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Strengthening Economic Resilience,
Accelerating the Sustainable Transition
Sustainability Report 2025 PT Bank Rakyat Indonesia (Persero) Tbk.
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2025 Sustainability Report
PT Bank Rakyat Indonesia (Persero) Tbk. 2
OF CONTENT
Climate-Related
Introduction Disclosure Appendices
About the Sustainability 211 ESG Data Table
4
Report 40 Climate Risk Management
Issued Securities Impact
TABLE
246 Reporting
6 Message from the Board
12
Responsibility for the 2025 Sustainability-Related 276 Index Reporting Indices
Sustainability Report
Disclosure 292 IDX Reporting Indices
Business and Sustainability
14
Highlights
80 Inclusive Finance 293 Assurance
112 Privacy and Data Security 297 Feedback Form
Sustainability 126 Business Ethics
At BRI
25 Sustainability Strategy
General Sustainability
Topic Disclosure
Stakeholder
Engagement & 143 Governance
Materiality 177 Risk Management
182 Our People: Insan BRILiaN
31 Stakeholder Engagement
Local Communities and Human
198 Rights
Stakeholder Identification
31
Process
209 Responsible Artificial Intellegence
Stakeholder Engagement
32
Channels
33 Materiality Assessment
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 3
Introduction
About This Report 4 Message from the Board 6 Responsibility for the 2025 Sustainability Report 12 Business and Sustainability Highlights 14
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 4
About This Report
The 2025 Sustainability Report of PT Bank Rakyat Indonesia (Persero) Tbk (BRI) serves to reflect performance, governance, and strategic direction, this Sustainability Report focuses on how
BRI’s sustainability aspirations and performance in support of the vision “BRIVOLUTION Reignite: environmental, social, and governance (ESG) aspects are integrated into BRI’s business strategy
Deliver Sustainable Values and Integrated Solutions to Achieve Indonesia’s Aspiration”. and operations.
Through this report, we present the impacts of BRI’s operational and financing activities on In particular, this Sustainability Report elaborates on the management of sustainability-related risks
economic, social, and environmental aspects, while also outlining sustainability-related risks and and opportunities, including climate change-related risks and opportunities, as well as the
opportunities, including climate change-related risks and opportunities, together with relevant implementation of Social and Environmental Responsibility (TJSL). These disclosures provide
metrics and targets. This report is intended to meet the information needs of the government, deeper context to the financial information presented in the Annual Report, including the linkages
investors, the public, and other stakeholders, while strengthening the transparency, accountability, between sustainability policies and initiatives and financial performance and long-term investment
and comparability of sustainability information as part of BRI’s commitment to the implementation strategies. Certain information in this report explicitly refers to BRI’s Annual Report and the 2025
of sustainable finance. Consolidated Financial Statements, with indications of the relevant page numbers or sections. All
referenced documents are publicly available at the same time on BRI’s website (www.bri.co.id) with
Scope of the Report an equivalent level of accessibility.
Reporting Boundaries All financial information in this report is presented in Rupiah (IDR), consistent with the presentation
This report focuses exclusively on PT Bank Rakyat Indonesia (Persero) Tbk (BRI) and does not currency of BRI’s Consolidated Financial Statements. Where data are presented in foreign
include details related to its subsidiaries. The scope of reporting covers all operational activities currencies, they have been translated into IDR using Bank Indonesia’s middle exchange rate as of
under the Company’s direct control, ranging from the Head Office, Regional Offices, Branch Offices, December 31, 2025. Any such conversions are accompanied by specific explanatory notes for the
and BRI Units to all service networks across Indonesia, unless otherwise stated in the relevant relevant data.
disclosures. [GRI 2-2]
Disclosure Standards
For the 2025 fiscal year reporting period, BRI conducts financial statement audits on a consolidated
basis, covering subsidiaries such as Bank Raya, BRI Global Financial Services Ltd, BRI Life, BRI Statement of Compliance
Finance, BRI Investment Management, BRI Ventures, BRIDS, BRI Insurance, Pegadaian, and PNM. BRI’s 2025 Sustainability Report has been prepared in fulfillment of the sustainability reporting
Nevertheless, information related to the sustainability performance of these subsidiaries is excluded obligations stipulated under Financial Services Authority (OJK) Regulation No. 51/POJK.03/2017
from this report (unless otherwise specifically stated). [GRI 2-2] concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers,
and Public Companies, as well as in accordance with the Technical Guidelines for the Preparation
Reporting Period and Frequency of Sustainability Reports for Issuers and Public Companies as set out in OJK Circular Letter No. 16/
This report presents information on BRI’s sustainability activities and performance for the 2025 SEOJK.24/2021.
financial year, covering the period from January 1 to December 31, 2025, and is aligned with the
audited Financial Statements reporting period. The Sustainability Report is published annually and In addition to complying with domestic regulations, the preparation of this report also follows
includes historical data for the past three years as a basis for performance comparability, providing several global standards, including:
a clear view of measurable progress. The historical data presented in this report covers the period
from 2023 to 2025. [GRI 2-3] • Global Reporting Initiative (GRI) Standards 2021 (in accordance with GRI Standards);
• Global Reporting Initiative (GRI) G4 Sector Supplement;
Restatements of Information • Sustainability Accounting Standards Board (SASB) for commercial banks;
Any restatements of information from the previous year’s report are explicitly disclosed through • International Financial Reporting Standards (IFRS) S1 and S2 issued by the International
specific footnotes in the relevant data sections. This disclosure ensures that readers can accurately Sustainability Standards Board (ISSB), which have been adopted in Indonesia as the
track changes in methodology or data adjustments. [GRI 2-4] Sustainability Disclosure Standards (PSPK) 1 and 2; and
• Task Force on Climate-Related Financial Disclosures (TCFD).
Connected Information [h4]
The 2025 Sustainability Report is prepared as a standalone report to complement BRI’s 2025 Annual
Report. While the Annual Report provides a comprehensive overview of the Bank’s financial
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 5
About This Report
Sources of Guidelines
In preparing this report, BRI refers to relevant technical guidelines to ensure the accuracy and
credibility of the disclosed data. Specifically for greenhouse gas (GHG) emissions, the reporting
period is extended to four years (2022–2025), in line with BRI’s emissions base year established in
2022.
In measuring emissions, this report adopts two methodological approaches. Operational emissions
are measured using the Greenhouse Gas Protocol, covering all BRI branch offices in Indonesia.
Meanwhile, financed emissions are calculated based on the Partnership for Carbon Accounting
Financials (PCAF) standard and aligned with the scope of the Science Based Targets initiative
(SBTi). The measurement of financed emissions covers various financing asset classes, including
corporate loans, power generation project finance, commercial real estate, listed equities, and
bonds. In several relevant aspects, this report also reflects BRI’s priorities in integrating its
commitment to the ten principles of the United Nations Global Compact (UNGC) while supporting
the achievement of the Sustainable Development Goals (SDGs).
External Assurance [OJK G.1] [GRI 2-5, 2-14]
All sustainability data, disclosures, and claims presented in this report have been reviewed and
approved by the Boards of Directors and Commissioners of PT Bank Rakyat Indonesia (Persero)
Tbk [GRI 2-14], and have been externally verified and assured by PT Decar Verite Asia in accordance
with the AA1000 Assurance Standard. The detailed assurance statement and report can be found
on page 293-295 of this report. In addition, the GHG emissions information disclosed in this report
has been verified by the independent third party Sucofindo International Certification Services,
with the opinion sheet available on page 296. [GRI 2-5]
BRI appoints external assurance providers in accordance with the Company’s applicable
procurement policies, taking into consideration their expertise, reputation, and the absence of
potential conflicts of interest. The verification process includes sample-based examination of
supporting documentation and confirmation with relevant resource persons across the respective
work units. [GRI 2-5]
Contact Point [GRI 2-3]
BRI welcomes feedback or suggestions to improve future editions of this report. For inquiries or to
share input, please contact:
Contact Name Dhanny, Corporate Secretary
+6221 575 2452 humas@bri.co.id
For more information about the BRI Sustainability Report 2025,
visit https://bri.co.id/report.
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 6
Board of Director’s
Report[OJK D.1] [GRI 2-22]
Hery Gunardi
President Director
BRI focuses on strengthening its fundamentals across
funding, high-quality lending, enhanced digital capabilities,
robust risk management, and human capital development to
ensure resilient and sustainable long-term business growth.
Distinguished Shareholders and Stakeholders,
The global economy continues to face uncertainties stemming from geopolitical tensions,
financial market volatility, inflationary pressures, supply chain disruptions, and heightened
climate risks. Nevertheless, Indonesia’s economy in 2025 maintained solid performance,
growing by 5.11% year-on-year, supported by robust domestic consumption and the
manufacturing sector. This resilience reflects the strength of the national economy and
creates opportunities for businesses to continue expanding. With organizational resilience
and adaptive strategies, the Company believes that sustainable growth opportunities remain
open.
In response, BRI continues to drive transformation toward sustainable business practices and
the strengthening of business fundamentals through the BRIvolution Reignite initiative. To
support this transformation, the Company has formulated a sustainability strategy with the
aspiration to become a World-Class Sustainable Banking Group focusing on Environmental,
Social, and Governance (ESG), realized through three main pillars: Stakeholder Empowerment,
Adaptive Portfolio Management, and Responsible Business & Operations. This aspiration
serves as the Company’s strategic direction to ensure that business growth not only generates
economic value but also delivers measurable and meaningful benefits for society and the
environment.
The implementation of the Company’s sustainability strategy is presented in the PT Bank
Rakyat Indonesia (Persero) Tbk 2025 Sustainability Report under the theme “Strengthening
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 7
Board of Director’s Report
Economic Resilience, Accelerating Sustainable Transition.” This report reflects BRI’s commitment to Operationally, energy efficiency initiatives, renewable energy utilization, and low-carbon operations
accountability, transparency, and responsible governance toward all stakeholders. It also covers were strengthened as part of the commitment toward Net Zero Emission by 2050. In 2025, BRI
key material topics such as business ethics, data privacy and security, and inclusive financial reported operational emissions of 445,140 tons CO₂e, a 9.59% reduction from the 2022 baseline,
services, determined through stakeholder input and management reviews throughout 2025. supported by 926 eco-friendly operational vehicles and installation of solar panels at 152 work
units. International recognition included an S&P Global ESG rating of 74, three consecutive years of
Policies on Sustainability Strategy Implementation and 2025 Achievements [OJK D.1a] Sustainability Yearbook Membership, and multiple international awards for sustainability reporting
In response to the increasingly complex global landscape and as part of its commitment to executing quality, including two Platinum Awards for Asia’s Best Sustainability Report (Public Sector) and CEO
the sustainability strategy, BRI continues to strengthen corporate fundamentals through two main Letter, one Gold Award for Asia’s Best Materiality Reporting, and a Platinum Rank at the Asia
pillars: Transform the Funding Franchise and Revamp Existing Core and Build New Core, supported Sustainability Reporting Rating (ASRRAT).
by six enablers: Human Capital, Risk Management, IT & Digital, Distribution, Operational Excellence,
and Rebranding. These initiatives focus on strengthening low-cost funding, enhancing transaction Sustainable Finance Implementation [OJK D.1.b]
banking capabilities, fortifying core business particularly in the micro segment, and developing new As one of Indonesia’s largest commercial banks and the largest MSME-focused bank in Southeast
growth sources in the consumer segment, underpinned by digital capability enhancement, Asia, BRI integrates sustainability as a core part of its business strategy by embedding Environmental,
disciplined risk management, and human capital development. Transformation is further reinforced Social, and Governance (ESG) principles in financing policies, risk management, and financial
through optimized distribution models, business process improvements, and the internalization of product and service development. BRI also applies ESG-based financing screening and expands
the BRILiaN Way work culture. financing portfolios in sustainable sectors such as renewable energy, energy efficiency, and
sustainable agriculture.
Alongside this transformation, BRI continuously strengthens governance and sustainability
strategies to meet rising demands for transparency and accountability. This is achieved through A key focus is expanding financial inclusion, strengthened through synergy within the Ultra Micro
reinforced sustainability policies and the roles of the ESG Committee and Group ESG Division under Holding (UMi) with Pegadaian and PNM. This synergy expands access to financial services for
the Director of Legal & Compliance. To mitigate global economic uncertainty and climate change previously underserved segments, especially ultra-micro entrepreneurs and marginalized groups.
risks, BRI integrates climate risk management, covering both transition and physical risks, into its PNM delivers the PNM Mekaar program to empower pre-prosperous women through group
risk management framework and business strategy to enhance organizational resilience. Key financing, business mentoring, and economic capacity-building, while Pegadaian provides
policies implemented include operational efficiency improvements through accelerated accessible and rapid pawn-based financing as an alternative funding source. Through this Ultra
digitalization, Climate Risk Stress Testing (CRST) across the Bank’s portfolio, and adoption of IFRS Micro ecosystem, BRI strengthens financial inclusion while promoting sustainable economic
S1 and IFRS S2 sustainability reporting standards. Simultaneously, BRI ensures that sustainable capacity-building.
finance principles are aligned with the protection of customer rights through consistent application
of data privacy principles in product development and service delivery, in compliance with BRI continues to enhance MSME capacity and competitiveness via programs such as Desa BRILiaN,
applicable laws and industry best practices. In 2025, BRI recorded zero data breaches and 91.72% Klasterku Hidupku, and LinkUMKM, benefiting over 14.95 million MSMEs, and providing KUR
customer satisfaction. relaxation of IDR 43.95 trillion for more than 1 million disaster-affected debtors. Accelerated
adoption of digital services further drives financial inclusion, reflected in an 18.9% increase in
On the financing side, the portfolio for Environmentally Friendly Businesses (KUBL) reached IDR BRImo users (45.9 million users in 2025) and a 48.1% increase in Qlola users (113 thousand in
93.2 trillion (6.9% of total credit), while financing for Socially Responsible Businesses (KUBS) 2025). Looking ahead, BRI will continue to strengthen its role as a catalyst for inclusive and
reached IDR 718.7 trillion (53.5% of total credit), reflecting BRI’s role in promoting inclusive economic sustainable economic growth, placing MSMEs at the center of its financing strategy and integrating
development, especially through MSME empowerment. Sustainable investments totaled IDR 5.26 ESG principles across all business activities.
trillion (45% of the total investment portfolio) across instruments such as green bonds, social
bonds, and sustainability bonds. Sustainable funding in 2025 reached IDR 34.8 trillion (76.4% of Target Achievement Strategy [OJK D.1.c]
total wholesale funding), including the issuance of a Social Bond worth IDR 5 trillion, making BRI the In the transition toward a low-carbon economy, the Company applies strategies to strengthen
first bank in Indonesia to issue social bonds to support MSME financing, expand financial access, business fundamentals while integrating climate transition risk management into the Bank’s risk
and strengthen community-based economic initiatives. management framework through scenario-based analysis, portfolio diversification, and
development of transition financing for customers. This approach aligns with global standards to
maintain financial stability and reinforce long-term business resilience.
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 8
Board of Director’s Report
To support strategy implementation, BRI strengthens organizational capabilities, positioning Insan
BRILiaN as a key element in risk and sustainability opportunity management, supported by
competency development and digital transformation to enhance business decision-making quality.
The 2026–2030 sustainability roadmap focuses on integrated ESG implementation across all
business activities, from strengthening foundations and accelerating green and inclusive financing
to positioning BRI as a sustainable finance leader in Southeast Asia through increased sustainable
finance, reduced operational emissions, and strengthened responsible corporate governance..
Closing
In closing, the Board of Directors expresses appreciation to shareholders, the Board of
Commissioners, all Insan BRILiaN, and all stakeholders for their support and contributions that
enabled the Company’s achievements in 2025. The trust and collaboration established form a vital
foundation for BRI in reinforcing its role as a financial institution that drives inclusive and sustainable
economic growth. Moving forward, BRI is committed to continuously strengthening sustainable
business practices through the integration of ESG principles across all operations. This commitment
is supported by integrated governance, disciplined risk management, and adaptive business
strategies, enabling BRI to continue creating long-term value for society, the environment, and all
stakeholders.
Jakarta, March 13, 2026
Hery Gunardi
President Director
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 9
Board of Commissioner’s
Report[GRI 2-22]
Kartika
Wirjoatmodjo
President
Commissioner ,,
In response to economic shifts and the growing impacts of
climate change throughout 2025, BRI reaffirmed its
commitment to sustainability by reinforcing its governance
framework, ensuring that business growth remains prudent
and continues to support the most vulnerable communities.
Distinguished Shareholders and Stakeholders,
With gratitude to God Almighty for His blessings and grace, PT Bank Rakyat Indonesia (Persero)
Tbk (hereinafter referred to as the “Company” or “BRI”) continues to fulfill its role as a driver
of national economic growth amid increasingly complex global dynamics. Over its 130-year
journey, BRI has demonstrated resilience in navigating various economic cycles and evolving
challenges, while consistently strengthening its commitment to sustainability.
Throughout 2025, the global economy faced a range of interconnected challenges, including
financial market volatility, evolving geopolitical tensions, shifts in consumer behavior, and the
growing impacts of climate change felt around the world. In this context, the implementation
of sustainable finance principles has become ever more relevant and urgent. Sustainability is
no longer merely a long-term aspiration. It has evolved into an integral component of business
strategy that defines the Company’s resilience and competitiveness.
In response to these developments, BRI has formulated a sustainability strategy with the
aspiration to become a world-class Sustainable Banking Group focusing on Environmental,
Social, and Governance. This strategy is anchored in three core pillars: Stakeholder
Empowerment, Adaptive Portfolio Management, and Responsible Business and Operations.
This aspiration serves as a strategic roadmap to ensure that BRI’s growth not only generates
economic value but also delivers measurable positive impacts for society and the environment.
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 10
Board of Commissioner’s Report
The Board of Commissioners views this framework as a well-founded strategic step in positioning Company considers these initiatives essential to maintaining business resilience amid the global
BRI as a financial institution capable of acting as a catalyst for sustainable development in Indonesia. transition to a low-carbon economy.
Strategy, Priorities, and Sustainable Performance To support long-term value creation through sustainable governance practices, BRI conducted a
In fulfilling its oversight function, the Board of Commissioners ensures that the Board of Directors materiality assessment using a Double Materiality Analysis (DMA). This approach identifies issues
directs the Company’s transformation through BRIVolution Reignite. This strategic guideline that are most relevant and have significant impacts on both financial performance (financial
strengthens BRI’s position as a universal bank serving customers across all segments, while materiality) and social and environmental outcomes (impact materiality), with input from key
anchoring the MSME ecosystem as the backbone of its core business. Through an ecosystem- stakeholders. Throughout 2025, the Company engaged with a wide range of stakeholders, including
based approach that integrates all business segments with micro enterprises within an management and employees, investors, customers, government institutions, suppliers, non-
interconnected supply chain, BRI not only enhances MSME competitiveness within larger, more governmental organizations, and other relevant parties. Materiality disclosures are presented in
integrated, and sustainable value chains, but also delivers increasingly digital-friendly and accordance with the IFRS S1 and IFRS S2 reporting frameworks in the Company’s 2025 Sustainability
aspirational products and services to meet evolving customer needs in a rapidly advancing digital Report.
landscape.
Delivering Tangible Impact for Society, the Environment, and the Economy
The Board of Commissioners places particular emphasis on strengthening financial inclusion as a The Board of Commissioners ensures that the sustainable financing instruments issued by BRI,
tangible manifestation of the Social Impact pillar. The synergy between BRI, Pegadaian, and including Sustainability Bonds and Social Loans, are managed in a transparent and accountable
Permodalan Nasional Madani (PNM) under the Ultra Micro (UMi) Holding framework has established manner in accordance with internationally recognized frameworks. This commitment reflects BRI’s
an integrated financial services ecosystem, enabling millions of micro-entrepreneurs to access efforts to channel the funds raised toward inclusive and sustainable economic growth.
financing, business mentoring, and formal financial services. This ecosystem plays a vital role in
reaching MSMEs across Indonesia, including those in 3T areas (Disadvantaged, Frontier, and In its lending activities, BRI applies a pre-screening process to maintain compliance with applicable
Outermost regions), while also promoting healthier and more sustainable financial management regulations. The Board of Commissioners also oversees the completion of Phase 2 Climate Risk
practices among customers. Stress Testing (CRST), which now covers BRI’s entire financing portfolio. The results of this analysis,
combined with climate scenario modeling developed by the Network of Central Banks and
Oversight of growth quality is conducted by leveraging integrated data analytics, ensuring that the Supervisors for Greening the Financial System (NGFS), provide an important basis for strengthening
expansion of financial inclusion and the strengthening of the MSME ecosystem proceed in tandem climate risk management policies and proactively anticipating both transition and physical risks. BRI
with prudent risk management. This approach ensures that business expansion remains within a also reinforces its commitment to supporting Indonesia’s Net Zero Emissions (NZE) target for 2060
sound governance framework and creates long-term value for all stakeholders. by setting an earlier target to achieve NZE by 2050, in line with the methodology of the Science
Based Targets initiative (SBTi). This milestone further affirms BRI’s position as one of the financial
Amid a complex global economic environment, BRI maintained solid performance throughout 2025. institutions in Indonesia whose emissions reduction targets (near-term NZE targets) have been
The Company recorded a net profit of IDR 57.13 trillion, with a Return on Equity (ROE) of 17.4%, validated by SBTi.
reflecting the effectiveness of its MSME ecosystem-based growth strategy and the continued
development of an integrated business model. The funding structure also improved with the growth The Sustainable Finance Business Activities (KKUB) portfolio reached IDR 811 trillion, comprising
of low-cost funds (CASA), supported by higher customer transaction volumes and stronger service IDR 93 trillion in Environmentally Sustainable Business Activities (KUBL) and IDR 718 trillion in
synergies across the BRI Group. This solid financial performance provides a strong foundation for Socially Sustainable Business Activities (KUBS). This composition reflects BRI’s consistent efforts
BRI to continue expanding its positive impact through various sustainability initiatives. to align business growth with the creation of social and environmental value through financing that
is curated in accordance with sustainability criteria.
Integrating ESG into Strategy and Operations
BRI continues to integrate Environmental, Social, and Governance (ESG) principles across its Through an integrated ecosystem approach, BRI continues to promote the disbursement of
strategies and business operations. This is reflected in enhanced environmental and social risk productive financing, particularly within the MSME segment, to support customer economic
management practices within business processes, decarbonization initiatives through emissions activities and strengthen linkages across broader value chains. At the same time, the role of the
management and climate risk analysis, and the expansion of financing for Environmentally Ultra Micro (UMi) Holding in customer empowerment further expands BRI’s social impact in
Sustainable Business Activities (KUBL) that support more sustainable economic activities. The enhancing community welfare at the grassroots level.
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 11
Board of Commissioner’s Report
From an operational standpoint, the Board of Commissioners also encourages low-carbon implemented consistently and that a culture of sustainability is embedded across all BRI work units.
initiatives, including developing Green Network branches, adopting electric vehicles, implementing As part of its commitment to global sustainability practices, the Board of Commissioners also
energy-efficient workplace practices, reducing paper and plastic use, installing solar panels in supports BRI’s ongoing implementation of the Ten Principles of the United Nations Global Compact
several operational units, and applying green building standards with Greenship Gold certification (UNGC) and the submission of the Communication on Progress (CoP), which outlines BRI’s impact
for strategic infrastructure. across governance, human rights, labor, environmental, and anti-corruption aspects. The Board of
Commissioners acknowledges the Company’s consistent efforts to integrate sustainability
The Company delivers its social and environmental commitments through the BRI Peduli program, principles into its core business strategy and encourages further strengthening of these initiatives
which aims to create sustainable shared value. The program operates under four strategic to deliver measurable and lasting benefits for society, while reinforcing BRI’s position as a
frameworks: Flagship Programs, Work Unit Initiatives, Disaster Emergency Response, and responsible financial institution in the eyes of its stakeholders.
Stakeholder Programs, covering economic, environmental, and social dimensions. In the economic
dimension, BRI Peduli supports MSME empowerment and expands financial literacy programs Closing
across the 3T regions (Disadvantaged, Frontier, and Outermost areas). On the environmental front, The Board of Commissioners expresses its deepest gratitude for the continued trust and support of
initiatives such as “Jaga Sungai, Jaga Kehidupan” and “Grow & Green” contribute to advancing the BRI’s shareholders, the government, and all stakeholders.
NZE agenda. Meanwhile, in the social dimension, the AURA program empowers women
entrepreneurs to strengthen their economic independence. The Board of Commissioners also extends its highest appreciation to the Board of Directors,
management, and all Insan BRILiaN for their dedication, professionalism, and outstanding
Efforts to expand financial inclusion are supported by stronger customer protection measures, contributions in driving BRI’s transformation and strengthening its commitment to sustainability.
including transparency principles, robust data security practices, and effective complaint-handling With a strong governance foundation, adaptive strategies, and a firm commitment to sustainable
mechanisms, ensuring that BRI’s banking services remain inclusive, responsible, and customer- development, the Board of Commissioners is confident that BRI remains well positioned to further
focused. contribute to inclusive and sustainable economic growth in Indonesia.
A strong culture of sustainability across the organization further reinforces these efforts. The In line with the spirit of BRIVolution Reignite and its aspiration to serve as a Catalyst for Sustainable
launch of Brillian Ways as BRI’s new cultural framework integrates the values of Integrity, Growth, BRI reaffirms its commitment to continuous transformation and innovation as a universal
Collaboration, Accountability, Growth Mindset, and Customer Focus into the daily practices of Insan bank serving customers across all segments, while maintaining the MSME ecosystem as the
BRILiaN. Human capital management that prioritizes competency development, integrity, and backbone of its business. Through a sustainable ecosystem approach, BRI will continue creating
employee well-being provides a strong foundation for developing future-ready talent and sustaining shared value and delivering integrated solutions that bolster MSME competitiveness, drive inclusive
long-term organizational performance. economic growth, and contribute to a more prosperous Indonesia.
Sustainable Governance and Oversight by the Board of Commissioners Jakarta, March 13, 2026
The Board of Commissioners ensures that all BRI business activities are conducted in accordance
with the principles of Good Corporate Governance (GCG). Oversight of sustainable finance is
supported by several committees under the Board of Commissioners that actively monitor strategic,
risk, compliance, and sustainability aspects. The Board of Commissioners also evaluates the
application of the corporate parenting approach in managing subsidiaries to ensure that ethical
standards, human rights, and sustainability practices are consistently upheld across all entities Kartika Wirjoatmodjo
within the BRI Group. President Commissioner
To support the Company’s continued progress in implementing its sustainable finance roadmap, the
Board of Commissioners actively exercises its oversight role through joint meetings with the Board
of Directors and site visits. This includes approving the short-term Sustainable Finance Action Plan
(RAKB) for 2026 and the long-term RAKB for the 2026–2030 period, ensuring that programs are
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 12
Responsibility for the 2025 Sustainability Report
Statement of the Board of Commissioners on Board of Commissioners
Responsibility for the 2025 Sustainability Report
of PT Bank Rakyat Indonesia (Persero) Tbk[GRI 2-14]
We, the undersigned, hereby declare that all information
contained in the 2025 Sustainability Report of PT Bank Rakyat
Indonesia (Persero) Tbk has been presented in full, and that we
assume full responsibility for the accuracy and completeness
of the information disclosed in the Company’s Sustainability Kartika Wirjoatmodjo
Report.
President Commissioner
This statement is made truthfully.
Jakarta, March 13, 2026
Parman Nataatmadja Awan Nurmawan Nuh
Vice President Commissioner
Commissioner/Independent
Commissioner
Edi Susianto Helvi Yuni Moraza Lukmanul Khakim
Independent Commissioner Commissioner Independent Commissioner
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 13
Responsibility for the 2025 Sustainability Report
Statement of the Board of Directors on Board of Directors
Responsibility for the 2025 Sustainability Report
of PT Bank Rakyat Indonesia (Persero) Tbk [GRI 2-14]
We, the undersigned, hereby declare that all information
contained in the 2025 Sustainability Report of PT Bank Rakyat
Indonesia (Persero) Tbk has been presented in full, and that we
assume full responsibility for the accuracy and completeness Hery Gunardi
of the information disclosed in the Company’s Sustainability President Director
Report.
Viviana Dyah Ayu R. K. Achmad Royadi
This statement is made truthfully. Vice President Director Director of Finance & Strategy
Jakarta, March 13, 2026
Mahdi Yusuf Saladin Dharma Nugraha Effendi Riko Adythia
Director of Legal & Compliance Director of Information Technology Director of Corporate Banking
Hakim Putratama Akhmad Purwakajaya Farida Thamrin
Director of Operations Director of Micro Director of Treasury and
International Banking
Aquarius Rudianto Alexander Dippo Paris Y. S. Ety Yuniarti
Director of Network dan Retail Funding Director of Commercial Banking Direktur Manajemen Risiko
Aris Hartanto
Director of Consumer Banking
Page 14
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 14
Business and Sustainability Highlights
BRI at A Glance
Established on December 16, 1895, in Purwokerto, Central Java, Indonesia, BRI has served as a trusted financial partner for more than 130 years. BRI provides a comprehensive range of banking products
and financial services, including deposit-taking, lending, and other financial solutions, to individuals, corporations, and Micro, Small, and Medium Enterprises (MSMEs). As a commercial bank with a strategic
focus on the MSME segment, BRI actively supports community empowerment and capacity-building initiatives through training and advisory programs aimed at strengthening MSME growth. Further
information on BRI’s products, services, and business activities is available at https:// bri.co.id.[OJK C.4] [GRI 2-6]
General Information [OJK C.2, C.3.a] [GRI 2-1]
Company PT Bank Rakyat Indonesia (Persero) Tbk. [GRI 2-1]
Vision Deliver Sustainable Values and Integrated Solutions to Achieve
Indonesiaʼs Aspiration [OJK C.1]
BRI Building I
Head Office
Jl. Jenderal Sudirman Kav. 44-46 Jakarta 10210, Indonesia [OJK C.2] [GRI 2-1]
Legal Entity Limited Liability Company [GRI 2-1]
Employees 84,949 [OJK C.3]
Total Assets IDR 1,931.54 trillion (Bank Only)[OJK C.3.a]
Net Income IDR 50,404 trillion (Bank Only)
The Government of the
Share Ownership Republic of Indonesia
through BP BUMN[OJK C.3c] 0.00%
PT Danantara Asset
Management (Persero)[OJK C.3c] 53.19%
Shareholders
Public[OJK C.3c] 46.81%
Notes: As of December 31, 2025, The Government of the Republic of Indonesia holds 1 Series A Dwiwarna Share.
through the State-Owned Enterprises Regulatory Agency and 80,610,976,875 Series B Shares through
PT Danantara Asset Management (Persero).
Page 15
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 15
Business and Sustainability Highlights
BRI and Subsidiaries [GRI 2-6]
Subsidiaries Service and Tagline [OJK C.4] Status
Digital banking (as part of the BRI Group that provides
PT Bank Raya Indonesia Tbk digital financial solutions with extensive accessibility for Operating
communities across Indonesia)
BRI Global Financial Services Ltd Remittance and Financing Operating
PT Asuransi BRI Life Life Insurance Operating
PT BRI Multifinance Indonesia Financing Operating
PT BRI Danareksa Sekuritas Securities services Operating
PT BRI Ventura Investam Ventures Operating
PT BRI Asuransi Indonesia General Insurance Operating
PT Pegadaian Financing Operating
PT Permodalan Nasional Madani MSME Financing Operating
PT BRI Manajemen Investasi Investment Operating
More detailed information regarding the Subsidiaries and Conglomeration of PT Bank Rakyat Indonesia (Persero) Tbk refers to the Annual Report 2025.
Page 16
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 16
Business and Sustainability Highlights
Significant Changes [OJK C.6]
During the 2025 reporting period, there were no significant changes to BRI’s business activities or operations. However, the Company continued to optimize its branch network management through the
opening, consolidation, and reclassification of branch network units as part of efforts to enhance operational effectiveness and customer service. As a result, the number of the Company’s operational work
units changed from 7,568 in 2024 to 7,377 in 2025. These decisions were made after considering relevant internal and external dynamics affecting the Company’s business development.[OJK C.6] [GRI 2-6]
Business Network[C.3.d][GRI 2-1][GRI 2-6]
Through its ten principal subsidiaries, BRI Group provides comprehensive financial services to a diverse range of stakeholders. Supported by more than 7,377 banking service offices, 627,679 e-channels*
and 1,193,835 BRILink Agents, BRI ensures broad service accessibility and advances financial inclusion. In addition, BRI operates six overseas networks located in Cayman Island, New York, Hong Kong,
Taiwan, Singapore, and Timor Leste, further strengthening the Group’s international presence.
BRI Hong Kong Representative Office
BRI Taipei Branch
BRI Timor Leste Branch
Sumatera Kalimantan Java Sulawesi & Maluku Bali & Nusa Tenggara Papua
Regional Office 5 Regional Office 1 Regional Office 8 Regional Office 2 Regional Office 1 Regional Office 1 BRI New York Agency
Branch Office 95 Branch Office 40 Branch Office 271 Branch Office 57 Branch Office 32 Branch Office 13 BRI Singapore Branch
Sub-Branch Office 105 Sub-Branch Office 42 Sub-Branch Office 326 Sub-Branch Office 43 Sub-Branch Office 26 Sub-Branch Office 13
BRI Cayman Island Branch
BRI Unit 990 BRI Unit 372 BRI Unit 2,786 BRI Unit 551 BRI Unit 295 BRI Unit 88
Cash Office 73 Cash Office 24 Cash Office 330 Cash Office 33 Cash Office 20 Cash Office 10
Teras BRI 192 Teras BRI 66 Teras BRI 345 Teras BRI 33 Teras BRI 110 Teras BRI 12
Teras BRI Mobile 0 Teras BRI Cars 2 Teras BRI Cars 0 Teras BRI Cars 2 Teras BRI Cars 2 Teras BRI Cars 0
Teras BRI Kapal 1 Teras Kapal BRI 0 Teras Kapal BRI 1 Teras Kapal BRI 1 Teras Kapal BRI 1 Teras Kapal BRI 0
BRILink Agent 273,100 BRILink Agent 75,220 BRILink Agent 653,256 BRILink Agent 113,622 BRILink Agent 65,007 BRILink Agent 13,630
*consist of ATM, CRM, EDC (merchant, operational working unit, and BRILink)
Page 17
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 17
Business and Sustainability Highlights
Business and Sustainability Performance Overview
As a public company, BRI discloses its financial and non-financial information to the public and regulatory authorities in accordance with the Technical Guidelines for the Preparation of Sustainability Reports
for Issuers and Public Companies, as stipulated in Financial Services Authority (OJK) Circular Letter No. 16/SEOJK.04/2021 concerning the Form and Content of Annual Reports of Issuers or Public
Companies. Comprehensive information on BRI’s financial and non-financial performance, including comparisons between targets and actual achievements across business portfolios, financing objectives,
and investment activities, is presented in BRI’s 2025 Annual Report. [GRI 3-3, 201-2, 201-4] In 2025, BRI continued to benefit from a corporate income tax incentive of 3% granted by the Government of Indonesia in
accordance with the provisions of Law No. 2 of 2020. In addition, during the reporting period, BRI did not report any income arising from opportunities or financial impacts related to climate change. [GRI 3-3,
201-2, 201-4]
Economic Performance [OJK B.1]
Bank Financial Performance
Economic Value Sustainable Finance [OJK B.1, F.3]
(Bank Only) [B.1.a] [B.1.b] [B.1.c]
Number of products meeting the 2025 2024 2023
Operating Income IDR (Trillion)
5
criteria for sustainable business
Dividend Payment IDR (Trillion) activities (types/categories) 5 4
IDR IDR
2025 2024 215.74 Social Loan (Trillion)
Green Loan (Trillion)
217.38 47.83
2025 2024
2023 189.65 2025 718.67 2025 93.20
50.39 2023 43.50
2024 698.66 2024 86.56
Profit Before Tax IDR (Trillion) 690.43 82.32
2023 2023
2025 ESG-based Corporate
Tax Payment IDR (Trillion)
2024 69.11 Bond Investment
62.20 2023 67.07 2025 2024 4.41
5.26
7.33 IDR (Trillion) 4.54
2023
Net Profit IDR (Trillion) 2025
2025 ESG-based Wholesale Funding IDR (Trillion)
2024 5.841
50.404 2023 53.153
2025
2024 44.83
34.79 2023 39.58
Page 18
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 18
Business and Sustainability Highlights
Environmental Governance
[B.3]
Aspect [B.2] Social Performance [B.3] [F.28] [F.30] Performance
Green Loan Customer Empowerment
IDR 93.2 Trillion
6,94% of BRIʼs total loan portfolio
Financial Inclusion Indicators
Gender
3 Outof 12
members of the Board of Directors
Energy Consumption [B.2.a] [F.6] [F.12] 80,51%
75,02%
72,3 Mn 68,2 Mn are women
2.622.590 GJ
Indonesia Financial
64,5%
63,6% Inclusion* Women Men
Age
BRI Contribution
compared to compared to compared to 20,4 Mn 33,5 Mn
2.848.795 GJ 2.919.628 GJ 3.074.958 GJ Youth Generation Elderly
in 2024 in 2023 in 2022
3T Regions
*) Based on the 2025 OJK National 4.7 Million
Scope 1 emissions Financial Literacy and Inclusion Survey (disadvantaged, frontier, outermost)
115.105 ton CO₂e
2024 2025
Publication of Communication on Progress report
for the United Nations Global Compact (UNGC).
compared to compared to compared to Social Loans
124.155 ton 130.610 ton 132.235 ton Micro and Ultra-Micro Credit Customers Customer Satisfaction Level
CO₂e in 2024 CO₂e in 2023 CO₂e in 2022 (Socially Oriented Business Activities)
(including Pegadaian and PNM)
2025 2024 2023
91,72% 87,06% 84,66%
Scope 2 emissions
Rp718,7 2025
330.035 ton CO₂e Triliun 34,50 Juta
2024 2023
Net Promoter Score
2025 2024
69,00
compared to compared to compared to 53,5% of BRIʼs
35,90 Juta 36,90 Juta 64,00
346.353 ton 355.742 ton 360.135 ton total loan portfolio
CO₂e in 2024 CO₂e in 2023 CO₂e in 2022
Top 5 public companies in Indonesia and the
ASEAN Asset Class in the ASEAN Corporate
Employee Empowerment Governance Scorecard (ACGS).
Scope 3 emissions
BRI Management Composition
12.370.526 ton CO₂e
BRI Workforce Composition
(Junior, Middle & Top Management) Voluntary Turnover Rate
Corporate Governance Perception
Total
compared to
12.884.676 ton
CO₂e in 2024
compared to
10.434.550 ton
CO₂e in 2024
compared to
11.222.829 ton
CO₂e in 2024
84,9 ribu 4.467 2025 2025
Index of 95.38 with the "Most
Trusted Company" category.
leaders
1,24%
Emissions Avoided
1.276 tonCO2e
[B.2.a]
female
42,93%
male
57,07%
female
25,63%
male
73,47%
2024
1,29%
2023
1,01% 95,38
Community Empowerment 2025
16,35% 46,19% 6,18%
(179 tonCO2e) (403 tonCO2e) (74 tonCO2e)
Social Return on Investment (SROI) Value of CSR Programs
[B.1.e] [B.3] [F.23] [F.25]
in The Most Trusted
from 2024 from 2023 from 2022
Gentan Market Facilities Assistance 18.22 Green Potential Development Assistance 4,23
Total waste recycled was 740.01 tons, equivalent to avoiding for Den Bukit Area, Buleleng Company Category
746.40 tons of CO₂e emissions. [F.13] [B.2.c] Export Training and Certification 14,15 Taman Sari Waterfall Tourism Object Arrangement 4,13
Construction Assistance, Gianyar District
BRI has planted and distributed 1,061,927 tree seeds across
Coffee Processing Equipment Assistance for Ijen 7,35 Sweet Potato Harvest Processing Machine Procurement 3,98
Indonesia with a carbon absorption potential of 3,427.53 tons
Farmer Group Assistance for KWT Sri Mandiri Sembawa, Jalaksana District,
of CO₂e.[B.2.d]
Kya-Kya Tourism Area Development Assistance 4,39 Batik Equipment Assistance for 3,92
Through the Green Network initiative framework, BRI Gadisku 2 UPT PSBR Blitar
operated 926 eco-friendly vehicles (cars and Facilities and Infrastructure Assistance for Urban Farming 4,36 Appreciation for BRILiaN Sigumpar Julu Village 3,09
motorcycles) up to 2025. Ecosystem, Air Dingin Village, Bukit Raya District, Pekanbaru Education Fund, Toba Regency
Solar panel installation at 152 work units up to 2025. *) SROI value represents the return (in rupiah) generated from every 1 rupiah invested through TJSL programs. BRI's programs deliver impacts above 1, meaning
Page 19
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 19
Business and Sustainability Highlights
Membership in Associations[OJK C.5] [GRI 2-28]
BRI actively participates in various organizations and associations that are relevant to and supportive of the Company’s core business. Such participation enables BRI to remain informed of developments in
the business environment, expand professional networks, and strengthen its contribution, synergies, and role in fostering a sustainable business ecosystem. BRI does not provide financial contributions to
these organizations beyond standard membership fees. As of the end of 2025, BRI held memberships in the following associations:
Association Name Purpose of Membership Position Scale
State-Owned Banks Association Contribute to the development of Indonesia’s banking sector as one of the main drivers of national
(Himbara) economic growth. Chairperson 2 National
Indonesian Payment Systems Optimize efficiency, professionalism, and the implementation of good corporate governance within the
Association (ASPI) payment systems industry. Secretary National
Indonesian National Banks Formulate policies and strategies to strengthen the national banking sector.
Chairperson National
Association (Perbanas)
Banking Compliance Directors Facilitate the exchange of information on Bank Indonesia regulations and international banking standards.
Communication Forum (FKDKP) Member National
Indonesian Sustainable Finance Support the implementation of sustainable finance in Indonesia as a means of mitigating climate change
Initiative (IKBI) risks, capturing business opportunities in a climate-resilient economy, and contributing to the Sustainable Member National
Development Goals (SDGs).
United Nations Global Compact Promote corporate sustainability and responsible business practices aligned with the ten universal
(UNGC) principles of the UNGC and support the SDGs. Member International
Partnership for Carbon Foster global collaboration among financial institutions to develop standardized methodologies for
Accounting Financials (PCAF) measuring and disclosing greenhouse gas (GHG) emissions from loans and investments. Member International
Science-Based Target Initiatives Establishing credible, science-based climate targets and enhancing the company’s credibility.
(SBTi) Companies with validated
International
short-term emission targets.
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 20
Business and Sustainability Highlights
BRI recognizes that business growth must go hand in hand with creating economic and social value for society. As a financial institution focused on the MSME segment, BRI strives to expand access to
financial services, empower communities, and support inclusive and sustainable development. Through a range of products, services, and sustainability programs, BRI also contributes to the achievement
of the Sustainable Development Goals (SDGs).
SDGs Economic Value ESG-based Wholesale Funding
Creating Economic Value: Supporting Business Growth
Social Loan IDR 13,34 T
BRI creates economic value by providing banking products and services that support business Sustainability-Linked Loan IDR 8,34 T
growth and expand public access to finance. Activities that support economic value creation
ESG-Based Repo IDR 5,35 T
include:
• providing loans that focus on Socially Oriented Business Activities and Environmentally Oriented Social Bond IDR 5,00 T
Business Activities;
Green Bond IDR 2,26 T
• offering savings products and banking services tailored to customer needs;
• strengthening digital services through the BRImo application; Inclusivity-Based Securities IDR 0,50 T
• expanding access to financial services through the AgenBRILink network; and
• diversifying funding sources that support the financing of sustainable economic activities. ESG-based IDR 34.79 Trillion
Wholesale Funding (76.25% from total Wholesale Funding)
Social and Green Financing and Investment Activities SDGs Linked-revenue
Social Loans
Micro Segment Loans IDR 411.09 T
Small and Medium
Segment Financing IDR 291.79 T
Subsidized Mortgage Financing IDR 16.53 T SDG 2 – Zero Hunger
IDR 3.13 Tn
65.6%
Green Loans
SDG 8 – Decent Work
Management of Biodiversity
Resources and Sustainable Land IDR 61.4 T and Economic Growth SDG 11 – Sustainable Cities and Communities
IDR 0.98 Tn
101.52 Tn
Use
Other Environmentally Friendly SDG 7 – Affordable and Clean Energy
IDR 11.96 T of BRIʼs total revenue
Business Activities IDR 0.48 Tn
or
SDG 8 – Decent Work and Economic Growth
IDR 6.85 T
IDR 106.33 Trillion
Renewable Energy
The high concentration of revenue under SDG 8 19.96 Tn
highlights BRIʼs strategic positioning as a universal
(Interest Income & FBI that bank with a strong developmental mandate, While contributing smaller proportions relative to SDG 8,
Eco-efficient Product IDR 5.64 T align with SDGs) supporting employment generation, productivity
revenues aligned with SDGs 2, 7, 11, and 12 reflect BRIʼs
diversified support across food security, clean energy
enhancement, and long-term economic growth transition, sustainable urban development, and
across Indonesia responsible production ecosystems
Environmentally Friendly
Transport IDR 3.38 T
Energy Efficiency IDR 2.52 T
Eco-Friendly Buildings IDR 0.71 T
Overall, BRI’s contribution to creating economic value has a significant impact on the achievement
Pollution Prevention and Control IDR 0.50 T of SDG 8 (Decent Work and Economic Growth). This contribution is aligned with one of the key
ESG Based Investment indicators for SDG achievement in Indonesia, namely the increase in the number of people with
ESG-based Bond Investment IDR 5.26 T access to formal financial services. Through a range of inclusive banking products and services,
BRI had reached approximately 140.5 million individual customers by the end of 2025. This
Total Social Loan,
Green Loan, and ESG IDR 817.12 Trillion achievement reflects BRI’s role in expanding financial inclusion and supporting more inclusive and
Based Investment
sustainable economic growth.
Page 21
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 21
Business and Sustainability Highlights
SDGs Social Value
Social Value Creation: Empowering Communities and Expanding Inclusion
In addition to economic value creation, BRI is committed to generating social value through various Pillar of Community Relation
initiatives focused on enhancing customer well-being, worker development and protection, and
community empowerment. These efforts include:
• Expanding financial access for customers through financing disbursement to ultra-micro and Contribution to the
Program Result
micro segments, as well as financial inclusion and literacy programs SDGs
• Inclusive and sustainable human resource management to support worker well-being and BRI Peduli TJSL Programs – Social Pillar: Contribution to local communities:
development • Program BRI Peduli "Ini Sekolahku" IDR 236 billion
• Community empowerment programs through various BRI Peduli TJSL (Corporate Social • “Cegah Stunting itu Penting” For
Responsibility) initiatives. National Nutrition Day 2024
• Program BRI Peduli "Beasiswa Pelajar
2025"
Financial Inclusion and Literacy Pillar
BRI Peduli TJSL Programs – Economic Contribution to local communities:
Pillar: IDR 25 billion
• Export Training for MSMEs
Program Result Contribution to the • Infrastructure Support for Gentan
SDGs Market, Yogyakarta
• Coffee Processing Equipment
Extensive banking accessibility • 7,377 Work Units
Assistance for Ijen Farmers Group
• 627,679 E-Channels (ATM, CRM, EDC,
and E-Buzz) BRI Care CSR Program – Environmental Contribution to local communities:
• 1,193,835 BRILink Agents Pillari: IDR 66 billion
• 28.29 Million BRImo Users • "Jaga Sungai Jaga Kehidupan" in
observance of World Rivers Day 2025
Affordable loan, savings, and • 34.50 million MSME borrowers
• BRI Care "Yok Kita GAS (Gerakan
insurance products • 187.36 million deposit customers in the
Kelola Sampah)" Waste Management
micro and ultra-micro segments
Journey
• 13.95 million AMKKM insurance
• BRI Care "Grow & Green" Coral Reef
policies
Transplantation Program
Community and MSME empowerment
BRI Menanam Planting of 1,061,927 tree seedlings
programs through business training
Potential to absorb 3,427.53
and mentoring.
tonCO₂e
Financial health protection for • Responsible lending
customers • Responsible Marketing Policy
• Digital Extension
Page 22
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 22
Business and Sustainability Highlights
Pillar of Human Resource and Human Rights Management Environmental Value SDGs
Creating Environmental Value: Supporting Environmental Resilience and Sustainable Transition
Program Result Contribution to the SDGs BRI contributes to environmental value creation through various policies, risk management
practices, and programs that support environmental protection and climate change management.
• Women’s representation • Encouraging and facilitating women’s potential
• Equal opportunities and • The proportion of women in leadership These efforts are implemented through strengthening climate risk management within the financing
rights for all employees positions reached 25.63%, exceeding the portfolio and developing products and financing that support environmentally friendly activities.
Ministry of SOEs’ target of 25% for leadership Through these initiatives, BRI strives to support more sustainable development while contributing
roles. to the achievement of the Sustainable Development Goals (SDGs).
• The number of employees with disabilities is 57,
of whom 22 are women
Pillar of Emission Control and Climate Change Mitigation
Program Result Kontribusi untuk SDGs
Issuance of the Respectful Providing a respectful work environment free from
Workplace Policy discrimination, exclusion, harassment, bullying, Issuance of subsector Issuance of Subsector Loan Policy for
and any other forms of violence, while upholding loan policy for high‑emission sectors, including the electricity
dignity and self-worth to maintain employee high‑emission sectors. and forestry sectors.
productivity.
Implementation of Implementation of Climate Risk Stress Testing
Ensuring employee safety The Occupational Health and Safety Management Climate Risk Stress (CRST) to evaluate the potential financial impact
and health through the System (SMK3) evaluation achieved a score of Testing (CRST). of risks related to climate change.
implementation of the 94.26%, classified as “satisfactory” by PT Multi
Development of Disbursement of Sustainability‑Linked Loans
Occupational Safety and Sertifikasi Indonesia.
sustainable financial amounting to USD 120.5 million and launch of
Health Management System
products. the Carbon Management feature in Qlola Cash
(SMK3).
Management.
Human Rights Policy and Human Rights Assessment Coverage:
Green Network • 926 Eco-friendly vehicles (including cars
Assessment: • 44.77% of BRI employees participated in
and motorcycles)
• Commitment pact to the human rights assessment (38,035 out of
• 152 branch offices using solar panels
human rights 84,949 employees)
• 746,404 kgCO₂e avoided through the Zero
• General human rights • •100% of BRI’s supply chain/partners
Waste to Landfill Program
policy participated in the human rights assessment
• Human rights assessment (416 out of 416 suppliers)
for employees and supply
chain/partners
Page 23
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 23
Business and Sustainability Highlights
ESG Ratings and Recognitions
Beyond financial performance, investors increasingly consider environmental, social, and governance (ESG) factors in their investment decision-making. In response, BRI is committed to continuously
strengthening the implementation of ESG principles and to evaluating its ESG performance through assessments and ratings conducted by leading and recognized institutions.
CSA S&P Global Score Sustainability Yearbook Member Sustainalytics MSCI CGPI ASEAN Corporate Governance
ESG Risk rating
ESG Score ESG Rating
74/100 18.4
Overall Score
LOW RISK
A 95.38
Most Trusted Company
/100
Top 5 Public Listed Companies
in Indonesia and ASEAN Asset Class
2025 2025 2025 2025
IDX Kehati Index Asia Sustainability Asia Sustainability FTSE 4 Good
IDX ESG Leaders Reporting Awards(ASRA) Reporting Rating (ASRRAT)
INDEKS ESG SECTOR
LEADERS IDX KEHATI
The ESG Leaders Index
measures the performance Merupakan indeks yang berisikan
of companies with favorable ESG saham dengan hasil penilaian
assessments and those not kinerja ESG di atas rata-rata
involved in significant industrinya.
controversies.
Score: 93
Score: 93 -- 100
100
ESG Sector Leader
IDX Kehati / PLATINUM
RANK
ESG Quality 45 IDX Platinum - Asia's Best Sustainability Report
Kehati (Public Sector)
To date, BRI is a constituent of the IDX ESG Platinum - Asia's Best Sustainability Report (CEO To date, BRI is a constituent of the
Leaders Index (ESGL) Letter) FTSE 4 Good Index.
Gold - Asia's Best Materiality Reporting
2025 2025
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Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 24
Sustainability at BRI
Sustainability Strategy 25
Page 25
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 25
Sustainability at BRI
Sustainability Strategy [OJK A.1 C.1] [GRI 2-24] BRI will continue its transformation through the BRIVolution Reignite program, marking the
Company's commitment to continuously adapt to the increasingly complex business environment.
To reinforce this commitment, BRI adheres to the Board of Directors Circular Letter on Sustainability By introducing a new positioning as 'One Bank for All,' BRI reinforces its role as an inclusive,
Policy and Strategy, which affirms the implementation of three core Environmental, Social, and relevant, and long-term-oriented universal bank for all segments of Indonesian society.
Governance (ESG) pillars as the strategic foundation of the Company’s sustainability agenda,
encompassing the following: This transformation reflects BRI’s awareness that business sustainability is not only determined by
financial performance but also by the Company’s ability to meet customer expectations, strengthen
public trust, and responsibly manage economic, social, and governance impacts. In this context,
BRI's sustainability vision and mission serve as a strategic foundation to ensure that business
Our Purpose growth aligns with the creation of long-term value for all stakeholders.
To Become World-Class Sustainable Banking Group, Focusing on Environmental, Sustainable Finance Action Plan[E.1][GRI G4 FS1]
Social, and Governance Dimensions BRI’s sustainability strategy is anchored in three key pillars: Adaptive & Dynamic Portfolio
Management, Stakeholder Empowerment, and Responsible Business & Operations. As part of the
Sustainability Strategy Pillars
implementation of this strategy, BRI has developed a Sustainable Finance Action Plan (Rencana
Aksi Keuangan Berkelanjutan/RAKB) in accordance with Otoritas Jasa Keuangan (OJK) Regulation
No. 51/POJK.03/2017 on the Implementation of Sustainable Finance for Financial Institutions,
Issuers, and Public Companies. BRI’s RAKB comprises a five-year long-term plan for the 2025–
2029 period, as well as an annual short-term plan, the 2025 RAKB, which was formally established
Adaptive Portfolio Stakeholder Responsible Business
Management Empowerment and Operations
through Directors’ Decree No. S.2241-DIR/ESG/05/2025. The implementation of the RAKB is
intended to ensure that sustainability principles are fully integrated into business processes and
The direct and indirect impacts Includes the companyʼs Corporate governance covering operations. This is reflected through various initiatives, including sustainable financing, the
of the companyʼs activities on relationship with employees, product governance, corporate
the environment. working conditions, and BRIʼs governance, business ethics, as well
implementation of Corporate Social and Environmental Responsibility (TJSL) programs, and
social role in the surrounding as information systems management environmentally responsible operational practices.
and cybersecurity.
• Sustainable Finance • Customer Empowerment • Corporate Governance The development of the RAKB is overseen by the Compliance Director and prepared by the ESG
• Climate Risk • Employee Empowerment • Business Ethics Committee, involving relevant directorates. The preparation process is conducted through a cross-
• Green Banking • Community Empowerment • Risk & Cybersecurity functional approach to ensure alignment and consistent implementation across the organization.
• Green Network Both the long-term and short-term RAKB documents were approved by the Board of Directors and
the Board of Commissioners on 28 November 2025. The RAKB consists of the Long-Term Plan
(2025–2029) and the Annual Short-Term Plan for 2025, which outlines detailed initiatives and
targets. The realization of the RAKB is monitored and reported annually to the Otoritas Jasa
Keuangan (OJK).
Expected SDGs Impacts
Page 26
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 26
Sustainability at BRI
2025 Sustainable Finance Action Plan [GRI 2-23]
Category Program Description Achievment
Adaptive & Dynamic Portfolio Management
Sustainable Integration of The integration of the Indonesia Sustainable Finance Taxonomy into BRI’s Taxonomy integration is now available in the BRISPOT Wholesale application. In addition, a Business Requirement
Finance the Indonesia Sustainable Financing framework strengthens the Bank’s strategic initiatives to Document (BRD) has been prepared to support the development of the ESG Dashboard, including plans for further
Taxonomy into achieve its Net Zero Emissions (NZE) target by 2050. This integration enables integration with BRISPOT.
Sustainable BRI to direct financing toward sectors that generate positive environmental,
Financing social, and economic impacts in line with the taxonomy classification.
Development a. The issuance of Non-DPK instruments in IDR and foreign currencies The Goodfund Social Bond totaling IDR 5 trillion was issued on June 26, 2025, while the 2025 Tapera LTN totaling
of Sustainable supports BRI’s liquidity requirements. Such issuances are conducted on IDR 81,271,555,499 was issued on January 16, 2025.
Funding a tentative basis, taking into account DPK and loan growth, as well as
Products
prevailing market conditions.
b. Foreign currency Non-DPK instruments in the form of loans are issued to
support long-term loan liquidity on a matching basis, including funding
plans for overseas branches (UKLN).
c. Tapera Securities (Long-Term Notes) are issued to support the financing LTN amounting to IDR 218 billion and SBK amounting to IDR 500 million were issued.
of Tapera Housing Loans.
Digitalization This work program aims to strengthen sustainable finance initiatives through The QLola Insurance Dashboard has been developed.
and Product digitalization and product innovation at BRI. The program focuses on
BRI has optimized the infrastructure for international card issuing and acquiring (Mastercard, Visa, and JCB)
Innovation developing integrated and efficient platforms and services while embedding
through internal systems to improve customer transaction efficiency.
Supporting sustainability considerations in operational processes and financial
Sustainable management. BRI has implemented several strategic digital innovations throughout 2025, including:
Finance • the provision of direct loan disbursement through the application (Loan on App),
• optimization of QRIS transactions,
• digital self-service features for limit requests and card blocking, and
• integration of credit card applications with third-party partner platforms."
BRI has integrated the Corporate Card pre-registration system and the Ecopay application into the QLola platform
to facilitate corporate clients in managing operational expenses.
BRI has completed the development of a risk verification module and credit compliance testing within its corporate
digital platform.
BRI has strengthened its technology infrastructure to ensure business continuity by modernizing standby systems
(Stand In) to minimize operational downtime. BRI has also implemented an integrated cross-currency transaction
support system to facilitate customers’ foreign exchange transactions more efficiently and competitively in the
global market.
Green Banking Development Enhancement of carbon calculation features in the QLola and BRImo The carbon emissions calculation feature has been officially launched on the QLola platform to support corporate
of Customer applications. clients’ sustainability management.
Carbon
The methodology and business process framework for carbon calculation implementation on BRImo have been
Management
developed.
Products
Page 27
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 27
Sustainability at BRI
Category Program Description Achievment
Climate Risk Integration This program aims to integrate climate risk into BRI’s risk management A decarbonization strategy for Scope 1 and Scope 2 emissions has been implemented based on identified emission
of Climate framework, enabling the identification, mitigation, and management of sources to manage operational environmental impacts.
Risk into Risk climate-related impacts on the Company’s portfolio and operations. Through
A user satisfaction survey on the QLola Carbon Management feature was conducted, with further development
Management this integration, BRI seeks to ensure that its risk strategies and policies
based on user feedback, including the Finance Emission module implemented in BRISSIM.
anticipate climate-related changes that may affect the Company’s financial
stability in the future. Book 6 CRMS reporting to OJK has been completed across the entire portfolio to support regulatory compliance
and strengthen risk management.
Stakeholder Empowerment
Customer Revamp of Through services such as microinsurance and microfinance, BRI Group The development of PARI Corporate was completed and implemented in early 2025. However, due to internal
Empowerment Products expands its offerings to reach customers who previously lacked access to policy, PARI product marketing and related lending were discontinued. Therefore, further development of the PARI
& Services basic financial services. These services help address growing social needs, Corporate Enhancement program was not pursued.
Supporting support sustainable local development, broaden BRI’s potential customer
Financial base, and respond to investors seeking returns aligned with the triple bottom New KPRS disbursement reached IDR 4.056 trillion.
Inclusion line principle. Total KPRS borrowers: 32,209.
The development of the host-to-host migration for KPRS from Tapera Mobile was completed in 2025. Implementation
is currently awaiting the Sikasep system shutdown schedule prior to host-to-host integration with Tapera Mobile.
Customer This program enhances customer experience through various tools and As of December 2025, the customer complaint resolution SLA improved by 15.29%, with the average resolution
Excellence strategic initiatives implemented by BRI. It focuses on strengthening customer time reduced to 32.4 hours from 38.3 hours in 2024. In addition, the procurement process for CHM System Phase
Policy & relationship management, developing effective digital engagement strategies, 2 is underway to enhance service quality and the effectiveness of customer complaint management.
Program and optimizing sales and distribution channels. The program also emphasizes
customer satisfaction and consumer protection to ensure responsive and
high-quality service delivery. Through this approach, BRI seeks to build long- As of December 2025, the FCR reached 86.02%. In addition, the complaint handling function was realigned to the
term, mutually beneficial relationships with its customers. relevant units to improve the effectiveness of complaint resolution, including merchant services, e-banking, and
chargebacks.
Community Development of The lack of a structured framework for implementing the SDGs within BRI A Sustainability Impact Framework has been established.
Empowerment Social Impact has created challenges in aligning business activities with these goals. To
Methodology strengthen its contribution to the SDGs, BRI has adopted the ISO/UNDP
- UN SDGs PAS 53002:2024 framework, which provides guidance for organizations to
Adaptation systematically integrate sustainability principles into business operations and
(ISO/UNDP PAS generate positive social and environmental impact.
53002)
BRI Menanam In response to rising carbon emissions, BRI has implemented several initiatives
Program to support emission reduction, including:
a. BRI Waste Management, a facility for cultivating Black Soldier Fly (BSF) A total of 55,000 mangroves have been planted in Rote Ndao, Rote Islands, East Nusa Tenggara.
maggots using a Domestic Solid Waste management approach.
b. Gradual planting of mangroves and productive trees to support A total of 1,500 coral fragments have been transplanted in Kapoposang, South Sulawesi.
environmental restoration and reduce pollution.
c. Mangrove and productive plant cultivation is being implemented An additional 1,900 productive plant seedlings have been planted across 18 BRI Regional Offices.
progressively to support a more livable environment and reduce pollution
in the surrounding planting areas.
Page 28
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 28
Sustainability at BRI
Category Program Description Achievment
Employee Employee Well- Development of communication materials and platforms to support strong, Employer branding initiatives have been conducted at both national and regional levels through Campus Visits, Job
Empowerment Being Program targeted, and segmented employer branding. Fairs, and BRILIANEXT offline events, supported by employer branding content on the Life at BRI Instagram account
and LinkedIn.
An EVP analysis and review has been completed and documented in the Employer Branding Survey 2025 report.
User Acceptance Testing (UAT) for the Employee Carbon Tracker module in BRILiaN Apps has been completed.
Responsible Business & Operation
Corporate Implementation This program represents an ongoing effort to develop governance, strategy, Metrics and targets based on IFRS S1 recommendations have been established.
Governance of IFRS S1 & S2 risk management, and climate-related targets in line with IFRS standards. IFRS An IFRS S1 disclosure framework has been developed and is presented in the 2025 Sustainability Report.
S1 and IFRS S2 are financial reporting standards issued by the International
Accounting Standards Board (IASB) to support companies in disclosing BRI’s decarbonization strategy for Scope 1 and Scope 2 emissions was implemented based on identified emission
sustainability-related information and climate-related risks. sources, supported by the use of primary data and other initiatives.
Risk & Digital Risk management is integrated into the Company’s governance structure, API consent integration with front-end applications has been implemented (at least two applications).
Cybersecurity Resiliency including mitigation of cyber risks and environmental-related risks.
Policy and Documentation of testing and piloting results for integration with at least two front-end applications is available.
Program Enhancements to the Consent Data Model have been implemented.
1. The Data Protection Gap Assessment results were made available in Q3 2025.
2. The Data Privacy Maturity Assessment recorded a score of 2.45 (Repeatable).
3. Knowledge transfer sessions and presentations of the Data Privacy Maturity Assessment results and follow-up
action plan were delivered to relevant business units.
4. Assistance was provided in the preparation of ROPA, DPIA, and LIA.
5. Create and Review activities, including the final document, were completed.
6. The final report of the Data Privacy Maturity Assistance Project was finalized.
The implementation of Data Privacy Management Tools began in December 2025 with the project kick-off. In
addition, procurement documents for the system implementation have been prepared to strengthen data
governance and protection.
Testing of the StoneX ISO 20022 module has been conducted under the Core Banking and Surrounding Applications
Modernization project for BRI New York Agency (MVP 2 phase). In addition, BRI New York Agency’s financial
performance in 2025 recorded a profit of USD 13,411,699, reaching 111.13% of the target, and Fee-Based Income of
USD 12,336,592, reaching 144.19% of the target.
The Gap Assessment and Design Architecture for the 4th PBC Use Case (PBC Savings Account) are now available.
Strengthening This program focuses on strengthening risk culture and policies that Risk culture communication materials have been released, including:
Risk incorporate environmental and social considerations in business projects and • 3 Operational Risk News materials
Management activities. • 1 Risk Awareness catalog
Related to • 3 banner designs and landing page materials for BRIStars
the ESRM • 3 employee desktop background designs"
Framework
The Credit Quality Dashboard is now available.
The Risk Upgrade Series webinar has been conducted regularly.
Page 29
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 29
Sustainability at BRI
Category Program Description Achievment
Green Network Green Network This program supports sustainability initiatives across BRI operational units. Accessibility ramps have been installed in 100 BRI operational units.
Escalation
Solar panels have been installed across 10 BRI operational units.
130 electric vehicles have been deployed.
Business Strengthening This program aims to ensure high standards of compliance and integrity The development of the BRIMEN application continues with enhancements to the building and depot management
Ethics Audit across the Company’s financial operations, particularly in sustainability- module, the addition of inventory management features, and a credit document management feature. In addition,
Infrastructure related activities. It includes initiatives to strengthen the internal audit system. the application has been integrated with related systems to strengthen governance and improve operational control.
and Sustainable Through an integrated audit framework, the Company can detect and manage Development targets have also been adjusted in line with implementation needs and priorities.
Financial potential fraud risks at an early stage, thereby maintaining stakeholder trust.
Governance Controls were strengthened through faster availability of anomaly data, the development of monitoring indicators,
and a monitoring dashboard to support faster and more accurate identification of irregularities, along with
improvement recommendations to control owners.
A methodology and calculation framework for capital allocation at the work unit level has been established
The pricing system was enhanced through the development of BRIGo as a replacement for E-Price, including
system integration, the provision of supporting reports, the implementation of audit recommendations, and
outreach activities to improve control effectiveness.
In the implementation the RAKB, the Board of Commissioners and the Board of Directors assume • overseeing Sustainable Finance policies and procedures to ensure alignment with changes
their respective roles and responsibilities, as follows. [E.1] and developments in the Bank’s products, services, and technology in line with evolving
Sustainable Finance practices;
Board of Commissioners • overseeing internal capacity-building programs related to Sustainable Finance on a periodic
The Board of Commissioners has the duties, responsibilities, and authority to oversee the basis; and
Sustainable Finance Action Plan (RAKB) in accordance Financial Services Authority Regulation • managing, conducting periodic reviews, and evaluating the effectiveness of the risk
(POJK) No. 51 of 2017 and applicable laws and regulations, including: management process as part of the Board of Directors’ duties, responsibilities, and authority
• approving Sustainable Finance policy, as one of the Bank’s specific policies; in relation to the implementation of Sustainable Finance.
• approving the Sustainable Finance Action Plan (RAKB);
• approving the Sustainability Report; and Challenges in Implementing Sustainable Finance [OJK E.5]
• supervising the Board of Directors’ responsibilities in implementing Sustainable Finance. In implementing sustainable finance, BRI faces a range of internal and external challenges.
Internally, one of the primary challenges relates to the uneven level of sustainability awareness and
Board of Directors understanding across the organization. To address this, BRI has conducted structured and
The Board of Directors has the duties, responsibilities, and authority to implement the Sustainable consistent capacity-building programs at various organizational levels, including the head office,
Finance Action Plan (RAKB) in accordance with the Bank’s Articles of Association and applicable regional offices, branch offices, and other operational units. Throughout 2025, BRI organized a
laws and regulations, including: series of training programs and seminars covering sustainability-related topics, including
• formulating and proposing Sustainable Finance policy, including any amendments thereto to compliance, risk management, human capital, and other related topics, Further details on these
the Board of Commissioners; programs are provided on page 234. Externally, BRI operates within a dynamic environment shaped
• formulating and proposing the RAKB to the Board of Commissioners; by evolving sustainable finance regulations, which may influence market behavior and strategic
• formulating and proposing the Sustainability Report to the Board of Commissioners; positioning. Rapid technological advancements and digitalization also present significant demands
• communicating the RAKB to Shareholders and across the Bank’s organizational structure; for the banking sector. In addition, limited industry-specific guidance and varying levels of clarity
• supervising the work units responsible for implementing Sustainable Finance policies and regarding sustainable finance standards increase the complexity of implementation, particularly in
procedures, separately from the work units overseeing their implementation; navigating an evolving sustainability landscape. To respond to these external challenges, BRI
• establishing a dedicated work unit at the head office responsible for the implementation of applies a robust risk management framework by systematically identifying and mitigating potential
Sustainable Finance within the Bank; risks arising from external pressures. This disciplined approach supports resilience, enhances
• overseeing compliance of work units in implementing Sustainable Finance; adaptability, and ensures the effective implementation of BRI’s sustainable finance initiatives over
• supervising Business Units and Operational Work Units to appoint designated officers the long term. [OJK E-5] [FS6]
responsible for the implementation of Sustainable Finance;
Page 30
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 30
Stakeholder Engagement
& Materiality
Stakeholder Engagement 31 Stakeholder Identification Process 31 Stakeholder Engagement Channels 32 Materiality Assessment 33
Page 31
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 31
Stakeholder Engagement and Materiality
BRI is committed to listening to and responding to stakeholder needs through inclusive engagement
in the materiality assessment process. In doing so, BRI ensures that the diverse interests and Criteria for Stakeholder
expectations of stakeholders are properly considered, ensuring that the outcomes of the materiality Assessment and Selection Stakeholder Groups Engaged
assessment reflect internal priorities while meeting external expectations. These results then form
the basis for sustainability policies and strategies that represent shared interests. • Needs • Investor • Employees
• Diversity • Regulators • State-Owned
Stakeholder Engagement[E.4][GRI 2-12][GRI 2-29][GRI 3-1][GRI G4 FS5] • Willingness to participate • Customers Enterprise
• Level of influence on BRI • Suppliers Executive Bodies
• Dependence on BRI • Board of and Danantara
BRI is deeply committed to stakeholder engagement as part of its implementation of human rights • Level of dependence on BRI Commissioners and
principles. In alignment with the United Nations Global Compact (UNGC) Principles, BRI upholds Board of Directors
and respects internationally recognized human rights (Principle 1) and ensures its operations are
free from involvement in human rights violations (Principle 2). Stakeholder engagement plays a
pivotal role in identifying risks and opportunities, as well as in applying preventive and mitigation Feedback on the 2024 Report and Management Discussion [G.3]
measures for potential impacts.
BRI consistently provides communication channels for stakeholders to express their views.
BRI adopts a systematic and inclusive approach to engage stakeholders, ensuring their needs and The Bank has a media monitoring system, a Whistleblowing System (WBS), and conducts
expectations are heard, understood, and addressed. The company is committed to maintaining evaluations of ESG rating performance. Based on monitoring results throughout 2025, no
open, transparent, and responsive communication, while providing space for constructive dialogue. specific feedback or objections were received from stakeholders regarding the 2024
Sustainability Report.
This approach enables BRI to build mutually beneficial relationships and generate sustainable value
for all stakeholders.
In BRI's materiality assessment process, stakeholder engagement is integral. Through their Investor Discussions and Responses
involvement, BRI ensures the inclusion of diverse interests and expectations, ensuring that the
assessment results reflect both internal priorities and external expectations. BRI conducted regular discussions with investors throughout the year to obtain their views
and respond to investor feedback.
Stakeholder Identification Process
BRI identifies its stakeholders based on their level of influence and dependence on BRI’s operations, Materiality Questionnaire
as well as the impacts of BRI’s business activities on them. BRI classifies stakeholders into two
groups: Internal Stakeholders (Employees) and External Stakeholders (Customers, Investors, BRI distributed an online materiality questionnaire to capture broader stakeholder
Regulators, and Suppliers). These groups are considered key stakeholders based on their needs, perspectives.
diversity, willingness to engage, and the reciprocal impacts they have on BRI. By prioritizing these
key stakeholders, BRI encourages collaboration and support, ensuring their engagement is
integrated across all ESG management activities, including the materiality assessment process.
Page 32
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 32
Stakeholder Engagement and Materiality
Stakeholder Engagement Channels[E.4][GRI 2-29]
To ensure effective communication and meaningful engagement, BRI provides a range of channels tailored to the characteristics and needs of each stakeholder group. Through these channels, BRI not only
communicates information but also listens to stakeholders’ aspirations, needs, and expectations, which are then integrated into the Company’s business strategy and ESG management, including the
materiality assessment process. The outcomes of this engagement are documented as strategic inputs and incorporated into various aspects of the Company’s governance and management practices.
Stakeholder Responsible Unit Interests and Concerns Basis for Identification BRI’s Response Engagement Channels
Customers • Customer Experience • Business Ethics Economic relationship arising from • Development of secure and reliable banking products • Customer Service (available 24/7)
Group • Privacy and Data Security customers’ use of BRI’s financial and services • Digital Platforms: Website, email,
• Corporate Secretary • Inclusive Finance products and services, which • Strengthening non-financial support and customer social media, and mobile banking
Group directly influences customer trust, capability (accessible at all times)
service quality expectations, and • Strengthening privacy and data protection systems • Customer Satisfaction Surveys
financial inclusion outcomes • Implementation of responsible business practices to (conducted monthly)
maintain customer trust • Materiality Questionnaires (distributed
annually)
Employees • Human Capital Strategy & • Business Ethics Employment and organizational • Promoting ethical business conducts • Internal portal and hotline via phone
Policy Division • Privacy and Data Security relationship with BRI, where • Strengthening cybersecurity and data privacy and email (available 24/7)
• Human Capital Business • Risk & Crisis Management employees play a critical role in awareness • Management Meetings (held at least
Partner Division • Human Capital Development achieving corporate objectives, • Enhancing risk management capabilities monthly)
operational performance, and • Implementation of Employee Development Programs • Materiality questionnaires (distributed
maintaining ethical business annually)
conduct. • Bipartite Cooperation Forum (at least
once every two years)
Investors • Investor Relations Group • Business Ethics Employment and organizational • Transparent disclosure of financial and sustainability • Annual General Meeting of
• Corporate Secretary • Consumer Financial Protection relationship with BRI, where performance Shareholders (AGMS) (held at least
Group • Inclusive Finance employees play a critical role in • Strengthening good corporate governance once a year)
achieving corporate objectives, • Promoting inclusive finance initiatives • Website (accessible 24/7)
operational performance, and • Ensuring Responsible Management of Consumer • Investor Meetings (conducted
maintaining ethical business Financial Protection monthly)
conduct. • Materiality questionnaires (distributed
annually)
Regulators Compliance Group • Inclusive Finance Legal and regulatory relationship • Alignment of internal policies, procedures, and • Preparation of Sustainable Finance
• Privacy & Data Security based on BRI’s obligation to comply business practices with regulatory requirements Action Plan (RAKB) and Sustainability
• Risk & Crisis Management with banking regulations, • Ensuring data protection and cybersecurity compliance Report (conducted at least annually)
• Business Ethics supervisory requirements, and • Strengthening risk & crisis management frameworks • Briefing Sessions on Government
national policies related to financial Financial Policies (held at least once a
stability and consumer protection. year)
• Meetings with the Financial Services
Authority (OJK) (organized at least
annually)
• Materiality questionnaires (distributed
annually)
Vendors • Fixed Assets Management • Privacy and Data Security Economic and contractual • Implementation of responsible procurement practices • Seminars and Socialization (organized
Group • Business Ethics relationship through procurement of • Communication of corporate governance and as needed)
• Procurement & Logistic • Inclusive Finance goods and services that support compliance standards • Materiality questionnaires (distributed
Operation Group BRI’s operational activities and • Strengthening data security in vendo/ third-party annually)
supply chain. collaboration
Page 33
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 33
Stakeholder Engagement and Materiality
Materiality Assessment [GRI 3-1]
Materiality assessment serves as the foundation of BRI’s sustainability strategy, enabling the Through this approach, BRI evaluates its capacity to identify sustainability factors that contribute
Company to identify and prioritize sustainability issues that are most relevant to both business to long-term value creation while considering the interrelation between external impacts (on
performance and stakeholder expectations. In determining material topics, BRI adopts the principle society and the environment) and internal impacts (on corporate value). In line with the International
of double materiality, which allows the Company to assess sustainability issues from two Sustainability Standards Board (ISSB) guidelines, BRI also incorporates a financial materiality
complementary perspectives: the impacts of BRI’s activities on the economy, society, and assessment, particularly from the perspective of investors, to ensure that sustainability information
environment, and the potential financial implications of sustainability-related risks and opportunities disclosed in this report supports informed economic decision-making.
on the Company’s value creation.
1 2 3 4
Stakeholder Mapping Materiality Analysis and Risk and Opportunity Analysis
STAGE
Selection of Material Topics
and Survey Design Double Materiality Matrix (Post-Materiality)
• Develop a long list of sustainability topics based • Conduct materiality assessment through
• Identify priority internal and external stakeholders • Conduct a deeper assessment of risks and
ACTIVITIES
on: stakeholder surveys using two dimensions:
and determine target respondents opportunities related to each priority materiality
1. Global sustainability standards and frameworks 1. Financial Materiality (outside-in): assessing
• Develop the materiality survey design and scoring topic
(SASB, GRI) sustainability issues that may affect the
methodology • Map implications to:
2. Relevant Regulations Companyʼs financial performance and
• Prepare questionnaires covering financial and 1. Business strategy
3. Benchmarking with peers and industry enterprise value
impact materiality lenses 2. Risk Management
practices 2. Impact Materiality (inside-out): assessing the
3. Metrics and targets
• Define the scope, definitions, and boundaries of impact of the Companyʼs activities on society
• Develop a Risk & Opportunity Register and
each topic and the environment
disclosure framework aligned with IFRS
• Analyze and score financial and impact relevance
sustainability reporting standards
for each topic
• Synthesize results into the double materiality
matrix to identify priority material topics
• The results of the materiality assessment are then
reported to the Board of Directors and the Board of
Commissioners for review and approval of the final
list of material topics to be disclosed [GRI 2-14]
Page 34
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 34
Stakeholder Engagement and Materiality
Materiality Analysis
BRI conducts a materiality analysis to identify the issues that are most relevant and have a significant impact on the company’s financial performance, as well as its social and environmental performance.
The following materiality matrix illustrates the mapping of various sustainability issues based on the dimensions of financial and impact materiality.
Materiality Assessment Results [GRI 3-1]
Materiality Matrix
Stakeholder’s Level of Interest
Double Materiality
Disclosure Index Material Topics 2025
Assessment
Material Topic 2025
Government 1. Business Ethics
Board and Financial Impact 2. Privacy and Data Security
Investors Customers Vendors and SEOJK GRI SASB
Employees Materiality Materiality
Regulators 3. Inclusive Finance
FN-CB-510a.1 4. Impacts of Climate Change
Business Ethics √ √ √ √ √ ● ● 205, 206, 207, 415
FN-CB-510a.2 5. Financed Emissions
FN-CB-230a.1 6. Green Financing
Privacy and Data Security √ √ √ √ √ ● ● F.27 418
FN-CB-230a.2 7. Operational Emissions
417 FN-CB-240a.1 Management
F.3,F.17, G4 FS6, FS7, FN-CB-240a.2 8. Risk and Crisis
Inclusive Finance √ √ √ √ √ ● ●
F.26 - F.30 FS10, FN-CB-240a.3 Management
FS13 - FS16 FN-CB-240a.4
9. Consumer Financial
Impacts of Climate
102 Protection
√ - - - √ ○ ◐ E.5 G4 FS1-FS5, FN-CB-410a.2 10. Human Capital
Change
FS8
Development
FN-CB-410b.1 11. Human Rights &
FN-CB-410b.2
Financed Emissions √ - √ - - ○ ◐ F.11 102
FN-CB-410b.3 Community Relations
FN-CB-410b.4
FN-CB-410b.1
G4 FS1-FS4, FN-CB-410b.2
Green Financing - - - - - ○ ○ F.3, F.26
FS8-11 FN-CB-410b.3
FN-CB-410b.4
Operational Emissions F.6, F.7,
- - - - - ○ ○ 102, 302
Management F.11, F.12
Risk & Crisis FN-CB-550a.1
√ √ - √ √ ● ◐ E.3 2-12, 2-13
Management FN-CB-550a.2
FN-CB-220a.1
FN-CB-220a.2
Consumer Financial 417, 418
√ √ - √ √ ● ◐ F.27 FN-CB-220a.3
Protection G4 FS15- FS16
FN-CB-230a.1
FN-CB-230a.2
202, 401, 403,
Human Capital
- √ √ √ - ◐ ◐ F.18 – F.22 404, 406, 407
Development
FS4
Human Rights &
√ - - - - ◐ ◐ F.23-F.25 203, 413
Community Relations
Level of impact: ○ Low ◐ Medium ● High
Page 35
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 35
Stakeholder Engagement and Materiality
Most Significant Material Topics [GRI 3-1] [GRI 3-2]
Based on the results of the double materiality analysis, three material topics were identified as
Higher
having the highest level of significance in terms of their impact on financial performance as well as
social and environmental aspects. These topics are Business Ethics, Data Privacy and Security, and
Inclusive Finance. These three topics, together with Impact of Climate Change, have been reviewed
and approved by the Board of Directors and Board of Commissioners and are disclosed in this
11
Sustainability Report in alignment with IFRS S1 and IFRS S2.
In line with the continuously evolving external environment, these priority material topics differ from 10
those disclosed in 2024. This shift is primarily driven by the increased focus on sustainability, and
the adoption of enhanced disclosure practices for significant sustainability topics, financial risks,
Impact Materiality
and climate-related risks.
8
2
5 9 7
6
3
4
1
Higher
Financial Materiality
Operational Emissions Human Rights & Community
1 5 9 Risk & Crysis Management
Management Relations
2 Financed Emissions 6 Human Capital Development 10 Privacy and Data Security
3 Impacts of Climate Change 7 Consumer Financial Protection 11 Business Ethics & Governance
4 Green Financing 8 Inclusive Finance
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2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 36
Stakeholder Engagement and Materiality
Material Issues for Enterprise Value Creation
Based on the materiality assessment, BRI identifies material issues using a double materiality approach, which evaluates sustainability topics from two complementary perspectives: financial materiality
(outside-in) and impact materiality (inside-out). From the financial materiality perspective, the assessment focuses on sustainability topics that may influence the Company’s financial performance, resilience,
and long-term enterprise value. Through this assessment, BRI identifies several key sustainability topics that are considered financially material as they may affect the Company’s operational performance,
risk exposure, and business growth. In particular, Businees Ethics, Privacy and Data Security, and Inclusive Finance are identified as priority topics that play an important role in supporting BRI’s long-term
value creation and business sustainability.
Topic Type of Topic Materiality Considerations Strategy KPI 2025 Achievement 2025
Business Ethics Financial Business ethics is fundamental to maintaining • Code of Conduct Implementation – Mandatory ethics training, refresher programs, and KPI Related to Group • 10% decrease in the
Materiality Topic stakeholder trust and ensuring sustainable integration of the Code of Conduct into employee performance evaluation to strengthen • Internal and External number of internal fraud
business operations. Unethical conduct such as ethical awareness. E-Channel Fraud Control cases and a 12% decrease
fraud, corruption, or conflicts of interest can lead • Fraud Risk Management – Strengthening internal controls through the three lines of defense, • Percentage of in external fraud cases
to legal sanctions, financial losses, and fraud monitoring, and fraud analytics to detect high-risk transactions. Disciplinary Sanction • 97.82% of cases resulted
reputational damage. As a financial institution with • Whistleblowing System – Independently managed reporting channels with whistleblower Process in disciplinary sanctions
extensive stakeholder relationships, BRI must protection, integrated investigation processes, and speak-up culture campaigns.
maintain strong ethical standards to ensure
transparency, accountability, and responsible
business practices across its operations.
Privacy & Data Financial Privacy and data security represent critical • Cybersecurity Governance: Strengthening oversight of information security through the KPI Related to Board of • Zero Data Breach
Security Materiality Topic operational and reputational risks for BRI as a Board of Directors and the Information Technology Committee, supported by periodic Director:
financial institution that manages large volumes of internal and external reviews. • Achieve Zero Data
customer data and digital transactions. Any • Information Security Management: Implementing ISO 27001-based Information Security Breach
breach of data confidentiality or cyber incident Management System (ISMS) and enhancing IT defense systems to detect, respond to, and
may disrupt banking operations, erode customer monitor cyber threats.
trust, and result in regulatory penalties and • Risk Monitoring and Mitigation – Conducting regular cyber risk assessments and
financial losses. As digital banking services strengthening monitoring of malware, ransomware, phishing, and other cybercrime risks.
continue to expand, strengthening cybersecurity • Capability and Awareness Building – Providing training programs for employees responsible
and data protection capabilities is essential to for information technology and data management to strengthen cyber resilience.
safeguard customer information and maintain • Responsible Digital Innovation – Developing policies governing the responsible use of
confidence in BRI’s digital ecosystem. emerging technologies such as artificial intelligence while strengthening secure digital
platforms for financial services.
Inclusive Financial Financial inclusion supports enterprise value BRI implements an integrated strategy to advance financial inclusion through: KPI is Related to Board of • CASA Ratio: 70.61%
Finance Materiality Topic creation by expanding BRI’s customer base and • Inclusive Product Development: Designing affordable and accessible financial products Director: • Achievement of BRImo
strengthening long-term relationships with micro, tailored to MSME, retail, and underserved segments, including microloan, low-cost savings • CASA Ratio active users: 110%
SME, retail, and underserved segments that account, and other inclusive financial services. Consolidation • NPS: 69%
traditionally have limited access to formal financial • Digital Innovation: and other inclusive financial services. • Number of Active BRImo • Ultra Micro Loan
services. Inclusive banking services enable the • Extensive Points of Access: xpanding outreach through BRI’s nationwide branch network Users Disbursement: 95.4%
Bank to reach unbanked and underbanked and BRILink agents to provide banking services closer to communities with limited access to • NPS for Bank • KUR Disbursement:
communities, driving deposit mobilization, loan formal financial institutions. • Ultra Micro Loan 98.93%
growth, and fee-based income through higher • Financial Literacy and Capacity Building: Conducting financial education programs and Disbursement • SME Average Loan
transaction volumes and broader product usage. outreach initiatives to strengthen customers’ financial knowledge • KUR Disbursement Growth: 5.90%
At the same time, improving financial literacy • Strategic Partnerships: Collaborating with government institutions, fintech companies, and • SME Average Loan • Sustainable Financing:
enhances customers’ financial resilience and community organizations to expand financial access and support inclusive economic Growth Rp811.86 Tn
responsible financial behavior, reducing credit development. • Sustainable Financing
risk and supporting sustainable portfolio
performance. Through its inclusive banking
model, BRI positions itself as a leading financial
institution that supports economic development
while generating sustainable business growth.
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2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 37
Stakeholder Engagement and Materiality
Material Metrics for Stakeholders
Quantitative Target Quantitative Output Impact Valuation & Impact
Topic Type of Topic Description Related Stakeholder
(2025) (2025) Metrics
Business Impact Material BRI recognizes that strong business ethics practices have a direct impact on • Customers KPI Related to Group: • 10% decrease in the N/A
Ethics Topic external stakeholders, including customers, investors, regulators, and the • Investors • Internal and External number of internal
broader community. Ethical business conduct ensures that banking services • Regulators E-Channel Fraud fraud cases and a 12%
are delivered transparently, fairly, and in compliance with applicable laws and • Vendors Control decrease in external
regulations, thereby strengthening public trust in the financial system. • Percentage of fraud cases
Through the implementation of the Code of Conduct, anti-fraud controls, and Disciplinary Sanction • 97.82% of cases
whistleblowing mechanisms, BRI promotes integrity and accountability across Process resulted in disciplinary
its operations and business relationships. These practices contribute sanctions
positively to society by preventing corruption, fraud, conflicts of interest, and
unethical business behavior that could harm customers or undermine market
integrity.
Conversely, failures in ethical conduct could negatively impact stakeholders
through financial losses, reputational damage, unfair treatment of customers,
or reduced confidence in the financial sector. Therefore, BRI continuously
strengthens ethical culture, employee awareness, and governance systems
to mitigate these risks and ensure responsible banking practices that support
sustainable economic development.
Privacy & Impact Material Privacy and data security are critical for protecting customers, business • Customers KPI Related to Board of • Zero Data Breach N/A
Data Security Topic partners, and other stakeholders whose personal or financial data are • Employees Director:
processed through BRI’s banking services. As financial institutions • Achieve Zero Data
increasingly rely on digital platforms and data-driven services, safeguarding Breach
sensitive information becomes essential to maintaining trust and protecting
individuals from financial and identity-related risks.
BRI implements robust information security governance and cybersecurity
controls, including the adoption of ISO 27001-based Information Security
Management Systems, continuous monitoring of cyber threats, and secure
digital banking infrastructure. These measures contribute positively to
external stakeholders by protecting personal data, ensuring secure financial
transactions, and maintaining the reliability of digital banking services.
However, cybersecurity incidents or data breaches could potentially expose
stakeholders to financial fraud, identity theft, or service disruptions. Such
risks may also undermine trust in digital financial services and impact the
stability of the broader financial ecosystem. For this reason, BRI continuously
enhances its cybersecurity capabilities, employee awareness, and system
resilience to protect customers and support a safe digital financial
environment.
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2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 38
Stakeholder Engagement and Materiality
Material Metrics for Stakeholders
Quantitative Target Quantitative Output Impact Valuation & Impact
Topic Type of Topic Description Related Stakeholder
(2025) (2025) Metrics
Inclusive Impact Material Inclusive finance plays a significant role in generating positive social impacts • Customers (MSMEs & KPI is Related to Board • CASA Ratio: 70.61% BRI evaluates the social impact
Finance Topic by expanding access to financial services for underserved and unbanked Underserved of Director: • Achievement of BRImo of its inclusive finance activities
communities. Through inclusive banking services, BRI enables individuals, Communities) • CASA Ratio active users: 110% by assessing how access to
micro-entrepreneurs, and other underserved segments, such as rural • Local Communities Consolidation • NPS: 69% financial services improves
communities, women entrepreneurs, and low-income households, to access • Government/ • Number of Active • Ultra Micro Loan customers’ socioeconomic
formal financial products including savings, credit, payments, and financial Regulators BRImo Users Disbursement: 95.4% conditions and access to
education. • NPS for Bank • KUR Disbursement: essential services. The
• Ultra Micro Loan 98.93% assessment adopts the ICMA
By providing accessible financial services and improving financial literacy, BRI Disbursement • Sustainable Financing: Social Bond Principles impact
helps strengthen economic participation, enhance financial resilience, and • KUR Disbursement Rp811.86 Tn pillars, with metrics aligned with
support the development of micro and small businesses. These impacts • Sustainable Financing the IRIS+ impact measurement
contribute to broader societal benefits such as poverty reduction, job creation, framework, focusing on
and more inclusive economic growth. measurable outcomes
experienced by customers after
Nevertheless, inadequate financial literacy or irresponsible lending practices receiving financing.
could potentially lead to negative impacts such as over-indebtedness among Key Impact Metrics:
vulnerable customers. To mitigate these risks, BRI integrates responsible • Access to Finance: 81.7%
lending principles, financial education initiatives, and customer protection (KUR) and 69.6% (Kupedes)
mechanisms to ensure that financial inclusion initiatives generate sustainable of customers gained
and beneficial outcomes for society. first-time access to formal
financing.
• Socioeconomic
Empowerment: 42.8% (KUR)
and 48.0% (Kupedes) of
customers reported an
increase in business assets.
• Employment Generation: 45
(KUR) and 57 (Kupedes) new
jobs created per 100 financed
customers.
Further details on the full set of
impact metrics are disclosed on
page 110
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 39
Climate-Related
Disclosure
Climate Risk Management 40
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 40
Climate Risk Management
The Four Pillars of the IFRS Sustainability Disclosure Standards
Governance Strategy Risk Management Metrics and Targets
Governance Overview Overview of BRI’s Strategy Climate Risk Management What Gets Measured, Gets Managed
Role of the Board of Commissioners BRI's Approach to Climate Change ESRM Integration Our Achievement
and Board of Directors Scenarios Analysis
Responsible Financing BRI Green Initiative
Management's Role
Transition Risk Mitigation in Corporate Financing
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 41
Governance
Governance Overview Climate Risk Governance Structure
Climate Risk Shapes the Future, Decisions Define the Outcome Board of
Commissionersʼ Board of Commissioners
Climate change has generated increasingly tangible physical Role
impacts on a global scale, including glacier melt, rising sea levels,
and the growing frequency and intensity of extreme weather
events. These impacts not only disrupt ecosystem balance and Board of
Directorsʼ Role ESG Committee Risk Management Committee
increase risks to biodiversity but also create significant implications
for economic stability and social well-being. The IPCC Sixth
Assessment Report (AR6) notes that climate-related impacts have
already occurred across various regions and are projected to Managementʼs Operational ESG Group Risk Management Business and
intensify in line with rising global temperatures. The magnitude of Role Unit Unit Strategy Unit
future risks will depend substantially on actions taken today,
including mitigation and adaptation policies, as well as the transition
toward a low-carbon economy.
In this context, governance plays a critical role. A robust climate
Role of the Board of Commissioners and Board of Directors [OJK E.1] [GRI 2-12]
governance framework functions not only as a supervisory
mechanism but also as a foundation to ensure that climate-related
Roles and Responsibilities
risks and opportunities are identified, managed, and consistently
Climate governance at BRI is led by the Board of Commissioners and the Board of Directors as the highest strategic decision-
integrated into strategy, risk management, and long-term decision-
making bodies. The Board of Commissioners and the Board of Directors establish the direction of sustainability policies and
making processes.
strategies, including climate-related targets, and oversee their implementation and progress in an integrated manner within the
Company’s risk management framework and business strategies. The ESG Committee and the Risk Management Committee, as
As a financial institution operating within the national economy, BRI
committees under the Board of Directors, perform their respective roles in addressing climate change in accordance with their
recognizes its role in responding to climate change alongside other
mandated responsibilities.
stakeholders. In line with the Government of Indonesia’s
commitment to achieving Net-Zero Emissions by 2060 or earlier, as
Within the context of climate-related risks and opportunities, the ESG Committee is responsible for approving and directing the
outlined in the Enhanced Nationally Determined Contribution
management of climate-related risks and opportunities, including the Net-Zero Emissions commitment and decarbonization
(NDC), BRI supports national climate objectives through the
initiatives. Meanwhile, the Risk Management Committee receives reports on the results of Climate Scenario Analysis, which outline
implementation of structured climate governance. BRI has
the impacts of climate change on the Bank’s inherent risks, and determines financing policies that consider climate-related risks
established a climate governance framework involving the Board of
and opportunities. Further details regarding the mandates and responsibilities of each committee are available in the Corporate
Commissioners and management across the organization,
Sustainability section.
supported by clearly defined roles and responsibilities. This
structure enables the Bank to manage climate-related risks and
BRI recognizes that climate change risk is not a standalone risk but an inherent component of banking risks that may affect the
opportunities in a structured manner, integrate sustainability
Bank’s risk profile, financial performance, and long-term business sustainability. Accordingly, competencies in understanding and
considerations into business models and decision-making
managing climate-related risks have become an integral part of management capability requirements and oversight functions,
processes, and strengthen long-term resilience while supporting
including for officials serving on the ESG Committee and the Risk Management Committee.In line with this approach, strengthening
sustainable value creation.
competencies related to climate-related risks and opportunities has been integrated into the Bank’s risk management capability
development framework, including through the Risk Management Certification Alignment Program (SMR). This program delivers
dedicated materials on climate change risks to members of the Board of Commissioners, the Board of Directors, and Senior
Executive Vice Presidents (SEVP), ensuring that discussions and decision-making processes at the committee level are conducted
on an informed basis, integrated across functions, and aligned with the Bank’s enterprise risk management framework.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 42
Governance
Integration of Climate-Related Risks and Opportunities into Strategy and Reporting
Decision-Making
BRI implements a structured climate-related reporting and escalation mechanism as part of its
BRI integrates climate-related risks and opportunities into strategic planning, key decision-making sustainability governance framework. Climate-related reports are submitted to the Board of
processes, and the establishment of risk appetite, in alignment with its governance and risk Commissioners on a periodic basis, at least semi-annually, as part of the Board’s oversight function
management framework. In this context, the Risk Management Committee and the ESG Committee over the effectiveness of climate-related risk and opportunity management and alignment with
serve as primary forums for strategic discussion and direction-setting, performing complementary BRI’s strategic direction in supporting the transition toward a low-carbon economy. These reports
roles in accordance with their respective mandates to ensure that climate risk management is include developments in climate-related risk exposure, the results of Climate Scenario Analysis,
reflected in financing policies, exposure management, and the Bank’s risk appetite. BRI’s climate- sustainability performance, and matters requiring further attention or direction from the Board of
related strategy forms an integral part of its broader corporate strategy, designed to strengthen Commissioners. In line with this mechanism, the ESG Committee and the Risk Management
business resilience, preserve portfolio quality, and capture sustainable growth opportunities in Committee hold meetings on a regular basis, at least twice a year, to discuss developments in
support of the transition toward a low-carbon economy. climate-related risks and opportunities. Committee deliberations are supported by technical
analysis, risk assessments, and relevant data. The outcomes of committee discussions and
decisions are documented in the form of recommendations, which serve as guidance for
Risk Response Strategy
management in determining and refining strategies, policies, and implementation measures related
BRI’s climate risk response strategy is directed toward mitigating potential impacts on the
to climate change within BRI. Through this structured reporting and escalation process, BRI ensures
Bank’s risk profile, asset quality, and portfolio resilience. This strategic direction is informed by
that climate-related information is communicated in a timely, structured, and analysis-based
the results of Climate Scenario Analysis, which assesses portfolio exposure to physical and
manner, and is effectively utilized in strategic decision-making and oversight processes.
transition risks across multiple time horizons. BRI ensures that climate-related risks are
managed systematically as an inherent component of banking risks and are integrated into the
enterprise risk management framework, financing policies, risk appetite setting, and strategic Oversight of Climate Targets and Integration into Performance Evaluation
decision-making processes, thereby supporting medium- and long-term performance stability.
