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Unlocking Synergy to Elevate Productivity
and Shape a Positive Tomorrow
2025
Laporan Tahunan | Annual Report
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Unlocking Synergy to Elevate Productivity and Shape a Positive Tomorrow Dalam menghadapi dinamika industri perbankan yang semakin kompleks, Permata Bank menempatkan sinergi organisasi sebagai pengungkit utama untuk mendorong produktivitas yang berkelanjutan dan bernilai tambah. Integrasi strategi di seluruh lini bisnis dan fungsi pendukung memastikan eksekusi yang disiplin, efisiensi operasional yang lebih tinggi, serta pengelolaan risiko dan permodalan yang optimal. Melalui akselerasi transformasi digital dan penguatan struktur operasional, Bank meningkatkan kualitas layanan sekaligus memperkokoh fondasi kinerja yang resilien. Produktivitas dimaknai Permata Bank secara komprehensif tidak hanya sebagai pertumbuhan volume usaha, tetapi juga sebagai peningkatan kualitas pendapatan, disiplin biaya, dan efektivitas pemanfaatan sumber daya. Sejalan dengan itu, Bank juga berupaya membangun masa depan yang positif melalui penerapan tata kelola yang kuat, kepatuhan regulasi, serta memastikan praktik perbankan yang prudent dan transparan. Komitmen terhadap integritas dan inovasi yang bertanggung jawab memastikan pertumbuhan yang dicapai hari ini menjadi dasar bagi daya saing dan keberlanjutan jangka panjang. In facing the increasingly complex dynamics of the banking industry, Permata Bank places organizational synergy as the main lever to drive sustainable and value-added productivity. The integration of strategies across all business lines and support functions ensures disciplined execution, higher operational efficiency, and optimal risk and capital management. Through accelerated digital transformation and strengthened operational structures, the Bank improves service quality while solidifying the foundations of resilient performance. Permata Bank comprehensively defines productivity not only as business volume growth, but also as improved income quality, cost discipline, and effective resource utilization. In line with this, the Bank also strives to build a positive future through the implementation of strong governance, regulatory compliance, and ensuring prudent and transparent banking practices. Commitment to integrity and responsible innovation ensures that today’s growth becomes the foundation for long-term competitiveness and sustainability.
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Daftar Isi
71 Surat Pernyataan Anggota
Direksi tentang Tanggung Jawab
atas Laporan Tahunan PT Bank
Ikhtisar Utama Permata Tbk Tahun 2025
Contents Main Highlights Member of the Board of Directors
Statement of Accountability of 2025
Annual Report PT Bank Permata Tbk
72 Surat Pernyataan Anggota Dewan
Pengawas Syariah tentang Tanggung
Jawab atas Laporan Tahunan
PT Bank Permata Tbk Tahun 2025
Member of the Sharia Supervisory
Board Statement of Accountability
of 2025 Annual Report PT Bank
Permata Tbk
1 Tema | Theme
2 Daftar Isi | Contents Profil Perusahaan
Company Profile
6 Kesinambungan Tema
Theme Continuity
10 Ikhtisar Kinerja 2025
2025 Performance Highlights
12 Ikhtisar Keuangan
Financial Highlights
16 Informasi Saham
Shares Information
18 Aksi Korporasi
Corporate Action
18 Informasi Obligasi, Sukuk,
atau Obligasi Konversi
Bond, Sukuk, or Convertible Bond
76 Identitas Perusahaan
Corporate Identity
Information
78 Riwayat Singkat Perusahaan
19 Penghargaan dan Sertifikat Brief History of the Company
Awards and Certificates
82 Jejak Langkah
Milestones
86 Visi dan Misi
Vision and Mission
Laporan Manajemen
87 Strategic Framework
Management Report Strategic Framework
88 Nilai-Nilai Utama (I-PRICE)
Main Values (I-PRICE)
89 Komitmen terhadap Pemangku
Kepentingan
Commitment to Stakeholders
90 Makna Logo Permata Bank
The Meaning of the Permata Bank
Logo
92 Kegiatan Usaha
Business Activities
94 Produk dan Layanan
24 Laporan Dewan Komisaris Products and Services
Report from the Board of
Commissioners 96 Jaringan Bisnis dan Wilayah Operasi
Business Network and Operational
38 Laporan Direksi Areas
Report from the Board of Directors
98 Kantor Cabang
62 Laporan Dewan Pengawas Syariah Branch Offices
Report from the Sharia Supervisory
Board 106 Struktur Organisasi
Organizational Structure
70 Surat Pernyataan Anggota Dewan
Komisaris tentang Tanggung Jawab 108 Struktur Komite
atas Laporan Tahunan PT Bank Committees’ Structure
Permata Tbk Tahun 2025 109 Keanggotaan dalam Asosiasi
Member of the Board of Membership in an Association
Commissioners Statement of
Accountability of 2025 Annual Report 110 Profil Dewan Komisaris
Board of Commissioners’ Profile
PT Bank Permata Tbk
2 PT Bank Permata Tbk Laporan Tahunan 2025
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126 Pernyataan Independensi Komisaris 184 Informasi Penggunaan Jasa Akuntan
Independen Publik (AP) dan Kantor Akuntan
Independent Statement of Publik (KAP) beserta Jaringan/
Independent Commissioner Asosiasi/Aliansi
Information on the Use of Public
127 Informasi Perubahan Komposisi
Accountant (AP) Services and Public
Dewan Komisaris selama Tahun Buku
2025 Accounting Firms (KAP) and Their
Information on the Change of Networks/Associations/Allies
Composition of the Board of 185 Lembaga dan/atau Profesi Penunjang
Commissioners in the Financial Year Pasar Modal
2025 Capital Market Supporting Institution
and/or Profession
128 Profil Direksi
Board of Directors’ Profile 186 Informasi pada Situs Web
Perusahaan
146 Informasi Perubahan Komposisi
Information on the Company’s
Direksi selama Tahun Buku 2025
Information on the Change of Website
Composition of the Board of Directors
in the Financial Year 2025
148 Profil Dewan Pengawas Syariah Analisis dan
Sharia Supervisory Board Profile
Pembahasan
154 Informasi Perubahan Komposisi
Dewan Pengawas Syariah Selama Manajemen
Tahun Buku 2025 Management Discussion and
Information on Change in the
Analysis
Composition of the Sharia
Supervisory Board in the 2025
Financial Year
156 Profil Anggota Komite
Committee Member Profile
159 Profil Pejabat Eksekutif
Executive Officers’ Profile
161 Daftar Pejabat Eksekutif
List of Executive Officers
166 Demografi Karyawan
Employee Demographics
192 Consumer Banking
170 Pengembangan Kompetensi Consumer Banking
Karyawan
196 Dana Pihak Ketiga (DPK)
Employee Competence Development Third-Party Funds (TPF)
172 Informasi Pemegang Saham
199 Wealth Management
Shareholders Information Wealth Management
175 Struktur Grup Permata Bank
204 Kredit Kepemilikan Rumah (KPR)
Permata Bank’s Group Structure Mortgage (KPR)
176 Data Pemegang Saham Utama dan
208 Indirect Consumer Financing
Pengendali, Langsung maupun Tidak Indirect Consumer Financing
Langsung hingga Pemilik Individu
Data on Main and Controlling 212 Kartu Kredit
Credit Card
Shareholders, Direct and Indirect to
Individual Owners 217 Kredit Tanpa Agunan (KTA)
Unsecured Loan (KTA)
177 Informasi Pemegang Saham Utama
dan/atau Pengendali 221 Emerging Business Banking (EBB)
Information on Main and/or Emerging Business Banking (EBB)
Controlling Shareholders
224 Corporate Banking
179 Entitas Anak, Perusahaan Asosiasi, Corporate Banking
Perusahaan Ventura Bersama, dan
Penyertaan Saham Lainnya
232 International Business Development
& Advisory
Subsidiaries, Associated Companies, International Business Development
Joint Venture Companies, and Other & Advisory
Equity Participation
240 Commercial Banking
180 Kronologis Penerbitan dan Commercial Banking
Pencatatan Saham
Chronology of Share Issuance and 248 Unit Usaha Syariah
Listing Sharia Business Unit
183 Kronologis Penerbitan 258 Ecosystem Partnership
dan Pencatatan Efek Bersifat Utang Ecosystem Partnership
Chronology of Debt Issuance and 260 Treasury
Listing of Debt Securities Treasury
266 Branch Banking dan Digital Banking
Branch Banking and Digital Banking
266 Jaringan Cabang
Branch Network
2025 Annual Report PT Bank Permata Tbk 3
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270 National Non-Branch Sales (NNBS)
National Non-Branch Sales (NNBS)
274 Digital Channel
Digital Channel
Tata Kelola Perusahaan
Good Corporate Governance
278 Kualitas Layanan dan Keunggulan
Operasional
Service Quality and Operational
Excellence
285 Tinjauan Perekonomian
Economic Review
293 Tinjauan Keuangan
Financial Review
298 Laporan Keuangan Audit
Audited Financial Report
323 Informasi Keuangan Material Lainnya
Other Material Financial Information
558 Dasar dan Prinsip-Prinsip
Pelaksanaan Tata Kelola Perusahaan
Implementation of GCG Principles
and Foundation
Manajemen Risiko 558 Tujuan Penerapan Tata Kelola
Perusahaan
Risk Management
Objective of Implementation of GCG
559 Peningkatan Penerapan Tata Kelola
Perusahaan Tahun 2025
Improving the Implementation of GCG
in 2025
560 Keterkaitan Penerapan Tata Kelola
Perusahaan dengan Kinerja
Permata Bank
The Relationship of GCG
Implementation with Permata Bank’s
Performance
560 Struktur dan Hubungan Tata Kelola
370 Manajemen Risiko Perusahaan
Risk Management Structure and Relationship of GCG
561 Penghargaan atas Penerapan
Tata Kelola Perusahaan oleh Pihak
Eksternal
Tinjauan Pendukung Evaluation of GCG Implementation by
External Party
Bisnis
Business Support Overview 562 Penilaian Penerapan Tata Kelola
Perusahaan
Assessment of GCG Implementation
580 Rapat Umum Pemegang Saham
General Meeting of Shareholders
607 Data Pemegang Saham Utama dan
Pengendali, Langsung maupun Tidak
Langsung hingga Pemilik Individu
Main and Controlling Shareholders,
Direct or Indirect, to Individual Owners
608 Dewan Komisaris
Board of Commissioners
506 Sumber Daya Manusia 622 Komisaris Independen
Human Resources Independent Commissioners
520 Teknologi Informasi 624 Direksi
Information Technology Board of Directors
536 Operasional 640 Dewan Pengawas Syariah
Operations Sharia Supervisory Board
645 Keberagaman Komposisi Dewan
Komisaris dan Direksi
Diversity in the Composition of the
Board of Commissioners and the
Board of Directors
648 Pelaksanaan Rapat Dewan Komisaris
dan Direksi
The Board of Commissioners’ and
the Board of Directors’ Meetings
Implementation
679 Tata Kelola Remunerasi
Remuneration Governance
4 PT Bank Permata Tbk Laporan Tahunan 2025
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691 Hubungan Afiliasi 826 Sistem Pelaporan Pelanggaran
Affiliated Relationship Whistleblowing System
693 Komite-Komite di Bawah Dewan 829 Penanganan Keluhan Nasabah
Komisaris Customer Complaint Handling
Committees of the Board of
Commissioners
831 Tata Kelola Pengadaan Barang dan
Jasa
722 Komite-Komite di Bawah Direksi Goods and Services Procurement
Committees of the Board of Directors Governance
745 Sekretaris Perusahaan 833 Rencana Strategis 2026 dan Jangka
Corporate Secretary Panjang
2026 and Long-Term Strategic Plan
750 Satuan Kerja Audit Internal (SKAI)
Internal Audit 834 Sistem Manajemen Anti-Penyuapan
Anti-Bribery Management System
765 Fungsi Kepatuhan
Compliance Function 837 Kebijakan Antikorupsi
Anti-Corruption Policy
779 Transaksi yang Mengandung
Benturan Kepentingan 839 Pedoman Tata Kelola Perusahaan
Conflicts of Interest Transaction Terbuka
Corporate Governance Guidelines for
781 Transaksi Afiliasi sesuai Peraturan
Public Companies
OJK No. 42/POJK.04/2020 tentang
Transaksi Afiliasi dan Transaksi 842 Pengungkapan Praktik Bad Corporate
Benturan Kepentingan Governance
Affiliated Party Transaction in Disclosure of Bad Corporate
Accordance with OJK Regulation Governance Practices
No. 42/POJK.04/2020 regarding
Affiliated Transaction and Conflict of
Interest Transaction
Tanggung Jawab
782 Pemberian Dana untuk Kegiatan
Sosial dan Politik Sosial & Lingkungan
Funding for Social and Political
Activities
Perusahaan
Corporate Social &
782 Penyediaan Dana kepada Pihak
Terkait dan Penyediaan Dana dalam Environmental Responsibility
Jumlah Besar
Provision of Funds to Related Parties
and Large Exposures
783 Transparansi Kondisi Keuangan dan
Non Keuangan Bank
Transparency of Financial and
Non- Financial Conditions of the Bank
800 Audit Eksternal
External Audit
801 Sistem Pengendalian Internal
Internal Control System 846 Capaian Keberlanjutan Tahun 2025
Sustainability Achievement in 2025
810 Manajemen Risiko
Risk Management 848 Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
813 Hukum
Legal
814 Sanksi Administrasi dari Otoritas Jasa
Keuangan dan/atau Pihak Regulator
Lainnya
Laporan Keuangan
Administrative Sanction from 2025
Financial Services Authority and/or
Other Regulators
2025 Financial Statement
815 Akses Informasi dan Data Perusahaan
Information Access and Corporate
Data 852 Laporan Keuangan 2025
2025 Financial Statements
820 Kode Etik
Code of Conduct 1030 Informasi Keuangan Entitas Induk
Financial Information of Parent
825 Budaya Perusahaan Company
Corporate Culture
825 Kebijakan Transaksi Saham
Permata Bank oleh Anggota Dewan
Komisaris dan Direksi
Shares Transaction Policy of
Permata Bank by the Members of
the Board of Commissioners and the
Board of Directors
826 Program Kepemilikan Saham oleh
Karyawan dan/atau Manajemen
Employees and/or Management
Share Option Program
2025 Annual Report PT Bank Permata Tbk 5
Page 8
Kesinambungan Tema
Theme Continuity
2025
Unlocking Synergy to Elevate Productivity
and Shape a Positive Tomorrow
Dalam menghadapi dinamika industri perbankan yang semakin kompleks, Permata Bank menempatkan
sinergi organisasi sebagai pengungkit utama untuk mendorong produktivitas yang berkelanjutan dan
bernilai tambah. Integrasi strategi di seluruh lini bisnis dan fungsi pendukung memastikan eksekusi yang
disiplin, efisiensi operasional yang lebih tinggi, serta pengelolaan risiko dan permodalan yang optimal.
Melalui akselerasi transformasi digital dan penguatan struktur operasional, Bank meningkatkan kualitas
layanan sekaligus memperkokoh fondasi kinerja yang resilien.
Produktivitas dimaknai Permata Bank secara komprehensif tidak hanya sebagai pertumbuhan volume
usaha, tetapi juga sebagai peningkatan kualitas pendapatan, disiplin biaya, dan efektivitas pemanfaatan
sumber daya. Sejalan dengan itu, Bank juga berupaya membangun masa depan yang positif melalui
penerapan tata kelola yang kuat, kepatuhan regulasi, serta memastikan praktik perbankan yang prudent
dan transparan. Komitmen terhadap integritas dan inovasi yang bertanggung jawab memastikan
pertumbuhan yang dicapai hari ini menjadi dasar bagi daya saing dan keberlanjutan jangka panjang.
In facing the increasingly complex dynamics of the banking industry, Permata Bank places organizational
synergy as the main lever to drive sustainable and value-added productivity. The integration of strategies
across all business lines and support functions ensures disciplined execution, higher operational efficiency,
and optimal risk and capital management. Through accelerated digital transformation and strengthened
operational structures, the Bank improves service quality while solidifying the foundations of resilient
performance.
Permata Bank comprehensively defines productivity not only as business volume growth, but also as improved
income quality, cost discipline, and effective resource utilization. In line with this, the Bank also strives to build
a positive future through the implementation of strong governance, regulatory compliance, and ensuring
prudent and transparent banking practices. Commitment to integrity and responsible innovation ensures
that today’s growth becomes the foundation for long-term competitiveness and sustainability.
6 PT Bank Permata Tbk Laporan Tahunan 2025
Page 9
2024
Empowering Potential,
Growing Together
Tema Laporan Tahunan 2024 ini mencerminkan semangat baru PT Bank Permata Tbk
memperkenalkan logo terbaru yang selaras dengan Bangkok Bank sebagai pemegang saham
pengendali. Rebranding ini tidak hanya membawa sinergi dan kapabilitas global, tetapi
juga memperkuat komitmen Permata Bank untuk memberdayakan potensi nasabah dan
mendukung pertumbuhan nasabah melalui solusi keuangan yang inovatif.
Melalui langkah ini, Permata Bank tidak hanya memberikan solusi keuangan yang tepat guna
tetapi juga membangun hubungan yang kuat dengan nasabah lintas generasi. Tema ini juga
menekankan pentingnya fleksibilitas dan kemampuan beradaptasi menghadapi dinamika
pasar yang terus berubah. Permata Bank memastikan setiap inovasi mampu meningkatkan
pengalaman nasabah, mempercepat layanan, dan menjaga posisi sebagai bank universal yang selalu relevan di era digital.
The theme of the 2024 Annual Report reflects the new spirit of PT Bank Permata Tbk, which introduced a new logo aligned
with Bangkok Bank as the controlling shareholder. The rebranding not only brings global synergies and capabilities but also
reinforces Permata Bank’s commitment to empowering customers’ potential and supporting their growth through innovative
financial solutions.
Through this stride, Permata Bank provides appropriate financial solutions and builds strong relationships with customers across
generations. This theme also emphasizes the importance of flexibility and adaptability to face market dynamics. Permata Bank
ensures that every innovation can improve customer experience, accelerate services, and maintain its position as a universal
bank that is always relevant in the digital era.
2023
One Family, One Team
Becoming Stronger
Tema Laporan Tahunan 2023 PT Bank Permata Tbk ini menampilkan frasa ‘One Family, One
Team’, yaitu bagian dari slogan Bangkok Bank, yang mencerminkan bagaimana seluruh insan
Bangkok Bank, siapa pun dan di mana pun mereka dalam jaringan Bangkok Bank, bersatu untuk
melayani nasabah dan membantu mereka mencapai potensi dan tujuan mereka. Sebagai
bagian dari ‘keluarga’ Bangkok Bank, Permata Bank sepenuh hati melayani nasabah dengan
semangat ‘One Family, One Team.’ Sepanjang tahun 2023, dedikasi ini diwujudkan antara
lain dalam bentuk sinergi dan kolaborasi dengan Bangkok Bank di berbagai bidang seperti
transaksi perbankan, trade finance, treasury, dan project finance, dalam rangka membangun
keunggulan bersama dalam menghadirkan pelayanan terbaik dan nilai tambah bagi nasabah.
Sementara itu, frasa kedua dari tema Laporan Tahunan 2023 ini, ‘Becoming Stronger’, menggambarkan bahwa pada tahun 2023
Permata Bank mampu menjadi lebih kuat seperti tecermin pada pencapaian kinerja finansial yang baik. Sebagai bank yang
mengutamakan prinsip ‘customer-centric’, ‘Becoming Stronger’ juga bermakna bahwa Permata Bank kini berada dalam posisi
yang lebih kuat sebagai universal bank dalam memberikan produk dan layanan pada seluruh segmen lintas generasi, didukung
dengan inovasi yang berkelanjutan dalam hal penawaran produk dan jasa yang relevan dengan memanfaatkan teknologi dan
platform digital terkini.
The theme of PT Bank Permata Tbk’s 2023 Annual Report includes the phrase ‘One Family, One Team,’ which is part of Bangkok
Bank’s slogan and reflects how all Bangkok Bank employees, whoever and wherever they are in the network, work together to
serve customers and help them achieve their potential and goals. Permata Bank, as a member of the Bangkok Bank ‘family’
serves customers enthusiastically in the spirit of ‘One Family, One Team’. This commitment was realized throughout 2023, among
other things, through synergy and collaboration with Bangkok Bank in various areas such as banking transactions, trade finance,
treasury, and project finance in order to build mutual excellence in providing the best service and added value for customers.
Meanwhile, the second phrase of the 2023 Annual Report theme, ‘Becoming Stronger’, demonstrates that Permata Bank became
stronger in 2023, as evidenced by good financial performance. As a bank that prioritizes the ‘customer-centric’ principle, ‘Becoming
Stronger’ also means that Permata Bank is now in a stronger position as a universal bank in providing products and services to all
segments across generations, supported by continuous innovation in product offerings and relevant services through the use of
cutting-edge technology and digital platforms.
2025 Annual Report PT Bank Permata Tbk 7
Page 10
Ikhtisar Utama Main Highlights
Page 11
Page 12
Ikhtisar Utama
Main Highlights
Ikhtisar Kinerja 2025
2025 Performance Highlights
Pertumbuhan Aset, Kredit, dan Pendanaan
Assets, Loans, and Funding Growth
Aset Penyaluran Kredit
Assets Loan Disbursement
268,34
259,07
5,5%
YoY
3,6%
YoY
2024 2025
dalam triliun Rupiah | in trillion Rupiah
Pendanaan
Funding
Net Stable Funding Ratio (NSFR) Rasio CASA Rasio Liquidity Coverage (LCR)
Net Stable Funding Ratio (NSFR) CASA Ratio Liquidity Coverage Ratio (LCR)
126,8% 63,9% 296,5%
Kualitas Aset yang Terkendali
Maintained Quality of Asset
Rasio NPL Bruto Rasio NPL Bersih KPMM
Gross NPL Ratio Net NPL Ratio CAR
2,1% 0,2% 34,6%
10 PT Bank Permata Tbk Laporan Tahunan 2025
Page 13
Pertumbuhan Pendapatan dan Laba
Income and Profit Growth
Sisi Permodalan Kuat
Strong Capital Positions
Permata Bank memiliki permodalan yang kokoh untuk mencapai
pertumbuhan bisnis yang berkelanjutan dengan rasio KPMM dan CET-1
masing-masing sebesar 34,6% dan 26,6%. Rasio permodalan yang kuat
menjadi kekuatan untuk mendukung pelaksanaan strategi ekspansi di
seluruh lini bisnis dan menjadikan Permata Bank sebagai salah satu yang
terkuat di antara jajaran 10 besar Bank Komersial di Indonesia.
Permata Bank is well capitalized to achieve sustainable business growth with CAR and CET-1
ratios of 34.6% and 26.6%, respectively. The strong capital ratio is a strength to support the
implementation of expansion strategies in all lines of business and makes Permata Bank
one of the strongest among the top 10 Commercial Banks in Indonesia.
