulatory
core of its operational integrity and public trust. All findings, or potential material financial losses.
business activities are conducted in accordance Based on this definition, the monetary and
with regulatory requirements, sharia principles, administrative sanctions received in 2025 were
and leading governance standards to ensure not classified as significant instances of non-
that every process, decision, and interaction compliance.
is carried out transparently, responsibly, and
free from unlawful practices. Through strong Throughout 2025, BSI received 3 (three) monetary
ethical policies, effective reporting and grievance sanctions imposed by the Regulator on BSI due to
mechanisms, and robust internal control systems, reporting errors and 2 (two) monetary sanctions
BSI is committed to fostering a highly ethical imposed by the Regulator on BSI due to late
work environment and promoting sustainable submission of reports.
business conduct that prioritizes the interests of
its stakeholders. BSI followed up by making the required payment
to the Regulator in accordance with the
Compliance Management and Evaluation of applicable provisions. However, the monetary and
Regulatory Sanctions in 2025 administrative sanctions imposed on BSI do not
In carrying out its business activities, BSI is constitute a significant case of non-compliance.
always committed to complying with applicable Details of the sanctions in 2025 can be seen as
regulations and laws. BSI defines significant non- follows:
compliance as violations of laws or regulations that
have a material impact on the Bank’s operations,
financial condition, reputation, or its relationship
with regulators and key stakeholders.
Monetary Sanctions in 2025
(in Rupiah)
No. Type of Sanction Authority Amount of Fine
1. Errors in SLIK Data Financial Services Authority (OJK) 61,050,000
2. Financial Inclusion Realization Report Financial Services Authority (OJK) 100,000
3. Delay in Cash Transaction Report Submission Financial Services Authority (OJK) 40,000,000
4. Errors in Integrated Bank Report (LBUT) Bank Indonesia 9,300,000
5. Delay in LBUT Correction Report Submission Bank Indonesia 7,900,000
Total 118,350,000
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COMPLIANCE WITH LAWS AND REGULATIONS
CODE OF CONDUCT WHISTLEBLOWING SYSTEM
[GRI 2-16, 2-26] [FN-CB-510a.2]
As a sharia-compliant financial institution
committed to upholding integrity, PT Bank As part of its commitment to fostering a culture
Syariah Indonesia Tbk (BSI) implements a of integrity and sound governance, BSI has
comprehensive Code of Conduct that serves implemented a Whistleblowing System (WBS) as
as the ethical foundation for all personnel in a secure channel for all stakeholders, including
performing their duties, making decisions, suppliers, customers, and other third parties, to
and engaging with stakeholders. This Code of report alleged misconduct. The WBS is designed
Conduct ensures that every action aligns with to ensure that every report concerning indications
sharia principles, professional standards, and the of fraud, legal violations, abuse of authority,
Bank’s core corporate values, including The Seven ethical breaches, or non-compliance with Sharia
Fundamentals of BSI, which collectively shape a principles is followed objectively and responsibly.
culture of accountability, responsibility, and service This mechanism is aligned with the principles of
excellence. transparency and accountability as stipulated in
the Company’s governance policies and the BSI
The Code of Conduct governs key ethical areas Whistleblowing System Operating Procedures
essential to maintaining strong governance, (PTO WBS) 2025.
including the prevention of conflicts of interest,
the prohibition of risywah (gratification), and BSI is committed to protecting whistleblowers by
the obligation to safeguard confidentiality and safeguarding the confidentiality of their identity
accuracy of information. All Bank personnel are and the information submitted. All reports are
required to avoid misuse of authority, inappropriate processed discreetly and investigated thoroughly,
use of corporate identity, or the exploitation of ensuring privacy and fairness for all parties
insider information for personal gain. The Code involved. Reporters are encouraged to provide
also reinforces the responsibility to preserve the factual information in good faith using the “5W
integrity of the banking system, avoid involvement + 1H” framework (what, who, where, when, why,
in unlawful or unethical activities, and manage how), and include relevant supporting evidence,
employee accounts prudently to ensure they are such as documents, written statements, or
not used for improper purposes. electronic records, so long as they are obtained
lawfully.
To uphold consistent ethical behavior, BSI obligates
every employee to complete an annual disclosure The scope of violations reportable through
statement, reaffirming their commitment to WBS includes fraud, asset misappropriation,
transparency and integrity. Oversight of the Code information leakage, banking crimes, breaches
of Conduct’s implementation is carried out by of corporate regulations, conflicts of interest,
the Human Capital and Compliance units, which bribery or gratification, unethical behavior, and
evaluate its relevancy and propose adjustments non-compliance with Sharia principles. These
in response to internal or external developments. categories reflect BSI’s commitment to upholding
Violations of the Code are subject to disciplinary strong governance standards and maintaining
actions defined in the Bank’s employment stakeholders’ trust.
regulations, ensuring strong enforcement and
organizational discipline across all levels. Beyond receiving complaints, the WBS also
functions as a channel for employees and
stakeholders to seek advice regarding responsible
business conduct, including ethics, compliance,
and sustainability governance. Requests for
guidance may be submitted to the Compliance
Unit, Risk Management Unit, or ESG Unit through
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPLIANCE WITH LAWS AND REGULATIONS
internal email, the NPS, and regular policy ANTI-CORRUPTION, ANTI-FRAUD, AND
dissemination sessions. GRATIFICATION CONTROL
For ease of access, BSI provides multiple reporting Operations Assessed to have Risks [GRI 205-1]
channels: BSI recognizes that corruption risk is inherent
•• Website: https://whistleblowing.tips/wbs/@E-WBS across all work units, particularly due to the
•• Email: e-wbsi@rsm.id independent management of budgets exercised
•• Phone/WhatsApp/SMS: 08117-851-851 by each unit. Throughout 2025, management
identified budget management as a key risk area
In 2025, BSI recorded a total of 118 WBS reports, requiring adequate controls and oversight.
consisting of 11 cases fully resolved, 11 cases still
under investigation, 46 cases deemed non-eligible To address these risks, BSI has implemented a
or not actionable, and 50 cases closed due to range of anti-corruption programs and procedures
insufficient evidence or unsubstantiated findings. in line with applicable regulations. Referring to
All reports were processed in accordance with Law No. 31 of 1999 on the Eradication of Corruption,
the WBS Procedure, including preliminary as amended by Law No. 20 of 2002, corruption is
assessment, clarification, detailed investigation, defined as the abuse of authority for personal or
and documentation of outcomes. BSI ensures third-party gain through unlawful conduct.
that every report receives an adequate response
and is consistently monitored by the Compliance Gratification is one of the practices prohibited
Unit and Risk Management teams to strengthen by law as it may lead to fraud and corruption.
organizational integrity and enhance the overall To mitigate this risk, BSI has established a PTO
effectiveness of the whistleblowing mechanism. on Gratification Control, which is continuously
communicated to employees to strengthen
Communication of Critical Concerns to the awareness and compliance.
Highest Governance Body [GRI 2-16]
BSI has established a mechanism for Through the application of this gratification
communicating critical concerns to the highest control mechanism, BSI expects employees to:
governance body through a structured escalation 1. Build the values of Good Corporate Governance
process involving the Board of Directors, the Risk and instill the value of integrity.
Management Committee, and the Internal Audit 2. Refrain from accepting and/or giving any form
Unit. Critical concerns include events that may of gratification related to one’s position and
result in material impacts on the Bank’s financial contrary to one’s duties or responsibilities.
performance, operations, compliance, reputation, 3. Report any receipt of gratification related to
or sustainability. When a matter is classified as a one’s position and contrary to one’s duties or
critical concern and requires immediate attention, responsibilities to the Gratification Control
a special report is submitted to the Board of Unit, which operates under the coordination of
Commissioners through supervisory coordination the Compliance Work Unit.
meetings or via the established escalation protocol.
In addition to gratification control, BSI has also
Throughout 2025, no critical concerns were implemented various procedures to mitigate
communicated to the Board of Commissioners. corruption, bribery, kickback schemes, and fraud,
Most significant issues identified during the year which include:
were effectively addressed at the management 1. Gratification control is the duty and
level through internal control mechanisms and responsibility of all Bank personnel.
risk-monitoring processes. Should any critical 2. Every member of the Bank is required to avoid
concerns arise in future periods, BSI will disclose and politely decline any form of gratification-
the number and nature of such concerns whether from external parties or from internal
transparently in the Sustainability Report. colleagues-that could be perceived as a bribe
and is related to their position or contrary to
their duties and obligations as Bank Officers.
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COMPLIANCE WITH LAWS AND REGULATIONS
3. If a gratification cannot be refused at the first
opportunity, the recipient must report the
receipt of such gratification no later than 24 Implementation of ISO 37001:2016 Anti-
hours after acceptance to the Gratification Bribery Management System (SMAP)
Control Unit (Anti Bribery - Compliance &
AML-CFT Group), accompanied by authentic Entering 2025, BSI continues to uphold
evidence of the returned item. This may include the implementation of the ISO 37001:2016
a handover report signed by both the giver and Anti-Bribery Management System (ABMS),
the recipient, or a deposit/transfer slip if the which has been in place since 2021 and
gratification was in the form of money. renewed through re-certification in 2024.
4. Bank personnel who refuse or receive The standard remains a key foundation
gratification must report the incident to in ensuring that all business activities are
the Gratification Control Unit via email at conducted with integrity, transparency,
antibribery@bankbsi.co.id and/or via WhatsApp and zero tolerance for bribery. Throughout
at 08118 451 451, no later than 10 (ten) working 2025, BSI has strengthened internal controls
days after receipt of the gratification, with a and enhanced regulatory compliance to
copy furnished to the Head of the Reporting maintain the effectiveness of ISO 37001:2016
Work Unit. implementation. The ongoing application of
5. The Gratification Control Unit will review ISO ABMS provides benefits such as:
the gratification report and determine the 1. Preventing Bribery Practices
classification of the gratification (whether it 2. Enhancing Compliance with Regulations
becomes Bank-managed property or may be 3. Improving Corporate Reputation
retained by the reporter). The Unit will issue 4. Minimizing Legal Risks
a Gratification Determination Letter no later 5. Creating an Ethical Business Environment
than 30 (thirty) working days after receiving a 6. Strengthening Oversight and
complete report and supporting documents. Accountability
6. Bank personnel must educate the giver or 7. Increasing Competitive Value
any party with a potential conflict of interest, 8. Building Trust with Investors and
in a polite and proper manner, regarding the Stakeholders
prohibition of receiving gratification that may
be considered a bribe or any other prohibited
form of gratification.
7. If Bank personnel become aware of gratification
that may be considered a bribe and the
recipient fails to report it, the matter may be
reported through WBS.
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
COMPLIANCE WITH LAWS AND REGULATIONS
Communication and Training About Policies and Procedures [GRI 205-2]
The dissemination of Gratification Control aims to enhance employee understanding of the control
mechanisms and to cultivate an Anti-Fraud Awareness culture in line with the Operational PTO on
Gratification Control. Throughout 2025, these awareness activities continued to expand and were
delivered to all BSI employees, including the Board of Directors and the Board of Commissioners, as part
of the Bank’s efforts to strengthen integrity across all work units.
In addition to internal outreach, BSI also provides anti-fraud education to business partners through
procurement processes, vendor gatherings, integrity pact signing, and the implementation of
procurement ethics across all operational regions. These efforts are reinforced by the continuous updating
and publication of anti-fraud policies on BSI’s official website, ensuring that all stakeholders have clear
access to the Bank’s ethical and governance standards.
In 2025, the implemented programs included:
1. Conducting Risk Awareness and Anti-Fraud Campaigns for all employees through both online and
offline channels, such as email blasts, desktop notifications, posters, infographics, videos, social media,
and onsite monitoring. These activities also featured the distribution of anti-gratification content/
posters in collaboration with the Corporate Secretary & Communication Group through email blasts,
WhatsApp broadcasts, social media, and the corporate website with details as follows:
No. Date Subject Media
1. January 30, 2025 Compliance Awareness Videography “Gratification Email blast
from an Islamic Perspective”
2. February 28, 2025 Appeal Poster on Gratification Prevention and Email blast
Control during the Holy Month of Ramadan 1446 H
3. March 2 & 3, 2025 Poster on the Prohibition of Gratification during BSI website and social media
Ramadan 1446 H
4. March 6, 2025 Appeal on Gratification Prevention and Control for Letter
Eid al-Fitr 1446 H
5. March 6, 2025 Appeal on Gratification Prevention and Control for Memorandum
Eid al-Fitr 1446 H
6. March 24, 2025 Poster Welcoming Eid al-Fitr without Gratification Email blast
7. March 30, 2025 Poster “The Beauty of Eid al-Fitr without BSI social media
Gratification”
8. April 17, 2025 Kartini Day with the theme “Stop Gratification, Email blast
Build Integrity”
9. May 19, 2025 National Awakening Day with the theme “Rise Email blast
Together, Reject Gratification for an Indonesia with
Integrity”
10. June 6, 2025 Anti-Gratification Commitment of BSI Employees in BSI social media and website
relation to Eid al-Adha
11. June 10, 2025 Eid al-Adha Day: Prohibition on Receiving Email blast
Gratification during Eid al-Adha
12. June 10–11, 2025 Gratification Reporting Media at BSI BSI desktop PCs
13. July 8–9, 2025 7 Steps to Identifying Gratification (PROVE IT) at BSI BSI desktop PCs
14. August 15, 2025 80th Anniversary of the Independence of the Email blast
Republic of Indonesia with the theme “Freedom
from Gratification and Bribery”
15. November 10, 2025 Heroes’ Day Email blast
16. December 9, 2025 International Anti-Corruption Day Email blast
17. December 23, 2025 Welcoming the New Year 2026 Email blast
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2. Anti-Gratification (Laa Risywah) Socialization for all employees. This initiative aims to enhance
employee awareness of gratification prevention and ensure consistent understanding across all work
units.
a. Gratification Control socialization was delivered through face-to-face sessions conducted both
offline and online, enabling broad coverage across the organization.:
Socialization Target Date Socialization Participant
INTERNAL PARTIES February 7, 2025 1. All secretaries of the Board of Directors and the Board of
(Organic and Commissioners,
Non-Organic BSI 2. Sharia Supervisory Board, and all Groups, conducted online
Employees) (Teams)
April 24–25, 2025 RO II Medan
June 3, 2025 HCS
June 11, 2025 1. RCBM Banjarmasin,
2. RCBM Balikpapan,
3. ASBM Banjarmasin, and
4. ASBM Balikpapan
June 14, 2025 HCS
August 6, 2025 1. KCP Serang A Yani 1,
2. KCP JKT Gading Boulevard Raya,
3. KC Bekasi A Yani,
4. KCP JKT Rawamangun,
5. Area Consumer Business Manager,
6. Financing Channel Manager
October 4, 2025 Head Office FCG
November 11, 2025 RSC All Regions
EXTERNAL PARTIES October 13, 2025 PT Mandiri Utama Finance (Business Partner)
(Partners, Vendors,
Business Associates,
and Other Third
Parties)
b. In addition to these sessions, BSI also carried out site visits to work units as part of monitoring
efforts to ensure the effectiveness of the socialization activities, as detailed below:
No. Date Work Units Region
1. April 24–25, 2025 KC Lubuk Pakam II
2. April 24–25, 2025 KC Medan Juanda II
3. May 20, 2025 KC Semarang Pandanaran VII
4. May 21, 2025 KCP Pemuda Klaten VII
5. May 22, 2025 KC Yogyakarta Kota Gede VII
6. June 3–4, 2025 KCP Bandung Rancaekek VI
7. June 10–11, 2025 KC Cirebon Dr. Cipto VI
8. July 18, 2025 KC Bandung Metro VI
9. July 23, 2025 KC Bandung Citarum VI
10. August 11, 2025 KCP Bandung Surapati VI
11. August 12, 2025 KC Bandung Antapani VI
12. August 13, 2025 Area Pontianak IX
13. August 14, 2025 RO IX Kalimantan IX
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No. Date Work Units Region
14. August 20, 2025 KC Bandung Pajajaran VI
15. August 21, 2025 KCP Bandung Buah Batu 2 VI
16. September 4, 2025 KCP Bandung Dago VI
17. September 8, 2025 KCP Bandung RE Martadinata VI
18. September 9, 2025 KCP JKT Telkom Gatot Subroto VI
19. September 9, 2025 KCP Bandung Setrasari VI
20. September 10, 2025 KCP JKT Cikini VI
21. September 10, 2025 RFO & FC RO Bandung VI
22. September 10, 2025 KCP Bandung Kopo VI
23. September 11, 2025 KCP JKT Wahid Hasyim VI
24. September 15, 2025 KC Cimahi Baros VI
25. September 16, 2025 KCP JKT Bendungan Hilir VI
26. September 17, 2025 KCP Cimahi VI
27. October 8, 2025 KCP Cimahi Amir Macmud VI
28. October 10, 2025 KCP Bandung Astana Anyar VI
In 2025, BSI conducted socialization of its anti-corruption policy and the signing of integrity pacts for all
internal and external stakeholder groups. All members of the Board of Directors, Board of Commissioners,
and Sharia Supervisory Board (100%) participated in the socialization and signed the integrity pact. Of the
total employees, all employees (100%) also received socialization on anti-corruption and anti-gratification
policies and signed the integrity pact. In addition, all business partners (100%) received the socialization
through procurement processes, vendor gatherings, and the signing of integrity pacts. The disclosure of
this quantitative data ensures that the coverage of BSI’s anti-corruption program can be evaluated in a
measurable and transparent manner.
Proven Incidents and Actions Taken [GRI 205-3]
In 2025, BSI recorded zero confirmed incidents of corruption. The Bank’s strong commitment to anti-
corruption principles and continuous strengthening of internal controls ensured that all business
processes operated in compliance with applicable regulations, with no corruption-related violations
identified during the reporting period.
In 2025, BSI recorded several corrupt incidents involving 3 (three) permanent employees. As a result of
these incidents, the 3 (three)permanent employees were subject to employment termination. There
were no contract terminations involving business partners, nor were there any fraud cases reported by
the public.
To prevent the recurrence of similar incidents and to support the achievement of zero corruption, BSI
strengthened its internal controls, enhanced risk-based monitoring, and expanded the implementation
of anti-corruption education program across all work units.
Descriptions Total (People) Status
Permanent employees 3 3 employees were subject to employment termination
Non-permanent employees 0 -
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INSIDER TRADING In 2025, BSI recorded no insider trading incidents,
demonstrating strong compliance discipline and
As a publicly listed institution, BSI strictly adheres the effectiveness of internal controls designed to
to capital market regulations and enforces a safeguard market integrity.
comprehensive insider trading policy. The policy
prohibits employees, management, and any
individual with access to material non-public CUSTOMER DATA PROTECTION
information from using such information for
personal gain or benefiting others. Customer Data Protection
Personal data protection in Indonesia is governed
Oversight is conducted by the Corporate Secretary by Law No. 27 of 2022 on Personal Data Protection,
in coordination with compliance and governance which serves as the primary legal framework for
units, ensuring that all material information is the protection and management of personal data.
managed transparently and in accordance with This law regulates the rights of data subjects, the
regulatory requirements. BSI routinely provides obligations of data controllers and/or processors,
education regarding disclosure obligations, share mechanisms for personal data transfer, as well as
ownership reporting, restrictions on trading sanctions for violations of applicable provisions.
windows, and responsible handling of inside
information. Any potential breach is subjected to The regulation recognizes privacy as a fundamental
thorough review and, where applicable, reported human right and requires organizations to exercise
to regulators. responsibility in managing personal data in
accordance with prevailing laws and regulations.
Understanding Indonesia’s Personal Data Protection Law (PDP Law)
Summary of the main pillars of the Personal Data Protection Law (PDP Law)
as a human right in the digital era.
What is PDP Law? Main Principles: Lawful, Data Subject Rights:
Law No. 27/2022 which Fair, Transparent Control in Your Hands
recognizes personal data The processing of Individuals have the right
as a fundamental human personal data must be to be informed, to access,
right. based on valid consent and to rectify their
from the data owner. personal data.
Obligations of Data Strict Sanctions: Main Objective:
Controllers: Protect & Administrative & Criminal Safeguarding Citizens’
Notify Implemented to ensure Dignity
Data controllers are required responsible and fair data Protecting individual
to protect personal data and management. rights, security, and
to notify them in the event reputation in the digital
of a data breach. world.
Personal Data Protection Cycle
The Bank has established the stages of the personal data protection process as follows:
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Confidentiality Integrity Availability
01. Acquisition and 02. Processing and Analysis 03. Storage
Collection »» Record of Processing »» Data Security
»» Purpose of Processing Activities (ROPA) »» Data Retention
»» Legal Basis for »» Data Protection Impact
Processing Assessment (DPIA)
»» Limitation on the Use
and Collection of Data
04. Correction and 05. Display, Announcement, 06. Deletion or Destruction
Updating Transfer, Dissemination, or »» Deletion and
»» Data Verification Disclosure Destruction in
»» Facilitation of Data »» Notification to Data Accordance with
Subjects to Complete Subjects the Data Retention
and Update Data »» Compliance with Criteria Period
for Cross-- Border Data »» Establishment
Transfer Outside the of Deletion and
Territory of the Republic Destruction
of Indonesia Mechanisms
»» Personal Data Security
Controls
Maqashid Shariah and Personal Data Protection
The Bank’s implementation of personal data protection in the modern context can be directly linked to
Maqashid Shariah, as outlined below:
Trust in the Digital Era: Maintaining Privacy in Sharia Frame
Global Data Crisis 2024: More than
5.5 billion accounts were breached, What Is Maqashid Shariah?
representing an almost eightfold The primary objective of Islamic law to
increase from the previous year, promote public benefit (maslahah) and
highlighting the urgency of data prevent harm.
protection.
Protection of Wealth (Hifz al-Mal) Protection of Life and Dignity
Safeguarding banking data and (Hifz al-Nafs & Hifz al-‘Ird)
economic assets from fraud and Preventing data misuse that
identity theft. threatens personal safety and
damages individual reputation.
Protection of Intellect (Hifz al-‘Aql) Data Protection Is an Amanah
Preventing data and information Not merely a legal obligation, but a
manipulation that may mislead moral and religious responsibility in
decision-making. the digital era.
a. Hifz al-nafs (protection of life)
Personal data breaches may endanger an individual’s safety, such as home addresses and health data.
Maintaining data confidentiality means safeguarding personal safety.
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b. Hifz al-‘aql (protection of intellect) across all official BSI digital channels, while
The misuse of personal information, including enhancing transparency and accountability in
psychological manipulation and data-based personal data processing.
disinformation, may impair sound judgment.
Data protection prevents exploitation that Securiti.AI also provides functional modules
undermines rationality. designed to strengthen end-to-end personal
data protection implementation, including:
c. Hifz al-nasl (protection of lineage and dignity)
Family privacy, digital footprints, and children’s •• Record of Processing Activities (RoPA), used
data must be protected to prevent reputational to document and map all personal data
harm or loss of dignity. processing activities in a structured manner,
enabling BSI to have visibility over all types
d. Hifz al-mal (protection of wealth) of data, purposes of processing, and the
Financial data, including accounts, credit cards, parties involved.
and transactions, constitute personal assets. •• Data Protection Impact Assessment (DPIA),
Data breaches may lead to theft or fraud. used to identify, analyze, and mitigate
personal data protection risks arising from
e. Hifz al-din (protection of religion) the processing of personal data across all
Data related to religious beliefs or worship practices BSI products, services, and operational
is sensitive in nature. Protecting its confidentiality activities, particularly those that pose high
safeguards freedom of religion from risks to the rights and freedoms of data
discrimination or misuse. subjects.
•• Data Breach Management, serving as a
Personal data protection represents a mechanism for the systematic management
contemporary manifestation of Maqashid Shariah, of data breach incidents, ranging from
as both are oriented toward safeguarding human incident recording and impact assessment
welfare, dignity, and security. Modern regulations, to follow-up actions and reporting in
such as Indonesia’s Personal Data Protection Law accordance with applicable regulations.
and the GDPR in Europe, are aligned with Maqashid •• Data Subject Request (DSR), used to
Shariah values in protecting fundamental human facilitate the fulfillment of data subject
rights. rights, such as the rights of access,
rectification, erasure, and objection to the
As part of regulatory compliance, the Bank processing of personal data, in a managed
has implemented personal data protection and documented manner.
arrangements through the following initiatives: •• Sensitive Data Intelligence, enabling BSI
to identify and manage sensitive personal
1. Implementation of Personal Data Protection data more accurately, in order to ensure
through Personal Data Protection Tools the implementation of appropriate data
(Securiti.AI) protection controls.
The Bank utilizes a technology-based system, •• Universal Consent Management, used
Securiti.AI, as an integrated platform to support to manage data subject consent in a
the continuous updating, management, and centralized, transparent, and traceable
control of privacy policies in line with regulatory manner, in accordance with the principle of
developments and personal data protection a lawful basis for processing.
best practices. Securiti.AI has been integrated •• Cookie Consent Management, ensuring
with BSI’s digital ecosystem, including: that the management of consent for the
•• BSI Corporate Website; use of cookies across BSI’s digital channels is
•• BSI Investor Relations Website; and conducted transparently and in compliance
•• BSI Dubai Website. with personal data protection requirements.
This integration ensures that privacy policies
presented to the public and stakeholders
remain up to date, consistent, and aligned
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2. Implementation of Good Governance IMPLEMENTATION OF INTERNATIONAL
for Personal Data Protection through SUSTAINABILITY STANDARDS AND
Strengthening Bank Policies and Procedures GUIDELINES ISO 26000:2010 – GUIDANCE
The Bank ensures the availability of policies ON SOCIAL RESPONSIBILITY
and procedures supporting business and
operational activities related to personal data As part of strengthening sustainability governance
protection. During 2025, the Bank: and its commitment to responsible business
•• issued 4 new regulations, and practices, BSI consistently refers to relevant
•• updated 206 existing regulations. international standards and guidelines. One of
the key references adopted is ISO 26000:2010 –
These provisions cover policies, control Guidance on Social Responsibility, which provides
procedure standards, and technical a comprehensive framework for the principles,
operational guidelines governing the entire practices, and core issues of organizational social
personal data management cycle, from responsibility.
collection to deletion. All provisions are
developed in accordance with applicable In 2025, BSI conducted a Gap Analysis on the
Indonesian laws and regulations and best implementation of ISO 26000:2010 to assess the
practices in the banking and information level of alignment of the Bank’s policies, processes,
technology industries, supported by internal and operational practices with social responsibility
oversight mechanisms, risk management, and principles. This Gap Analysis was carried out
continuous employee awareness programs. through document reviews, interviews with
relevant work units, and evaluations of existing
3. Implementation of ISO/IEC 27701 – Privacy practices, with the aim of ensuring that social
Information Management System (PIMS) responsibility principles have been adequately
To support BSI’s vision of becoming a globally integrated into BSI’s governance and business
recognized Islamic bank, the Bank has activities.
implemented the international standard ISO/
IEC 27701 – Privacy Information Management Based on the results of the Gap Analysis, BSI
System (PIMS). The implementation recorded a compliance level of 91.7% with
strengthens the information security the requirements of ISO 26000:2010. This
framework by ensuring that personal data achievement indicates that the majority of social
management is conducted in a systematic, responsibility principles and core subjects have
measurable, and well-documented manner, been implemented effectively and consistently
both in the Bank’s role as a data controller and across the Bank’s operations. Meanwhile, 8.3% was
as a data processor. identified as Opportunity for Improvement (OFI),
reflecting areas for continuous enhancement
Through the establishment of comprehensive rather than material non-conformities.
internal personal data protection provisions and
the implementation of ISO/IEC 27701, the Bank The compliance evaluation covered all key
reaffirms its commitment to protecting the privacy principles of ISO 26000, namely accountability,
rights of customers and other stakeholders as an transparency, ethical behavior, respect for
integral part of its sustainability strategy. stakeholder interests, compliance with laws,
respect for international norms of behavior,
and respect for human rights. In addition, the
assessment also addressed the seven core
subjects of social responsibility, comprising:
•• Organizational Governance,
•• Human Rights,
•• Labor Practices,
•• Environment,
•• Fair Operating Practices,
•• Consumer Issues, and
•• Community Involvement and Development.
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The results of the Gap Analysis affirm that BSI’s sustainability approach is holistic and integrated,
encompassing economic, social, and environmental aspects, and is aligned with BSI’s identity as an
Islamic bank that upholds ethical values, fairness, and the promotion of public benefit (maslahah).
The identified OFI areas serve as the basis for the development of follow-up action plans aimed at
strengthening policies, procedures, and mechanisms for the sustainable implementation of social
responsibility. This approach is in line with the principle of continual improvement and BSI’s commitment
to enhancing the quality of its sustainability governance over time.
The results of the ISO 26000:2010 Gap Analysis are utilized as a strategic reference for:
•• strengthening sustainability governance,
•• refining internal policies and guidelines,
•• enhancing cross-functional coordination, and
•• sharpening the process of identifying and managing material sustainability issues.
With a high level of alignment with ISO 26000:2010 and a strong commitment to addressing the identified
areas for enhancement, BSI reaffirms its role as a responsible, ethical, and sustainability-oriented Islamic
banking institution, while further strengthening stakeholder trust.
ISO 26000:2010 – Social Responsibility Alignment
91.7% Compliance Achieved
In 2025, BSI conducted a comprehensive Gap Analysis against ISO 26000:2010,
confirming a high level of alignment (91.7%) with international social responsibility
principles across governance, human rights, labor practices, environmental stewardship,
consumer protection, fair operating practices, and community development.
The remaining 8.3% represents Opportunity for Improvement (OFI), serving as a
foundation for continuous enhancement of sustainability governance, policies, and
cross-functional integration, without any material non-conformities identified.
This assessment reinforces BSI’s commitment to ethical, accountable, and values-
based sustainability practices, in line with its role as a leading Islamic bank focused on
long-term value creation and stakeholder trust
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LOBBYING ACTIVITIES AND
POLITICAL CONTRIBUTIONS
BSI ensures that all corporate activities adhere to regulatory requirements without engaging in efforts to
influence public policy or government decision-making. Throughout 2025, BSI did not participate in any
lobbying activities related to the formulation of laws, regulations, or government policies.
Furthermore, BSI did not make any political contributions, whether in the form of funds, facilities, or other
types of support to political parties, candidates, or political activities. This policy is upheld to maintain the
independence and integrity of BSI.
IMPLEMENTATION OF ANTI-MONEY
LAUNDERING (AML), PREVENTION OF
TERRORISM FINANCING (PTF), AND
PREVENTION OF PROLIFERATION
OF MASS DESTRUCTION WEAPONS
FINANCING (PMDWF) PROGRAMS
As an Islamic bank operating within both national BSI’s implementation of AML, CTF, and CPF
and global financial systems, BSI serves a critical programs complies with prevailing laws and
role in safeguarding the integrity of all financial regulations, as well as international best practices.
transactions and ensuring that its products These programs are structured around five core
and services are used lawfully and responsibly. pillars: active oversight by the Board of Directors
This responsibility extends beyond regulatory and Board of Commissioners, comprehensive
compliance; it also reflects BSI’s commitment to policies and procedures, strong internal controls,
upholding sharia principles that promote public a robust management information system,
benefit and prevent harm. In line with this, BSI and continuous human resource development
actively supports law enforcement efforts through and training. Further details regarding the
the implementation of AML, PTF, and PMDWF implementation of AML, CTF, and CPF programs
programs. are presented in the Annual Report under the
Corporate Governance section which can be
accessed through this link: https://ir.bankbsi.co.id.
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IMPLEMENTATION
[OJK E]
AUTHORITIES RESPONSIBLE FOR information to carry out its oversight function
IMPLEMENTING SUSTAINABLE effectively.
FINANCE [OJK E.1] [GRI 2-9, 2-12, 2-13, 2-14] [IFRS S1-
GOVERNANCE, IFRS S2- GOVERNANCE] The Board of Commissioners and the Board of
Directors hold full responsibility for reviewing and
As an institution committed to sustainability approving the Sustainability Report, including
principles, BSI implements ESG governance determining material topics and ensuring the
through the active involvement of its supervisory relevance and accuracy of disclosures. The review is
and management bodies. Board of Commissioners, conducted at least once a year prior to publication.
the Board of Directors, and Sharia Supervisory
Board ensure that Sustainable Finance processes
Board of Commissioners/
and policies are carried out consistently, in Related Commissioner Sharia Supervisory Board
compliance with regulations, and in alignment Committee
with Sharia principles. Their involvement
The Board of Directors/Related Director Committee
includes providing strategic direction, overseeing
the implementation of RAKB, preparing the
Sustainability Report, and determining the Bank’s ESG Working Group
sustainability priorities.
ESG Coordinator Work Unit
The Board of Commissioners receives regular
updates from the Board of Directors and the Risk ESG Contributor Work Unit
Management Committee on the identification
of sustainability-related risks and opportunities. •• Business Unit •• Enabler Unit
•• Support Unit •• Regional Office
This information serves as the basis for strategic
decision-making, particularly regarding
mitigation of economic, social, and environmental
To strengthen sustainability coordination, BSI has
impacts. Beyond internal forums, the Board of
established a dedicated ESG unit through the
Commissioners is also involved in due diligence
Board of Directors Decree No. 04/219-KEP/DIR
processes through the GMS and in dialogue with
dated 6 June 2024. This unit operates under the
shareholders and regulators as part of stakeholder
direct supervision of the Vice President Director
engagement.
and consists of two main functions: ESG Strategy
& Portfolio Management and ESG Operations
To ensure the effectiveness of impact
& Communication. These functions ensure
management, the Board of Commissioners
the integration of sustainability aspects into
and the Board of Directors conduct evaluations
business processes, portfolio management, RAKB
at least quarterly including progress on RAKB
monitoring, sustainability reporting, and both
implementation, sustainability indicators, results
internal and external ESG communications.
of the Risk Monitoring Committee meetings, and
findings related to ESG risk. These periodic reviews
ESG implementation also involves contributor
ensure that mitigation measures and sustainability
units across the organization, including business
strategy are implemented in accordance with
units, support units, enabler units, and regional
good governance principles.
offices. Each unit carries out its respective mandate
to support the Bank’s ESG framework, vision, and
Sustainability performance is reported through a
commitments.
tiered mechanism. Senior executives responsible
for sustainability submit monthly updates on
Within the governance mechanism, the results
RAKB implementation and ESG performance
of RAKB implementation are reported to the
to the Board of Directors. The Board of Directors
Board of Directors and subsequently submitted
then report these updates to the Board of
to Board of Commissioners for further direction.
Commissioners during quarterly oversight
The ESG Working Group conducts quarterly
meetings. This reporting structure ensures that
monitoring and evaluation of RAKB priorities
the supervisory body receives adequate and timely
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SUSTAINABLE FINANCE IMPLEMENTATION
and reports its findings to the RMC, which then •• The ESG Group coordinates the Bank’s
forwards the results to the Director supervising sustainability agenda by leading the
ESG Group and to Audit Committee. In addition, development of the RAKB, integrating
RAKB performance becomes agenda item in joint sustainability into business processes, and
meetings of the Board of Commissioners and the monitoring and reporting the progress of
Board of Directors (Rakomdir) to ensure strategic sustainability initiatives on a regular basis.
alignment. The Bank’s sustainability performance •• All relevant personnel: carry out the RAKB
is also reported to shareholders during the GMS, programs according to their respective
where all shareholders may express their views functions.
regarding ESG or LST issues.
Governance strengthening is also carried out
As a financial services institution, ESG through the integration of ESG aspects into the
implementation is reflected in the annual RAKB. Financing Policy Architecture, including:
The division of roles and responsibilities for •• Negative List in the Financing Policy,
Sustainable Finance is as follows: •• Portfolio Guideline,
•• Exclusion List in the Financing SOP, and
•• The Board of Commissioners and the Sharia •• Industry Acceptance Criteria.
Supervisory Board are responsible for approving
RAKB and overseeing its implementation, Furthermore, the strengthening of the sustainable
ensuring that sustainability initiatives are finance implementation responsibilities is
executed effectively and remain aligned with supported by the issuance of several policies
Sharia principles and integrated governance that serve as the foundation for sustainability
standards. implementation across all work units. These
•• The Board of Directors sets the overall policies include the ESG Guiding Principle, the SOP
sustainability direction for BSI, including on Sustainable Finance, as well as the piloting of
commitments, strategies, and roadmaps. The the Indonesian Sustainable Finance Taxonomy for
Board also guides and approves the preparation the green sector. In addition, BSI has established
of the RAKB and ensures that sustainability- an Exclusion List and carried out portfolio
related matters are communicated effectively realignment in the brown sector to ensure that
to regulators and key stakeholders. the financing portfolio progressively shifts toward
•• The Risk Management Committee formulates low-carbon and sustainable activities.
policies related to the Bank’s risk management,
including sustainability and climate-related With this policy framework, the units responsible
risks, ensuring alignment with the Bank’s for implementing Sustainable Finance carry out
comprehensive risk framework. coordination, oversight, and program execution
•• The ESG Sub-Committee is responsible for functions to ensure that ESG implementation is
defining ESG strategies and ensuring that effective and measurable.
sustainability considerations are integrated
into risk management, business processes, The units responsible for implementing
and operational decision-making across the Sustainable Finance at the work-unit level are
organization. presented as follows:
Work Unit Function
Environmental Social & Governance Developing the framework, strategy, roadmap, commitments, and targets
Group (ESG) related to the implementation of BSI’s sustainable finance. In addition, ESG
functions to coordinate and monitor the implementation of the RAKB and
to communicate the Bank’s ESG strategy and program implementation to
stakeholders through various activities and publications.
Strategy Planning & Performance Develop strategies and the Bank’s Business Plan to be executed annually.
Management Group (SPM) Program implementers:
1. Green Financing
2. MSMEs/Social Financing Portfolio
3. Sustainable Financing Ratio
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Work Unit Function
Corporate Business: Disbursing financing in accordance with sustainable finance principles
1. Corporate Business 1 Group (Green Financing), while also developing banking products that support
2. Corporate Business 2 Group sustainable finance principles.
3. Corporate Business 3 Group
Program implementers:
1. Green Financing
2. Sustainable Financing Ratio
Commercial Business: Disbursing financing in accordance with sustainable finance principles
1. Commercial Business 1 Group (Green Financing), while also developing banking products that support the
2. Commercial Business 2 Group implementation of sustainable finance principles.
Program implementers:
1. Green Financing
2. Sustainable Financing Ratio
Small Medium Enterprise (SME) Disbursing financing in accordance with sustainable finance principles
(Social Financing), while also developing banking products that support the
implementation of sustainable finance principles.
Program implementers:
1. MSMEs/Social Financing Portfolio
2. Sustainable Financing Ratio
Micro Business Group (MBG) Disbursing financing in accordance with sustainable finance principles
(Social Financing), while also developing banking products that support the
implementation of sustainable finance principles.
Program implementers:
MSMEs/Social Financing Portfolio
Islamic Ecosystem Solution Group Program implementers:
(ISE) Product development
International & Financial Institution Program implementers:
Group (FIG) Product development
Treasury & Global Market Group Program implementers:
(TGM) Product development
Operational-Portfolio & Market Risk Program implementers:
Group (ERM) Governance & Policy Pillars
AI & Data Strategy Group Program implementers:
1. Green Financing
2. MSMEs/Social Financing Portfolio
Compliance & Anti Money Program implementers:
Laundering (AML) – Countering – Implementation of Compliance Monitoring Function
Countering Financing of Terrorism
(CFT) Group (CAC)
Policy & Procedure Group (PPG) Creation of internal regulations to support the sustainable
finance programs.
Program implementers:
Governance and Policy Pillars
Distribution Strategy Group (DSG) Promote the implementation of the sustainable finance programs in all BSI
outlets and optimize the distribution of retail business ecosystem financing
at designated branch growth points.
Program implementers:
1. Digital Carbon Trading
2. Sustainable financing disbursement
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SUSTAINABLE FINANCE IMPLEMENTATION
Work Unit Function
Corporate Secretary & Formulating and carrying out the ZISWAF utilization function, maintaining
Communication Group (CSG) compliance and governance, and carrying out corporate communication
and reputation management functions.
Program implementers:
1. Signature campaign – BSI Sustainable Movement
2. 1 Home 1 Tree
3. Sustainability on Campus Collaborating with BSI Rock
4. Green Business Culture Internal Campaign
5. ISO 26000 and SROI assessments
6. BSI Assisted Villages with the ESG impact assessments
7. BSI Scholarship
8. Optimization of Zakat Distribution
9. Waste Management Pilot Project (Circular Economy)
10. Green Zakat Pilot Project
11. Sumatera disaster response assistance
Bank Syariah Indonesia Corporate Providing training/arranging programs to improve employee capabilities in
University the context of implementing sustainable finance.
Program implementers:
1. Sustainable finance awareness
2. Training obligations for the SF supervisory and BSI board
3. ESG training obligations
4. Green Business Culture Internal Campaign
Marketing & Communication Group Encourage product marketing communication based on sustainable
(MCG) finance principles
Program implementers:
Signature campaign – BSI Sustainable Movement
Card Business Group (CBG) Program implementers:
1. Environmentally Friendly Sharia Card
Human Capital Strategy & Policy Program implementers:
Group (HCP) 1. Sustainable finance awareness
2. ESG training obligations
Procurement & Fixed Asset Group Procure infrastructure that enables the implementation of sustainable
(PFA) finance.
Program implementers:
1. Green Building
2. Electric Vehicle
3. Charging Station
4. Solar Panel
Corporate Finance & Accounting Consolidate financial statements related to sustainable finance portfolio
Group (CFA) and collection of corporate zakat funds.
Program implementers:
1. Optimization of Zakat Distribution
2. Green Financing
3. MSME Portfolio / Social Financing
4. Sustainable Financing Ratio
Data Protection Group (DPR) Ensuring data protection and sound governance as part of the Governance
pillar within ESG.
Program Implementer:
Governance & Policy Pillar
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Work Unit Function
BSI Maslahat BSI’s social institution partner that administers zakat utilization programs.