BRI has established a structured mechanism to oversee climate-related targets by integrating
sustainability and climate indicators into performance evaluation systems at the Board of Directors
and management levels. This approach is intended to ensure that climate commitments are not only
Opportunity Response Strategy
established as strategic policies but are also continuously monitored and translated into measurable
Beyond representing a source of risk, climate change is also viewed by BRI as a strategic
performance outcomes. At the Board of Directors level, oversight of climate-related performance is
opportunity to drive sustainable growth and long-term value creation. BRI directs portfolio
reflected in Key Performance Indicators (KPIs) that include sustainable financing targets. These
development toward financing solutions that support the transition to a low-carbon economy,
indicators serve as benchmarks for assessing the effectiveness of the Board in steering sustainability
including the expansion of sustainable financing activities and the strengthening of emissions
strategy, integrating ESG considerations into key decision-making, and ensuring the management
reduction initiatives. This approach enables BRI to capture measurable opportunities while
of climate-related risks and opportunities across BRI.
maintaining an appropriate balance between business expansion, portfolio quality, and prudent
risk management.
At the management level, BRI has defined performance indicators focused on the implementation
of climate strategies, particularly through sustainable financing targets and greenhouse gas
Looking ahead, BRI will continue to enhance its financial impact analysis models to quantify the emission reductions. These indicators reflect management accountability in executing the strategic
effects of climate-related risks and opportunities and actively leverage these insights in strategic direction set by the Board of Directors through operational programs and decarbonization initiatives
decision-making. across business units. Through the linkage of sustainability performance indicators with
performance evaluation, BRI promotes consistent oversight of climate target achievement while
reinforcing the integration of sustainability metrics into the broader performance management
framework. This approach supports the incorporation of climate-related risks and opportunities
into governance, strategy, and operational activities in alignment with sound governance practices.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 43
Governance
Management's Role
Roles and Responsibilities
BRI delegates defined roles and responsibilities to management for the implementation of its climate
strategy, ensuring alignment with the strategic direction, policies, and targets established by the
Board of Directors. Within this framework, the management of climate-related matters and the
implementation of the sustainability agenda are coordinated by the ESG Group under the Legal and
Compliance Directorate, supporting the integration of climate-related policies, processes, and
initiatives across business units. This management approach is carried out collaboratively and in an
integrated manner through the involvement of the Risk Management Unit, the Business and Strategy
Unit, and the Operational Unit, ensuring that climate-related risks and opportunities are consistently
identified, managed, and monitored across BRI’s business and operational activities.
ESG Group
The ESG Group is responsible for developing and enhancing frameworks, policies, strategies, and sustainability
initiatives, including those related to the management of climate-related risks and opportunities. The Group conducts
periodic evaluations of existing policies and practices to ensure alignment with BRI standards, international practices,
evolving regulations, and global benchmarks. In addition, the ESG Group facilitates the implementation of climate
policies and sustainability strategies, including support for the Bankʼs Net Zero Emissions target by 2050, ensuring that
emissions reduction measures are integrated into performance indicators. The ESG Group also identifies critical
climate-related aspects for integration into governance structures and ensures the availability of mechanisms for
monitoring and reporting climate performance to the Board of Directors on a regular basis.
Operational Unit
The Operational Unit is responsible for identifying and responding to climate-related risks and opportunities relevant to
operational activities. This includes supporting budget formulation and execution to advance climate management
initiatives and operational decarbonization efforts across the Bank, in line with established policies and strategies.
Risk Management Unit
The Risk Management Unit plays a role in integrating climate-related risks into the Bankʼs enterprise risk management
framework, in collaboration with the ESG Group for risk mapping and assessment, including the identification of
physical and transition risks. The Unitconducts climate scenario analysis to evaluate the potential impacts on
operational activities and portfolio resilience, thereby supporting risk-informed business decision-making.
Business and Strategy Unit
The Business and Strategy Unit integrates climate-related risks and opportunities into the Bankʼs investment and
financing activities. The Unit maintains policies governing financed emissions and manages the financing portfolio to
support emissions reduction targets and the expansion of sustainable financing.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 44
Strategy
Overview of BRI’s Strategy [GRI 3-3]
Managing Climate Risk, Capturing Strategic Opportunity
Climate change has resulted in increasingly tangible physical risks globally, including glacier melt,
rising sea levels, and the growing frequency and intensity of extreme weather events. These
developments give rise to material risks to financial institutions, particularly in sectors exposed to
transition risk as the economy shifts toward a low-carbon pathway. In this context, climate risk is
not viewed solely as a source of uncertainty, but also as a strategic factor that, when managed
appropriately, can support innovation, business resilience, and sustainable growth.
BRI recognizes that maintaining long-term resilience requires a structured and forward-looking
approach to managing climate-related risks while optimizing opportunities arising from transition
dynamics and adaptation efforts. In line with this commitment, BRI consistently identifies, measures,
and evaluates climate-related risks and opportunities with reference to the recommendations of the
Task Force on Climate-related Financial Disclosures (TCFD), aligned with the global IFRS S2
standard, and adopts practices in developing transition plans as reflected in the Transition Plan
Taskforce (TPT) framework.
Time Horizon
BRI categorizes climate-related risks and opportunities into short-term (up to one year), medium-
term (one to five years), and long-term (more than five years) time horizons. These time horizons
are aligned with the Bank’s strategic planning and decision-making processes and serve as a basis
for setting priorities and defining medium- and long-term strategic targets. This structured approach
enables BRI to assess and manage climate-related risks and opportunities progressively and in a
measurable manner, while ensuring that strategic responses remain relevant to evolving risk
dynamics, regulatory developments, and long-term sustainability objectives.
Risk Level Description
Risks classified as high refer to risks that are expected to generate long-
High term adverse impacts on BRI’s operations and business strategy, potentially
requiring changes to the Bank’s strategic direction or business model.
Risks classified as medium refer to risks that may generate long-term im-
pacts on BRI’s operations and business strategy and require response mea-
Medium
sures that can be implemented within the existing operational and strategic
framework.
Risks classified as low refer to risks that are expected to generate short-
Low term impacts on BRI’s operations and may require one-off actions to adapt
within the existing operating model or ongoing risk monitoring.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 45
Strategy
Climate Risk Classification and Drivers
BRI classifies climate-related risks in accordance with the Task Force on Climate-related Financial Disclosures (TCFD) framework, which categorizes climate risk into two primary types: transition risk and
physical risk. Transition risk refers to risks arising from policy and regulatory changes, technological developments, market dynamics, as well as legal and reputational considerations associated with the
transition toward a low-carbon economy. Physical risk reflects the direct impacts of climate change on assets and economic activities and is categorized into acute risks resulting from extreme weather
events and chronic risks associated with long-term climate shifts. In assessing climate-related risks, BRI evaluates the potential impacts on operational activities as well as its financing and investment
portfolios. The assessment considers the characteristics of banking activities and relevant exposures that may influence the Bank’s overall risk profile. Climate risk impact evaluations are conducted using
both quantitative and qualitative approaches. The quantitative approach includes analysis of potential impacts on financial performance, financing portfolio exposure, and credit risk. Complementing this,
the qualitative assessment considers implications for BRI’s reputation, the sustainability of customer relationships, and stakeholder perceptions. This approach supports the comprehensive management of
climate-related risks and ensures their integration into the Bank’s enterprise risk management framework.
Impact on the Financial Business and the Level of Short Medium
No Category Risk Factors Potential Financial Impact Long Term
Company Impact Term Term
Transition Risk
1 Technology Risk Increasing demand for low-carbon technologies Rising R&D and technology investment costs Increased research, development, Low
and technology adoption expenses
2 Policy and Legal • Carbon pricing • Higher compliance costs • Increased operational expenses High
Risk • National decarbonization strategy • Transition costs (e.g., electric vehicles, • Decline in asset values within
• Climate-related disclosure requirements alternative energy) carbon-intensive sectors
• Litigation costs and climate
compliance expenditures
3 Market Risk • Growing renewable energy adoption • Need to develop green financial products Increase in credit losses within High
• Rising demand for environmentally friendly products • Increased non-performing loans in carbon- carbon-intensive portfolios,
• Changes in customer behavior intensive sectors potentially affecting the Bank’s
• Market demand for green finance • Reduced investor demand and confidence Capital Adequacy Ratio (CAR)
4 Reputational Risk Risk of losing investor confidence and trust • Decline in institutional reputation with investors • Higher business strategy costs to Low
and debt holders rebuild reputation
• Loss of confidence due to inadequate climate • Decline in investment and sales
response • Reduction in brand value
Physical Risk
5 Acute Physical • Heatwaves • Operational disruptions • Liquidity risk driven by fund Medium
Risk • Flooding • Damage to facilities and supply chains withdrawals
• Tropical cyclones • Service interruptions affecting customers • Asset and infrastructure recovery
• Wildfires costs
6 Chronic Physical • Rising temperatures • Long-term asset value deterioration • Asset value impairment Low
Risk • Sea level rise • Asset relocation or write-off requirements • Decline in long-term portfolio
• Water stress value
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2025 Sustainability Report
Introduction
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Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 46
Strategy
Climate Opportunity Classification and Drivers
BRI classifies climate-related opportunities with reference to the Task Force on Climate-related Financial Disclosures (TCFD) framework. These opportunities are identified across several key categories,
including resource efficiency, energy transition, sustainable products and services, market development, and resilience enhancement. This classification supports BRI in understanding the implications of
climate change across the financial sector and identifying relevant business opportunities to support sustainable growth. In identifying and assessing climate-related opportunities, BRI considers their
linkages to banking activities, particularly in the development of financing and investment solutions that support the transition toward a low-carbon economy, as well as initiatives aimed at improving
operational efficiency and resilience. One significant opportunity arising from climate change for BRI’s business operations is the growing demand for its products, driven by changing investor sentiment
toward BRI’s climate action through ESG-based financing. Currently, BRI is able to obtain lower interest rates from ESG-based financing compared with conventional financing.
Level of Short Mid Long
No Category Risk Factors Impact on the financial business and the company Potential financial impact
impact term term term
1 Products • Expansion of green products and services • Increasing customer preference for green products • Higher demand for green products and services, High
and • Broader adoption of green technologies • Expansion of green products, investments, and supporting sales expansion
Services financing • Projected growth in financial assets driven by green
• Enhanced competitiveness through the development of project financing
green finance solutions
2 Market • Financing demand aligned with Indonesia’s • Expanded access to new market segments through • Expanded revenue streams from new financing High
Enhanced Nationally Determined Contribution financing and financial services that support low- markets and segments
(ENDC) commitments carbon activities • Improved reputation supporting competitiveness
• Opportunities to diversify business portfolios • A stronger earnings structure supported by a more through sustainable portfolio diversification
through sustainable financing and investment diversified sustainable asset portfolio
3 Resource • Increased use of energy-efficient and low- • Increasing financing demand from customers, • Potential reduction in operational costs driven by Medium
Efficiency carbon resources, including environmentally particularly corporates, undertaking initiatives to improved energy efficiency and optimized resource
responsible waste management enhance resource efficiency and reduce emissions utilization
• Transition toward greener transportation across • Strengthened financing and investment analysis • Productivity gains that may enhance business
operational and business activities supporting sustainable economic activities, contributing efficiency and financial performance over the medium
to portfolio growth to long term
4 Energy • Growing investment needs in renewable and • Increasing financing demand from customers, • Reduced long-term financial risk exposure, Medium
Resources low-carbon energy as part of climate change particularly corporate clients, participating in climate particularly transition risks such as carbon pricing
mitigation efforts aligned with Indonesia’s mitigation projects through renewable energy utilization policies, supported by lower greenhouse gas
Enhanced Nationally Determined Contribution and low-carbon technologies emissions intensity in the financing portfolio
(ENDC). • Expansion of financing and investment across energy • Potential improvement in long-term financial
• Development and adoption of green transition and environmentally sustainable projects performance driven by stable cash flows and cost
technologies supporting the low-carbon supporting national emissions reduction targets efficiencies from sustainable energy projects
transition • Strengthened strategic positioning in sustainable
financing through active participation in national
climate mitigation funding
5 Resilience • Strengthening business resilience and portfolio • Enhanced resilience of the financing portfolio and • Greater stability in asset quality and cash flows over Medium
quality through the adoption of low-carbon overall asset quality the medium to long term
practices and improved resource efficiency • Greater business diversification supporting sustainable • Increased attractiveness of the Company to investors
• Enhancing adaptive capacity to climate-related long-term growth and stakeholders
risks in alignment with national mitigation and
adaptation agendas
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Introduction
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 47
Strategy
Decarbonization Strategy
BRI views the transition toward a low-carbon economy as an integral part of the Company’s long-term strategy. The decarbonization
strategy is developed in alignment with the Transition Planning Taskforce framework and integrated into the disclosure of climate-
related risks and opportunities in accordance with IFRS S2. To support this objective, BRI has established a strong climate risk
governance framework, as outlined in the Governance section, which serves as the foundation for its Net Zero Emissions 2050
commitment validated by the Science Based Targets initiative (SBTi) in 2024. This milestone positions BRI as the first financial Governance Foundation
institution in Indonesia to obtain validation for its NZE target. This commitment to transitioning toward a low-carbon economy is
aligned with the global ambition to limit global warming to 1.5°C.
Decarbonization
Strategy
Furthermore, BRI has developed implementation and engagement strategies involving relevant stakeholders across the value chain.
The implementation of BRI’s decarbonization strategy drives gradual adjustments to its business model and value chain through the Metrics & Implementation
integration of sustainable financing, operational transformation, and stakeholder engagement, with impacts expected to emerge Targets Strategy
progressively over the short, medium, and long term. Through the establishment of measurable metrics and targets for the phased
reduction of Scope 1, Scope 2, and Scope 3 emissions, BRI ensures that the transition is carried out in a structured and measurable
Engagement
manner, while maintaining business resilience and creating sustainable long-term value. Further details on the climate-related metrics Strategy
and targets are presented in the Metrics and Targets section.
Decarbonization Strategy
Governance Integrating oversight of the decarbonization strategy and related incentives into the ESG governance structure.
Establishing BRI’s comprehensive approach to achieving its net zero target through core financing strategies, including the underlying objectives and principles, long-term commitments
Foundation
supported by measurable interim targets, defined timelines and strategic milestones, and transition financing strategies
Implementation Aligning the Company’s business activities, products, and policies with the net zero ambition by strengthening a climate risk-informed sustainable finance framework, accelerating the
Strategy operational energy transition, and developing sectoral policies and portfolio criteria that promote increased green financing while managing exposure to high-emission sectors.
Engagement Enhancing internal capabilities to engage with external stakeholders and strengthening engagement with customers, government, industry, and banking associations in supporting the
Strategy achievement of net zero target.
Metrics and Developing and establishing metrics and targets covering emissions baselines, operational emissions, financed emissions, transition finance, and ongoing progress monitoring across
Target emission sources.
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2025 Sustainability Report
Introduction
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 48
Strategy
Decarbonization Strategy
Following the classification of climate-related risks and opportunities across short-, medium-, and long-term horizons, BRI has established corresponding targets and strategic initiatives to address climate
change. These strategies are developed based on assessments of climate-related risks and opportunities that may affect business prospects, financial performance, and BRI’s long-term resilience.
Potential Financial Impact
Goals Strategy Implementation and Engagement Tasks
Short Term Medium Term Long Term
Achieve ESRM Operational 1. Supporting national and global climate commitments, • Increase in fixed asset values • Reduction in electricity and fuel • Greater earnings stability and
Net Zero Integration Emissions including the NDC and the Paris Agreement, in line with driven by investments in expenses through improved growth potential supported by
Operational Management BRI’s corporate objectives renewable energy infrastructure, energy efficiency and renewable strengthened corporate reputation
and Financed and Energy 2. Advancing internal green initiatives, including: such as solar panel installations energy utilization as a sustainability-focused
Emissions by Efficiency • increasing the use of renewable energy in • Higher capital expenditure and • Higher depreciation expenses for financial institution
2050 operational activities; operational costs associated fixed assets due to investments in • Reduced exposure to transition
• gradually transitioning operational vehicle fleets with the transition to low- green infrastructure. risks, including future policy
toward environmentally friendly alternatives; and emission vehicles measures such as carbon taxation
other sustainability initiatives • Higher operational costs related and stricter environmental
to energy efficiency programs regulations
and campaigns
Responsible • Enhancing internal capabilities to support responsible Increased costs related to Adjustment of financing portfolio Improved long-term financial
Financing financing through employee education and training employee capacity building, composition toward lower-carbon performance driven by lower climate-
initiatives. the implementation of financed sectors related credit risk and enhanced
• Conducting ongoing engagement with borrowers to emissions measurement, and competitiveness as BRI supports the
support emissions reduction targets and the transition customer engagement initiatives. transition toward a low-carbon
toward low-carbon business practices economy
• Participating in industry forums and business associations,
as well as engaging with government stakeholders, to
provide input in the development of public policies related
to climate change and sustainable finance.
• Measuring, monitoring, and managing financed emissions
and carbon intensity across portfolios and subsidiaries to
inform financing and risk management decisions
• Integrating ESG factor analysis into all financing
assessments, covering both general and project-based
lending
• Aligning with Loan Portfolio Guidelines (LPG), including
sector classification, financing criteria, sector limits, and
ESG checklists embedded within Know Your Customer
(KYC) processes and documented in the Business Analysis
Memorandum (MAB)
• Implementing a Negative or Exclusion List to restrict
exposure to certain sectors
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Introduction
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 49
Strategy
Decarbonization Strategy
Potential Financial Impact
Goals Strategy Implementation and Engagement Tasks
Short Term Medium Term Long Term
Achieve ESRM Transition Risk Integrating sub-sector financing policies as a foundation for Increased costs associated with Adjustment of portfolio structure Strengthened asset quality, financial
Net Zero Integration Mitigation in ESG-based lending decisions policy enhancement, supporting toward lower-carbon sectors and stability, and profitability supported
Operational Corporate systems, and workforce capability activities, potentially accompanied by improved management of
and Financed Lending development by reduced interest income from transition risks
Emissions by high-emitting sectors
2050 Physical Risk Integrating collateral insurance participation for micro- Higher operational costs related to Reduced credit risk exposure within Enhanced financing portfolio quality
Mitigation segment financing into lending processes and borrower facilitating insurance participation, Small-Micro segments as protection and stronger financial performance
through assistance programs as part of credit risk mitigation against including borrower outreach and against physical climate impacts resilience driven by improved
Collateral climate-related extreme events advisory support improves borrower protection
Protection in
Small-Micro
finance
Climate Risk • Transfer of physical risks through insurance coverage Higher insurance premium Lower potential losses arising from Stronger operational resilience and
Mitigation in • Enhanced risk and threat assessment expenses and operational asset operational disruptions and asset improved financial performance
Operational • Asset reallocation management adjustments damage stability
Activities
Accelerating Sustainable Increase in • Developing systems to identify green borrowers Increased costs related to policy Growth in interest income driven by Revenue growth supported by
Portfolio Portfolio Responsible • Advancing sustainable financing through KPI alignment development and green borrower the expansion of the low-carbon expanded market share and a more
Transformation Assets Under identification systems borrower portfolio and the issuance diversified business portfolio
toward Management of green financial instruments.
Low-Carbon and
Financing Sustainability-
Related
Funding
Development • Supporting customers in their decarbonization efforts Higher application development Growth in fee-based income driven Creation of new revenue streams
of Transition- • Providing a Carbon Management System through the Qlola costs by increased customer adoption and strengthened long-term
Support platform to facilitate customer emissions management customer relationships
Solutions and
Services
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Introduction
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 50
Strategy
BRI's Approach to Climate Change Scenarios Analysis
BRI conducts climate change scenario analysis to assess the potential impacts of climate change on its financing portfolio, operational activities, assets, and financial performance. The analysis is developed
in collaboration with external parties and refers to relevant national and international best practices and guidelines, including the Climate Risk Management and Scenario Analysis (CRMS) guide issued by
the Financial Services Authority (OJK), as well as international references such as the Network for Greening the Financial System (NGFS) and the Intergovernmental Panel on Climate Change (IPCC), while
being tailored to the Company’s portfolio characteristics. Through this scenario analysis, the Company aims to strengthen its understanding of business resilience and the readiness of its strategies in
responding to various potential transition pathways and physical climate risks.
Climate Change Scenarios Chosen by BRI
Aspect Risiko Transisi Risiko Fisik
Scenario Analysis Methodology
Time horizon used Long-term impact analysis covering an approximate 25-year period,
from the end of 2025 through 2050.
Asset Portfolio Climate Scenario Material Climate-related Climate Change
Analysis Analytical Choices Issues Scenario Analysis
01 Portfolio understanding 3
03 Scenario construction 04 Climate-related 5
05 Understand impacts of
The portfolios were Pathway selection and Issues identification climate-related issues
categorized by asset class analytical assumptions were Material climate-related issues Climate change scenario Asset scope BRI’s entire financing portfolio Collateral for agricultural and
and sector based on established to underpin the were identified based on: analysis was conducted subject to analysis (100%) across all economic sectors mortgage (KPR) financing,
Quantisʼ sector classification scenario development. • market review; based on data retrieved
and the International • industry characteristics; and from models including based on the 2025 financial year. as well as BRI’s operational
Standard Industrial • locations of BRI operation CLIMADA, ISIMP database, locations.
Classification (ISIC). and portfolio. GCAM5.3 + NGFS etc., to
understand the impacts of
Pathways
02 Exposure and emissions IPCC RCPs, NGFS pathways
the climate-related issues.
analysis
The financial exposure and
Scenarios applied NGFS Scenario: RCP Scenario:
Analysis Options
sectoral emissions of BRI's Time horizon and assumptions • Current Policies • RCP2.6/SSP1-2.6
portfolios were examined to
identify specific sectors with
• Delayed Transition • RCP4.5/SSP2-4.5
high climate-related risks • Net Zero 2050 • RCP8.5/SSP5-8.5
and opportunities.
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 51
Strategy
Sector Materiality Assessment
To identify portfolio sectors most exposed to climate transition risk, the Company conducts a sector materiality assessment by analyzing financing exposure and carbon emissions across industry sectors.
This analysis aims to understand the relationship between the level of financing exposure, emission levels, and carbon economic intensity as a basis for a more measured approach to managing transition
risk. The assessment indicates that sectors with high greenhouse gas emission contributions do not necessarily correspond to those with the largest financing exposure. Therefore, the Company not only
considers absolute exposure values but also applies a carbon intensity approach to obtain a more comprehensive view of transition risk across sectors.
Understanding the Portfolio
The three largest sectors in BRI’s financing portfolio are (1) Wholesale and Retail Carbon Exposure and Emissions Across Industry Sectors
Sectore Exposure
Trade, (2) Public Administration and Defence, and (3) Agriculture, Hunting, Sector Emission
Forestry, and Fisheries, which collectively account for 77.98% of the total loan
portfolio. However, the magnitude of exposure to these sectors does not 70%
necessarily reflect the level of climate-related risk they face. To obtain a more 60%
comprehensive understanding, the analysis also considers the greenhouse gas 50%
emission contributions of each sector. The results show that three sectors
contribute the largest share of emissions accounting for 82.13% of total financed 40%
emissions comprising (1) Electricity, Gas, and Water Supply; (2) Agriculture, 30%
Hunting, Forestry, and Fisheries; and (3) Mining and Quarrying. Further analysis of 20%
carbon intensity is therefore required to provide a more comprehensive view of
10%
sectors with elevated emission levels.
across these sectors is required. 0%
Wholesale Public Admin Agriculture, Manufacturing Electricity, Financial Construction Mining and Transportation Real Estate Post and Other
Trade and and Defense; Hunting, Gas and Intermediation Quarrying , storage and Activities Telecommuni Community,
Commission Compulsory Forestry and Water Supply communicatio cations Social and
Trade, Except Social Fishing n Personal
of Motor Security Services
Vehicles and
Motorcycles
Analysis of Exposure and Emissions
In the carbon intensity analysis of BRI’s financing portfolio, the sectors with the Economic Carbon Intensity of Each Industrial Sector
highest carbon intensity include: (1) Electricity, Gas, and Water Supply and (2)
Mining and Quarrying. In managing exposure to these carbon-intensive sectors,
BRI adopts an engagement approach by encouraging these sectors to actively
participate in more environmentally responsible activities. This approach aims to Low carbon intensity High carbon intensity
support carbon emissions reduction while facilitating a gradual and sustainable 0.195
transition toward a green economy.
0.124
Based on this assessment, sectors with elevated carbon intensity have been identified 0.068
as priority sectors for transition risk management, given their heightened vulnerability 0.008
to evolving climate policies, tightening environmental regulations, and increasing 0.006
0.007
0.005
transition costs associated with the shift toward a low-carbon economy. As a follow- 0.003 0.004
0.001 0.001 0.002
up to the sector materiality evaluation and portfolio carbon intensity analysis, the Financial
Intermediation
Other
Community,
Land
Transportation
Construction Wholesale
Trade and
Public
Administration
Real Estate Manufacturing
(not elsewhere
Post and
Telecommuni
Agriculture,
Hunting,
Mining and
Quarrying
Electricity,
Gas, and
Company integrates climate transition risk considerations into its Risk Response Social and
Personal
Services
Commission
Trade
and Defence;
Compulsory
Social Security
classified);
Recycling
cations Forestry and
Fishing
Water Supply
Strategy, particularly through the strengthening of sustainable financing policies.
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Introduction
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 52
Strategy
Transition Climate Risk Scenario – NGFS
Climate change stress testing was conducted using three transition
scenarios developed by the Network for Greening the Financial System,
1 Current Policies
consisting of Current Policies, Delayed Transition, and Net Zero scenarios.
High
Greenhouse gas (GHG) emissions reduction
These scenarios represent different policy pathways and levels of ambition Disorderly Too little, too late
policies are not yet implemented comprehensively,
in the transition toward a low-carbon economy. Under the Current Policies resulting in a significant increase in physical
damages.
scenario, Gross Domestic Product (GDP) growth is projected to remain
relatively strong in the early years but gradually moderates over the longer 2
Transition Risk
term. In this pathway, carbon emissions decline at a relatively limited pace 2 Delayed Transition
compared with other transition scenarios, reflecting the absence of Under the delayed transition scenario, GHG
emissions are not reduced until 2030. Stronger
additional policy interventions such as carbon pricing. The Delayed emissions reduction policies are introduced after
Transition scenario reflects a situation in which the implementation of
climate policies is postponed, with emission reductions only beginning to 3 1
2030 to limit global warming to below 2°C by 2050.
materialize gradually after 2030. This delay may increase transition risks in 3 Net Zero 2050 (1.5°C)
subsequent periods due to the need for more abrupt policy adjustments. emissions reduction policies have been implemented
Meanwhile, in the Net Zero scenario, carbon emissions are projected to Orderly Hot house world since 2021 to limit the increase in global average
temperature to 1.5°C above pre-industrial levels by
decline significantly on an annual basis through 2050. This pathway also around 2050.
assumes the implementation of higher carbon pricing compared with the Low Physical Risk High
other scenarios, reflecting stronger policy interventions to accelerate the
transition toward a low-carbon economy.
Carbon Price Carbon Emission GDP
Unit: $ per Tn CO2 Unit: Mt CO2/yr Unit: (%) Growth
12,500.00 1,500.00
7.00%
6.00%
10,000.00
1,000.00 5.00%
7,500.00
4.00%
5,000.00 3.00%
500.00
2.00%
2,500.00
1.00%
2025 2030 2035 2040 2045 2050 2020 2025 2030 2035 2040 2045 2050 2025 2030 2040 2050
Baseline (Current Policies) Delayed Transition Net Zero 2050
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 53
Strategy
Physical Climate Risk Scenarios – IPCC
In assessing physical climate risks, BRI applies the Representative Concentration Pathways (RCP)
approach developed by the Intergovernmental Panel on Climate Change (IPCC). RCPs represent
greenhouse gas concentration trajectories used to project future climate conditions under varying
levels of radiative forcing through 2100. These pathways reflect the additional heat energy
accumulated within the global climate system, measured in watts per square meter (W/m²), which
is closely associated with rising global temperatures and escalating climate risks.
In alignment with Book 2 of the Climate Risk Management and Scenario Analysis (CRMS) Technical
Guidelines issued by the Financial Services Authority (OJK), BRI prioritizes the assessment of
physical risks that are most relevant to Indonesia’s geographic characteristics and the Bank’s
financing portfolio profile, particularly flood events and forest and land fires.
Based on data from the National Disaster Management Authority (BNPB), approximately 5,400
disaster events were recorded across Indonesia as of 31 December 2023. Forest and land fires
ranked among the most frequent events, totaling around 2,051 occurrences, followed by floods at
approximately 1,255 incidents during the same period.
These hazards are not solely seasonal in nature but are further intensified by Indonesia’s archipelagic
geography, tropical climate conditions, shifting rainfall patterns, and increasingly extreme
temperatures associated with climate change. Such developments may heighten physical risk
exposure across collateral assets, operational activities, and the Company’s long-term financial
resilience.
Skenario Radiative Forcing 2100 Asumsi
A highly ambitious mitigation
pathway, consistent with limitin
RCP2.6/SSP1-2.6 ≈ 2,6 W/m²
global temperature increases to
approximately 1.5–2°C.
A moderate mitigation pathway
(“middle-of-the-road”) characterized
RCP4.5/SSP2-4.5 ≈ 4,5 W/m²
by emissions stabilization in the
second half of the century.
A very high emissions pathway
with limited mitigation, resulting
RCP8.5/SSP5-8.5 ≈ 8,5 W/m²
in significantly elevated physical
climate risks
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Introduction
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 54
Strategy
Climate Risk Stress Testing Methodology
The Company applies a climate risk stress testing methodology to assess the resilience of its financing portfolio against both transition and physical climate risks. The methodology is designed to translate
climate scenario analysis into quantifiable impacts on credit risk and capital adequacy, while supporting strategic decision-making and risk management over the medium to long term.
Company Level Financial Data
Financial Metrics (Revenue, Expenses, Asset, Liability, …)
Company Level Climate Related Data Stressed Financial Metrics
Scenario Simulation
GHG Emissions (Scope1 , 2 and 3) Revenue, COGS, Capex, Debt
Scenario Data
Obtained from NGFS pathways and customized
Risk Scoring and Calibration Stressed PD
Transition according to OJK requirements
• Distance-to-Default (Probability of Default)
Risk (e.g. NDC growth rate, reduction target, carbon
price, macroeconomic variables, etc)
• Rating Upgrade/Downgrade
Capital
Stressed Expected Credit Loss Adequacy Ratio
(CAR)
Flood – Mortgage portfolio
Location (city/district) of property, Property value at liquidation
Damage Cost Calculation Stressed LGD
Scenario Simulation Applying the collateral damage ratio and (Loss Given Default)
revitalization cost on high-risk area
Forest fire – Agriculture
Location (city/district) of collateral, Size of area, Collateral Value
Physical Risk
Outputs from the simulations are subsequently translated into stressed financial parameters, including Probability of Default (PD) and Loss Given Default (LGD), which inform the calculation of Expected
Credit Loss (ECL) and Capital Adequacy Ratio (CAR). [GRI 102-2]
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 55
Strategy
Transition Risk Scenario Analysis
BRI conducts transition risk scenario analysis to evaluate the potential impact of policy developments and decarbonization dynamics toward a low-carbon economy on the credit quality of its financing
portfolio. The assessment applies three scenarios, Current Policies, Delayed Transition, and Net Zero Emissions 2050, with an analytical horizon extending through 2050.
Based on the analysis results, the Net Zero Emissions 2050 scenario indicates the most significant increase in probability of default (PD) compared to the 2025 baseline. On an aggregate basis, the estimated
PD of BRI’s financing portfolio under this scenario is projected to increase within the range of 1.84% to 2.13%. Meanwhile, under the delayed transition scenario, the estimated increase in PD is relatively
lower, ranging from approximately 0.01% to 1.23%.The rise in credit risk is primarily observed in carbon-intensive sectors, driven by increasing transition costs, including technological adjustments, higher
carbon prices, and the strengthening of environmental policies and regulations. The impact of transition risks is projected to reach its peak around 2040 under the Net Zero Emissions 2050 scenario, before
gradually stabilizing over the longer term.
Estimated Changes in Probability of Default (PD) Total
Transition Risk Analysis by Loan Segment
under Transition Risk Scenarios Sektor Intensitas Tinggi*
BRI conducted a deep-dive analysis of the scenario with the highest transition risk (Net Zero
Sektor Intensitas Sedang hingga Rendah
20,00%
Emissions 2050) to assess the sensitivity of transition risks to the credit quality of productive
loans across its financing segments, namely Corporate and MSME Segments. This analysis
aims to identify potential changes in PD amid the dynamics of the transition toward a low-
15,00% carbon economy, while also serving as a basis for strategic decision-making in portfolio
management and maintaining the resilience of BRI’s balance sheet over the medium and long
term. The analysis results show that the MSME segment, as the largest contributor to BRI’s
10,00%
total portfolio with a share of approximately 55.4%, demonstrates relatively lower sensitivity
to transition risk. Under the NZE 2050 scenario, the estimated increase in PD for the MSME
5,00%
segment is relatively limited, reaching a maximum of 0.43% in 2030, considerably lower than
that of the corporate segment, which could potentially record a maximum PD increase of up
to 9.29% in 2040. This resilience is driven by the sectoral composition within the MSME,
0,00% where the majority of customers (64.46%) are concentrated in the wholesale and retail trade
2030 2040 2050 2030 2040 2050 2030 2040 2050
Kebijakan Saat Ini Transisi Tertunda Net Zero 2050 sector, which has relatively low carbon intensity as indicated in the Asset Portfolio Analysis
Perubahan Probabilitas Gagal Bayar (PD) dibandingkan dengan dasar tahun 2024 section. Meanwhile, for the consumer loan segment, changes in PD attributable to climate
Listrik, gas & air, serta pertambangan & penggalian, seperti yang disajikan dalam penilaian materialitas sektor BRI
risks are assessed to be insignificant.
*
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 56
1. Aceh 18. Lampung
2. Banten 19. Maluku
3. Bengkulu 20. Maluku Utara
4. Daerah Istimewa 21. Nusa Tenggara
Yogyakarta Barat
5. Jakarta 22. Nusa Tenggara
6. Gorontalo Timur
Strategy
7. Jambi 23. Papua
8. Jawa Barat 24. Papua Barat
9. Jawa Tengah 25. Riau
10. Jawa Timur 26. Sulawesi Barat
11. Kalimantan Barat 27. Sulawesi Selatan
12. Kalimantan Selatan 28. Sulawesi Tengah
13. Kalimantan Tengah 29. Sulawesi Tenggara
Physical Risk Analysis
14. Kalimantan Timur 30. Sulawesi Utara
15. Kalimantan Utara 31. Sumatra Barat
16. Kepulauan Bangka 32. Sumatra Selatan
The Financial Services Authority (OJK) issued the Climate Risk Management and Scenario Analysis (CRMS) as a guideline for managing climate change risks in the financial services sector. In reference to Belitung
17. Kepulauan Riau
33. Sumatra Utara
34. Bali
this guidance, BRI conducted a physical climate risk scenario analysis to identify the potential impacts of extreme climate events, particularly floods and forest fires, on its financing portfolio. The analysis
was performed at the province level with a granular approach to map regional vulnerabilities and identify concentrations of risk exposure within the portfolio. Damage estimates were derived by integrating
the regional damage function developed by OJK with a forward-looking scenario approach based on Representative Concentration Pathway (RCP) emission pathways.
Physical Risk Analysis by Segment
Physical Risk - RCP8.5/SSP5-8.5 Scenario Analysis (2050)
BRI conducted a deep-dive analysis under the climate change scenario with the highest level
of physical risk, namely RCP8.5/SSP5-8.5 (2050), to assess the sensitivity of physical risk to
collateral values across BRI’s financing segments. This analysis was intended to identify the
1 1,06% 0.0% 14.0%
potential damage ratio affecting collateral assets exposed to climate-related physical risks.
33 2,75% 17 2,66%
15 5,41%
An increase in the damage ratio may reduce collateral values and, consequently, lead to a
2,74%
higher Loss Given Default (LGD) in credit risk calculations.
30
25 6,39% 11 7,64%
6 0,69% 20 2,09%
7 6,27% 14 6,86% 28 3,18%
The analysis indicates that collateral in the consumer segment has the highest estimated
0,99%
damage ratio at 1.78%, followed by the MSME segment at 1.55%, while the corporate segment
24
16 4,60% 26 4,11% shows a relatively lower level of damage at 0.12%. These findings suggest that collateral
exposure in the consumer and MSME segments is relatively more sensitive to climate-related
5 0,75%
physical risks compared with the corporate segment.
9 1,60% 12 3,92%
31 4,82% 8 0,88% 29 1,13% 19 1,94%
32 7,78% 13 5,64%
27 0,28%
3 1,97%
18 1,94% 4 0,76%
23 3,51%
2 2,90% 10 1,66% 21 2,40%
22 0,62%
34 0,21%
Physical Risk - RCP2.6/SSP2-2.6 Scenario Analysis (2050) Physical Risk - RCP4.5/SSP5-4.5 Scenario Analysis (2050) Regional Description
1. Aceh 12. South Kalimantan 24. West Papua
0,79% 0,79%
2. Banten 13. Central Kalimantan 25. Riau
1 1
17 1,76%
15 5,40% 17 1,76%
15 5,41%
33 2,05% 33 2,05%
2,75% 2,75%
3. Bengkulu
30 30
25 5,73% 11 7,00%
6 0,69% 20 2,09%
25 5,73% 11 7,01%
6 0,69% 20 2,09%
14. East Kalimantan 26. West Sulawesi
6,54% 6,55%
4. Special Region of 15. North Kalimantan 27. South Sulawesi
14 14
7 6,17% 28 3,17% 7 6,7% 28 3,17%
24 0,99% 24 0,99%
16 4,58% 26 4,11% 16 4,59% 26 4,11%
Yogyakarta 16. Bangka Belitung Islands 28. Central Sulawesi
5 0,77% 9 1,57% 12 3,94%
5 0,76%
9 1,58% 12 3.93%
5. Jakarta 17. Riau Islands 29. Southeast Sulawesi
6. Gorontalo 18. Lampung 30. North Sulawesi
31 4,63% 8 0,89% 29 1,13% 19 1,93% 31 4,63% 8 0,88% 29 1,13% 19 1,93%
32 7,78% 13 5,62% 32 7,78% 13 5,63%
27 0,28% 27 0,28%
3 1,97% 3 1,97%
18 1,93% 4 0,75%
18 1,94% 4 0,75%
7. Jambi 19. Maluku 31. West Sumatra
23 3,47% 23 3.49%
2 2,90% 10 1,66% 21 2,40%
22 0,62%
2 2,90% 10 1,66%
0,21%
21 2,40%
22 0,62%
8. West Java 20. North Maluku 32. South Sumatra
34 0,21% 34
9. Central Java 21. West Nusa Tenggara 33. North Sumatra
0.0% 14.0% 0.0% 14.0%
10. East Java 22. East Nusa Tenggara 34. Bali
11. West Kalimantan 23. Papua
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 57
Strategy
Climate Risk Stress Test Results
BRI conducted a flood risk analysis related to climate change, considering Indonesia’s geographic BRI has also conducted an assessment of its overseas branches exposed to flood risk.
characteristics, which make the country vulnerable to flooding caused by extreme weather events
and rising sea levels. This risk may affect BRI’s operations, including disruptions to access to branch
offices and potential physical damage to infrastructure. The analysis indicates that Jakarta accounts Low Emission Scenario High Emission Scenario
for approximately 25% of the total projected climate change costs at the national level. The city is SSP 1-2.6 SSP 2-4.5 SSP 5-8.5
highly vulnerable to flooding caused by both sea level rise and increased rainfall. Although BRI’s New York
head office and data centers are located in Central Jakarta and South Jakarta, the direct risk to
these assets is relatively limited. However, operational disruptions may still occur in approximately
3.7% of branch offices located in coastal areas, most of which are in Surabaya. The map highlights Low Emission Scenario High Emission Scenario
provinces and districts/cities with high exposure to flood risk. SSP 1-2.6 SSP 2-4.5 SSP 5-8.5
Hongkong
Low Emission Scenario | High Emission Scenario
SSP5-8.5
Low Emission Scenario High Emission Scenario
SSP 1-2.6 SSP 2-4.5 SSP 5-8.5
Singapura
Low Emission Scenario High Emission Scenario
SSP 1-2.6 SSP 2-4.5 SSP 5-8.5
Cayman
Low Emission Scenario High Emission Scenario
SSP 1-2.6 SSP 2-4.5 SSP 5-8.5
Timor Leste
SSP1-2.6 SSP2-4.5
Low Emission Scenario High Emission Scenario
SSP 1-2.6 SSP 2-4.5 SSP 5-8.5
Taiwan
Below 10-years flood level Below 10-years flood level
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 58
Strategy
Climate Risk Stress Test Results
BRI conducted a Climate Risk Stress Test (CRST) to assess the resilience of its portfolio against climate change risks through 2050, based on the asset position at the end of 2025. The results of this analysis
serve as one of the key references for strengthening risk management and advancing sustainable business practices. The analysis covers 100% of the portfolio with available carbon emissions data, while
portfolios lacking emissions data are estimated using an indicator-based approach derived from financial metrics and industry characteristics.
Transition Risk and Its Impact on Probability of Default (PD) Impact on Allowance for Impairment Losses (CKPN) and Capital Adequacy Ratio
BRI performed financial modelling at the borrower level to assess the transmission pathway of After estimating stressed Probability of Default (PD) and stressed Loss Given Default (LGD)
climate risk factors to borrowers’ financial performance. The modelling results are used to estimate reflecting the impacts of transition and physical climate risks, BRI calculates the required Allowance
the stressed Probability of Default (PD), which subsequently affects the stressed credit rating. for Impairment Losses (CKPN) under various climate scenarios. This approach enables BRI to
These stress-adjusted parameters are used to determine the stressed Allowance for Impairment assess potential credit losses in a more comprehensive and forward-looking manner while
Losses (CKPN). Based on the analysis, the probability of default is projected to increase until 2030 strengthening the integration of climate-related risks into credit risk management.
under the Current Policies Scenario and to continue rising slightly thereafter through 2050. The
analysis indicates that under the current policies scenario, PD is projected to increase until 2030 The estimation results indicate that all scenarios lead to higher provisioning requirements in
and subsequently experience a moderate rise through 2050. Under the delayed transition scenario, response to rising climate-related risks. The Net Zero Emissions 2050 scenario produces the
the trend of increasing credit risk remains similar until 2030 but becomes more pronounced in the greatest impact, with the CKPN ratio projected to increase by 1.11% to 1.24%. This reflects early
long term due to the tightening of emissions reduction policies implemented at a later stage. This pressure on borrowers resulting from accelerated decarbonization policies, higher carbon costs,
condition increases carbon costs and the investment requirements for borrowers’ transition. Under and increased transition investment requirements associated with the shift toward a low-carbon
the Net Zero Emissions 2050 scenario, pressure on borrowers emerges earlier due to the economy.
implementation of more aggressive decarbonization policies. This is reflected in an increase in
default risk during the early stage. However, the risk is projected to decline after 2040 as borrowers BRI also conducted simulations to assess the impact on the Capital Adequacy Ratio (CAR), taking
gradually strengthen their adaptive capacity toward a low-carbon economy. into account the increase in CKPN under each scenario. The analysis indicates that CAR remains at
an adequate level and above regulatory requirements across all scenarios, although it declines
Physical Risk and Its Impact on Loss Given Default (LGD) slightly. Under the Net Zero Emissions 2050 scenario, CAR is projected to decrease by 1.15% to
In measuring Loss Given Default (LGD), BRI has integrated a physical risk approach by referring to 1.29%, representing the largest decline among the scenarios analyzed.
the methodology outlined in Book 2 of the Climate Risk Management and Scenario Analysis (CRMS)
issued by the Otoritas Jasa Keuangan (OJK). Under this guideline, the decline in the value of
borrowers’ collateral assets is assessed based on geographic exposure and high-risk categories
defined in the Indonesia Disaster Risk Index (IRBI) issued by the Badan Nasional Penanggulangan
Bencana (BNPB). A reduction in collateral value due to disaster risk is translated into a quantitative
parameter in the form of a damage ratio, which represents the estimated decline in collateral value
caused by flood and forest fire risks based on regional vulnerability levels.
BRI further integrates this damage ratio with long-term climate scenarios using the Representative
Concentration Pathway (RCP) framework to capture forward-looking physical risk dynamics
through 2050. This approach enables LGD estimation not only based on historical conditions but
also by considering potential changes in the frequency and intensity of disasters in the future.
Based on the analysis results, the damage ratio by province ranges from 0.02% to 2.65%, reflecting
variations in regional vulnerability to flood and forest fire risks. These variations are influenced by
geographic exposure, disaster characteristics, and the concentration of collateral assets located in
areas with high disaster risk indices. An increase in this damage ratio directly contributes to a
higher LGD due to the decline in borrowers’ collateral values. Within the stress testing horizon,
theestimated impact on LGD ranges from 0.00029% to 0.0014%.
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Introduction
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Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 59
Strategy
Value Chain Engagement BRI’s Strategy in Managing Climate Risks
The analysis indicates that climate-related risks have the potential to affect the Company’s financial In managing climate-related risks, BRI applies the Climate Risk Management and Scenario Analysis
performance. In response to these findings, BRI strengthens the implementation of its (CRMS) framework in accordance with the guidance issued by the Otoritas Jasa Keuangan (OJK),
decarbonization strategy through a structured engagement approach across the value chain. This alongside internal risk models to conduct Climate Risk Stress Testing. The results of this analysis
approach includes enhancing internal capabilities, managing financing portfolios, and fostering serve as a basis for strengthening BRI’s commitment to achieving Net Zero Emissions by 2050
collaboration with customers, industry partners, and government authorities. across its business and operational activities.
As part of this strategy, BRI strengthens internal capabilities in climate risk management, emissions Transparency in climate-related activities is a fundamental element in building trust with
management, and the achievement of the Net Zero Emissions target by integrating climate stakeholders. To ensure accountability and comparability, BRI refers to recognized international
considerations into business functions and encouraging cross-functional collaboration. BRI also disclosure standards, including the IFRS Sustainability Disclosure Standards, ensuring that
enhances portfolio management practices by incorporating emissions exposure considerations, information regarding climate strategy, risks, and performance is communicated clearly and
strengthening data collection processes, and developing portfolio-level emission reduction plans. comprehensively.
Recognizing that achieving Net Zero Emissions requires collective action, BRI encourages active
engagement with stakeholders. Internally, this effort is supported through the Sustainability Culture As a financial institution, BRI supports sustainable development by providing sustainable financing
Program (SCP), which aims to enhance employees’ awareness and integration of ESG practices. solutions that enable environmentally responsible projects and initiatives. BRI continues to expand
Externally, BRI engages with customers through sustainable financing instruments, including its Responsible Assets Under Management by increasing financing in environmentally sustainable
Sustainability-Linked Loans (SLL), which allow borrowers to establish sustainability performance sectors, green investments, and sustainability-linked loans.
targets with incentive mechanisms linked to their achievement.
To ensure responsible financing practices, BRI has also established specific financing policies for
In line with its commitment to good corporate governance, BRI also participates in various industry subsectors with higher environmental and climate-related risks, including sustainable palm oil, pulp
forums and business associations to contribute to the development of public policies related to and paper, coal, and oil and gas. These policies aim to ensure that financing activities remain
climate change and sustainable finance. This engagement is conducted transparently and aims to aligned with environmental risk management principles and responsible banking practices.[OJK F.9]
strengthen policy frameworks that support the transition toward a low-carbon economy. BRI
ensures that all public policy engagement activities are conducted in accordance with Good These efforts are further strengthened through the development of internal organizational capacity
Corporate Governance principles and do not involve direct political contributions. Through this and stakeholder engagement to support climate action. BRI conducts employee training programs,
approach, BRI ensures that its engagement with stakeholders, including participation in public engages with customers and partners on sustainability issues, and actively participates in industry
policy processes, remains aligned with the Company’s decarbonization strategy and transition plan initiatives that promote climate action.
toward Net Zero Emissions.
In addition, BRI manages operational emissions through various carbon footprint reduction
initiatives, including improvements in energy efficiency, the adoption of renewable energy, and the
gradual offsetting of residual emissions as part of its Net Zero Emissions pathway. Through this
integrated strategy, BRI aims to enhance business resilience to climate-related risks while
supporting the transition toward a sustainable low-carbon economy and creating long-term value
for all stakeholders. Further details on the targets, performance indicators, and action plans
supporting the implementation of this strategy are presented in the Metrics and Targets section and
the Sustainable Finance Action Plan (RAKB) of this report.
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 60
Risk Management
Climate Risk Management
The Company recognizes climate-related risks as
No Category Climate-related risk Mitigation
inherent to banking activities and manages them
through an integrated enterprise risk management Transition Risk
framework. Rather than being treated as a standalone
risk category, climate risk is embedded within existing Technology Increasing demand for low-carbon • Expanding investments in low-carbon technologies.
1
risk types, including credit, market, operational, and Risk technologies • Monitoring developments in low-emission technologies and related research.
strategic risks, with consideration of their potential
impacts on financial performance, operations, and • Carbon pricing
long-term business sustainability. In parallel, the Policy and • National decarbonization strategy Engaging with portfolio companies to support the adoption of carbon pricing policies,
2
Company identifies opportunities arising from climate Legal Risk • Climate-related disclosure decarbonization strategies, and climate-related disclosure practices.
requirements
response measures, particularly those supporting the
transition toward a low-carbon economy. • Growing renewable energy
adoption
The risk management process encompasses the • Rising demand for
• Advising portfolio clients on transitioning toward green infrastructure.
continuous identification, assessment, prioritization, 3 Market Risk environmentally friendly products
• Developing green banking products and services.
and monitoring of climate-related risks and • Changes in customer behavior
opportunities. This process is supported by climate • Market demand for green finance
scenario analysis to evaluate the nature, likelihood, and
magnitude of potential impacts on the financing • Strengthening strategic initiatives and implementation to address stakeholder
portfolio, operational activities, assets, and financial expectations.
performance. Insights generated from these Reputational Risk of losing investor confidence • Enhancing customer and investor confidence through robust environmental
assessments inform strategic decision-making, 4
Risk and trust management practices.
financing policies, and the strengthening of the • Disclosing climate-related matters through TCFD-aligned and Sustainability Report
Company’s transition planning. publications.
Physical Risk
Climate risk oversight is executed through close
coordination between the Risk Management and ESG • Heatwaves
functions and is regularly reviewed by the Risk Acute Physical • Flooding
5
Management Committee and ESG Committee. Risk • Tropical cyclones
Outcomes from these deliberations are reported to the • Wildfires • Establishing Business Continuity Plans (BCP).
Board of Commissioners to support effective oversight • Conducting mock exercises and emergency evacuation simulations.
and decision-making. The resulting mitigation • Rising temperatures • Developing climate response strategies informed by physical risk scenario analysis.
measures are integrated into financing policies, Chronic
6 • Sea level rise
collateral management, and operational risk processes, Physical Risk
• Water stress
reinforcing a comprehensive approach to climate risk
governance.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 61
Risk Management
ESRM Integration Responsible Financing [GRI G4 FS2]
The Bank’s Net Zero Emissions (NZE) ambition by 2050 is operationalized through a structured Business and Value Chain
decarbonization strategy, as outlined in Sustainability Circular Letter No. SE.29-DIR/ESG/12/2025 Sustainable Financing
dated 31 December 2025 regarding BRI’s Sustainability Policy and Strategy. This strategy reflects a The Bank consistently applies ESG risk identification, assessment, and mitigation processes within
deliberate and phased approach to reducing greenhouse gas emissions across business activities, its lending policies. In line with Climate Risk Stress Test (CRST) outcomes, climate considerations
operations, and financing activities, supporting the transition toward a low-carbon economy. have become a key component of environmental risk evaluation. Beyond environmental factors, the
Bank incorporates social impact assessments and governance considerations, including
As part of these efforts, the Company implements its decarbonization strategy by integrating compliance, transparency, and responsible business practices, to support the development of a
Environmental and Social Risk Management (ESRM) into its operational and business activities. The resilient and sustainable financing portfolio aligned with the Sustainable Development Goals
implementation of ESRM across BRI’s operational and business activities includes the following: (SDGs).
Operational Integration Business and Value Chain Integration
Loan Disbursement Procedures at BRI
Developing a transition plan for low- Establishing a sustainable finance framework aligned with climate
emission vehicles risk mitigation actions and the Bank’s NZE target.
Installing solar photovoltaic systems Portfolio management through sector-specific financing policies
across operational facilities. informed by CRST results. Marketing
Legal and Compliance
Risk
Identifying and Compliance Review
Management
Developing an ESG checklist to support data collection for assessing assessing the
Energy efficiency business feasibility Reviewing Ensuring that credit
companies’ emissions performance and transition plans. of prospective prospective
borrowersʼ
decisions comply Monitoring the
credit portfolio.
borrowers, with applicable Operational
including compliance. internal and Work Units
ESG-related issues. external
Credit Credit
Operational Emissions Management and Energy Efficiency Analysis Committee Conducting
oversight and
ESRM integration within operational activities is formalized through fixed asset management Managing credit Approval process in
verifying the
completeness of
policies under Circular Letter No. SE.31-DIR/PLM/05/2022 on Fixed Asset Management and ESG- analysis with due
consideration of
accordance with
the applicable
ESG-related
documents based
Based Procurement. These practices incorporate ESG considerations across three key pillars: ESG factors. authority. on documentation
provided by the
credit analyst.
Environmental Social Governance
• Adoption of • CSR engagement initiatives
• Board independence (BOC and
environmentally friendly • Implementation of
BOD)
energy sources Occupational Health and
• Transparency The Bank adheres to Loan Portfolio Guidelines (LPG) applicable across all financing types, including
• Waste management Safety (OHS/K3) practices
• Anti-bribery commitment both general-purpose and project-based lending. These guidelines require ESG analysis as part of
• Natural resource • Protection of personal data
• Conflict of interest the Know Your Customer (KYC) process to identify potential environmental, social, legal, and
conservation and privacy
litigation risks associated with prospective borrowers. Assessment outcomes are documented
within the Memorandum of Business Analysis (MAB), which also governs sector classification,
eligibility criteria, and financing exposure limits.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 62
Risk Management
Negative or Exclusion List
BRI is committed to avoiding exposure to certain sectors, including but not limited to the following:
• cultivation and production of Schedule I narcotics, including marijuana, heroin, cocaine,
morphine, and opium;
• extraction or utilization of coral reefs from natural habitats for construction materials, lime/
calcium production, souvenirs, or jewelry, including both live coral and recently deceased coral;
• capture or trade of fish species listed under Appendix I of the Convention on International Trade
in Endangered Species of Wild Fauna and Flora (CITES);
• chemical weapons manufacturing;
• production of industrial chemicals and substances that contribute to ozone layer depletion;
• gambling and casino-related businesses; and
• certain timber-related activities, including logging, moulding, and sawmill operations, unless
the wood is sourced from certified Industrial Plantation Forests or community forests verified by
valid certification in Indonesia.
Environmental, Social, and Governance (ESG) Assessment[GRI G4 FS2]
As part of the lending process, BRI conducts ESG assessments to evaluate potential risks associated
with financing activities:
Environmental Social Governance
Environmental risk mitigation Social risk mitigation is integrated Governance risk management in
addresses risks arising into financing requirements financing activities is implemented
from financed activities, through management analysis to through screening for involvement
including biodiversity impacts, ensure there is no involvement in in corruption, bribery, and money
greenhouse gas emissions, and child exploitation or human rights laundering. BRI also assesses
natural hazards. Compliance violations. Customer due diligence the strength of a borrower’s
is assessed through required includes evaluation of: management capabilities as part of
environmental documentation, its capacity analysis.
including: • Implementation of occupational
health and safety practices
• Environmental Impact • Corporate social responsibility
Assessment (AMDAL) programs
• PROPER environmental
performance ratings
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 63
Risk Management
Non-Performing Loan (NPL) Management Policy
In compliance with applicable regulations governing the management of non-performing loans, including debt collection activities, BRI implements a structured NPL management policy that upholds high
ethical standards and respects customer rights. This policy is formalized under BRI’s internal regulation on Problem Loan Management. Debt collection procedures are specifically governed under Module 5
of the policy, which outlines the resolution framework for non-performing loans. BRI ensures that all collection activities are conducted professionally, with due regard for customer protection and contractual
rights. The policy covers both internal recovery efforts and engagements with third-party service providers. Where third-party collection agents are involved, BRI conducts due diligence to assess their
compliance with applicable Indonesian regulations and BRI’s internal standards. Engagement of third parties requires approval from the Risk Management Director. Collection activities may be carried out
through on-site visits or via communication channels. Throughout the process, BRI prioritizes financial consumer protection while maintaining adherence to the terms of the credit agreement. This NPL
management framework applies across all lending segments within BRI. BRI’s non-performing loan (NPL) management process is outlined as follows:
Normal Condition Review & Origination Negotiation Analysis
• Review credit facilities Restructuring Credit officers assess
experiencing financial negotiations may be business prospects and
difficulty while initiated at any time to repayment capacity to
remaining establish preliminary ensure projected cash
commercially viable alignment on flows during the
post-restructuring restructuring terms and restructuring period
• Diagnose root causes implementation plans. remain achievable.
of loan deterioration
• Authorized officers
prepare restructuring
requirements
Decision Documentation Monitoring Exit Policy Write-off
Restructuring decisions Restructuring Post-restructuring Applied to borrowers Loans classified as
are executed in documentation is monitoring is conducted where restructuring is no uncollectible may be
accordance with completed to ensure to evaluate borrower longer considered a written off from the
delegated approval compliance with performance and ensure viable recovery option. balance sheet while
authorities. applicable requirements adherence to recovery efforts
and restructuring restructuring terms. continue.
agreements.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 64
Risk Management
Financial Review [GRI G4 FS3, FS9] Risk Mitigation in Corporate Financing
BRI continuously reviews financed projects. In accordance with As part of its efforts to mitigate the impacts of climate change, particularly transition risks, BRI integrates climate risk considerations
the Board of Directors’ Decree on the Bank’s General Credit into its financing policies. Priority sectors exposed to elevated climate risks have been identified based on the results of the Climate
Policy (KPB), supervision is conducted through reviews of credit Risk Stress Test (CRST). This integration is operationalized through sector-specific financing policies, forming a key component of
documents submitted by borrowers. Monitoring and evaluation BRI’s decarbonization strategy to manage financed emissions. These policies are embedded within the loan pre-screening process
are carried out regularly at least once a year, including through and documented in the Business Analysis Memorandum (MAB). The sector-specific policies are binding and primarily govern lending
site visits, to ensure the implementation of sustainable finance to commercial and corporate borrowers within the power sector, covering both working capital and project-based financing. Specific
principles by clients. If a client’s PROPER rating declines from transition risk mitigation measures across priority sectors include the following:
Blue to Red or Black, BRI conducts enhanced monitoring and
engagement to support the recovery of the rating. Power Sector Mining Sector Manufacturing Sector
Indonesiaʼs electricity supply remains significantly Coal Pulp dan Paper
Where borrowers are identified as not yet meeting ESG
dependent on non-renewable energy sources. To
requirements, BRI undertakes clarification and phased follow-up support climate risk mitigation, BRI applies the • Valid mining business permits in accordance with • Valid operating permits
actions. This includes monitoring warnings, violations, or ESG- following financing requirements: applicable regulations • Timber legality verification (SVLK) in compliance
• Valid business licenses for power sector • A mine closure plan aligned with prevailing with applicable regulations
related issues, as well as updating borrower compliance data. All
operations; regulatory requirements
findings are documented in Customer Visit Reports and serve as • Loan tenors aligned with the governmentʼs coal • Demonstrated emissions reduction initiatives
a basis for financing reviews and portfolio management. BRI also phase-out roadmap; • Evidence of energy management implementation
• Demonstrated emissions reduction initiatives
adopts the necessary measures, including portfolio management, in compliance with Government Regulation No.
• Evidence of energy management implementation 33 of 2023 on Energy Conservation
regulatory compliance, and other relevant approaches. The in accordance with Government Regulation No.
outcomes of periodic reviews are communicated through 33 of 2023 on Energy Conservation. Agriculture Sector
BRI’s internal channels, while financing distribution is reported
Oil and Gas Palm Oil
annually in accordance with the applicable reporting framework.
The annual report includes eligible assets by project category as • Commitment to No Deforestation, No Peat, and
• Valid operating permits
well as the remaining balance of undistributed proceeds. As of • Demonstrated emissions reduction initiatives No Exploitation (NDPE) principles.
the reporting period, BRI has not conducted a dedicated audit Biodiversity-Related Sectors • Evidence of energy management implementation • RSPO and/or ISPO certification, or at minimum
in compliance with Government Regulation No. proof of registration.
specifically focused on the implementation of environmental • For parent companies, documented partnerships
Forestry, Timber, and Rubber 33 of 2023 on Energy Conservation
and social policies in the credit approval process. • For extraction activities, the presence of with surrounding communities for smallholder
post-mining reclamation plans development in accordance with regulatory
• Valid forest utilization permits in accordance with provisions, covering at least 20% of total
BRI provides transparent and structured restructuring options, prevailing regulations. • Additional requirements applicable to
• Verification of timber legality through the Timber Legality non-conventional oil and gas subsectors cultivated plantation area.
taking into account customer business prospects, financial Assurance System (SVLK). • Documentation demonstrating supply chain
condition, and credit character. Restructuring practices are • Approved Work Plans (RKU) issued by the Ministry of sustainability across buyers and suppliers
Environment and Forestry. • Availability of infrastructure for f.orest fire
guided by OJK Regulation No. 91/POJK.03/2019 on Asset
prevention and mitigation.
Quality Assessment for Commercial Banks, and may include the
following measures:
• interest rate reduction;
• reduction of accrued interest and/or penalties
• loan tenor extension;
• additional credit facilities;
• payment deferrals;
• reduction of outstanding principal arrears;
• conversion of loans into temporary equity participation; and
• combination of the above measures, where appropriate.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 65
Risk Management
Sustainability Linked Loan
Emission reduction efforts are also implemented beyond priority sectors. BRI recognizes that the
transition toward a low-carbon economy is not limited to high-emission sectors but applies to
customers across all sectors. BRI therefore supports customers in their transition toward a low-
carbon economy by providing financing facilities designed to support the implementation of
sustainability practices. This financing policy is implemented through Sustainability-Linked Loans
(SLL). Through SLL, BRI provides incentives to customers who achieve the agreed sustainability KPI
targets. Conversely, disincentives are applied to customers who do not meet these KPIs. SLL also
serves as a mechanism for BRI to communicate its ESG initiatives and progress to stakeholders.
Climate Risk Capacity Building and Training [GRI G4 FS4]
BRI continues to strengthen its capacity in managing climate-related risks through employee
development programs integrated with the Bank’s risk management competency framework. These
initiatives support the strengthening of climate risk governance and help ensure organizational
readiness to address both transition and physical climate risks. The programs focus on enhancing
methodological understanding, strengthening risk analysis capabilities, and promoting the
integration of climate considerations into the Bank’s risk management practices.
One of the key initiatives includes collaboration with external experts to deliver the Climate
Resilience Training: BRI Climate Risk Stress Test (CRST) Methodology under the BRILiaN Specialist
Development Program (BSDP). The program aims to enhance employees’ technical understanding
of the methodologies, assumptions, and procedures used in conducting Climate Risk Stress Tests.
The training involves risk-related units at the Head Office and subsidiaries to ensure consistent
approaches to climate risk management across the BRI Group. BRI also organizes workshops,
discussion forums, and knowledge-sharing sessions during the development and refinement of
sectoral financing policies related to transition risk mitigation. These activities involve business
units, risk management functions, and policy teams at the Head Office to ensure that the resulting
policies are practical, responsive to sector risk dynamics, and aligned with the principles of a just
transition.
As of 2025, a total of 84 employees (43 men and 41 women) have participated in specialized
training and workshops on climate risk. Climate risk awareness is also promoted across the
organization through initiatives such as the Risk Update Webinar, Catchup on ESG, and other
internal programs. During the reporting period, BRI did not undertake specific recruitment programs,
workforce reductions, or workforce redeployments directly related to climate transition or climate
adaptation policies.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 66
Risk Management
Mitigating Physical Climate Risks in Micro and MSME Financing Collateral Climate Risk Management Framework
BRI implements mitigation measures to address physical climate risks, particularly within its Micro Business Continuity Plan (BCP) Implementation
and MSME financing portfolio, by ensuring that collateral in the form of customers’ business
premises is protected through insurance coverage. This approach aims to reduce potential financial
losses arising from extreme climate events such as floods, fires, and other natural disasters that
Risk and Control Risk Management Recording of Operational
may disrupt customers’ business continuity and affect the quality of the Company’s assets. Looking Self-Assessment Adequacy Assessment Risk Losses in the Loss
ahead, the Company plans to further strengthen this protection mechanism by developing more (RCSA) for New Bank Products Event Database (LED)
structured and comprehensive insurance schemes, including expanding coverage for climate-
related risks. This initiative forms part of the Company’s broader efforts to enhance portfolio A qualitative and predictive Risk management BRIʼs Loss Event Database
resilience, maintain performance stability, and ensure that risk management practices remain risk management tool used processes for each (LED) captures data on loss
to identify and measure proposed issuance of New events arising from climate
prudent and sustainable.
risks (including climate Bank Products at BRI are change, covering both financial
change-related risks) implemented with due and non-financial impacts. This
Transition Risk Mitigation in Corporate Financing based on impact and consideration of climate includes actual and potential
likelihood dimensions. change-related issues. losses, corrective actions taken,
Operational Risk Management Process and incident handling.
BRI’s operational risk management process is conducted in accordance with the governance
framework outlined in its operational risk management framework. BRI uses comprehensive risk
management tools that align with both regulatory expectations and global standards. The
measurement and calculation of operational risks are carried out through the following structured Key Risk Indicator Risk Assessment Disaster Threat Risk
activities: (KRI) Monitoring Plan (RAP) Assessment (PRAB)
1 Business Impact Analysis (BIA)
BIA to assess the impact of business activities/processes in the
event of a disruption/disaster
KRIs are quantitative risk
management indicators
that provide early warning
A risk strategy preparation
activity conducted by
Regional Risk Management
BRI implements PRAB as part of
its Business Continuity
Management (BCM) framework
signals of increasing or units, resulting in the to safeguard the safety and
decreasing risk levels identification of key risks, security of financial personnel,
and/or declining control prioritization of work units protect customers, maintain
effectiveness against based on climate other critical operational
2
established thresholds. change-related risks, and interests (disaster management
Determination Strategy Recovery the formulation of risk plan), ensure business and
From the results of the BIA, a Recovery Strategy is determined to control action plans. operational continuity and, most
achieve the predetermined RTO (Recovery Time Objective) target importantly, protect BRIʼs assets,
as well as establish adequate
response mechanisms in the
event of climate change-related
disruptions or natural disasters
3
(business continuity plan).
Development Business Continuity Procedure
Develop BCP procedures to determine structure, format, and
components that need to be included in BCP
4 Socialization and Trials
To ensure that BCP implementation can be carried out properly,
socialization & trial activities must be routinely carried out
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Risk Management
Climate Risk Mitigation in the Company’s Operations
Based on the results of the Climate Change Scenario Analysis (CCSA), BRI implements several
physical climate risk adaptation measures to mitigate potential impacts of climate change. These
measures include:
1. Risk Transfer through Insurance
BRI explores options to transfer climate-related physical risks to insurance providers. This
approach helps reduce the potential financial impact of climate-related damages and losses.
2. Enhanced Risk and Threat Assessment
To protect its operations from physical risks, BRI strengthens its risk and threat assessment
processes, including monitoring weather developments and preparing protective tools and
emergency equipment in anticipation of climate-related disasters. These actions form an
integral part of BRI’s commitment to sustainable business practices and proactive risk
management in addressing climate-related challenges.
3. Asset Reallocation
Assets located in areas with high exposure to physical risks, such as flooding, extreme weather
events, and other climate-related hazards, may be considered for relocation to lower-risk
locations. Any relocation strategy will involve comprehensive risk assessments and feasibility
studies to ensure that the new locations provide a safer environment for the Company’s assets.
Through these adaptation measures, BRI aims to strengthen its resilience to the physical
impacts of climate change and protect its assets from potential damage. These efforts also
support BRI’s broader commitment to sustainable business practices and proactive risk
management in addresing climate-related challenges.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 68
Metrics and Targets
What Gets Measured, Gets Managed [GRI 3-3] [FN-CB-410b.4]
Effective measurement is a fundamental component of continuous improvement. Without BRI is the first company in Indonesia to join the Partnership for Carbon Accounting Financials
quantifying performance, it becomes challenging to assess progress or determine whether targeted (PCAF) and has adopted the PCAF methodology to measure and disclose its financed emissions.
sustainability goals are being achieved. By measuring and managing progress over time, the Bank The PCAF framework, developed in alignment with the Greenhouse Gas Protocol, serves as a global
can make more informed, data-driven decisions. BRI applies a comprehensive emissions standard for accounting and reporting financed emissions, ensuring consistency, transparency,
measurement framework, tracking Scope 1 and Scope 2 emissions as well as Scope 3 emissions. and comparability.Furthermore, BRI adheres to the Science Based Targets initiative (SBTi) coverage
Scope 1 and Scope 2 emissions arise from operational activities, while Scope 3 emissions consist requirements for measuring financed emissions across asset classes, including corporate loans,
primarily of financed emissions resulting from investment and lending activities, which represent power generation project finance, commercial real estate, listed equity, and bonds.
the largest share of BRI’s total greenhouse gas emissions.
Scope 1 & 2 Emissions (Operational Emissions)
BRI's Greenhouse Gas (GHG) emission management strategy refers to ISO 14064 with acalculation
methodology based on the Intergovernmental Panel on Climate Change Guidelines (IPCC) from 2006,
Scope 1 Scope 2 which was updated in 2019. BRI's emission calculations involve branch offices throughout Indonesia,
employing a consolidated approach that takes into account financial and operational controls. The
calculated gas is CO2, with a Global Warming Potential (GWP) value of 1 (CO2 equivalent). BRI has set
492.370 a target to reduce Scope 1 & 2 emissions by 42% by the year 2030, with the goal of achieving Net Zero
486.352 Emission (NZE) in operations by 2050.
470.508
445.140
Selecting a defined point in Measuring greenhouse gas
355.742
360.135
346.353
Calculating emissions Calculating BRIʼs absolute
time for measurement and emissions at the company or Emisi Comparison
attributable to BRI portfolio emissions 2023 2024 2025
330.035
sector mapping project level (dalam tCO₂e) 2024-2025
Decrease
42% Emisi 7,29%
Scope 1 130.610 124.155 115.105
[OJK F.11] [GRI 102-5]
(Decrease)
Emisi 4,71%
355.742 346.353 330.035
132.235
Scope 2
130.610
(Decrease)
124.155
115.105
[OJK F.11] [GRI 102-6]
Total Emisi Scope 1 5,39%
486.352 470.508 445.140
dan Scope 2 (Decrease)
2022 2023 2024 2025 2030 2050
Base Year Short Term
Target
Keterangan:
• Scope 2 emission factors: Directorate General of Electricity, Ministry of Energy and Mineral Resources (DJK-ESDM) in 2019
• Fuel emission factor: Oil and Gas Institute (Lemigas) Energy and Mineral Resources in 2021.
• Other emission sources use emission factors agreed by the IPCC.
• Ozone depleting substances (ODS), biogenic emissions, NOx, SOx, VOC (volatile organic compound gas), PM (particulate matter), and other significant gases
contributing to air emissions have not been considered in this calculation.[GRI 305-1, 305-2, 305-3, 305-5, 305-6, 305-7]
•
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 69
Metrics and Targets
Target Setting Methodology [FN-CB-410b.4] institutions, BRI enhances its ability to support the transition to a low-carbon economy. The following
A key indicator of BRI's dedication to climate change mitigation is its firm commitment to achieving outlines the SDA approach adopted by BRI.
Net Zero Emissions. In 2023, BRI became the first financial institution in Indonesia to commit to Net
Paper & Pulp, Commercial Real Estate, Power Generation, and Power Generation
Zero Emissions by 2050, aligning its targets with the Science Based Targets initiative (SBTi) Target
Project Finance
standards. Further strengthening this commitment, in 2024, BRI became the first financial services
institution in Indonesia to receive validation of its short-term Net Zero Emissions methodology, Base year 2022
setting a 2030 near term target as part of its pathway to achieving carbon neutrality by 2050. BRI Calculating Baseline Measure GHG Calculate financial Calculate Select decarbonization
has established Scope 3 emission reduction targets in accordance with SBTi criteria for Scope 3 Emission Intensity to emissions per loan institution’s share of emission pathway and set an
Portfolio Targets as follows: Establish SDA Targets and investment emissions intensity emissions-based SBTi
• FI-C15 - Requirements for Setting Targets on Investment and Financing Activities
All financial institutions must set targets for their investment and financing activities in Establishment of
accordance with the requirements of FI-C16, regardless of the portion of Scope 3 portfolio Carbon Neutrality Setting targets and reduction pathways based on scenarios below 2°C
emissions measured against total emissions or Scope 1, 2, and 3 emissions of the financial Targets
institution. Financial institutions may choose from applicable methods for setting targets based
on asset classes.
Temperature Rating Method (TRA)
• FI-C16 - Portfolio Target Coverage
In addition to the sector-specific SDA, BRI employs the Temperature Rating Method (TRA) to set
Financial institutions must set targets for all “Required Activities” in the Required Activities and
emission reduction targets within its corporate financing portfolio. The TRA evaluates the extent to
Methods Table, adhering to the minimum coverage requirements.
which companies have adopted carbon reduction targets that align with scientifically global
warming threshold. The TRA assigns a temperature rating, linking carbon emission reduction
As part of its sustainable business strategy, BRI has developed a methodology for setting emission
targets to projected global temperature rise, providing an intuitive perspective on the impact of a
reduction targets, considering the following key factors:
company’s strategy on climate change. A higher emission reduction target results in a lower
• Contribution to greenhouse gas emissions
temperature score, which in turn reduces the temperature rating of BRI’s asset portfolio. Using this
BRI uses internationally recognized methodologies, including the Greenhouse Gas Protocol, to
methodology, BRI formulates greenhouse gas emission reduction targets based on scientific
measure and quantify emissions.
benchmark:
• Emissions reduction strategies
BRI formulates various strategies to reduce emissions, both directly and indirectly.
• Alignment with National and global climate goals
BRI ensures its targets are aligned with national and international emission reduction
commitments, including Indonesia’s Nationally Determined Contributions (NDC) and the Paris 1 2 3
Agreement.
By integrating these factors, BRI measures and sets carbon emission reduction targets using the Target Protocol Company-Level Portfolio-Level
SBTi methodology, specifically applying the Sectoral Decarbonization Approach (SDA) and Mapping Protocol Protocol
Temperature Ratings Approach (TRA). Mapping target ambition Identifying, screening, and Aggregating multiple
levels to temperature aggregating target values company-level scores into
Sectoral Decarbonization Approach (SDA) outcome from multiple scores into a a single portfolio score
single company-level score
BRI establishes emission reduction targets for each industry sector based on the Sectoral
Decarbonization Approach (SDA), a methodology that prioritizes carbon intensity as a key metric in
setting reduction goals. The effectiveness of this approach is reflected in the differing contributions
of economic sectors to greenhouse gas emissions, resulting in varying timelines for achieving Net To establish greenhouse gas (GHG) emission reduction targets using the TRA Methodology, BRI
Zero Emissions across sectors. A comprehensive understanding of sector-specific emission categorizes sectors within its loan, bond, and listed equity portfolios and sets carbon reduction
sources enables BRI to develop targeted and efficient mitigation solutions. This strategic approach targets based on their respective temperature ratings. BRI is committed to progressively lowering
ensures that emission reduction efforts are both impactful and feasible, allowing BRI to contribute the temperature score of its portfolio, aligning with its 2040 climate targets. BRI aims to achieve a
meaningfully to global climate action. By aligning its strategies with the SBTi guidelines for financial temperature rating of 1.75°C for Scope 1 & 2 emissions and 2.0°C for Scope 1, 2, and 3 emissions.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 70
Metrics and Targets
Our Achievement
Metrics and Targets (Sectoral Emission Reduction Targets and
Pathways Based on SDA) [FN-CB-410b.1] [FN-CB-410b.2]
Calculation of the Sectoral
Decarbonization Approach (SDA)
[FN-CB-410b.1] [FN-CB-410b.2]
As part of its commitment to achieving
Net-Zero Emissions by 2050, BRI has
Power Generation Power Generation Project Finance
metric tons CO₂e per MWh of electricity and heat generated metric tons CO₂e per MWh of electricity and heat generated
conducted carbon intensity assessments
of its financed emissions, establishing
sector-specific targets and
0.548
decarbonization pathways. Using 2022
as the base year, BRI has set clear 0.545 0.858
0.530 0.846
reduction targets for key industrial 0.491 0.833
0.324 0.816
sectors, including pulp and paper, 0.485
0.104 0.158
commercial real estate, power generation,
0 0
and power generation project finance.
2022 2023 2024 2025 2030 2040 2050 2022 2023 2024 2025 2030 2040 2050
Overall, in 2025, there was a decline in Target (Reduction) Target (Reduction) Target (Reduction) Target (Reduction)
emission intensity across the sectors
financed by BRI compared to 2024. This
reduction was driven by BRI's efforts to
expand its renewable energy portfolio.
However there was a slight increase in Paper and Pulp Commercial Real Estate
pulp & paper emission intensity due to the metric tons CO₂e per metric ton of paper and pulp produced metric tons CO₂e per m²
fact majority of our customer in the pulp &
paper sector rebased their emissions
following methodological enhancements 1.075 0.123
1.029 1.069
and successfully obtained Science Based 0.959 0.117
Targets initiative (SBTi) validation of their 0.101
0.099
targets in 2025. BRI believe this milestone 0.720 0.066
demonstrates stronger alignment with 0.305 0.024
science-based decarbonization pathways 0 0
and supports the long-term sustainable
2022 2023 2024 2025 2030 2040 2050 2022 2023 2024 2025 2030 2040 2050
target and credibility of our financed Target (Reduction) Target (Reduction) Target (Reduction) Target (Reduction)
emission.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 71
Metrics and Targets
Calculation of Temperature Ratings Method (TRA) [FN-CB-410b.1] [FN-CB-410b.3]
in setting emissions reduction targets for portfolio segments that do not follow the Sectoral Decarbonization Approach (SDA), BRI applies the Temperature Ratings Methodology (TRA) to assess the alignment
of its portfolio with global decarbonization pathways. In 2025, the loan portfolio showed a decline in temperature ratings compared with 2024, reflecting improved alignment with the low-carbon transition
pathway. Meanwhile, the bond and equity portfolios recorded an increase in temperature ratings across Scope 1, Scope 2, and Scope 3. This change was influenced by portfolio composition and variations
in the coverage of emissions reduction targets among entities within the portfolio, particularly where indirect emissions across the value chain are not yet fully included. As a result, these factors also affected
the aggregated measurement results for Scope 1, Scope 2, and Scope 3.
Going forward, BRI will continue to strengthen its efforts to reduce portfolio emissions by increasing financing for the renewable energy sector and actively engaging with borrowers to encourage the adoption
of lower-emission business practices. BRI also regularly monitors and evaluates the portfolio’s temperature ratings to ensure alignment with its Net Zero Emissions target and evolving international best
practices.
Scope 1 & 2 Scope 1, 2 & 3
°C (degrees Celcius) °C (degrees Celcius)
Loan Portfolio
3.5 3.5
3.16 3.14 3.18 3.18 3.16 3.11
3.09 3.00
3 3 2.85
2.77
2.5 2.5
2.00
2 1.75 2
1.5 1.5
1 1
0.5 0.5
2022 2023 2024 2025 2027 2040 2022 2023 2024 2025 2027 2040
Scope 1 & 2 Scope 1, 2 & 3
°C (degrees Celcius) °C (degrees Celcius)
Bond and Listed
Equity Portfolio
3.5 3.5
3.11 3.09 3.19 3.18 3.11
2.97 2.92 3.01
3 3
2.73 2.86
2.5 2.5
2 1.75 2 2.00
1.5 1.5
1 1
0.5 0.5
2022 2023 2024 2025 2027 2040 2022 2023 2024 2025 2027 2040
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 72
Metrics and Targets
Internal Carbon Pricing
BRI implements an Internal Carbon Pricing (ICP) mechanism using a shadow price approach to
strengthen risk management and internalize the financial impact of greenhouse gas (GHG)
emissions. The ICP is a voluntary mechanism that assigns a notional monetary value to each ton of
GHG emissions related to Scopes 1, 2, and 3. It enables BRI to assess the financial implications of
emissions (risks and opportunities) in both strategic and operational decisions.
BRI's internal carbon pricing is guided by scenarios provided by the Network for Greening the
Financial System (NGFS). These scenarios outline a range of carbon prices, from IDR 1,406,023 to
IDR 170,127,545 per ton of CO₂e (USD equivalent based on an exchange rate of IDR 16,685.91 per
USD).
The internal carbon price is applied across multiple functions. It informs project and investment
evaluations, ensuring that long-term carbon risks are incorporated into business case reviews. It
also promotes operational and energy efficiency by identifying emissions-intensive activities. At
a strategic level, the ICP guides low-carbon decision-making, supports transition planning, and
aligns internal practices with emerging regulatory and climate-related expectations.
A key application of BRI's internal carbon pricing is in its Climate Risk Stress Testing (CRST)
framework. As a financial institution, BRI recognizes that the most significant exposure to climate-
related transition risks arises from the businesses it finances. By incorporating carbon prices into
CRST assessment enables BRI to evaluate how policy changes may affect the financial performance
and creditworthiness of borrowers, allowing BRI to evaluate transition risks in its lending portfolio
and inform strategic decision-making.
Through this approach, BRI ensures that carbon-related risks and opportunities are systematically
embedded into operational efficiency, project evaluations, strategic planning, and credit decision-
making, reinforcing its commitment to sustainable banking practices.
Carbon Credits [GRI 102-10]
BRI views carbon offsetting as a complementary instrument within its Net Zero strategy, applied with
caution and not as a substitute for primary emissions reduction efforts across operational activities
and financing portfolios. Within this framework, carbon offsets are positioned as contributions
beyond BRI’s core value chain and as a limited mechanism to address residual emissions during the
later stages of target achievement. Offsets are recorded and disclosed transparently and are not
used as the basis for net zero claims prior to the designated target year.
In implementation, BRI refers to regulatory provisions and international standards in the selection of
carbon projects and credits, including participation in the domestic carbon market. This approach
emphasizes the quality, integrity, and measurable environmental and social benefits of supported
projects. Through this disciplined approach, BRI reinforces the credibility of its Net Zero commitment
while contributing to an inclusive and sustainable transition toward a low-carbon economy.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 73
Metrics and Targets
Sustainable Portfolio Environmentally Sustainable Business Activities (KUBL)
To accelerate the transformation of its portfolio toward low-carbon financing, BRI continues to expand its Environmentally Sustainable Business Activities (KUBL) represent financing extended to
green portfolio through sustainable financing activities, including green lending and investments in sectors or business activities that contribute positively to environmental protection and
sustainable bond instruments. support climate change mitigation and adaptation efforts. These activities include priority
sectors such as renewable energy, energy efficiency, sustainable natural resource
Responsible Asset Under Management management, and other sectors that contribute to the transition toward a low-carbon
Responsible Asset Under Management (Responsible AUM) represents the total assets managed by BRI economy. During the reporting period, BRI’s total sustainable financing reached IDR 811.9
where ESG considerations are integrated into financing and investment decision-making processes. These trillion, exceeding the target of IDR 800 trillion and aligning with the performance targets set
assets include financing provided to environmentally sustainable activities as well as investments aligned under the Bank’s Collective KPI framework. Of this amount, IDR 93.2 trillion represents green
with ESG principles. Monitoring Responsible AUM enables BRI to assess the extent to which its managed financing allocated to various activities that support environmental sustainability. This
assets contribute to the transition toward a low-carbon economy. During the reporting period, BRI’s achievement also includes the implementation of Sustainability-Linked Loans (SLL) in 2025,
Responsible Asset Under Management reached IDR 98.46 trillion, consisting of financing for Environmentally extended to borrowers in sectors such as energy efficiency and green buildings, where
Sustainable Business Activities (Kegiatan Usaha Berwawasan Lingkungan – KUBL) and Sustainable financing terms are linked to the achievement of predefined sustainability performance
Investment instruments. targets.
Responsible Asset Under Management
Sustainable Finance Activities
Sustainable Investment
IDR
Rp 98.46 Trillion
785,22 Triliun In addition to financing activities, BRI also supports the development of its sustainable
64,58%
7.27% of BRIʼs total loans and corporate bond investments portfolio through Sustainable Investment, which includes investments in financial instruments
dari total kredit BRI
aligned with ESG principles. These investments include sustainable bond instruments such
Environmentally Sustainable
Sektor Hijau (Green Loan) Business Activities (KUBL) Sustainable Investment
Sektor Sosial (Social Loan) as green bonds, social bonds, and sustainability bonds. During the reporting period, the total
Rp 86,56 Triliun UMKM
value of BRI’s Sustainable Investment amounted to IDR 5.26 trillion, contributing to the
IDR 93.20 Trillion
7,12% IDR 5.26 Trillion
Rp 698,66 Triliun
dari total kredit BRI
6.94% of BRIʼs total loans 45.01% of BRIʼs total corporate bond investments
financing of projects that generate positive environmental and social impacts.
Renewable
Energi Energy
Terbarukan Environmentally
Transportasi
Ramah Lingkungan Eco-efficient
Eco-efficient Products
Products Energy Efficiency Green Bond Social Bond
Friendly Transportation
IDR 6.85Triliun
Rp 6,34 Trillion IDRp3.38
3,61 Trillion
Triliun IDR 5.64Triliun
Rp 8,07 Trillion IDR 8.07 Trillion IDR 0.51 Trillion IDR 0.99 Trillion
Sustainable
Pengelolaan Management
Sumber Daya of &
Alam Hayati Living Natural Resources
Bangunan Green Buildings Other Bonds
Sustainability Bond
Penggunaan Lahan Berkelanjutan
and Land Use Berwawasan Lingkungan
IDR 61.64 Trillion Rp 0,29 Triliun
Rp 6,34 Triliun IDR 0.71 Trillion IDR 1.11 Trillion IDR 2.65 Trillion
Other Environmentally
Kegiatan Friendly Business Activities
Usaha Berwawasan Pollution Prevention and Control
Pencegahan & Pengendalian Polusi
Lingkungan Lainnya
Rp 3,06IDR 11.96 Trillion
Triliun Rp 0,51 Triliun IDR 0.50 Trillion
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 74
Metrics and Targets
Sustainable-Related Funding 1.64 times. Similar to the previous issuance, this bond was structured into three series: Series A
To strengthen the implementation of ESG principles in its funding activities, BRI also actively (370 days) with a coupon rate of 6.15%, Series B (2 years) with a coupon rate of 6.25%, and Series
develops sustainability-related funding through the issuance of sustainable financing instruments. C (3 years) with a coupon rate of 6.25%.
These include instruments such as green bonds, sustainability bonds, and loan facilities linked to
sustainability objectives. Through these issuances, BRI not only expands funding sources that
Green Bonds Listing Maturity Value Coupon
support sustainable financing activities but also contributes to the development of the sustainable
finance market. During the reporting period, BRI raised a total of IDR 34.79 trillion in sustainability- Phase I Series A* July 21, 2022 July 30, 2023 IDR 2.50 Trillion 3.70%
related funding from various ESG-based bond and loan instruments.
Phase I Series B* July 21, 2022 July 20, 2025 IDR 2.00 Trillion 5.75%
ESG-based Wholesale Funding
Phase I Series C July 21, 2022 July 20, 2027 IDR 0.50 Trillion 6.45%
IDR 34.79 Trillion
76.25% of total wholesale funding October 22,
Phase II Series A* October 13, 2023 IDR 1.35 Trillion 6.10%
2024
Phase II Series B* October 13, 2023 October 12, 2025 IDR 4.15 Trillion 6.35%
Green Bonds Social Bonds Inclusive-Based Securities
Phase II Series C October 13, 2023 October 12, 2026 IDR 0.50 Trillion 6.30%
IDR 2.26 Trillion IDR 5 Trillion IDR 0.5 Trillion
Phase III Series A* March 20, 2024 March 30, 2025 IDR 1.23 Trillion 6.15%
6.50% of ESG-based wholesale funding 14.37% of ESG-based wholesale funding 1.44% of ESG-based wholesale funding
Phase III Series B March 20, 2024 March 20, 2026 IDR 0.88 Trillion 6.25%
ESG-Based Repo Sustainability-Linked Loan Social Loan
Phase III Series C March 20, 2024 March 20, 2027 IDR 0.38 Trillion 6.25%
IDR 5.35 Trillion IDR 8.34 Trillion IDR 13.34 Trillion
15.37% of ESG-based wholesale funding 23.97% of ESG-based wholesale funding 38.35% of ESG-based wholesale funding *)Matured
Sustainability-linked Loan
On August 30, 2022, BRI successfully secured a syndicated loan in the form of SLL from a
Green Bond BRI consortium of domestic and international banks amounting to one billion United States Dollars (USD
BRI has demonstrated its commitment to sustainable finance by issuing green bonds in compliance 1,000,000,000). The facility was facilitated by PT Bank HSBC Indonesia as the Facility Agent and
with POJK No. 60/POJK.04/2017 on the Issuance and Requirements for Environmentally Conscious coordinated by UOB. The loan withdrawals were executed in three tranches, each with distinct
Debt Securities (Green Bond) and in accordance with the BRI Green Bond Framework. The allocation terms and maturities:
of proceeds follows a structured approach, with a minimum of 70% dedicated to financing 1. Facility A: A total of USD 200,000,000, fully disbursed from 10 (ten) banks, with a Compound
Environmentally Sustainable General Activities (KUBL) and up to 30% allocated for other general SOFR interest rate and a 12 (twelve) month loan term starting from September 15, 2022, maturing
activities, including micro-sector, healthcare, and social initiatives. BRI conducts a rigorous on September 15, 2023.
selection and evaluation process, reinforcing its commitment to environmentally and socially 2. Facility B: A total of USD 300,000,000, fully disbursed from 9 (nine) banks, with a Compound
responsible financing. In 2022, BRI issued its Phase I Green Bond with a total issuance value of IDR SOFR interest rate and a 36 (thirty-six) month loan term starting from September 15, 2022,
5 trillion, receiving an oversubscription rate of 4.4 times. Building on this success, in 2023, BRI maturing on September 15, 2025.
launched the Phase II Green Bond, raising IDR 6 trillion, with an oversubscription rate of 2.63 times. 3. Facility C: A total of USD 500,000,000, fully disbursed from 11 (eleven) banks, with a Compound
This issuance was divided into three series: Series A (370 days) with a coupon rate of 6.10%, Series SOFR interest rate and a 48 (forty-eight) month loan term starting from September 15, 2022,
B (2 years) with a coupon rate of 6.35%, and Series C (3 years) with a coupon rate of 6.30%. In maturing on September 15, 2026.
2024, BRI issued the Phase III Green Bond, raising IDR 2.5 trillion, with an oversubscription rate of
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2025 Sustainability Report
Introduction
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Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 75
Metrics and Targets
Inclusivity-based Securities
BRI has successfully raised funds aligned with environmental, social, and governance (ESG)
principles through the issuance of inclusivity-based securities (Inclusivity-based Securities). The
proceeds from these securities are allocated to finance small and medium-sized enterprises
(SMEs), corporate SMEs, and low-income communities.
BRI Subordinated Bond IV 2023
In July 2023, BRI issued Subordinated Bond IV as part of its strategy to meet supplementary capital
requirements while reinforcing its vision of becoming the Champion of Financial Inclusion. The
proceeds from this issuance were fully allocated to inclusive financing, in alignment with Bank
Indonesia Regulation No. 23/13/PBI/2021.
BRI issued Subordinated Bond IV with total issuance value of IDR 500 billion, recording an
oversubscription rate of 1.77 times. The bond has a 5-year tenor with a coupon rate of 6.45%.
Subordinated Bonds BRI Coupon
Recording Date Due Date Value
IV 2023
Seri A July 6, 2023 July 6, 2028 IDR 500 Billion 6.45%
Social Loan
On June 27, 2024, BRI successfully secured a Social Loan with a total facility of USD 800 million.
The proceeds from this loan are allocated to finance or refinance, either in whole or in part, Social
Projects in accordance with the established framework.
Social Bond 2025
BRI became Indonesia’s first bank to issue a social bond. In 2025, BRI issued Sustainable Social
Bond I Phase I-2025 with a total value of Rp 5 trillion. The issuance forms part of the Sustainable
Public Offering I program, which targets total fundraising of Rp 20 trillion. The issuance recorded
an oversubscription of Rp 6.57 trillion, or 1.31 times the initial target.
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2025 Sustainability Report
Introduction
Climate-related
Climate-related
Disclosure
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 76
Metrics and Targets
BRI Green Initiative Zero Waste to Landfill [F.5] [F.13] [F.14] [F.15] [GRI 3-3] [GRI 306-1] [GRI 306-2]
The Zero-Waste to Landfill Program is an integral component of BRI's waste management and
In addition to its climate change mitigation and adaptation efforts, BRI has implemented a range of monitoring system, covering a comprehensive range of activities, including waste sorting, disposal,
green initiatives in collaboration with stakeholders to reduce the impacts of climate change. These collection, transportation, and processing. Designed for implementation across all BRI workplaces,
initiatives include energy and water conservation, emission reduction from banking products and the program aims to achieve emission avoidance.
services, sustainable asset management, waste management, responsible consumption practices,
and reforestation activities. BRI's commitment to environmental sustainability has been widely This initiative serves as an effective waste management model for office settings, focusing on
recognized and appreciated by stakeholders. Notably, in 2025, BRI did not receive any complaints minimizing waste generation and accumulation within BRI premises. Waste produced is reused or
related to environmental management. [F.16] recycled, ensuring that no waste is sent to landfills (TPA) or contributes to environmental pollution.
This effort aligns with BRI's broader sustainability commitments and its goal of reducing
Environmental Greening Program [F.12] environmental impact. [B-3]
As part of its commitment to environmental conservation and community empowerment, BRI has
initiated various greening programs that involve community participation. These initiatives are In 2025, BRI successfully recycled 740,011 kg of waste, contributing to potential emissions
implemented through two main programs: Grow & Green and BRI Menanam. avoidance of 746,404 kg CO₂e. Furthermore, BRI actively promotes various waste reduction
initiatives, such as encouraging employees to use personal dining and drinking utensils, significantly
The Grow & Green program is part of BRI’s Corporate Social and Environmental Responsibility reducing plastic waste from food and beverage packaging. Throughout the reporting period, no
(TJSL) initiative under the environmental pillar, focusing on ecosystem restoration and conservation hazardous or special waste (B3) was generated, and no waste spills or leakages occurred. [F.15] [F.12]
[B.3]
in both terrestrial and coastal areas. One of its key activities is mangrove restoration. As of 2025,
the program has supported the planting of 65,300 mangrove trees, with an estimated carbon
emission reduction potential of approximately 43.43 tCO₂e per year. Meanwhile, the BRI Menanam
program involves various stakeholders, particularly microfinance clients such as recipients of
Kredit Usaha Rakyat (KUR), Mekaar clients, and the Desa BRILiaN community. Participants plant
and maintain seedlings distributed by BRI. The species provided are plants that have both high
carbon absorption capacity and economic value, such as avocado, durian, and mango trees. As of
2025, the program has distributed 996,627 tree seedlings to microfinance clients and communities
in Desa BRILiaN, with an estimated carbon sequestration potential of 3,384.10 tCO₂e.