Total Kredit Dana Pihak Ketiga Laba Bersih setelah Pajak
Total Credit Third Party Fund Net Profit after Tax
3,59
163,36 193,03 3,57
154,93 185,84
5,5% 3,9% 0,6%
YoY YoY YoY
2024 2025 2024 2025 2024 2025
dalam triliun Rupiah | in trillion Rupiah dalam triliun Rupiah | in trillion Rupiah dalam triliun Rupiah | in trillion Rupiah
2025 Annual Report PT Bank Permata Tbk 11
Page 14
Ikhtisar Utama
Main Highlights
Ikhtisar Keuangan
Financial Highlights
Laporan Posisi Keuangan Statements of Financial Position
Angka-angka pada seluruh tabel dan grafik menggunakan notasi bahasa Indonesia Numerical notation in all tables and graphs is in Indonesian format
(Dalam jutaan Rupiah, kecuali data saham) (In millions of Rupiah, except for shares data)
Keterangan 2025 2024 2023 2022 2021 Description
ASET ASSETS
Kas 1.686.358 1.661.729 1.756.619 1.899.358 1.978.137 Cash
Giro pada Bank Indonesia 6.897.204 8.205.594 7.315.742 20.172.530 10.627.001 Current Accounts with Bank
Indonesia
Giro pada Bank-Bank Lain - bersih 4.612.276 2.944.477 2.566.064 2.925.718 3.002.473 Current Accounts with Other Banks
- net
Penempatan pada Bank Indonesia 7.045.129 12.895.048 25.151.155 34.271.179 33.449.165 Placements with Bank Indonesia
dan Bank-Bank Lain - bersih and Other Banks - net
Aset Keuangan untuk 3.443.525 6.786.864 3.943.326 671.329 1.581.799 Financial Assets Held for Trading
Diperdagangkan
Efek-Efek yang Dibeli dengan Janji 920.042 2.145.738 26.840.692 9.898.945 14.245.191 Securities Purchased under Resale
Dijual Kembali - bersih Agreements - net
Tagihan Akseptasi - bersih 4.995.443 5.442.970 5.472.473 4.534.975 3.500.665 Acceptance Receivables - net
Kredit yang Diberikan - bersih 152.111.121 143.859.070 131.230.084 126.825.728 116.985.878 Loans - net
Efek-Efek untuk Tujuan Investasi 74.007.105 64.197.891 41.564.592 44.977.315 40.964.611 Investment Securities - net
- bersih
Investasi pada Entitas Asosiasi – – 104.019 130.933 138.001 Investment in Associate
Pajak Dibayar Dimuka 519.707 522.257 188.387 233.217 43.092 Prepaid Taxes
Aset Tetap - bersih 3.718.975 3.556.898 3.491.943 3.290.186 3.290.547 Fixed Assets - net
Aset Takberwujud - bersih 1.368.228 1.282.172 939.389 734.740 543.984 Intangible Assets - net
Aset Pajak Tangguhan - bersih 1.832.318 1.989.274 2.348.039 2.057.940 1.825.368 Deferred Tax Assets - net
Aset Lain-Lain - bersih 5.184.894 3.577.521 4.531.623 2.488.378 2.203.130 Other Assets - net
Jumlah Aset 268.342.325 259.067.503 257.444.147 255.112.471 234.379.042 Total Assets
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
Liabilitas Segera 1.973.956 1.965.829 354.731 319.794 227.373 Liabilities Payable on Demand
Simpanan dari Nasabah 193.025.578 185.843.453 188.586.562 195.794.787 179.992.316 Deposits from Customers
Simpanan dari Bank-Bank Lain 4.312.962 4.429.571 4.469.175 3.528.179 3.240.717 Deposits from Other Banks
Liabilitas Keuangan untuk 231.139 479.930 286.267 404.510 164.345 Financial Liabilities Held for
Diperdagangkan Trading
Utang Akseptasi 3.771.592 4.068.850 4.557.896 3.856.569 2.011.886 Acceptance Payables
Utang Pajak 273.183 317.457 603.106 185.461 154.580 Taxes Payable
Utang atas Efek-Efek yang Dijual 2.259.267 4.176.825 3.396.556 – – Securities Sold under Repurchase
dengan Janji Dibeli Kembali Agreements Payable
Pinjaman yang Diterima 1.501 – 350 9 1.350 Borrowings
Beban Masih Harus Dibayar 1.901.605 2.035.239 2.043.583 1.917.833 1.629.490 Accruals
Liabilitas Lain-Lain 2.674.619 1.692.806 2.406.345 873.588 756.454 Other Liabilities
Liabilitas Imbalan Pascakerja 662.729 549.118 394.299 240.278 189.737 Obligation For Post-Employment
Benefits
Provisi 57.774 55.914 74.003 82.416 67.200 Provisions
Surat Utang Subordinasi Modal Inti 11.348.406 10.849.329 10.278.952 10.291.758 9.329.879 Additional Tier 1 Capital
Tambahan Tier 1 Subordinated Notes
Jumlah Liabilitas 222.494.311 216.464.321 217.451.825 217.495.182 197.765.327 Total Liabilities
Jumlah Ekuitas 45.848.014 42.603.182 39.992.322 37.617.289 36.613.715 Total Equity
Jumlah Liabilitas dan Ekuitas 268.342.325 259.067.503 257.444.147 255.112.471 234.379.042 Total Liabilities and Equity
12 PT Bank Permata Tbk Laporan Tahunan 2025
Page 15
Laporan Laba Rugi dan Penghasilan Statements of Profit or Loss and Other
Komprehensif Comprehensive Income
Angka-angka pada seluruh tabel dan grafik menggunakan notasi bahasa Indonesia Numerical notation in all tables and graphs is in Indonesian format
(Dalam jutaan Rupiah, kecuali data saham) (In millions of Rupiah, except for shares data)
Keterangan 2025 2024 2023 2022 2021 Description
PENDAPATAN DAN BEBAN OPERASIONAL OPERATING INCOME AND EXPENSES
Pendapatan Bunga 14.791.507 14.959.489 13.798.469 11.211.686 10.434.468 Interest Income
Pendapatan Syariah 2.243.457 2.253.550 2.240.675 1.606.344 1.460.853 Sharia Income
Beban Bunga (6.019.109) (5.911.045) (5.269.080)*) (3.211.052)*) (3.438.739)*) Interest Expense
Beban Syariah (993.593) (1.078.897) (773.567)*) (484.558)*) (481.322)*) Sharia Expenses
Pendapatan Bunga dan Syariah 10.022.262 10.223.097 9.996.497 9.122.420 7.975.260 Net Interest and Sharia Income
- bersih
Pendapatan Provisi dan Komisi - 1.454.354 1.560.063 1.541.031 1.507.424 1.303.153 Net Fees and Commission Income
bersih
Pendapatan Transaksi 381.750 227.758 300.032 67.035 326.115 Net Trading Income
Perdagangan - bersih
Bagian atas Rugi Bersih dari Entitas – (23.516) (27.310) (7.583) – Share of Net Loss of Associate
Asosiasi
Keuntungan/(Kerugian) Penjualan 509.028 (57.297) (52.155) 3.867 237.350 Gain/(Loss) on Sale of Investment
Efek-Efek untuk Tujuan Investasi Securities
Pendapatan Operasional Lainnya 189.380 153.224 192.630 233.142 332.129 Other Operating Income
Jumlah Pendapatan Operasional 12.556.774 12.083.329 11.950.725 10.926.305 10.174.007 Total Operating Income
Kerugian Penurunan Nilai Aset (1.772.904) (1.524.860) (2.565.420) (2.391.919) (3.255.710) Impairment Losses on Assets
Jumlah Beban Operasional (6.152.863) (5.950.240) (6.035.185)*) (5.920.373)*) (5.352.776)*) Total Other Operating Expenses
Lainnya
Jumlah Beban Operasional (7.925.767) (7.475.100) (8.600.605) (8.312.292) (8.608.486) Total Operating Expenses
LABA OPERASIONAL 4.631.007 4.608.229 3.350.120 2.614.013 1.565.521 OPERATING PROFIT
LABA SEBELUM PAJAK 4.631.007 4.608.229 3.350.120 2.614.013 1.565.521 INCOME BEFORE INCOME TAX
PENGHASILAN
Beban Pajak Penghasilan (1.043.472) (1.041.710) (764.902) (600.600) (334.394) Income Tax Expense
LABA BERSIH 3.587.535 3.566.519 2.585.218 2.013.413 1.231.127 NET INCOME
Penghasilan/(Rugi) Komprehensif 735.674 (51.126) 332.535 (702.463) 175.930 Other Comprehensive Income/
Lain, setelah Pajak Penghasilan (Loss), Net of Income Tax
JUMLAH LABA KOMPREHENSIF 4.323.209 3.515.393 2.917.753 1.310.950 1.407.057 TOTAL COMPREHENSIVE INCOME
Laba Bersih yang Dapat Net Income Attributable to:
Diatribusikan kepada:
i. Pemilik Entitas Induk 3.587.535 3.566.519 2.585.218 2.013.413 1.231.127 i. Equity Holders of the Parent Entity
ii. Kepentingan Non-Pengendali – – – – – ii. Non-Controlling Interests
Laba Komprehensif yang Dapat Total Comprehensive Income for
Diatribusikan kepada: the year Attributable to:
i. Pemilik Entitas Induk 4.323.209 3.515.393 2.917.753 1.310.950 1.407.057 i. Equity Holders of the Parent Entity
ii. Kepentingan Non-Pengendali – – – – – ii. Non-Controlling Interests
4.323.209 3.515.393 2.917.753 1.310.950 1.407.057
Laba Bersih per Saham Dasar dan 99 99 71 56 39 Basic and Diluted Earnings per
Dilusian (Rupiah Penuh) Share (Whole Rupiah)
*)
direklasifikasikan untuk keperluan komparatif *)
reclassified for comparative purpose
2025 Annual Report PT Bank Permata Tbk 13
Page 16
Ikhtisar Utama
Main Highlights
Laporan Arus Kas Statements of Cash Flows
Angka-angka pada seluruh tabel dan grafik menggunakan notasi bahasa Indonesia Numerical notation in all tables and graphs is in Indonesian format
(Dalam jutaan Rupiah, kecuali data saham) (In millions of Rupiah, except for shares data)
Keterangan 2025 2024 2023 2022 2021 Description
Kas Bersih yang Diperoleh dari/ 4.431.850 7.877.406 (31.513.949) 17.023.605 34.808.118 Net Cash Provided by/(Used in)
(Digunakan untuk) Aktivitas Operating Activities
Operasi
Kas Bersih yang (Digunakan (4.589.471) (18.415.762) 5.312.764 (3.330.904) (16.134.490) Net Cash (Used in)/Provided by
untuk)/Diperoleh dari Kegiatan Investing Activities
Investasi
Kas Bersih yang (Digunakan (3.068.966) (196.533) 2.774.903 (418.273) (751.905) Net Cash (Used in)/Provided by
untuk)/Diperoleh dari Kegiatan Financing Activities
Pendanaan
(Penurunan)/Kenaikan Bersih Kas (3.226.587) (10.734.889) (23.426.282) 13.274.428 17.921.723 Net (Decrease)/Increase in Cash
dan Setara Kas and Cash Equivalents
Kas dan Setara Kas–Awal Tahun 23.343.797 33.993.187 57.388.345 43.860.266 25.991.667 Cash and Cash Equivalents–
Beginning of Year
Pengaruh Fluktuasi Kurs Mata 123.216 85.499 31.124 253.651 (53.124) Effect of Foreign Exchange Rate
Uang Asing pada Kas dan Setara Fluctuation on Cash and Cash
Kas Equivalents
Kas dan Setara Kas–Akhir Tahun 20.240.426 23.343.797 33.993.187 57.388.345 43.860.266 Cash and Cash Equivalents–End
of Year
14 PT Bank Permata Tbk Laporan Tahunan 2025
Page 17
Rasio Keuangan Financial Ratios
Keterangan 2025 2024 2023 2022 2021 Description
MODAL CAPITAL
Kewajiban Penyediaan Modal 34,6% 34,6% 35,3%*) 34,2% 34,9% Capital Adequacy Ratio (CAR)
Minimum (KPMM)
KPMM Modal Inti 33,6% 33,6% 34,3%*) 33,2% 33,9% Tier 1 Ratio
KPMM Modal Pelengkap 1,1% 1,1% 1,0%*) 1,0% 1,0% Tier 2 Ratio
CET-1 26,6% 26,4% 26,9%*) 25,7% 26,7% CET-1 Ratio
KUALITAS ASET PRODUKTIF EARNING ASSETS
Aset Produktif Bermasalah dan 1,0% 1,0% 1,2%*) 1,3% 1,3% Non-Performing Earning Assets
Aset Non-Produktif Bermasalah and Non-Earning Assets to Total
terhadap Total Aset Produktif dan Earnings and Non Earning Assets
Aset Non-Produktif
Aset Produktif Bermasalah 1,0% 0,9% 1,2% 1,3% 1,3% Non-Performing Earning Assets to
terhadap Total Aktiva Produktif Total Earning Assets
Cadangan Kerugian Penurunan 4,8% 4,8% 4,8% 4,5% 4,1% Allowance for Impairment Losses
Nilai (CKPN) Aset Keuangan for Financial Assets to Earning
terhadap Aset Produktif Assets
NPL - bruto 2,1% 2,1% 2,9% 3,1% 3,2% NPL - gross
NPL - bersih 0,2% 0,4% 0,4% 0,4% 0,7% NPL - net
RENTABILITAS RENTABILITY
Imbal Hasil Aktiva (ROA) 1,7% 1,8% 1,3% 1,1% 0,7% Return on Assets (ROA)
Imbal Hasil Ekuitas (ROE) 6,8% 7,2% 5,5% 4,5% 2,9% Return on Equity (ROE)
Marjin Bunga Bersih (NIM) 4,0% 4,3% 4,5% 4,3% 4,0% Net Interest Margin (NIM)
Beban Operasional terhadap 76,6% 76,1% 81,7 % 82,4% 90,1% Operating Expense to Operating
Penghasilan Operasional (BOPO) Income (BOPO)
Cost to Income Ratio (CIR) 49,6% 50,1% 51,5% 55,1% 54,9% Cost to Income Ratio (CIR)
LIKUIDITAS LIQUIDITY
Loan to Deposit Ratio (LDR) 84,5% 82,7% 74,8% 68,9% 69,0% Loan to Deposit Ratio (LDR)
Liquidity Coverage Ratio (LCR) 296,5% 340,2% 335,7% 290,5% 290,5% Liquidity Coverage Ratio (LCR)
PENDANAAN FUNDING
Dana Murah 63,9% 55,3% 55,0% 57,9% 54,0% Current Account Saving Account
(CASA)
Net Stable Funding Ratio (NSFR) 126,8% 128,5% 138,3% 145,5% 149,1% Net Stable Funding Ratio (NSFR)
KEPATUHAN COMPLIANCE
a. Persentase Pelanggaran BMPK a. Percentage of Violation of Legal
Lending Limit
a.1. Pihak Terkait 0,0% 0,0% 0,0% 0,0% 0,0% a.1. Related Parties
a.2. Pihak Tidak Terkait 0,0% 0,0% 0,0% 0,0% 0,0% a.2. Third Parties
b. Persentase Pelampauan BMPK b. Percentage of Excess of Legal
Lending Limit
a.1. Pihak Terkait 0,0% 0,0% 0,0% 0,0% 0,0% b.1. Related Parties
a.2. Pihak Tidak Terkait 0,0% 0,0% 0,0% 0,0% 0,0% b.2. Third Parties
GWM UTAMA RUPIAH GWM PRIMARY RUPIAH
Harian 2,0% 3,1% 1,6% 11,4% 4,3% Daily
Rata-Rata 5,2% 6,4% 7,8% 9,5% 3,8% Average
GWM Valuta Asing 4,0% 4,1% 4,4% 4,6% 4,3% GWM Foreign Currency
Posisi Devisa Neto (PDN) secara 0,3% 0,2% 0,7% 0,1% 0,3% Net Open Position
Keseluruhan
LAIN-LAIN OTHERS
Jumlah Karyawan (orang) 6.841 6.972 7.372 7.876 7.910 Total Employees (people)
Jumlah Cabang 200 205 216 248 286 Total Branches
Jumlah ATM (unit) 834 827 820 845 873 Total ATM Card (units)
*)
disajikan kembali *)
restated
2025 Annual Report PT Bank Permata Tbk 15
Page 18
Ikhtisar Utama
Main Highlights
Informasi Saham
Shares Information
Informasi Saham Diterbitkan untuk Setiap Information of Issued Shares Quarterly for the
Masa Triwulan dalam Dua Tahun Buku Last Two Financial Years (2024–2025)
Terakhir (2024–2025)
2025
Keterangan Description
Q1 Q2 Q3 Q4
Jumlah Saham yang 36.181.359.520 36.181.359.520 36.181.359.520 36.181.359.520 Number of Issued Shares
Diterbitkan
Harga Saham Tertinggi 2.640 3.480 6.000 5.300 Highest Share Price
Harga Saham Terendah 2.070 2.340 3.000 4.350 Lowest Share Price
Harga Saham Penutupan 2.530 2.780 5.950 5.150 Closing Share Price
Kapitalisasi Pasar (Rp) 90.623.451.190.250 99.578.337.671.500 213.126.298.253.750 186.334.001.528.000 Market Capitalization (Rp)
Volume Perdagangan 122.140.400 37.028.000 22.451.400 12.832.700 Transaction Volume (shares)
(saham)
2024
Keterangan Description
Q1 Q2 Q3 Q4
Jumlah Saham yang 36.181.359.520 36.181.359.520 36.181.359.520 36.181.359.520 Number of Issued Shares
Diterbitkan
Harga Saham Tertinggi 985 905 1.265 1.025 Highest Share Price
Harga Saham Terendah 920 865 1.150 925 Lowest Share Price
Harga Saham Penutupan 975 890 1.170 945 Closing Share Price
Kapitalisasi Pasar (Rp) 34.924.057.276.875 31.879.395.873.250 41.908.868.732.250 33.849.470.899.125 Market Capitalization (Rp)
Volume Perdagangan 4.527.100 5.473.399 91.201.000 80.852.800 Transaction Volume (shares)
(saham)
Penghentian Sementara Perdagangan Saham Temporary Suspension of Shares Trading or
atau Penghapusan Pencatatan Saham Delisting of Shares
Pada tanggal 30 September 2025, PT Bursa Efek Indonesia On 30 September 2025, the Indonesia Stock Exchange (IDX)
melakukan penghentian sementara perdagangan saham temporarily suspended trading of PT Bank Permata Tbk (BNLI)
PT Bank Permata Tbk (BNLI) di Pasar Reguler dan Pasar Tunai, shares on the Regular Market and Cash Market in order to provide
dengan tujuan untuk memberikan waktu yang memadai bagi sufficient time for market participants to carefully consider their
pelaku pasar untuk mempertimbangkan setiap pengambilan investment decisions.
keputusan investasinya.
Selama tahun 2025, Permata Bank tidak melakukan penghapusan Throughout 2025, Permata Bank did not undertake any delisting
pencatatan saham (delisting) yang disebabkan karena of its shares arising from any violations of Indonesia Stock
pelanggaran peraturan Bursa Efek Indonesia. Exchange regulations.
16 PT Bank Permata Tbk Laporan Tahunan 2025
Page 19
Pergerakan Harga dan Volume Perdagangan Saham 2024–2025
2024–2025 Shares Price Movement and Transaction Volume
6.000 80.000.000
Harga Penutupan Saham (Rp) | Shares Closing Price (Rp)
5.500
70.000.000
5.000
Volume (lembar) | Volume (shares)
4.500 60.000.000
4.000
50.000.000
3.500
3.000 40.000.000
2.500
30.000.000
2.000
1.500 20.000.000
1.000
10.000.000
500
0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2024 2025
Harga Penutupan Saham (Rp) | Shares Closing Price (Rp) Volume (lembar) | Volume (shares)
2025 2024
Harga Saham (Rp) Harga Saham (Rp)
Bulan
Share Price (Rp) Volume Share Price (Rp) Volume
Month
Perdagangan Perdagangan
Tertinggi Terendah Penutupan Trading Volume Tertinggi Terendah Penutupan Trading Volume
Highest Lowest Closing Highest Lowest Closing
Januari | January 1.340 1.285 1.325 21.282.600 970 905 910 1.118.900
Februari | February 2.460 1.240 2.180 58.219.400 950 905 925 1.016.000
Maret | March 2.640 2.070 2.530 42.637.400 985 920 975 1.691.600
April | April 2.470 2.010 2.240 9.429.800 990 905 930 1.841.400
Mei | May 2.450 2.150 2.430 9.232.700 935 880 900 2.155.299
Juni | June 3.480 2.340 2.780 18.540.900 905 865 890 1.476.700
Juli | July 3.300 2.540 3.210 12.306.100 930 850 920 1.516.800
Agustus | August 3.290 2.910 3.170 3.491.700 1.815 900 1.210 68.060.500
September | September 6.000 3.000 5.950 14.922.800 1.265 1.150 1.170 21.623.700
Oktober | October 6.500 4.600 5.275 8.348.700 1.455 1.015 1.180 57.917.100
November | November 5.325 4.790 4.810 1.489.700 1.200 950 975 17.848.800
Desember | December 5.300 4.350 5.150 2.994.300 1.025 925 945 5.086.900
2025 Annual Report PT Bank Permata Tbk 17
Page 20
Ikhtisar Utama
Main Highlights
Aksi Korporasi
Corporate Action
Selama tahun 2025, Permata Bank tidak melakukan aksi During 2025, Permata Bank did not conduct any corporate actions
korporasi yang menyebabkan terjadinya perubahan pada saham, that caused changes in shares, such as stock splits, reverse stock,
seperti pemecahan saham (stock split), penggabungan saham stock dividends, bonus shares, changes in the nominal value
(reverse stock), dividen saham, saham bonus, perubahan nilai of shares, issuance of convertible securities, as well as capital
nominal saham, penerbitan efek konversi, serta penambahan dan increase and capital reductions.
pengurangan modal.
Informasi Obligasi, Sukuk, atau Obligasi
Konversi
Bond, Sukuk, or Convertible Bond Information
Selama tahun 2025, Permata Bank tidak melakukan aksi During 2025, Permata Bank did not conduct any corporate actions
korporasi yang menyebabkan terjadinya perubahan pada saham, that caused changes in shares, such as stock splits, reverse stock,
seperti pemecahan saham (stock split), penggabungan saham stock dividends, bonus shares, changes in the nominal value
(reverse stock), dividen saham, saham bonus, perubahan nilai of shares, issuance of convertible securities, as well as capital
nominal saham, penerbitan efek konversi, serta penambahan dan increase and capital reductions.
pengurangan modal.
18 PT Bank Permata Tbk Laporan Tahunan 2025
Page 21
Penghargaan dan Sertifikat
Awards and Certificates
Penghargaan
Awards
Permata Bank menerima Permata Bank menerima Permata Bank menerima Permata Bank menerima
penghargaan “Top Sharia Business penghargaan “US Dollar Clearing penghargaan “The 2025 US penghargaan “Indonesia Best Sharia
Unit – Bank” pada Indonesia MT202 100.00%” pada ajang 2025 Dollar Clearing Elite Quality Business Unit of Conventional Bank
Excellent Awards 2025 yang Elite Quality Recognition Award yang Recognition Award for Outstanding 2025” pada ajang Indonesia Sharia
diselenggarakan oleh The Iconomics diberikan oleh J.P Morgan. Achievement of Best in Class MT202 and Halal Top Brand Awards 2025
pada 31 Januari 2025. STP Rate 100.00%” oleh J.P. Morgan yang diselenggarakan oleh Warta
Recognizes. Ekonomi pada 25 Februari 2025.
Permata Bank received “Top Sharia Permata Bank received “US Dollar Permata Bank received “The 2025 Permata Bank received the
Business Unit – Bank” award at the Clearing MT202 100.00%” award US Dollar Clearing Elite Quality “Indonesia Best Sharia Business Unit
Indonesia Excellent Awards 2025, at the 2025 Elite Quality Recognition Recognition Award for Outstanding of Conventional Bank 2025” award
organized by The Iconomics on Award, presented by J.P Morgan. Achievement of Best in Class MT202 at the Indonesia Sharia and Halal Top
31 January 2025. STP Rate 100.00%” by J.P. Morgan Brand Awards 2025, organized by
Recognizes. Warta Ekonomi on 25 February 2025.
Permata Bank menerima Permata Bank menerima Permata Bank menerima Permata Bank menerima
penghargaan “US Dollar Clearing penghargaan “Standard Chartered penghargaan dari Bank Indonesia penghargaan “The Best Sharia
MT103 99.63%” pada ajang STP Awards EUR Clearing atas partisipasinya dalam kegiatan Business Unit in Excellence In
2025 Elite Quality Award yang Payment” dari Standar Chartered SERAMBI tahun 2025. Branch ATM” dari Infobank &
diselenggarakan oleh J.P Morgan. Bank pada 20 Mei 2025. Marketing Research indonesia pada
24 Juni 2025.
Permata Bank received the Permata Bank received “Standard Permata Bank received an Permata Bank received “The Best
“US Dollar Clearing MT103 99.63%” Chartered STP Awards EUR Clearing award from Bank Indonesia for Sharia Business Unit in Excellence
award at the Elite Quality Award, Payment” award from Standard its participation in the SERAMBI In Branch ATM” award from Infobank
organized by J.P. Morgan. Chartered Bank on 20 May 2025. program in 2025. & Marketing Research Indonesia on
24 June 2025.
2025 Annual Report PT Bank Permata Tbk 19
Page 22
Ikhtisar Utama
Main Highlights
Permata Bank menerima Permata Bank menerima Permata Bank menerima Permata Bank menerima
penghargaan “The Best Sharia penghargaan “The Best Sharia penghargaan “The Best Sharia penghargaan “The 2nd Best Sharia
Business Unit in Excellence Business Unit in Excellence Business Unit in Excellence Business Unit in Excellence
Customer Service” dari Infobank & Security Guard” dari Infobank & Convenient Branch Experience” Teller Service” dari Infobank &
Marketing Research indonesia pada Marketing Research indonesia pada dari Infobank & Marketing Research Marketing Research indonesia pada
24 Juni 2025. 24 Juni 2025. indonesia pada 24 Juni 2025. 24 Juni 2025.
Permata Bank received “The Best Permata Bank received “The Best Permata Bank received “The Best Permata Bank received “The 2nd Best
Sharia Business Unit in Excellence Sharia Business Unit in Excellence Sharia Business Unit in Excellence Sharia Business Unit in Excellence
Customer Service” award from Security Guard” award from Convenient Branch Experience” Teller Service” award from Infobank
Infobank & Marketing Research Infobank & Marketing Research award from Infobank & Marketing & Marketing Research Indonesia on
Indonesia on 24 June 2025. Indonesia on 24 June 2025. Research Indonesia on 24 June 2025. 24 June 2025.
Permata Bank menerima Permata Bank menerima Permata Bank menerima Permata Bank menerima
penghargaan “The Best Sharia penghargaan “The 2nd Best Sharia penghargaan “The Best Sharia penghargaan “Commercial
Business Unit in Excellence – Business Unit in Excellence Call Business Unit in Service Excellent Payments STP Rate 99,3%” pada
Walk – In Channel” dari Infobank & Center” dari Infobank & Marketing for 15 Consecutive Years ajang Straight Through Processing
Marketing Research indonesia pada Research indonesia pada (2010– 2024)” dari Infobank & Excellence Award dari Citibank di
24 Juni 2025. 24 Juni 2025. Marketing Research indonesia pada tahun 2025.
24 Juni 2025.
Permata Bank received “The Best Permata Bank received “The 2nd Best Permata Bank received “The Best Permata Bank received
Sharia Business Unit in Excellence Sharia Businnes Unit in Excellence Sharia Business Unit In Service “Commercial Payments STP
– Walk – In Channel” award from Call Center” award from Infobank Excellent for 15 Consecutive Years Rate 99,3%” award at the Straight
Infobank & Marketing Research & Marketing Research Indonesia on (2010–2024)” award from Infobank Through Processing Excellence
Indonesia on 24 June 2025. 24 June 2025. & Marketing Research Indonesia on Award from Citibank in 2025.
June 24, 2025.
20 PT Bank Permata Tbk Laporan Tahunan 2025
Page 23
Permata Bank menerima Permata Bank menerima Permata Bank menerima
penghargaan “Top 50 Big penghargaan “Best Financial penghargaan Juara ke-2
Capitalization Public Listed Sector PT Bank Permata Tbk “Non BUMN/Non BUMD Go Publik
Company” pada ajang The 16th 2025” pada ajang The 16th IICD Keuangan Klaster di Atas Rp5 Triliun”
IICD Corporate Governance Corporate Governance Conference pada ajang Annual Report Award
Conference & Award 2025 yang & Award 2025 yang diselenggarakan yang diselenggarakan oleh Komite
diselenggarakan oleh Indonesian oleh Indonesian Institute for Nasional Kebijakan Governansi
Institute for Corporate Directorship Corporate Directorship pada (KNKG) pada 8 Desember 2025.
pada 15 September 2025. 15 September 2025.
Permata Bank received “Top 50 Permata Bank received “Best Permata Bank received Second Place
Big Capitalization Public Listed Financial Sector PT Bank Permata in the “Non-SOE/Non-ROE Public
Company” award at the The 16th IICD Tbk 2025” award at the The 16th IICD Financial Companies with Assets
Corporate Governance Conference & Corporate Governance Conference & Above Rp5 Trillion” at the Annual
Award 2025, organized by Indonesian Award 2025, organized by Indonesian Report Award, organized by National
Institute for Corporate Directorship on Institute for Corporate Directorship on Committee on Governance Policy on
15 September 2025. 15 September 2025. 8 December 2025.
Sertifikat
Certificates
Permata Bank mendapatkan sertifikat apresiasi dan Permata Bank menerima sertifikat Juara 2 “Non BUMN/
meraih posisi silver pada kategori Cost Effective Non BUMD Go Publik Keuangan Klaster di Atas
Implementation di acara 1st Indonesia Operations Rp5 Triliun” pada ajang Annual Report Award yang
Banking Summit yang diselenggarakan oleh Forum diselenggarakan oleh Komite Nasional Kebijakan
Komunikasi Direktur Operasional Perbankan pada Governansi (KNKG) pada 8 Desember 2025.
27–28 Mei 2025.
Permata Bank received a certificate of appreciation Permata Bank received Second Place Certificate in the
and achieved silver position in the Cost Effective “Non-SOE/Non-ROE Public Financial Companies with
Implementation category at the 1st Indonesia Operations Assets Above Rp5 Trillion” at the Annual Report Award,
Banking Summit, organized by Banking Operations organized by National Committee on Governance Policy
Directors Communication Forum on 27–28 May 2025. on 8 December 2025.
2025 Annual Report PT Bank Permata Tbk 21
Page 24
Laporan Manajemen Management Reports
Page 25
Page 26
Laporan Manajemen
Management Report
Laporan
Dewan
Komisaris
Report from the Board
of Commissioners
Chartsiri
Sophonpanich
Komisaris Utama
President Commissioner
24 PT Bank Permata Tbk Laporan Tahunan 2025
Page 27
Sepanjang 2025, Dewan Komisaris menjalankan fungsi
pengawasan dan penasihat kepada Direksi secara efektif
dalam memastikan implementasi strategi, penguatan tata
kelola, manajemen risiko, kepatuhan terhadap regulasi,
serta pemantauan kinerja dan inisiatif strategis Perseroan
guna menjaga ketahanan, pertumbuhan berkelanjutan, dan
penciptaan nilai bagi pemangku kepentingan.
Throughout 2025, the Board of Commissioners effectively performed its supervisory
and advisory functions to the Board of Directors, ensuring the implementation
of corporate strategies, the strengthening of governance practices, enhanced
risk management, regulatory compliance, and the monitoring of the Company’s
performance and strategic initiatives to maintain resilience, support sustainable
growth, and create value for stakeholders.
Para Pemegang Saham yang Terhormat, Dear Honorable Shareholders,
Dengan segala hormat, kami, selaku Dewan Komisaris With due respect, the Board of Commissioners hereby
menyampaikan laporan terkait pelaksanaan tugas submits its report on the execution of its supervisory
pengawasan dan pendampingan terhadap kinerja and advisory duties regarding the performance of
PT Bank Permata Tbk (“Permata Bank” atau “Bank”) PT Bank Permata Tbk (“Permata Bank” or the “Bank”)
sepanjang 2025. Kami memandang keberhasilan in 2025. We believe that the Bank’s ability to deliver
Bank mencatatkan kinerja positif di tengah positive results in the face of complex, challenging
kompleksitas dan dinamika bisnis yang menantang business conditions, exacerbated by ongoing
disertai dengan tekanan geopolitik yang belum geopolitical tensions, reflects the strong alignment
mereda merupakan hasil dari sinergi yang erat antara and synergies between the Board of Commissioners,
Dewan Komisaris, Direksi, dan seluruh karyawan. Board of Directors, and all employees.
Melalui laporan ini, Dewan Komisaris merangkum In this report, the Board of Commissioners outlines
pelaksanaan fungsi pengawasan dan pemberian the execution of its oversight of, and strategic
arahan strategis kepada Direksi dalam memimpin guidance provided to, the Board of Directors in
jalannya pengelolaan Bank, sekaligus memastikan steering the Bank’s management, while ensuring
seluruh kegiatan usaha Bank telah dijalankan sesuai that all business activities are conducted in line
prinsip tata kelola yang baik, berorientasi pada with sound corporate governance principles,
keberlanjutan, dan penciptaan nilai jangka panjang sustainability commitments, and the creation of
bagi seluruh pemangku kepentingan. long-term value for all stakeholders.