Program implementers:
1. Solar Panel
2. ISO 26000 and SROI assessments
3. BSI Assisted Villages with the ESG impact assessments
4. BSI Scholarship
5. Optimization of Zakat Distribution
6. Waste Management Pilot Project (Circular Economy)
7. Green Zakat Pilot Project
DEVELOPMENT OF SUSTAINABLE-FINANCE RELATED COMPETENCIES
[OJK E.2] [GRI 2-17, FS4] [IFRS-S1-GOV, IFRS-S2-GOV]
As part of its commitment to strengthening ESG and Sustainable Finance implementation, BSI ensures
that its governance bodies and employees possess sufficient sustainability-related competencies. BSI
recognizes that expertise in sustainability must be enhanced continuously in line with evolving regulatory
requirements and global best practices.
To reinforce the capacity of the highest governance bodies, BSI provides periodic training for the Board
of Commissioners and The Board of Directors covering topics such as sustainable finance, ESG risk
management, regulatory developments, and global trends in the green economy. These programs ensure
that the governing bodies maintain adequate knowledge to oversee sustainability strategies, evaluate
associated risks and opportunities, and make informed decisions that influence the Bank’s economic,
environmental, and social impacts. Such training also fulfills the fiduciary responsibility requirements
outlined in international sustainability governance standards.
At the operational level, BSI delivers various training and competency development programs for
employees through the Bank Syariah Indonesia Corporate University. These initiatives equip employees
with updated insights, policies, and practices in sustainability and encourage the incorporation of ESG
principles into daily business activities.
Throughout 2025, a total of 16,166 employees participated in Sustainable Finance training, including ESG-
related modules. A detailed breakdown of training types, topics, and organizers is presented in the table
below:
Competency Development Supporting the Implementation of Sustainable Finance for the Board of
Commissioners
Type of
Education and Training
Name Position Education and Date Organizer
Materials
Training
Training on Banking Ethics in an
Strengthening Open Company; Banking
Muhadjir President June 30,
the Strategic Role Digitalization; Governance IBI
Effendy Commissioner 2025
of the Board of & GCG; ESG & Climate Risk
Commissioners Management
Training on Banking Ethics in an
Member of Strengthening Open Company; Banking
Felicitas June 30,
the Board of the Strategic Role Digitalization; Governance IBI
Talullembang 2025
Commissioners of the Board of & GCG; ESG & Climate Risk
Commissioners Management
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Type of
Education and Training
Name Position Education and Date Organizer
Materials
Training
Training on Banking Ethics in an
Member of Strengthening Open Company; Banking
Aadin June 30,
the Board of the Strategic Role Digitalization; Governance IBI
Jauharuddin 2025
Commissioners of the Board of & GCG; ESG & Climate Risk
Commissioners Management
Training on Banking Ethics in an
Member of Strengthening Open Company; Banking
Nizar A. June 30,
the Board of the Strategic Role Digitalization; Governance IBI
Saputra 2025
Commissioners of the Board of & GCG; ESG & Climate Risk
Commissioners Management
Training on Banking Ethics in an
Member of Strengthening Open Company; Banking
Meidy June 30,
the Board of the Strategic Role Digitalization; Governance IBI
Firmansyah 2025
Commissioners of the Board of & GCG; ESG & Climate Risk
Commissioners Management
Training on Banking Ethics in an
Member of Strengthening Open Company; Banking
Moch. Agus June 30,
the Board of the Strategic Role Digitalization; Governance IBI
Rodliuli 2025
Commissioners of the Board of & GCG; ESG & Climate Risk
Commissioners Management
Training on Banking Ethics in an
Member of Strengthening Open Company; Banking
Kamaruddin June 30,
the Board of the Strategic Role Digitalization; Governance IBI
Amin 2025
Commissioners of the Board of & GCG; ESG & Climate Risk
Commissioners Management
Competency Development Supporting the Implementation of Sustainable Finance for the Board of
Directors
Type of Education Education and Training
Name Position Date Organizer
and Training Materials
Level 7 Strengthening Banking Risk
Qualification Management Competencies
Anggoro Eko President June 5,
Certification in to Support Governance LSPKS
Cahyo Director 2025
Banking Risk and the Implementation of
Management Sustainable Finance
Strengthening Banking Risk
Director of Level 7 Non-Tiered
Management Competencies
Arif Adhi Compliance Certification in June 18,
to Support Governance LSPKS
Sanjaya & Human Banking Risk 2025
and the Implementation of
Capital Management
Sustainable Finance
Strengthening Banking Risk
Director of
Level 7 Risk Management Competencies
Firman Treasury &
Management to Support Governance July 2, 2025 BSU
Nugraha International
Training and the Implementation of
Banking
Sustainable Finance
Strengthening Banking Risk
Director of
Level 7 Risk Management Competencies June 18
Information
Muharto Management to Support Governance and 20, LPPI
Technology
Training and the Implementation of 2025
(IT)
Sustainable Finance
International Embedding Governance,
Director
Seminar on Bank Financial, and Operational November
Grandhis H. H. of Risk Bank Indonesia
Indonesia Risk Risk Management into 13, 2025
Management
Management 2025 Digital Transformation
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Competency Development Supporting the Implementation of Sustainable Finance for Senior
Executive Vice President (SEVP)
Type of
Education and Training
Name Position Education and Date Organizer
Materials
Training
SEVP
Branding & Sustainability-Based
Kemas Erwan Investor
Communication Mudharabah Sukuk I of Bank May 5, 2025 BSI
Husainy Gathering
/ Director of BSI Phase II in 2025
Retail Banking
Managing Risk &
SEVP Mid-Year June 24,
Ana Nurul K Sustainability in Economic Infobank
Operations Outlook 2025 2025
Uncertainty & Cyberheist
Strengthening banking risk
Level 7 Risk management competencies
M Misbahul SEVP Digital June 24,
Management to support governance LSPKS
Munir Banking 2025
Recertification and the implementation of
sustainable finance
Briefing on
the Level 7 Strengthening banking risk
Qualification management competencies
SEVP Funding & August 25,
Ida Triana W Certification to support governance ASBISINDO
Transaction 2025
Scheme in and the implementation of
Banking Risk sustainable finance
Management
Strengthening banking risk
Level 7 Risk
management competencies
SEVP Wholesale Management December
Ali to support governance LSPKS
Risk Certification 19, 2025
and the implementation of
2025
sustainable finance
RISK MANAGEMENT IN THE IMPLEMENTATION OF SUSTAINABLE FINANCE [OJK E.3,
FS2, IFRS S1-RISK MANAGEMENT, IFRS S2-RISK MANAGEMENT, FN-CB-550a.1, FN-CB-550a.2]
In implementing sustainable finance, BSI adopts a risk management approach that is fully integrated with
the Bank’s overall risk management framework. The processes of identifying, measuring, monitoring, and
controlling risks incorporate ESG aspect. Risks arising from sustainable finance activities are managed
through four key pillars: (1) active oversight by the Board of Commissioners, the Board of Directors, and
Sharia Supervisory Board; (2) adequate policies, procedures, and risk limits; (3) effective risk management
processes; and (4) a comprehensive internal control system.
As part of risk governance, the Board of Commissioners, the Board of Directors, and Sharia Supervisory
Board oversee sustainability-related risks and opportunities, including climate-related risks. Their
oversight is carried out through the review of the RAKB, the Sustainability Report, and periodic evaluations
of the Bank’s sustainability strategy. This ensures that the highest governance bodies maintain a clear
understanding of the Bank’s ESG risk profile and possess the competence to guide strategic responses.
The Bank also has dedicated functions responsible for monitoring and evaluating ESG risks on an
ongoing basis. Portfolio management incorporates ESG considerations, including credit exposure
limits for high-carbon sectors. These principles are embedded in various internal guidelines such as the
Portfolio Guideline, the Industry Acceptance Criteria, and the Business Procedure Standards applied
across financing segments
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Climate-related risk management includes both physical and transition risks. Physical risks are associated
with climate-induced natural events, while transition risks arise from shifts in government policies,
stakeholder expectations, technological advancements, and social dynamics during the transition to a
low-carbon economy. These changes require BSI to adjust policies and strategies to mitigate potential
impacts on its business, reputation, and asset values.
Climate Risk Stress Testing
Climate change-related risks have emerged as a new challenge for the banking industry, requiring the
Bank to proactively assess their potential impact on financial performance and portfolio resilience. To this
end, BSI continues to develop and implement the CRST to assess the resilience of the Bank’s portfolio
against various climate change scenarios over different time horizons. In line with the CRMS guidelines
issued by OJK, BSI also participated in the 2nd Round Pilot Project Climate Risk Stress Test (CRST) in 2025
initiated by OJK. Through this participation, BSI conducted testing across its entire financing portfolio to
assess the potential impact of climate change on the Bank’s financial performance, strategy, governance,
and risk management framework. This step reflects BSI’s commitment to strengthening the resilience
of its financing portfolio while also integrating climate risk into business decision-making in a structured
and sustainable manner
The CRST results serve as key inputs for adjusting BSI’s portfolio strategy, including managing exposure
to high-emission sectors and increasing allocation to priority green sectors. These insights also support
BSI’s contribution to the national Net Zero Emission target and enhance the Bank’s preparedness for the
transition toward a low-carbon economy.
1. Current Policies: Assuming current climate policies remain
Disorderly Too little, too late unchanged, hence, physical risks increase as global
temperature increase above 1.5°C or 2°C, while transition
Low Transition risk High
risks remain low due to minimal changes in policies and
Delayed
Transition technology.
2. Delayed Transition: Assuming that annual emissions will
not decrease until 2030. However, after that, stricter policies
Net Zero
2050 (1.5ºC) Current
will be implemented to limit global warming to 2°C and
Policies control CO2 emissions.
Orderly Hot house world 3. Net Zero 2050: Assuming aggressive steps are taken to
achieve net zero emissions by 2050, with stringent policies
Low Physical risk High and rapid economic changes to limit global temperature
increase to below 1.5°C.
In 2025, BSI analyzed the impact of climate risk covering 100% of its total financing portfolio, consisting of
priority sectors and non-priority sectors. In conducting the climate resilience test, BSI used the framework
and analytical scenarios established by OJK in the Climate Risk Management and Scenario Analysis for
Banking (CRMS) Guidebook. The testing was carried out using scenarios designed to assess the impact
of physical risks and transition risks on the Bank’s financial performance and overall exposure.
To assess the impact of physical risks, scenarios involving extreme climate events such as floods and
forest fires were used. Meanwhile, to assess the impact of transition risks, transition scenarios developed
by the Network for Greening the Financial System (NGFS) were used, namely Current Policies, Delayed
Transition, and Net Zero 2050.
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Climate scenario analysis in the priority sectors covered 46.97% of BSI’s total financing exposure. These
sectors include:
1. Agriculture, Forestry, and Fisheries
2. Mining and Quarrying
3. Electricity, Gas, Steam/Hot Water, and Air Conditioning Supply
4. Construction
5. Transportation and Warehousing
6. Manufacturing
7. Consumer financing for property ownership
Details of sectoral portfolio composition are presented in the table below:
CRST Portfolio
Amount
No. Classification Sector %
(in Million Rupiah)
1. Agriculture, Forestry, and Fisheries 24,622,168 8.84%
2. Mining and Quarrying 3,180,104 1.14%
3. Electricity, Gas, Steam/Hot Water, and Cold Air Supply 6,389,043 2.29%
4. Priority Sectors Construction 18,241,498 6.55%
5. Transportation and Warehousing 7,956,673 2.86%
6. Manufacturing Industry 13,590,881 4.88%
7. Consumer Financing for Property Ownership 56,834,046 20.41%
Total Priority Sectors 130,814,413 46.97%
8. Non-Priority Productive Sectors other than Sectors 1–6 64,408,711 23.13%
9. Sectors Consumer Sectors other than Sector 7 83,258,141 29.90%
Total 278,481,267 100.00%
Agriculture, Forestry, Mining and Quarrying 1.14%
and Fisheries 8.84%
Electricity, Gas, Steam/Hot Water,
and Cold Air Supply 2.29%
Construction 6.55%
Consumer Sectors other Transportation and
than Sector 7 29.90% Warehousing 2.86%
Manufacturing Industry 4.88%
Consumer Financing for
Property Ownership 20.41%
Productive Sectors other
than Sectors 1–6 23.13%
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The CRST results indicate that climate risk impacts availability, strengthening modeling capacity,
have not had a significant effect on the Bank’s and enhancing cross-functional coordination
financial performance in the short, medium, or within the Bank. CRST results are expected to be
long term under all scenarios. These findings utilized more optimally as part of the existing risk
reflect that the Bank’s current portfolio is relatively management process.
resilient to the climate scenarios tested.
In addition, to strengthen long-term preparedness,
In credit risk, the Agriculture, Forestry and Fisheries BSI continues to enhance internal capability in
Sector and the Mining and Quarrying Sector were interpreting CRST outcomes, including improving
recorded as the two sectors contributing the data quality, modelling capacity, and cross-unit
largest financed emissions. This was due to the coordination. This approach ensures that CRST
size of the portfolio in those sectors. In the long insights support the Bank’s risk-management
term, the Electricity, Gas, Steam/Hot Water, and processes
Air Conditioning Supply Sector becomes the only
sector showing a potential material impact from ISSUES IN THE IMPLEMENTATION OF
climate risk. However, on a sectoral basis, climate SUSTAINABLE FINANCE [OJK E.5]
risk has not yet significantly affected the Bank’s
portfolio. In implementing Sustainable Finance, BSI
continues to face several challenges, particularly
For market risk, there was an increase in capital in achieving full integration of ESG aspects
charge in line with the scenarios of changes in across business and operational activities. These
benchmark interest rates and a decline in Gross challenges include the need to strengthen
Domestic Product (GDP). For liquidity risk, the employee capacity, improve ESG data availability
Bank’s Liquidity Coverage Ratio (LCR) remained and consistency, and align internal processes
above the minimum requirement of 100% under with regulatory requirements, such as POJK 51,
both physical and transition scenarios. This OJK’s CRMS framework, and the Indonesia Green
indicates that the Bank has sufficient liquidity to Taxonomy, as well as with evolving international
face potential cash flow pressures arising from standards.
climate change.
To address these challenges, BSI established
Meanwhile, for operational risk, there is a potential the ESG Coordinator Unit, which is responsible
decline in the value of assets/offices, but the impact for developing the ESG framework, vision,
is not sufficiently significant. This is because most commitments, strategies, and initiatives,
of the Bank’s branch offices are leased assets, so including the integration of Sustainable Finance
losses arising from the decline in value become across business processes. ESG Contributor Units,
the risk of the owner or the insurance company. spanning business, support, enabler functions,
and regional offices, also serve an active role
Overall, the Bank’s capital remained strong, as in implementing ESG initiatives within their
reflected in its capital adequacy ratio, which respective scopes, ensuring a structured and
stayed above the hurdle rate under all tested coordinated approach across the organization.
scenarios. These analytical results indicate that
the Bank’s current strategy is resilient to climate In line with that, BSI continues to refine its
risk, although proactive measures are still needed internal mechanisms and strengthen cross-
to strengthen sectoral policies, develop transition unit coordination as part of ongoing efforts to
plans, and enhance the integration of climate risk enhance the quality of ESG integration, without
into risk management. making commitments that exceed regulatory
requirements. Strengthening ESG culture is also
To strengthen its long-term resilience, BSI a key focus, with continued efforts to improve
continues to enhance its internal capabilities in employee understanding of sustainability issues
analyzing, utilizing, and integrating Climate Risk to support more effective governance and ESG
Stress Test (CRST) results into its risk management implementation.
and decision-making processes. These efforts are
carried out through improving data quality and
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STRENGTHENING BSI’S GOVERNANCE
ON CLIMATE-RELATED RISKS AND
OPPORTUNITIES
[IFRS S1, IFRS S2]
GOVERNANCE
SUSTAINABILITY GOVERNANCE STRUCTURE [S1.G.a, S2.G.b1]
Maqashid Sharia in principle encompasses aspects of sustainable development. As an Islamic
bank, BSI recognizes that its responsibility is not limited to economic aspects and profitability
but extends to the holistic well-being of humanity and the environment. One of the Maqashid
Sharia principles aligned with sustainability-related risks and opportunities, including climate,
is Hifdz Al-Bi’ah (environmental preservation). Hifdz Al-Bi’ah provides a normative and
strategic foundation for BSI in managing the impacts of climate change. For BSI, this principle
is not merely ethical in nature but constitutes a fundamental corporate value that influences
governance and sustainability-oriented products.
Sustainability at BSI is not merely a business responsibility but a tangible manifestation of the
implementation of Sharia values in promoting societal welfare and environmental preservation.
To realize this commitment in overseeing sustainability-related risks and opportunities,
including climate, BSI has established an ESG Governance Structure as outlined in the ESG
Guiding Principle. Through this approach, BSI not only strengthens business resilience but
also creates sustainable value for customers, shareholders, and society.
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CLIMATE-RELATED RISKS AND OPPORTUNITIES
Committee Level
Board of Sharia Supervisory
Board of
Commissioners Board (DPS)
Commissioners
Board of Directors Board of Directors
Steering Committee Risk Management Committee (KMR)
Risk Management Committee
Work Unit
ESG Group – Permanent Voting Member
ESG Group as the Control Tower for the
implementation of Sustainable Finance.
•• Collaboration across all work unit lines:
•• Business Units
•• Support Units
•• Enabler Units
•• Regional Offices/Network
BOARD OF COMMISSIONERS & SHARIA Sharia Supervisory Board
SUPERVISORY BOARD OVERSIGHT 1. Approving BSI’s Sustainable Finance Action
[S1.G.a, S1.G.b, S1.G.c, S1.G.d, S2.G.a1, S2.G.a2, S2.G.a3, S2.G.a4] Plan (RAKB), including climate-related
initiatives, in accordance with Sharia principles.
In implementing its commitment to sustainable 2. Overseeing the implementation of Sustainable
business practices, BSI involves the active oversight Finance, achievement of targets, and execution
of the Board of Commissioners and the Sharia of sustainability initiatives to ensure they
Supervisory Board. The active oversight carried are properly implemented and achieved in
out by the Board of Commissioners and the Sharia accordance with Sharia principles.
Supervisory Board includes the following: 3. Implementing Mandiri Group’s Integrated
Governance in relation to the implementation
Board of Commissioners of BSI’s Sustainable Finance in accordance with
1. Approving BSI’s Sustainable Finance Action Sharia principles.
Plan (Rencana Aksi Keuangan Berkelanjutan/
RAKB), including climate-related initiatives.
2. Overseeing the implementation of Sustainable RISK MONITORING COMMITTEE (KPR)
Finance, achievement of targets, and execution [S1.G.d, S2.G.a4]
of sustainability initiatives to ensure they are
properly implemented and achieved. BSI continues to grow and align its business
3. Implementing Mandiri Group’s Integrated processes with evolving sustainability demands,
Governance in relation to the implementation including the integration of sustainability-related
of BSI’s Sustainable Finance. risks and opportunities, including climate. BSI
has reported the progress of the 2025 RAKB and
proposed initiatives for the 2026 RAKB to the Risk
Monitoring Committee (Komite Pemantau Risiko/
KPR).
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CLIMATE-RELATED RISKS AND OPPORTUNITIES
The Risk Monitoring Committee supports the a. Matters that may support the improvement
Board of Commissioners in carrying out its of the effectiveness of risk management
oversight duties and functions, particularly in implementation in the Bank.
matters related to the implementation of risk b. The alignment between the Bank’s
management policies. In carrying out its duties and risk management policies and their
responsibilities, the Risk Monitoring Committee is implementation to ensure that risks are
guided by the Risk Monitoring Committee Charter adequately managed.
issued through the Board of Commissioners’ c. The implementation of work plans and
Decree of PT Bank Syariah Indonesia Tbk No. 04/ duties of the Risk Management Committee
KEP-KOM/001/2024 concerning the guidelines and the Risk Management Work Unit.
and working procedures (charter) of the Risk
Monitoring Committee of PT Bank Syariah 4. Conduct periodic meetings with related work
Indonesia Tbk dated July 1, 2024. The Charter units to discuss matters within its scope of
outlines the duties and responsibilities of the supervision.
Risk Monitoring Committee, which include the
following: 5. Report the results of monitoring and review
periodically and provide input on matters
1. Conduct monitoring and evaluation, at a that require the attention of the Board of
minimum, of: Commissioners.
a. The alignment between risk management
policies and their implementation. 6. Prepare the Risk Monitoring Committee
b. The implementation of work plans and Guidelines and Working Procedures and
duties of the Risk Management Committee conduct periodic reviews at least once every 3
and the Risk Management Work Unit. (three) years.
c. The adequacy of processes for risk
identification, measurement, monitoring,
control, and risk management information JOINT MEETING [S1.G.c, S2.G.a3]
systems.
d. The Bank’s compliance with the Articles of To support growth and ensure the relevance of
Association, regulations of the Banking and its business processes through the integration
Capital Market Supervisory Authority, and of sustainability-related risks and opportunities,
other laws and regulations related to risk including climate, BSI approved the 2026 RAKB
management. initiatives at a Joint Meeting. The Joint Meeting
consists of the Board of Commissioners, the Sharia
2. Conduct monitoring and review, at a minimum, Supervisory Board, and the Board of Directors.
of: Based on the results of the Joint Meeting
a. Risk Profile Reports. regarding the 2026 RAKB initiatives, a total of 15
b. Risk-based Bank Soundness Reports. proposed 2026 RAKB initiatives were approved
c. Other reports related to the management to continuously align business processes with
of 10 (ten) types of risks, namely Credit Risk, the integration of sustainability-related risks and
Market Risk, Operational Risk, Liquidity Risk, opportunities, including climate.
Legal Risk, Compliance Risk, Reputational
Risk, Strategic Risk, Rate of Return Risk, and
Investment Risk. BOARD OF DIRECTORS OVERSIGHT
d. The Bank’s Financing Policy and other [S1.G.e, S2.G.a5]
policies required by regulators to be
submitted to the Board of Commissioners In implementing its commitment to sustainable
by the Board of Directors. business practices, including climate-related
practices, BSI involves the Board of Directors. The
3. Provide recommendations to the Board of implementation of these practices by the Board of
Commissioners, at a minimum, regarding: Directors includes the following:
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STRENGTHENING BSI’S GOVERNANCE ON
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1. Determining BSI’s sustainability direction business activities do not result in losses beyond
(commitment, framework, strategy, and the Bank’s capacity or disrupt BSI’s business
roadmap). continuity. Therefore, on October 14, 2024, through
2. Preparing the Sustainable Finance Action Plan the Board of Directors’ Decree No. 04/503A-KEP/
(RAKB), including climate-related initiatives. DIR, BSI enhanced the organizational structure of
3. Communicating Sustainable Finance to the Bank’s Risk Management Committee (RMC).
regulators and shareholders.
The RMC is a committee established to assist
the President Director in carrying out control
MANAGEMENT ROLE [S1.G.f, S2.G.b1, S2.G.b2, functions through the discussion of risk appetite,
S2.G.b3] methodology, and strategic determination related
to the implementation of risk management.
As a tangible manifestation of BSI’s commitment to In proposing matters for committee meetings,
sustainable business practices, management has the RMC is supported by the Risk Management
strategically implemented a proactive approach Committee Working Group, consisting of Group
to sustainability-related risks and opportunities, Heads or equivalent positions established by the
including climate, as reflected in the following Board of Directors.
initiatives:
The Environmental, Social, and Governance (ESG)
•• 2021: Group Head serves as one of the Permanent
»» Establishment of the Sustainable Finance Voting Members in the RMC Working Group
Department within the Corporate Secretary for discussions related to Sustainable Finance.
& Communication Group (CSG) during the This includes sustainability-related risks and
merger. opportunities, including climate.
•• 2024: In 2025, three Working Group (WG) meetings
»» Transformation of the Sustainable Finance and one RMC meeting were held to discuss
Department into the Sustainability & Social sustainability-related risks and opportunities,
Department within CSG through the Board including climate. Topics proposed during the
of Directors’ Decree No. 04/151-KEP/DIR WG meetings included the socialization of the
dated May 16, 2024. Indonesian Sustainable Finance Taxonomy
»» Development of the Sustainability & (Taksonomi Keuangan Berkelanjutan Indonesia/
Social Department within CSG into the TKBI), RAKB progress, and the results of Climate
Environmental, Social, and Governance Risk Management & Scenario Analysis (CRMS).
(ESG) Group through the Board of Directors’ Meanwhile, topics discussed at the RMC included
Decree No. 04/239-KEP/DIR dated June 11, the determination of new industry classifications
2024. (including the KUBL sector) and the establishment
»» ESG became one of the members of the Risk of green financing criteria.
Management Committee Working Group
through the Board of Directors’ Decree No. BSI addresses sustainability-related risks and
04/503A-KEP/DIR dated October 14, 2024. opportunities, including climate, through
collaboration between the ESG Group and
Business Units, Support Units, Enabler Units,
RISK MANAGEMENT COMMITTEE (RMC) and Regional/Network Offices. The ESG
[S1.G.f, S2.G.b1] Group functions as the control tower for the
implementation of sustainable finance, including
In line with increasing business complexity, BSI’s coordinating and consolidating with relevant
growth must be supported by the implementation work units in implementing sustainable finance
of effective risk management and Good Corporate programs, preparing BSI’s RAKB documents, and
Governance (GCG) practices to ensure that submitting them to the regulator. The functions of
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
the Business Units, Support Units, Enabler Units, The scope of the SOP includes (1) Implementation
and Regional/Network Offices in implementing of Sustainable Finance Actions, (2) Sustainable
sustainable finance as stated in the Person in Banking, (3) Sustainable Operations, (4)
Charge of Implementing Sustainable Finance. Sustainable Beyond Banking, and (5) Preparation
and Reporting of the Sustainable Finance Action
Plan (RAKB).
CONTROL AND PROCEDURES FOR THE
IMPLEMENTATION OF SUSTAINABLE
FINANCE [S1.G.f, S2.G.b2, S2.G.b3] ESG GUIDING PRINCIPLE
In exercising control over sustainability-related In addition to the Sustainable Finance SOP, BSI
risks and opportunities, including climate, has issued the ESG Guiding Principle as guidance
management has issued guidelines for integrating for all BSI personnel. The ESG Guiding Principle
ESG aspects at BSI through the Sustainable serves as a guideline to provide understanding
Finance Standard Operating Procedures (SOP) to all BSI components in integrating ESG aspects
and the ESG Guiding Principle. comprehensively into business and operational
activities. The objectives of the ESG Guiding
Principle are as follows:
SUSTAINABLE FINANCE SOP [S1.G.f, S2.G.b2] 1. To provide guidance on integrating ESG
aspects within BSI, covering both business and
The Sustainable Finance SOP represents one of operational activities.
BSI’s commitments to implementing sustainable 2. To provide an explanation of BSI’s commitments
finance principles in accordance with applicable and strategies related to the implementation
regulations. The Sustainable Finance SOP was of Sustainable Finance and the achievement of
issued as a follow-up to the Company’s governance Net Zero Emissions (NZE) targets.
framework and serves as the standard procedure 3. To enhance understanding and capability
for ESG activities to achieve sustainable finance. regarding ESG aspects across BSI’s business
The objectives of the Sustainable Finance SOP are and operational functions for all BSI employees.
as follows: 4. To increase awareness of ESG integration in
1. To create standardization in the Islamic finance practices more broadly.
implementation of Sustainable Finance 5. To serve as a reference for developing
functions and/or activities across all BSI work sustainability strategies, including the
units. formulation of policies and procedures
2. To build and maintain BSI’s positive image related to Sustainable Finance and ESG
while upholding BSI’s shared values. implementation.
3. To support the implementation of BSI’s vision,
mission, and cultural values. The scope of the ESG Guiding Principle includes
4. To support BSI’s activities in implementing (1) Governance and Organization, (2) General
Sustainable Finance governance effectively, Definitions, and (3) the BSI Sustainability
efficiently, and consistently on an ongoing Framework.
basis.
5. To support community empowerment based
on Sharia principles.
6. To implement and uphold the principles and
values of Sustainable Finance.
7. To ensure effective communication between
BSI and shareholders or investors, as well as all
stakeholders.
8. To ensure the availability of information
facilities for shareholders or investors and all
stakeholders to support the achievement of
BSI’s vision and mission.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
STRATEGY
CLIMATE-RELATED RISKS AND OPPORTUNITIES, AND FINANCIAL IMPACTS
[S1.S.a, S1.S.b, S1.S.e, S2.S.a1, S2.S.a2, S2.S.a3, S2.S.d1, S2.S.d2]
BSI recognizes that in conducting sustainable business practices, their implementation involves
sustainability-related risks and opportunities, including climate. Currently, BSI has considered
climate as one of the sustainability-related risks and opportunities.
This consideration represents BSI’s efforts to mitigate and adapt to climate change. Climate-
related risks and opportunities are assessed using the framework of the Task Force on Climate-
Related Financial Disclosures (TCFD), as illustrated in the following figure:
Transition Risks Opportunities
•• Policy and Legal •• Resource Efficiency
•• Technology •• Energy Source
•• Market •• Product/Services
•• Reputation •• Markets
Risks Opportunities •• Resilience
Physical Risks
•• Acute Strategic Planning Risk
•• Chronic Management
Financial Impact
Revenues Cash Flow Assets & Liabilities
Income Statement Balance Sheet
Expenditure Statement Capital & Financing
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
Climate-Related Risks [S1.S.a, S2.S.a1, S2.S.a2]
Climate risk refers to the potential negative impacts of climate change on BSI, including transition risks
and physical risks. The climate risk management process is managed in an integrated manner within the
Bank’s risk management system. The process begins with the identification of climate-related risks and
opportunities; the measurement of climate risks by establishing several metrics related to physical and
transition risks; the assessment of the financial impacts of climate risks on the Bank; and the evaluation
of climate risk impacts, followed by the development of strategic measures required to manage such
impacts.
Transition risk refers to risks arising from changes in government policy direction, technological
advancements, and social dynamics as the global economy shifts toward a low-carbon economy. Physical
risk refers to risks caused by severe natural disasters (acute physical risks) and risks that are gradually
affected by long-term changes in climate patterns, such as increases in temperature and sea levels
(chronic physical risks). Both climate risk factors may affect business models and value chains, strategy,
and financial conditions, including BSI’s credit, market, operational, and liquidity risks.
Climate Risk
Risk Type Key Driver Potential Financial Impact
Factor
Transition Credit 1. Lower-carbon economy Changes in stricter regulatory policies toward a
2. Carbon Pricing lower-carbon economy may affect customers’
3. Carbon Tax financial performance and repayment capacity,
particularly customers whose businesses are
sensitive to extreme climate events.
Changes in Customer Decline in Bank funding and portfolio due to
Preferences changes in customer preferences.
Market Macroeconomic changes Interest rate increases caused by climate policy
due to climate scenario changes may lead to higher yields of government
adjustments and corporate securities and declining market
prices of securities, affecting the Bank’s income.
Changes in Customer Changes in customer behavior toward
Preferences environmentally friendly and sustainable products
may reduce demand for non-sustainable securities,
resulting in a decline in securities value.
Operational Lower-carbon technology & Increased investment costs due to shifts toward
infrastructure environmentally friendly technology and
infrastructure.
ESG Knowledge Gap Increased costs for employee training/certification
and hiring expertise.
Liquidity Regulations related to 1. Decline in HQLA due to changes in market value
prudential principles limiting based on market risk assessment.
funding sources from the 2. Corporate debtor fund withdrawals for carbon
money market costs / investment capital expenditure.
3. Decline in cash inflow in line with projected
increase in credit risk NPF.
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CLIMATE-RELATED RISKS AND OPPORTUNITIES
Climate Risk
Risk Type Key Driver Potential Financial Impact
Factor
Physical Credit Acute Physical Risks: 1. Physical damage to customer collateral/
1. Storms property leading to increased Loss Given Default
2. Floods (LGD) and decreased customer asset value.
3. Forest Fires 2. Decline in land productivity, particularly in
agriculture and plantation sectors, resulting in
Chronic Physical Risks: reduced customer repayment capacity.
1. Temperature Increase
Operational 1. Infrastructure damage to branch offices, ATMs,
2. Rising Sea Levels
data centres, and Bank equipment.
2. Operational disruptions.
3. Leading to productivity loss.
Liquidity Increased fund withdrawals after disasters by
individual customers, MSMEs, and corporations.
Climate-Related Opportunities [S1.S.a, S2.S.a1]
As a financial institution with a unique Sharia-based proposition in sustainable finance, BSI views
climate change not only as a risk but also as an opportunity to create balanced economic, social, and
environmental value. These opportunities are aligned with BSI’s efforts to support the transition toward
a low-carbon economy based on Maqashid Sharia in creating long-term value. The climate-related
opportunities identified by BSI include resource efficiency, energy sources, products/services, markets,
and resilience.
Opportunity Type Climate-Related Opportunities Potential Financial Impact
Resource Efficiency 1. Reduction in water and energy usage through Reduces operational costs through
2 Green Building units and Green Business resource efficiency.
Culture.
2. Reduction in paper usage through E-Doc and
use of recycled paper.
Energy Source Use of 144 electric vehicles to support operational Reduces the impact of future
activities. increases in fossil fuel prices.
Products and Services Sustainability Sukuk, and ESG Mutual Fund. Increases revenue through low-
emission products and services.
Markets Access to new markets through low-emission Increases revenue through access
products and services. to new markets.
Resilience The use of 8 solar panel units at the Company’s Reduces electricity usage costs.
operational facilities and 3 solar panel units in BSI
assisted villages to generate electricity.
Investment, Funding, and Resource Implications [S2.S.d3]
To address climate-related risks and opportunities, BSI allocates financial and non-financial resources
progressively, including:
•• development of sustainable funding instruments, including sustainable sukuk;
•• capital expenditures for green infrastructure and low-carbon operational technologies;
•• human capital investments through ESG and climate-risk training programs.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
CLIMATE RISK MANAGEMENT & SCENARIO ANALYSIS
Mitigation of BSI’s Climate Risk Impacts through Climate Risk Management and Scenario Analysis
(CRMS) [S1.S.f, S2.S.e1, S2.S.e2, S2.S.e3]
BSI participated again in the Climate Risk Management and Scenario Analysis (CRMS) Pilot Project
in 2025. In the previous year, BSI used 51.63% of its total portfolio, whereas in 2025, BSI used 100% of
its total portfolio in the Pilot Project. This participation was based on SEOJK No. S-37/D.03/2024 dated
November 4, 2024 concerning the Implementation of the Advanced Phase of CRMS Reporting by All
Commercial Banks in 2025 and SEOJK No. S-79/PB.01/2025 dated May 28, 2025 concerning the Update of
Macroeconomic Data for CRMS Book 4 and the Extension of the 2025 CRMS Reporting Deadline.
The implementation of CRMS refers to the guidelines issued by the Financial Services Authority (Otoritas
Jasa Keuangan/OJK). The implementation is carried out in stages by considering infrastructure readiness
and compliance with external regulations. In implementing CRMS, BSI conducts Climate Risk Stress
Testing (CRST), which is a comprehensive process to evaluate the extent to which risks related to climate
change may affect the Bank’s financial performance, strategy, governance, and risk management
framework.
Scope of Scenario Analysis [S2.S.e3, S2.S.e4, S2.S.e5]
The analysis conducted by BSI includes the evaluation of the impacts of climate change on credit risk,
market risk, liquidity risk, and operational risk in the short term (1 year), medium term (3 years), and long
term (up to 2050), as follows:
Risk Time Market Operational Liquidity
Exposure Condition Projection Credit Risk
Category Horizon Risk Risk Risk
Baseline
Short 3 Years Productive Financing Qualitative Qualitative
Term (2025–2027) (including MSMEs) Analysis Analysis
Stress
Transition Risk
Net Zero
Indonesia
2050
30 Years
Long Delayed Productive Financing
(2030, 2040,
Term Transition (including MSMEs)
2050)
Debt
Current
Securities
Policies
Baseline
Forest Productive Financing Qualitative Qualitative
1 Year (2025)
Physical Risk
Fire (including MSMEs) Analysis Analysis
Stress
Indonesia
Property Ownership
Baseline
Financing Qualitative Qualitative
Flood 1 Year (2025)
Analysis Analysis
Stress
Based on the results of the CRMS implementation, BSI has developed a climate scenario analysis that
considers two main risk categories, namely Transition Risk and Physical Risk, in the context of operations
in Indonesia.
For Transition Risk, BSI conducts analysis in the short and medium term (2025–2027) as well as the long
term (2030, 2040, and 2050). Transition Risk affects other bank risks, including credit risk, market risk,
operational risk, and liquidity risk. Credit risk may increase due to a rise in the Probability of Default
(PD) in the productive financing portfolio, including MSMEs. This may lead to an increase in Allowance
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
for Impairment Losses (CKPN) as an anticipatory The selection of these three scenarios is aligned
measure against declining credit quality and with common practices in other countries as well
the potential increase in Non-Performing Loans as Indonesia’s policy direction for transition and
(NPL) when customers fail to adapt to the green emission reduction targets.
economic transition.
Market risk may increase due to shifts in interest
rates that affect the decline in asset quality buckets Too little, too late
Disorderly
or credit ratings resulting from macroeconomic
Low Transition risk High
changes. Operational risk may increase due
Delayed
to rising Operating Expenditure (OpEx) and Transition
operational costs resulting from higher energy
and utility costs during the transition toward a Net Zero
low-carbon economy. Liquidity risk may increase 2050 (1.5ºC) Current
Policies
due to a decline in High Quality Liquid Assets
Orderly Hot house world
(HQLA) resulting from a decrease in the value of
corporate and government securities with high
Low Physical risk High
carbon exposure.
For Physical Risk, BSI conducts analysis only for 1. Current Policies: Assumes current climate policies
the long term, specifically 2050, in accordance remain unchanged, resulting in high physical
risks with global temperature increases above
with CRMS. Not only Transition Risk affects bank
1.5°C or 2°C, while transition risks remain low due
risks, but Physical Risk also impacts credit risk,
to minimal changes in policy and technology.
operational risk, and liquidity risk.
2. Delayed Transition: Assumes emission reductions
Credit risk may increase by considering the do not occur until 2030. However, stricter policies
impact of disaster events with a relatively high will be implemented afterward to limit global
level of severity that cause damage to the physical warming below 2°C and control CO₂ emissions.
assets of debtors. In addition, such disasters may 3. Net Zero 2050: Assumes aggressive measures
reduce the productivity of debtors’ business are taken to achieve net zero emission targets
activities. Operational risk may increase because by 2050, with strict policies and rapid economic
disaster events may directly or indirectly affect the transformation to limit global temperature
Bank’s assets and operational activities, thereby increases below 1.5°C.
generating additional costs that must be incurred
by the Bank. Liquidity risk may increase because
climate change may affect customers’ deposit
withdrawals and credit demand during natural
disasters. In conducting the CRST calculation, BSI used
macroeconomic data and projections released
Scenario Design and Analysis by the Financial Services Authority (Otoritas Jasa
Climate Risk Stress Testing (CRST) is conducted Keuangan/OJK) in June 2025. These data and
to assess the Bank’s resilience to climate change, projections were used as the primary reference
including transition risk and physical risk. Climate in the calculation. The macroeconomic indicators
risks may directly affect financial risks, including used by BSI include Gross Domestic Product
BSI’s credit, market, operational, and liquidity risks. (GDP), Foreign Exchange Rate (FX Rate), Oil Price,
The scenarios used by BSI follow the guidance Inflation, and Carbon Price.
provided by OJK in the CRMS Book, namely the
Network for Greening the Financial System (NGFS)
Phase 4, with transition specifications such as Net
Zero 2050 (orderly transition pathway), Delayed
Transition (disorderly transition pathway), and
Current Policies (hot house transition pathway).
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06 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
GDP FX Rate
6.00 16,500.00
5.00 16,000.00
15,500.00
4.00 14,500.00
3.00 14,000.00
2.00 13,500.00
13,000.00
1.00
12,500.00
- 12,000.00
01/01/2026
01/01/2027
01/01/2029
01/01/2030
01/01/2031
01/01/2032
01/01/2033
01/01/2034
01/01/2035
01/01/2036
01/01/2037
01/01/2038
01/01/2039
01/01/2040
01/01/2041
01/01/2042
01/01/2043
01/01/2044
01/01/2045
01/01/2046
01/01/2047
01/01/2048
01/01/2049
01/01/2050
01/01/2025
01/01/2028
01/01/2025
01/01/2026
01/01/2027
01/01/2028
01/01/2029
01/01/2030
01/01/2031
01/01/2032
01/01/2033
01/01/2034
01/01/2035
01/01/2036
01/01/2038
01/01/2039
01/01/2040
01/01/2041
01/01/2042
01/01/2043
01/01/2044
01/01/2045
01/01/2046
01/01/2047
01/01/2048
01/01/2049
Current Policies Net Zero 2050 Delayed Transition Current Policies Net Zero 2050 Delayed Transition
Oil Price Inflation
800.00 2.50
700.00
2.00
600.00
500.00 1.50
400.00
300.00 1.00
200.00
0.50
100.00
- -
01/01/2026
01/01/2027
01/01/2029
01/01/2030
01/01/2031
01/01/2032
01/01/2033
01/01/2034
01/01/2035
01/01/2036
01/01/2037
01/01/2038
01/01/2039
01/01/2040
01/01/2041
01/01/2042
01/01/2043
01/01/2044
01/01/2045
01/01/2046
01/01/2047
01/01/2048
01/01/2049
01/01/2050
01/01/2025
01/01/2028
01/01/2025
01/01/2026
01/01/2027
01/01/2028
01/01/2029
01/01/2030
01/01/2031
01/01/2032
01/01/2033
01/01/2034
01/01/2035
01/01/2036
01/01/2038
01/01/2039
01/01/2040
01/01/2041
01/01/2042
01/01/2043
01/01/2044
01/01/2045
01/01/2046
01/01/2047
01/01/2048
01/01/2049
Current Policies Net Zero 2050 Delayed Transition Current Policies Net Zero 2050 Delayed Transition
Carbon Price 2024 version
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
-
2024 2026 2028 2030 2032 2034 2036 2038 2040 2042 2044 2046 2048 2050
Current Policies v2024 Delayed Transition v2024 Net Zero 2050 v2024
Scenario Calculation Approach Implemented by BSI [S2.S.b2]
The calculation approach implemented by BSI refers to OJK’s scenarios in estimating the impact of
climate and environmental changes on the Bank’s financial risks. The following outlines the scenario
calculation approach implemented by BSI based on OJK’s scenarios.