Through these initiatives, BRI contributes not only to climate change mitigation and adaptation by
increasing carbon sequestration, but also to improving community welfare through the cultivation
of productive, economically valuable crops. The program is managed through collaboration
between BRI’s corporate social responsibility function and its microfinance development initiatives
as part of the Bank’s broader commitment to sustainable development..
Planted Absorbing
1,061,927 3,427.53
trees tCO₂e emissions
Equivalent to 1,459,953 liters of fuel
Equivalent to the annual emissions of 725 vehicles
Equivalent to the annual electricity consumption of 648 households
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 77
Metrics and Targets
Emission Avoidance from Products and Services [F.12] Through the BRI Green Network, BRI continued to strengthen sustainable operational practices
One of BRI's key emission avoidance initiatives involves encouraging customers to maximize the while contributing to the transition toward a low-carbon economy in Indonesia.
use of digital platforms, thereby reducing the carbon footprint associated with travel, transportation,
and other activities required for in-person transactions at branch offices or ATMs. By analyzing Energy Use [F.6] [F.7] [GRI 302-1] [GRI 302-2] [GRI 302-3] [GRI 302-4]
transaction behaviors across branch offices and digital platforms, and aligning with the ISO 14064 BRI operates in the absence of specific regulations governing energy use for commercial banks.
methodology on Greenhouse Gases, BRI can estimate the amount of emissions avoided through the However, the bank has proactively implemented various measures to reduce energy consumption
increased adoption of digital banking solutions: across its operations. These efforts are aimed at enhancing efficiency, supporting environmental
sustainability, and minimizing Scope 1 and Scope 2 emissions to the greatest extent possible.[GRI 3-3]
BRI conducted an energy assessment at its Headquarters and designated 2022 as the baseline
Frequency (in Energy Savings Emission Avoidance
Type of Service year for its energy reduction plan. Several measures have been implemented, including improving
thousand) (MJ) (kgCO2e)
electricity efficiency, promoting an energy-saving workplace culture, adopting technologies such
BRImo 5,619,905 13,600,826 939,001 as LED lighting and optimizing the use of office elevators, reducing fuel consumption through
Merchant BRI 651,376 1,713,620 118,308 vehicle age limits and routine maintenance, and gradually replacing operational vehicles with
electric vehicles.
Qlola 16,715 43,973 3,036
BRILink 1,186,209 3,120,642 215,449 The total energy consumed in 2025 amounted to 2,622,589,522 MJ, derived from electricity use
Data collection was carried out through the distribution of digital questionnaires to customers, aiming to gather comprehensive and vehicle fuel consumption. Electricity is supplied entirely by PT PLN (Persero), while operational
insights into customer demographics, the average distance to BRI ATMs or branch offices, the types of vehicles used, the fuel vehicles utilize a combination of fossil fuel and electricity. As PT PLN (Persero) has not yet provided
efficiency of the most commonly used vehicles, and the utilization of smartphones for daily transactions. specific details on the energy mix used for electricity production, this report does not present
consolidated data on energy consumption from renewable versus non-renewable energy sources..
[GRI 302-1]
Implementation of the BRI Green Network [F.12]
Description Unit 2023 2024 2025
BRI continued to strengthen its commitment to reducing operational emissions through the
development of an integrated initiative known as the BRI Green Network. This initiative reflects the Fuel Consumption Liters 42,927,942 42,521,434 37,968,046
Bank’s efforts to systematically reduce Scope 1 and Scope 2 emissions through the utilization of
Electricity Consumption kWh 403,192,231 383,878,408 365,472,236
low-carbon technologies, improved energy efficiency, and the implementation of sustainable
infrastructure across BRI’s operational network throughout Indonesia. Fuel Consumption Rp 526,974,322,479 483,403,295,406 430,787,417,822
Electricity Consumption Rp 574,118,412,662 555,530,945,998 529,576,077,817
As part of this initiative, BRI gradually transitioned its operational fleet to more environmentally
Total Energy Consumed MJ 2,919,627,648 2,848,795,079 2,622,589,522
friendly vehicles. As of 2025, BRI operated 930 environmentally friendly vehicles consisting of
hybrid cars, electric cars, and electric motorcycles. The use of these vehicles contributed to MJ (YoY) 155,330,032 70,832,569 226,205,557
Energy Savings
reducing fuel consumption and lowering direct emissions generated from the Bank’s operational % (YoY) 5.05 2.43 7.94
activities. At the same time, BRI also promoted the utilization of renewable energy within its office
Energy Intensity per Office MJ/office/year 376,483 376,426 355,509
environments. By the end of 2025, BRI had installed solar panels at 152 branch offices located
across various regions in Indonesia. This initiative supported an increased share of clean energy in MJ/employee/
Energy Intensity per Employee 24,271 23,620 20,880
the Bank’s operational electricity consumption while also improving energy efficiency across BRI’s year
office network. In addition, BRI continued to develop sustainable office infrastructure through the
implementation of green building standards. As of 2025, two BRI office buildings had obtained Energy calculations and conversion factors are based on the IPCC (1998) methodology, which has
green building certification from the Green Building Council Indonesia (GBCI) with a Gold rating: been adopted by the Government of Indonesia through the Greenhouse Gas (GHG) Emission
Menara BRIlian Jakarta and Menara BRIlian Medan. This reflects the Bank’s commitment to energy Inventory Guidelines for the Energy Sector issued by the Ministry of Energy and Mineral Resources
efficiency, responsible resource management, and environmentally friendly building design. (2020). BRI has begun recording energy consumption across all divisions to improve the
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Metrics and Targets
transparency and accuracy of the Bank’s energy data. In addition, BRI has implemented several 11. BRIMEN (BRI Document Management System): An electronic credit document storage system
behavioral and operational initiatives, including the use of digital technologies to manage energy that centralizes and standardizes document management for improved efficiency and
efficiency and intensity. These efforts reduced total energy consumption across the organization accessibility; and
by 226,205,557 MJ, or 7.94%, in 2025 compared to the previous year. This reduction also lowered 12. BRImo: BRI's mobile banking super app, providing customers with access to banking products
energy intensity by 20,917 MJ per office per year and 2,740 MJ per employee per year. and services anytime and anywhere.
[GRI 302-4] [GRI 302-5]]
Through these digitization initiatives, BRI has successfully reduced paper consumption in its
Water Usage[F.8] operations. Based on the 2025 financial statements, paper consumption per employee declined by
BRI does not monitor liquid waste within its business processes, as its operations do not generate 16.38%.
significant liquid waste, nor is waste management a core aspect of its business activities. In 2025,
BRI recorded a water use intensity of 16.27 m³ per employee (including outsourced workers) at its Minimizing Electronic Waste [F.12] [GRI 306-2]
Head Office. This represents an increase of 4.27% compared to 2024, when water use intensity To ensure sustainable consumption and production patterns by minimizing electronic waste, BRI
stood at 16.25 m³ per employee. utilizes digital data erasure technology for the decommissioning of information technology assets.
This technology enables BRI to securely decommission IT devices containing physical data storage
Paperless Campaign [F.5] [GRI 306-2] media, such as computers, laptops, servers, automated teller machines (ATMs), and other similar
BRI's digitalization initiatives have enhanced efficiency in terms of time, cost, and paper usage, equipment. The data on these devices is erased digitally and securely to prevent data breaches,
while also providing customers with seamless access to banking services anytime and anywhere. ensuring that the equipment remains in like-new condition and has the potential for reuse by third
Below are some of the paperless applications implemented by BRI: parties, such as through auctions or social assistance programs.
1. E-Tax: A tax reporting application for customers, making BRI the first banking institution in Types of Electronic Waste
Indonesia to adopt such a solution;
2. E-Form: A digital service application that replaces paper-based processes for front-line
employees across BRI work units; PC 2,396
3. E-Statement: A service that provides account information to customers via their registered
Total Electronic Waste Total Emissions Avoided
email addresses;
Server 1,105
4. New Account Swap: Enables customers to link loan and checking products without requiring
separate accounts; 8 511
5. Paperless ATMs: ATMs that do not print transaction receipts, significantly reducing paper usage ATM 274 Tons Tonnes CO2
Emmisions
in banking transactions;
6. BRISPOT: An Android-based, internet-connected application that facilitates quick and paperless
microloan approvals; Laptop 175
7. BRILiaN Apps:: An internal platform featuring e-office functionalities for online correspondence
and HR-related activities;
8. BRISMART: An online learning management system that supports internal training and
professional development;
9. BRIOPRA (BRI Digital Operation Risk Management Information System): A comprehensive risk
identification and management platform with modules for Risk and Control Self-Assessment
(RCSA), Key Risk Indicators (KRI), Incident Management (IM), MR Forums, and Maturity
Management;
10. BRISIM (BRI Digital Management Information System): A web-based data and information
monitoring platform accessible via mobile devices, allowing employees to track their
performance remotely;
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 79
Sustainability Related
Disclosure
Inclusive Finance 80 Privacy and Data Security 112 Business Ethics 126
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Inclusive Finance
The Four Pillars of the IFRS Sustainability Disclosure Standards
Governance Strategy Risk Management Metrics and Targets
BRI’s Commitment to Financial Inclusion and Financial Risk and Opportunities Identification Inclusive Finance Risk Management Metrics for Inclusive Finance
Literacy
Strategy to Address Risk and Capture Inclusive Banking with a Focus on Social Impact of Microloans
Global and National Agendas Underpinning BRI’s Opportunities Capability and Protection
Commitment
SDGs-linked Revenues
Governance Structure for Inclusive Finance and Financial Inclusion As A Strategic Consumer Financial Protection
Customer Excellence Response
Executive Management and Committee-Level Financial Literacy
Oversight
Internal Policy & Regulation
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Governance
BRI’s materiality assessment identifies Inclusive Finance and Consumer Financial Protection as two activities, business growth, and income generation for low-income households, disadvantaged
distinct yet closely interconnected material topics. Expanding access to financial services without groups, and micro, small, and medium-sized enterprises.
responsible practices, adequate customer understanding, and appropriate safeguards may expose • Engaging in partnerships with external stakeholders, including government institutions, state-
the Bank to financial, regulatory, and reputational risks, while limiting the long-term impact of owned enterprises, community organizations, and ecosystem partners, to expand reach,
inclusive finance initiatives. strengthen distribution, and support the development of an inclusive finance ecosystem.
From BRI’s perspective, Inclusive Finance and Consumer Financial Protection cannot be managed Commitment to Financial Literacy & Consumer Financial Protection
in isolation. Expanding financial access must be accompanied by responsible financial practices, Strengthening customer capability while ensuring fair treatment, transparency, and responsible
sufficient customer awareness, and effective protection mechanisms to ensure that financial financial practices
services are utilized appropriately and sustainably across customer segments. In this context, BRI
presents these topics through two interconnected management lenses: BRI recognizes that financial inclusion must be supported by adequate customer understanding
• Inclusive Finance, which focuses on expanding access to financial services and increasing the and capability, as well as strong consumer protection safeguards, to ensure the responsible and
availability of financial products and services for various segments of society, particularly effective use of financial services. In this context, BRI is committed to strengthening financial
underserved and underbanked communities; and literacy as an enabler of sustainable inclusion while embedding consumer financial protection
• Consumer Financial Protection, which focuses on safeguarding customer rights, ensuring principles across its product offerings, sales practices, and service delivery. This commitment aims
transparency and fair treatment, and strengthening customer capability through financial to ensure that the expansion of access to financial services is accompanied by responsible financial
literacy. behavior and adequate protection measures to prevent risks such as customer over-indebtedness,
financial mismanagement, and the misuse of financial products. As part of this commitment, BRI
This integrated approach is operationalized through BRI’s commitment across three interconnected also ensures that financial products and services are designed, offered, and delivered responsibly,
pillars: Financial Inclusion, Financial Literacy, and Consumer Financial Protection, which together taking into account customers’ needs, financial capacity, and level of understanding, thereby
support responsible financial intermediation, inclusive economic participation, and long-term value supporting long-term financial well-being.
creation.
This commitment applies to all customer segments with diverse financial needs, capabilities, life
BRI’s Commitment to Financial Inclusion and Financial Literacy stages, and levels of business maturity, including micro-entrepreneurs, women, youth, low-income
individuals, and customers in underserved areas. Particular attention is given to unbanked,
Commitment to Financial Inclusion underbanked, and underserved groups to ensure that broader access to financial services is
Expanding equitable access to financial services and inclusive financing solutions accompanied by transparency, fairness, and responsible conduct throughout the customer
lifecycle. This commitment is demonstrated through:
BRI is committed to expanding access to financial services and financing solutions for underserved • Targeted financial education and capacity-building programs, including non-financial support
and targeted groups, including micro and small business actors, low-income households, rural such as business mentoring, financial planning, and digital literacy, designed for individuals
communities, women, youth, older persons, migrant workers, and other disadvantaged groups. from vulnerable and low-income groups as well as MSME actors, to support more informed
This commitment is demonstrated through: financial decision-making in line with customers’ needs and economic activities.
• Partnerships with financial education organizations, educational institutions, and community-
• Innovating and expanding financial products and services tailored to underserved and targeted based organizations, to deliver structured, accessible, and targeted financial literacy initiatives
groups, informed by market research and customer feedback to ensure relevance, affordability, with measurable outreach and impact.
and accessibility. • Customer-facing employee training and capacity building, equipping frontline staff and
• Tailoring delivery channels and points of access to diverse customer needs and geographic relationship managers with the knowledge and skills required to support responsible customer
conditions, including physical branch networks, branchless and agent-based models, and engagement and provide appropriate financial guidance across customer segments.
digital banking platforms. • Fair and responsible marketing and sales practices, ensuring that product information and
• Providing microfinance and inclusive financing solutions that support productive economic customer communication are transparent, accurate, and aligned with customer profiles and
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Governance
capabilities. but as an integrated approach that combines expanded access, strengthened financial capability,
• Responsible and ethical lending practices, encompassing affordability and suitability and responsible customer protection. By embedding these principles within its core banking
assessments, responsible loan modification options, and ethical debt collection approaches activities, BRI seeks to support meaningful economic participation and contribute to sustainable
that respect customer dignity and comply with applicable regulations. development outcomes across customer segments and communities. This global alignment further
• Accessible and effective complaint handling mechanisms, enabling customers to raise concerns informs how BRI structures its governance, policies, and oversight mechanisms to deliver its
and obtain resolution in a timely and transparent manner. commitment in a consistent and accountable manner.
• Employee training and conduct standards, designed to prevent aggressive sales practices and
promote respectful, ethical customer engagement. National Development Agenda
At the national level, BRI’s commitment is anchored in Indonesia’s development agenda, which
BRI’s commitment to financial inclusion, financial literacy, and consumer financial protection is places financial inclusion and financial literacy as a strategic priority for economic resilience and
embedded within its core business strategy and supported by clear accountability at senior social equity. This agenda is formalised through the National Strategy for Financial Inclusion
management and Board levels. (Strategi Nasional Keuangan Inklusif – SNKI), established under Presidential Regulation No.
114/2020. The SNKI defines the national direction, priority pillars, and target groups for advancing
Global and National Agendas Underpinning BRI’s Commitment financial inclusion across Indonesia. Priority target groups under the SNKI include, among others:
micro and small business actors, low-income individuals and households, communities in rural,
BRI’s commitment to Inclusive Finance, Financial Literacy, and Consumer Financial Protection is remote, and underserved areas, women, older persons, young people, and migrant workers and
shaped by both global sustainability agendas and national development priorities, which position other vulnerable groups. The SNKI underscores that expanding access to financial services must
financial inclusion and responsible financial services as key enablers of inclusive, resilient, and be accompanied by strengthened financial capability and consumer protection to support inclusive
sustainable economic growth. and sustainable economic participation.
Global Development Agenda Regulatory Framework in the Financial Services Sector
At the global level, BRI’s commitment is aligned with the United Nations Sustainable Development The national strategy is operationalized at the sectoral level through a series of regulations issued
Goals (SDGs), which recognize inclusive finance as a critical enabler of poverty reduction, inclusive by the Financial Services Authority (OJK), which collectively underpin BRI’s approach to financial
economic growth, gender equality, and the reduction of inequalities. Through our commitment to inclusion, financial literacy, and consumer protection. OJK Regulation No. 3 of 2023 on the
Financial Inclusion, Financial Literacy, and Consumer Financial Protection, BRI contributes to global Enhancement of Financial Literacy and Inclusion in the Financial Services Sector translates the
development objectives related to: SNKI into concrete obligations for financial institutions, requiring the design, implementation, and
reporting of financial literacy and inclusion programmes. This regulation reinforces the need for
• SDG 1 – No Poverty: expanding access to formal financial services for low-income and targeted initiatives addressing the diverse needs and capabilities of underserved and vulnerable
underserved populations, supporting poverty alleviation efforts; customer groups.
• SDG 8 – Decent Work and Economic Growth: promoting productive economic activities and OJKʼs National Survey of Financial Literacy and Inclusion (SNLIK)
Progress in financial literacy and inclusion at the
employment through financing for micro, small, and medium enterprises (MSMEs); 93% national level is assessed through OJK’s National
• SDG 5 – Gender Equality: strengthening economic participation and opportunities for women 75.02
80.51
Survey of Financial Literacy and Inclusion (SNLIK),
65.43 66,46
and other vulnerable groups; and which provides the official baseline and trend
• SDG 10 – Reduced Inequalities: reducing structural barriers that contribute to economic and indicators. In parallel, the National Medium-Term
financial inequalities. Development Plan (RPJMN) sets a national target to
increase the proportion of the adult population with
2024 2025 2029
In this context, BRI views inclusive finance and customer excellence not as a standalone objective, National Financial Inclusion*
access to formal financial services to 93% by 2029,
National Financial Literacy* National Financial Inclusion Target**
establishing a clear benchmark for inclusion efforts.
*) Based on the 2025 National Financial Literacy & Inclusion Survey conducted by OJK
OJK Regulation No. 22 of 2023 on Consumer and
**) Based on the 2025-2029 National Medium-Term Development Plan
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Governance
Public Protection in the Financial Services Sector further strengthens the role of consumer Governance Structure for Inclusive Finance and Customer Excellence
protection as an integral component of responsible financial service delivery. The regulation
emphasises transparency and disclosure of product and service information, responsible To ensure that its commitment to Inclusive Finance, Financial Literacy, and Consumer Financial
communication and marketing practices, and accessible complaint handling and dispute resolution Protection is implemented in a consistent, accountable, and integrated manner, BRI embeds these
mechanisms. It reinforces the principle that financial literacy and inclusion must be supported by priorities within its existing governance and executive management structure. Rather than
fair treatment and service quality across all customer touchpoints. establishing a standalone governance for Inclusive Finance and Customer Excellence, oversight
responsibilities are allocated across the Board of Directors and relevant senior management
In addition, OJK Regulation No. 18 of 2023 on the Issuance and Requirements of Sustainability- functions, aligned with BRI’s core business model, product segmentation, and customer lifecycle.
Linked Debt Securities and Sukuk provides a comprehensive framework for social financing. While This governance approach reflects BRI’s view that inclusive finance and customer excellence are
primarily governing sustainable financing instruments, this regulation explicitly recognises Socially- integral to its core banking activities and must be managed alongside business strategy, risk
Oriented Business Activities (Kegiatan Usaha Berwawasan Sosial – KUBS), including: management, and operational execution.
• affordable basic infrastructure; Financial Inclusion
• access to essential services; Governance of Financial Inclusion focuses on ensuring broad and equitable access to financial
• affordable housing; services, as well as the availability of products and transaction services that support inclusive
• job creation and programmes aimed at reducing unemployment, including micro, small, and economic participation across customer segments.
medium enterprise financing;
• food security and sustainable food systems; a. Oversight of access to financial services, including physical and digital distribution channels, is
• socio-economic empowerment; and exercised through:
• other socially beneficial economic activities. • The Network & Retail Funding Directorate, responsible for branch networks, retail funding
products, and digital access channels such as ATMs and BRImo; and
The regulation also identifies target populations such as individuals living below the poverty line, • The Micro Directorate, which oversees branchless banking initiatives, including BRILink
marginalized communities, persons with disabilities, migrants and refugees, undereducated agents and ultra-micro services, to extend access to underserved and remote communities.
individuals, unemployed individuals, women in the context of gender equality, vulnerable youth and b. Oversight of financial products and transaction services, including social financing across
older persons, and communities affected by natural disasters. This regulatory framework enables customer segments, is exercised through:
social financing across customer segments, ranging from ultra-micro and micro financing to large- • The Micro Directorate, covering micro and ultra-micro financing;
scale corporate financing that supports measurable social outcomes. • The Consumer Banking Directorate, covering consumer lending products, including
subsidized housing;
• The Commercial Banking Directorate, covering SME financing;
• The Corporate Banking Directorate, covering wholesale financing and transaction banking
solutions, including platforms such as QLOLA that support corporate and wholesale
customer transactions; and
• The Network & Retail Funding Directorate, covering savings and deposit products.
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Governance
Financial Literacy ESG Committee
Governance of Financial Literacy focuses on strengthening customer capability and the informed The ESG Committee provides governance-level oversight by reviewing and providing guidance on
use of financial services as an enabler of sustainable financial inclusion. Oversight of financial evaluations of ESG-related policies, programs, and disclosures prepared by the relevant Work
literacy initiatives and customer capability-building is primarily exercised through: Units. The Committee is chaired by the President Director, reflecting senior management
accountability for the integration of sustainability considerations, including Financial Inclusion,
• The Micro Directorate, which leads financial education, MSME capacity-building, and customer Financial Literacy, and Consumer Financial Protection, within the Bank’s overall governance
empowerment programs targeted at micro and small business customers; and framework.
• The Corporate Secretary Group, which oversees corporate social responsibility (CSR) programs
that include financial education and community-based empowerment initiatives. Financial inclusion and financial literacy topics are considered as part of the broader social
dimension when identified as material through ESG ratings, investor feedback, or regulatory
Consumer Financial Protection developments. The Committee’s role is focused on providing strategic guidance, materiality
Governance of Consumer Financial Protection focuses on ensuring fair treatment, transparency, considerations, and follow-up actions, without involvement in day-to-day implementation or
service quality, and responsible financial practices across all customer segments. Oversight of operational decision-making.
consumer protection and service quality is exercised through:
Product Committee
• The Operations Directorate, which is responsible for responsible marketing practices, product BRI operates two Product Committees with clearly defined scopes aligned with business segments,
transparency, service delivery standards, complaint handling processes, and overall customer providing oversight for the development, review, and approval of banking products and services
service quality; and across the Bank. Both Product Committees are chaired by the President Director, reflecting senior
• The Marketing Communication Group, which oversees fair advertising practices and ensures management accountability for product governance, risk management, and alignment with
that product communication and promotional activities are accurate, transparent, and aligned regulatory and sustainability considerations.
with customer profiles and regulatory requirements.
1. The Product Committee for the wholesale segment oversees the development, review, and
Through cross-unit collaboration, various business functions within BRI contribute to supporting approval of products and services for wholesale and corporate banking, including corporate
the implementation of financial inclusion and enhancing the quality of customer services, in line lending and transaction banking solutions.
with BRI’s business segmentation and the applicable product governance framework. 2. The Product Committee for the non-wholesale segment oversees products and services for
micro, ultra-micro, small and medium enterprises (SMEs), and consumer segments, including
Executive Management and Committee-Level Oversight retail lending, inclusive financing products, and consumer banking services.
In addition to the defined governance structure and functional accountabilities across Directorates, Both committees comprise members of senior management and cross-functional units, enabling
BRI applies executive management and committee-level oversight mechanisms to address Inclusive the integration of risk management, regulatory compliance, customer protection considerations,
Finance and Customer Excellence matters on a case-by-case basis, depending on the nature, and impact-related aspects into product development and lifecycle management. The Product
scale, and risk profile of the issue. These mechanisms provide an additional layer of oversight to Committees are responsible for:
ensure that material issues related to financial inclusion, social financing, customer protection, and • reviewing and approving new products and material product changes;
service quality are reviewed through appropriate senior management forums, without duplicating • assessing risks, regulatory compliance, and customer suitability considerations; and
operational decision-making. • ensuring alignment between product development, business strategy, and applicable
regulations.
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Governance
Risk Management Committee In line with fair advertising practices and customer protection principles, cross-group communication
The Risk Management Committee (RMC) plays a key role in overseeing BRI’s overall risk governance coordination also takes into account the materiality and risk profile of communication content,
framework. Within this mandate, the Committee also oversees customer-related risks, including particularly where such communications:
those arising from service quality, complaint trends, and consumer protection matters. Through this • relate to flagship or signature campaigns,
oversight, the Committee ensures that customer-related risks and outcomes remain within the • are approved at the Board level,
Bank’s established risk appetite and regulatory expectations. • involve significant budgets,
• may have a substantial impact on customers or business outcomes, or
Cross-group forum on customer communication • concern sensitive issues that could affect customer understanding, trust, or decision-making.
BRI conducts cross-group communication coordination as part of its governance framework to
ensure that advertising activities, product communications, and corporate messaging are carried
out in a fair, transparent, and responsible manner. This coordination mechanism serves as a
platform for alignment and oversight to ensure that communication strategies are consistent with
regulatory requirements, internal policies, and customer protection principles, as stipulated in
SE.17-DIR/CSC/07/2024 on Communications.
Cross-group communication coordination is led by the President Director, reflecting the Board of
Directors’ direct involvement in ensuring that the Company’s communication practices are managed
appropriately, particularly where they may have implications for customers, business operations, or
corporate reputation. The primary objectives of this coordination include:
• optimizing the roles and responsibilities of business units involved in communication activities;
• ensuring integration and synchronization of corporate, product, and internal communication
strategies; and
• standardizing approval processes for communication strategies, planning, and execution.
Through this coordination process, BRI reviews and aligns various strategic communication
initiatives that may have significant implications for customers, business operations, or the
Company’s reputation, including:
• setting communication agendas for major campaigns,
• large-scale marketing and promotional campaigns,
• major media plans,
• the selection of brand ambassadors, and
• other communication activities deemed material.
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Governance
Internal Policy & Regulation
BRI maintains a structured set of internal policies and procedures that govern the implementation of financial inclusion, financial literacy initiatives, and consumer financial protection practices. These policies
ensure compliance with applicable regulations, uphold responsible banking standards, and provide clear accountability across business units in delivering inclusive and customer-centric financial services.
No Topic Policy
1 Financial Inclusion and Literacy Board of Directors Circular Letter SE.21-DIR/SCC/08/2024 on Consumer Protection, Book 3: Financial
Literacy and Financial Inclusion
2 Fair Advertising and Communication Board of Directors Circular Letter SE.17-DIR/CSC/07/2024 on Communication
3 Responsible Marketing and Product Offering Board of Directors Circular Letter SE.21-DIR/SCC/08/2024 on Consumer Protection
SO.41-CEX/12/2025 on Operational Work Units
4 Credit Needs, Affordability Assessment, and Responsible Debt Collection SO.11.b-CRO/06/2024 on Loan Operations
5 Loan Modification and Structured Escalation Processes Board of Directors Circular Letter SE.39-DIR/KRD/11/2023 on Non-Performing Loan Management
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Strategy
Risk and Opportunities Identification
As part of its strategy development, BRI identifies key risks and opportunities related to inclusive finance and customer excellence that may affect its ability to deliver sustainable business outcomes. The
identification focuses on strategic-level themes across access to finance, product suitability, consumer protection, and customer capability. The assessment considers the potential impact on BRI’s business,
the significance of the impact, and the expected time horizon over which these risks and opportunities may materialise. To assess the overall level of risk, BRI evaluates each identified risk by considering
both its likelihood of occurrence and the severity of its potential impact on the Bank’s operations, financial performance, and reputation. This approach enables BRI to prioritize risk management actions and
allocate resources effectively in addressing material sustainability-related risks. BRI categorizes the impacts of various sustainability-related risks and opportunities into short term (up to one year), medium
term (1–5 years), and long term (more than 5 years). This classification is aligned with the Company’s strategic decision-making process and serves as the basis for setting short-, medium-, and long-term
targets and priorities.
Risk Potential Impact to Business Model & Strategic Decision Impact Time Horizon
Risk Theme Description Potential Financial Impact
Category Making Level of the Impact
Product features that do not match customers’ • Weakened effectiveness of credit analysis and increased • Increase in non-performing loans (NPL) and High Medium Term
financial capacity or needs may lead to portfolio risk. deterioration in loan portfolio quality
inappropriate credit disbursement and increase • Tighter credit policies and risk tolerance limits. • Higher credit loss provisioning and restructuring
Credit Risk
portfolio risk costs
Product Design
and Customer
Suitability Products that are not aligned with customers’ • Reduced product relevance for target segments. • Decline in customer engagement may weaken Med-High Short Term
Strategic
needs or financial capabilities may reduce • Weakened customer acquisition and retention strategies. the effectiveness of customer acquisition and
customer engagement and increase the number retention strategies
Risk
of inactive accounts • Lower deposit growth and CASA mobilization
from inactive or dormant accounts
Limited access to financial services in • Hindered effectiveness of service distribution and • Slower CASA growth due to limited fund High Medium Term
underserved areas due to constrained distribution implementation of the financial inclusion strategy. mobilization.
Strategic
Points of
channels may hinder fund mobilization and • Reduced competitiveness compared with institutions with • Lower loan growth, particularly in the micro and
Risk
growth opportunities broader distribution networks. MSME segments.
Access to
Financial
Fraud across various banking access channels • Weakened effectiveness of operational controls. • Direct financial losses resulting from fraud High Short Term
Services Operational may result in financial losses and operational • Increased complexity in managing agent networks and incidents.
Risk disruptions digital channels. • Higher operational, investigation, and recovery
costs
Low customer financial literacy may increase • Weakened implementation of responsible lending principles • An increase in payment delays and loan Med-High Medium Term
vulnerability to fraud or misuse of financial and increased portfolio vulnerability. restructurings.
Credit Risk
Customer
services due to limited understanding of banking • Higher risk exposure in the retail and micro segments. • Higher credit loss provisions and deterioration in
products and transactions portfolio quality.
Empowerement
Ineffective consumer protection practices • An increase in customer complaints related to transactions • Increased operational costs related to complaint Medium Short Term
& Financial
or complaint-handling mechanisms may or the use of financial products. handling and customer dispute resolution.
Education Operational
increase customer complaints and operational • Greater need for complaint handling and customer service • Potential regulatory penalties and remediation
Risk
inefficiencies support. costs
Inadequate service quality or customer protection • Declining customer trust and brand reputation. • A decline in deposits and transaction volumes. Med-High Short Term
Customer
Reputation practices may reduce customer trust and harm • Weakened retention strategies and customer relationships. • Decreased fee-based income and customer
Financial
Risk reputation lifetime value.
Protection
Page 88
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 88
Strategy
BRI identifies business opportunities related to inclusive finance and customer excellence as part of its broader strategy to expand access to financial services, strengthen customer capability, and enhance
service quality. These opportunities arise from increasing demand for inclusive and customer-centric financial products, wider distribution of banking services through physical, agent-based, and digital
channels, as well as growing awareness of financial literacy and consumer protection. By leveraging these developments, BRI can strengthen customer acquisition, deepen relationships across micro, retail,
and underserved segments, and enhance long-term competitiveness. [F.29] The potential impacts of these opportunities are assessed across different time horizons, including short term (up to one year),
medium term (one to five years), and long term (more than five years), reflecting how improvements in product relevance, financial accessibility, customer capability, and service excellence can contribute
to sustainable portfolio growth, stronger customer trust, and diversified revenue streams over time.
Time Horizon
Opportunity Theme Opportunity Description Decision Making Impact to Business Model & Strategic Potential Financial Impact Impact Level
of the Impact
• Expansion of inclusive product offerings tailored to diverse
Increasing demand for inclusive and relevant customer segments
• Expansion of customer acquisition
Product Design and financial products across diverse customer • Strengthening customer acquisition strategy across micro,
• Strengthened low-cost funding (CASA) Med-High Short Term
Customer Suitability segments, including underserved and retail, and underserved markets
• Increased lending and transaction volumes
emerging markets. • Increased product relevance supporting sustainable portfolio
growth
• Growth in customer base and deposit mobilization.
• Expansion of financial service distribution through physical,
Broader availability of physical, agent-based, • Increased transaction-based revenue from agent
Points of Access to agent, and digital channels
and digital service channels in previously channels High Medium Term
Financial Services • Strengthening financial inclusion strategy in underserved areas
underserved or remote areas. • Higher lending opportunities in micro and SME
• Increased customer onboarding through wider access points
segments
• Higher ransaction frequency and digital banking
• Strengthening responsible lending through improved customer
Growing demand for financial education, digital usage
financial capability
Customer literacy, and customer capability-building • Growth in fee-based income from digital services
• Higher adoption of digital financial services and banking
Empowerement & programs to ensure responsible usage of (BRImo and other channels) Med-High Long Term
products
Financial Education financial products and long-term financial • Strengthened long-term revenue growth.
• Increased effectiveness of cross-selling strategies across
wellbeing. • Improved portfolio quality through better
customer segments
repayment behaviour
• Higher customer retention and lifetime value
Strengthening customer-centric service • Strengthening customer trust and long-term relationships
• Increased deposit balances and transaction
Customer Financial excellence and proactive complaint resolution • Improved service quality supporting customer retention
volumes Med-High Short Term
Protection systems to enhance overall customer strategies
• Growth in fee-based income from higher service
experience and trust. • Data-driven service improvement through complaint analytics
utilization
Page 89
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 89
Strategy
Strategy to Address Risk and Capture Opportunities
BRI identifies business opportunities related to inclusive finance and customer excellence as part of its broader strategy to expand access to financial services, strengthen customer capability, and enhance
service quality. These opportunities arise from increasing demand for inclusive and customer-centric financial products, wider distribution of banking services through physical, agent-based, and digital
channels, as well as growing awareness of financial literacy and consumer protection. By leveraging these developments, BRI can strengthen customer acquisition, deepen relationships across micro, retail,
and underserved segments, and enhance long-term competitiveness. [F.29] The potential impacts of these opportunities are assessed across different time horizons, including short term (up to one year),
medium term (one to five years), and long term (more than five years), reflecting how improvements in product relevance, financial accessibility, customer capability, and service excellence can contribute
to sustainable portfolio growth, stronger customer trust, and diversified revenue streams over time.
Expected Financial Impact
Strategies Key Risks/Opportunities Addressed Key Activities
Short-Term Medium-Term Long-Term
Developing • Risk of product–customer mismatch and over- • Designing products aligned with customer Improved product adoption Growth in lending, fee- Diversified and resilient
Customer-Centric indebtedness profiles, economic activities, and life cycles and utilization driven by better based income, and improved revenue streams across
Products and • Credit quality and portfolio performance risks • Integrating responsible product design into product–customer fit portfolio quality through customer segments
Services • Opportunity to scale inclusive and social micro, consumer, SME, and wholesale segments responsible product design
financing across segments
Expanding Points of • Risk of financial exclusion due to limited physical • Scaling branchless and agent-based models Increased customer Growth in transaction volumes Sustainable market expansion
Access and Reach or digital access (BRILink Agents) onboarding and account and CASA balances driven by and strengthened franchise
• Operational and service risks across distributed • Strengthening digital onboarding and transaction activation across physical and improved accessibility and value through broad and
channels platforms to improve accessibility and reliability digital channels usage inclusive customer reach
• Opportunity to increase outreach in underserved
and remote areas
Strengthening Non- • Risk of low financial literacy and limited customer • Customer empowerment through financing and Reduced regulatory, Higher customer satisfaction Stable earnings supported by
Financial Support capability non-financial support compliance, and reputational and retention. trusted customer relationships
and Customer • Risk of over-indebtedness and suboptimal credit risks.
Capability utilization
• Credit quality and portfolio performance risks
• Opportunity to deepen relationships and support
customer progression
Strengthening • Risk of customer dissatisfaction and service • Implementing end-to-end customer financial Reduced escalation cases Higher customer satisfaction, Stronger brand equity and
Customer Financial inconsistency protection practices across the customer and improved regulatory retention rates, and CASA diversified, stable revenue
Protectio • Risk of regulatory sanctions due to non- lifecycle, encompassing responsible product compliance indicators growth streams driven by trusted
compliance with consumer protection standards design, fair marketing and transparent customer relationships
• Opportunity to enhance customer trust, communication, prudent lending, and effective
retention, and cross-selling potential complaint resolution
Page 90
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 90
Strategy
Financial Inclusion As A Strategic Response Key Indicator
Indonesia has made meaningful progress in expanding financial inclusion. However, structural
challenges remain, with around 20% of the productive-age population, or approximately 43 million
people, still lacking access to formal financial services. This gap is driven not only by the country’s Financial Inclusion by Individual Customers
wide geographic spread, particularly across rural and remote areas, but also by ongoing challenges
related to financial literacy, affordability, and the availability of products that meet the needs of By Gender By Age By 3T Area**
underserved communities. Male Female Young Elderly
4.7 Mn
72.3 Mn 68.2 Mn 20.4 Mn 33.5 Mn customers
Within this context, financial inclusion represents both a national development imperative and a customers customers customers customers **) Underdevelop, Frontier,
strategic response for BRI. Financial inclusion is positioned as a strategic priority within BRI’s
and Outermost Areas
governance framework, integrated into the Bank’s institutional policies, oversight mechanisms, and
business strategy. The Bank recognizes that sustainable growth in Indonesia depends on expanding
equitable access to responsible financial services, particularly for ultra-micro, micro, and low-
income segments.
1.8 million 230 million 50.5 million
Service Channels Active Saving Digital Users
BRI operationalizes this mandate through a structured, ecosystem-based strategy. The Bank Accounts
develops customer-centric products and services tailored to distinct socioeconomic profiles, while (Working Unit, E-Channels, (accounts with balance and/or (active mobile banking
simultaneously expanding points of access and service reach across physical and digital channels. Agents) active transaction activity) adoption)
This integrated approach ensures that inclusion extends beyond account ownership to meaningful
usage, customer progression, and long-term financial resilience. Through this approach, BRI
*) Proportion of BRI Golden CIF relative to Indonesiaʼs financial inclusion-eligible population in 2025 (217.71 million) (BPS 2025)
establishes a critical entry point to the formal financial system for previously unbanked populations,
establishes a broad and diversified customer base spanning ultra-micro, MSME, and mass retail
segments, and lays the foundation for trust-based, long-term financial relationships that enable
sustainable economic mobility.
As a result, BRI accounts for approximately 64.5% of the Company’s contribution, representing
around 80.1% of national financial inclusion, underscoring its pivotal role in advancing Indonesia’s
inclusive finance agenda. These results reflect how commitment at the governance level is
translated into strategic execution and measurable impact. Building on this foundation, the following
section highlights BRI’s initiatives to develop customer-centric products and services, while
expanding access points and outreach to further accelerate inclusive finance outcomes.
Page 91
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 91
Strategy
Developing Customer-Centric Products
and Services [GRI G4 FS15] [FN-CB-240a.3]
Saving Products
BRI applies a customer-centric approach to product
development across all customer segments, from
micro and retail customers to MSMEs, commercial,
and corporate clients. This approach aims to ensure 2025 2025
2025
that products and services are relevant, accessible, 135.24 Mn 85.40 Thousand 21.18 Mn
and aligned with customers’ needs, capabilities, and
Accounts Accounts Accounts
economic activities, while supporting responsible
and sustainable growth. Simpedes Simpedes TKI Britama
Simpedes is a staple in the BRI product portfolio, Simpedes TKI is a savings account designed for Britama is BRIʼs retail savings product designed
as it is specifically designed to promote financial Indonesian migrant workers, providing a secure to support everyday banking needs, offering
In line with BRI’s Product Management Guidelines inclusion for the underserved population. By and accessible channel to manage income, affordable entry requirements, a debit card for
(SE.30-DIR/PPM/11/2024 and SE.30.a-DIR/ offering low minimum balances, minimal savings, and remittances while working transactions, and access through BRImo digital
PPM/11/2024), product development follows an end- administrative requirements, and broad access overseas. The product features affordable banking as well as BRIʼs extensive network of
to-end lifecycle covering strategic planning, through BRIʼs village-level branch network, account requirements and access through BRIʼs branches and ATMs across Indonesia, including
Simpedes enables rural and low-income domestic and international service network, rural areas.
development, launch readiness, marketing and populations to safely save money and supporting financial inclusion for migrant
communication, ongoing monitoring, and, where participate in the formal financial system. workers and their families by enabling safer
appropriate, product enhancement or retirement. money management and stronger connections
Segmented Target: Low-Income Individual, Rural to the formal financial system.
This lifecycle is designed to deliver clear value Population Segmented Target: Low-to-Middle-income
propositions, efficient customer journeys, and Segmented Target: Migrant Workers individuals
responsible product offerings.
All products undergo a structured assessment and
approval process through BRI’s established
governance mechanisms, including the relevant 2025 2025
Product Committees or designated Product Owners. 2.37 Mn 723.36 Thousand
These assessments consider customer suitability, Accounts Accounts
consumer protection principles, risk management, BRIJunio Britama Bisnis
financial viability, and regulatory compliance.
BRIJunio is a savings account designed for Britama Bisnis is a transactional savings account
children and youth aged up to 17 years old, designed to support business cash
Following launch, products and services are aimed at introducing basic financial literacy and management, offering higher transaction limits,
continuously monitored and reviewed using saving habits from an early age. The product multiple authorized signatories, and integration
offers low entry requirements, parental with payment and digital banking services to
customer feedback and performance data to ensure supervision features, and access through BRIʼs facilitate daily business operations.
they remain appropriate, safe, and responsive to branch
evolving customer needs. Customer insights are
gathered through multiple channels, including
customer engagement monitoring, satisfaction Segmented Target: MSMEs
surveys, operational service monitoring, and Segmented Target: Children & adolescents,
feedback obtained through customer interactions supported by parents
and complaint handling processes.
Process to Incorporate Customer Feedback into
Page 92
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 92
Strategy
Product and Service Development
To systematically manage improvement initiatives, particularly those arising from recurring customer complaints, BRI implements a Service Improvement Management mechanism in accordance with SOP
SO.24-CEX/09/2025 on Information Services and Customer Complaint Handling. Through this framework, recurring service issues or operational incidents that may indicate broader systemic concerns are
analyzed by the Service Improvement Team using structured root cause analysis. The process includes investigation, prioritization, resolution planning, and monitoring of improvement implementation.
Responsibilities across relevant units are coordinated using a RASCI (Responsible, Accountable, Support, Consulted, Informed) matrix, a governance model used to clarify roles and responsibilities in
activities, projects, or processes, ensuring clear accountability for investigation, decision-making, and implementation of improvement actions. Insights derived from this process are used to strengthen
service processes, operational procedures, and the design and improvement of banking products and services, ensuring that product and service development is informed by actual customer experiences
and operational insights. By embedding customer feedback into continuous improvement processes, BRI reinforces its commitment to developing customer-centric financial products and services that
remain relevant, responsible, and aligned with evolving customer needs.
Loan Products [FN-CB-240a.2] Microinsurance
KUR Kupedes AMKKM
KUR Kupedes
1. Super Mucro KUR: Financing for new
KUR Super Mikro KUR Mikro KUR Kecil 1. Super Mucro KUR: Financing for new 2025
KUR Super Mikro KUR Mikro KUR Kecil borrowers, particularly workers affected by 2025 2025
borrowers, particularly workers affected by
Total Debtors Total Debtors Total Debtors layoffs and housewives engaged in
layoffs and housewives engaged in
3.93
3.93Mn
Mndebtors
debtors 13.95AMKKM
Mn policies
Total Debtors
2025 Total Debtors
2025 Total Debtors
2025 productive businesses, with a facility limit
2025 2025 2025 productive businesses, with a facility limit
of up to Rp10 million.
0.03Mn
0.03 Mn 7.98
7.98Mn
Mn 0.21Mn
0.21 Mn
of up to Rp10 million.
2. Micro KUR: Financing for micro business
Kupedes is General, individual, and selective
Kupedes is General, individual, and selective 2025 through BRl's
AMKKM is a product facilitated
2. Micro KUR: Financing for micro business loan provided to eligible micro enterprises at a
actors, including start-up businesses, with
actors, including start-up businesses, with
loan provided
commercial
commercial
to eligible micro
(non-subsidized)
(non-subsidized)
enterprises
interest rate, at a
interest rate,
13.95 Mn policies
subsidiary company that is designed to be a social
safety net for microborrowers by protecting families
a facility limit ranging from Rp10 million to aimed at supporting business development and from the financial burden of outstanding loans
KUR is Financing provided to productive and viable individuals, business a facility limit ranging from Rp10 million to aimed at supporting business development and
KUR is or
entities, Financing
businessprovided to productive
groups with limited orand viable individuals,
insufficient additional business Rp100 million, aimed at supporting the growth when theisborrower dies or becomes disabled.
entities, or business Rp100 million, aimed at supporting the growth AMKKM a product facilitated through BRl's
collateral, offered at a groups with limited
concessional or insufficient
interest additional
rate to support micro and development of productive enterprises. subsidiary company that is designed to be a social
collateral, offered at a concessional interest rate to support micro and development of productive enterprises.
small business growth and financial inclusion 3. Small KUR: Financing for small businesses safety net for microborrowers by protecting families
small business growth and financial inclusion 3. Small KUR: Financing for small businesses
that have grown and require larger capital from the financial burden of outstanding loans
that have grown and require larger capital Segmented Target: Micro enterprise
support, with a facility limit above that of Segmented Target: Micro enterprise when the borrower dies or becomes disabled.
Segmented Target: Micro & Small enterprise at early stage business support, with a facility limit above that of Segmented Target: Micro enterprise
Segmented Target: Micro & Small enterprise at early stage business Micro KUR, intended to support business
Micro KUR, intended to support business
expansion.
expansion.
Segmented Target: Micro enterprise
Through a range of lending products tailored to different customer segments, BRI continues to support financing access for micro and small enterprises across Indonesia. In 2025, the Bank
Through IDR
disbursed a range
648.3oftrillion
lending products tailored
in financing to different
to the micro segment and IDR segments,
customer 240.8 trillion to continues
BRI to support
the SME segment, financing
reflecting theaccess
strongfor micro andofsmall
contribution theseenterprises acrossBRIʼs
segments within 2025, the
lendingInportfolio.
Indonesia. In Bank
line
disbursed
with IDR BRI
this focus, 648.3
alsotrillion
achieved its SME to
in financing the micro
average loansegment and IDR
growth target 240.8 trillion
of 5.90%, whichtoforms
the SME
part segment, reflecting
of the Board the strong
of Directorsʼ contribution
collegial KPI. of these segments within BRIʼs lending portfolio. In line Asuransi Rumahku/Kerusakan Tempat Usaha
with this focus, BRI also achieved its SME average loan growth target of 5.90%, which forms part of the Board of Directorsʼ collegial KPI.
2025
KPRS (Subsidized Mortgage) PNM Mekaar Pegadaian Loan Product
KPRS (Subsidized Mortgage) PNM Mekaar Pegadaian Loan Product 17.51 Mn policies
Asuransi Rumahku/Kerusakan Tempat Usaha
2025 2025 2025
2025 2025 2025
118.12
118.12Thousand
Thousanddebtors
debtors 4.18
4.18Mn
MnFemale
Femaledebtors
debtors 18.4
18.4Mn
MnCustomers
Customers
2025 Tempat Usaha is a
Asuransi Rumahku/Kerusakan
17.51 Mn policies
low-cost microinsurance that protects homes and
microbusiness premises against specified risks,
KPRS (Subsidized Mortgage) is a housing loan PNM Mekaar is a group-based microfinancing Produk Loan Product provides pawn and non-pawn financial products supporting asset protection and financial resilience
KPRS (Subsidized
supported Mortgage)
by government is a housing loan
assistance—such as PNM Mekaar
program is a group-based
that provides microfinancing
non-collateralized Produk Loan
designed Product
to deliver provides pawn
responsible, and non-pawn
transparent, financial
and short-term products
liquidity for UMKM.
Asuransi Rumahku/Kerusakan Tempat Usaha is a
supported
interest rate by government
subsidies assistance—such
or down payment as program
working that provides
capital non-collateralized
loans accompanied by designed
solution. to deliver
Across responsible,
its product transparent,
offerings, and
Pegadaian clear liquidity
short-term
applies pricing and low-cost microinsurance that protects homes and
interest rate subsidies or down
support—to make home ownership more payment working capital loans accompanied by
mentoring and capacity-building to support solution. Across its product offerings, Pegadaian applies clear
terms, proportional financing structures, consumer protection standards, pricing and
microbusiness premises against specified risks,
support—to
affordable for make home ownership
low-income households.more mentoring and capacity-building
income-generating activities. to support terms,
and proportional
regulatory financing
oversight structures,
to ensure consumer
that customers canprotection standards,
access financial supporting asset protection and financial resilience
affordable for low-income households. income-generating activities. and regulatory
services withoutoversight
exposureto toensure
excessivethatdebt
customers can access
or coercive financial
practices. for UMKM.
services without exposure to excessive debt or coercive practices. Segmented Target: Micro enterprise
Segmented Target: Low-income households Segmented Target: Low-income Female Segmented Target: Low-income individuals
Segmented Target: Low-income households Segmented Target: Low-income Female
entrepreneurs Segmented Target: Low-income individuals
entrepreneurs Segmented Target: Micro enterprise
Page 93
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 93
Strategy
Expanding Points of Access and Reach [GRI G4 FS13] BRILink Agent: Extending Reach through Community-Achored Partnership
As part of its strategy to sustain and expand access to financial services amid structural changes
BRI expands access to financial services through a hybrid bank business model that integrates in its physical network, BRI strengthens alternative delivery channels to complement the gradual
extensive physical distribution with scalable digital capabilities. This approach enables BRI to reach rationalisation of branch offices. Rather than relying solely on traditional brick-and-mortar presence,
diverse customer segments across geographies, while maintaining service reliability, consistency, BRI adopts a hybrid service model that integrates digital capabilities with community-based physical
and trust as access expands. The hybrid model combines BRI’s nationwide branch and micro outlet touchpoints, ensuring broad service reach across regions and customer segments. A key pillar of
network, branchless banking initiatives, and agent-based distribution with digital channels that this strategy is the expansion of the AgenBRILink network as a last-mile delivery channel.
support onboarding, transactions, and service delivery. This integrated access strategy is designed AgenBRILink is built on a community-based partnership model, where individual customers
not only to remove physical and geographic barriers, but also to ensure that customers experience collaborate with BRI as independent agents to deliver basic banking and microfinance services
consistent service standards across touchpoints. within their own local communities, particularly in rural, remote, and underserved areas where
branch access may be limited. This community-anchored model allows BRI to extend service reach
Branchless banking initiatives, BRILink agents extend BRI’s reach into underserved and remote without compromising accessibility, service continuity, or inclusion objectives.
communities by providing basic financial services closer to customers’ daily activities. At the same
time, digital channels such as mobile banking, e-channels, ATMs, EDCs, and CRM-supported Through this partnership, AgenBRILink facilitates account openings, cash withdrawals, bill
services enable scalable access and higher transaction activity across retail, micro, SME, and payments, digital financial transactions, and loan applicant referrals, acting as a critical last-mile
broader customer segments. In parallel, BRI strengthens human-assisted access through channel for underserved and unbanked populations. In addition to improving access to formal
experienced and trained financial advisors, ensuring that customers who require guidance receive financial services, the AgenBRILink model creates shared economic value for local communities.
appropriate support aligned with their needs and capabilities. This balance between physical Agents earn transaction-based fees that serve as an additional source of income, while also
presence, digital innovation, and human interaction supports inclusive access while reinforcing supporting BRI’s microfinance ecosystem by identifying and referring potential microcredit
service quality and responsible customer engagement. customers whose financing needs align with BRI’s responsible lending framework. This partnership-
based approach strengthens financial inclusion, enhances outreach to financially underserved
segments, and supports sustainable microfinance growth through community empowerment and
BRI Branchless Banking
locally anchored service delivery.
7.377 Outlets 1.193.835 BRILink Agent Number of Transaction Transaction Volume
Experienced Financial Advisors
(IDR million) (IDR trillion)
27.459
• 19 Head Offices and Regional Offices
• 1.009 Branches and Sub-Branches (Domestic)
• Simple Financial Transaction 2024 2025 2024 2025 2024 2025
• 9 Branches and Sub-Branches (Overseas)
• 5.850 Micro Outlets
Services (i.e money transfer, 1.06 Mn 1.19 Mn 1,204.25 1,186.21 1,594.04 1,746.17
cash withdrawal, billing
• 490 Cash Offices
payment
• Loan Referral BRI Digital Advisors
627.679 E-Channel • Saving Referral
• Micro Insurance Referral
Digital Acquisition, Digital
Scaling Access through Digital Channels
Transaction, and Digital
• 10.650 ATM
Education Complementing its community-based physical outreach, BRI also strengthens digital access as a
• 9.007 CRM
• 607.968 EDC
core pillar of its access and inclusion strategy. Through a portfolio of digital platforms tailored to
• 54 E-Buzz
Digital Capabilities
different customer segments, BRI expands service reach, convenience, and engagement across
Physical Presence
HYBRID BANK
the financial lifecycle. Mobile supports ultra-micro customers by providing a simple digital entry
point to savings, gold investment, and referral-based financing across the BRI ecosystem; Sabrina,
BRI’s AI-powered chatbot, enhances accessibility to information and customer support; BRImo
Digitilizing Core
Digitilizing Ecosystem
New Digital Propositions
serves retail customers with end-to-end digital banking capabilities; while Qlola enables integrated
Digitize existing services
and transactions
Create and launch an cash management and transaction services for corporate and ecosystem-based clients. Together,
Build ecosystem to offer independent greenfield
(business process) to
boost productivity &
products and services digital bank to tap the these platforms allow BRI to scale access efficiently, reduce reliance on physical touchpoints, and
beyond core business to untapped segment and
unleash the potential
leverage new liquidity. embedded in customerʼs deliver inclusive financial services that are responsive to the diverse needs of individuals,
life
Digital Loan Mobile Smart For
new opportunities. and
new sources of growth
microenterprises, and businesses.
Underwriting Banking Visual Customer
Super Apps Assistance
Digital Digital Saving Digital
Digital Ecosystem Ventures Digital Partnership & Loan Bank
platform Capital Collaboration
(B2B, B2B2C)
Page 94
2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 94
Strategy
Akses Digital
SenyuM Mobile Tring!
SenyuM Mobile is a shared acquisition platform designed for ultra-micro Tring! is Pegadaian’s digital service/app that lets customers access
customers, enabling easy access to tailored financial products and services, Pegadaian services online—most notably gold-related products and
including Simpedes UMi savings, gold investment services, and referral-based financing, including Gadai Tabungan Emas (collateralizing gold savings for
financing across PNM Mekaar, Pegadaian, and BRI. quick liquidity) and other digital gold features.
Segmented Target: Ultra-Micro customers
Segmented Target: Mass retail customers (primarily forindividual seeking
affordable and flexible gold investment)
Mekaar Loan Simpedes Gold Savings
Total of
80,630 502,563 526,104
Customer
73,062
65,238 280,984 223,366 Acquisition Total number of Tring! Users in 2025
168,048
67,702
2023 2024 2025 2023 2024 2025 2023 2024 2025 5.90 Mn
Gold Installment Pawn Loan BRI Loan
1.96 Mn
3.92 Mn
2.97 Million users
900 1,546,882 3,243,069
965,962 2,383,680
476,990 1,173,647
- -
2023 2024 2025
2023 2024 2025 2023 2024 2025 2023 2024 2025
BRImo Raya – Digital Bank
BRImo is BRl's digital banking application that enables customers to access Raya – Digital Bank is Bank Raya’s mobile banking app for everyday digital
savings, payments, transfers, and other banking services through mobile devices. banking (e.g., account management, transfers/payments, and digital
By offering convenient, low-cost, and 24/7 access to financial services, BRlmo transactions) as part of Bank Raya’s digital bank offering.
supports broader financial inclusion, particularly for customers who may face
geographical, time, or mobility barriers to accessing physical banking channels.
Segmented Target: Digitally active retail users and micro-entrepreneurs
Segmented Target: Retail and mass-market customers
Total number of
Raya Digital Bank Users in 2025
BRImo Users* Number of Volume of
(Million) Transactions Transactions
45.93 5,619.9 7,076.9 1.17 Million users
38.61
4,309.3 5,541.3
2024 2025 2024 2025 2024 2025
*BRImo users based on the number of registered accounts.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 95
Strategy
Digital Services
Sales Volume**
Qlola Users* (IDR Trillion)
Qlola
Qlola BRI's digital banking super app designed to help customers manage invoices and streamline
the supply chain. This app integrates BRI's services with payment systems and loan facilities. The 113 Thousand 13,456
Supply Chain Management (SCM) feature in Qlola by BRI has established partnerships with various
76.3 Thousand 9,878
principal companies, enabling customers to conduct transactions with SME partners more easily.
Segmented Target: Corporate, Commercial, and SME Clients
2024 2025 2024 2025
*)Qlola users, including Qlola Cash Management and Qlola IB.
**)Transaction volume is derived from Qlola Cash Management, CMS, and Qlola IB.
Sabrina
Sabrina is an artificial intelligence (AI)-based virtual assistant developed by BRI to facilitate services and provide information to both customers and
potential customers. Sabrina is easily accessible via WhatsApp at the number 0812 1214 017. Sabrina assists customers in obtaining information
about products, services, promotions, branch service reservations, deactivation of debit cards, investment consultations, locations of BRI branch
offices, ATMs, or nearby AgenBRILink, as well as merchant recommendations. This virtual assistant is also integrated with BRImo, allowing it to
provide information related to banking transactions, account balances, and account statements.
In 2025, interactions with Sabrina accounted for 45% of total 21,535,701 interactions across all Contact BRI channels, an increase of 5% compared
to 2024. The fallback rate, or the percentage of questions Sabrina could not answer, continued to decrease, from 9.33% in 2024 to 4% in 2025. This
has established Sabrina as the primary communication channel for Contact BRI. According to a user satisfaction survey, 87.37% of users reported
being satisfied, an increase from 80.50% in 2024.
Segmented Target: All customers and potential customers
2024 2025
Sabrina Users 4.31 Mn 5.85 Mn
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 96
Strategy
Financial Literacy [GRI G4 FS16]
Key Indicators
As a financial institution committed to advancing inclusive finance, BRI recognizes that Indonesia’s
financial literacy rate, recorded at 66.46% in 2025, continues to highlight structural gaps in financial
understanding and responsible product utilization. This context reinforces the critical role of Customer Satisfaction Complaint Resolution Rate
financial institutions in strengthening customer capability beyond access to financial products. Micro & SME Empowerment Framework
BRI’s financial literacy approach is therefore structured across three integrated dimensions:
First, BRI implements customer-focused financial literacy and empowerment programs designed to 91.72% 99.98%
strengthen business capability, financial discipline, and digital readiness, particularly for MSMEs
and underserved communities. Through its integrated MSME Empowerment Framework, BRI aligns
entrepreneurship readiness with appropriate literacy interventions, ecosystem integration, and
progressive financing pathways. In doing so, BRI helps ensure that financial inclusion is supported
by stronger capability and long-term bankability.
Second, fair, transparent, and responsible marketing practices. BRI reinforces financial literacy not
only through education programs but also through responsible product communication and sales
conduct. This includes clear disclosure of product features, pricing, terms, and associated risks;
ensuring product suitability aligned with customer profiles; and embedding responsible financing
principles to prevent over-indebtedness and mis-selling. By strengthening ethical marketing and
advisory practices, BRI supports informed customer decision-making and sustainable credit
utilization.
Third, accessible complaint handling and customer protection mechanisms. To complement literacy
and responsible marketing efforts, BRI maintains structured grievance and feedback channels to
ensure customer concerns are addressed fairly, transparently, and in a timely manner. These
mechanisms function as an additional safeguard to reinforce customer trust, improve service
quality, and support continuous improvement in customer engagement practices.
Through these three dimensions, namely empowerment programs, responsible market conduct,
and customer protection mechanisms, BRI positions financial literacy not merely as an educational
initiative, but as an integrated strategy to enhance customer resilience, mitigate conduct risks, and
strengthen sustainable portfolio growth.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 97
Strategy
Micro & SME Empowerment Framework
Feasible Digital
Bankable Literacy
To ensure that non-financial support is structured and impact-oriented, BRI implements an integrated MSME Empowerment
Feasible Business
Framework anchored on entrepreneurship readiness and phased development. The framework classifies MSMEs into
Unbankable Literacy three entrepreneurship levels, with differentiated literacy emphasis aligned to their business maturity:
Unfeasible Basic
UnBankable Literacy
• Unfeasible Unbankable: early-stage or ultra-micro entrepreneurs with limited business viability and minimal access to
formal financial services. At this level, empowerment primarily emphasizes basic financial literacy, focusing on
financial inclusion awareness, simple cash management, and understanding of formal financial products.
• Feasible but Unbankable: businesses demonstrating operational potential but not yet fully meeting banking
requirements. Empowerment at this stage is centered on business literacy, strengthening managerial capability,
financial record-keeping, compliance awareness, productivity improvement, and business formalization.
• Feasible & Bankable: established MSMEs with structured governance and eligibility for commercial financing. At this
level, empowerment prioritizes digital literacy, supporting digital adoption, market expansion, ecosystem integration,
and enhanced competitiveness.
Empowerment is delivered progressively through three development phases:
1. Foundation Phase: focusing on strengthening fundamental business understanding and financial awareness;
2. Integration Phase: enhancing managerial capability, compliance readiness, and ecosystem participation;
Level of Entrepreneurship Literacy
3. Interconnection Phase: enabling broader market access, digital adoption, and institutional connectivity.
Empowerment Phases
Across these phases, empowerment interventions are tailored to each entrepreneurship level, with depth and intensity
Basic Phase Integration Phase Interconnection Phase
increasing in line with MSMEs’ readiness and growth trajectory.
Mapping conducted using the MSME Integration of relevant System interconnection with ministries,
Self-Assessment for Business stakeholders within an agencies, and institutions to expand
Upgrading (UMKM Naik Kelas). empowerment ecosystem. access to information, licensing, and The following sections outline how this framework is operationalized through a structured progression: (i) Ultra Micro
broader markets.
Financial Inclusion, (ii) Targeted Training and Literacy Development, and (iii) MSME Graduation, reflecting BRI’s commitment
to transforming access into sustainable business advancement.
Basic Literacy Business Literacy Digital Literacy
•Financial inclusion • Enhancement of managerial Digital literacy for MSMEs with
(introduction to banking capacity the following objectives:
products and services) • Legal compliance and regulatory • Go Modern
adherence
•Basic financial management • Go Digital
• Innovation culture
(simple accounting) • Industry and market
• Go Global
understanding
• Leadership
• Long-term mindset
• Business scaling
Empowerment Entities
Rumah BUMN Cluster / Business
Groups / Mekaar
PLUT LinkUMKM (Online)
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Sustainability-related
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 98
Strategy
Basic Financial Literacy through Ultra Micro Ecosystem [FN-CB-240a.4] 1. Empower Stage
At the Empower stage, the focus is on onboarding ultra-micro entrepreneurs who were
previously excluded from formal financial services and equipping them with basic financial
Entities Benefits
capability.
1.1. Financial Solutions Targetting Unbanked, Underbanked, and Underserved Customers
Market leader in micro
Economic
PNM and BRI delivers group-based working capital financing specifically targeting
banking, serving ~13mn micro
borrowers and ~100mn
Increasing entity's valuation
and hence shareholder's value
unbanked, underbanked, and underserved entrepreneurs operating informal ultra-micro
micro depositors
3. UPGRADE businesses. Customers are organized into joint-liability groups, enabling access to small-
2. INTEGRATE ticket loans without traditional collateral requirements. These financial solutions not only
1. EMPOWER expand economic participation, but also foster social empowerment through various
Through their increased As the Ultra Micro customers Social
targeted and structured programs, including:
Market leader in pawn lending,
serving ~6mn borrowers
capabilities and wider product
offerings, Pegadaian and BRI UMi
mature, they will be upgraded to
micro segment
Improve living standards and
reduce financing costs for UMi
• Direct Marketing and Field Officer Onboarding
PNM will empower the unfeasible
will serve the individual lending
needs of the graduating PNM
customers
Ultra-micro entrepreneurs are onboarded through dedicated field officers who conduct
and unbanked Ultra Micro
customers to become
customers who have become
feasible and banked direct outreach, financial assessment, and group formation. As part of this onboarding
independent entrepreneurs
process, customers are introduced to formal banking services, resulting in the opening
Market leader in group Sustainable of 14.04 million Simpedes UMi savings accounts with a collective balance exceeding
lending, serving and Contribute to financial literacy
empowering ~10mn and social inclusion for all IDR 1.3 trillion. This proximity-based engagement not only enables access for individuals
borrowers Indonesians
with no prior banking history but also strengthens savings behavior and formal financial
participation among ultra-micro customers.
• Access to Essential Working Capital
The Ultra-Micro ecosystem is designed not merely to expand access to financing, but to enable Through group-based loan disbursement, 13.2 million female borrowers have accessed
meaningful customer empowerment, financial literacy enhancement, and upward economic Mekaar financing, with total disbursement reaching IDR 43.4 trillion. This model
mobility. Through the integrated collaboration between PNM, Pegadaian, and BRI, ultra-micro demonstrates BRI Group’s direct and substantial involvement in Microfinance, as
customers progress along a structured graduation pathway that combines financial access with financing is delivered directly to customers through PNM’s joint-liability mechanism,
capability development and broader ecosystem integration. supported by continuous monitoring, repayment supervision, and embedded financial
mentoring. The hands-on service model underscores an active operational role rather
This ecosystem is supported by an extensive field-based distribution network, including thousands than indirect or wholesale exposure to microfinance.
of marketing officers across segments—PNM marketing officers, Pegadaian marketing officers, • Weekly Group Meetings
and BRI Mantri (Micro Marketing Officer)—ensuring proximity-based engagement and direct Structured financial literacy enhancement is delivered through weekly group meetings,
outreach to underserved communities nationwide. covering basic financial management, responsible repayment practices, savings habits
through Simpedes UMi accounts, and simple cash-flow planning. These sessions
>43.6 Thousands >3.3 Thousands >27.4 Thousands strengthen financial awareness, discipline, and responsible decision-making, enabling
PNM Marketing Pegadaian Marketing BRI Mantri ultra-micro entrepreneurs to manage capital prudently and stabilize their businesses.
Marketing Officer Officers Officers (Marketing Officers)
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 99
Strategy
The target segment consists primarily of low-income women ultra-micro entrepreneurs
with no prior banking history. 3. Upgrade Stage
1.2. Financial Literacy Initiative for Underserved Group or Low-Income Individuals Structured financial inclusion and literacy interventions delivered at the Empower and Integrate
In 2025, BRI Group implemented the Special Training Program for Women Ultra-Micro stages culminate in measurable customer graduation, where ultra-micro entrepreneurs
Entrepreneurs, supporting business formalization and financial capability improvement. As demonstrating consistent savings behavior, strong repayment performance, and business
part of this initiative: stability transition from group-based lending under PNM to individual-based financing under
• 2,200,000 customers have maintained active bank accounts and obtained a Business Pegadaian or BRI, gaining access to larger loan exposure and broader formal banking services.
Identification Number (Nomor Induk Berusaha/NIB), reflecting strengthened Graduation decisions are based on measurable indicators, including improved repayment
formalization among ultra-micro women entrepreneurs. performance, established transaction history through physical and digital channels, and
• A total of 52,394 financial and digital literacy training sessions were conducted. These demonstrated business resilience. As a result of this structured progression, a total of 1.4 million
sessions reached 1,853,170 participants. Ultra Micro customers under PNM and 456.7 thousand Ultra Micro customers under Pegadaian
experienced credit enhancement or segment upgrading in 2025.
Training modules covered basic financial management, responsible repayment practices,
savings behavior through Simpedes UMi accounts, digital literacy, and simple cash-flow Starting segment Destination Number of
planning. Segment Progression
& entity Entity Borrowers
Remained at Ultra Micro - Higher Credit Limit PNM 670 thousand
2. Integrate Stage
At the Integrate stage, customers who demonstrate improved repayment discipline and business Remained at Ultra Micro - Higher Credit Limit Pegadaian 396.6 thousand
stability are connected to broader financial services and transaction ecosystems. Remained at Ultra Micro - Higher Credit Limit BRI 264.1 thousand
2.1. Innovation in Other Alternative branchless Distribution Channels for Ultra Micro Financial Ultra Micro - PNM
Upgraded to Micro PNM 1.0 thousand
Services
Upgraded to Micro Pegadaian 71.4 thousand
Service delivery at this stage is strengthened through innovation in other alternative
branchless distribution channels for financial services. Implementation Includes Expansion Upgraded to Micro BRI 8.5 thousand
of BRILink Mekaar Agents to 456,128 BRILink Agents. Total Transaction through BRILink Total 1.4 million
Mekaar have reached IDR 13.08 Trillion. These branchless channels reduce geographic
Remained at Ultra Micro - Higher Credit Limit Pegadaian 144.3 thousand
barriers and build customer transaction histories, particularly in remote and underserved
areas. Ultra Micro - Remained at Ultra Micro - Higher Credit Limit BRI 97.3 thousand
Target Segmet: Ultra-micro customers transitioning toward formal banking usage Pegadaian Upgraded to Micro Pegadaian 134.7 thousand
Upgraded to Micro BRI 80.4 thousand
2.2. Targeted MSME Training in Integrate Stage
Ultra-micro entrepreneurs are supported through targeted MSME development programs Total 456.7 thousand
that strengthen ecosystem participation and digital market integration.
• In 2025, a total of 434 MSMEs fostered by BRI, Pegadaian, and PNM participated in
business community development initiatives through collaboration with e-commerce
platforms. This program facilitates digital onboarding, enabling MSMEs to expand
market access, improve product visibility, and enhance competitiveness in online
marketplaces.
• In parallel, digital engagement is strengthened by using social media as a marketing
channel for UMi customers’ products. The accounts on Instagram and Facebook
promote UMi businesses and showcase their products to a wider online audience. As of
2025, the Instagram account had 8,221 followers, while its Facebook page reached
21,515 followers, helping ultra-micro entrepreneurs increase visibility and reach beyond
their local markets.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 100
Strategy
Customer Empowerment through KUR Financing [FN-CB-240a.2] Community-based Non-Financial Support Programs
The KUR graduation pathway reflects BRI’s commitment to customer empowerment beyond credit BRI provides comprehensive non-financial support programs that are accessible for all, including
provision. Through continuous engagement, Relationship Managers play an active role not only as underserved individuals and micro/ultra-micro enterpreneurs. These initiatives are open to the
lenders, but also as financial advisors who support customers’ business development and financial public and are designed to strengthen financial literacy, digital capability, entrepreneurial skills, and
readiness over time. long-term business resilience across segments.
Starting from early-stage KUR products, customers receive structured guidance through regular Beyond financial products or services, BRI delivers structured support services aimed at improving
interaction with Relationship Managers, including business monitoring, financial discipline, cash the overall well-being of underserved groups and enhancing their ability to make informed financial
flow management, and responsible credit utilisation aligned with business capacity. This advisory and business decisions. These programs function independently from the company’s financial
role enables customers to strengthen their operational capability and financial track record. inclusion products and are not conditional upon the use of BRI’s financial services. Through training,
technical assistance, digital learning platforms, mentoring, and ecosystem facilitation, BRI ensures
As customers demonstrate improved business performance, repayment behaviour, and financial that capability-building interventions stand as standalone support mechanisms, enabling
capability, they are progressively upgraded to more advanced financing products and higher credit entrepreneurs to grow sustainably while maintaining autonomy in their financial choices.
limits, in line with their growing business needs and risk profiles. This progression reflects
customers’ increased resilience, bankability, and readiness to scale their businesses.
Rumah BUMN
Through the KUR graduation pathway, BRI reinforces the role of Relationship Managers as trusted Rumah BUMN is an MSME empowerment initiative implemented through a government partnership
partners in customers’ growth journeys, supporting sustainable MSME development while framework to support the development of small and medium enterprises across Indonesia. The
strengthening long-term customer relationships and portfolio quality. program provides structured training, business mentoring, network access, and shared facilities
such as co-working spaces to strengthen entrepreneurial capability and digital readiness. Rumah
Starting KUR Products Graduation Outcome Number of Borrowers
BUMN performs several key functions:
KUR Super Micro KUR Micro 36.5 thousand • MSME Development: Supporting MSMEs in progressing from Go Modern, Go Digital, and Go
KUR Small 5.3 thousand Online toward Go Global through structured mentoring and business enhancement programs.
KUR Micro Kupedes 255.1 thousand • Community & Emergency: Serving as a local coordination hub in collaboration with relevant
stakeholders when needed.
KUR Micro with higher credit limits 804.3 thousand
• Millenial Basecamp: Acting as a collaborative space for learning, internships, and entrepreneurial
Small Commercial 10.9 thousand inspiration.
KUR Small
KUR Small with higher credit limits 3.9 thousand • Information & Program Centre: Functioning as an information hub for partnership-based
financing programs and business support initiatives.
Total 1.1 million
As of 2025, BRI supports 54 Rumah BUMN locations across Indonesia, serving as centralized
empowerment hubs for MSMEs. During the year, 529,000 MSME actors participated in business
development activities through Rumah BUMN programs. Through this integrated model, Rumah
BUMN operates as a community-based capability accelerator, connecting MSMEs with mentorship,
training resources, and broader ecosystem opportunities to enhance competitiveness and
sustainability.
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Sustainability-related
Sustainability-related
Disclosure
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 101
Strategy
Non-Financial Support through LinkUMKM
New Pasar.id
New Pasar.id is a digital marketplace platform designed for traditional market traders to sell products 2025
online directly to consumers. The platform: Non-Financial Quantitative
Training Targeted
• Supports retail market digitalization Support Training Name Partnership Social Impact
Field Clients
• Enables online transaction participation Category KPI (Number of
• Facilitates ecosystem integration participants)
Business
Participation does not require mandatory credit uptake, allowing underserved traders to adopt Fundamentals: From
Financial Academic
digital commerce independently. As of 2025, New Pasar.id recorded 5,465 total transactions, with Recordkeeping to 222
Literacy Experts
a total transaction value of IDR 248.08 million. The platform currently covers 7,384 traditional Simple Financial
markets and serves 223,644 merchants, reflecting continued ecosystem expansion and stable Statements
merchant participation. Year-on-year growth in 2025 reached 0.04%, indicating sustained adoption MSME Go Cashless
within the traditional retail segment. with BRI: Smart MSMEs,
Financial or Digital Transformation Industry unbanked
31
LinkUMKM: Literacy & MSME Readiness Platform Digital Literacy Literacy toward Digital Expert clients,
LinkUMKM is BRI’s integrated digital learning and assessment platform designed to support MSMEs Training Financial low-income
across segments, from ultra-micro enterprises to SMEs, in strengthening business capability, Management individuals
improving financial literacy, and accelerating graduation readiness. The platform is open and
Smart Supply Chain
accessible to the public, enabling both BRI customers and non-customers to benefit from its
Management in
educational and capacity-building resources. Available through web and mobile applications,
Digital the Digital Era: Industry
LinkUMKM offers structured learning modules, business diagnostics, digital showcase features, 56
Literacy Transaction Solutions Expert
access to coaching, and broader ecosystem connectivity. As such, the platform serves not only as
through Mobile
a financial literacy accelerator, but also as a tool to enhance business management capabilities by
Banking
providing non-financial support that is not conditional on the use of BRI’s financial products or
services. Environmentally-
friendly agriculture
Through the “UMKM Smart” feature on LinkUMKM, users undertake a structured MSME Graduation innovation: Strategies
Technical Agriculture Smallholder
(Naik Kelas) Assessment, designed to measure business maturity and readiness for progression to Agriculture for MSMEs to achieve 69
Assistance Experts Farmers
higher business tiers. Based on the assessment results, MSMEs are classified into three development higher productivity
clusters: and optimal selling
• Traditional prices
• Developing Understanding Your
MSMEs,
• Modern Customers Better
unbanked
Business Business Than Competitors: Industry
clients, 56
This classification enables targeted literacy and capability interventions aligned with each MSME’s Management Development Effective Strategies Experts
low-income
readiness level. As of 2025: to Identify Market
individuals
• 14.9 Million users Opportunities
• 11.4 Million users have conducted MSME Graduation Assessments
• 2.9 Million users are classified as Traditional MSMEs
• 7.6 Million users are classified as Developing MSMEs
• 0.8 Million users are classified as Modern MSMEs
• More than 800 training modules are available & More than 50 mentors support users through
coaching features
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Sustainability-related
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 102
Strategy
Customer Based Non-Financial Support Program Desa BRILiaN
This layer supports BRI customers across ultra-micro, micro, and small segments through structured Desa BRILiaN is a village empowerment initiative aimed at developing model villages that
cluster development, institutional strengthening, and ecosystem integration. demonstrate strong leadership, collaborative governance, and sustainable economic growth.
Aligned with the Sustainable Development Goals (SDGs), the program is structured around four
Klasterku Hidupku core pillars of village development:
BRI Klaster Usaha is a business empowerment program Sektor Klaster
• BUMDes (Village-owned Enterprises) : enhancing the capacity and performance of Village-
designed to support business groups formed based on 0,70%
Owned Enterprises (BUMDes) as key local economic drivers
shared interests within a specific area. This initiative 0,10% 3,00%
7,80% Pariwisata
• Digitalization: integrating digital solutions and tools to modernize village administration,
aims to enhance the capacity and capabilities of all Jasa
services, and economic activities
10,60%
members within the cluster. BRI provides comprehensive Perikanan • Sustainability: fostering long-term resilience through responsible resource management and
empowerment programs to support Business Clusters, Perdagangan continuous community development.
including training, mentoring, business infrastructure 48,20% Industri • Creative Innovation: encouraging the development of new ideas, products, and community-
support, and market expansion assistance. 29,60%
Pertanian
based innovations to expand economic opportunities.
Lainnya
As of December 2025, the Desa BRILiaN program has successfully empowered over 5,245 villages
2025
Non- Quantitative
Financial Training Social Combination of 4 Ecosystem Aspects
Training Name Partnership Targeted Clients
Support Field Impact KPI
Category (Number of
participants) BUMDes Digital Sustainability Innovation
BUMDes (Village-Owned Digitization - implementing Sustainability - promoting Creative Innovation -
Financial Strategies to Optimize Financial Enterprises) - strengthening digital products and activities resilience and continuous encouraging the creation of
Financial village-based economic to modernize village development. new solutions and
the Potential of Group-Based Education 31 drivers. operations. innovations.
Literacy MSMEs,
Financial Enterprises Institution
unbanked
or Digital Effective Business Proposal
Business Academic clients,
Literacy Development to Expand 45
Literacy Expert low-income
Training Business Opportunities
individuals
Digital MSME Digitalization: A Smart
122
Literacy Move to Reach Export Markets
Adaptation of Pest and Plant Academic Smallholder
Agriculture 83
Disease Management Expert Farmers
Fisheries
Development of Innovative &
Profitable Fisheries Product
Fisheries
Experts
Micro
Enterpreneurs
197 5,245
Desa BRILian across Indonesia
Technical Smart Farmers; Increase
Academic Smallholder
Assistance Agriculture Agricultural Revenue Through 94
Expert Farmers
Profitable Partnerships
Strategies for the Qurban
Livestock Business during Academic Smallholder
Livestock 49
the Foot-and-Mouth Disease Expert Farmers
(FMD) Pandemic VILLAGE
COMMERCE SERVICES FOOD MANUFACTURING OTHERS
TOURISM
555 BUMDes 1.209 BUMDes 790 BUMDes 1.618 BUMDes 1.017 BUMDes 56 BUMDes
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 103
Strategy
Export Training Program
As part of its non-financial support for MSME upgrading, BRI Peduli ran the 2025 Export Training
Program for 30 BRI-assisted MSMEs in the culinary, fashion, jewelry, handicraft, and home-décor
sectors. Implemented in collaboration with the Export Human Resources and Trade Services
Development Center (PPEJP) of the Ministry of Trade of the Republic of Indonesia, the program
equips participants with knowledge of international trade regulations, export documentation, and
global market research strategies. The program is complemented by technical assistance, including
product design consultations in collaboration with the Indonesia Design Development Center
(IDDC) and logistics and supply chain education delivered with strategic partners. Through these
partnerships with government and business development institutions, the initiative delivers targeted
business management training aligned with the needs and capabilities of assisted MSMEs,
strengthening their export readiness and competitiveness in global markets. Pre- and post-training
tests showed an average competency increase of 30.24% (from 67.17 to 82.32), while 68% of
participants rated the training as “very good” and 64% found the content highly relevant to their
business needs.
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Sustainability-related
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 104
Risk Management
Inclusive Finance Risk Management
As part of its enterprise risk management framework, BRI identifies potential risks associated with inclusive finance initiatives and customer service delivery. These risks may arise from product suitability,
access to financial services, service quality, customer capability, and consumer protection practices across banking channels. If not properly managed, such risks may affect customer trust, portfolio qual-
ity, operational effectiveness, and the sustainability of the Bank’s financial inclusion strategy. To address these risks, BRI implements a range of governance frameworks, policies, and operational controls
aimed at ensuring responsible product offerings, fair customer treatment, and consistent service quality across its banking operations. The key risks and corresponding mitigation measures are summarized
below.
No. Category Risk Risk Description Mitigation
Product Design and Customer Suitability
1 Credit Risk Product-Customer suitability mismatch • Implementing Credit Need and Affordability Assessment to ensure products are aligned with customers’ financial
capacity.
• Applying Responsible Marketing and Product Offering Policy to promote responsible product distribution.
2 Strategic Risk Low Product relevance to customer needs
• Implementing Fair advertising & Communication Policy to ensure transparent product information.
• Utilizing customer feedback and service monitoring to improve product relevance and offerings
Points of Access to Financial Services
3 Strategic Risk Limited access to financial services in underserved areas • Expanding inclusive financial service channels, including digital banking and agent networks
• Implementing Financial literacy & inclusion policy to guide inclusive service planning and delivery
4 Operational Risk Fraud risks across banking channels • Implementing Responsible Marketing and Product Offering Policy to prevent misleading sales practices.
• Strengthening service quality monitoring and customer protection mechanisms
Customer Empowerment & Financial Education
5 Credit Risk Low financial literacy and customer capability • Expanding financial literacy and customer empowerment programs.
• Implementing Loan Modification and structured escalation process to support responsible financial recovery.
6 Operational Risk Weak complaint handling or consumer protection • Strengthening complaint handling processes and customer service support.
• Implementing Service Improvement Management to identify root causes and improve service delivery.
Customer Financial Protection
7 Reputational Risk Reputational risks from inadequate service quality
• Strengthening service quality monitoring and governance oversight.
• Implementing Responsible debt collection standards to ensure fair customer treatment
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 105
Risk Management
Inclusive Banking with a Focus on Capability and Protection and periodic regulatory reporting, enabling the Bank to monitor whether inclusion efforts translate
into improved access, responsible product use, and sustainable customer relationships, while
In the context of Inclusive Finance and Customer Excellence, BRI’s risk management approach identifying early warning signals that may require corrective action.
spans the full continuum of financial access expansion, customer capability and literacy, and
consumer financial protection. These dimensions are closely interrelated and managed within the Customer Excellence & Service Quality Management
Bank’s broader risk governance framework, given their potential implications for operational As part of its risk management approach, BRI manages customer experience and service quality to
resilience, regulatory compliance, customer trust, and long-term business sustainability. Key risks mitigate operational, strategic, and reputational risks associated with financial service delivery. The
identified in this area, including product misalignment with customer needs, inconsistent service Bank monitors customer engagement through the Customer Engagement Index, which measures
delivery across access points, limited customer understanding of financial products, and elevated the quality of customer interactions across service channels; in 2025, BRI achieved a Customer
exposure to conduct and reputational risks, are managed through a combination of policy controls, Engagement score of 4.67, exceeding the internal target of 4.55. In addition, customer satisfaction
operational safeguards, and structured monitoring mechanisms. This approach helps ensure that surveys and the Net Promoter Score (NPS) are used to capture broader customer perceptions of
inclusion-driven growth does not result in mis-selling, service quality gaps, or greater regulatory service quality and loyalty, serving as supporting indicators to identify improvement areas and
exposure, while keeping customer outcomes aligned with the Bank’s risk appetite across the short, strengthen service standards, with detailed results presented in the Metrics and Targets section.
medium, and long term. To ensure inclusive services, BRI also provides specific procedures for customers with disabilities
and elderly customers in accordance with SO.41-CEX/12/2025 on Operational Work Units, which
Access That Empowers, Literacy That Sustains [GRI G4 FS14] regulates assisted service mechanisms. Under this provision, customers may be accompanied by
Financial Literacy & Inclusion Policy a designated companion when opening accounts or conducting transactions. At the same time, BRI
From a risk management perspective, financial inclusion and financial literacy at BRI are governed officers are required to provide clear explanations to ensure that customers can make informed
as regulated, risk-sensitive activities, under Board of Directors Circular Letter SE.21-DIR/ financial decisions.
SCC/08/2024 on Consumer Protection, Book 3 on Financial Literacy and Financial Inclusion, rather
than standalone outreach initiatives. The Bank’s inclusion and literacy policies establish clear Consumer Financial Protection [GRI 3-3]
requirements for planning, execution, evaluation, and reporting, serving as primary controls to
mitigate risks related to inappropriate targeting, ineffective access expansion, and inadequate Embedding Responsible Business Processes and Policies
customer capability. BRI apply a protection by design approach by continuously reviewing and improving business
processes and standard operating procedures (SOPs) to enhance consistency, transparency, and
Inclusion initiatives are required to define target consumer segments, delivery channels (physical control across the end-to-end customer journey. Process reengineering efforts, including role-
or digital), scale, implementation period, and evaluation indicators in advance. This structured based access reassessments and authority re-mapping, strengthen the prevention of operational
planning framework mitigates risks associated with offering products or services that are not misuse and fraud. These enhancements also improve the reliability and auditability of customer
aligned with customer profiles, financial capacity, or usage capabilities, which could otherwise facing processes such as onboarding, credit documentation, approvals, and notifications, ensuring
result in higher complaint volumes, regulatory scrutiny, and erosion of customer trust. that customer rights, obligations, and decision points are applied consistently and in accordance
with prudent risk management practices.
Operational and reputational risks arising from access expansion are further managed through
regulated infrastructure provision, including branch networks, partnerships with third parties, Product Communication, Advertising, and Sales Practices [GRI 3-3]
digital distribution channels, and accessibility facilities for vulnerable groups such as persons with Fair Advertising and Communication Policy
disabilities and the elderly. By controlling how access points are established and maintained, BRI BRI implements fair advertising and communication practices through a centralized governance
reduces the risk of service inconsistency, agent-related misconduct, and unequal customer framework regulated under Board of Directors Circular Letter SE.17-DIR/CSC/07/2024 on
experience across regions and segments. Communication. This policy governs corporate communication, stakeholder communication, and
brand, product, and service communication, ensuring that all public-facing messages are accurate,
Financial literacy activities function as a complementary risk mitigation layer, aimed at reducing consistent, and non-misleading.
capability and understanding gaps that could limit effective product utilization or increase the
likelihood of misinformed decision-making. These activities are subject to systematic evaluation Oversight of advertising and major communication activities is conducted directly by the President
Director, who provides senior management supervision for strategic, high-impact, and cross-unit
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 106
Risk Management
communication initiatives, including major campaigns and promotional activities. This direct and consistently align with customer protection principles. Feedback from customer satisfaction
oversight ensures alignment with regulatory requirements, reputational considerations, and assessments is also integrated into the process of improving products and services, enabling BRI
principles of transparency and accountability. to continuously enhance product features, service delivery, and customer interaction approaches
to boost overall customer satisfaction.
To support this objective, BRI implements an integrated approach through the synergy of
communication pillars, comprising corporate and stakeholder communication managed by the Responsible Lending Practices
Corporate Secretary Group; brand, product, and service communication managed by the Branding Credit Need and Affordability Assessment
& Marketing Communication Group; as well as internal communication managed by the Culture As part of its commitment to responsible lending and customer empowerment, BRI implements
Transformation Group. This governance structure enables coordinated messaging, strengthens SO.11-CRO/06/2024 on Loan Operations, including its amendments, which governs end-to-end
brand consistency, and ensures alignment of all communication activities with the Bank’s strategic credit processes, including customer information disclosure, credit assessment, approval, and
objectives and stakeholder expectations. servicing. In line with this policy, BRI provides a loan simulation feature accessible through the
Company’s official website as part of its commitment to enhancing customer transparency. The
In addition, BRI conducts training and awareness programs for employees involved in marketing, feature allows customers to estimate their monthly instalment obligations prior to submitting a loan
product communication, and customer engagement to ensure compliance with fair advertising application. Through this approach, BRI upholds the principles of transparency and accountability
principles and consumer protection standards, as further described in the people capability in the lending process by providing clear information and encouraging customers to make more
empowerment section on page 108. informed financial decisions. All lending activities are carried out in accordance with the prudential
principle, including through affordability assessments and repayment capacity assessments,
Responsible Marketing and Product Offering Policy [GRI 417-1] supported by internal credit assessment and risk evaluation mechanisms to ensure that the credit
Responsible marketing and product offering policy at BRI are governed by Board of Directors products extended remain aligned with customers’ financial capacity. These processes form an
Circular Letter SE.21-DIR/SCC/08/2024 on Customer Protection and SO.41-CEX/12/2025 on integral part of BRI’s credit risk management framework, ensuring that each financing decision
Operational Working Units. These policies set market conduct standards covering transparent takes into account a prudent evaluation of customer eligibility as well as the suitability of the product
product disclosure, appropriate product offering, and fair customer treatment across the product with the customer’s profile and financial capacity.
lifecycle, including direct interactions between Relationship Managers or Frontliner Teams and
customers. In addition, BRI continuously monitors loan performance to identify at an early stage any potential
repayment difficulties or signs of financial stress among customers. Through this monitoring
Product marketing and offering activities are required to provide accurate, complete, and mechanism, BRI is able to take proactive measures, including engaging with customers and
understandable information, enabling customers to make informed financial decisions. implementing the necessary credit management actions, in order to prevent financial stress from
Communication materials and product explanations include balanced disclosure of key features, escalating. Lending practices at BRI and all subsidiaries are also subject to regulatory oversight and
costs, risks, and potential consequences, ensuring that customers are informed not only of benefits consumer protection frameworks that require transparency of information, fair treatment of
but also of obligations and possible impacts associated with the use of financial products. Products customers, and ethical collection practices. This integrated approach helps mitigate the risk of
are offered to an appropriate target audience, taking into account customer needs, financial customer over-indebtedness, while strengthening trust and fostering a responsible financial
capacity, and level of understanding, and are conducted with prior customer consent. These partnership between BRI and its customers.
practices are supported by operational guidance to strengthen financial literacy and promote
financial inclusion, alongside effective handling and dispute resolution mechanisms in line with Responsible Debt Collection
Financial Services Authority Regulation No. 22 of 2023 on Consumer and Public Protection. BRI has established a comprehensive credit collection policy to safeguard customer rights and
personal data in full compliance with applicable laws and regulations. The policy ensures that all
To strengthen responsible products and services, the same policy framework applies across the full collection activities are carried out transparently and without intimidation, harassment, or unfair
product and service lifecycle, covering the design, offering, delivery, and ongoing use of banking treatment. These requirements are further reinforced through SO.11.b-CRO/06/2024 on Loan
products and customer services. This framework reflects BRI’s commitment to providing products Operations, which governs end-to-end credit processes, including collection procedures, account
and services responsibly by ensuring that they are designed, marketed, and delivered with customer handling, escalation pathways, and customer communication standards, to promote disciplined
suitability, transparency, and fair outcomes in mind. Internal controls are implemented to ensure and responsible practices throughout the credit lifecycle..
that both products and service delivery remain appropriate for the intended customer segments
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Introduction
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 107
Risk Management
To support responsible collection practices, BRI continuously strengthens the competence and approval processes to ensure fairness, proportionality, regulatory compliance, and accountability.
professionalism of employees involved in credit collection through targeted training, certification This integrated approach enables BRI to manage credit risk effectively while safeguarding customer
programs, and ongoing capacity-building initiatives. This approach ensures that employees are rights, supporting informed decision-making, and maintaining resilient, long-term financial
well-versed in collection procedures while maintaining empathy and sensitivity toward customers’ partnerships.
financial conditions.
Complaint Handling Process
In addition, BRI applies strict governance and supervision over third-party debt collection agents to BRI has a well-defined process for managing financial products, ensuring that all customer concerns
ensure compliance with established guidelines and high ethical standards. Through this balanced are addressed promptly and efficiently in accordance with SO.24-CEX/09/2025 on Information
approach, BRI seeks to protect our interests while fostering trust-based, long-term relationships Services and Customer Complaint Handling. BRI provides multiple comprehensive channels for
with customers and maintaining customer satisfaction. receiving and handling s through BRI Contact Center (Contact BRI) and services at BRI Offices,
including Branches, Sub-Branches, and BRI Units. Customers can reach Contact BRI via phone at
Loan Modification and Structured Escalation Process 1500017, official social media platforms, email at callbri@bri.co.id, the AI-based chatbot through
BRI implements a structured and prudent approach to loan modification and non-performing loan WhatsApp (Sabrina) at 0812 1214 017, and digital services through the BRImo application’s Help
(NPL) resolution as an integral part of its credit risk mitigation framework, in accordance with Board Center menu for self-services & toll-free support. In addition, customers can lodge complaints in
of Directors Circular Letter SE.39-DIR/KRD/11/2023 dated 10 November 2023 on Non-Performing person at BRI Work Units through Frontliners (Universal Bankers & Customer Service) or via Video
Loan Management, including subsequent amendments. This framework is designed to protect Banking.
customers, particularly those affected by unexpected economic shocks or prolonged financial
difficulties, while maintaining sound portfolio quality and prudent risk management. Each complaints received is carefully reviewed by a qualified team to understand the issue and find
the right solution. Upon receipt of a complaint, customers receive confirmation of complaint
In managing Non-Performing Loan (NPL), BRI applies a risk-based and customer-segmented registration, including a reporting reference number and information on the expected resolution
approach that considers the debtor’s financial condition, repayment capacity, business prospects, timeframe in accordance with established Service Level Agreements (SLAs). BRI ensures that
and demonstrated good faith. BRI prioritizes loan restructuring as the primary recovery mechanism, corrective actions are quickly implemented to address customer concerns and prevent similar
reflecting a balanced and customer-centric resolution philosophy that seeks to preserve long-term issues from arising in the future. BRI uses Artificial Intelligence (AI) and Robotic Process Automation
customer relationships wherever feasible. Restructuring measures may include payment deferrals, (RPA) to track Service Level Agreements (SLAs) to improve the customer experience, speed up
interest rate adjustments, rescheduling or extension of loan tenors, and other modifications tailored resolution and streamline business processes in customer service.
to the customer’s financial capacity and business sustainability. These decisions are based on
comprehensive financial assessments and guided by principles of good faith, cooperation, and the To strengthen independent oversight, in 2025 BRI conducted thematic internal audits focusing on
viability of the debtor’s operations. complaint handling effectiveness, adherence to procedures, and compliance with consumer
protection standards. The audit results are used as an independent review mechanism to evaluate
Where restructuring is not feasible or does not restore loan sustainability, BRI applies alternative systemic issues, identify improvement areas, and support corrective actions across relevant work
NPL resolution mechanisms in accordance with applicable laws and internal governance standards. units. Findings from complaint trends and thematic reviews are escalated through governance
These mechanisms include resolution without legal proceedings, resolution through legal channels, channels and used to enhance policies, procedures, service controls, and product and service
structured collection efforts, claims through credit guarantee institutions or insurance, auction of improvements.
collateral, and receivable transfers or loan sales (cessie). The selection of resolution measures is
aligned with the characteristics of the debtor and the credit exposure, allowing differentiated Throughout 2025, BRI effectively managed its handling and investigation processes, implementing
treatment between cooperative customers and those without viable business prospects or corrective actions when necessary. In 2025, BRI achieved a complaint resolution rate of 99,98%,
demonstrated good faith. demonstrating the effectiveness of its complaint management framework. This demonstrates BRI's
commitment to resolving all s in accordance with the established Service Level Agreements (SLAs).