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Pandangan atas Dinamika Ekonomi Global, Our View on Global Economic Dynamics,
Ketahanan Ekonomi Domestik, dan Industri Domestic Economic Resilience, and the
Perbankan Banking Industry
Dinamika ekonomi global sepanjang 2025 masih bergerak Global economic conditions throughout 2025 remained
dalam lanskap yang penuh tantangan dan ketidakpastian, challenging and uncertain, shaped by increasingly protectionist
dipengaruhi oleh kebijakan perdagangan Amerika Serikat (AS) U.S. trade policies, slowing economic growth in China, and
yang lebih proteksionis, perlambatan pertumbuhan Tiongkok, persistent geopolitical tensions affecting international markets.
serta ketidakpastian geopolitik yang membayangi pasar These factors contributed to heightened volatility in global trade
internasional. Faktor-faktor tersebut berdampak pada volatilitas flows and uneven growth across countries. Several emerging
volume perdagangan global dan pertumbuhan yang tidak merata economies, such as India, Argentina, and Turkey, emerged as
di berbagai negara. Beberapa negara berkembang seperti India, key drivers of global growth while developed economies, such as
Argentina dan Turki muncul sebagai pendorong pertumbuhan Germany, France, and Australia, only grew moderately.
global, sementara negara-negara maju seperti Jerman, Prancis,
dan Australia hanya tumbuh secara moderat.
Perubahan sentimen global juga mempengaruhi arah kebijakan Changing global sentiment influenced the direction of international
moneter internasional. Penurunan tren inflasi mendorong bank- monetary policy. Continued inflationary easing prompted major
bank sentral utama untuk melonggarkan suku bunga, termasuk central banks to adopt more accommodative policy stances,
Bank Indonesia yang konsisten menurunkan BI-Rate secara including Bank Indonesia, which progressively lowered the
bertahap hingga mencapai 4,75% pada akhir tahun. Kebijakan ini BI Rate to 4.75% by year-end. This policy supported liquidity,
tidak hanya memperkuat likuiditas dan mendorong pertumbuhan encouraged credit expansion, bolstered household consumption,
kredit, tetapi juga mendukung konsumsi rumah tangga serta and reinforced Indonesia’s overall economic resilience, enabling
menjaga ketahanan ekonomi nasional, sehingga Indonesia tetap the country to remain stable and responsive to evolving global
stabil dan adaptif di tengah dinamika global yang terus berubah. dynamics.
Perekonomian Indonesia tetap menunjukkan ketahanan yang Indonesia’s economy remained resilient despite ongoing global
kuat, tercermin dari pertumbuhan sebesar 5,0% (YoY), didorong uncertainty, with growth of 5.0% (YoY) underpinned by rising
oleh peningkatan investasi, ekspor yang tetap kompetitif, serta investment, competitive export performance, and stable household
konsumsi rumah tangga yang stabil. Kondisi makroekonomi yang consumption. Favorable macroeconomic fundamentals were
solid tercermin pula pada inflasi yang terkendali sebesar 2,9%, reflected in inflation of 2.9%, prudent fiscal management, and
defisit fiskal yang dikelola secara hati-hati, serta cadangan devisa sufficient foreign exchange reserves, all of which contributed to
yang memadai. the economy’s stability.
Fundamental ekonomi yang tangguh menjadi landasan kokoh Resilient economic fundamentals provided strong foundations for
bagi sektor perbankan nasional, yang mencapai pertumbuhan the banking sector, which achieved credit growth of 7.7% (YoY),
kredit sebesar 7,7% (YoY), likuiditas yang terjaga melalui Rasio sound liquidity with a Loan to Deposit Ratio (LDR) of 84.0%, and
pinjaman terhadap simpanan (LDR) 84,0%, serta kualitas aset healthy asset and capital quality. Sharia banking delivered positive
dan permodalan pada tingkat yang sehat. Perbankan syariah performance by expanding its intermediation capacity and
mencatat kinerja positif, memperluas kapasitas intermediasi, advancing financial inclusion, particularly for the real sector and
dan mendorong inklusi keuangan, khususnya bagi sektor riil MSMEs, which reinforced the banking industry’s role in supporting
dan UMKM, sehingga memperkuat peran industri perbankan inclusive and sustainable economic growth.
dalam mendukung pertumbuhan ekonomi yang inklusif dan
berkelanjutan.
Dewan Komisaris menilai Permata Bank berada pada posisi yang The Board of Commissioners considers Permata Bank well-
baik untuk menghadapi tantangan yang sedang berlangsung positioned to face these ongoing challenges by maintaining
ini dengan cara menjaga stabilitas keuangan, dan mendukung financial stability, and supporting sustainable growth through
pertumbuhan berkelanjutan melalui strategi perbankan yang prudent, innovative, and adaptive banking strategies. The
prudent, inovatif, dan responsif terhadap kondisi pasar. Perpaduan convergence of economic resilience, real-sector momentum, and
antara ketahanan ekonomi, kinerja sektor riil, dan stabilitas banking system stability provides sound foundations for creating
perbankan menjadi landasan utama bagi keberlanjutan nilai bagi long-term value for all stakeholders.
seluruh pemangku kepentingan.
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Pengawasan terhadap Perumusan dan Supervision of Formulation and
Pelaksanaan Strategi serta Kebijakan Bank Implementation of Bank Strategies and Policies
Dewan Komisaris menjalankan fungsi pengawasan sekaligus The Board of Commissioners carries out its supervisory
memberikan arahan strategis terhadap pengelolaan Bank yang responsibilities and provides strategic direction to the Bank’s
dipimpin oleh Direksi, sesuai kewenangan yang diatur dalam management, which is led by the Board of Directors, in accordance
Anggaran Dasar Bank. Keterlibatan Dewan Komisaris dimulai with the authority outlined in the Bank’s Articles of Association. The
sejak tahap awal perumusan strategi dan kebijakan, termasuk Board of Commissioners is actively involved from the early stages
pengawasan atas penyusunan Rencana Bisnis Bank (RBB) 2025. of strategy and policy formulation, including oversight of the Bank’s
Persetujuan RBB diberikan setelah mempertimbangkan dinamika 2025 Business Plan (RBB). The RBB is approved after careful
eksternal, analisis risiko, serta evaluasi kinerja Bank pada periode consideration of external economic dynamics, comprehensive
sebelumnya. Setelah disahkan, pelaksanaan RBB dipantau risk assessments, and evaluations of the Bank’s performance over
secara berkala, dan laporan disampaikan kepada Otoritas Jasa the preceding period. Upon approval, the implementation of the
Keuangan (OJK) sehingga pengawasan dapat berjalan secara RBB is monitored regularly, with reports submitted to the Financial
konsisten, terstruktur, dan transparan. Services Authority (OJK) to ensure that supervision is conducted
consistently, systematically, and transparently.
Mengacu pada RBB 2025, Dewan Komisaris menempatkan With regard to the 2025 RBB, the Board of Commissioners focused
fokus pengawasan pada prioritas strategis yang menjadi fondasi its oversight on key strategic priorities that underpin the Bank’s
pengembangan Bank, yaitu (i) Menciptakan leading deposits and long-term development, which are to: (i) Create a leading deposit
wealth franchise; (ii) Menjadi mitra kerja ekosistem pilihan bagi and wealth franchise; (ii) Become the ecosystem partner of choice
pemain bisnis dan teknologi; dan (iii) Menjadi yang terdepan dalam for business and technology players; and (iii) Become a leader in
Net Promoter Score (kepuasan nasabah) di industri perbankan. Net Promoter Score (NPS) in the banking industry.
Dewan Komisaris memantau proses eksekusi strategi dan inisiatif The progress of implementing strategies and strategic initiatives
strategis secara cermat melalui rapat koordinasi rutin bersama is closely monitored through regular coordination meetings with
Direksi, di mana isu-isu material dibahas dan arahan strategis the Board of Directors, where material issues are deliberated,
disampaikan. Aktivitas pemantauan juga dilakukan melalui and strategic guidance is provided. Oversight is strengthened
penelaahan laporan realisasi kinerja Bank per kuartal yang by the review of quarterly performance reports, which provide a
memberikan gambaran komprehensif atas pencapaian target comprehensive assessment of target achievement and the impact
dan dampak langkah-langkah strategis yang diambil Direksi. of management’s strategic actions.
Untuk memperkuat mekanisme pengawasan, komite-komite To strengthen the supervisory framework, the active involvement
Dewan Komisaris secara aktif memastikan pengawasan serta of the Board of Commissioners’ committees remains essential in
pemberian nasihat kepada Direksi sudah memperhatikan prinsip ensuring that oversight and advisory functions are carried out
Tata Kelola Perusahaan (Good Corporate Governance/GCG) in line with Good Corporate Governance (GCG) principles and
dan fokus pada penciptaan nilai jangka panjang bagi seluruh remain focused on long-term value creation for all stakeholders.
pemangku kepentingan. Melalui mekanisme ini, Dewan Komisaris Through this integrated mechanism, the Board of Commissioners
menegaskan bahwa implementasi strategi Bank sepanjang 2025 affirms that the Bank’s strategy has been implemented effectively
telah dilaksanakan secara efektif, konsisten, dan berorientasi and consistently throughout 2025, with a clear orientation toward
pada pertumbuhan yang inklusif, tangguh, serta berkelanjutan. delivering inclusive, resilient, and sustainable growth.
Penilaian terhadap Kinerja Direksi atas Assessment of the Board of Directors’
Pengelolaan Bank Tahun 2025 Performance in Bank Management in 2025
Dewan Komisaris menilai bahwa Direksi telah menunjukkan The Board of Commissioners assessed that the Board of Directors
kinerja pengelolaan Bank yang terjaga dengan baik sepanjang demonstrated strong and effective leadership in managing
tahun 2025, di tengah dinamika kondisi eksternal yang the Bank throughout 2025, despite a challenging external
masih penuh tantangan. Dari sisi kinerja finansial, total aset environment. From a financial perspective, the Bank’s total
Bank meningkat sebesar 4% (YoY) menjadi Rp268,34 triliun, assets grew by 4% (YoY) to Rp268.34 trillion, supported by a 5%
didukung oleh pertumbuhan kredit sebesar 5% (YoY) menjadi (YoY) increase in credit to Rp163.34 trillion. Growth was primarily
Rp163,34 triliun, dengan kontribusi utama dari segmen korporasi driven by the corporate segment, which increased by 11% (YoY),
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yang tumbuh sebesar 11% (YoY) dan segmen komersial meningkat and the commercial segment, which rose by 2% (YoY). The Board
2% (YoY). Dewan Komisaris menilai bahwa segmen-segmen yang of Commissioners considers the growth of these productive
produktif merupakan hasil dari strategi pertumbuhan yang disiplin segments as the result of a disciplined and well-executed growth
dan dijalankan dengan baik. Kualitas aset tetap terjaga dengan strategy. Asset quality remained healthy, with gross and net
baik, tercermin dari rasio Non-Performing Loan (NPL) bruto NPL ratios of 2.08% and 0.24%, respectively, outperforming the
dan NPL neto masing-masing sebesar 2,08% dan 0,24% lebih targets set in the RBB. This performance underscores the Board of
baik dibandingkan target RBB. Hal ini menunjukkan konsistensi Directors’ consistent prudent and robust credit risk management
Direksi dalam menerapkan prinsip kehati-hatian dan efektivitas practices.
manajemen risiko kredit.
Dari sisi penghimpunan dana, Dana Pihak Ketiga (DPK) tumbuh 4% In terms of funding, Third Party Funds (TPF) increased by 4% year-
(YoY) menjadi Rp192,82 triliun, dengan rasio CASA yang terjaga on-year to Rp192.82 trillion, while the CASA ratio remained healthy
pada level sehat sebesar 64%. Bank berhasil mencapai rasio at 64%. The Bank achieved an optimal Loan to Deposit Ratio (LDR)
pinjaman terhadap simpanan (LDR) optimal sebesar 85%, yang of 85%, enabling it to balance loan growth with liquidity resilience.
memungkinan Bank menyeimbangkan pertumbuhan pinjaman The Board of Commissioners considers prudent management of
dengan ketahanan likuiditas. Dewan Komisaris memandang funding and liquidity a critical foundation for maintaining a stable
pengelolaan struktur dana dan likuiditas ini sebagai fondasi balance sheet and long-term performance.
penting dalam menjaga stabilitas neraca serta mendukung
keberlanjutan kinerja jangka panjang.
Sementara dari aspek non-finansial, Dewan Komisaris menilai From a non-financial perspective, the Board of Commissioners
bahwa Direksi berhasil memperkuat proposisi nilai Bank recognizes the Board of Directors strengthened the Bank’s value
melalui akselerasi inovasi produk dan layanan, peningkatan proposition by accelerating product and service innovation,
kualitas pengalaman nasabah, serta penguatan kapabilitas improving customer experience, and continuously advancing
digital secara berkelanjutan. Pengembangan produk keuangan digital capabilities. The development of sustainable finance
berkelanjutan, seperti KPR hijau dan pembiayaan kendaraan products, such as Green Mortgages and EV Financing, reflects
listrik (EV Financing), mencerminkan integrasi yang matang antara the maturing integration of business growth priorities with
prioritas pertumbuhan bisnis dengan komitmen Bank terhadap Environment, Social, and Governance (ESG) commitments. These
Environmental, Social, and Governance (ESG). Inisiatif tersebut initiatives broaden the Bank’s customer base and strengthen its
memperluas basis nasabah, meningkatkan daya saing Bank, competitive positioning while contributing to Indonesia’s transition
sekaligus berkontribusi pada transisi Indonesia menuju ekonomi to a more sustainable economy.
yang lebih berkelanjutan.
Selain itu, kami juga mencermati bahwa pengembangan layanan In addition, the Board of Commissioners notes that Permata Bank’s
digital Permata Bank memuaskan para nasabah, terlihat dari expansion of digital services is satisfying customers, as shown
pertumbuhan volume transaksi digital yang jauh melampaui by the growth in digital transaction volumes which significantly
pertumbuhan transaksi melalui kanal lainnya. Dewan Komisaris outpaced transactions made through other channels. The Board
sepenuhnya mendukung kehadiran inovasi seperti Modernized of Commissioners fully supports the continued development of
Branch yang merupakan bagian penting dari strategi ekosistem the Modernized Branches, a key part of Bank’s digital ecosystem
digital Bank untuk memperluas jangkauan layanan nasabah, strategy to expand service coverage, enhance customer
meningkatkan kualitas interaksi dan pengalaman nasabah, serta experience, and support sustainable business growth.
mendukung pertumbuhan bisnis yang berkelanjutan.
Berdasarkan evaluasi menyeluruh atas kinerja Permata Bank Having conducted a comprehensive evaluation of Permata Bank’s
selama periode tahun buku, Dewan Komisaris berpendapat performance throughout the fiscal year, the Board of
bahwa Direksi telah berhasil mengelola Bank secara profesional, Commissioners’ view is that the Board of Directors has managed
dan bertanggung jawab. Kinerja sepanjang 2025 berhasil menjadi the Bank in a professional, prudent, and accountable manner. The
fondasi yang kuat untuk menjaga kesinambungan pertumbuhan di achievements of 2025 provide a solid foundation for sustaining
seluruh lini bisnis pada masa mendatang, sekaligus memperkuat long-term growth across all business segments, reinforcing
daya saing dan menciptakan nilai bagi pemegang saham dan competitiveness, and creating value for shareholders and
seluruh pemangku kepentingan. stakeholders alike.
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Pandangan Dewan Komisaris terhadap The Board of Commissioners’s Assessment
Pengelolaan Sumber Daya Manusa (SDM) dan of Human Resource (HR) and Information
Teknologi Informasi (TI) sebagai Enabler Bisnis Technology (IT) Management as Business
Bank Enablers for the Bank
Dewan Komisaris menilai bahwa pengelolaan Sumber Daya The Board of Commissioners recognizes Human Resource (HR)
Manusia (SDM) dan pemanfaatan Teknologi Informasi (TI) management and Information Technology (IT) as strategic pillars
merupakan pilar strategis yang menjadi pendorong utama that underpin Permata Bank’s performance and competitiveness
kinerja dan daya saing Permata Bank yang menjadi fondasi and provide critical foundations for building an adaptable
penting dalam membangun organisasi adaptif dan berkelanjutan. and sustainable organization. Throughout 2025, the Board of
Sepanjang 2025, Dewan Komisaris secara aktif memantau Commissioners actively monitored and evaluated a range of
dan mengevaluasi berbagai inisiatif pengelolaan SDM yang HR initiatives, including competency development and talent
dijalankan Bank, termasuk pengembangan kompetensi karyawan management, and holds the view that PermataBankers are well
dan manajemen talenta sebagai fondasi dalam membangun equipped to navigate dynamic market challenges professionally,
organisasi yang adaptif dan berkelanjutan. Hasil pengawasan efficiently, and with a sustainability-oriented mindset in line with
ini menunjukkan bahwa setiap PermataBankers mampu GCG principles.
menghadapi tantangan pasar yang dinamis dengan pendekatan
profesional, efisien, dan berorientasi pada keberlanjutan, sejalan
dengan prinsip tata kelola perusahaan yang baik.
Seiring dengan penguatan SDM, Dewan Komisaris juga In addition to strengthening human capital, the Board of
mengapresiasi langkah Direksi yang secara konsisten Commissioners appreciates the consistent effort of the Board of
mengintegrasikan TI ke seluruh lini operasional dan layanan Directors to integrate information technology across all operational
nasabah. Digitalisasi proses perbankan, pemanfaatan analitik data and customer-facing functions. Digitalizing banking processes,
untuk mendukung pengambilan keputusan, serta implementasi strengthening data-driven decision making, and implementing
sistem keamanan siber yang andal telah meningkatkan efisiensi robust cybersecurity systems have all contributed to increased
operasional sekaligus menghasilkan pengalaman nasabah operational efficiency and better customer experience. The
yang lebih baik. Dewan Komisaris percaya bahwa sinergi antara Board of Commissioners believes that combining capable human
pengelolaan SDM yang kompeten dan pemanfaatan TI yang capital with advanced technology provides a solid foundation for
canggih akan membentuk fondasi yang kokoh bagi inovasi, innovation, productivity, and sustainable business growth.
produktivitas, dan pertumbuhan bisnis Bank secara berkelanjutan.
Dewan Komisaris mendorong agar Direksi terus memperkuat The Board of Commissioners encourages the Board of Directors
kolaborasi antara SDM dan TI, serta menjadikan keduanya to strengthen collaboration between the Human Resources
tidak hanya sebagai alat operasional, tetapi sebagai penggerak and Information Technology directorates, to position them
strategis yang mampu memastikan Bank tetap adaptif, inovatif, both as operational enablers and drivers of long-term strategic
dan kompetitif di tengah perkembangan industri perbankan competitiveness. This integrated approach will enable the Bank
yang semakin kompleks. Pendekatan ini akan memberikan Bank to remain adaptive, innovative, and resilient within an increasingly
kesiapan yang kuat untuk menghadapi peluang dan tantangan complex banking landscape while delivering long-term value to all
bisnis di masa depan, sekaligus menciptakan nilai jangka panjang stakeholders.
bagi seluruh pemangku kepentingan.
Pandangan atas Prospek Usaha yang Disusun View on Business Prospects Prepared by the
oleh Direksi Board of Directors
Dewan Komisaris menilai bahwa prospek usaha Permata Bank The Board of Commissioners is of the view that Permata Bank’s
untuk 2026 tetap berada dalam tren yang positif, sejalan dengan business outlook for 2026 remains positive and aligned with
proyeksi pertumbuhan ekonomi nasional yang diperkirakan national economic growth projections of more than 5% (YoY)
melampaui 5% (YoY) serta kondisi makroekonomi yang relatif and relatively favorable macroeconomic conditions. Sustained
kondusif. Stabilitas fundamental ekonomi ke depan diyakini akan economic stability should strengthen purchasing power, stimulate
mendukung peningkatan daya beli masyarakat, mendorong investment and corporate expansion, and drive higher demand
aktivitas investasi dan ekspansi korporasi, serta meningkatkan for financing across retail, commercial and corporate segments.
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minat dan kebutuhan pembiayaan di berbagai segmen, baik These conditions improve the Bank’s ability to plan strategically,
ritel, komersial, maupun korporasi. Kondisi ini memberikan tingkat manage credit risk effectively, and develop balanced, more
prediktabilitas yang lebih baik bagi Bank dalam menyusun predictable sustainable banking funding strategies.
perencanaan bisnis, mengelola risiko kredit, serta merancang
strategi pendanaan yang berimbang dan berkelanjutan.
Dewan Komisaris mendukung arah dan strategi pertumbuhan The Board of Commissioners supports the strategic direction and
yang telah disusun Direksi dalam Rencana Bisnis Bank (RBB) growth priorities outlined by the Board of Directors in the RBB. The
2026, yang berfokus pada ekspansi kredit berkualitas di segmen RBB focuses on expanding high-quality credit in the corporate and
korporasi dan komersial, penyaluran kredit ritel dan UKM secara commercial segments, selective and prudent growth in consumer
selektif dan prudent, serta penguatan DPK, khususnya dana and SME lending, and the strengthening of Third-Party funds,
murah (CASA) guna menjaga ketahanan likuiditas dan efisiensi particularly low-cost funds (CASA), to maintain liquidity resilience
biaya pendanaan. Dewan Komisaris menaruh optimisme yang and funding costs. The Board of Commissioners shares the Board
sejalan dengan Direksi bahwa strategi tersebut akan mendukung of Directors’ confidence that this strategy will improve the Bank’s
peningkatan kapasitas intermediasi, perluasan pangsa pasar, intermediation capacity, increase market share, and maintain high
serta pemeliharaan kualitas aset dan profitabilitas Bank asset quality and profitability in the long term.
secara konsisten.
Sejalan dengan dinamika industri dan meningkatnya perhatian In response to evolving industry dynamics and a growing
terhadap aspek keberlanjutan, Dewan Komisaris menekankan emphasis on sustainability, the Board of Commissioners
pentingnya integrasi agenda keuangan berkelanjutan dalam emphasizes the importance of embedding sustainable finance
strategi pertumbuhan Bank. Pengembangan pembiayaan into the Bank’s growth strategy. The expansion of environmentally
berwawasan lingkungan serta penerapan praktik perbankan responsible financing and the consistent implementation of
yang bertanggung jawab diyakini tidak hanya memperkuat responsible banking practices should strengthen Permata Bank’s
positioning Permata Bank sebagai mitra keuangan yang kredibel position as a credible long-term financial partner and unlock new
dan berorientasi jangka panjang, tetapi juga membuka peluang growth opportunities through green financing and sustainable
pertumbuhan baru melalui portofolio pembiayaan hijau dan finance instruments to serve market demands and support
pemanfaatan instrumen pendanaan tematik, selaras dengan regulatory policy.
preferensi pasar dan arah kebijakan regulator.
Dengan dukungan permodalan yang kuat, kerangka manajemen The Board of Commissioners believes that Permata Bank’s
risiko yang teruji, serta kapabilitas digital yang terus ditingkatkan, strong capital base, proven risk management framework, and
Dewan Komisaris menilai bahwa Permata Bank berada dalam continuously enhanced digital capabilities, position it well to
posisi yang optimal untuk mempertahankan momentum maintain healthy, competitive, and sustainable growth throughout
pertumbuhan yang sehat, kompetitif, dan berkelanjutan di tahun 2026. The Board of Commissioners is confident that the strong
2026. Kami meyakini bahwa sinergi yang solid antara strategi alignment of the Board of Directors’ strategic execution and
Direksi dan fungsi pengawasan Dewan Komisaris akan terus the Board of Commissioners’ oversight will continue to deliver
memastikan pencapaian target bisnis yang berkesinambungan, sustainable business objectives and preserve the trust and
sekaligus menjaga kepercayaan seluruh pemangku kepentingan confidence of all stakeholders, in line with the following strategic
sejalan dengan prioritas strategis berikut yang akan diterapkan priorities for 2026:
pada tahun 2026:
1. Menciptakan leading deposit dan wealth franchise. 1. Create the leading deposit and wealth franchise.
2. Menjadi bank pilihan utama (primary bank) untuk 2. Become the primary bank for transaction banking.
transaction banking.
3. Menjadi yang terdepan dalam Net Promoter Score (kepuasan 3. Become a leader in Net Promoter Score (NPS) in the
nasabah) di industri perbankan. banking industry.
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Pandangan terhadap Penerapan Tata Kelola View on the Implementation of Good Corporate
Perusahaan yang Baik Governance
Dewan Komisaris menilai bahwa penerapan prinsip-prinsip GCG The Board of Commissioners believes that Permata Bank’s
merupakan fondasi utama bagi keberlanjutan, transparansi, sustainability, transparency, and accountability are built through
dan akuntabilitas operasional Permata Bank. Pemahaman ini the consistent implementation of GCG principles. The Board of
mendorong Dewan Komisaris untuk secara rutin melakukan Commissioners, supported by its committees, conducts regular
pemantauan melalui mekanisme pengawasan yang terstruktur, and structured oversight to uphold these principles. Through this
dibantu oleh komite-komite pendukung. Melalui mekanisme governance framework, the Board of Commissioners evaluates
ini, Dewan Komisaris dapat menilai implementasi GCG secara the overall effectiveness of GCG implementation, including the
menyeluruh, termasuk efektivitas Sistem Pengendalian Internal, robustness of the internal control system, risk management
manajemen risiko, kepatuhan terhadap regulasi, serta kualitas practices, regulatory compliance, and governance quality across
tata kelola di seluruh lini operasional Bank. all business and operational functions.
Permata Bank menunjukkan komitmen tinggi dalam menerapkan Permata Bank continues to demonstrate a strong commitment
prinsip-prinsip GCG. Hal ini tercermin dari penyampaian to upholding GCG principles, as reflected in the provision of
informasi yang akurat dan tepat waktu, pemisahan struktur accurate and timely disclosures, a clear segregation of the
tugas dan tanggung jawab yang jelas antara Dewan Komisaris roles and responsibilities of the Board of Directors and the
dan Direksi, serta pelaksanaan inisiatif yang menekankan Board of Commissioners, and the execution of initiatives that
akuntabilitas dan keberlanjutan. Pengawasan Dewan Komisaris promote accountability and long-term sustainability. The Board
juga membantu mendorong penerapan pengendalian internal of Commissioners’ oversight helps reinforce the effectiveness
dan manajemen risiko yang efektif, pengambilan keputusan of internal controls and risk management to support effective
yang andal, perlindungan aset, serta menjaga kepercayaan decision-making, safeguarding assets, and strengthening
pemangku kepentingan. stakeholder confidence.
Sepanjang 2025, Dewan Komisaris menilai bahwa Permata Bank Throughout 2025, the Board of Commissioners considered that
berhasil mengimplementasikan Sistem Pengendalian Internal Permata Bank implemented an adequate and effective internal
yang memadai untuk memastikan integritas, keamanan, dan control system to ensure the integrity, security, and continuity of
kelancaran seluruh aktivitas operasional. Evaluasi difokuskan pada its operations. This evaluation encompassed the effectiveness
efektivitas pengendalian internal, termasuk Internal Control over of internal controls, including Internal Control over Financial
Financial Reporting (ICoFR), serta kepatuhan terhadap peraturan Reporting (ICoFR), and adherence to applicable laws and
perundang-undangan. Pengawasan ini memastikan bahwa regulations. This oversight ensures that financial and operational
seluruh proses, mulai dari transaksi keuangan hingga kegiatan processes are executed systematically, adequately documented,
operasional, dijalankan secara sistematis, terdokumentasi dengan and fully aligned with GCG standards.
baik, dan selaras dengan prinsip-prinsip GCG.
Dewan Komisaris menyambut baik upaya Direksi dalam The Board of Commissioners commends the Board of Directors for
memperkuat pengendalian internal melalui penguatan prosedur its continued efforts to strengthen internal controls by reinforcing
operasional dan pengelolaan risiko yang terintegrasi. Komitmen operational procedures and integrating risk management
Bank yang konsisten dalam menyampaikan kinerja keuangan practices. The Bank’s consistent commitment to communicating
secara transparan dan sesuai dengan prinsip-prinsip tata kelola its financial results transparently and in accordance with sound
yang baik (GCG) tercermin dari keberhasilan Permata Bank dalam GCG principles was demonstrated by Permata Bank being
meraih peringkat ke-2 kategori Non-BUMN dan Non-BUMD yang awarded Second Place in the Non-State-Owned and Non-
Go Public (kelompok Rp5 triliun) pada penghargaan Annual Regional-Owned Go Public Finance (cluster Rp5 trillion) category
Report Award (ARA) 2024. Dengan fokus yang konsisten pada at the 2024 Annual Report Award. Through its sustained focus on
transparansi, akuntabilitas, dan keberlanjutan, Permata Bank transparency, accountability, and sustainability, Permata Bank has
berhasil memperkuat reputasi dan membangun kepercayaan strengthened its reputation and position as a trusted, prudent and
yang kokoh di industri perbankan Indonesia, sekaligus menegaskan stable financial institution.
posisi Bank sebagai institusi finansial yang profesional, prudent,
dan berorientasi jangka panjang.