Risk Type OJK Scenario Calculation Approach
Credit Divides climate risk into two risk 1. Transition risk: Expected credit loss (CKPN) calculation is
factors, namely transition risk based on shifts in Probability of Default (PD) according to
and physical risk. In addition, the defined scenarios, which are divided into short-term
OJK provides several scenario scenarios (3-year projection) and long-term scenarios (30-
references that can be considered year projection).
from NGFS Phase 4. 2. Physical risk: Expected credit loss (CKPN) calculation is
based on shifts in Loss Given Default (LGD), taking into
account fire and flood risks for a 1-year projection.
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Risk Type OJK Scenario Calculation Approach
Market Interest rate shifts resulting 1. Yield curve calculation based on changes in benchmark
from transition risks and stress interest rates in accordance with NGFS and OJK
assumptions, namely a decline scenario references, which are then considered in RTFB
in asset quality/credit rating. calculations. These changes impact the value of General
Assessment is conducted on capital Interest Rate Risk Sensitivity (GIRR) and CSR Sensitivity
adequacy (RTFB) with coverage of (Non-Securitization).
government and corporate bond 2. Increased risk weight due to rating bucket deterioration,
obligations in rupiah currency. which may affect CSR Sensitivity (Non-Securitization),
Credit Valuation Adjustment (CVA), and Default Risk
Capital (DRC).
Operational Provides several scenario 1. Occurrence of floods and fires that may directly or
references that can be considered. indirectly affect the Bank’s asset value and operational
activities, resulting in additional costs.
2. Operational risk calculation based on costs incurred in
Bank operational assets (branch offices and machines) if
a disaster occurs.
3. Projection of potential costs based on historical data.
Liquidity Provides several scenario 1. Increase in cash outflows due to debtor withdrawals
references that can be considered. caused by natural disasters (physical risk).
2. Changes in macroeconomic yield curves, increase in NPL
in credit risk, and corporate deposit withdrawals (transition
risk).
In accordance with the scenarios adopted by OJK, BSI assesses transition risk on PD and analyzes its
impact on ECL. In addition, BSI assesses physical risk on LGD and analyzes its impact on ECL. The following
presents the framework used by BSI for calculating the climate scenarios.
Carbon Tax Impact
Financial Modelling and Scaling Forward-
Data Preparation Calculation on Quantity (Q)
KMV PD Calculation Looking PD and ECL
and Price (P)
Debtor-level Financial
Report Data (Revenue,
Expenses, Assets, Debt, …) Stressed Financial
Metrics Example:
Revenue, COGS, CAPEX,
Debt, etc.
Company-level Climate
Data Scenario Simulation
GHG Emissions (Scope 1, 2
Transition
and 3) Risk Assessment and
Risk
Calibration:
PD Stress
•• Distance-to-Default
•• Changes in PD
Climate Scenario Data
Obtained from NGFS
and adjusted to OJK
requirements (e.g., NDC CKPN Stress
growth rate, reduction
targets, carbon price,
macroeconomic variables,
etc.)
The measurement of transition risk impacts is conducted by calculating simulations of the effects of
transition risk variables, such as carbon emissions and carbon price, on customers’ financial conditions.
Changes in variables such as carbon emissions and carbon price may result in a decline in customers’
repayment capacity and affect customers’ PD under each scenario. The impact of transition risk variables
will vary across different customer business sectors.
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Flood — Mortgage
Portfolio
Property location (city/
regency), property value at
liquidation Loss Calculation
Scenario Simulation Applying collateral damage Stressed LGD
ratio and revitalization costs
Physical
Forest Fire — Agriculture in high risk areas
Risk
Collateral location (city/
regency), land area, Stressed Expected Credit
collateral value Loss (ECL) and Risk-
Weighted Assets (RWA)
The measurement of physical risk impacts is conducted in accordance with OJK guidelines, namely by
analyzing the impact of flood disasters assumed to occur in Mortgage Financing (KPR) and the impact
of fires assumed to occur in financing for the Agriculture, Forestry, and Fisheries sectors. The impact of
physical risk is assumed to increase the Loss Given Default (LGD) of affected customers. In conducting
CRMS, BSI uses data from the Indonesian Disaster Risk Index (Indeks Risiko Bencana Indonesia/IRBI) to
identify high-risk areas.
Results of Climate Scenario Analysis [S1.S.c, S2.S.b1, S2.S.f1, S2.MT.d1]
BSI has conducted a climate scenario analysis covering priority and non-priority sectors, representing
a total financing coverage of 100%. Priority sectors are those that contribute to accelerating the
transition toward a low-carbon economy in Indonesia’s Nationally Determined Contributions (NDC). The
Government of Indonesia has identified five main greenhouse gas (GHG) emission reduction sectors in
line with the NDC targets, namely Energy, Waste Management, Industrial Processes and Product Use
(IPPU), Agriculture, and Forestry.
Aligned with these sectors, priority sectors have been identified as those with the highest GHG emission
intensity. These sectors are included in the scope of portfolio analysis in the 2025 CRST, namely: (1)
Agriculture, Forestry, and Fisheries; (2) Mining and Quarrying; (3) Electricity, Gas, Steam/Hot Water, and
Air Conditioning Supply; (4) Construction; (5) Transportation and Warehousing; (6) Manufacturing; and (7)
Consumer Financing for Property Ownership. In addition, BSI conducts scenario analysis for non-priority
sectors, namely Productive Sectors other than Sectors 1–6 and Consumer Sectors other than Sector 7. The
following presents the percentage for each sector used in the scenario analysis:
Agriculture, Forestry, and Fisheries
1.1%
8.8% Mining and Quarrying
2.3%
Electricity, Gas, Steam/Hot Water
Supply and Air Conditioning
29. 9% 6.6% Construction
Productive Sector
excluding Sectors 1 to 6 Transportation and Warehousing
2.9%
4.9% Processing Industry
20.4%
23.1%
Consumer Financing for Property
Consumptive Sector Ownership
excluding Sector 7
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Based on the results of the climate scenario analysis on transition risk, the impact of climate risk on BSI’s
portfolio is not yet significantly evident in the short and medium term, under both baseline and stress
conditions. From a provisioning perspective, there is an increase in the Allowance for Impairment Losses
(CKPN) that BSI needs to set aside to anticipate potential increases in credit risk in line with financing
growth. The following presents the projected NPF Ratio and CKPN in the short and medium term.
NPF Ratio
Percentage
Baseline Stress
2.50%
2.02%
1.93%
2.00%
1.90% 1.96%
1.50%
1.00%
0.50%
0.00%
2024 2025 2026 2027
CKPN Cost
Rp Billion
Baseline Stress
12,000 11,695
11,672
11,000 10,777
10,291
10,231 10,710
10,000 10,291
10,072
9,000
2024 2025 2026 2027
Based on the results of the climate scenario analysis, there is an impact of climate risk on BSI’s portfolio
in the long term across all scenarios, although the impact is not yet significantly evident. This is primarily
influenced by macroeconomic conditions projected to remain relatively favorable across most scenarios.
On the other hand, some BSI customers have financial structures that are not sufficiently strong, which
in the long term may affect their ability to meet obligations to the Bank. The following presents the
projected NPF Ratio and CKPN in the long term.
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NPF Ratio
Net Zero Delayed Current Policies Percentage
2.50%
2.45%
2.45% 2.45%
2.45%
2.45%
2.44%
2.44%
2.40%
2.37%
2.37%
2.37%
2.35%
2030 2035 2040 2045 2050
CKPN Cost
Net Zero Delayed Current Policies Rp Billion
12,000
11,656
10,898 11,040
11,000
11,029
10,239 10,745
10,718
10,000 10,238
10,238
9,000
2030 2035 2040 2045 2050
BSI’s highest NPF is projected to occur in 2040 Bank’s operational costs. Based on the results of
and 2050 at 2.45%. In addition to the impact of the CRST analysis, the impact of physical risk is not
climate risk, this condition is primarily driven by highly significant on the decline in asset value or
movements in economic factors and the condition Bank offices. This is because most bank branch
of financing customers whose financial structures, offices are leased assets, so losses resulting from
as of December 2024, were already in a condition impairment become the responsibility of the asset
requiring special attention. owner or insurance company.
In addition to the impacts of transition climate
risk factors, BSI has conducted climate scenario
analysis based on physical climate risk factors. The
impact of these risk factors may affect the decline
in the value of the Bank’s assets and increase the
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
BSI’S STRATEGY IN ADDRESSING CLIMATE-RELATED RISKS AND OPPORTUNITIES
[S1.S.d, S2.S.c1, S2.S.c2, S2.S.c3, S2.S.c4, S2.MT.e1]
In managing climate-related risks and opportunities, BSI has developed Strategic Planning Risk
Management as an effort to mitigate and adapt to climate change. This strategy is designed to anticipate
impacts on business models and value chains; decision-making strategies; and financial position, financial
performance, and cash flows. Through this Strategic Planning Risk Management, BSI anticipates impacts
on financial indicators such as the Capital Adequacy Ratio (CAR), Operating Expenditure (OpEx), Capital
Expenditure (CapEx), assets, and liabilities.
Strategic Planning Risk Management Financial Impact
[S1.S.d, S2.S.c1, S2.S.c2]
1. Establishment of a Risk Management framework 1. - CAR: Increase in provisioning expenses
that considers ESG aspects. (CKPN) due to customer loan default at the
2. Formulation of policies supporting sustainable Bank and decline in bond rating.
financing distribution. 2. + OpEx: Cost increase due to investment on
3. Establishment of financing portfolio management human capital & green equipment.
strategies in stages, including: 3. + CapEx: Cost increase due to investment in
a. Implementation of limit for brown sector. green technology & green infrastructure.
b. Increase in financing in low-carbon segments 4. + Assets: Increase in Bank value will impact
aligned with the Bank’s strategy. increase in assets.
4. Measurement and analysis of climate risks through 5. - Assets: Stranded Assets
CRMS periodically. 6. - Liabilities: Changes in climate policy that
5. Investment in Government and Corporate securities are not responded by the Bank and changes
focused on environmentally friendly sectors. in customer behaviour will impact the de-
6. Increase in green fund, including through issuance cline in funding portfolio.
of sustainable sukuk.
7. Investment in sustainable technology and
infrastructure.
8. Risk transfer through insurance for losses due to
physical risk (flood and fire).
9. Relocation of branch offices/ATMs located in flood-
prone areas.
The determination of Strategic Planning Risk Management is based on considerations of climate-related
risks and opportunities. In addition, BSI has developed an action plan to strengthen business resilience
in addressing climate challenges based on the results of the CRMS reported to the Financial Services
Authority (Otoritas Jasa Keuangan/OJK). This action plan is not only designed as a form of risk mitigation
but also as a measure to capture opportunities in the transition toward a low-carbon economy.
The first action plan is to establish a financing portfolio management strategy in line with the results
of the sensitivity analysis. This strategic plan is implemented through the management of financing
portfolios in sectors with high sensitivity to climate risk toward green and low-carbon sectors. Currently,
BSI has established limits on sectors that generate high carbon emissions (brown sectors), such as coal,
the oil and gas industry, and oil and gas mining.
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STRENGTHENING BSI’S GOVERNANCE ON
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The second action plan is to invest in risk measurement, and the increasing need for
government securities or corporate securities in data at portfolio and industry levels, the Company
environmentally friendly sectors. This strategic continues to enhance the quality, coverage, and
plan aims to strengthen asset quality and build consistency of the data used.
overall portfolio resilience. The third action plan
is to ensure liquidity adequacy by placing funds The Company continuously strengthens its data
in high-quality liquid assets and increasing fund infrastructure, measurement methodologies, and
collection with low run-off rates in accordance data collection and validation processes to support
with Liquidity Coverage Ratio (LCR) components more comprehensive and reliable disclosures.
and through the issuance of sustainable sukuk. These improvement efforts include enhancing
Overall, the CRMS results indicate that the Bank’s historical data availability, refining scenario
capital remains above the regulatory threshold; analysis parameters, and improving financial
therefore, no specific action plan related to capital impact measurement models in line with evolving
is required. international practices and standards.
ENHANCEMENT OF QUANTITATIVE
DATA FOR CLIMATE-RELATED RISKS
AND OPPORTUNITIES [S2.S.d4]
In conducting the identification, measurement,
and analysis of climate-related risks and
opportunities, the Company has utilised available
quantitative data, relevant assumptions, and
parameters as the basis of its analysis. However,
in view of the dynamic nature of climate change,
the evolving global methodologies for climate
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
RISK MANAGEMENT
RISK MANAGEMENT FRAMEWORK [S1.RM.d, S2.RM.c1]
BSI continuously strengthens its governance and risk management foundation as a pillar
of business sustainability in carrying out its role as a financial institution that is resilient to
sustainability-related risks and opportunities, including climate. This is realized through the
development of a risk management framework that is adaptive, measurable, and aligned with
the dynamics of the banking industry. Strengthening risk control capacity is implemented in an
integrated manner across all organizational lines, ensuring that the Bank’s business activities
remain within the corridor of prudential principles in responding to macroeconomic changes,
including sustainability-related risks and opportunities, including climate.
BSI has implemented effective risk management in accordance with Law No. 4 of 2023
concerning the Development and Strengthening of the Financial Sector and POJK No. 42
of 2024 concerning the Implementation of Risk Management for Financing Institutions. BSI
has applied governance principles that include transparency, accountability, responsibility,
independence, and fairness. In addition, BSI monitors developments in industry dynamics to
ensure the continued relevance of good governance implementation.
In implementing risk management, BSI optimizes all complementary organizational functions
to create effective controls. Furthermore, the optimization of these functions supports the
integration of information used for reporting and decision-making. BSI implements effective
risk management through active oversight by the Board of Commissioners, Board of Directors,
and Sharia Supervisory Board; adequacy of risk policies, procedures, and limits; adequacy of risk
identification, measurement, monitoring, and control processes as well as risk management
information systems; and a comprehensive internal control system. The following presents BSI’s
risk management organizational structure.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
Board of Commissioners, Board of Directors, and Sharia Supervisory Board
Risk Management Pillar
Active Oversight by the Adequacy of Risk
Board of Commissioners, Adequacy of Policies, Management Processes Comprehensive Internal
Board of Directors, and Procedures, and Limits and Risk Management Control System
Sharia Supervisory Board Information Systems
Board of Commissioners & WORK UNITS
Sharia Supervisory Board (Identification, Independent
Board of Directors Committee
Committee Supervisory Measurement, Monitoring, Assurance
Function and Control)
Risk Monitoring Risk Management Business Risk Management Work
Committee Committee Committee Unit (SKMR)
Remuneration & Compliance
Credit Risk Financing
Nomination Committee Risk
Committee
Profit Sharing
BSI
Market Risk
Risk
Operational Work Unit
Audit Committee (Risk-Taking Unit)
Liquidity Risk Investment Internal Audit
Risk Asset and
Liability
Committee
Sharia Committee Operational Ris
Legal Risk Emerging Risk
(Climate Risk)
Policy & Internal Audit Work
Procedure Unit (SKAI)
Strategic Risk Committee
Integration of Climate-Related Risks into the Enterprise Risk Management System [S1.RM.d, S2.RM.c1]
Credit Compliance
Market Profit Sharing
Risk Tolerance
Risk Appetite
Risk Capacity
Liquidity Investment
Climate Risk Profile
Operational
Legal Emerging Risk
(Climate Risk)
Strategic
Financing Portfolio Guidelines
Climate Risk Policy
Exclusion List
Business Procedure Standards
Climate Risk Review
Review, Monitoring, and Evaluation of Financing
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CLIMATE-RELATED RISKS AND OPPORTUNITIES
CLIMATE RISK IN RISK MANAGEMENT POLICY [S1.RM.a, S2.RM.a3, S2.RM.a4]
Amid economic dynamics and the development of global climate issues, BSI continues to maintain the
relevance of its initiatives through the strengthening of a future-oriented Islamic economy. One of the
measures undertaken by BSI is the implementation of risk management for emerging risks within the
Bank’s Risk Management Policy.
Emerging risk refers to newly developing risks with limited historical data that have the potential
to significantly affect the Bank’s business continuity. One of the emerging risks identified by BSI is
Environmental, Social, and Governance (ESG) risk. Within these risks are physical and transition risks
associated with climate risk. Through this approach, BSI manages climate risk that affects the Bank’s
capital, incorporating principles of risk identification, risk measurement, risk monitoring, risk control, risk
communication, risk-taking review, strategic implementation and business planning, implementation
of risk culture, and application of risk tolerance. The following presents the integration of Enterprise Risk
Management, which includes emerging risks in the form of climate risk.
Integrated Enterprise Risk Management
Strategic Implementation &
Business Plan
Risk-Taking Risk Culture
Business Process Review Implementation Capital
Managing Managing
Risk Risk Risk Tolerance Risk
Through Communication Determination
Front Middle Back Through Regulatory
End End End Operation Capital
Capital
Risk Control
Risk
Risk Identification
Monitoring
Risk Measurement
Covers 10 Types of Islamic Bank Risks including Emerging Risks (among others: climate risk, cyber risk).
Fundamental Enabler
Organization & Human Capital Culture Data & System Tools & Methodology
RISK IDENTIFICATION, MEASUREMENT, MONITORING, CONTROL, AND RISK
MANAGEMENT INFORMATION SYSTEM [S1.RM.a, S1.RM.b, S1.RM.c, S2.RM.a1, S2.RM.a3, S2.RM.a5]
The internal and external banking environment continues to develop rapidly. This has increased the
complexity of BSI’s business activity risks, thereby requiring the implementation of adequate risk
management. BSI continues to expand its business both organically and non-organically to realize its
vision. Organic and non-organic growth creates risks for the Bank’s conglomeration, thus requiring
effective integrated risk management. Effective and adequate Risk Management Policies can support
optimal business growth while upholding prudential principles. BSI periodically evaluates its Risk
Management Policy in line with developments in the Bank’s internal and external environment. One of
the developments in the Bank’s external environment is climate change.
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Currently, BSI has implemented risk identification, of risk measurement models/methods. Such
measurement, monitoring, control, and risk validation is carried out by the internal audit
management information systems, including function and/or other work units independent
emerging risks. One of these emerging risks from the units applying the risk measurement
is climate risk. The following outlines BSI’s models/methods.
implementation of such risk management •• The Bank periodically or as necessary evaluates
practices. the risk measurement system to ensure the
appropriateness of assumptions, accuracy,
Risk Identification fairness and integrity of data, and procedures
•• The Bank identifies the characteristics of used to measure risk.
risks inherent in all Bank activities, including •• The Bank conducts stress testing and
emerging risks (including climate risk). periodically reviews the results of stress testing
•• The Bank identifies risks arising from the to take appropriate actions when projected
Bank’s products and business activities. conditions exceed acceptable tolerance levels.
•• The Bank periodically identifies all risks, The results of stress testing and reviews serve
including Sharia risk. as inputs in establishing or modifying the
•• The Bank develops methods or systems to Bank’s risk policies and limits. In addition,
conduct risk identification processes for all the Bank has conducted Climate Risk Stress
products and business activities. Testing (CRST) to assess BSI’s preparedness in
•• The Bank identifies risks by ensuring that addressing climate risk.
risks arising from new products and business
activities have undergone appropriate risk Risk Monitoring
management implementation before such •• The Bank evaluates risk exposure through
products or activities are launched. monitoring and reporting of material risks or
risks that affect the Bank’s capital condition.
Risk Measurement •• The Bank adjusts reporting processes in the
•• The Bank periodically evaluates the event of material changes in business activities,
appropriateness of assumptions, data products, transactions, risk factors, information
sources, and procedures used to measure risk. technology, and the Bank’s risk management
Evaluations are conducted at least quarterly or information systems.
at any time, adjusted to the Bank’s business •• The Bank establishes risk monitoring systems
developments and external conditions that and procedures, including monitoring the level
directly affect the Bank’s condition. of risk exposure, risk tolerance, compliance
•• The Bank conducts periodic risk measurement with internal risk limits, stress testing results,
for products, portfolios, and all Bank business and consistency of implementation with
activities. established policies and procedures.
•• The Bank adjusts its risk measurement system •• The Bank prepares backup systems and
in the event of changes in business activities, effective procedures to prevent disruptions in
products, transactions, or material risk factors the risk monitoring process and periodically
that may affect the Bank’s financial condition. checks and reassesses such backup systems.
•• The Bank conducts both quantitative and •• The Bank monitors the consistency of
qualitative risk measurements using models/ risk management implementation with
methods established by regulators and/or established policies and procedures.
developed by the Bank. •• Each work unit is responsible for monitoring
•• The Bank applies risk measurement models/ risk exposure within its respective unit.
methods in alignment with data reporting
systems required by Bank Indonesia and/or Risk Control
the Financial Services Authority (Otoritas Jasa •• The Bank establishes an adequate risk control
Keuangan/OJK). system in accordance with established policies
•• The Bank conducts validation to address and procedures.
potential weaknesses arising from the use
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•• The Bank’s risk control process is adjusted to The Company continuously enhances the quality
risk exposure, the level of risk to be assumed, and coverage of data, including improving the
risk tolerance, and Sharia principles. granularity of operational and industry sector
data, to support the accuracy of risk measurement
Risk Management Information System and decision-making processes. Data validation
The Bank develops a risk management information and quality control processes are performed
system that includes reports or information such periodically as part of strengthening the
as: Company’s risk management framework.
•• Risk exposure, both quantitative and
qualitative, on a composite basis, by risk type,
and by functional activity type; INTEGRATION OF CLIMATE RISK INTO
•• Compliance with policies and procedures as BANK RISKS [S1.RM.d, S2.RM.a4, S2.RM.c1]
well as established limits;
•• Realization of risk management Climate risk is one of the emerging risks identified
implementation compared with established by BSI. The CRMS conducted in 2025 indicates
targets. that climate risk affects other bank risks, including
credit risk, market risk, operational risk, and
liquidity risk. The climate risk management
USE OF INPUTS, PARAMETERS, AND process is managed in an integrated manner
CLIMATE SCENARIO ANALYSIS [S2.RM.a2] within the Bank’s risk management system.
This process begins with the identification of
In conducting the identification and assessment of climate risk; the measurement of climate risk by
climate-related risks, the Company utilises various establishing several metrics related to physical
inputs, parameters, and relevant data sources to and transition risks; the assessment of the
support comprehensive risk analysis. The data financial impact of climate risk on the Bank; and
used includes internal Company information, the evaluation of climate risk impacts, followed by
financing portfolio data, customer industry sector the development of strategic measures required
characteristics, and relevant external references, to manage such impacts. The following presents
including scientific publications, global climate the integration of climate risk into other bank
change scenarios, and evolving international risks, including the types of climate risk, impacts,
practices. and risk management measures.
Climate Risk Factors Impact Risk Management
Transition Risk Transition risks also have a significant impact on 1. Establishment of a risk
Risks arising from changes banking risks, including: management framework that
in government policy considers LST/ESG aspects.
direction, technological 1. Credit Risk 2. Establishment of financing
advancements, and social •• Changes in regulatory policies by the portfolio management
dynamics as the global government/authorities that are more stringent, strategies by considering LST
economy shifts toward a such as regulations on carbon emissions, carbon aspects through portfolio
low-carbon economy. tax, and technological transition, may affect guidelines.
customers’ financial performance and their 3. Gradual reduction of
ability to repay the Bank, particularly customers financing distribution limits
whose businesses are sensitive to extreme to customers whose business
climate events or changes in climate policies. sectors generate high carbon
•• Changes in consumer preferences that prioritize emissions.
ESG aspects may lead to a decline in customer 4. Formulation of policies that
revenue and ultimately increase the risk of support financing distribution
default for customers who are unable to adjust toward green financing.
their business plans to transition policies and
technological changes toward green practices.
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CLIMATE-RELATED RISKS AND OPPORTUNITIES
Climate Risk Factors Impact Risk Management
2. Market Risk 5. Measurement and analysis of
•• Exchange rate increases caused by changes in climate risks through Climate
climate policies, thereby affecting the Bank’s Net Risk Stress Test (CRST).
Open Position (NOP). 6. Investment in government
•• Changes in customer behavior shifting toward securities and corporate
environmentally friendly and sustainable securities in environmentally
products may potentially result in a decline in friendly sectors.
demand for non-sustainable securities, leading 7. Increase in funding through
to a decrease in the value of such securities. the collection of third-party
•• Interest rate increases or changes in other funds with low run-off rates
macroeconomic assumptions based on in accordance with LCR
NGFS scenarios may lead to higher yields on components and the issuance
government and corporate securities, as well as of sustainable sukuk.
a decline in the market price of securities when 8. Investment in new sustainable
performing mark-to-market. technologies or infrastructure.
3. Liquidity Risk 9. Enhancement of employee
Transition risks impact the decline in the valuation competencies related to ESG
of High-Quality Liquid Assets (HQLA), as well as the and climate risk.
Bank’s cash outflow and cash inflow. This decline
is caused by factors such as reduced securities
valuation, increased run-off rate, and inflow rate.
4. Operational Risk
Transition risks result in potential additional costs
that must be incurred by the Bank to undertake:
•• investment in new sustainable technologies or
infrastructure;
•• employee training related to climate risk and/or
ESG;
•• recruitment of new employees to manage
climate risk;
•• implementation of sustainable financing or
funding;
•• other initiatives such as cooperation services
with third parties in climate risk management.
Physical Risk Physical risks have the potential to significantly impact
Risks resulting from the banking risks, including:
direct impact of severe
natural disasters (acute 1. Credit Risk
physical risk) and risks that Floods and land fires impact on:
are gradually affected by •• Physical damage to customer collateral/property
climate change over the resulting in a decline in collateral/property value,
long term, such as increases which leads to an increase in Loss Given Default
in sea surface temperature (LGD).
(chronic physical risk) and •• Decreased land productivity, particularly in the
changes in rainfall patterns. agriculture and plantation sectors, resulting in
reduced customer repayment capacity.
2. Liquidity Risk
Forest fires or floods may lead to unexpected fund
withdrawals, resulting in greater-than-expected
outflows.
3. Operational Risk
Floods and fires may damage bank assets such
as branch offices, ATMs, and data centres, or
disrupt overall bank operations. This will increase
the potential for losses due to reduced revenue
generated as a result of natural disasters.
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Changes in the Risk Management Process from Governance and Economic Aspects
the Previous Period [S2.RM.a6] The governance and economic aspects analyzed
The Company continuously develops and include management, technical, financial,
enhances its climate-related risk management marketing, and legal aspects.
processes in line with evolving risk measurement a. Management aspect refers to criteria related
methodologies, the dynamic nature of global to the company’s organization/management,
climate change, and increasing regulatory and including the capability and experience
stakeholder expectations. These enhancements of company management in the relevant
include strengthening the integration of climate business field.
risks into the enterprise risk management b. Technical aspect refers to criteria related to
framework, improving risk monitoring processes, production aspects, including production
and developing more comprehensive risk facilities, production capacity, business
assessment approaches. location, workforce, and raw materials.
c. Financial aspect refers to criteria related to
The Company also conducts periodic evaluations the company’s financial condition, including
of the effectiveness of its policies, procedures, profitability, liquidity, and solvency.
and controls to ensure alignment with evolving d. Marketing aspect refers to criteria related to
international best practices and applicable marketing aspects, including types of products
reporting standards. sold, marketing facilities, and distribution
channels.
e. Legal aspect refers to criteria related to the
FINANCING POLICY THAT SUPPORTS legal status of prospective/existing customers,
SUSTAINABLE BUSINESS GROWTH OF including personal legality, business licensing
CUSTOMERS [S1.RM.a, S2.RM.b1] legality, and collateral legality.
To ensure that customers’ business growth Social Aspect
remains sound and resilient, BSI views the The social aspect refers to criteria related to social
implementation of financing policies as not only aspects of the customer’s business. This includes
focused on commercial aspects but also taking into activities involving any form of forced labor or
account the long-term sustainability of customers’ exploitation of minors or violations of human
businesses. Through a structured approach rights (such as prostitution, human trafficking,
oriented toward prudential principles, BSI aims and labor smuggling).
to provide financing support that promotes
productivity, strengthens competitiveness, and Environmental Aspect
creates sustainable value for customers and the The environmental aspect refers to criteria related
economy. This policy serves as the foundation to to environmental aspects of the customer’s
ensure that every financing decision is managed business, including but not limited to business
responsibly. permits and environmental legality. The following
are examples of environmental aspects that must
In the Financing Analysis Memorandum (Nota be fulfilled by prospective/existing customers in
Analisa Pembiayaan/NAP), customers are analyzed the Palm Oil, Oil & Gas, Coal, and Manufacturing
from governance and economic aspects. The sectors in accordance with the Operational
NAP serves as a medium to propose and analyze Technical Guidelines (Petunjuk Teknis Operasional/
financing applications from prospective/existing PTO) Industry Acceptance Criteria (IAC).
customers to obtain approval from the Bank’s
Financing Committee. The following outlines the
governance, economic, social, and environmental
aspects analyzed for BSI’s prospective/existing
customers.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
Sector Criteria to be Fulfilled
Palm Oil 1. Plantation land is not located within protected forest areas
2. Has AMDAL (Environmental Impact Assessment) approval
3. Holds ISPO/RSPO certification or at minimum has a cooperation contract with an
ISPO Certification Institution
4. Minimum PROPER Blue rating
Oil & Gas 1. Has AMDAL environmental approval
2. Has a Plan of Development (POD) approved by SKK Migas
Coal Financing Policy 1. Only at the production stage (not exploration)
2. Holds a Mining Business License (IUP)
3. Has CNC (Clean and Clear) status from the relevant authority
4. Has AMDAL approval
Manufacturing Industry 1. Has AMDAL environmental approval
Financing Policy 2. Has waste management facilities
LIST OF BUSINESS SECTORS INCLUDED entities/institutions that have obtained
IN THE EXCLUSION LIST [S1.RM.a, S2.RM.b1] authorization or legal approval from the
government.
As an Islamic bank, BSI is committed to avoiding 5. Activities involving production, distribution,
and prohibiting financing that violates Sharia trade, or slaughter of pigs or other animals are
principles and fundamental Sharia values, such prohibited under Sharia.
as the principles of justice and balance (‘adl wa 6. Production or trade of alcoholic beverages.
tawazun), public benefit (maslahah), universalism 7. Activities that negatively impact UNESCO
(alamiyah), and activities involving prohibited World Heritage Sites or nationally and/or
objects, riba, maysir, gharar, risywah, bathil, or internationally protected areas.
actions that are unjust (dzalim). In addition, BSI 8. Trade in wildlife or wildlife products (such as
prohibits financing that is invalid or has incomplete ivory, horns, and shark fins).
contractual arrangements, contradicts DSN 9. Marine fishing activities using nets longer than
MUI fatwas and Sharia Supervisory Board (DPS) 2.5 km.
opinions, is speculative in nature, is intended for 10. Production or trade of radioactive materials
stock trading transactions, or involves businesses (except medical equipment and other
prohibited by government regulations. The equipment considered safe by the International
following are business activities that are avoided Finance Corporation/IFC).
and prohibited from financing:
1. Illegal logging activities, including the FINANCING APPROVAL PROCESS
production and trade of timber or other forestry FLOW [S1.RM.a, S2.RM.a1, S2.RM.a3]
products from forests that are not sustainably
managed. One form of risk management implementation
2. Activities involving any form of forced labor or includes the adequacy of procedures to support
exploitation of minors or violations of human BSI’s business operational activities. In this
rights (such as prostitution, human trafficking, regard, BSI has established Financing Business
and labor smuggling). Procedure Standards (Standar Prosedur
3. Activities involving the production, trade, Bisnis/SPB) in accordance with business
distribution, or import of weapons outside characteristics. Governance and economic,
official business entities/institutions that have social, and environmental aspects constitute key
obtained special authorization or legal approval requirements that must be fulfilled in the provision
from the government. of financing to prospective/existing customers.
4. Activities involving the production or trade The following outlines the financing process flow
of narcotics, psychotropic substances, and implemented by BSI.
addictive substances outside official business
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Financing Risk
Business Unit Technical Meeting
Assessment Unit
Financing Recovery Financing
Financing Category
Unit Operation Unit
The financing disbursement process begins when
the Business Unit determines target prospective/ OPERATIONAL RISK MANAGEMENT
existing customers and offers financing facilities. FRAMEWORK FOR CLIMATE RISK
[S1.RM.a, S1.RM.b, S2.RM.a1, S2.RM.a5]
The determination of these targets is identified
based on potential industry sectors regulated
through the Portfolio Guideline Business BSI has implemented a comprehensive and
Procedure Standards (SPB). Potential industry structured operational risk management
sectors are those that demonstrate favorable framework to manage risks inherent in its
prospects and in which BSI has experience operational activities. One of the operational risk
in managing the respective industry. When incidents identified by BSI includes natural disasters
prospective/existing customers express interest, such as fires, floods, tsunamis, earthquakes,
the Business Unit collects customer data and and others. These operational risk incidents are
information. Subsequently, the Business Unit and categorized as physical risk factors of climate risk.
the Financing Risk Assessment Unit jointly prepare BSI manages climate-related operational risks
the Financing Analysis Memorandum (Nota Analisa through stages of identification, measurement,
Pembiayaan/NAP), which covers governance and monitoring, and control, supported by Operational
economic, social, and environmental aspects. Risk Management Tools (ORM tools), including
Risk & Control Self-Assessment (RCSA), Key Risk
Before submission to the Financing Committee, Indicator (KRI), Loss Event Database (LED), Issue
the NAP is discussed in a Technical Meeting & Action Management (IAM), and Control Testing
regarding technical aspects related to legal (CT). The following presents the operational risk
aspects, Sharia aspects, and compliance with management framework using ORM Tools as
internal and external requirements. Subsequently, outlined in the Operational Risk Management
the Financing Committee meeting, supported by Control Procedure Standards (Standar Prosedur
the committee secretary, makes a decision on the Pengendalian/SPP) and the Operational Technical
financing proposal for the prospective/existing Guidelines (Petunjuk Teknis Operasional/PTO) for
customer. If the financing proposal is approved, the Operational Risk Management Tools.
Financing Operation Unit prepares the contract,
collateral binding and insurance arrangements,
and financing disbursement.
As an Islamic bank that continuously optimizes
its growth, BSI maintains its financing portfolio
through monitoring and observation activities.
This is conducted to identify at an early stage any
deviations that may result in a decline in financing
quality, enabling BSI to promptly develop action
programs to improve financing quality through
the Financing Recovery Unit.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
1
Risk & Control Self
Assessment (RCSA)
5
4 3 Inherent Residual Reporting
Issues & Action Loss Event Database Risk Risk Operational Risk
Management (IAM) (LED) Profile Report (LRPO)
2
Key Risk Indicator
(KRI)
1 RCSA 2 KRI 3 LED 4 IAM 5 REPORTING
Identification and Formulation, Recording of operational Recording issues related Effective information
measurement of implementation, and risk incidents (operational to operational risk reporting on Minimum
operational risk exposure testing of the adequacy loss). management that may Operational Risk (MRO)
(inherent risk and control). of controls applied to originate from RCSA, and operational risk
manage risk exposure. KRI, LED, CT, DMTL, other exposure, both for internal
issues, and other external and external (Regulator)
sources. purposes.
This framework begins with a proactive approach KRI status serves as a critical evaluation tool to
through RCSA. RCSA is forward-looking, where anticipate potential issues.
work units identify potential operational risks
in the future based on their core business Despite preventive and monitoring efforts,
processes. In RCSA, work units map processes, operational risk incidents may still occur. Therefore,
identify key risks and controls, and conduct the Loss Event Database (LED) functions as a tool
assessments by calculating Inherent Risk to record each incident in a reactive manner.
(IHRR), which is the multiplication of likelihood Each operational loss event must be recorded by
and impact. Subsequently, the effectiveness the work unit. Operational Risk Incident charges
of the controls is assessed (Control Score). The (Pembebanan Insiden Risiko Operasional/PIRO)
final result is the Composite Risk Score, which may only be carried out after verification and
represents the residual risk level after controls are approval by the authorized parties. These incidents
implemented. The results of the RCSA assessment are classified into seven basic types of loss events,
are then reviewed and may be adjusted by Senior one of which is damage to physical assets, which
Operational Risk (SOR) to ensure accuracy. falls under climate-related risk. Damage to
physical assets refers to losses arising from the loss
Based on the RCSA results, particularly for risks with or damage of physical assets caused by natural
Medium to High and High Inherent Risk ratings, disasters or other events.
work units then establish Key Risk Indicators
(KRI). KRIs function as an early warning system
to monitor indicators that may trigger or worsen
risk exposure. For each KRI, three threshold levels
are established, namely Green (safe condition),
Yellow (requires close monitoring), and Red (above
tolerance limits). KRI monitoring is conducted
monthly, and the results are also reviewed by SOR.
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Findings derived from RCSA, Control Testing, KRI, Currently, to continue adapting to the dynamics of
LED reports, and DMTL from internal/external climate change, BSI has established new Industry
audit results are subsequently followed up Classifications (including the KUBL sector) and
through Issue & Action Management (IAM). IAM is defined Green Financing Criteria. In addition,
a tool used to monitor and manage all issues that financing disbursed by BSI has been categorized
require follow-up actions. Work units are required based on TKBI sectors. For operational risk,
to periodically update the implementation status BSI has incorporated natural disasters into the
of corrective action plans. Operational Risk Management Control Procedure
Standards (Standar Prosedur Pengendalian/SPP).
These four main pillars (RCSA, KRI, LED, and Through these climate adaptation measures,
IAM) are then integrated and comprehensively BSI demonstrates its full support for Indonesia’s
reported in the LPRO. The LPRO serves as a commitment to the Paris Agreement, which was
central document providing a comprehensive ratified under Law No. 16 of 2016, by implementing
overview of the operational risk profile of a sustainable business practices.
work unit, which is then submitted to the Risk
Management Committee Structure (Struktur
Komite Manajemen Risiko/SKMR) responsible for
operational risk. Through this process, BSI not
only has mechanisms to identify, assess, monitor,
and record risks but also a system that ensures
all issues are followed up to completion, creating
a continuous and sustainable risk management
cycle, including climate risk.
ADAPTATION TO CLIMATE RISK
IMPACTS [S1.RM.b, S2.RM.a5]
BSI continuously strengthens its capacity and
resilience in responding to the dynamics of climate
change, including variability and extreme events.
Through strengthening processes, policies, and
risk management, BSI seeks to minimize potential
impacts and losses, ensuring that operations and
customer services remain optimally maintained
amid evolving climate challenges. As previously
explained, under the Risk Management Policy,
BSI has incorporated emerging risks related to
ESG risks, including climate risk. In addition, BSI
has established a dedicated work unit to ensure
alignment with developments in ESG risks,
including climate risk, namely the ESG Group,
established through the Board of Directors’ Decree
No. 04/239-KEP/DIR dated June 11, 2024.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
METRICS AND TARGET
OPERATIONAL EMISSIONS MANAGEMENT AND PERFORMANCE [S2.MT.b1,
S2.MT.b2, S2.MT.c1, S2.MT.c5, S2.MT.h1, S2.MT.h5, S2.MT.i3]
BSI proactively measures and monitors operational emissions as a basis for achieving its
commitment under the Sustainable Operation pillar in the Sustainability Framework, “Net Zero
Emission in Operation.” This commitment represents BSI’s support for Indonesia in achieving
the Net Zero Emission (NZE) target by 2060 or earlier. As “The First Sharia Bank in Indonesia
Implementing Digital Carbon Tracking,” BSI has calculated and monitored its operational
emissions using Digital Carbon Tracking. Digital Carbon Tracking is an application/platform
system developed to record, calculate, and monitor BSI’s carbon emissions on a bankwide
basis in units of tCO₂e. The calculation and monitoring of operational emissions demonstrate
BSI’s efforts in managing climate-related risks and opportunities.
Currently, Digital Carbon Tracking can only calculate Scope 1 and Scope 2 emissions. Scope
1 emissions are direct greenhouse gas (GHG) emissions that occur from sources owned or
controlled by the entity. At BSI, Scope 1 emissions originate from the use of fuel across all
BSI operational areas. Scope 2 emissions are indirect GHG emissions from the generation of
purchased or acquired electricity, steam, heating, or cooling consumed by the entity. At BSI,
Scope 2 emissions originate from electricity consumption across all BSI operational areas.
Further information on Digital Carbon Tracking can be accessed on BSI’s ESG Landing Page
at https://ir.bankbsi.co.id/esg/green_initiatives.html.
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Based on the results of calculations conducted in 2025, the operational emissions generated by BSI
amounted to 89,730.95 tCO₂e. The calculation of operational emissions was derived from all BSI outlets,
totaling 1,190 outlets. The following represents BSI’s operational emissions generated each year. Compared
to 2024, BSI’s operational emissions increased by 7.5%. This increase was driven by the operation of BSI
Tower and business expansion, such as the addition of outlets and ATMs. However, when viewed based
on emissions intensity per revenue, BSI’s operational emissions intensity declined, from 2.70 tCO2e/Rp
billion in 2024 to 2.55 tCO2e/Rp billion in 2025. This indicates that business expansion continues to be
accompanied by resource efficiency.
Since BSI was established in 2021 until 2025, the Company has continuously strengthened these initiatives.
Cumulatively, BSI has 2 Green Buildings, 144 electric vehicles, 13 charging stations located across the
head office and BSI outlets, 8 solar panels at BSI outlets and 3 solar panels at Desa Binaan BSI, 70 recycled
bottle vending machines operating at 133 collection points locations in the Greater Jakarta (Jabodetabek)
as well as the planting and distribution of 65,000 trees.