Throughout the NPL resolution process, BRI ensures transparency through clear communication The process also contributes to the ongoing enhancement of policies and procedures, driving
with customers regarding their financial position, available resolution options, and potential improved customer satisfaction and maintaining a high standard of service quality.
implications. All resolution actions are subject to defined internal governance, oversight, and
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2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 108
Risk Management
Throughout 2025, BRI effectively managed the complaint handling and investigation process, and • Ethical and respectful customer engagement during restructuring processes
implemented corrective actions where necessary. This reflects BRI’s commitment to resolving all • Compliance with internal debt collection policies and applicable regulations
customer complaints in accordance with the established Service Level Agreements (SLAs). The • Responsible negotiation and restructuring mechanisms
process also contributes to the continuous improvement of policies and procedures, thereby
enhancing customer satisfaction and maintaining high service quality standards. In 2025, BRI Through this structured training, BRI ensures that recovery and restructuring activities are
resolved 99.98% of the total 1,262,275 complaints received across all channels. Of this number, conducted professionally, transparently, and in a manner that safeguards customer dignity while
1,261,976 complaints were successfully resolved, while 299 complaints remained under resolution. maintaining prudent risk management standards.
BRI remains committed to completing all ongoing cases in accordance with the established Service
Level Agreements (SLAs).
Training 2025
Key Topics Covered Target Participants Objective
Program Participants
People Capability Empowerment
Consumer Transparent product Frontliner 412 new Ensure customers
BRI reinforce consumer financial protection by enhancing service capabilities and conduct
Protection & disclosure, fair marketing employees receive accurate &
standards across all customer-facing roles, including frontliners, middle managers, relationship Responsible practices, responsible transparent product
managers, and supporting units. Through a renewed service culture and structured initiative such Communication sales conduct, customer information
as onboarding programs, performance development, role-playing exercises, multi-layered quality Training communication standards
assurance, mystery shopping, and improved CSAT mechanisms. These efforts institutionalize Customer Ethical customer Customer-facing 578 existing Strengthen service
consistent product explanation, responsible sales practices, and effective escalation pathways. As Service engagement, complaint employees employees capabilities and
a result, they help mitigate risks of misinformation and mis-selling while enabling customers to Capability handling practices, reinforce
make informed decisions through clear communication of key terms, fees, and associated risks. Development service quality standards, responsible
prevention of mis-selling customer
interaction
BRI adopts a structured and tiered approach to strengthening customer protection and responsible
conduct across all customer touchpoints. This approach integrates fair product communication, Leadership Consumer protection Regional Operational 84 Embed consumer
consumer protection, and ethical recovery practices into leadership development, frontliner & Managerial principles, complaint Head, Department employees protection
Development handling practices, Heads, prospective principles into
training, and specialized functional programs to ensure consistent standards across the organization.
Program service quality standards, Branch Heads, Bank managerial
To reinforce fair advertising and responsible product communication, BRI embedded consumer prevention of mis-selling Representatives oversight
protection principles into leadership and managerial development program in 2025, reaching a total
Credit Ethical collection practices, Credit Recovery & 811 Ensure responsible
of 84 participants, consisting of Regional Operation Heads, Department Heads, prospective Branch
Restructuring restructuring negotiation, Restructuring team employees recovery practices
Head, and Bank Representatives. These programs emphasized transparent communication, proper & Recovery regulatory compliance in members and team that respect
disclosure Training (CRR) debt recovery leaders customer dignity
of product features and risks, and compliance with regulatory standards. In parallel, structured
training was delivered to customer-facing employees. In 2025, onboarding programs reached 412
newly appointed frontliners, while equipping programs strengthened competencies of 578 existing
customer-facing employees, covering consumer protection training. Additionally, BRI provides
specialized training programs for personnel involved in credit restructuring and recovery functions
to ensure strict adherence to internal debt collection policies and regulatory standards.In 2025,
specialized training on Credit Restructuring & Recovery (CRR) was delivered to 811 participants,
consisting of 781 RM CRR (Credit Recovery & Restructuring) Team Members and 30 RM CRR Team
Leaders. These programs were designed to strengthen technical competency and reinforce
responsible collection conduct aligned with customer protection principles. The training emphasizes:
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Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 109
Metrics and Targets
Metrics for Inclusive Finance
BRI’s commitment to advancing financial inclusion, financial literacy and consumer financial protection continues to deliver measurable outcomes across its business and customer ecosystem. These efforts
are reflected in the Bank’s expanding financial inclusion outreach, strong customer satisfaction performance, and the integration of related key performance indicators into executive remuneration frameworks.
BRI’s Financial Inclusion Outreach
Through the implementation of Inclusive Finance strategies, risk management practices, and performance metrics, BRI’s financial inclusion outreach has continued to expand. As of
2025, BRI serves 140.5 million individual customers nationwide, representing an estimated 64.5% coverage relative to Indonesia’s population eligible to participate in the formal financial
system.
Customer Satisfaction Measurement
BRI conducts regular customer satisfaction assessments to capture customer perceptions of service quality and identify areas for improvement. Customer satisfaction is measured
through periodic surveys conducted with third-party providers. In 2025, the results showed strong service performance, with a Customer Service Excellence score of 91.72, exceeding
the internal target. Feedback collected through both offline and digital channels is systematically used to enhance service delivery & customer experience. The results of these
assessments are also used as a reference to monitor and enhance the quality of products and services, identify service gaps, and drive continuous improvement, ensuring that BRI’s
financial products and services remain relevant to customers’ evolving needs.
Board of Directors KPIs Linked-to Remuneration
In addition to the KPIs presented above, BRI also monitors the composition of its lending portfolio
Achievement to ensure continued support for micro and SME segments. In 2025, financing to the micro segment
Board of Directors KPI Target 2025
2025 reached IDR 648.3 trillion, representing 42.6% of total loans, while financing to the SME segment
amounted to IDR 240.8 trillion, accounting for 15.8% of the portfolio. As part of the Board’s collegial
CASA Ratio Consolidation 67.28% 70.61% KPI framework, SME average loan growth reached 5.9% in 2025, reflecting continued efforts to
expand financing to productive business segments while maintaining prudent portfolio management.
Number of Active BRImo Users 24.25 million 110% In addition, the achievement of the collegial KPI for ultra-micro loan disbursement in 2025 reached
95.4%, demonstrating BRI’s commitment to expanding access to financing for the ultra-micro
business segment.
KUR Disbursement 80.00% 98.93%
In line with this achievement, the composition of BRI Group’s consolidated loan portfolio also
Sustainable Financing Rp800 Tn Rp811.86 Tn reflects significant support for the micro and MSME segments. In 2025, lending to the micro
segment reached IDR 648.3 trillion, representing 42.6% of total consolidated loans, while loans to
NPS for Bank 54.43% 69% the MSME segment amounted to IDR 240.8 trillion, or 15.8% of the total consolidated loan portfolio.
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Introduction
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Sustainability-related
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 110
Metrics and Targets
Social Impact of Microloans
As part of its Inclusive Finance strategy, BRI aims not only to expand access to financial services but also to generate meaningful socioeconomic impact for our customers. By providing financing solutions,
BRI seeks to strengthen customers’ financial resilience and support improvements in household welfare and business capacity. To better understand these outcomes, BRI conducts social impact assessments
among microloan borrowers. The survey captures early signals of changes in financial behavior, livelihood stability, and access to essential services following access to financing. The indicators presented
below are derived from a social impact survey conducted on a sample of 838 KUR and Kupedes customers, with a confidence level of 95% and a margin of error of 5%.
Social Impact Category Focus Impact What This Impact Represents Metrics 2025
Indicates the share of customers gaining first-time access to formal credit, % of customers with new
KUR: 81.7%
Access to Finance reflecting expanded inclusion of previously unbanked or underbanked access (first time banking
Kupedes: 69.6%
individuals into the financial system. customer)
Access to Essential Services
% of customers who were
Indicates customer-reported changes in the ability to support education- KUR: 74.9%
Education able to provide education
related needs of dependents following access to microfinancing. Kupedes: 70.8%
access for dependents
% of customers who
Captures customer-reported changes in access to clean water after KUR: 51.7%
Affordable Basic Infrstructure Water experienced better access to
receiving financing. Kupedes: 51.4%
clean water
% of customers who report
Food Security & Sustainable Reflects customer-reported improvements in access to healthy food KUR: 71.9%
Food Security improved access to healthy
Food System following financing. Kupedes: 66.6%
food
% of customers who
Socioeconomic Empowerment & KUR: 42.8%
Business development Indicates customer-reported changes in assets improvement experienced increase in
Advancement Kupedes: 48.0%
assets
KUR: 45 new jobs per
100 KUR facilities given
Employment Generation & Reflects customer-reported changes in business activity, including No of Jobs Created per 100
Decent Jobs Creation
Economic Resilience employment, following financing. loan Kupedes: 65 new
jobs per 100 Kupedes
facilities given
Taken together, these outcomes illustrate a clear progression of inclusive finance impact. Micro borrowers first gain the ability to meet essential household needs, such as education, water, food, and housing.
As stability improves, inclusion expands to women and previously unbanked customers, strengthening participation in the formal financial system. This foundation enables customers to grow productive
assets, expand businesses, and create employment, signalling early financial resilience and reinforcing the role of inclusive finance as a driver of sustainable socioeconomic advancement.
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Introduction
Climate-related
Disclosure
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 111
Metrics and Targets
SDGs-linked Revenues
As BRI promotes financial inclusion and financial literacy while protecting customers’ financial wellbeing, a significant portion of the Bank’s revenue is aligned with the Sustainable Development Goals. In
2025, approximately 65.6% of BRI’s total revenue was linked to SDG-aligned activities, primarily supporting SDG 8 (Decent Work and Economic Growth) through financing that promotes business development,
employment generation, and productivity growth.
SDG 2 – Zero Hunger
IDR 3.13 Tn
65.6%
SDG 8 – Decent Work
and Economic Growth SDG 11 – Sustainable Cities and Communities
IDR 0.98 Tn
101.52 Tn SDG 7 – Affordable and Clean Energy
of BRIʼs total revenue
IDR 0.48 Tn
or
SDG 8 – Decent Work and Economic Growth
IDR 106.33 Trillion The high concentration of revenue under SDG 8
highlights BRIʼs strategic positioning as a universal
19.96 Tn
(Interest Income & FBI that bank with a strong developmental mandate, While contributing smaller proportions relative to SDG 8,
revenues aligned with SDGs 2, 7, 11, and 12 reflect BRIʼs
align with SDGs) supporting employment generation, productivity diversified support across food security, clean energy
enhancement, and long-term economic growth transition, sustainable urban development, and
across Indonesia responsible production ecosystems
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Introduction
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 112
Privacy and Data Security
Empat Pilar Standar Pengungkapan Keberlanjutan IFRS
Governance Strategy RISK MANAGEMENT Metrics and Targets
BRI Achievements
Board of Commissioners Time Horizon IT Infrastructure as a Foundation
Board of Directors Risk and Opportunity Identification Information Technology Systems Resilience
Management Roles and Risk and Opportunity Response Privacy and Data Management
Responsibilities
Capacity Development for Privacy and Data
Reporting and Progress Evaluation Management
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Introduction
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 113
Governance
BRI recognizes that privacy and data security are fundamental aspects in maintaining customer planning, governance, development, and operations of information technology. BRI prioritizes
trust and ensuring business sustainability. Amid the acceleration of digital transformation and the continuous evaluation, regular updates to security protocols, and a strong commitment to innovation
increasing risks of cyber threats, secure, reliable, and compliant data management has become a to maintain the effectiveness of its cybersecurity measures, particularly as the financial industry
strategic priority for the Company. Data Privacy and Security Governance at BRI is implemented navigates an increasingly dynamic digital landscape. In this regard, BRI adopts a proactive, adaptive,
through a robust oversight and control structure, including the establishment of committees at the and collaborative approach to cybersecurity in order to safeguard the integrity of financial systems
level of the Board of Commissioners, the Board of Directors, and senior management. The and strengthen public trust.
governance structure for data privacy and security at both the Board of Directors (BOD) and Board
of Commissioners (BOC) levels also considers members with relevant expertise to ensure that data The Digital Risk Management Committee discusses developments in digital risk exposure, covering
protection is carried out in an integrated, accountable manner and in alignment with the prudential various aspects including digital risk profiles, top risks, risk assessments of information technology
principles applied by the Company. assets, and privacy and data security. The Committee also serves as a forum to review other
strategic issues related to operational resilience, information security, and the Company’s
Safeguarding Privacy and Data Security preparedness in addressing the evolving dynamics of digital risks. In addition, BRI has established
an ESG Committee to enhance focus and oversight on sustainability-related issues. The ESG
Board of Commissioners
Committee convenes regularly, at least twice a year, and is responsible for determining key
Risk Management Monitoring sustainability issues while providing direction and reviewing the implementation of sustainability
Audit Committee
Committee initiatives across the Company.
Management Roles and Responsibilities
Board of Directors
BRI has defined the roles and responsibilities of each organizational unit to support the effective
Information Technology Steering management of privacy and data security, covering areas from infrastructure and information
Risk Management Committee ESG Committee
Committee systems to data privacy and security management, as well as workforce capacity development.
These responsibilities are primarily carried out by the Information Technology Directorate and the
Board of Commissioners Risk Management Directorate, which ensure that information technology is supported by secure
BRI implements an integrated group-level governance framework that encompasses strategy systems, controls, and technologies. Within this structure, several key functions are established,
formulation, decision-making processes, and oversight functions to ensure that data privacy and including:
security are managed comprehensively and sustainably. At the Board of Commissioners level, the
Risk Monitoring Committee serves as a strategic forum for information exchange and oversight of 1. Chief Information Security Officer (CISO), who leads the overall management of information
risk exposures, including information technology and digital risks. The Committee conducts security;
2. Data Protection Officer (DPO), who ensures that all personal data management practices
periodic monitoring of the implementation of the risk management framework and the adequacy of
comply with applicable regulations and internal standards;
the controls in place, while also overseeing compliance with applicable laws and regulations related 3. Certified Information Systems Auditor (CISA);
to the Company’s operations. 4. Certified Information Systems Security Professional (CISSP); and
5. Certified Information Privacy Manager (CIPM).
The Risk Monitoring Committee and the Audit Committee convene regularly throughout the year in
accordance with prevailing provisions. Through these forums, the Board of Commissioners Together, these functions form an integrated framework to safeguard customer trust and support
exercises its oversight function and provides strategic recommendations aligned with BRI’s the Company’s long-term commitment to privacy and data security.
corporate policy direction. The resulting recommendations serve as guidance for management in
establishing and enhancing strategies for privacy and data security protection, with continuous Reporting and Progress Evaluation
oversight in place. This approach strengthens the Company’s operational resilience, safeguards BRI implements a structured reporting mechanism to ensure effective oversight of cybersecurity
stakeholder trust and interests, and ensures alignment with applicable regulatory requirements. and personal data protection. Through periodic reporting and incident escalation mechanisms,
management is able to monitor risk developments, evaluate the effectiveness of existing controls,
Board of Directors and ensure a prompt and transparent response to any potential breaches. Reports related to
At the executive level, the Information Technology Steering Committee, chaired by the Director of cybersecurity and personal data protection are regularly submitted to the Information Technology
Information Technology, is responsible for providing direction and recommendations regarding the Steering Committee and the Digital Risk Management Committee as part of strengthening
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Introduction
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 114
Governance
the governance and oversight of information technology risk management at BRI. • Service and Customer Experience Function
• Periodic Cybersecurity Report • Corporate Secretary Function
A formal report covering the Bank’s cyber risk profile, the effectiveness of defense systems, • Legal Function
and the results of vulnerability assessments to ensure the resilience of the Bank’s technology • Compliance Function; and
infrastructure. • Culture Transformation Function.
• Data Privacy Report
The Personal Data Protection Officer (PPDP/DPO) reports on compliance with personal data As part of BRI’s commitment to protecting privacy and data security, the Company has established
processing requirements and the stat us of data subject rights to ensure alignment with the
a data security governance structure through Board of Directors Decree No. Kep.2532-DIR/
Bank’s data privacy protection strategy.
PPM/08/2024. This structure is designed to ensure accountability and strategic oversight over
• Incident Escalation
An immediate reporting mechanism is in place for any indication of data breaches to ensure a customer data privacy. BRI has formally established a Data Protection Team led by a Data Protection
prompt and transparent strategic response at the highest management level. Officer (DPO). The decree also stipulates the establishment of a Steering Committee consisting of
members of the Board of Directors with cross-group representation to ensure that data protection
The Information Technology work unit reports to the Director of Information Technology and is policies are integrated across all business lines. The governance framework is organized into five
responsible for the following key areas: main streams:
• Security Architecture Design • Legal, Risk & Compliance Stream
• Operational Security Focuses on compliance with the Personal Data Protection Law and the mitigation of related
• Cyber Risk and Cyber Intelligence legal and compliance risk.
• Data Loss and Fraud Prevention • Digital & Information Technology Stream
• Identity and Access Management Focuses on strengthening technology infrastructure, encryption, and cybersecurity systems to
• Program Management, Investigation, and Forensics; and protect data from unauthorized access.
• Security Governance. • Audit Stream
Performs oversight and periodic evaluations to ensure the effective implementation of data
security policies.
The work units responsible for information security (CISO, CISA, and CISSP) report directly to the • Communication & Customer Stream
Director of Information Technology and are responsible for the following key areas: Manages customer education initiatives and ensures transparent and responsive communication
• Security Governance channels related to data privacy.
• Identity and Access Management • Subsidiary Stream
• Data Security Ensures the standardization and consistent implementation of data security governance across
• Application Security all subsidiaries within the BRI ecosystem.
• Data Loss and Fraud Prevention Management
• Threat and Vulnerability Management
The reliability of privacy and data security forms the backbone of service operations. In its efforts
• Security Incident Management.
to protect data privacy and strengthen data security, BRI continues to innovate in enhancing system
defenses against cyber threats. The Company’s strong commitment to addressing cybersecurity
In addition to the Information Security Unit, BRI has also established a Cyber Security Incident
risks is reflected in the establishment of collegial Key Performance Indicators (KPIs) at the Board of
Response Team (CSIRT) to ensure a prompt and effective response to cybersecurity incidents. The
Directors level. These metrics are subsequently translated into performance targets for the top
CSIRT is led by a CSIRT Coordinator, who oversees several specialized teams, including:
executive management, as follows.
• CSIRT Coordinator (serving as the coordinator for all teams)
• IT Information Security Function working Unit
• IT Planning Function working Unit
Management KPI Target / Objective
• IT Application System Development Function working Unit
• IT Application System Operations Function working Unit CEO, IT Director Cybersecurity Breach
• IT Infrastructure and Operations Function working Unit Minimize the number of
Data Breach cybersecurity incidents
• IT Data Management Function working Unit DRD and CISO Group
Cybersecurity Incident
• Digital Risk Management Function
• Operational Risk Management Function
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 115
Strategy
Privacy and Data Security are essential to maintaining customer trust and ensuring business the Company’s strategic decision-making processes and serves as a basis for setting medium- to
sustainability. Accordingly, the Company’s strategy is focuses on strengthening information long-term targets and priorities to continuously strengthen digital resilience and sustainability
protection, enhancing operational resilience, and leveraging smarter and more secure technologies. governance.
Through a proactive and measured approach, BRI ensures that every step of digital innovation is
consistently balanced with robust risk controls, enabling services to remain secure, reliable, and Risk and Opportunity Identification
capable of delivering long-term value to all stakeholders. [GRI 3-3]
The identification of risks and opportunities forms an integral part of BRI’s strategy to measure the
Time Horizon impacts generated and to inform the Company’s strategic decision-making. In this process, BRI
analyzes potential impacts on its business model, value chain, and financial performance. The
BRI categorizes the impacts of various sustainability-related risks and opportunities, including assessment further identifies the time horizon over which such impacts may materialize, enabling
those related to cybersecurity and data privacy, across short-term (up to one year), medium-term BRI to anticipate potential developments and implement appropriate mitigation measures. BRI
(1–5 years), and long-term (more than five years) time horizons. This classification is aligned with conducts the identification of risks and opportunities related to sustainability issues in privacy and
data security, followed by an assessment of their potential impacts on the Company’s activities. The
Risk Identification results of this risk and opportunity identification are presented below:
Possible Impact on
Description
Category Impact on Business Model & Value Chain Impact on Strategic Decision-Making Financial Impact
Own
Upstream Downstream
Operations
Risk
Malware Cyber Cyberattack risks arising • Disruption to BRI’s assets, systems, applications, and • Strengthening IT investment priorities in • Potential financial losses
attack Risk from malware targeting IT IT infrastructure, potentially affecting operational security architecture, early threat detection, arising from service
systems, applications, and continuity and digital services delivery. and the protection of systems and sensitive disruptions, system recovery
server infrastructure. • Increased risks of data compromise, including digital data. efforts, security incident
transactions and services, process data, system • Directing the development of digital services response, and costs related
Ransomware Cybercrime risks involving integrations, as well as recovery efforts arising from to adopt security-by-design principles and to IT infrastructure
Attack Risk attacks on vulnerable disruptions and cybercrime. enhance the Company’s operational resilience. remediation.
customer personal data • Potential financial and reputational losses that may • Driving strategic decisions to enhance • Risks of fines and
using various phishing undermine customer confidence in the resilience of the customer education, strengthen IT security compliance-related
techniques Company’s IT infrastructure. standards, and ensure the selection of credible consequences resulting from
technology partners. personal data breaches or
non-compliance with
Phishing and Risks related to the misuse applicable regulations.
cyber crime risk of emerging technologies, • Revenue decline and
including AI, to manipulate increased additional costs
customer communications due to reduced customer
and interactions. trust, rising fraud incidents,
and the potential loss of
Emerging Risk of misuse of emerging • Risks of reducing the quality and customer satisfaction • Strengthening the digital security strategy
digital business opportunities.
Technology technologies such as of digital experiences when accessing the Company’s through more advanced identity verification
Misuse (AI) Risk Artificial Intelligence (AI) to products and services. and increased focus on technologies capable
• In 2025, BRI recorded zero
cybersecurity breaches,
manipulate voice, images, • Disrupting the reliability of BRI’s digital business model of detecting AI-driven manipulation in digital
resulting in no significant
videos, responses, and by eroding customer trust in technology-based services.
financial impact on the
customer interactions. authentication and service interactions. • Ensuring that digital service development
Company.
policies and new innovations adopt security-
by-design principles, with a strong emphasis
on protecting customers from misinformation
or AI-manipulated interactions
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Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 116
Strategy
Possible Impact on
Description
Category Impact on Business Model & Value Chain Impact on Strategic Decision-Making Financial Impact
Own
Upstream Downstream
Operations
Risk of Outdated Risks related to outdated • Potentially weakening the effectiveness of the digital Accelerating system modernization and Higher operating expenses
IT Governance management of products, business model as processes, data, and services fail to strengthening data management capabilities to arising from system remediation,
Practices services, and data, resulting keep pace with evolving market needs. enable more accurate, insight-based decision- process enhancements, and
in data governance • Resulting in the loss of new business opportunities due making. data quality improvements.
weaknesses and lost to delayed innovation and service adaptation.
business optimization • Reducing efficiency and reliability across various
opportunities. points of the value chain, from product development to
customer service delivery.
Opportunity
Digital Financial Enhancing customer - 1. Strengthening a service-personalization-based Strengthening the integration of data and 1. Potential revenue growth
Service experience in accessing business model through the use of data and technology technology to support the development of more driven by upselling and cross-
Personalization financial products and to enhance the relevance of customer interactions. personalized services. selling opportunities, as well as
services through advanced 2. Improving the efficiency and flow of the value chain higher customer loyalty.
data integration and modern through data integration, accelerating product
IT platforms. innovation and strengthening customer loyalty. 2. Cost efficiency through
automation and AI-driven
analytics, reducing reliance on
manual processes.
Secure and Improving convenience in - 1. Strengthening the digital business model by enhancing Aligning the Company’s strategy toward 3. Enhanced long-term
Cyber-Resilient accessing financial services customer trust and convenience through secure and strengthening digital security infrastructure profitability supported by
Digital Platform through secure and cyber- reliable access to services. to support service reliability and long-term the expansion of the active
resilient platforms. 2. Enhancing the resilience of the technology supply sustainability. customer base and higher
chain by strengthening security infrastructure, transaction value.
ensuring that services continue to operate optimally
despite cyber threats
In managing data privacy and security, BRI has identified potential risks and opportunities and assessed their possible impacts on the Company’s operations and governance. BRI recognizes that risks arising
from data privacy and security may occur unexpectedly. To address this, BRI has issued a comprehensive data management policy through Circular Letter No. SE.27–DIR/EDM/12/2025 dated 29 December
2025 on Data Management. This policy consists of 11 modules that serve as comprehensive guidelines for data management across the organization. BRI has not yet conducted a specific quantitative
measurement of financial impacts, considering that data privacy and security risks are dynamic in nature, largely preventive, and integrated with other operational and sustainability-related risks. Nevertheless,
BRI acknowledges that the management of data privacy and security may qualitatively influence operational costs, regulatory compliance, and customer trust. Therefore, these aspects continue to be
managed in an integrated and responsible manner in accordance with applicable regulations. BRI is also gradually developing structured methodologies and measurement frameworks to identify and quantify
potential financial impacts, in line with the ongoing enhancement of risk management practices and applicable reporting standards.
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Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 117
Strategy
Risk and Opportunity Response [FN-CB-230a.2]
Based on the identification of risks and opportunities related to Privacy and Data Security and their potential impact on business continuity, BRI has developed several strategic responses as follows:
Key Opportunity and Risks Action Impact Level Impact Horizon
Governance
Malware Cyberattack Risk 1. Direct oversight by the Board of Directors through the Information Technology Committee. High Short Term
2. Conducting periodic internal and/or external reviews to ensure that processes are
implemented effectively.
Ransomware Attack Risk 3. Information technology management carried out by management personnel with the High Short Term
Risk required competencies.
Process
Phishing and Cyber Crime Risk 1. Implementation of ISO 27001 standards on the Information Security Management System High Short Term
(ISMS) across information technology aspects at BRI.
2. Enhancing IT defense systems to support the detection, response, monitoring, and
Emerging Technology (AI) Misuse Risk evaluation of incidents related to IT risks. High Medium Term
3. Conducting regular risk assessments to ensure that mitigation measures for cyberattacks
and IT-related crimes are effectively managed.
Risk of Outdated IT Governance Practices 4. Providing education and training programs for employees responsible for managing High Long Term
information technology
Governance
Opportunity Digital Financial Service Personalizatio Developing policies governing the use of Artificial Intelligence (AI) in alignment with prevailing regula- Medium Short Term
tions and established AI principles.
Process
Secure and Cyber-Resilient Digital Platform Conducting education and training programs for employees responsible for managing data integration. Medium Short Term
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Sustainability-related
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 118
Risk Management
Privacy and Data Security Policies and Processes [OJK F.27][GRI 3-3] Information Technology Systems Resilience
The management of data privacy and security at BRI is supported by reliable systems through the
The management of privacy and data security requires a multi-dimensional approach. Accordingly, implementation of integrated cybersecurity safeguards. These include layered security measures
BRI has formulated strategic initiatives that support the Company’s operational sustainability from such as firewalls, intrusion detection systems, endpoint protection, the use of artificial intelligence
the perspective of privacy and data security. These strategic initiatives are articulated through four and machine learning for threat monitoring, and the development of secure cyber architecture.
core policies that underpin the achievement of privacy and data security, encompassing BRI’s cybersecurity management is guided by internal policies as well as applicable regulatory
infrastructure as the foundation, reliable information technology systems, data governance, the frameworks. These frameworks include OJK Regulation No. 11/POJK.03/2022 on the Implementation
enhancement of employee capabilities, and customer protection. Policies supporting privacy and of Information Technology by Commercial Banks; Bank Indonesia Regulation No. 2 of 2024 on
data security have been endorsed by the Board of Directors and apply across all Company activities Information System Security and Cyber Resilience for Payment System Operators, Money Market
involving data and privacy. The relevant policies are outlined below. and Foreign Exchange Market Participants, as well as Other Parties Regulated and Supervised by
Bank Indonesia; OJK Circular Letter No. 21/SEOJK.03/2017 on the Implementation of Risk
Management in the Use of Information Technology by Commercial Banks; OJK Circular Letter No.
Information Technology Information Customer 29/SEOJK.03/2022 on Cyber Resilience and Security for Commercial Banks; National Cyber and
Data Privacy
Infrastructure Systems Security Protection Encryption Agency (BSSN) Regulation No. 1 of 2024 on Cyber Incident Management; and Law of
SE.28-DIR/ISG/10/2024 SE.37-DIR/ SE.27–DIR/EDM/12/2025 on SE.21-DIR/ the Republic of Indonesia No. 27 of 2022 on Personal Data Protection. In addition, BRI also refers to
concerning Digital and ISC/09/2023 On Data Management – Book 6: SCC/08/2024 international standards such as ISO 27001:2022, PCI-DSS, and NIST as part of its ongoing efforts
Information Technology the Information Data Security (Data Privacy) on Customer to strengthen information security governance and cybersecurity resilience.
Planning, Management, Security Part 1: Data Security, Part 2: Protection
and Synergy Governance System Personal Data Protection The management of BRI’s information system security is guided by applicable regulatory
requirements and standards, including OJK Regulation No. 38/POJK.03/2016, as well as international
frameworks such as ISO 27001, PCIDSS, and NIST. These policies are formalized through Circular
Letter No. SE.37-DIR/ISC/09/2023 on Information Security Governance Systems.
IT Infrastructure as a Foundation
Cybersecurity management at BRI is aligned with the provisions of Financial Services Authority BRI’s Commitment to Enhancing Information Technology System Resilience
Regulation (POJK) No. 38/POJK.03/2016 on the implementation of risk management in the use of Information management is a critical aspect of operations and is closely associated with various
information technology by commercial banks, as well as relevant international standards and potential risks, including unauthorized access and cyber threats. To maintain stakeholder trust and
frameworks, including ISO 27001:2013, PCI-DSS, and NIST. The management of data security and ensure business continuity, BRI continuously strengthens information security through structured
privacy risks is implemented in an integrated manner, encompassing strategic infrastructure and comprehensive protection strategies. In implementing information security governance, BRI
planning, alignment with the Company’s corporate strategy, adaptation to technological undertakes several key initiatives, including.
developments, regulatory compliance, and continuous monitoring and evaluation. This approach
ensures that data security and privacy risks are effectively managed. Such management is governed • establishing information security governance and information asset protection objectives
by Circular Letter No. SE.28-DIR/ISG/10/2024 dated 31 October 2024 concerning Digital and aligned with BRI’s strategic direction;
Information Technology Planning, Management, and Synergy, which serves as the reference for • providing adequate resources to support the implementation of information asset protection,
digital governance across the BRI. This framework aims to strengthen digital risk controls, safeguard including the assignment of individual responsibilities for information security across all
customer trust, and support long-term sustainability. In addition, BRI has established information organizational levels;
security incident response governance aligned with its Disaster Recovery Plan (DRP) and Business • maintaining continuous communication with all relevant parties, including internal stakeholders
Continuity Plan (BCP), as stipulated in the Circular Letter on Business Continuity Management. The and third parties, regarding the importance of achieving information asset protection objectives
BCP is required to be tested at least once annually through end-to-end simulations involving end in accordance with information security governance and applicable legal requirements,
users. ensuring that all parties understand and comply with established information security standards;
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2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 119
Risk Management
• ensuring and directing the implementation of risk management programs to support monitoring mechanisms. These measures are designed to prevent incidents, minimize the impact in the event
and responses to information security threats, while conducting continuous evaluations to of a breach, and ensure timely recovery and remediation in accordance with the requirements of
enhance the effectiveness of information security systems so that information asset protection the ISO/IEC 27001 standard.
objectives can be achieved;
• developing strategies and conducting periodic evaluations of information security compliance As part of efforts to identify system vulnerabilities and review the security of information systems,
and personal data protection to ensure the integrity and security of data are maintained. BRI conducts a series of vulnerability assessments, penetration tests, and cyberattack simulations
(red team exercises). The implementation of these activities is guided by Standard Operating
BRI implements customer data protection measures in accordance with OJK Circular Letter No. 14/ Procedure SO.46-CIS/12/2025 on IT Application System Security.To ensure that data integrity and
SEOJK.07/2014 to ensure the confidentiality and security of consumers’ personal data. The data management are maintained on an ongoing basis, BRI has issued a dedicated policy that
Company continuously enhances its information security systems in line with technological serves as a guideline for data governance. This policy is outlined in Circular Letter No. SE.27–DIR/
developments and evolving regulatory requirements. BRI’s cybersecurity risk management EDM/12/2025 on Data Management – Book 6: Data Security (Data Privacy), Part 1: Data Security
framework is structured within the Enterprise Security Architecture (ESA), which refers to the and Part 2: Personal Data Protection. From an information security governance perspective, BRI has
National Institute of Standards and Technology (NIST) Cybersecurity Framework. The ESA is also issued an Information Security Governance Policy as a reference for managing information
designed based on risk analysis and the evolving cybersecurity threat landscape to ensure the systems.
effectiveness of security controls. The ESA consists of six main pillars, with a dedicated Security
Operations Center (SOC) function supported by layered security measures such as firewalls, Through this policy, BRI has established dedicated work units responsible for information system
intrusion detection systems, and the use of AI and machine learning for continuous monitoring security, as well as information security standards applicable to third parties (including suppliers
through the SOC on a 24/7 basis. This framework is further strengthened by coordinated incident and vendors) involved in the handling of information data. BRI continuously monitors compliance
response and recovery mechanisms to ensure the resilience of the Company’s information systems. with information security requirements and the level of services provided by third parties. To ensure
that cyber incident response protocols are properly established and implemented, BRI has also
conducted cyber incident simulations on a regular basis over the past three years. Assessments of
risks and opportunities are conducted on a regular basis, considering their potential impacts on
operational continuity, system reliability, customer data protection, and the Company’sreputation.
Risks threatening privacy and data security may arise from various sources, including malware,
Governance Identification Protect Detect Response Recovery ransomware, phishing, and other forms of cybercrime. To address these risks, BRI has established
Organizational Context Assessment of IT • Security • Security Operations • Cyber Security Incident • IT Recovery an escalation process to safeguard information security and data privacy, implemented through a
Cyber Risk Management security maturity across • Governance Center (SOC) Response Team (CSIRT) Orchestration
cyber incident response framework managed CSIRT. The CSIRT operatesthrough four key stages,
Strategy key dimensions. • Awareness and Training • Threat intelligence Post-Cyberattack
Roles, Responsibilities, Identification of gaps Data Security, Account, Brand protection Strategic Analysis
asfollows.
and Authorities and formulation of a and Access
Policy Monitoring and roadmap with Management
Eskalasi
Escalation
Tingkat
Level 0 Eskalasi
Escalation
Tingkat
Level 1
Review corresponding action • Endpoint Security
Supply Chain plans. • Application Security
Cybersecurity Risk • Network Security Managed
Dikelola by
oleh
theSatuan
ServiceKerja
UnitLayanan
and Contact
dan Contact
Center toCenter,
receive Handled by the Single Point of Contact (IT Service Desk),
Dilakukan oleh Fungs: Single Point of Contact (IT Service
Management Perimeter Security untuk
cybersecurity
menerimaincident
laporanreports
insiden from
siberboth
dari eksternal
external and
dan which is responsible for logging and reporting cybersecurity
Desk), untuk melakukan pelaporan insiden siber
internal
internal
sources. incidents.
At the identification stage, BRI conducts maturity assessments of its information technology
Eskalasi
Escalation
Tingkat
Level 2 Eskalasi
Escalation
Tingkat
Level 3
security systems and performs gap analyses. BRI implements an information security risk
identification and assessment process aligned with ISO/IEC 27001, aimed at identifying, analyzing,
Performedoleh
Dilakukan by the
Fungsi
Operations
Operation
function
di masingmasing
across relevant IT
Satuan Dilakukan
Led by theoleh
Bankʼs
Koordinator
CSIRT Coordinator,
CSIRT Bankindengan
coordination
melibatkan
with
and evaluating risks to the confidentiality, integrity, and availability of data. This process is Kerja
units
TI to
untuk
implement
melaksanakan
incidentproses
handling
penanganan insiden
and necessary Satuanrelevant
Kerja terkait
units and
untuk
external
melakukan
authorities,
penanganan
to handle
insiden
conducted periodically and based on a risk-based approach, taking into account both internal and siber yang membutuhkan
follow-up
penanganan
actions. dan tindak laniut sibercybersecurity
dan otoritas yang
incidents.
lebih luas
external threats as well as existing system vulnerabilities. To address the risk of data leakage and
breaches, BRI implements information security controls that include access management, system
and data protection, security monitoring, and information security incident management
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2025 Sustainability Report
Introduction
Climate-related
Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 120
Risk Management
By implementing strong security controls, such as data encryption and access restrictions, the BRI implements various initiatives to strengthen cybersecurity, including enhancing governance for
Bank protects sensitive customer information and mitigates the risk of fraudulent activities. BRI has information security incident management that is integrated with the Disaster Recovery Plan (DRP)
put in place a comprehensive framework, programs, and information security teams to anticipate and Business Continuity Plan (BCP). Business continuity management is governed by a Circular
cybersecurity breaches and incidents, supported by annual maturity and readiness assessments. Letter on Business Continuity Management, which requires end-to-end BCP testing involving end
To maintain service availability, the Company has defined incident detection timelines of 90 minutes users to be conducted at least once a year. To identify system vulnerabilities and review information
and response and recovery targets of 180 minutes. The incident response process follows four system security, BRI conducts a series of vulnerability assessments, penetration tests, and
levels of reporting and escalation, as outlined in the Cyber Incident Management SOP No. SO.32- cyberattack simulations (red teaming). The implementation guidelines for these activities are
ISC/11/2025. stipulated in Standard Operating Procedure No. SO.46-CIS/12/2025 on the Security of IT Application
Systems. In handling incidents, BRI has established a Cyber Security Incident Response Team
Pre-Incident Mitigations Techniques Post-Incident (CSIRT) responsible for managing data security and privacy incidents in a swift and coordinated
manner. This function is supported by communication protocols for public disclosures, as well as
collaboration with globally experienced cybersecurity experts for forensic reviews and cyber
CSIRT CSIRT CSIRT CSIRT
Whistlebower Service Function Work
Unit and Contact Center
incident investigations. To maintain quality and evaluate the effectiveness of policies and their
Encountering or Preparation and Detection and Report and
implementation, BRI conducts periodic internal audits of its information technology infrastructure
experiencing events Mitigation
that have the Reporting or handling incidents
planning Analysis Evaluation and systems. To ensure continuous improvement in the protection of information assets, BRI carries
potential to, or have that can be completed by Single
jeopardized the Point of Contract out regular monitoring, measurement, analysis, and evaluation of risks through the implementation
bankʼs cyber
security of risk management processes, management reviews, incident analyses, and systematic corrective
Mitigation
Techniques and preventive actions overseen by the information security function
IT Help Desk Information
Security Function Information Security Certification
Risk
Management
and Governance
Certification Scope Issuing Body Valid Until
Escalation or reporting or
handling incidents
ISO BRIAPI, Big Data, Managing Event & Cyber Threat British October 31,
27001:2022 Monitoring, Card Production, Spacecraft Operation, and Standards 2025
Communication
Data Center Facility Institution (BSI)
IT Work Unit Information ISO/IEC 20000 Surveillance – BRINets Express, BRILink Mobile, BRImo, British December
Security Function
Extended Scope Brispot Standards 19, 2024
CSIRT Crisis Management
Coordinator
DTI Director Team Institution (BSI)
Escalation of IT work unit
technical support handling
Escalations occurs Proposed Disaster BCM Disaster
when an incident is Declaration and Declaration and
categorized as Very BCM Activation Activation Internal and External Verification
High or when it Crititcal
escalates and To ensure the security of its information technology infrastructure and the effectiveness of its
cannot be
Cyber Security Incident
contained, thus information security management system, in 2025 BRI conducted a maturity assessment of its IT
falling into the very
Response Team (CSIRT) high category infrastructure and information security management system, carried out by an independent third
party. In addition, BRI conducted security verification through Penetration Testing and Vulnerability
Assessments performed by external parties to identify potential vulnerabilities and enhance system
Escalation of handling that
requires coordination between
IT Work Units and others
resilience against cyber threats. As part of strengthening information security governance,
independent external audits are conducted periodically at least once every two years, while internal
audits are conducted annually to ensure the effective implementation of information security
controls in accordance with applicable policies and standards.
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Introduction
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Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 121
Risk Management
Customer data protection is outlined in the following framework.
Privacy and Data Management OJK F.26] [GRI3-3][FN-CB-230a.2]
Your Privacy is Our Priority
With the increasing use of digital technologies, BRI considers data security and privacy to be critical Applicable Personal Data Protection Laws and Regulations
aspects of the Company’s risk management. Risks related to data security and privacy may affect
operational continuity, customer trust, and the Company’s reputation if not properly managed. Personal Data Processing Lifecycle
Accordingly, BRI implements an integrated risk management approach to ensure that customer
data and privacy are managed in a secure, responsible, and sustainable manner. Data Display, Publication, Transfer,
Data Acquisition and Data Correction and Update
Dissemination, or Disclosure
Collection
Policies governing the management of data- and privacy-related risks are stipulated in Circular
Letter No. SE.27–DIR/EDM/12/2025 dated 29 December 2025 on Data Management, which provides
Data Processing and Analysis Data Storage Data Deletion or Destruction
comprehensive regulatory guidance. This policy serves as the foundation for ensuring consistent
management of data security and privacy. This policy applies to all business lines and subsidiaries
within the BRI Group, ensuring consistent implementation of data management standards across
Personal Data Protection Process Cycle
the organization. The implementation of this policy supports structured data and privacy
ISO/IEC 27001 ISMS ISO/IEC 27701 PIMS
management in line with operational needs and applicable regulations. Under this policy, data
management is structured into the following focus areas Assess Protect Sustain 01. Assess
• Data inventory • Privacy by design / • Metrics • Data Subject Rights
• Data flow mapping data protection by • Monitoring Requests
• Records of processing design and by default • Awareness programs • Privacy data breach
Data modeling & Deta storage & activities • Information privacy • Training incident handling
Data Quality Data Architecture
design Operation • Personal data and information • Audit
processing impact security management • Respond
assessment (ISMS & PIMS)
• Personal data
protection policies
and technical controls
Data & Privacy
Metadata Data governance security
Data warehousing & Reference & master Document & content Data integration &
Business Intelligence data management inter
interopenrability
openrability Governance Privacy Policy
The personal data protection lifecycle is implemented through several processes, as outlined
below.
Assess
BRI continuously evaluates its privacy management processes to ensure alignment with best
practices and applicable compliance requirements. This evaluation includes gap analysis, the
preparation and updating of records of processing activities, personal data protection impact
assessments, privacy risk assessments for third parties, as well as the management of data
inventories and data mapping.
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Introduction
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Disclosure
Sustainability-related
Sustainability-related
Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 122
Risk Management
Protect The roles and responsibilities of the respective work units involved are as follows:
BRI implements technical and organizational measures to protect personal data from unauthorized • CSIRT Coordinator: Coordinates the overall incident response process and ensures alignment
access and use. These measures include, but are not limited to, encryption, tokenization, data loss with BRI-CSIRT governance.
prevention, and other security technologies designed to prevent unauthorized access, collection, • IT Information Security Function: Acts as the technical lead, overseeing incident escalation and
use, disclosure, copying, modification, or deletion of data in violation of applicable laws and documentation.
regulations. • IT Application Systems Operations Function: Secures and restores application systems and
documents any system changes.
Sustain • IT Infrastructure and Operations Function: Manages infrastructure security and ensures that
BRI is committed to maintaining compliance with personal data protection regulations while follow-up actions are carried out in accordance with established procedures.
continuously strengthening data protection practices through training and awareness programs for
BRILiaN individuals at both head office and branch offices. To ensure that personal data processing In its operations, BRI has implemented several policies as standard guidelines across all
is conducted in accordance with applicable guidelines, BRI also conducts audits of personal data organizational units, including the following.
protection practices, taking into account the scale and characteristics of its business operations. • Personal Data Protection Circular Letter (SE PDP)
The SE PDP is BRI’s internal policy that establishes the fundamental principles for protecting
Respond customer data in accordance with national regulatory requirements and international best
BRI has established cyber incident response procedures to address personal data breaches practices.
promptly and effectively. In addition, as part of its commitment to transparency in personal data • Standard Operating Procedures (SOP) for Data Management
processing, BRI has prepared and published a privacy notice that can be accessed at the following Technical guidelines to ensure that privacy risk mitigation is implemented systematically
link: https://bri.co.id/privacy. through four key SOPs:
1. Records of Processing Activities (ROPA)
Where an incident may result in a failure of personal data protection, BRI shall provide written Documentation of all data processing activities to ensure transparency and traceability.
notification to the Personal Data Subjects and the relevant authority within no later than 3 x 24 2. Data Protection Impact Assessment (DPIA)
hours of becoming aware of the incident, in accordance with the prevailing regulations. At a An evaluation mechanism used to identify and mitigate privacy risks associated with each
minimum, the notification shall contain the type of data affected, the timing and cause of the new product or system.
incident, and the mitigation and recovery measures that have been implemented and will 3. Consent Management
subsequently be undertaken. The management of data breach incidents is conducted through the Management of customer consent to ensure that data usage is carried out lawfully and in
following stages: accordance with customer preferences.
Identification, Detection, and
4. Data Transfer
Preparation and Planning Mitigation (Containment)
Analysis Procedures governing secure data exchange, both internally and with third parties, to
Establishing the incident response
Verification and analysis of potential Containing the incident by terminating
prevent information leakage.
structure, communication channels,
data breach indicators to determine access, isolating affected systems,
policies, and supporting
the scope and impact of the incident and securing assets
infrastructure In managing customer data, the Bank implements strong security controls such as data encryption
and authorization-based access controls to protect sensitive information. Access to data is
regulated through strict access control mechanisms, ensuring that only authorized personnel can
Reporting and Notification Recovery Eradication
access information in accordance with their roles and responsibilities. In certain cases, encryption
Notifying Data Subjects and Closing security gaps, removing
techniques, data de-identification, or data anonymization are applied to reduce the risk of
Restoring systems and services,
regulators in accordance with
followed by post-incident monitoring
malware, and strengthening security information misuse. These measures help ensure the confidentiality, integrity, and security of data
applicable regulatory deadlines controls
in accordance with internal policies and applicable regulations. From the customer perspective, BRI
has issued a customer protection policy through Circular Letter No. SE.21-DIR/SCC/08/2024
concerning Customer Protection. This policy emphasizes the protection of customer rights and
Evaluation and Lessons Learned interests in all product agreements to support improved financial literacy among customers.
Continuous improvement of policies,
systems, and procedures
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Risk Management
Privacy and Data Security Management [FN-CB-230a.2] safeguarding customer data, managing risks, and strengthening customer trust across all activities
Operational, reputational, and strategic risks are managed in an integrated manner across the involving personal data.
Company through strengthened processes, enhanced employee capabilities, the implementation of
the Know Your Customer (KYC) principle, as well as privacy protection and prompt responses to Privacy Protection Evaluation
customer complaints. Supported by data analytics and continuous evaluation, BRI continuously As part of its risk management framework, BRI implements policies and compliance measures to
aligns its services with customer needs and evolving business dynamics. Above all, customer trust ensure that personal data is processed in a secure and responsible manner. These policies apply to
remains the top priority, safeguarded through a privacy protection framework that is consistent, all parties involved in data management activities, including BRI management, electronic system
secure, and adaptive to regulatory and technological developments. operators, and any parties engaged in personal data processing. All entities involved in the
collection, transmission, dissemination, and deletion of personal data, such as employees, vendors,
Recognizing that customer trust largely depends on how their personal data is protected, BRI partners, contractors, and other third parties, are required to comply with applicable laws and
positions privacy protection as a key element of its banking services. BRI ensures that customers’ regulations, Indonesian banking regulations, and industry best practices. Through this approach,
personal data is managed securely and responsibly in compliance with Law No. 27 of 2022 BRI ensures the consistent application of data protection standards while effectively managing
concerning Personal Data Protection, supported by strong internal policies and reliable technology. risks associated with personal data processing.
To support this, the Chief Information Security Officer (CISO) oversees the overall management of
information security, while the Data Protection Officer (DPO) ensures that all personal data From an evaluation perspective, BRI, through its Internal Audit function, conducts periodic internal
management practices comply with applicable regulatory requirements and internal standards. audits on the implementation of personal data privacy management. These audits encompass an
assessment of personal data protection governance, including policy frameworks, the fulfillment of
This policy applies to all parties involved in data management activities, including BRI management, data subject rights, and the implementation of personal data processing across all business units.
electronic system operators, and any parties engaged in the processing of personal data. All entities In addition, the audits cover compliance and obligations of third parties, the effectiveness of
involved in the collection, transmission, dissemination, and deletion of personal data, including relevant functions and organizational units responsible for personal data protection, the application
employees, vendors, partners, contractors, and other third parties, are required to comply with of privacy principles, and the mechanisms in place for handling incidents or breaches related to
applicable laws and regulations, Indonesian banking regulations, and industry best practices. personal data.
Through this approach, BRI ensures the consistent implementation of data protection standards
while effectively managing risks associated with personal data processing. Personal Data Protection Principles
In managing and protecting personal data, BRI is committed to implementing data protection
Scope of Privacy and Data Security principles as the foundation for all data processing activities.
To ensure consistent implementation, BRI has established a Data Protection Officer (DPO) function • Limited and transparent collection: Personal data is collected in a limited, specific, lawful, and
and set out clear guidelines for all relevant stakeholders. As part of its risk management framework, transparent manner.
BRI implements policies and compliance measures to ensure that personal data processing is • Purpose limitation: Personal data is processed only for clearly defined purposes.
conducted in a secure and responsible manner. • Fulfillment of data subject rights: Data processing is conducted while ensuring the rights of
personal data subjects.
• Data accuracy: Personal data is maintained to ensure it remains accurate, complete, up to date,
Personal Data Protection Subjects Scope of Personal Data Protection
and accountable.
• Prospective customers and customers • Data acquisition and collection, processing, • Data security: Personal data is protected from unauthorized access, disclosure, modification, or
• Prospective employees and employees and analysis misuse, as well as from damage or loss.
• Vendors • Data storage • Transparency in data processing: The purposes, activities, and risks of data processing are
• Other third parties • Data correction and updates clearly communicated to data subjects.
• Data display, publication, transfer, • Data retention limitation: Personal data is deleted, destroyed, or reviewed once the retention
dissemination, or disclosure period expires or upon legitimate requests.
• Data deletion or destruction • Accountability: All data processing activities are conducted in a responsible manner and
demonstrate compliance with personal data protection principles.
The scope of data privacy protection covers data subjects as well as the protection aspects set out
in applicable policies. Through the implementation of this framework, BRI is committed to
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Sustainability-related
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 124
Risk Management
Consent for the Use of Customer Data Capacity Development for Privacy and Data Management
When using customer data, BRI provides customers with control to grant consent to receive product BRI provides training on privacy and personal data protection to all employees (permanent, contract,
recommendations, services, and promotions available within the BRI Group, its affiliates, and and outsourced personnel) using a role- and risk-based approach. Compliance with information
cooperating third parties through designated channels. BRI ensures that customers’ personal data security policies forms part of strengthening the organization’s culture, supported by competency
is not used beyond the original purpose of processing without customer consent. As part of its development programs as well as risk- and contract-based vendor management that includes data
commitment to personal data protection, BRI consistently monitors the use of customer data for protection obligations. This approach ensures that data protection is not only technical in nature but
other purposes. In 2025, such usage accounted for 3.6% of customers who had provided consent is also embedded in governance practices and daily operations. BRI continuously enhances
to receive product recommendations, services, and promotions. employee capabilities and awareness in data security and privacy management through
cybersecurity training, the development and testing of incident response plans to minimize impact
BRI manages customer data with an emphasis on privacy protection and the responsible use of and recovery time, and third-party risk management by ensuring vendor and partner compliance
personal information. In this process, customers are given the option to provide explicit consent with BRI’s cybersecurity standards. BRI also implements awareness programs, e-learning initiatives,
(opt-in) before their personal data may be shared with third parties for purposes beyond transaction and training delivered through various communication channels. One such initiative is the Data
processing or service delivery. Customers also have the right to access, update, and request the Community Update, which serves as a platform for education and the dissemination of information
deletion of their personal data in accordance with applicable regulations. Personal data that is no related to information security and personal data protection. Throughout 2025, this program was
longer required will be securely destroyed in accordance with the Company’s data retention implemented through several initiatives aimed at strengthening the culture of data security across
policies. For further information regarding data subject rights and the personal data protection the organization, including:
policy, please refer to BRI’s Privacy Notice available on the company’s official website at: https://bri.
co.id/en/privacy.
Information Security Training
Privacy Management Audit
In accordance with SO.35-ASQ/12/2024 concerning the Internal Audit SOP, particularly Module 2 All Insan BRILiaN are required to participate in and complete annual cybersecurity awareness training. The training
covers topics including.
on Information Technology Internal Audit Procedures, BRI’s internal audit team periodically conducts • Phishing prevention
internal audits on the implementation of personal data protection across the BRI environment to • Password security
• Security awareness
ensure that the management of personal data complies with applicable regulations.
Data Privacy Management Training
These personal data protection audits include evaluations of the governance of personal data
protection policies, the fulfillment of data subject rights, the implementation of personal data Employee capacity development
Meet The Expert E Learning
processing activities across all business units, third-party compliance and obligations, the was carried out through 22
activities, including awareness
effectiveness of officers or work units responsible for personal data protection functions, the sessions, training programs, as
A podcast series featuring experts to • Learning agility for banking in the
raise awareness of key topics. In • era of AI
application of data privacy principles, as well as incident handling mechanisms related to personal well as podcasts, webinars, and 2025, the podcasts covered topics • Jaga Data, Jaga BRI
data breaches or violations. meet the expert sessions related including: • Personal data protection
to data privacy. • Data Security Awareness, • Data governance
• AI Powered Interactions • Sensitive data handling
To ensure understanding of
Privacy and Data Security Violations customer data protection, BRI also
Streamlining Work Efficiency with
Chat BRIBrain 105,743 Employees
Information security or cybersecurity breaches are treated as disciplinary violations for BRI provides and requires all frontline
employees, as stipulated in the Circular Letter on Disciplinary Regulations. Such violations may be employees and those who interact
directly with customers to participated in customer data
assessed under the fundamental violation metrics coded TSI-19 (failure to maintain the security of participate in annual e-learning protection training conducted at
IT spaces and systems in accordance with applicable provisions) and TSI-20 (failure to safeguard programs on personal data Quizes and Competition least once annually, particularly
protection. those who interact directly with
usernames, passwords, or other IT access credentials under their responsibility). Employees who Employee engagement activities customers.
commit such violations may be subject to disciplinary sanctions that affect their performance encouraging active participation,
including:
evaluations, including deductions in their employee evaluation scores. • Kick off and data community
Quizes
• Data story telling competition
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Introduction
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 125
Metrics and Targets
From a comprehensive perspective, the effective management of Privacy and Data Security relies • The number of customers affected by data or privacy breaches; and
on strong IT infrastructure, reliable information systems, adequate regulations, and the support of • Regulatory fines related to information security violations.
all stakeholders involved. To monitor this sustainability issue, the Company uses several key To monitor the effectiveness of security management, the Company uses a set of key metrics,
indicators, including: including incident rates, detection time, and remediation success.
• Cybersecurity breaches as an indicator of the reliability of IT infrastructure and information
systems;
• Personal data protection training;
Risk Identification Metrics Target Setting Progress
Malware Attack Risk
Number of Cybersecurity Incidents
Ransomware Attack Risk
Zero data
Risk Phishing and Cybercrime Risk Number of Customers Affected by the Data Breaches
Zero data breaches breaches
Emerging Technology (AI) Misuse Risk Number of Information Security Violations
Fines or Sanctions for Information Security or Cybersecurity
Risk of Outdated IT Governance Practices
Violations
Digital Financial Service Personalization
Opportunity End to end availability application 99.96% 99.97%
Secure and Cyber-Resilient Digital Platform
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Business Ethics
Empat Pilar Standar Pengungkapan Keberlanjutan IFRS
Governance Strategy Risk Management Metrics and Targets
Business Ethics Governance Risk and Opportunities Identification Risk Identification and Assessment Code of Ethics Violations
Fraud Investigation Handling and
Strategy to Address Risk and Capture Opportunities Business Ethic Policies & Practices Case Resolution
BRI and Insan BRILiaN Code of Conduct Prevention of Unethical Conduct
Strategic Reinforcement of Anti-Bribery and Gratification
Frameworks
Independent Whistleblowing System
Ethics and Compliance Capability Building
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Governance
Business Ethics constitutes the foundation of BRI’s long-term resilience and sustainability. As a Board of Commissioners
financial institution with a strategic role in Indonesia’s financial system, BRI views integrity not Oversight of Business Ethics at BRI is conducted through a layered governance structure integrated
merely as a compliance obligation, but as a fundamental prerequisite for safeguarding economic within the Company’s enterprise risk management framework. The Board of Commissioners
performance, corporate reputation, and stakeholder trust. Accordingly, Business Ethics is exercises strategic oversight of ethical risks through the Risk Monitoring Committee, including the
designated as a material topic that directly influences the Company’s risk profile and long-term review of anti-corruption and anti-bribery policies, the implementation of Anti-Money Laundering,
value creation. Counter-Terrorism Financing, and Counter-Proliferation Financing (AML, CTF, and CPF) frameworks,
political participation governance, and responsible tax compliance. This oversight is carried out
In the banking sector, ethical risks do not arise solely from internal operations, but also from through periodic reporting, review of ethical risk profiles, and evaluation of the adequacy and
business relationships across the value chain, including interactions with customers, partners, and effectiveness of internal control systems.
third parties. The consistent implementation of robust ethical standards strengthens governance,
enhances the quality of decision-making, and mitigates exposure to legal, financial, social, and Board of Director
potential human rights-related risks. Conversely, weaknesses in ethical management may generate The Board of Directors is responsible for setting the strategic direction and ensuring the effective
systemic impacts on business stability and long-term sustainability. implementation of business ethics policies across all operational activities. Within the Board of
Directors, oversight of Business Ethics is led by the Director in charge of Human Capital and
In this context, BRI integrates ethical principles into its governance structure, policies, and internal Compliance*, who is accountable for ensuring that ethical standards, compliance frameworks, and
control systems to ensure that ethical risks are managed in a proactive, measurable, and sustainable integrity controls are consistently implemented across the organization. The Board of Directors
manner. Throughout 2025, the Company continued to reinforce preventive mechanisms, enhance ensures that ethical risk management is fully embedded within the Company’s risk management
oversight effectiveness, and conduct periodic evaluations of integrity standards implementation to processes, including systematic identification, assessment, mitigation, and ongoing monitoring of
ensure consistent application across all levels of the organization. ethical risks. The Board also ensures that adequate resources, systems, and control mechanisms
are in place to uphold integrity standards consistently throughout the organization.
Business Ethics Governance
Building on this governance structure, BRI implements structured reporting, escalation, and
BRI places integrity as a fundamental value that underpins the conduct of all Insan BRILiaN in consequence management mechanisms to ensure that ethical risks and violations are addressed
carrying out business activities. Integrity is not viewed solely as a cultural value, but as a core effectively and consistently across the organization. BRI maintains a structured reporting and
element of the governance system that ensures sustainable performance, responsible decision- escalation mechanism to ensure that ethical risks and violations are identified, reported, and
making, and the protection of the Company’s reputation and stakeholder interests. addressed in a timely, transparent, and accountable manner. Ethical matters, including potential
breaches of the Code of Ethics, anti-corruption and anti-bribery policies, and AML/CTF/CPF
BRI’s ethical culture is fostered through a conducive working environment, robust risk management frameworks, are reported through established internal control channels and consolidated within the
and internal control systems, and leadership role modeling across all organizational levels. To Compliance Function.
ensure consistent implementation, BRI has established the BRI Code of Ethics, formalized through
Board of Directors Circular Letter No. SE.09-DIR/KEP/03/2023 dated 15 March 2023, Book 6 To strengthen independence and credibility, since 2025 BRI’s Whistleblowing System has been
concerning the Code of Ethics. The Code consists of the Bank Code of Ethics and the Insan managed by an independent third party. This mechanism enables employees, customers, and other
BRILiaN's Code of Ethics, which respectively set out the principles of professional conduct at the stakeholders to report suspected misconduct confidentially and without fear of retaliation. All
organizational level and provide ethical business and behavioral guidelines for individuals. reports are subject to structured review, investigation, and follow-up procedures in accordance
with established governance protocols.
The BRI Code of Ethics must be understood and implemented by all Insan BRILiaN, including the
Board of Commissioners, the Board of Directors, and all employees. The implementation and
internalization of the Code are overseen by the Director in charge of the Compliance Function,
supported by the Compliance Group as well as Compliance Functions at Regional Offices and
Overseas Units. These functions ensure that ethical standards are applied consistently, monitored
periodically, and followed up appropriately in the event of violations.
*As of 18 December 2025, oversight of ethical business practices is led by the Director overseeing the Legal & Compliance function.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 128
Governance
Regular reports on ethical risk exposure, compliance findings, whistleblowing cases, and significant
incidents are submitted to the Board of Directors and escalated to the Board of Commissioners
through the Risk Monitoring Committee, as appropriate. Material violations are subject to immediate
escalation to senior management and, where required, to the Board level. This reporting framework
ensures transparency, independence, and informed oversight of ethical risk management across
the organization.
Consequence Management [GRI 2-25]
BRI applies a firm and consistent consequence management framework to uphold ethical standards
and reinforce accountability. The Company adopts a zero tolerance policy toward fraud, corruption,
bribery, and other forms of unethical conduct.
Any substantiated violation of the Code of Ethics or related policies is subject to disciplinary
measures in accordance with internal regulations and applicable laws. The consequence
management process is conducted objectively and proportionally based on the severity of the
breach. In addition to disciplinary action, corrective and control enhancement measures are
implemented to address root causes and prevent recurrence. Through this approach, BRI reinforces
a culture of integrity and accountability throughout the organization.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 129
Strategy
Risk and Opportunities Identification
Key risks and opportunities related to ethical business practices are systematically identified as part of the Company’s broader sustainability strategy. This process encompasses employee integrity, conduct
risk management, fraud prevention, transparency in procurement and financing activities, and the effectiveness of misconduct reporting mechanisms. The assessment is designed to evaluate potential im-
pacts on operational resilience, corporate reputation, and stakeholder trust. The significance and likelihood of these risks and opportunities are subsequently evaluated by considering their implications for
business performance and governance effectiveness. Identified impacts are classified across short-term (≤1 year), medium-term (1–5 years), and long-term (>5 years) time horizons, providing a structured
basis for prioritization, strategic response formulation, and the development of integrity-driven sustainability targets.
Time Horizon of
Risk/Opportunity Theme Risk/Opportunity Description Risk Category Potential Impact to BRI Impact Level
the Impact
Conduct in Third-Party Risk Corporate and employee misconduct in interactions • Compliance Risk • Increased third party complaints High Medium term
Interactions with third parties (e.g., mis-selling, unfair treatment, • Reputation Risk • Regulatory sanctions
service ethics violations, tax non-compliance, • Operational Risk • Decreased in loyalty and reputation
breach of political contribution policy). • Credit Risk • Potential increase in credit risk exposure
Opportunity Strengthening corporate ethical standards, service - • Increased customer loyalty High Long term
conduct, and conduct risk controls to enhance • Reduced complaint levels
service quality, ensure compliance with the • Better portfolio quality
company’s code of ethics, and foster customer trust • Revenue stability
Fraud in Operation and Risk Potential fraud and gratification practices in • Compliance Risk • Financial losses High Short term
Business Activities operational and business activities (e.g. procurement • Reputation Risk • Cost inefficiencies
and credit financing processes) • Operational Risk • Deterioration in credit asset quality
• Credit Risk • Litigation and regulatory sanctions
• Declining stakeholder confidence
Opportunity Strengthening internal controls, process - • Fraud reduction High Long term
transparency, and governance across operational • Improved credit portfolio quality
and business activities. • Cost efficiency
• Enhanced investor confidence
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 130
Strategy
Strategy to Address Risk and Capture Opportunities
BRI’s strategy is designed to address key risks while capturing opportunities arising from the implementation of ethical business practices. The Company prioritizes strengthening employee integrity,
enhancing conduct risk management, preventing fraud, ensuring transparency in procurement and financing processes, and improving the effectiveness of misconduct reporting mechanisms. These
strategic priorities are aimed at reinforcing sound governance, safeguarding operational and portfolio quality, and strengthening stakeholder trust. Through this approach, BRI seeks to protect long-term
corporate value and support sustainable business growth.
Expected Financial Impact
Strategies Risks/Opportunities Addressed Key Activities
Short term Medium term Long term
Ethics & Code of • Risk of violations of the code of conduct • Mandatory employee code of conduct training Improved employee Strengthened integrity culture, Strong organizational
Conduct Development by employee and corporate • Refreshment training through case-based ethics understanding of the code enhanced service quality, reputation, increased
• Risk of customer complaints and learning of conduct and reduction in and reduced compliance and stakeholder trust, and
regulatory sanctions • Assessment of employees understanding of the ethical violations reputational risk sustainable business
• Opportunity to strengthen integrity culture code of conduct performance
and employee professionalism • Integration of the code of conduct into KPI and
performance evaluation
• Ethics awareness campaigns and leadership role
modelling
Strengthening Fraud • Fraud and gratification risks in Operation • Strengthening internal controls and the three lines Reduced potential process Procurement cost efficiency Strong governance, portfolio
Risk Management in and Business Activities model deviations and improved and improved credit asset resilience, and increased
Operation and Business • Risk to financial losses and asset quality • Digitalization in Operation and Business Activities decision quality quality stakeholder confidence
Activities deterioration • Implementation of risk opinion in procurement
• Opportunity for efficiency and stronger stages
governance • Monitoring high-risk transactions and fraud
analytics
Enhanced Third- • Low reporting rates due to limited reporter • Implementation of an independently managed Increased whistleblower Earlier detection of violations Strong integrity culture
Party Managed confidence whistleblowing system confidence and number of and improved investigation and enhanced governance
Whistleblowing System • Delayed detection of fraud and misconduct • Anonymous reporting channels and whistleblower valid reports governance credibility
• Opportunity to enhance reporting protection
confidentiality and transparency • Integration of reporting with internal investigation
strengthening governance and remediation
• Anti-retaliation socialization and speak-up
campaigns
• Monitoring effectiveness and quality of case
handling
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 131
Strategy
BRI and Insan BRILiaN Code of Conduct
Detailed information on BRI’s ethical policies with respect to corruption and bribery, discrimination,
The BRI and Insan BRILiaN Code of Conduct serves as a fundamental framework governing ethical information confidentiality, conflicts of interest, anti-monopoly and competition, anti-money
standards and professional behavior for all BRI personnel in carrying out their duties and laundering, human trafficking, environmental protection, health and safety, and the Whistleblowing
responsibilities. As an integral component of BRI’s commitment to ethical business practices, the System (WBS) can be found at https://www.ir-bri.com/esg/code_of_conduct.html.[GRI 206-1]
Code of Conduct ensures that all actions and decisions reflect integrity, transparency, accountability,
and alignment with the Company’s core values. Code of Conduct Control
The control of the Code of Conduct at BRI comprises several measures. On an annual basis, the
As stipulated in Board of Directors Circular Letter No. SE.09-DIR/KEP/03/2023, Book 6 concerning Board of Directors, the Board of Commissioners, and all employees sign an Anti-Fraud Statement
the BRI Code of Ethics, the Company’s Code of Conduct is structured into two complementary as part of the BRILiaN Improvement Forum. In addition, as part of the procurement process for
components: the Bank Code of Ethics and the Insan BRILiaN Code of Ethics. The Bank Code of goods and services, procurement committees, user work units, vendors, and business partners are
Ethics outlines the fundamental principles of organizational conduct, governing professional required to sign an integrity pact. BRI also requires each Insan BRILiaN to submit a BRI Code of
behavior and institutional standards. Meanwhile, the Insan BRILiaN Code of Ethics provides detailed Conduct Statement and to disclose any conflicts of interest on an annual basis, either through the
guidance on individual ethical conduct and business behavior, applicable to all employees across BRILIANAPPS application or other designated channels. In this regard, the commitment of the Board
all levels of the organization. Together, these codes establish a comprehensive ethical framework of Directors and the Board of Commissioners to act as role models in upholding and implementing
that supports consistent standards of conduct throughout the Company and reinforces BRI’s culture the BRI Code of Conduct plays a significant role in ensuring its effective application across all BRI
of integrity. employees.
BRI Code of Conduct BRI Code of Conduct
1. Compliance with laws and regulations, including the 1. Compliance with laws, regulatory policies, Code of Conduct Socialization and Communication
implementation of Anti-Money Laundering (AML), and the Bank’s internal policies. BRI consistently conducts socialization and communication of its Code of Conduct to both internal
Counter Financing of Terrorism (CFT), and Count- and external stakeholders. To ensure effective implementation, BRI also disseminates its Code of
er-Proliferation Financing of Weapons of Mass Conduct through:
Destruction (CPF-WMD).
2. Fair treatment and adherence to mutual respect 2. Protection of the Bank’s assets, safe- • BRI's official website (www.ir-bri.com/esg/code_of_conduct.html), accessible to the public,
policies in workplace interactions among Insan guarding information security, prohibition • including business partners;
BRILiaN. of insider trading, and reporting violations
• a landing page on the BRILIANAPPS application;
through the Whistleblowing System
(WBS).
• the Collective Labor Agreement between the BRI Workers' Union and BRI Management;
• posters, videos, and other promotional media at the Company's offices;
3. Protection of the confidentiality of customer data and 3. Fair treatment of customers and
• in-person socialization sessions conducted for employees at the Head Office;
personal information. protection of customer data.
• e-learning programs delivered to all employees; and
4. Upholding fair competition and anti-monopoly 4. Relationships with competitors and • mandatory induction training for all new employees.
principles, as well as ensuring fair treatment of business partners.
business partners.
Political Involvement
5. Delivering optimal value and contribution, protecting 5. Relationship among employees, including
BRI upholds a policy of political neutrality and non-partisanship to safeguard the Company’s
shareholders’ rights, and ensuring transparency in BRI Group Employees, in compliance with
information disclosure. the respectful workplace policy.
integrity, independence, and compliance with applicable regulations. The Bank prohibits the Board
of Commissioners, the Board of Directors, management, and all Insan BRILiaN from engaging in
6. Maintaining the integrity and accuracy of the Bank’s 6. Relationship with regulators.
practical politics on behalf of the Company, including making direct or indirect political contributions,
reporting.
donations, sponsorships, or lobbying activities.
7. Upholding human rights, addressing climate change, 7. Relationships with the community and the
and prohibiting involvement in political activities. environment. These provisions are formally stipulated in the Bank Code of Ethics and the Insan BRILiaN Code of
8. Ethical conduct in corporate operations across the 8. Controls over gratification, bribery, and Ethics and apply as binding behavioral standards for all personnel and relevant stakeholders. BRI
BRI Group. corruption. does not provide political financing, political donations, or political expenditures. Any engagement
9. Controls over gratification, bribery, and corruption. in legitimate public policy forums or regulatory consultations is conducted in a limited, transparent,
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 132
Strategy
and compliant manner, solely to contribute to the development of the financial sector and in with regulatory standards under the supervision of the Financial Services Authority (OJK). The
alignment with the Bank’s corporate governance principles. Bank operates primarily in Indonesia, with several overseas branches, and fulfills all tax reporting
obligations in accordance with applicable laws. Through this disciplined and transparent approach,
Taxation [GRI 206-1] BRI reinforces its commitment to responsible taxation, sound governance, and sustainable value
Governance and Oversight creation.[GRI 207-3]
Tax governance is overseen by the Chief Financial Officer (CFO), who is responsible for implementing
and reviewing the Bank’s tax strategy. The tax strategy is reviewed annually and aligned with Strategic Reinforcement of Anti-Bribery and Gratification Frameworks
regulatory developments to ensure ongoing compliance and effectiveness. BRI has established
internal tax guidelines and Standard Operating Procedures applicable across all business units. Tax As part of its strategy to strengthen business integrity and reinforce governance across operational
obligations are continuously monitored through structured reconciliation and review processes to activities, Bank Rakyat Indonesia has implemented an ISO 37001:2016 Anti-Bribery Management
ensure accuracy, completeness, and regulatory compliance. System covering the procurement of goods and services. The Bank initially obtained ISO 37001
certification in 2020 and successfully maintained the certification through a recertification process
Tax Strategy in 2023. This certification reflects the Bank’s strategic commitment to standardizing anti-bribery
BRI adopts a prudent and responsible tax strategy aimed at minimizing tax-related risks that may practices, enhancing transparency, and embedding structured oversight within procurement
impact financial performance, operational stability, and corporate reputation. The Bank proactively activities. Through the ISO-aligned framework, the Bank promotes due diligence practices,
identifies and manages tax risks across its domestic and international operations, including risks segregation of duties, monitoring mechanisms, and continuous improvement processes that
arising from regulatory changes, interpretative uncertainties, fiscal policy adjustments, market support disciplined execution of procurement transactions and strengthen stakeholder confidence
expansion, and cross-border transactions. in the integrity of business operations.[GRI 3-3]
BRI ensures full compliance with applicable tax laws in every jurisdiction where it operates and Certification Name Issuer Validity Period
manages transfer pricing risks in accordance with OECD guidelines and prevailing regulations. The
Bank does not engage in aggressive tax planning and conducts all transactions based on commercial ISO 37301 Sistem Manajemen Kepatuhan British Standard Institution 2023–2025
substance and sound banking principles. ISO 37001 Sistem Manajemen Anti Penyuapan British Standard Institution 2023–2026
ISO 9001 Sistem Manajemen Mutu British Standard Institution 2023–2026
Compliance and Transparency
BRI is committed to transparent tax reporting and discloses tax payments in its annual Sustainability
Anti-Corruption and Gratification Policy for Suppliers
Report to promote accountability and reduce reputational risk. The Bank maintains constructive
As part of its commitment to maintaining integrity throughout its supply chain, BRI implements an
engagement with tax authorities, particularly the Directorate General of Taxes (DGT), while
Anti-Corruption and Gratification Policy for Suppliers, which requires all third parties working with
refraining from advocacy or attempts to influence tax policy. Throughout the reporting period, BRI
the Bank to adhere to anti-corruption standards equivalent to BRI’s internal policies. This policy
maintained full compliance with prevailing tax laws and regulations, supported by robust internal
emphasizes that all business relationships with suppliers must be conducted in a transparent,
controls, periodic tax reviews, and continuous coordination with tax authorities to ensure accuracy,
accountable, and corruption-free manner.
timeliness, and completeness of tax obligations.
In practice, BRI conducts due diligence processes for suppliers, including background checks and
In accordance with Law No. 7 of 2021 on Harmonization of Tax Regulations (HPP Law), BRI qualified
evaluations of parties involved in the supply chain. These measures aim to ensure that business
in 2025 for a 3% reduced corporate income tax rate applicable to publicly listed companies meeting
partners engaged with BRI uphold integrity and operate in accordance with sound corporate
regulatory requirements, resulting in a 19% corporate income tax rate. In 2025, BRI contributed
governance principles. Provisions related to anti-corruption and anti-gratification are also explicitly
corporate income tax and other taxes totaling IDR7.33 Billion to the Government of Indonesia.
stipulated in cooperation agreements between BRI and its vendors, where any violation of such
clauses may result in the termination of the business relationship.
Commitment to Responsible Tax Conduct
BRI ensures that tax matters are managed proactively, responsibly, and in balance with stakeholder
To further strengthen controls against bribery risks, BRI has implemented an Anti-Bribery
interests. All business transactions are structured with clear commercial substance and comply
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 133
Strategy
Management System (ABMS) in accordance with ISO 37001:2016, covering procurement activities assessment covers several key dimensions, including financial, technical, environmental, social,
at the Head Office level. This system has been certified by an independent certification body. In line and governance aspects.
with this standard, the Company has also established an Anti-Bribery Compliance Function (FKAP)
responsible for monitoring the effectiveness of the program on an ongoing basis. Based on the The environmental assessment evaluates vendors’ practices related to the use of renewable
latest external audit results, no significant weaknesses were identified in the implementation of the energy, adoption of environmentally friendly technologies, implementation of wastewater treatment
ABMS within the Company, reflecting BRI’s strong commitment to integrity and transparency in systems, and initiatives to reduce paper consumption.
managing its supply chain.
The social assessment examines vendors’ compliance with labor and social protection standards,
In 2025, BRI further strengthened its organizational structure by establishing a dedicated oversight including adherence to regional minimum wage (UMR) regulations, participation in Indonesia’s
function responsible for providing independent risk opinions on key business activities. This social security programs (BPJS Ketenagakerjaan and BPJS Kesehatan), and the prohibition of child
initiative aims to reinforce independent review mechanisms, enhance accountability, and ensure labor. In addition, vendors are required to conduct a Human Rights assessment during the vendor
that governance considerations are integrated into operational decision-making processes. In line registration process through a self-assessment mechanism.
with this organizational strengthening, BRI also updated its procurement policy, requiring all
procurement activities to obtain an independent opinion prior to execution. Meanwhile, the governance assessment evaluates vendors’ commitment to anti-bribery integrity
and their compliance with the Domestic Component Level (TKDN) program, which promotes the
Environmental and Social Policy for Suppliers use of locally sourced goods and services.
BRI implements responsible procurement practices through established policies and operational
guidelines on the procurement of goods and services, which incorporate environmental, social, and
governance (ESG) considerations in the vendor selection and evaluation process. These
commitments are governed under Policy No. SE.18-DIR/PLM/05/2023, Circular Letter SE.29-DIR/
ESG/12/2025 concerning Sustainability Policy and Strategy book 2 part 1: Respect for Human
Rights, and further operationalized through Operational Guideline No. JL.23-FAG/11/2025, which
regulate the principles and procedures for engaging vendors and suppliers across the Bank.
Under these provisions, BRI requires all suppliers or vendors to comply with responsible business
conduct standards, including:
1. The prohibition of child labor and forced labor,
2. the implementation of occupational health and safety (OHS) practices,
3. the provision of minimum living wages in accordance with applicable regulations,
4. the application of non-discrimination principles in employment practices,
5. acceptable living conditions,
6. freedom of association and the right to collective bargaining;
7. these requrements requirements ensure that suppliers operate in line with ethical labor
standards and respect fundamental human rights.
These requirements ensure that suppliers operate in line with ethical labor standards and respect
fundamental human rights.
To support this process, BRI applies a Vendor Risk Rating (VRR) mechanism, a standardized
assessment tool used to evaluate and describe the risk profile of prospective vendors. The VRR
combines both qualitative and quantitative indicators, enabling BRI to determine whether a vendor
proposal can be accepted or should be rejected based on the overall risk evaluation. The VRR
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 134
Strategy
Independent Whistleblowing System [FN-CB-510a.2] Bank imposes proportionate follow-up measures in line with the severity and nature of the violation,
ranging from internal administrative and disciplinary sanctions to termination of employment and,
As part of its strategy to mitigate fraud risks in operational and business activities, BRI manages a where relevant, referral to law enforcement authorities. This approach reinforces accountability,
Whistleblowing System (WBS) as a primary mechanism for fraud detection and transparency within upholds governance standards, and affirms the Bank’s zero-tolerance stance toward misconduct.
its ethical risk management framework. The WBS provides accessible and secure reporting Sanctions / Follow-up Measures Number of Cases
channels for employees, customers, business partners, and other stakeholders to report suspected
fraud, violations of the Code of Ethics, or other unethical practices, in line with the principles of Under Review 52
Good Corporate Governance (GCG).To strengthen the independence, objectivity, and credibility of Verbal Warning 3
the reporting process, since 2025 the WBS has been strategically managed by an independent third Coaching Letter 65
party. This approach enhances stakeholder trust, minimizes potential conflicts of interest, and
Written Warning 20
supports early identification of fraud. The mechanism also ensures the confidentiality and protection
of whistleblowers for identified reports, while allowing reports to be submitted anonymously. During Written Reprimand 28
the reporting period, BRI received a total of 89 reports through the WBS, consisting of 68 Final Written Warning 6
substantiated cases, 4 partially substantiated cases, 9 unsubstantiated cases, and 8 cases that
Demotion by One Grade 3
remain under investigation. Based on the data compiled, in 2025 the most frequently reported and
substantiated violations fell under the subcategories of fraud and Code of Ethics violations, as Termination of Employment 29
presented below. However, there were no significant cases indicating non-compliance with laws
and regulations that resulted in fines or non-monetary sanctions, as presented below. [GRI 2-27, 206-1, The Reporting Flow Mechanism of the Whistleblowing System (WBS)
205-3][FN-CB-510a.1]
Complaints Partially Validity
Violation Category Substantiated Unsubstantiated
Received Substantiated Period
Illegal Gratuity 6 4 0 1 1 The informant submits an
Unit Pengelola WBS/Komite Audit WBS Management Unit/
indicative report of violations
Human Rights through SMS, WhatsApp, email,
melakukan verifikasi terhadap Audit Committee Leader
9 6 0 3 0 laporan tersebut. carries out validation.
Violations or letter
Respect Workplace
Policy (RWP) 19 14 1 1 3
Violations
Rejected Followed-up
Code of Conduct
23 16 2 3 2
Violations
Other Corporate
3 2 0 1 0
Procedure Violations Verification of WBS report
Unit Pengelola WBS/Komite Audit
by WBS/Audit Committee
menunjuk Unit Kerja Investigasi.
Asset Misappropria- Officer.
3 3 0 0 0
tion
Other Actions
26 23 1 0 2
Equivalent to Fraud
This reporting volume reflects active utilization of the mechanism and demonstrates the
effectiveness of the WBS as an early detection channel for potential misconduct. All submitted The work unit has the authority to
The Investigation Work Unit
submits a report of the results of
reports undergo an initial verification process before being escalated to the WBS Management Unit, Officials of WBS carry out follow-up improvements
the investigation to the
Management Unit/Audit and report them to WBS
which operates under the supervision of the President Director and is overseen by the Board of Committee update report status Management Unit /Audit
authorized work unit, forwarded
to WBS Management Unit /Audit
Commissioners through the Audit Committee. The Unit coordinates investigations, corrective Committee.
Committee.
actions, and case resolution monitoring in accordance with established procedures, ensuring a
timely response and continuous strengthening of internal controls. For substantiated cases, the
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 135
Strategy
The scope of reportable matters includes corruption, asset misappropriation, financial reporting
fraud, information leakage, ethical violations, and other misconduct equivalent to fraud, whether
committed by employees or members of the governing bodies. BRI consolidates complaints and
whistleblowing reports into a unified channel to enhance accessibility and streamline case
management. Further details are available in full on the official microsite at https://www.ir-bri.com/
esg/gcg_policies.html
Reporting Channel
Mail SMS and WhatsApp
PO Box 1450 JKP 10014 +62 811 8113 530
Email Website
bri-whistleblowingsystem@tipoffs.info https://idn.deloitte-halo.com/bri-whistleblowingsystemc.
The following table presents the number of employees participating in each training initiative during
the reporting period.
Ethics and Compliance Capability Building Training and E-Learning Number of Participating Employees
Strengthening institutional integrity requires sustained investment in employee competency and E-Learning on AML, CFT, and Financing Prevention All Employee
awareness. In this context, Bank Rakyat Indonesia delivers structured ethics and compliance Code of Ethics and Compliance All Employee
training programs aimed at enhancing understanding of fraud and financial crime risks, reinforcing
Anti-Corruption Training 87,226
responsible conduct, and supporting consistent application of governance standards across all
organizational levels. The Bank integrates ethics and compliance learning within a continuous Tax Compliance & Anti-Tax Evasion Training 52
development framework, encompassing mandatory onboarding modules, periodic refresher Anti-Corruption Awareness Certification 33
programs, and certification-based awareness initiatives. Training materials cover the Code of International Anti-Corruption Day 112
Ethics and Compliance, Anti-Corruption programs, AML, CFT and Financing Prevention e-learning,
as well as Tax Compliance training. Through these structured programs, employees are equipped
Participation data forms part of the Bank’s ongoing evaluation of training effectiveness and
with comprehensive knowledge of regulatory obligations, internal control expectations, and
coverage, supporting continuous improvement of ethical awareness, strengthening behavioral risk
escalation procedures, enabling early identification of irregularities and strengthening the Bank’s
controls, and reinforcing internal control practices. Beyond its role as a preventive risk mitigation
enterprise risk management framework.
instrument, training initiatives also contribute to strengthening organizational capability development
by embedding ethics and compliance learning within a continuous development framework.
Complementing formal learning programs, the Bank also conducts organization-wide awareness
Mandatory onboarding modules, periodic refresher programs, certification-based awareness
initiatives, including integrity campaigns and anti-corruption events, to promote a strong speak-up
initiatives, and organization-wide integrity campaigns collectively reinforce responsible business
culture and enhance employee engagement in upholding ethical standards. These initiatives
conduct and support consistent implementation of governance standards across all organizational
function not only as preventive risk mitigation measures but also as strategic enablers to foster
levels. Through this integrated approach, training functions both as a risk control mechanism and a
accountability and sustainable ethical business practices. To support transparency and monitor the
strategic enabler to foster integrity, enhance accountability, and sustain ethical business practices
reach of ethics and compliance capacity-building initiatives, Bank Rakyat Indonesia tracks employee
across the organization.
participation across key training programs related to business ethics, anti-corruption, financial
crime prevention, and regulatory compliance. In order to enhance the quality and credibility of the
program, BRI collaborates with the Corruption Eradication Commission (KPK) to conduct anti-
corruption education and awareness campaigns. One of the key initiatives undertaken is the
organization of an in-house training program held in commemoration of Anti-Corruption Day.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 136
Risk Management
Identification and Risk Assessment effectiveness of ethical policies and reporting mechanisms. Risk exposure is evaluated by
considering both likelihood and impact, including areas with heightened vulnerability such as
In the context of Business Ethics, ethical risks are identified and assessed through a structured and procurement activities, high-value financing and transactions, third-party engagements, and
periodic risk-based approach integrated within the Bank’s enterprise risk management framework. business relationships in higher-risk jurisdictions.
The assessment encompasses anti-corruption and anti-bribery risks, political engagement
compliance, tax integrity, conflicts of interest, and ethical risks arising from third-party and Based on this assessment, BRI has identified five key activities with significant exposure to gratuity
customer relationships, which may expose the Bank to legal, reputational, operational, and financial and bribery risks, primarily within credit origination and disbursement processes, credit assessment
impacts. and approval, credit monitoring and recovery activities, financial and non-financial customer
transactions, and third-party procurement and service performance management.
Risk assessments consider both the likelihood and potential impact of ethical risk exposure, taking
into account internal and external factors such as business dynamics and regulatory developments. The identification of these high-risk activities forms the basis for strengthening internal controls,
The results serve as the basis for defining mitigation strategies, strengthening internal controls, and enhancing supervisory oversight, and developing targeted mitigation strategies. Risk treatment
aligning business activities with the Bank’s risk appetite across short, medium, and long-term plans are monitored periodically to ensure alignment with the Bank’s integrity standards, risk
horizons. appetite, and governance framework.
Initial Customer Screening and Due Diligence Audits of Ethical Standards
As part of the Bank’s risk management framework, the Bank conducts comprehensive customer BRI conducts independent audits of ethical standards to provide assurance on the effectiveness of
screening and due diligence prior to establishing business relationships. A risk-based approach is internal controls, compliance frameworks, and the implementation of the Code of Conduct across
applied through Individual Risk Assessment (IRA) to determine the appropriate level of due diligence, the organization. These audits are performed by the Internal Audit Function (SKAI), which operates
including Customer Due Diligence (CDD) and Enhanced Due Diligence (EDD), particularly for independently from management and reports to the Board of Commissioners through the Audit
higher-risk customers such as Politically Exposed Persons (PEPs) or customers associated with Committee.
higher-risk jurisdictions.
Audit activities are conducted on a risk-based basis and cover areas with elevated ethical risk
The process includes identity verification, beneficial ownership identification, transaction profiling, exposure, including credit processes, procurement activities, third-party engagements, financial
watchlist and sanctions screening, as well as adverse media monitoring. For higher-risk cases, transactions, and compliance with anti-corruption and AML frameworks. The audits assess the
enhanced review procedures and senior-level approvals are required. This structured approach adequacy and effectiveness of control design and operating effectiveness, as well as adherence to
ensures that business relationships are established based on principles of integrity, transparency, ethical policies and regulatory requirements.
and regulatory compliance, while forming a foundation for ongoing monitoring throughout the
customer lifecycle. These processes are subject to independent review under the internal audit to Where deficiencies are identified, findings are formally documented and communicated to relevant
ensure effectiveness and continuous improvement. management functions. Corrective action plans are developed and monitored to ensure timely
remediation. Material findings are escalated to Senior Management and the Board as appropriate.
Ethical Risk Assessment [GRI 205-1]
BRI conducts a structured and periodic Ethical Risk Assessment annually to identify, analyze, and In addition to periodic audits, the Internal Audit Function leverages data analytics and continuous
manage potential risks that may impact the Bank’s reputation, regulatory compliance, and monitoring techniques to detect irregularities, strengthen fraud detection capabilities, and enhance
operational stability. The assessment is embedded within the Bank’s enterprise risk management oversight over high-risk transactions and activities. This independent assurance mechanism
framework and applies a risk-based approach to evaluate exposure across business units, ensures that ethical standards are consistently implemented and continuously improved across the
operational processes, and external relationships. organization.
The scope of assessment covers corruption and bribery risks, conflicts of interest, anti-money
laundering compliance, transparency and accountability in resource management, as well as the
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 137
Risk Management
Business Ethic Policies & Practices Eradication Commission (KPK) through the official reporting mechanism in accordance with
applicable regulations.
Within its risk management framework, BRI positions ethics and compliance policies as integral
components of its risk control architecture to ensure that business activities are conducted in BRI further enhances its anti-bribery controls through the implementation of an Anti-Bribery
accordance with principles of integrity, accountability, and sound governance. In this context, key Management System (ISO 37001:2016), certified by an independent body and applied to
policies related to business ethics including Anti-Money Laundering and Counter-Terrorism procurement processes at the Head Office. The system is subject to continuous monitoring and
Financing, Anti-Bribery and Anti-Corruption, Political Involvement, and Tax Governance are periodic external audits to ensure its effectiveness and ongoing alignment with regulatory and
presented in this section to demonstrate their alignment with the processes of risk identification, governance standards. The results of monitoring activities and external audit assessments are
assessment, mitigation, and ongoing monitoring. formally reported to the Chief Executive Officer as part of executive oversight and escalated to the
Board of Commissioners in its capacity as the supervisory body, ensuring accountability at the
The implementation of these policies strengthens the overall control environment and supports the highest levels of management and governance. The latest external audit confirmed that there were
effective management of compliance and integrity risks. While these policies serve as preventive no significant deficiencies in the implementation of the system.
and mitigating instruments within the risk management framework, their approval, accountability,
and oversight remain governed by the Company’s established corporate governance structure. The Bank extends its anti-corruption standards to suppliers and business partners through third-
party due diligence, contractual anti-corruption clauses, and supply chain audits. All vendors are
Anti-Bribery and Anti-Corruption Policy required to comply with anti-corruption provisions equivalent to the Bank’s internal standards, and
BRI’s Anti-Bribery and Anti-Corruption (ABAC) Policy is formally governed under Board of Directors violations may result in contractual termination. To promote transparency and stakeholder
Circular Letter No. SE.09-DIR/KEP/03/2023 on Corporate Governance, Book 3: Anti-Bribery and accessibility, BRI provides comprehensive disclosure of its Anti-Bribery and Anti-Corruption Policy
Gratuity Control. The policy applies to the Board of Commissioners, the Board of Directors, and all through its official microsite: https://www.ir-bri.com/gcg_policies.html.
Insan BRILiaN, including permanent employees, contract workers, and outsourced personnel.
AML, CFT, and CPF Policy
The Bank adopts a zero-tolerance approach toward bribery, corruption, and gratuity practices. As The Board of Directors and the Board of Commissioners exercise active oversight to ensure the
part of its internal control framework, BRI requires annual confirmation of compliance (annual sign- effective implementation of the Anti-Money Laundering, Counter-Terrorism Financing, and Counter-
off) to ensure continuous awareness, accountability, and adherence to anti-corruption standards Proliferation Financing (AML, CFT, and CPF) program in accordance with applicable policies and
across all levels of the organization. In 2025, all of employee completed the annual sign off process, regulatory requirements. Strategic matters related to the program’s implementation are reviewed in
confirming their understanding of and commitment to comply with the Anti-Bribery and Anti- regular Board meetings at least semi-annually, with particular attention to regulatory developments,
Corruption policy. BRI implements an integrated Anti-Bribery and Gratuity Control Program aligned stakeholder expectations, and emerging typologies of money laundering, terrorism financing, and
with the BRILiaN Way values, reinforcing preventive measures against improper payments and proliferation financing risks.
prohibiting direct or indirect political contributions, including donations, sponsorships, or other
forms of support. The policy framework is embedded within operational processes and supported To reinforce accountability and operational effectiveness, the Bank has established a structured
by managerial oversight, compliance monitoring, and periodic reporting to the Board of governance framework for AML, CFT, and CPF implementation across management levels, Head
Commissioners through relevant committees. Office, and operational units. At the Head Office level, the AML, CFT & CPF Group serves as the
dedicated function responsible for policy coordination, oversight of implementation, and
To mitigate the risks of fraud and gratification, BRI implements strict controls over unauthorized consolidated reporting to the Director Human Capital and Compliance.
payments. The Bank enforces a zero-tolerance policy toward any form of facilitation payments,
whether made directly or indirectly. Facilitation payments are defined as small payments intended At the operational level, implementation responsibilities are supported by Regional Operation Risk &
to expedite routine administrative processes that should otherwise be carried out in accordance Compliance (RORC) and Micro & Retail Risk & Compliance (MRR) units, which coordinate regularly
with applicable regulations without any additional charges. with the AML, CFT & CPF Group to ensure consistent application of standards across all regions. To
maintain the robustness of the framework, the Bank continuously enhances the competency of
To strengthen institutional controls, BRI has established a dedicated Gratuity Control Unit (UPG) personnel responsible for AML, CFT, and CPF through periodic training and professional certification
within the Compliance Function, responsible for policy development, awareness programs, and programs. This approach ensures that risk management capabilities remain aligned with evolving
management of gratuity reporting and analysis. All gratuity reports are escalated to the Corruption regulatory expectations and international best practices.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 138
Risk Management
Policy and Procedures for the Implementation of AML, CFT, and CPF Program • customer profiles such as Politically Exposed Persons (PEPs), entrepreneurs, and employees
BRI has established a comprehensive AML, CFT, and CPF framework aligned with prevailing laws, of state-owned enterprises (BUMN/BUMD);
regulatory requirements, and international best practices, as formalized under Board of Directors • legal entity structures such as limited liability companies operating in financial services,
Circular Letter No. SE.04-DIR/KEP/05/2025 dated 28 May 2025 concerning the Implementation of trading, and plantation sectors;
AML, CFT, and CPF Program. The framework encompasses active oversight by the Board of • geographic areas including selected domestic regions (DKI Jakarta, Jawa Barat, Jawa
Directors and the Board of Commissioners, along with clearly defined responsibilities for AML, CFT, Timur, Sumatera Utara, Papua Barat, Kalimantan Tengah), and high-risk jurisdictions
and CPF accountable officers. It adopts a risk-based approach to the continuous assessment and identified by global authorities (NorthKorea, Iran, and Myanmar);
management of money laundering, terrorism financing, and proliferation financing risks across all • products and services involving cross-border fund transfers, priority/private banking
business activities. Core elements of the program include robust customer identification and services; and
verification procedures (Customer Due Diligence/CDD), covering prospective and existing • digital transaction channels including BRILink dan BRImo.
customers, beneficial owners, walk-in customers, and specific higher-risk profiles. The framework
further requires ongoing customer profile updates and transaction monitoring to ensure alignment 2. Customer Due Diligence
between declared risk profiles and actual transaction behavior. BRI applies a Risk-Based Approach in conducting due diligence through Customer Due Diligence
(CDD) and/or Enhanced Due Diligence (EDD) for prospective customers, existing customers,
To strengthen screening effectiveness, the Bank maintains accurate and updated data systems Walk-in Customers (WIC), and Beneficial Owners (BO), both at the onboarding stage and during
incorporating terrorist watchlists, proliferation financing lists, and Politically Exposed Person (PEP) transactions, including periodic monitoring based on the results of the Bank’s ML, TF, and/or PF
databases. The framework also includes employee screening, Know Your Employee (KYE) risk assessment.
procedures, and periodic training programs to reinforce internal awareness and integrity.