2025 Annual Report PT Bank Permata Tbk 31
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Laporan Manajemen
Management Report
Pandangan atas Penerapan Whistleblowing View on the Implementation of Whistleblowing
System (WBS) System (WBS)
Dewan Komisaris menilai bahwa Whistleblowing System (WBS) The Board of Commissioners regards the Bank’s whistleblowing
milik Permata Bank, Speak-Up, merupakan pilar strategis dalam system ‘Speak-Up,’ as key to strengthening Permata Bank’s
meningkatkan budaya kepatuhan dan integritas di Permata culture of compliance and integrity. Beyond serving as a formal
Bank. Sistem ini berfungsi sebagai mekanisme pelaporan dugaan channel for reporting suspected misconduct, abuse of authority,
pelanggaran, penyalahgunaan wewenang, atau praktik yang or breaches of GCG principles, Speak-Up plays a critical role in
tidak sesuai prinsip GCG, serta menumbuhkan budaya anti-fraud instilling an anti-fraud mindset and raising ethical awareness
dan kesadaran etika di seluruh lini organisasi. throughout the organization.
Kanal Speak-Up dikelola secara profesional dan dapat diakses Speak-Up is professionally managed and readily accessible to
dengan mudah oleh karyawan maupun pemangku kepentingan both employees and external stakeholders via WhatsApp, email,
eksternal melalui WhatsApp, surat elektronik, maupun situs web and the Bank’s official website. The system is designed to ensure
Perseroan. Kanal ini dirancang untuk memberikan keamanan, confidentiality, accessibility, and transparency, while guaranteeing
kenyamanan, dan transparansi bagi pelapor, sekaligus that every report is handled impartially and objectively, in
memastikan setiap laporan dapat ditangani secara objektif. accordance with established procedures.
Dalam mengawasi efektivitas Speak-Up, Dewan Komisaris In overseeing the effectiveness of Speak-Up, the Board of
didukung secara aktif oleh Komite Audit dan bersinergi dengan Commissioners is supported by the Audit Committee and works
Unit Audit Internal. Selain itu, Komisaris Independen juga berperan in close coordination with the Internal Audit Unit. In addition, the
aktif mereviu efektivitas Speak-Up secara berkala. Kolaborasi ini Independent Commissioner also plays an active role in periodically
memungkinkan terlaksananya monitoring menyeluruh terhadap reviewing the effectiveness of the Speak-Up mechanism. This
seluruh tahapan investigasi, termasuk pemantauan rencana tindak framework enables comprehensive oversight across all stages
lanjut, mekanisme pemberian sanksi bagi pihak yang terbukti of the investigative process, including monitoring follow-up
melakukan pelanggaran, serta kepatuhan terhadap ketentuan actions, enforcing sanctions against confirmed violations,
internal dan peraturan yang berlaku. Mekanisme pengawasan and ensuring adherence to internal policies and applicable
ini memastikan integritas, akuntabilitas, dan keberlanjutan proses laws and regulations. Through this mechanism, the integrity,
whistleblowing. accountability, and sustainability of the whistleblowing process
are consistently upheld.
Sepanjang 2025, Dewan Komisaris menilai bahwa operasional Throughout 2025, the Board of Commissioners assessed that
Speak-Up telah berjalan efektif. Seluruh laporan yang masuk Speak-Up operated effectively. All reports submitted through the
melalui Speak-Up telah diproses secara tepat waktu dan objektif, platform were processed in a timely, objective, and professional
sesuai kebijakan internal yang berlaku. Sistem ini terbukti efektif manner, in full compliance with internal policies. The system
dalam memperkuat budaya kepatuhan, meningkatkan integritas has strengthened the Bank’s compliance culture, reinforced
organisasi, dan membangun kepedulian seluruh karyawan organizational integrity, and enhanced employee awareness of
terhadap prinsip anti-fraud. anti-fraud principles.
Dengan keberhasilan tersebut, Dewan Komisaris menegaskan As such, the Board of Commissioners considers the positive
bahwa Speak-Up bukan sekadar mekanisme pelaporan, tetapi contributions of Speak-Up to extend beyond being a reporting
juga menjadi fondasi penting dalam membangun tata kelola tool to helping promote transparent, ethical, and sustainable
yang transparan, etis, dan berkelanjutan, sekaligus menegaskan governance. This enables Permata Bank to strengthen integrity,
komitmen Permata Bank dalam menciptakan organisasi yang professionalism, and trustworthiness across the business and
berintegritas, profesional, dan terpercaya bagi seluruh pemangku increase long-term stakeholder confidence in the Bank.
kepentingan secara jangka panjang.
Frekuensi dan Tata Cara Pemberian Saran Frequency and Procedures for Providing
kepada Direksi Advice to the Board of Directors
Dewan Komisaris dan Direksi menjalankan hubungan kerja yang The Board of Commissioners and the Board of Directors maintain
harmonis sehingga mekanisme check and balances antar-organ a constructive and professional working relationship to ensure
Permata Bank berjalan secara efektif. Sinergi ini memastikan that Permata Bank’s governing bodies effectively operate
32 PT Bank Permata Tbk Laporan Tahunan 2025
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pengelolaan Bank tetap optimal dan pencapaian target kinerja their checks-and-balances mechanisms. Close collaboration
berlangsung tanpa hambatan. Dewan Komisaris secara proaktif supports sound governance, management performance, and the
memantau pelaksanaan strategi, memberikan nasihat, serta achievement of the Bank’s strategic and financial targets. The
menyampaikan rekomendasi kepada Direksi melalui rapat Board of Commissioners proactively monitors strategy execution
gabungan yang rutin diselenggarakan setidaknya satu kali setiap and provides guidance and recommendations to the Board of
empat bulan, sesuai ketentuan OJK. Directors through joint meetings that are held at least once every
four months, in accordance with OJK regulations.
Sepanjang 2025, Dewan Komisaris menyelenggarakan 12 rapat Throughout 2025, the Board of Commissioners held 12 joint
gabungan bersama Direksi, melampaui persyaratan minimum meetings with the Board of Directors, which exceeded the minimum
yang ditetapkan oleh peraturan perundang-undangan. Dalam regulatory requirements. During these sessions, the Board
rapat-rapat tersebut, kami mengevaluasi kinerja, memantau assessed the Bank’s overall performance, monitored the execution
realisasi Rencana Bisnis Bank (RBB), serta memberikan of the RBB, and provided strategic direction and advice, as well
arahan, saran, dan rekomendasi perbaikan terkait kebijakan as recommending which policies and initiatives required a timely
dan pelaksanaan strategi yang memerlukan tindak lanjut follow-up. These meetings also served as a platform to support
segera. Rapat juga menjadi forum bagi Dewan Komisaris untuk the Board of Directors in executing the Bank’s three strategic
mendukung Direksi dalam penerapan tiga prioritas strategis Bank, priorities, while ensuring that key decisions remained consistent
sekaligus memastikan keputusan strategis selaras dengan tujuan with Permata Bank’s long-term vision and business sustainability.
jangka panjang Perseroan.
Dewan Komisaris juga memberikan masukan secara formal The Board of Commissioners also provides structured and
melalui tanggapan atas usulan Direksi yang dituangkan dalam documented feedback through written responses to proposals
keputusan Dewan Komisaris. Mekanisme ini memastikan seluruh submitted by the Board of Directors, as evidenced by letters
saran, rekomendasi, dan arahan dapat dicatat secara resmi dan of approval and formal Board resolutions. This governance
ditindaklanjuti dengan konsisten, sekaligus memperkuat tata mechanism ensures that all guidance, recommendations, and
kelola dan akuntabilitas dalam pengambilan keputusan. directives are accurately recorded, consistently followed up on, and
effectively integrated into decision-making processes, reinforcing
accountability, transparency, and strong corporate governance.
Penilaian terhadap Kinerja Komite-Komite di The Board of Commissioners’ Assessment of
Bawah Dewan Komisaris Our Supporting Committees
Dalam menjalankan fungsi pengawasan dan penasihatan In carrying out its supervisory and advisory responsibilities to
terhadap Direksi, Dewan Komisaris dibantu oleh tiga komite the Board of Directors, the Board of Commissioners is supported
strategis di bawahnya, yaitu Komite Audit, Komite Remunerasi by three key committees: the Audit Committee, the Nomination
dan Nominasi, serta Komite Pemantau Risiko. Komite-komite ini and Remuneration Committee, and the Risk Monitoring and
memiliki tanggung jawab yang jelas dalam melakukan kajian, Oversight Committee. Each committee has clearly defined
pemantauan, dan rekomendasi sesuai pedoman kerja dan tata mandates, conducts reviews, monitors key matters, and makes
tertib masing-masing sehingga mendukung implementasi prinsip recommendations in accordance with established charters and
GCG dan praktik kepatuhan yang transparan dan berkelanjutan procedures. Through these roles, the committees help to ensure
di Permata Bank. that GCG principles are effectively implemented while reinforcing
transparent, accountable, and sustainable compliance practices
across Permata Bank.
Evaluasi kinerja komite dilakukan secara tahunan melalui Committee performance is evaluated annually using a structured
mekanisme self-assessment terstruktur dengan menggunakan self-assessment process based on multiple criteria, including
berbagai parameter, termasuk kehadiran anggota dalam rapat, member attendance, level of engagement in meetings, the
partisipasi aktif dalam diskusi, kualitas kontribusi terhadap quality and relevance of contributions to deliberations, and the
pengambilan keputusan, serta kesesuaian rekomendasi dengan alignment of recommendations with each member’s expertise
bidang tanggung jawab dan keahlian masing-masing anggota. and designated responsibilities.
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Laporan Manajemen
Management Report
Berdasarkan penilaian sepanjang tahun 2025, Dewan Komisaris Based on assessments conducted throughout 2025, the Board
menilai bahwa ketiga komite telah melaksanakan tugasnya of Commissioners is of the view that the three committees have
secara profesional, konsisten, dan sejalan dengan prinsip GCG, performed their duties professionally, consistently, and in full
sekaligus berkontribusi terhadap praktik keuangan berkelanjutan. alignment with GCG principles, while advancing sustainable
Komite-komite ini juga telah memainkan peran signifikan financial practices. The committees have played a meaningful role
dalam memperkuat sistem pengendalian internal, memastikan in strengthening the Bank’s internal control framework, enhancing
efektivitas manajemen risiko, membangun struktur remunerasi the effectiveness of risk management, establishing a fair and
yang adil, dan mendukung proses nominasi serta pengembangan competitive remuneration structure, and supporting a robust
kepemimpinan yang berkelanjutan. Rincian kinerja masing- nomination process and sustainable leadership development. The
masing komite dijabarkan sebagai berikut: performance and contributions of each committee are outlined in
further detail below:
Komite Audit Audit Committee
Komite Audit telah menjalankan tanggung jawab pengawasan The Audit Committee has effectively carried out its oversight
atas pelaksanaan pengendalian internal, kualitas informasi responsibilities regarding the Bank’s internal control framework,
keuangan, dan efektivitas audit internal maupun eksternal. the integrity and quality of financial reporting, and the effectiveness
Komite ini juga memantau tindak lanjut laporan auditor eksternal, of both internal and external audit functions. The Committee also
memastikan kepatuhan terhadap peraturan yang berlaku, dan monitored the implementation of follow-up actions from external
merekomendasikan proses penunjukan Kantor Akuntan Publik auditor recommendations, ensured compliance with applicable
(KAP). Sepanjang tahun 2025, Komite Audit menyelenggarakan laws and regulations, and provided recommendations regarding
16 kali rapat dengan tingkat kehadiran rata-rata anggota the appointment of the public accounting firm. Throughout 2025,
94%, mencerminkan komitmen penuh terhadap integritas dan the Committee convened 16 meetings, with an average attendance
transparansi operasional Bank. rate of 94%, reflecting a strong commitment to safeguarding the
Bank’s operational integrity and financial transparency.
Komite Pemantau Risiko Risk Monitoring and Oversight Committee
Komite Pemantau Risiko berfokus pada pengawasan sistem The Risk Monitoring and Oversight Committee is responsible for
manajemen risiko, termasuk evaluasi kebijakan risiko, kepatuhan overseeing the Bank’s risk management framework, including
terhadap manajemen risiko kepatuhan, dan penilaian toleransi reviewing risk policies, monitoring compliance with risk
risiko yang dapat diterima oleh Bank. Pada tahun 2025, komite management practices, and assessing the Bank’s risk appetite
ini mengadakan 12 kali rapat dengan tingkat kehadiran rata-rata and tolerance. Throughout 2025, the Committee held 12 meetings,
anggota 97,2%, memastikan mitigasi risiko Bank berjalan efektif with an average attendance rate of 97.2%, demonstrating its strong
dan mendukung keberlanjutan operasional. commitment to ensuring effective risk mitigation and supporting
the Bank’s operational resilience and sustainability.
Komite Remunerasi dan Nominasi Remuneration and Nomination Committee
Komite Remunerasi dan Nominasi sudah secara proaktif The Remuneration and Nomination Committee has actively
memberikan masukan terkait kebijakan SDM, pemetaan talenta contributed strategic input on human capital policies, talent
dan recana suksesi karywawan serta rekomendasi remunerasi mapping and succession planning, and remuneration
bagi Dewan Komisaris, Direksi, dan Dewan Pengawas Syariah. recommendations for the Board of Commissioners, the Board of
Selama 2025, komite ini menyelenggarakan lima kali rapat Directors, and the Sharia Supervisory Board. Throughout 2025, the
dengan tingkat kehadiran rata-rata anggota 100%, menegaskan Committee held five meetings, with an average attendance rate
kontribusi nyata dalam membangun struktur remunerasi yang of 100%, demonstrating its significant contribution to establishing
adil, transparan, dan mendukung pengembangan kepemimpinan a fair, transparent, and performance-aligned remuneration
berkelanjutan. framework that supports sustainable leadership development.
34 PT Bank Permata Tbk Laporan Tahunan 2025
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Perubahan Komposisi Dewan Komisaris Tahun Changes in the Composition of the Board of
2025 Commissioner in 2025
Sepanjang tahun 2025, tidak terdapat perubahan pada komposisi In 2025, there were no changes to the composition of the Board of
Dewan Komisaris Permata Bank. Commissioners of the Bank.
Apresiasi Appreciation
Dewan Komisaris menyampaikan penghargaan yang setinggi- The Board of Commissioners extends its highest appreciation
tingginya kepada Direksi dan seluruh karyawan atas komitmen, to the Board of Directors and all employees for their unwavering
dedikasi, dan kontribusi yang diberikan sehingga memungkinkan commitment, dedication, and contributions, which have enabled
Bank mempertahankan kinerja usaha yang kuat meskipun the Bank to maintain strong business performance despite
dihadapkan pada kondisi eksternal yang penuh tantangan. Kinerja challenging external conditions. This achievement reflects the
ini mencerminkan profesionalisme, ketekunan, dan semangat professionalism, resilience, and collective spirit of the entire
kolektif seluruh jajaran manajemen dalam menjalankan strategi management in consistently executing the Bank’s business
bisnis Bank secara konsisten dan berorientasi pada keberlanjutan. strategy with a clear focus on long-term sustainability.
Ucapan terima kasih juga kami sampaikan kepada pemegang The Board of Commissioners also expresses its sincere gratitude
saham atas kepercayaan yang diberikan kepada Dewan Komisaris to shareholders for placing their trust in the leadership, oversight
untuk turut memandu dan mengawasi perjalanan pertumbuhan and guidance it provides to support the Bank’s growth. The
Bank. Kami terus berkomitmen untuk menjaga stabilitas, integritas, Board of Commissioners remains committed to safeguarding
pencapaian tujuan strategis Perseroan, dan kepercayaan para the Company’s stability, integrity, and achievement of its
pemegang saham. strategic objectives so the Bank can continue to earn the trust
of shareholders.
Dewan Komisaris juga menghargai arahan dan pengawasan Furthermore, the Board of Commissioners acknowledges and
yang konsisten dari regulator, yang telah memastikan seluruh appreciates the ongoing guidance and supervision from regulators,
operasional Bank selaras dengan regulasi yang berlaku dan which ensures the Bank’s operations remain fully compliant with
praktik bisnis terbaik. Begitu pula, apresiasi kami sampaikan applicable regulations and aligned with best business practices.
kepada seluruh pemangku kepentingan mulai dari mitra bisnis, We also extend our appreciation to all stakeholders, including
vendor, hingga masyarakat luas atas kerja sama dan dukungan business partners, vendors, and the broader community, for
yang memungkinkan manajemen menghadirkan kinerja yang their collaboration and support, which have enabled the Bank
tangguh, transparan, dan berkelanjutan sepanjang tahun 2025. to deliver strong, transparent, and sustainable performance
throughout 2025.
Dengan fondasi tata kelola yang kokoh, kepatuhan yang konsisten, With a strong governance framework, consistent regulatory
dan dukungan aktif dari seluruh pemangku kepentingan, compliance, and the continued support of all stakeholders, the
Dewan Komisaris optimis bahwa Bank akan terus tumbuh Board of Commissioners is confident that the Bank will sustain
secara berkelanjutan, memberikan nilai tambah, dan menjaga its growth trajectory, deliver long-term value, and maintain
kepercayaan para pemangku kepentingan di masa mendatang. stakeholders’ trust in the years ahead.
Atas nama Dewan Komisaris,
On behalf of the Board of Commissioners,
Chartsiri Sophonpanich
Komisaris Utama
President Commissioner
2025 Annual Report PT Bank Permata Tbk 35
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Laporan Manajemen
Management Report
36 PT Bank Permata Tbk Laporan Tahunan 2025
Page 39
Dewan
Komisaris
Board of
Commissioners
dari kiri ke kanan | from left to rights
Riswinandi
Komisaris Independen
Independent Commissioner
Haryanto Sahari
Komisaris Independen
Independent Commissioner
Chartsiri Sophonpanich
Komisaris Utama
President Commissioner
Niramarn Laisathit
Komisaris
Commissioner
Chong Toh
Komisaris
Commissioner
Chalit Tayjasanant
Komisaris
Commissioner
Yap Tjay Soen
Komisaris Independen
Independent Commissioner
Goei Siauw Hong
Komisaris Independen
Independent Commissioner
2025 Annual Report PT Bank Permata Tbk 37
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Laporan Manajemen
Management Report
Laporan
Direksi
Report from the Board
of Directors
Meliza Musa
Rusli
Direktur Utama
President Director
38 PT Bank Permata Tbk Laporan Tahunan 2025
Page 41
Sepanjang tahun 2025, kualitas aset Bank tetap terjaga
dengan rasio NPL bruto dan neto tercapai lebih baik dari
target RBB masing-masing sebesar 2,08% dan 0,24%. Di sisi
pendanaan, DPK tumbuh 4% (YoY) menjadi Rp192,82 triliun
dengan rasio CASA sebesar 64% serta LDR yang sehat di
level 85%. Seiring dengan capaian kinerja keuangan yang
resilien tersebut, Permata Bank juga semakin memperkuat
posisinya sebagai mitra keuangan yang kompetitif dan
relevan di industri perbankan Indonesia.
Throughout 2025, the Bank maintained its asset quality, with gross and net NPL
ratios well below the Business Plan (RBB) targets of 2.08% and 0.24%, respectively.
On the funding side, third-party funds (TPF) grew 4% year-on-year to Rp192.82
trillion, with a healthy CASA ratio of 64% and LDR of 85%. This resilient financial
performance has further cemented Permata Bank’s position as a competitive and
relevant financial partner in the Indonesian banking industry.
Para Pemegang Saham dan Pemangku Dear Shareholders and Stakeholders,
Kepentingan yang Terhormat,
PT Bank Permata Tbk (“Permata Bank” atau “Bank”) PT Bank Permata Tbk (“Permata Bank” or “Bank”)
berhasil mempertahankan pertumbuhan yang has successfully maintained consistent growth
konsisten dan kinerja yang positif melalui penerapan and delivered positive performance through the
strategi bisnis yang tepat dan fokus berkelanjutan implementation of appropriate business strategies
pada kebutuhan nasabah. Sepanjang tahun 2025, and a continued focus on customer needs.
Bank secara konsisten menghadirkan inovasi Throughout 2025, the Bank introduced a steady
layanan, meningkatkan efisiensi operasional, serta stream of service innovations, improved operational
memperkuat penerapan tata kelola perusahaan efficiency, and strengthened the implementation of
yang baik dan berkelanjutan. Dengan dukungan sound, sustainable corporate governance. With the
Bangkok Bank sebagai pemegang saham dedicated support of Bangkok Bank, its controlling
pengendali serta fondasi internal yang solid, shareholder, and a solid internal foundation,
Permata Bank mampu memberikan layanan prima Permata Bank delivered excellent services
secara bertanggung jawab sekaligus menciptakan responsibly while creating added value and making
nilai tambah dan dampak positif bagi nasabah serta a positive impact for customers and all stakeholders.
seluruh pemangku kepentingan.
2025 Annual Report PT Bank Permata Tbk 39
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Laporan Manajemen
Management Report
Ketahanan Ekonomi Nasional dan Perbankan National Economic and Banking Resilience
di Tengah Gejolak Global Amid Global Turbulence
Tahun 2025 masih menjadi periode yang menantang bagi The year 2025 remained a challenging period for the global
perekonomian global seiring dengan terus meningkatnya economy, with uncertainty heightened by the United States’ (US)
ketidakpastian tinggi akibat kebijakan proteksionisme Amerika protectionist policies, China’s economic slowdown, and fluctuating
Serikat (AS), perlambatan ekonomi Tiongkok, dan fluktuasi suku interest rates in international markets. Global growth was expected
bunga di pasar internasional. Pertumbuhan global diperkirakan to slow to 3.2% (YoY) from 3.3% (YoY) in 2024, hindered by rising
melambat menjadi 3,2% (YoY) dibandingkan 3,3% (YoY) pada trade tariffs and narrowing fiscal spaces. Under such pressing
2024, didorong oleh meningkatnya tarif perdagangan dan circumstances, some of the more developed nations, such as
terbatasnya ruang fiskal. Meskipun demikian, sejumlah negara Germany and France, managed to sustain moderate growth, while
berhasil mempertahankan pertumbuhan moderat, seperti India and Vietnam recorded high growth, unlike China, which
Jerman dan Prancis, sementara India dan Vietnam mencatat suffered further slowdowns. Other indicators showed that global
pertumbuhan tinggi di tengah perlambatan Tiongkok. Indikator inflation remained generally under control, allowing most major
lainnya menunjukkan laju inflasi global secara umum tetap central banks to continue monetary easing, including a 75-basis-
terkendali sehingga memungkinkan sebagian besar bank sentral point decline in the US Fed Funds Rate to a range of 3.50%–3.75%
utama melanjutkan pelonggaran moneter, termasuk penurunan at the end of 2025.
Fed Funds Rate The Fed AS sebesar 75 basis poin menjadi kisaran
3,50%–3,75% pada akhir 2025.
Di tingkat dinamika ekonomi global, Indonesia tetap menunjukkan Amid a dynamic global economy, Indonesia demonstrated strong
ketahanan ekonomi yang solid dengan pertumbuhan 5,11% (YoY) economic resilience, with growth of 5.11% (YoY) in the first nine
sepanjang tahun 2025. Pertumbuhan ini ditopang oleh investasi months of 2025. This growth was driven by investment, which
yang meningkat 5,09% (YoY), ekspor yang tumbuh 7,03% (YoY), increased by 5.09% (YoY), exports grew by 7.03% (YoY), and
serta konsumsi rumah tangga yang stabil di 4,98% (YoY). Inflasi household consumption remained stable, increasing by 4.98%
terjaga di level 2,92% (YoY) atau tetap dalam target Bank Indonesia (YoY). Inflation remained stable at 2.92% (YoY), falling within the
(BI) sebesar 1,5%–3,5%. Kebijakan moneter yang akomodatif Bank Indonesia’s (BI) target range of 1.5%–3.5%. Accommodative
termasuk penurunan BI-Rate menjadi 4,75% pada Desember monetary policy, including a further reduction in the BI Rate to 4.75%
2025 turut mendukung likuiditas perbankan, serta mendorong in December 2025, has boosted banking liquidity, accelerated
percepatan pertumbuhan kredit dan menjaga stabilitas sistem credit growth, and maintained financial system stability.
keuangan.
Industri perbankan nasional terus menunjukkan kinerja yang solid. The national banking industry continued to demonstrate solid
Hingga akhir 2025, total kredit perbankan tumbuh 9,63% (YoY) performance. At the end of 2025, total bank credit grew 9.63%
mencapai Rp8.586 triliun, sementara Dana Pihak Ketiga (DPK) (YoY) to reach Rp8,586 trillion, while Third Party Funds (TPF)
meningkat 13,83% (YoY) menjadi Rp10.059 triliun. Sementara increased 13.83% (YoY) to Rp10,059 trillion. Meanwhile, liquidity
likuiditas dan permodalan tetap terjaga dengan Loan-to-Deposit and capital remained manageable, with a Loan-to-Deposit Ratio
Ratio (LDR) sebesar 85,35% dan Capital Adequacy Ratio (CAR) (LDR) of 85.35% and a Capital Adequacy Ratio (CAR) of 25.89%.
mencapai 25,89%, sementara kualitas aset tetap baik dengan Asset quality remained strong, with gross NPLs at 2.05% and net
NPL gross 2,05% dan net 0,79%. Pertumbuhan CASA yang NPLs at 0.79%. Positive CASA growth reflected public confidence
positif mencerminkan kepercayaan masyarakat terhadap sistem in the domestic banking system and supported banks’ ability to
perbankan domestik dan mendukung kemampuan perbankan channel credit to productive sectors.
menyalurkan kredit ke sektor produktif.
Peran Direksi dalam Strategi, Perencanaan, The Board of Directors’ Role in Business
dan Pengawasan Bisnis Strategy, Planning, and Supervision
Direksi memegang tanggung jawab utama dalam merumuskan The Board of Directors holds itself accountable for formulating
strategi dan inisiatif Bank guna memastikan tercapainya tujuan, the Bank’s strategy and initiatives to ensure it achieves its stated
sasaran, dan visi berkelanjutan. Dalam proses ini, hasil evaluasi goals, objectives, and sustainable vision. In this process, the
dan implementasi periode sebelumnya menjadi pijakan penting, results of previous period evaluations and implementation serve
40 PT Bank Permata Tbk Laporan Tahunan 2025
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sekaligus diselaraskan dengan arahan pemegang saham dan as a crucial foundation, aligned with the direction of shareholders
Dewan Komisaris sehingga strategi yang dirumuskan tetap and the Board of Commissioners, to ensure that the formulated
relevan dan adaptif terhadap dinamika industri. strategy remains relevant and adaptive to industry dynamics.
Setiap anggota Direksi secara proaktif memberikan kontribusi Each member of the Board of Directors proactively contributes
melalui rapat internal, dengan mempertimbangkan peluang through internal meetings, taking into account opportunities and
dan tantangan, baik di tingkat global maupun nasional, serta challenges at both global and national levels, while optimizing the
mengoptimalkan kekuatan sumber daya internal Bank. Strategi Bank’s internal resources. All the strategies and policies approved
dan kebijakan yang disepakati bersama Dewan Komisaris by the Board of Commissioners are typically outlined in the Bank’s
kemudian dituangkan dalam Rencana Bisnis Bank (RBB) dan Business Plan (RBB) and Sustainable Finance Action Plan (RAKB)
Rencana Aksi Keuangan Berkelanjutan (RAKB), yang disampaikan and submitted to the Financial Services Authority (OJK) to ensure
kepada Otoritas Jasa Keuangan (OJK), menjamin kepatuhan compliance and consistent execution.
sekaligus konsistensi eksekusi.