OPERATIONAL EMISSIONS MEASUREMENT METHODOLOGY [S1.MT.c, S2.MT.c2, S2.MT.c3]
In calculating operational emissions through Digital Carbon Tracking, BSI refers to the methodology
of the Greenhouse Gas (GHG) Protocol Corporate Accounting and Reporting Standard for greenhouse
gas emissions inventory. In addition, BSI applies the methodology of ISO 14064-1:2018 – Greenhouse Gas
Part 1: Specification with guidance at the organizational level for the quantification and reporting of
greenhouse gas emissions. This methodology integrates principles such as Relevance, Completeness,
Consistency, Transparency, and Accuracy. The following presents the equation used to calculate BSI’s
operational GHG emissions.
GHG Emissions = Operational Activity × Emission Factor × GWP
Description:
Activity: The amount of energy or fuel consumption from emission sources.
Emission Factor: A coefficient that indicates emissions per unit of activity, specific to a particular country.
GWP: Global Warming Potential, a factor used to convert various types of GHG into CO₂e.
FINANCING EMISSIONS MANAGEMENT AND PERFORMANCE [S1.MT.b, S2.MT.a2, S2.MT.c6,
S2.MT.k2]
BSI gradually measures and manages financing emissions as part of its commitment to the Sustainable
Banking pillar in the Sustainability Framework, “Unique in Sustainable Product Innovation.” This
commitment reflects BSI’s support in promoting sustainable financing and supporting the transition
toward a low-carbon economy. Financing emissions are included in Scope 3 GHG emissions. Scope 3
GHG emissions are indirect greenhouse gas emissions (not included in Scope 2 GHG emissions) that
occur within the entity’s value chain. Financing emissions represent indirect emissions arising from the
business activities of customers financed by BSI. In 2025, BSI measured financing emissions using the
2024 financing portfolio. The following presents financing emissions in priority and non-priority sectors
based on the mapping conducted under CRMS.
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STRENGTHENING BSI’S GOVERNANCE ON
CLIMATE-RELATED RISKS AND OPPORTUNITIES
Emission Intensity
Financed
Outstanding (in tCO2-eq/ trillion
Industry Sector Emissions
(in trillion Rupiah) Rupiah)
(in tCO₂-eq)
1. Agriculture, Forestry, and Fisheries 6.12 5,890,141 962,441.34
2. Mining and Quarrying 2.04 4,394,519 2,154,175.98
Electricity, Gas, Steam/Hot Water Supply
3. 6.18 3,840,453 621,432.52
and Air Conditioning
4. Construction 16.92 13,316 787.00
5. Transportation and Warehousing 6.58 189,502 28,799.70
6. Processing Industry 7.26 1,207,045 166,259.64
7. Consumer Credit for Property Ownership 0.03 3,962 132,066.67
8. Productive Sector excluding Sectors 1 to 6 17.01 613,398 36,061.02
9. Consumptive Sector excluding Sector 7 0.03 9,980 332,666.67
Grand Total 62.17 16,162,316 259,969.70
To manage these emissions, BSI has developed a framework to integrate climate-related risks and
opportunities into financing policies, processes, and portfolios. These management efforts reflect BSI’s
role in supporting the national transition toward Net Zero Emissions by 2060 or earlier. In managing
its portfolio, BSI has established limits on sectors that generate high carbon emissions (brown sectors),
such as coal, the oil and gas industry, and oil and gas mining. In addition, BSI has implemented risk
management for emerging risks (climate risk) within the Bank’s Risk Management Policy. BSI has also
incorporated governance, social, and environmental aspects into financing proposals submitted by
prospective/existing customers.
FINANCING EMISSIONS MEASUREMENT METHODOLOGY [S1.MT.b; S1.MT.c; S2.MT.a2; S2.MT.c2;
S2.MT.c3; S2.MT.c4]
In measuring financing emissions, BSI refers to internationally recognized practices and methodologies,
namely those developed by the Partnership for Carbon Accounting Financials (PCAF), to ensure the
consistency, transparency, and relevance of the emissions data generated. The calculations conducted by
BSI are based on Tier 4 data quality, which involves using proxy emission values from several companies
that already have emissions data for companies with similar characteristics that have not yet published or
calculated their emissions data. Although Tier 4 data quality is used, the calculations cover Scope 1, Scope
2, and Scope 3 (upstream and downstream) emissions of financed customers. Based on the asset classes
categorized by PCAF, BSI has conducted measurements for corporate bond and equity investment asset
classes. The following presents the equation used to calculate BSI’s financed GHG emissions.
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■ Outstanding Amountc
Financed Emissions = ∑c■ X Company Emissions
EVIC or Total Equity + Debtc
Description:
OS Amount: Financing provided to prospective/customers.
EVIC: Enterprise Value Including Cash.
Total Equity: Total equity of the prospective/customer.
Debt: Total debt of the prospective/customer.
Company Emissions: Emissions generated by the prospective/customer.
Internal Carbon Pricing [S2.MT.f1–f2]
The Company considers developments in carbon pricing mechanisms within its risk management and
business decision-making processes. The potential implementation of internal carbon pricing is evaluated
progressively, taking into account regulatory developments, market conditions, and the Company’s
internal readiness.
Carbon Credits / Offset [S2.MT.k1–k7]
The Company monitors developments in carbon credit mechanisms and offset schemes as part of its
efforts to support the transition toward a low-carbon economy. The use of such mechanisms, where
relevant, takes into account credibility, environmental integrity, and alignment with applicable standards
and regulations. At present, BSI is awaiting a DSN-MUI fatwa regarding carbon exchange transactions
in order to align BSI’s business growth with sustainability-related risks and opportunities, particularly
climate risk.
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07
07
ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABLE
PERFORMANCE
[OJK F]
This chapter presents
the tangible impact of
the Company’s efforts
in creating economic,
social, and environmental
value. Each initiative is
directed toward delivering
sustainable benefits
for society and future
generations. Through this
journey, we continue to
contribute meaningful
value for Indonesia.
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BUILDING A SUSTAINABILITY
CULTURE [OJK F.1]
To strengthen the implementation of sustainable finance, BSI continues to foster a sustainability-oriented
culture involving all employees and customers. A series of green campaigns is regularly carried out at the
head office and across branch networks nationwide. These campaigns aim to reduce the use of energy
and natural resources, minimize single-use plastics, and promote environmentally responsible habits.
Key programs under the BSI Green Campaign include:
GREEN BUSINESS CULTURE THROUGH
Electricity Savings Fuel Savings Water Savings Paper Savings Waste Reduction
1. Use electricity only 1. Use public 1. Control water flow Maximize 1. Bring and use a
as needed, such as: transportation when (water discharge) communication tumbler during
•• Not turning on possible 2. Use water through soft files
activities
lights in rooms 2. Use electric vehicles efficiently when via Microsoft Teams
2. Meeting organizers are
that are not in when possible performing in accordance with
use 3. Use vehicles wudhu the Operational encouraged to remind
•• Unplugging efficiently 3. Use a greywater Technical Guidelines invited guests to bring
electronic recycling system for File Sharing and their tumbler
devices when not for toilet flushing Collaboration and 3. Provide glasses &
in use the Operational pitchers in meeting
2. Open window Technical Guidelines rooms
curtains to maximize for the Digital Internal 4. Provide 3R (reduce,
natural lighting Correspondence
reuse, recycle) waste
during the day Application (E-Doc
sorting bins
BSI) of PT Bank Syariah
Indonesia Tbk dated 27 5. Avoid food waste/excess
September 2023 food
BSI also implements a paper-saving policy as part of its sustainability commitment. Most paper waste
comes from reports and bank correspondence. Efficiency measures include:
•• Double-sided printing and the use of reusable paper.
•• Digital processing of print requests through online applications and the Procurement Management
System.
•• Implementing E-DOC BSI to digitalize web-based correspondence.
BSI also encourages employees to use reusable eating and drinking utensils to reduce plastic waste
generated from pantry facilities.
In addition, as part of its efforts to embed sustainability principles across the organization, BSI complements
its Green Business Culture (GBC) learning program, such as webinars, ESG training modules, knowledge-
sharing forums, and thematic campaigns, by ensuring that environmental responsibility is reflected in
daily workplace practices. This approach reinforces BSI’s commitment to making eco-conscious behavior
an integral part of operational standards and organizational culture.
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ECONOMIC PERFORMANCE
COMPARISON OF PRODUCTION TARGETS AND PERFORMANCE,
PORTFOLIO, FINANCING TARGETS, INVESTMENTS, REVENUE,
AND PROFILE/LOSS [OJK F.2. IFRS S1-METRIC AND TARGET]
BSI delivered stronger financial performance in 2025 compared to 2024. The
Bank recorded higher financing, investment, margin and profit-sharing
income, and profit after tax. Growth was also reflected across key business
segments, including Retail Banking & Consumer, Wholesale Banking, and
Third-Party Funds (DPK), all of which posted positive increases throughout
2025.
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ECONOMIC PERFORMANCE
Realized Production, Investment, Revenue, and Profit & Loss
(in billions of rupiah)
2023 2024 2025 2025
Description
Realization Realization Realization Growth (YoY)
Third Party Funds 293,776 327,454 380,488 16.20 %
Financing 240,316 278,481 318,844 14.49 %
Placement with BI and SB 86,906 100,780 83,695 -16.95 %
Margin Income and Profit Sharing 22,169 25,216 28,178 11.74 %
Profit After Tax 5,704 7,006 7,568 8.02 %
MSME Financing 45,469 52,415 52,578 0.31 %
The detailed breakdown of financing under the Retail Banking & Consumer segment is presented in the
following table, illustrating portfolio performance and growth across each product category:
(in billions of rupiah)
2023 2024 2025 2025
Description
Realization Realization Realization Growth (YoY)
Retail Banking and Consumer 172,805 201,263 228,044 13.31%
SME 19,346 21,635 24,591 13.67%
Micro 22,912 27,746 27,667 -0.28%
Gold Business 7,198 12,825 22,907 78.60%
Griya 52,517 56,834 60,259 6.03%
Vehicles 4,186 5,387 6,410 18.99%
Multipurpose 51,336 59,984 68,433 14.09%
Pension 14,626 16,051 16,921 5.42%
Card 684 802 856 6.83%
The detailed of financing under the Wholesale Banking segment, covering both Corporate and
Commercial financing along with their year-to-year performance, is presented in the following table:
(in billions of rupiah)
2023 2024 2025 2025
Description
Realization Realization Realization Growth (YoY)
Corporate 52,714 58,720 70,843 11.87%
Commercial 14,797 18,498 19,957 13.25%
Total 67,511 77,218 90,800 17.59%
Furthermore, to provide a clearer overview of DPK performance, the following table outlines the annual
realization and 2025 growth across current accounts, savings, and time deposits:
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ECONOMIC PERFORMANCE
(in billions of rupiah)
2023 2024 2025 2025
Description
Realization Realization Realization Growth (YoY)
Demand Deposit 53,201 56,336 71,828 27.50%
Saving Deposits 124,726 140,534 162,628 15.72%
Wadiah Saving Deposit 47,026 55,280 63,311 14.53%
Non Wadiah Saving Deposit 77,700 85,254 99,317 16.49%
Deposit 115,848 130,584 146,033 11.83%
To provide a clearer understanding of BSI’s financing allocation, the table below outlines the financing
realization and sectoral proportions across key economic sectors throughout the reporting period:
(in billions of rupiah)
Sector 2023 % 2024 % 2025 %
Agriculture, Hunting, and Forestry 17,124 7.13 23,550 8.46 22,819 7.16%
Fishery 765 0.32 720 0.26 606 0.19%
Mining and Exploration 2,393 1.00 2,976 1.07 3,034 0.95%
Manufacturing industry 11,806 4.91 12,765 4.58 12,943 4.06%
Electricity, Gas, and Water 4,768 1.98 6,756 2.43 6,842 2.15%
Construction 19,833 8.25 18,843 6.77 17,220 5.40%
Wholesale and Retail Trade 17,484 7.28 19,747 7.09 30,649 9.61%
Provision of Accommodation, Food and 2,758 1.15 3,204 1.15
3,683 1.16%
Beverages
Transportation, Storage, and 8,346 3.47 8,647 3.11
12,280 3.85%
Communication
Financial Intermediaries 5,870 2.44 5,807 2.09 6,265 1.96%
Real Estate, Leasing, and Business 3,868 1.61 5,299 1.90
6,270 1.97%
Services
Government Administration, Defence, - 0.00 - 0.00
254 0.08%
and Mandatory Social Insurance
Education Services 4,499 1.87 4,929 1.77 5,238 1.64%
Healthcare and Social Services 6,818 2.84 9,402 3.38 11,049 3.47%
Community, Socio-Cultural, 3,315 1.38 3,732 1.34
Entertainment, and Other Individual 3,681 1.15%
Services
Personal Services of Households 160 0.07 168 0.06 148 0.05%
Activities with Unclear Boundaries 4,499 1.87 - 0.00 - 0.00%
Household 130,481 54.30 151,918 54.55 175,849 55.15%
Other Non-Business Sectors 30 0.01 19 0.01 13 0.00%
Total 240,316 100 278,481 100 318,844 100.00%
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ECONOMIC PERFORMANCE
TARGET COMPARISON AND PORTFOLIO BSI’s adoption of KKUB refers to the Technical
PERFORMANCE, FINANCING TARGETS Guidelines of POJK No. 51/POJK.03/2017 and is
OR INVESTMENTS IN FINANCIAL reinforced by several new policies issued during
INSTRUMENTS OR PROJECTS ALIGNED 2024–2025, such as the ESG Guiding Principle,
WITH SUSTAINABLE FINANCE [OJK F.3] [GRI SOP on Sustainable Finance, Exclusion List,
FS3, FS6, FS7, FS8, FS10] [FN-CB-000.A, FN-CB-000.B, FN-CB- and BSI’s participation in the Piloting of the
410A.2] [S2.MT.d3, S2.MT.e1] Indonesian Sustainable Finance Taxonomy
for green sectors. These frameworks ensure
Sustainable Finance that sustainability risk assessments, taxonomy
In line with POJK 51/2017 and SEOJK 16/2021, BSI classification, and alignment with sharia and
continues to integrate environmental, social, ESG principles are embedded into the Bank’s
and governance principles into its strategies and end-to-end financing process.
financing activities. Through its RAKB, BSI expands
financing and investment portfolios that support Portfolio expansion in sustainable sectors is
inclusive and responsible development. also supported by the growth of financing
in relevant industries such as energy,
BSI’s Sustainable Finance performance in 2025 sustainable agriculture, public services, and
focuses on: sectors contributing to economic transition.
The integration of real asset–based services
1. Financing According to Sustainable Business through the Bullion Bank further reinforces
Activity Criteria (KKUB) BSI’s sustainable portfolio, particularly in gold
In 2025, BSI further strengthened its sustainable financing, which is conservative, asset-backed,
financing implementation through a more and supports wider financial inclusion.
integrated and structured approach aligned
with the Bank’s core business strategy, In assessing financing eligibility, BSI
including the expansion of real asset–based applies green finance criteria, where every
portfolios and the application of updated ESG prospective borrower must meet the
policies. The development of products and following environmental impact assessment
services that meet the KKUB remains a key requirements:
priority within BSI’s RAKB, supporting the
transition toward a low-carbon economy.
Compliance with all
There is no pollution, and There are no complaints
There is no pollution in the applicable government
waste is managed based from residents in the
production process. regulations, such as
on regulations. business environment.
possessing a business
license.
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ECONOMIC PERFORMANCE
Once all sustainability and eligibility criteria are met, BSI proceeds with a structured set of monitoring
and evaluation activities conducted regularly. These stages include:
1. Conducting evaluation and monitoring of customer business development every three months.
2. Supervision and evaluation are conducted through various communication channels, including video
conferences, on-the-spot visits, consultant assistance, watchlist quarterly reviews, and annual reviews.
3. If the results indicate a high potential ESG risk, the Bank may conduct a review of the financing
provided.
4. If a customer is under supervision due to indications of environmental or social issues, the Bank will
provide assistance, quarterly watchlist reviews, and annual reviews.
5. The Bank also enhances internal capacity by providing training on sustainable finance awareness,
developing e-Modules, and conducting digital learning sessions on sustainable finance for Business
and Support Units.
6. In the future, the Bank plans to provide education or training programs related to ESG for debtors.
Aligned with these efforts, BSI continues to expand its portfolio of sustainability-oriented financing. The
following table presents the development of the Bank’s sustainable financing portfolio, including green
financing and social financing components:
Portfolio in Environmentally Friendly Projects
(in billions of rupiah)
Description 2023 2024 2025
Sustainable Financing Portfolio 57,704 66,499 73,922
Green Financing Portfolio 12,235 14,084 15,657
Social Financing Portfolio 45,469 52,415 58,265
To provide a clearer understanding of BSI’s sustainable financing allocation, the following table outlines
the Green Financing and Social Financing portfolios:
Financing in the Category of Sustainable Business Activities
(in billions of rupiah)
Description 2023 2024 2025
Green Financing (KUBL)
a. Renewable Energy 1,072 609 710
b. Energy Efficiency - - -
c. Pollution Prevention and Control - - -
d. Sustainable Management of Living Natural Resources and Land
4,806 6,865 5,777
Use
e. Conservation of Terrestrial and Aquatic Biodiversity - - -
f. Environmentally Friendly Transportation 47 317 948
g. Sustainable Water and Wastewater Management 94 91 91
h. Climate Change Adaptation - - -
i. Products that Reduce Resource Use and Generate Less Pollution
5,807 5,813 6,442
(Eco-Efficient)
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Description 2023 2024 2025
j. Environmentally Friendly Buildings that Meet National, Regional,
163 134 101
or International Standards or Certifications
k. Other Environmentally Friendly Business Activities 245 256 1,588
Total Green Financing (KUBL) 12,235 14,084 15,657
Social Financing (KUBS)
Total Social Financing (KUBS) 45,469 52,415 58,265
ESG Financing/Sustainable Financing (KKUB) 57,704 66,499 73,922
ESG Financing Ratio (KKUB) Sustainable Financing to Total
24.07% 23.88% 23.18%
Financing
Financing of Electric Vehicle (EV)
As part of its portfolio aligned with sustainable finance principles, BSI offers financing solutions for
electric vehicles. The details of the EV financing portfolio are presented as follows:
2023 2024 2025
Type of Vehicle In Millions In Millions In Millions
NoA NoA NoA
of Rupiah of Rupiah of Rupiah
Electric Car 41,406 131 171,862 635 395,342 1,748
Electric Motorbike 0 0 63 6 22 7
Total 41,406 131 171,925 641 395,364 1,755
2. Investment in Securities
As part of its commitment to responsible investment, BSI allocates funds to various Sharia-compliant
securities. The details of these investments are presented in the table below:
(in billions of rupiah)
Description 2023 2024 2025
Investment in Government Syariah Securities (Surat Berharga Syariah 1,372.91 1,572.91 2,445.37
Negara - SBSN)
Sharia State Treasury Certificate (SPNS) 895 2,006.62 2,908.90
Bank Indonesia’s Sukuk 448.43 201.51 689.02
Mutual Fund 1,600.00* 2,500.00* 2,846.71
Sharia Asset-Backed Securities – Participation Certificates (EBAS - SP) 27.3 27.3 27.3
*) restated
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3. Sustainability Sukuk
BSI continues to strengthen the implementation of its sustainable finance policies as part of the
Bank’s tangible contribution to developing a more responsible and long-term value-oriented Islamic
economic ecosystem. The issuance of BSI’s Sustainability Sukuk has been aligned with POJK No. 18
of 2023 concerning the issuance of sustainability-based debt securities and sukuk, ensuring that the
instrument complies with regulatory standards and environmental, social, and governance principles.
This commitment was first realized through BSI’s strategic milestone as the pioneer issuer of the Sukuk
Mudharabah Berlandaskan Keberlanjutan Berkelanjutan I Bank BSI Phase I Year 2024, amounting
to Rp3 trillion, issued in June 2024. The instrument was designed to expand funding capacity for
financing activities that support environmentally friendly and sustainable development in Indonesia.
Entering 2025, BSI further strengthened its commitment to the development of sustainable financial
instruments through the successful issuance of the Sukuk Mudharabah Berlandaskan Keberlanjutan
Berkelanjutan I Bank BSI Phase II Year 2025, valued at Rp5 trillion. At the same time, BSI also completed
the redemption of the 2024 Sustainability Sukuk Series A, amounting to Rp1.7 trillion on 24 June 2025,
demonstrating disciplined and credible funding governance. The combination of the 2025 Phase
II issuance and the 2024 Phase I redemption further reinforce BSI’s position as a market leader in
sustainability-based Islamic financial instruments in Indonesia.
The allocation of proceeds is governed based on the classification of sustainable activities in accordance
with OJK regulations as of December 2025. The following diagram presents a summary of the KUBL
and KUBS categories that serve as the primary reference for allocating funds from the Sukuk issuance:
Use of Proceeds from Issuance
Environmentally Sustainable Business Activities
Socially Oriented Business Activities (KUBS)
(KUBL)
Affordable Basic Infrastructure Services in Terms
Renewable Energy
of Both Access and Price
Energy Efficiency Access to Essential Services
Pollution Prevention and Control Affordable Housing
Sustainable Management of Living Natural
Job Creation
Resources and Land Use
Conservation of Terrestrial and Aquatic
Food Security and Sustainable Food Systems,
Biodiversity
Socio-Economic Improvement and
Environmentally Friendly Transportation
Empowerment.
Sustainable Water and Wastewater
Management
Climate Change Adaptation
Products that Reduce Resource Use and
Generate Less Pollution (Eco-Efficient)
Environmentally Friendly Buildings
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(in billions of rupiah)
Description As of December, 2025
Socially-Oriented Business Activities (KUBS)
Access to Essential Services 4,019
Job Creation and Programs Designed to Prevent and/or Reduce Unemployment, 739
including small, medium, and micro-enterprise financing
Food Security and Sustainable Food Systems 205
Socio-Economic Improvement and Empowerment 78
Total KUBS 5,043
(in billions of rupiah)
Description As of December, 2025
Environmentally-Sustainable Business Activities (KUBL)
Sustainable Biological Natural Resource Management and Land Use 1,143
Products That Reduce Resource Use and Generate Less Pollution (Eco-Efficient) 1,124
Renewable Energy 650
Sustainable Water and Wastewater Management 38
Total KUBL 2,956
4. BSI Waqf Deposit
BSI Waqf Deposito is a sharia investment innovation that combines commercial Islamic financial
instruments with the principles of Islamic social finance. Structured as a time deposit, the customer’s
principal is designated as a Temporary Cash Waqf, while the returns generated from the deposit are
managed by a Nazir and allocated to pre-defined social programs.
Through this product, customers are encouraged to engage in a form of worship-based investment
that remains temporary in nature yet delivers long-lasting benefits. The principal amount remains
intact, while the rewards, channeled through the use of deposit returns for community welfare, are
intended to continue flowing, in line with the Islamic concept of amal jariyah (ongoing charity). BSI
Waqf Deposito is designed to enable customers to perform temporary waqf while creating meaningful
social impact and supporting broader community development, in alignment with sharia values that
prioritize shared benefit and sustainability. BSI Waqf Deposit is one of BSI’s innovative products with
a unique value proposition and serves as evidence of the role of Islamic banking in implementing
sustainable finance.
BSI Waqf Deposit Series Bogor Agricultural Institute (IPB) Alumni
Education cost assistance for underprivileged students at one of the state universities
Rp20,168 JT 254
Total BSI Waqf Waqif
Deposit
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BSI Waqf Deposit Series BSI Employees
Education cost assistance for the children of underprivileged BSI employees
Rp10,568 JT 3,338
otal BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Sharia Economic Community (MES) Informal Workers
Social protection assistance through JAMSOSTEK for informal workers
Rp429 JT 16
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Bandung Institute of Technology (ITB) Alumni
Funding support for the construction of the Cirebon Mosque
Rp76 JT 18
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series UIN Ar Raniry Banda Aceh Alumni
Education cost assistance for underprivileged students at a state university
Rp248 JT 40
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series North Sumatera University (USU) Alumni
Education cost assistance for underprivileged students at a state university
Rp948 JT 44
Total BSI Waqf Waqif
Deposit
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BSI Waqf Deposit Series Ikatan Cendekia Muslim Indonesia (ICMI) Alumni
Education cost assistance for underprivileged students at a state university
Rp1,081 JT 39
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Insan Cita Indonesia University (UICI) Alumni
Education cost assistance for underprivileged students at a state university
Rp3,717 JT 8
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series BSI Employees Edition 2
Education cost assistance for the children of underprivileged BSI employees
Rp3,749 JT 654
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series IPB Alumni Edition 2
Education cost assistance for the children of underprivileged BSI employees
Rp14,313 JT 46
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Waqf Initiative Wakaf (Waqf)
Empowerment of land for an Islamic boarding school (Rumah Tahfidz)
Rp114 JT 14
Total BSI Waqf Waqif
Deposit
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BSI Waqf Deposit Series Tazkia Main Trust Foundation
Social Assistance Programme by Tazkia
Rp210 JT 5
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Gadjah Mada University Alumni Family (KAGAMA) Alumni
Construction of a KAGAMA Transit House
Rp61 JT 31
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Maqashid Sharia
Sharia Economic Literacy Programme through the Qur’an, Maqashid Sharia, and Ibrah
Rp 3.878 JT 381
Total BSI Waqf Waqif
Deposit
BSI Waqf Deposit Series Kota Wisata Darussalam Foundation
Social Assistance Programme by the Kota Wisata Darussalam Foundation
Rp 3 JT 2
Total BSI Waqf Waqif
Deposit
5. ESG Mutual/Mashalat Fund
As part of its Sustainable Finance efforts, BSI introduced the ESG Mutual/Maslahat Fund, a Sharia-
compliant money market mutual fund designed to embed ESG principles into both its investment
process and the utilization of its investment returns. Through this structure, a portion of the investment
yield is allocated to socially and environmentally oriented programs managed by BSI Maslahat,
enabling investors to achieve financial returns while contributing to measurable social impact.
The Maslahat Fund operates in collaboration with investment managers, including Mandiri
Manajemen Investasi and Succor Asset Management. Investors, retail, institutional, and BSI as the
anchor investor, subscribe to the Maslahat Money Market Mutual Fund, which consists of three
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classes (A, B, and C). Each class has different investment thresholds and fee structures, including a
Maslahat Portion of 0.10% derived from the management fee that is specifically allocated for social
programs. The fund is supported by underlying instruments such as Sharia Time Deposits and Sharia
Government Bonds with a tenor of less than one year and an indicative yield of 4.5–5%.
Funds accumulated under the Maslahat scheme are then distributed to ESG-focused initiatives based
on BSI Maslahat’s priority programs. One of the planned initiatives is the Clean Water and Sanitation
Infrastructure Project, which aims to expand access to sustainable clean water and sanitation
facilities. This program aligns with several SDGs, particularly Goals 3 (Good Health and Well-being), 6
(Clean Water and Sanitation), and 11 (Sustainable Cities and Communities). Beyond delivering direct
community benefits, the initiative also enhances corporate reputation, increases public exposure
through multiple media channels, and strengthens transparency through dedicated reporting.
In addition to delivering social impact, the Maslahat Fund maintains strong governance standards
through a structured financing line mechanism and clean basis guidelines based on the Standard
Business Procedure (SPB) for financial institutions. This ensures that fund management from investor
subscription to program execution is conducted responsibly and in full compliance with Sharia
principles. Through this integrated approach, the ESG Mutual/Maslahat Fund becomes a meaningful
sustainable finance instrument that supports BSI’s long-term commitment to advancing impactful
Sharia investment products.
Going forward, BSI will begin formally reporting the achievements of the ESG Mutual/Maslahat Fund
in the 2026 Sustainability Report. This reporting shall cover the accumulated Maslahat funds, the
social and environmental impacts generated, and relevant ESG performance outcomes.
BYOND – Bringing Gold Investment Closer to Everyone
Realtime
Gold Print gold
Buy & Sell Seamless
ownership starts from Rp Grams
starts from Available
Transaction
Rp
50,000 2 gram 24/7
AFFORDABILITY, LIQUID & SAFETY
Competitive
Trusted, Authentic Backed by Hassle
Safe Physical Free
Pricing &
Secure Gold
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ECONOMIC PERFORMANCE
BSI Bullion Bank The Bullion Bank also supported fee-based
In 2025, BSI’s Bullion Bank emerged as one of income growth, contributing Rp270.14 billion
the strongest contributors to portfolio growth of BSI’s FBI in 2025, in line with the Bank’s
and the Bank’s sustainable finance strategy. strategy to grow low-risk portfolios and stabilize
Since its official launch on February 26, 2025, the income. From the funding perspective, the gold
gold business has expanded rapidly, responding ecosystem contributes to customer acquisition
to rising public demand for safe-haven, sharia- and strengthens CASA through product bundling
compliant investment instruments. Through between gold savings and hajj savings.
integrated services, gold trading, safekeeping,
gold installment financing, gold pawning, and BSI’s role as Indonesia’s first licensed Bullion Bank,
fully digital access via BYOND by BSI, the Bullion authorized for Gold Safekeeping and Gold Trading
Bank enhances financial inclusion by enabling by the OJK, also aligns with national priorities for
customers to invest progressively, securely, and at gold down streaming, strengthening transparency
affordable entry levels. and efficiency across the gold value chain. BSI
continues to enhance digital infrastructure to
Throughout 2025, the total gold portfolio reached ensure access to physical gold, secure storage, and
Rp22.9 trillion, growing 78.60% YoY, consisting of affordable minimum investment starting from
Gold Installment Financing at Rp12.89 trillion and Rp50,000 or 0.05 grams.
Gold Pawning at Rp10.02 trillion. Gold Savings also
recorded significant expansion, with managed Overall, the 2025 performance highlights the
balances reaching 1.184 tons, sales volume reaching Bullion Bank’s strategic importance in supporting
2.184 tons, and 531,329 gold accounts, nearly 76.5% BSI’s sustainable financing targets, expanding
of which are Gen Z and millennial customers. sharia financial inclusion, and contributing to
the development of Indonesia’s halal economic
ecosystem.
BSI Bullion Bank Performance Highlights 2025
CICL EMAS GADAI EMAS E-MAS
New Customer 358,400 21,263 531,329
Disbursement Rp14,413 Billion Rp32,478 Billion 1.843 tons
∆ 92.38% YoY ∆ 52.87% YoY ∆ 315.44% Ytd
IMPROVING ISLAMIC ECOSYSTEM
Strengthening the Islamic ecosystem is a key priority for BSI in advancing the development of Islamic
finance and banking in Indonesia. This initiative aligns with the national vision to position Indonesia as
a global hub for sharia-based economic and business activities. To support this goal, BSI continues to
implement a number of strategic efforts, including:
•• Digitalizing the hajj and umrah ecosystem through enhanced features and integrated service
platforms.
•• Developing innovative sharia banking products with social and sustainable impact, such as waqf-
based deposit products.
•• Collaborating with stakeholders, including regulators and educational institutions, to support policy
advancement and improve public literacy in Islamic finance.
•• Facilitating free halal certification (self-declare) for MSMEs to help them meet sharia-compliant
business requirements.
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Overall, BSI’s achievements in strengthening the Islamic ecosystem in 2025 indicate improvement
compared with 2024, summarized as follows:
Achievement of BSI Islamic Ecosystem
Achievements
Description Unit
2023 2024 2025
Employee Zakat In Billions of Rupiah 33 36 250
Ziswaf In Billions of Rupiah 1.523 1.709 39
Government and Non-government Ziswaf Customers 31.630 57.195 2,065
Hajj Ecosystems In Billions of Rupiah 14.638 17.656 61,267
Total Outstanding Hajj and Umroh Ecosystems Customers 4.495.944 4.855.450 19,614
Islamic School Ecosystems In Billions of Rupiah 5.588 8.730 5,782,427
Total Outstanding Islamic School Ecosystems Customers 331.305 498.182 9,349
Mosque Ecosystems In Billions of Rupiah 4.674 6.977 551,597
Total Outstanding Mosque Ecosystems Customers 550.303 1.034.276 7,550
Islamic Boarding School ecosystems In Billions of Rupiah 1.122 1.437 1,229,121
Total Outstanding Islamic Boarding School Customers 66.354 134.076 2,051
Ecosystems
Halal Industry In Billions of Rupiah 984 1.565 142,249
Total Outstanding Halal Industry Customers 61.269 97.393 1,216
98,014
DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED [GRI 201-1]
The direct economic value generated reflects the measurable economic benefits derived from the
Company’s operational activities and the resources it manages. Meanwhile, the economic value distributed
refers to the allocation of these benefits to various stakeholders within the economic system. For BSI,
the economic value generated primarily originates from fund management income as a mudharib and
other business revenues. The economic value distributed includes general and administrative expenses,
employee salaries and benefits, dividend payments, and allocations for social investment and CSR
programs.
The difference between the economic value generated and the economic value distributed constitutes
the economic value retained, representing the portion of economic benefits retained within the Bank. In
2025, the economic value retained increased by 12.03% to Rp17,949,913 billion, compared to Rp16,022,279
billion recorded in 2024. All figures related to Direct Economic Value Generated and Distributed (EVG&D)
are compiled based on BSI’s audited financial statements for the 2025 fiscal year, ensuring the consistency,
accuracy, and reliability of the information presented.
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Direct Economic Value and Distributed
(In billions of Rupiah)
Description 2023* 2024 2025
Economic Value Generated
Revenue from Fund Management as Mudharib 22,251,743 25,298,203 28,265,491
Other Business Income 4,204,466 5,556,479 6,936,596
Total Economic Value Generated 26,456,209 30,854,682 35,202,087
Distributed Economic Value
General and Administrative Expenses 5,169,938 6,342,626 8,109,463
Salaries and Benefits Expenses 5,035,215 5,284,136 5,496,617
Dividend 426,018 855,561 1,050,883
Tax Expenses 1,695,729 2,044,507 2,193,890
People’s Investments 255,100 305,573 400,035
Total Distributed Economic Value 12,582,000 14,832,403 17,252,174
Retained Economic Value 13,874,209 16,022,279 17,949,913
Notes:
*Community investment funds are the distribution of Ziswaf funds and charity funds through the National Zakat Collection Institution (LAZNAS)dg
GOVERNMENT FINANCIAL ASSISTANCE [GRI 201-4]
Throughout the 2025 reporting year, BSI did not receive any form of financial assistance from the
Government. This includes the absence of tax incentives, tax credits, subsidies, or any other type of
financial support.
This condition applies across all jurisdictions where BSI operates, both in Indonesia and in its overseas
branch offices. Accordingly, BSI’s business activities in 2025 were carried out without reliance on
government-provided financial support.
STRENGTHENING ECONOMIC INFRASTRUCTURE AND INDIRECT ECONOMIC
IMPACTS [GRI 203-1, 203-2]
As the largest Islamic bank in Indonesia, BSI serves an active role in supporting the development of
economic infrastructure while generating significant indirect economic impacts for communities.
This contribution is realized through participation in various strategic government programs aimed at
strengthening economic stability, expanding financial inclusion, and promoting more equitable welfare
across Indonesia.
BSI’s support for economic infrastructure development is reflected in the optimization of government
fund placements channeled back to the real sector, support for financial management systems for
government partners, and the provision of affordable housing financing through the Housing Financing
Liquidity Facility Program (FLPP), as well as financing infrastructure projects under the Government and
Business Entity Cooperation (KPBU) scheme. These initiatives contribute to the availability of adequate
housing, the strengthening of the financial ecosystem, and enhanced capacity among economic
institutions and actors at both national and regional levels.
At the same time, BSI’s financing activities and services generate significant indirect economic impacts
through the distribution of People’s Business Credit (KUR), support for cooperatives and MSMEs, and
microfinancing that fosters productive business growth. The resulting impacts include improved access
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to financing, job creation, strengthened local supply chains, and enhanced Islamic financial literacy and
inclusion. Through this approach, BSI contributes to inclusive and sustainable economic growth aligned
with national development priorities.
Utilization of Ministry of Support for the Support for the KDMP FLPP Program
Finance Fund Placements MBG Program Program and KUR (3 Million Houses)
Distribution
Financing sourced Direct support provided to BSI supports the aspirations Total FLPP housing
from the placement of BGN partners through the of financing disbursed up to
government SAL funds has establishment of: December 2025:
been 100% channelled to
the real sector.
80,000
Cooperatives 23,487
housing units
Virtual Account Cash Management BSI also distributed BSI
Financing Realization: System (CMS)
KUR in 2025
Rp
10 Triliun
Distribution of financing
Has reached over 1,350
locations, mostly in three
Rp
3.53 Trillion
by sector (Rp Billion): provinces: Rp
25.8 Trillion
Aceh | West Nusa Tenggara | in KUR Distribution
Household: 9,819
West Sumatra 2025: 0.71
2024: 0.27
Construction: 82
BSI Mitra BGN Financing 90,218 Customers
Others: 69 & Microfinance
Distribution
PROCUREMENT OF GOODS AND SERVICES PRACTICES [GRI 204-1, 414-1]
To support inclusive economic growth and strengthen local economic participation, BSI continues to
prioritize domestic suppliers in its procurement activities. In this report, local suppliers are defined as
vendors operating and domiciled within the Republic of Indonesia. Significant operational areas refer to
BSI’s Regional Offices across Indonesia that function as the Bank’s primary business centers.
The increased engagement of local suppliers contributes to stronger domestic economic circulation,
job creation, and reduced reliance on imports. The value of procurement contracts awarded in 2025 is
presented below:
2025
Description Total Contract Value (In
Percentage (%)
Millions of Rupiah)
Local Suppliers Rp1,003,953,245,489,480 0.0012%
Foreign Suppliers Rp12,271,166,695 99.9988%
Total Rp1,003,965,516,656,170 100%
BSI upholds a procurement process that is fair, transparent, and accountable. All procurement activities
are conducted by the Procurement & Fixed Asset Group Unit in accordance with the 2024 Procurement
Standard Operating Procedure and the Operational Technical Guidelines for the procurement of goods
and services.
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Throughout the process, BSI adheres to nine core 7. Accountable: The procurement process, results,
principles: and payments must be accountable.
8. Responsible: The procurement process is
1. Sharia: The fulfilment of Sharia principles is a carried out carefully and in compliance with
key focus in procurement activities. applicable regulations.
2. Effective: Procurement must align with the 9. Independent: Procurement decisions are made
established needs/plans and provide optimal objectively and free from any external pressure.
benefits for the Bank.
3. Efficient: The procurement process is carried BSI also requires suppliers to comply with
out to achieve quality in accordance with all prevailing laws and regulations. Vendor
established standards, within the agreed assessments are conducted through the National
timeframe, and at the best possible price. Public Procurement Agency (LKPP) to verify that
4. Competitive/Open: The procurement process is suppliers are not involved in negative practices
open to Goods and Services Providers that meet such as OHS violations, discrimination, child labor,
the requirements, ensuring fair competition forced labor, or payment below regional minimum
and adherence to transparent regulations and wage. In addition, for the development of the
procedures. BSI Aceh Landmark and BSI Tower Jakarta, BSI
5. Transparent: All provisions and information incorporated sustainability criteria through the
regarding the procurement process, including use of environmentally friendly materials.
technical and administrative requirements,
evaluation procedures, evaluation results, and Supplier Satisfaction Survey
the selection of prospective Goods and Services In 2025, BSI continued to conduct its supplier
Providers, are transparent. satisfaction survey as part of efforts to evaluate the
6. Fair and Reasonable: Providing equal procurement process and maintain service quality
treatment to all prospective Suppliers of for its partners. The assessment used a Likert scale
Goods and Services without any tendency to evaluation method with the following categories:
favor a particular party.
Likert Scale Score Category
< 1,00 Unsatisfactory
1,01 - 2,00 Less Satisfactory
2,01 - 3,00 Quite Satisfactory
3,01 - 4,00 Satisfactory
4,01 - > 5 Very Satisfactory
The supplier satisfaction score for 2025 is presented
below:
Indikator Assessment Indicators Skor Category
Supplier Selection Mechanism 4.33 Very satisfactory
Execution of Procurement Process Stages 4.45 Very satisfactory
Completion Process for Payment of Work 4.27 Very satisfactory
Others:
1. The Procurement & Fixed Asset Group (PFA) has acted fairly (without favoring
any vendor) in the procurement of goods and services
4.63 Very satisfactory
2. PFA’s service in providing overall office facilities (waiting area, meeting rooms,
information counters, cleanliness, prayer room, toilets, etc.).
3. Security and overall services in the PFA environment.
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GENERAL ASPECT
Environmental Costs [OJK F.4] [GRI 201-2]
BSI continues to demonstrate its commitment to environmental stewardship. Although
the Bank’s daily operations do not directly affect the natural environment, BSI remains
proactive in supporting environmental preservation efforts. This includes a productive
tree-planting initiative in Semoyo Village, Yogyakarta, aimed at rehabilitating local
ecosystems.
BSI has also taken steps toward clean energy adoption by integrating electric vehicles
into its operations to reduce fossil fuel consumption, complemented by the installation
of charging stations. The expenditures related to these environmental efforts are
presented below:
Description Cost
Green Initiative - Green Building Development
BSI Aceh Landmark 324,600,000,000
BSI Tower Jakarta 693,000,000,000
Rental Fees of Electric Vehicle 1,813,400,000
Installation Costs of Wall Charging 45,010,500
Total 1,019,458,410,500
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ENVIRONMENTAL PERFORMANCE
MATERIAL ASPECT ENERGY ASPECT
Use of Environmentally Friendly Materials [OJK Amount and Intensity of Energy Used [OJK F.6]
F.5] [GRI 302-1, 302-2, 302-3]
As part of its commitment to more sustainable As a financial institution, BSI’s operational energy
operations, BSI continues to maximize the use needs are sourced from two primary inputs:
of digital technology to reduce reliance on electricity, which supports office activities, and
conventional materials, particularly paper. The fuel for operational vehicles. Consistent with
shift from physical documents to electronic the nature of the banking industry, BSI does not
documents serves as a key initiative to minimize consume or sell energy in the form of heating,
environmental footprint while improving process cooling, or steam, nor does it currently measure
efficiency. In addition to digitalization, BSI also energy originating from outside the organization.
incorporates various environmentally friendly The Bank also does not sell electricity. Energy
materials to support its business activities, consumption is calculated by collecting electricity
including: and fuel consumption data from all operational
•• Using recycled plastic on the top table of the of- regions and converting it into gigajoules.
fice desk at BSI Tower.