Operationally, the program ensures proper documentation and record retention of customer and In establishing business relationships, BRI conducts CDD by:
transaction data, implementation across domestic and overseas branches as well as subsidiaries • identifying customers by requesting data, information, and supporting documents to
within the financial conglomeration, and the establishment of adequate internal controls. The Bank understand the profile of prospective customers, customers, WIC, and BO;
retains the authority to reject transactions, suspend activities, or terminate business relationships • verifying:
where AML/CFT/CPF risks are identified. a. The accuracy and consistency of submitted data, information, and supporting
documents;
BRI fulfills its regulatory obligations by submitting Suspicious Transaction Reports (STR), Cash b. The consistency between the provider of data/information/documents and the customer/
Transaction Reports (CTR), cross-border fund transfer reports, and other required AML/CFT/CPF BO profile to ensure authenticity;
disclosures to PPATK, OJK, and other competent authorities. The framework also governs cross- • Conducting periodic monitoring of cusomer, WIC, and BO profiles and transactions;
border correspondent banking relationships and international fund transfers to ensure compliance
with global AML standards. Through this structured and risk-based framework, BRI ensures that CDD is applied when:
AML, CFT, and CPF controls are consistently implemented, monitored, and strengthened across all • establishing business relationships with prospective customers;
operational levels. • transactions equal to or exceeding IDR 100,000,000 (one hundred million rupiah);
• fund transfer transactions occur;
BRI implements a risk-based AML, CFT, and CPF program aligned with prevailing regulations, the • suspicious indications related to ML, TF, and/or PF are identified;
National Risk Assessment (NRA), Sectoral Risk Assessment (SRA), and international best practices. • doubts arise regarding the accuracy of customer information.
The implementation framework is structured into the following key components:
For non-face-to-face verification, BRI utilizes proprietary or third-party software and hardware,
1. Determination of ML, TF, and/or PF Risks leveraging population data and applying at least two authentication factors, including:
In 2025, BRI conducted an Individual Risk Assessment (IRA) to evaluate exposure to money • something you are (e.g., facial recognition, fingerprint, iris/retina patterns);
laundering, terrorism financing, and proliferation financing risks across customers, geographic • something you have (e.g., ID card, One-Time Password (OTP), digital signature).
areas, products/services, transactions, and distribution channels. Based on this assessment,
higher-risk exposures were identified, including:
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Risk Management
3. Enhanced Due Diligence (EDD) • PEP Screening System.
BRI classifies customers, WIC, and BO into three risk categories—high, medium, and low—
based on: If the controlling ownership cannot be clearly determined, BRI conducts identification and
• customer profile (occupation, business sector, legal entity structure, purpose of account verification of the party exercising control (e.g., the board of directors or an equivalent position).
opening, nationality); In cases where there is a difference in risk level between the customer and the Beneficial Owner
• geographic area (business location and domicile address); (BO), the implementation of CDD/EDD is carried out based on the higher risk classification. BRI
• products/services/transactions (type of product used, purpose of relationship, transaction does not accommodate account opening for individuals/entities listed in DTTOT, DPPSPM,
profile, income level); Sanction Lists, or internal watchlists. EDD is applied to PEP categories and periodic reviews are
• distribution channels (mechanisms and facilities utilized). conducted to mitigate false positives in screening results.
High-risk classification includes Politically Exposed Persons (PEPs), defined as individuals 6. Ongoing Monitoring
entrusted with prominent public functions domestically or internationally. For high-risk and PEP BRI utilizes automated monitoring systems to detect suspicious or anomalous customer
customers, BRI applies EDD procedures, including enhanced data collection on source of funds, activities and transactions, including:
source and amount of wealth, additional income information, associations with PEPs, and • AML CFT CPF System generating daily alerts based on suspicious indicators;
screening against adverse news and sanction lists. Onboarding or continuation of transactions • Graph Database system visualizing transaction patterns in spider-web format, including
for high-risk customers requires approval from a Senior Officer (minimum one level above second and third-layer linkages;
management, such as Branch Manager/Unit Head/Authorized Officer). High-risk and PEP • AML Real-Time Detection Tools for anomaly detection;
customers are subject to periodic EDD reviews and enhanced monitoring. • AML reporting systems supporting STR, CTR, cross-border reports, and other regulatory
submissions;
4. Identification and Verification of Beneficial Owner (BO) • Customer Portfolio Application consolidating customer data to support regulatory and law
BRI identifies and verifies the Beneficial Owner (BO) of individual customers without declared enforcement requests.
income and corporate/non-individual customers based on reliable information sources.
Identification and verification include: BRI proactively submits Suspicious Transaction Reports (STR) and may delay transactions in
• BO identity information; accordance with regulatory provisions and risk management considerations to prevent illicit
• source of funds; fund flows.
• average annual income;
• legal relationship between customer and BO; 7. Business Relationship Management
• customer declaration regarding BO identity and source of funds. Where customers or related parties:
• fail to comply with CDD/EDD requirements;
Where controlling ownership is unclear, BRI identifies and verifies individuals exercising control • use falsified documents;
(e.g., directors or equivalent roles). If discrepancies arise between customer and BO risk levels, • have criminally derived fundsl;
CDD/EDD is conducted based on the higher risk classification. • appear on DTTOT and/or DPPSPM lists;
• originate from FATF-identified high-risk countries.
5. Watchlist Screening
BRI ensures no business relationship is established with parties listed in Terrorist and Terrorist BRI may reject onboarding, restrict transactions, terminate relationships, and submit STR while
Organization Lists (DTTOT), Proliferation Financing Lists (DPPSPM)., Sanction Lists.and Internal strictly observing Anti-Tipping Off provisions.
Watchlists (suspected criminal data).
8. Record Keeping
Automated watchlist screening systems embedded in onboarding and transactional channels BRI maintains customer, WIC, and BO documentation for at least five years from:
include: • the termination of the business relationship or transaction;
• watchlist Screening System; • detection of transaction inconsistencies.
• safewatch (Sanction List) Screening System; Retention of transaction documents follows applicable corporate document regulations.
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Sustainability-related
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Topic Disclosure
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Risk Management
9. Independent Audit Investigation of Code of Conduct Violations
BRI maintains an effective and independent internal control system to assess AML, CFT, and As part of its ethical risk management framework, BRI maintains a structured investigation
CPF program implementation, covering: mechanism to address alleged violations of the Code of Conduct and related internal policies. All
reported incidents, whether related to unethical behavior or non-compliance, are subject to timely
• adequacy of policies and procedures; and thorough review in accordance with established procedures. Investigations are conducted in
• governance structure and role allocation; an objective, fair, and confidential manner, led by the Compliance Function and involving relevant
• independent testing of program effectiveness. control units as necessary to ensure comprehensive fact-finding and independent assessment.
Throughout the process, due process principles are upheld, including the opportunity for involved
In 2025, AML, CFT, and CPF implementation was reviewed by Internal Audit in Q2 and External parties to provide clarification or response. Upon conclusion of the investigation, appropriate
Audit in Q4. No significant findings were identified, particularly regarding CDD/EDD procedures corrective and disciplinary actions are determined based on the severity and impact of the violation.
and ML, TF, and/or PF risk assessments. All recommendations are currently being followed up These measures may include control enhancements, policy revisions, targeted training
in accordance with agreed remediation timelines. BRI’s AML, CFT, and CPF strategies and reinforcement, or disciplinary sanctions in accordance with internal regulations and applicable
policies are also designed and implemented to prevent and combat financial flows related to laws.
forestry, environmental, and natural resource crimes, commonly referred to as Green Financial
Crime (GFC).The Bank has implemented transaction monitoring mechanisms incorporating Identified deficiencies and root causes are documented, and remediation plans are monitored to
anomaly indicators associated with potential GFC-related offenses. Where suspicious ensure effective resolution and prevention of recurrence. Where material breaches are identified,
transaction alerts are detected, Enhanced Due Diligence (EDD) procedures are applied. If the findings are escalated to senior management and relevant governance bodies in line with the Bank’s
transaction is assessed as suspicious, a Suspicious Transaction Report (STR) is submitted, and escalation framework.
the Bank may suspend the transaction and/or terminate the business relationship in accordance
with applicable regulations and internal risk management policies.
Prevention of Unethical Conduct
As part of its risk management framework, BRI has established structured preventive, detective,
and corrective mechanisms to mitigate the risk of unethical conduct across all business activities.
These mechanisms are designed to ensure early identification, timely reporting, and effective
resolution of potential violations of the Code of Conduct and related ethical policies.
BRI maintains secure and accessible reporting channels that enable employees and relevant
stakeholders to report suspected misconduct in a confidential manner, with appropriate protection
against retaliation in accordance with applicable regulations. These reporting mechanisms are
integrated within the Bank’s internal control system to support effective investigation, remediation,
and continuous improvement. To reinforce preventive controls, BRI conducts regular training
programs on business ethics and legal compliance to enhance employee awareness and
accountability. Through this integrated approach, the Bank strengthens its control environment and
promotes a culture of integrity, transparency, and responsibility.
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Sustainability-related
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 141
Metrics and Targets
In order to ensure the consistent implementation of ethical principles, compliance, and corporate
governance throughout the organization, BRI has established clear measurement mechanisms and
targets. Each metric is designed to monitor program effectiveness, assess adherence to policies
and regulations, and ensure that procedures are properly executed. These measurements also
serve as the basis for evaluating BRI’s commitment to integrity, accountability, and responsible
business practices, while providing a means for transparent communication to management and
stakeholders.
Fraud Investigation and Case
Breaches against Code of Conduct
Resolution
As part of BRIʼs commitment to ethics and compliance, Fraud incidents are addressed through formal
any violations of the Code of Conduct are addressed investigation processes to ensure appropriate resolution
seriously through a clear investigation procedure. in line with internal policies and applicable regulations.
Sanctions are imposed in accordance with the severity of Depending on the nature and severity of the case,
the violation minor, moderate, or major and may affect follow-up actions may include internal handling measures
individual remuneration and performance evaluations, in as well as escalation through legal channels to uphold
order to uphold the integrity, discipline, and accountability and protect the integrity of operational and
accountability of all Insan BRILiaN. business activities.
During 2025 During 2025
3,914 employees received
corrective sanctions 1,023 Employees involved in
fraud
1,114
employees received
disciplinary sanctions
impacting their positions
707 314 141
Disciplinary Internal Escalated to
action remediation legal
process proceedings
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 142
General Sustainability
Topic Disclosure
Corporate Governance 143 Risk Management 177 Our People: Insan BRILiaN 182 Local Communities Around Us and Human Rights 198 Responsible Artificial Intelligence 209
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Disclosure
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Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 143
Governance
Corporate Governance
Governance Outcome
BRI implements an integrated corporate governance model that is Expected results in implementing
aligned with prevailing regulations and the principles of Good governance at BRI in a conglomerate
manner
Corporate Governance (GCG). In 2025, BRI further strengthened
its Integrated Governance framework by formalizing a structured Governance Outcome Credibility
parenting style for the management of subsidiary companies
within the BRI Financial Conglomerate. In addition, BRI conducted
comprehensive evaluations to assess the maturity level of Governance Structure Governance Process
integrated governance implementation, as well as the
effectiveness of task execution across all work units within the Governance General Meeting of Shareholders
Integrated Compliance and
Governance
Governance Process
Financial Conglomerate. Structure Implementation process
with reference to the
Implementation structure Integrated Risk Management
guidelines/ policy and/or
governance (implementer Board of Commissioners and Committees
The implementation of GCG at BRI is intended to achieve the and infrastructure)
existing rules
Communication
following objectives:
Monitoring
Integrated Internal Audit
Reporting
1. Support the achievement of the Company's vision and Directors and Committees
mission. Strategic Planning and
Work Management
2. Provide clear guidance for all BRILiaN individuals in carrying Commitment
Development Director
out their roles and responsibilities in accordance with their (Applies only to the parent company)
Policy Formulation and Alignment
The company's commitment
Governance to upholding the
respective functions within the organization. Principles implementation of
Integrated Work Unit and PA Management Work Unit governance
3. Strengthen shareholder and stakeholder confidence through Principles which become (SKAIT, SKMRT, SKKT, SBM) Relationship with Stakeholders
professional, transparent, and accountable management and basis for implementation
governance
oversight.
4. Facilitate the formulation of policies and decision-making
Commitment
processes that are consistently aligned with GCG principles.
Articles of Association, Code
Corporate Governance Principles and Governance Structure of Conduct (Code of Ethics), Company Culture and
Vision, Mission and Values Strategic Plan
Governance Principles and other applicable Enforcement of Discipline
provisions
BRI upholds the principles of Good Corporate Governance (GCG),
which comprise transparency, accountability, responsibility,
independence, and fairness. In implementing GCG, BRI aligns its Governance Principles
governance practices with a nationally recognized standard,
Transparency Accountability Responsibility Independency Fairness
namely the Indonesian Corporate Governance Guidelines (PUG-
KI) 2021 issued by the National Committee on Governance Policy
(KNKG).
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 144
Governance
Board Structure and Leadership [GRI 2-9] [GRI 2-11]
BRI’s adopts a two-tier governance structure in accordance with Law Number 40 of 2007 on Limited Liability Companies. Under this structure, the Board of Commissioners, comprising non-executive
members, is responsible for oversight and supervisory functions, while the Board of Directors, consisting of executive members, is responsible for the management and day-to-day operations of the
company. The clear separation of roles and responsibilities between the Board of Commissioners and the Board of Directors is designed to strengthen independence and accountability. As of December 31,
2025, the Board of Commissioners comprises six (6) members, three (3) of whom are Independent Commissioners, while the Board of Directors consists of thirteen (13) members. Both boards are
accountable to the General Meeting of Shareholders (GMS).
BRI’s governance structure consists of the following key components:
1. Primary governing bodies, consisting of the General Meeting of Shareholders (GMS), the Board of Commissioners, and the Board of Directors.
2. Board committees and supporting bodies, which include Committees under the Board of Commissioners, as well as Committees and Work Units under the Board of Directors. The Committees under the
Board of Commissioners comprise the Audit Committee, Risk Management Oversight Committee, Nomination and Remuneration Committee, and Integrated Governance Committee, all of which support
the Board of Commissioners in carrying out its supervisory duties in accordance with their respective areas of responsibility. Additionally, the Committees and Work Units under the Board of Directors
support the implementation of Good Corporate Governance (GCG) across BRI’s operations.
Rapat Umum Pemegang Saham
Dewan Komisaris
Direktur Utama
Wakil Direktur Utama
Consumer Comersial Corporate Treasury & Network & Information Manajemen
Micro Operations Legal & Compliance Finance & Strategy
Banking Banking Banking International Banking Retail Funding Technology Risiko
Ultra Micro Retail Transaction & Corporate
Digital Banking Retail Risk Wholesale Risk Human Capital Internal Audit
Business Funding Transformation
Micro Business Commercial & SME IT Strategy & Enterprise Planning, Budgeting & Corporate Development & Human Capital Strategy & Audit Standard & Quality
BRILink Business Card Business Institutional Business 1 Treasury Business Distribution Strategy Retail Funding Digital Retail Banking Enterprise & Market Risk Micro Risk Corporate Credit Risk Central Operation Compliance Corporate Secretary
Development Business Solution Architecture Performance Management Strategy Talent Management Development
Micro Sales Small & Medium IT Application Digital Wholesale Banking Financial & Management Project Management Human Capital Business Branding & Marketing Wholesale & Head Office
Ultra Micro Business Consumer Loan Institutional Business 2 Investment Services Regional Office Retail Transaction IT & Digital Risk Consumer Risk Commercial Credit Risk** Retail Credit Operation Legal
Management 1 Business* Development & Innovation Management Accounting Office Partner 1 Communication Audit
Micro Sales Social Entrepreneurship & Enterprise Data Small & Medium Wholesale & SME Wholesale Credit Environmental, Social & Human Capital Business
Unsecured Loan Commercial Business* Corporate Banking 1 International Business SORH Distribution IT Application Support Operational Risk Investor Relation SORH Corporate Center Retail Audit
Management 2 Incubation Management & Analytics Risk** Recovery Operation Governance Partner 2
Liquidity & Funding IT DC Infrastructure & Retail Collection AML, CFT & CPF
Wealth Management SORH Wholesale Corporate Banking 2 Policy & Procedure Group Digital Operation Subsidiary Management Human Capital Service IT Audit
Management Operations & Recovery
Data Protection
Corporate Banking 3 Fixed Assets Management CISO Office Customer Experience Office of Chief Economist Corporate University Special Investigation
& Fraud Risk
IT Endpoint Services &
Corporate Banking 4 Procurement Operational Exellence Culture Transformation Regional Audit Office
Operations
Wholesale Transaction SORH Information
Banking SORH Procurement
Technology
Unit Kerja Luar Negeri
Komite Dewan Komisaris : Audit, Nominasi dan Remunerasi, Pemantauan Manajemen Risiko, Tata Kelola Terintegrasi.
Komite Direksi : ALCO, Capital & Investment, Human Capital, Information Technology, Procurement, Credit & Policy, Product, Transformation, Risk Management, ESG, Tata Kelola Konglomerasi Keuangan. Direktur SEVP N2 Business N2 Enabler N2 Support
*) Terdapat fungsi Executive Business Officer (EBO)
**) Terdapat fungsi Executive Risk Officer (ERO)
The composition of the highest governance body and its committees reflects an appropriate balance between executive and non-executive members, with due consideration given to independence, tenure,
and diversity of professional experience. Members are appointed for a defined term of office in accordance with applicable regulations. This information is provided to maintain transparency and enable
stakeholders to clearly understand members’ commitments and any potential conflicts of interest.[GRI 2-9] Additionally, BRI ensures that members of the highest governance body collectively possess the
competencies and expertise necessary to oversee and manage the company’s economic, environmental, and social impacts. Stakeholder perspectives and insights are incorporated into the governance
process to support informed decision-making, strengthen oversight, and reinforce the Company's commitment to responsible, inclusive, and sustainable value creation. [GRI 2-9]
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Disclosure
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 145
Governance
Profile of the Board of Directors [GRI 2-9]
January 1 – March 24, 2025
Sunarso* Catur Budi Harto* Agus Noorsanto Viviana Dyah Ayu Retno Kumalasari Handayani*
Position President Director Vice President Director Director of Wholesale and Institutional Director of Finance Director of Consumer Business
Business
Term of Office During 2019 – 2024 (First Term) 2019 – 2024 (First Term) 2019 – 2024 (First Term) 2021 – 2026 (First Term) 2017 – 2022 (First Term)
2025
2023 – 2025 (Second Term) 2024 – 2025 (Second Term) 2024 – 2025 (Second Term) 2025 – 2030 (Second Term) 2022 – 2025 (Second Term)
*Ceased to hold office as of March 24, *Ceased to hold office as of March 24, *Ceased to hold office as of March 24, 2025
2025 2025
Age 62 62 61 47 60
Gender Male Male Male Female Female
Education • Bachelor of Agronomy, Bogor • Bachelor of Agronomy, Bogor • Bachelor’s Degree in Accounting, • Bachelor of Animal Husbandry, Bogor • Bachelor’s Degree in Dentistry, Universitas
Agricultural Institute (1988) Agricultural University (1986) Universitas Padjadjaran (1988) Agricultural University (2001) Airlangga (1988)
• Master of Business Administration, • Master of Management, Prasetya Mulya • Master’s Degree in Management, Institut • Master of Business Administration, • Master’s Degree in Management,
University of Indonesia, Depok (2002 University (2002) Pertanian Bogor (1999) University of Rochester, USA (2010) Universitas Padjadjaran (2001)
Work Experience • President Director of PT Pegadaian • Director of Small Business & Network PT • Director of Wholesale and Institutional • AVP Planning, Corporate Development • Director of Consumer Banking, PT
[GRI 2-9] (Persero) (2017 – 2019) Bank Negara Indonesia (Persero) Tbk Business, PT Bank Rakyat Indonesia & Strategy PT Bank Rakyat Indonesia Bank Tabungan Negara (Persero) Tbk
• Vice President Director of PT Bank (2017 – 2019) (Persero) Tbk, Indonesia (2019–2025) (Persero) Tbk (2016 – 2017) (2016–2017)
Rakyat Indonesia (Persero) Tbk (2019) • Deputy President Director of PT Bank • Deputy President Director, PT Bank • AVP Equity Management, Corporate • Director of Consumer Banking, PT Bank
• President Director of PT Bank Rakyat Rakyat Indonesia (Persero) Tbk (2019 Rakyat Indonesia (Persero) Tbk, Development & Strategy PT Bank Rakyat Rakyat Indonesia (Persero) Tbk (2017–
Indonesia (Persero) Tbk (2019 – 2025). – 2025) Indonesia (2025) Indonesia (Persero) Tbk (2017 – 2018) 2025)
• VP Subsidiary Management Desk PT • Vice Chairman, CWMA (2017–Present)
Bank Rakyat Indonesia (Persero) Tbk • Secretary General, ASPI (2019–Present)
(2018 – 2019)
• EVP Subsidiary Management Division
PT Bank Rakyat Indonesia (Persero) Tbk
(2019)
• Director of Finance PT Bank Rakyat
Indonesia (Persero) Tbk (2021 – 2025)
• Director of Finance & Strategy PT Bank
Rakyat Indonesia (Persero) Tbk (2025)
• Vice President Director of PT Bank
Rakyat Indonesia (Persero) Tbk (2025
– present)
Expertise Wholesale Banking, Corporate Banking, Consumer Banking, Wholesale Banking, Wholesale Banking, Corporate Banking, Corporate Finance, Accounting Consumer Banking, Wholesale Banking, Risk
Micro Banking, Risk Management Risk Management Risk Management Management, Risk Management Management
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Disclosure
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Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 146
Governance
Profile of the Board of Directors [GRI 2-9]
January 1 – March 24, 2025
Supari* Ahmad Solichin Lutfiyanto Agus Sudiarto* Agus Winardono* Amam Sukriyanto*
Position Director of Micro Business Director of Compliance Director of Risk Management Director of Human Capital Director of Commercial, Small, and Medium
Business
Term of Office During 2019 – 2024 (First Term) 2018 – 2023 (First Term) 2018 – 2023 (First Term) 2021 – 2025 (First Term) 2021 – 2025 (First Term)
2025 2024 – 2025 (Second Term) 2023 – 2025 (Second Term) 2023 – 2028 (Second Term) *Ceased to hold office as of March 24, *Ceased to hold office as of March 24, 2025
*Ceased to hold office as of March 24, *Ceased to hold office as of March 24, 2025
2025 2025
Age 59 55 60 60 57
Gender Male Male Male Male Male
Education • Bachelor’s Degree in Agricultural • Bachelor’s Degree in Agricultural • Bachelor’s Degree in Law, Universitas • Bachelor of Corporate Economics, • Bachelor’s Degree in Agricultural Industrial
Technology, Universitas Brawijaya Technology, Universitas Jember (1990) Indonesia (1988) Universitas Krisna Dwipayana (1988) Technology, Universitas Brawijaya (1991)
(1989) • Master’s Degree in Management • Master’s Degree in Management, • Master of Financial Management, • Master of Business Administration, The
• Master’s Degree in Agribusiness (Marketing/MIS), Universitas Gadjah Universitas Indonesia (2004) Sekolah Tinggi Manajemen PPM (2001) University of Adelaide, Australia (2006)
Management, Universitas Gadjah Mada Mada / Agder College University, • Doctor of HR Management, Universitas
(2005) Norway (2000) Negeri Jakarta (2024)
Work Experience • Director of Retail & Medium Business, • Director of Compliance, PT Bank Rakyat • SEVP Special Asset Management, Bank • Director of Human Capital, PT Bank • SEVP, Fixed Assets Management &
[GRI 2-9] PT Bank Rakyat Indonesia (Persero) Tbk Indonesia (Persero) Tbk (2021–2025) Mandiri (2017–2019) Rakyat Indonesia (Persero) Tbk Procurement Directorate, PT Bank Rakyat
(2018–2019) • Director of Human Capital & • Director of Risk Management, PT (2021–2025) Indonesia (Persero) Tbk (2020–2021)
• Director of Micro Business, PT Bank Compliance, PT Bank Rakyat Indonesia Bank Rakyat Indonesia (Persero) Tbk • Head of Division V, FHCI BUMN (2024– • Director of Small and Medium Business,
Rakyat Indonesia (Persero) Tbk (Persero) Tbk (2025) (2019–2025) Present) PT Bank Rakyat Indonesia (Persero) Tbk,
(2019–2025) • Head of PMO, Integrated Human Capital Indonesia (2021–2024)
Application Development, BUMN (2023– • Director of Commercial, Small, and Medium
Present) Business, PT Bank Rakyat Indonesia
• Vice Chair of Division I – Digital Capacity (Persero) Tbk, Indonesia (2024-2025)
Building, Forum Digital BUMN (FORDIGI)
(2023–Present)
• Treasurer, BUMN School of Excellent
(2023–Present)
Expertise Micro Banking, Risk Management Risk Management, Governance, Risk Risk Management, Sharia Banking, Human Capital, Risk Management Retail Banking, International Business
Management, and Compliance (GRC), Corporate Banking Banking, Risk Management
Wholesale Banking
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 147
Governance
Profile of the Board of Directors [GRI 2-9]
January 1 – March 24, 2025
Arga M. Nugraha* Andrijanto*
Position Director of Digital and Information Director of Retail Funding and Distribution
Technology
Term of Office During 2021 – 2025 (First Term) 2022 – 2025 (First Term)
2025 *Ceased to hold office as of March 24, *Ceased to hold office as of March 24,
2025 2025
Age 44 51
Gender Male Male
Education • Bachelor’s Degree in Informatics • Bachelor’s Degree in Accounting,
Engineering, Universitas Bina Nusantara Universitas Airlangga (1998)
(2003) • Master’s Degree in Finance, Indiana
• Master of Science, Carnegie Mellon University, USA (2012)
University, USA (2011)
Work Experience • EVP, Brilink Network Division, PT • Head of Planning, Budgeting &
[GRI 2-9] Bank Rakyat Indonesia (Persero) Tbk Performance Management Division, PT
(2020–2021) Bank Rakyat Indonesia (Persero) Tbk,
• Director of Network & Services, PT Indonesia (2021–2022)
Bank Rakyat Indonesia (Persero) Tbk, • Director of Network & Services, PT
Indonesia (2021–2022) Bank Rakyat Indonesia (Persero) Tbk,
• Director of Digital & Information Indonesia (2022–2024)
Technology, PT Bank Rakyat Indonesia • Director of Retail Funding and
(Persero) Tbk, Indonesia (2022–2025) Distribution, PT Bank Rakyat Indonesia
(Persero) Tbk, Indonesia (2024–2025)
Expertise IT & Digital Banking, Risk Management Finance, Risk Management
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Disclosure
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 148
Governance
Profile of the Board of Directors [GRI 2-9]
March 24 – December 17, 2025
Hery Gunardi Agus Noorsanto* Viviana Dyah Ayu R.K. Ahmad Solichin Lutfiyanto
Position President Director Vice President Director Director of Finance & Strategy Director of Human Capital & Compliance
Term of Office During 2025 – 2030 (First Term) 2019 – 2024 (First Term) 2021 – 2026 (First Term) 2018 – 2023 (First Term)
2025
2024 – 2025 (Second Term) 2025 – 2030 (Second Term) 2023 – 2025 (Second Term)
*Ceased to hold office as of December 17, 2025 *Ceased to hold office as of December 17, 2025
Age 63 61 47 55
Gender Male Male Female Male
Education • Bachelor of Business Administration, 17 August University, • Bachelor of Accounting, Padjadjaran University • Bachelor’s Degree in Animal Husbandry, • Bachelor of Agricultural Technology, University of
Jakarta (1987). (1988) Institut Pertanian Bogor (2001) Jember (1990)
• Master of Business Administration, Major in Finance and • Master of Management, Bogor Agricultural • Master of Business Administration, • Master of Management, Marketing/MIS, UGM/
Accounting, University of Oregon, USA (1991). Institute (1999) University of Rochester, USA (2010) Adger Collage University Norway (2000)
• Doctor of Business Management, Padjadjaran University,
Bandung (2021).
Work Experience • Director, PT AXA Mandiri Financial Services (2003-2006) • Director of Wholesale and Institutional Business • AVP Planning, Corporate Development & • Director of Compliance PT Bank Rakyat Indonesia
[GRI 2-9]
• Senior Vice President, Group Head of Wealth Management, PT PT Bank Rakyat Indonesia (Persero) Tbk (2019 – Strategy PT Bank Rakyat Indonesia (Persero) (Persero) Tbk (2021 – 2025)
Bank Mandiri (Persero) Tbk (2006–2009) 2025) Tbk (2016 – 2017)
• Executive Vice President, Group Head of Distribution Network I, • Director of Human Capital & Compliance PT Bank
PT Bank Mandiri (Persero) Tbk (2009–2013) • Vice President Director of PT Bank Rakyat • AVP Equity Management, Corporate Rakyat Indonesia (Persero) Tbk (2025)
• Senior Executive Vice President of Consumer Finance, PT Bank Indonesia (Persero) Tbk (2025) Development & Strategy PT Bank Rakyat
Mandiri (Persero) Tbk (2013–2013) Indonesia (Persero) Tbk (2017 – 2018)
• Director of Micro & Business Banking, PT Bank Mandiri • VP Subsidiary Management Desk PT Bank
(Persero) Tbk (2015) Rakyat Indonesia (Persero) Tbk (2018 – 2019)
• Director of Consumer Banking, PT Bank Mandiri (Persero) Tbk
• EVP Subsidiary Management Division PT
(2015–2016)
Bank Rakyat Indonesia (Persero) Tbk (2019)
• Director of Distribution, PT Bank Mandiri (Persero) Tbk
(2016–2018) • Director of Finance PT Bank Rakyat Indonesia
• Director of Business & Network, PT Bank Mandiri (Persero) Tbk (Persero) Tbk (2021 – 2025)
(2019) • Director of Finance & Strategy PT Bank
• Director of Consumer & Retail Transactions, PT Bank Mandiri Rakyat Indonesia (Persero) Tbk (2025)
(Persero) Tbk (2019–2020)
• Vice President Director, PT Bank Mandiri (Persero) Tbk (2020) • Vice President Director of PT Bank Rakyat
• Head of Project Management Office for the Merger of State- Indonesia (Persero) Tbk (2025 – present)
Owned Islamic Banks (2020– 2021)
• President Director, PT Bank Syariah Mandiri (2020)
• President Director, PT Bank Syariah Indonesia Tbk (2020–2025)
• President Director, PT Bank Rakyat Indonesia (Persero) Tbk
(2025 – Present)
Expertise Consumer Banking, Micro & Retail Banking, Wholesale Banking, Corporate Banking, Risk Corporate Finance, Accounting Management, Governance, Risk Management, and Compliance
Project Management, Treasury, Insurance & Management, Management, Accounting Risk and Compliance Management (GRC), Wholesale Banking
Investment, Shariah Banking
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Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 149
Governance
Profile of the Board of Directors [GRI 2-9]
March 24 – December 17, 2025
Hakim Putratama Riko Adythia Aquarius Rudianto Farida Thamrin
Position Director of Operations Director of Corporate Banking Director of Network and Retail Funding Director of Treasury and International Banking
Term of Office During 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term)
2025
Age 49 52 58 53
Gender Male Male Male Female
Education • Bachelor of International Relations from Padjadjaran • Bachelor’s Degree in Accounting, Universitas Bachelor’s Degree in Government Studies, Universitas Bachelor’s Degree in Civil Engineering, Universitas
University, Bandung (1998) Padjadjaran, Bandung (1994) Padjadjaran (1990) Indonesia, Depok (1996)
• Master of International Business from Aston University, • Master of Business Administration, Booth School of
UK (2001) Business, University of Chicago, USA (2008)
Work Experience • Senior Vice President (SVP) Head of Marketing & • Vice President, Structured Trade Finance, Citibank • Senior Vice President, Commercial Banking, PT • SVP Market Risk Group Head, Bank Mandiri
[GRI 2-9] Segment Offering of PT Bank Commonwealth (2012- New York (September 2001 – August 2003) Bank Mandiri (Persero) Tbk. (2010 – 2014) (2015–2016)
2015) • Director & Deputy Country CFO, Citi (August 2003 • Senior Vice President & Regional CEO, PT Bank • SVP Treasury Group Head, Bank Mandiri
• Senior Vice President (SVP) Corporate Secretary – October 2010) Mandiri (Persero) Tbk. (2015 – 2018) (2016–2019)
Division of PT Bank Pembangunan Daerah Jawa Barat • Director & COO, Treasury & Trade Solutions, Citi • Senior Executive Vice President (SEVP), • Commissioner, PT Mandiri Sekuritas (2019–2021)
dan Banten, Tbk (2015-2018) (October 2010 – October 2012) Operations, PT Bank Mandiri (Persero) Tbk. (2018 • SEVP Corporate Banking Solution Head, Bank
• Senior Vice President (SVP) Consumer Funding Retail • Director & Country Head, Treasury & Trade – 2019) Mandiri (2019–2021)
Division of PT Bank Pembangunan Daerah Jawa Barat Solutions, Citi (October 2012 – November 2013) • Commissioner, Mandiri AXA General Insurance
dan Banten, Tbk (2018-2022) • Commissioner, PT Bukit Pembangkit Inovatif
• Managing Director & Country Head, Treasury & (2019 – 2020) (2021–2024)
• Head of International and Transaction Banking of PT Trade Solutions, Citi (November 2013 – October • Senior Executive Vice President (SEVP), Business
Bank Pembangunan Daerah Jawa Barat dan Banten, • Commissioner, PT Bukit Multi Investasi (2022–
2015) & Network, PT Bank Mandiri (Persero) Tbk. (2019 2023)
Tbk (2022-2023) – 2020)
• Managing Director & Country Head, Global • Director of Finance and Risk Management, PT
• Director of Institutional Banking of BTN (2023-2024) Subsidiaries Group, Citi (October 2015 – August • Commissioner, PT Bank Syariah Mandiri (2020) Bukit Asam Tbk (2021–2025)
• Director of Operations and Customer Experience of BTN 2018) • Director of Network & Retail Funding, PT Bank
(2024-2025) • Director of Treasury and International Banking,
• Managing Director, Global Banking, HSBC Mandiri (Persero) Tbk. (2020 – 2025) PT Bank Rakyat Indonesia (Persero) Tbk (2025–
• Director of Operations of BRI (2025- present) Indonesia (August 2018 – December 2022) • Director of Network & Retail Funding, PT Bank Present)
• Director, Wholesale Banking, HSBC Indonesia Rakyat Indonesia (Persero) Tbk. (2025 – Present)
(January 2023 – December 2024)
• President Director (Designate), HSBC Indonesia
(January – March 2025)
• Director of Corporate Banking, PT Bank Rakyat
Indonesia (Persero) Tbk. (2025 – Present)
Expertise International Banking, Transaction Banking, Banking Wholesale Banking, Transaction Banking, International Risk Management, Operasional, Consumer Banking, Treasury, Finance, Risk Management, Corporate
Operations, Consumer Banking, Risk Management & FDI Connectivity, Transformation, Finance, Risk Commercial Banking, Distribution & Retail Banking Banking, International Banking
Management
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Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 150
Governance
Profile of the Board of Directors [GRI 2-9]
March 24 – December 17, 2025
Akhmad Purwakajaya Alexander Dippo Paris Y. S. Nancy Adistyasari* Mucharom* Saladin Dharma Nugraha Effendi
Jabatan Director of Micro Director of Commercial Banking Director of Consumer Banking Director of Risk Management Director of Information Technology
Term of Office 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term)
During 2025 *Ceased to hold office as of December *Ceased to hold office as of December
17, 2025 17, 2025
Age 54 43 44 56 51
Gender Male Male Female Male Male
Education • Bachelor of Accounting from Gadjah • Bachelor’s Degree in Accounting, Bachelor’s Degree in Geophysics and • Bachelor of Economics from University Bachelor of Engineering, Mechanical
Mada University, Yogyakarta (1998) Universitas Indonesia (2004) Meteorology, Institut Teknologi Bandung of Indonesia, Depok (1995) Engineering dari Swinburne University of
• Master’s Degree in Management, STIE • Master’s Degree in Management, (2004) • Master of International Management Technology Melbourne Australia (1999).
Widya Wiwaha (2020) Universitas Gadjah Mada, Yogyakarta from Gadjah Mada University,
(2009) Yogyakarta (1997)
• Master of Business Administration,
University of Cambridge, United Kingdom
(2012)
Work Experience • Executive Vice President SOE Division of • Vice President of Automotive Sector • Director of Commercial and MSMEs at • Director of Human Capital & Compliance • Information Technology Consultant, PT
[GRI 2-9] BRI (2020 – 2021) Development for Commercial Banking PT Bank Pembangunan Daerah Jawa PT Bank Negara Indonesia (22 August Astra Graphia Information Technology
• Special Branch Manager of BRI (2021 – Client PT Bank Mandiri (Persero) Tbk. Barat and Banten (2020-2025) 2022 – 24 March 2024) (2000–2003)
2022) (2015 - 2017) • Director of Consumer Banking PT Bank • Director of Risk Management PT Bank • Head of Competence (HoC), PT Bank
• Regional CEO of BRI Jakarta 1 (2022 – • Vice President of Financial Sector Rakyat Indonesia (Persero) Tbk (2025) Rakyat Indonesia (Persero) Tbk (2025) Mandiri (Persero) Tbk (2003–2006)
2023) Department for Governmentcand • Senior Vice President (SVP), Head of
Institutional Banking Client PT Bank Information Technology, HSBC Indonesia
• President Director of PT Jamkrindo (2023 Mandiri (Persero) Tbk. (2017 - 2020)
– 2025) (2006–2014)
• Commissioner, PT Mandiri AXA General • Head of IT Division, PT Bank Muamalat
• Director of Micro BRI (2025 – present) Insurance (MAGI) (2023) Indonesia Tbk (2014–2018)
• President Commissioner, PT Mandiri • Group Head, Chief Information Security
Utama Finance (MUF) (2024–2025) Officer, PT Bank Mandiri (Persero) Tbk
• SVP SME Banking Group PT Bank Mandiri (2018–2023)
(Persero) Tbk. (2020 - 2025) • Director of Information Technology, PT
• Director of Commercial Banking, PT Bank Bank Syariah Indonesia Tbk (2023–
Rakyat Indonesia (Persero) Tbk (2025– 2025)
Present) • Director of Information Technology, PT
Bank Rakyat Indonesia (Persero) Tbk
(2025–Present)
Expertise Micro Banking, Wholesale Banking, Corporate Banking, Commercial Banking, Corporate Banking, Commercial Banking, Risk Management, Compliance, Human IT & Digital Banking, Cyber Security, Risk
Corporate Banking, Risk Management, SME Banking, Transaction Banking, Institutional Banking, SME Banking, Capital, Strategic Management, GRC Management
Insurance Multifinance, Risk Management Management Subsidiaries, Consumer
Banking, Risk Management
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 151
Governance
Profile of the Board of Directors [GRI 2-9]
December 17 - December 31, 2025
Hery Gunardi Viviana Dyah Ayu R.K. Hakim Putratama Riko Adythia
Position President Director Vice President Director Director of Operations Director of Corporate Banking
Term of Office During 2025 – 2030 (First Term) 2021 – 2026 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term)
2025 2025 – 2030 (Second Term)
Age 63 47 49 52
Gender Male Female Male Male
Education • Bachelor of Business Administration, 17 August University, • Bachelor’s Degree in Animal Husbandry, • Bachelor’s Degree in International Relations, • Bachelor of Accounting from Padjadjaran
Jakarta (1987) Institut Pertanian Bogor (2001) Universitas Padjadjaran, Bandung (1998) University, Bandung (1994)
• Master of Business Administration, Major in Finance and • Master of Business Administration, University • Master’s Degree in International Business, Aston • Master of Business Administration from Booth
Accounting, University of Oregon, USA (1991) of Rochester, USA (2010) University, United Kingdom (2001) Business School, University of Chicago, USA
• Doctor of Business Management, Padjadjaran University, (2008)
Bandung (2021)
Work Experience • Director, PT AXA Mandiri Financial Services (2003-2006) • AVP Planning, Corporate Development & • Senior Vice President (SVP), Head of Marketing • Vice President – Structured Trade Finance,
[GRI 2-9]
• Senior Vice President, Group Head of Wealth Management, PT Strategy PT Bank Rakyat Indonesia (Persero) & Segment Offering, PT Bank Commonwealth Citibank New York (September 2001 – Agustus
Bank Mandiri (Persero) Tbk (2006–2009) Tbk (2016 – 2017) (2012–2015) 2003)
• Executive Vice President, Group Head of Distribution Network I, • AVP Equity Management, Corporate • SVP Corporate Secretary Division, PT Bank
PT Bank Mandiri (Persero) Tbk (2009–2013) • Director / Deputy Country CFO Citi (August 2003
Development & Strategy PT Bank Rakyat Pembangunan Daerah Jawa Barat dan Banten - October 2010)
• Senior Executive Vice President of Consumer Finance, PT Bank Indonesia (Persero) Tbk (2017 – 2018) Tbk (2015–2018)
Mandiri (Persero) Tbk (2013–2013) • VP Subsidiary Management Desk PT Bank • SVP Consumer Funding Retail Division, PT Bank • Director / COO Treasury & Trade Solutions Citi
• Director of Micro & Business Banking, PT Bank Mandiri Rakyat Indonesia (Persero) Tbk (2018 – 2019) Pembangunan Daerah Jawa Barat dan Banten (October 2010 - October 2012)
(Persero) Tbk (2015) •
• Director of Consumer Banking, PT Bank Mandiri (Persero) Tbk
EVP Subsidiary Management Division PT Tbk (2018–2022) • Director / Country Head Treasury & Trade
Bank Rakyat Indonesia (Persero) Tbk (2019) • Head of International and Transaction Banking, Solutions Citi (October 2012 – November 2013)
(2015–2016) • Director of Finance PT Bank Rakyat Indonesia PT Bank Pembangunan Daerah Jawa Barat dan
• Director of Distribution, PT Bank Mandiri (Persero) Tbk (Persero) Tbk (2021 – 2025) Banten Tbk (2022–2023)
• Managing Director / Country Head Treasury &
(2016–2018) Trade Solutions Citi (November 2013 - October
• Director of Finance & Strategy PT Bank • Director of Institutional Banking, PT Bank
• Director of Business & Network, PT Bank Mandiri (Persero) Tbk Rakyat Indonesia (Persero) Tbk (2025) Tabungan Negara (Persero) Tbk (2023–2024)
2015)
(2019) • Vice President Director of PT Bank Rakyat • Director of Operations and Customer Experience, • Managing Director / Country Head Global
• Director of Consumer & Retail Transactions, PT Bank Mandiri Indonesia (Persero) Tbk (2025 – present) PT Bank Tabungan Negara (Persero) Tbk Subsidiaries Group Citi (October 2015 - August
(Persero) Tbk (2019–2020) (2024–2025) 2018)
• Vice President Director, PT Bank Mandiri (Persero) Tbk (2020) • Director of Operations, PT Bank Rakyat Indonesia
• Head of Project Management Office for the Merger of State- • Managing Director Global Banking HSBC Indonesia
(Persero) Tbk (2025–Present) (August 2018 - December 2022)
Owned Islamic Banks (2020– 2021)
• President Director, PT Bank Syariah Mandiri (2020) • Direktur Wholesale Banking HSBC Indonesia
• President Director, PT Bank Syariah Indonesia Tbk (2020– (January 2023 - December 2024)
2025) • President Director (designate) HSBC Indonesia
• President Director, PT Bank Rakyat Indonesia (Persero) Tbk (January - March 2025)
(2025 – Present)
• Director of Corporate Banking BRI (2025 -
present).
Expertise Consumer Banking, Micro & Retail Banking, Project Management, Corporate Finance, Accounting Management, International Banking, Transaction Banking, Banking Wholesale Banking, Transaction Banking,
Treasury, Insurance & Investment, Risk Management Operations, Consumer Banking, Risk Management International & FDI Connectivity, Transformation,
Shariah Banking Finance, Risk Management
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Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 152
Governance
Profile of the Board of Directors [GRI 2-9]
December 17 - December 31, 2025
Aquarius Rudianto Farida Thamrin Akhmad Purwakajaya Alexander Dippo Paris Y. S.
Position Direktur Network & Retail Funding Director of Treasury and International Banking Director of Micro Director of Commercial Banking
Term of Office During 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term)
2025
Age 58 53 54 43
Gender Male Female Male Male
Education Bachelor’s Degree in Government Studies, Universitas Bachelor’s Degree in Civil Engineering, Universitas • Bachelor’s Degree in Accounting, Universitas • Bachelor’s Degree in Accounting, Universitas
Padjadjaran (1990) Indonesia, Depok (1996) Gadjah Mada, Yogyakarta (1998) Indonesia (2004)
• Master’s Degree in Management, STIE Widya • Master’s Degree in Management, Universitas
Wiwaha (2020) Gadjah Mada, Yogyakarta (2009)
• Master of Business Administration, University of
Cambridge, United Kingdom (2012)
Work Experience • Senior Vice President, Commercial Banking, PT Bank • SVP Market Risk Group Head, Bank Mandiri • Executive Vice President, SOE Division, PT Bank • Vice President of Automotive Sector Development
[GRI 2-9] Mandiri (Persero) Tbk. (2010 – 2014) (2015–2016) Rakyat Indonesia (Persero) Tbk (2020–2021) for Commercial Banking Client PT Bank Mandiri
• Senior Vice President & Regional CEO, PT Bank Mandiri • SVP Treasury Group Head, Bank Mandiri • Head of Special Branch Office, PT Bank Rakyat (Persero) Tbk. (2015 - 2017)
(Persero) Tbk. (2015 – 2018) (2016–2019) Indonesia (Persero) Tbk (2021–2022) • Vice President of Financial Sector Department for
• Senior Executive Vice President (SEVP), Operations, PT • Commissioner, PT Mandiri Sekuritas (2019–2021) • Regional CEO, BRI Jakarta 1 (2022–2023) Governmentcand Institutional Banking Client PT
Bank Mandiri (Persero) Tbk. (2018 – 2019) Bank Mandiri (Persero) Tbk. (2017 - 2020)
• SEVP Corporate Banking Solution Head, Bank • President Director, PT Jamkrindo (2023–2025)
• Commissioner, Mandiri AXA General Insurance (2019 Mandiri (2019–2021) • Commissioner, PT Mandiri AXA General Insurance
• Director of Micro, PT Bank Rakyat Indonesia (MAGI) (2023)
– 2020) • Commissioner, PT Bukit Pembangkit Inovatif (Persero) Tbk (2025–Present)
• Senior Executive Vice President (SEVP), Business & (2021–2024) • President Commissioner, PT Mandiri Utama
Network, PT Bank Mandiri (Persero) Tbk. (2019 – 2020) Finance (MUF) (2024–2025)
• Commissioner, PT Bukit Multi Investasi (2022–
• Commissioner, PT Bank Syariah Mandiri (2020) 2023) • SVP SME Banking Group PT Bank Mandiri
(Persero) Tbk. (2020 - 2025)
• Director of Network & Retail Funding, PT Bank Mandiri • Director of Finance and Risk Management, PT Bukit
(Persero) Tbk. (2020 – 2025) Asam Tbk (2021–2025) • Director of Commercial Banking, PT Bank Rakyat
Indonesia (Persero) Tbk (2025–Present)
• Director of Network & Retail Funding, PT Bank Rakyat • Director of Treasury and International Banking,
Indonesia (Persero) Tbk. (2025 – Present) PT Bank Rakyat Indonesia (Persero) Tbk (2025–
Present)
Expertise Risk Management, Operasional, Consumer Banking, Treasury, Finance, Risk Management, Corporate Micro Banking, Wholesale Banking, Corporate Corporate Banking, Commercial Banking, SME
Commercial Banking, Distribution & Retail Banking Banking, International Banking Banking, Risk Management, Insurance Banking, Transaction Banking, Multifinance, Risk
Management
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 153
Governance
Profile of the Board of Directors [GRI 2-9]
December 17 - December 31, 2025
Saladin Dharma Nugraha Effendi Mahdi Yusuf Ety Yuniarti Aris Hartanto Achmad Royadi
Position Director of Information Technology Director of Legal & Compliance Director of Risk Management Director of Consumer Banking Director of Finance & Strategy
Term of Office During 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term) 2025 – 2030 (First Term)
2025
Age 51 60 44 50 50
Gender Male Male Female Male Male
Education Bachelor of Engineering, Mechanical • Bachelor’s Degree in Economics, • Bachelor’s Degree in Electrical Engineering, • Economics - Universitas Pembangunan • Bachelor’s Degree in Economics,
Engineering from Swinburne University Universitas Saburai, Bandar Lampung Universitas Gadjah Mada, Yogyakarta (2003) Nasional "Veteran", Surabaya (1998) Universitas Padjadjaran, Bandung
of Technology Melbourne Australia (2005) • Master of Business Administration, University of • Master of Business Administration (1998)
(1999) • Master’s Degree in Law, Universitas Melbourne (2012) (MBA) from Clark University, • Master of Business Administration,
Lampung, Bandar Lampung (2016) Massachusetts, USA (2010) Tulane University, New Orleans, United
States (2007)
Work Experience • Information Technology Consultant, • Head of the General Division PT Bank • Assistant Vice President - Head of Investor • Business Manager - BRI New York • Group Head Global Market (March 2014
[GRI 2-9] PT Astra Graphia Information Pembangunan Daerah Lampung (July Communications Department BRI (March 2015 Agency (May 2014 - July 2018) - April 2016)
Technology (2000-2003) 2019 – January 2020) - July 2018) • General Manager - Branch BRI • Group Head Ekonom PT Bank Rakyat
• Head of Competence (HoC), PT Bank • Director of Compliance PT Bank • Assistant Vice President - Head of Strategic Singapore (July 2018 - November Indonesia (Persero) Tbk (April 2016 -
Mandiri (Persero) Tbk (2003-2006) Pembangunan Daerah Lampung (March Investments Department BRI July 2018 – 2020) May 2017)
• Head of Information Technology, 2020 – February 2024) October 2019) • Division Head - Distribution Network • Vice President – Corporate
Senior Vice President (SVP), HSBC • Director of Compliance PT Bank • Assistant Vice President, Deputy Head of Division (November 2020 - November Development & Strategy Division (June
Indonesia (2006-2014) Pembangunan Daerah Lampung Asset Liability Management & MIS Group BRI 2022) 2017 – May 2018)
• Head of IT Division, PT Bank (February 2024 – July 2024) (November 2019 – November 2020) • Regional CEO of Regional Office, BRI • Executive Vice President Investor
Muamalat Indonesia Tbk (2014-2018) • Acting President Director of PT Bank • Senior Vice President - Head of Credit Risk & Medan (November 2022 - February Relations BRI (2018-2021)
• Group Head Chief Information Pembangunan Daerah Lampung (July Policy Group BRI (December 2020 – December 2024) • Senior Executive Vice President
Security Officer, PT Bank Mandiri 2024 – January 2025) 2021) • President Director of PT Asuransi BRI Treasury & Global Services BRI (2021
(Persero) Tbk (2018-2023) • President Director of PT Bank • Executive Vice President, Head of Enterprise Life (February 2024 - December 2025) -2025)
• Director of Information Technology Pembangunan Daerah Lampung Risk Group BRI (January 2022 - May 2025) • Director of Consumer Banking BRI • President Commissioner BRI Danareksa
PT Bank Syariah Indonesia Tbk (January 2025 – December 2025) • President Commissioner, BRI Venturza (2025 – present) Sekuritas (2022-2025)
(2023-2025) • Director of Legal & Compliance PT Bank Investama (April 2022 – June 2025) • Director of Finance & Strategy BRI
• Director of Information Technology Rakyat Indonesia (Persero) Tbk (2025 • Senior Executive Vice President, Head of (2025 – present)
BRI (2025 – present) – present) Retail Risk Sub Directorate BRI (June 2025 -
December 2025)
• Director of Risk Management BRI (2025 –
present)
Expertise IT & Digital Banking, Cyber Security, Legal, Compliance, Risk Management Risk Management, Corporate Finance, Information Risk Management, Consumer Banking, Finance & Strategy, Treasury &
Risk Management System Audit International Business, Network International Business, Pension Fund, Risk
Management, Insurance Business Management
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Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 154
Governance
Profile of the Board of Commissioners[GRI 2-9]
January 1 - March 24, 2025
Kartika Wirjoatmodjo Rofikoh Rokhim* Rabin Indrajad Hattari* Dwi Ria Latifa*
Position President Commissioner Vice President Commissioner/Independent Commissioner Commissioner Independent Commissioner
Term of Office During 2020–2025 (First Term) 2020–2025 (First Term) 2020–2025 (First Term) 2020–2025 (First Term)
2025
2025–2030 (Second Term) *Ceased to hold office as of March 24, 2025 *Ceased to hold office as of March 24, 2025 *Ceased to hold office as of March 24, 2025
Age 52 54 50 • 57
Gender Male Female Male Female
Education • Bachelor’s Degree in Accounting, Universitas • Bachelor’s Degree in Economics, Universitas Islam • Bachelor’s Degree in Economics & Mathematics, • Bachelor’s Degree in Law, Universitas Pancasila,
Indonesia, Depok (1996) Indonesia, Yogyakarta (1993) University of Georgia, USA (1996) Jakarta (1990)
• Master of Business Administration, Erasmus • Bachelor’s Degree in Political Science, Universitas Gadjah • Master of Management, Universitas Indonesia, • Graduate, National Resilience Institute
University, Rotterdam, the Netherlands (2001) Mada, Yogyakarta (1994) Depok (2001) (Lemhannas RI), Batch 40 (2007)
• Master Specialist in Public Finance, Institute International • Ph.D. in Economics, George Mason University, • Master of Science, Universitas Gadjah Mada,
d’Administration Publique (IIAP) – École Nationale USA (2008) Yogyakarta (2012)
d’Administration (ENA), Paris (2000)
• D.E.A (M.Phil) in International and Development
Economics, Université de Paris 1 Panthéon-Sorbonne,
Paris (2002)
• Ph.D. in Economics (Applied Macro and Micro Economics
– Development Studies in Finance), Université de Paris 1
Panthéon-Sorbonne, Paris (2005)
Work Experience • President Director and Chief Executive Officer at • Lecturer and Researcher at the Faculty of Economics and • Expert Staff for Planning, Defense Industry Policy • Founder and Managing Partner, Rialatifa &
[GRI 2-9]
Indonesia Infrastructure Finance (IIF) (2011–2013) Business, University of Indonesia, Depok (2006 – present) Committee, Ministry of Defense of the Republic Partners Law Office (1992–Present)
• Chief Executive and Member of the Board of • Vice President Commissioner/Independent Commissioner of Indonesia (2020-present) • Founder and Member of the Expert Council,
Commissioners at Lembaga Penjamin Simpanan of BRI (2021 - 2025) • Commissioner of BRI (2020 -present). Indonesian Advocates Association (Serikat
(LPS) (2014–2015) • Indonesian Stock Exchange Company Appraisal and • Expert Staff for Industry, Ministry of SOEs (2021- Pengacara Indonesia) (1997–Present)
• President Director, PT Bank Mandiri (Persero) Tbk Trading Committee (2023 - present). 2023) • Member of the House of Representatives of the
(2016–2019) • Independent Commissioner of PT Telkom (Persero) Tbk • Member of the Remuneration and HR Committee, Republic of Indonesia (DPR RI) (2000–2004)
• Chair, PERBANAS (2016–2024) (2025 - present) Indonesia Investment Agency (INA) (2021 - • Chair of the Women and Child Protection
• Member, APEC Business Advisory Council (ABAC) present) Division, PERADI Central Executive Board
– Indonesia (2017–Present) • Secretary of the Ministry of SOEs (2023 - (2009–2014)
• President Commissioner, PT Bank Mandiri present) • Member of the House of Representatives of the
(Persero) Tbk (2019–2020) Republic of Indonesia (DPR RI) (2014–2019)
• Vice Minister of State-Owned Enterprises • Chair, Dharma Wanita Persatuan (DWP),
(2019–2025) Embassy of the Republic of Indonesia in Cairo
(2016–2020)
• President Commissioner, PT Bank Rakyat
Indonesia (Persero) Tbk (2020–Present) • Independent Commissioner, PT Bank Rakyat
Indonesia (Persero) Tbk (2020–2025)
• Vice Chair for SOEs Affairs, Indonesian Chamber
of Commerce and Industry (KADIN) (2021–Present • President Commissioner, PT Bersua Utama
Indonesia (2022–Present)
Expertise Banking, Finance, Risk Management Finance, Economics, Management Statistics, Economics, Management Law, Socio-Political Affairs, Regulatory Affairs
Page 155
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 155
Governance
Profile of the Board of Commissioners[GRI 2-9]
January 1 - March 24, 2025
Heri Sunaryadi* Nurmaria Sarosa* Agus Riswanto* Paripurna Poerwoko Sugarda*
Position Independent Commissioner Independent Commissioner Independent Commissioner Commissioner
Term of Office During 2021–2025 (First Term) 2021–2025 (First Term) 2021–2025 (First Term) 2020–2025 (First Term)
2025
*Ceased to hold office as of March 24, 2025 *Ceased to hold office as of March 24, 2025 *Ceased to hold office as of March 24, 2025 *Ceased to hold office as of March 24, 2025
Age 60 60 63 68
Gender Male Female Male Male
Education • Bachelor’s Degree in Agricultural Technology, Institut Bachelor’s Degree in Architecture, Institut Teknologi • Bachelor’s Degree in Law, Universitas Kristen Satya • Doktorandus in Management, Universitas Islam
Pertanian Bogor, Bogor (1987) Bandung, Bandung (1989) Wacana, Salatiga (1986) Indonesia, Jakarta (1984)
• Master of Business Administration, BINUS Business • Master’s Degree in Law, Sekolah Tinggi Ilmu Hukum • Bachelor’s Degree in Law, Universitas Gadjah
School, Jakarta (2011) IBLAM, Jakarta (2001) Mada, Yogyakarta (1986)
• Master’s Degree in Law, Universitas Gadjah Mada,
Yogyakarta (1999)
• Master’s Degree in Law, University of Groningen
(2008)
• Doctorate in Law, Universitas Gadjah Mada,
Yogyakarta (2012)
Work Experience • President Director, Bahana Sekuritas (2007–2009) • Director of Finance and Corporate Affairs, PT Cardig • Head of the High Prosecutor’s Office, Bangka • Lecturer, Faculty of Law, Universitas Gadjah Mada
[GRI 2-9]
• President Director, PT Bahana Pembinaan Usaha International Support (2017–2020) Belitung (2014–2015) (1988–Present)
Indonesia (2009–2013) • Director of Finance and Corporate Affairs, PT Cardig • Director of Intelligence Coding and Production, • Dean, Faculty of Law, Universitas Gadjah Mada
• President Director, PT Kustodian Sentral Efek Express Nusantara (2020–2021) Attorney General’s Office of the Republic of (2012–2014)
Indonesia (2013–2014) • Executive Director, PT Selaras Logistik Indonesia Indonesia (2015–2018) • Vice Rector for Cooperation and Alumni Affairs,
• Chief Financial Officer (CFO), PT Telkom Indonesia (2021–2022) • Expert Staff to the Attorney General for Intelligence Universitas Gadjah Mada (2014–2022)
(Persero) Tbk (2014–2016) • Independent Commissioner, PT Bank Rakyat Affairs, Attorney General’s Office of the Republic of • Head of Asia Pacific Research Center, Universitas
Indonesia (Persero) Tbk (2022–2025) Indonesia (2018–2022) Gadjah Mada (2020–2022)
• Commissioner, PT Kustodian Sentral Efek Indonesia
(2016–2021) • Independent Commissioner, PT Bank Rakyat • Independent Commissioner, PT Bank Rakyat
Indonesia (Persero) Tbk (2022–2025) Indonesia (Persero) Tbk (2022–2025)
• Commissioner, PT Merdeka Copper Gold Tbk
(2018–2021) • President Commissioner, PT Kaltim Methanol
• Independent Commissioner, PT Bank Rakyat Industri (2022–Present)
Indonesia (Persero) Tbk (2021–2025)
• Independent Commissioner, Tower Bersama Group
(2022–Present)
Expertise Capital Markets, Technology, Management ESG, Logistics, Management Law, Intelligence, Regulation Law, Social Politics, Regulation
Page 156
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 156
Governance
Profile of the Board of Commissioners[GRI 2-9]
January 1 - March 24, 2025
Awan Nurmawan Nuh Haryo Baskoro Wicaksono*
Position Commissioner Independent Commissioner
Term of Office During 2023-2028 (First Term) 2021–2025 (First Term)
2025 *Ceased to hold office as of March 24, 2025
Age 57 43
Gender Male Male
Education • Bachelor’s Degree in Economics, Universitas Gadjah • Bachelor’s Degree in International Relations,
Mada, Yogyakarta (1992) Universitas Muhammadiyah Yogyakarta (2001)
• Master of Business Taxation, University of Southern • Master’s Degree in Economics and Business,
California, USA (1997) Universitas Gadjah Mada, Yogyakarta (2009)
Experience [GRI 2-9] • Expert Staff to the Minister of Finance for Tax • Head of Risk Management, FIF Group (2011–2018)
Regulation and Law Enforcement (2016–2021) • Head of Risk Management; Head of Internal Audit;
• President Commissioner, PT Penjaminan Head of Governance & Compliance, Astra Financial
Infrastruktur Indonesia (Persero) (2020–2023) Conglomeration (2018–2022)
• Inspector General, Ministry of Finance of the • Head of Transformation & Subsidiaries, Bank
Republic of Indonesia (2021–Present) Muamalat Indonesia (2023)
• Member of the Supervisory Board, Environmental • Head of Transformation & Corporate Strategy, Bank
Fund Management Agency (2023–Present) Bukopin Syariah (2023)
• Member of the Supervisory Board, Indonesian • Commissioner, PT Transportasi Gas Indonesia
Institute of Accountants (2022–Present) (2023–2024)
• Commissioner, PT Bank Rakyat Indonesia (Persero) • Independent Commissioner, PT Bank Rakyat
Tbk (2023–Present Indonesia (Persero) Tbk (2024–2025)
Expertise Accounting, Audit, Taxation GRC, Management
Page 157
Laporan Keberlanjutan 2025
Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 157
Governance
Profile of the Board of Commissioners [GRI 2-9]
March 24 – December 31, 2025
Kartika Wirjoatmodjo Parman Nataatmadja Helvi Yuni Moraza Awan Nurmawan Nuh
Position President Commissioner Vice President Commissioner/Independent Commissioner Commissioner Commissioner
Term of Office During 2020–2025 (First Term) 2025–2030 (First Term) 2025–2030 (First Term) 2023-2028 (First Term)
2025 2025–2030 (Second Term)
Age 52 68 58 57
Gender Male Male Male Male
Education • Bachelor’s Degree in Accounting, Universitas • Bachelor’s Degree in Economics, Universitas Indonesia, • Bachelor’s Degree in Economics, Universitas • Bachelor’s Degree in Economics, Universitas
Indonesia, Depok (1996) Depok (1985) Andalas, Padang (1991) Gadjah Mada, Yogyakarta (1992)
• Master of Business Administration, Erasmus • Master of Finance, State University of New York, • Master’s Degree in Management, Universitas • Master of Business Taxation, University of
University, Rotterdam, the Netherlands (2001) Buffalo, United States (1988) Pasundan, Bandung (2023) Southern California, USA (1997)
Work Experience • President Director and Chief Executive Officer • President Director, PT Permodalan Nasional Madani • Marketing Manager, PT Trias Munarta • Expert Staff to the Minister of Finance for Tax
[GRI 2-9] at Indonesia Infrastructure Finance (IIF) (Persero) (2008–2018) (1992–1995) Regulation and Law Enforcement (2016–2021)
(2011–2013) • President Commissioner, PT PNM Venture Capital • Head of Credit Division, Sub-Branch Office • President Commissioner, PT Penjaminan
• Chief Executive and Member of the Board (2008–2018) of PT Bank Susila Bhakti, Bandung Setiabudi Infrastruktur Indonesia (Persero) (2020–2023)
of Commissioners at Lembaga Penjamin • President Commissioner, PNM Investment Management (1995–1999)
Simpanan (LPS) (2014–2015) (2008–2018) • Inspector General, Ministry of Finance of the
• Director, Majalah Seni Kreatif – BKKI Republic of Indonesia (2021–Present)
• President Director, PT Bank Mandiri (Persero) • Commissioner, PNM Investment Management (2018) (1999–2002)
Tbk (2016–2019) • President Commissioner, Mitra Dagang Madani • Member of the Supervisory Board, Environmental
• Editor, Majalah Tani Merdeka – DPN HKTI Fund Management Agency (2023–Present)
• Chair, PERBANAS (2016–2024) (2017–2018)
(2010–2014) • Member of the Supervisory Board, Indonesian
• Member, APEC Business Advisory Council • Special Staff to the Minister of State-Owned
(ABAC) – Indonesia (2017–Present) Enterprises (2018–2019) • Senior Associate, FAS Law Firm (2014–2025) Institute of Accountants (2022–Present)
• President Commissioner, PT Bank Mandiri • President Commissioner, PT Bank BRIsyariah Tbk • Independent Commissioner, PT LEN Industri • Commissioner, PT Bank Rakyat Indonesia
(Persero) Tbk (2019–2020) (2019–2020) (Persero) – Industrial Holding (2021–2025) (Persero) Tbk (2023–Present)
• Vice Minister of State-Owned Enterprises • Commissioner, PT Bank Tabungan Negara (Persero) • Vice Minister, Ministry of Cooperatives and
Tbk (2018–2019) SMEs of the Republic of Indonesia (2024–
(2019–2025)
• Expert Staff to the Minister of Agrarian Affairs and Present)
• President Commissioner, PT Bank Rakyat Spatial Planning / National Land Agency (ATR/BPN)
Indonesia (Persero) Tbk (2020–Present) (2020–2021) • Commissioner, PT Bank Rakyat Indonesia
• Vice Chair for SOEs Affairs, Indonesian (Persero) Tbk (2025–Present)
• Commissioner, PT Permodalan Nasional Madani
Chamber of Commerce and Industry (KADIN) (2020–2025)
(2021–Present) • Head of the Implementing Agency, Land Bank Authority
(2021–2025)
• Vice President Commissioner / Independent
Commissioner, PT Bank Rakyat Indonesia (Persero) Tbk
(2025–Present)
Expertise Banking, Finance, Risk Management Banking, Finance, Risk Management Management, Risk Management, Economics Accounting, Audit, Taxation
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Profile of the Board of Commissioners [GRI 2-9]
March 24 – December 31, 2025
Edi Susianto Lukmanul Khakim
Position Independent Commissioner Independent Commissioner
Term of Office During 2025–2030 (First Term) 2025–2030 (First Term)
2025
Age 58 43
Gender Male Male
Education • Bachelor’s Degree in Economics and • Bachelor’s Degree in Constitutional Law, Universitas
Development Studies, Universitas Padjadjaran, Islam Negeri (UIN) Syarif Hidayatullah, Jakarta (2006)
Bandung (1990) • Master’s Degree in Administrative Science, Universitas
• Master of Economics and Finance, Krisna Dwipayana, Jakarta (2014)
Loughborough University, United Kingdom
(1999)
Work Experience • Head of Balance of Payments and Statistics • Special Staff to the Minister of Research, Technology,
[GRI 2-9] Development Group, Bank Indonesia and Higher Education, Ministry of Research,
(2016–2017) Technology, and Higher Education (October 2014–
• Director, Bank Indonesia Representative Office October 2016)
in Singapore (2017–2018) • Member of Commission VI of the House of
• Executive Director, Head of Payment System Representatives of the Republic of Indonesia (DPR RI),
Operations Department, Bank Indonesia overseeing Trade, Industry, State-Owned Enterprises,
(2018–2021) and Cooperatives & MSMEs (March 2018–September
2019)
• Executive Director, Head of Risk Management
Department, Bank Indonesia (2021–2022) • Special Staff to the Minister of Trade for Export
Development and Expansion of Overseas Markets,
• Executive Director, Head of Monetary Ministry of Trade (March 2020–June 2022)
Management and Securities Assets
Department, Bank Indonesia (2022–2023) • Special Staff to the Coordinating Minister for
Community Empowerment (November 2024–2025)
• Assistant Governor, Head of Monetary
Management and Securities Assets • Independent Commissioner, PT Bank Rakyat Indonesia
Department, Bank Indonesia (2023–2025) (Persero) Tbk (2025–Present)
• Independent Commissioner, PT Bank Rakyat
Indonesia (Persero) Tbk (2025–Present)
Expertise Finance, Economics, Risk Management, Law, Business Administration, Risk Management, GRC
Accounting
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Governance
Board Effectiveness & Accountabilities [GRI 2-16] A meeting is deemed valid and authorized to adopt binding resolutions if attended and/or
Board of Commissioners and Board of Directors Attendance at Meetings represented by more than two-thirds (2/3) of the total members of the Board of Directors and/or the
BRI regards the effectiveness of corporate governance as a critical aspect of implementing Good Board of Commissioners, as applicable. Based on attendance records, the average attendance rate
Corporate Governance (GCG), ensuring that the Company’s operations are conducted in accordance of Board of Directors members at meetings during the reporting period was 96.74%.
with the principles of transparency, accountability, and responsibility. To this end, BRI is committed Concurrent Positions of the Board of Commissioners
to implementing GCG optimally through robust oversight and control mechanisms, while upholding Concurrent positions held by the Board of Commissioners are regulated pursuant to Minister of
integrity in every decision-making process. State-Owned Enterprises (SOEs) Regulation No. PER-3/MBU/03/2023 concerning the Organs and
Human Resources of State-Owned Enterprises and Financial Services Authority Regulation No. 17
Meetings between the Board of Commissioners and the Board of Directors serve as a primary of 2023 concerning the Implementation of Governance for Commercial Banks, with the following
instrument for assessing the effectiveness of corporate governance. All strategic policies are details:
deliberated and resolved in these meetings to ensure business continuity and compliance with 1. The Board of Commissioners/Supervisory Board of SOEs may hold concurrent positions as
applicable regulations. [GRI 2-16] members of the Board of Commissioners in other business entities, subject to compliance with
applicable sectoral laws and regulations.
Board of Commissioners Meetings 2. Members of the Board of Commissioners/Supervisory Board of SOEs who hold concurrent
In accordance with the Board of Commissioners Charter and Rules of Procedure, Board of positions as members of the Board of Commissioners in other business entities as referred to
Commissioners meetings consist of: in point (1) must meet a minimum attendance rate of 75% (seventy-five percent) in Board of
1. Board of Commissioners Meetings (Rakom), comprising Internal Board of Commissioners Commissioners/Supervisory Board meetings over one (1) year as a requirement to receive
Meetings and Board of Commissioners Meetings attended by the relevant Directors and/or Variable Remuneration/Performance Incentives/Special Incentives.
Senior Executive Vice Presidents (SEVPs); 3. Members of the Board of Commissioners are prohibited from holding concurrent positions:
2. Joint Meetings of the Board of Commissioners and the Board of Directors (Rakordim), being a. as members of the Board of Directors, Board of Commissioners, Sharia Supervisory Board,
meetings of the Board of Commissioners and the Board of Directors attended by the Corporate or executive officers at financial institutions or financial companies, both bank and non-
Secretary and the Secretary to the Board of Commissioners. bank;
b. as members of the Board of Directors, Board of Commissioners, Sharia Supervisory Board,
Board of Commissioners Meetings are held regularly, at least once a month, while joint meetings or executive officers at more than one (1) non-financial institution or company, whether
with the Board of Directors are held at least once every four months. Meetings may also be domiciled domestically or abroad;
convened at any time upon the request of one or more members of the Board of Commissioners or c. in functional positions at banking financial institutions and/or non-banking financial
the Board of Directors, provided that the proposed agenda items are specified. A Board of institutions, whether domiciled domestically or abroad;
Commissioners Meeting is deemed valid and authorized to adopt binding resolutions if attended d. in other positions that may create conflicts of interest in carrying out duties as members of
and/or represented by more than one-half of the total members of the Board of Commissioners. the Board of Commissioners; and/or
Based on the attendance records, the average attendance rate of the Board of Commissioners at e. in other positions in accordance with applicable laws and regulations.
Board of Commissioners Meetings during 2025 was98.50%. 4. The following shall not be considered concurrent positions:
a. members of the Board of Commissioners serving as members of the Board of Directors,
Board of Directors Meetings Board of Commissioners, or executive officers performing supervisory functions at one (1)
The conduct of Board of Directors meetings is governed by the Board of Directors' Work Guidelines. non-bank subsidiary controlled by the Bank;
The Board of Directors convenes meetings on a regular basis, at least once a month, to discuss and b. Non-Independent Commissioners performing functional duties of the Bank’s shareholders
decide on matters related to the management and operations of the Company. In addition, joint that are legal entities within the Bank and/or the Bank’s business group; and/or
meetings between the Board of Directors and the Board of Commissioners are held at least once c. members of the Board of Commissioners holding positions in non-profit organizations or
every four months. Board of Directors meetings are chaired by the President Director. In the event institutions, provided that such positions do not cause the individual concerned to neglect
that the President Director is unable to attend, the Vice President Director assumes the role of chair the performance of duties and responsibilities as a member of the Board of Commissioners.
of the meeting. At the meeting, material topics related to sustainability, such as data privacy, 5. Members of the Board of Commissioners who hold positions as referred to in point 4 are
inclusive finance, business ethics, and climate, were discussed comprehensively. More detailed required to make a statement to:
information regarding the attendance of the Board of Commissioners and the Board of Directors is a. maintain integrity;
presented in the BRI’s 2025 Annual Report. b. avoid all forms of conflicts of interest;
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c. avoid actions that may harm the Bank and/or cause the Bank to violate prudential principles
during their tenure as members of the Board of Commissioners. 1. Law No. 8 of 1995 on the Indonesian Capital Market, as amended by Law No. 4 of 2023 on the
6. Independent Commissioners are prohibited from holding concurrent positions as public officials. Development and Strengthening of the Financial Sector;
Throughout 2025, all members of the Board of Commissioners of BRI complied with the regulations 2. Regulation of the Minister of State-Owned Enterprises concerning Governance Guidelines and
on concurrent positions as stipulated in the applicable regulations, and there were no concurrent Significant Activities of State-Owned Enterprises;
positions that violated such provisions. All BRI Board of Commissioners members hold fewer than 3. Financial Services Authority Regulation (POJK) No. 33/POJK.04/2014 concerning the Board of
four mandates. [GRI 2-15 Directors and Board of Commissioners of Public Companies; and
4. Financial Services Authority Circular Letter (SEOJK) No. 14/SEOJK.03/2025 on the Implementation
Board Independence of Governance for Commercial Banks, as well as other applicable national and international
Independence of the Board of Commissioners and Board of Directors [GRI 2-15] regulations and standards.
BRI ensures that each member of the Board of Commissioners, as the Company’s supervisory
body, is able to perform their duties objectively and free from the influence of personal interests or Complete disclosure regarding the independence of, and any conflicts of interest involving,
those of other parties. To support this, BRI has established a policy that defines the criteria for members of the Board of Commissioners and the Board of Directors are available in BRI's 2025
Independent Commissioners, whereby at least 50% (fifty percent) of the members of the Board of Annual Report. BRI also regulates share ownership of BRI by members of the Board of Directors and
Commissioners are Independent Commissioners. Independent Commissioners must meet the non-independent members of the Board of Commissioners as part of the remuneration components,
requirements stipulated in Financial Services Authority Regulation (POJK No. 33/POJK.04/2014 in line with regulations issued by the State-Owned Enterprises Regulatory Agency (formerly the
concerning the Board of Directors and Board of Commissioners of Issuers or Public Companies. Ministry of State-Owned Enterprises of the Republic of Indonesia), with the objective of achieving
These requirements include that Independent Commissioners, as follows. sustainable performance. As of December 31, 2025, there was no significant share ownership by
members of the Board of Directors, the Board of Commissioners, or shareholders within the BRI
1. 1. Have not been employed by, or held authority or responsibility for planning, directing, Group, as disclosed in the section on Share Ownership of the Board of Directors and Board of
controlling, or supervising the company’s activities within the past 6 (six) months, except in the Commissioners.
case of reappointment as an Independent Commissioner.
2. Do not hold either directly or indirectly, any share ownership in the Company. Policy on the Diversity of the Board of Commissioners and the Board of Directors
3. Do not have any affiliations with the Company, members of the Board of Commissioners, BRI’s policy on the composition of the Board of Commissioners and the Board of Directors is aligned
members of the Board of Directors, or controlling shareholders. with Financial Services Authority Circular Letter (SEOJK) No. 32/SEOJK.04/2015 concerning
4. Do not have any direct or indirect business relationships related to the Company’s operations. Guidelines for Corporate Governance of Public Companies. The appointment of members to both
boards is conducted through a rigorous and objective process that takes into account a range of
Affiliated parties, as defined by Law No. 4 of 2023 on the Development and Strengthening of the diversity and competency considerations, including age, gender, educational background,
Financial Sector, include the following. professional experience, integrity, dedication, and a sound understanding of corporate governance
and management. In addition, due consideration is given to candidates’ expertise relevant to the
1. Members of the Board of Commissioners, Board of Directors, officers, and employees of the Company’s business needs, their ability to allocate sufficient time to effectively perform their duties,
Bank. and full compliance with applicable laws and regulations. As of 2025, female representation at the
2. Service providers engaged by the Bank, including public accountants, appraisers, legal Board of Directors level accounted for 23.08% of the total 13 members of the Board of Directors.
consultants, and other professional advisors. [GRI 2-10]
3. Entities that directly or indirectly control or are controlled by the Bank. Each member of the Board of Commissioners and Board of Directors of PT Bank Rakyat Indonesia
4. Parties determined by the Financial Services Authority (OJK) to have the ability to influence the (Persero) Tbk brings diverse experience, educational backgrounds, and expertise that enrich the
Bank’s management, either directly or indirectly, including individuals who have familial Company’s decision-making processes. The diversity of expertise within the Board of Commissioners
relationships by marriage or blood up to the second degree, both horizontally and vertically, with and Board of Directors is further described in the Profile of the Board of Commissioners and Board
members of the Board of Commissioners, Board of Directors, or other key officials of the Bank. of Directors section of this report, according to their respective terms of office.
The criteria for Independent Commissioners are established in compliance with applicable laws, BRI also actively develops the competencies and capabilities of board members through various
regulations, and governance standards, including the following: continuous education and training programs. [GRI 2-10]
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Board Committee Structure
Committees under the Board of Commissioners
Committee Responsibility Committee Chair
Audit Committee The Audit Committee evaluates and ensures the implementation of internal control, oversees the quality of financial reporting, monitors the performance of the Internal Audit Unit (SKAI), Independent Commissioner
integrated governance, and compliance with applicable regulations within the Company, as well as the effectiveness of independent auditors. In addition, the Audit Committee ensures – Edi Susianto
the effectiveness of the Whistleblowing System (WBS) as a transparent complaint-handling mechanism, oversees the implementation of social and environmental responsibility
programs, and conducts assessment of the Company's soundness to ensure that operations are carried out in accordance with the principles of Good Corporate Governance and
support the achievement of the Company’s objectives.
Nomination and Responsible for evaluating and ensuring that the implementation of the Company's nomination and remuneration function is carried out in accordance with applicable laws and Independent Commissioner
Remuneration regulations, as well as the principles of good corporate governance. – Edi Susianto
Committee
Risk Management Responsible for evaluating and ensuring that the implementation of the company's risk management continues to meet the adequacy of risk management procedures and methodologies, Vice President
Monitoring so that the company's activities remain controlled within acceptable risk limits and continue to generate sustainable profitability. Commissioner/
Committee Independent Commissioner
– Parman Nataatmadja
Integrated Responsible for evaluating and ensuring the implementation of comprehensive and effective governance by applying the principles of transparency, accountability, responsibility, Independent Commissioner
Governance independence, professionalism, and fairness in an integrated manner across the Financial Conglomerate. – Lukmanul Khakim
Committee
Committees under the Board of Directors
Committee Responsibility Committee Chair
Asset and 1. Determining the Bank’s asset and liability management strategies with the objective of optimizing Net Interest Income (NII), which include, among others: President Director
Liability a. liquidity management strategies;
Committee b. market risk management strategies, including interest rate risk and foreign exchange risk;
(ALCO) c. management strategies for interest-bearing liabilities and funding costs (Cost of Funds/CoF Management); and
d. management strategies for productive assets and interest income (yield management).
2. Determining interest rate strategies for credit products, third-party funds, and Trade Finance, including the prime lending rate, counter rates, and special
rates.
3. Evaluating the implementation and effectiveness of these strategies to ensure alignment with the Bank’s liquidity risk and market risk management
objectives.
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Committee Responsibility Committee Chair
Credit Policy 1. Establishing the Bank’s Credit Policy (KPB), particularly the formulation of prudential principles in lending, as outlined in the Financial Services Authority President Director
Committee (OJK) Guidelines for the Formulation of Bank Credit Policies (PPKPB), along with other credit policies requiring decisions from the Credit Policy Committee
Meeting.
2. Overseeing the implementation of the Bank’s Credit Policy (KPB) responsibly and continuously, as well as formulating alternatives and solutions when
obstacles arise in its application.
3. Conducting regular reviews of the Bank’s Credit Policy (KPB) at least once every three years and reviewing other credit policies in accordance with the
minimum review period stipulated for those policies.
4. Evaluating the following:
a. the accuracy of the credit granting process or fund provision, development, and quality of credit extended to related parties of the Bank and certain
large debtors;
b. the correctness of the authority exercised in making credit or fund provision decisions;
c. the accuracy of the implementation of the Maximum Credit Limit (BMPK) provisions;
d. certain large debtors and credits listed in the Special Attention Credit List;
e. policies regarding provision for credit impairment (CKPN) and reserve for write-offs;
f. the resolution of non-performing loans as stipulated in the Credit Policy; and
g. compliance with applicable laws and regulations in the execution of credit provision.
5. Assessing the effectiveness of the Credit Internal Control System (SPI).
6. Submitting regular reports at least once a year to the Board of Commissioners regarding:
a. the results of oversight on the implementation of credit policies, including KPB and others; and
b. the results of evaluations related to the items mentioned in point.
7. Monitoring and evaluating the development and quality of the overall credit or financing portfolio.
Environmental, 1. Approving and providing strategic direction on the results of reviews and evaluations regarding the implementation of policies and governance parameters President Director
Social & for ESG initiatives and Social and Environmental Responsibility (TJSL) programs, as prepared by the relevant work units and proposed by the Committee
Governance Supporting Team.
Committee 2. Determining work programs, including strategic initiatives that support the ESG implementation roadmap, the commitment to net-zero emissions, as well
as the Company's decarbonization efforts and TJSL programs, based on recommendations from the Committee Supporting Team.
3. Approving and providing direction on the results of reviews and evaluations related to the implementation of work programs within the parameters of ESG
and TJSL initiatives, including the reporting of ESG-related data and information, risk and opportunity management related to climate change, and the
execution of sustainable financing initiatives.
4. Approving and providing direction on the results of reviews of ESG Rating reports, investor concerns, or assessments conducted by third parties regarding
BRI's ESG and TJSL performance and implementation.
5. Determining material issues based on the outcomes of ESG Rating reports, investor concerns, or assessments by third parties related to BRI's ESG and
TJSL performance and implementation.
6. Approving follow-up action plans resulting from reviews and evaluations to be proposed as new work programs and subsequently implemented by the
relevant work units.
7. Approving and providing direction on ESG and TJSL-related issues, including regulations, global initiatives, business practices, and other important
matters concerning ESG and TJSL, such as developments in the climate change agenda and responses that may affect the Company’s sustainability
strategy.
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Committee Responsibility Committee Chair
Human Capital The Human Capital Committee has the following duties and responsibilities: Human Capital Policy Function: Direktur Utama
Committee 1. Human Capital Policy Function
a. Establishing the strategic development priorities, policy direction, and improvement of BRI’s human capital quality, referring to the Bank's Business Talent Function
Plan (RBB) and BRI’s Corporate Plan. Talent 1: President Director
b. Establishing strategic policies in the human capital field. Talent 2: Director of Human Capital & Compliance
2. Talent Function Talent 3: Group Head, Human Capital Business Partner
a. Establishing the Talent Cluster, including the identification and designation of top talent (Brilian Society Member). 1 or Group Head, Human Capital Business Partner 2
b. Establishing the Succession Plan for all positions.
c. Establishing the Talent Pool based on employees' areas of expertise.
d. Making decisions on Talent Review/Talent Panel. Performance Management Function
3. Performance Management Function Sub-Planning 1: President Director
a. Establishing KPIs for the Directorate, Sub-Directorate, BOD-1 Work Units (including Regional Offices), Branch Offices, Sub-Branch Offices, and BRI Sub-Planning 2: Director of Finance & Strategy
Units.
b. Evaluating and setting performance ratings for BOD-1 Work Units and Branch Offices. Sub-Evaluation 1: President Director
c. Evaluating and setting performance ratings for individuals in BOD-1 positions, Corporate Band 2, Corporate Band 3, and Branch Leaders. Sub-Evaluation 2: Regional CEO
4. Job Evaluation Function
Establishing job grade classifications. Sub-Individual Performance Rating 1: President Director
Sub-Individual Performance Rating 2: Director of the
Department (For Internal Audit members, the SEVP of
the Internal Audit Unit)
Sub-Individual Performance Rating 3: Regional CEO
Job Evaluation Function: Director of Finance & Strategy
Information 1. Developing a long-term Information Technology Strategic Plan (ITSP) aligned with the Corporate Plan and the Bank’s Business Plan. Director of Information Technology
Technology 2. Formulating key IT policies, standards, and procedures.
Steering 3. Ensuring alignment between approved IT projects and BRI's ITSP.
Committee 4. Aligning the current technology architecture (baseline) with BRI’s target IT architecture to support business capabilities.
5. Ensuring alignment between the execution of IT projects and the agreed project plans.
6. Aligning IT initiatives with management information system needs and the Bank’s business activities.
7. Evaluating the effectiveness of measures to minimize risks related to the Bank’s IT investments and ensuring that such investments contribute to the
Bank’s business objectives.
8. Monitoring and enhancing IT performance.
9. Resolving IT-related issues, including data governance matters, particularly where such issues cannot be effectively and in a timely manner addressed
by the relevant units or the IT function.
10. Assessing adequacy and allocation of the Bank’s resources.
Procurement 1. Making procurement decisions in a professional and honest manner, while avoiding conflicts of interest during the approval process. Procurement Committee 1: President Director
Committee 2. Approving or rejecting procurement requests within their authority limits when decisions are made in a committee meeting. Procurement Committee 2: Vice President Director
3. Making procurement decisions through: Procurement Committee 3: Director of Treasury &
a. Board of Directors Meeting Minutes, or International Banking
b. Procurement Committee Meeting Minutes, or Procurement Committee 4: Director of Treasury &
c. Circular Memorandum. International Banking
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Committee Responsibility Committee Chair
Product 1. Product planning that meets one of the following criteria: Product Committee 1 segmen wholesale: President
Committee a. the product has never been offered by the Bank before; and Director
b. the product is an extension of an existing Bank product, resulting in a material change to the risk exposure of the previously offered product. Product Committee 1 segmen non-wholesale: President
2. Product discontinuation (in accordance with the Decree on BRI’s Product Taxonomy List). Director
3. Evaluation of product issues that cannot be resolved at the Director/SEVP level. Product Committee 2 segmen wholesale: Director of
Finance & Strategy
Product Committee 2 segmen non-wholesale: Director
of Finance & Strategy
Risk The Risk Management Committee is responsible for: Risk Management Committee: President Director
Management 1. establishing the Risk Management Policy and any amendments thereto, including the implementation of risk management policies, risk management
Committee strategies and the contingency plans in the event of abnormal external conditions; Digital Risk Management Committee: Director of Risk
2. determining risk measurement methodology and any subsequent changes; Management
3. determining risk limits and any revisions;
4. determining the bank’s Risk Profile and Health Level, as well as follow-up actions where necessary; Credit Risk Management Committee: Director of Risk
5. determining corrective measures based on capital adequacy analysis and stress testing of BRI on a standalone basis; Management
6. endorsing and submitting the Anti-Fraud Strategy; and
7. reviewing and reporting on the analysis of the achievement of Trigger Levels under the Recovery Plan.
In addition, the Digital Risk Management Committee has duties, authorities, and responsibilities to provide direction, recommendations, follow-up actions, and
decisions related to the implementation of policies and the management of digital risks at BRI.
The Credit Risk Management Committee is responsible for providing direction, recommendations, follow-up actions, and decisions related to the implementation
of policies and the management of credit portfolios across the Bank’s earning asset segments.
Organizational 1. Providing corporate-level direction for the Company’s strategic initiatives/projects. President Director
Transformation 2. Guiding the implementation strategy of strategic initiatives/projects to ensure alignment with the Company’s strategic goals.
Steering 3. Providing ongoing direction for the implementation of strategic initiatives/projects and reviewing their relevance based on current developments.
Committee 4. Ensuring good governance is applied in the implementation of strategic initiatives/projects.
(TSC) 5. Making decisions on proposed solutions for issues related to the management of strategic initiatives/projects.
6. Making decisions on proposed changes to the scope, success criteria, timeline, and other elements in the project charter, in line with applicable policies.
7. Prioritizing strategic initiatives/projects for execution by the PMO and/or the relevant Project Owner Units.
8. Approving change management policies to ensure strategic initiatives/projects are embraced at all organizational levels.
9. Making other decisions related to strategic initiatives/projects.
10. Resolving cross-functional conflicts or issues that arise during the implementation of strategic initiatives/projects.
11. Aligning with other work programs managed by relevant Work Units, including providing direction to minimize silos between segments or work units.
12. Guiding the Post-Implementation Review (PIR) results as part of lessons learned for future strategic initiatives/projects.
13. Making decisions on matters not covered in the Project Management Implementation Guidelines (PPPM) or other policies governing strategic initiatives/
projects.
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Committee Responsibility Committee Chair
Integrated 1. Aligning the implementation of Performance, Governance, Compliance, Risk Management, IT, Human Capital, and Integrated Internal Audit: Director responsible for Financial Conglomerate
Governance a. setting the strategic program for the Parent Company of the Financial Conglomerate (PIKK) for a period of 3 (three) years; and management
Committee b. setting the Financial Corporate Plan for a period of 5 (five) years, which will then be submitted for approval by the Board of Commissioners.
2. Oversight of the Financial Conglomerate:
a. evaluating and providing recommendations on the implementation of plans, policies, and strategic programs by the Financial Conglomerate members;
and
b. evaluating and providing recommendations on the implementation of Integrated Governance (Performance, Governance, Compliance, Risk
Management, Information Technology, Human Capital, and Internal Audit).
3. Overseeing the strengthening, handling, and/or resolution of financial issues of Financial Conglomerate members, and ensuring the continuity of their
operations:
a. evaluating and monitoring the strengthening, handling, and/or resolution of financial issues faced by Financial Conglomerate members; and
b. evaluating and monitoring the corrective actions taken by Financial Conglomerate members to ensure they are carried out effectively, supporting
recovery plans and resolution strategies.
4. Implementing the prudence principle across the Financial Conglomerate:
a. providing guidance and follow-up actions on recommendations and/or reprimands from the Regulator concerning the implementation of Financial
Conglomerate Governance; and
b. evaluating the application of the prudence principle within the Financial Conglomerate.
5. Monitoring resource allocation across each Financial Conglomerate member, including providing guidance and evaluating resource support to Financial
Conglomerate members.
Lending Responsible for evaluating and/or deciding on credit applications for certain amounts and/or types of credit, as determined by the Board of Directors. Each credit committee comprises members from both
Committee the risk and business functions, with its structure and
membership aligned with the applicable credit authority
delegation.
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Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 166
Governance
Audit Oversight Remuneration Structure for the Board of Commissioners and Board of Directors
Experience and Independence of the Audit Committee BRI's remuneration policy for the Board of Commissioners and Board of Directors governs the
BRI is committed to strengthening corporate governance through a transparent and independent provision of both fixed and variable remuneration.
governance structure, including in the oversight and management of the Audit Committee. The
Audit Committee at BRI demonstrates a high level of independence, with 100% of its members Fixed Remuneration
being independent. Additionally, members of the Audit Committee possess relevant expertise and Fixed remuneration comprises, among others, salaries or honoraria, allowances, facilities, and
personal experience in the financial and banking industry. To further enhance the experience and other fixed components provided to all members of the Board of Commissioners and the Board of
competencies of the Audit Committee members, BRI facilitates various education and training Directors in accordance with their respective duties, authorities, and responsibilities. The proportion
programs. These initiatives are intended to ensure that the oversight of financial reporting and the of fixed remuneration for members of the Board of Directors is determined proportionally to that of
risks faced by the company is carried out effectively, thereby supporting the supervisory function the President Director, whereby the Vice President Director receives 90% of the President Director’s
of the Board of Commissioners. Detailed information about the Audit Committee’s membership, fixed remuneration, and other members of the Board of Directors receive 85% of the President
including positions and the diversity of professional experience and expertise, can be found in the Director’s fixed remuneration. Meanwhile, the fixed remuneration of the President Commissioner is
Corporate Governance section of BRI’s 2025 Annual Report. set at 45% of the President Director’s fixed remuneration, the Vice President Commissioner at
42.5% of the President Director’s fixed remuneration, and other members of the Board of
Remuneration Oversight Commissioners at 90% of the President Commissioner’s fixed remuneration.[GRI 2-21]
Remuneration Policy for the Board of Commissioners and Board of Directors [GRI 2-18][GRI 2-19][GRI 2-20][GRI
2-21] Variable Remuneration
BRI's Remuneration Policy for the Board of Commissioners and Board of Directors is formulated The Company applies a prudent approach to determining variable remuneration by considering key
based on: performance indicators, such as sustainable financing portfolio growth, reduction in operational
1. Financial Services Authority Regulation (POJK) No. 45/POJK.03/2015 and OJK Circular Letter emissions, and customer satisfaction index, along with compliance with prevailing regulations and
(SEOJK) No. 40/SEOJK.03/2016 on the Implementation of Governance in Remuneration for long-term performance sustainability through risk-integrated performance management. Variable
Commercial Banks; remuneration components may include bonuses and performance-based incentives (Variable
2. POJK No. 18/POJK.03/2016 on the Implementation of Risk Management for Commercial Banks; Remuneration), paid in cash or shares.
3. POJK No. 17 of 2023 on the Implementation of Governance for Commercial Banks; and
4. Minister of State-Owned Enterprises Regulation No. PER-3/MBU/03/2023 on the Governance Short-Term Incentives (STI)
and Human Resources of State-Owned Enterprises. Variable remuneration may be awarded based on the achievement of performance targets in the
form of Short-Term Incentives (STI). STI are granted to members of the Board of Commissioners
In the implementation of its governance functions, the Board of Commissioners has established the and the Board of Directors in accordance with resolutions of the General Meeting of Shareholders
Nomination and Remuneration Committee to support the execution of remuneration and nomination (GMS) approving the annual report. STI is provided as an incentive to encourage the achievement
duties for members of the Board of Directors and the Board of Commissioners. of annual performance. The amount of STI is determined with due consideration to annual
performance results based on collegial KPIs and the company's short-term objectives.
Remuneration Procedure [GRI 2-20]
Long-Term Incentives (LTI)
BRI’s remuneration policy for the Board of Commissioners and Board of Directors is in accordance
Long-Term Incentives (LTI) are performance-based incentives granted to the Board of
with the regulations set by the Financial Services Authority (OJK) and the Ministry of State-Owned
Commissioners and Board of Directors in accordance with the resolution of the General Meeting
Enterprises (SOEs), as well as business practices that prioritize prudence and the Bank's
of Shareholders (GMS) during the approval of the annual report. The purpose of LTI is to drive
performance. This policy includes both fixed and variable remuneration components.
sustainable growth and ensure continuous risk management. The LTI amount is determined
based on the achievement of additional long-term KPI targets, which are contractually agreed
In determining the remuneration, BRI considers several factors such as individual performance, the
upon for a specific period with the approval of the GMS/Series A Dwiwarna Shareholder. This
Bank’s overall performance, the level of responsibility tied with each position, and alignment with
remuneration serves as a strategic measure to support the company’s long-term vision, mission,
prevailing banking industry practices. The remuneration policy adheres to GCG principles, ensuring
and strategy. LTI is governed by a dedicated framework that, among other things, prescribes a
that the structure and amount of remuneration are established through a transparent and
defined vesting period and holding period, with the award granted based on the achievement of
accountable process, based on recommendations from the Nomination and Remuneration
long-term performance targets.
Committee and shareholder approval, in compliance with applicable regulations.
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Topic Disclosure
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Governance
Variable remuneration is granted in the form of shares for members of the Board of Directors and
Non-Independent members of the Board of Commissioners, and in cash for Independent
Commissioners. In the event of specific exceptional conditions, the company may defer the
payment of variable remuneration (malus) or reclaim variable remuneration that has already been
paid (clawback) from individuals designated as Material Risk Takers (MRT). Deferral (malus)
conditions for deferred Variable Remuneration payments:
1. a final and legally binding determination of abuse of position and/or authority and/or the
commission of a criminal act by the recipient of the deferred Variable Remuneration, resulting
in losses to the Company;
2. a restatement or re-presentation of the Company’s financial statements that formed the basis
for determining the Variable Remuneration;
3. the risk rating in the final quarter prior to the implementation of the deferred Variable
Remuneration being classified as Rating 4 (Moderate to High) or worse;
4. failure to achieve the profit and dividend commitments as stipulated in the relevant period of
the Company’s Long-Term Plan (RJPP) or Corporate Plan;
5. the Annual General Meeting of Shareholders (AGMS) resolving to reject the accountability of
the Board of Directors and/or Board of Commissioners for the Company’s performance for the
relevant financial year; and
6. other considerations deemed material by the General Meeting of Shareholders (GMS).