Di bawah kepemimpinan Direktur Utama, Direksi mengarahkan Under the leadership of the President Director, the Board of
implementasi strategi untuk memastikan setiap inisiatif bisnis Directors directs the implementation of the strategy to ensure that
berjalan tepat sasaran, efisien, dan memberikan dampak positif each business initiative is on target, efficient, and has a positive
bagi seluruh pemangku kepentingan. Proses ini diawasi secara impact on all stakeholders. This process is actively monitored
aktif melalui evaluasi berkala bersama Manajemen Senior, through periodic evaluations with Senior Management, with
dengan monitoring Key Performance Indicators (KPI) dan indikator comprehensive monitoring of Key Performance Indicators (KPIs)
kualitatif secara menyeluruh. Temuan evaluasi menjadi dasar and qualitative indicators. Evaluation findings form the basis for
penyesuaian strategi secara tepat waktu, memungkinkan Bank timely strategy adjustments, enabling the Bank to respond to
merespons perubahan industri dan memanfaatkan peluang baru industry changes and proactively capitalize on new opportunities.
secara proaktif.
Selain memastikan strategi dan kebijakan tersampaikan dengan In addition to ensuring that strategies and policies are clearly
jelas ke seluruh organisasi, Direksi mendorong keterlibatan communicated throughout the organization, the Board of
karyawan dalam mendukung pencapaian tujuan Bank. Kinerja Directors encourages employee involvement in achieving the
solid Bank sepanjang tahun ini tidak lepas dari kolaborasi aktif Bank’s objectives. The Bank’s solid performance throughout the
di semua level organisasi. Direksi juga memastikan bahwa year was inseparable from active collaboration at all levels of the
pengelolaan kegiatan usaha tetap sesuai dengan strategi yang organization. The Board of Directors also ensures that business
disetujui Dewan Komisaris dan pemegang saham, dengan management adheres to the strategy approved by the Board of
memperhatikan risk appetite Bank. Keterlibatan aktif Direksi Commissioners and shareholders, while considering the Bank’s risk
dalam pengawasan didukung oleh komite-komite di bawah appetite. The Board of Directors’ active involvement in oversight is
Direksi dan organ pendukung lainnya, sehingga pelaksanaan supported by committees under the Board of Directors and other
strategi tetap relevan, konsisten, dan selaras dengan visi, misi, supporting bodies, which ensure that strategy implementation is
serta tujuan berkelanjutan Bank. relevant, consistent, and aligned with the Bank’s vision, mission,
and sustainable goals.
Strategi Prioritas Bank Tahun 2025 Bank’s Strategic Priorities in 2025
Permata Bank menegaskan komitmennya untuk menjaga Permata Bank reaffirmed its commitment to maintaining
pertumbuhan bisnis yang konsisten dan berkelanjutan sepanjang consistent, sustainable business growth throughout 2025, in line
2025, selaras dengan visi, misi, dan prinsip tata kelola yang baik. with its vision, mission, and principles of good governance.
Pencapaian kinerja Bank yang positif tidak terlepas dari Positive achievements in the Bank’s performance can be attributed
pelaksanaan tiga prioritas strategis sebagai berikut: to the following three strategic priorities:
1. Menciptakan Leading Deposits dan Wealth Franchise. 1. Create a leading Deposits and Wealth franchise.
2. Menjadi mitra ekosistem pilihan bagi para pelaku bisnis 2. To become the preferred ecosystem partner for business and
dan teknologi. technology players.
3. Menjadi yang terdepan di pasar dalam hal kepuasaan 3. To become the market-leading a Net Promoter Score (NPS) in
pelanggan Net Promoter Score (NPS) di industri. the industry.
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Management Report
Memasuki kuartal terakhir di akhir tahun 2025, Bank mulai As we entered the final quarter of 2025, we began transitioning into
melakukan transisi menuju fase strategis berikutnya. Meskipun our next strategic phase. While the framework will formally guide
kerangka strategi ini secara resmi akan menjadi panduan prioritas the Bank’s priorities from 2026 onward, initial steps were already
mulai tahun 2026 dan seterusnya, namun sejumlah langkah undertaken during the year to ensure readiness, alignment, and
awal telah dilakukan untuk memastikan kesiapan organisasi, early momentum, including cross-border collaboration, ecosystem
keselarasan arah, serta momentum awal untuk mulai melangkah, partnership, technology innovations for the Bank’s products and
termasuk kolaborasi lintas negara, ekosistem kemitraan, inovasi services as well as knowledge transfer between Permata Bank
pada teknologi baik yang diterapkan pada layanan dan produk and Bangkok Bank that will solidify the Bank’s growth trajectory
Permata Bank untuk mendukung arah pertumbuhan Bank in the years ahead.
ke depan.
Sejalan dengan arah strategis tersebut, bank menitikberatkan In line with the strategic direction, the Bank places emphasis not
penguatan peran Permata Bank tidak hanya sebagai penyedia only on delivering products and services, but also on strengthening
produk dan layanan perbankan, tetapi sebagai bank pilihan dan Permata Bank’s position as the bank of choice and primary partner
mitra utama bagi nasabah – baik individu, keluarga, dan bisnis for customers – both to individual, family and their businesses
lintas generasi – dengan membangun hubungan jangka panjang across generations – by building long-term relationships that is
yang relevan, khususnya dalam pengelolaan kekayaan dan relevant to their wealth management financial growth.
pertumbuhan finansial nasabah.
Pendekatan ini dilakukan dengan lebih memahami nasabah The approach reflects the Bank’s commitment to understanding
secara menyeluruh sebagai satu kesatuan kebutuhan finansial, customer holistically as an integrated financial ecosystem,
sehingga Bank dapat menghadirkan layanan terintegrasi serta enabling the delivery of integrated services and comprehensive
solusi keuangan yang komprehensif. Konektivitas dan relevansi financial solutions. Connectivity and relevance therefore become
menjadi kunci dalam memperkuat kepercayaan nasabah, key in strengthening customer trust in the Bank as a preferred
didukung oleh sinergi dan dukungan Bangkok Bank dalam partner with the synergy and suppot from Bangkok Bank to further
menghadirkan solusi terintegrasi bagi nasabah baik di negara- enhance Permata Bank’s capabilities in providing integrated
negara ASEAN maupun global. solutions for customers across ASEAN and global.
Kolaborasi Strategis dengan Bangkok Bank Strategic Collaboration with Bangkok Bank
Sebagai bagian dari Bangkok Bank Group, Permata Bank terus As part of the Bangkok Bank Group, Permata Bank continues
mengoptimalkan sinergi regional guna menghadirkan nilai tambah to optimize regional synergies to deliver greater added value
yang lebih besar bagi nasabah korporasi di Indonesia. Sepanjang to corporate customers in Indonesia. Throughout 2025, cross-
tahun 2025, kolaborasi lintas negara dengan Bangkok Bank border collaboration with Bangkok Bank resulted in new customer
menghasilkan referral nasabah baru, rekomendasi strategis, serta referrals, strategic recommendations, and integrated support
dukungan terintegrasi bagi nasabah eksisting. Skema referral dua for existing customers. This two-way referral scheme enabled
arah tersebut memungkinkan Permata Bank melayani kebutuhan Permata Bank to serve the needs of regional customers operating
nasabah regional yang beroperasi di Indonesia sekaligus in Indonesia while supporting the expansion of domestic
mendukung ekspansi nasabah domestik ke pasar regional customers into regional markets through Bangkok Bank’s network.
melalui jaringan Bangkok Bank. Integrasi ini menciptakan layanan This integration created more coordinated, efficient cross-border
perbankan lintas batas yang lebih terkoordinasi, efisien, dan banking services that aligned with customers’ increasingly
selaras dengan kebutuhan bisnis nasabah yang semakin dinamis. dynamic business needs.
Penguatan kolaborasi tersebut semakin menegaskan posisi This strengthened collaboration further affirmed Permata Bank’s
Permata Bank sebagai local bank with regional vision and global position as a local bank with a regional vision and a global network.
network. Komitmen ini tercermin melalui partisipasi aktif Bank This commitment was reflected in the Bank’s active participation
dalam berbagai forum strategis, seperti Indonesia Investment and in various strategic forums, such as the Indonesia Investment
Trade Forum serta CEO Forum “Strengthening ASEAN Economic and Trade Forum and the CEO Forum “Strengthening ASEAN
Ties” di Bangkok, yang berperan dalam memperkuat konektivitas Economic Ties” in Bangkok, which helped strengthen cross-border
lintas negara dan menciptakan peluang pengembangan bisnis di connectivity and create business development opportunities in the
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kawasan. Keterlibatan tersebut tidak hanya memperluas jejaring region. This involvement has not only expanded the institutional
institusional, tetapi juga mendorong integrasi layanan perbankan network but also encouraged more structured, coordinated, and
lintas batas yang lebih terstruktur, terkoordinasi, dan seamless. seamless integration of cross-border banking services.
Selain itu, Permata Bank dan Bangkok Bank terus memperdalam In addition, Permata Bank and Bangkok Bank continue to deepen
sinergi melalui aktivitas knowledge-sharing yang berfokus pada their synergy through knowledge sharing activities focused on
penguatan kapabilitas dan ketahanan sistem. Kedua bank strengthening system capabilities and resilience. Both banks
berbagi wawasan, pengalaman, serta praktik terbaik, antara lain exchange insights, experiences, and best practices, including
terkait manajemen risiko IT dan terkait keamanan siber untuk those related to IT risk management and cybersecurity to
meningkatkan fungsi deteksi dan respons serta mitigasi atas strengthen detection and response capabilities and mitigate
ancaman siber. Kolaborasi ini menjadi salah satu aspek penting cyber threats. This collaboration has become an important aspect
dalam mendukung transformasi digital yang berkelanjutan. in supporting sustainable digital transformation.
Secara keseluruhan, kolaborasi strategis dengan Bangkok Bank Overall, this strategic collaboration with Bangkok Bank has not
tidak hanya memperluas cakupan dukungan bagi nasabah only expanded the scope of support for domestic and regional
domestik dan regional, tetapi juga memperkokoh fondasi daya customers but also strengthened Permata Bank’s long-term
saing jangka panjang Permata Bank. Sinergi ini menjadi pilar competitiveness. This synergy serves as a crucial pillar in affirming
penting dalam mempertegas peran Bank sebagai mitra keuangan the Bank’s role as a relevant, adaptive, and competitive financial
yang relevan, adaptif, dan kompetitif, baik di tingkat nasional partner, both nationally and in the ASEAN region.
maupun di kawasan ASEAN.
Memperluas Konektivitas Regional dan Expanding Regional Connectivity and Market
Ekosistem Pasar Ecosystem
Sepanjang tahun 2025, Permata Bank terus memperkuat Throughout 2025, Permata Bank continued to strengthen regional
konektivitas regional melalui kemitraan strategis dengan Bangkok connectivity through its strategic partnership with Bangkok
Bank sebagai bagian dari penguatan sinergi ASEAN. Kolaborasi Bank as part of broader ASEAN synergy. This collaboration was
ini diwujudkan melalui berbagai forum bisnis dan investasi lintas reflected in several cross-border business and investment forums,
negara, antara lain Indonesia Investment and Trade Forum (IITF), including the Indonesia Investment and Trade Forum (IITF), the
CEO Forum, serta ASEAN Economic Community (AEC) Business CEO Forum, and the ASEAN Economic Community (AEC) Business
Forum yang menjadi ruang dialog strategis bagi pelaku usaha, Forum, which served as strategic platforms for dialogue among
investor, serta berbagai pihak yang berperan dalam dinamika business leaders, investors, and key stakeholders shaping regional
ekonomi regional. economic dynamics.
Melalui berbagai forum tersebut, Permata Bank bersama Through these forums, Permata Bank and Bangkok Bank
Bangkok Bank mendorong pertukaran perspektif bisnis sekaligus facilitated the exchange of business perspectives while opening
membuka peluang kolaborasi lintas negara. Partisipasi dalam opportunities for cross-border collaboration. Participation in global
platform global seperti Forbes Global CEO Conference turut platforms such as the Forbes Global CEO Conference further
memperluas jejaring dengan para pemimpin bisnis internasional expanded engagement with international business leaders and
serta memperkaya diskusi mengenai perkembangan ekonomi enriched discussions on economic developments and investment
dan peluang investasi di berbagai pasar regional. opportunities across regional markets.
Selain melalui forum bisnis strategis, kemitraan ini juga diwujudkan Beyond strategic business forums, the partnership was also
melalui berbagai kegiatan relationship building seperti Symphony strengthened through relationship-building initiatives such as
of Friendship dalam rangka peringatan 75 tahun hubungan the Symphony of Friendship, held in commemoration of the
diplomatik Indonesia–Thailand, serta Permata Golf Tournament 75th anniversary of diplomatic relations between Indonesia and
di Bangkok bersama nasabah dan rekan bisnis. Kegiatan lain Thailand, as well as the Permata Golf Tournament in Bangkok
seperti Private Banking trip, turut mempererat hubungan dengan with clients and business partners. Other initiatives, including the
nasabah sekaligus memperkuat koneksi bisnis lintas negara. Private Banking trip further reinforced connections with clients
while strengthening cross-border business relationships.
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Di sisi lain, Permata Bank juga memperluas kehadirannya dalam In addition to strengthening regional connectivity, Permata Bank
berbagai ekosistem pasar guna memperdalam relasi dengan also expanded its presence across various market ecosystems to
nasabah. Partisipasi Bank dalam berbagai platform seperti deepen engagement with customers. The Bank’s participation in
GAIKINDO Jakarta Auto Week (GJAW), Adeging Mangkunegaran, platforms such as GAIKINDO Jakarta Auto Week (GJAW), Adeging
serta Permata Bank x Japan Airlines Travel Fair mencerminkan Mangkunegaran, and the PermataBank x Japan Airlines Travel
pendekatan berbasis ekosistem yang menjangkau berbagai Fair reflects an ecosystem-based approach that connects the
sektor, mulai dari otomotif, budaya, hingga pariwisata. Bank with diverse sectors, ranging from automotive and culture to
travel and lifestyle.
Berbagai inisiatif lainnya seperti Wealth Wisdom yang Other initiatives such as Wealth Wisdom, which was being held
diselenggarakan secara berkelanjutan di 11 kota dan menjangkau across 11 cities and reached approximately 6,000 participants,
sekitar 6.000 peserta untuk menghadirkan wawasan mengenai providing insights on investment strategies and holistic financial
strategi investasi dan perencanaan finansial secara holistik lintas planning across generations; Economic Outlook serves as an
generasi; Economic Outlook merupakan forum tahunan yang annual forum that delivers perspectives on macroeconomic
menghadirkan perspektif mengenai dinamika makroekonomi dan developments and market trends, helping customers navigate
arah perkembangan pasar guna membantu nasabah memetakan risks and opportunities in an evolving global environment;
risiko dan peluang bisnis di tengah perubahan global. Sementara Meanwhile, Safari Ramadan in Aceh strengthened relationships
itu, Safari Ramadan di Aceh menjadi bagian dari penguatan with Permata Bank Syariah and local communities while fostering
relasi dengan Permata Bank Syariah serta mempererat nilai a spirit of togetherness.
kebersamaan dengan komunitas daerah.
Melalui keterlibatan di berbagai forum regional maupun ekosistem Through participation in both regional forums and market
pasar, Permata Bank memperluas titik interaksi dengan nasabah ecosystems, Permata Bank continues to expand its touchpoints
dan mitra strategis, sekaligus menghadirkan solusi finansial yang with customers and strategic partners while delivering financial
semakin relevan dengan kebutuhan bisnis, investasi, dan gaya solutions that remain relevant to the evolving business, investment,
hidup nasabah. and lifestyle needs of its customers.
Dengan memperluas kolaborasi di berbagai ekosistem strategis, By expanding collaborations across strategic ecosystems,
Permata Bank memastikan kehadirannya tidak hanya terlihat, Permata Bank ensures that its presence is not only visible but also
tetapi juga relevan. Pendekatan ini memungkinkan Bank meaningful. This approach enables the Bank to deliver financial
menghadirkan solusi yang mendukung perencanaan keuangan solutions that support holistic financial planning, including
secara menyeluruh, termasuk dalam konteks keberlanjutan dan sustainability and multi-generational needs, allowing Permata
kebutuhan lintas generasi, sehingga Permata Bank dapat menjadi Bank to become a trusted partner throughout every stage of its
mitra terpercaya dalam setiap fase perjalanan finansial nasabah. customers’ financial journey.
Analisis Kinerja Bank Tahun 2025 Bank Performance Analysis In 2025
Perbandingan Target dan Realisasi Kinerja Tahun Targets Vs Actual Performance in 2025
2025
Sepanjang tahun 2025, kinerja Permata Bank menunjukkan hasil Throughout 2025, Permata Bank delivered strong performance,
yang positif dengan pertumbuhan yang solid pada sejumlah with positive results reflected in solid growth across several key
indikator utama, sekaligus mencerminkan konsistensi Bank dalam indicators, demonstrating the Bank’s consistent implementation of
menjalankan strategi bisnis yang berkelanjutan. Total aset Bank its sustainable business strategy. The Bank recorded total assets
hingga 31 Desember 2025 tercatat sebesar Rp268,34 triliun, of Rp268.34 trillion as of December 31, 2025, representing a 4%
meningkat sebesar 4% dibandingkan tahun sebelumnya. increase from the previous year’s figure. This growth was driven
Pertumbuhan ini didukung oleh ekspansi kredit sebesar 5% (YoY) by a 5% year-on-year (YoY) credit expansion to Rp163.34 trillion,
menjadi Rp163,34 triliun, dengan kontribusi utama dari segmen with key contributions from the Corporate segment, which grew
Corporate yang meningkat 11% dan Commercial sebesar 2% 11%, and the Commercial segment, which grew 2% from last year’s
dibandingkan periode yang sama tahun lalu. corresponding period.
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Kualitas aset Bank tetap terjaga, tercermin dari rasio NPL bruto The Bank’s asset quality remained stable, as reflected in the gross
dan NPL neto masing-masing sebesar 2,08% dan 0,24%, lebih baik NPL and net NPL ratios of 2.08% and 0.24%, respectively, which
dibanding target RBB yaitu 2,25% dan 0,41%. Hal ini menunjukkan were lower than the Bank’s Business Plan (RBB) targets of 2.25%
efektivitas pengelolaan portofolio kredit yang prudent dan and 0.41%, respectively. The figures showed the effectiveness
disiplin, meskipun kondisi makroekonomi masih menghadirkan of prudent, disciplined credit portfolio management, despite
ketidakpastian yang memengaruhi daya beli masyarakat dan macroeconomic uncertainties that continued to affect consumer
permintaan kredit. purchasing power and credit demand.
Dari sisi penghimpunan dana, Dana Pihak Ketiga (DPK) tercatat In terms of fund collection, Third Party Funds (TPF) reached
Rp192,82 triliun, tumbuh 4% dibandingkan tahun sebelumnya, Rp192.82 trillion, a 4% year-on-year growth, while the low-cost
dengan rasio dana murah (CASA) terjaga pada level sehat funds (CASA) ratio remained healthy at 64%. This strategy ensures
sebesar 64%. Strategi ini memastikan Loan to Deposit Ratio (LDR) an optimal Loan-to-Deposit Ratio (LDR) of 85%, thus maintaining
tetap optimal di 85%, sehingga likuiditas Bank tetap terjaga sambil the Bank’s liquidity while delivering sustainable returns. This
memberikan return yang berkesinambungan. Pertumbuhan growth in funds and credit confirms Permata Bank’s position as
dana dan kredit ini menegaskan posisi Permata Bank sebagai an institution capable of balancing business expansion with
institusi yang mampu menyeimbangkan ekspansi bisnis dengan disciplined risk management.
manajemen risiko yang disiplin.
Jumlah nasabah Bank juga menunjukkan perkembangan yang The Bank’s customer base also shows consistent growth across
konsisten di seluruh segmen prioritas. Sepanjang tahun 2025, all priority segments. Throughout 2025, Permata Bank continues
Permata Bank terus mendorong inovasi produk dan layanan to drive product and service innovation to strengthen its value
untuk memperkuat proposisi nilai, meningkatkan daya saing, dan proposition, enhance competitiveness, and provide a delightful
memberikan pengalaman terbaik bagi nasabah. customer experience.
Meskipun penyaluran kredit sedikit berada di bawah target RBB Although lending fell slightly below the Bank’s Business Plan (RBB)
akibat tantangan eksternal, Bank telah menerapkan langkah- target due to external challenges, the Bank has implemented
langkah korektif, termasuk penguatan skala bisnis secara organik corrective measures, including strengthening its business scale,
dan inorganik, optimalisasi penghimpunan dana, serta inovasi both organically and inorganically, optimizing fundraising, and
produk dan layanan yang berorientasi pada kebutuhan nasabah. innovating products and services aligned with customer needs.
Langkah-langkah ini diharapkan dapat memperkuat posisi These measures are expected to strengthen the Bank’s position
Bank sebagai pilihan utama nasabah, sekaligus mendukung as the customer’s primary bank while supporting sustainable and
pertumbuhan yang berkelanjutan dan prudent. prudent growth.
Secara keseluruhan, pencapaian kinerja Permata Bank Overall, Permata Bank’s performance in 2025 demonstrates
tahun 2025 menunjukkan sinergi antara pertumbuhan bisnis, synergy among business growth, disciplined risk management,
manajemen risiko yang disiplin, inovasi produk, dan fokus pada product innovation, and sustainability. These results not only
keberlanjutan. Hasil ini tidak hanya mencerminkan kemampuan reflect the Bank’s ability to meet its strategic targets but also lay
Bank dalam memenuhi target strategis, tetapi juga menjadi a strong foundation for strong growth and high resiliency going
fondasi yang kuat untuk pertumbuhan yang tangguh dan berdaya forward.
tahan tinggi ke depan.
Tantangan Pengelolaan Bisnis dan Business Management Challenges and Their
Penyelesaiannya Solutions
Sepanjang tahun 2025, Permata Bank menghadapi dinamika Throughout 2025, Permata Bank faced challenging external
eksternal yang menantang, dipengaruhi oleh volatilitas dynamics, influenced by global macroeconomic volatility,
makroekonomi global, fluktuasi suku bunga, serta perubahan interest rate fluctuations, and changes in retail and corporate
perilaku nasabah ritel dan korporasi. Merespons kondisi tersebut, customer behavior. In response to these conditions, the Bank
Bank mengimplementasikan langkah mitigasi yang terukur dan implemented measured and integrated mitigation measures to
terintegrasi guna menjaga kinerja, kualitas aset, dan stabilitas maintain performance, asset quality, and operational stability. Risk
operasional. Penguatan manajemen risiko dilakukan melalui management was strengthened through intensive monitoring of
pemantauan intensif profil risiko, penyesuaian limit sesuai risk profiles, adjustments to risk appetite and tolerance limit, and
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risk appetite dan risk tolerance, serta optimalisasi kualitas optimization of the financing portfolio quality. Solid coordination
portofolio pembiayaan. Koordinasi yang solid antara unit bisnis, among business units, Board of Directors committees, and the
komite-komite di bawah Direksi, serta fungsi pengendalian control function ensures prudent, disciplined, and data-driven
memastikan pengambilan keputusan tetap prudent, disiplin, dan decision-making.
berbasis data.
Di sisi operasional dan komersial, Bank mempercepat efisiensi On the operational and commercial side, the Bank is accelerating
melalui optimalisasi kanal digital, penguatan strategi pendanaan, efficiency by optimizing digital channels, strengthening its funding
serta diversifikasi sumber pendapatan, termasuk pengembangan strategy, and diversifying revenue sources, including developing
portofolio keuangan berkelanjutan. Inisiatif tersebut tidak hanya a sustainable finance portfolio. These initiatives not only mitigate
meredam tekanan eksternal, tetapi juga memperkuat ketahanan external pressures but also strengthen the Bank’s structural
struktural dan daya saing jangka panjang Bank. Dengan resilience and long-term competitiveness. With a consistent,
pendekatan mitigasi yang konsisten dan terarah, Permata Bank targeted mitigation approach, Permata Bank can maintain healthy
mampu mempertahankan pertumbuhan yang sehat, menjaga growth, safeguard asset quality, and strengthen liquidity and
kualitas aset, serta memperkuat likuiditas dan permodalan. capital. This foundation positions the Bank to continue sustainable,
Fondasi ini menempatkan Bank pada posisi yang solid untuk adaptive expansion amid ever-evolving industry dynamics.
melanjutkan ekspansi secara berkelanjutan dan adaptif di tengah
dinamika industri yang terus berkembang.
Komitmen Bank terhadap Pengembangan The Bank’s Commitment to the Development
PermataBankers of PermataBankers
Perkembangan Permata Bank yang baik sepanjang tahun Permata Bank’s good progress throughout 2025 is reflected not
2025 tidak hanya tercermin dari kinerja bisnis yang solid, tetapi only in solid business performance but also in the quality and
juga dari kualitas dan dedikasi tim internal yang menjadi motor dedication of its internal team, which serves as the primary driver
utama pertumbuhan Bank. Kontribusi ide, inovasi, dan kerja keras of the Bank’s growth. The contributions of its employees’ ideas,
para karyawan menjadi fondasi dalam menghadirkan layanan innovation, and hard work form the foundation for delivering
perbankan yang unggul, sekaligus memastikan setiap langkah superior banking services while ensuring that every business step
bisnis memberikan manfaat nyata bagi nasabah dan pemangku delivers tangible benefits to customers and stakeholders.
kepentingan.
Sepanjang tahun 2025, Bank menegaskan tema budaya kerja Throughout 2025, the Bank emphasized the work culture theme
“Productivity and Positivity” sebagai landasan bagi setiap of “Productivity and Positivity” as the foundation for all activities.
aktivitas kerja. Pendekatan ini diwujudkan melalui peningkatan This approach is realized through increased process efficiency,
efisiensi proses, penguatan kolaborasi lintas fungsi, dan inovasi strengthened cross-functional collaboration, and customer-
yang berfokus pada nasabah. Di saat yang sama, Permata focused innovation. At the same time, Permata Bank fosters a
Bank membangun lingkungan kerja yang positif, mendukung positive work environment, supports employee well-being, fosters
kesejahteraan karyawan, menumbuhkan semangat kebersamaan, a sense of community, and encourages productivity. This synergy
serta mendorong produktivitas. Sinergi antara produktivitas dan between productivity and a positive culture serves as a pillar for
budaya positif ini menjadi pilar bagi pencapaian keunggulan achieving excellence, reflected not only in business performance
(excellence) yang tidak hanya tercermin dalam kinerja bisnis, but also in the quality of service and customer experience.
tetapi juga dalam kualitas layanan dan pengalaman nasabah.
Penyelarasan budaya kerja dengan arah strategis terus dilakukan Alignment of work culture with the strategic direction is continuously
agar transformasi organisasi berjalan konsisten dan berdampak pursued to ensure consistent organizational transformation and
nyata. Hal ini tercermin dari berbagai inisiatif budaya yang tangible impact. This is reflected in various cultural initiatives
digerakkan oleh unit kerja, termasuk 112 program penguatan driven by work units, including 112 behavioral strengthening
perilaku yang diprakarsai oleh Culture Agent untuk meningkatkan programs initiated by Culture Agents to improve operational
efektivitas operasional. Semangat inovasi juga difasilitasi melalui effectiveness. The spirit of innovation is also fostered through the
program Pinnacle yang selama 2025 telah menghasilkan sekitar Pinnacle program, which, by 2025, had generated approximately
105 ide proyek dengan tiga ide terbaik yang ditetapkan untuk 105 project ideas, with the top three selected for implementation.
46 PT Bank Permata Tbk Laporan Tahunan 2025
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diimplementasikan. Inisiatif tersebut memperkuat keterlibatan These initiatives strengthen employee engagement while
karyawan sekaligus mendukung peningkatan kinerja secara supporting continuous performance improvement.
berkelanjutan.
Sebagai bagian dari komitmen jangka panjang, Direksi senantiasa As part of its long-term commitment, the Board of Directors
menempatkan pengelolaan people sebagai prioritas strategis consistently prioritizes people management, focusing on
dengan fokus pada pengembangan talenta yang profesional, developing professional, adaptive, tech-savvy, and high-integrity
adaptif, melek teknologi, dan berintegritas. Strategi ini dijalankan talent. This strategy is implemented through the Employer Value
melalui Employer Value Proposition (EVP) “Learn, Grow, and Make Proposition (EVP): “Learn, Grow, and Make a Difference.”
a Difference”.