•• MDF board on Custom furniture. To disclose its energy intensity, BSI uses total
•• Glass that can reduce heat in the Aceh Land- internal energy consumption (electricity and fuel)
mark Building. in gigajoules as the numerator, with financing,
•• Using refrigerant with ODP 0 such as R134A and revenue, and number of employees serving as
CO2 based APAR at BSI Tower. denominators. This method reflects only the
•• Using recycled materials such as reinforced energy used within the organization, as BSI has
steel. not yet calculated energy consumption beyond its
•• Using modular or prefab materials that aim to operational boundaries.
reduce waste during construction, such as fa-
cade glass material with a unitize system. In line with its emission-reduction and energy-
•• Using sintered stone material, which is a mix- efficiency commitments, BSI has also begun
ture of natural mineral materials that are com- utilizing renewable energy through the installation
pacted and burned at high temperatures which of Solar Power Plants (PLTS) at several operational
are used for floors and walls. locations, including the Mataram Branch, Surabaya
•• Using marmoleum for BSI Tower floor materials, Branch, Mayestik Branch, Landmark Aceh, and
marmoleum is a natural floor made from the BSI Pejompongan Sport Center. For 2025 and
natural materials. 2024, energy consumption data covers electricity
and fuel consumption across all BSI operational
areas, while 2023 data reflect energy consumption
from The Tower headquarters. The detailed energy
consumption figures are presented as follows:
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Energy Consumption Intensity
Energy Units 2023 2024 2025*
kWh 2,117,286 80,779.932 86,473,880
Electricity
Gigajoules 7,616 290,808 311,306
Fuel Liter 157,329 7,112,582 7,780,884
Gigajoules 6,027 243,250 266,106
Total Gigajoules 13,643 534,058 577,412
Total Financing In Billions of Rupiah 240,316 278,481 318,844
Total Income from Fund In Billions of Rupiah 22,250 25,298 28,265
Management as Mudharib
Total Employees People 17,909 17,234 16,581
Energy Consumption Financing: Gigajoules/ Trillions of Rupiah 0.06 1.92 1.81
Intensity
Fund Management Income as Mudharib:: 0.61 21.11 20.43
Gigajoules/ Trillions of Rupiah
Employees: Gigajoules/ Person 0.76 30.99 34.82
Note:
*Measuring energy consumption using digital carbon tracking
Convert kWh to Gigajoule: convertunits.com
Convert Liter to Gigajoule: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
Renewable Energy Consumption Intensity
Renewable Energy Utilization Units 2023 2024 2025*
Use of Solar Panels at Landmark, Aceh kWp – 37.4 42,300.00
Use of Solar Panels at BSI Tower kWh – – 30,880.00
Use of Solar Panels at BSI KC Makassar kWh – – –
Use of Solar Panels at KC Mataram kWh 52,926.8 58,795.20 42,913.10
Use of Solar Panels at KC Bogor Pajajaran kWh – – 3,676.50
Use of Solar Panels at KC Tasikmalaya kWh – – 6,378.70
Use of Solar Panels at KC Basuki R. Surabaya kWh – 12,400.00 27,430.00
Use of Solar Panels at Sportfield Pejompongan kWh – – –
Efforts and Achievements of Energy Efficiency and Use of Renewable Energy [OJK F.7] [GRI 302-4, 302-5]
In 2025, BSI further advanced its energy-efficiency initiatives and renewable-energy adoption as part of
its broader Sustainable Operations transformation. By strengthening green infrastructure and digitizing
energy monitoring, the Bank ensured that its operational practices align with environmentally responsible
principles. Key initiatives include operating 2 Gold-certified Green Buildings, BSI Aceh Landmark and BSI
Tower Jakarta, and expanding solar PV utilization to 8 operational sites, including BSI Tower, the Bogor
Area, KC Tasik, BSI Village Makassar, NTT, and Sabang.
Efficiency improvements were also achieved through the deployment of 144 electric vehicles, installation
of five additional charging stations, and the use of 100% LED lighting across the network. All BSI offices
now apply energy-saving air-conditioning systems with inverter and refrigerant-volume technology,
combined with optimized temperature settings to enhance energy performance. These efforts are
complemented by water treatment systems, solar power installations, and other environmentally friendly
facilities.
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The expanded implementation of Digital Carbon Tracking in 2025 serves as the primary foundation
for BSI’s energy and emissions measurement. This development ensures more accurate and periodic
energy calculations, covering all operational points. The Bank is now able to continuously monitor energy
reduction trends and the effectiveness of its sustainability initiatives. All these efforts reflect BSI’s readiness
to enter the Net Zero Emission roadmap that has been established and is being gradually implemented.
In addition, energy reduction in 2025 can now be measured accurately and compared against 2024
energy consumption. Accordingly, the 2025 energy data reflect changes resulting directly from various
energy efficiency initiatives, enabling BSI to report quantitative in energy consumption relative to the
2024 baseline. Following are the details of BSI energy consumption:
Description Unit 2024 (Baseline) 2025
Electricity Consumption GJ 290,807.76 311,305.97
Fuel Consumption GJ 243,250.30 266,106.23
Total Energy Consumption GJ 534,058.06 577,412.20
Reduction of Energy Requirements of Products and Services [GRI 302-5]
In addition to reducing operational energy consumption, BSI recorded a decline in the energy requirements
of its products and services through accelerated digitalization. In 2025, increased consumption of BYOND
by BSI, BSI Mobile, digital transactions, and e-statements reduced energy previously associated with
in-branch services, physical document processing, and branch operations. The Company estimated
the potential reduction in energy consumption from digital services, calculated from the decrease in
energy use per transaction as transactions shift to digital channels. The calculation was conducted using
the Digital Carbon Tracking method by comparing energy consumption between digital and physical
transactions.
BSI has 2 Unit Green Building Gold Certified, BSI Aceh Landmark and BSI Tower Jakarta
1 2 3 4
BSI Green Energy-efficient LED High performance Solar panels totaling
Building Concept, lighting, with total double-glazed glass 37.4 kWp supporting
emphasizing wattage up to 77.25% to reduce heat and clean energy use
efficiency & indoor below SNI limits cooling load
comfort
5
Alternative water
sources: rainwater
& recycled water for
irrigation & flushing
6
High-efficiency
AC systems with
optimized Coefficient
of Performance (COP)
WATER ASPECT
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Water Use [OJK F.8]
All operational activities rely on water supplied Water Station of Bank Syariah Indonesia
by PDAM for domestic purposes including toilets, In 2025, BSI expanded its Water Station
kitchens, ablution areas, and other building initiative as part of its sustainable operations
functions. With growing emphasis on resource agenda and commitment to reducing
efficiency, BSI ensures that water is managed plastic waste in public spaces. After
responsibly to support long-term availability the initial installation at Gasibu Field in
across all operational sites. Bandung, BSI introduced an additional
Water Station in Surabaya, enabling broader
Throughout the year, BSI expanded the use of community access to safe and free drinking
water treatment systems and recycled water, water. This initiative helps reduce single-use
particularly in new facilities and Gold-Certified plastic bottle consumption, lowers carbon
Green Buildings such as BSI Aceh Landmark and emissions associated with packaged water,
BSI Tower Jakarta. These facilities incorporate and supports SDG 6 (Clean Water and
rainwater harvesting and recycled water for Sanitation) and SDG 11 (Sustainable Cities
irrigation and toilet flushing, aligning with BSI’s and Communities).
green building concept. BSI also introduced
Water Station RO in Bandung and Surabaya, Each BSI Water Station uses multi-stage
reducing single-use plastic while optimizing water filtration technology to convert groundwater
consumption through refill stations. or municipal supply into safe potable
water. All units undergo laboratory testing
Internal water-saving campaigns continued in and drinking water certification prior to
2025, supported by signage in toilets and ablution operation. Real-time monitoring is enabled
areas and the implementation of greywater reuse through IoT-based systems that track
initiatives, such as reusing ablution water for water quality and machine performance
plant irrigation at Masjid BSI Cipali. Wastewater continuously. The Water Station program
from operational facilities is treated through is also integrated into BSI’s broader
WWTP (IPAL) systems to ensure compliance with sustainability initiatives that encourage
regulatory standards. environmentally responsible behavior,
promote circular economy practices, and
strengthen resource efficiency within the
To improve measurement accuracy, BSI expanded communities BSI serves.
its water consumption tracking in 2024 and 2025
to cover The Tower, Wisma Mandiri, Graha Mandiri,
and Dana Reksa, providing more complete data
compared to 2023. Water consumption for the
past three years is shown as follows:
Source 2023** 2024* 2025*
Water from Third 1,824 48,401 109,488
Party
Total 1,824 48,401 109,488
Notes:
* Water consumption in 2024 and 2025 includes water consumption from
The Tower, Wisma Mandiri, Graha Mandiri and Dana Reksa.
** Water consumption in 2023 only includes water consumption from The
Tower Head Office.
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Usage of Free Drinking Water Facilities
1. Masjid BSI Rest Area Cipularang KM 88A 2. BSI Mosque Rest Area Cipali KM 116A
9,025 15,041 20,012 33,353
Drinking Water in Liters Bottled Drinking Drinking Water in Liters Bottled Drinking
Water Size 600 ml Water Size 600 ml
3. Gasibu Running Track, Area VIP 4. Plaza Setda A, Gd. Sate, Pemprov Jabar
196,326 327,210 51,610 86,018
Drinking Water in Liters Bottled Drinking Drinking Water in Liters Bottled Drinking
Water Size 600 ml Water Size 600 ml
5. Blok F, Pasar Tanah Abang, Central Jakarta 6. Trans Studio Bandung Grand Mosque
14,272 23,788 9,328 15,547
Drinking Water in Liters Bottled Drinking Drinking Water in Liters Bottled Drinking
Water Size 600 ml Water Size 600 ml
7. Tasikmalaya Grand Mosque 8. Taqwa Grand Mosque, Cirebon City
5,304 8,840 14,074 23,457
Drinking Water in Liters Bottled Drinking Drinking Water in Liters Bottled Drinking
Water Size 600 ml Water Size 600 ml
9. Indramayu Grand Mosque 10. Al-Furqan Mosque, Indonesian University
of Educatio
7,400 12,333 2,843 4,738
Drinking Water in Liters Bottled Drinking Drinking Water in Liters Bottled Drinking
Water Size 600 ml Water Size 600 ml
TOTAL CONVERSION
330,194 550,323
Drinking Water in Liters Bottled Drinking
Water
From the initial installation through to the end of the 2025 reporting period, the 10 Clean
Drinking Water Station facilities provided by BSI and BSI Maslahat made a tangible contribution
to reducing plastic waste from bottled drinking water. This initiative successfully reduced the
use of 550,323 plastic bottles, while also lowering carbon emissions by 35.77 tons of CO₂e.
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BIODIVERSITY ASPECTS
BSI also continued its “Sedekah Pohon untuk
Impact of Operating Areas Near or In Negeri” program in collaboration with BYOND
Conservation Areas or Having Biodiversity and by BSI, focusing on the planting of endemic tree
Biodiversity Conservation Efforts [OJK F.9, F.10] species in Way Kambas National Park, Lampung.
By the end of 2025, none of BSI operational This effort supports habitat rehabilitation for the
locations are situated within or near conservation Sumatran Elephant and other endemic species
areas or regions recognized for high biodiversity threatened by habitat loss. In total, BSI planted
sensitivity. Although the Bank’s operations do 15,000 trees in 2025 across its various structured
not directly impact protected ecosystems, BSI and ongoing biodiversity programs.
continues to undertake biodiversity-enhancing
initiatives as part of its environmental stewardship.
EMISSION ASPECT
Throughout 2025, BSI expanded its reforestation
efforts by planting various tree species, including Digital Carbon Tracking Initiative
fruit trees, trembesi, tabebuya, and MPTS, in
areas such as West Sumatra, Karawang, and Pati. “The First Sharia Bank in Indonesia Implemented
These initiatives contribute to restoring green Digital Carbon Tracking”
cover, enhancing local ecological resilience, and
reducing land degradation.
DIGITAL CARBON TRACKING INITIATIVE
Regulatory Compliance Value Creation
1. SEOJK No.16/SEOJK.04/2021 – Technical 1. Pioneer: BSI is the first Islamic bank in Indonesia
Guidelines for Sustainability Reporting to develop a bankwide Digital Carbon Tracking
system.
2. Sharia-Aligned: Encourages efficiency and
2. RAKB BSI 2024–2025
sustainability as part of the principles of maslahah
•• Digital Carbon Tracking is established as a core
and amanah.
activity in the implementation of Sustainable
3. Innovative:
Finance.
•• Automated emissions calculation across the
•• Serves as the foundation for developing BSI’s
entire office network.
Net Zero Emission Roadmap.
•• Integration of data on energy, solar power
plants, EVs, RO Water Stations, Green Buildings,
and other operational facilities.
3. Compliance with International Standards
•• Periodic dashboards for central and regional
•• Emission calculations follow the GHG Protocol
management.
(Corporate Standard).
4. Strategic: Serves as the basis for 2024 and 2025
•• Aligned with emission disclosure practices
calculations and supports the preparation of the
required for SUSBA, S&P Global ESG Rating,
Net Zero Emissions Roadmap.
and UNEP-FI PRB.
5. Transparent: Enhances the quality of reporting
to the public, regulators, and global ESG rating
agencies.
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Digital Carbon Tracking
A bankwide digital platform for recording and calculating BSI’s carbon
emissions in Tons of CO₂-eq, covering: Calculation Methodology
The system applies
•• Scope 1: Fuel consumption from operational vehicles and generators. internationally recognized
•• Scope 2: Electricity consumption across the entire network (head standards:
office, branches, and green buildings).
GHG Protocol – Corporate
This system serves as the basis for evaluating emission performance, Standard for Scope 1 & 2.
setting reduction targets, and monitoring the implementation of
Sustainable Operations.
Past vs Now (2025)
Past (before 2024) Now (2025)
•• Emission calculations were performed •• Emission calculations cover the entire BSI
manually. network (bankwide).
•• Data coverage was limited to the head office •• Implemented through the Digital Carbon
(The Tower). Tracking platform.
•• No automatic integration between units. •• Verified by an independent party to increase
accuracy and credibility.
•• Integrated with BSI’s Sustainable Operations
programs.
Region I Aceh
10,990.65
Region II Medan
6,261.04
Region IX Kalimantan
8,113.18
Head Office
10,131.87
Region III Palembang
7,464.05 Region IV Jakarta 1 Region VIII Surabaya
9,160.07 10,814.85
Region X Makassar
4,971.50
Region V Jakarta 2
7,777.26
Region VI Bandung Region VII Semarang
6,411.69 7,634.80
GHG Emissions Scope 1, 2,
Region
and 3 (ton CO2-eq)
Head Office 10,132 Region VI Bandung 6,412
Region I Aceh 10,991 Region VII Semarang 7,635
Region II Medan 6,261 Region VIII Surabaya 10,815
Region III Palembang 7,464 Region IX Kalimantan 8,113
Region IV Jakarta 1 9,160 Region X Makassar 4,971
Region V Jakarta 2 7,777 Total 89,731
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Amount and Intensity of Emissions Produced •• Scope 2: indirect emissions from electricity
Based on Type [OJK F.11] [GRI 305-1, 305-2, 305-3, 305-4] consumption across all offices, using the
[FN-CB-410b.1, FN- CB-410b.2, FN-CB-410b.3, FN-CB-410b.4]
[S1.MT.a; S1.MT.f; S2.MT.a1; S2.MT.b2; S2.MT.i3; S2.MT.k2] location-based approach.
As part of its sustainable operations commitment, •• Scope 3: other indirect emissions include
BSI manages and monitors greenhouse gas air travel calculated using the GHG Protocol
emissions through the Digital Carbon Tracking methodology and financing emissions
platform, a bankwide system that periodically calculated using the methodology developed
records and calculates emissions in tons of by the Partnership for Carbon Accounting
CO₂-eq. The year 2024 serves as the initial year Financials (PCAF).
of complete implementation covering all BSI
operational locations. Prior to this, in 2023, GHG In 2025, BSI strengthened its emissions inventory
measurements were still limited to energy use at through automated integration with solar PV
BSI Headquarters (The Tower) before the platform (PLTS), usage of electrival vehicle, Water Station
was adopted across the network. RO facilities, and certified green buildings. These
enhancements improve data reliability for the
Emission calculations for 2024 and 2025 follow development of the Net Zero Emission Roadmap
the operational control boundary and apply and Climate Risk Stress Testing.
Global Warming Potential (GWP) factors aligned
with the Greenhouse Gas Protocol guideline In addition to total emissions, BSI calculates GHG
and methodology developed by the Partnership intensity to assess emission efficiency relative to
for Carbon Accounting Financials (PCAF). The business performance. Intensity metrics include
inventory includes CO₂, converted using updated tons of CO₂-eq per billion rupiah of revenue and
CO₂-eq methodologies. BSI does not generate per employee, with Scope 3 intensity reported
biogenic CO₂ emissions, thus no separate separately according to GRI requirements. This
disclosure is required. consistent methodology ensures comparability
across reporting periods. The detailed figures for
BSI’s GHG emissions consist of: BSI’s GHG emissions and their intensities for 2023–
•• Scope 1: direct emissions from fuel used in 2025 are presented in the table below:
operational vehicles.
GHG Emission Scope 1 and Scope 2 Intensity
Description Unit 2023 2024 2025
GHG Emissions Scope 1 Ton CO2-eq 145 17,685 19,374
GHG Emissions Scope 2 Ton CO2-eq 1,577 65,719 70,356
Total GHG Emissions Scope 1 Ton CO2-eq 1,722 83,404 89,731
and 2
Total Revenue In Billions of Rupiah 26,456 30,854 35,202
Total Employees Person 24,875 23,977 25,165
Ton CO2-eq/ Billions of 0.07 2.70 2.55
rupiah
Ton CO2-eq/Person 0.07 3.48 3.57
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ENVIRONMENTAL PERFORMANCE
GHG Emission Intensity Scope 3
Description Unit 2023 2024 2025
GHG Emissions Scope 3 (Busi-
Ton CO -eq 598 583 480
ness Travel) 2
GHG Emissions Scope 3 (Fi-
Ton CO -eq - - 16,162,315
nanced Emissions) 2
Total GHG Emissions Scope 3 Ton CO -eq 598 583 16,162,795
2
Total Revenue In Billions of Rupiah 26,456 30,854 35,202
Total Employees Person 24,875 23,977 25,165
GHG Emissions Intensity Revenue:
Scope 3 (Business Travel) Ton CO -eq/Billions of 0.023 0.019 0.014
2
Rupiah
Employee:
0.024 0.024 0.019
Ton CO2-eq/Person
GHG Emissions Intensity Revenue:
Scope 3 (Financed Emissions) Ton CO -eq/Billions of - - 459.12
2
Rupiah
Efforts and Achievements in Emission Reduction Meanwhile, the increase in Scope 3 emissions
That Have Been Made [OJK F.12] [GRI 305-5] was primarily attributable to the inclusion of
BSI continued to strengthen its GHG emissions additional emissions categories in the reporting
management as part of its commitment to period, particularly financed emissions. The
sustainable operations and responsible business broader measurement boundary enabled 2025
practices. Throughout 2025, the Bank carried Scope 3 emissions reporting to present a more
forward various emissions reduction initiatives comprehensive picture of BSI’s emissions profile
through the use of renewable energy such as while strengthening transparency in the Bank’s
solar panels, the implementation of 100% LED sustainability disclosures. BSI’s GHG inventory was
lighting, the adoption of inverter air-conditioning prepared using the GHG Protocol methodology
technology, the expansion of its electric vehicle with Global Warming Potential (GWP) conversion
(EV) fleet, and the provision of RO Water Stations for CO₂, while financed emissions were calculated
to reduce emissions associated with packaged with reference to the methodology developed by
drinking water consumption. These measures the Partnership for Carbon Accounting Financials
complement other energy efficiency initiatives as (PCAF), thereby supporting consistency, reliability,
described in the Energy Aspect of this report. and year-to-year comparability.
In the 2025 reporting year, the emissions
management results reflected developments GHG EMISSIONS GRAPH – SCOPE 3
arising from methodological enhancement and (FINANCED EMISSION)
Ton CO2-eq
broader data coverage. For Scope 1 and Scope
2 emissions, a significant decline has not yet
been observed because emissions accounting
is now conducted on a bankwide basis through
16,162,315
the Digital Carbon Tracking system, resulting in
broader, more representative, and more accurate
data coverage than in previous periods. Through - -
this approach, BSI’s emissions inventory provides 2025 2024 2023
an increasingly comprehensive view of the Bank’s
operational carbon footprint.
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ODS and Non-GHG Emission Control [GRI 305- 6, BSI is currently conducting a comprehensive
305-7] mapping of waste sources and flows to identify
As of December 2025, BSI does not produce, activities with potentially significant impacts,
import, or export Ozone Depleting Substances including new waste-generation points such
(ODS). To support environmentally responsible as Recycle Bottle Vending Machines. The
operations, all air conditioning systems across mapping process covers waste classification,
BSI’s offices now use R32 refrigerant, which has points of generation, and disposal mechanisms.
zero ODS value and offers higher cooling efficiency Quantitative data on total waste volumes will
than conventional alternatives. The transition to be reported once the mapping and internal
R32 aligns with BSI’s broader energy efficiency verification processes are completed.
initiatives, including inverter-based AC systems
and the adoption of green building standards. Waste and Effluent Management Mechanism
[OJK F.14, F.15] [GRI 306-2, 306-3, 306-4, 306-5]
As a financial services company without industrial BSI manages waste and effluent in line with
combustion or manufacturing activities, BSI does sustainability principles and the maqashid
not generate significant non-GHG emissions shariah value of Hifdz Al-Bi’ah (environmental
such as NOx, SOx, VOC, POP, HAP, or particulate stewardship). Operational waste consists of
matter. Consequently, non-GHG emissions are not non-hazardous materials such as paper, plastic
material to BSI’s operations, and no measurements packaging, and food residues, as well as hazardous
of non-GHG emissions were conducted across the waste including electronic equipment, batteries,
network in 2025. fluorescent lamps, and used toner cartridges. All
waste streams are processed by licensed third-
party providers, and BSI does not conduct on-
WASTE AND EFFLUENT ASPECTS site disposal, burning, or landfilling. Liquid waste
is treated through the building’s wastewater
Amount of Waste and Effluent Produced Based treatment plant (WWTP), with part of the treated
on Type [OJK F.13] [GRI 306-1, 306-3] water reused for sanitation.
BSI acknowledges that its operational activities
generate both non-hazardous and hazardous Throughout 2025, BSI continued mapping all
waste. Non-hazardous waste mainly consists waste sources, types, and flow pathways to
of paper used in administrative processes and identify activities with potentially significant
correspondence, as well as plastic waste from impacts and to ensure that all handling practices
internal consumption, such as food packaging and meet regulatory requirements. This process also
disposable utensils. Reduction efforts have been covers new waste-generation points arising from
strengthened through document digitalization, green building facilities and other sustainability
the use of E-Doc, and Green Business Culture initiatives. Quantitative data on total waste
initiatives, including Water Station RO installations generation, composition, diversion, and disposal
to minimize single-use plastic bottles. will be reported once mapping and standardized
data recording are fully implemented across all
Hazardous waste generated includes electronic operational units.
waste, used printer cartridges, batteries, and
fluorescent lamps. Throughout 2025, these During 2025, no spills of hazardous materials or
waste streams did not result in any significant other incidents with significant environmental or
adverse environmental or social impacts as they health impacts were recorded.
were managed by licensed waste processors in
accordance with regulatory requirements.
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ENVIRONMENTAL PERFORMANCE
Reverse Vending Machine (RVM)
As part of its commitment to plastic waste reduction and circular economy practices, BSI continued
its collaboration with PlasticPay by expanding the deployment of RVM across public areas and
BSI branch locations. Initiated in 2021, this initiative encourages communities to sort, and deposit
used plastic beverage bottles, enabling them to be recycled into higher-value products while
reducing landfill burden and environmental pollution. Through the PlasticPay application, users
can deposit bottles, scan the barcode, and earn reward points, valued at Rp1 per point, which can
be redeemed for merchandise. The digital platform provides real-time recording and monitoring
of collected plastic waste, ensuring transparency and measurable program outcomes.
By 2025, BSI operated 70 RVM and Collection Point units across 90 locations, collecting 27.198,09
kg of plastic bottles with participation from 15.473 individuals, contributing to an estimated
reduction of 143,99 tons of CO₂-eq emissions. The collected bottles were subsequently processed
into various recycled products that support sustainable consumption and production. The
recycled products generated from the collected plastic bottles are shown in the illustration below:
As part of the expansion of its technology-based plastic waste management program, in 2025 BSI and
PlasticPay successfully deployed additional RVM and Collection Points with detail as follow:
Unit 2023 2024 2025
Location Points Unit 50 70 90
Plastic Waste Reduction Kg 20,487 21,432 27,198
Carbon Footprint Reduction Ton CO2-eq 108.4 113.4 144
ASPECTS OF COMPLAINTS RELATED TO THE ENVIRONMENT
Number and Material of Environmental Complaints Received and Resolved [OJK F.16]
Throughout 2025, BSI did not receive any complaints related to environmental issues. This outcome
indicates that the Bank’s operations did not generate environmental impacts that triggered public or
stakeholder reports.
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SOCIAL PERFORMANCE
COMMITMENT TO PROVIDE EQUIVALENT SERVICES FOR
PRODUCTS AND/OR SERVICES TO CONSUMERS
[OJK F.17] [GRI 416-1, FS13, FS14, FS15, FS16] [FN-CB-240a.4]
BSI is committed to ensuring that all sharia banking products and services
are accessible to every customer without discrimination based on gender,
ethnicity, physical condition, or belief. All customers are entitled to equal
treatment, supported by operational standards, consumer protection
regulations, and sharia principles.
This commitment is implemented through compliance with the Consumer
Protection Law, POJK No. 22/2023, and Bank Indonesia’s consumer
protection regulations. BSI has adopted the Customer Protection &
Complaint Handling SOP which issued in 2024, to guide the delivery of
safe, transparent, and fair services throughout the product lifecycle.
BSI ensures equal access by providing disability- and elderly-friendly
services, safeguarding customer data and assets, and conducting
regular self-assessments to evaluate compliance effectiveness. Digital
enhancements, including BYOND by BSI, BSI Mobile, expanded agent
networks, and strengthened customer care, further support convenient
and inclusive service access.
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SOCIAL PERFORMANCE
To ensure efficient issue resolution, BSI offers multiple complaint channels such as BSI Call 14040, BYOND
by BSI, BSI Mobile, email, branch offices, and the Head Office. Complaint resolution performance also
surpasses regulatory SLA requirements, reflecting BSI’s strong commitment to consumer protection and
service excellence.
BSI Agents
As part of its strategy to expand sharia financial access and strengthen nationwide financial inclusion,
BSI continues to broaden its BSI Agent network, particularly in underserved and blank-spot areas where
branch offices are not present. Operating under the national Laku Pandai scheme, BSI Agents provide
convenient access to essential banking services closer to local communities.
TYPES OF SERVICE
Banking Payment & Purchase
Balance Check, Cash Withdrawal, Credit and Data Packages, e-wallet Top Up,
Transfer and Cash Deposit BPJS, PDAM & PBB, and others
ISLAMIC ECOSYSTEM
Hajj Service Donation
Hajj Registration and Payment Zakat & Infaq
Product Referral Government Programs
• Pawn • Family Hope Program
• Opening a Hajj Savings • Basic Food Assistance Program
Account • PIP Program
• Farmer Card Program
MAIN FEATURES
Deposit/Withdrawal/Transfer of BSI &
Other Banks
Payment & Purchase
Hajj Services (Hajj Registration and
Payment)
Donation
Product Referral (Savings and Pawn)
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In 2025, the number of BSI Agents increased to 129,916 agents across Indonesia, growing 6,39% from
119,295 agents in 2024. This expansion aligns with BSI’s strategic initiatives to enhance digital ecosystems,
support micro-businesses, and widen access to sharia-based financial services through integrated
channels such as BYOND by BSI and digital microfinance solutions. The detailed performance of BSI
Agents for 2023–2025 is presented in the table below:
Description Satuan 2023 2024 2025
Number of Agents Agent 86,200 119,295 126,916
Number of Active Agents Agent 86,200 40,884 59,245
Number of Transactions Mllion times 19.6 26.9 30.7
Transaction Amount In Trillions of Rupiah 43.80 59.02 75.25
Agent Location Distribution of Agent Business Types
415 1,112
0.33% 0.88% 17,691 9,669
13.94% 7.62%
3,300 2,424
2.60% 1.91%
20,784
53,381 6,083 16.38%
42.06% 4.79%
3,980
62,625 3.14%
49.34% 72,368
57.02%
Residential Industrial Areas Market Grocery Stores Clothing & Fashion
Other
Areas Areas Stores
Commercial and Educational Food & Beverage Showrooms / Vehicle
Roadside Areas Mobile & Prepaid
Office Centers Areas Stalls Workshops
Credit Centers
Demographic Distribution Other (Top 6)
1.12% 1.45%
86,007 1.46% 1.42%
67.77% 40,909
32.23%
1.50% 1.72%
Stationery & Showrooms / Vehicle
Agricultural Kiosks
Non Urban Urban Bookstores / Workshops
& Palm Oil
Photocopy / Printing
Furniture / Cosmetics / Perfume
Laundry / Tailor /
Building Materials Stores / Salons
Garment
/ Electronics
As part of its commitment to strengthening sharia financial inclusion, BSI expanded its coverage in 2025
by serving 176 previously unserved (blank spot) districts through 3.063 BSI Agents. This initiative ensures
that essential financial services reach remote and rural areas. The number of agents in each province is
presented in the table below:
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No. Province Number of Districts Number of Agents
1. Bali 3 19
2. Bengkulu 4 135
3. DKI Jakarta 1 13
4. Gorontalo 5 95
5. Jambi 2 62
6. Central Java 1 19
7. East Java 2 424
8. West Kalimantan 4 110
9. South Kalimantan 1 12
10. Central Kalimantan 10 579
11. East Kalimantan 1 1
12. North Kalimantan 2 4
13. Bangka Belitung Island 5 72
14. Riau Island 1 15
15. Lampung 3 199
16. Maluku 9 42
17. North Maluku 5 42
18. West Nusa Tenggara 1 5
19. East Nusa Tenggara 20 11
20. Papua 7 18
21. West Papua 7 4
22. Southwest Papua 5 22
23. Highland Papua / Papua Mountains 8 3
24. South Papua 4 6
25. Central Papua 8 4
26. West Sulawesi 3 13
27. South Sulawesi 5 202
28. Central Sulawesi 6 146
29. Southeast Sulawesi 13 179
30. North Sulawesi 11 257
31. West Sumatera 4 175
32. South Sumatera 4 120
33. North Sumatera 11 55
Total 176 3,063
BSI Agents serve a critical role in expanding customers to open an account easily without
access to sharia financial services for unbanked visiting a branch, supporting national efforts
and underbanked communities across Indonesia. to accelerate financial inclusion and promote
Through the national Laku Pandai program, BSI equitable access to banking services.
provides the Basic Saving Account (BSA), enabling
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Financial Inclusion and Literacy •• International Day of Persons with Disabilities
As part of its commitment to equitable and 2025 at Masjid BSI Cipularang, offering
inclusive sharia financial services, BSI strengthened entrepreneurship and financial literacy
its disability-friendly infrastructure throughout training to visually impaired communities in
its branch network, including designated partnership with Masjidpreneur and Pertuni.
parking areas, ramps, priority queue numbers, •• Strengthened digital financial inclusion,
wheelchairs, accessible toilets, and safe waiting including BYOND by BSI onboarding, sharia
areas. Employee capability is enhanced through QRIS literacy, and basic financial education
disability service training to ensure excellent and tailored for underprivileged communities and
inclusive customer care. entrepreneurs with disabilities.
In 2025, BSI expanded its disability empowerment To extend its impact to broader vulnerable groups,
and sharia financial literacy programs through the BSI also serves as a key distributor of government
following initiatives: social assistance programs. In 2025, BSI facilitated
payments to 3.4 million Beneficiary Families
•• DifaMart and Mithik Livestock, which support (KPM) with total disbursements amounting to
persons with disabilities to advance as 3.4 trillion, reaffirming BSI’s role in supporting
independent entrepreneurs and access sharia national welfare distribution and social inclusion.
financial services. The following are details of the distribution of
•• Mudik Bersama BUMN, providing government assistance:
transportation support for 385 disabled
participants along with education on digital
sharia banking and financial products.
Distribution of Government
No. Types of Government Program Assistance Assistance
∑ KPM Assistance Value (Rp)
1. Family Hope Programme (PKH) 359,377 939,516,675,000
2. Staple Food Programme 566,167 972,316,800,000
3. Staple Food Economic Stimulus Programme 538,121 215,248,400,000
4. Temporary Direct Cash Assistance for People’s Welfare (BLTS Kesra) 489,698 440,728,200,000
5. Social Rehabilitation Assistance Programme (ATENSI) 24,074 37,081,800,000
6. Integrated Prosperous Housing Programme (RST) 54 1,080,000,000
7. Subsidised Fertiliser Distribution Programme 435,542 In the form of quota (kg)
8. Smart Indonesia Programme (PIP) – Ministry of Education, Culture, 323,223 180,692,400,000
Research, and Technology
9. Smart Indonesia Programme (PIP) – Madrasah 95,717 71,735,625,000
10. Smart Indonesia Programme (PIP) – Islamic Boarding Schools 37,522 33,187,200,000
11. School Operational Assistance (BOS) – Madrasah 740 110,977,846,802
12. School Operational Assistance (BOS) – Islamic Boarding Schools 95 24,470,155,000
13. Operational Assistance for Early Childhood Education Units (BOP) – 326 8,593,500,000
Raudhatul Athfal
14. Indonesia Smart College Card (KIPK) – Ministry of Religious Affairs 1,077 12,975,600,000
15. Indonesia Smart College Card (KIPK) – Ministry of Religious Affairs 2,959 19,529,400,000
(PUSPENMA)
16. Affirmative Scholarship 10 120,000,000
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Distribution of Government
No. Types of Government Program Assistance Assistance
∑ KPM Assistance Value (Rp)
17. Incentive Assistance for Hafidz Al-Qur’an 670 1,675,000,000
18. Assistance for Islamic Boarding School Halaqah 60 3,000,000,000
19. Assistance for Qur’anic Recitation (Qira’atil Kutub) 763 2,647,000,000
20. Partnership Assistance for Islamic Religious Education Boarding 40 4,000,000,000
Schools
21. Assistance for Rehabilitation of Islamic Boarding School 20 4,000,000,000
Dormitories
22. Wage Subsidy Assistance 525,853 315,511,800,000
23. Disaster Relief Assistance 1,036 4,319,812,344
Total 3,403,144 3,403,407,214,146
To expand sharia financial inclusion and improving agent capabilities, BSI conducted a series of BSI
Agent Socialization & Gathering events in 2025 for both active agents and prospective agents nationwide.
This initiative forms an essential element of BSI’s efforts to strengthen accessible, safe, and inclusive
sharia financial services. The implementation across 2025 is outlined as follows:
Implementation
Activity Name Objective
Date
To introduce BSI Agent as a solution for access to financial
Gathering of BSI Agents with Sahid Tour Solo
January 15, 2025 services within the Islamic ecosystem and agency business
Umrah Travel Agents
as an additional source of business income
Gathering of BSI Agents with Prospective To provide updates on BSI Agent features and programs to
February 6, 2025
Agents and Existing Agents in Balikpapan improve BSI Agent services and performance
Socialization of BSI Agent together with To introduce BSI Agent as a solution for access to public
BPJS Kesehatan Partners of Cirebon City February 11, 2025 financial services and agency business as an additional
and Regency source of business income
Gathering of BSI Agents – Bandung City To provide updates on BSI Agent features and programs to
February 12, 2025
Area Management improve BSI Agent services and performance
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Nurul Iman
February 21, 2025 financial services and agency business as an additional
Islamic Boarding School, Parung, Bogor
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to the MUI Jakarta
February 26, 2025 financial services and agency business as an additional
Cash Waqf Community
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent in the FSPP
March 13, 2025 financial services and agency business as an additional
Banten Province Working Meeting
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to the Persis
March 15, 2025 financial services and agency business as an additional
Jakarta Community
source of business income
Gathering & Iftar with BSI Agent – Banten To provide updates on BSI Agent features and programs to
March 21, 2025
Area Management improve BSI Agent services and performance
Socialization of BSI Agent to Leaders of To introduce BSI Agent as a solution for access to public
Islamic Boarding Schools and Asatidz at Al April 16, 2025 financial services and agency business as an additional
UMM Bogor source of business income
Acquisition & Education on BSI Agent
Education on BSI Agent features and services for transaction
Features for Nurul Iman Islamic Boarding April 16, 2025
activities
School, Parung, Bogor
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Implementation
Activity Name Objective
Date
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Leaders of Tapak
April 17, 2025 financial services and agency business as an additional
Sunan Islamic Boarding School, Jakarta
source of business income
Socialization of BSI Agent to Boarding
To introduce BSI Agent as a solution for access to public
School Management, Asatidz, and Santri
April 23, 2025 financial services and agency business as an additional
of Nurul Iman Islamic Boarding School,
source of business income
Parung, Bogor
Socialization of BSI Agent to Boarding School To introduce BSI Agent as a solution for access to public
Management & Asatidz of Daarussofwah April 24, 2025 financial services and agency business as an additional
Depok source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Students of
April 24, 2025 financial services and agency business as an additional
Sultan Ageng Tirtayasa University
source of business income
Gathering of BSI Agents – Surabaya City and To provide updates on BSI Agent features and programs to
April 24, 2025
Surabaya Raya Area Management improve BSI Agent services and performance
Socialization of BSI Agent to Leaders of To introduce BSI Agent as a solution for access to public
Mama Bakry Islamic Boarding School, April 30, 2025 financial services and agency business as an additional
Sadeng, Bogor source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Leaders of Darul
April 30, 2025 financial services and agency business as an additional
Furqon Islamic Boarding School, Bogor
source of business income
Acquisition of BSI Agents and education on BSI Agent
Socialization of BSI Agent to UIN Suska Riau May 3, 2025
features and services
Socialization of BSI Agent to Boarding To introduce BSI Agent as a solution for access to public
School Management and Asatidz of Aluqa May 5, 2025 financial services and agency business as an additional
Bogor Islamic Boarding School source of business income
Socialization of BSI Agent to Boarding School To introduce BSI Agent as a solution for access to public
Management and Asatidz of Markazu Qur’an May 5, 2025 financial services and agency business as an additional
Bogor Islamic Boarding School source of business income
Gathering of BSI Agents – Purwokerto Area To enhance agent loyalty and provide updates on features and
May 6, 2025
Management programs to improve BSI Agent services and performance
Gathering of BSI Agents – Semarang City To enhance agent loyalty and provide updates on features and
May 7, 2025
Area Management programs to improve BSI Agent services and performance
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to MTA Solo
May 7, 2025 financial services and agency business as an additional
Management
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Kebayoran
May 7, 2025 financial services and agency business as an additional
Lama Market Management
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to the Rector and
May 8, 2025 financial services and agency business as an additional
Management of STAMI Depok
source of business income
To enhance agent loyalty and provide updates on features
Gathering of BSI Agents – Padang Area
May 9, 2025 and programmes to improve BSI Agent services and
Management (Outside Padang City Cluster)
performance
To enhance agent loyalty and provide updates on features
Gathering of BSI Agents – Bandung City &
May 9, 2025 and programmes to improve BSI Agent services and
Bandung Raya Area Management
performance
To enhance agent loyalty and provide updates on features
Gathering of BSI Agents – Padang Area
May 12, 2025 and programmes to improve BSI Agent services and
Management (Within Padang City Cluster)
performance
To introduce BSI Agent as a solution for access to public
Socialisation of BSI Agent to Village-Owned
May 15, 2025 financial services and agency business as an additional
Enterprises (BUMDes) throughout Buleleng
source of business income
Socialization of BSI Agent on Village Fund To introduce BSI Agent as a solution for access to public
Management and BSI Agency Services to May 26, 2025 financial services and agency business as an additional
BUMDes, Central Lombok Regency source of business income
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Implementation
Activity Name Objective
Date
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to BMT Laznas
May 26, 2025 financial services and agency business as an additional
Yogyakarta
source of business income
Socialization of BSI Agent to Boarding School To introduce BSI Agent as a solution for access to public
Management & Asatidz of Ibnu Taimiyah May 26, 2025 financial services and agency business as an additional
Islamic Boarding School, Bogor source of business income
Socialization of BSI Agent to BMT of To introduce BSI Agent as a solution for access to public
Universitas Muhammadiyah Yogyakarta May 27, 2025 financial services and agency business as an additional
(UMY) source of business income
To introduce BSI Agent as a solution for access to public
Gathering of BSI Agents together with SRC
June 4, 2025 financial services and agency business as an additional
Bandung Community
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to MUI Jakarta June 30, 2025 financial services and agency business as an additional
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Sidogiri Islamic
July 22, 2025 financial services and agency business as an additional
Boarding School, Pasuruan
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Gontor Islamic
July 23, 2025 financial services and agency business as an additional
Boarding School, Ponorogo
source of business income
Socialization of BSI Agent to Gontor
Islamic Boarding School Management,
BMT Al Husna, BMT Dana Barokah, SDIT To introduce BSI Agent as a solution for access to public
Al Umar, Religious Counsellors of the July 23, 2025 financial services and agency business as an additional
Ministry of Religious Affairs, and Agents source of business income
within the Gontor Islamic Boarding School
Environment
Gathering and Fellowship of BSI Agents – To enhance agent loyalty and provide updates on features and
July 24, 2025
Balikpapan Area programs to improve BSI Agent services and performance
Gathering and Fellowship of BSI Agents – To enhance agent loyalty and provide updates on features and
July 24, 2025
Banjarmasin Area programs to improve BSI Agent services and performance
Gathering and Fellowship of BSI Agents – To enhance agent loyalty and provide updates on features and
July 24, 2025
Pontianak Area programs to improve BSI Agent services and performance
Socialization of BSI Agent to the To introduce BSI Agent as a solution for access to public
Management of Salafiyah Islamic Boarding July 24, 2025 financial services and agency business as an additional
School, Situbondo source of business income
Gathering and Fellowship of BSI Agents – To enhance agent loyalty and provide updates on features and
July 25, 2025
Solo Area programs to improve BSI Agent services and performance
Gathering and Fellowship of BSI Agents – To enhance agent loyalty and provide updates on features and
July 25, 2025
Pekalongan Area programs to improve BSI Agent services and performance
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to the
July 25, 2025 financial services and agency business as an additional
Management of Al Azhar University, Jakarta
source of business income
Gathering of BSI Agents – Bekasi Area To enhance agent loyalty and provide updates on features and
August 20, 2025
Management programs to improve BSI Agent services and performance
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to SRC Sehan,
August 21, 2025 financial services and agency business as an additional
Fatmawati Area
source of business income
Socialization of Village Fund Management To introduce BSI Agent as a solution for access to public
and BSI Agency Services to BUMDes, North August 27, 2025 financial services and agency business as an additional
Lombok Regency source of business income
Socialization to All BSI Agents regarding APU To educate all Agents on AML/CFT (APU PPT) and transaction
August 27, 2025
PPT and Transaction Security in BSI Agent security in BSI Agent services
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent at SMK Negeri
September 9, 2025 financial services and agency business as an additional
Lebak, Banten
source of business income
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Implementation
Activity Name Objective
Date
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to the
September 10, 2025 financial services and agency business as an additional
Management of Padang University
source of business income
Gathering of BSI Agents – KCP Nusantara To enhance agent loyalty and provide updates on features and
September 11, 2025
Area Management programs to improve BSI Agent services and performance
Gathering of BSI Agents – Samarinda Cluster To enhance agent loyalty and provide updates on features and
September 12, 2025
Management programs to improve BSI Agent services and performance
Training of BSI Agents for KSPPS BMT UGT Education on BSI Agent features and services for transaction
September 16, 2025
Nusantara activities
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to the Farmer
September 19, 2025 financial services and agency business as an additional
Community of Cikalong Bandung Regency
source of business income
Gathering of BSI Agents – Bandung Raya To enhance agent loyalty and provide updates on features and
September 19, 2025
Area Management programs to improve BSI Agent services and performance
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to MSME
September 19, 2025 financial services and agency business as an additional
Community of Medan City
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to BUMDes with
September 19, 2025 financial services and agency business as an additional
EPIKS OJK Medan
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent and Cooperation
September 19, 2025 financial services and agency business as an additional
Initiation with Antam
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent with KBIH Tour &
September 19, 2025 financial services and agency business as an additional
Travel Cheria Holiday
source of business income
Socialization of BSI Agent and Distribution of To introduce BSI Agent as a solution for access to public
PIP to Islamic Boarding Schools managed by September 19, 2025 financial services and agency business as an additional
KC Cianjur & Sukabumi Pelabuhan Ratu source of business income
To introduce BSI Agent as a solution for access to public
Gathering of BSI Agents & “Ngopi Emas”
September 19, 2025 financial services and agency business as an additional
with Customers – Clustered Coffee Shops
source of business income
To introduce BSI Agent as a solution for access to public
Gathering of BSI Agents & “Ngopi Emas”
September 19, 2025 financial services and agency business as an additional
with Customers – Rawamangun Area
source of business income
Gathering of BSI Agents – KC Rimbo Bujang To enhance agent loyalty and provide updates on features and
September 19, 2025
Area Management programs to improve BSI Agent services and performance
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to SOS & EPIKS
September 19, 2025 financial services and agency business as an additional
OJK Bandar Lampung Area
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to LAZISNU
September 19, 2025 financial services and agency business as an additional
Bandar Lampung Area
source of business income
Socialization of BSI Agent & Acquisition at Agent acquisition and education on BSI Agent features and
September 19, 2025
UIN Padang services to be used as a Mini Bank
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to EPIKS OJK
September 30, 2025 financial services and agency business as an additional
Ciamis
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to MUI Jakarta September 30, 2025 financial services and agency business as an additional
source of business income
Capacity Building Training for Human
Resources and Institutional Strengthening To introduce BSI Agent as a solution for access to public
for KDKMP, KOPWAN & KSPPS – Department October 8, 2025 financial services and agency business as an additional
of Cooperatives and MSMEs of Sidoarjo source of business income
Regency
Gathering of BSI Agents – Palu Area To enhance agent loyalty and provide updates on features and
October 8, 2025
Management programs to improve BSI Agent services and performance
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Implementation
Activity Name Objective
Date
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to Cooperatives
October 17, 2025 financial services and agency business as an additional
and KBIH of Bandung City
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to TDA
October 29, 2025 financial services and agency business as an additional
Banjarmasin Community
source of business income
Gathering of BSI Agents – KCP Kapuas Area To enhance agent loyalty and provide updates on features and
October 30, 2025
Management programs to improve BSI Agent services and performance
Socialization & Gathering of BSI Agents with To introduce BSI Agent as a solution for access to public
KDKMP (Red-and-White Village Cooperative October 30, 2025 financial services and agency business as an additional
Community), Nganjuk Regency source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to OCE OKE
November 11, 2025 financial services and agency business as an additional
Jakarta Community
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to KDKMP Bogor November 17, 2025 financial services and agency business as an additional
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to MPDI Jakarta
November 27, 2025 financial services and agency business as an additional
Management
source of business income
To introduce BSI Agent as a solution for access to public
Socialization of BSI Agent to EPIKS OJK
December 9, 2025 financial services and agency business as an additional
Jakarta
source of business income
Socialization of BSI Agent to KBIH and the To introduce BSI Agent as a solution for access to public
Ministry of Religious Affairs of Tangerang December 9, 2025 financial services and agency business as an additional
City source of business income
Socialization of Year-End Program to All BSI
December 9, 2025 Socialization of a program to increase BSI Agent transactions
Agents (Online)
Socialization of BSI Agent to SRC Bogor
Education on BSI Agent features and socialization of BSI
Association during the 17th SRC Anniversary December 9, 2025
Agent programs to increase transactions
Event
LABOR ASPECT employee concentration or greatest business
contribution to the Bank. All ratio calculations are
Equal Employment Opportunity based on full-time employee data.