The clawback of Variable Remuneration that has already been paid may be implemented in the
event of the following conditions:
1. a final and legally binding determination of abuse of position and/or authority and/or the
commission of a criminal act by the recipient of the Variable Remuneration, resulting in losses
to the Company;
2. a restatement or re-presentation of the Company’s financial statements that formed the basis
for determining the Variable Remuneration;
3. the risk rating in the final quarter prior to the implementation of the deferred Variable
Remuneration being classified as Rating 4 (Moderate to High) or worse;the Annual General
Meeting of Shareholders (AGMS) resolving to reject the accountability of the Board of Directors
and/or Board of Commissioners for the Company’s performance for the relevant financial year;
and
4. other considerations deemed significant by the General Meeting of Shareholders (GMS).
Through a structured remuneration framework, BRI is committed to providing fair and competitive
compensation that not only rewards short-term performance achievements but also suppors the
Company’s long-term sustainability objectives. This policy prioritizes the principles of good
corporate governance through transparent oversight mechanisms, ensuring that all parties meet
defined eligibility criteria and comply with established rules in a clear and consistent manner.
Comprehensive information regarding performance management and the compensation system
for members of the Board of Commissioners and the Board of Directors is disclosed in BRI’s 2025
Annual Report.
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Topic Disclosure
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Governance
Remuneration Practices
In accordance with the resolution of the 2025 Annual GMS, the remuneration for the Board of Commissioners and the Board of Directors is determined as follows.
Remuneration Structure for Each Member of the Board of Commissioners
Insurance Premium
Transportation Variable Remuneration
No. Name Honorarium THR Holiday Allowance Medical Benefits Post-Employment
Allowance (After Tax)
Benefits
1 Kartika Wirjoatmodjo √ √ √ √ - √
2 Parman Nataatmadja* √ √ - √ - √
3 Awan Nurmawan Nuh √ √ √ √ - √
4 Edi Susianto* √ √ - √ - √
5 Lukmanul Khakim* √ √ - √ - √
6 Helvi Yuni Moraza* √ √ - √ - √
7 Rofikoh Rokhim** √ √ √ √ - √
8 Rabin Indrajad Hattari** √ √ √ √ - √
9 Dwi Ria Latifa** √ √ √ √ - √
10 Heri Sunaryadi** √ √ √ √ - √
11 Nurmaria Sarosa** √ √ √ √ - √
12 Agus Riswanto** √ √ √ √ - √
13 Paripurna P. Sugarda** √ √ √ √ - √
14 Haryo Baskoro Wicaksono** √ √ √ √ - √
* (Appointed as a member of the Board of Commissioners of BRI at the Annual GMS held on March 24, 2025)
** (Ceased to serve as a member of the Board of Commissioners of BRI at the Annual GMS held on March 24, 2025)
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Governance
Remuneration Structure for Each Member of the Board of Commissioners
Variable Remuneration Post-Employment
No. Name Salary THR Housing Allowance Medical Benefits
(After Tax) Insurance Premium
1 Sunarso** √ √ - √ √ √
2 Catur Budi Harto** √ √ - √ √ √
3 Agus Noorsanto*** √ √ - √ √ √
4 Handayani** √ √ - √ √ √
5 Amam Sukriyanto** √ √ - √ √ √
6 Arga Mahanana Nugraha** √ √ - √ √ √
7 Agus Sudiarto** √ √ - √ √ √
8 Viviana Dyah Ayu Retno K. √ √ - √ √ √
9 Supari** √ √ - - √ √
10 Ahmad Solichin Lutfiyanto*** √ √ - √ √ √
11 Agus Winardono** √ √ - √ √ √
12 Andrijanto** √ √ - √ √ √
13 Hery Gunardi* √ - - √ √ √
14 Hakim Putratama* √ - - √ √ √
15 Riko Adythia* √ - - √ √ √
16 Aquarius Rudianto* √ - - √ √ √
17 Farida Thamrin* √ - - √ √ √
18 Akhmad Purwakajaya* √ - - √ √ √
19 Alexander Dippo Paris Y. S.* √ √ - √ √ √
20 Nancy Adistyasari *) ***) √ - - √ √ √
21 Mucharom *) ***) √ - - √ √ √
22 Saladin Dharmanugraha Effendi* √ - - √ √ √
23 Achmad Royadi**** √ - - - - -
24 Ety Yuniarti**** √ - - - - -
25 Mahdi Yusuf**** √ - - - - -
26 Aris Hartanto**** √ - - - - -
Notes:
*) Appointed as a member of the Board of Directors of BRI at the Annual GMS held on March 24, 2025.
**) Honorably dismissed from the Board of Directors of BRI at the Annual GMS held on March 24, 2025.
***) Honorably dismissed from the Board of Directors of BRI at the Extraordinary GMS held on December 17, 2025.
****) Appointed as a member of BRI’s Board of Directors at the Extraordinary General Meeting of Shareholders (EGMS) held on 17 December 2025.
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Topic Disclosure
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Governance
Nomination Oversight [GRI 2-10] The nomination process for members of the Board of Commissioners and Board of Directors is
The appointment of members of the Board of Commissioners and the Board of Directors is stipulated under Decree NOKEP:07-KOM/BRI/07/2015, dated July 28, 2015, with the following
conducted through the General Meeting of Shareholders (GMS). Following their appointment for a general provisions:
single term of office of five years, members of the Board of Commissioners and the Board of 1 2 3
Directors may be reappointed for one subsequent term of office of up to five years.The procedure The Board of The nomination process for the Board the nomination process
Commissioners has the of Directors is conducted for for the Board of
for the selection of prospective candidates for membership of the Board of Commissioners and/or authority to propose potential candidates from within the Commissioners is
the Board of Directors is governed as follows: candidates for the Board Bank, specifically: conducted for potential
of Directors and/or the Directors whose terms are expiring andidates among the
1 2 3 Board of Commissioners but are eligible for reappointment as current members of the
of the Bank; Directors; Board of
The Nomination and The Board of Directors KNR melakukan penyaringan officials one level below the Board of Commissioners whose
Remuneration Committee submits the list of Top Talent administrasi dan Directors or officials with outstanding terms are expiring but
(KNR) requests the Board candidates based on BRI's seleksi/wawancara terhadap achievements; are eligible for
of Commissioners to Talent Management System, Bakal Calon Pengurus yang Directors of subsidiaries or joint reappointment;
submit a list of BRI's Top the results of assessments diusulkan ventures;
Talent candidatest conducted by independent
institution, and the outcomes
of meetings of BRI's Talent 5 4
Committee
during the nomination process, for potential candidates for the Board of Directors and/or the
the Committee is represented by Board of Commissioners, excluding officials one level below
the Committee Chair. If the the Board of Directors and Directors of subsidiaries, the
Committee Chair is unavailable, nomination process is carried out collectively by a Team
one of the Independent established by the Series A Dwiwarna Shareholders. This
6 5 4 Commissioners serving as a Team is responsible for identifying and nominating
committee member will assume candidates for the Board of Directors and/or the Board of
Dewan Komisaris The Board of based on the selection the role; Commissioners to be presented at the General Meeting of
menyampaikan daftar Commissioners convenes a process and meeting
Calon kepada meeting to determine the outcomes, KNR
Pemegang Saham Seri candidates to be proposed submits its
A Dwiwarna dan/atau to the Series A Dwiwarna recommendations on 6 7
Cluster Talent Shareholders and/or Cluster Prospective Candidates
Committee Talent Committee to the Board of this decision also grants the Committee Chair or the Committee Chair or the Independent
Commissioners Independent Commissioner the authority to: Commissioner representing the
Committee must avoid conflicts of
represent the Committee as a member of the interest and maintain their
Evaluation Team formed by the Series A Dwiwarna independence.
Shareholder;
provide recommendations for candidates for the
Board of Directors and/or the Board of
Commissioners, ensuring compliance with
7 8 9 10
integrity, competence, and financial reputation
requirements; Directors of subsidiaries or joint
KBUMN proposed Determination assessment of determination of ventures;
candidates in the General of executive the the effective date
Meeting of Shareholders candidates in competence as corporate
through the authority of the General and suitability executives.
Series A Dwiwarna Meeting of of executives; Governance Risk Oversight
Shareholders; Shareholders; BRI’s risk management practices support sustainable and responsible financial and operational
performance. Beyond ensuring regulatory compliance, BRI manages its business activities and
decision-making process in accordance with its Risk Management Policy (KMNR), which is
developed with reference to applicable regulations and industry best practices. The KMNR outlines
the core principles of risk management and serves as the overarching framework and highest-level
guideline for risk management across the organization. It provides the foundation for the
development of related risk management policies, procedures, and guidelines, in line with prevailing
regulations.
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Topic Disclosure
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Governance
Ownership Control and Shareholders Rights 435,000 shares held by the President Director.
BRI is committed to maintaining transparent and balanced corporate governance, with due regard
for the rights of all shareholders. While the Company’s ownership structure includes a controlling Shareholder Rights and Voting Participation
shareholder, BRI ensures that the interests of minority shareholders are safeguarded through fair BRI is committed to safeguarding shareholder rights through transparent, equitable, and inclusive
and equitable policies and governance mechanisms. governance mechanisms. Holders of the Series A Dwiwarna Share and Series B Shares are entitled
to one (1) vote per share, ensuring equal voting rights on a one-share-one-vote basis. The ownership
BRI continuously enhances transparency in the nomination and election of members of the Board structure, which includes Series A Dwiwarna and majority Series B shareholdings, grants specific
of Directors and facilitates proxy access to provide shareholders with greater opportunities to statutory rights to the Government as the controlling shareholder.
participate in decision-making. Through these measures, BRI seeks to ensure that decisions are
made with consideration for the interests of all stakeholders. Shareholders representing at least 10% of the total outstanding voting rights are entitled to convene
an Extraordinary General Meeting of Shareholders (GMS) and to propose agenda items for the
Share Ownership Structure Annual General Meeting of Shareholders (AGMS). In addition, shareholders may adopt corporate
resolutions through written consent (Act by Written Consent), enabling flexible and efficient
0.00%* decision-making processes while maintaining proper governance safeguards.
1 Share of Class A Dwiwarna Shares
*Republic of Indonesia through the State-Owned Enterprises Regulatory Agency and PT
BRI supports robust executive oversight by enabling shareholders to review and approve executive
Danantara Asset Management (Persero)
53.19% 46.81% remuneration policies through resolutions of the GMS. Although the regulatory environment does
Ownership by the Danantara Public
not mandate a formal “Say on Pay” mechanism, the Company remains committed to considering
Asset Management Ownership shareholder perspectives regarding executive remuneration matters.
Control Mechanisms and Takeover Provisions
PT Danantara Asset Management (Persero) is the majority shareholder of BRI and, as such, holds PT Danantara Asset Management (Persero) is the controlling and majority shareholder of BRI,
voting rights that confer significant influence over corporate decision-making. Nevertheless, BRI holding 53.19% of the shares. In line with Law No. 19 of 2003 concerning State-Owned Enterprises
ensures that decision-making processes reflect the interests of the state, while upholding principles (SOEs), the Government also holds one Series A Dwiwarna Share that carries certain strategic
of transparency, accountability, and sustainability in corporate management. Although the Company rights, particularly in safeguarding the Bank’s alignment with national development objectives.
does not appoint independent directors within the Board of Directors structure, BRI maintains an
efficient governance framework oriented toward long-term value creation. Nevertheless, BRI ensures that this structure does not restrict the rights of public shareholders. All
strategic decisions are undertaken through a transparent General Meeting of Shareholders (GMS)
Going forward, BRI remains committed to strengthening aspects of independent governance to mechanism, where each Series B share carries equal voting rights (One Share, One Vote). The
promote greater diversity of perspectives and a more balanced oversight structure within the interests of minority shareholders are strictly protected through the presence of Independent
Board, thereby enhancing stakeholder confidence in the Company’s sustainability and transparency. Commissioners, who represent 50% of the total members of the Board of Commissioners, thereby
ensuring objective oversight.
Management Ownership Requirement [GRI 2-19][GRI 2-20]
BRI regulates management share ownership requirements applicable to members of the Board of With respect to takeover provisions, BRI is committed to maintaining market efficiency and does not
Directors under Circular Letter No. SE.09.c-DIR/KEP/03/2023 dated December 31, 2024, concerning implement artificial barriers to ownership dynamics. The Bank confirms that there are no anti-
the Implementation of Good Corporate Governance. This policy reflects BRI’s commitment to takeover provisions that could impede reasonable change-of-control transactions. Takeover
responsible management practices and enhancement of long-term corporate value. procedures are fully subject to Indonesian capital market regulations, including the Mandatory
Tender Offer mechanism, which provides fair price protection and equitable exit rights for minority
The Bank encourages members of the Board of Directors to hold BRI shares during their term of shareholders in the event of a change of control.
office, including through equity-based components under the short-term (STI) scheme. This
ownership structure supports the linkage between remuneration, long-term shareholder value, and BRI ensures that the existence of the Series A Dwiwarna Share constitutes a strategic legal provision
risk-adjusted performance. As of December 31, 2025, two members of the Board of Commissioners intended to safeguard national vision alignment and is not designed to hinder the efficiency of the
held a total of 2,390,500 shares. Meanwhile, the Board of Directors held 6,357,698 shares, including stock market mechanism or the liquidity of public investment.
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Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 172
Governance
Sustainability Governance The ESG Committee’s Roles and Responsibilities: [GRI 2-12] [GRI 2-13] [GRI 2-14] [GRI G4 FS12]
1. approving and providing direction on the results of reviews and evaluations related to the
BRI has strengthened its ESG governance framework through the issuance of a Board of Directors implementation of ESG and Social Environmental Responsibility (TJSL) policies, governance
Circular Letter on the Sustainability Policy and Strategy of PT Bank Rakyat Indonesia (Persero) Tbk. frameworks, and initiative parameters prepared by the relevant Work Units and proposed by
Since 2021, BRI has established a structured ESG governance framework to directly oversee, the Committee Supporting Team;
monitor and evaluate the Company’s ESG performance and disclosures. This governance structure 2. determining work programs categorized as ESG and TJSL initiatives based on recommendations
is institutionalized through the establishment of the Environmental, Social & Governance (ESG) from the Committee Supporting Team;
Committee pursuant to Decree No. NOKEP. 102-DIR/PPM/01/2024 dated January 10, 2024, which 3. approving and providing direction on the implementation and performance evaluations of ESG
supersedes Decree No. NOKEP. 872-DIR/PPM/06/2022 dated June 2, 2022. and TJSL work programs, including oversight of ESG-related data management and disclosures;
4. approving and providing guidance in response to ESG Ratings assessments, investor concerns,
Board Oversight and evaluations conducted by third-parties regarding BRI’s ESG and TJSL performance and
Sustainability Governance Body [OJK E.1] [GRI 2-12] implementation;
The ESG Committee at BRI is chaired by the President Director and is supported by the Vice 5. determining material ESG issues based on ESG Rating outcomes, investor feedback, and third-
President Director, several other members of the Board of Directors, and relevant groups, as party assessments related to BRI’s ESG and TJSL performance;
detailed in the table below. 6. approving follow-up action plans arising from review and evaluation processes, which may be
formalized into new ESG and TJSL work programs to be implemented by the relevant Work
Environmental, Social & Governance (ESG) Committee Units; and
7. approving and providing direction on ESG and TJSL-related matters, including regulatory
Voting developments, global initiatives, evolving business practices, and other material ESG-related
Membership Structure Position
Rights information.
President Director Chairperson
In addition to the ESG Committee, BRI has established a dedicated ESG Group, operating under the
Vice President Director Substitute Chairperson (Also serves as a permanent supervision of the Director of Legal & Compliance. The ESG Group is responsible for monitoring the
member with voting rights) Company’s economic, environmental, and social performance and impacts, as well as coordinating
sustainability and climate-related policies at the enterprise level. In carrying out its responsibilities,
Group Head ESG or ESG Secretary (Also serves as a permanent member without
the ESG Group works closely with the risk management function and collaborates across relevant
Management Unit voting rights)
business and support units to ensure effective integration of ESG considerations into the company’s
Permanent Member with Voting Rights process.
Director of Finance & Strategy Permanent Member
The ESG Group reports ESG performance directly to the Board of Directors through the ESG
Committee. For issues that are assessed as material, significant, or strategic in nature, they are
Director of Corporate Banking Permanent Member
escalated to the Board of Directors through Board meetings and, where required, to the Board of
Commissioners through Joint Meetings of the Board of Directors and the Board of Commissioners
Director of Network & Retail Permanent Member
for further oversight and direction. ESG performance is also disclosed to the public on a quarterly
Funding
basis through the Company’s official presentations published on its website and is also presented
SEVP Wholesale Risk Permanent Member at a high level during the Annual General Meeting of Shareholders (AGMS). Beyond reporting, the
ESG Group plays a key role in formulating sustainability-related policies, strategies, and targets,
Non-Permanent Member with Voting Rights thereby supporting BRI’s commitment to sustainable development and long-term value creation. [OJK
E.1][GRI 2-9][GRI 2-12][GRI 2-13][GRI 2-24][GRI G4 FS12]
All Directors/SEVPs of Relevant Non-Permanent Member
Groups
Permanent Member without Voting Rights
Director of Legal & Compliance Permanent Member
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Sustainability
Topic Disclosure
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Governance
Capacity Building for Sustainable Finance
BRI continuously enhances the collective knowledge, competencies, skills, and experience of its BRI Board of Commissioners for the period of March 24, 2025, to December 31, 2025:
highest governance body in relation to sustainable development, with particular emphasis on the Name Position Type of Training and Competency Date and Location Organizer
implementation of sustainable finance practices. In 2025, members of the Board of Commissioners Development Program
and the Board of Directors participated in various capacity-building programs, to strengthen their
Kartika President Jakarta, November BARa
competencies and ensure that the Boards are adequately equipped to effectively discharge their Wirjoatmodjo Commissioner
Risk Management Refresher Level 7
27, 2025
duties. [OJK E.2][GRI 2-17]
Parman Vice President Jakarta, April 23-25, LSPP
Nataatmadja Commissioner / Risk Management Certification Program 2025
BRI Board of Commissioners for the period of January 1, 2025, to March 24, 2025: Independent Level 6
Commissioner
Name Position Type of Training and Date and Location Organizer
Competency Development Awan Commissioner
Risk Management Refresher Level 6 Jakarta, November BARa
Program Nurmawan Nuh 27, 2025
Kartika President Jakarta, November BARa (Bankers Edi Susianto Independent Risk Management Certification Program Jakarta, April 23-25, LSPP
Risk Management
Wirjoatmodjo Commissioner 27, 2025 Association for Risk Commissioner Level 6 2025
Refresher Level 7
Management)
Helvi Yuni Moraza Commissioner Risk Management Certification Program Jakarta, April 23-25, LSPP
Awan Nurmawan Commissioner Jakarta, November BARa (Bankers Level 6 2025
Risk Management
Nuh Refresher Level 6 27, 2025 Association for Risk
Management) Lukmanul Independent Risk Management Certification Orientation Jakarta, April 23-25, LSPP
Khakim Commissioner Level 6 2025
Haryo Baskoro Independent Executive Education, Philadelphia, Wharton University,
Wicaksono Commissioner Private Equity: Investing February 2–7, 2025 US Risk Management Certification Orientation Jakarta, Desember 15, BSMR
and Creating Value Level 7 2025
Rofikoh Rokhim Vice President North Carolina, Duke Fuqua School, Competency Development of the Board of Directors
Executive Education,
Commissioner / Leading Global Business February 16–19, 2025 US
Independent Strategy Type of Training and Competency
Commissioner Name Position Date and Location Organizer
Development Program
Dwi Ria Latifa Independent Executive Education, Massachusetts, MIT Management
Commissioner Leading the AI-Driven February 10–14, 2025 Executive Education
Hery Gunardi President Risk Management Refresher Jakarta, November BARa (Bankers Association
Organization Director Program Level 7 27, 2025 for Risk Management)
Risk Management Viviana Dyah Vice President Risk Management Refresher Jakarta, November BARa (Bankers Association
Nurmaria Sarosa Independent Jakarta, January 24, Corpu and LSPP
Certification Ayu R. K. Director Program Level 7 27, 2025 for Risk Management)
Commissioner 2025
Level 6 Alexander Director of Risk Management Briefing and Jakarta, April 20–21, LSPP
Dippo Paris Y S Commercial Certification Program Level 7 2025
Executive Education, Massachusetts, MIT Management Banking
Leading the AI-Driven February 10–14, 2025 Executive Education
Organization Aris Hartanto Director of Risk Management Briefing and Jakarta, December LSPP
Consumer Certification Program Level 7 23–24, 2025
Agus Riswanto Independent Risk Management Jakarta, February 6, Corpu and LSPP Banking
Commissioner Certification Level 6 2025
Joint Learning Program with Jakarta, October 15, PT Danareksa Asset
Parpurna Independent Jakarta, February 6, Corpu and LSPP Cornell University 2025 – December 16, Management (Persero)
Risk Management 2025 (Danantara Indonesia)
Poerwoko Commissioner Certification Level 6 2025
Sugarda Riko Adythia Director of Risk Management Refresher Jakarta, November BARa (Bankers Association
Corporate Program Level 7 27, 2025 for Risk Management)
Awan Commissioner Risk Management Jakarta, November BARa (Bankers Banking
Nurmawan Nuh Refresher Program Level 6 27, 2025 Association for Risk
Management) Achmad Royadi Director of Risk Management Certificate Jakarta, August 28, BARa (Bankers Association
Finance & Refresher Seminar Level 7 2025 for Risk Management)
Haryo Baskoro Independent Private Equity: Investing Philadelphia, Wharton School, Strategy
Wicaksono Commissioner Februari 2-7, 2025 University of Basic Insurance Training Jakarta, November LPMA-STMA Trisakti
and Creating Value 19–21, 2025
Pennsylvania
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 174
Governance
Type of Training and Competency
Name Position Date and Location Organizer
Development Program
Saladin Dharma Director of Risk Management Refresher Jakarta, November BARa (Bankers Association
Nugraha Effendi Information Program Level 7 27, 2025 for Risk Management)
Technology
Ety Yuniarti Director of Risk Risk Management Briefing and Jakarta, October 5–6, LSPP
Management Certification Program Level 7 2025
Akhmad Director of Micro Risk Management Refresher Jakarta, April 20–21, LSPP
Purwakajaya Business Program Level 7 2025
Aquarius Director of Risk Management Refresher Jakarta, November BARa (Bankers Association
Rudianto Network & Retail Program Level 7 27, 2025 for Risk Management)
Funding
Hakim Direktur Risk Management Refresher Jakarta, 27 November BARa
Putratama Operations Program Level 7 2025 (Bankers Association for Risk
Management)
Farida Thamrin Direktur Risk Management Briefing and Jakarta, April 20 - 21, LSPP
Treasury & Certification Program Level 7 2025
International
Banking
Advanced Treasury Dealer Jakarta, April 14 - 18, Apuvindo & ACI
Briefing and Competency 2025
Assessment
Agus Noorsanto Vice President Risk Management Refresher Jakarta, November BARa
DIrector Program Level 7 27, 2025 (Bankers Association for Risk
Management)
Ahmad Solichin Director of Risk Management Refresher Jakarta, November BARa
Lutfiyanto Human Capital & Program Level 7 27, 2025 (Bankers Association for Risk
Compliance Management)
Nancy Director of Risk Management Refresher Jakarta, November BARa
Adistyasari Consumer Program Level 7 27, 2025 (Bankers Association for Risk
Banking Management)
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 175
Governance
Evaluation of the Performance of the Board of Commissioners [GRI 2-18] Category Weight KPI ESG/C Achievement
Consolidated PPOP (12%) C 100.7%
At the beginning of each year, The Board of Commissioners formulates its annual work plan and
conducts a self-assessment at least once a year, based on the realization of performance outcomes Financial Consolidated Tier 1 ROE (10%) C 98.8%
and the key performance indicators (KPIs) that have been established. The results of this assessment Total Shareholder Return (TSR) (8%) C 66.7%
are subsequently reported at the General Meeting of Shareholders (GMS). The performance Economic
and Social Cost of Credit (CoC) (Parent Only)
evaluation of BRI’s Board of Commissioners is conducted internally without the involvement of third 57% G 98.1%
Value for Operational (8%)
parties, in accordance with prevailing laws and regulations. The assessment process refers to
Indonesia Consolidated CIR (7%) C 100.0%
applicable regulatory provisions, including:
KUR Disbursement (7%) S 110.0%
• Financial Services Authority Regulation No. 17 of 2023 on the Implementation of Governance for Social
NPS for Bank (5%) S 110.0%
Commercial Banks;
• Financial Services Authority Regulation No. 21/POJK.04/2015 on the Implementation of Corporate Consolidated CASA Ratio (5%) C 105.0%
Governance Guidelines for Public Companies; Business Model
10%
• Financial Services Authority Circular Letter No. 32/SEOJK.04/2015 on Corporate Governance Innovation Average Loan Growth of Consumer &
C 81.9%
Guidelines for Public Companies; and SME (Parent Only) (5%)
• Financial Services Authority Regulation No. 4/POJK.03/2016 on the Assessment of the Health Number of Active BRImo Users (5%) C 110.0%
Level of Commercial Banks. Technology Leadership 10%
Cybersecurity Breaches (5%) G 110.0%
The results of the evaluation and self-assessment of the Board of Commissioners, including its
Environment, Social, Government
supporting committees, indicate that all work plans established at the beginning of 2025 were fully E 100.0%
(ESG) Rating (5%)
realized, achieving 100% of the targeted objectives. Further information regarding the evaluation of
the Board of Commissioners is presented in BRI's 2025 Annual Report. Investment Ultra Micro Loan Disbursement (5%) C 95.4%
15%
Enhancement
Evaluation of the Board of Directors' Performance [GRI 2-18] Sustainable Financing/Loans (Parent
E 101.5%
Only) (IDR Trillion) (5%)
The performance evaluation of the Board of Directors is conducted based on the Collective Key
Performance Indicators (KPI Kolegial), in accordance with the provisions set out in the Regulation Talent Development 8% Human Capital Transformation (8%) S 92.0%
of the Minister of State-Owned Enterprises No. PER-3/MBU/03/2023 concerning Management
Contracts and Annual Management Contracts for the Board of Directors of State-Owned Enterprises Deskripsi: (C) Commercial; (E) Environmental; (S) Social; (G) Governance
(SOEs). The evaluation process is carried out by the Board of Commissioners and Shareholders
through the General Meeting of Shareholders (GMS) mechanism. The assessment of the Collective
KPIs of the Board of Directors has also undergone a review by a Public Accounting Firm to ensure
the objectivity and reliability of the evaluation results.
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Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 176
Governance
Sustainability-Based Incentives at BRI Sustainability Topic KPI Owner Linkage of KPI to Variable Remuneration
Implementation
BRI's commitment to sustainability and climate risk management is reflected in the implementation of Climate Risk
5% of ESG Group Head’s annual performance
of sustainability-linked KPIs and remuneration, where environmental aspects and sustainable Management & ESG Group Head
evaluation is linked to the implementation of CRMS
financing targets form part of the Collective KPIs of the Board of Directors. In 2025, the Board of Scenario Analysis
Directors was assigned specific sustainable financing distribution targets, which were directly (CRMS)
linked to the performance-based remuneration system. The achievement of these targets serves as
a collective performance indicator to assess overall leadership effectiveness and has a direct Additionally, BRI fosters a sustainability-driven culture across the organization through the
impact on the determination of the Board’s variable renumeration. These arrangements form part of Sustainability Culture Program (SCP). This program recognizes Groups and Regional Offices that
BRI’s climate-related management incentives framework, ensuring that strategic decision-making actively contribute to the implementation of ESG initiatives, ensuring consistent execution of
related to climate and sustainability considerations is integrated into the executive incentive system. sustainability strategies across all organizational levels. Work units demonstrating outstanding
This strengthens management accountability in supporting the transition toward a sustainable performance under the program are awarded incentives as recognition of their contributions to
business model. BRI establishes sustainability metrics and targets as an integral component of its achieving the Company’s sustainability targets.
corporate governance and performance management system. The achievement of sustainability
targets is monitored through collective Key Performance Indicators (KPIs) at Board and Management
levels, reflecting the integration of sustainability principles into strategic decision-making and
performance oversight.
Sustainability Topic KPI Owner Linkage of KPI to Variable Remuneration
Chief Executive 5% of CEO’s annual performance evaluation is linked to his
Officer performance regarding ESG Ratings
Members of
5% of BOD's annual performance evaluation is linked to his
ESG Rating the Board of
performance regarding ESG Ratings
Directors
10% of ESG Division Head’s annual KPI is linked to the
ESG Group Head
company’s performance regarding ESG Ratings
Chief Executive 5% of CEO’s annual performance evaluation is linked to his
Officer performance regarding Sustainable Financing
Sustainable Financing Members of
5% of BOD’s annual performance evaluation is linked to his
the Board of
performance regarding Sustainable Financing
Directors
Emission Reduction 15% of ESG Group Head’s annual KPI is linked to the company’s
ESG Group Head
(Scope 1 & Scope 2) emission reduction for Scope 1 and Scope 2 emission
Implementation Distribution & 2.5% of DSG Group Head’s annual KPI is linked to the reduction
of Green Network Strategy Group of Scope 1 and Scope 2 emission reduction through the
Initiatives Head Implementation of Green Network Initiatives
Improvement ESG 10% of ESG Group Head’s annual KPI is linked to the company’s
ESG Group Head
Product and Process improvement of ESG Product and Process
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Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 177
Risk Management
Risk Governance and Enterprise Risk
Board of Commissioners & Directors of the Main Entity
Risk Governance [OJK E.2]
The Board of Commissioners and Board of Directors of BRI are collectively responsible for the
Active Supervision by the Adequacy of Policies,
effectiveness of the Bank’s risk management framework and play a central role in overseeing its Board of Directors and Board Procedures for
Adequacy of Processes & Risk
Management Information
Internal
of Commissioners of the Main Risk Management (IRM), & Control System
implementation across all business and operational units. Bank-wide risk monitoring and control Entity Limit Setting
Systems
are overseen by the Director of Risk Management, who is responsible for the comprehensive
management of risk exposures across the organization. The Board of Commissioners evaluates the
risk management policies and their implementation by the Board of Directors and receives periodic
risk profile reports from management. Through this oversight process, the Board of Commissioners
Board of Directors Committee
ensures that the Board of Directors manages BRI’s activities and risk exposures effectively. Commissioners Komite Manajemen Risiko
Committees
(Supervisory Function) Risk Taking Unit & Policy
Making Unit
In carrying out its supervisory function, the Board of Commissioners is supported by the Risk Risk Management Committee
Credit Policy
(Identification, Measurement,
Monitoring, Control)
Monitoring Oversight Committee (KPMR), the Integrated Governance Committee, and the Audit Risk Committe
Monitoring Credit Risk Strategic Risk
Committee. These committees evaluate and ensure that the risk management framework is Committee
supported by adequate policies, procedures, and methodologies, and is implemented in accordance Market Risk Compliance Risk
Three Lines Model
with regulatory requirements and industry best practices. This governance structure is designed to 1st Line 2nd Line 3rd Line
BRI
Credit
Committe
maintain risk exposures within defined limits and to safeguard enterprise value. Integrated Liquidity Risk Reputation Risk Independent
Assurance
Governance Business Unit Risk Unit
Committee
Members of the Board of Commissioners and KPMR possess the requisite competencies and Operational Risk Intragroup Risk
Integrated Risk
Management Satuan Kerja
expertise, including professional certifications in Risk Management, as required by prevailing Committee Operation Compliance Unit
Audit Intern
Legal Risk Insurance Risk
regulations. BRI continuously enhances the knowledge and capacity of its Board members through Audit
Committee
structured training programs and development programs in risk management.[OJK E.2] [GRI 2-17] Climate Change Risk
ESG
Rsik Raking Unit Risk & Compliance Control Integrated
Committe Assurance
Risk Monitoring Oversight Committee (KPMR)
The Risk Monitoring Oversight Committee (KPMR) supports the Board of Commissioners in fulfilling
its supervisory duties related to the evaluation and oversight of the Bank’s risk management
Board of
framework. The Committee reviews and assesses the adequacy of risk management policies, Commissioners of Subsidiaries' Board of Directors
Subsidiary Risk Taking Unit &
Policy Making Unit
(Subsidiaries' Risk Management Committees)
procedures and methodologies to ensure their robustness and effective implementation. Through Subsidiary Companie
(Supervisory Function)
(Identification, Measurement, Monitoring, Control)
this oversight function, the KPMR helps ensure that BRI’s activities remain within the approved risk
appetite and tolerance levels, while strengthening internal control across the bank’s operations. Risk
Risk Management
1. Credit Risk 1. Strategic Risk Information Systems
Monitoring
Subsidiary Committee 2. Market Risk 2. Compliance Risk
Risk Management Committee (KMR) Three Lines Model
3. Liquidity Risk 3. Reputation Risk 1st Line 2nd Line 3rd Line
The Risk Management Committee (KMR) is responsible for the formulation and periodic review of
4. Operational Risk 4. Insurance Risk
the Bank’s Risk Management Policy, including any amendments thereto. The Committee oversees Independent
Assurance
5. Legal Risk (PA Asuransi) Business Unit Risk Unit
the implementation of risk management policies and strategies across the organization and ensures
that appropriate contingency plans are in place to address non-normal or stressed external
Internal Audit Unit
conditions. Operation Compliance Unit
Risk Management Work Unit (SKMR) Integrated Risk Integrated Risk & Compliance Integrated
Taking Unit Assurance
The Risk Management Work Unit (SKMR) of BRI is an independent group responsible for the 3 Pillar Monitoring
development of risk management policies, strategies, and guidelines, as well as for overseeing their
effective implementation across Risk Taking Units.
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 178
Risk Management
Enterprise Risk Management Process Financial and Capital Risk Profile
BRI implements an integrated and continuous Enterprise risk management (ERM) process across all BRI applies prudent financial and capital risk management through integrated processes of risk
working units supported by a comprehensive internal control system in operational and business measurement, monitoring, and control. One of the key instruments used is the regular implementation
activity. Each work unit is responsible for implementing risk management within its respective roles of stress-testing simulations, conducted at least quarterly or more frequently when necessary or
and functions, covering the stages of risk identification, measurement, monitoring, and control. The upon regulatory request. These stress tests are designed to evaluate the resilience of the Bank's
Bank applies the three lines model, whereby risk-taking units serve as the first line of defense, the financial performance and condition under extreme and adverse market scenarios. [FN-CB-550a.2]
compliance and risk management functions act as the second line, and the internal audit unit
operates as the third line. To ensure consistency and effectiveness in the implementation of risk The stress-testing simulations apply defined scenarios to assess the sensitivity of BRI’s financial
management, the Board of Directors has established risk management functions across all position and performance to changes in key risk factors and to identify potential impacts on the
organizational levels, from Head Office (Groups) to domestic and overseas operational units. Bank’s portfolios, including:
Operational risk management is conducted in accordance with the Bank’s risk management 1. credit and non-credit portfolios, to assess default risk (Credit Risk Stress Test);
framework, applicable regulatory requirements and industry best practices. The risk assessment 2. securities portfolios and foreign exchange positions, to assess risks arising from changes in
process is supported by various tools and methodologies, including Risk and Control Self- interest rates and exchange rates (Market Risk Stress Test);
Assessment (RCSA), New Bank Product Risk Management Assessment (PBB), Loss Event Database 3. liquid asset portfolios and liability profiles, to assess liquidity risk (Liquidity Risk Stress Test)
(LED), Key Risk Indicator (KRI) Monitoring, Risk Assessment Plan (RAP), and Disaster Threat Risk
Assessment (PRAB). These simulations also support the management of systemic risk. The results of stress testing are
utilized to assess the capital resilience and liquidity adequacy, and to strengthen capital planning,
Risk management outcomes are reported periodically to management and business unit leaders as long-term strategy, and the overall business management. This approach enables BRI to anticipate
part of the Bank’s monitoring and decision-making mechanisms. Risk reports include operational systemic risks and maintain financial stability under various macroeconomic scenarios.
risk profiles, risk analysis, as well as findings along with follow-up actions on identified risk events,
to ensure that risks are managed effectively and remain within the approved risk tolerance levels. To reinforce disciplined risk management, BRI has established a Risk Appetite Statement (RAS) that
defines the level of risk the Bank is willing to accept, expressed through quantitative, qualitative,
Risk Management Scenario and zero tolerance parameters. The RAS and risk limit parameters are regularly reviewed to ensure
From a corporate governance perspective, BRI continuously responds to the dynamics business alignment with business developments and the evolving risk landscape.
environment, including evolving market conditions and regulatory developments. To address these
challenges, BRI has established risk management scenarios covering the following key aspects: BRI also conducts periodic self-assessments of its corporate risk profile as part of its ongoing
monitoring process. As of the fourth quarter of 2025, the self-assessment indicated a risk rating of
• strengthening accountability frameworks by clearly defining the roles and responsibilities of the Low to Moderate, reflecting the Bank’s ability to manage risk effectively amid business growth and
Board of Directors, executives, and employees to ensure robust accountability in decision- competition in the Indonesian banking sector. Based on these risk management outcomes, BRI
making processes; continuously monitors and maintains its financial and capital risk profile, including ensuring prudent
• diversity and inclusion by promoting diversity within the Board of Commissioners and Board of leverage levels, maintaining adequate core capital buffers (Tier 1) in accordance with its risk profile
Directors to foster varied perspectives and enhance the quality of decision-making; and regulatory requirements, and safeguarding asset quality.
• sustainability Integration by embedding ESG (Environmental, Social, and Governance) principles
into governance structures to proactively manage environmental, social, and governance risks Leverage Ratio
and opportunities; The Leverage Ratio is implemented as part of the strengthening of the Bank’s capital framework to
• transparency Initiatives through regular disclosure of financial performance, risk management prevent excessive leverage and to support overall financial system stability. The Leverage Ratio
practices, and governance policies to stakeholders; represents a non-risk-based and more straightforward measure of capital adequacy, complementing
• technology adoption by leveraging digital governance platforms and data analytics tools to the risk-based capital requirements (Minimum Capital Adequacy Requirement / KPMM). Through
enhance decision-making effectiveness and strengthen compliance oversight. the application of the Leverage Ratio, the Bank ensures a stronger and more sustainable capital
structure, enhancing its resilience to potential economic pressures and market volatility.
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Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 179
Risk Management
Tier 1 Capital Buffer
The Bank continuously monitors and manages its Tier 1 Capital adequacy as a foundation of capital
resilience. In addition to ensuring compliance with the Minimum Capital Adequacy Requirement
(KPMM), the Bank maintains capital buffers above the regulatory minimum requirements as an
additional layer of protection to absorb potential losses under stressed economic conditions.
Asset Quality
Asset quality is managed through disciplined credit risk management, continuous portfolio
monitoring, and risk exposure control. This approach is implemented to maintain portfolio quality,
mitigate potential asset value deterioration, and support sustainable financial performance.
Risk Review and Audit
Risk management and compliance with the risk management framework are strengthened through
an independent review and audit conducted annually by the Internal Audit Work Unit (SKAI), in line
with Financial Services Authority Regulation No. 18/POJK.03/2016 regarding the Implementation of
Risk Management for Commercial Banks.
This process ensures that all risk assessments, including credit risk, market risk, liquidity risk,
operational risk, legal risk, reputational risk, strategic risk, and compliance risk, are conducted in
full compliance with regulatory standards. Additionally, SKAI performs regular audits across all
organizational levels within BRI. Audit reports are systematically submitted to the President Director
and the Audit Committee, with a copy provided to the Director of Compliance.
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 180
Risk Management
Emerging and Sustainability Related Risk
BRI recognizes that changes in the business environment, economic dynamics, and evolving sustainability issues can introduce new risks or amplify existing ones. In response, BRI proactively identifies,
assesses, and manages emerging risks and those related to sustainability as an integral part of the company's risk management framework. This approach aims to maintain business resilience, support
sustainable decision-making, and create long-term value for all stakeholders.
Emerging Risk
The bank faces various risks that could affect its performance and business sustainability in the future. Based on its assessment, BRI has identified two key categories of risks expected to impact both the
short-term and long-term.
Category Risk Risk Description Risk Impact Preventive Actions
Geopolitics Global Ongoing geopolitical tensions, including the Heightened global macroeconomic and geopolitical uncertainty may BRI manages exposure to global macroeconomic and
Macroeconomic Russia-Ukraine conflict and the Israel-Palestine affect BRI through several channels: geopolitical risks through an integrated risk management
and Geopolitical conflict, continue to create uncertainty in global framework covering market, credit, and liquidity risks.
Uncertainty financial markets and commodity supply chains. • market volatility, including fluctuations in interest rates and foreign
These developments have contributed to exchange markets, which may affect the valuation of financial Key mitigation measures include:
persistent inflationary pressures, heightened instruments in the Bank’s treasury portfolio; • active asset-liability management to manage interest
interest rate volatility, and slower economic • credit risk transmission, particularly for borrowers operating in rate and liquidity risks, supported by regular oversight
recovery across several major economies. export-oriented or commodity-linked sectors that may be sensitive through monthly meetings of the Asset and Liability
to global demand fluctuations; Committee (ALCO);
Additionaly, China’s economic recovery remains • funding and liquidity conditions, as global financial market stress • diversification of investment portfolios across
uneven, affected by structural challenges in the may increase funding costs and affect capital market access; instruments and issuers;
property sector, weakening domestic demand, • earnings volatility, due to potential changes in asset valuations, • monitoring sectoral credit exposures, particularly for
and the escalation of the trade war with the US. credit risk provisioning, and funding costs. borrowers sensitive to global economic cycles;
Given China’s role as a major trading partner for • conducting regular stress testing and scenario analysis
many developing countries, the slowdown in These dynamics may affect the Bank’s profitability, capital to assess the impact of adverse macroeconomic shocks;
economic growth could indirectly impact global management, and risk profile during periods of global economic • maintaining prudent capital and liquidity buffers,
trade flows and commodity markets. stress. supported by BRI’s Risk Appetite Statement and
contingency funding plan.
As a financial institution operating in Indonesia’s
open and commodity-linked economy, BRI may Through these measures, BRI aims to strengthen financial
be indirectly exposed to global macroeconomic resilience and maintain stability amid evolving global
volatility through its treasury portfolio, funding macroeconomic conditions.
conditions, and the performance of borrowers
operating in sectors sensitive to global demand
and commodity prices.
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 181
Risk Management
Category Risk Risk Description Risk Impact Preventive Actions
Technology Technological Rapid advancements in financial technologies, The rapid evolution of emerging financial technologies may disrupt To address these emerging risks, BRI continues to
Disruption from including Artificial Intelligence (AI), blockchain traditional banking business models and alter customer expectations strengthen its digital transformation strategy and
Artificial infrastructure, and digital currencies such as regarding financial services. Technologies such as blockchain-based technological capabilities. Key initiatives include:
Intelligence, Central Bank Digital Currency (CBDC) and payment systems and digital currencies may enable faster, cheaper, • enhancing the BRI’s digital banking ecosystem, including
Blockchain, and stablecoins, are reshaping the global financial and decentralized financial transactions outside conventional the development of BRImo as mobile banking platforms
Digital Currency services landscape. These technologies are banking infrastructure. and integrated digital financial services;
enabling new digital financial ecosystems, • leveraging artificial intelligence and data analytics to
decentralized finance (DeFi) models, and For BRI, these developments may present several potential risks, improve customer experience, risk management, and
alternative payment infrastructures that may including: fraud detection. BRI utilizes BRIBRAIN, the Bank’s
challenge traditional banking intermediaries. • disintermediation risk, where alternative digital financial platforms proprietary artificial intelligence platform, which supports
reduce reliance on traditional banking services; business productivity through features such as Pipeline
As digital financial innovation accelerates, new • competitive pressure from fintech and technology firms offering Management, Customer Analytics, chatbot services,
entrants such as fintech companies and AI- driven financial products and digital financial services; Information Retrieval, and Content Generation;
technology platforms may increasingly offer • technology adoption gaps, where delays in adopting emerging • monitoring developments in blockchain technology and
financial services that compete directly with technologies may weaken competitive positioning in digital digital currencies, including potential implications for
traditional banking products and distribution financial ecosystems; payment systems and financial intermediation;
models. • operational and cybersecurity risks, including potential misuse of • strengthening cybersecurity and technology governance
AI technologies or vulnerabilities in emerging digital infrastructures. frameworks to ensure resilience against evolving digital
threats.
If not adequately anticipated, these developments could affect
customer acquisition, transaction volumes, and long-term Through these initiatives, BRI seeks to remain adaptive to
competitiveness within Indonesia’s rapidly evolving digital financial technological disruption while continuing to deliver financial
landscape. services that are secure, inclusive, and competitive.
Risk & Governance Culture
Risk & Governance Culture forms the foundation for implementing BRI One Culture, ensuring that risk management is embedded in all banking activities. Through this culture, BRI encourages Insan BRILiaN
to adopt strong risk culture values and strengthen their capabilities in responsible risk-taking and risk management. As a guideline for Insan BRILiaN, in 2023 BRI issued the Risk Culture policy through Circular
Letter No. SE.04-DIR/CTR/01/2023 dated January 31, 2023, concerning Corporate Culture Book 2: Risk Culture, which serves as a reference for implementing risk culture across the organization.
Internalization of a Risk-Aware Culture
The implementation of risk culture is supported through various initiatives, including:
1. Culture Activation Program (CAP)
Each work unit has established a CAP to foster behaviors that support the achievement of KPIs in a prudent manner through activities defined within the program.
2. Building Risk Awareness Among Employees
The Risk Management Unit (SKMR) regularly promotes risk awareness through various channels, including official letters, infographics, webinars, podcasts, e-learning, the Bank’s official social media
accounts, and email, WhatsApp, or SMS broadcasts.
3. Empowering Risk Officer
Risk Officers play a key role as members of the Transformation Driving Team in embedding and ensuring the implementation of risk culture. Accordingly, the risk management function is strengthened
through adjustments to operational procedures and the enhancement of knowledge and technical skills through training and awareness programs.
4. Early Detection
The implementation of risk culture is supported by Early Warning Systems that help mitigate and identify risk events at an early stage.
5. Business Process Review
Risk culture is reflected in the daily implementation of banking operational procedures. Therefore, periodic reviews are conducted to ensure the adequacy of controls over these operational procedures.
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 182
Our People: Insan BRILiaN
Labor Practice Commitment 5. Abolition of Child Labor and Prevention of Human Trafficking
BRI does not tolerate child labor in any form and implements policies and due diligence measures
BRI is fully committed to implementing ethical, transparent, and fair labor practices as a key to prevent the involvement of underage individuals in its operations or supply chain. The
foundation for managing human capital. This commitment reflects the Company’s compliance with Company is also committed to preventing all forms of human trafficking, misleading recruitment
applicable labor regulations as well as its respect for employees’ fundamental rights across the practices, or employment arrangements that threaten the freedom and safety of individuals.
organization.
6. Elimination of Discrimination
The legal basis for labor practices at BRI fully refers to Law No. 13 of 2003 on Manpower. In line with BRI fosters a workplace culture grounded in equality and inclusion and prohibits all forms of
developments in national regulations, BRI has also adopted and implemented the provisions of discrimination based on gender, ethnicity, religion, race, color, social background, language,
Government Regulation in Lieu of Law (Perppu) No. 2 of 2022 on Job Creation, which was enacted political views, age, or disability. This commitment aligns with the principles of International
into law, effective December 30, 2022. BRI’s labor practices apply to all employees, including both Labour Organization (ILO) Convention No. 111 on Discrimination in Employment and Occupation
permanent and contract employees. BRI is committed to the following principles: [GRI 408-1, 409-1] and is implemented through the Respectful Workplace Policy as well as remuneration practices
that ensure equal remuneration for work of equal value and promote diversity across all
1. Respect Freedom of Association organizational levels.
BRI respects the right of every individual to freely form, join, or refrain from joining labor unions
or representative organizations of their own choosing, without fear of intimidation or retaliation.
This principle ensures that employees can organize collectively and be represented by
organizations of their choice, free from interference, in accordance with national laws and
internationally recognized labor standards.
2. Uphold the Right to Collective Bargaining
BRI recognizes and respects the right to engage in collective bargaining as a means of
establishing fair and equitable working conditions. This process is formalized through the
Collective Labor Agreement, which reflects constructive dialogue and mutual agreement
between employees and management. Through this agreement, BRI reaffirms its commitment
to maintaining a transparent, inclusive, and respectful work environment where the voices of
workers are heard and valued.
3. Ensure Workforce Well-being
BRI is committed to ensuring workforce wellbeing by fostering working conditions that promote
the safety, dignity, and well-being of all employees. This commitment includes safeguarding
employee privacy, maintaining occupational health and safety, providing paid annual leave,
guaranteeing consultation or notice periods before mass terminations, avoiding excessive
overtime, setting maximum work hour limits, upholding other relevant labor practices to support
workforce wellbeing.
4. Elimination of Forced Labor
BRI strictly prohibits all forms of forced or compulsory labor in its operations. In line with this
principle, BRI ensures that all workers are engaged voluntarily and receive compensation that
meets or exceeds a living wage, thereby upholding the fundamental right to just and
respectful working arrangements.
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Climate-related
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
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Our People: Insan BRILiaN
Human Capital Strategy & Workforce Overview [GRI 3-3] retention and workforce stability. Understanding these risks is important to ensure the sustainability
BRI regards human capital as the key driver of its strategic transformation, supported by an adaptive of organizational capabilities and the readiness of human capital to support the Bank’s performance.
Human Capital strategy aligned with the evolving dynamics of the banking industry. This strategy is In response, BRI continues to strengthen its human capital management practices in a structured
delivered through accountable recruitment and human capital management practices, while and sustainable manner.
upholding the principles of Diversity, Equity & Inclusion (DEI). BRI promotes employee well-being
across every stage of the employee lifecycle by fostering an inclusive, productive, and sustainable Human Capital Strategy
work environment for all Insan BRILiaN. In line with labor market dynamics and increasing talent In formulating its human capital management strategy, BRI aligns its approach with the Company’s
mobility in the financial industry, BRI has also identified a number of risks related to talent retention aspirations and corporate strategy. This reflects Human Capital’s role and active involvement as a
and workforce stability that may affect the sustainability of the organization’s capabilities. business enabler in achieving the BRI Human Capital vision. BRI Human Capital comprises several
Groups overseeing end-to-end human capital functions under the Human Capital Sub-Directorate.
Human Capital Risk Assessment
As part of its human capital management, BRI identifies key risks related to talent retention and BRI’s human capital management strategy, reflected in the Human Capital lifecycle, begins by
workforce stability that may affect the Bank’s ability to sustain organizational capability and incorporating the Company’s short- and long-term business strategies, which serve as guidance in
business performance. The assessment considers workforce mobility, employee turnover, and the designing and implementing people processes. The Human Capital lifecycle encompasses end-to-
Bank’s ability to retain and attract qualified talent. To assess the overall level of risk, BRI evaluates end human capital management, including Human Capital strategy, planning, resourcing,
each identified risk by considering both its likelihood, reflected in workforce turnover trends, and onboarding, learning, development, performance management, rewards, career management, exit
the severity of its potential impact on the Bank’s operations, financial performance, and reputation. policy, and retirement.
This approach enables BRI to prioritize talent management initiatives and strengthen workforce
stability. BRI’s Human Capital strategy focuses on the comprehensive management of Insan BRILiaN by
integrating the principles of equality, sustainable growth, and holistic well-being in the workplace.
The strategy begins with strengthening an inclusive work culture through the Respectful Workplace
Time
Risk Risk Potential Business Impact Horizon of
Policy, which ensures non-discrimination, promotes the empowerment of women in leadership, and
Description advances inclusion for persons with disabilities. Competency development is provided equitably
Theme Category Impact Level the Impact
through internal and external training, as well as educational scholarships, to support performance-
Talent Operational Workforce turnover and Higher recruitment, Med Short-Med based productivity. BRI implements a fair and transparent remuneration system based on individual
Retention Risk employee mobility may require onboarding, and Term performance and contribution.
& continuous workforce training costs.
Workforce replacement and onboarding
In addition, BRI prioritizes comprehensive employee well-being through the Well-being Fest
Stability processes.
program, which covers physical, social, mental, and financial health, as well as work-life balance,
Strategic Employee attrition may reduce Potential productivity Med Med Term
including initiatives to foster a family-friendly workplace. The Well-being Fest agenda includes
Risk the continuity of organizational losses and additional
knowledge, expertise, and investment in capability blood donation drives, basic health screenings, art therapy sessions, and psychological counseling
workforce capabilities. development. sessions. BRI also recognizes the dedication and loyalty of Insan BRILiaN by providing benefits and
preparing them for a dignified retirement through entrepreneurship programs, enabling them to
remain empowered and prosperous.
Reputational Workforce turnover and talent Reduced ability to Med Long Term
Risk retention challenges may attract qualified talent Human Capital Framework
influence the company’s and potential
Human capital management at BRI HC Lifecycle consists of six stages as follows:
perception as an employer. challenges in talent
acquisition.
a. Align: through strategy formulation and planning;
BRI continuously monitors workforce dynamics and identifies potential risks related to talent b. Attract: through recruitment and onboarding of new employees;
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Disclosure
General
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Sustainability
Topic Disclosure
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Our People: Insan BRILiaN
c. Evolve: through learning and development programs;
d. Accomplish: through performance management; Employee with Disabilities [OJK F.18]
e. Engage: through rewards and career management; and As part of its efforts to enhance diversity and inclusivity, BRI also recruits persons with disabilities
f. Offboard: through exit policies and retirement programs. as employees. Despite physical or other limitations, the Company believes that they can contribute
as Insan BRILiaN in accordance with their respective expertise and skills. The Company implements
BRI human capital management involves various stakeholders, including customers, employees, training and apprenticeship programs through BRI Sahabat Disabilitas to prepare Employees with
government institutions, national and global alliances, media, and business partners. It is further Disabilities (TKPD) with capabilities aligned with their individual characteristics to work at BRI. In
supported by harmonious industrial relations, the human capital information system (HCIS), people addition, BRI is committed to supporting the comfort and safety of TKPD in the workplace by
analytics, and innovative human capital communications. providing assistive work equipment as well as dedicated physical and non-physical facilities.
Employees with disabilities are also given equal access to training, capacity-building, and career
Workforce Composition development opportunities under the Talent Development System, to support their long-term
Headcount & composition careers at BRI.
The gender composition of BRI’s workforce in 2025 was nearly balanced, with 57.07% male
employees and 42.93% female employees. In terms of educational background, most employees People Process
or 96.39% have attained higher education qualifications (Bachelor’s Degree and Diploma). All
quantitative workforce data disclosed in this report were compiled using the headcount method by BRI remains committed to building a competitive advantage through integrated human capital
the Human Capital Service Group. Detailed workforce data are presented in the tables on page 228- management, beginning with inclusive talent acquisition processes to attract high-potential
230, including breakdowns by nationality. [OJK F.18] [GRI 2-7, 2-8, 401-1] candidates, followed by continuous learning and development programs to ensure readiness in
navigating industry dynamics. The Company also focuses on transparent, merit-based performance
Women in Management [OJK F.18] and career management, aligned with competitive remuneration and well-being policies (reward
The number of female employees reached 36,466, representing 42.93% of all Insan BRILiaN in and benefits) that uphold the principle of pay equity. These integrated approaches are designed to
2025, reinforcing BRI’s commitment to an inclusive and supportive workplace for women. create a fair, productive, and sustainable workplace for all Insan BRILiaN.
Furthermore, the growing representation of women in managerial positions contributes to broader
perspectives in organizational decision-making. As of the end of 2025, women accounted for Talent Acquisition
25.63% of employees at the junior, middle, and senior management levels. BRI strengthens the Recruitment Programs
leadership capabilities and professional networks of female leaders through the BRILiaN Women In 2025, BRI recruited 92,112 employees including both internal and new hires. A total of 12,070 were
Leaders Indonesia (BWLI) program. BRI also continues to support female employees in developing new hires from diverse age groups and regions across Indonesia. This recruitment also reflects
their skills and strengthening their roles in the workplace. Data on female employees by job level is BRI’s commitment to implementing Diversity, Equity, and Inclusion (DEI) principles, including
presented in the table on page 228. enhancing the participation of female talent to contribute and grow within the organization. Of the
total new hires, 7,321 were women and 4,749 were men. Details are presented in the Internal and
Women in revenue-generating and STEM related functions New Hire Table on page 231.
BRI actively promotes women’s advancement into strategic positions, particularly within revenue-
generating units and STEM (Science, Technology, Engineering, and Mathematics) functions that Talent Attraction Programs
serve as the backbone of the Bank’s digital transformation. BRI supports female employees in BRI provides multiple pathways to attract and select top talent through the following programs:
taking on central roles in business portfolio management, banking product development, as well as
information technology management and data analytics (data science). These efforts are intended 1. Brilian Future Leader Program (BFLP)
to eliminate gender-based role disparities and ensure that women have equal opportunities to BFLP is a recruitment and development program designed to attract high-potential external
become key drivers of innovation and the Company’s profitability, while strengthening BRI’s candidates and equip them with the competencies required to become future leaders.
competitiveness in the future banking landscape. Currently, women represent 30.48% of employees 2. Brilian Banking Associate Program (BBAP)
in revenue-generating functions and 27.19% in STEM-related functions. BBAP is a recruitment and development program designed to prepare new employees at the
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
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Our People: Insan BRILiaN
Associate corporate title level, recruited from both internal and external sources, to support the year. Employees identified as Top Talent receive targeted development programs to prepare
Company’s performance in accordance with BRI’s operational standards and values. them for the successor pool and future leadership roles.
3. Brilian Next Leader Program (BNLP) 4. D
evelopment Stage
BNLP is a recruitment and development program for BRI’s internal employees with high potential Employees undergo development programs tailored to their talent cluster, corporate title, role,
to become the Company’s future leaders. or career journey. The Development stage aims to enhance employee competencies, prepare
4. Brilian Specialist Hiring Program (BSHP) them to perform their roles effectively, and align their career aspirations with organizational
BSHP is a recruitment program for candidates with specialized expertise in specific fields in line needs. Development programs include soft skills, leadership competencies, and technical
with the Company’s needs. Recruitment through BSHP aims to meet the Bank’s staffing needs competencies.
for certain positions or roles, including: 5. Succession Stage
a. Roles related to new products, activities, or business areas arising from the Company’s This stage involves selecting candidates to serve as successors through promotion or talent
organizational development, where the Company does not yet have employees with rotation into critical positions via succession planning. The Succession stage ensures that the
adequate expertise in those fields. Company strategically prepares successor candidates and maintains readiness, thereby
b. A shortage of employees with specialized expertise in certain fields, where internal talent securing continuity in the availability of qualified personnel for key roles.
with such expertise remains limited.
c. Urgent staffing needs where it is not feasible to develop the required expertise among Learning & Development
internal employees within a short period of time. BRI believes that the Company’s success depends on consistent and strategic human capital
5. Brilian Internship Program (BIP) development. This approach strengthens organizational commitment, enhances job satisfaction,
BIP is an internship program that provides opportunities for senior high school/vocational school supports performance achievement, and sustains employees’ dedication and loyalty.
graduates, university students, and fresh graduates to gain practical work experience across BRI’s
work units while supporting their operational activities. Human capital development at BRI is guided by the Development Program Framework, which
6. Brilian Scholarship Program (BSP) covers the entire employee lifecycle. The framework ensures that programs are delivered in a
An early recruitment program designed to attract high-potential young talent while serving as a targeted and structured manner to support employee readiness and effectiveness in their respective
platform for character development before participants join BRI as employees through the Bank’s roles. Overall, the employee development cycle consists of four phases: Onboarding, Performing,
recruitment programs. Developing, and Offboarding, as outlined below.
Talent Pipeline Development Strategy Onboarding Phase
BRI implements a Talent Management System as an integrated framework for managing its talent, This development program is specifically designed for new employees, including new hires and
covering five stages: Attraction, Identification, Selection, Development, and Succession. those assuming new roles, to ensure their readiness in performing their responsibilities within the
work unit. One of the key subjects covered is digital knowledge access as part of the digital
1. Attraction Stage transition program, including tools such as BRISPOT for marketing staff and NDS for operational
BRI has established talent sources and channels to attract the best candidates. Key programs personnel. In addition to classroom-based learning, the materials are also provided in the form of a
include regular recruitment and talent scouting initiatives. Playbook, allowing employees to access and study the content anytime and anywhere.
2. Identification Stage
This stage involves grouping BRI employees based on their aspirations, individual assessments Performing Phase
(annual performance), competencies, and clustering within the Human Asset Value Matrix, as This phase is designed for employees in a specific role and focuses on strengthening role-related
well as identifying their areas of expertise (talent pools) competencies to enhance performance. Across all positions, the program includes a development
3. S
election Stage module on BRI’s culture to sustain the BRILiaN spirit and promote the consistent practice of the
Employees are classified into talent classes based on their capacity and performance. The BRILiaN Way values.
results are calibrated as the basis for selecting and designating Top Talent for the respective
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 186
Our People: Insan BRILiaN
Developing Phase to obtain a license from the National Professional Certification Agency (BNSP) under Decree No.
Employees across all levels (Band 1 through Band 6) participate in progressive leadership KEP.0351/BNSP/II/2020. To address future competency challenges, BRI has implemented various
development programs to strengthen their leadership capabilities. This initiative is intended to talent development programs, including the following:
cultivate leaders with a strategic mindset who are prepared to lead transformation. Throughout
2025, 1,341 employees participated in the Brilian Leadership Development Program (BLDP).
BRILiaN Leadership BRILiaN Bright BRILiaN Specialist BRILiaN Leader
Development Scholarship Development Retirement Program
Offboarding Phase Program (BLDP) Program (BBSP) Program (BSDP) (BLRP)
The development program for employees approaching retirement provides them with the skills,
knowledge, and insights necessary to manage their post-retirement life effectively. In 2025, a total A development program An overseas postgraduate This program is part of BRIʼs A program designed to prepare
of 825 employees participated in the Brilian Leader Retirement Program (BLRP), demonstrating designed to prepare employees (Masterʼs degree) scholarship job-specific development employees before entering
to become global leaders program for permanent BRI
BRI’s commitment to employee well-being by preparing them for a meaningful and empowered through continuous and
training programs aimed at retirement by equipping them
employees, awarded to top strengthening technical with the knowledge, insights,
retirement. comprehensive leadership talent based on performance competencies (Technical and skills needed to navigate
development, emphasizing achievements. The program Competency), with a focus on retirement.
Furthermore, to support inclusive and equitable banking services in accordance with OJK character building, national provides access to world-class specific knowledge and skills
perspective, global learning, global exposure, and
regulations, including services for persons with disabilities, BRI conducted the “Financial Services perspective, business and
aligned with the competency
networking opportunities at 30 requirements for becoming a
Education for Persons with Disabilities” program for Frontline employees, consisting of 113 Customer banking knowledge, as well as leading universities worldwide. specialist in a particular field,
Service, Teller, and Security personnel, throughout 2025. This program is part of the Company’s technology insight. while also being tailored to the
diversity-focused training initiatives. Companyʼs needs
Program Type Program Type Program Type Program Type
Customized Training by Position and Job-Specific Development Training Programs [OJK F.22][GRI 404-2]
BRI provides various platforms that offer learning opportunities, enhance competencies, and Leadership
development
Leadership
development
Digital transition
program, technical
Transition program for
retiring and terminated
support the career development of employees. These development programs are designed to program program education employees
enable employees to succeed in specific roles or functions. Career development is aligned with Learning Methods Learning Methods Learning Methods Learning Methods
employees’ promotions and career aspirations, based on performance evaluation results, to ensure
Coaching or mentoring, in-class Coaching or mentoring, in-class
alignment with individual capabilities, competencies, and career pathways. training In-class training
training
In-class training
Permanent Employees Permanent Employees Permanent employees and
Permanent Employees
contract employees
Established in 2015, BRI Corporate University operates six campuses across Indonesia. Since 2019,
Participants 2025 Participants 2025 Participants 2025
it has overseen a Professional Certification Body (LSP) and is the first LSP in the banking industry Participants 2025
1,341 participants 2 participants 84,621 participants 825 participants
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General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 187
Our People: Insan BRILiaN
Certification Program (Mandatory and Non-Mandatory) consistently across all work units and monitored regularly to ensure its effectiveness. Through this
BRI reinforces self-directed learning by facilitating employees in obtaining professional certifications, approach, BRI reinforces the internalization of sustainability values as an integral part of its work
including mandatory certifications required to meet regulatory standards for specific roles, as well culture, supporting the development of a responsible and sustainable organization.
as optional certifications aimed at enriching individual competencies. These certifications serve as
credible proof of relevant expertise recognized in their respective fields. Through this approach, Collaborative Training with External Institutions
Insan BRILiaN are equipped not only with broad insight but also with proven technical credibility to As part of efforts to standardize competencies, BRI conducts collaborative training programs with
deliver tangible added value to the Company and its customers. external certification institutions. The main objective of this program is to equip employees with
relevant professional certifications.
Support for Self-Directed Learning
BRI recognizes that business dynamics and technological advancements require every Insan In planning and implementing training and certification programs, BRI’s LSP also collaborates with
BRILiaN to learn quickly. Accordingly, the Bank provides full support for self-directed learning several external institutions, including the National Professional Certification Agency (BNSP), the
across all employees. Through BRISMART, the integrated digital learning platform, employees can Professional Banking Certification Institute (LSP-LSPP), the Indonesian Payment System
access a wide range of curricula, specialized modules, and business literature anytime and Certification Institute (LSP SPI), and the Indonesian Society of Appraisers (MAPPI), among others.
anywhere. This initiative demonstrates the Company’s commitment to validating the capabilities of internal
talent to ensure high competitiveness, while also ensuring that all business operations are
By allowing employees to choose development pathways aligned with their interests and career conducted by practitioners who meet national and global qualification standards.
aspirations, BRI not only fosters a strong learning culture but also ensures that every talent takes
proactive initiative to continuously update their competencies in support of the Company’s Learning Effectiveness and Results
sustainable transformation.. BRI ensures that every investment in employee development and training delivers measurable
impact through comprehensive evaluations of learning effectiveness and outcomes. Learning
ESG Training for Employees [OJK E.2, F.1][GRI 2-24][GRI G4 FS4] effectiveness is assessed not only based on participant satisfaction levels, but also through
Employees’ understanding of sustainable finance serves as a foundation for achieving the improvements in technical competencies, positive changes in work behavior, and contributions to
Company’s sustainability strategy. To this end, BRI integrates sustainable finance concepts into its the achievement of the Company’s business targets.
employee education and training curriculum, delivered through both face-to-face training and
online learning (e-learning). In 2025, an Understanding Checking on Financial Inclusion was Quantitative Business Impact -
conducted for Insan BRILiaN, with 59,151 employees participating, representing 69.63% of all Insan Increased Learning Intensity
Area Head Onboarding Program
BRILiaN.
The evaluation of the Area Head Onboarding Program un-
In 2025, the average training hours per em- der the BRILiaN Specialist Development Program (BSDP),
Sustainability Culture [OJK F.1]
ployee reached 83 hours per year, increas- attended by 74 participants, demonstrates significant
he Sustainability Culture Program (SCP) has been implemented since 2024 as a strategic initiative
T
ing from 79 hours in 2024, reflecting broad- business impact, including:
to foster and strengthen a sustainability culture across Insan BRILiaN. The program integrates
er access to learning and higher learning • Low-cost liquidity increased by 114%; and
environmental, social, and governance (ESG) principles into daily work practices through
intensity for all Insan BRILiaN. • Effective distribution performance improved by
measurable indicators aligned with operational activities.
100%.
From an environmental perspective, SCP promotes the management of activities that may generate
Through a rigorous monitoring system and regular dialogue with employees, BRI ensures that the
greenhouse gas emissions, including controlling the use of operational vehicles and improving
knowledge and skills gained from various training programs are applied directly in daily operations.
energy efficiency. From a social perspective, the program focuses on human capital development
This results-based approach ensures that employee development programs develop Insan BRILiaN
through indicators related to participation in training and development activities. From a governance
who are more productive, innovative, and ready to contribute to the Company’s sustainable
perspective, SCP emphasizes compliance with the Company’s systems and procedures, as well as
business growth.
the prevention of violations that may affect good corporate governance. SCP is implemented
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General
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Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 188
Our People: Insan BRILiaN
a. Ensure that the employee understands their role and contribution to the achievement of the
Performance & Career Management Work Unit’s objectives.
Well-Defined Career Planning b. Provide effective feedback or solutions to address obstacles or issues related to the
BRI is committed to developing its best talent through Career Planning, providing clear professional employee’s performance.
growth pathways for every Insan BRILiaN. This process is designed to align individual aspirations c. Recognize the employee’s performance achievements, encouraging the pursuit of more
with the Company’s needs, ensuring that each employee has a clear career journey supported by challenging targets.
the development of soft, leadership, and technical competencies. Development programs are d. Support the preparation of the employee’s Individual Development Plan.
provided based on employees’ needs, taking into account their talent cluster, corporate title, role,
and career journey. 3. Performance Dialogue is conducted continuously throughout the performance period, with the
following provisions:
In addition, a candidate selection process is carried out to identify successors through talent a. Mandatory, at the beginning of the performance period (during performance planning) and
promotion or rotation in critical positions as part of succession planning. Through this process, the at the end of the performance period (during performance evaluation).
Company prepares successor candidates and their readiness to ensure the continued availability of b. Optional, outside the mandatory sessions, based on the needs of each employee or when
qualified talent for strategic roles. there are indications of declining performance, such as unsatisfactory work quality, low
initiative, refusal of assigned tasks, increasing complaints, defensiveness, or avoidance of
Regular Performance Appraisals and Feedback Process more challenging work.
Individual performance management appraisals at BRI are organized under BRI Continuous
Performance Management (BRICORE), a structured process implemented throughout the Performance Evaluation Phase (Evaluating)
performance period that consists of three phases: planning, managing, and evaluating. The 1. This phase involves preparing for and conducting performance evaluations, including reviewing
managing phase is conducted through Performance Dialogue as an ongoing process during the performance progress and comparing performance results against the established performance
period. The process is illustrated below. targets (measuring employee performance).
2. Evaluations may be conducted by each employee during the performance period on a quarterly,
Performance Planning Phase (Planning) semiannual, or annual basis.
1. This phase is the process of establishing employees’ performance targets, during which 3. Performance evaluation is conducted to support performance check-ins and performance
agreement is reached between the employee and the appraiser, while ensuring alignment appraisal.
between the employee’s performance targets and those of the Work Unit. 4. Each employee’s performance appraisal results in an Individual Performance Score (IPS) and an
2. This phase is conducted at the beginning of the performance period (the beginning of the year) individual performance rating.
or at the start of an employee’s assignment to a new position, function, or Work Unit. It may also 5. To avoid biased or less objective performance evaluations, employees should avoid the
be carried out periodically as needed, provided that it remains aligned with the Work Unit’s following conditions:
performance targets. I. Halo Effect, where performance evaluation is based solely on the prominent positive traits
3. The established performance targets are documented in each employee’s performance plan. of the employee being evaluated.
II. Horn Effect, where performance evaluation is based solely on the prominent negative traits
Performance Management Phase (Managing) of the employee being evaluated.
1. The performance management phase is conducted through Performance Dialogue, a two-way III. Leniency, where the appraiser tends to give overly favorable evaluations to employees.
communication between the employee and the appraiser that provides effective and constructive IV. Strictness, where the appraiser tends to be overly harsh in evaluating employees.
feedback to support continuous improvement in individual performance. This process is V. Central Tendency, where the appraiser tends to assign ratings in the middle range (between
embedded throughout all stages of BRICORE. good and poor).
VI. Recency Error, where the appraiser tends to base the evaluation on the employee’s most
2. Performance Dialogue is conducted through dedicated sessions that are well planned and recent performance rather than the overall performance during the evaluation period.
intended to: BRI uses the MyCore application to support the implementation of BRICORE at the individual level.
The application is used by employees from the performance planning through performance
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 189
Our People: Insan BRILiaN
evaluation. Strong corporate performance is also reflected in the alignment of employees’ Individual Remuneration is determined objectively based on job level and competencies. This approach is
Performance Scores (IPS). intended to attract prospective employees, retain competent talent, and encourage employees to
maximize their contribution to the Company. The determination of compensation and benefits is
BRI manages performance at the Company, Work Unit, and Individual levels through a structured governed by Remuneration Policy No. SE.36-DIR/HCS/12/2024 dated December 30, 2024. The
performance management process. This process aims to ensure alignment between individual and Company provides fixed compensation, such as basic salary and allowances, as well as variable
Company performance, encourage employees to focus on achieving targets, and support optimal compensation, including incentives and bonuses. In addition, Insan BRILiaN receive benefits such
performance. The Company evaluates the overall implementation of individual performance as health insurance, official travel facilities, and pension programs.
management, including employees whose performance falls below the required minimum standards
(underperformers). To address underperformance, BRI implements the Productivity & Performance The ratio of total annual remuneration, calculated as the total annual remuneration of the highest-
Enhancement Program (PPEP) to help employees meet the Company’s minimum performance paid individual to the median annual remuneration of employees, was 26.67 in the reporting year.
standards. This was driven by a 0.45% increase in median employee remuneration (excluding the highest-paid
individual), while the highest-paid individual’s remuneration increased by 5.38% compared to 2024.
In 2025, BRI continued the implementation of the Productivity & Performance Enhancement
Program. During the program, the Company provided various forms of support, including: Nevertheless, BRI remains committed to providing competitive compensation for all employees by
participating in an annual Total Reward Survey conducted by an independent consultant, ensuring
1. Buddy Assistance: A buddy was appointed by the Head of the Work Unit. that remuneration levels are consistently aligned with benchmarks in the banking industry. The
2. Training: Delivered through both online and offline sessions. survey is conducted objectively and in compliance with applicable regulations, with no conflict of
3. Mentoring: Conducted directly by supervisors or the relevant Work Unit leaders. interest between BRI and the remuneration consultant. [GRI 2-20, 2-21]
4. Coaching: Provided by supervisors or BRI’s internal certified coaches.
5. Counseling: Conducted by counselors appointed by the Company. BRI complies with the applicable Provincial Minimum Wage (UMP) regulations in each region by
ensuring that the wages of its lowest-paid employees exceed the prevailing minimum wage. In
An evaluation of the PPEP was conducted in October 2025. The results showed that out of 2,152 2025, BRI’s average lowest wage was 1.09 times the applicable UMP. This ensures that wage
participants, 1,817 successfully completed the program (achieving performance results above 90% determination considers the adequacy of employees’ cost of living based on their respective work
and/or completing 100% of the development plan targets), representing 84% of all participants. locations. [OJK F.20] [GRI 202-1]
This indicates an increasing trend in the number of participants who successfully completed the
PPEP compared with the previous year. Based on these results, the PPEP program has had a In addition, BRI provides maternity protection and leave benefits for full-time employees as follows.
positive impact on employee performance. [GRI 401-2]
Benefit Type Program Name Permanent Fixed-Term
The effectiveness of this performance management system is also reflected in internal talent Employees Employees
mobility within the Bank. In 2025, 6,872 employees, or 8.09% of BRI’s total workforce, received
promotions, demonstrating that BRI’s evaluation mechanism effectively supports the professional Life Insurance • Death Benefit Yes As stipulated in the
growth of high-performing employees. [GRI 404-3]
• Bereavement Allowance employment
• Employee Life & Personal Accident agreement
Insurance
Reward, Benefits & Pay Equity
Fair Compensation and Social Protection Health • National Health Insurance (JKN) Yes As stipulated in the
Insurance • Asuransi Kesehatan Pekerja employment
BRI upholds the principle of equality by implementing a remuneration strategy based on objective, agreement
performance-driven assessments. BRI also provides merit-based salary increases, with the amount
determined by job level, length of service, and workload. Incentives and bonuses are awarded to Disability and • Jaminan Kecelakan Kerja Yes As stipulated in the
enhance employee motivation in achieving performance targets and accomplishments. This Incapacity • Employee Health Insurance employment
Coverage agreement
approach ensures that career development for every employee proceeds without discrimination,
including the absence of compensation disparities between male and female employees. [OJK F.18][GRI Leave • Maternity Leave / Paternity Leave Yes As stipulated in the
405-2] • Annual Leave employment
• Health- or family-related leave agreement
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General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 190
Our People: Insan BRILiaN
Long-Term Incentives for Employee [GRI 401-2]
Principles of the Respectful Workplace Policy in SOEs
BRI provides long-term incentives in the form of share ownership through two programs: the
Employee Stock Allocation (ESA) and the Employee Stock Option Plan (ESOP), both of which have
been implemented since 2016. ESA is granted in four stages to employees across all levels who
meet the criteria established by BRI, including tenure, individual performance, and track record in
fulfilling responsibilities. Meanwhile, ESOP provides employees with the option to purchase shares
at a preferential price. Both programs are offered to employees at specific levels who are classified
as High Potential Talent and Value Creators, as part of an initiative to strengthen their sense of
Recognizing and valuing diversity in Unit leaders ensure that all Creating and sustaining a respectful
ownership in the Company. the workplace by respecting employees are treated fairly, workplace that is free from
differences across various regardless of their characteristics, discrimination, violence, and
backgrounds, including ethnicity, and have equal and equitable harassment in any form.
Employee Stock Employee Stock race, nationality, skin color, age, access to facilities and infrastruc-
Allocation (ESA) Option Plan (ESOP) religion, gender, disability, ture.
perspectives, and other individual
characteristics, to foster a
productive workplace.
Number Shares
in 2024 967,718,000 Number Shares
in 2024 148,926,100
Non-Discrimination HC Policy
Additional Shares
in 2025 83,597,400 Additional Shares
in 2025 0 BRI has adopted these principles as an internal policy through Board of Directors Decree No.
B.1221-DIR/HCS/07/2022 regarding the Respectful Workplace Policy (Policy on Mutual Respectful
Conduct in the Workplace). The provisions set out in the decree are as follows:
1. definitions of a respectful workplace, discrimination, violence, and harassment;
Diversity, Equity & Inclusion 2. criteria for acts of discrimination, violence, and harassment;
3. principles of a respectful workplace; and
BRI upholds the principle of Equal Employment Opportunity and integrates it into non-discriminatory 4. measures for prevention, handling, and monitoring.
human capital policies to ensure that every individual is treated fairly, regardless of background. The Company emphasizes a top-down approach by requiring BRI Leaders to serve as role models
This commitment is reinforced by implementing the Respectful Workplace Policy and sound in fostering an inclusive, conducive, and productive workplace that upholds human rights and
employment practices, aimed at fostering a safe, inclusive, and harassment- and discrimination- enhances the productivity of all Insan BRILiaN. [GRI 2-24]
free workplace.
Equal Employment Opportunity [OJK F.18] [GRI 2-23]
BRI is committed to consistently fostering an inclusive and equitable workplace by upholding the
principles of equality, diversity, and non-discrimination across its diverse workforce. The Company
provides equal development opportunities for employees regardless of gender, age, ethnicity,
religion, race, or other discriminatory factors. BRI’s comprehensive anti-discrimination policies are
embedded across all aspects of human capital management, including recruitment, career
development, and remuneration.
Respectful Workplace Policy
BRI reaffirms its commitment to equality by implementing the Respectful Workplace Policy, as
stipulated in Board of Directors Decree No. SK.B.1221-DIR/HCS07/2022. The Respectful Workplace
Policy is guided by the following principles:
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Introduction
Climate-related
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 191
Our People: Insan BRILiaN
Strenghtening Corporate Culture
Core Culture [F.1] [GRI 2-23] Culture Internalization
BRI’s transformation agenda is implemented through two primary focus areas: strengthening
business performance and advancing corporate culture. Within this framework, corporate culture
is positioned as a strategic foundation that supports the achievement of the Company’s vision and
mission and forms an integral part of its overall corporate strategy. In alignment with this
commitment, and to ensure that BRI’s transformation is implemented in a consistent and measurable
manner, the BRI Group continuously undertakes structured initiatives to internalize its core values.
BRI One Culture serves as the Company’s cultural framework, oriented toward achieving
sustainable performance in support of the realization of the Company’s vision. BRI One Culture BRI’s Cultural Transformation Journey
is grounded in the Brilian Way, which functions as the core set of values and behaviors BRI’s Cultural Transformation Journey represents a sustained and systematic effort to strengthen
internalized in the daily work activities of all BRILiaN individuals. workplace culture as a key driver of the Company’s transformation agenda. This effort is carried out
through targeted programs and behavioral interventions aimed at shaping the mindset, conduct,
On July 14, 2025, BRI officially established the Brilian Way as its corporate culture, serving as and ways of working of BRILiaN individuals to ensure alignment with the Company’s strategic
the behavioral guideline for BRILiaN individuals in carrying out their roles, duties, and direction.
responsibilities. The Brilian Way reflects the fundamental character and core values of BRILiaN
individuals as the primary drivers of the Company’s performance and transformation. It was BRI has developed a Culture Transformation Roadmap through 2030 as a long-term strategic
Formulated through a collaborative and participatory process involving the Board of Directors framework to ensure that corporate culture consistently drives behaviors aligned with the
and BRILiaN individuals, reaffirming BRI’s commitment to strengthening corporate culture as a Company’s business strategy and sustainability agenda. The roadmap encompasses, among
strategic pillar for accelerating transformation and achieving the Company’s long-term others:
aspirations. The BRILiaN Way comprises five core values: Integrity, Collaboration,
Accountability, Growth Mindset, and Customer Focus. Each value is supported by three key 1. Comprehensive internalization of the Brilian Way;
behaviors expected to be demonstrated by all BRILiaN individuals, as outlined below: 2. Empowerment of Change Leaders and Change Agents to serve as cultural role models;
3. Integration of cultural values throughout the entire Human Capital cycle, from recruitment and
development to performance management; and
4. Strengthening of the data-driven culture measurement system.
Definition Definition Definition Definition Definition These efforts are supported by a strong Human Capital management foundation, the creation of a
Upholding Working in synergy and Taking full Being adaptive, Delivering empathyetic collaborative and positive workplace, and an integrated communication strategy delivered through
professionalism, ethics, contributing actively to responsibility for innovative, and open to services and solutions
and honesty by achieve shared people development continuous learning aligned with customer various internal and external channels.
considering risks in objectives. and exercising throughout every needs.
every action. disciplined execution to stages of change.
achieve optimal results.
Key Behaviors Key Behaviors Key Behaviors Key Behaviors Key Behaviors
• Perform duties • Prioritize the interests of • Take responsibility for • Cultivate an innovative • Provide prompt,
professionally by the Companyʼs above sustainable and healthy mindset to continuously accurate, and
applying sound personal team interests growth progress and improve needs-based services
governance and • Foster open • Apply disciplined • Demonstrate resilience to customer
measured risk communication built on execution to deliver and perseverance in • Build and maintain
management practices mutual trust optimal outcomes striving for the highest strong customer
• Demonstrate • Express views • Continuously pursue level of performance relationships in the
consistently between courageously and self-development and • Remain open to interest of the Company
words and actions contribute actively team development constructive feedback • Safeguard the
• Maintain zero tolerance toward achieving and criticism confidentiality and
toward any form of common goals security of customer
violation, misconduct, data
or gratification
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Introduction
Climate-related
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 192
Our People: Insan BRILiaN
Aspects of Corporate Culture Internalization the Culture Action Program (CAP). In parallel, BRI aligns its corporate culture across the entire
Throughout 2025, BRI implemented several strategic initiatives to internalize its corporate culture in Human Capital lifecycle, from recruitment and learning and development, to performance
alignment with the BRI One Culture framework. The internalization of BRI One Culture is structured management.
around four key aspects:
Brilian Way Internalization within the BRI Group
Ongoing change stories and Strengthening Promoting Change Leader & Change
campaigns reinforce the Agent empowerment
importance of cultural Corporate Values Role Model (Training & Reinforcement The BRI Board of Management directly led the Brilian Way
transformation through Program)
kick-off in their respective assigned regions.
4 Aspects of
@lifeatbri, BRILiaN Apps,
posters and artifacts
Brilian Way “I Understandˮ “I See Itˮ
Internalization
To ensure effective Optimization of BRILiaN Apps
and BRISMART functionality and
implementation of usage as supporting systems for “I Have Systemˮ “I Am Capableˮ
Corporate Values, culture implementation (Rookie Strengthening Culture
several initiatives are Buddy, Innovation Portal, and Region 10 & 11
Materials and Assignments
carried out on a
CAP Monitoring) in the BFLP curriculum Semarang dan Yogyakarta
Region 12 & 13
continuous basis. Alignment of Culture across the Management Competence & Skill Surabaya dan Malang
HC Lifecycle, covering
Recruitment, Onboarding, L&D, System Development
and Performance Management
1. Strengthening Corporate Values (I Understand)
Strengthening Corporate Values serves as the primary foundation to ensure that every BRILiaN
individual has a comprehensive understanding of BRI’s Core Values, including their definitions
and expected behaviors. BRI continuously reinforces these core values through consistent
communication approaches, including change stories and cultural campaigns. This effort is As part of strengthening corporate culture, the Board of Directors of BRI conducted direct
supported by the utilization of multiple internal communication channels including the social socialization of the Brilian Way through a series of Kick-Off Brilian Way initiatives across their
media platform @lifeatbri and the BRILiaN Apps, as well as the use of cultural artifacts and respective Regional Offices. These activities served as a strategic platform for the Board to
symbols that embed the values into daily corporate practices. communicate the direction, underlying meaning, and expectations for the implementation of the
2. Promoting Role Model (I See It) BRILiaN Way directly to BRILiaN individuals across Operational Work Units. This direct engagement
Promoting Role Models emphasizes leadership as the primary driver of BRI’s corporate culture. approach strengthened employees’ sense of ownership and reaffirmed that cultural transformation
All Work Unit leaders serve as Culture Leaders who actively demonstrate the Brilian Way in is a collective agenda shared across all organizational levels.
carrying out their responsibilities. Their leadership role is reinforced by Change Agents assigned
within each work unit. The initiative is further strengthened through structured empowerment BRI further ensured alignment in the implementation of the Brilian Way across all entities within the
programs for Change Leaders and Change Agents to maintain consistency and cultural BRI Group, including its 10 subsidiaries. This alignment process was carried out by considering the
coherence throughout all organizational levels. specific business characteristics, organizational maturity levels, and strategic priorities of each
3. Competence & Skill Development (I Am Capable) entity. In addition, BRI implemented several initiatives to ensure that the Brilian Way is effectively
Competence and Skill Development focuses on strengthening the capabilities of BRILiaN understood, internalized, and practiced by all BRILiaN individuals, including the following:
individuals in alignment with the Brilian Way. Corporate Culture internalization is systematically 1. Management of the Culture Team
integrated into all employee development programs, including onboarding programs for new To optimize the management of BRI’s corporate culture and the implementation of BRI One
hires and refreshment programs for existing employees. Culture across work units, active engagement from the Culture Team is essential. The Culture
4. Management System (I Have System) Team comprises Change Leaders (CL), Change Agents (CA), and Change Agent Coordinators
The Management System represents the strategic enabler that ensures BRI’s corporate culture is (CAK), who serve as role models in internalizing BRI’s corporate values. The Culture Team plays
managed in a structured, measurable, and sustainable manner. BRI continuously enhances the a proactive role in ensuring the effective execution of culture programs designed to drive
BRILiaN Apps as the primary platform for corporate culture implementation, including integration behavioral alignment and enhance organizational performance.
with applications such as BRISMART and the Corporate Culture and Innovation Portal. Supporting 2. Alignment of the Brilian Way Across BRI’s Human Capital Cycle
programs include the BRILiaN Rookie Buddy program, and a data-driven monitoring system for BRI positions corporate culture as the foundation of its Human Capital management to ensure
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 193
Our People: Insan BRILiaN
sustainable organizational performance. The Brilian Way is systematically integrated into the
entire Human Capital lifecycle, encompassing recruitment, onboarding, learning and
development, performance management, as well as career development and succession Physical Well-Being [GRI 403-3, 403-6]
planning. BRI prioritizes employeesʼ physical well-being by implementing the Occupational Health and Safety
3. Culture Measurement Management System (SMK3). In addition, BRI facilitates regular General Medical Check-Ups for employees
and organizes quarterly blood donation drives through the Human Capital Service Group in collaboration
To ensure that the Brilian Way is consistently understood and implemented, BRI conducts with the Indonesian Red Cross (PMI).
structured and periodic culture measurement. The assessment evaluates employees’
understanding of the values, definitions, and key behaviors of the Brilian Way, the application of
corporate culture at the work unit level, as well as management’s role modeling in demonstrating
the expected values and behaviors.
4. BRI Excellence Award Social Well-Being
The BRI Excellence Award (BEA) represents one of the highest forms of recognition granted by BRI supports employeesʼ social well-being by fostering a positive work environment that values harmonious
BRI to employees and work units that consistently demonstrate outstanding performance in personal and professional relationships. This commitment is realized through BRILiaN Community, an
ecosystem that brings together 28 communities across sports, arts, and social and religious activities.
achieving the Company’s targets. The BEA held in 2026 recognizes the best-performing Managed down to the regional level, these communities serve as inclusive platforms for Insan BRILiaN to
employees and work units based on their achievements in 2025. pursue their interests, strengthen collaboration, and build healthy interactions beyond formal work settings.
Beyond serving as a platform for pursuing personal interests, BRILiaN Community plays a strategic role in:
Culture Team[F.1][GRI 2-23] • Supporting work-life balance by fostering equilibrium between professional demands and personal
Culture internalization represents a key element in building a sustainability-oriented culture at BRI fulfillment through hobbies and interests;
• Strengthening a collaborative culture by enhancing engagement and cohesion across work units and
and strengthening the implementation of BRI One Culture across all work units. To support this regions through shared activities and competitions;
objective, BRI has established a Culture Team comprising Change Leaders (CL), Change Agents • Serving as an informal communication channel between leaders and employees for the exchange of
information and aspirations;
(CA), and Change Agent Coordinators (CAK). The Culture Team is responsible for ensuring the • Developing non-professional talents while also functioning as a positive engagement platform to
effective implementation of corporate culture by fostering work behaviors aligned with BRI’s core • strengthen the Companyʼs image among stakeholders.
values and supporting sustainable performance improvement. Acting as role models within their
Through BRILiaN Community, each Insan BRILiaN is provided with a platform to connect, share, and learn
respective work units, members of the Culture Team oversee the implementation of the Brilian Way together. When employees feel valued and actively engaged, they are able to enhance their self-worth and
to cultivate collective behaviors that are productive and accountable. Change Leaders play a competencies, which in turn has a direct impact on strengthening innovation, performance, and overall
workforce productivity.
strategic role in exemplifying the expected values and behaviors, ensuring that the Culture
Activation Program (CAP), an initiative designed to support the achievement of key performance
indicators (KPIs), is effectively implemented at the work unit level. In addition, the Culture Team
ensures that cultural values are comprehensively internalized throughout the organization while
Mental Well-Being
serving as an effective internal communication bridge between management and work units. The BRI places strong emphasis on mental well-being to ensure that each employee is able to manage
presence of the Culture Team supports adaptive decision-making processes and strengthens emotions, information, and work-related pressures in a healthy and balanced manner. This support is
delivered through various educational channels, including webinars and podcasts on mental health
sustainable corporate performance. presented by psychologists. Furthermore, BRI provides Teman Cerita BRILiaN, a one-on-one counseling
service with psychologists that can be accessed by Insan BRILiaN either in person or online.
Employee Well-Being
BRI is committed to maintaining a balance between productivity and well-being through Financial Well-Being (Financial Podcast series, Employee Welfare Credit)
comprehensive employee well-being programs and strict adherence to Occupational Health and Through financial education and enhanced financial literacy, BRI equips employees with the capability to
manage their personal finances prudently. Initiatives such as financial literacy webinars and podcasts
Safety (OHS) standards to ensure the safety of all Insan BRILiaN at work. The Company also provide access to knowledge on investment planning, asset management, and household cash flow
continuously fosters harmonious industrial relations by upholding freedom of association and management. Complementing this understanding, BRI offers employee welfare credit through the BRIGuna
Kawan product as a flexible facility that employees can utilize to support their protection and well-being
collective bargaining agreements as a foundation for creating a collaborative, fair, and thriving work needs. With strong financial literacy supported by appropriate facilities, Insan BRILiaN are expected to build
environment for all employees. economic independence and lead a high-quality life free from financial stress, enabling them to remain
focused and contribute fully to achieving the Companyʼs strategic objectives.
Employee Well-Being Programs [GRI 403-6, 403-7]
The Company consistently promotes the four aspects of BRILiaN well-being, covering physical,
social, mental, and financial aspects, in line with the Employee Well-Being Policy.
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 194
Our People: Insan BRILiaN
Family-Friendly Workplace [OJK F.21] Grievance Mechanism [GRI 2-26]
BRI recognizes that each BRILiaN individual plays an irreplaceable role within their family. BRI ensures the protection of employees from discrimination, exclusion or restriction, sexual and
Accordingly, the Company is strongly committed to fostering a family-friendly workplace. BRI non-sexual harassment, bullying, as well as various forms of physical, verbal, and mental violence
supports female employees through policies and facilities related to pregnancy and childcare. as part of its human capital management. This commitment is also reflected in the Respectful
Female employees are entitled to three months of fully paid maternity leave, enabling them to focus Workplace Policy (RWP), which has been communicated through policies and webinars and is
on preparing for childbirth and caring for their newborn during the early months of life. BRI also emphasized for all BRILiaN personnel across work units. Perpetrators who harm employees will be
provides paid paternity leave for male employees to accompany their spouses during childbirth for subject to the applicable labor regulations and, if proven, will face strict sanctions up to and
up to three working days. For breastfeeding mothers, BRI offices provide comfortable nursing including termination of employment.
rooms. At several BRI offices, childcare facilities in the form of daycare centers are also available,
allowing employees to leave their children in care during working hours. Employees may submit complaints and inquiries through internal communication channels,
including the Human Capital Call Center, the BRI Human Capital Assistant, and the BASIC menu on
BRI’s leave and work permit policies comply with applicable labor regulations, as stipulated in the the BRILiaN Apps managed by the Human Capital Service Group (HSC), as well as through the
Collective Labor Agreement (PKB). Insan BRILiaN may apply for annual leave and mandatory leave Company’s Whistleblowing System. Where necessary, employees may also request coaching
(a compulsory five consecutive days as part of annual leave). In addition, employees are entitled to sessions with internal BRI coaches or consultation sessions with external counselors. BRI
paid leave for other purposes, such as marriage, menstruation, caring for sick family members, or guarantees the confidentiality of all information disclosed and the identities of employees throughout
attending family funerals. the complaint and consultation processes.
Working Hour Management [OJK F.21] Employee Engagement
Insan BRILiaN with designated roles and responsibilities may undertake remote working As part of the Company’s commitment to implementing sustainable human capital management
arrangements, providing flexibility to work from any location without the need to be physically practices, the Company periodically evaluates employee engagement through the Employee
present at the office. In line with this initiative, the evolution of corporate culture is reflected in the Engagement Survey (EES).
implementation of the New Way of Working, which marks a shift from traditional work models In the Employee Engagement Survey (EES) conducted in 2024, 73.4% of BRI employees recorded
toward a more flexible, digital, and human-centric approach. a relatively high level of engagement, with a score of 3.51 out of 4, reflecting the job satisfaction of
Insan BRILiaN. Alongside the relatively high level of employee satisfaction, the voluntary employee
The New Way of Working encompasses flexibility in work location and working hours, the turnover rate remained low at only 1.24% in 2025, indicating stronger employee retention compared
optimization of digital technology, and the transformation of organizational culture to support with the banking industry.
remote collaboration and employee well-being. Its implementation includes Work from Anywhere
(WFA), Work from Home (WFH), and Work from Satellite Office (WFS). BRI provides remote working
facilities (BRI Work) located at the RO Jakarta 3 building, KC Bintaro, KCP Bekasi, and KC Dewi
2024 2024
Sartika Bogor. In addition, BRI implements flexible working hours for units and groups within
divisions during periods of intensive work. This initiative supports employee well-being while also Employee Engagement Survey Scope
enabling them to better balance their family responsibilities.
To ensure disciplined working time management, BRI has implemented an attendance system that
captures employees’ clock-in and clock-out data across all operational units and is integrated with 3.51/4.00 73.4%
the payroll system. The system is used to monitor working hours, including overtime management,
in line with company policies and prevailing labor regulations. Additionally, BRI has established a
structured overtime mechanism through its employee application system to ensure supervisory
approval and appropriate compensation for employees undertaking overtime work
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 195
Our People: Insan BRILiaN
During the reporting year, the Company undertook improvements to the EES methodology, SMK3 implementation. Reviews cover planning, implementation, monitoring, and evaluation
instruments, and analytical framework to enhance the quality of measurement, including aspects of activities, with the results serving as the basis for continuous improvement of SMK3
reliability, scope, and alignment with the Company’s strategic direction and organizational dynamics. performance.