Selain menaruh fokus pada pengembangan kapasitas In addition to focusing on capacity and competency development,
dan kompetensi, Permata Bank secara konsisten menjaga Permata Bank has consistently maintained employee welfare as
kesejahteraan karyawan sebagai bagian integral dari strategi an integral part of its People strategy. Best People management
People. Praktik pengelolaan ketenagakerjaan, termasuk program practices, including the superior talent retention program
retensi talenta unggul yang telah diterapkan sejak 2023, terus implemented since 2023, are continuously refined to meet
disempurnakan agar selaras dengan kebutuhan karyawan dan employee needs and business demands.
tuntutan bisnis.
Pendekatan yang terintegrasi ini membuahkan hasil nyata As a result, this approach delivered a positive impact in 2025, as
sepanjang 2025, terlihat dari efektivitas program pengembangan evidenced by effective People & Culture development programs,
People, peningkatan kompetensi, dan penghargaan yang competency enhancement, and awards received by the Bank,
diterima Bank antara lain sertifikasi “Great Place to Work” dari including “Great Place to Work” certification from the Great Place
Great Place to Work® Institute berdasarkan hasil survei yang diisi to Work® Institute based on survey results by Permata Bank’s
oleh karyawan Permata Bank. Konsistensi Permata Bank dalam employee. Permata Bank’s consistent focus on fostering employee
membina kompetensi dan kesejahteraan karyawan menegaskan competency and well-being confirms that human capital is a
bahwa People merupakan pilar utama keberlanjutan Bank, key pillar of the Bank’s sustainability, ensuring the creation of a
sekaligus memastikan terciptanya tim yang tangguh, inovatif, resilient, innovative, customer-centric team that supports solid,
berorientasi pada nasabah, dan mendukung pertumbuhan bisnis inclusive, and sustainable business growth.
yang solid, inklusif, dan berkelanjutan.
Pengembangan Teknologi Informasi untuk Information Technology Development to
Memperkuat Digitalisasi Perbankan Strengthen Banking Digitalization
Permata Bank menempatkan digitalisasi dan inovasi teknologi Permata Bank positions digitalization and technological innovation
sebagai pilar strategis dalam meningkatkan kualitas layanan as strategic pillars in improving service quality and providing
serta menghadirkan pengalaman perbankan yang aman, cepat, a secure, fast, and reliable banking experience for retail and
dan andal bagi nasabah ritel maupun korporasi. Sepanjang corporate customers. Throughout 2025, the Bank strengthened
tahun 2025, Bank memperkuat ekosistem digital melalui its digital ecosystem through continuous development of mobile
pengembangan berkelanjutan pada layanan mobile banking, banking, internet banking, cash management, and integrated
internet banking, cash management digital, serta platform transaction and payment platforms to enhance flexibility,
transaksi dan pembayaran terintegrasi guna meningkatkan efficiency, and transaction convenience.
fleksibilitas, efisiensi, dan kenyamanan bertransaksi.
Sejalan dengan percepatan transformasi digital dan penetapan In line with the acceleration of digital transformation and the
keamanan siber (cybersecurity) sebagai prioritas utama dalam establishment of cybersecurity as a top priority in its Information
strategi Teknologi Informasi (TI), Permata Bank secara proaktif Technology (IT) strategy, Permata Bank has remained proactive
memperkuat kapabilitas deteksi dan mitigasi risiko melalui adopsi in strengthening its risk detection and mitigation capabilities by
standar keamanan global, serta perluasan program edukasi dan adopting global security standards, while expanding education
peningkatan kesadaran keamanan bagi karyawan dan nasabah. programs and raising security awareness among employees and
Pendekatan ini memastikan perlindungan data, keandalan sistem, customers. This approach ensured data security, system reliability,
serta terjaganya kepercayaan terhadap layanan digital Bank. and maintained trust in the Bank’s digital services.
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Implementasi transformasi digital Permata Bank pada dasarnya In essence, Permata Bank’s digital transformation focuses not
tidak hanya difokuskan pada penguatan layanan eksternal, tetapi only on strengthening external services but also on modernizing
juga pada modernisasi kapabilitas internal organisasi. Melalui its internal capabilities. Through the Workplace Strategy Project
inisiatif Workplace Strategy Project (WPS), Bank melakukan (WPS) initiative, the Bank is enhancing technology in the workplace
enhancement teknologi di lingkungan kerja guna membangun to build a more modern, integrated, and collaborative environment.
tempat kerja (workplace) yang lebih modern, terintegrasi, dan This program includes updating the digital work infrastructure,
kolaboratif. Program ini mencakup pembaruan infrastruktur kerja optimizing collaboration and communication platforms, and
digital, optimalisasi platform kolaborasi dan komunikasi, serta providing productivity tools that support more agile, data-driven
penyediaan tools produktivitas yang mendukung pola kerja yang work patterns.
lebih agile dan data-driven.
Sejalan dengan penguatan infrastruktur tersebut, Permata In line with this infrastructure strengthening, Permata Bank is also
Bank juga secara berkelanjutan memperkuat kompetensi para continuously strengthening the competencies of its key talent
key talents melalui program peningkatan kapabilitas berbasis through technology-based capability enhancement programs,
teknologi, termasuk pengembangan literasi digital, pemanfaatan including developing digital literacy, utilizing data-driven systems,
sistem berbasis data, serta peningkatan pemahaman terhadap and enhancing understanding of information security. This strategy
keamanan informasi. Strategi ini memastikan bahwa transformasi ensures that system transformation goes hand in hand with the
sistem berjalan seiring dengan transformasi kapabilitas People development of people’s capabilities, aligning technological
sehingga tercipta keselarasan antara evolusi teknologi dan evolution with the organization’s readiness to optimize it.
kesiapan organisasi dalam mengoptimalkannya.
Memasuki tahun 2026, fungsi TI Permata Bank semakin Entering 2026, Permata Bank’s IT function will be positioned more
diposisikan sebagai technology enabler yang mendukung seluruh as a technology enabler supporting all business agendas and
agenda bisnis dan pengembangan organisasi. Pengembangan TI organizational development. IT development plays a role not only
tidak hanya berperan sebagai penyedia infrastruktur, melainkan as an infrastructure provider but also as a strategic partner in
sebagai mitra strategis dalam mendorong inovasi produk, efisiensi driving product innovation, process efficiency, and strengthening
proses, serta penguatan manajemen risiko dan tata kelola. risk management and governance.
Sejalan dengan arah strategis tersebut, prioritas pengembangan In line with this strategic direction, the Bank’s IT development
TI Bank pada tahun 2026 mencakup beberapa area utama, antara priorities for 2026 encompass several key areas, including the
lain pemanfaatan advanced analytics untuk menghasilkan insight use of advanced analytics to generate more precise, real-time
yang lebih presisi dan real-time dalam mendukung pengambilan insights to support more informed, strategic decision-making.
keputusan yang lebih tepat dan strategis. Transformasi digital The Bank’s digital transformation also emphasizes optimizing
Bank juga menitikberatkan pada optimalisasi pengelolaan data data management as a strategic asset and leveraging Artificial
sebagai aset strategis serta pemanfaatan Artificial Intelligence Intelligence (AI) and machine learning to enhance the quality of
(AI) dan machine learning guna meningkatkan kualitas layanan more personalized, responsive services to customers, strengthen
yang lebih personal dan responsif kepada nasabah, memperkuat comprehensive credit and operational risk analysis, and increase
analisis risiko kredit dan operasional secara lebih komprehensif, the accuracy of business planning and customer value proposition
serta meningkatkan akurasi dalam perencanaan bisnis dan development.
pengembangan proposisi nilai nasabah.
Dengan mengombinasikan inovasi layanan, modernisasi By combining service innovation, workplace modernization,
workplace, penguatan kapabilitas talenta, optimalisasi data strengthening talent capabilities, optimizing data and AI, and
dan AI, serta penguatan keamanan siber, Permata Bank terus strengthening cybersecurity, Permata Bank continues to build
membangun fondasi teknologi yang adaptif, resilien, dan an adaptive, resilient, and sustainable technology foundation.
berkelanjutan. Strategi ini tidak hanya mempercepat transformasi This strategy not only accelerates digital transformation but also
digital, tetapi juga memperkuat daya saing Bank, meningkatkan strengthens the Bank’s competitiveness, improves operational
efisiensi operasional, serta memastikan kesiapan organisasi efficiency, and ensures organizational readiness to navigate
dalam menghadapi dinamika industri perbankan yang semakin the increasingly technology-driven dynamics of the modern
berbasis teknologi di era perbankan modern. banking industry.
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Prospek Usaha Tahun 2026 Business Prospects in 2026
Memasuki tahun 2026, industri perbankan nasional diproyeksikan As the Bank entered 2026, the national banking industry was
berada pada fase pertumbuhan yang solid, sejalan dengan outlook expected to experience continued solid growth in line with
makroekonomi Indonesia yang tetap kondusif. Pertumbuhan Indonesia’s remaining conducive macroeconomic outlook.
ekonomi yang diperkirakan melampaui 5% (YoY) diharapkan dapat Economic growth is projected to exceed 5% (YoY), further boosting
mendorong peningkatan daya beli masyarakat, memperkuat public purchasing power, strengthen investment activity and
aktivitas investasi dan ekspansi korporasi, serta memperluas corporate expansion, and expand demand for financing across all
kebutuhan pembiayaan di seluruh segmen, baik ritel maupun segments, both retail and corporate. This fundamental economic
korporasi. Stabilitas fundamental ekonomi tersebut memberikan stability leads to greater predictability in credit risk management,
tingkat prediktabilitas yang lebih baik dalam pengelolaan risiko business planning, and overall banking funding strategies.
kredit, perencanaan bisnis, serta strategi pendanaan perbankan
secara keseluruhan.
Terjaganya kepercayaan publik terhadap sistem perbankan Maintaining public trust in the banking system opens opportunities
membuka peluang bagi Bank untuk memperluas pangsa pasar, for the Bank to expand market share, increase intermediation
meningkatkan kapasitas intermediasi, serta mempertahankan capacity, and maintain a healthy and efficient funding structure.
struktur pendanaan yang sehat dan efisien. Untuk mengoptimalkan To optimize these opportunities, the growth strategy will focus on
peluang tersebut, strategi pertumbuhan akan difokuskan pada continued credit expansion in the corporate and medium-sized
kelanjutan ekspansi kredit di segmen korporasi dan usaha business segments, in line with increasing working capital needs
menengah, seiring meningkatnya kebutuhan modal kerja dan and investment activity in productive sectors.
aktivitas investasi sektor produktif.
Di tengah prospek lanskap industri perbankan yang tetap kondusif, Amidst a conducive banking industry landscape, Permata Bank is
Permata Bank mempersiapkan fase berikutnya yang berfokus preparing for the next phase of its journey, focusing to strengthen
untuk memperkuat keunggulan kompetitif, memperdalam our competitive advantage, deepening customer relationships
hubungan nasabah dan mendorong profitabilitas berkelanjutan. and driving sustainable profitability, refining the Bank’s three
Sehingga, Bank menyempurnakan tiga strategi prioritas Bank di strategic priorities in 2026, accordingly:
tahun 2026:
Menciptakan leading Deposit and Wealth franchise – melalui Create the leading Deposit and Wealth franchise – through
pendalaman hubungan jangka panjang sepanjang perjalanan nurturing deeper, long-term relationships throughout customers’
wealth-creation nasabah. Sehingga pada akhirnya, memperkuat wealth creation journey, consequently strengthening its position
posisi Bank sebagai salah satu bank pilihan dan memperkokoh as one of the banks of choice. The Bank will thus reinforce stronger
basis simpanan yang kuat dan lebih efisien. and more efficient funding base.
Menjadi Bank pilihan utama (primary bank) dalam transaction Becoming the primary bank for transaction banking – asserting
banking – menegaskan aspirasi untuk menjadi partner utama our aspiration to become the primary partner for customers – from
bagi nasabah – baik individual maupun institusi, Bank akan individuals to institutions, the Bank will strengthen transaction
memperkuat kapabilitas dan konektivitas transaction banking, banking capabilities and connectivity, to be the bank that
untuk menjadi Bank yang diandalkan dalam operasional finansial customers rely on every day for their financial operations. Not only
nasabah setiap harinya. Tidak hanya untuk nasabah individual, individual customers, Bank is building a competitive advantage
Bank membangun keunggulan kompetitif dalam transaction for corporate clients in transaction banking through providing
banking untuk nasabah korporasi melalui penyediaan solusi end to end solutions that include trade financing, payments, cash
end-to-end yang mencakup trade financing, payments dan cash management; strengthens ecosystem partnership with business
management; memperkuat kemitraan ekosistem Bank dengan groups and technology players, allowing deeper ecosystem
grup bisnis maupun pemain teknologi, memberikan peluang penetration and referrals across segment.
untuk penetrasi ekosistem yang lebih dalam dan rujukan dari/ke
berbagai segmen.
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Peran Transaction Banking dalam pusat aktivitas finansial The central role of Transaction Banking in customers’ daily
nasabah setiap harinya, juga terus diperkuat dengan kapabilitas financial activities is further reinforced by digital capabilities that
digital yang menghadirkan konektivitas yang lebih cepat, aman, enable faster, safer and more efficient connectivity.
dan efisien.
Selain itu, Permata Bank terus meningkatkan kualitas layanan In addition, Permata Bank consistently enhances service quality
melalui inovasi digital, penguatan kapabilitas frontliners, dan through digital innovation, strengthens frontliner capabilities and
penyempurnaan proses yang memastikan pengalaman nasabah refines processes that ensure a superior and consistent customer
lebih unggul dan konsisten di seluruh segmen. experience across segments.
Menjadi yang terdepan di pasar dalam hal kepuasan pelanggan Be the Market Leading on customer satisfaction (NPS) in the
yang diukur dengan skor Net Promotor Score (NPS) – Permata industry – Permata Bank continues to strengthen its customer-
Bank terus memperkuat pendekatan yang berpusat pada centric approach, by further leveraging data-driven analytics and
nasabah, dengan juga memanfatkan analitik berbasis data dan process automation to enhance efficiency, speed and service
otomasi proses untuk meningkatkan efisiensi, kecepatan dan quality across various customer touchpoints.
kualitas layanan dalam setiap interaksi dengan nasabah.
Pelaksanan ketiga prioritas strategi tersebut, ditopang oleh empat The execution of these three priority strategies is supported by
pilar strategi, yaitu: BEST four strategic pillars under BEST:
(B) Business – mendorong pertumbuhan berkelanjutan dan (B) Business – grow sustainable and prudent business through
pruden melalui kapabilitas terbaik di kelasnya dan analitik adoption of best-in-class business, credit and risk management
berbasis data dalam pengelolaan kredit. with enhance data-driven analytics.
(E) Employee – membangun tim yang unggul dengan kinerja (E) Employee – Build an extraordinary team and foster an agile,
yang lincah, mengedepankan kolaborasi dan memiliki orientasi collaborative culture.
pertumbuhan.
(S) Service – menghadirkan pengalaman yang nyaman, konsisten, (S) Service – Deliver delightful everyday experiences and targeted
dan efisien untuk nasabah solutions.
(T) Technology – mencapai keunggulan operasional melalui (T) Technology – Drive operational excellence. Scalable, reliable,
sistem yang dapat terskalakan dengan baik, aman, serta didukung secure technology platforms to support growth, including through
teknologi berbasis AI. the use of AI.
Seluruh kerangka strategi ini dilandasi dengan nilai-nilai Bank, This entire strategic framework is grounded in the Bank’s values, I
I-PRICE (Integrity, Partnership, Responsiveness, Innovation, Caring PRICE, (Integrity, Partnership, Responsiveness, Innovation, Caring
and Excellence), sebagai panduan dalam membentuk perilaku, and Excellence), which guide behavior, culture, decision-making
budaya, keputusan dan kelanjutan perjalanan Bank. Dengan and the Bank’s long-term journey. With an adaptive strategy
strategi yang adaptif dan disiplin eksekusi yang kuat, Manajemen and strong execution discipline, Management believes Permata
meyakini Permata Bank akan tetap kompetitif, relevan, dan resilien Bank will remain competitive, relevant, and amidst industry and
di tengah perkembangan industri dan lanskap ekonomi ke depan. economic landscape developments.
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Permata Bank Mengelola Bisnis Jangka Permata Bank Manages Long-Term Business
Panjang melalui Penerapan Prinsip Tata Kelola through the Implementation of Good Corporate
Perusahaan yang Baik Governance Principles
Permata Bank menegaskan komitmennya untuk mengelola bisnis Permata Bank affirms its commitment to managing its business
secara berkelanjutan dengan menjadikan prinsip-prinsip Tata sustainably by making Good Corporate Governance (GCG)
Kelola Perusahaan yang Baik (Good Corporate Governance/GCG) principles the foundation of all operational activities. The Bank
sebagai fondasi setiap aktivitas operasional. Bank mengadopsi adopts governance practices on local and regional standards,
praktik tata kelola yang mengacu pada standar lokal dan regional, including the ASEAN Corporate Governance Scorecard (March
termasuk ASEAN Corporate Governance Scorecard (versi Maret 2024 version), the General Guidelines for Indonesian Corporate
2024), Pedoman Umum Governansi Korporat Indonesia (PUGKI Governance (PUGKI 2021), and POJK No. 17 of 2023 concerning the
2021), serta POJK No. 17 Tahun 2023 tentang Penerapan Tata Implementation of Good Corporate Governance for Commercial
Kelola bagi Bank Umum. Dengan demikian, seluruh keputusan Banks. Such adherence should keep the Bank’s strategic and
strategis dan operasional Bank selaras dengan regulasi dan operational decisions aligned with regulations and best practices
praktik terbaik industri perbankan. in the banking industry.
Dalam upaya memperkuat penerapan GCG, Bank menyesuaikan To strengthen GCG implementation, the Bank has adjusted its
kebijakan internal sesuai regulasi SEOJK No. 14/SEOJK.03/2025 internal policies in accordance with SEOJK Regulation No. 14/
tentang Penerapan Tata Kelola bagi Bank Umum dengan SEOJK.03/2025 regarding the Implementation of Good Corporate
melakukan identifikasi gap dan mengadakan e-learning GCG Governance for Commercial Banks by identifying gaps and
yang diikuti oleh seluruh karyawan mulai dari manajemen hingga conducting GCG e-learning for all employees, from management
staf operasional guna meningkatkan pemahaman, kesadaran, dan to operational staff, to increase the understanding, awareness, and
keterlibatan setiap individu dalam pengambilan keputusan yang involvement of each individual in responsible decision-making.
bertanggung jawab. Inisiatif ini memastikan prinsip-prinsip GCG This initiative ensures that GCG principles are not only fully
tidak hanya diterapkan secara menyeluruh, tetapi juga menjadi implemented but also become an integral part of a positive and
bagian integral dari budaya kerja yang positif dan berkelanjutan sustainable work culture throughout the organization.
di seluruh lini organisasi.
Sebagai bagian dari evaluasi berkelanjutan, Permata Bank As part of its ongoing evaluation, Permata Bank conducted a
melakukan penilaian mandiri (self-assessment) terhadap self-assessment of its GCG implementation in 2025 and earned
penerapan GCG di tahun 2025 dan memperoleh skor “2” dengan a score of “2” (Good). Meanwhile, an external assessment based
predikat “Baik.” Sedangkan penilaian eksternal berdasarkan on the ACGS criteria conducted by independent consultants,
kriteria ACGS yang dilakukan oleh konsultan independen, Permata Permata Bank was distinguished as one of the ASEAN Asset Class
Bank termasuk dalam ASEAN Asset Class Public Listed Company Public Listed Companies at the ASEAN Corporate Governance
dalam ajang ASEAN Corporate Governance Conference & Conference & Awards 2025 (ASEAN CGCA), reflecting the Bank’s
Awards 2025 (ASEAN CGCA). Hasil ini menegaskan kemajuan continued commitment to upholding the highest standards of
konsisten Bank dalam praktik tata kelola, sekaligus menunjukkan corporate governance across the region. These results confirm
keselarasan dengan standar regional dan praktik terbaik di the Bank’s consistent progress in governance practices and
industri perbankan. demonstrate alignment with regional standards and best practices
in the banking industry.
Konsistensi Permata Bank dalam menerapkan prinsip GCG Permata Bank’s consistency in implementing GCG principles is
juga tercermin melalui pengakuan yang diperoleh di tingkat also reflected in the recognition it has received at the regional
regional maupun nasional. Pada tahun 2025, Bank berhasil and national levels. In 2025, the Bank successfully won several
meraih sejumlah penghargaan, antara lain “ASEAN Asset Class awards, including “ASEAN Asset Class Public Listed Company” at
Public Listed Company” di ajang “ASEAN Corporate Governance the “ASEAN Corporate Governance Conference & Awards,” “Best
Conference & Awards,” “Best Financial Sector” pada acara Financial Sector” at the “16th IICD CG Conference and Awards”
“16th IICD CG Conference and Awards” dengan tema “Building with the theme “Building Resilience Through Good Governance:
Resilience Through Good Governance: Thriving in Turbulent Thriving in Turbulent Times,” and 2nd Place in the Non-BUMN and
Times,” serta Juara ke-2 kategori Non-BUMN dan Non-BUMD Go Non-BUMD Go Public Financial category at the 2024 Annual
Publik Keuangan pada Annual Report Award (ARA) 2024 yang Report Award (ARA) organized by the National Committee for
diselenggarakan oleh Komite Nasional Kebijakan Governansi Governance Policy (KNKG). This success not only recognizes the
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(KNKG). Keberhasilan ini tidak hanya mengakui kualitas praktik quality of the Bank’s governance practices but also confirms
tata kelola Bank, tetapi juga menegaskan komitmen berkelanjutan Permata Bank’s ongoing commitment to running a transparent,
Permata Bank dalam menjalankan bisnis yang transparan, responsible, and sustainability-oriented business.
bertanggung jawab, dan berorientasi pada keberlanjutan.
Manajemen Risiko sebagai Pilar Kinerja dan Risk Management as A Pillar of Bank
Stabilitas Bank Performance and Stability
Permata Bank menempatkan manajemen risiko sebagai Permata Bank positions risk management as a strategic foundation
fondasi strategis dalam menjaga kesinambungan kinerja, for maintaining sustainable performance, financial stability, and
stabilitas keuangan, serta pertumbuhan jangka panjang. long-term growth. Amid the complexities of the banking industry
Di tengah kompleksitas lanskap industri perbankan, Bank landscape, the Bank implements an integrated, disciplined risk
mengimplementasikan kerangka manajemen risiko yang management framework aligned with the provisions of POJK
terintegrasi, disiplin, dan selaras dengan ketentuan POJK No. 18/ No. 18/POJK.03/2016 concerning the Implementation of Risk
POJK.03/2016 tentang Penerapan Manajemen Risiko bagi Management for Commercial Banks.
Bank Umum.
Efektivitas kerangka tersebut diperkuat melalui pengawasan aktif The effectiveness of this framework is strengthened by the active
Direksi, Dewan Komisaris, serta Dewan Pengawas Syariah dalam supervision of the Board of Directors, the Board of Commissioners,
memonitor pengelolaan Unit Usaha Syariah. Seluruh eksposur and the Sharia Supervisory Board in monitoring the management
risiko utama dikelola secara menyeluruh melalui proses identifikasi, of the Sharia Business Unit. All major risk exposures are
pengukuran, pemantauan, dan mitigasi yang berkesinambungan comprehensively managed through a continuous process of
sehingga potensi volatilitas dapat dikendalikan secara prudent identification, measurement, monitoring, and mitigation, thereby
sekaligus menjaga kualitas aset dan ketahanan operasional prudently controlling potential volatility while maintaining asset
Bank. Sebagai landasan operasional, Bank juga menetapkan quality and operational resilience. As an operational foundation,
risk appetite dan risk tolerance sebagai referensi utama dalam the Bank also establishes risk appetite and risk tolerance as the
pengelolaan risiko. Penetapan serta pemantauan limit risiko primary references in risk management. Consistent determination
secara konsisten memastikan seluruh aktivitas usaha tetap berada and monitoring of risk limits ensure that all business activities
dalam kapasitas risiko yang terkelola, mendukung pengambilan remain within manageable risk capacity, support prudent decision-
keputusan yang prudent, serta mencegah akumulasi eksposur making, and prevent the accumulation of excessive exposure.
yang berlebihan.
Sejalan dengan penguatan tata kelola risiko, berbagai inisiatif In line with strengthening risk governance, various initiatives to
pengembangan budaya kesadaran risiko (risk awareness) develop a culture of risk awareness are consistently implemented
diterapkan secara konsisten di seluruh tingkatan organisasi. at all levels of the organization. These efforts maintained the
Upaya ini menjaga profil risiko Bank tetap berada dalam koridor Bank’s risk profile within a healthy range, as reflected in the self-
yang sehat, sebagaimana tercermin pada hasil self-assessment assessment results for key risks as of 31 December 2025, which
penilaian risiko-risiko utama per 31 Desember 2025 yang indicated a Risk Profile Composite Rating of “2 (low to moderate).”
menunjukkan Peringkat Komposit Profil Risiko pada level “2 (low
to moderate).”
Dengan menerapkan kerangka manajemen risiko yang By implementing a holistically integrated risk management
terintegrasi secara holistik, Permata Bank memastikan setiap framework, Permata Bank ensures that every strategic decision
keputusan strategis selaras dengan kapasitas risiko yang aligns with acceptable risk capacity while maintaining asset
dapat diterima, sekaligus menjaga kualitas aset, likuiditas, dan quality, liquidity, and sustainable performance. This approach
keberlanjutan kinerja. Pendekatan ini memperkuat kepercayaan strengthens investor confidence, supports long-term stability,
investor, menopang stabilitas jangka panjang, serta menegaskan and underscores the Bank’s commitment to building sustainable
komitmen Bank dalam membangun pertumbuhan yang growth that adapts to market dynamics.
berkelanjutan dan adaptif terhadap dinamika pasar.
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Kinerja Lainnya Other Performance
Aktivitas Utama dan Produk dan Jasa Main Activities and Products and Services
Sepanjang tahun 2025, Permata Bank menjalankan kegiatan Throughout 2025, Permata Bank continued to operate as a
usaha utama sebagai bank umum yang menghimpun dana commercial bank where it collected funds from the public in the
dari masyarakat dalam bentuk simpanan dan menyalurkannya form of deposits and redistributed the funds as financing and
kembali dalam bentuk pembiayaan dan kredit, serta menyediakan credit, as well as providing a wide array of various other banking
berbagai layanan jasa perbankan lainnya sesuai dengan services in accordance with applicable laws and regulations.
ketentuan peraturan perundang-undangan yang berlaku.
Pada sisi penghimpunan dana, Bank menyediakan beragam In terms of fund collection, the Bank continued to offer a variety
produk simpanan yang mencakup giro, tabungan, dan deposito of deposit products, including checking, savings, and time
bagi nasabah ritel, komersial, dan korporasi. Produk-produk deposits, for retail, commercial, and corporate customers.
tersebut didukung oleh jaringan layanan fisik dan kanal digital These products are supported by an integrated physical service
yang terintegrasi, guna memberikan kemudahan akses, fleksibilitas network and digital channels, providing easy access, transaction
transaksi, serta keamanan bagi nasabah dalam mengelola flexibility, and security for customers in managing their financial
kebutuhan keuangannya. Selain itu, melalui Unit Usaha Syariah needs. Furthermore, through its Sharia Business Unit (SBU), the
(UUS), Bank menawarkan produk simpanan dan pembiayaan Bank offers Sharia-compliant deposit and financing products,
yang sesuai prinsip syariah, termasuk tabungan mudharabah, including mudharabah savings, sharia deposits, and murabahah
deposito syariah, dan pembiayaan murabahah maupun and musyarakah financing, to serve customers seeking Sharia-
musyarakah untuk melayani nasabah yang membutuhkan solusi compliant financial solutions.
keuangan berbasis syariah.
Dalam kegiatan penyaluran dana, Permata Bank menyalurkan In its fund distribution activities, Permata Bank distributes credit to
kredit kepada berbagai segmen, meliputi segmen korporasi, usaha various segments, including corporate, medium-sized enterprises,
menengah, UKM, dan ritel. Portofolio pembiayaan mencakup kredit SMEs, and retail. The financing portfolio includes working capital
modal kerja, kredit investasi, pembiayaan perdagangan (trade loans, investment loans, trade finance, syndicated financing, and
finance), pembiayaan sindikasi, serta kredit konsumer seperti consumer loans such as mortgages (KPR), motor vehicle loans,
Kredit Pemilikan Rumah (KPR), kredit kendaraan bermotor, dan and credit cards. Lending is disbursed while prioritizing prudent
kartu kredit. Penyaluran kredit dilakukan dengan mengedepankan principles, disciplined risk management, and a focus on asset
prinsip kehati-hatian, pengelolaan risiko yang disiplin, serta fokus quality and sustainable growth.
pada kualitas aset dan keberlanjutan pertumbuhan.