[OJK F.18] [GRI 202-2, 405-1]
Throughout 2025, BSI strengthened its inclusive In 2025, a total of 567 Branch Managers serving
and equitable employment framework. BSI at 567 branch offices (54.9%) were local residents,
ensures that every individual receives equal reflecting BSI’s commitment to supporting
opportunity in recruitment, training, career regional economic growth through the absorption
advancement, remuneration, and performance of local labor.
assessment. The Bank strictly enforces non-
discrimination policies, guaranteeing that To ensure career development equality, BSI
employment decisions are based solely on merit, implements comprehensive Human Capital
competency, and performance. regulations including the Human Capital SPO,
Learning Management PTO, Placement &
To support local economic development, BSI Assignment PTO, and Promotion PTO. These
institutionalized a structured local hiring approach. frameworks ensure that training, capability
Local community talent refers to individuals building, and internal mobility are accessible to all
originating from or residing in the same province employees. In addition, BSI enhanced monitoring
of operation. In addition, BSI defines senior of workforce diversity, including gender
management as positions at the Regional CEO representation within senior management and
and Group Head levels, which hold strategic workforce distribution across age groups. Details
decision-making authority. Significant locations of of management and employee diversity can be
operation are defined as regions with the highest seen in the following table:
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SOCIAL PERFORMANCE
Gender Age Group
Position Level
Male % Female % Total <30 % 30-50 % >50 % Total
Management
Board of 8 8
7 87.50% 1 12.50% 0 0.00% 3 37.50% 5 62.50%
Commissioners
Sharia Supervisory 6 6
6 100.00% 0 0.00% 0 0.00% 1 16.70% 5 83.30%
Board
Board of Directors 10 100.00% 0 0.00% 10 0 0.00% 6 60.00% 4 40.00% 10
Executive
2 25.00% 6 75.00% 8 0 0.00% 1 12.50% 7 87.50% 8
Manager (PE)
Sub Total 25 78.13% 7 21.87% 32 0 0.00% 11 34.38% 21 65.63% 32
Employee
Senior Manager 67 0.40% 25 0.15% 92 0 0.00% 63 0.38% 29 0.17% 92
Middle Manager 412 2.48% 132 0.80% 544 0 0.00% 448 2.70% 96 0.58% 544
Manager 1,851 11.16% 632 3.81% 2,483 44 0.27% 2,259 13.62% 180 1.09% 2,483
Officer 3,510 21.17% 2.170 13.09% 5,680 736 4.44% 4,779 28.82% 165 1.00% 5,680
Staff 3,958 23.87% 3.824 23.06% 7,782 1,269 7.65% 6,494 39.17% 19 0.11% 7,782
Sub Total 9,798 59.01% 6,783 40.91% 16,581 2,049 12.36% 14,043 84.69% 489 2.95% 16,581
Grand Total 9,823 59.13% 6,790 40.87% 16,613 2,049 12.33% 14,054 84.60% 510 3.07% 16,613
BSI also reinforced its commitment to inclusive hiring for persons with disabilities. Through the “program
bibit,” inclusive internship pathways, and a structured mentoring system within the Change & Culture
Academy, employees with disabilities receive proper support throughout the recruitment and onboarding
process. In 2025, BSI employed 1 (one) female employees with disabilities assigned to back-office and
support roles aligned with their competencies.
These initiatives reflect BSI’s dedication to building an inclusive, equitable, and diverse workforce while
contributing to the socio-economic advancement of communities across its operational footprint. The
following details the composition of employees with disabilities:
Gender Age Group
Year
Male % Female % Total <30 % 30-50 % >51 % Total
2025 - - 1 100% 1 1 100% - - - - 1
2024 7 54% 6 46% 13 13 100% - - - - 13
2023 7 54% 6 46% 13 13 100% - - - - 13
As part of strengthening employee welfare and engagement, the Bank implements an annual increment
and bonus policy as a form of appreciation for employees’ performance and contributions. In addition,
the Bank provides Umrah appreciation for top-performing employees as recognition of outstanding
commitment and achievements.
To support holistic employee well-being, the Bank organizes a range of integrated well-being programs
covering physical, mental, social, and financial aspects. Physical well-being initiatives include Health
Talks, Virtual Sport Competitions (walking and running), and Activity Challenges to promote healthy
lifestyles. Mental well-being is supported through psychological consultation services and various spiritual
initiatives, while financial well-being and literacy are enhanced through Financial Talks.
Furthermore, the Bank facilitates various employee clubs as platforms for employees to pursue their
interests and talents, contributing to stronger engagement, inclusivity, and a sense of togetherness in
the workplace.
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Employee Recruitment and Turnover [GRI 401-1]
To meet its need for high-quality and professional human resources, BSI conducts recruitment based on
the principles of equality, fairness, and transparency. All recruitment and selection processes, guided by
the BSI Recruitment & Selection PTO, are carried out without discrimination based on gender, age, race,
religion, physical condition, or other personal backgrounds.
BSI recognizes that strong talent drives business performance. As such, the Bank collaborates with various
external partners such as universities, career centres, media platforms, and head-hunters to attract the
best candidates. In 2025, BSI hired 352 new employees.
Composition of New Employee Recruitment Based on Age Group
(in People)
Age Group 2023 2024 2025
21-30 years old 229 512 290
31-40 years old 24 49 45
41-50 years old 17 15 12
>50 years old 5 33 5
Total 275 609 352
Composition of New Employee Recruitment Based on Gender
(in People)
Gender 2023 2024 2025
Male 147 369 223
Female 128 240 129
Total 275 609 352
Composition of New Employee Recruitment by Nationality
(in People)
2023 2024 2025
Nationality
Male Female Total Male Female Total Male Female Total
Indonesia 128 147 275 369 240 609 223 129 352
Foreign – – – – – – – – –
Total 128 147 275 369 240 609 223 129 352
Composition of New Employee Recruitment Based on Work Area
(in People)
Work Area 2023 2024 2025
Java 266 586 331
Outside Java 9 23 21
Total 275 609 352
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New Employee Recruitment by Job Level
(in People)
Job Level 2023 2024 2025
Senior Manager 15 7 3
Middle Manager 15 23 13
Manager 15 42 32
Officer 212 491 265
Staff 18 46 39
Total 275 609 352
In addition to supporting organizational growth, recruitment is also undertaken to maintain operational
continuity by replacing departing employees. During 2025, the Company recorded 1,001 employee
departures, an increase compared to 566 employees in 2024.
Composition of Retired Employees Based on Age Group
(in People)
Age Group 2023 2024 2025
21-30 years old 212 176 238
31-40 years old 323 268 452
41-50 years old 96 68 152
>50 years old 57 54 159
Total 688 566 1,001
Composition of Retired Employees Based on Gender
(in People)
Gender 2023 2024 2025
Male 373 280 590
Female 315 286 411
Total 688 566 1,001
Composition of Employees Retiring Based on Work Area
(in People)
Work Area 2023 2024 2025
Java 464 337 557
Outside Java 224 229 444
Total 688 566 1,001
Employee turnover occurs for various reasons, including retirement, end of contract, resignation, health
conditions, and other personal factors. Employees intending to resign are required to provide at least one
month’s notice, in line with Manpower Law No. 13/2003 and the prevailing Collective Labor Agreement
(CLA).
To ensure consistent and transparent reporting, the employee turnover rate is calculated using a standard
method: the total number of employees who left the organization during the reporting period divided
by the average total workforce for the year. This calculation includes all forms of employment separation,
resignation, retirement, and death, and is presented by age group, gender, and work area.
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Employee Turnover Rate
(in People)
Description 2023 2024 2025
New Employee (Recruitment) 275 609 352
Resign 606 477 751
Pension 61 72 93
Deceased 21 17 18
Employee Turnover Rate 3.77% 3.21% 5.09%
Employee Turnover Based on Age Group
(in People)
Age Group 2023 2024 2025
21-30 years old 212 176 238
31-40 years old 323 268 452
41-50 years old 96 68 152
>50 years old 57 54 159
Employee Turnover Based on Gender
(in People)
Gender 2023 2024 2025
Male 373 280 590
Female 315 286 411
Employee Turnover Based on Work Area
(in People)
Work Area 2023 2024 2025
Java 266 586 557
Outside Java 9 23 444
Training and Competency Development
[OJK F.22] [GRI 404-1, 404-2]
As part of its commitment to developing high-calibre talent, BSI continuously encourages every employee
to enhance their capabilities through structured and tiered training and development programs.
Competency development focuses on fundamental, managerial, and leadership aspects, delivered
through various methods including classroom training, mentoring, job rotation, leadership coaching,
and feedback sessions.
All development initiatives adopt the experience–engagement–education approach as stipulated in
the Human Capital SPO, supported by enhanced learning curricula through digital learning platforms,
the Learning Management System, new leadership development programs, and the integration of ESG
modules for all employees in alignment with the 2025 RAKB.
•• Experience: Development through hands-on exposure including job assignments, rotation or transfer,
strategic project involvement, temporary assignments, internships, and on-the-job learning.
•• Engagement: Learning through interpersonal interaction, including coaching, counselling, and
mentoring facilitated by assigned leaders or trainers.
•• Education: Systematic competency development delivered through structured classes, self-paced
learning, and digital learning channels.
Align with that approach, BSI conducts various learning formats including seminars, workshops,
knowledge sharing, and competency-based training. To ensure relevance and alignment, Training Needs
Analysis is conducted through performance planning, review, and evaluation. This mechanism ensures
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that every training initiative supports KPI achievement and aligns with each employee’s development
and career progression.
Number of Training Participants Based on Job Level
Number of Participants (in people)
Job Level
2023 2024 2025
Senior Manager 2,369 1,534 1,077
Middle Manager 13,381 7,866 7,390
Manager 71,757 73,023 30,403
Officer 178,424 120,222 69,301
Staff 255,105 167,341 92,027
Total 521,036 369,986 200,197
BSI Employee Training and Development Statistics
Description Unit 2023 2024 2025
Training Program Type 1,118 688 462
Number of Training Participants People 521,036 369,986 200,197
Average Training Hours Per Employee Hours/Employees 78 15 69
Training Fees In Billions of Rupiah 90,64 141.59 141.77
Average Employee Training Hours [OJK F.22]
Number of Employees Average Training Hours Per
Training Hours
Description Receiving Training Employee
2023 2024 2025 2023 2024 2025 2023 2024 2025
Overall 17.862 17.308 16.489 1.392.792 258.103 1.182.406 78 15 69
Based on Gender
Male 10,543 10,228 9,739 594,990 141,623 698,433 56 13.8 69.15
Female 7,367 7,080 6,750 797,802 116,480 483,973 108 16.4 69.45
Based on Job Category
Senior
95 91 90 14,938 233 5,473 157.24 3 54
Manager
Middle
446 483 528 53,475 1,939 39,464 119.90 4 73
Manager
Manager 2,235 2,343 2,456 246,884 12,771 180,665 110.46 5 71
Officer 5,798 5,760 5,653 496120 202,423 437,064 85.57 35 74
Staff 9,288 8,631 7,765 581,375 40,737 519,740 62.59 5 64
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Number of Average Training
Employees Training Hours Hours per
Trained Employee
2023 17.862 2023 1.392.792 2023 78
2024 17.308 2024 258.103 2024 15
2025 16,489 2025 1,182,406 2025 69
In 2024, the average training hours declined due Employee Performance Assessment [GRI 404-3]
to adjustments in reporting methodology, where BSI implements a performance appraisal system
only training sessions classified under the official based on transparency and accountability to
learning services categories in the PTO Learning ensure that each employee contributes optimally
Management were recorded. Cultural activities to the Bank’s strategic objectives. The assessment
such as Taujih, PHBI, and internal podcasts were process refers to the Employee Performance
excluded from the count. In addition, the number Evaluation Policy and is carried out in a structured
of employees in 2024 was lower than in previous manner, beginning with the formulation of
years, while the training strategy prioritized IT, Corporate Goals, cascading them to business units,
Operations, and Sales, programs that were mostly and finalizing individual performance targets.
delivered offline and required higher costs. The
completion of the large-scale SPPUR training This framework ensures alignment between
in 2021–2023, which previously contributed corporate goals, unit performance, and individual
significantly to training hours, also influenced the contributions, while fostering a productive and
decline. results-oriented culture. Through consistent
evaluation, BSI provides employees with feedback
By 2025, training hours increased again, supported and clear development direction to strengthen
by the expansion of BSI’s digital learning engagement and support overall performance
platform, additional technical and functional improvement.
curricula aligned with digital transformation, and
mandatory ESG learning modules. Improvements The annual performance management cycle
to the LMS, the introduction of micro-learning, consists of three stages: performance planning to
and the strengthening of leadership development establish individual KPIs; mid-year review to assess
programs further enhanced employee progress and identify areas for improvement;
participation. and year-end evaluation to measure overall
achievement throughout the year.
As part of comprehensive career lifecycle support,
BSI provides a Pre-Retirement Preparation Two-way communication between managers and
Program for employees transitioning into employees is emphasized across the process to
retirement. The program follows a formal, maintain a collaborative relationship and ensure
structured policy with clear participant criteria constructive feedback. All stages of the appraisal
and schedules, and spouses are invited to join as process are conducted digitally through the
part of the holistic transition process. In 2025, the Employee Information System (SIP), enabling
program was attended by 90 employees, with efficient access to performance data.
participant details as follows:
Number of Participants
Training (in people)
2023 2024 2025
Retirement
90 216 90
Preparation Training
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The year-end performance evaluation results serve as the basis for preparing employee development
plans for the following year. In 2025, a total of 16,581 employees received a performance and career
development review, consisting of 9,798 male employees and 6,783 female employees. Based on the
assessment results, 5,365 employees received promotions and 3,059 employees underwent transfers or
job rotations.
Employee Routine Review and Career Path
Assessment Results and Relevance of Career Development
Number of Employees Undergoing
Year Mutation/
Review Promotion Demotion
Rotation
2025 100% (16,581 employees) 5,365 3,059 0
2024 100% (17,234 employees) 5.150 5.699 0
2023 100% (17,909 employees) 2.435 4.869 0
2022 100% (18,581 employees) 1.144 5.690 0
Freedom of Association [GRI 2-30, 402-1]
BSI strives to foster a harmonious and mutually beneficial relationship with all employees across
its operations. To ensure an inclusive and supportive work environment, the Bank provides open
communication channels through which employees may express opinions, concerns, and suggestions.
This reflects BSI’s commitment to respecting workers’ rights and promoting social fairness.
The Collective Labor Agreement (CLA) negotiated between management and the Employee Union
applies to all BSI employees, whether union members or not. As a result, employment terms, rights,
and obligations for non-union employees remain governed by the CLA and national labor regulations,
ensuring fair and consistent treatment for everyone.
BSI guarantees employees’ freedom to associate, assemble, and voice their views within the boundaries of
applicable laws. The Bank has established the BSI Employee Union as its official labor organization. As of
the end of 2025, the union’s membership totaled 8,732 employees, representing 52.66% of the workforce.
Number of Labor Union Participants
Number of Employees as Number of Labor Union
Labor Union Percentage
of December 2025 Members
Member of BSI Labor Union 16,581 8,732 52.66%
To maintain a supportive work environment, BSI provides a formal grievance mechanism outlined in
Article 55 of the BSI Corporate Regulation, which guides employees in submitting, discussing, and
resolving workplace issues through deliberation. This mechanism reinforces BSI’s commitment to
constructive and transparent employee relations. The following is the mechanism for handling employee
grievances:
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Stages Settlement Mechanism Agree or Not
Submission of Complaints Settlement Mechanism
Stage 1
»» Filling out the Complaint Form
Meeting with Direct Superior
»» Union Assistance (if necessary)
Stage 2
Done
»» Filling out the Stage 2 Complaint Form
Meeting with Direct Superior
»» Union Assistance (if necessary)
Stage 3 (Bipartite Negotiations) Bipartite Negotiations between Employees and
»» Filling out the Stage 3 Complaint Form Representative Employees at the Regional Office/
»» Union Assistance (if necessary) Supervision Group level with the knowledge of
the Human Resources Management Unit
Stage 4 Tripartite Process up to Court.
To maintain a harmonious industrial relationship, To reinforce responsible procurement, BSI
BSI applies a notice mechanism for any expanded its supplier due-diligence procedures.
adjustment to operational hours as stipulated in All partners are required to submit compliance
the Branch SPO of PT Bank Syariah Indonesia. Any documents affirming that their operations are free
change must be communicated to the branch from underage labor and forced labor practices.
office no later than 10 (ten) working days before These commitments are reviewed regularly
implementation and to all employees at least through supplier evaluations aligned with BSI’s
3 (three) working days beforehand to ensure sustainable procurement framework.
sufficient preparation time.
Monitoring throughout 2025 confirmed that no
This notice requirement is further outlined in BSI operations or suppliers were identified as
the BSI Employee Union CLA, which obliges having significant risks related to child labor or
management to engage in transparent forced labor. In addition, no adverse social impacts
communication and consult employee associated with these issues were observed across
representatives prior to finalizing any decision. the Bank’s supply chain. This outcome underscores
Through this approach, employees are assured the effectiveness of BSI’s oversight mechanisms
of clarity regarding operational changes and the and its commitment to responsible and ethical
protection of their labor rights. employment practices.
Child Labor and Forced Labor [OJK F.19] [GRI 409-1]
BSI strengthened its safeguards against child
labor and forced labor by enhancing labor policies
and tightening oversight across its supply chain.
Recruitment procedures continue to enforce a
minimum hiring age of 24 (twenty-four) years,
supported by regulated working hours of 8 (eight)
hours per day and 40 (forty) hours per week, as
stipulated in the Company Regulations.
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Parental Leave [GRI 401-3]
BSI implement maternity and paternity leave policies to promote employee well-being and support
family welfare. The maternity leave provisions outlined in the BSI Leave and Permission PTO were updated
to fully align with Law No. 4 of 2024 on Maternal and Child Welfare, which emphasizes protection for
mothers and children during the critical first 1,000 days of life. Female employees are entitled to 90 days
of maternity leave, with additional leave available under conditions permitted by law.
BSI also enhanced support for male employees by reinforcing its paternity leave policy, 2 (two) working
days if the delivery takes place in the same city as the employee’s last placement, and 4 (four) working
days if the delivery takes place outside the city, with a travel distance exceeding 80 km from the
employee’s last placement city. This policy reflects the Bank’s commitment to fostering shared parental
roles and family readiness. Throughout 2025, 317 female employees utilized maternity leave, while 295
male employees took paternity leave to accompany their spouses during childbirth.
2023 2024 2025
Description
Female Male Female Male Female Male
Number of employees entitled to leave 5,816 9,438 5,719 9,206 6,665 9,578
Number of employees taking leave 372 398 391 343 317 295
Number of employees returning after leave 368 398 388 343 317 295
The number of employees who continue to
343 398 373 343 317 295
work up to 12 months after taking leave
Return to work rate 98.92% 100.00% 99.23% 100.00% 100.00% 100.00%
Retention rate 93.21% 100.00% 96.13% 100.00% 100.00% 100.00%
3P Remuneration Determination System
Pay for Position employees are Pay for Person employees are Pay for Performance
compensated according to compensated according to employees are compensated
their position/title. their individual skills. according to their
performance.
Employee Remuneration, Compensation, and Benefits [OJK F.20] [GRI 202-1, 401-2, 405-2]
BSI committed to implement a remuneration system that is competitive, transparent, and aligned with
the principle of equality. The remuneration framework provides both financial and non-financial rewards
that are proportionate to employee contributions, while considering the Bank’s capacity and prevailing
labor market standards. Periodic benchmarking ensures that BSI remains competitive within the Islamic
banking industry.
In its implementation, BSI refers to/adopts the higher amount between the Provincial Minimum Wage
(UMP) and the Regency/Municipal Minimum Wage (UMK).
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BSI also performs periodic analysis of salary and responsibilities, performance, and alignment with
remuneration ratios between male and female regional cost of living standards and applicable
employees across job categories. The female-to- minimum wage regulations (UMP/UMK) across
male employee remuneration ratio is 100% across operational areas.
all job categories, as the compensation structure
is determined based on position, responsibilities, BSI ensures that its remuneration policies are
and performance without gender differentiation. implemented in compliance with regulatory
Beyond wages, BSI provides a comprehensive suite requirements, including OJK provisions on
of benefits, including health coverage, pension sustainability and gender-related disclosures,
programs, leave entitlements, and employee as part of the Bank’s commitment to fair and
welfare facilities. transparent employment practices.
For outsourced personnel supporting Bank In addition, BSI fosters an inclusive organizational
operations, BSI requires all manpower service culture by actively rejecting bias, including
providers to pay wages above the UMP/UMK gender bias, in the management of remuneration,
provide statutory employee benefits, and protect compensation, and employee benefits. These
worker rights. Compliance is monitored through efforts are reinforced through internal initiatives
contractual agreements and routine evaluations. and collaboration with Danantara to promote
gender equality and a respectful and inclusive
To ensure remuneration equity and fairness, BSI workplace.
conducts periodic benchmarking and industry
salary surveys, utilizing market references and A detailed comparison of the lowest employee
human resources consultants. Remuneration wage relative to the UMP in each province is
is determined based on job grade, roles and presented in the following table:
Remuneration Percentage
Province UMP 2025 (Rp) of Lowest Level
Employee (Rp) Male Female
Bali 2,996,561 3,900,000 130.15% 130.15%
Banten 2,905,120 3,900,000 134.25% 134.25%
Bengkulu 2,670,040 3,900,000 146.07% 146.07%
Special Region of Yogyakarta 2,264,081 3,900,000 172.26% 172.26%
Special Capital Region of Jakarta 5,396,671 5,396,761 100.00% 100.00%
Gorontalo 3,221,731 3,900,000 121.05% 121.05%
Jambi 3,234,535 3,900,000 120.57% 120.57%
West Java 2,191,233 3,900,000 177.98% 177.98%
Middle Java 2,169,349 3,900,000 179.78% 179.78%
East Java 2,305,985 3,900,000 169.13% 169.13%
West Kalimantan 2,878,286 3,900,000 135.50% 135.50%
South Kalimantan 3,496,195 3,900,000 111.55% 111.55%
Middle Kalimantan 3,473,622 3,900,000 112.27% 112.27%
East Kalimantan 3,579,314 3,900,000 108.96% 108.96%
North Kalimantan 3,580,160 3,900,000 108.93% 108.93%
Bangka Belitung Island 3,876,600 3,900,000 100.60% 100.60%
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Remuneration Percentage
Province UMP 2025 (Rp) of Lowest Level
Employee (Rp) Male Female
Riau Island 3,623,654 3,900,000 107.63% 107.63%
Lampung 2,893,070 3,900,000 134.80% 134.80%
Maluku 2,949,953 3,900,000 132.21% 132.21%
North Maluku 3,408,000 3,900,000 114.44% 114.44%
Nanggroe Aceh Darussalam 3,685,616 3,900,000 105.82% 105.82%
West Nusa Tenggara 2,602,931 3,900,000 149.83% 149.83%
East Nusa Tenggara 2,328,969 3,900,000 167.46% 167.46%
Papua 4,285,850 4,285,850 100.00% 100.00%
West Papua 3,615,000 3,900,000 107.88% 107.88%
Riau 3,508,775 3,900,000 111.15% 111.15%
West Sulawesi 3,104,430 3,900,000 125.63% 125.63%
South Sulawesi 3,880,136 3,900,000 100.51% 100.51%
Middle Sulawesi 2,915,000 3,900,000 133.79% 133.79%
Southeast Sulawesi 3,073,552 3,900,000 126.89% 126.89%
North Sulawesi 3,775,425 3,900,000 103.22% 103.22%
West Sumatera 3,104,430 3,900,000 125.63% 125.63%
South Sumatera 3,657,527 3,900,000 106.63% 106.63%
North Sumatera 3,775,425 3,900,000 103.22% 103.22%
Building upon its competitive remuneration and Key Performance Indicator (KPI) results. This
framework, BSI strengthened its employee reward ensures equal opportunities for all employees in
strategy in 2025 through a total reward approach accessing compensation and benefits.
that integrates financial, non-financial, and long-
term welfare components. This remuneration The reward structure includes annual bonuses,
structure is designed to drive employee comprehensive healthcare, leave entitlements,
performance, support capability development, employee financing, and other welfare
and ensure the sustainability of talent aligned with benefits aligned with individual and corporate
the Bank’s digital transformation and Sustainable performance. In addition, BSI provides non-
Finance agenda. The policy also serves as a financial appreciation programs such as
strategic instrument to retain high-performing Umrah rewards for top-performing employees,
employees and attract top-tier talent within the innovation-based recognition, social assistance
Islamic banking industry. programs, and Employee Financing Facilities (FPP)
which expanded in 2025. These initiatives reinforce
BSI upholds the principles of fairness and the Bank’s hasanah-based culture and enhance
competitiveness through a performance-driven employee engagement across operational areas.
remuneration system that incorporates risk
considerations and organizational priorities. To As part of long-term retention efforts, BSI
maintain market competitiveness, the Bank continues to implement the Retention Program
regularly participates in Annual Salary Surveys for selected permanent employees. Differences
conducted by reputable independent institutions. in benefit entitlements between permanent
All remuneration decisions are made without employees and outsourced personnel remain,
discrimination based on gender, ethnicity, religion, in line with regulatory requirements. Permanent
physical condition, or personal background, and staff receive comprehensive benefits, including
instead rely on performance achievements, tenure, BPJS, supplemental insurance, pension programs,
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and family leave, while BSI ensures outsourcing providers comply with minimum wage standards, labor
protections, and regulatory obligations.
Permanent Contract
Forms of Benefits
Employee Employee
Basic Salary √ √
Life Insurance/BPJS Health √ √
Health Benefits, including birth allowance √ √
Work Accident (JKK) and Disability Insurance - Included in BP Jamsostek Facility √ √
Pension Insurance (JP) - Included in BP Jamsostek Facility √ √
Share Ownership Opportunity √ -
Religious Holiday Allowance √ √
Annual Leave Allowance √ √
Defined Benefit Plan and Other Retirement the Human Capital Information System (HCIS) and
Plans [GRI 201-3] the DPLK website, enabling contribution records,
As part of its commitment to safeguarding investment/development, participation status,
employees’ long-term welfare, BSI administers and benefit simulations to be accessed more
several pension programs in compliance with transparently by employees.
applicable regulations. These programs are
designed to ensure that employees receive In 2025, BSI also strengthened the actuarial
adequate benefits upon retirement. One of the process for employee benefits by conducting
main schemes is the Financial Institution Pension an assessment using the PSAK 219 method as of
Fund (DPLK) with a defined contribution program, December 31, 2025. The results showed a defined
which is provided to permanent employees benefit obligation of Rp404.347 billion and plan
through monthly contributions shared by both assets of Rp137.497 billion, with a 100% funding
the employee and the Bank, supplemented with level in the Islamic money market. Under the
additional welfare benefits. defined contribution program managed by the
selected DPLK, the total contribution amounted
In addition to DPLK, BSI also implements the to Rp200.343 billion. All pension obligations
Old-Age Security Program (JHT) through BPJS were presented accurately in the consolidated
Employment and the Pension Security Program statement of financial position in accordance
(BPJS Pension). The contribution formulation with the latest accounting standards and the
remains the same: employees contribute 5% and employment risk policy updated in 2025.
the Company contributes 10% for the Defined
Contribution Program, while JHT contributions Throughout 2025, BSI also completed a
consist of 2% from employees and 3.7% from the full reconciliation of employee retirement
Company, and Pension Security (BPJS Pension) participation data to ensure accurate enrollment
consists of 1% from employees and 2% from the in the appropriate pension schemes. A detailed
Company. In 2025, the contribution administration breakdown of employee participation in each
mechanism became increasingly integrated with retirement program is presented in the following
table:
Description 2023 2024 2025
Defined Benefit Pension Program (PPUKP DPLK BRI or Pooled Fund) 17,151 16,645 16,293
Defined Contribution Retirement Program 17,871 17,408 17,074
Old Age Security Program 17,855 17,271 16,609
Pension Security Program 17,855 17,271 16,609
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A Decent and Safe Work Environment [OJK F.21] Occupational Health and Safety
BSI remains committed to providing a safe, healthy, [GRI 403-1, 403-2, 403-7, 403-8]
and supportive working environment as an integral BSI continually enhances its OHS practices to foster
part of its sustainability agenda. Throughout 2025, a safe, healthy, and productive work environment.
the Bank strengthened the implementation of Throughout 2025, OHS implementation was
Occupational Health and Safety (OHS) through aligned with national regulations, including
routine monitoring, enhanced safety procedures the Manpower Law, Job Creation Law, and
across all units, and regular assessments of Occupational Safety Law, and embedded in
workplace readiness, all aimed at achieving zero the Bank’s Human Capital SOPs and Company
accidents. These efforts address not only physical Regulations. All employees, contractors, and
safety but also psychological well-being and individuals carrying out activities in BSI operational
mental health through targeted support programs areas must adhere to these requirements.
and internal awareness initiatives.
Although BSI’s OHS system has not yet adopted
To ensure comprehensive employee protection, international standards such as ISO 45001, the
BSI provides health insurance coverage, Bank applies core OHS processes consistently,
BPJS Kesehatan and BPJS Ketenagakerjaan including hazard identification, risk assessment,
participation, and further integrated employee and risk control in accordance with national
welfare information into the Human Capital regulations. To enhance monitoring, BSI expanded
Information System (HCIS), enabling more its risk data integration in 2025, enabling more
transparent and efficient monitoring of employees’ comprehensive oversight across operational units.
entitlements and benefits.
As part of strengthening risk management,
In addition, BSI ensures the creation of a safe, BSI conducted a bankwide Risk and Threat
harmonious, and ethical working environment Assessment (RTA) across all branches and head-
through the implementation of the Respectful office facilities. RTA evaluates building readiness,
Workplace Policy (RWP). The policy was formally physical and digital security infrastructure, data
issued in January 2026 to strengthen the center reliability, and workplace conditions based
Company’s commitment to fostering a respectful on site-specific risk profiles. Results are used to
and integrity-driven workplace culture. The update SOPs, improve safety facilities, and ensure
RWP applies to the Board of Directors, Board the implementation of corrective actions.
of Commissioners/Sharia Supervisory Board, all
employees, and external business partners, and In addition to preventive measures, BSI conducted
serves as a guideline to prevent harassment, emergency preparedness activities including
violence, discrimination, and other inappropriate evacuation drills, facility inspections, and upgrades
conduct. to safety equipment. Employees may stop work
when encountering unsafe conditions without fear
Throughout 2025, the Company undertook various of reprisal and may report hazards through secure
preparatory activities for the implementation of internal channels. All incidents undergo formal
the policy, including the development of the policy investigation using root cause analysis followed by
framework, strengthening of internal control corrective and preventive actions aligned with the
mechanisms, and the design of socialization hierarchy of controls.
programs to be implemented following the
policy’s issuance.
With these initiatives, BSI ensures the creation
of a safe, inclusive, and supportive working
environment for all BSI personnel.
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To support employee well-being, BSI provides comprehensive health protection including BPJS
Kesehatan, BPJS Employment Security, supplemental insurance, and mental health initiatives integrated
within the Bank’s development programs. Regular communication and training reinforce OHS awareness
throughout the organization.
BSI also manages OHS risks arising from business partners. All building operators, security personnel,
cleaning services, technicians, cash-in-transit providers, and data center operators must comply with
OHS provisions stipulated contractually, including the use of PPE, technical competency certification,
and adherence to building safety procedures. Monitoring is performed through OHS inductions,
onsite inspections, and hazard reporting; work activities may be suspended until corrective actions are
completed.
In 2025, all BSI OHS programs covered 100% of employees, 100% of third-party workers on-site, and all
significant operational locations. Through this framework, BSI ensures that its OHS management system
remains effective, measurable, and aligned with sustainability principles.
Environmental and Procedural Factors Human and Communication Factors
Safety The RTA program ensures that all BSI office Routinely carrying out communication,
facilities meet OHS standards according to the safety program campaigns, and routine OHS
Human Capital Standard Operating Procedures, socialization for all BSI employees regarding
namely: OHS procedures and evacuation procedures in
•• Light Fire Extinguisher (APAR). emergency moments, including:
•• Fire hydrant and fire pump. •• Fire drill
•• Smoke control system. •• Improving the understanding of the use of
•• Alarm system. APAR and APAB and first response of a fire
•• Water sprinkle. •• Earthquake handling
•• Evacuation route instructions. •• Handling of terrorism threats
•• Creation of Emergency Respond Plan. •• Appointment of Floor Captain for each floor
•• Provision of emergency response SOP (Stan- •• Establishment of ERT (Emergency Response
dard Operating Procedure). Team)
•• Ensuring that the building protection sys- •• Creating a WhatsApp Group for communica-
tem functions automatically and integrated tion purposes
during General Alarm/Fire Drill •• Conducting emergency response training
•• Ensuring that evacuation facilities are •• Conducting training on the use of APAR
equipped with designation signs and meet •• Conducting emergency simulations
building operational standards during earth-
quakes, fires, and bomb threats.
Health BSI is committed to maintaining a comfortable Implementing Various Health Campaigns
and healthy workplace for employees and and Regular Medical Check-ups for All BSI
visitors by implementing Standard Operating Employees, focusing on:
Procedures (SOPs) for workplace maintenance, •• Lung and respiratory health
which include: •• Prevention of heart disease and hypertension
•• Regular fogging •• Dental health
•• Installation of UV-C air filters •• Digestive issues, such as GERD, ulcers, gall-
•• Ensuring proper air circulation, including SAG stones, and diarrhea
and RAG functionality •• Preventing diabetes complications through a
healthy lifestyle
Employee Wellbeing Program •• Eye health
•• Psychological Wellbeing Program •• Low back pain
•• Financial Wellbeing Program •• Maintaining health during Ramadan
•• Physical Wellbeing Program
•• Workplace Wellbeing Program
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Environmental and Procedural Factors Human and Communication Factors
To continuously support the development of Organizing Health Awareness and
top-tier human resources, BSI consistently Communication Activities, such as:
implements various programs to create a •• Healthy Talk
meaningful employee experience, including: •• Let’s Walk & Be Health
•• Psychological wellbeing (for example: mental •• Newsletter dan Infosehat
health counseling with psychologists, em-
ployee clubs that want to channel hobbies,
Bipartite LKS Forum)
•• Physical wellbeing (e.g., health clinics, well-
ness or health education programs, and in-
house medical check-ups.)
•• Financial Wellbeing (e.g., financial planning
education programs and competitive remu-
neration and benefits packages for employ-
ees.)
•• Workplace Wellbeing (e.g., availability of lac-
tation rooms, daycare facilities, and a fitness
center.)
Worker Participation in The OHS System •• Wellness Fair
[GRI 403-4, 403-5] Conducted at Regional Offices and Head
BSI enhances employee participation in the Office, featuring:
OHS system through regular consultations, 1. Health insurance education
management reviews, and reporting channels 2. Health screening (Mini MCU, physiotherapy,
such as Employee Care, Logic, and internal social eye examination, QRA, nutrition
platforms. Employees are encouraged to provide consultation)
feedback and report unsafe conditions as part of 3. Healthy food & beverage booths
continuous improvement. 4. Doctor Corner
5. Workout activities such as, Zumba/aerobics
To strengthen preparedness, floor wardens are sessions
appointed on each floor and trained in OHS,
including emergency simulations, hazard •• In-House MCU
identification, fire-extinguisher use, and In collaboration with partner hospitals, BSI
evacuation procedures. In addition, all employees provides Medical Check Up services at office
receive basic OHS training covering workplace locations to make health assessments more
risks, unsafe condition reporting, and emergency accessible.
response.