In connection with this enhancement process, the EES was temporarily not conducted as an annual 3. Periodic monitoring and evaluation of OHS through inspections, measurements, testing, and
survey in 2025 and will be resumed once the updated methodology has been finalized. internal audits of SMK3 implementation.
4. OHS culture internalization is socialized to ensure employees understand SMK3 as both their
During the methodology refinement period, the Company ensured that the employee listening right and obligation. Internalization methods include:
process continued through multiple channels, including internal communications, employee- • Face-to-face training, webinars, and online learning;
management dialogue forums, grievance and feedback mechanisms, as well as monitoring of • Other communication media (letters, infographics, videos, podcasts, and others); and
relevant HR indicators (such as employee turnover rates). The Company’s focus in 2025 is directed • Emergency response drills at least once per year.
toward strengthening follow-up actions from the previous EES cycle, including enhancing internal 5. Prevention and control of risks arising from operational activities, such as work-related
communication effectiveness, building leadership capacity, and optimizing career development accidents and occupational diseases, are also integrated into the Company’s procurement
and employee well-being programs. The Company aims to conduct the EES using the updated processes for goods and services.
methodology in the next reporting period, with disclosures designed to establish baselines and
ensure comparability of results.. OHS Committee
The Occupational Health and Safety (OHS) Committee (P2K3) serves as a strategic collaboration
Occupational Health & Safety [OJK F.21] platform comprising management representatives and employee representatives. The establishment
OHS Policy Structure in BRI of this committee fully complies with applicable laws and regulations and has received official
The Occupational Health and Safety Management System (SMK3) has been implemented across all approval from the relevant local Manpower Office. OHS Committee plays a central role in:
BRI work units. The Business Continuity Management (BCM) and Occupational Health and Safety • Providing strategic recommendations to management on OHS policies;
(OHS) Department, part of the Operational Risk Group (ORD), is responsible for all aspects of SMK3, • Conducting periodic audits and evaluations of potential hazards in the work environment; and
including the development, enhancement, and implementation of OHS measures. The Head of the • Ensuring effective two-way communication between the Company and employees to foster a
Operational Risk Group holds primary responsibility for the implementation and oversight of OHS. proactive safety culture.
The SMK3 policy is established by the Board of Directors with employee involvement, as stipulated
in Circular Letter No. SE.12-DIR/MPE/09/2025 Book 2, which covers various aspects related to OHS Metrics and Target [GRI 403-9, 403-10]
SMK3. [GRI 2-23, 403-1, 403-8] The SMK3 policy sets out the following provisions: BRI recognizes occupational health and safety as a key foundation for maintaining operational
1. The provisions are formulated in accordance with applicable and ISO 45001:2018 on the sustainability and the well-being of Insan BRILiaN. As an institution operating in the banking sector,
Occupational Health and Safety Management System (OHSMS); the Bank considers its workplace environment to have a low risk of occupational accidents.
2. The provisions apply to BRI employees as well as non-employees, including partner workers;
and suppliers operating within BRI. Nevertheless, BRI remains proactive in identifying and mitigating potential hazards to create a safe
3. The provisions aim to mitigate and control OHS risks arising from operational activities, including and productive workplace. In implementing the Occupational Health and Safety Management
work-related accidents (KAK) and occupational diseases (PAK); System (SMK3), the Bank periodically conducts Hazard Identification, Risk Assessment, and
4. The policy also regulates OHS mitigation and control measures within the Company’s Determining Controls (HIRADC) procedures to map occupational health and safety risks across all
procurement processes of goods and services; work units. The results form the basis for setting priorities and developing action plans to ensure
5. The SMK3 coordination structure consists of the OHS Committee (P2K3) and the Emergency that risk control measures are implemented effectively and in a structured manner.
Response Team.
Given that the majority of operational activities are conducted in office buildings and branch offices,
The provisions of the SMK3 policy are further elaborated in Standard Operating Procedure (SOP) BRI places particular attention on hazards such as electrical short circuits, fire risks, earthquakes,
No. SO.09-ORD/03/2025. The SMK3 aspects regulated under this SOP include: and slippery floor surfaces. Throughout 2025, there were 216 workplace accidents recorded across
1. Establishment of tiered Emergency Response Teams at each work unit, including: all BRI work locations. As part of its prompt response and preventive measures, the Company
• Conducting regular OHS awareness programs and emergency response drills; and strengthened coordination with the Building Management (BM) of Sentra BRI Head Office and the
• Carrying out emergency response drills at least once a year. General Affairs units of branch offices to implement targeted control measures. These initiatives
2. Review and improvement of SMK3 performance to ensure the alignment and effectiveness of
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 196
Our People: Insan BRILiaN
included installing anti-slip flooring along outdoor pedestrian pathways around the Head Office, Promotion of OHS and Emergency Response Culture [GRI 403-2] [GRI 403-4]
increasing the frequency of routine housekeeping inspections throughout office buildings, and OHS promotion serves as a foundation for fostering a strong safety and emergency preparedness
conducting fire and earthquake drills to enhance the readiness of all Insan BRILiaN to respond to culture, encouraging compliance with OHS standards and regulations, and creating a safe and
emergency situations. healthy work environment for employees. OHS risk awareness is communicated to executive
management as well as all BRI employees. In addition, the Company conducts regular safety training
In addition to physical safety, BRI is fully committed to safeguarding the health of its employees to to provide practical understanding of safety protocols for all employees, enabling them to
prevent occupational diseases. Through the annual health screening program, or Annual Medical independently identify and respond to potential hazards. [GRI 403-5]
Check-Up (MCU), the Bank regularly monitors employees’ health conditions as part of its preventive
measures and priority action plans for managing occupational health risks. Within the office To foster a culture of emergency preparedness, BRI provides adequate OHS supporting facilities,
environment, health risk identification focuses on ergonomic factors and work behaviors that may including the placement of fire extinguishers (APAR) and first aid kits (P3K) in every room and at
lead to minor health issues with long-term impacts, such as back pain or Carpal Tunnel Syndrome. strategic locations. The Company also operates BRIMEDIKA Clinic as a primary healthcare facility
In this regard, the Occupational Health and Safety Committee (P2K3) actively promotes ergonomic accessible to employees in the event of work-related accidents or occupational illnesses. As part
working postures as a daily preventive measure. of its compliance with applicable laws and regulations and as an implementation of SMK3, BRI has
held SMK3 certification since June 2023 conducted by PT Multi Sertifikasi Indonesia with 64
To prevent communicable diseases, the Company maintains high hygiene standards by requiring criteria for beginner category and got a score of 90.62%. Furthermore, in August 2024, BRI
employees who are unwell to wear masks in shared workspaces. This policy, along with initiatives underwent a new certification process with 122 criteria and received a score of 94.26%. This score
to raise awareness of proper coughing and sneezing etiquette and to provide access to healthcare falls under the “Satisfactory” category, earning BRI the SMK3 Gold Flag.
services through the company clinic, helps mitigate respiratory infection risks in the workplace.
Furthermore, BRI recognizes that mental health is a critical component of employee productivity. Disaster Risk Management
Accordingly, the Company provides professional counseling services to address psychosocial risks Natural disasters such as floods and landslides resulting from climate change also pose safety risks
arising from work-related stress, ensuring that every Insan BRILiaN receives adequate support to to employees, particularly those working in vulnerable locations. To address this risks, the Company
maintain both professional performance and mental well-being. ensures that all employees understand the Emergency Response Plan and that members of the
Crisis Management Team (TMK), the Emergency Safety Committee Team (TPKD), Building
Occupational Accident Rates for Permanent and Non-Permanent Employees in 2025 [GRI 403-9] Management (BM) at BRI Head Office Centers, and Floor Wardens are well prepared to respond to
potential disasters. This includes readiness of emergency evacuation facilities, such as rubber
Number of Total Hours Rate (per 1,000,000 Hours Worked)
Description boats in flood-prone areas.
Incidents (a) Worked (b) [a/b × 1,000,000]
Fatalities 0 0.00 OHS Training [GRI 403-5]
161,742,896
Recordable Incidents 216 1.34 BRI is committed to building a preventive OHS culture by ensuring that every employee possesses
adequate knowledge and skills to manage workplace risks. This commitment is realized through the
Notes: continuous provision of OHS training for all Insan BRILiaN, both at the head office and across
Total Working Hours were calculated by multiplying the total number of employees, including top management (84,949 employees), operational work units.
by the total working hours during the effective working days in 2025 (238 working days multiplied by 8 working hours per day).
These training programs cover a range of critical aspects, including basic office safety procedures,
Number of Occupational Diseases among Permanent and Non-Permanent Employees in 2025 workplace ergonomics, fire risk mitigation, and emergency evacuation techniques. In addition to
general training, BRI also conducts specialized certification programs for members of the OHS
Number of Occupational
Description Type of Occupational Disease Committee (P2K3) and the Emergency Response Team to ensure they possess the technical
Diseases
competencies required to handle crisis situations professionally.
Fatalities 0 N/A
Through regular training and periodic emergency response simulations (drills), BRI ensures that
Recordable Ill Health 0 N/A
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Introduction
Climate-related
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 197
Our People: BRILiaN Individual
each individual can identify potential hazards at an early stage, respond swiftly in emergency Retirement and Workforce Transition
situations, and play an active role in creating a zero-accident workplace.
BRI is committed to responsibly managing the employee lifecycle, including monitoring turnover
Freedom of Association and Collective Bargaining rates to maintain organizational stability and retain top talent. In recognition of long-term dedication,
the Company provides comprehensive retirement programs to support employees’ financial
Engagement Between Employee Representatives and Management [GRI 2-30] readiness and a dignified transition into retirement.
BRI prioritizes constructive and continuous dialogue between Management and employee
representatives as a foundation for organizational stability. This engagement is formalized through Turnover Rate
the Collective Labor Agreement (PKB), which comprehensively outlines the rights and obligations Throughout 2025, a total of 3,323 employees left BRI, as detailed in the Employee Turnover Rate
of the Company, the Labor Union, and all employees. table on page 234.
To ensure its continued relevance to industry developments and regulatory changes, PKB is Pension Program [GRI 401-2, 404-2]
reviewed and renewed biennially through a transparent and inclusive negotiation process. This BRI continuously strives to enhance employee well-being both during active service and after
approach aims to maintain and strengthen harmonious industrial relations by upholding sound retirement through a range of benefit programs, including:
industrial relations principles. Through this synergy, Management and employee representatives
align the Company’s strategic interests with employee welfare, thereby mitigating the risk of labor 1. Health Insurance Program (BPJS Kesehatan);
disputes and fostering a productive workplace. 2. Old-Age Security Program (BPJS Ketenagakerjaan);
3. Pension Security Program (BPJS Ketenagakerjaan);
Freedom of Association [GRI 407-1] 4. Retiree Health Care Program (Prospens);
BRI fully guarantees the right of every employee to freedom of association and assembly, as 5. Defined Benefit Pension Program (PPMP);
stipulated in applicable laws and regulations. The Company views the Labor Union as a strategic 6. Defined Contribution Pension Program (PPIP);
partner in building a fair and equitable work ecosystem. The implementation of freedom of 7. Old-Age Benefit Program (THT).
association at BRI is reflected in the Company’s full support for employee organization activities and
the provision of formal and informal channels for the Labor Union to convey its aspirations. By In addition, employees approaching retirement are entitled to receive entrepreneurship training
ensuring the right to organize without interference or discrimination, BRI is committed to fostering provided by the Company to support their transition into retirement. The training is delivered
a democratic workplace culture in which employees’ voices are legally recognized and incorporated through the BRILiaN Leader Retirement Program (BLRP), which equips participants with the
into decision-making processes related to employee welfare and industrial relations. knowledge and skills needed to prepare for retirement. In 2025, BRI implemented the BLRP for
employees nearing retirement, with 741 employees enrolled in its pre-retirement development
As of December 31, 2025, BRI employed 84,949 full-time employees, comprising 59,714 (70.29%) program as of December 2025.
permanent employees, 24,539 (28.89%) contract employees, and 696 (0.82%) trainees. BRI does
not employ part-time personnel or workers with unspecified working hours. A total of 36,872 The Company provides post-employment benefits fairly in accordance with internal regulations and
permanent employees, or 43.76%, were members of the BRI Labor Union, reflecting the fulfillment the requirements of Law No. 13 of 2003 on Manpower to ensure employees’ rights are fulfilled. All
of employees’ rights to freedom of association. Union membership is entirely voluntary. Therefore, employees are required to participate in the pension program, with contributions consisting of 75%
not all permanent employees have chosen to join. Nevertheless, all collective labor agreements from the Company and 25% from employees. In addition to pension benefits, employees are entitled
reached between the Labor Union and the Company apply equally to all Insan BRILiaN, regardless to service awards, extended leave, retirement preparation programs, post-employment BPJS
of union membership. This ensures that employment protection standards, social security benefits, Health participation, and other benefits as recognition of their dedication and loyalty.
and remuneration policies remain consistent and inclusive across BRI.
The estimated value of post-employment and long-term employee benefit liabilities is calculated
using the projected unit credit method by an independent actuary. As of 31 December 2025, the
total post-employment benefit liability amounted to IDR 19.9 trillion, comprising defined benefit
pension liabilities and old-age benefit liabilities. [GRI 201-3]
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Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 198
Local Communities Around Us and Human Rights
Local Community Involvement Through Social and Environmental Vision
Responsibility To be a leader in corporate TJSL practices, delivering sustainable value and long-term
benefits to stakeholders
Social and Environmental Responsibility (TJSL) programs are a strategic initiative of BRI focused on
creating shared value. Through empowering vulnerable groups and strengthening community Mission
economic resilience, these initiatives mitigate social risks while reinforcing stability across the • To implement TJSL initiatives in support of BRI’s business through sound, well-
financial sector. By expanding access to banking services and fostering stakeholder trust, BRI planned, strategic, impactful, and sustainable governance and management.
ensures that long-term business growth remains aligned with inclusive community well-being. • To create blended value for BRI and its stakeholders.
• To enhance BRI’s reputation among stakeholders.
Social and Environmental Responsibility Through BRI Peduli [GRI 403-2] [OJK F.25]
BRI Peduli serves as the instrument for implementing TJSL programs, aimed at preventing, reducing, Pillars
and mitigating the Company’s operational impacts while strengthening its positive contributions The BRI Peduli TJSL program is built on three core pillars: Social, Economic, and
across the economic, social, and environmental sectors in support of the Sustainable Development Environmental, all guided by the Legal pillar.
Goals (SDGs). In its approach, BRI Peduli upholds the principles of sustainability and shared value
creation for both beneficiary communities and the Company. Program Planning
The BRI Peduli Program is managed in a systematic and integrated manner to ensure that objectives
BRI implements initiatives focused on empowerment, capacity building, and infrastructure are achieved effectively at every stage, from planning and implementation to monitoring and
development to improve community welfare and promote economic self-reliance. The Bank also reporting. The planning of the BRI Peduli Program refers to the Minister of SOEs Regulation No.
fulfills the mandate set out in the Minister of State-Owned Enterprises (SOEs) Regulations by PER-01/MBU/03/2023 dated March 3, 2023, concerning Special Assignments and Social and
prioritizing TJSL funding for Education, Environment, and the Development of Micro and Small Environmental Responsibility (TJSL) Programs of State-Owned Enterprises. This regulation has
Enterprises (PUMK). All TJSL benefits are expected to enhance public awareness of BRI’s role in been adopted into the Company’s internal policies through Circular Letter No. SE.24-DIR/
advancing sustainable finance. CSC/06/2023 dated June 22, 2023, regarding the Implementation of TJSL Programs of PT Bank
Rakyat Indonesia (Persero) Tbk. BRI emphasizes efficiency and effectiveness to ensure that
Governance of Social and Environmental Responsibility [OJK F.23] initiatives under the BRI Peduli Program are fit for purpose and well-targeted to communities in
BRI plays an active role in supporting vulnerable groups through TJSL initiatives in communities need. The program is formulated based on the following considerations:
surrounding its operational areas. BRI’s TJSL programs are implemented to strengthen the financial
and economic resilience of underserved communities, thereby indirectly contributing to the 1. impacts and risks arising from the Company’s activities;
Company’s long-term business sustainability. These initiatives also enhance public awareness and 2. emerging needs and potential;
expand access to banking services, generating positive social impact while reinforcing BRI’s 3. local strengths and wisdom;
position as a trusted financial partner. 4. sustainability orientation and intended impact; and
5. the focus and direction of sustainable development.
BRI’s TJSL governance is guided by a vision to become a leader in TJSL practices, delivering long-
term value to all stakeholders. This vision is realized through strategic initiatives that integrate TJSL BRI also engages BRILiaN individuals in the implementation of TJSL programs, fostering greater
management with sound governance and measurable implementation to create blended value that employee awareness of community welfare and environmental sustainability around its operational
combines economic and social value, thereby supporting business sustainability while strengthening units. To ensure successful execution of the BRI Peduli Program, BRI has established a roadmap
BRI’s public reputation. In practice, the BRI Peduli Program is implemented through three core that serves as a practical guide, ensuring initiatives are properly targeted and reach intended
pillars: Social, Economic, and Environmental, all guided by the Legal pillar to ensure broad, well- beneficiaries, with priority given to education, environment, and MSME development as the
planned impact aligned with the principles of strong corporate governance. foundation of the program.
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Climate-related
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 199
Local Communities Around Us and Human Rights
Monitoring and Evaluation [OJK F.23] [GRI 203-1, 413-1,413-2] Program Achievements
BRI engages with community leaders to identify appropriate Corporate Social and Environmental In 2025, the BRI Peduli Program received several external awards, as detailed below:
Responsibility (TJSL) program planning in their respective areas. The Company also conducts
outreach to ensure that program implementation does not disrupt local community activities. On a
regular basis, BRI undertakes monitoring and evaluation to maintain implementation effectiveness Category Award Organizer Program Month Received
and to provide input for the continuous improvement of TJSL programs in the future. Monitoring and
evaluation to assess the effectiveness of program impacts are carried out using the Social Return
Sustainable Impact in
on Investment (SROI) approach and the Community Satisfaction Index (CSI), as outlined below. Tribun Network -
Women-Led Urban BRInita May 2025
Lokal Asri
Agriculture
Community Satisfaction Index (CSI) Score TOP CSR AWARD 2025 Top Business BRI Peduli June 2025
Program Name SROI Ratio
Service Index Service Quality TJSL & CSR AWARD BUMN Track BRI Peduli June 2025
Banking, Finance, The International CSR
Support for Gentan Market Facilities 18.22 90.57% Very Good Philanthropy July 2025
Insurance Category Excellent Award
Export Training and Certification 14.15 85.83% Good Banking, Finance, The International CSR
Socio-economic July 2025
Insurance Category Excellent Award
Provision of Coffee Processing
7.35 94.76% Very Good
Equipment for the Ijen Farmers Group Banking, Finance, The International CSR
Equal Opportunities July 2025
Insurance Category Excellent Award
Support for Kya-Kya Tourism
4.39 88.66% Very Good • Yok Kita Gas
Development
• BRInita,
Support for Urban Farming Facilities Nusantara CSR
Silver SDGs • Grow & Green, July 2025
and Infrastructure in Air Dingin Award 2025
4.36 85.17% Good • Ini Sekolahku
Subdistrict, Bukit Raya District,
• AURA
Pekanbaru
Inclusive Green
Liputan 6 Award Grow & Green August 2025
Support for Green Development in Economy Driver
4.23 86.54% Very Good
Den Bukit, Buleleng Global Corporate • Yok Kita Gas
Best Excellence
Sustainability Awards • BRInita November 2025
Support for Taman Sari Waterfall Practices Awards
4.13 95.81% Very Good (GCSA) 2025 • Desa BRILiaN
Revitalization, Gianyar District
Provision of Sweet Potato Processing
Equipment for KWT Sri Mandiri
3.98 96.69% Very Good
Sembawa, Jalaksana District,
Kuningan
Provision of Batik-Making Equipment
3.92 97.78% Very Good
for Gadisku 2, UPT PSBR Blitar
Education Fund Support for BRILiaN
3.09 94.61% Very Good
Village Sigumpar Julu, Toba Regency
* During 2025, BRI did not receive any formal public complaints or grievances related to the impacts of BRI’s activities. [F.24]
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 200
Local Communities Around Us and Human Rights
List of Flagship Programs [OJK F.23] [GRI 203-2]
Legal and
Social Economic Environment
Governance
Social Pillar Economic Pillar Environmental Pillar Legal and Governance Pillar
Social Pillar, aimed at ensuring the fair and Economic Pillar, aimed at achieving quality Environmental Pillar, aimed at sustainable Legal and Governance Pillar, aimed at
equitable fulfillment of quality basic human economic growth through sustainable management of natural resources and the ensuring legal certainty and effective,
rights to improve community welfare. employment and business opportunities, environment as the foundation of all life. transparent, accountable, and
innovation, inclusive industries, adequate participatory governance to create
infrastructure, affordable clean energy, security stability and uphold the rule of
and supported through partnerships. law.
Program Program Program Program
• BRI Peduli Program “This is My Schoolˮ • Export Training for MSMEs • Protect Rivers, Protect Life in
• Preventing Stunting is Important in • Infrastructure Assistance for Gentan Commemoration of World Rivers Day
National Nutrition Day 2025 Market in Yogyakarta 2025
• BRI Peduli Student Scholarship Program • Assistance for Coffee Processing • BRI Peduli Yok Kita GAS (Waste
2025 Equipment for the Ijen Farmer Group Management Movement) Journey
• BRI Peduli Grow & Green Coral Reef
Transplantation Program
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 201
Local Communities Around Us and Human Rights
Social Pillar [OJK F-25] [GRI 203-2]
Fair and Equal Access to Basic Human Rights
2025 Social Programs Date SDGs 2025 Social Programs Date SDGs
BRI Peduli provided support to SD Negeri Gambiran January 15, 2025 BRI Peduli distributed basic food packages to May 9, 2025
I, Prigen, Pasuruan Buddhist communities in Tangerang in observance
of Vesak
BRI Regional Office Bandar Lampung, in January 20, 2025 BRI delivered humanitarian assistance while June 2, 2025
collaboration with IWABRI, delivered assistance to ensuring service continuity following the Bengkulu
flood-affected communities in South Teluk Betung earthquake
“Preventing Stunting Matters” program in January 25, 2025 BRI Peduli provided business empowerment June 6, 2025
commemoration of National Nutrition Day support to Garut sheep farmers in Sukalaksana
Village
BRI Peduli distributed basic food packages to January 29, 2025 BRI Peduli promoted character education through July 23, 2025
communities in Tangerang and Singkawang to agro-education activities for elementary school
mark the Lunar New Year students in commemoration of National Children’s
Day
BRI Peduli delivered assistance to flood-affected March 5, 2025 BRI recognized members of the National Flag- August 20, 2025
communities in the Greater Jakarta area Raising Troop (Paskibraka) and supporting
personnel
BRI distributed 100,000 basic food packages during March 27, 2025 BRI Peduli delivered emergency response September 12,
Ramadan assistance to flood-affected communities in Bali 2025
and NTT
BRI Peduli supported the Indigenous Community of April 29, 2025 BRI Peduli strengthened healthcare infrastructure November 12,
Soka Village, Tabanan, in observance of Nyepi by distributing hundreds of ambulances nationwide 2025
(Day of Silence) in alignment with Asta Cita
BRI advanced education quality through BRI Peduli May 2, 2025 BRI Peduli recognized the role of teachers and November 25,
“Ini Sekolahku” provided support to SDN Sukamahi 02 2025
Megamendung in commemoration of National
Teachers’ Day
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 202
Local Communities Around Us and Human Rights
Flagship Programs of the Social Pillar
3. BRI Peduli "Student Scholarship Program 2025"
1. BRI Peduli “Ini Sekolahku” Program 2. “Preventing Stunting Matters” in Commemoration of
National Nutrition Day 2025 Education plays a vital role in national development by
equipping individuals with the knowledge and skills
BRI strives to foster safe, comfortable, and conducive The BRI Peduli “Preventing Stunting Matters” Program needed to contribute positively to society. High-quality
learning environments while expanding access to was implemented as a targeted social intervention to education also helps develop competitive human capital
inclusive education. In line with this commitment, BRI support improvements in children’s health quality and that drives economic growth and supports social stability.
continued the BRI Peduli “Ini Sekolahku” Program in 2025 strengthen community health services. Through a
across 12 schools in Pekanbaru, Bandung, Yogyakarta, collaborative approach, the program’s implementation is In line with this commitment, BRI, through the BRI Peduli
Jakarta, Banjarmasin, and Denpasar. aligned with community needs and supports the Program, provided scholarships to approximately 200
sustainability of stunting prevention efforts at the local high-achieving students and students from
The program focuses on two key areas: improving level. The program contributes to improving the quality of underprivileged families in Pekanbaru, Bandung,
educational facilities and infrastructure, and providing basic healthcare services, expanding children’s access to Yogyakarta, Jakarta, Banjarmasin, and Denpasar.
financial support through scholarships. On the adequate nutritional intake, and reducing the economic
infrastructure side, BRI constructed and renovated school burden on families in meeting children’s nutritional needs. Support for improving educational infrastructure,
buildings and upgraded learning facilities, particularly for In commemoration of National Nutrition Day 2025, BRI combined with expanded access to scholarships, is
schools facing infrastructure constraints, including those implemented the “Preventing Stunting Matters” Program expected to foster a more inclusive and higher-quality
in remote areas. In addition, BRI provided scholarships to in the cities of Banjarmasin, Denpasar, Makassar, education system, creating greater learning opportunities
underprivileged and high-achieving students, supporting Yogyakarta, Manado, Padang, and Malang. At the same for the younger generation. This program reflects BRI’s
the development of competitive and high-quality human time, the collaborative practices established through this contribution toward realizing Indonesia’s Golden
capital. program help strengthen an integrated stunting prevention Generation 2045 vision.
ecosystem at the local level.
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Introduction
Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 203
Local Communities Around Us and Human Rights
Economic Pillar [OJK F.25] [GRI 203-2]
Creating Inclusive Employment, Business, and Industrial Opportunities
2025 Economic Programs Date SDGs
BRI Peduli provided a Micro-Hydro Power Plant (PLTMH) in BRILiaN Village Jatihurip March 21, 2025
BRI empowered Indonesian women through the BRInita Program April 21, 2025
BRI Peduli provided free internet access at SMP Negeri 6 Bayan, North Lombok, to promote equitable digital access in 3T (frontier, outermost,
May 20, 2025
and disadvantaged) regions
BRI organized an export training program to enhance MSMEs’ competitiveness in global markets August 15, 2025
BRI Peduli equipped Indonesian migrant workers in Lombok, West Nusa Tenggara, with knowledge and skills to create new business opportunities October 8, 2025
BRI Peduli supported food security through the BRInita Harvest Festival October 16, 2025
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Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 204
Local Communities Around Us and Human Rights
Flagship Programs of the Economic Pillar
3. Provision of Coffee Processing Equipment for the Ijen
1. "Export Training" for MSMEs 2. Support for Facilities at Gentan Market, Yogyakarta Farmers Group
As a state-owned enterprise with a focus on the Micro, Traditional markets play a vital role in the local economy The Ijen Agrotourism Area in Banyuwangi is designated
Small, and Medium Enterprises (MSME) segment, BRI but face increasing competition from modern retail. as a National Priority Rural Area (KPPN), with coffee as its
continues to encourage business actors, including micro Gentan Market in Ngaglik District, Sleman, serves as a leading commodity and strong potential for high-value
and ultra-micro segments, to grow and develop major local market for small and medium enterprises products and community-based tourism. To unlock this
sustainably. One of the initiatives undertaken is the Export (SMEs) and remains a central hub of economic activity for potential, BRI has collaborated with the Ijen Tourism
Training Program, which is designed to enhance the the surrounding community. Cluster (ITC) to strengthen the capacity of farmers and
capacity and readiness of MSMEs to enter global markets. coffee entrepreneurs through quality improvement and
This program aims to support business growth by Recognizing the strategic role of traditional markets the provision of processing facilities. This enables them
improving product competitiveness, expanding access to within the local economic ecosystem, BRI collaborated to move beyond selling raw beans and produce value-
international markets, and strengthening entrepreneurs’ with the Sleman Regency Office of Industry and Trade to added coffee products. The program also strengthens the
understanding of export processes. Through this revitalize and upgrade facilities at Gentan Market. The “Kopi Banyuwangi” brand while increasing local income
program, MSMEs are expected to increase product value improvements enhanced the market’s competitiveness, and community welfare.
added, broaden business opportunities, and enhance created a more comfortable environment for vendors and
income, while also supporting the promotion of Indonesian visitors, and increased merchant visibility to encourage
products and culture in global markets. The program also greater trading activity. These efforts also reinforced
reaffirms BRI’s role as a growth partner for MSMEs in Gentan Market’s role as a resilient local economic hub
strengthening the contribution of the people’s business that adapts to the community’s evolving needs.
sector to the national economy.
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Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 205
Local Communities Around Us and Human Rights
Environmental Pillar [OJK F.10] [GRI 203-2]
Sustainable Environmental Ecosystem Management and Conservation
2025 Environmental Programs Date SDGs 2025 Environmental Programs Date SDGs
BRI Menanam – "Grow & Green" in Tanjung BRI Menanam – Grow & Green reaffirmed its
Prepat, Berau absorbed 2,987.62 kg CO₂e February 7, June 5,
commitment to environmental stewardship on
annually and supported local economic 2025 2025
World Environment Day
development
BRI Menanam – Grow & Green Coral BRI promoted public awareness through waste
Transplantation enhanced marine ecosystem February management initiatives to protect river July 26,
awareness and supported fishermen’s 14, 2025 ecosystems in commemoration of National River 2025
livelihoods on Maratua Island Day
BRI Peduli commemorated National Waste BRI conducted mangrove planting in Muara
February July 26,
Awareness Day through community and student Gembong, Bekasi, in observance of International
21, 2025 2025
engagement initiatives Mangrove Day
BRI Menanam – Grow & Green Coral BRI Peduli supported river conservation in September
April 1,
Transplantation preserved marine ecosystems in commemoration of World Rivers Day 23, 2025
2025
Gili Matra, West Nusa Tenggara
BRI and youth communities safeguarded
BRI Menanam – Grow & Green on Kapoposang ecosystems through mangrove planting and October
April 28,
Island promoted sustainable marine ecosystems plastic waste management on World Climate 24, 2025
2025
through collaborative action Action Day
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Climate-related
Disclosure
Sustainability-related
Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 206
Local Communities Around Us and Human Rights
Flagship Programs of the Environmental Pillar
3. BRI Peduli Grow & Green Program: Coral Reef
1. “Protect the River, Protect Life” in Commemoration of 2. BRI Peduli Yok Kita GAS (Waste Management Movement) Transplantation [OJK F.9, F.10]
World Rivers Day 2025 - Waste Management Journey
Through the Grow & Green program, BRI continues its
The “Protect the River, Protect Life” program reflects Waste accumulation remains an environmental challenge coral reef transplantation efforts on Maratua Island (East
BRI’s ongoing commitment to strengthening the in various regions due to low public awareness and Kalimantan), Kapoposang Island (Sulawesi), and Gili
suboptimal waste management practices. In response to
sustainable management and protection of river Matra (West Nusa Tenggara). The initiative aims to restore
this condition, the program supports the establishment
ecosystems in collaboration with Sungai Watch. The and strengthening of TPS 3R (Reduce, Reuse, Recycle marine ecosystems, enhance biodiversity, and support
initiative goes beyond river clean-up activities by Waste Processing Facilities) and Waste Banks in selected sustainable fisheries and marine tourism, which serve as
promoting public awareness of the importance of locations, driven by local heroes, with the aim of reducing primary sources of livelihood for coastal communities.
safeguarding water quality, maintaining aquatic environmental pollution and health risks while
ecosystem balance, and reducing CO₂ emissions. encouraging active community participation. In collaboration with local communities and environmental
Improved river quality helps reduce pollution, enhances partners, the Grow & Green program integrates marine
The program has been implemented in several markets
environmental conditions, and supports long-term and focuses on capacity building through education on conservation with community-based empowerment. It
ecosystem sustainability for surrounding communities. waste segregation, waste management literacy, and also reinforces BRI’s commitment to sustainable
This leads to better public health, lower disaster risk, and awareness of the economic value of waste, supported by development by strengthening coastal ecosystem
greater opportunities for green economic activities, strengthened infrastructure and facilities. Assistance resilience and improving quality of life in coastal areas.
supporting a more sustainable quality of life. By adopting provided includes waste processing machines,
operational vehicles for Waste Banks, the development of
a participatory approach, the program fosters
Black Soldier Fly (BSF) maggot facilities, waste bins,
environmentally responsible behavior while reinforcing occupational safety equipment, uniforms, and other
community-based river governance. supporting equipment. Through this initiative, Waste
Banks are expected to play an optimal role in creating a
cleaner environment, increasing the economic value of
waste, and supporting sustainable community-based
waste management.
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Disclosure
General
General Sustainability
Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 207
Local Communities Around Us and Human Rights
Human Rights Commitment rights risks.
Human Rights Policies [GRI 2-23] Rights Holders Vulnerable Groups Risks Related to Human Rights
BRI recognizes potential human rights risks that may affect workers within its supply chain, including
Occupational Health and Safety, Forced Labor, Discrimination, Right to Collective Bargaining, • Discrimination, Harassment, and
Freedom of Association, Child Labor & Human Trafficking. The Company is committed to integrating Violence
• Women employees
these risks into its overall risk management framework as well as its social and governance Employees • Occupational Health and Safety
• Non-permanent
initiatives. • Freedom of Association
employees
• Diversity, Equity, and Inclusion
• Employees with
Human rights-related policies governing BRI’s operational activities are set out in the Human Rights • Remuneration
disabilities
Principles and Labor Practices Policy, available at https://www.ir-bri.com/esg/human_right_ • Human Capital Development
commitment.html. These policies apply to BRI employees as well as to workers of the Company’s • Work-Life Balance
suppliers and business partners, ensuring that human rights principles are respected and
• Discrimination, Harassment, and
implemented consistently, not only within the organization but also throughout the supply chain and Suppliers/ Violence
across business partnerships. Third Parties • Occupational Health and Safety
• Supplier workers • Freedom of Association
Furthermore, BRI supports global human rights standards by adhering to the United Nations Guiding
• Women workers • Diversity, Equity, and Inclusion
Principles on Business and Human Rights (UNGPs on BHR), which align with the ten principles of
• Forced Labor
the United Nations Global Compact (UNGC). This commitment covers the protection of human
• Child Labor
rights across the Company’s operations, including its workforce, business partners, and supply
• Human Trafficking
chain. Information regarding BRI’s commitment and follow-up actions related to the United Nations
Guiding Principles on Business and Human Rights (UNGPs on BHR) can be found on the United
Nations Global Compact website: https://unglobalcompact.org/what-is-gc/participants/156911-PT- BRI has conducted human rights assessments concerning workers across both internal and external
Bank-Rakyat-Indonesia-Persero-Tbk-. [FN-CB-410a.2] business activities since 2023. These assessments are carried out periodically, in line with the
Company’s priorities and needs, to identify human rights-related risks. The assessment process
Human Rights Training and Awareness Initiatives [GRI 2-24] evaluates the likelihood and severity of each identified risk, enabling a comprehensive analysis of
BRI continues to strengthen its human rights commitment by expanding understanding through the inherent and residual risks.
following initiatives:
1. conducting regular training and communications for employees to enhance knowledge, Human rights due diligence across internal and external operations is conducted in accordance
understanding, and awareness of human rights principles; with Board of Directors’ Letter No. B.1470-DIR/ESG/07/2023 dated July 13, 2023, concerning the
2. communicating the implementation of human rights commitments and their impacts to Human Rights Policy of PT Bank Rakyat Indonesia (Persero) Tbk. The process follows a structured
stakeholders through various internal communication channels; and framework comprising:
3. disclosing human rights practices to external stakeholders through the Sustainability Report.
1. human rights commitment;
Human Right Risk Assessment and Due Diligence [OJK F.19] [GRI 408-1, 409-1] 2. identification of impacts and risks;
BRI adopts a precautionary approach to managing potential risks to employees’ human rights 3. assessment of impacts and risks;
across its operations. To this end, BRI conducts human rights due diligence by identifying and 4. mitigation and remediation; and
assessing impacts and risks arising from its operations, value chain, and other business-related 5. communication of impacts.
activities, including new business arrangements such as mergers and acquisitions. In doing so,
particular attention is given to vulnerable groups, such as women and persons with disabilities. By In addition, BRI has completed the human rights due diligence process administered by the
prioritizing these efforts, BRI reinforces its commitment to fostering a business ecosystem that Indonesian Ministry of Human Rights through the PRISMA application. The assessment resulted in
respects, protects, and promotes human rights, especially for those most vulnerable to human a Green rating, indicating compliance with the Business and Human Rights Risk Assessment
Indicator Standards.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 208
Local Communities Around Us and Human Rights
Human Rights Assessment To uphold human rights across its supply chain, BRI applies responsible business practices by
BRI conducted a human rights self-assessment for employees and suppliers in 2025 as part of the engaging only with suppliers, business partners, and borrowers that demonstrate a commitment to
Company’s commitment to ensuring responsible business practices. Through this process, BRI ethical and sustainable operations. To reinforce this approach, BRI has established a Supply Chain
identified key human rights risks and formulated structured mitigation and remediation measures to Policy that sets out requirements applicable to business partners, covering ethical business
effectively manage and address these risks. The following presents the results of the human rights practices, respect for human and labor rights, environmental considerations, data privacy, health
self-assessment for employees and suppliers: and safety, and supplier diversity. BRI also conducts human rights risk assessments in relation to
supplier engagement and evaluates supplier controls to verify compliance with its human rights
policies and standards.
Internal Organization External Organization
Human Rights Mitigation and Remediation [GRI 2-26]
BRI has implemented proactive measures to mitigate human rights violations across all work units.
These mitigation efforts are designed to uphold human rights principles across BRI’s operations in
2025 2025 line with the United Nations Guiding Principles on Business and Human Rights (UNGPs BHR).
38,035 416 Nevertheless, BRI has established clear procedures to address human rights issues and facilitate
recovery from adverse impacts through the following remedial actions:
(44.77%) (100,00%)
• formal apologies;
• restitution;
• rehabilitation;
• guarantees of non-recurrence;
• financial and/or non-financial compensation; and
Based on human rights impact and risk assessments conducted during the reporting period across • legal remedies.
416 suppliers, no incidents or supplier operations were identified as posing significant risks related
to child labor or forced labor. Oversight efforts have been strengthened through periodic evaluations Reports related to alleged human rights violations may be submitted through the Whistleblowing
to ensure that all business partners remain aligned with the human rights standards upheld by BRI. System (WBS). The system ensures confidentiality of identity and protection for whistleblowers.
As a preventive measure and a mandatory requirement for doing business with BRI, all suppliers are Reports, accompanied by supporting evidence, may be submitted by BRI employees, customers,
required to sign an integrity pact and comply with minimum working age requirements and labor business partners, or external stakeholders through the following channels:
practices in accordance with applicable Indonesian labor laws. [GRI 408-1, 409-1]
Whistleblowing System
Monitoring of Human Rights Management
The results of the identification and assessment of human rights impacts and risks through a +62 811 8113 5306 bri-whistleblowingsystem@tipoffs.info PO Box 1450
systematic and periodic human rights due diligence process provide an overview of the key aspects JKP 10014
that need to be considered in fulfilling the human rights of both internal and external workers. https://idn.deloitte-halo.com/bri-whistleblowingsystem
Internally, BRI is committed to prohibiting child labor and forced labor across all its operations. The
Bank prioritizes the creation of a safe, inclusive, and supportive workplace for all Insan BRILiaN by
safeguarding fundamental labor rights, providing opportunities for professional development, and All reports submitted, along with supporting evidence, will be processed through a thorough,
promoting the values of diversity, equity, and inclusion. independent, and objective investigation. If the investigation confirms that the report is substantiated,
BRI will impose sanctions in accordance with the applicable policies and regulations. [GRI 406-1]
In addition, BRI has established clear policies to prevent discrimination, harassment, and violence
in any form. To foster harmonious labor relations, BRI ensures freedom of association for employees,
including the right to participate in labor unions. Employee privacy is also strictly protected as part
of BRI’s commitment to maintaining an ethical workplace.
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Responsible Artificial Intelligence
Responsible Artificial Intelligence Policy Responsible Artificial Intelligence Program
BRI recognizes that the integration of Artificial Intelligence (AI) can support growth under the BRI strategically implements a responsible AI program, with a focus on strengthening a secure and
BRIVolution Reignite strategy. To ensure that AI technology delivers sustainable benefits to society inclusive digital ecosystem, as outlined below.
while mitigating potential risks, BRI has established a Responsible AI policy grounded in the
following principles. • Regular Algorithm Audits and Updates
BRI conducts independent algorithm reviews, including periodic monitoring and testing of all AI
Respecting data privacy in the use and/or development of AI models developed and deployed. This ensures that model performance and accuracy remain
BRI places customer data protection as its highest priority. All AI model development, including the optimal and reliable. Periodic evaluations enable early detection of potential model drift, where
BRIBrain platform that supports internal AI deployment, must comply with customer privacy AI performance may decline or deviate from its intended objectives due to changes in data
protection policies in accordance with Law No. 27 of 2022 on Personal Data Protection and the patterns or algorithms. Through rigorous oversight, BRI ensures that all algorithms remain on
international Information Security Management System standard ISO 27001:2013. Personally track, consistently deliver accurate outcomes, and align with established ethical standards and
identifiable information for AI model training is conducted through automated data masking using business parameters. This approach reflects the bank’s commitment to maintaining technological
encryption methods to ensure the confidentiality of sensitive personal information. integrity for the long-term protection and comfort of customers.
• Integration of AI into Cyber Risk Management
Avoiding potential bias in the use and/or development of AI The utilization of an AI Bot as part of internal coordination facilitates faster escalation of
In support of financial inclusion, BRI ensures that algorithms used for strategic purposes, such as suspicious activities, ensuring an effective response to strengthen the Bank’s operational
credit assessment, are designed ethically. BRI proactively mitigates the risk of algorithmic bias to resilience.
ensure objective credit decisions and without discrimination based on customers’ gender,
• Digital Ethics Literacy for Insan BRILiaN
geographic location, or social background, in line with the principle of fair treatment set out in the
BRI organizes educational programs for employees on the responsible and ethical use of AI.
Bank’s Code of Conduct.
These initiatives ensure that all BRILiaN individuals can leverage AI and related technologies
with full awareness of compliance risks and consumer protection considerations. Going
Keeping humans “in the loop” for critical decisions and allowing human intervention
forward, the bank is committed to conducting AI-related digital literacy programs regularly to
Although AI and Robotic Process Automation (RPA) have significantly enhanced operational
ensure that all Insan BRILiaN remain adaptable to evolving technologies while upholding
efficiency, BRI continues to apply the Human-in-the-Loop principle for critical decisions, such as
accountability in business operations.
high-value credit approvals and the handling of complex customer disputes. Final verification
remains the responsibility of BRILiaN individuals, ensuring empathy and contextual judgment that • Inclusive AI to Empower MSMEs
cannot be replaced by AI and automation. Through the development of Sabrina (Smart Virtual Assistance) to support the digital
ecosystem, AI adoption has facilitated the digital handling of customer complaints, thereby
Ensuring transparency of AI systems and explainability of AI generated results/decisions contributing to the advancement of national financial inclusion.
BRI ensures that all outputs or decisions generated by AI are traceable and can be adequately
explained by internal teams, particularly when they affect services provided to customers. Such
transparency is essential to building customer trust and ensuring that automated decisions have a
clear and accountable basis.
Establishing clear accountability for outcomes produced by AI models/tools
AI accountability is integrated into Information Technology governance under the oversight of the
Information Technology Steering Committee. BRI establishes clear roles and responsibilities for
developers and business units overseeing the use of AI to monitor model performance regularly,
ensure effective cyber risk mitigation, and address any potential impacts arising from AI deployment.
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Appendices
ESG Data Tables 211 Issued Securities Impact Reporting 246 Index Reporting Indices 276 IDX Reporting Indices 292 Assurance 293 Feedback Form 297
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Finance & Business
Company Scale (Bank Only) [C.3] [GRI 2-6]
Description Unit 2023 2024 2025
Net Profit IDR Billion 53,153 54,841 50,404
Revenue IDR Billion 189,646 215,738 217,379
Total Assets IDR Billion 1,835,249 1,840,395 1,931.536
Total Third-Party Funds (DPK) IDR Billion 1,352,683 1,360,134 1,460,089
Total Liabilities IDR Billion 1,536,512 1,541,022 1,632,040
Equity IDR Billion 298,737 299,373 299,496
Non-Third-Party Funds IDR Billion 183,829 180,888 171,951
Number of Operational Work Units Unit 7,755 7,568 7,377
Economic Performance Achievment [F.2]
[GRI 201-1]
Actual Target Actual Percentage(%)
2023 2024 2025
Total Assets 1,835,249 1,840,395 1,943,799 1,931,536 99.37
Earning Assets 1,684,737 1,711,302 1,834,161 1,856,531 101.22
Total Loans 1,146,083 1,215,847 1,307,098 1,342,674 102.72
Third-Party Funds 1,352,683 1,360,134 1,461,532 1,460,089 99.90
*Total Revenue 189,122 214,685 220,054 216,951 98,59
Total Expenses 122,050 145,574 155,440 154,750 99.56
Net Profit 53,153 54,841 51,303 50,404 98.25
* Total revenue represents all operating and non-operating income. Total expenses consist of all operating expenses, except for tax paid.
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Direct Economic Value Generated and
Description Unit 2023 2024 2025
Distributed [GRI 201-1]
Interest Income IDR Billion
146,918 162,229 163,606
Non-Interest Income IDR Billion
42,728 53,508 53,773
Non-Operating Income IDR Billion
-524 -1,053 -428
Total Direct Economic Value Generated IDR Billion
189,122 214,684 216,951
Non-Interest Operating Expenses (Excluding Personnel Expenses) IDR Billion
30,526 35,013 35,747
Personnel Expenses (Excluding Outsourced Personnel) IDR Billion
26,519 26,842 27,900
Dividend Payments to the Government IDR Billion
23,234 25,715 27,682
Interest on Loans and Interbank Interest IDR Billion
38,484 50,579 50,025
Payments to the Government (Taxes) IDR Billion
23,447 28,014 22,068
Community Investment Expenditure IDR Billion
342 343 326
Total Direct Economic Value Distributed IDR Billion
142,552 166,506 163,747
Direct Economic Value Retained IDR Billion
46,570 48,178 53,204
Global Systemically Important Bank
BIS Leverage Ratio
[FN-CB-550a.1]
Aspect Unit 2023 2024 2025
Basel) III Tier 1 Capital IDR 238,956,599 241,043,217 246,050,197
Basel III Total Exposure IDR 1,749,457,664 1,798,631,971 1,920,699,682
Basel III Leverage Ratio % 13.66 13.40 12.81
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Tax Reporting* [GRI 207-4]
2022 2023 2024
Description Unit
Domestic Others Domestic Others Domestic Others
Number of Employees Person 74,735 105 77,739 66 81,848 68
IDR
Revenue 202,710,231 1,581,523 240,297,151 2,909,234 210,031,414 3,787,814
Million
IDR
Profit (Loss) Before Income Tax 65,536,208 614,553 75,885,153 386,520 68,476,430 727,504
Million
IDR
Income Tax Payable 13,103,645 125,386 12,515,017 67,504 12,353,974 106,521
Million
IDR
Income Tax Paid 24,473,827 84,337 16,413,631 87,215 13,421,313 41,204
Million
*) All information in this report belongs to PT Bank Rakyat Indonesia (Persero) Tbk without including subsidiaries. On the other hand, BRI conducts audits of consolidated financial statements that include subsidiaries
such as Bank Raya, BRI Remittance, BRI Life, BRI Finance, BRI Ventures, BRIDS, BRI Insurance, Pegadaian, and PNM. Information related to these subsidiaries is not included in this report. [GRI 2-2]
Loans by Segmen [FS6]
Segment Unit 2023 2024 2025
IDR Trillion 496.55 491.22 470.77
Micro
% 43.33 40.40 35.06
IDR Trillion 442.70 470.39 519.88
Retail
% 38.63 38.69 38.72
IDR Trillion 206.83 254.24 352.02
Corporate
% 18.05 20.91 26.22
IDR Trillion 1,146.08 1,215.85 1,342.67
Total
% 100 100 100
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Loans by Region (Indonesia) [GRI G4 FS6]
Region Satuan 2023 2024 2025
IDR Trillion 306.55 371.48 473.49
Jakarta
% 26.75 30.55 35.27
IDR Trillion 183.10 187.71 199.75
Sumatera
% 15.98 15.44 14.88
IDR Trillion 88.94 77.58 76.57
West Java
% 7.76 6.38 5.70
IDR Trillion 140.41 137.10 133.86
Central Java & DI Yogyakarta
% 12.25 11.28 9.97
IDR Trillion 136.61 140.90 142.86
East Java
% 11.92 11.59 10.64
IDR Trillion 260.79 276.75 284.75
Eastern & Central Indonesia
% 22.76 22.76 21.21
IDR Trillion 29.68 24.33 31.37
Others
% 2.59 2.00 2.34
IDR Trillion 1,146.08 1,215.85 1,342.65
Total
% 100 100 100
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Loans by Region (Outside Indonesia) [GRI
Region Satuan 2023 2024 2025
G4 FS6]
IDR Trillion 8.38 13.50 8.16
New York
% 50.73 55.49 26.03
IDR Trillion 6.88 9.25 12.84
Singapore
% 41.65 38.02 40.92
IDR Trillion 0.95 1.02 1.06
Timor-Leste
% 5.75 4.19 3.37
IDR Trillion 0.31 0.56 0.85
Taiwan
% 1.88 2.30 2.71
IDR Trillion – – 8.46
Cayman Islands
% – – 26.98
IDR Trillion 16.52 24.33 31.37
Total
% 100 100 100
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Loans by Business Sector [GRI G4 FS6]
Business Sector Unit 2023 2024 2025
[FN-CB-240a.1]
IDR Trillion 1.52 6.14 8.34
Public Administration and Mandatory Social Security
% 0.13 0.51 0.62
IDR Trillion 102.53 110.19 117.67
Manufacturing
% 8.95 9.06 8.77
IDR Trillion 53.70 61.07 62.27
Other Community, Social, Cultural, Entertainment and Personal Services
% 4.69 5.02 4.64
IDR Trillion 4.22 4.53 6.45
Human Health and Social Work Activities
% 0.37 0.37 0.48
IDR Trillion 0.86 0.97 1.29
Education Services
% 0.08 0.08 0.10
IDR Trillion 1.00 0.90 0.75
Household Services
% 0.09 0.07 0.06
IDR Trillion 31.41 8.86 9.18
Unclassified Activities
% 2.74 0.73 0.68
IDR Trillion 33.73 35.48 79.33
Construction
% 2.94 2.92 5.91
IDR Trillion 30.37 36.44 53.41
Electricity, Gas and Water
% 2.65 3.00 3.98
IDR Trillion 239.69 254.89 275.98
Non-Business Credit Recipients
% 20.91 20.96 20.56
IDR Trillion 22.38 24.64 24.05
Accommodation and Food Service Activities
% 1.95 2.03 1.79
IDR Trillion 15.85 26.51 20.89
Financial Intermediation
% 1.38 2.18 1.56
IDR Trillion 361.13 364.07 370.46
Wholesale and Retail Trade
% 31.51 29.94 27.60
IDR Trillion 10.88 10.53 10.04
Fisheries
% 0.95 0.87 0.75
IDR Trillion 31.81 36.47 29.39
Mining and Quarrying
% 2.78 3.00 2.19
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Business Sector Unit 2023 2024 2025
IDR Trillion 166.64 193.61 222.09
Agriculture, Hunting and Forestry
% 14.54 15.92 16.54
IDR Trillion 11.65 12.27 17.65
Real Estate, Rental Services and Business Activities
% 1.02 1.01 1.31
IDR Trillion 26.70 28.27 33.19
Transportation, Warehousing and Communication
% 2.33 2.33 2.47
IDR Trillion 0 0 0
Others
% 0 0 0
IDR Trillion 1,146.07 1,215.84 1,342.41
Total
% 100 100 100
Micro Loan Products [GRI 203-2] [G4 FS6]
Description Unit 2023 2024 2025
[FN-CB-240a.1]
Outstanding KUR IDR Trillion 219.90 231.29 235.39
Debitur KUR Million 8.80 8.11 8.02
Outstanding KUPEDES IDR Trillion 212.30 200.22 175.60
Debitur KUPEDES Million 4.64 4.49 3.93
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Sustainable Finance
Customers with PROPER Ratings [GRI G4 FS8,
Rating Unit 2023 2024 2025
F10, F11]
Gold Debtor 16 8 10
Green Debtor 7 9 5
Blue Debtor 46 48 56
Total Debtor 69 65 71
Loan Exposure to Customers with
Rating Unit 2023 2024 2025
PROPER Ratings [GRI G4 FS8, FS10, FS11]
Gold IDR Trillion 13.38 10.69 19.07
Green IDR Trillion 9.27 17.29 3.65
Blue IDR Trillion 63.05 88.46 88.10
Total IDR Trillion 85.70 116.44 110.82
ISPO/RSPO-Certified Customers* [GRI G4
Certification Unit 2023 2024 2025
FS8, FS10, FS11]
RSPO-Certified Debtor 16 14 21
In the RSPO Certification process Debtor 0 0 0
ISPO Certified Debtor 25 26 21
In the ISPO Certification process Debtor 8 5 6
Total Debtor 49 45 48
*) Data includes customers in the Corporate segment.
Total Financing for ISPO/RSPO-Certified
Certification Certification 2023 2024 2025
Customers* [GRI G4 FS8, FS10, FS11]
RSPO-Certified IDR Trillion 18.90 29.97 44.64
In the RSPO Certification process IDR Trillion 0 0 0
ISPO Certified IDR Trillion 14.88 18.06 12.68
In the ISPO Certification process IDR Trillion 2.74 1.32 2.3
Total IDR Trillion 36.52 49.35 59.62
*) Data includes customers in the corporate segment
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Sustainable Products per Segment [OJK
2025
B.1.d] [GRI G4 FS7, FS8]
Product
Categories per Unit Sustainable Loan Product Description
Total Loan in
Segment Outstanding Total Composition in
Each Segmen
Each Segment
Consumer Loans (KPR)
Green Mortgage IDR This product offers mortgage financing for the purchase of newly built homes
0.37
Financing Trillion developed under a green housing concept, as well as subsidized mortgage
financing for Low-Income Communities (MBR) with a maximum combined
household income (husband and wife) of IDR 8 million per month. Subsidized
16.53 66.34 25% Mortgage: Home ownership loans for low-income households (MBR) with total
Subsidized IDR family income (husband and wife combined) not exceeding the income threshold
16.16
Mortgage Trillion stipulated by the Ministry of Housing and Settlement
*Applicable to first-time homebuyers who do not currently own a home and have never received a housing
subsidy. The property must be owner-occupied and may not be sold or leased within the first five years.
Corporate Loans
Green Loans This product provides green financing to corporate customers operating in
IDR
– Corporate 89.24 89.24 351.76 25% renewable energy, sustainable land management, environmentally friendly
Trillion
Segment transportation, green buildings, and other environmentally sustainable sectors.
MSME Loans (Productive)
Green Loans
IDR
- Medium 3.59
Trillion This product provides social financing to individuals with fixed income as well as
Segment 706.09 706.09 100%
to owners of micro, small, and medium enterprises (MSMEs).
MSME Business IDR
702.51
Loans Trillion
Loan Disbursement to the Sustainable
Achievment
Business Activity Category [F.10] [GRI 305-3] Target Achievement
Description Unit
2023 2024 2025 2025 Percentage 2025
MSMEs IDR Trillion 690.43 698.66 718.67
Renewable Energy IDR Trillion 6.02 6.34 6.85
Pollution Prevention and Control IDR Trillion 0.55 0.51 0.50
Environmentally Friendly Transportation IDR Trillion 11.24 3.61 3.38
Green Buildings IDR Trillion 2.04 0.29 0.71
Sustainable Natural Resource Management and Land Use IDR Trillion 52.82 64.68 61.64 800 101.48
Energy Efficiency IDR Trillion 0 0 2.52
Terrestrial and Aquatic Biodiversity Conservation IDR Trillion 0.23 0 0
Sustainable Water and Wastewater Management IDR Trillion 0.003 0 0
Eco-efficient Products IDR Trillion 7.50 8.07 5.64
Other Environmentally Sustainable Business Activities IDR Trillion 1.93 3.06 11.96
Total IDR Trillion 772.74 785.22 811.86 808 101.48
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Loan Disbursement to Non-Renewable
Description Unit 2023 2024 2025
Energy and New Renewable Energy
Sectors [GRI 305-3] Non-Renewable Energy IDR Trillion 21.60 25.12 37.21
New & Renewable Energy IDR Trillion 6.02 6.34 6.85
Total Financing IDR Trillion 27.62 31.46 44.06
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Customers
Customers Service Point
Description Unit 2023 2024 2025
Head Office # 1 1 1
Regional Officer # 18 18 18
Branch Office & Special Branch Office* # 453 453 454
Overseas Branch Office # 6 6 6
Sub-Branch Office** # 556 555 555
Overseas Sub-Branch Office** # 3 3 3
BRI Unit** # 5,117 5,086 5,082
Cash Office** # 505 500 490
Teras BRI** # 977 873 758
Mobile Teras # 115 69 6
Teras Kapal # 4 4 4
Total Operational Work Units # 7,755 7,568 7,377
*) In accordance with Internal Memorandum No. B.63.e-PPM/ODV/OD2/08/2023 dated August 3, 2023, regarding the approval of changes to KCK supervision.
**) Since 2024, pursuant to POJK No. 12/POJK.03/2021 concerning Commercial Banks, adjustments have been made whereby the bank office network consists only of Head Office,
Regional Office, Branch Office, and Sub-Branch Office. Under this regulation, BRI Unit Offices, Teras BRI, and BRI Cash Offices are categorized as Sub-Branch Offices.
Description Unit 2023 2024 2025
ATM # 12,263 10,663 10,650
CRM # 9,007 9,007 9,007
EDC # 664,801 727,303 607,968
E- Buzz # 57 57 54
BRILinK Agent # 740,818 1,064,219 1,193,835
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UMi Co-Location
UMi Co-Location Unit 2023 2024 2025
Sumatra Unit 202 210 207
Java Unit 537 520 533
Kalimantan Unit 49 71 64
Sulawesi Unit 142 127 125
Bali & Nusa Tenggara Unit 74 74 74
Maluku Unit 0 15 16
Papua Unit 14 15 15
Total Unit 1,018 1,032 1,034
Teras BRI
Teras BRI Unit Satuan 2023 2024 2025
Teras BRI # 217 206 192
Sumatera Mobile Teras BRI # 2 2 0
Teras BRI Boat # 1 1 1
Teras BRI # 502 416 345
Java Mobile Teras BRI # 59 58 0
Teras BRI Boat # 1 1 1
Teras BRI # 72 86 66
Kalimantan Mobile Teras BRI # 6 2 2
Teras BRI Boat # 0 0 0
Teras BRI # 52 28 23
Sulawesi Mobile Teras BRI # 43 1 1
Teras BRI Boat # 1 0 0
Teras BRI # 117 112 110
Bali & Nusa Tenggara Mobile Teras BRI # 4 4 2
Teras BRI Boat # 1 1 1
Teras BRI # 0 11 10
Maluku Mobile Teras BRI # 0 1 1
Teras BRI Boat # 0 1 1
Teras BRI # 17 14 12
Papua Mobile Teras BRI # 1 1 0
Teras BRI Boat # 0 0 0
Teras BRI # 977 873 758
Total Mobile Teras BRI # 115 69 6
Teras BRI Boat # 4 4 4
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BRI Kapal Performance
Region Item Unit 2023 2024 2025
Total Deposits
Accounts # 8,997 9,663 6,779
Balance IDR Billion 22.94 23.30 14.23
Seva I (Thousand Islands Area)
Total Loans
Borrowers # 716 781 679
Outstanding Loans IDR Billion 25.06 29.08 27.39
Total Deposits
Accounts # 20,536 15,154 15,402
Balance IDR Billion 43.33 47.47 51.21
Seva II (NTT Islands-Labuan Bajo Area)
Total Loans
Borrowers # 912 822 836
Outstanding Loans IDR Billion 24.17 24.00 25.19
Total Deposits
Accounts # 6,262 5,890 5,097
Balance IDR Billion 9.49 9.08 11.32
Seva III (Anambas Islands Area)
Total Loans
Borrowers # 242 277 450
Outstanding Loans IDR Billion 8.21 8.77 13.75
Total Deposits
Accounts # 1,874 1,066 1,380
Balance IDR Billion 7.34 7.81 7.05
Seva IV (South Halmahera Islands Area)*
Total Loans
Borrowers # 886 1,018 936
Outstanding Loans IDR Billion 25.25 25.63 27.26
Total Deposits
Accounts # 37,669 31,773 28,658
Balance IDR Billion 83.10 87.66 83.80
Total*
Total Loans
Borrowers # 2,756 2,898 2,901
Outstanding Loans IDR Billion 82.69 87.48 93.59
*) In 2025, changes were made to the operational coverage areas of Bahtera Seva II and Nera Seva.
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BRILinK Agents
BRILinK Agents Unit 2023 2024 2025
Agent 165,053 239,380 273,100
Sumatera
% 22.28 22.49 22.88
Agent 395,383 580,569 653,256
Java
% 53.37 54.55 54.72
Agent 56,500 68,832 75,220
Kalimantan
% 7.63 6.47 6.30
Agent 69,798 96,720 104,252
Sulawesi
% 9.42 9.09 8.73
Agent 39,070 59,860 65,007
Bali & Nusa Tenggara
% 5.27 5.62 5.45
Agent 6,949 8,865 9,370
Maluku
% 0.94 0.83 0.78
Agent 8,065 9,993 13,630
Papua
% 1.09 0.94 1.14
Agent 740,818 1,064,219 1,193,835
Total
% 100 100 100
BRILink Agent Transactions Unit 2023 2024 2025
Transaction Value IDR Trillion 1,427.60 1,589.04 1,746.17
Number of Transactions Million 1,096.61 1,204.25 1,186.21
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BRI Customers Using Mobile Services
Type of E-banking Unit 2023 2024 2025
(E-Banking)
BRImo Users 31,616,014 38,613,867 45,933,232
BRIZZI Users 23,756,098 24,424,356 25,411,181
Number of Mobile Banking Transactions
Service Type Unit 2023 2024 2025
(E-Banking [FS8]
BRImo Financial Transactions Thousand 3,088,817 4,309,334 5,619,905
BRILink Thousand 1,096,611 1,204,251 1,186,209
Merchant EDC Thousand 197,788 509,616 651,376
BRIMOLA Thousand 10,819 14,223 16,715
BRIZZI Thousand 171,200 196,202 947,462
ATM BRI Thousand 3,521,211 2,499,740 2,191,082
Transaction Value of Mobile Banking
Service Type Unit 2023 2024 2025
Services (E-Banking) [FS8]
BRImo Financial Transactions IDR Billion 4,158,849 5,541,345 7,076,864
BRILink IDR Billion 1,427,583 1,589,039 1,746,170
Merchant EDC IDR Billion 119,764 186,335 223,196
BRIMOLA IDR Billion 15,102 20,262 24,110
BRIZZI IDR Billion 6,190 6,187 23,627
ATM BRI IDR Billion 2,972,941 2,646,152 2,338,365
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Customer Satisfaction Survey [F.30]
Description Unit 2023 2024 2025
Customer Satisfaction Rate % 84.66 87.06 91.72
Customer Complaint Resolution Rate % 99.56 99.81 99.98
Comparison of Service Quality: BRI vs.
Description Unit 2023 2024 2025
Indonesia’s Banking Sector
Banking Industry Service Quality Index (MRI Rating) Rank 6 5 2
Customer Complaints* [418-1] [F.24]
Description Unit 2023 2024 2025
Total Transactions # 72,970,667,382 135,156,818,290 157,298,028,811
Total Complaints Cases 4,751,604 1,925,215 1,262,275
Complaint Ratio to Total Transactions % 0.007 0.001 0.001
Complaints Resolved Cases 4,730,478 1,921,529 1,261,976
Complaint Resolution Rate % 99.56 99.81 99.98
Complaints in Process Cases 21,126 3,686 299
In-Process Percentage % 0.4446 0.1915 0.0237
*) Since 2024, the number of complaints has been presented based on a revised calculation methodology in accordance with the latest guidance issued by OJK.
Number of Complaints by Type of
Resolved In Process Unresolved Total
Financial Transaction Type of Financial Transaction
Number Percentage(%) Number Percentage(%) Number Percentage(%) Complaints
Credit Cards 3,387 99.62 13 0.38 0 0 3,400
Other Banks’ Products/Services 1,729 99.94 1 0.06 0 0 1,730
Deposits 46,164 100 2 0.004 0 0 46,166
ATM/CRM 647,196 100 7 0.001 0 0 647,203
E-banking 561,390 99.95 268 0.05 0 0 561,658
Unsecured Loans 1,254 99.44 7 0.56 0 0 1,261
Loans (Working Capital, Investment, Consumer) 856 99.88 1 0.12 0 0 857
Total 1,261,976 99.98 299 0.02 0 0 1,262,275
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Complaints Regarding Customer Data
Description Unit 2023 2024 2025
Security [418-1] [F.24]
Complaints* from External Parties # 0 0 0
Complaints* from Government Authorities # 0 0 0
*) Substantiated complaints related to violations of customer privacy and loss of customer data.
Information Security Incidents [FN-CB-230a.1]
Description Unit 2023 2024 2025
Number of Information Security or Cybersecurity Violations # 0 0 0
Fines or Sanctions Resulting from Information Security or Cybersecurity Violations IDR 0 0 0
Number of Customers Affected by Violations # 0 0 0
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Employees Description Unit 2023 2024 2025
Employee Composition* [GRI 2-7, 405-1] [C.3]
Total People 77,739 81,848 84,949
Male People 47,262 48,131 48,483
Gender
Female People 30,477 33,717 36,466
Female Composition % 39.20 41.19 42.93
Total People 60,084 59,495 59,714
Male People 39,875 39,237 39,286
Permanent Employee
Female People 20,209 20,258 20,428
Female Composition % 33.63 34.05 34.21
Total People 17,207 22,244 24,539
Male People 7,135 8,837 8,879
Employment Status Contract Employee
Female People 10,072 13,407 15,660
Female Composition % 58.53 60.27 63.82
Total People 448 109 696
Male People 252 57 318
Trainee
Female People 196 52 378
Female Composition % 43.75 47.71 54.31
< 30 Years Total People 21,348 23,890 28,393
Age 30–50 Years Total People 52,627 54,611 53,555
> 50 Years Total People 3,764 3,347 3,001
Total People 117 125 127
Male People 90 98 96
Top Management
Female People 27 27 31
Female Composition % 23.08 21.60 24.41
Total People 1,591 1,682 1,725
Male People 1,238 1,315 1,351
Middle Management
Female People 353 367 374
Female Composition % 22.19 21.82 21.68
Position Level
Total People 2,757 2,715 2,615
Male People 2,013 1,968 1,875
Junior Management
Female People 744 747 740
Female Composition % 26.99 27.51 28.30
Total People 73,274 77,326 80,482
Male People 43,921 44,750 45,161
Non-Management
Female People 29,353 32,576 35,321
Female Composition % 40.06 42.13 43.89
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Description Unit 2023 2024 2025
Total Person 15,205 13,809 15,993
Jakarta Male Person 9,121 8,051 8,631
Female Person 6,084 5,758 7,362
Total Person 14,157 13,224 15,009
Sumatera Male Person 9,021 8,236 8,644
Female Person 5,136 4,988 6,365
Region
West Java, Central Java, Total Person 31,113 33,757 37,041
East Java, and Special Male Person 19,143 19,811 20,441
Region of Yogyakarta Female Person 11,970 13,946 16,600
Eastern Indonesia Total Person 17,217 21,058 24,202
(Kalimantan, Sulawesi, Male Person 9,936 12,033 12,712
Maluku, Papua) Female Person 7,281 9,025 11,490
Indonesia Person 77,739 81,848 84,949
Timor Leste Person 24 24 29
Amerika Person 7 7 8
Nationality
Singapura Person 14 14 11
Taiwan Person 10 12 7
Lainnya Person 11 11 3
Revenue-generating Functions Komposisi Perempuan % 30.51 30.87 30.48
STEM (Science, Technology, Engineering, and Mathematics)-
% % 25.34 29.29 27.19
related functions
Total Person 60 51 57
Male Person 35 30 35
Employees with Disabilities
Female Person 25 21 22
Female Composition % 41.67 41.18 38.60
*) The majority of BRI’s senior management positions are occupied by individuals from local communities or Indonesian nationals. [GRI 202-2]
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Description Unit 2023 2024 2025
Total Person 0 0 0
Primary School & Junior Male Person 0 0 0
High School Female Person 0 0 0
Female Composition % 0 0 0
Total Person 1,149 1,146 797
Male Person 509 444 277
Senior High School
Female Person 640 702 520
Female Composition % 55.70 61.26 65.24
Total Person 8,727 9,469 9,465
Male Person 4,701 4,947 4,799
Diploma I-III
Female Person 4,026 4,522 4,666
Female Composition % 46.13 47.76 49.30
Education Level
Total Person 66,079 69,462 72,416
Male Person 40,745 41,454 41,825
Bachelor’s Degree
Female Person 25,334 28,008 30,591
Female Composition % 38.34 40.32 42.24
Total Person 1,774 1,761 2,255
Male Person 1,297 1,278 1,569
Postgraduate Degree
Female Person 477 483 686
Female Composition % 26.89 27.43 30.42
Total Person 10 10 16
Male Person 10 8 13
Doctoral Degree
Female Person 0 2 3
Female Composition % 0 20 18.75
*) The composition of workers does not include outsourced workers. [GRI 2-7, 2-8]
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Internal Hiring and New Hiring [GRI 401-1]
Description Unit 2023 2024 2025
Total Internal Hiring Person 48,606 69,242 80,042
Total New Hiring Person 9,692 13,131 12,070
Percentage of Internal Hiring to Total Hiring % 83.38 84.06 86.90
Percentage of New Hiring to Total Hiring % 16.62 15.94 13.10
Percentage of New Hire to Total Workers % 12.47 16.04 14.21
Male Person 22,685 38,689 44,030
Gender
Female Person 25,921 30,553 36,012
Internal Hiring < 30 Years Person 21,048 23,928 28,547
Age 30-50 Years Person 25,332 42,756 48,882
> 50 Years Person 2,226 2,558 2,613
Male Person 3,436 5,840 4,749
Gender
Female Person 6,256 7,291 7,321
< 30 Years Person 9,464 12,245 11,685
Age 30-50 Years Person 225 878 368
New Hiring > 50 Years Person 3 8 17
Jakarta & Banten Person 1,117 1,451 2,480
Sumatera Person 1,529 2,611 1,869
Region
West Java. Central Java. East Java. and Special Region of Yogya-
Person 4,890 5,769 4,581
karta
Eastern Indonesia (Kalimantan. Sulawesi. Maluku. Papua) Person 2,156 3,300 3,140
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Average Employee Hiring Cost [GRI 401-1]
Description Unit 2023 2024 2025
Average Employee Hiring Cost IDR 8,676,201 8,571,150 3,018,000
Freedom of Association [2-30]
Description Unit 2023 2024 2025
# 39,939 39,176 36,872
Employees Covered by the Labor Union
% 66.47 65.85 43.76
Total Employees # 77,739 81,848 84,253
Gender Pay Indicators (Basic Salary and
Description Position Level Gender Unit 2023 2024 2025
Remuneration by Gender) [GRI 405-2]
Male IDR Million 18.90 20.97 24.26
Management
Female IDR Million 18.25 19.83 23.42
Average Basic Salary
Male IDR Million 5.80 6.23 7.21
Non-Management
Female IDR Million 4.72 5.33 6.21
Male IDR Million 79.88 86.47 86.72
Average Basic Salary and Remuneration Management
Female IDR Million 77.33 81.98 82.72
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Employee Compensation Ratio [GRI 2-21]
Description Unit 2023 2024 2025
Ratio of Highest to Lowest Employee Salary times 66.20 54.55 48.80
Ratio of Highest to Lowest Director Remuneration times 1.18 1.18 1.18
Ratio of Highest to Lowest Commissioner Remuneration times 1.11 1.11 1.11
Ratio of Highest Director Remuneration to Highest Employee Salary times 3.16 3.75 2.57
Description Unit 2023 2024 2025
Median Compensatiion (Excluding the Highest Value IDR Million 53.36 61.64 61.92
Average Compensation Excluding the Highest Value IDR Million 60.16 70.24 72.95
Change in the Annual Compensation Ratio % 24.29 25.42 26.67
Training [GRI 404-1] [F.22]
Category Satuan 2023 2024 2025
Average Training Cost per Employee IDR Million 9.11 8.50 6.48
Average Training Hours per Employee Hour 84 79 83
Male Hour 81 77 85
Gender
Female Hour 90 79 79
< 30 Years Hour 96 81 80
Age 30-50 Years Hour 81 74 83
> 50 Years Hour 95 102 102
Top Management Hour 56 61 62
Position Level Middle Management Hour 118 87 116
Junior Management & Officer Hour 81 77 77
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Types and Scope of Training [GRI 404-2] [GRI
Training Type Vendor Name Unit 2023 2024 2025
G4 FS4]
Internal Bank Audit LSP BRI Participant 184 69 186
Wealth Management MCI Participant 16 89 583
Treasury Dealer LSP ACIBRI Participant 2 65 3
General Banking LSP BRI Participant 1,779 0 276
Risk Management BSMR & LSPP Participant 29 698 2,834
Compliance LSP BRI Participant 0 4 84
Credit LSP BRI Participant 730 1,635 1,498
Human Capital LSP BRI Participant 0 0 12
IT LSP BRI Participant 6 4 4
Funding & Services LSP BRI Participant 95 51 101
Number of Participants in In-Class and
Description Unit 2023 2024 2025
E-Learning Training
Number of Participants Participant 2,800,792 2,413,766 2,118,427
Total Training Hours Hour 9,128,524 9,234,247 9,096,459
Average Training Hours per Employee Hour 84 79 83
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Employee Turnover Rate [GRI 401-1]
Category Unit 2023 2024 2025
Total Turnover Rate % 3.24 4.96 5.58
Male % 1.75 5.09 5.71
Gender
Female % 5.61 4.77 5.32
< 30 Years % 0.46 2.33 3.03
Age 30-50 Years % 2.60 3.64 4.35
Total Turnover
> 50 Years % 20.72 27.15 29.16
Top Management % 14.53 12.65 4.86
Junior and Middle
Position % 4.65 4.61 4.87
Management
Non-Management % 2.94 4.97 5.70
Total Voluntary Turnover Rate % 1.01 1.29 1.24
Male % 0.91 0.96 0.92
Gender
Female % 1.18 1.94 1.87
< 30 Years % 0.20 0.48 1.14
Age 30-50 Years % 1.12 1.22 1.16
Voluntary Turnover
> 50 Years % 2.48 3.10 2.72
Top Management % - 0.68 0.97
Junior and Middle
Position % 1.12 0.99 1.00
Management
Non-Management % 1.00 1.34 1.29
*) Since 2024. a change in methodology has been applied in the calculation of total employee turnover.
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Employee Engagement Trend
Description Unit 2023 2024
Employee Engagement 4-point scale 3.49 3.51
Employee Coverage % 100 100
Actively Engaged Employees % 93 93.80
Male % 93 93.80
Gender
Female % 94 93.80
< 30 Years % 89 91
Age 30-50 Years % 93 94
> 50 Years % 95 93
Employee Coverage % 77.60 73.40
Employee Satisfaction Survey
Description Unit 2023 2024
Satisfaction Index # 3.35 3.40
Coverage % 77.64 73.38
Parental Leave [GRI 401-3]
Description Gender Unit 2023 2024 2025
Male Person 35,165 34,445 34,867
Number of Employees Entitled to Parental Leave
Female Person 30,477 33,717 36,466
Male Person 1,142 1,070 964
Number of Employees Who Took Parental Leave
Female Person 2,282 1,841 2,020
Male Person 1,142 1,069 892
Employees Returning to Work After Parental Leave
Female Person 2,265 1,817 1,828
Retention Rate of Employees Who Took Parental Leave and Remained Employed After Returning to
Female % 99.50 99.14 91.15
Work
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Absenteeism Rate
Description Unit 2023 2024 2025
Absentee Rate % 1.16 3.44 3.28
Number of Working Days per Year Day 236 235 238
Total Employees Person 77,739 81,848 84,949
Compliance Level with the State
Obligation Position Unit 2023 2024 2025
Officials’ Wealth Report (LHKPN)
Obligations Board of
Employee 11 10 10
Commissioners
Required to Submit LHKPN Board of Directors Employee 12 12 12
BRI Employees Employee 105 155 160
Employee 11 10 10
Board of
Commissioners
% 100 100 100
Employee 12 12 12
Required to Submit LHKPN and Have Submitted Board of Directors
% 100 100 100
Employee 105 155 160
BRI Employees
% 100 100 100
Employee 0 0 0
Board of
Commissioners
% 0 0 0
Employee 0 0 0
Required to Submit LHKPN but Not Yet Submitted Board of Directors
% 0 0 0
Employee 0 0 0
BRI Employees
% 0 0 0
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Number of Whistleblowing System
Description 2023 2024 2025
Reports and Follow-up Actions [GRI 205-3]
Number of Reports 50 63 89
Proven 29 48* 68
Partially Proven 0 0 4
Follow-up Actions Not Proven 16 15 9
Not Actionable 0 0 0
In Process 0 0* 8
*) Complaints that were still under process in 2024 were concluded in 2025, with the allegations substantiated, resulting in a total of 48 confirmed violations in 2024.
Categories of Violations in the
Alleged Violations Unit 2023 2024 2025
Whistleblowing System
Employee Violations of the Code of Conduct
Corruption and Bribery # 16 18 5
Conflicts of Interest # 5 2 3
Violations of Customer Information Security # 1 1 0
Discrimination and Harassment # 0 2 23
Money Laundering or Insider Trading # 0 0 0
Others # 7 25 49
Status
Number of Cases # 29 48 72
In Process # 0 0 8
Resolved # 29 48 80
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Number of Fraud Cases with Follow-Up
Description Position Unit 2023 2024 2025
Actions [GRI 205-3]
Board of Commissioners and Board
Employee - - 2
of Directors
Employees Involved in Fraud Permanent Employees Employee 160 1,040 905
Non-Permanent Employees Employee 4 119 116
Board of Commissioners and Board
Employee - - 0
of Directors
Employees Involved in Fraud Permanent Employees Employee 79 456 636
Non-Permanent Employees Employee 3 69 71
Board of Commissioners and Board
Employee - - 0
of Directors
Ongoing Internal Disciplinary Proceedings Permanent Employees Employee 16 584 269
Non-Permanent Employees Employee 0 50 45
Board of Commissioners and Board
Employee - - 0
of Directors
Not Yet Resolved Permanent Employees Employee 65 0 0
Non-Permanent Employees Employee 1 0 0
Board of Commissioners and Board
Employee - - 2
of Directors
Followed up Through Legal Proceedings Permanent Employees Employee 9 133 114
Non-Permanent Employees Employee 8 24 25
Other Contributions and Expenditures*
Description Unit 2023 2024 2025
[GRI 415-1]
Lobbying, Interest Representation, and Related Activities IDR 0 0 0
Campaign Activities and Contributions to Local, Regional, and National Political Candidates or Organizations IDR 0 0 0
Trade Associations or Tax-exempt Groups IDR 0 0 0
Other Expenditures (e.g., expenditures related to election vote counting or referendums) IDR 0 0 0
*BRI prohibits political contributions to any organization in accordance with its Code of Conduct and internal policies
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Suppliers
Transaction Value of Goods and
Segment Unit 2023 2024 2025
Services Procurement with BRI
Suppliers [GRI 2-6, 204-1] [B.1e] Domestic Suppliers % 97.27 99.63 98.39
Foreign Suppliers % 2.73 0.37 1.61
Total Suppliers by Region and Supplier Non- Non-Construc-
Type in 2025 (with SKT) [GRI 2-6, 204-1] [B.1e] Office Other
Other
Construction Construction Other
Goods
tion Goods Total
Region Property Vehicle Furniture Inventory IT Printing Advertising Consulting Supplier
Machinery Goods Services Consulting Services Supplier Vendor
Services Services
Service Services
Lampung 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Bandung 1 0 0 0 1 0 0 0 0 0 0 0 5 0 2 9
Banjarmasin 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Pekanbaru 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1
Yogyakarta 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0 3
Malang 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Denpasar 2 0 0 0 0 0 0 0 0 0 0 0 2 1 0 5
Manado 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2
Surabaya 2 0 0 0 0 0 0 0 0 0 0 0 1 3 0 6
Semarang 4 0 0 0 2 1 0 0 1 0 0 0 1 2 0 11
Head Office 17 2 6 1 3 36 6 1 3 6 8 37 74 60 20 280
Medan 3 0 0 0 1 0 0 0 0 0 0 0 1 0 0 5
Jayapura 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Makassar 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
Padang 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
Palembang 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1
Total 32 2 6 1 7 37 6 1 4 6 8 37 85 71 22 416
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Community
BRI Peduli TJSL Program Disbursement
Program Unit 2023 2024 2025
[F.4] [F.25]
IDR Million 236,170 259,065 235,703
Social
% 69.06 75.57 72.30
IDR Million 21,366 23,330 24,079
Economic
% 6.25 6.80 7.39
IDR Million 84,462 60,484 66,218
Environmental
% 24.70 17.63 20.31
IDR Million 341,998 343,079 326,000
Total
% 100 100 100
Budget Allocation for BRI Peduli TJSL
Program Unit 2023 2024 2025
Community Development Programs [F.25]
Charitable Donations % 48.50 49.40 52.15
Community Investments % 45.65 43.98 40.69
Commercial Initiatives % 5.85 6.63 7.16
Total % 100 100 100
TJSL Contribution Types[F.25]
Contribution Types Unit 2023 2024 2025
Cash Contributions* IDR Million 0 0 0
In-Kind Giving (product/service donations, projects/collaborations, or similar)** IDR Million 341,998 343,079 326,000
Management Overhead (consultation and research costs) IDR Million 1,925 2,140 2,425
*) BRI does not provide cash assistance to the public, All TJSL contributions are implemented through community development programs and the development of strategic
infrastructure,
**) This represents the total realized funds for the TJSL programs,
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Environment
Energy Use [F.6] [GRI 302-1] [GRI 302-2] [GRI 302-3] [GRI
Description Unit 2023 2024 2025
302-4]
Fuel Consumption Liter 42,927,942 42,521,434 37,968,046
Electricity Consumption kWh 403,192,231 383,878,408 365,472,236
Fuel Expenditure IDR 526,974,322,479 483,403,295,406 430,787,417,822
Electricity Expenditure IDR 574,118,412,662 555,530,945,998 529,576,077,817
Total Energy Consumed MJ 2,919,627,648 2,848,795,079 2,622,589,522
Energy Savings MJ 155,330,032 70,832,569 226,205,557
Energy Intensity per Office MJ/office/year 376,483 376,426 355,509
Energy Intensity per Employee MJ/employee/year 24,271 23,620 20,880
Notes:
(1) Calculation standards and conversion factors used for energy calculations are based on those issued by the Ministry of Energy and Mineral Resources,
(2) Energy data have been verified by an independent third party,
(3) Energy savings represent reductions in energy consumption compared to the previous year,
Water Consumption [F.8]
Description Unit 2023 2024 2025
Water Consumption m3 2,396,993 1,959,810 2,043,589
Water Consumption Performance % 23,00 -18.24 4.27
Water Consumption Intensity m3/employee 19.93 16.25 16.27
Paper Usage [F.5]
Description Unit 2023 2024 2025
Paper Usage per Work Unit* kg/work unit 149.04 113.01 100.92
Paper Usage per Employee** kg/employee 9.61 7.09 5.93
*) All work units in Indonesia
**) All employees, including outsourced personnel
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Waste Disposal [F.13] [F.14] [F.15] [GRI 306-2] [GRI 306-3]
Description Unit 2023 2024 2025
[GRI 306-3] [GRI 306-4] [GRI 306-5]
Total Waste Reused/Recycled/Recovered ton 591.20 703.56 740.01
Emissions Reduction (Waste) kgCo2e 441,817 524,180 746,404
Total Waste Disposed of (Landfill)* ton 16,563 14,245 12,508
*) Bank-wide waste generation was extrapolated based on waste generation per employee at BRI’s head office, Waste generated at the head office was sent to landfills from January
to July 2023, Beginning in August 2023, following the launch of the Zero Waste to Landfill program, all waste generated has been diverted from landfills through composting, recycling,
and RDF technologies, In 2024, no incidents of waste spillage or leakage were reported,
Emission Control Across All Work Units
Description Unit 2023 2024 2025
[F.11] [GRI 102-4] [GRI 102-5] [GRI 102-6] [GRI 102-7] [GRI 102-8]
Emissions from Scope 1: Mobile & Stationary Combustion (Positive Emissions)* tCO2e 125,120 118,689 105,949
Emissions from Scope 1: Fugitive & Refrigerants (Positive Emissions)* tCO2e 5,490 5,466 9,156
Emissions from Scope 2 (Positive Emissions)* tCO2e 355,742 346,353 330,035
Scope 3 Emissions: Financed Emissions tCO2e 10,434,550 12,884,676 12,370,526
Scope 3 Emissions: Purchased Goods and Services*** tCO2e 121,156.00 99,166.97 700,340
Scope 3 Emissions: Waste Generated in Operations**** tCO2e 8,937 8,340 8,415
Scope 3 Emissions: Business Travel tCO2e 8,272 7,217 6,897
Scope 1 and 2 Emissions Intensity tCO2e/Work unit 62.70 62.17 60,34
Scope 1 and 2 Emissions Intensity***** tCO2e/Employee 4.00 3.90 3.54
tCO2e/outstanding in IDR
Financed Emissions Intensity 0.097 0.098 0.091
million
*) Positive emissions refer to emissions generated from Scope 1 banking operational activities arising from the use of fuel and refrigerants. and Scope 2 emissions arising from
electricity consumption across all BRI work units in Indonesia. The use of these energy sources remains under BRI’s operational control.
**) A restatement was made to the 2022 Scope 3 Emissions: Financed Emissions figures due to improvements in data quality for the manufacturing sector. The emissions calculation
approach was revised from a revenue-based approach to the use of publicly available data.
***) Spend-based emission factors were adopted to estimate emissions associated with purchased goods and services. capital goods. and upstream transportation and distribution.
The coverage of Scope 3 Emissions: Purchased Goods and Services was 44.16% in 2022 and 100% in 2023.
****) Bank-wide waste generation was extrapolated based on waste generation per employee at BRI’s head office. Waste from the head office was disposed of at landfills from
January to July 2023. Starting August 2023 onwards. following the launch of the Zero Waste to Landfill program. all generated waste has been diverted from landfills through
composting. recycling. and RDF technologies.
*****) To support the validity of emissions intensity per employee. outsourced personnel are included in the total employee intensity calculation. as all energy consumed by the
Company is utilized by all BRI personnel. including outsourced workers.
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Scope 3 Emissions: Financed Emissions
Description Unit 2023 2024 2025
by Asset Class[GRI 305-3] [GRI 305-5] [F.11]
[FN-CB-410b.2.]
Investments in Bonds tCO2e 460,841 336,014 301,158
Loans tCO2e 6,358,055 8,472,896 8,199,527
Listed Equities tCO2e 881 852 487
Power Generation Project Financing tCO2e 3,504,669 3,816,573 3,820,961
Commercial Real Estate tCO2e 110,104 258,341 48,392
Total tCO2e 10,434,550 12,884,676 12,370,526
*) A restatement was made to the Scope 3: Financed Emissions figure for 2022 due to improvements in data quality for the manufacturing sector. The emissions calculation, which
previously applied a revenue-based approach, has been updated using publicly available data sources.
Scope 3 Emissions: Financed Emissions
Description Unit 2023 2024 2025
by Sector [F.11]
Agriculture. Forestry. and Fisheries tCO2e 114,347 208,106 849,558
Construction tCO2e 39,104 226,374 101,065
Electricity. Gas. Steam. and Air Conditioning Supply tCO2e 6,286,465 7,325,977 7,718,301
Financial and Insurance Activities tCO2e 2,360 2,653 1,322
Manufacturing tCO2e 2,028,631 3,513,694 2,362,650
Mining and Quarrying tCO2e 1,848,358 1,345,290 1,288,332
Real Estate tCO2e 110,104 258,341 48,601
Transportation and Warehousing tCO2e 5,181 4,242 697
Total tCO2e 10,434,550 12,884,676 12,370,526
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Avoided Emission [F.12] [GRI 305-1] [GRI 305-2] [GRI
Description Unit 2023 2024 2025
305-3] [GRI 305-5]
Zero Waste to Landfill Activities* tCO2e 441,817 524,180 746,404
Digitalization of Products and Services tCO2e 872,713 1,096,551 1,275,794
*) This calculation excludes waste classified as “Others.” such as tissues. styrofoam. masks. and similar items. due to the unavailability of emission factors for RDF technology,
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Issued Securities
Impact Reporting
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Green Bond Phase I
Introduction Summary of the Framework
As Indonesia’s largest bank with a core focus on the micro, small, and medium enterprise (MSME) BRI formulated the BRI Green Bond Framework prior to its issuance in July 2022. To ensure the
segment, BRI continues to strengthen its contribution to the nation. Through its inclusive economic framework's compliance with applicable regulations and standards, BRI collaborated with the SDGs
growth strategy, BRI plays an active role in supporting Government programs aimed at enhancing Center Diponegoro University to obtain a Second Party Opinion. The issuance of BRI’s Green Bond
financial literacy, financial inclusion, and national socio-economic resilience.. BRI is committed to in Indonesian Rupiah was conducted in accordance with Financial Services Authority Regulation
delivering the best services by nurturing, empowering, and optimizing the capabilities of No. 60/POJK.04/2017 concerning the Issuance and Requirements of Environmentally Friendly Debt
communities to improve family welfare and strengthen the people’s economic ecosystem. This Securities (“Green Bond”) (POJK 60). The framework is structured around four key components:
ongoing effort reflects BRI’s tangible commitment to realizing its 2026 vision of “Becoming One Use of Proceeds, Process for Project Evaluation and Selection, Management of Proceeds, and
of–or the–Most Profitable Banks in Southeast Asia”. Reporting.
As an agent of development, BRI contributes to reducing economic inequality through a more A minimum of 70% financing for Environmentally A maximum of 30% financing for other business
equitable distribution of prosperity. In addition, BRI plays a role in the conservation of natural Sustainable Business Activities (KUBL) activities, including the micro, healthcare,
resources and the environment—such as sustainable land management, water and irrigation and social sectors
efficiency, and green economic growth—with the aim of improving the quality of life of the
Indonesian people more broadly. Use of Proceeds
All of BRI’s business activities and strategic initiatives are carried out sustainably and in alignment a. Environmentally Sustainable Business Activities (KUBL)
with the United Nations Sustainable Development Goals (UN SDGs). This reflects the Bank’s Activities
concrete implementation of ESG principles. One of its key initiatives is the issuance of Green Bonds 1. Renewable Energy 6. Sustainable Water & Wastewater Management
as a source of bank liquidity. Bank BRI Sustainable Green Bond I Phase I 2022 represents the first
2. Energy Efficiency 7. Climate Change Adaptation
Green Bond issued by the banking sector in Indonesia.
3. Pollution Prevention and Control 8. Resource-Efficient and Low-Pollution Products
BRI Green Bond Issuance – Phase I 2022 4. Biological Resources Management and
9. Green Building
Sustainable Land Use
In 2022, BRI issued Bank BRI Green Bond I Phase I 2022 with an issuance value of IDR 5 trillion,
5. Land and Water Biodiversity
which was very well received by investors in the capital market, as reflected by an oversubscription 10. Other Environmentally Sustainable Business Activities
Conservation
of 4.4 times during the bookbuilding process.
b. Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Summary of Bond Transactions
Micro Financing Activities
Name Green Bonds I Bank BRI Phase I 2022
1. KUPEDES Micro Loan
PUB IDR 5 Trillion
2. KUR Micro Loan
Series Tenor Listing Date Maturity Date Coupon Amount Status
A 370 Days July 21, 2022 July 30, 2023 3.70% IDR 2.5 Trillion Matured Project Evaluation and Selection Process
B 3 Years July 21, 2022 July 20, 2025 5.75% IDR 2.0 Trillion Matured
C 5 Years July 21, 2022 July 20, 2027 6.45% IDR 0.5 Trillion Outstanding
Rating idAAA (Pefindo)
Listing Indonesia Stock Exchange
Identification Pre-screening Review Allocation
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Green Bond Phase I
Management of Proceeds Allocation Report
• Proceeds from the issuance will be managed on a pooled basis and allocated with at least 70% As of the reporting period ended December 31, 2025, BRI maintained 70.03% of proceeds from the
allocated to KUBL. issuance of Bank BRI Sustainable Green Bond I Phase I 2022. The proceeds were utilized to
• A special account or separate records will be established in the Bank’s financial statements or refinance selected existing projects in BRI’s financing portfolio that deliver both environmental and
sustainability reports. social benefits.
• Assets allocated for financing purposes will be actively managed, both individually and as part
of the overall portfolio. In accordance with POJK No. 60/POJK.04/2017 and in line with the issuance framework, BRI carried
• If any assets are no longer aligned with the framework or their financing has been discontinued, out a selection and evaluation process on its financing portfolio and financing pipeline associated
they will be replaced with other eligible assets. with sectors eligible under the Green Bond Framework. The allocation details are presented as
• Proceeds pending allocation may be placed in safe and liquid financial instruments. follows:
Reporting
Proceed Allocation Percentage
Allocation Reporting Activities Loan Type
(IDR billion) (%)
BRI reports the allocation of proceeds periodically, at least once a year and no later than one year
after the issuance, and whenever there is a material change to KUBL, accompanied by a review KUBL
report from environmental experts. Renewable Energy 1,754 70.03% Refinancing
Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Impact Reporting
KUPEDES Micro Loan 375 14.98% Refinancing
BRI issues periodic reports on the impacts of financed projects or assets, to the extent that such
impacts can be practically measured and quantified, based on the environmental expert’s review.c KUR Micro Loan 376 14.98% Refinancing
Composition of KUBL and Micro Loan
KUBL Micro Loan
IDR 1.754 Billion
30%
IDR 375 Billion IDR 376 Billion
70%
Renewable Energy KUPEDES KUR
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Green Bond Phase I
Impact Alignment to
Eligible Sector Estimated Social Benefits
SDGs
In accordance with BRI’s Green Bond Framework, the environmental impacts (based on the eligible
The KUR distribution reached 5,943 beneficiaries across Indonesia, with
KUBL sectors) and the social impacts are as follows:
4,857 borrowers gaining access to formal banking credit for the first time
through the KUR facility, demonstrating broader financial inclusion.
Green Category
Furthermore, 2,545 customers reported an increase in business assets
% of following receipt of KUR financing.
Alignment Brief Description and
Eligible Sector Eligible Project Type
to SDGs Impact Indicators KUPEDES Distribution by Sector KUPEDES Distribution by Region
Assets Pertanian Others
Socioeconomic 43% 2% Java Kalimantan
57% 6%
Retail Trade Fisheries
Advancement 32% 2%
Estimated environmental impact: and Service
9%
Transportation
1%
Sumatra
16%
Bali, NTT, NTB
5%
Renewable Hydro-energy
•
Generated annual renewable energy: Empowerment Industry
7%
Construction
0% Sulawesi Papua, Maluku
100,00% 1,669,000 MWh.
17% 2%
Housing Mining
Energy Generation
•
4% 0%
Avoided annual Green House Emission:
1,614,223 tCO2e.
Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Alignment to
Eligible Sector Estimated Social Benefits
SDGs Conclusion
Supporting job creation in the MSME segment, with an estimated 8,949
The Green Bond Report reflects BRI’s accountability as a leading institution in sustainable finance
jobs generated across Indonesia.
in Indonesia. BRI remains committed to maintaining compliance with the applicable Green Bond
criteria in order to preserve the trust of investors, regulators, and the broader public in BRI as an
ESG-focused financial institution.
In line with the Green Bond Framework established by BRI, the Bank has received an external review
Sebaran KUPEDES berdasarkan Sektor Sebaran KUPEDES Berdasarkan Wilayah
from an environmental expert stating that no less than 70% (actual: 70.03%) of the activities
Pertanian Lainnya financed under Bank BRI Green Bond I Phase I 2022 meet the eligibility criteria for KUBL and
generate positive environmental impacts, including through emission reductions, resource
39% 3%
Employee Jawa
57%
Kalimantan
7%
Perdagangan Retail Perikanan
Generation 36% 3%
management, and renewable energy initiatives. The remaining 29.97% was allocated to Other
Jasa Transportasi Sumatra Bali, NTT, NTB
7% 2% 19% 5%
General Business Activities, such as the micro, healthcare, and social sectors.