Selain menjalankan kegiatan intermediasi, Bank menyediakan In addition to intermediation activities, the Bank provides other
layanan jasa perbankan lainnya yang meliputi layanan transaksi banking services, including transaction and payment services,
dan pembayaran, cash management, treasury dan pasar cash management, treasury and financial markets, remittances,
keuangan, remittance, trade services, bancassurance, wealth trade services, bancassurance, wealth management, and digital
management, serta layanan digital banking untuk mendukung banking services to support customers’ end-to-end transaction
kebutuhan transaksi dan pengelolaan keuangan nasabah secara and financial management needs.
end-to-end.
Sejalan dengan komitmen terhadap keuangan berkelanjutan, Bank In line with its commitment to sustainable finance, the Bank also
juga mengembangkan produk dan pembiayaan berwawasan develops environmentally and socially conscious products and
lingkungan dan sosial, antara lain melalui pembiayaan hijau, financing, including green financing, electric vehicle financing,
pembiayaan kendaraan listrik, serta produk yang mendukung and products that support the transition to a low-carbon economy,
transisi menuju ekonomi rendah karbon, guna memperluas to expand the Bank’s positive contribution to sustainable
kontribusi positif Bank terhadap pembangunan berkelanjutan. development.
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Tingkat Suku Bunga Penghimpunan Dana Selama Fundraising Interest Rates During One Fiscal Year
Satu Tahun Buku
Sepanjang tahun buku 2025, tingkat suku bunga penghimpunan Throughout the 2025 fiscal year, Permata Bank’s fundraising
dana Permata Bank disesuaikan secara kompetitif mengikuti interest rates were competitively adjusted to reflect market
kondisi pasar dan kebijakan moneter yang berlaku dengan conditions and current monetary policy, while maintaining
mempertimbangkan keseimbangan antara daya tarik bagi a balance between customer appeal and prudent cost
nasabah dan pengelolaan biaya dana yang prudent. Bank terus management. The Bank continuously monitored BI Rate trends
memantau tren BI Rate untuk memastikan produk simpanan to ensure that deposit products such as checking accounts,
seperti giro, tabungan, dan deposito tetap kompetitif, sekaligus savings accounts, and time deposits remained competitive while
mendukung pertumbuhan pembiayaan yang berkelanjutan. promoting sustainable financing growth.
Suku Bunga Dasar Kredit (SBDK) Prime Lending Rate (SBDK)
Permata Bank menetapkan Suku Bunga Dasar Kredit (SBDK) Permata Bank establishes the Prime Lending Rate (SBDK) as
sebagai acuan utama dalam penetapan suku bunga kredit the primary reference for determining the lending interest rates
yang dikenakan kepada nasabah. Sesuai dengan ketentuan charged to customers. In accordance with OJK Regulation No. 18
Peraturan OJK No. 18 Tahun 2025 tentang Transparansi Year 2025 concerning Transparency and Publication of Bank
dan Publikasi Laporan Bank, Permata Bank secara terbuka Reports, Permata Bank publicly publishes the Prime Lending
mempublikasikan SBDK dalam mata uang Rupiah melalui Rate in Rupiah through all branch offices and the Company’s
seluruh kantor cabang dan situs resmi Perseroan di: https://www. official website at: https://www.permatabank.com/en/bunga-
permatabank.com/id/bunga-dasar/suku-bunga-dasar-kredit. dasar/suku-bunga-dasar-kredit. To maintain relevance and
Dalam rangka menjaga relevansi dan daya saing, Permata Bank competitiveness, Permata Bank periodically reviews and updates
secara berkala melakukan peninjauan dan pembaruan SBDK the Prime Lending Rate in line with the BI Rate policy direction
sejalan dengan arah kebijakan BI Rate serta dinamika kondisi and market dynamics. This policy ensures that lending interest
pasar. Kebijakan ini memastikan penetapan suku bunga kredit rates remain competitive, transparent, and reasonably reflect the
tetap kompetitif, transparan, dan mencerminkan profil risiko serta Bank’s risk profile and cost of funds. A more complete description
biaya dana Bank secara wajar. Uraian lebih lengkap mengenai of the Prime Lending Rate (SBDK) policy and implementation is
kebijakan dan implementasi Suku Bunga Dasar Kredit (SBDK) presented in the Management Discussion and Analysis chapter.
diungkapkan dalam Bab Analisis dan Pembahasan Manajemen.
Jumlah, Jenis, dan Lokasi Kantor Number, Type, and Location of Offices
Jaringan kantor Permata Bank merupakan infrastruktur strategis Permata Bank’s office network is a strategic infrastructure
yang menopang fungsi intermediasi, distribusi layanan, serta that supports its intermediation function, service distribution,
penguatan hubungan dengan nasabah di berbagai wilayah and strengthening of customer relationships across its various
operasional. Keberadaan jaringan fisik ini memungkinkan operational areas. This physical network enables the Bank to
Bank untuk menjangkau segmen pasar secara lebih merata, reach market segments more evenly, expand product penetration,
memperluas penetrasi produk, serta memastikan kualitas layanan and ensure consistent service quality across all service points.
yang konsisten di seluruh titik layanan.
Pada akhir tahun 2025, Permata Bank mengoperasikan 200 By the end of 2025, Permata Bank operated 200 branch offices,
kantor cabang terbagi atas 184 kantor cabang konvensional dan consisting of 184 conventional branch offices and 16 sharia
16 kantor cabang syariah yang tersebar di seluruh Indonesia. branch offices all over Indonesia. The synergy between this office
Sinergi antara jaringan kantor dan layanan digital ini memperkuat network and digital services improved accessibility, increased
aksesibilitas, meningkatkan efisiensi transaksi, serta mendukung transaction efficiency, and supported the service transformation
agenda transformasi layanan dan inklusi keuangan secara and sustainable financial inclusion agenda.
berkelanjutan.
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Jaringan Kerja dan Mitra Usaha Network and Business Partners
Selain mengoptimalkan jaringan kantor sebagai kanal distribusi In addition to optimizing its office network as its primary distribution
utama, Permata Bank secara aktif menjalin kemitraan strategis channel, Permata Bank actively forges strategic partnerships
dengan berbagai mitra usaha untuk memperluas ragam produk with various business partners to expand its product range and
keuangan serta meningkatkan kualitas dan kemudahan akses improve the quality and ease of access to services for customers.
layanan bagi nasabah. Kolaborasi ini mencakup pengembangan This collaboration includes the development of bancassurance
produk bancassurance, wealth management, serta layanan products, wealth management, and other financial services to
keuangan lainnya yang dirancang untuk memberikan solusi provide more comprehensive, value-added solutions.
keuangan yang lebih komprehensif dan bernilai tambah.
Melalui pemanfaatan kekuatan jaringan distribusi dan basis By leveraging the Bank’s distribution network and customer
nasabah Bank, kemitraan tersebut memungkinkan perluasan base, these partnerships enable expanded market penetration,
penetrasi pasar, optimalisasi potensi cross-selling, serta optimized cross-selling opportunities, and increased customer
peningkatan engagement nasabah secara berkelanjutan. engagement on an ongoing basis. Synergy with business partners
Sinergi dengan mitra usaha juga memperkuat daya saing Bank also strengthens the Bank’s competitiveness in providing services
dalam menghadirkan layanan yang relevan dengan kebutuhan that meet customer needs, while supporting healthy, sustainable
nasabah, sekaligus mendukung pertumbuhan bisnis yang sehat business growth.
dan berkesinambungan.
Perubahan-Perubahan Penting yang Terjadi pada Significant Changes Occurring at the Bank
Bank
Pada tahun 2025, tidak terdapat perubahan penting yang terjadi In 2025, no significant changes occurred at the Bank.
pada Bank.
Integrasi Keuangan Berkelanjutan dengan Integration of Sustainable Finance with
Program Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility Programs
Permata Bank mengintegrasikan prinsip keuangan berkelanjutan Permata Bank integrates sustainable finance and social
dan tanggung jawab sosial ke dalam strategi bisnis dan responsibility principles into its business and operational
operasional sebagai bagian dari penerapan praktik perbankan strategies as part of its responsible and sustainability-oriented
yang bertanggung jawab serta berorientasi pada keberlanjutan. banking practices. This implementation adheres to regulatory
Implementasi ini mengacu pada ketentuan regulator terkait requirements for sustainable finance and supports balanced
keuangan berkelanjutan dan mendukung pencapaian business growth across economic performance, social aspects,
pertumbuhan usaha yang seimbang antara kinerja ekonomi, and environmental preservation.
aspek sosial, dan pelestarian lingkungan hidup.
Sepanjang tahun 2025, portofolio Kegiatan Usaha Berkelanjutan Throughout 2025, the Bank’s Sustainable Business Activities
(KKUB) Bank meningkat sebesar 30%, didukung oleh (KKUB) portfolio increased by 30%, driven by the development
pengembangan produk pembiayaan berwawasan lingkungan, of environmentally friendly financing products, such as Green
seperti Green Mortgage dan EV Financing untuk memenuhi Mortgages and EV Financing, to meet the financing needs of retail
kebutuhan pembiayaan nasabah ritel dan korporasi pada sektor- and corporate customers in sustainable sectors. Furthermore,
sektor berkelanjutan. Selain itu, penerapan prinsip Environmental, Environmental, Social, and Governance (ESG) principles were
Social, and Governance (ESG) turut diintegrasikan dalam integrated into internal policies, outreach programs, employee
kebijakan internal, program sosialisasi, dan penguatan kompetensi competency development, and operational efficiency initiatives
karyawan, serta diimplementasikan melalui inisiatif efisiensi to support emissions-reduction efforts. Our commitment to
operasional guna mendukung upaya penurunan emisi. Komitmen eco-friendly operations is reflected in the Green Building Gold
terhadap operasional ramah lingkungan tercermin dari perolehan certification earned from Greenship Indonesia for its two
sertifikasi Green Building Gold dari Greenship Indonesia atas dua operational buildings in 2025.
gedung operasional Bank pada tahun 2025.
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Sejalan dengan penguatan implementasi keuangan berkelanjutan As it strengthened sustainable finance in its business activities,
pada kegiatan usaha, Bank juga memastikan bahwa kontribusi the Bank also ensured structured contributions to social and
terhadap aspek sosial dan lingkungan dijalankan secara terstruktur environmental aspects through its social and environmental
melalui program tanggung jawab sosial dan lingkungan. Integrasi responsibility programs. The integration of sustainable
antara inisiatif bisnis berkelanjutan dan program Corporate Social business initiatives and its Corporate Social and Environmental
and Environmental Responsibility (CSER) ini bertujuan untuk Responsibility (CSER) programs aims to expand the Bank’s
memperluas dampak positif Bank bagi masyarakat, sekaligus positive impact on society while supporting the achievement of
mendukung pencapaian tujuan pembangunan berkelanjutan. Sustainable Development Goals (SDGs).
Pada pilar Literasi Keuangan, salah satu hal penting yang Under the Financial Literacy pillar, one of the key initiatives
dilakukan, Bank melaksanakan program CSER CERITA di 23 kota undertaken by the Bank was the implementation of the CSER
pada Bulan Inklusi Keuangan (BIK) OJK Oktober 2025 dengan CERITA program in 23 cities during OJK’s Financial Inclusion
melibatkan lebih dari 500 karyawan, serentak dalam satu hari. Month (BIK) in October 2025, involving more than 500 employees
Selain itu, Bank juga mengadakan serangkaian program edukasi simultaneously in a single day. In addition, the Bank also conducted
lainnya seperti Permata Bankir Cilik, Guru Permata Finansial, a series of other educational programs, including Permata Bankir
Banking for Students, serta pemberdayaan UMKM penyandang Cilik, Guru Permata Finansial, Banking for Students, as well as
disabilitas dan pelatihan vokasi inklusif. Secara keseluruhan, empowerment programs for MSMEs managed by people with
inisiatif literasi keuangan yang telah dilakukan sebagai bentuk disabilities and inclusive vocational training. Overall, these
dukungan untuk program-program Regulator Bank Indonesia dan financial literacy initiatives were carried out as a form of support
OJK, seperti Ayo Menabung, GENCARKAN, dan KEJAR. for regulatory programs of Bank Indonesia and OJK, such as Ayo
Menabung, GENCARKAN, and KEJAR.
Pada pilar Tanggung Jawab Lingkungan, Bank menyelenggarakan Under the Environmental Responsibility pillar, the Bank
program “Move for Elephants: 1 Misi Hijaukan Bumi” yang implemented the “Move for Elephants: 1 Mission to Green the Earth”
melibatkan lebih dari 1.500 karyawan, dengan capaian kumulatif program, involving more than 1,500 employees and achieving
146 juta langkah untuk penanaman 1.461 pohon. Program a cumulative total of 146 million steps, which contributed to the
ini merupakan kampanye “Giving Back to Community” yang planting of 1,461 trees. This program was part of the “Giving Back
dijalankan dalam rangkaian memperingati Ulang Tahun Permata to the Community” campaign conducted in commemoration of
Bank ke-23, sebagai bagian dari program besar konservasi Permata Bank’s 23rd Anniversary, as part of the larger ecosystem
ekosistem “#DenganHati untuk Bukit Tigapuluh” dan “Berbagi conservation initiatives “#DenganHati untuk Bukit Tigapuluh”
Ruang”, yang dijalankan bersama WWF Indonesia. Bank telah and “Berbagi Ruang,” implemented in collaboration with WWF
merealisasikan penanaman 5.000 pohon dalam mendukung Indonesia. The Bank has realized the planting of 5,000 trees to
pengembangan kegiatan ekonomi berkelanjutan berbasis support the development of environmentally and community-
lingkungan dan masyarakat. based sustainable economic activities.
Inisiatif berbasis konservasi tersebut tidak hanya mencerminkan These conservation-based initiatives not only reflect the Bank’s
komitmen Bank dalam mendukung pelestarian ekosistem commitment to directly supporting ecosystem preservation but
secara langsung, tetapi juga menjadi bagian dari pendekatan also form part of a more structured and measurable sustainability
keberlanjutan yang lebih terstruktur dan terukur. Selain approach. In addition to contributing through greening programs
berkontribusi melalui program penghijauan dan pelibatan and employee engagement, the Bank is simultaneously
karyawan, Bank secara paralel memperkuat pengelolaan strengthening the management of the environmental impact
dampak lingkungan dari aktivitas operasionalnya sendiri melalui of its operations through systematic emission measurement
pengukuran dan pengendalian emisi secara sistematis. and control.
Permata Bank menetapkan tahun 2024 sebagai tahun dasar Permata Bank has set 2024 as the baseline year for emissions
(baseline) pengukuran emisi guna menjadi rujukan dalam measurement, serving as a reference for planning its emissions
perencanaan program penurunan emisi. Berangkat dari baseline reduction program. Based on this baseline, the Bank has set energy
tersebut, Bank merancang sasaran pengurangan energi dan emisi and emission reduction targets for both internal operational
pada kegiatan operasional internal serta aktivitas debitur. Pada activities and borrower activities. In 2025, the Bank implemented
tahun 2025, Bank menerapkan berbagai inisiatif penurunan emisi, various initiatives to reduce emissions, including replacing LED
seperti penggantian lampu LED, pengaturan penggunaan AC, lamps, regulating air conditioning use, running energy-saving
kampanye hemat energi, dan sosialisasi budaya keberlanjutan. campaigns, and promoting a culture of sustainability. The
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Implementasi langkah-langkah tersebut menghasilkan penurunan implementation of these measures resulted in a 4.90% reduction
emisi scope 1 dan scope 2 sebesar 4,90% pada tahun 2025. in Scope 1 and Scope 2 emissions by 2025.
Selain fokus pada penguatan dampak eksternal melalui In addition to focusing on strengthening external impacts through
literasi dan lingkungan, Bank juga memastikan keberlanjutan literacy and environmental awareness, the Bank also ensures
diterapkan dalam praktik internal organisasi. Dalam rangka sustainability is implemented in the organization’s internal
mewujudkan operasional yang berkelanjutan (sustainable practices. To achieve sustainable operations, Permata Bank
operation), Permata Bank menerapkan prinsip diversity, equity, implements the principles of diversity, equity, and inclusion (DEI)
and inclusion (DEI) sebagai bagian dari komitmen terhadap tata as part of its commitment to inclusive governance and human
kelola dan pengembangan sumber daya manusia yang inklusif. resource development. This principle is implemented through,
Implementasi prinsip tersebut antara lain diwujudkan melalui among other things, the establishment and strengthening of the
pembentukan dan penguatan Women Empowerment Program Women’s Empowerment Program (WEP), designed to encourage
(WEP) yang dirancang untuk mendorong peningkatan partisipasi, increased participation, development of women’s capabilities,
pengembangan kapabilitas, serta kepemimpinan perempuan di and women’s leadership at all levels of the organization.
seluruh jenjang organisasi.
Sementara pada pilar Bantuan Sosial dan Kemanusiaan, Meanwhile, under the Social and Humanitarian Assistance pillar,
Permata Bank menyalurkan bantuan beasiswa pendidikan, Permata Bank distributes educational scholarships, disaster
penanggulangan bencana, dan program sosial untuk penyandang relief, and social programs for people with disabilities. A total of
disabilitas. Total bantuan senilai Rp1,9 miliar, telah disalurkan Rp1.9 billion has been disbursed for disaster relief in Aceh, North
untuk bantuan kebencanaan di Aceh, Sumatra Utara, dan Sumatra, and West Sumatra. Furthermore, throughout 2025,
Sumatra Barat. Di samping itu, sepanjang tahun 2025, Bank juga the Bank also distributed 773 scholarships and 51 mobility aids
menyalurkan 773 beasiswa dan 51 bantuan alat bantu mobilitas for people with disabilities. All of these CSER activities received
untuk penyandang disabilitas. Seluruh kegiatan CSER tersebut support from 3,720 Employee Volunteers (EVOs), reaching 13,342
mendapat dukungan partisipasi 3.720 Employee Volunteers beneficiaries and accumulating 9,859 Smile Points. The active
(EVO), menjangkau 13.342 penerima manfaat, serta berhasil participation of employees in these various social initiatives
mengumpulkan 9.859 Poin Senyum. Partisipasi aktif karyawan demonstrates that sustainability is realized not only through
dalam berbagai inisiatif sosial tersebut mencerminkan bahwa external policies and programs, but also through the concrete
keberlanjutan bukan hanya diwujudkan melalui kebijakan dan involvement of the Bank’s employees as agents of change.
program eksternal, tetapi juga melalui keterlibatan nyata insan
Bank sebagai agen perubahan.
Sebagai bagian dari penguatan implementasi keberlanjutan, As part of strengthening sustainability implementation,
Permata Bank berkomitmen untuk terus meningkatkan kesadaran Permata Bank is committed to continuously increasing employee
dan pemahaman karyawan terhadap praktik dan budaya awareness and understanding of sustainable practices and culture
berkelanjutan di lingkungan kerja. Upaya ini dilakukan melalui in the workplace. These efforts are carried out through various
berbagai program sosialisasi internal, kampanye budaya internal outreach programs, sustainability culture campaigns, and
keberlanjutan, serta integrasi prinsip Environmental, Social, and the integration of Environmental, Social, and Governance (ESG)
Governance (ESG) dalam kebijakan dan proses bisnis sehari-hari principles into daily business policies and processes, ensuring that
sehingga keberlanjutan tidak hanya menjadi agenda strategis, sustainability becomes not only a strategic agenda but also part of
tetapi juga menjadi bagian dari perilaku dan pola pikir organisasi. the organization’s behavior and mindset.
Bank juga secara berkelanjutan menyelenggarakan program The Bank also continuously conducts training and competency
pelatihan dan pengembangan kompetensi terkait keuangan development programs on sustainable finance and ESG. These
berkelanjutan dan aspek-aspek ESG. Program ini mencakup programs include enhancing understanding of sustainable
peningkatan pemahaman terhadap regulasi dan kerangka kerja finance regulations and frameworks, environmental and social
keuangan berkelanjutan, pengelolaan risiko lingkungan dan sosial, risk management, and the application of responsible governance
serta penerapan prinsip tata kelola yang bertanggung jawab principles in financing and operational activities. By strengthening
dalam aktivitas pembiayaan dan operasional. Melalui penguatan these capabilities, the Bank ensures that all organizational
kapabilitas tersebut, Bank memastikan bahwa seluruh insan personnel have the competencies to support the consistent,
organisasi memiliki kompetensi yang memadai untuk mendukung measurable implementation of its sustainability strategy.
implementasi strategi keberlanjutan secara konsisten dan terukur.
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Dengan mengintegrasikan implementasi keuangan berkelanjutan Through the integrated implementation of sustainable finance
dan program CSER, Bank memastikan kepatuhan terhadap and CSER programs, the Bank ensures compliance with
ketentuan regulator sekaligus mengelola dampak sosial dan regulatory requirements while systematically managing social
lingkungan secara sistematis, terukur, dan akuntabel. Pendekatan and environmental impacts in a measurable and accountable
terintegrasi ini juga memperkuat praktik tata kelola berkelanjutan manner. This integrated approach also strengthens sustainable
yang selaras dengan prinsip ESG serta pencapaian Tujuan governance practices in alignment with ESG principles and the
Pembangunan Berkelanjutan (Sustainable Development Goals/ achievement of the Sustainable Development Goals (SDGs).
SDGs). Implementasi tersebut mendukung ketahanan usaha jangka Such implementation supports long-term business resilience and
panjang dan menegaskan komitmen Bank dalam menciptakan reinforces the Bank’s commitment to creating sustainable value
nilai berkelanjutan bagi seluruh pemangku kepentingan. for all stakeholders.
Penilaian terhadap Komite-Komite di Bawah Assessment of Committees under the Board of
Direksi Directors
Dalam rangka mendukung efektivitas pengawasan dan To support effective oversight and strategic decision-making,
pengambilan keputusan strategis, Direksi Permata Bank didukung Permata Bank’s Board of Directors is assisted by several
oleh sejumlah komite yang memiliki ruang lingkup tugas dan committees with specific duties and authorities, including the Risk
kewenangan khusus, antara lain Komite Manajemen Risiko, Management Committee, Credit Committee, Assets and Liabilities
Komite Kredit, Assets and Liabilities Committee, Komite Pengarah Committee, IT Steering Committee, Pension Committee, and
TI, Komite Pensiun, dan Komite Keberlanjutan. Seluruh komite Sustainability Committee. All committees operate in accordance
bekerja sesuai Terms of Reference (TOR) yang telah ditetapkan. with established Terms of Reference (TOR).
Sepanjang tahun 2025, Direksi menilai bahwa komite-komite The Board of Directors assessed that these committees discharged
tersebut sudah menjalankan fungsi dan tanggung jawabnya their functions and responsibilities effectively and professionally in
secara efektif dan profesional. Penilaian ini tercermin dari 2025. This assessment is reflected in the frequency of meetings,
tingkat frekuensi rapat yang memadai, tingkat kehadiran dan consistent attendance and participation of members, the
partisipasi anggota yang konsisten, kualitas dokumentasi risalah quality of meeting minutes, and the fulfillment of obligations
rapat, serta pemenuhan kewajiban sesuai dengan TOR masing- in accordance with each committee’s TOR. Performance was
masing komite. Evaluasi kinerja dilakukan secara berkala dengan evaluated periodically, with due consideration of the quality of
mempertimbangkan kualitas rekomendasi, ketepatan waktu recommendations, the timeliness of decision-making, the level
pengambilan keputusan, tingkat kepatuhan terhadap TOR, serta of compliance with TOR, and their contribution to the Bank’s
kontribusinya terhadap pencapaian kinerja usaha dan agenda achieved performance and sustainability agenda.
keberlanjutan Bank.
Perubahan Komposisi Anggota Direksi Changes to the Composition of the Board of
Directors
Sepanjang tahun buku 2025, Permata Bank melakukan Throughout the 2025 financial year, Permata Bank adjusted
penyesuaian komposisi Direksi guna menjaga kesinambungan the composition of the Board of Directors to ensure leadership
kepemimpinan, mendukung kelancaran transisi, serta memperkuat succession, facilitate a smooth transition, and strengthen
pelaksanaan strategi bisnis yang berkelanjutan, sejalan dengan sustainable business strategy execution, in line with the
penerapan prinsip GCG. Melalui Rapat Umum Pemegang Saham implementation of GCG principles. The Extraordinary General
Luar Biasa (RUPSLB) tanggal 30 September 2025, pengunduran Meeting of Shareholders (EGMS) on 30 September 2025, officially
diri Bapak Abdy Dharma Salimin sebagai Direktur Permata accepted the resignation of Mr. Abdy Dharma Salimin as Director
Bank telah diterima secara resmi. Pada kesempatan yang sama, of Permata Bank. At the same meeting, the EGMS also appointed
RUPSLB juga mengangkat Bapak Ahmad Mikail Madjid sebagai Mr. Ahmad Mikail Madjid as Director, with a term effective
Direktur, dengan masa jabatan efektif sejak 24 Oktober 2025. 24 October 2025. The appointment of the new Director was based
Penunjukan Direktur baru didasarkan pada evaluasi komprehensif on a comprehensive evaluation of his experience, competencies,
atas pengalaman, kompetensi, dan kapabilitas kepemimpinan and leadership capabilities, deemed relevant to supporting the
yang dinilai relevan dalam mendukung penguatan kinerja, tata strengthening of performance, governance, and the achievement
kelola, serta pencapaian strategi jangka panjang Bank. of the Bank’s long-term strategy.
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Direksi menyampaikan apresiasi atas dedikasi dan kontribusi The Board of Directors expressed its appreciation for the
Bapak Abdy Dharma Salimin selama masa jabatan beliau, yang dedication and contributions of Mr. Abdy Dharma Salimin during
telah berperan dalam memperkuat fondasi kinerja dan tata his tenure and his role in strengthening the foundation of the Bank’s
kelola Bank, serta mendukung pencapaian pertumbuhan yang performance and governance and in helping the Bank achieve its
berkelanjutan. sustainable growth.
Apresiasi bagi Para Pemangku Kepentingan Appreciation for Stakeholders
Direksi menyampaikan apresiasi yang setinggi-tingginya kepada The Board of Directors expresses its deepest appreciation to all
seluruh pemangku kepentingan termasuk nasabah, karyawan, stakeholders, including customers, employees, shareholders,
pemegang saham, mitra bisnis, regulator, dan masyarakat luas business partners, regulators, and the wider community, for their
atas dukungan, kepercayaan, dan kerja sama yang berkelanjutan. continued support, trust, and cooperation. The contributions of each
Kontribusi masing-masing pihak telah menjadi pendorong party have been a key driver of the Bank’s solid, innovative, and
utama bagi pencapaian kinerja Bank yang solid, inovatif, dan sustainable performance and have strengthened Permata Bank’s
berkelanjutan, serta memperkuat fondasi Permata Bank dalam foundation for realizing inclusive and responsible growth.
mewujudkan pertumbuhan yang inklusif dan bertanggung jawab.
Akhir kata, capaian sepanjang tahun ini diharapkan dapat menjadi Finally, this year’s achievements are expected to motivate all
motivasi bagi seluruh karyawan untuk terus meningkatkan kinerja employees to continue improving their performance by providing
dalam menghadirkan solusi finansial yang inovatif, berkelanjutan, innovative, sustainable financial solutions that positively impact
serta berdampak positif bagi masyarakat dan lingkungan. Sejalan society and the environment. In line with this commitment,
dengan komitmen tersebut, Permata Bank akan melanjutkan Permata Bank will continue its resilient, inclusive, and responsible
pertumbuhan yang tangguh, inklusif, dan bertanggung jawab growth by continuously strengthening its learning and upholding
dengan terus memperkuat pembelajaran berkelanjutan serta GCG principles.
menjunjung tinggi prinsip GCG.