•• Let’s Walk & Be Healthy
Through active involvement and competency A virtual walking competition promoting daily
development, BSI ensures that employees physical activity and improved fitness.
contribute directly to maintaining safety and
improving OHS performance across all work units. •• Health Talk
Hybrid educational sessions with medical
BSI Health Program [GRI 403-3, 403-6] experts covering topics such as staying healthy
To promote employee well-being, BSI provides during Ramadan, productive living, skin
comprehensive health insurance coverage for wellness, and maintaining immunity during
employees, their spouses, and up to three children. seasonal changes.
Beyond medical protection, BSI implements a
structured Wellness Program, designed to foster •• Newsletter & InfoSehat
healthy lifestyles through education, preventive Digital publications offering health tips, doctor
healthcare services, and physical activities that consultations, new provider information, and
enhance employee productivity. updates on wellness initiatives.
The Wellness Program includes several key
initiatives:
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BSI operates the BSI Medical Unit on the 10th These training initiatives form an essential part
floor of The Tower as a primary care service for of BSI’s OHS system, ensuring that all employees
employees, providing immediate treatment understand safety responsibilities and are able to
for common medical concerns. In addition, the act effectively in emergency conditions.
BSI Club organizes routine sports activities to
promote a healthy lifestyle and foster employee OHS Performance [GRI 403-9, 403-10]
engagement. Throughout 2025, BSI successfully maintained a
safe working environment through the consistent
From the occupational health perspective, and structured implementation of various
BSI delivers services to identify, manage, and Occupational Health and Safety (OHS) programs.
minimize health risks through regular monitoring, As a result, there were no work-related incidents
workplace assessments, and follow-up actions. or fatalities involving employees or external parties
These services are conducted by qualified medical such as contractors, subcontractors, and business
personnel in line with internal procedures and partners. BSI also did not receive any reports of
national regulations. occupational diseases during the reporting period.
BSI ensures equal access to health services for In line with the increase in workplace incidents in
all employees, including mechanisms to report 2025, the Company conducted a comprehensive
health-related risks without retaliation. This evaluation of its Occupational Health and Safety
approach ensures that BSI’s health services are (OHS) management system to identify root
preventive, corrective, and fully support employee causes and strengthen risk controls. The Company
well-being. enhanced OHS training and awareness programs,
increased supervision of high-risk activities, and
OHS Training [GRI 403-5] reinforced incident reporting and investigation
To prevent workplace accidents and occupational mechanisms to prevent similar occurrences.
illnesses, BSI consistently implements a range
of OHS training programs for employees and In addition, the Company strengthened routine
relevant personnel. These programs are designed inspections and coordination across business
to strengthen preparedness, enhance emergency units to ensure the consistent implementation
response capabilities, and improve risk awareness of safety standards. These efforts form part of
across the organization. the Company’s commitment to creating a safe
working environment, protecting employee well-
The OHS training conducted in 2025 includes: being, and continuously reducing workplace
•• Business Continuity Management Contingency incident rates.
Plan (BCMCP) training and certification to
strengthen each unit’s ability to manage
incidents and maintain business continuity.
•• Wellness Program, providing preventive health
education and lifestyle improvement.
•• Disaster Leadership Management certification
to develop leadership competency during
emergency situations.
•• Security Personnel Training, covering:
»» Conflict handling techniques,
»» Office security procedures,
»» Earthquake emergency response,
»» Proper use of fire extinguishers,
»» Response to threatening or critical actions.
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The details of workplace incident rates are as follows:
Work Accident Rate
Year
Light Moderate Severe Fatal/Death
2025 Nil 23 Nil 1
2024 Nil Nil Nil Nil
2023 Nil Nil Nil Nil
2022 Nil Nil Nil Nil
Creating Purpose for the Employee - BSI is more than just Financial Institution but
also has spiritual and social values
B S I
BANK SYARIAH INDONESIA
BSI Financial Friend BSI Spiritual Friend BSI Social Friend,
contributing for Indonesia
Good Working Environment Line
Digilab-for Digital incubation
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BSI creates work life balance for employee
COMMUNITY ASPECTS contributing to improved access to essential
services, broader economic opportunities, and
Operations Impact on The Surrounding enhanced community well-being.
Community [OJK F.23] [GRI 203-1, 413-1, 413-2, 411-1]
In 2025, BSI further strengthened its positive Environmental contributions were also
contribution to surrounding communities strengthened through productive tree-planting
through integrated social and economic initiatives, the Sedekah Pohon program, wide-
development initiatives. Beyond generating scale deployment of RVM PlasticPay collection
employment opportunities, BSI implemented a points, and green lifestyle campaigns aimed
range of programs focused on local economic at reducing plastic waste and promoting
empowerment, human capital enhancement, environmental awareness. These initiatives
and community capacity building. Key initiatives collectively enhanced environmental stewardship
included the expansion of the BSI Village Program, within BSI’s operational footprint.
the enhancement of BSI MSME Centers, and
various MSME incubation efforts designed to Throughout 2025, BSI recorded no incidents of
support local livelihoods and foster financial Indigenous Peoples’ rights violations or other
inclusion. significant adverse impacts on local communities.
Consequently, no remediation, formal review, or
BSI also expanded its support for social follow-up actions were required. This underscores
infrastructure during 2025, including BSI’s commitment to conducting its operations
improvements to educational facilities, responsibly and with full respect for community
establishment of new MSME centers, deployment rights.
of clean water facilities through RO-based Water
Stations, and provision of essential infrastructure
across village development programs. All
infrastructure support was provided on a pro
bono basis in line with BSI’s social program policy,
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BSI Distributes Aid to Disaster Victims in Aceh,
North Sumatra, and West Sumatra
Aceh
North Sumatra Area Coverage Logistic
1. Aceh •• Staple Foods
18 Regencies/Cities •• Medicines
2. North Sumatra •• Clothing and Worship Supplies
6 Regencies/Cities •• Hygiene Kits
3. West Sumatra •• Communication Devices
9 Regencies/Cities •• Health Posts
•• Public Kitchen
•• Trauma Healing Post
Nominal Amount of Aid
West Sumatra
Rp22.6 B 193.3 Tons
Consist of 13 Phases
Huntara Financing Relaxation
90 units 134 Thousand
in Aceh Tamiang Customers
As part of its social responsibility and disaster All programs are designed and implemented in line
response commitment, BSI actively delivered with the principles of Maqashid Sharia and aligned
humanitarian assistance to flood-affected with the relevant Sustainable Development Goals
communities in Aceh, North Sumatra, and (SDGs).
West Sumatra through close collaboration with
central and regional governments. Assistance In practice, BSI actively engages communities
was distributed in a structured manner across 33 across its operational areas through needs-based
affected regencies and cities, with total support local programs, including the BSI Village Program
amounting to Rp22.6 billion and 193.3 tons of and BSI MSME Centers. These initiatives are
logistics, including basic necessities, medicines, developed based on stakeholder mapping and
worship equipment, hygiene kits, communication engagement to ensure that social and economic
tools, and health post services. Beyond emergency interventions are well-targeted and sustainable.
relief, BSI also supported post-disaster recovery Although banking operations do not generate
through the construction of 90 temporary direct physical impacts on the surrounding
housing units and financing relief for 134 thousand environment or communities, BSI conducts
affected customers. This initiative reflects BSI’s periodic evaluations at its head office, regional
commitment to delivering tangible, measurable, offices, and branches. Based on these assessments,
and sustainable social impact for communities no actual or potential significant impacts on local
affected by disasters. communities were identified throughout 2025.
Social Contribution and Community From an economic perspective, BSI continues
Empowerment [OJK F.25] [GRI 203-2, 413-1, 413-2] to strengthen its contribution through MSME
As an Islamic financial institution, BSI carries out empowerment and community development
its social responsibility through comprehensive initiatives that generate indirect economic
initiatives that deliver tangible benefits to benefits. The BSI Village Program and BSI MSME
communities, the environment, and stakeholders. Centers support income growth, expanded market
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access, and improved Islamic financial literacy. framework, including Law No. 40 of 2007 on
In addition, in collaboration with BSI Maslahat, Limited Liability Companies, Law No. 25 of 2007
BSI implements empowerment initiatives for on Investment, Law No. 23 of 2011 on Zakat
vulnerable groups, including persons with Management, the Bank’s internal policies, and
disabilities, contributing to broader social welfare DSN-MUI Fatwa No. 123/2018. Overall, the primary
improvements. objectives of these programs are to foster
harmonious relationships with communities,
All community-based social programs are ensure responsible business practices, strengthen
implemented in collaboration with Yayasan public support, empower MSMEs, and contribute
Bangun Sejahtera Indonesia Maslahat (BSI to improvements in environmental quality,
Maslahat) as the Bank’s official strategic partner. education, health, and community welfare.
BSI Maslahat is responsible for the professional,
transparent, and accountable collection, In its implementation, BSI also applies several
distribution, and utilization of Zakat, Infaq, Sadaqah, measures to assess the contribution of its
and Waqf (ZISWAF) funds. These programs reach social programs to improving access to basic
various beneficiary groups, including the poor, services, expanding economic opportunities,
the needy, converts, debtors, those striving in the and enhancing the quality of life of surrounding
cause of goodness, and travelers in need. Zakat communities. Such assessment takes into account
distribution is conducted in cooperation with the number and coverage of beneficiaries, the
BAZNAS RI, including through the establishment alignment of programs with local community
of the BAZNAS BSI Zakat Collection Unit (UPZ) in needs, the type of support provided, and the
2021 to strengthen internal zakat governance. sustainability of the resulting benefits. In addition,
BSI also considers indicators such as the number
BSI’s commitment to community social programs of MSMEs or community groups assisted, the
ensures that all managed funds generate implementation of training and empowerment
optimal and well-targeted benefits. In addition initiatives, improved access to facilities or basic
to economic empowerment, the initiatives services, as well as the potential enhancement of
encompass improvements in educational facilities, community capacity, self-reliance, and well-being
development of MSME infrastructure, provision of as part of its program effectiveness evaluation.
clean water access through RO Water Stations,
and participation in other community-based To provide a clearer overview of the impact and
social activities aimed at enhancing overall quality distribution of social programs throughout 2025,
of life. the following section presents the realization of
social fund disbursement and the distribution of
The implementation of BSI’s social programs ZISWAF funds by program category:
is grounded in the prevailing legal and policy
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Realization of Distribution of Corporate Social Program Implementation
Description 2023 2024 2025
Distribution of Corporate Social Program Implementation 268,617,144,447 385,375,965,605 400,035,566,113
Composition Disbursement No of People Impacted
Pillar
(%) (Rp Billion) (‘000)
Economic Pillar 6.6% 26.4 591.1
Education Pillar 28.7% 114.8 23
Humanitarian Pillar 37.2% 148.8 599.1
Health Pillar 3% 11.8 27.3
Dakwah & Advocay Pillar 9.5% 38.2 45.9
Amil 15% 60 -
BSI MSME Center
The role of the BSI UMKM Center has become increasingly significant as a hub for capacity
building and empowerment of MSMEs, which make up a major portion of BSI’s Social Financing
(KUBS). With continued growth in MSME financing, UMKM Centers serve as platforms for
business incubation, advisory, financial literacy training, and market access support. As of 2025,
BSI operates four UMKM Centers in Aceh, Yogyakarta, Surabaya, and Makassar, supporting a
total of 5,649 MSMEs, primarily in thewholesale and retail trade. BSI also plans to expand the
UMKM Center network to reach more regions across Indonesia.
Financing in The Micro, Small, and Medium Enterprise Sector (MSME)
BSI continues to strengthen its support for micro, small, and medium enterprises by expanding financing
capacity and enhancing business development programs. This initiative is part of BSI’s long-term
commitment to sustaining national economic resilience. These initiatives also form part of BSI’s KUBS
portfolio, where MSMEs serve as key beneficiaries within the Bank’s sustainable financing framework.
As of December 2025, MSME financing disbursement reached Rp52.58 trillion, representing a 16.52%
increase compared to the total financing disbursed in 2025 (y.o.y.). Meanwhile, the realization of
Macroprudential Inclusive Financing reached Rp107.66 trillion, or 33.86% of total financing (excluding
financing to other banks). The realization remained above the minimum threshold stipulated by the
regulator, which is at least 30%.
Recognizing MSMEs as the backbone of Indonesia’s economy, BSI remains committed to empowering
MSMEs so they can grow stronger and compete on a global scale. The Bank continuously works to widen
access to markets and financing while providing the necessary mentoring and business guidance to help
MSMEs scale up.
A significant portion of BSI’s MSME financing, approximately 32.13%, is allocated to wholesale trading and
retail sectors.. BSI also ensures that sharia-compliant financing remains accessible through its extensive
network of 1,190 service points across Indonesia.
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MSMEs Portfolio Per Sector
(in billions of rupiah)
Sector 2023 % 2024 % 2025 %
Agriculture, Hunting, and Forestry 9,482 20.85% 11,422 21.79% 11,815 22.49%
Fishery 757 1.67% 715 1.36% 587 1.11%
Mining and Exploration 253 0.56% 261 0.50% 378 0.72%
Manufacturing industry 3,057 6.72% 3,516 6.71% 2,749 5.23%
Electricity, Gas, and Water 163 0.36% 592 1.13% 316 0.60%
Construction 1,548 3.40% 1,558 2.97% 1,616 3.07%
Wholesale and Retail Trade 14,651 32.22% 16,527 31.53% 16,893 32.13%
Provision of Accommodation, Food and 2,452 5.39% 3,028 5.78% 3,304 6.28%
Beverages
Transportation, Storage, and Communication 983 2.16% 1,412 2.69% 1,496 2.85%
Financial Intermediaries 1,198 2.63% 1,014 1.93% 724 1.38%
Real Estate, Leasing, and Business Services 1,653 3.64% 1,752 3.34% 1,855 3.53%
Education Services 3,042 6.69% 3,350 6.39% 3,315 6.30%
Healthcare and Social Services 2,961 6.51% 3,501 6.68% 3,865 7.35%
Community, Socio-Cultural, Entertainment, 3,133 6.89% 3,630 6.93% 3,529 6.71%
and Other Individual Services
Personal Services of Households 136 0.30% 137 0.26% 137 0.26%
Total 45,469 100.00% 52,578 100.00% 52,578 100.00%
Description Satuan 2023 2024 2025
MSMEs Distribution In trillion rupiah 45.47 52.42 52.28
Fostered MSMEs MSMEs 3,009 4,478 5,649
People’s Business Loan (KUR) In trillion rupiah 20.98 25.69 12.23
Financing
Beyond financing, BSI actively supports MSME development through comprehensive training and
mentoring programs. BSI currently operates MSMEs Centers in 4 (four) major cities, Aceh, Yogyakarta,
Surabaya, and Makassar, with plans to expand into additional regions to broaden access for MSME players
across Indonesia.
These MSMEs Centers act as business incubators, offering training, coaching, and advisory services,
including assistance with business licensing and halal certification. BSI also encourages its MSME partners
to participate in various national and international expos and facilitates business matching sessions with
overseas buyers to help MSMEs penetrate global markets. This approach enhances MSMEs’ integration
into broader value chains and strengthens their long-term competitiveness.
The presence of MSMEs Centers supports BSI’s efforts to identify promising MSMEs and help them
strengthen their capabilities. In 2025, the number of MSMEs supported through the UMKM Center
reached 5,649 enterprises, with most operating in the wholesale and retail trade.
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Aligned with this, BSI disbursed Rp48.84 billion in financing to MSME beneficiaries through the UMKM
Centers by December 2025. This financing is focused on resilient, sustainable, and digitally oriented
businesses that are ready to scale and compete on a broader stage.
BSI also leverages digital technology to strengthen the MSME ecosystem. The BSI MSME Portal supports
business owners in improving product quality so they can compete in global markets, while the Salam
Digital Portal provides easy digital access to micro-financing services. The use of this technology ensures
that KUBS services not only reach customers physically, but also meet the needs of MSME players in an
increasingly digitalized business environment.
To expand market access and partnerships, BSI hosts key events such as the BSI UMKM Festival and BSI
International Expo and offers entrepreneurial development programs including Talenta Wirausaha BSI
(TWB) and Aceh Muslimpreneur (AMP).
Through these initiatives, BSI aims to continuously accelerate MSME growth and support Indonesia in
strengthening its position on the global economic stage.
MSME Financing Number of MSME Number of Total Financing for
Distribution Financing Customers Supported MSME Supported MSMEs
Rp52.58 trillion 346 thousand 5,649 MSME Rp48.84 Billion
29.09% yoy 23.17% yoy
BSI Entrepreneurship Talents
PT Bank Syariah Indonesia Tbk (BSI) organizes the BSI Entrepreneurial Talent (TWB) program
as a competition and capacity-building platform designed to nurture promising young
entrepreneurs across Indonesia. The program reflects BSI’s commitment to strengthening
the MSME sector by empowering the younger generation with innovative business ideas
and supporting those who seek to scale up their existing ventures.
BSI’s focus on MSME empowerment aligns with its aspiration to position the sharia economy
as a key driver of national economic growth. Through TWB and other strategic initiatives,
BSI ensures that MSMEs are not only resilient but also capable of achieving sustainable
long-term growth. TWB offers a complete series of activities including competition stages,
training, mentoring, awards, and business capital support for early-stage entrepreneurs
(start-ups) and those entering the scale-up phase.
Participants may register under four categories: beginner, start-up, empowered, and santri.
The beginner category is intended for individuals developing initial business ideas; the
start-up category for entrepreneurs with an annual turnover of around Rp500 million; the
empowered category for those with at least two years of operation and turnover above Rp500
million; and the santri category specifically for entrepreneurs from pesantren communities.
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Business sectors eligible for participation include food & beverages, fashion, technology, creative
economy & services, and agribusiness. The TWB process consists of several stages: kick-off,
onboarding, workshops, selection & judging, bootcamp, grand final, and awarding.
The TWB program has been implemented from 2022 to 2025. The number of TWB applicants
in 2024–2025 reached 9,961 participants, increasing compared to 8,386 participants in 2023
and 5,416 participants in 2022. BSI hopes that TWB can strengthen an inclusive, sustainable,
and globally competitive Islamic entrepreneurship ecosystem. BSI also positions Indonesia’s
younger generation as a driving force of regional economic growth through the creation of new
jobs and sustainable business innovation.
BSI remains committed to supporting the empowerment of MSMEs nationwide through
financing, digital service enhancements, and entrepreneurship development programs. This
aligns with the third pillar of Asta Cita under the leadership of President Prabowo Subianto,
which prioritizes high-quality job creation, entrepreneurship development, strengthening the
creative industry, and expanding infrastructure growth.
BSI Aceh Muslimpreneur
BSI Aceh Muslimpreneur (BSI AMP) is a capacity-building program designed to empower
young entrepreneurs in Aceh through structured sharia-based mentorship and business
development. Since its inception in 2023, the program has encouraged the growth of innovative
and competitive MSMEs aligned with Islamic principles, enabling Aceh’s entrepreneurs to
elevate their businesses and access global markets.
BSI AMP aims to cultivate high-quality entrepreneurial talent capable of contributing
significantly to both regional and national economic progress. Participants are divided into
three categories, Starter (business ideation stage), Scale-Up (annual turnover ≤ Rp200 million
with less than two years of operation), and Sustainable (annual turnover > Rp200 million with
more than two years of operation). Each participant undergoes a rigorous selection process
that includes curation, intensive training, and comprehensive business mentoring to ensure
readiness for sustainable growth.
BSI’s support for MSME development in Aceh also extends to financing programs, business
advisory initiatives, and services through the BSI UMKM Center. This strong growth reflects the
growing enthusiasm and commitment of Aceh’s young entrepreneurs.
Through BSI AMP, BSI aims to create broader opportunities for young Acehnese entrepreneurs
to achieve economic independence, build competitiveness, and contribute meaningfully to
regional economic development. The program demonstrates that structured capacity building
and entrepreneurship empowerment can produce tangible and positive outcomes for MSMEs
in Aceh.
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Inspiration Story
Joni Anwar Afrizul – BSI Scholarship Student
Joni Anwar Afrizul is a student of the Chemical Engineering Study Program, Faculty of Industrial Technology,
Institut Teknologi Bandung (ITB). He is the eldest of five siblings and comes from a rural area in Padang
City, West Sumatra. Born to a father who works as a farmer and a mother who is a homemaker, his family’s
economic condition once made Joni feel that attending a well-known public university was something difficult
to achieve. He even once thought that his education would stop after graduating from high school and that
he would continue by helping his parents in the rice fields. During his elementary to junior high school years,
he lived life like children in general, spending more time playing and not yet showing outstanding academic
achievements. Limited learning facilities at home, including inadequate lighting, made him never imagine
that he could continue his education to university level.
His life journey began to change when he pursued his education at MAN Insan Cendekia Padang Pariaman.
There, awareness of his family’s economic condition made him even more motivated to strive to improve his
family’s status. Since Grade 10, Joni began actively joining the chemistry olympiad team and trained with
great dedication. These consistent efforts bore fruit when he succeeded in winning the Silver Medal at the
2024 National Science Olympiad (OSN) in Chemistry. In addition, he also achieved various accomplishments in
other science competitions such as the Madrasah Science Competition (KSM), KoSSMI, the Ruangguru Science
Competition (KSR), as well as various university-level chemistry competitions. This series of achievements led
Joni to receive the BSI Scholarship while he was still in high school, which then became the starting point for
the emergence of hope to continue his education to the university level.
With the full support of both his parents, Joni was determined to leave his hometown to pursue his dream
of studying at ITB. He was once disappointed because he did not pass through the SNBP pathway, but he
did not give up and continued striving through the SNBT pathway. In the preparation process, Joni also
received support from the BSI Scholarship through a free tutoring program that helped him prepare for the
examination. Thanks to his continuous efforts, the unceasing prayers from himself and his parents, as well as
support from BSI, Joni finally succeeded in passing through the SNBT pathway and officially became part of
one of the best universities in Indonesia.
Sri Martini & Siti Saroh – Humanitarian Program "Ibu Tangguh"
Losing a spouse during the pandemic became the hardest turning point for many women who serve as heads
of their households, including Sri Martini from Bojong Gede, Bogor Regency, and Siti Saroh from Depok, West
Java. In the midst of deep grief, both had to find the strength to carry on for the sake of their children and
families. Mrs. Sri continued her small business selling ayam geprek to meet daily needs, while Mrs. Siti tried
making banana chips and selling them in front of her house while caring for her one-year-old child. Despite all
the limitations, both chose not to give in to circumstances.
Through the support of the Ibu Tangguh Program, their lives gradually began to change. Mrs. Sri received
business capital assistance and entrepreneurial guidance that helped her develop her business to the point
where she was able to open her own nasi uduk stall and convenience shop. Meanwhile, Mrs. Siti succeeded in
growing her chips business into a shop called Salsa Snack Store, which now also accommodates various snack
products from local producers. From a small business that began amid great struggle, Mrs. Siti is now able to
generate monthly revenue of around Rp10 million.
Their stories serve as proof that new strength can emerge from adversity. With perseverance, the courage to
rise again, and the right support, women heads of households are able to build economic independence and
a better future for their children. Mrs. Sri Martini and Mrs. Siti Saroh are not only resilient mothers, but also an
inspiration that from simple efforts, great hope can grow and bring benefits to many people around them.
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07 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SOCIAL PERFORMANCE
Corporate Social Responsibility Program Implementation Activities and Sustainable Development
Goals [GRI 413-1]
Sustainable
Types of
Development Description Achievements
Activities
Goals
ECONOMIC PILLAR
DESA BSI Desa BSI is a program for empowering fostered areas that BSI has contributed
focuses on village economics development by optimizing by intervening in 4,019
local resources, such as agriculture, livestock, and plantations. households (12,021
It also strengthens institutional and marketing aspects, as individuals) classified as
well as implementing appropriate technology. The Desa BSI low-income through the
Program aims to contribute to community empowerment BSI Village Program across
and social development in villages in Indonesia, including: 23 villages during the
1. The development of the village economy through 2018–2025 period, including
strengthening local resources to improve community interventions for 922
welfare. households that successfully
2. Increasing community income (mustahik) by optimizing moved above the poverty
local economic resources through the application of line:
appropriate technology. • 3 villages under the 2018–
Through the Desa BSI program, BSI and BSI Maslahat aspire 2021 program period
to build more villages in Indonesia that have potential (200 households / 728
economic resources, hence, they can become developed individuals)
villages in terms of economy, social, and spirituality. In • 17 villages under the
helping fostered villages, BSI implements strategies from 2021–2023 program
upstream to downstream aspects, starting from managing period (1,503 households
and utilizing ZIS funds to mustahik beneficiaries of the / 5,329 individuals)
program, coaching programs for developing business • 3 new villages during
clusters to access to easy financing and markets. Through the 2024–2025 period
this program, BSI wants to facilitate mustahik (beneficiaries) (380 households / 1,313
through strengthening and developing local economic individuals)
resources, hence, they can provide sustainable benefits. • 54 MSMEs supported
during 2022–2025,
benefiting 1,936
households (5,251
individuals)
EDUCATIONAL PILLAR
PESANTREN The Pesantren Berdaya Program aims to increase the BSI has intervened to support
BERDAYA BSI independence of Islamic boarding schools through the 2,830 underprivileged
development of economic resources and entrepreneurship. santri beneficiaries across
The businesses developed are adjusted to the potential of 19 regencies in 8 provinces,
each Islamic boarding school, such as laundry and others. involving 35 Islamic boarding
schools (pesantren) during
the 2022–2025 period.
BSI BSI Scholarship is a bachelor’s degree scholarship program BSI has provided
SCHOLARSHIP that aims to form future leaders of the community who are educational scholarships to
characterized by integrity and can serve as role models in 10,221 university students
building the community, especially in the field of sharia and junior and senior high
economic industry. This program consists of BSI Inspiration school students during the
which uses zakat funds and BSI Prestasi which uses infaq 2021–2025 period across
funds. In addition to tuition assistance, the BSI Scholarship Indonesia, covering 107
program also has coaching programs such as mentorship, universities and 256 schools
sharia economic literacy, character development, Islamic nationwide.
studies, and leadership.
The program aims to:
1. Ensure inclusive and equitable quality education and
promote lifelong learning opportunities for all.
2. Give equal access to technical, vocational and higher
education.
3. Expand higher education scholarships for developing
countries.
This BSI Scholarship program consists of two types, namely
the BSI Achievement Scholarship program and the BSI
Inspiration Scholarship program. The BSI Achievement
Scholarship program is a scholarship program aimed
at outstanding students from various campuses and
departments that have been determined. While the BSI
Inspiration Scholarship Program is a scholarship aimed at
equalizing education for underprivileged students.
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SOCIAL PERFORMANCE
Sustainable
Types of
Development Description Achievements
Activities
Goals
RUMAH QUR’AN 4. The BSI Rumah Qur’an Program reflects the Company’s During the 2023–2025 period,
BSI commitment to strengthening Islamic values and BSI delivered Qur’anic
enhancing the quality of human capital through Qur’anic education to 138 male and
education. The program aims to provide learning and female hafizh santri across
mentoring services for hafizh Al-Qur’an within the 8 locations in 5 provinces,
community as part of the Company’s contribution to and successfully graduated
sustainable social development. 53 santri who completed the
memorization of 30 juz of
the Qur’an.
HEALTH PILLAR
CARE AND The CARE AND RESCUE program is BSI initiative that aims to BSI has contributed by
RESCUE provide humanitarian assistance and disaster management. providing assistance to
This program aims to: 27,000 beneficiaries and
1. Meet emergency needs during disasters. 107 institutions across
2. Create preparedness for potential hazards. Indonesia.
3. Assist in the recovery of communities and areas after
disasters.
HUMANITY PILLAR
DIRECT The direct assistance program is proof of the Company’s BSI has delivered benefits
ASSISTANCE commitment to building a sharia economy that is beneficial to 599,000 beneficiaries
to the community, both socially and economically. This during 2025 through
program aims to provide health service facilities in the form disaster response programs
of advocacy, examination, and treatment to the community and humanitarian health
in the form of direct assistance. services, including:
1. Disaster relief assistance
in Aceh, North Sumatra,
and West Sumatra;
2. Free drinking water
provision at BSI
Mosques;
3. Free meal packages
through the Warteg
Mobile program; and
4. Humanitarian
assistance for Palestine
and other initiatives.
DAKWAH AND ADVOCACY PILLAR
MOSQUE The Mosque Empowerment Program aims to foster mosque- BSI has intervened to
EMPOWERMENT based economic empowerment to be self-sufficient and support 30 individuals and
independent with the potential around the mosque. facilitated the establishment
This program aims to increase inclusive and sustainable of 12 business units across
economic growth, productive and comprehensive three assisted mosques
employment opportunities, and decent work for all. located in various regions
of Indonesia through the
BSI Mosque Empowerment
Program, a mosque-based
economic empowerment
initiative.
MASJID BSI The BSI Mosque Program aims to provide adequate, Through this initiative,
comfortable, and inclusive worship facilities for the BSI provides worship
community. The program is designed to support religious facilities that also serve as
activities while also offering a safe and comfortable resting community destinations,
space for congregants and visitors, as part of the Company’s offering a welcoming
contribution to strengthening social and religious functions environment for prayer
within society. and short respite. To date,
BSI Mosques comprise 9
locations across 6 provinces.
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SOCIAL PERFORMANCE
01 02 03 04 05
Relevant & Robust Solid Modern People
Up-to date Compliance, Cooperation & Technology & Capability &
Policy and Risk Partnership System Culture
Procedure Management
& Methodology
Structure
DATA SECURITY AND CUSTOMER PRIVACY Compliance with PDP Law and Strengthening
PROTECTION Customer Privacy Protection
[GRI 418-1] [FN-CB-230a.1, FN-CB-230a.2] Under Law No. 27/2022 on Personal Data
Protection (PDP Law), BSI, as both a data controller
As digital adoption progresses, BSI places strong and processor, must fulfill the following legal
emphasis on ensuring that customer personal obligations:
data is protected against misuse, unauthorized •• Maintain a lawful basis for personal data pro-
access, and cyber threats. Data security is a core cessing.
component of BSI’s governance, supporting trust •• Record all personal data processing activities.
and safeguarding the integrity of Sharia banking •• Protect and ensure the confidentiality and in-
services. tegrity of personal data.
•• Appoint a Data Protection Officer.
BSI enforces the Privacy Policy of PT Bank Syariah •• Conduct Data Protection Impact Assessments
Indonesia Tbk, which governs the entire lifecycle (DPIA) for high-risk processing.
of personal data, collection, processing, storage, •• Process data only for specific, lawful, transpar-
updating, consumption, and deletion. The policy ent, and clearly defined purposes.
aligns with the Personal Data Protection Law (Law •• Present valid consent from Data Subjects when
No. 27 of 2022), the Banking and Sharia Banking required.
Laws, and relevant OJK and Bank Indonesia
regulations. To meet these obligations, BSI conducts periodic
PDP compliance gap assessments.
To ensure adherence to international security
standards, BSI has implemented the ISO/IEC As a follow-up to the implementation of PDP at
27001:2022 Information Security Management BSI, a Data Protection Work Unit (DPR) has been
System, enabling structured controls such established.
as encryption, access restriction, continuous
monitoring, and threat detection. External
monitoring partners also support BSI in reporting
relevant findings to the Ministry of Communication
and Informatics (KOMINFO).
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SOCIAL PERFORMANCE
Data Protection Enhancements and 2025 Customer Complaints [OJK F.24]
Incident Summary To strengthen consumer protection and enhance
BSI’s data protection framework is managed service quality, BSI continues to improve its
through the Data Protection Group, integrated customer complaint-handling system
covering governance, data lifecycle, security across all operational units. The Customer Care
controls, incident response, and compliance Group oversees complaint verification, escalation,
documentation.Security safeguards include and resolution in accordance with internal
multi-layered risk mitigation, access controls, procedures and regulatory requirements. In 2025,
encryption, cyber monitoring, and external BSI resolved 100% of total complaints within
escalation protocols. four working days, significantly faster than the
regulatory SLA of ten working days.
Customer cybersecurity complaints are reviewed All customer channels are supported by real-time
internally and escalated to KOMINFO when monitoring to ensure transparency and consistent
required. External parties working with BSI are service quality. Customers may submit complaints
also required to follow strict information security through:
standards. •• BSI Call 14040
•• BYOND by BSI (customer service menu)
Throughout 2025, BSI recorded zero substantiated •• BSI Mobile (live chat & complaint form)
privacy complaints and no incidents of data •• Email contactus@bankbsi.co.id
leakage, theft, or loss across its operational •• BSI Branch Offices nationwide
network, demonstrating the effectiveness of the •• BSI Head Office
Bank’s strengthened privacy governance and
security controls. A comprehensive explanation of the complaint-
handling mechanism, including documentation
requirements, process flow, and SLA, can be
accessed on bankbsi.co.id. Regular evaluations
ensure timely response, customer data protection,
and fair resolution aligned with applicable
regulations. The complaint mechanism available
on the bankbsi.co.id website and Annual Report is
as follows:
Customer Complaint Handling Bank Sariah Indonesia
Customers can submit Customer complaints Customers will receive
complaints verbally through will be processed by a resolution update
BSI Call 14040 and receive a Bank Sariah Indonesia’s within a maximum
complaint reference number. complaint handling of 10 working days,
Written complaints can be unit. which may be
submitted through all Bank extended for another
Sariah Indonesia branch 10 working days if
offices, the Head Office, BSI necessary.
Mobile, BYOND by BSI, and
email: contactus@bankbsi.
co.id.
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07 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SOCIAL PERFORMANCE
Complaint Submission Requirements
Types of Customer Customer Customer Representatives
Complaints
Verbal Complaints Representative Complaints:
(BSI Call 14040) Required Documents: Not allowed
•• Valid customer identifica-
Written Complaints tion Required Documents
Branch Offices, Head Office, •• Other supporting docu- • Original and photocopy of
ments related to the com- the representative’s valid
Letter,
plaint identification
Email: contact us@bankbsi. • Stamped power of attorney
co.id, BSI Mobile. stating that the customer
grants authority to an
individual, institution, or legal
entity to act on their behalf
• Other supporting documents
related to the complaint
“Customers may also submit complaints through the Alternative Dispute Resolution Institution (LAPS), Bank
Indonesia’s mediation services, or the Financial Services Authority (OJK) if the complaint has already been
attempted to be resolved by Bank Sariah Indonesia.”
Throughout 2025, BSI received a total of 445,114 customer complaints, all of which were fully resolved. The
details of the customer complaints are presented below:
2023 2024 2025
Types of Complaints Settlement Settlement Settlement
Total Total Total
Status Status Status
External Crimes 5,150 Completed 8,390 Completed 15,111 Completed
Services 1,118 Completed - Completed 26 Completed
Products 28,461 Completed 12,357 Completed 22,155 Completed
Process/Transactions and
435,122 Completed 338,533 Completed 407,822 Completed
Facilities
Total 469,851 Completed 359,280 Completed 445,114 Completed
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
RESPONSIBILITY FOR
SUSTAINABLE PRODUCT/SERVICE
DEVELOPMENT
INNOVATION AND DEVELOPMENT OF These initiatives form a strategic foundation for
SUSTAINABLE FINANCIAL PRODUCTS/ BSI’s Sustainable Finance portfolio and solidify the
SERVICES [OJK F.26] Bank’s position as a leading ESG-driven Islamic
financial institution committed to supporting
Throughout 2025, BSI continued to expand its the national energy transition and sustainable
sustainable products and services to support the development agenda.
implementation of Sustainable Finance and the
transition toward a green economy in line with
national regulations and global ESG standards. PRODUCTS/SERVICES EVALUATED FOR
One major milestone was the strengthening CUSTOMER SAFETY
of sustainable Islamic financing instruments [OJK F.27] [GRI 416-1, 416-2, 417-1, 417-2, 417-3]
through the BSI Sustainability Sukuk, the first
Sharia-compliant ESG sukuk in Indonesia backed In 2025, BSI further strengthened its governance
by KUBL and KUBS portfolios. This instrument on product safety evaluation and compliance as
is designed to generate economic, social, and part of its commitment to responsible banking
environmental impact while supporting national and customer protection. All new products and
sustainable-financing objectives. services underwent a comprehensive assessment
under the New Products and/or Activities SOP
In 2025, BSI further advanced this initiative by (SPO PAB), which includes structural reviews,
issuing the Sustainability Second Tier Sukuk, operational and cyber-risk assessments, health and
serving as a long-term funding instrument safety impact analysis, and regulatory compliance
to reinforce the Bank’s capital structure while checks. The results of these assessments form
channelling greater support to green projects and the basis for securing approval from OJK prior to
environmentally responsible business activities. product launch.
This issuance underscores BSI’s commitment to
expanding a credible and measurable pipeline of BSI also enhanced its evaluation standards for
Sharia-based ESG products. all digital products in line with strengthened
cybersecurity measures, the integration of features
On the digital front, BSI implemented major within BYOND by BSI, and the implementation
enhancements to the BYOND by BSI SuperApps, of ISO/IEC 27001:2022. All significant product
including advanced security features, automated categories, including sustainable financing, digital
transaction analytics, and expanded social– services, third-party funds, and sharia-based social
spiritual services. Cybersecurity capabilities products, along with the sustainable investment
were strengthened to ensure customer data instrument ESG Mutual/Maslahat Fund, have
protection in alignment with ISO/IEC 27001:2022 undergone comprehensive health and safety
and the Personal Data Protection Law (PDP Law). assessments as well as compliance reviews for
These developments reinforce BYOND’s role as produc t communication and advertising (100%).
an inclusive, accessible, and user-centric Sharia
financial platform.
As part of strengthening BSI’s social-finance
offerings, BSI launched the ESG Mutual/Maslahat
Fund, a sustainable investment instrument that
provides customers with an option to invest in a
portfolio integrating sharia principles and ESG
criteria. This product helps expand public access
to responsible investment while supporting the
acceleration of green and social financing.
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07 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
RESPONSIBILITY FOR SUSTAINABLE
PRODUCT/SERVICE DEVELOPMENT
To uphold transparency, all marketing materials Socially, BSI’s digital ecosystem, such as BYOND by
and product information follow sharia principles, BSI, the BSI Agent network, and community-based
and advertising ethics. Group Marketing services, expands safe and inclusive financial
Communication conducts media monitoring and access, particularly for vulnerable groups and
manages public clarification to prevent potential customers in underserved areas. These services
misinformation regarding products. strengthen financial inclusion, enhance Sharia
literacy, and support local economic development.
Throughout 2025, BSI recorded no incidents of
non-compliance, no product withdrawals, and BSI also acknowledges potential negative
no violations related to health and safety impacts impacts, particularly those relating to Personal
of products or marketing communication. All Data management. To mitigate these risks, the
product-related complaints were resolved without Bank applies a comprehensive Privacy Policy
resulting in regulatory fines or sanctions. and has strengthened its governance structure
by establishing PMO, appointing PPDP, and
forming a dedicated Data Protection Unit. All
PRODUCTS/SERVICES IMPACT [OJK F.28] data processing activities are aligned with the
Personal Data Protection Law (UU PDP) and ISO/
In 2025, BSI further strengthened its assessment of IEC 27001:2022 standards.
product and service impacts as part of sustainable
finance implementation, customer protection, In addition, BSI ensures full transparency of
and responsible risk governance. Each product is product features, risks, benefits, and terms through
evaluated not only for its financial value, but also multiple communication channels to minimize
for its environmental, social, and customer-related customer misunderstanding and prevent
impacts. negative impacts arising from misinformation.
This approach reinforces product integrity and
From the positive impact perspective, BSI’s supports informed decision-making for all users of
products and services contribute significantly BSI’s products and services.
through the expansion of sustainable financing
portfolios aligned with KKUB criteria, the
issuance of sustainability instruments such as
the Sustainability Sukuk Tier-2. In addition, the
introduction of the ESG Mutual/Maslahat Fund
strengthens BSI’s sustainable finance ecosystem
by offering sharia-compliant investment options
with measurable social and environmental
benefits. These initiatives support emissions
reduction, environmental conservation, MSME
empowerment, and broader access to Islamic
financial and investment services. The use of
Digital Carbon Tracking further enhances the
accuracy and transparency of BSI’s climate-
related impact measurement across its financing
portfolio.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
RESPONSIBILITY FOR SUSTAINABLE
PRODUCT/SERVICE DEVELOPMENT
NUMBER OF RECALLED PRODUCTS CUSTOMER SATISFACTION SURVEY ON
[OJK F.29] PRODUCTS/SERVICES [OJK F.30]
To maintain high service standards, BSI In strengthening customer experience, BSI
implemented enhanced Product Review and expanded the scope of its annual Satisfactory,
Quality Assurance processes across all product Loyalty, and Engagement (SLE) Survey to cover
categories, including funding products, financing branch services, digital platforms, BSI Agents,
services, digital platforms (BYOND by BSI), ESG Call Center 14040, social finance products, and
Mutual/Maslahat Fund, KKUB, and capital market sustainable finance solutions. The 2025 SLE score
instruments such as the Sustainability Tier-2 increased to 66.50% with a “Engaged” category,
Sukuk. In 2025, all products were confirmed to supported by enhanced features in BYOND by BSI,
comply with operational, regulatory, and safety improvements in branch service processes, wider
requirements. Consequently, BSI recorded zero BSI Agent outreach, and stronger data protection
product recalls during the reporting period. controls under ISO/IEC 27001:2022 and the Data
Protection Unit.
BSI also introduced satisfaction measurement
for sustainability-related products such as green/
KKUB financing, Sustainability Sukuk, and digital
zakat services. These insights guide continuous
service improvements and product innovations
for subsequent years.
Customer Satisfaction Survey
Customer Satisfaction (In Percentage)
Description 2023 2024 2025
Score Category Score Category Score Category
Satisfaction, Loyalty, and Rationally
60.60% 64.91% Engaged 66.50% Engaged
Engagement (SLE) Index Royal
SUSTAINABILITY REPORT 2025 205
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07 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
INDEPENDENT WRITTEN
VERIFICATION
[OJK G.1] [GRI 2-5]
To strengthen accountability and reporting Directors and acknowledged by the Board of
quality, BSI continues to enhance its sustainability- Commissioners, reflecting strong governance
reporting process by adhering to Financial oversight in the assurance process.