Industri Konstruksi
5% 0% Sulawesi Papua, Maluku
10% 2%
Perumahan Pertambangan
5% 0%
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Appendix I
GREEN BOND I PHASE I Under the use of proceeds aspect, 100% of the proceeds have been allocated in accordance with
the provisions of BRI’s Green Bond Framework and POJK No. 60 of 2017, with 70.03% allocated to
The SDGs Center of Universitas Diponegoro acts as the External Environmental Expert in conducting Environmentally Sustainable Business Activities (KUBL), all of which fall under the renewable
a review of the implementation of Bank BRI Sustainable Green Bond I Phase I Year 2022 issued by energy category, and 29.97% allocated to other general activities, namely KUPEDES Micro Loans
PT Bank Rakyat Indonesia (Persero) Tbk. The review was conducted on the bond issuance at 14.98% and Micro KUR Loans at 14.99%. All allocations were carried out through a refinancing
documents, the Green Bond Framework, the Impact Report, and other supporting documents for scheme of the existing financing portfolio. Under the project evaluation and selection aspect, BRI
the 2022–2025 reporting period through desk review and compliance assessment against POJK has implemented the stages of identification, pre-screening, review, and allocation for the financing
No. 60 of 2017, POJK No. 51 of 2017, the ICMA Green Bond Principles, and the ASEAN Green Bond portfolio and pipeline to ensure that projects are aligned with the Green Bond Framework and
Standards. Based on this document-based approach, the assessment focused on the alignment of applicable green bond provisions. Under the management of proceeds aspect, all proceeds have
the use of proceeds with the category of Environmentally Sustainable Business Activities (Kegiatan been fully allocated with no changes to the designated financed projects, with the allocation
Usaha Berwawasan Lingkungan/KUBL), the project selection process, the proceeds management composition amounting to IDR 1.754 trillion for KUBL under the renewable energy category, IDR 375
mechanism, as well as the quality of reporting on the use of proceeds and environmental impacts. billion for KUPEDES Micro Loans, and IDR 376 billion for Micro KUR Loans. From the reporting
External Report Review perspective, BRI has adequately disclosed information regarding the allocation of proceeds, project
categories, impact indicators, and public transparency.
No Assessment Aspect Score Weight Total Score
In terms of impact, financing for the Hydro-energy Generation/Hydropower Plant (PLTA) project
1. Use of Proceeds 3.16 35% 1.11 generated renewable energy production of 1,669,000 MWh per year and avoided GHG emissions
2. Project Evaluation & Selection 3.46 25% 0.86 of 1,614,223 tons of CO₂eq per year. From the social perspective, microfinance through KUPEDES
and KUR contributed to approximately 8,949 jobs through KUPEDES, 5,943 KUR beneficiaries,
3. Management of Proceeds 3.5 20% 0.7
4,857 customers who gained first-time access to financing, and 2,545 customers who experienced
4. Reporting 2.9 20% 0.58 an increase in business assets. KUPEDES financing was primarily distributed to the agricultural
Total Final Score 3.25 sector (39%) and retail trade sector (36%), with the largest regional distribution in Java (57%),
Sumatra (19%), and Sulawesi (10%). Meanwhile, KUR financing was dominated by the retail trade
Rating: A – Very Good sector (43%), agriculture (32%), and services (9%). Overall, this bond contributes to the
achievement of SDG 7, SDG 8, SDG 10, and SDG 13.
Semarang, March 2026
On Behalf of Diponegoro University,
Head of LPPM Diponegoro University Chief of the SDGs Research Center Diponegoro University
Prof. Dr-Ing. Suherman, S.T., M.T Prof. Bulan Prabawani, S.Sos.,M.M., Ph.D
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Appendix II
Usage of Proceeds from Issuance Environmental Benefits of Financed Projects
All Green Sector projects generate positive environmental impacts based on indicators predefined
Responsibilities of the Environmental Experts by Bank BRI. These indicators are derived through a consistent identification and calculation
BRI has allocated 100% of the proceeds from the issuance of Bank BRI Green Bond Phase I Year process in accordance with established best practices. Projects financed through the issuance of
2022 to finance Environmentally Friendly Business Activities (KUBL) projects, in accordance with BRI Green Bond Phase I 2022 comply with OJK Regulation No. 60/POJK.04/2017 and contribute to
Financial Services Authority (OJK) Regulation No. 60/POJK.04/2017. the achievement of the Sustainable Development Goals (SDGs). The following presents a summary
of the environmental benefits in 2023 from projects financed through the proceeds of the BRI Green
The proceeds were utilized to refinance several projects within BRI’s existing financing portfolio Bond Phase I 2022 issuance.
that generate both environmental and social benefits. These projects include the following:
Indicator PLTA
Allocation
Activities Project Type Project Value (IDR) Renewable energy generated 1,669,000 MWh
Percentage
GHG emissions avoided 1,614,223 tCO₂e/year
KUBL
Renewable Energy PLTA 70.03% 1,754,572,927,460
Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Micro Credit
29.97% 750,839,964,462
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Green Bond Phase II
Introduction Summary of the Phase II Green Bond Framework 2023
BRI’s strong commitment is reflected in its corporate business strategy, which emphasizes not only BRI formulated its Green Bond Framework prior to the Phase I issuance in July 2022. To ensure that
performance growth but also environmental sustainability, social welfare, and national economic the framework was aligned with applicable regulations and standards, BRI collaborated with the
development. BRI believes that the continued strengthening of sustainable finance implementation SDGs Center Diponegoro University in relation to the Second Party Opinion (SPO). The issuance of
will create significant positive impacts on the Indonesian economy, particularly for the broader BRI’s Rupiah-denominated Green Bond was carried out with reference to POJK No. 60/POJK.04/2017
community. In supporting the SDGs, BRI continues to promote its RAKB programs, in line with its concerning the Issuance and Requirements of Environmentally Friendly Debt Securities (“Green
2026 vision of “Becoming One of-or the-Most Profitable Banks in Southeast Asia”. Bond”). The framework is built around four key pillars: Use of Proceeds, Project Evaluation &
Selection Process, Management of Proceeds, and Reporting.
As a manifestation of its implementation and commitment to sustainable economic development,
Use of Proceeds
A minimum of 70% financing for Environmentally A maximum of 30% financing for other business
BRI continues to expand financing to business sectors that deliver positive environmental outcomes
Sustainable Business Activities (KUBL) activities, including the micro, healthcare,
and promote social welfare. BRI also avoids lending to sectors indicated to be involved in illegal
and social sectors
logging, narcotics trafficking, labor and child exploitation, human rights violations, money
laundering, destruction of heritage sites, trafficking in protected plants and animals, illegal fishing,
and other businesses that are in violation of Indonesian law a. Environmentally Sustainable Business Activities (KUBL)
Bond issuance represents an alternative source of funding for BRI’s lending activities, including Activities
Bank BRI Sustainable Green Bond I Phase II 2023, the proceeds of which were allocated to the 1. Renewable Energy 6. Sustainable Water & Wastewater Management
refinancing of business sectors classified as green and social. The 2023 Green Bond issuance was 2. Energy Efficiency 7. Climate Change Adaptation
part of Bank BRI Sustainable Green Bond I Shelf Registration Program, with a total issuance limit of
3. Pollution Prevention and Control 8. Resource-Efficient and Low-Pollution Products
IDR 15 trillion.
4. Biological Resources Management and
9. Green Building
Issuance Details Sustainable Land Use
5. Land and Water Biodiversity 10. Other Environmentally Sustainable Business Activities
In 2023, BRI issued Bank BRI Sustainable Green Bond I Phase II 2023 with a total issuance amount Conservation
of IDR 6 trillion, and the offering was oversubscribed by 2.63 times.
b. Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Summary of Bond Transactions Micro Financing Activities
1. KUPEDES Micro Loan
Nama Bank BRI Sustainable Green Bond I Phase II 2023
2. KUR Micro Loan
PUB IDR 6 Trillion
Project Evaluation and Selection Process
Series Tenor Listing Date Maturity Date Coupon Amount Status
A 370 Days October 17, 2023 October 27, 2024 6.10% Rp 1.35 Trillion Matured
B 3 Years October 17, 2023 October 17, 2025 6.35% RP 4.15 Trillion Matured
C 5 Years October 17, 2023 October 17, 2026 6.30% Rp 500 Billion Outstanding
Rating idAAA (Pefindo)
Listing Indonesia Stock Exchange
Identification Pre-screening Review Allocation
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Green Bond Phase II
Management of Proceeds In accordance with POJK No. 60/POJK.04/2017 concerning the Issuance and Requirements of
• Proceeds from the issuance will be managed on a pooled basis and allocated with a minimum Green Bond, and in line with the Green Bond Framework, BRI carried out a selection and evaluation
of 70% to KUBL. process on its financing portfolio and pipeline related to sectors eligible under the established
• A special account or separate records will be established in the financial statements or Green Bond Framework. Of the total proceeds, 83.01% was allocated to the refinancing of green
sustainability reports. activities, while the remaining 16.99% was allocated to the refinancing of Other General Business
• Assets allocated for financing purposes will be actively managed, both individually and as part Activities, including the micro, healthcare, and social sectors. The detailed allocation is as follows:
of a portfolio.
• If any assets are no longer aligned with the framework or their financing has been discontinued,
Proceed Allocation Percentage
they will be replaced with other eligible assets. Activities Loan Type
(IDR billion) (%)
• Proceeds pending allocation may be placed in safe and liquid financial instruments.
KUBL
Renewable Energy 2,111 35.09% Refinancing
Reporting
Sustainable Management of Living Natu-
Allocation Reporting 2,884 47.92% Refinancing
ral Resources and Land Use
BRI reports the allocation of proceeds periodically, at least once a year and no later than one year
Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
after issuance, and whenever there is a material change to KUBL, accompanied by a review report
from environmental experts. KUPEDES Micro Loan 504 8.37% Refinancing
KUR Micro Loan 519 8.62% Refinancing
Impact Reporting
BRI issues periodic reports on the impacts of financed projects/assets, to the extent that such Composition of KUBL and Micro Loan
impacts can be practically measured and quantified, based on the review of an environmental
KUBL Micro Loan
expert.
16.99%
Allocation Report IDR 2.884 Billion
IDR 2.111 Billion
IDR 504 Billion IDR 519 Billion
As of the reporting period ended December 31, 2025, BRI had allocated 100% of the proceeds from 83.01%
the issuance of Bank BRI Sustainable Green Bond I Phase II 2023. The proceeds were used to Sustainable Management of
Renewable Energy Living Natural Resources and KUOEDES KUR
refinance several existing projects within BRI’s financing portfolio that provide both environmental Land Use
and social benefits.
An amount equivalent to 83.01% of proceeds, or IDR 4.995
An amount equivalent to 16.99% of proceeds, or IDR 1.022 trillion, was allocated to Environmentally Sustainable
trillion, was allocated to the micro segment. The financed Business Activities (KUBL). The financed projects were
projects were classified under KUPEDES Micro Loan and classified into two categories: Renewable Energy and
KUR Micro Loan. Sustainable Management of Living Natural Resources and
Land Use.
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Green Bond Phase II
Impact Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Based on the framework for Bank BRI Sustainable Green Bond I Phase II 2023, the environmental Alignment
Activities Impact Measurement
and social impacts are aligned with the following eligible sectors: to SDGs
Supporting job creation in the MSME segment, with an estimated 4,000 jobs
KUBL generated across Indonesia.
KUPEDES Distribution by Sector KUPEDES Distribution by Region
% of
Alignment Brief Description and Impact
Eligible Sector Eligible Project Type KUPEDES
Agriculture Others
to SDGs Indicators 39% 3%
Assets Micro Loan
Retail Trade
36%
Fisheries
2%
Java
59%
Kalimantan
7%
Service Transportation Sumatra Bali, NTT, NTB
The estimated environmental 8% 1% 18%
Sulawesi
5%
Papua, Maluku
Industri Construction
impacts generated are as
6% 0% 9% 2%
Housing Mining
follows:
5% 0%
• Annual renewable energy
Renewable
42.27% Hydro Power Plant generation of 1,134,272
Energy The KUR distribution reached 10,045 beneficiaries across Indonesia, with 8,210
MWh.
borrowers gaining access to formal banking credit for the first time through
• Annual avoided GHG
the KUR facility, demonstrating broader financial inclusion. Furthermore, 4,302
emissions of 1,097,045
customers reported an increase in business assets following receipt of KUR
tCO2e.
financing.
BRI has financed a sustainable KUPEDES Distribution by Sector KUPEDES Distribution by Region
KUR Micro
Investment oil palm plantation project that
Sustainable Loan
financing for applies the best domestic and Agriculture
57%
Housing
1%
Management of
environmentally international practices and Retail Trade Transportation Sulawesi Kalimantan
28% 1% 43% 4%
Living Natural 57.73%
friendly and standards in responsible palm
Service Others Sumatra Papua, Maluku
6% 1% 37% 4%
Resources and Bali, NTT, NTB Java
sustainable oil palm oil production, as evidenced
Industry Construction
3% 0% 10% 2%
Land Use Fisheries Mining
plantations by RSPO and/or ISPO 3% 0%
certification.
Conclusion
The impact report on the issuance of Bank BRI Sustainable Green Bond I Phase II 2023 reflects BRI’s
commitment to and implementation of sustainable finance, in alignment with the UN SDGs,
particularly Goals 7, 8, 10, 12, and 13. BRI continues to promote the active involvement of all relevant
stakeholders in supporting and advancing Indonesia’s economy through the adoption of sustainable
finance practices.
The issuance of Bank BRI Sustainable Green Bond I Phase II 2023 was part of the IDR 15 trillion
Shelf Offering Program and was well received by investors, with an oversubscription of 2.63 times.
BRI also obtained an external review from an environmental expert, confirming that at least 70%
(actual: 83.01%) of the activities financed under the green bond meet the eligibility criteria for
KUBL, generate positive environmental impacts, and align with the established framework. This
affirms the credibility of the Green Bond Report and highlights BRI’s compliance with and
commitment to the applicable Green Bond requirements.
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Appendix I
GREEN BOND I PHASE II management of biological natural resources and land use, while the remaining 16.99% was allocated
to other activities, including the micro, health, and social sectors. Under the project evaluation and
The SDGs Center of Universitas Diponegoro acts as the External Environmental Expert appointed to selection aspect, BRI has implemented the stages of project identification, pre-screening,
review the implementation of Bank BRI Sustainable Green Bond I Phase II Year 2023 issued by PT evaluation, and financing allocation determination to ensure that financed projects meet the green
Bank Rakyat Indonesia (Persero) Tbk. The review was conducted on the bond issuance documents, bond criteria set out in the framework and comply with applicable regulations.
the Green Bond Framework, the Impact Report, and other supporting documents for the 2023–2025
reporting period through desk review and compliance assessment against POJK No. 60 of 2017, Meanwhile, under the management of proceeds aspect, the bond proceeds are managed through
POJK No. 51 of 2017, the ICMA Green Bond Principles, and the ASEAN Green Bond Standards. the bank’s internal system, which enables structured monitoring of fund allocation through internal
Based on this approach, the assessment focused on the alignment of the use of proceeds with the recording, monitoring of fund utilization, and internal controls to ensure that the use of proceeds
category of Environmentally Sustainable Business Activities (Kegiatan Usaha Berwawasan remains aligned with the objectives of the green bond. Under the reporting aspect, BRI obtained the
Lingkungan/KUBL), the project evaluation and selection process, the management of bond highest score as it has provided relatively comprehensive information on the allocation of proceeds,
proceeds, and the quality of reporting on the use of proceeds and environmental impacts. categories of financed projects, environmental impact indicators, and transparency of disclosure to
the public.
No Assessment Aspect Score Weight Total Score
In terms of impact, financing through the Green Bond has generated measurable environmental
1. Use of Proceeds 3.20 35% 1.12 and social benefits. In the renewable energy category, financing for the Hydro Power Plant (PLTA)
2. Project Evaluation & Selection 3.46 25% 0.86 project generated renewable energy production of 1,134,272 MWh per year and avoided GHG
emissions of 1,097,045 tons of CO₂eq per year. In the sustainable land management category, the
3. Management of Proceeds 3.50 20% 0.70
financing supported sustainable palm oil plantation projects that have obtained RSPO and/or ISPO
4. Reporting 2.92 20% 0.58 certification, which serves as an indicator of the implementation of sustainable production
Total Final Score 3.27 practices. From the social perspective, microfinance through the KUPEDES and KUR programs
contributed to the creation of approximately ±4,000 jobs through KUPEDES, reached 10,045 KUR
Rating: A – Very Good beneficiaries, provided first-time access to financing for 8,210 customers, and supported business
asset growth for 4,302 customers. Overall, this instrument also contributes to the achievement of
Under the use of proceeds aspect, the assessment shows that 100% of the proceeds have been SDG 7, SDG 8, SDG 10, SDG 12, and SDG 13.
allocated, with 83.01% directed to KUBL activities covering renewable energy as well as sustainable
Semarang, March 2026
On Behalf of Diponegoro University,
Head of LPPM Diponegoro University Chief of the SDGs Research Center Diponegoro University
Prof. Dr-Ing. Suherman, S.T., M.T Prof. Bulan Prabawani, S.Sos.,M.M., Ph.D
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Appendix II
Usage of Proceeds from Issuance Environmental Benefits of Financed Projects
All projects classified under the Green Sector generate positive environmental impacts, based on
Proceeds Flow indicators predefined by Bank BRI. These indicators are derived through a consistent identification
BRI has fully allocated the proceeds from the issuance of Sustainable Green Bond I Phase II Year and calculation process in line with established best practices. Projects financed through the
2023 to finance eligible Green and Social Environmentally Friendly Business Activities (KUBL) proceeds of the BRI Green Bond Phase II Year 2023 issuance comply with Financial Services
projects, in accordance with Financial Services Authority Regulation No. 60/POJK.04/2017. The Authority Regulation No. 60/POJK.04/2017 and contribute to the achievement of the Sustainable
proceeds were utilized to refinance existing projects within BRI’s financing portfolio that generate Development Goals (SDGs). The following section presents a summary of the environmental
both environmental and social benefits, including the following: benefits realized in 2023 from projects financed through the proceeds of the BRI Green Bond Phase
II Year 2023 issuance.
Allocation
Activities Project Type Project Value (IDR)
Percentage Palm Oil Sector
Indicator PLTA
Financing
KUBL 83.01% 4,994,932,321,101
Renewable energy generated 1,134,272 MWh N/A
Renewable Energy PLTA 35.09% 2,111,412,477,351
Natural Resources Investment Financing for GHG emissions avoided 1,097,045 tCO₂e/year N/A
Management and Environmentally Sustainable Oil 47.92% 2,883,519,843,750
Sustainable Land Use Palm Plantations Environmental certification aligned with industry ISPO or RSPO
N/A
sustainability standards certification
Other Business Activities (e.g., Microfinance, Healthcare, and Social Sectors)
Micro Loan 16.99% 1,006,822,822,556
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Green Bond Phase III
Introduction Summary of BRI’s Phase III Green Bond Framework (Green Debt Securities)
2024
BRI’s strong commitment is embedded in its corporate business strategy, which focuses not only on
performance growth but also on environmental sustainability, social well-being, and the national BRI has formulated its Green Bond Framework. In ensuring that the framework is aligned with
economy. BRI believes that the stronger implementation of sustainable finance will generate broad applicable regulations and standards, BRI worked with the SDGs Hub of the University of Indonesia
and meaningful positive impacts on Indonesia’s economy, particularly for the wider community. In to obtain a Second Party Opinion (SPO). The issuance of BRI’s Rupiah-denominated Green Bond
support of the Sustainable Development Goals (SDGs), BRI continues to advance its RAKB programs. was undertaken in accordance with POJK No. 60/POJK.04/2017 on the Issuance and Requirements
This is aligned with BRI’s 2026 vision of “Becoming One of-or the-Most Profitable Banks in of Environmentally Friendly Debt Securities (“Green Bond”). The framework comprises four
Southeast Asia”. principal components: Use of Proceeds, Project Evaluation and Selection Process, Management of
Proceeds, and Reporting.
As part of the implementation of and commitment to a sustainable economy, BRI continues to
expand financing to business sectors that generate positive environmental impacts (green Use of Proceeds
financing) as well as sectors that support social welfare (social financing). At the same time, BRI
A minimum of 70% financing for Environmentally A maximum of 30% financing for other business
refrains from extending loans to sectors indicated to be involved in illegal logging, illicit drug
Sustainable Business Activities (KUBL) activities, including the micro, healthcare,
trafficking, labor and child exploitation, human rights violations, money laundering, destruction of
and social sectors
historical sites, trafficking of protected flora and fauna, illegal fishing, and other businesses that are
contrary to the laws of Indonesia.
a. Environmentally Sustainable Business Activities (KUBL)
Bond issuance serves as an alternative funding source for BRI’s lending activities, including Bank
BRI Green Bond I Phase III 2024, the proceeds of which were used to refinance business sectors Activities
categorized as green and social. The 2024 Green Bond issuance forms part of Bank BRI Sustainable
1. Renewable Energy 6. Sustainable Water & Wastewater Management
Green Bond I Shelf Registration, with a total program limit of IDR 15 trillion.
2. Energy Efficiency 7. Climate Change Adaptation
Issuance Details 3. Pollution Prevention and Control 8. Resource-Efficient and Low-Pollution Products
4. Biological Resources Management and
In 2024, BRI issued Bank BRI Sustainable Green Bond I Phase III 2024 with a total issuance amount 9. Green Building
Sustainable Land Use
of IDR 4 trillion, and the offering was oversubscribed by 1.64 times.
5. Land and Water Biodiversity
10. Other Environmentally Sustainable Business Activities
Conservation
Summary of Bond Transactions
b. Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Name Sustainable Environmental Bonds I Bank BRI Phase III 2024
Micro Financing Activities
PUB IDR 4 Trillion
1. KUPEDES Micro Loan
Series Tenor Listing Date Maturity Date Coupon Amount Status
2. KUR Micro Loan
A 370 Days March 20, 2024 March 30, 2025 6.15% IDR 1.23 Trillion Matured
B 2 Years March 20, 2024 March 20, 2026 6.25% IDR 879 Billion Outstanding Project Evaluation and Selection Process
C 3 Years March 20, 2024 March 20, 2027 6.25% IDR 382 Billion Outstanding
Rating idAAA (Pefindo)
Listing Indonesia Stock Exchange
Identification Pre-screening Review Allocation
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Green Bond Phase III
Management of Proceeds In accordance with POJK No. 60/POJK.04/2017 concerning the Issuance and Requirements of
• Proceeds from the issuance will be managed on a pooled basis and allocated with a minimum Green Bond, and in line with the Green Bond Framework, BRI carried out a selection and evaluation
of 70% to KUBL. process on its financing portfolio and pipeline related to sectors eligible under the established
• A special account or separate records will be established in the financial statements or Green Bond Framework. Of the total proceeds, 91.93% was allocated to the refinancing of
sustainability reports. Environmentally Sustainable Business Activities (KUBL), while the remaining 8.07% was allocated
• Assets allocated for financing purposes will be actively managed, both individually and as part to the refinancing of Other General Business Activities, including the micro, healthcare, and social
of a portfolio. sectors. The detailed allocation is as follows:
• If any assets are no longer aligned with the framework or their financing has been discontinued,
they will be replaced with other eligible assets.
Proceed Allocation Percentage
• Proceeds pending allocation may be placed in safe and liquid financial instruments. Activities Loan Type
(IDR billion) (%)
Reporting KUBL
Allocation Reporting Renewable Energy 1,713 72.27% Refinancing
BRI reports the allocation of proceeds periodically, at least once a year and no later than one year
Sustainable Management of Living Natu-
after issuance, and whenever there is a material change to KUBL, accompanied by a review report 150 6.35% Refinancing
ral Resources and Land Use
from environmental experts.
Other Business Activities, including the Microfinance, Healthcare, and Social Sectors
Impact Report KUPEDES Micro Loan 254 10.70% Refinancing
BRI issues periodic reports on the impacts of financed projects/assets, to the extent that such
impacts can be practically measured and quantified, based on the review of an environmental KUR Micro Loan 253 10.68% Refinancing
expert.
Allocation Report
Composition of KUBL and Micro Loan
As of the reporting period ended December 31, 2025, BRI had allocated 100% of the proceeds from KUBL Micro Loan
the issuance of Bank BRI Sustainable Green Bond I Phase II 2023. The proceeds were used to IDR 1.713 Billion 8.07%
refinance several existing projects within BRI’s financing portfolio that provide both environmental
and social benefits.
IDR 254 Billion IDR 253 Billion
IDR 150 Billion
91.93%
Sustainable Management of
Renewable Energy Living Natural Resources and KUPEDES KUR
Land Use
An amount equivalent to 78.62% of proceeds, or IDR An amount equivalent to 21.38% of proceeds, or IDR 0.507
1.863 trillion, was allocated to Environmentally Sustainable trillion, was allocated to Socially Sustainable Business
Business Activities (KUBL). The financed projects were Activities (KUBS). The financed projects were classified
classified into two categories: Renewable Energy and under the categories of Employment Generation and
Sustainable Management of Living Natural Resources Socioeconomic Advancement and Empowerment.
and Land Use.
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Green Bond Phase III
Impact
Alignment to
Eligible Sector Impact Measurement
Based on the Green Bond Framework for Phase III 2024, the corresponding environmental and SDGs
social impacts, in line with the eligible sectors, are as follows:
The KUR distribution reached 5,526 beneficiaries across Indonesia, with
4,516 borrowers gaining access to formal banking credit for the first
KUBL
time through the KUR facility, demonstrating broader financial inclusion.
% of Furthermore, 2,367 customers reported an increase in business assets
Brief Description and Impact Socioeconomic following receipt of KUR financing.
Eligible Sector Alignment to SDGs Eligible Project Type
Indicators Advancement
Assets KUPEDES Distribution by Sector KUPEDES Distribution by Region
and Agriculture Transportation
The estimated environmental Empowerment 57% 1% Sulawesi Papua, Maluku
49% 5%
Retail Trade Others
impacts generated are as follows: (KUR Loan) 28% 1%
• Annual renewable energy Jasa
6%
Housing
0%
Sumatra
28%
Kalimantan
4%
Renewable Hydro Power generation of 1,669,000 Industry Construction
91.93% 4% 0% Bali, NTT, NTB Java
Energy Plant MWh and 1,134,272 MWh. Fisheries Mining
11% 3%
3% 0%
• Annual avoided GHG
emissions of 1,097,045 tCO2e
and 1,614,223 tCO2e. Conclusion
BRI has financed a sustainable
Investment The impact report on the issuance of Bank BRI Sustainable Green Bond I Phase III 2024 reflects
Sustainable oil palm plantation project that
financing for BRI’s commitment to and implementation of sustainable finance, in alignment with the UN SDGs,
Management of applies the best domestic and
environmentally particularly Goals 7, 8, 10, 12, and 13. BRI continues to promote the active involvement of all relevant
Living Natural 8.07% international practices and
friendly and stakeholders in supporting and advancing Indonesia’s economy through the adoption of sustainable
Resources and standards in responsible palm
sustainable oil finance practices.
Land Use oil production, as evidenced by
palm plantations
RSPO and/or ISPO certification.
Sustainable Green Bond I Phase III 2024 was part of the IDR 15 trillion Shelf Offering Program and
was well received by investors, as indicated by an oversubscription of 1.64 times.
BRI also obtained an external review from an environmental expert, confirming that at least 70%
Other General Activities in the Micro, Health, and Social Sectors (actual: 78.62%) of the activities financed under the green bond meet the eligibility criteria for
KUBL, generate positive environmental impacts, and align with the established framework. This
Eligible Alignment
Impact Measurement affirms the credibility of the Green Bond Report and highlights BRI’s compliance with and
Sector to SDGs
commitment to the applicable Green Bond requirements.
Supporting job creation in the MSME segment, with an estimated 5,985 jobs
generated across Indonesia.
KUPEDES Distribution by Sector KUPEDES Distribution by Region
Agriculture Others
Pinjaman 40% 2% Java Kalimantan
57% 7%
Mikro Retail Trade
37%
Fisheries
2%
KUPEDES Service Transportation Sumatra Bali, NTT, NTB
8% 2% 19% 5%
Industry Construction
5% 0% Sulawesi Papua, Maluku
10% 2%
Housing Mining
4% 0%
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Appendix I
GREEN BOND I PHASE III Under the use of proceeds aspect, the assessment shows that 100% of the bond proceeds have
been allocated, with 78.62% directed to KUBL activities, all of which fall under the renewable
The SDGs Center of Universitas Diponegoro acts as the External Environmental Expert appointed to energy category, while 21.38% was allocated to other general activities, particularly KUPEDES
review the implementation of Bank BRI Sustainable Green Bond I Phase III Year 2022 issued by PT Micro Loans at 10.78% and Micro KUR Loans at 10.68%. All of these allocations were carried out
Bank Rakyat Indonesia (Persero) Tbk. The review was conducted on the bond issuance documents, through a refinancing scheme of the existing financing portfolio. Under the project evaluation and
the Green Bond Framework, the Impact Report, and other supporting documents for the 2022–2025 selection aspect, BRI has implemented the stages of identification, pre-screening, review, and
reporting period through desk review and compliance assessment against POJK No. 60 of 2017, allocation for the financing portfolio and pipeline to ensure that financed projects are aligned with
POJK No. 51 of 2017, the ICMA Green Bond Principles, and the ASEAN Green Bond Standards. the environmentally sustainable financing categories as stipulated in the Green Bond Framework
Based on this approach, the assessment focused on the alignment of the use of proceeds with the and POJK No. 60 of 2017. Under the management of proceeds aspect, all proceeds have been fully
category of Environmentally Sustainable Business Activities (Kegiatan Usaha Berwawasan allocated with no changes to the designated financed projects, with the allocation composition
Lingkungan/KUBL), the project evaluation and selection process, the management of bond amounting to IDR 1.863 trillion for KUBL under the renewable energy category, IDR 254 billion for
proceeds, and the quality of reporting on the use of proceeds and environmental impacts. KUPEDES Micro Loans, and IDR 253 billion for Micro KUR Loans. Meanwhile, under the reporting
aspect, BRI obtained the highest score as it has provided relatively comprehensive information on
the allocation of proceeds, categories of financed projects, environmental impact indicators, and
No Assessment Aspect Score Weight Total Score
transparency of disclosure to the public.
1. Use of Proceeds 3.20 35% 1.12
2. Project Evaluation & Selection 3.46 25% 0.86 In terms of impact, financing through the Green Bond has generated measurable environmental
and social benefits. In the renewable energy category, financing for the Hydro-energy Generation/
3. Management of Proceeds 3.50 20% 0.70
Hydropower Plant (PLTA) project generated renewable energy production of 1,134,272 MWh and
4. Reporting 2.92 20% 0.58 1,669,000 MWh per year, as well as avoided GHG emissions of 1,097,045 tonsCO2e and 1,614,223
Total Final Score 3.27 tonsCO2eq per year. From the social perspective, microfinance through the KUPEDES and KUR
programs contributed to the creation of approximately ±5,985 jobs through KUPEDES, reached
Rating A – Very Good 5,526 KUR beneficiaries, provided first-time access to financing for 4,516 customers, and supported
business asset growth for 2,367 customers. KUPEDES financing was primarily distributed to the
agricultural sector (40%) and retail trade sector (37%), with the largest regional distribution in Java
(57%), Sumatra (19%), and Sulawesi (10%). Meanwhile, KUR financing was dominated by the
agricultural sector (57%), retail trade sector (28%), and services sector (6%). Overall, this bond
contributes to the achievement of SDG 7, SDG 8, SDG 10, and SDG 13.
Semarang, March 2026
On Behalf of Diponegoro University,
Head of LPPM Diponegoro University Chief of the SDGs Research Center Diponegoro University
Prof. Dr-Ing. Suherman, S.T., M.T Prof. Bulan Prabawani, S.Sos.,M.M., Ph.D
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Appendix II
Usage of Proceeds from Issuance Environmental Benefits of Financed Projects
All projects classified under the Green Sector generate positive environmental impacts, based on
Proceeds Flow indicators predefined by Bank BRI. These indicators are derived through a consistent identification
BRI has fully allocated the proceeds from the issuance of Sustainable Green Bond I Phase III Year and calculation process in line with established best practices. Projects financed through the
2024 to finance eligible Green and Social Projects (KUBL) in accordance with POJK No. 60/ proceeds of the BRI Green Bond Phase III Year 2024 issuance comply with OJK Regulation No. 60/
POJK.04/2017. POJK.04/2017 and contribute to the achievement of the Sustainable Development Goals (SDGs).
The proceeds were utilized to refinance existing projects within BRI’s financing portfolio that The following section presents a summary of the environmental benefits realized in 2024 from
generate both environmental and social benefits, including the following: projects financed through the proceeds of the BRI Green Bond Phase III Year 2024 issuance.
Percentage
Project Value Financing of Palm Oil Plantation
Green Category Project Types Allocation of
(IDR Billion) Investments with Environmentally
Proceeds Indicators Hydropower Plant
Responsible and Sustainable
Renewable Energy PLTM, PLTA 67.96% 1,712,786,881,079 Production Practices
Management of 1,669,000 MWh and
Financing Investment in Oil Palm Land with Renewable Energy Generated N/A
Biodiversity 1,134,272 MWh
Environmentally Friendly and Sustainable 11.96% 301,420,200,563
and Sustainable 917,950 tons of CO2eq and
Production Processes Avoidable GHG Emissions N/A
Land Use 1,054,873 tons CO2eq/year
Percentage Possessing environmental
Project Value
Social Category Project Types Allocation of certifications as required for Having ISPO or RSPO certification
(IDR Billion) N/A
Proceeds sustainable purposes within the
respective industry
MSME Support Employment Generation in the MSME segment 20.09% 506,234,119,953
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 262
Bank Rakyat Indonesia Medium-Term Notes 2022
Introduction Summary of the Framework
Since its establishment in 1895, PT Bank Rakyat Indonesia (Persero) Tbk (BRI) has been one of the As disclosed in the Use of Proceeds section of the Information Memorandum for Bank BRI Medium-
main drivers of Indonesia’s economy, particularly in the MSME sector. BRI continues to contribute Term Notes 2022, the proceeds from the issuance were allocated to inclusive financing, in
to improving the welfare of the Indonesian people by supporting government policies to strengthen accordance with Bank Indonesia Regulation No. 23/13/PBI/2021 on the Macroprudential Inclusive
financial literacy, especially financial inclusion, in support of greater social and economic resilience. Financing Ratio for Conventional Commercial Banks, Islamic Commercial Banks, and Sharia
This commitment is in line with BRI’s 2026 vision of “Becoming One of-or the-Most Profitable Banks Business Units, Bank Indonesia Regulation No. 24/3/PBI/2022 amending the foregoing regulation,
in Southeast Asia”. This strategy is implemented, among other ways, through the delivery of and Board of Governors Regulation No. 24/6/PADG/2022 concerning its implementing provisions,
financial services to communities that are not yet fully digitalized, particularly in the 3T areas as well as other applicable laws and regulations. Inclusive financing refers to the provision of
(frontier, outermost, and underdeveloped regions), to ensure more equitable access to finance and funding by the Bank to MSMEs, MSME Corporates, and/or PBR, in both Indonesian Rupiah and
broader community empowerment. foreign currencies.
As part of its role in advancing sustainable finance practices, BRI has adopted financing policies Reporting
that incorporate ESG considerations. In promoting financial inclusion, BRI continues to expand Allocation Reporting
access to financial services across all segments of society. BRI currently operates through 1.19 BRI reports the allocation of proceeds periodically, at least once a year, within one year after the
million BRILink agents across more than 66,000 villages. With a strong focus on financial inclusion issuance accompanied by a review report by external experts who are competent in their fields.
and new growth drivers, BRI completed the Ultra Micro (UMi) holding in 2021, aimed at expanding
access to financial services for micro and ultra-micro communities throughout Indonesia. The Impact Reporting
ultra-micro holding was established to provide integrated and sustainable services to communities BRI issues periodic reports on the impact of projects/assets financed to the extent that it can be
nationwide. practically calculated and measured practically according to the review of external experts who are
competent in the field.
Issuance Details
In 2022, BRI issued Bank BRI Medium-Term Notes (MTN) 2022 with an aggregate principal amount
of IDR 5 trillion, comprising two series: Series A and Series B. The full proceeds from the issuance
were allocated to financing the micro and ultra-micro segments. To date, all outstanding series
under the MTN have reached maturity.
Summary of Bond Transactions
Name Bank BRI Medium Term Notes 2022
PUB IDR 5 Trillion
Series Tenor Listing Date Maturity Date Coupon Amount Status
A 2 Years November 24, 2022 November 24, 2024 6.60% IDR 2 Trillion Mature
B 3 Years November 24, 2022 November 24, 2025 6.98% IDR 3 Trillion Mature
Rating idAAA (Pefindo)
Listing Indonesia Stock Exchange
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Bank Rakyat Indonesia Medium-Term Notes 2022
Allocation Report Alignment to
Activities Impact Measurement
SDGs
As of the reporting period ended December 31, 2025, BRI had fully allocated 100% of the proceeds
Supporting job creation in the MSME segment, with an
from the issuance of Bank BRI Medium-Term Notes (MTN) 2022. The proceeds were used for
estimated 35,793 jobs generated across Indonesia.
Inclusive Financing as defined under Bank Indonesia Regulation No. 23/13/PBI/2021 on the
Macroprudential Inclusive Financing Ratio for Conventional Commercial Banks, Islamic Commercial KUPEDES Distribution by Sector KUPEDES Distribution by Region
Banks, and Sharia Business Units, and Bank Indonesia Regulation No. 24/3/PBI/2022, which KUPEDES Agriculture Others
39% 2%
Micro Loan
Java Kalimantan
amended the aforementioned regulation. Proceeds totaling IDR 5 trillion were deployed to support Retail Trade
37%
Fisheries
2%
58% 6%
the Bank’s financing activities in the micro and ultra-micro business segments in November 2023. Jasa
8%
Transportation
1%
Sumatra
19%
Bali, NTT, NTB
5%
As of December 31, 2025, the amount of proceeds to be presented in the allocation report is IDR 3 Industry
6%
Construction
0% Sulawesi Papua, Maluku
trillion, reflecting the current outstanding MTN balance. Housing
5%
Mining
0%
10% 2%
The detailed allocation is as follows: The KUR program distributed has reached 31,732 individuals
across Indonesia. Of these, 21,934 were first-time recipients
Allocation of Share of
of banking loan access through the KUR facility, reflecting the
Inclusive Financing Activities Financing Type Proceeds Proceeds
expansion of financial inclusion. In addition, 13,591 customers
(IDR billion) Allocation
experienced an increase in business assets after receiving
New Financing KUR.
KUPEDES Micro Loan 1,501 50.01% KUR Micro
in November 2022
Loan KUR Distribution by Sector KUR Distribution by Region
New Financing
KUR Micro Loan 1,499 49.99%
Retail Trade Fisheries
42% 2% Java Kalimantan
in November 2022 Agriculture Housing
61% 11%
31% 1%
Service Transportation Bali, NTT, NTB Sulawesi
12% 1% 12% 4%
Industry Construction
Inclusive Financing Activities 8% 0% Sumatra
10%
Papua, Maluku
2%
Others Mining
3% 0%
KUPEDES Micro Loan KUR Micro Loan
Conclusion
IDR 1.499 Billion IDR 1.501 Billion
49.99% 50.01%
The MTN Report demonstrates BRI’s commitment in action to enhancing sustainable financial
inclusion in Indonesia, in alignment with the objectives of the Government and the Regulator. BRI
KUR KUPEDES will further strengthen cooperation with all relevant stakeholders in the allocation, utilization, and
monitoring of MTN proceeds to ensure continued compliance with the criteria established under
applicable regulations and standards. The issuance of Medium-Term Notes is one of BRI’s strategic
Impact efforts to realize its vision of becoming the Champion of Financial Inclusion. The issuance also
successfully attracted investor interest in securities dedicated to promoting financial inclusion.
Based on the inclusive financing categories set out in PBI 23/2021, PBI 24/2022, and PBI 21/2021, Furthermore, BRI has obtained an external review from the SDGs Center of Universitas Diponegoro,
the issuance of Bank BRI Medium-Term Notes 2022 delivers social impacts across the eligible confirming that the full proceeds of the issuance were used exclusively for inclusive financing and
sectors, as follows: have delivered a positive social impact in supporting community welfare development.
Inclusive Financing
In collaboration with KPMG, BRI has developed an impact assessment methodology to measure
employment generation from Kupedes financing and community empowerment from KUR financing.
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 264
Appendix I
MEDIUM TERM NOTES In terms of allocation, the proceeds were distributed almost evenly between Micro KUPEDES
Financing amounting to IDR 1,501 billion (50.01%) and Micro KUR Financing amounting to IDR 1,499
The SDGs Center of Universitas Diponegoro acts as the External Expert conducting a review of the billion (49.99%), both of which were classified as new financing in November 2022. KUPEDES
implementation of Bank BRI Medium Term Notes (MTN) 2022 issued by PT Bank Rakyat Indonesia financing was primarily absorbed by the agricultural sector (39%) and retail trade (37%), while KUR
(Persero) Tbk. The review was conducted on the issuance documents, allocation report, impact financing was dominated by retail trade (42%) and agriculture (31%). Geographically, the largest
report, and other supporting documents provided by BRI for the reporting period up to 31 December disbursement was concentrated in Java, followed by Sumatra and Sulawesi. Reporting was carried
2025. The review methodology was carried out through a desk review of the documents, including out periodically through both allocation reporting and impact reporting, supported by an impact
an assessment of the objectives of the use of proceeds, the financing allocation pattern, the impact measurement methodology developed together with KPMG.
reporting, as well as their alignment with the inclusive financing framework referred to in the
issuance documents. In terms of impact, Micro KUPEDES Financing is estimated to have created 35,793 jobs in the
MSME segment, while Micro KUR Financing reached 31,732 people, with 21,934 customers gaining
The evaluation refers to the provisions of Bank Indonesia Regulation No. 23/13/PBI/2021, Bank first-time access to bank loans and 13,591 customers experiencing an increase in business assets.
Indonesia Regulation No. 24/3/PBI/2022, and PADG No. 24/6/PADG/2022, which form the basis for Overall, these findings indicate that Bank BRI MTN 2022 functions not only as a funding instrument,
the categorization of inclusive financing in the MTN documents. Based on this approach, the but also as a vehicle for generating positive social impact through job creation, expanded access
assessment focused on the alignment of the use of proceeds with inclusive financing, the to financing, and strengthened economic capacity among beneficiaries. Nevertheless, future
distribution of allocations across the micro and ultra-micro segments, the reporting mechanism for reporting could still be improved, particularly in clarifying the relationship between the total
allocation and impact, and the relevance of the social impacts generated from the disbursement of issuance value and the reported outstanding allocation, as well as in strengthening the baseline,
KUPEDES and KUR financing. assumptions, and the distinction between output, outcome, and impact.
No Assessment Aspect Score Weight Total Score
1. Use of Proceeds 4.00 25% 1.00
2. Project Evaluation & Selection 3.80 20% 0.76
Mekanisme Penyaluran
3. 1.33 15% 0.20
Pembiayaan
4. Technical Assistance For MSMEs 2.92 10% 0.40
5. Management of Fund 3.80 15% 0.57
6. Reporting 4.00 15% 0.60
Total Final Score 3.27
Rating A – Very Good.
Semarang, March 2026
On Behalf of Diponegoro University,
Head of LPPM Diponegoro University Chief of the SDGs Research Center Diponegoro University
Prof. Dr-Ing. Suherman, S.T., M.T Prof. Bulan Prabawani, S.Sos.,M.M., Ph.D
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Appendix II
Utilization of Proceeds from the Issuance of Bank BRI Medium Term Notes 2022
Proceeds Flow Social Benefits of Financed Projects
BRI has allocated 100% of the proceeds from the issuance of the Bank BRI Medium Term Notes Based on the inclusive financing categories outlined in Bank Indonesia Regulation Number 23/13/
2022. The proceeds are designated for inclusive financing as categorized under Bank Indonesia PBI/2021 concerning Macroprudential Inclusive Financing Ratios for Conventional Commercial
Regulation Number 23/13/PBI/2021 concerning Macroprudential Inclusive Financing Ratios for Banks, Sharia Commercial Banks, and Sharia Business Units, as well as Bank Indonesia Regulation
Conventional Commercial Banks, Sharia Commercial Banks, and Sharia Business Units, as well as Number 24/3/PBI/2022 amending Bank Indonesia Regulation Number 23/13/PBI/2021, the issuance
Bank Indonesia Regulation Number 24/3/PBI/2022, which amends Bank Indonesia Regulation of Bank BRI Medium Term Notes 2022 has generated social impacts in several eligible sectors,
Number 23/13/PBI/2021. The total proceeds of IDR 5 trillion were utilized for the disbursement of namely:
bank financing to the micro and ultra-micro business segments in November 2023. As of December
31, 2024, the proceeds reported in the allocation report amount to IDR 3 trillion, in line with the
Sector (Eligible Category) Estimated Social/Environmental Benefits
current outstanding MTN. The allocation details are as follows:
Creating jobs in the MSME segment, estimated at 16,594 jobs distributed
Percentage Employment Generation across various regions in Indonesia.
Project Value
Green Category Project Types Allocation of
(IDR Billion)
Proceeds
Socioeconomic Advancement The People's Business Credit (KUR) program is intended to support the
Employment Generation New Financing for November 2022 1,284 42.80%
and Empowerment development of non-bankable Micro businesses and is estimated to create
more than 20,257 jobs in various regions of Indonesia.
Socioeconomic
Advancement New Financing for November 2022 1,716 57.20%
and Empowerment
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Bank BRI Subordinated Bonds IV Year 2024
Introduction Summary of the Framework for Bank BRI Subordinated Bonds IV Year 2024
PT Bank Rakyat Indonesia (Persero) Tbk (“Bank BRI”) was established in 1895 and has long been In accordance with the use of proceeds outlined in the Prospectus for Bank BRI Subordinated
one of the key drivers of Indonesia’s economy, particularly in the MSME segment. BRI continues to Bonds IV 2023, the proceeds from the issuance are fully allocated to Inclusive Financing, including
position itself at the forefront of improving public welfare by supporting government policies aimed financing for MSMEs, MSME corporates, and/or Low-Income Individuals (PBR), in accordance with
at strengthening financial literacy to achieve broader national financial inclusion. BRI’s commitment Bank Indonesia Regulation No. 23/13/PBI/2021 on the Macroprudential Inclusive Financing Ratio for
to the MSME sector is reflected in its BRI 2026 Vision: “Becoming One of-or the-Most Profitable Conventional Commercial Banks, Sharia Commercial Banks, and Sharia Business Units.
Banks in Southeast Asia”.
refers to the provision of financing by the Bank to MSMEs, MSME corporates, and/or Low-Income
As part of its efforts to advance sustainable finance practices, BRI remains committed to expanding Individuals (PBR) in rupiah and foreign currencies.
financial access for communities through BRILink agents, which operates throughout Indonesia,
especially in the 3T regions (frontier, outermost, and underdeveloped areas). BRILink agents has Reporting
played an increasingly important role in providing access to and delivery of formal financial services. Allocation Reporting
By the end of December 2024, BRI had established 1.19 million agents across more than 66,000 BRI reports the allocation of proceeds periodically, at least once a year, within one year after the
villages. issuance by external expert.
To further drive financial inclusion and strengthen the integration of financial services for the public, Impact Reporting
BRI has developed a hybrid banking model, combining digital banking development with the BRI issues periodic reports on the impacts of financed projects/assets, to the extent that such
continued provision of conventional banking services to bring financial services closer to all impacts can be practically measured and quantified, based on the external expert’s review.
segments of society. This strategy further reinforces the Ultra Micro Holding, which was established
to expand access to integrated and sustainable banking products, particularly for communities in
regional areas.
Issuance Details
In 2023, BRI issued Bank BRI Subordinated Bond IV 2023 with a total issuance amount of IDR 500
billion, and all proceeds were used for financing distribution to the micro and ultra-micro segments.
Summary of Bond Transactions
Name Bank BRI Subordinated Bonds IV 2023
PUB IDR 500 Billion
Seri Tenor Listing Date Maturity Date Coupon Amount Status
A 5 Years July 6, 2023 July 6, 2028 6.45% IDR 500 Billion Outstanding
Rating idAAA (Pefindo)
Listing Indonesia Stock Exchange
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Bank BRI Subordinated Bonds IV Year 2024
Allocation Reporting Inclusive Loan
Alignment
As of the reporting period ended December 31, 2025, BRI had fully allocated 100% of the proceeds Activities Impact Measurement
to SDGs
from the issuance of Bank BRI Subordinated Bond IV 2023. The proceeds were used for Inclusive
Supporting job creation in the MSME segment, with an estimated 5,969 jobs
Financing as defined under Bank Indonesia Regulation No. 23/13/PBI/2021 on the Macroprudential
generated across Indonesia.
Inclusive Financing Ratio for Conventional Commercial Banks, Islamic Commercial Banks, and
Sharia Business Units, whereby inclusive financing refers to the provision of funding by the Bank to KUPEDES Distribution by Sector KUPEDES Distribution by Region
MSMEs, MSME Corporates, and/or PBR, in both Indonesian Rupiah and foreign currencies. The KUPEDES Agriculture Others
39% 2%
detailed allocation is as follows: Micro Retail Trade Fisheries
Java
57%
Kalimantan
8%
36% 2%
Loan
Service Transportation Sumatra Bali, NTT, NTB
10% 1% 18% 6%
Proceeds Share of
Industry Construction
Sector (Eligible Category) Loan Type Allocation Proceeds 5% 0% Sulawesi Papua, Maluku
9% 2%
(IDR Billion) Allocation Housing
5%
Mining
0%
KUPEDES Micro Loan New Financing in July 2023 251 50.00% The KUR program distributed has reached 5,242 individuals across Indonesia. Of
KUR Micro Loan New Financing in July 2023 251 50.00% these, 4,516 were first-time recipients of banking loan access through the KUR
facility, reflecting the expansion of financial inclusion. In addition, 2,367 customers
experienced an increase in business assets after receiving KUR.
Micro Loan KUPEDES Distribution by Sector KUPEDES Distribution by Region
KUR
Agriculture Others
KUPEDES Micro Loan KUR Micro Loan Micro 44% 2% Java Bali, NTT, NTB
Loan
36% 6%
Retail Trade Housing
36% 1%
IDR 251 Billion IDR 251 Billion Service Transportation Sumatra Kalimantan
50% 50% 9% 1% 33% 5%
Industry Construction
4% 0% Sulawesi Papua, Maluku
15% 3%
Perikanan Pertambangan
3% 0%
KUR KUPEDES
Conclusion
The allocation to the Social Category was 100%, or IDR 500 billion. The proceeds were allocated to projects under the
Employment Generation and Socioeconomic Advancement and Empowerment categories.
The BRI Subordinated Bonds 2024 Report reflects BRI’s commitment to advancing sustainable
financial inclusion in Indonesia, in line with the goals of the Government and regulators. BRI will
continue to strengthen collaboration with relevant stakeholders in the allocation, use, and monitoring
Impact of proceeds from the Subordinated Bonds issuance, ensuring compliance with applicable
regulations and established standards
In accordance with Bank Indonesia Regulation No. 23/13/PBI/2021 on inclusive financing categories,
including financing for MSMEs, MSME Corporations, and/or Low-Income Individuals (PBR), the The issuance of the Subordinated Bonds, in addition to supporting BRI’s supplementary capital
issuance of BRI Subordinated Bond IV 2023 has generated social impacts across eligible sectors, requirements, also represents BRI’s effort to realize its vision of becoming “The Most Valuable
as follows: Banking Group in Southeast Asia and the Champion of Financial Inclusion”. BRI successfully
attracted strong investor interest in the Subordinated Bonds, as reflected in the bookbuilding
results, which were oversubscribed by 1.77 times.
BRI has obtained an external review from SDGs Center of Universitas Diponegoro confirming that
the entire proceeds from this issuance are allocated exclusively for inclusive financing and have a
positive social impact on improving community welfare.
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Appendix I
SUBORDINARY IV PHASE I Under the use of proceeds aspect, the full proceeds of IDR 500 billion were allocated 100% to
inclusive financing for the micro and ultra-micro segments, with 50% directed to Micro KUPEDES
The SDGs Center of Universitas Diponegoro acts as the External Expert reviewing Bank BRI and 50% to Micro KUR. This allocation is aligned with the prospectus objective of supporting
Subordinated Bond IV, referred to in the document as Year 2024, issued by PT Bank Rakyat financing for MSMEs, MSME corporations, and/or PBRs, and falls under employment generation
Indonesia (Persero) Tbk. The review was conducted through a desk review of the issuance and socioeconomic advancement and empowerment. Under portfolio allocation to MSMEs, the
documents, Impact Report, and supporting documents for the 2023–2024 reporting period, with proceeds were distributed relatively evenly, at around IDR 251 billion for each scheme. KUPEDES
reference to POJK No. 51 of 2017, Bank Indonesia Regulation No. 24 of 2022 on the Macroprudential financing was primarily absorbed by agriculture (39%) and retail trade (36%), while KUR financing
Inclusive Financing Ratio (RPIM), and PADG No. 24/6/PADG/2022. The assessment focused on use was dominated by agriculture (44%) and retail trade (36%). The largest regional allocation was in
of proceeds, portfolio allocation to MSMEs, financing disbursement mechanism, technical Java, followed by Sumatra and Sulawesi.
assistance for MSMEs, management of fund, and reporting.
Under the disbursement mechanism aspect, the document refers to new financing in July 2023 for
KUPEDES and KUR, but also states that the proceeds were used for refinancing of the existing
No Assessment Aspect Score Weight Total Score
portfolio. As a result, this aspect received a score of 0.00, indicating that the explanation of the
1. Use of Proceeds 4.00 25% 1.00 disbursement mechanism was still insufficient under the assessment framework. Under MSME
2. Project Evaluation & Selection 4.00 20% 0.80 support, BRI emphasized expanded financing access and financial inclusion through the hybrid
bank ecosystem, AgenBRILink in more than 66 thousand villages, and the strengthening of the
Mekanisme Penyaluran
3. 1.33 15% 0 ultra-micro holding. Under fund management, 100% of proceeds were allocated and traceable,
Pembiayaan
namely IDR 251,014,483,372 for KUPEDES and IDR 250,966,539,414 for KUR
4. Technical Assistance For MSMEs 4.00 10% 0.40
5. Management of Fund 4.00 15% 0.60
6. Reporting 4.00 15% 0.60
Total Final Score 3.40
Rating A – Very Good.
Semarang, March 2026
On Behalf of Diponegoro University,
Head of LPPM Diponegoro University Chief of the SDGs Research Center Diponegoro University
Prof. Dr-Ing. Suherman, S.T., M.T Prof. Bulan Prabawani, S.Sos.,M.M., Ph.D
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Appendix II
Usage of Proceeds from the Issuance of Bank BRI Subordinated Bonds 2024 Environmental Benefits of Financed Projects
Based on the inclusive financing categories outlined in Bank Indonesia Regulation Number 23/13/
Proceeds Flow PBI/2021 regarding Macroprudential Inclusive Financing Ratios for Conventional Commercial Banks,
BRI has allocated 100% of the proceeds from the issuance of Subordinated Bonds IV Bank BRI Sharia Commercial Banks, and Sharia Business Units, and Bank Indonesia Regulation Number 24/3/
2023. The proceeds obtained are designated for inclusive financing in accordance with the PBI/2022 concerning the Amendment to Bank Indonesia Regulation Number 23/13/PBI/2021 on
provisions of Regulation Number 23/13/PBI/2021 regarding Macroprudential Inclusive Financing Macroprudential Inclusive Financing Ratios for Conventional Commercial Banks, Sharia Commercial
Ratios for Conventional Commercial Banks, Sharia Commercial Banks, and Sharia Business Units. Banks, and Sharia Business Units, the issuance of Bank BRI Subordinated Bonds IV in 2023 has
Inclusive financing refers to the provision of funds by the Bank to MSMEs, MSME Corporations, generated social impacts based on eligible sectors, namely:
and/or Low-Income Individuals in both Rupiah and Foreign Currency. The detailed allocation is as
follows: Sector (Eligible Category) Estimated Social and Environmental Benefits
Proceeds Creating jobs in the MSME segment, estimated at 2,740 jobs distributed
Sector (Eligible Category) Loan Type Allocation Percentage (%) Employment Generation
across various regions in Indonesia.
(IDR Billion)
The People's Business Credit (KUR) program is intended to support the
Employment Generation New Financing for July 2023 219.98 43.81% Socioeconomic Advancement
development of non-bankable Micro businesses and is estimated to create
and Empowerment
more than 3,209 jobs in various regions of Indonesia.
Socioeconomic
Advancement New Financing for July 2023 280.98 56.19%
and Empowerment
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Social Bond
Introduction Summary of BRI’s 2025 Social Bond Framework
As one of the largest banks in Indonesia with a core focus on the micro, small, and medium BRI’s Social Finance Framework is designed to support financing and/or the issuance of bonds that
enterprise (MSME) segment, BRI continues to strengthen its contribution to the nation. Through its generate positive social impacts. The framework identifies socially responsible business activities
inclusive economic growth strategy, BRI plays an active role in supporting government programs that contribute to improving quality of life and fostering inclusive and sustainable community
aimed at enhancing financial literacy, expanding financial inclusion, and strengthening social and development.
economic resilience. BRI is committed to delivering the best services by nurturing, empowering,
and optimizing community capabilities to improve the welfare of MSME and micro entrepreneurs. This Social Finance Framework is aligned with the following principles and regulations:
These efforts are aligned with BRI’s vision of “Becoming One of–or the–Most Profitable Banks in a. ICMA1 Social Bond Principles 2023
Southeast Asia”. b. LMA/APLMA/LSTA2 Social Loan Principles 2023
c. OJK Regulation (POJK) No. 51/POJK.03/2017 on the Implementation of Sustainable Finance for
As an agent of development, BRI contributes to reducing economic inequality by promoting a more Financial Services Institutions, Issuers, and Public Companies
equitable distribution of prosperity. The Bank also supports community empowerment and expands d. OJK Regulation (POJK) No. 18 of 2023 on the Issuance and Requirements of Sustainability-
access to financing for underserved segments through initiatives such as micro business Linked Debt Securities and Sukuk
development, job creation, and the provision of basic social infrastructure, aimed at improving the
living standards of communities across Indonesia. Allocation of Proceeds
The target population includes, but is not limited to, the following groups:
All of BRI’s business activities and strategic initiatives are carried out in a sustainable manner, No Target Population Description
aligned with the United Nations Sustainable Development Goals (UN SDGs). This reflects BRI’s
commitment to implementing Environmental, Social, and Governance (ESG) principles. One of the People living below the poverty The definition of “below the poverty line” refers to the standard es-
1
Bank’s key initiatives is the issuance of Social Bonds as a source of liquidity. These Social Bonds line tablished by BPS (Statistics Indonesia).3
serve as one of the key pillars of BRI’s sustainable financing strategy to support inclusive and Individuals with limited
equitable economic growth across Indonesia. 2 Individuals with less than nine years of formal education.4
educational attainment
Social Bond Issuance Individuals or communities that lack adequate access to basic
Communities with limited access goods and essential services required to maintain an adequate
3
In 2025, BRI issued BRI Sustainable Social Bond I Phase I 2025 with a total issuance amount of IDR to essential goods and services.5 standard of living. Such limitations may arise from geographic,
5 trillion. The entire proceeds were allocated for the financing and/or refinancing of projects economic, social, or systemic barriers.6
classified under Socially-Oriented Business Activities (KUBS). 4 Unemployed individuals -
Summary of Bond Transactions 5 Women -
Name Bank BRI Sustainable Social Bond I Phase I 2025
PUB IDR 5 Trillion Other vulnerable groups, Individuals whose conditions are influenced by physical, social,
6 including those affected by economic, or environmental factors that increase the vulnerability of
Series Tenor Listing Date Maturity Date Coupon Amount Status natural disasters individuals, communities, assets, or systems to hazard impacts.
A 2 Years June 26, 2025 June 26, 2027 6.45% IDR 1.563 Billion Outstanding
B 3 Years June 26, 2025 June 26, 2027 6.55% IDR 2.110 Billion Outstanding 1
International Capital Markets Association
C 5 Years June 26, 2025 June 26, 2027 6.60 % IDR 1.326 Billion Outstanding Loan Market Association, the Asia Pacific Loan Market Association, and the Loan Syndications and Trading Association
2
3
https://www.bps.go.id/en/pressrelease/2023/07/17/2016/profil-kemiskinan-di-indonesia-maret-2023.html
Rating idAAA (Pefindo) 4
Government Regulation No. 47 of 2008 on "Compulsory Education."
5
Referring to individuals classified in the low and medium categories (below 70.00) based on Indonesia’s Human Development Index (HDI) published by
Listing Indonesia Stock Exchange
Statistics Indonesia (BPS) https://www.bps.go.id/en/pressrelease/2023/11/15/2033/indonesias-human-development-index-in-2023-reached-74-39--an-
increase-of-0-62-points--0-84-percent--compared-to-previous-year--73-77--.html
6
Referring to Government Regulation No. 63 of 2020 on the Designation of Disadvantaged Regions.
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Social Bond
The proceeds are allocated to finance and/or refinance social projects that provide and/or promote one or more of the following categories for eligible target populations. The categories below are indicative,
not exhaustive, and presented in no particular order.
No Category Description Activities Target
Population
1 Affordable basic infrastructure Activities include the provision of clean drinking Activities include the development of products, infrastructure, and 1, 2, 3, 5, 6
water, wastewater management systems, sanitation, equipment that support basic infrastructure, including:
transportation, and energy infrastructure. a. Clean drinking water
b. Sewerage systems
c. Sanitation
d. Transportation
e. Energy
2 Access to essential services Activities include healthcare, education, vocational Activities include the development of products, infrastructure, and 1, 2, 3, 5, 6
training, healthcare services, financing, and equipment that support access to essential services, including:
financial services. a. Healthcare
b. Education
c. Vocational training
d. Medical care
e. Financing and financial services
3 Affordable housing Activities include the development of affordable Activities include the development of affordable housing or housing loan 1, 2, 3, 5, 6
housing or housing loans for low-income facilities for low-income communities.789
communities.
4 Employment generation and programs designed Activities include the provision and/or promotion of Activities include the provision and/or promotion of: 1, 2, 3, 4, 5, 6
to prevent and/or alleviate unemployment, SME financing and microfinance.10 a. Small and medium enterprise (SME) financing
including SME financing and microfinance b. Microfinance
5 Food security and sustainable food systems Activities include physical, social, and economic Activities include agricultural production, infrastructure, and distribution 1, 2, 3, 4, 5, 6
access to sufficient, safe, and nutritious food; that support:
resilient agriculture; reduction of food loss and a. a. Food security; and/or
waste; and improved productivity of small-scale b. b. Food supply chains
producers.
6 Socio-economic advancement and Activities include access to and control over assets, Activities include the provision and/or promotion of initiatives that meet 1, 2, 3, 4, 5
empowerment services, resources, and opportunities; fair one or more of the following criteria:
participation and integration, including the reduction a. MSMEs
of income inequality. b. Women-led enterprises
c. Vulnerable elderly or youth populations
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Social Bond
Process for Project Evaluation and Selection Allocation Report
The evaluation and selection process is designed to ensure that all financed projects are aligned
with BRI’s KUBS criteria and generate positive social impacts. This process aims to mitigate risks As of the reporting period ended December 31, 2025, BRI has allocated 100% of the proceeds from
and ensure that each project delivers benefits aligned with BRI’s social strategic objectives. The the Social Bond issuance. The proceeds were allocated to the following categories:
main steps in this process are as follows: 1. Employment generation and programs designed to prevent and/or alleviate unemployment,
including SME financing and microfinance.
a. Relevant business units are responsible for identifying and proposing KUBS to be financed or 2. Socio-economic advancement and empowerment.
refinanced. This process includes an independent assessment of proposed projects based on
the applicable eligibility and exclusion criteria as part of the credit evaluation procedures; and
b. Relevant units are responsible for reviewing and approving the financing or refinancing of the Proceeds Share of
proposed KUBS to ensure alignment with the framework. These units include, but are not limited Social Project Product Loan Type Allocation Proceeds
to: (IDR Billion) Allocation
1. Market, Portfolio & Enterprise Risk Management Division Employment Generation KUPEDES Refinancing 2,500 50.00%
2. Asset & Liabilities Management Desk Socioeconomic Advancement and
3. Treasury Business Division KUR Refinancing 2,500 50.00%
Empowerment
4. Enterprise Data Management & Analytics Division
5. Environmental, Social and Governance Division
Reporting KUBS
Allocation Reporting KUPEDES KUR
BRI reports the allocation of proceeds periodically, at least once a year and no later than one year
after issuance, with verification by an external expert. IDR 2.500 Billion IDR 2.500 Billion
50% 50%
Impact Reporting
BRI issues periodic reports on the impacts of financed projects/assets, to the extent that such Employment Socioeconomic Advancement
impacts can be practically measured and quantified, based on the external expert’s review. Generation and Empowerment
The allocation for KUBS accounted for 100%, or IDR 5 trillion, with the financed projects falling under the categories of
Employment Generation and Socioeconomic Advancement and Empowerment.
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Social Bond
Impact Conclusion
In accordance with Bank Indonesia Regulation No. 23/13/PBI/2021 on inclusive financing categories, BRI Subordinated Bonds 2024 Report is a manifestation of BRI's commitment to enhancing
including financing for MSMEs, MSME corporations, and or Low-Income Individuals (PBR), the sustainable financial inclusion in Indonesia, aligning with the goals of the Government and
issuance of Bank BRI’s 2025 Social Bond has generated social impacts in the eligible sectors, as Regulators. BRI will strengthen collaboration with all relevant stakeholders in the allocation,
follows: utilization, and monitoring processes of the proceeds from the Subordinated Bonds issuance,
ensuring continued adherence to established criteria in regulations and applicable standards.
Inclusive Loan
BRI has successfully attracted strong investor interest in the BRI Subordinated Bonds, as reflected
Alignment
Activities Impact Measurement in the bookbuilding results, which were oversubscribed by 1.77 times. BRI also obtained an external
to SDGs
review from SDGs Center Universitas Diponegoro confirming that the entire proceeds from this
Supporting job creation in the MSME segment, with an estimated 59,091 jobs issuance are allocated exclusively for inclusive financing and have a positive social impact on
generated across Indonesia. improving community welfare.
KUPEDES Distribution by Sector KUPEDES Distribution by Region
Agriculture Others
KUPEDES 40% 2% Java Kalimantan
58% 7%
Micro Retail Trade
36%
Fisheries
2%
Loan Service Transportation Sumatra Bali, NTT, NTB
8% 2% 19% 5%
Industry Construction
5% 0% Sulawesi Papua, Maluku
9% 2%
Housing Mining
5% 0%
The KUR program has reached 54,646 individuals across Indonesia, including
44,694 who obtained access to bank financing for the first time through the KUR
facility, reflecting an expansion of financial inclusion. In addition, 23,422 customers
experienced an increase in business assets after receiving KUR.
KUPEDES Distribution by Sector KUPEDES Distribution by Region
KUR Agriculture Others
43% 2% Java Kalimantan
Micro Retail Trade Housing
60% 5%
Loan 37% 1%
Service Transportation Sumatra Bali, NTT, NTB
8% 1% 24% 4%
Industry Construction
6% 0% Sulawesi Papua, Maluku
5% 2%
Fisheries Mining
2% 0%
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Appendix I
SOCIAL BOND I PHASE I particularly micro-sector financing through Micro KUR Loans, and the remaining 50% directed to
the employment generation category, particularly micro-sector financing through Micro KUPEDES
The SDGs Center of Universitas Diponegoro acts as the External Social Expert appointed to review Loans. All of these allocations were carried out through a refinancing scheme of the existing
the implementation of Bank BRI Sustainable Social Bond I Phase I Year 2025 issued by PT Bank financing portfolio and, in substance, are consistent with the provisions of BRI’s Social Bond
Rakyat Indonesia (Persero) Tbk. The review was conducted on the bond issuance documents, the Framework, which requires at least 70% of proceeds to be allocated to KUBS and a maximum of
Social Bond Framework, the Impact Report, and other supporting documents provided by BRI for 30% to other general activities. Under the project evaluation and selection aspect, BRI has
the 2022–2025 reporting period. The assessment was carried out through desk review and implemented the stages of identification, pre-screening, review, and allocation for both the
compliance testing against POJK No. 51 of 2017, POJK No. 18 of 2023, the ICMA Social Bond financing portfolio and eligible pipeline to ensure that financed projects are aligned with socially
Principles, the ASEAN Social Bond Standards, and the Social Loan Principles. Based on this oriented financing categories. Meanwhile, under the management of proceeds aspect, the
approach, the evaluation focused on the alignment of the use of proceeds with the category of proceeds are managed through the bank’s internal mechanism, enabling structured monitoring of
Socially Oriented Business Activities (KUBS), the project evaluation and selection process, the fund allocation, with no changes to the designated financed projects. The allocation composition is
management of bond proceeds, and the quality of reporting on the use of proceeds and the reflected in Micro KUR Loans amounting to IDR 2,500,185,024,921 and Micro KUPEDES Loans
resulting social impacts. amounting to IDR 2,500,031,472,801. Under the reporting aspect, BRI has also provided relatively
comprehensive information on fund allocation, financed project categories, social impact indicators,
and transparency of disclosure to the public.
No Assessment Aspect Score Weight Total Score
1. Use of Proceeds 4.00 35% 1.40 In terms of impact, financing through the Social Bond has generated measurable social benefits
2. Project Evaluation & Selection 3.75 20% 0.94 across two main categories. Under the socioeconomic advancement and empowerment category,
micro financing through Micro KUR Loans has provided first-time banking loan access to 44,694
3. Management of Proceeds 3.63 20% 0.73
customers and improved business access for 23,422 customers. Under the employment generation
4. Reporting 3.8 20% 0.76 category, micro financing through the KUPEDES program contributed to the creation of 59,091 jobs
Total Final Score 3.82 in the MSME segment. In addition, Micro KUR Loan financing was primarily distributed to the
agricultural sector (43%), retail trade (37%), and services (8%), with the largest regional distribution
Rating A – Very Good. in Java (60%), Sumatra (24%), Sulawesi (5%), and Kalimantan (5%). Meanwhile, KUPEDES
financing was dominated by the agricultural sector (40%) and retail trade (36%). These findings
Under the use of proceeds aspect, the review shows that 100% of the bond proceeds have been show that the bond’s social impact is reflected not only in the number of beneficiaries, but also in
allocated, with 50% directed to the socioeconomic advancement and empowerment category, its contribution to job creation and the expansion of access to financing in productive sectors.
Overall, this instrument also contributes to the achievement of SDG 1, SDG 2, and SDG 8.
Semarang, March 2026
On Behalf of Diponegoro University,
Head of LPPM Diponegoro University Chief of the SDGs Research Center Diponegoro University
Prof. Dr-Ing. Suherman, S.T., M.T Prof. Bulan Prabawani, S.Sos.,M.M., Ph.D
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Appendix II
Allocation of Proceeds
Proceeds Allocation
BRI allocated 100% of the proceeds from the Social Bond issuance to refinance several existing
projects within BRI’s financing portfolio that generate social benefits.
Nilai Proyek
Aktivitas Tipe Proyek Tipe Proyek
(Rupiah)
Employement Generation KUPEDES 50.00% 251,014,483,372
Socioeconomic
KUR 50.00% 250,966,539,414
advancement
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Reporting Standards Index
GRI Standards 2021 Content Index
Statement of Use : PT Bank Rakyat Indonesia (Persero) Tbk has reported in accordance with the GRI Standards for the period January 1 to December 31, 2025.
Use of GRI 1 : GRI 1: Foundation 2021
GRI Sector Standard(s) : GRI G4 Financial Services
Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
General Disclosures
GRI 2: General A. The Organization and Its Reporting Practices
Disclosures 202 2-1 Organizational details 14
2-2 Entities included in the organization’s sustainability reporting 4
2-3 Reporting period, frequency, and contact point 4-5
2-4 IRestatements of informationi 4
2-5 External assurancel 5
B. Activities and Workers
2-6 Activities, value chain, and other business relationships 14-16, 211
2-7 Employees 184, 228-230
2-8 Workers who are not employees 184, 230
2-9 Governance structure and composition 144-158,172
C. Governance
2-10 Nomination and selection of the highest governance body 160, 170
2-11 Chair of the highest governance body 144
2-12 Role of the highest governance body in overseeing the management of impacts 31, 41, 172
2-13 Delegation of responsibility for managing impacts 172
2-14 Role of the highest governance body in sustainability reporting 172
2-15 Conflicts of interest 160
2-16 Communication of critical concerns 159
2-17 Collective knowledge of the highest governance body 171, 175
2-18 Evaluation of the performance of the highest governance body 166, 175,
2-19 Remuneration policies 166,171,
2-20 Process to determine remuneration 166, 171, 189,
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Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
2-21 Annual total compensation ratio 166, 189, 233,
D. Strategy, Policies, and Practices
2-22 Statement on sustainable development strategy 6, 9
25, 26, 190, 191, 193,
2-23 Policy commitments
195, 207
2-24 Embedding policy commitments 25, 172, 187, 190, 207,
2-25 Processes to remediate negative impacts 128
2-26 Mechanisms for seeking advice and raising concerns 194, 208,
2-27 Compliance with laws and regulations 134
2-28 Membership associations 19
E. Stakeholder Engagement
2-29 Approach to stakeholder engagement 31-32
2-30 Collective bargaining agreements 197, 232
GRI 3: Material Topic 3-1 Process to determine material topics 31,33-35
2021
3-2 List of material topics 35
17, 44, 68,77, 113, 115,
3-3 Management of material topics
121, 132, 183, 189, 197
Material Topics
Climate Change
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
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Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
GRI 102: Climate Change 102-1 Transition plan for climate change mitigation 47, 48
2025
102-2 Climate change adaptation plan 51, 54, 58
102-3 Just transition 65
102-4 GHG emissions reduction targets and progress 69
102-5 Scope 1 GHG emissions 68
102-6 Scope 2 GHG emissions 68
102-7 Scope 3 GHG emissions 51
102-8 GHG emissions intensity 51
As a financial
institution, BRI does
not manage land-
based assets or carbon
sinks such as forests,
peatlands, or biomass,
which form the basis
Irrelevant to
for calculating GHG
102-9 GHG removals in the value chain 277 N.A BRI's business
removals as referred
processes
to in this disclosure.
Therefore, there is
no GHG removal
data, calculation
methodology, or related
impact that needs to be
further elaborated.
102-10 Carbon credits 72
Energy
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 302: Energy 2016 302-1 Energy consumption within the organization 77, 242
302-2 Energy consumption outside of the organization 77, 242
302-3 Energy intensity 77, 242
302-4 Reduction of energy consumption 77, 242
302-5 Reductions in energy requirements of products and services 77
Economic Performance
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
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Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
GRI 201: Economic 201-1 Direct economic value generated and distributed 211, 212
Performance 2016 201-2 Financial implications and other risks and opportunities due to climate change 17
201-3 Defined benefit plan obligations and other retirement plans 197
201-4 Financial assistance received from the government 17
Market Presence
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Manaagement of material topics
2021 121, 132, 183, 189, 197
202-1 Ratios of standard entry-level wages by gender compared to the local minimum
189, 232
wage
GRI 202: Market
All members of senior
Presence 2016
202-2 Proportion of senior management hired from the local community 278 management are
Indonesian citizens.
Indirect Economic Impacts
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 203: Indirect 203-1 Infrastructure investments and services supported 199
Economic Impacts 2016 203-2 Significant indirect economic impacts 200-205, 217
Anticorruption
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 205: Anticorruption 205-1 Operations assessed for risks related to corruption 136
2016 205-2 Communication and training about anti-corruption policies and procedures 135
205-3 Confirmed incidents of corruption and actions taken 134, 238-239
Anticompetitive Behavior
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 206: Anticompetitive
206-1 Legal actions for anti-competitive behavior, antitrust, and monopoly practices 131, 134
Behaviour 2016
Tax
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 207: Tax 2019 207-1 Legal Approach to tax 132
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Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
GRI 207: Tax 2019
207-2 Tax governance, control, and risk management 132
207-3 Stakeholder engagement and management of concerns related to tax 132
207-4 Country-by-country reporting 213
Employment
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 401: Employment 401-1 New employee hires and employee turnover 184, 231, 232, 235
2016
401-2 Benefits provided to full-time employees that are not provided to temporary or
part-time employees 189, 190, 197
401-3 Parental leave 236
Occupational Health & Safety
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 403: Occupational 403-1 Occupational health and safety management system 195-196
Health and Safety 2018
403-2 Hazard identification, risk assessment, and incident investigation 196, 198
403-3 Occupational health services 193
403-4 Worker participation, consultation, and communication on occupational health
and safety 196
403-5 Worker training on occupational health and safety 196
403-6 Promosi kesehatan kerja Promotion of worker health 193
403-7 Prevention and mitigation of occupational health and safety impacts directly
193
linked by business relationships
403-8 Workers covered by an occupational health and safety management system
195
403-9 Work-related injuries 195-196
403-10 Work-related ill health 195-196
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Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
Training and Education
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
404-1 Average hours of training per year per employee 233
GRI 404: Training and 404-2 Programs for upgrading employee skills and transition assistance programs 186, 197, 234
Education 2016
404-3 Percentage of employees receiving regular performance and career
189
development reviews
Diversity and Equal Opportunity
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 405: Diversity and 405-1 Diversity of governance bodies and employees 228
Equal Opportunity 2016 405-2 Ratio of basic salary and remuneration of women to men 189
Nondiscrimination
GRI 3: Material Topics 17, 44, 68, 77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 406:
406-1 Incidents of discrimination and corrective actions taken 208
Nondiscrimination 2016
Freedom of Association and Collective Bargaining
GRI 3: Material Topics 17, 44, 68, 77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 407: Freedom
of Association and 407-1 Operations and suppliers in which the right to freedom of association and
197
Collective Bargaining collective bargaining may be at risk
2016
Child Labor
GRI 3: Material Topics 17, 44, 68, 77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 408: Child Labor
408-1 Operations and suppliers at significant risk for incidents of child labor 207-208
2016
Forced or Compulsory Labor
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 409: Forced or 409-1 Operations and suppliers at significant risk for incidents of forced or
207-208
Compulsory Labor 2016 compulsory labor
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Requirement(s) Omitted GRI Sector
GRI Index Disclosures Page(s) Requirement(s) Standards
Reason Explanation Reference
Omitted
Local Communities
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 413: Local 413-1 Operations with local community engagement, impact assessments, and
199
Communities 2016 development programs
413-2 Operations with significant actual and potential negative impacts on local
199
communities
Public Policy
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 415: Public Policy
415-1 Political contributions 239
2016
Marketing and Labelling
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
Management of material topics
2021 121, 132, 183, 189, 197
417-1 Requirements for labelling and information on products and services
106
GRI 417: Marketing and
417-2 Incidents of non-compliance related to information and labelling of products
Labelling 2016 282
and services
417-3 Incidents of non-compliance related to marketing communications 282
Customer Privacy
GRI 3: Material Topics 17, 44, 68,77, 113, 115,
3-3 Management of material topics
2021 121, 132, 183, 189, 197
GRI 418: Customer 418-1 Substantiated complaints concerning breaches of customer privacy and losses
226-227
Privacy 2016 of customer data
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GRI G4 Financial Services Sector Index
Omission GRI Sector
GRI GRI G4
Disclosure Page(s) Standards
Standard Index Requirement(s) Omitted Reason Explanation Reference
GRI G4 FS1 Policies with specific environmental and social components applied to business lines. 25
Financial FS2 Procedures for assessing and screening environmental and social risks in business lines. 61
Services
Processes for monitoring clients’ implementation of and compliance with environmental and social requirements
FS3 64
included in agreements or transactions.
Processes for improving staff competency to implement environmental and social policies and procedures as applied
FS4 65, 187
to business lines.
FS5 Interactions with clients/investees/business partners regarding environmental and social risks and opportunities. 31
29, 213-
FS6 Percentage of the portfolio for business lines by specific region, size (e.g., micro/SME/large), and by sector.
217
Monetary value of products and services designed to deliver a specific social benefit for each business line, broken
FS7 219
down by purpose.
Monetary value of products and services designed to deliver specific environmental benefits for each business line, 218-219,
FS8
broken down by purpose. 225
Coverage and frequency of audits to assess implementation of environmental and social policies and risk assessment
FS9 64
procedures.
Percentage and number of companies held in the institution’s portfolio with which the reporting organization has
FS10 218
interacted on environmental or social issues.
FS11 Percentage of assets subject to positive and negative environmental or social screening. 218
Voting policy(ies) applied to environmental or social issues for shares over which the reporting organization holds the
FS12 172
right to vote or advises on voting.
FS13 Access points in low-populated or economically disadvantaged areas by type. 93
FS14 Initiatives to improve access to financial services for disadvantaged people. 105
FS15 Policies for the fair design and sale of financial products and services. 91
FS16 Initiatives to enhance financial literacy by type of beneficiary. 96
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Financial Services Authority (OJK) References [OJK G.4]
Index Number Disclosure Page(s)
A. Sustainability Strategy
A.1 Descriptions of Sustainability Strategy 25
B. Sustainability Aspect Performance Overview
B.1 Economic Aspects 17
B.1.a Quantity of Production or Services Sold 17
B.1.b Revenue or Sales 17
B.1.c Net Profit or Loss 17
B.1.d Environmentally Friendly Products 17, 18, 19
B.1.e Local Engagement Related to Sustainable Finance Business Processes 18
B.2 Environmental Aspects 18
B.2.a Energy Consumption 18
B.2.b Emission Reduction 18
B.2.c Waste and Effluent Reduction 18
B.2.d Biodiversity Conservation 18
B.3 Social Aspects 18
C. Company Profile
C.1 Vision, Mission, and Sustainability Values 14, 25
C.2 Company Address 14
C.3 Scale of Business 14, 211
C.3.a Total Assets or Capitalized Assets and Total Liabilities 14
C.3.b Number of Employees 14, 228-230
C.3.b.1 Number of Employees by Gender 228
C.3.b.2 Number of Employees by Job Level 228
C.3.b.3 Number of Employees by Age 228
C.3.b.4 Number of Employees by Education 230
C.3.b.5 Number of Employees by Employment Status 228
C.3.c Names of Shareholders and Percentage of Share Ownership 14
C.3.d Operational Areas 16
C.4 Products, Services, and Business Activities 14-15
C.5 Membership in Associations 19
C.6 Significant Changes in the Issuer and Public Company 16
D. Board of Directors Explanation
D.1 Board of Directors Explanation 6-8
D.1.a Policies to Address Challenges in Fulfilling the Sustainability Strategy 7
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Index Number Disclosure Page(s)
D.1.b Implementation of Sustainable Finance 7
D.1.c Strategy for Achieving Targets 8
E. Sustainability Governance
12, 13, 25, 29,
E.1 Persons Responsible for Implementing Sustainable Finance
41, 170
E.2 Competency Development Related to Sustainable Finance 173, 187
E.3 Risk Assessment of Sustainable Finance Implementation 177 - 181
E.4 Stakeholder Relations 31-38
E.5 Issues in the implementation of Sustainable Finance 29
F. Sustainability Performance
59, 176, 187, 191,
F.1 Activities to Build a Culture of Sustainability
193
F.2 Comparison of Production Targets and Performance, Portfolio, Financing Targets, or Investment, Income and Profit and Loss 175, 211
F.3 Comparison of Portfolio Targets and Performance, Financing Targets, or Investments in Financial Instruments or Projects in Line with Sustainable Finance 17, 73, 219
F.4 Environmental Costs 241
F.5 Use of Environmentally Friendly Materials 76-78, 242
F.6 Amount and Intensity of Energy Consumption 18, 77, 242
F.7 Efforts and Achievements in Energy Efficiency and Renewable Energy Use 77, 242
F.8 Water Usage 78, 242
F.9 Impacts of Operational Areas Located Near or Within Conservation Areas or Areas with Biodiversity Value 76, 205
76, 205, 206
F.10 Biodiversity Conservation Efforts
219
F.11 Amount and Intensity of Emissions by Type 70, 243-244
18, 68–78, 243-
F.12 Efforts and Achievements in Emission Reduction
244
F.13 Amount of Waste and Effluent Generated by Type 18, 76-78, 243
F.14 Waste and Effluent Management Mechanism 76, 78, 243
F.15 Spills Occurred (if any) 76, 243
F.16 Number and Nature of Environmental Complaints Received and Resolved 76
F.17 Commitment to Providing Equal Services on Products and/or Services to Customers 81
182, 183, 184,
F.18 Equal Employment Opportunity
189, 190
F.19 Child Labor and Forced Labor 182, 207
F.20 Regional Minimum Wage 182, 189, 190
F.21 Decent and Safe Workplace 190, 193, 194
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Index Number Disclosure Page(s)
185-187, 233-
F.22 Employee Capability Training and Development
234
18, 20-22, 198-
F.23 Impact of Operations on Surrounding Communities
206, 247-275
F.24 Community Complaints 199, 226-227
F.25 Social and Environmental Responsibility (TJSL) Activities 18, 198-206, 241
64, 65, 73, 74,
F.26 Innovation and Development of Sustainable Finance Products/Services
75, 77, 78, 121
F.27 Innovation and Development of Sustainable Finance Products/Services 90, 118
18, 20-22, 88,
F.28 Impact of Products/Services
247-275
F.29 Number of Recalled Products 88
F.30 Customer Satisfaction Survey on Sustainable Finance Products and/or Services 18, 226
G. Others:
G.1 Written Verification from Independent Party (Assurer) (if any) 5, 293, 296
G.2 Feedback Form 297
G.3 Response to Previous Year’s Report Feedback 31,297
G.4 Disclosure List in accordance with OJK Regulation No. 51/POJK.03/2017 284-286
Sustainability Accounting Standards Board (SASB) References
Index Number Index Name Page(s)
Data Security
FN-CB-230a.1 Number of data breaches, percentage that are personal data breaches, number of account holders affected 125, 227
FN-CB-230a.2 Description of approach to identifying and addressing data security risks 117, 121, 123
Financial Inclusion & Capacity Building
FN-CB-240a.1. (1) Number and (2) amount of loans outstanding that qualify for programs designed to promote small business and community development 217
FN-CB-240a.2 (1) Number and (2) amount of past due and nonaccrual loans or loans subject to forbearance that qualify for programs designed to promote small business and community development 92, 100
FN-CB-240a.3 Number of no-cost retail checking accounts provided to previously unbanked or underbanked customers 91
FN-CB-240a.4. Number of participants in financial literacy initiatives for unbanked, underbanked, or underserved customers 98
Incorporation of Environmental, Social, and Governance Factors in Credit Analysis
FN-CB-410a.2 Description of approach to incorporating environmental, social, and governance (ESG) factors in credit analysis 207
Financed Emissions
FN-CB-410b.1 Absolute gross financed emissions, disaggregated by (1) Scope 1, (2) Scope 2 and (3) Scope 3 70-71
FN-CB-410b.2 Gross exposure for each industry by asset class 70, 244
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FN-CB-410b.3 Percentage of gross exposure included in the financed emissions calculation 71
FN-CB-410b.4 Description of the methodology used to calculate financed emissions 68-69
Business Ethics
FN-CB-510a.1 Total amount of monetary losses as a result of legal proceedings associated with fraud, insider trading, antitrust, anti-competitive behavior, market manipulation, malpractice, or other 134
related financial industry laws or regulations
FN-CB-510a.2 Description of whistleblower policies and procedures 134
Systemic Risk Management
FN-CB-550a.1 Global Systemically Important Bank (G-SIB) score, by category 212
FN-CB-550a.2 Description of approach to integrating results of mandatory and voluntary stress tests into capital adequacy planning, long-term corporate strategy, and other business activities 178
Sustainable Banking Assessment (SUSBA) References
Indicator Disclosure Page(s)
Sustainability strategy and stakeholder engagement 25-31
Objectives
Participation in sustainable finance initiatives 81-86
Public statements about ESG 7, 10
Policies Public statements on specific sectors 6-11
Responsibility for climate-related risks 44-59
ESG risk assessment and transaction approval 60-67
Processes Client oversight and engagement 31-32, 90-92, 198-199
Monitoring process 90-92, 198-199
Responsibilities toward ESG 81-86, 198-199
Community
Environmental & social staff training, and performance evaluation 59, 65, 81, 233-234
ESG integration in products and services 20, 81-86
Products
ESG risk assessment and mitigation at portfolio level 44-59
Portfolio Disclosure of ESG risk exposure and targets 60-67, 71-72
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Task Force on Climate-related Financial Disclosures (TCFD) References
Topic Disclosure Focus BRI’s Response Page(s)
Governance
(a) Board’s oversight of climate related risks Process and frequency of information 41
Influence on business planning and goals 42
How the Board assesses progress against goals 41
(b) Management’s role in assessing and managing climate-related risks Responsibilities for climate-related risks 41-43
Description of organizational structure 41-43
Communication process 41-43
Monitoring process 41-43
Strategy
(a) Near-, medium-, and long-term climate-related risks Near-, medium-, and long-term climate-related risks 44-46
Specific risks that could be material for each time horizon 44-46
Process to determine material risks 50-59
(b) Impact on business, strategy, and planning Impact on business and strategy 45,46,48
Impact on financial planning, timing, and prioritization 45,46,48
How risks are integrated into current decision-making and strategy formulation 59
Description of climate-related strategies 44,59
(c) Resilience of strategy under a 2°C or lower scenario 57-58
Risk Management
(a) Processes to assess climate-related risks Risk management process 60-62
Existing and emerging regulatory requirements 63-64
Process for assessing the size and scope of risks 66-67
(b) Process to manage climate-related risks 60-62
(c) Integration of risk process into overall risk management 64-65
Metrics and Targets
(a) Metrics used to assess climate-related risks 68-71
(b) Scope 1 and Scope 2 emissions 68
(c) Description of targets used 69
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IFRS Index
IFRS-S1 INDEX
Disclosure BRI Responses Page
Governance
Responsibilities for sustainability-related risks and opportunities, skill 85
Process and frequency of information 85, 86
a) Board’s oversight of sustainability-related
risks and opportunities Influence on business planning and goals 90
How the board assesses progress against goals 109-111
Responsibilities for sustainability-related risks 85
b) Management’s role in assessing and Description of organization structure 85
managing sustainability-related risks and
opportunities Process of communication 85
Process for monitoring 85
Strategy
Sustainability-related risks and opportunities 87-89
Effects on the business model and value chain 89-90
a) Strategy for managing sustainability-relat-
Effects on strategy and decision-making 89-90
ed risks and opportunities
Effects on financial position, financial performance and cash flows 87-88
The resilience of the strategy and business model 90
b) Risiko dan peluang terkait keberlanjutan Sustainability-related risks and opportunities that could reasonably be expected to affect the prospects and time horizons 89
c) Business model and value chain Current and anticipated effects of sustainability related risks and opportunities on the business model and value chain and where it concentrated 89
d) Strategy and decision-making Respond to sustainability-related risks and opportunities, progress, and trade-offs 89
e) Financial position, financial performance
the effects of sustainability-related risks and opportunities on the financial position, financial performance and cash flows and anticipated effects 89
and cash flows
f) Resilience Qualitative and, if applicable, quantitative assessment of the resilience of strategy and business model in relation to its sustainability-related risks 89
Risk Management
Risk management process 104-108
a) Process to assess sustainability-related
Existing and emerging regulatory requirements 104-108
risks
Process for assessing size and scope of risk 104-108
b) Process to manage sustainability-related
How the board assesses progress against goals 104-108
risks
c) Integration of risk process into overall risk
Responsibilities for sustainability-related risks 104-108
management
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Disclosure
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 290
Disclosure BRI Responses Page
Metrics and Target
a) Metrics used to applicable IFR Sustainabil-
109-111
ity Disclosure Standard
b) Describe targets used 109-111
IFRS-S2 INDEX
Disclosure BRI Responses Page
Governance
Process and frequency of information 41
a) Board’s oversight of climate related risks Influence on business planning and goals 42
How the board assesses progress against goals 41
Responsibilities for climate-related risks 41-43
b) Management’s role in assessing and Description of organization structure 41-43
managing climate-related risks Process of communication 41-43
Process for monitoring 41-43
Strategy
a) Near, medium and long-term climaterelated risks Description of time horizons 44-46
Specific risks that could be material for each time horizon 44-46
Process to determine material risks 50-59
b) Impact on business, strategy and planning Impact on business and strategy 45, 46, 48
Impact on financial planning, timing and prioritization 45, 46, 48
Describe climate-related strategies 59
c) Resilience of strategy using 2-degree or lower scenarios 44-59
Risk Management
Risk management process 60-62
a) Process to assess climate-related risks Existing and emerging regulatory requirements 60-62
Process for assessing size and scope of risk 60-62
b) Process to manage climate-related risks Impact on business and strategy 64-65
c) Integration of risk process into overall risk management Impact on financial planning, timing and prioritization 64-65
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General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 291
Disclosure BRI Responses Page
Metrics and Targets
Description of time horizons 68-71
a) Process to assess climate-related risks Specific risks that could be material for each time horizon 68-71
Process to determine material risks 68-71
b) Scope 1 and Scope 2 emissions 68
c) Describe targets used 69
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General Sustainability
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 292
IDX Reporting Indices
S-01 Gender Equality
Male Female
Management Level
Number of employees Percentage of employees (%) Number of employees Percentage of employees (%)
Entry-Level 45,161 93.15 35,321 96.86
Mid-Level 1,875 3.87 740 2.03
Senior-Level 1,351 2.79 374 1.03
Executive-Level * 96 0.20 31 0.09
Total Employees 48,483 100 36,466 100
*)including Directors-level officials
S-02 Number of employee levels held
Entry-Level Mid-Level Senior-Level Executive-Level*
by men and women by age group Age range Total
(years) Employees
Male Female Male Female Male Female Male Female
18-25 4,339 9,033 0 0 0 0 0 0 13,372
25-35 18,143 13,817 723 405 36 11 0 0 33,135
35-45 18,532 9,847 931 293 925 252 19 4 30,803
45-55 4,123 2,609 220 41 383 109 74 26 7,585
>55 24 15 1 1 7 2 3 1 54
*) including Directors-level officials
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General Sustainability
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 293
Assurance
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Climate-related
Disclosure
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 294
Assurance
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Disclosure
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Disclosure
General Sustainability
Topic Disclosure
Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 295
Assurance
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Disclosure
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General Sustainability
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 296
Assurance
Greenhouse Gas Verification
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General Sustainability
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Appendices PT Bank Rakyat Indonesia (Persero) Tbk. 297
Feedback Form [G.2] [G.3]
The 2025 Sustainability Report of PT Bank Rakyat Indonesia (Persero) Tbk presents an overview of financial and sustainability performance. The Company did not receive any feedback on the previous
year's Sustainability Report.
1. This report is easy to understand.
Disagree Neutral Agree
2. This report presents information on the Company's material aspects, from both positive and negative perspectives.
Disagree Neutral Agree
3. Please rank the importance of the following material topics:
(Score 1 = highest priority to 7 = least priority)
• Financial Inclusion and Digitalization ( )
• Sustainability Governance ( )
• Data Security and Privacy ( )
• Responsible Investment and Financing ( )
• Emissions Management and Climate Change ( )
• Human Resources and Human Rights Management ( )
• Community Relations ( )
4. Please provide your suggestions/comments on this report.
Full Name
Occupation
Name of Institution/Company
Stakeholder Category
Investor Customer Employee Community Government Others
Please send the completed feedback form to:
Dhanny
Corporate Secretary
BRI I Building
Jl. Jenderal Sudirman No. 44-46
Jakarta 10210, Indonesia
Phone: +6221 575 1966
Facsimile: +6221 570 0916
*In the previous report, BRI reported that no feedback had been received; accordingly, no follow-up actions were taken. [G.3]
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Names mentioned 42 people and organisations named in the text · linked when the evidence is strong
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org
Bank Indonesia
p.4 ×2
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Bank Indonesia’s
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BRI Global Financial Services Ltd
p.4 ×2
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Financial Services Authority
p.4 ×6
unresolved
org
PT Decar Verite Asia
p.5
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org
Government of the Republic of Indonesia
p.14
unresolved
org
PT Asuransi BRI Life
p.15
unresolved
org
PT BRI Multifinance Indonesia
p.15
unresolved
org
PT BRI Danareksa Sekuritas
p.15
unresolved
org
PT BRI Ventura Investam
p.15
unresolved
org
PT BRI Asuransi Indonesia
p.15
unresolved
org
PT BRI Manajemen Investasi
p.15
unresolved
org
Ministry of SOEs’
p.22
unresolved
org
PT Multi Development
p.22
unresolved
person
Sustainalytics
· Member
p.23
unresolved
org
Nasional Penanggulangan Bencana
p.58
unresolved
person
SEVP
· Direktur
p.144
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