Services Authority Regulation No. 51/POJK.03/2017,
OJK Circular No. 16/SEOJK.04/2021, and the global Throughout the assurance process, BSI ensured the
Consolidated GRI Standards 2021. In 2025, BSI also absence of conflicts of interest and implemented
ensured that all disclosures related to Sustainable a comprehensive internal review involving the
Finance, ESG performance, and operational ESG Group, Compliance, Risk Management, and
sustainability were aligned with global best Data Protection units. This reinforces that the
practices and updated methodologies used in 2025 Sustainability Report has been prepared
Digital Carbon Tracking and sustainability-risk objectively, transparently, and in alignment with
assessments. BSI’s commitment to continuous improvement in
sustainability disclosures.
To ensure the credibility and reliability of this
report, BSI appointed PT BSI Group Indonesia as
an independent assurance provider, conducting
verification based on the AA1000 Assurance
Standard v3 Type 2 at a moderate assurance
level. The appointment was approved by the
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
FEEDBACK FORM
[OJK G.2 GRI 2-26]
PT Bank Syariah Indonesia Tbk (BSI) publishes this Sustainability Report for the 2025 Financial Year as an accountability
medium to stakeholders regarding its economic, social, and environmental performance, as well as the implementation
of sustainable finance. The report is prepared with reference to OJK regulations and GRI Standards and serves as a
transparent communication channel between BSI and its stakeholders.
As part of our commitment to continuously improving the quality of our disclosures, we highly value your feedback,
comments, and suggestions after reviewing this report. Your responses may be submitted via e-mail or by mailing
back this form, and will be used as input to further enhance BSI’s Sustainability Report in the coming years.
1. Please check (√) the box for agree or disagree.
Question Agree Disagree
This report provides useful information on the Company’s economic,
social, and environmental performance.
The disclosed data and information are easy to understand, com-
plete, transparent, and balanced.
The presented data and information are useful for decision-making.
This report is engaging and easy to read.
2. Please rate the material topics in this Sustainability Report (1 = Most Important, 2 = Important, 3 = Not Important,
4 = Very Unimportant).
(……) Economic Performance (……) Product and Service Portfolio (……) Customer Privacy
3. Please provide your comments, suggestions, or recommendations for this report.
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Stakeholder Identity
Name :
Occupation :
Institution/Company :
Contact (phone, email) :
Stakeholder Category
(……) Shareholders and Investors (……) Customers (……) Employees
(……) Government (……) Media (……) Business Partners
(……) Community and Society (……) Others, please specify: __________________________
Please send your feedback and comments regarding the information presented in this report to:
Muhammad Syukron Habiby Head Office
Senior Vice President Gedung The Tower
Environmental Social & Governance Group Jl. Gatot Subroto No. 27 Kelurahan Karet Semanggi,
PT Bank Syariah Indonesia (Persero) Tbk Kecamatan Setiabudi, Jakarta Selatan 12930
Telepo : +62 21 30405999
Fax : +62 21 30421888
Email : esg.group@bankbsi.co.id
SUSTAINABILITY REPORT 2025 207
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07 ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
RESPONSES TO PREVIOUS YEAR’S
SUSTAINABILITY REPORT FEEDBACK
[OJK G.3]
In 2025, BSI did not receive any comments, regular stakeholder engagement platforms. The
feedback, or concerns regarding the previous absence of feedback indicates that no material
Sustainability Report through any stakeholder issues or information gaps were identified that
communication channels, including email, the required follow-up action related to the prior year’s
corporate website, the Customer Care Group, or report.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
LIST OF DISCLOSURES ACCORDING TO OJK
REGULATION NUMBER 51/POJK.03/2017
[OJK G.4]
INDEX NO. INDEX NAME PAGE
SUSTAINABILITY STRATEGY
A.1 Explanation Sustainability Strategy 23
SUSTAINABILITY PERFORMANCE HIGHLIGHTS
B.1 Economic Performance Highlights 37
B.2 Environmental Performance Highlihts 39
B.3 Social Performance Highlights 40
COMPANY PROFILE
C.1 Vision, Mission, and Value of Sustainability 43
C.2 Company’s Address 46
C.3 Scale Enterprises 47
C.4 Products, Services and Business Activities 54
C.5 Member of Association 56
C.6 Change of Significant Organization 56
EXPLANATION OF THE DIRECTORS
D.1 Explanation of the Directors 58
SUSTAINABILITY GOVERNANCE
E.1 Management of Sustainable Finance Implementation 89
E.2 Competency Development related Sustainable Finance 93
E.3 Risk Assessment for Sustainable Finance Implementation 95
E.4 Stakeholder Engagement 20
E.5 Challenges of Sustainable Financial Implementation 98
SUSTAINABILITY PERFORMANCE
F.1 Building a Culture of Sustainability 133
ECONOMIC PERFORMANCE
Comparison of Performance Targets and Production, Portfolios, Financial Targets, or
F.2 134
Investment, Revenue and Profit and Loss
Comparison of Performance Targets and Production, Portfolios, Financial Targets, or
F.3 Investment on Financial Instruments or Projects in Line with Sustainable Finance 137
Implementation
ENVIRONMENTAL PERFORMANCE
General Aspects
F.4 Environmental Costs 151
Material Aspects
F.5 The Use of Environmentally Friendly Materials 152
Energy Aspects
F.6 The number and The Intensity of Energy Use 152
The efforts and Achievements Made Energy Efficiency including The Use of Renewable
F.7 153
Energy Sources
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
LIST OF DISCLOSURES ACCORDING TO OJK
REGULATION NUMBER 51/POJK.03/2017
INDEX NO. INDEX NAME PAGE
Water Aspects
F.8 Water Consumption 155
Biodiversity Aspects
F.9 The Impact of Operational Areas Near or in The Area of Conservation or Biodiversity 157
F.10 Biodiversity Conservation Efforts 157
Emission Aspects
F.11 The Number and Intensity of Emissions Produced by Type 159
F.12 The Efforts and Achievement of Emission Reductions Undertaken 160
Aspect Of Waste And Effluents
F.13 The Amount of Waste and Effluent Generated by Type 161
F.14 Waste and Effluent Management Mechanism 161
F.15 Spill That Occurred (If Any) 161
Aspect Of Environmental Complaints
F.16 The Number and Material Environmental Complaints Received and Resolved 162
SOCIAL PERFORMANCE
The Company’s Commitment to Deliver Products and/or Services Equivalent to The
F.17 163
Consumer
Employment Aspects
F.18 Equality of Employment Opportunities 172
F.19 Child Labor and Forced Labor 180
F.20 The Minimum Wage 181
F.21 Environmental Work Decent and Safe 185
F.22 Training and Competency Development for Employees 176
Community Aspects
F.23 Operational Impacts to Local Communities 190
F.24 Public Complaints 201
F.25 Environmental Social Responsibility Activity 191
Responsibility on The Development of Sustainable Finance Products and/or Services
F.26 Innovation and Development of Sustainable Finance Products and/or Services 203
F.27 Customer Safety 203
F.28 Impact of Products/Services 204
F.29 The Number of Products Recalled 205
F.30 Survey of Customer Satisfaction 205
OTHERS
G.1 Written Verification from Independent Parties (If Any) 206
G.2 Feedback Sheet 207
G.3 Response to Previous Year’s Report Feedback 208
List of Disclosures in Compliance with OJK Regulation No. 51/POJK.03/2017 on Sustainable
G.4 209
Finance Implementation for Financial Institutions, Issuers, and Public Companies
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
CONTENT INDEX OF THE CONSOLIDATED
SET OF GRI STANDARDS
Statement of Use PT Bank Syariah Indonesia (Persero) Tbk has reported the information cited
in the GRI content index for the period January 1, 2025 – December 31, 2025,
in accordance with the Consolidated Set of GRI Standards.
GRI 1 Used GRI 1 Foundation 2021
Applicable GRI Sector G4 Financial Sector Supplement
Standards
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
GENERAL DISCLOSURE
Organization and Reporting Practices
46, 47,
2-1 Organizational details
GRI 2: General 52
Disclosures 2021
Entities included in the
2-2 organization’s sustainability 12
reporting
Reporting period, frequency
2-3 12
and contact point
Restatements of
2-4 12
information
External assurance
2-5 206
Activities and Employees
Activities, value chain and 46, 54,
2-6
other business relationships 55, 56
2-7 Employees 48
Workers who are not
2-8 48, 52
employees
Sustainable Governance
Governance structure and
2-9 69, 89
composition
Nomination and selection
2-10 of the highest governance 72
body
Chair of the highest
2-11 69
governance body
Role of the highest
governance body
2-12 89
in overseeing the
management of impacts
Delegation of responsibility
2-13 89
for managing impacts
Role of the highest
2-14 governance body in 66, 89
sustainability reporting
2-15 Conflicts of interest 71
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
CONTENT INDEX OF THE CONSOLIDATED SET
OF GRI STANDARDS
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
Communication of critical
2-16 77, 78
concerns
Collective knowledge of the
2-17 93
highest governance body
Evaluation of the
2-18 performance of the highest 73
governance body
2-19 Remuneration policies 74
Process to determine
2-20 74
remuneration
Annual total compensation
2-21 74
ratio
Policy Strategies and Implementations
Statement on sustainable 23, 58,
2-22
development strategy 59
2-23 Policy commitments 31
Embedding policy
2-24 31
commitments
Processes to remediate
2-25 35
negative impacts
Mechanisms for seeking
2-26 77, 207
advice and raising concerns
Compliance with laws and
2-27 76
regulations
2-28 Membership associations 56
Stakeholders Engagement
Approach to stakeholder
2-29 20
engagement
Collective bargaining
2-30 179
agreements
MATERIAL TOPICS
Process to determine
3-1 14
material topics
GRI 3: Material
3-2 List of material topics 14
Topics 2021
Management of material 17
3-3
topics
ECONOMIC TOPICS
Economic Performance
Direct economic value
201-1 147
generated and distributed
GRI 201: Economic
Performance 2016 Financial implications
and other risks and
201-2 30, 151
opportunities due to
climate change
Defined benefit plan
201-3 obligatons and other 184
retirement plans
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
CONTENT INDEX OF THE CONSOLIDATED SET
OF GRI STANDARDS
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
Financial assistance
201-4 148
received from government
Market Presence
Ratios of standard entry
level
202-1 wage by gender compared 181
GRI 202: Market to
Presence 2016 local minimum wage
Proportion of senior
management
202-2 172
hired from the local
community
Indirect Economic Impact
Infrastructure investments
GRI 203: Indirect 203-1 and 148, 190
Economic Impact service support
2016
Significant indirect
203-2 economic 148, 191
impacts
GRI 204: Procurement Practices
Procurement Proportion of spending on
Practices 2016 204-1 149
local suppliers
Anti-corruption
Operations assessed for
205-1 78
risks related to corruption
Communication and
GRI 205: Anti- training about anti-
corruption 2016 205-2 80
corruption policies and
procedures
Confirmed incidents of
205-3 corruption and actions 82
taken
ENVIRONMENTAL IMPACTS
Energy
Energy consumption within
302-1 152
the organization
Energy consumption
302-2 152
outside of the organization
GRI 302: Energy
2016 302-3 Energy Intensity 152
Reduction of energy
302-4 153
consumption
Reductions in energy
302-5 requirements of products 153
and services
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
CONTENT INDEX OF THE CONSOLIDATED SET
OF GRI STANDARDS
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
Emissions
Direct (Scope 1) GHG
305-1 159
emissions
Energy indirect (Scope 2)
305-2 159
GHG emissions
Other indirect (Scope 3)
305-3 159
GHG emissions
GRI 305: Emissions 305-4 GHG emissions intensity 159
2016
Reduction of GHG
305-5 160
emissions
Emissions of ozone-
305-6 161
depleting substances (ODS)
Nitrogen oxides (NOx),
sulfur oxides (SOx), and
305-7 161
other significant air
emissions
Waste
Waste generation and
306-1 significant 161
waste-related impacts
GRI 306: Waste Management of significant
306-2 161
2020 waste-related impacts
306-3 Waste generated 161
Waste diverted from
306-4 161
disposal
306-5 Waste directed to disposal 161
SOCIAL IMPACT
Employment
New employee hires and
401-1 174
employee turnover
GRI 401: Benfits provided to full-time
Employment 2016 employees that are not
401-2 181
provided to temporary or
part-time employees
401-3 Parental leave 181
Labor/Management Relations
GRI 402: Labor/
Management Minimum notice periods 179
Relations 2016 402-1 regarding operational
changes
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
CONTENT INDEX OF THE CONSOLIDATED SET
OF GRI STANDARDS
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
Occupational Health and Safety
Occupational health and
403-1 185
safety management system
Hazard identification, risk
403-2 assessment, and incident 185
investigation
Occupational health
403-3 187
services
Worker participation,
consultation, and
403-4 communication on 187
occupational health and
safety
GRI 403:
Occupational Worker training on
Health and Safety 403-5 occupational health and 187, 188
2018 safety
403-6 Promotion of worker health 187
Prevention and mitigation
of occupational health
403-7 and safety impacts 185
directly linked by business
relationships
Workers covered by an
403-8 occupational health and 185
safety management system
403-9 Work-related injuries 188
403-10 Work- related ill health 188
Training and Education
Average hours of training
404-1 176
per year per employee
GRI 404: Training Programs for upgrading
and Education 404-2 employee skills and 176
2016 transition assistance
Percentage of employees
receiving regular
404-3 178
performance and career
development reviews
GRI 405: Diversity Diversity and Equal Opportunity
and Equal
Opportunity 2016 Diversity of governance
405-1 172
bodies and employees
Ratio of basic salary and
405-2 remuneration of women 181
to men
Forced or Compulsory
409
Labor
GRI 409: Forced or
Compulsory Labor Operations and suppliers at
2016 significant risk for incidents
409-1 180
of forced or compulsory
labor
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
CONTENT INDEX OF THE CONSOLIDATED SET
OF GRI STANDARDS
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
GRI 411: Indigenous Peoples’ Right
Indigenous Incidents of violations
Peoples’ Rights 411-1 involving 190
2016 indigenous peoples’ rights
Local Communities
Operations with local
community engagement,
413-1 190, 191
impact assessments and
GRI 413: Local
development programs
Communities 2016
Operations with significant
actual and potential
413-2 190, 191
negative impacts on local
communities
Customer Health and Safety
Assessment of the health
and safety impacts of
416-1 163, 203
GRI 416: Customer products and service
Health and Safety category
2016
Incidents of non-
compliance concerning the
416-2 203
health and safety impacts of
products and services
Marketing and Labeling
Requirements for product
and
417-1 203
service information and
labeling
GRI 417:
Marketing and Incidents of non-
Labeling 2016 compliance concerning
417-2 203
product and service
information and labeling
Incidents of non-
417-3 compliance concerning 203
marketing communications
Customer Privacy
GRI 418: Substantiated complaints
Customer Privacy concerning breaches of
2016 418-1 35, 200
customer privacy and loss of
customer data
G4 Financial Sector Supplement
Policies with specific
environmental and social
FS1 23
G4 Financial components applied to
Sector business lines
Supplement
Procedures for
assessing and screening
FS2 95
environmental and social
risks in business lines.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
CONTENT INDEX OF THE CONSOLIDATED SET
OF GRI STANDARDS
Disclosure Omitted Information GRI Sector
Standard
GRI – Standard Index Page Requirements
Titles Reason Explanation Reference
No. Not Disclosed Number
The process for monitoring
the client’s implementation
and compliance with
FS3 137
environmental and social
requirements, including in
agreements or transactions.
Processes for improving
staff competency to
implement environmental
FS4 93
and social policies and
procedures in business
lines.
Interactions with clients/
investors/business partners
FS5 regarding environmental 20
and social risks and
opportunities.
Percentage of the portfolio
by business line, region, size
FS6 137
(e.g., micro/SME/large), and
sector.
Monetary value of products
and services designed
FS7 to deliver specific social 137
benefits for each business
line.
Monetary value of
products and services
FS8 designed to deliver specific 137
environmental benefits for
each business line.
Scope and frequency of
FS9 audits and risk assessment 31
procedures.
Percentage and number
of companies held in
the institution’s portfolio
FS10 that have interacted with 137
organizations reporting
on environmental or social
issues.
Access points in low-
populated or economically
FS13 163
disadvantaged areas by
type.
Initiatives to improve access
FS14 to financial services for 163
disadvantaged people.
Policies for the fair design
FS15 and sale of financial 163
products and services.
Initiatives to enhance
FS16 financial literacy by type of 163
beneficiary.
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
SUSTAINABILITY ACCOUNTING STANDARD
BOARD (SASB) STANDARDS COMMERCIAL
BANK
Topic Metric Index Page
Sustainability Disclosure Topics & Metrics
(1) Number of data breaches, (2) percentage that are
personal data breaches, (3) number of account holders FN-CB-230a.1 200
Data Security affected
Description of approach to identifying and addressing
FN-CB-230a.2 200
data security risks
Financial Inclusion & Number of participants in financial literacy initiatives for
FN-CB-240a.4 163
Capacity Building unbanked, underbanked, or underserved customers
Incorporation of
Description of approach to incorporation of
Environmental, Social, and
environmental, social and governance (ESG) factors in FN-CB-410a.2 137
Governance Factors in
credit analysis
Credit Analysis
Absolute gross financed emissions, disaggregated by (1)
FN-CB-410b.1 159
Scope 1, (2) Scope 2 and (3) Scope 3
Gross exposure for each industry by asset class FN-CB-410b.2 159
Financed Emissions Percentage of gross exposure included in the financed
FN-CB-410b.3 159
emissions calculation
Description of the methodology used to calculate
FN-CB-410b.4 159
financed emissions
Total amount of monetary losses as a result of
legal proceedings associated with fraud, insider
trading, antitrust, anticompetitive behaviour, market FN-CB-510a.1 76
Business Ethics manipulation, malpractice, or other related financial
industry laws or regulations
Description of whistleblower policies and procedures FN-CB-510a.2 77
Global Systemically Important Bank (GSIB) score, by
FN-CB-550a.1 95
category
Systemic Risk Management Description of approach to integrate results of mandatory
and voluntary stress tests into capital adequacy planning, FN-CB-550a.2 95
longterm corporate strategy, and other business activities
Activity Metric
(1) Number and (2) value of checking and savings
FN-CB-000.A 137
accounts by segment: (a) personal and (b) small business
(1) Number and (2) value of loans by segment: (a)
FN-CB-000.B 137
personal, (b) small business, and (c) corporate
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
IFRS S1 AND S2 INDEX
This IFRS S1 and IFRS S2 index is presented to provide a clear and structured reference to the alignment
between PT Bank Syariah Indonesia (Persero) Tbk’s sustainability disclosures and the requirements of
the IFRS Sustainability Disclosure Standards. The index identifies the relevant sections of this report that
address governance, strategy, risk management, and metrics and targets related to sustainability-related
risks and opportunities, including climate-related matters.
The purpose of this index is to enhance transparency, traceability, and comparability of disclosures, and
to support users’ understanding of how sustainability-related risks and opportunities may affect PT Bank
Syariah Indonesia (Persero) Tbk’s prospects, financial performance, and enterprise value resilience over
the short, medium, and long term.
IFRS S1 INDEX
Disclosure Page
Governance
S1.G.a Oversight roles and responsibilities of governing body 100, 101
S1.G.b Skills & competencies to oversee sustainability matters 101
S1.G.c Frequency and process for receiving sustainability information 101, 102
S1.G.d How sustainability risks/opportunities are considered in decisions 101
S1.G.e Oversight of targets + links to remuneration 102
S1.G.f Management’s role, delegation & internal control integration 103
Strategy
S1.S.a Sustainability-related risks & opportunities that affect prospects 105, 106, 107
S1.S.b Time horizons used (short/medium/long) 105
S1.S.c Business model & value chain effects 112
S1.S.d Strategic response + trade-offs 115
S1.S.e Current & anticipated financial effects 105
S1.S.f Resilience of strategy & business model 108
Risk Management
S1.RM.a Identification, assessment & prioritisation processes 119, 123, 124, 125
S1.RM.b Use of inputs, parameters & scenario analysis 119, 125, 127
S1.RM.c Monitoring processes & process changes 119
S1.RM.d Integration into overall risk management 117, 121
Metrics & Targets
S1.MT.a Required metrics per applicable ISSB Standard 159
S1.MT.b Entity-specific performance metrics 129, 130
S1.MT.c Definitions, methodologies, assumptions & limitations 129, 130
S1.MT.d Target setting + base period -
S1.MT.e Milestones, revisions & performance tracked -
S1.MT.f Consistency comparability requirements 159
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
IFRS S1 AND S2 INDEX
IFRS S2 INDEX
Disclosure Page
Governance
Board’s oversight of climate-related risks and opportunities
S2.G.a1 Responsibilities & mandates for climate oversight in TOR/mandates/role descriptions/
101
policies
S2.G.a2 Assessment and development of required skills & competencies 101
S2.G.a3 Information flow – frequency and method of climate-related updates 101, 102
Consideration of climate risks/opportunities in strategy, major transactions, risk
S2.G.a4 101
management and trade-offs
S2.G.a5 Oversight of target-setting, progress monitoring and link to remuneration/
102
performance metrics
Management’s role in the governance processes
Delegation – climate responsibilities assigned to management roles/committees and
S2.G.b1 100, 103
oversight arrangements
S2.G.b2 Controls & procedures supporting management oversight 103, 104
S2.G.b3 Integration of controls/procedures with other internal functions 103, 104
Strategy
Identification of climate-related risks & opportunities
S2.S.a1 Description of climate-related risks & opportunities affecting prospects 105, 106, 107
S2.S.a2 Classification – physical vs transition risks 105, 106
S2.S.a3 Time horizons – short, medium, long term and planning linkages 105
Business model & value chain effects
S2.S.b1 Current and anticipated effects on business model/value chain 112
S2.S.b2 Concentration of risks/opportunities by geography/assets/operations 110
Strategic response and transition planning
S2.S.c1 Changes to strategy, business model, resource allocation 115
S2.S.c2 Mitigation and adaptation actions – direct and indirect 115
S2.S.c3 Climate-related transition plans, assumptions & dependencies 115
S2.S.c4 Progress against plans and targets 115
Financial effects
S2.S.d1 Current financial impacts (position/performance/cash flows) 105
S2.S.d2 Anticipated short, medium & long-term financial impacts 105
S2.S.d3 Investment, funding, and resource implications 107
S2.S.d4 Conditions when quantitative information may not be provided 116
Climate resilience and scenario analysis
S2.S.e1 Assessment of resilience of strategy/business model 108
S2.S.e2 Uncertainties and adaptive capacity 108
S2.S.e3 Scenario analysis inputs, scenarios used, assumptions & time horizons 108
S2.S.e4 Scope of operations included in analysis 108
S2.S.e5 Reporting period of scenario analysis 108
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IFRS S1 AND S2 INDEX
Disclosure Page
Metrics references
S2.S.f1 Cross-industry and industry-based disclosure topics 112
Risk Management
Climate-related risk processes
S2.RM.a1 Inputs and parameters used (data sources, scope of operations) 119, 124, 125
S2.RM.a2 Use of climate-related scenario analysis for risk identification 121
S2.RM.a3 Methods for assessing likelihood/magnitude of climate-related risks 119, 124
S2.RM.a4 Prioritisation of climate-related risks relative to other risks 119, 121
S2.RM.a5 Monitoring approaches for climate-related risks 125, 127
S2.RM.a6 Changes to risk processes since previous reporting period 123
Climate-related opportunity processes
S2.RM.b1 Processes for identifying, assessing, prioritising and monitoring climate-related
123, 124
opportunities
S2.RM.b2 Use of climate-related scenario analysis for opportunity identification -
Integration with overall risk management
How climate-related risk/opportunity processes connect to overall enterprise risk
S2.RM.c1 117, 118, 121
management
Metrics and Target
Cross-industry and industry-based metrics
S2.MT.a1 Disclosure of cross-industry metric categories 159
S2.MT.a2 Disclosure of industry-based metrics linked to business model/activities 129, 130
Performance in relation to climate-related targets
S2.MT.b1 Targets set by the entity and targets required by law/regulation 128
S2.MT.b2 Metrics used by governance/management to measure progress 128, 159
Greenhouse gas (GHG) emissions metrics
S2.MT.c1 Absolute gross GHG emissions – Scope 1, Scope 2, Scope 3 128
S2.MT.c2 Measurement approach, inputs and assumptions 129, 130
S2.MT.c3 Measurement methodology changes and reasons 129, 130
S2.MT.c4 Scope 1/scope 2 emissions disaggregation by consolidated group/other investees 130
S2.MT.c5 Location-based scope 2 emissions + contractual instruments 128
S2.MT.c6 Scope 3 emissions categories + financed emissions disclosures (where applicable) 129
Climate-related risk/opportunity exposure metrics
S2.MT.d1 Transition risks – amount/percentage of assets or activities exposed 112
S2.MT.d2 Physical risks – amount/percentage of assets or activities exposed -
S2.MT.d3 Climate-related opportunities – amount/percentage aligned business activities 137
Capital deployment
S2.MT.e1 Capital expenditure/investment supporting climate risk mitigation/adaptation 115, 137
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
IFRS S1 AND S2 INDEX
Disclosure Page
Internal carbon pricing
S2.MT.f1 Whether/how carbon price applied in decision-making 131
S2.MT.f2 Price per tonne and calculation approach -
Executive remuneration alignment
S2.MT.g1 Whether/how climate considerations affect remuneration -
S2.MT.g2 Percentage of climate-linked remuneration recognised in period -
Climate-related targets
S2.MT.h1 Quantitative & qualitative targets and related GHG targets 24, 128
S2.MT.h2 Target metric, objective, scope, geography or business unit 24
S2.MT.h3 Target period, base year, milestones and interim targets 24
S2.MT.h4 Absolute vs intensity targets -
S2.MT.h5 How international agreements inform targets 128
Target governance, review and revision
S2.MT.i1 Third-party validation of targets/methodologies -
S2.MT.i2 Review processes for targets -
S2.MT.i3 Metrics used to monitor progress 128, 159
S2.MT.i4 Revisions made and rationale -
Target performance reporting
S2.MT.j1 Progress and trends in performance against targets -
GHG targets – additional disclosures
S2.MT.k1 Gases covered 131
S2.MT.k2 Whether Scope 1/2/3 are included 129, 159
S2.MT.k3 Gross vs net targets and sectoral decarbonisation -
S2.MT.k4 Planned use of carbon credits and reliance assumptions -
S2.MT.k5 Verification/certification of carbon credit schemes -
S2.MT.k6 Types of credits and underlying offsets -
S2.MT.k7 Permanence and integrity of credits/offset assumptions -
Cross-industry and industry-based metric references
S2.MT.l1 Consideration of IFRS sustainability standard and cross-industry/industry metrics
12
guidance
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
LINKAGE BETWEEN GRI STANDARDS
AND SDGS
PT Bank Syariah Indonesia(Persero) (Persero) Tbk is committed to contributing to the achievement of
the Sustainable Development Goals (SDGs) in Indonesia. This support is reflected through the linkage
between BSI’s programs/activities, the GRI Standards, and the SDGs, following the SDG Compass
guidelines published by GRI, the United Nations Global Compact, and the World Business Council for
Sustainable Development (WBCSD), as shown in the table below:
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
End poverty in all its GRI 413: Local 413-2 Operations that have actual or potential
forms everywhere. Communities 2016 significant negative
impacts on local communities
GRI 202: Market 202-1 Ratios of standard entry level wage by
Presence gender compared to local minimum wage
2016
GRI 203: Indirect 203-1 Infrastructure investments and services
Economic supported
Impact
203-2 Significant indirect economic impacts
G4 Sector Supplement FS6 Percentage of the portfolio by business line,
for region, and size
Finance (e.g., micro/SME/large), and sector.
FS7 Monetary value of products and services
designed to deliver
specific social benefits for each business
line.
FS13 Access points in low-population or
economically disadvantaged areas by type.
FS14 Initiatives to improve access to financial
services for disadvantaged people
FS16 Initiatives to enhance financial literacy by
type or beneficiary
End hunger, GRI 411: Indigenous 411-1 Incidents of violations involving indigenous
achieve food Peoples’ Rights peoples’ rights
security and
improved nutrition GRI 413: Local 413-2 Operations that have actual or potential
and promote Communities 2016 significant negative impacts on local
sustainable communities
agriculture.
Ensure healthy lives GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG Emissions
and promote well-
being for all at all 305-2 Energy Indirect (Scope 2) GHG Emissions
ages.
305-3 Other Indirect (Scope 3) GHG Emissions
305-6 Emissions of Ozone-Depleting Substances
(ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
GRI 203: Indirect 203-2 Significant indirect economic impacts
Economic Impacts
2016
GRI 306: Waste 2020 306-1 Waste generation and significant waste
related impacts
306-2 Management of signficant waste-related
impacts
306-3 Waste Generated
306-4 Waste diverted from disposal
306-5 Waste directed to disposal
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
LINKAGE BETWEEN GRI STANDARDS AND SDGS
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
GRI 401: Employment 401-2 Benefits provided to full-time employees
2016 that are not given to
temporary or part-time employees
GRI 403: Occupational 403-6 Promotion of worker health injuries
Health and Safety 2018
403-9 Work-related
403-10 Work-related ill health
Ensure inclusive GRI 404: Training and 404-1 Average hours of training per year per
and equitable Education 2016 employee
quality education
and increase
lifelong learning
opportunities for all
by 2030
Achieve gender GRI 2: General 2-9 Governance Structure and Composition
equality and Disclosures 2021
empower all 2-10 Nomination and selection of the highest
women and girls. governance body
GRI 202: Market 202-1 Ratios of standard entry level wage by
Presence 2016 gender compared to local minimum wage
GRI 203: Indirect 203-1 Infrastructure investments and services
Economic Impacts supported
2016
GRI 401: Employment 401-1 New employee hires and employee turnover
2016
401-2 Benefits provided to full-time employees
that are not provided to temporary or part-
time employees
401-3 Parental Leave
GRI 404: Training and 404-1 New employee hires and employee turnover
Education 2016
404-3 Percentage of employees receiving regular
performance and career development
reviews
GRI 405: Diversity and 405-1 Diversity of governance bodies and
Equal Opportunity 20 employees
405-2 Ratio of basic salary and remuneration of
women to men
Ensure GRI 306: Waste 2020 306-1 Waste generation and significant waste
communities related impacts
achieve universal
access to clean 306-2 Management of significant waste-related
water and impacts
sanitation.
Guarantee access to GRI 302: Energy 2016 302-1 Energy consumption within the
affordable, reliable, organization
sustainable and
modern energy for 302-2 Energy consumption outside of the
all levels of society. organization
302-3 Energy Intensity
302-4 Reduction of energy consumption
302-5 Reductions in energy requirem ents of
products and services
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
LINKAGE BETWEEN GRI STANDARDS AND SDGS
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
Striving to GRI 2: General 2-7 Employees
improve inclusive Disclosures 2021
and sustainable 2-30 Collective bargaining agreements
economic growth,
productive and GRI 201: Economic 201-1 Direct economic value generated and
comprehensive Performance 2016 distributed spending on local suppliers
employment
GRI 203: Indirect 203-2 Significant indirect economic impacts
opportunities and
Economic Impacts
decent work for all.
2016
GRI 204: Procurement 204-1 Proportion of spending on local suppliers
Practices 2016
GRI 302: Energy 2016 302-1 Energy consumption within the
organization
302-2 Energy consumption outside of the
organization
302-3 Energy Intensity
302-4 Reduction of energy consumption
302-5 Reductions in energy requirements of
products and services
GRI 401: Employment 401-1 New employee hires and employee turnover
2016
401-2 Benefits provided to full-time employees
that are not provided to temporary or part-
time employees
401-3 Parental Leave
GRI 402: Labor/ 402-1 Minimum notice periods regarding
Management Relations operational changes
2016
GRI 403: Occupational 403-1 Occupational Health and safety
Health and Safety 2018 management system
403-2 Hazard identification, risk assessment, and
incident investigation
403-3 Occupational health services
403-4 Worker participation, consultation, and
communication on occupational health and
safety
403-5 Worker training on occupational health and
safety
403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships
403-8 Workers covered by an occupational health
and safety management system
403-9 Work-related injuries
403-10 Work-related ill health
GRI 404: Training and 404-1 Average hours of training per year per
Education 2016 employee
404-2 Programs for upgrading employee skills and
transition assistance programs
404-3 Percentage of employees receiving regular
performance and career development
reviews
GRI 405: Diversity and 405-1 Diversity of governance bodies and
Equal Opportunity 2016 employees
405-2 Ratio of basic salary and remuneration of
women to men
SUSTAINABILITY REPORT 2025 225
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
LINKAGE BETWEEN GRI STANDARDS AND SDGS
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
G4 Sector Supplement FS6 Percentage of the portfolio by business
for Finance line, region, size (e.g., micro/SME/large), and
sector.
FS7 Monetary value of products and services
designed to deliver specific social benefits
for each business line.
FS13 Access points in low-populated or
economically disadvantaged areas by type.
FS14 Initiatives to improve access to financial
services for disadvantaged people.
FS16 Initiatives to enhance financial literacy by
type or beneficiary.
Building resilient GRI 201: Economic 201-1 Direct economic value generated and
infrastructure, Performance 2016 distributed
improving inclusive
and sustainable GRI 203: Indirect 203-1 Infrastructure investments and services
industries, and Economic Impacts supported
encouraging 2016
innovation.
G4 Sector Supplement FS6 Percentage of the portfolio by business
for Finance line, region, size (e.g., micro/SME/large), and
sector.
FS7 Monetary value of products and services
designed to deliver specific social benefits
for each business line.
Reducing Intra and GRI 2: General 2-7 Employees
Inter-Country Gaps Disclosures 2021
GRI 401: Employment 401-1 New employee hires and employee turnover
2016
GRI 404: Training and 404-1 Average hours of training per year per
Education 2016 employee
404-3 Percentage of employees receiving regular
performance and career development
reviews
GRI 405: Diversity and 405-2 Ratio of basic salary and remuneration of
Equal Opportunity 2016 women to men
G4 Sector Supplement FS1 Policies with specific environmental and
for Finance social components applied to business lines
FS2 Procedures for assessing and screening
environmental and social risks in business
lines.
FS3 The process for monitoring the client’s
implementation and compliance with
environmental and social requirements,
including in agreements or transactions.
FS4 Processes for improving staff competency
to implement environmental and social
policies and procedures in business lines.
FS5 Interactions with clients/ investors/business
partners regarding environmental and
social risks and opportunities.
FS7 Monetary value of products and services
designed to deliver specific social benefits
for each business line.
FS9 Scope and frequency of audits and risk
assessment procedures.
FS10 Percentage and number of companies
held in the institution’s portfolio that have
interacted with organizations reporting on
environmental or social issues.
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
LINKAGE BETWEEN GRI STANDARDS AND SDGS
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
FS13 Policies for the fair design and sale of
financial products and services.
FS14 Initiatives to enhance financial literacy by
type of beneficiary.
FS15 Policies for the fair design and sale of
financial products and services.
FS16 Initiatives to enhance financial literacy by
type of beneficiary.
Making cities GRI 203: Indirect 203-1 Infrastructure investments and services
and settlements Economic Impacts supported
inclusive, safe, 2016
resilient and
sustainable GRI 306: Waste 2020 306-1 Waste generation and significant waste
related impacts
306-2 Management of significant waste-related
impacts
306-3 Waste Generated
306-4 Waste diverted from disposal
306-5 Waste directed to disposal
GRI 203: Indirect 203-1 Infrastructure investments and services
Economic Impacts supported
2016
G4 Sector Supplement FS7 Monetary value of products and services
for Finance designed to deliver specific social benefits
for each business line.
Ensure responsible GRI 302: Energy 2016 302-1 Energy consumption within the
production and organization
consumption
patterns 302-2 Energy consumption outside of the
organization
302-3 Energy intensity
302-4 Reduction of energy consumption
302-5 Reductions in energy requirements of
products and services
GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG Emissions
305-2 Energy Indirect (Scope 2) GHG Emissions
305-3 Other Indirect (Scope 3) GHG Emissions
305-6 Emissions of Ozone-Depleting Substances
(ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
GRI 306: Waste 2020 306-1 Waste generation and significant waste
related impacts
306-2 Management of significant waste-related
impacts
306-3 Waste Generated
306-4 Waste diverted from disposal
306-5 Waste directed to disposal
GRI 417: Marketing and 417-1 Requirements for product and service
Labeling 2016 labeling and information
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ABOUT THE REPORT SUSTAINABILITY STRATEGY SUMMARY OF SUSTAINABILITY PERFORMANCE COMPANY PROFILE
LINKAGE BETWEEN GRI STANDARDS AND SDGS
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
Take immediate GRI 201: Economic 201-2 Financial implications and other risks and
action to combat Performance 2016 opportunities due to climate change
climate change and
its impacts because GRI 302: Energy 2016 302-1 Energy consumption within the
climate change is organization
a global challenge
that affects 302-2 Energy consumption outside of the
everyone. organization
302-3 Energy intensity
302-4 Reduction of energy consumption
302-5 Reductions in energy requirements of
products and services
GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG Emissions
305-2 Energy Indirect (Scope 2) GHG Emissions
305-3 Other Indirect (Scope 3) GHG Emissions
305-6 Emissions of ozone-depleting substances
(ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
significant air emissions
Preserve and GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG Emissions
sustainably utilize
marine and 305-2 Energy Indirect (Scope 2) GHG Emissions
ocean resources
for sustainable 305-3 Other Indirect (Scope 3) GHG Emissions
development
305-6 Emissions of ozone-depleting substances
(ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions
Protecting, GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG Emissions
Restoring and
Increasing 305-2 Energy Indirect (Scope 2) GHG Emissions
Sustainable Use of
Land Ecosystems, 305-3 Other Indirect (Scope 3) GHG Emissions
Managing Forests
305-6 Emissions of ozone-depleting substances
Sustainably,
(ODS)
Stopping
Desertification, 305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
Reversing Land and other significant air emissions
Degradation,
and Stopping
Biodiversity Loss
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DIRECTORS’ REPORT SUSTAINABILITY GOVERNANCE SUSTAINABILITY PERFORMANCE
LINKAGE BETWEEN GRI STANDARDS AND SDGS
RELEVANT GRI
SDGs GOAL DISCLOSURE INDICATOR TITLE
STANDARD
Strengthening GRI 2: General 2-9 Governance structure and composition
Inclusive and Disclosure 2021
Peaceful Societies 2-10 Nomination and selection of the highest
for Sustainable governance body
Development,
Providing Access to 2-11 Chair of the highest governance body
Justice for All, and
2-12 Role of the highest governance body in
Building Effective,
overseeing impact management
Accountable,
and Inclusive 2-15 Confflict of interest
Institutions at All
Levels 2-16 Communication of critical concerns
2-23 Policy commitments
2-25 Processes to Remediate Negative Impacts
2-26 Mechanisms for seeking advice and raising
concerns
2-29 Approach to stakeholder engagement
GRI 205: Anti- 205-1 Operations assessed for risks related to
Corruption 2016 corruption
205-2 Communication and training about
anticorruption policies and procedures
205-3 Confirmed incidents of corruption and
actions taken
GRI 403: Occupational 403-4 Worker participation, consultation, and
Health and Safety 2018 communication on occupational health and
safety
403-9 Work-related injuries
403-10 Work-related ill health
GRI 416: Customer 416-1 Assessment of the health and safety
Health and Safety 2016 impacts of product and service categories
GRI 417: Marketing and 417-2 Incidents of non-compliance concerning
Labeling 2016 product and service health and safety
impacts
417-3 Incidents of non-compliance concerning
marketing communications
GRI 418: Customer 418-1 Substantiated complaints concerning
Privacy 2016 breaches of customer privacy and loss of
customer data
Strengthening Implementation Means and Revitalizing the Global Partnership for Sustainable Development
SUSTAINABILITY REPORT 2025 229
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PT Bank Syariah Indonesia (Persero) Tbk Head Office Gedung The Tower Jl. Gatot Subroto No. 27 Kelurahan Karet Semanggi, Kecamatan Setiabudi, Jakarta Selatan 1293 Contact BSI Call - 14040 Telp. 62081584114040 contactus@bankbsi.co.id Facebook: Bank Syariah Indonesia Instagram: @banksyariahindonesia Youtube: Bank Syariah Indonesia Twitter: bankbsi_id
Names mentioned 52 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Bank OPERATION Green
p.5
unresolved
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Bank Syariah Introducing
p.9
unresolved
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Bank Penyedia Layanan Pembayaran Best Mudharabah Sukuk
p.11
unresolved
org
Teladan BAZNAS RI LEADING SUSTAINABLE FINANCE IN THE NEW ERA
p.11
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org
Financial Services Authority
p.22 ×23
unresolved
org
Bank Indonesia
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Bank Indonesia Regulation
p.32
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org
Bank Syariah Indonesia Personal Data
p.36
unresolved
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Bank BSI
p.45 ×3
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Bank Indonesia. Bank BSI’s
p.45
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Bank BSI Smart Agents
p.45
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org
Government of the Republic of Indonesia
p.47
unresolved
person
Notary Jose Dima Satria S.H.
p.47
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org
Bank Syariah Indonesia Bank Syariah Indonesia Note
p.48
unresolved
org
Indonesia (Persero) Tbk
p.49 ×2
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Minister of Religious Affairs
p.65
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Bank Personnel. A Conflict
p.72
unresolved
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Bank Personnel
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Syariah Indonesia Tbk
p.78
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Bank Officers. LEADING SUSTAINABLE FINANCE IN THE NEW
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PT Mandiri Utama Finance
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unresolved
person
Dr. Cipto
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person
Sharia Supervisory
· Commissioner
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—
Arif Adhi
· Compliance
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unresolved
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Sanjaya
· & Human
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unresolved
org
Bank Syariah Indonesia Instagram
p.231
unresolved
org
Bank Syariah Indonesia Twitter
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