Atas nama Direksi,
On behalf of the Board of Directors,
Meliza Musa Rusli
Direktur Utama
President Director
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Management Report
60 PT Bank Permata Tbk Laporan Tahunan 2025
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Direksi
Board of Directors
dari kiri ke kanan | from left to rights
Dhien Tjahajani
Direktur Hukum dan Kepatuhan
Legal and Compliance
Rudy Basyir Ahmad
Direktur Keuangan dan Unit Usaha Syariah
Finance and Sharia Business Unit Director
Meliza Musa Rusli
Direktur Utama
President Director
Evi
Direktur Corporate Banking
Corporate Banking Director
Djumariah Tenteram
Direktur Consumer Banking
Consumer Banking Director
Eddie Sajoga
Direktur Branch Network
Branch Network Director
Ahmad Mikail Madjid
Direktur Teknologi
Technology Director
Dayan Sadikin
Direktur People & Culture
People & Culture Director
Setiatno Budiman
Direktur Risiko
Risk Director
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Management Report
Laporan
Dewan
Pengawas
Syariah
Report from
the Sharia
Supervisory Board
Prof. Dr. H. Jaih,
S.E., M.H., M.Ag.
Ketua Dewan Pengawas Syariah
Chairman of the Sharia Supervisory Board
62 PT Bank Permata Tbk Laporan Tahunan 2025
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Dewan Pengawas Syariah (DPS) konsisten mengawal
Unit Usaha Syariah (UUS) Permata Bank agar tetap
tumbuh prudent dan sesuai dengan prinsip syariah di
tengah tantangan ekonomi. Melalui koordinasi intensif
dengan manajemen, DPS memastikan seluruh produk
dan pengembangan usaha UUS mematuhi tata kelola
perbankan syariah yang berlaku.
The Sharia Supervisory Board (SSB) consistently oversees Permata Bank’s Sharia
Business Unit (SBU) to ensure it continues to grow prudently and in accordance with
Sharia principles amid economic challenges. Through intensive coordination with
management, the DPS ensures that all SBU products and business developments
comply with applicable Sharia banking governance.
Assalamu’alaikum Wa Rahmatullahi Wa Assalamu’alaikum Wa Rahmatullahi Wa
Barakatuh, Barakatuh,
Para Pemangku Kepentingan dan Pemegang Dear Stakeholders and Shareholders,
Saham yang Terhormat,
Alhamdulillahi Rabbil ‘Alamin, segala puji dan Alhamdulillahi Rabbil ‘Alamin. All praise and
syukur dipanjatkan ke hadirat Allah Subhanahu gratitude are due to Allah Subhanahu Wata’ala for
Wata’ala atas limpahan rahmat, petunjuk, dan His abundant blessings, guidance, and protection
perlindungan-Nya kepada kita semua. Shalawat to all of us. And may blessings and peace be
serta salam senantiasa tercurah kepada junjungan upon the Prophet Muhammad SAW, his family,
Nabi Muhammad SAW, beserta keluarga, sahabat, his companions, and all his followers until the end
dan umatnya hingga akhir zaman. of time.
Alhamdulillah, Permata Bank dapat menjalani tahun Alhamdulillah, Permata Bank has enabled to
2025 dengan baik serta mencatatkan berbagai navigate fiscal year 2025 and deliver positive
capaian pertumbuhan yang positif. Melalui growth achievements. Through its sharia-compliant
operasional perbankan yang berlandaskan prinsip- banking operations, Permata Bank has continued
prinsip syariah, Permata Bank terus berperan aktif to play an increasingly active role in supporting the
dalam mendukung pertumbuhan ekonomi nasional nation’s sustainable economic development.
secara berkelanjutan.
Sepanjang tahun 2025, DPS telah melaksanakan Throughout 2025, the SSB consistently and
fungsi pengawasan secara independen dan independently carried out its oversight function
berkesinambungan terhadap penerapan prinsip to ensure full compliance with Sharia principles
syariah dalam seluruh aktivitas operasional across all Permata Bank’s activities.
Permata Bank.
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Kondisi Industri Perbankan dan Lingkungan Condition of the Islamic Banking Industry and
Usaha Keuangan Syariah the Sharia Financial Business Environment
Tahun 2025 masih menjadi periode menantang dalam lanskap Year 2025 proved to be another challenging year for the global
ekonomi global yang diwarnai oleh ketidakpastian tinggi seiring economy, marked by heightened uncertainty stemming from
berlanjutnya normalisasi kebijakan moneter, dinamika geopolitik, ongoing monetary policy normalization, geopolitical tensions, and
serta penyesuaian rantai pasok global. Meskipun demikian, continued global supply chain adjustments. Under such severe
perekonomian nasional menunjukkan tingkat ketahanan yang circumstances, the national economy once again demonstrated
memadai, didukung oleh stabilitas makroekonomi, inflasi yang resilience, supported by macroeconomic stability, tamed inflation,
terkendali, serta terjaganya stabilitas sistem keuangan. Kondisi and a sound and resilient financial system. This condition created
tersebut menciptakan ruang yang kondusif bagi industri jasa a conducive environment for the financial services industry–
keuangan untuk tetap menjalankan fungsi intermediasi secara including the Islamic banking and finance sector—to continue
optimal, termasuk sektor perbankan dan keuangan syariah. performing its intermediation role effectively.
Dalam konteks tersebut, industri keuangan syariah nasional In this context, the national Islamic finance industry in 2025
sepanjang tahun 2025 tetap menunjukkan resiliensi dan kinerja continued to demonstrate resilience and relatively steady
yang relatif stabil. Pertumbuhan industri syariah secara umum performance as the year unfolded, driven by stronger business
didorong oleh penguatan fundamental usaha, peningkatan fundamentals, better financing quality, and people’s growing use
kualitas pembiayaan, serta semakin luasnya pemanfaatan produk of Islamic products and services. It was a heartening trend, also
dan layanan syariah oleh masyarakat. Perkembangan ini juga driven by a more robust regulatory and supervisory framework,
ditopang oleh penguatan kerangka regulasi dan pengawasan, stricter adherence to Islamic governance practices, and the
peningkatan penerapan tata kelola syariah, serta konsistensi industry’s consistent upholding of prudential principles and
industri dalam menjunjung prinsip kehati-hatian dan kepatuhan compliance with Islamic fatwas.
terhadap fatwa syariah.
DPS memandang bahwa ketahanan industri keuangan syariah What we, as the SSB, saw in the resilience of the national Islamic
di tengah dinamika ekonomi tersebut mencerminkan semakin finance industry amidst economic dynamics was that its banking
matangnya ekosistem perbankan syariah nasional. Penerapan ecosystem had grown more mature, with governance practices,
tata kelola yang baik, manajemen risiko yang terintegrasi, serta integrated risk management, and commitment to sharia values
komitmen terhadap nilai-nilai syariah menjadi fondasi utama as the main foundations that support a healthy, sustainable
dalam mendukung fungsi intermediasi yang sehat, berkelanjutan, intermediary function and contribute to the national economy.
dan berkontribusi positif bagi perekonomian nasional.
Kinerja dan Penerapan Prinsip Syariah UUS Performance and Implementation of Sharia
Permata Bank Principles at Permata Bank SBU
DPS memberikan apresiasi atas kinerja UUS Permata Bank We highly regard Permata Bank SBU’s performance, which proved
yang mampu mempertahankan pertumbuhan usaha secara capable of sustaining the growth of its business throughout
berkesinambungan sepanjang tahun 2025, meskipun 2025, albeit facing macroeconomic challenges and the rather
dihadapkan pada tantangan makroekonomi dan tingkat suku persistently high-rate environment. From a sharia supervisory
bunga acuan yang relatif tinggi. Dari perspektif pengawasan perspective, this achievement is reflected not only in growth but
syariah, pencapaian tersebut tidak hanya tercermin pada primarily in the quality of prudent business management that
aspek pertumbuhan, tetapi terutama pada kualitas pengelolaan adheres to sharia-based prudential principles.
usaha yang prudent dan selaras dengan prinsip kehati-hatian
berbasis syariah.
DPS mencermati bahwa kualitas portofolio pembiayaan UUS We observe that Permata Bank SBU was able to sustain its
Permata Bank tetap terjaga secara konsisten dan berada pada financing portfolio with a performance that stood out even among
tingkat yang relatif lebih baik dibandingkan rata-rata industri the national banking industry average. Such a strong achievement
perbankan nasional. Hal ini merefleksikan efektivitas penerapan reflects the effectiveness of risk management implementation and
manajemen risiko, pengendalian internal, serta meningkatnya internal controls, as well as increasing customer trust in Permata
kepercayaan nasabah terhadap layanan perbankan syariah Bank’s sharia banking services.
Permata Bank.
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Tata Kelola dan Pelaksanaan Fungsi Governance and Implementation of Sharia
Pengawasan Syariah Supervisory Functions
Dalam menjalankan peran dan fungsinya, DPS secara konsisten In discharging our roles and functions, we’ve always been
melaksanakan pengawasan dan pemberian nasihat syariah consistent in overseeing and providing Sharia advice in compliance
sesuai ketentuan peraturan perundang-undangan yang berlaku, with all regulatory provisions, specifically OJK Regulation No. 17
khususnya Peraturan OJK No. 17 Tahun 2023 tentang Penerapan Year 2023 concerning the Implementation of Governance for
Tata Kelola bagi Bank Umum yang diturunkan melalui regulasi Commercial Banks, which further stipulated in OJK Circular Letter
Surat Edaran OJK No. 14 tahun 2025 Penerapan Tata Kelola No. 14 Year 2025 concerning the Implementation of Governance
bagi Bank Umum dan Peraturan OJK No. 2 Tahun 2024 tentang for Commercial Banks, and OJK Regulation No. 2 Year 2024
Penerapan Tata Kelola Syariah bagi Bank Umum Syariah dan Unit concerning the Implementation of Sharia Governance for Sharia
Usaha Syariah serta diturunkan melalui regulasi Surat Edaran OJK Commercial Banks and Sharia Business Units, which further
No. 15 tahun 2024 tentang Penerapan Tata Kelola Syariah bagi stipulated in OJK Circular Letter No. 15 Year 2024 concerning the
Bank Umum Syariah dan Unit Usaha Syariah. Implementation of Sharia Governance for Sharia Commercial
Banks and Sharia Business Units.
Sebagai bagian dari penerapan tata kelola syariah yang efektif dan As part of the effective and sustainable implementation of Sharia
berkesinambungan, DPS memastikan terjalinnya hubungan kerja governance, we ensure an effective, constructive, and accountable
yang efektif, konstruktif, dan akuntabel dengan Direksi dan Dewan work relationship with the Board of Directors and the Board of
Komisaris dengan tetap menjunjung tinggi prinsip independensi. Commissioners while upholding the principle of independence.
Sepanjang tahun 2025, DPS secara periodik menyelenggarakan For the entire year of 2025, we held periodic meetings with the
rapat gabungan bersama Direksi dan Dewan Komisaris untuk Board of Directors and the Board of Commissioners to discuss the
membahas pelaksanaan tata kelola syariah, serta menyampaikan implementation of Sharia governance and to submit the results
hasil pengawasan, evaluasi, dan rekomendasi DPS sebagai bahan of the SSB’s supervision, evaluation, and recommendations for
pertimbangan dalam pengambilan keputusan manajerial. consideration in managerial decision making.
Selain itu, DPS juga secara intensif melaksanakan rapat bersama In addition, the SSB also held intensive meetings with the
manajemen UUS Permata Bank sebagai bagian dari pemenuhan management of Permata Bank’s SBU as part of the implementation
penerapan tata kelola syariah. Sepanjang tahun 2025, DPS of sharia governance. Throughout 2025, the SSB held three
melakukan rapat dengan Direksi dengan menyampaikan meetings with the Board of Directors to convey the activities
kegiatan dan hasil pengawasan DPS terhadap implementasi tata and results of the SSB’s supervision of the implementation of
kelola syariah sebanyak tiga kali. Selanjutnya di tahun 2025, DPS sharia governance. Furthermore, in 2025, the SSB also held three
juga melakukan rapat dengan Dewan Komisaris, sebanyak tiga meetings with the Board of Commissioners. The SSB meetings
kali. Rapat DPS bersama Direksi maupun Komisaris membahas with the Board of Directors and the Board of Commissioners
kegiatan dan hasil pengawasan DPS terhadap implementasi tata discussed the activities and results of the SSB’s supervision of
kelola syariah. Pada rapat ini DPS juga menyampaikan evaluasi the implementation of sharia governance. At these meetings,
dan tanggapannya terkait dengan pengawasannya terhadap the SSB also conveyed its evaluation and responses regarding
fungsi kepatuhan syariah, fungsi manajemen risiko syariah, dan its supervision of the sharia compliance function, the sharia risk
fungsi audit intern syariah. management function, and the sharia internal audit function.
Selain rapat DPS dengan manajemen baik Direksi maupun dengan We did even further, as we had intensive meetings with the
Dewan Komisaris, di tahun 2025 DPS telah menyelenggarakan 23 management both the Board of Directors and the Board of
kali rapat dengan UUS Permata Bank dan mengeluarkan sebanyak Commissioners, throughout 2025, we held a total of 23 meetings
75 opini syariah. Rapat-rapat tersebut dilaksanakan dalam rangka with Permata Bank SBU and subsequently issued 75 sharia
pembahasan dan pemberian pandangan syariah atas produk, opinions. These meetings were intentionally held to discuss
aktivitas, serta pengembangan kegiatan usaha Permata Bank. and provide Sharia perspectives on Permata Bank’s products,
activities, and business development.
Dewan Pengawas Syariah berkomitmen untuk terus memperkuat The Sharia Supervisory Board remains committed to continuously
kualitas penerapan tata kelola syariah yang berkelanjutan dan strengthening the quality of sharia governance implementation in
adaptif terhadap dinamika industri perbankan syariah. DPS a sustainable manner and in response to the evolving dynamics
akan senantiasa mendukung pengembangan kegiatan usaha of the Islamic banking industry. The SSB will continue to support
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Bank agar tetap inovatif, kompetitif, dan sejalan dengan prinsip the Bank’s business development to ensure that it remains
syariah, serta mendorong penguatan budaya kepatuhan syariah innovative, competitive, and fully compliant with sharia principles,
di seluruh jenjang organisasi. Melalui pengawasan yang efektif while fostering a strong culture of sharia compliance across all
dan kolaboratif, DPS meyakini bahwa tata kelola syariah yang levels of the organization. Through effective and collaborative
kuat merupakan fondasi utama dalam menjaga kepercayaan supervision, the SSB believes that robust sharia governance
pemangku kepentingan, meningkatkan kinerja Bank, dan serves as a fundamental pillar in maintaining stakeholders’ trust,
mewujudkan pertumbuhan usaha yang sehat dan berkelanjutan. enhancing the Bank’s performance, and supporting sound and
sustainable growth.
Fokus Pengawasan terhadap Strategi UUS Supervisory Focus on the SBU’s Strategy for
Tahun 2025 2025
Dalam rangka memastikan keselarasan antara strategi bisnis dan To ensure alignment between business strategy and Sharia
prinsip syariah, DPS memfokuskan pelaksanaan pengawasan principles, we laid our oversight focus on three pillars of
pada tiga pilar strategi prioritas UUS Permata Bank tahun 2025, Permata Bank SBU strategic priorities for 2025:
yaitu:
1. Memimpin pasar keuangan syariah melalui penguatan 1. Leading the Sharia financial market by strengthening its
keunikan produk (Unique Value Proposition); unique product (Unique Value Proposition);
2. Melakukan penetrasi pasar dan pendalaman hubungan 2. Penetrating the market and deepening customer relationships
nasabah melalui penawaran produk syariah yang by offering a comprehensive range of Sharia products to the
komprehensif kepada Sharia Unique Target Segment; dan Sharia Unique Target Segment; and
3. Menjadi yang terdepan dalam pencapaian Net Promoter 3. Becoming a leader in achieving a Net Promoter Score in the
Score di industri perbankan. banking industry.
Sejalan dengan pilar penguatan keunikan produk, DPS menyambut As we strengthened the pillar of product uniqueness, we welcomed
baik pengembangan produk tabungan multivaluta Permata ME the development of the Permata ME Saver iB multicurrency
Saver iB sebagai upaya peningkatan proposisi nilai UUS Permata savings product and saw it as an effort to enhance the value
Bank. Penambahan mata uang Saudi Riyal (SAR) pada tahun proposition of the Permata Bank Sharia Business Unit. We saw the
2025 dipandang strategis dalam mendukung kebutuhan transaksi addition of the Saudi Riyal (SAR) currency in 2025 as strategic in
pada ekosistem haji dan umrah sebagai salah satu segmen supporting transaction needs in the Hajj and Umrah ecosystem, a
utama. DPS memastikan bahwa pengembangan produk dan key segment. We ensure that the development of these products
layanan tersebut telah melalui proses penelaahan syariah yang and services has undergone an adequate sharia review process
memadai serta dilaksanakan secara prudent dan sesuai dengan and has been implemented prudently and in accordance with
ketentuan yang berlaku. applicable regulations.
Arahan, Nasihat, dan Rekomendasi DPS Direction, Advice, and Recommendations of
the SSB
Dalam pelaksanaan fungsi pengawasan, DPS secara proaktif We were proactive in our oversight function by providing
memberikan arahan, nasihat, dan rekomendasi yang terstruktur structured direction, advice, and recommendations to the Board
kepada Direksi dan manajemen UUS Permata Bank guna of Directors and management of Permata Bank SBU to ensure
memastikan bahwa seluruh kebijakan operasional, produk, that all operational policies, products, and business development
serta pengembangan kegiatan usaha senantiasa memenuhi remained in full compliance with sharia principles and aligned
prinsip-prinsip syariah dan selaras dengan fatwa Dewan Syariah with fatwas issued by the National Sharia Council–Indonesian
Nasional–Majelis Ulama Indonesia (DSN–MUI). Sepanjang tahun Council of Ulama (DSN–MUI). The following are directions and
2025, arahan dan rekomendasi DPS mencakup, antara lain: recommendations we gave in the year:
1. Pelaksanaan fungsi pengawasan dan pembinaan sebagai 1. Implementing supervisory and development functions as
Dewan Pembina dan Dewan Pengawas atas Unit Pengelola the Advisory Board and Supervisory Board for the Zakat and
Zakat dan Dana Kebajikan (UPZDK) UUS Permata Bank; Charity Fund Management Unit (UPZDK) of Permata Bank
Sharia Business Unit;
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2. Pemberian opini dan persetujuan syariah atas produk, jasa, 2. Providing sharia opinions and approvals for products,
aktivitas baru, serta pengembangan kegiatan usaha sebelum services, new activities, and business developments prior to
diimplementasikan sebanyak 75 opini; implementation as many as 75 opinions;
3. Pembahasan dan koordinasi secara berkelanjutan antara 3. Having continuous discussion and coordination with the
DPS dan UUS Permata Bank dalam rangka penelaahan Permata Bank SBU on product and service reviews through a
produk dan layanan sebanyak 23 kali rapat; total of 23 meetings;
4. Pelaksanaan quality assurance pada 16 kantor cabang untuk 4. Implementing quality assurance at 16 branches office to
memastikan implementasi prinsip syariah pada produk dan ensure the implementation of sharia principles in products
layanan sesuai dengan fatwa DSN–MUI; dan and services in accordance with DSN-MUI fatwas; and
5. Penyampaian laporan hasil pengawasan serta rekomendasi 5. Submitting reports on the results of our oversight and
DPS kepada Direksi sesuai dengan ketentuan yang berlaku. recommendations to the Board of Directors in accordance
with applicable regulations.
Apresiasi dan Penutup Appreciation and Closing Remarks
Secara keseluruhan, DPS menyampaikan apresiasi kepada Overall, allow us to express our appreciation to Permata Bank’s
Direksi dan seluruh jajaran manajemen UUS Permata Bank atas Board of Directors and all levels of its Sharia Business Unit
upaya dan pencapaiannya dalam mengembangkan portofolio management for their relentless efforts and proud achievements
keuangan syariah hingga akhir tahun 2025. DPS juga menyambut as they developed a sharia financial portfolio until year-end.
baik berbagai inisiatif berkelanjutan dalam peningkatan literasi We also welcome the many sustainable initiatives to improve
dan inklusi keuangan syariah, serta penguatan kualitas layanan Sharia financial literacy and inclusion and strengthen customer
kepada nasabah. Dukungan dan dedikasi seluruh karyawan service quality. The support and dedication of all employees
merupakan fondasi penting bagi terjaganya integritas operasional is a key foundation for maintaining the operational integrity of
perbankan syariah Permata Bank. Permata Bank’s Islamic banking operations.
Ke depan, DPS berharap agar Manajemen Permata Bank It is our hope that, as we go forward, the Management of
senantiasa menjaga komitmen, semangat, dan konsistensi dalam Permata Bank can maintain its commitment, enthusiasm, and
mencapai target yang telah ditetapkan, serta terus menghadirkan consistency in achieving its stated targets, and continue to bring
produk dan layanan perbankan syariah yang inovatif, berdaya innovative, competitive Islamic banking products and services
saing, dan memberikan kemaslahatan bagi masyarakat luas. that benefit the wider community.
Semoga Allah SWT senantiasa memberikan kemudahan, May Allah SWT provide us with ease, blessings, and continuous
keberkahan, dan petunjuk-Nya dalam setiap ikhtiar sehingga guidance in all our endeavors so that the Permata Bank SBU can
UUS Permata Bank dapat terus berkontribusi dalam memperkuat continue to make more contributions to a sustainable and resilient
industri perbankan syariah nasional yang berkelanjutan dan national Islamic banking industry.
penuh keberkahan.
Wabillahi Taufik Wal Hidayah Wassalamu’alaikum Warahmatullahi Wabillahi Taufik Wal Hidayah Wassalamu’alaikum Warahmatullahi
Wabarakatuh. Wabarakatuh.
Atas nama Dewan Pengawas Syariah,
On behalf of the Sharia Supervisory Board,
Prof. Dr. H. Jaih, S.E., M.H., M.Ag.
Ketua Dewan Pengawas Syariah
Chairman of the Sharia Supervisory Board
2025 Annual Report PT Bank Permata Tbk 67
Page 70
Laporan Manajemen
Management Report
68 PT Bank Permata Tbk Laporan Tahunan 2025
Page 71
Dewan
Pengawas
Syariah
Sharia Supervisory
Board
dari kiri ke kanan | from left to rights
Habibullah*)
Anggota
Member
Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag.
Ketua
Chairman
Asep Supyadillah
Anggota
Member
Catatan | Note:
*)
Pengangkatan Bapak Habibullah sebagai Anggota Dewan
Pengawas Syariah berlaku efektif tanggal 1 Januari 2026.
Appointment of Mr. Habibullah as Member of Sharia
Supervisory Board is effective on 1 January 2026.
2025 Annual Report PT Bank Permata Tbk 69
Page 72
Surat Pernyataan Anggota Dewan Komisaris
tentang Tanggung Jawab atas Laporan Tahunan
PT Bank Permata Tbk Tahun 2025
Member of the Board of Commissioners Statement of Accountability
of 2025 Annual Report PT Bank Permata Tbk
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the signatories, hereby stated that all information contained
semua informasi dalam Laporan Tahunan PT Bank Permata Tbk in the 2025 Annual Report of PT Bank Permata Tbk have been
tahun 2025 telah dimuat secara lengkap dan bertanggung jawab comprehensively presented and fully accountable for the accuracy
penuh atas kebenaran isi Laporan Tahunan Perseroan. of the content of the Company’s Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, Maret 2026 Jakarta, March 2026
Chartsiri Sophonpanich
Komisaris Utama
President Commissioner
Chong Toh Niramarn Laisathit Chalit Tayjasanant
Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
Haryanto Sahari Goei Siauw Hong Yap Tjay Soen Riswinandi
Komisaris Independen Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner Independent Commissioner
Page 73
Surat Pernyataan Anggota Direksi
tentang Tanggung Jawab atas Laporan Tahunan
PT Bank Permata Tbk Tahun 2025
Member of the Board of Directors Statement of Accountability
of 2025 Annual Report PT Bank Permata Tbk
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the signatories, hereby stated that all information contained
semua informasi dalam Laporan Tahunan PT Bank Permata Tbk in the 2025 Annual Report of PT Bank Permata Tbk have been
tahun 2025 telah dimuat secara lengkap dan bertanggung jawab comprehensively presented and fully accountable for the accuracy
penuh atas kebenaran isi Laporan Tahunan Perseroan. of the content of the Company’s Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, Maret 2026 Jakarta, March 2026
Meliza Musa Rusli
Direktur Utama
President Director
Dhien Tjahajani Djumariah Tenteram Dayan Sadikin Setiatno Budiman
Direktur Kepatuhan Direktur Direktur Direktur
Compliance Director Director Director Director
Rudy Basyir Ahmad Eddie Sajoga Evi Ahmad Mikail Madjid
Direktur yang juga membidangi Direktur Direktur Direktur
Unit Usaha Syariah Director Director Director
Director who also oversee
Sharia Business Unit
Page 74
Surat Pernyataan Anggota Dewan Pengawas Syariah
tentang Tanggung Jawab atas Laporan Tahunan
PT Bank Permata Tbk Tahun 2025
Member of the Sharia Supervisory Board Statement of Accountability
of 2025 Annual Report PT Bank Permata Tbk
Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the signatories, hereby stated that all information contained
semua informasi dalam Laporan Tahunan PT Bank Permata Tbk in the 2025 Annual Report of PT Bank Permata Tbk have been
tahun 2025 telah dimuat secara lengkap dan bertanggung jawab comprehensively presented and fully accountable for the accuracy
penuh atas kebenaran isi Laporan Tahunan Perseroan. of the content of the Company’s Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, Maret 2026 Jakarta, March 2026
Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
Ketua
Chairman
Asep Supyadillah Habibullah*)
Anggota Anggota
Member Member
Catatan | Note:
*)
Pengangkatan Bapak Habibullah sebagai Anggota Dewan Pengawas Syariah berlaku efektif tanggal 1 Januari 2026.
Appointment of Mr. Habibullah as Member of Sharia Supervisory Board is effective on 1 January 2026.
Page 75
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Page 76
Profil Perusahaan Company Profile
Page 77
Page 78
Profil Perusahaan
Company Profile
Identitas Perusahaan
Corporate Identity
Nama Perusahaan Dasar Hukum Pendirian
Company Name Legal Basis of Establishment
PT Bank Permata Tbk Akta Pendirian No. 228 tanggal 17 Desember 1954, dibuat
di hadapan Eliza Pondaag, Notaris pengganti dari Raden
Mas Soerojo. Akta tersebut telah disetujui oleh Menteri
Kehakiman Republik Indonesia dengan suratnya No. J.A.
5/2/2 tanggal 4 Januari 1955 dan diumumkan dalam BNRI
No. 22 tanggal 18 Maret 1955, TBNRI No. 292.
Sepanjang tahun buku 2025, Perseroan tidak melakukan Deed of Establishment No. 228 dated 17 December 1954,
perubahan nama. signed in the presence of Eliza Pondaag, Raden Mas
In 2025, the Company hasn’t changed its name. Soerojo’s substitute Notary. The deed was approved by the
Minister of Justice of the Republic of Indonesia with letter
No. J.A. 5/2/2 dated 4 January 1955, and was announced in
Tanggal Pendirian BNRI No. 22 dated 18 March 1955, TBNRI No. 292.
Date of Established
17 Desember 1954 Modal Ditempatkan dan Disetor Penuh
17 December 1954 Issued and Fully Paid Capital
Rp4.855.312.835.750 terbagi atas 26.880.234 saham
Modal Dasar kelas A dengan nilai nominal per saham Rp12.500 dan
Authorized Capital 36.154.479.286 saham kelas B dengan nilai nominal per
saham Rp125.
Rp15.000.000.000.000 terbagi atas 26.880.234 saham Rp4,855,312,835,750 consisting of 26,880,234 A
kelas A dengan nominal per saham Rp12.500 dan class shares, with par value of Rp12,500 per share and
117.311.976.600 saham kelas B dengan nilai nominal 36,154,479,286 B class shares with par value of Rp125
per saham Rp125. per share.
Rp15,000,000,000,000 consisting of 26,880,234 A
class shares, with par value of Rp12,500 per share and
117,311,976,600 B class shares with par value of Rp125 Nama Bursa Efek
per share. Name of Stock Exchange
Bursa Efek Indonesia (BEI)
Bidang Usaha Indonesia Stock Exchange
Type of Business
Bank Umum Tanggal Go Public
Commercial Bank Go Public Date
15 Januari 1990
15 January 1990
Kode Saham
Stock Code
BNLI
76 PT Bank Permata Tbk Laporan Tahunan 2025
Page 79
Kode Swift Alamat Kantor Pusat
Swift Code Head Office Address
BBBAIDJA PT Bank Permata Tbk
World Trade Center II (WTC II)
Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920
Kode ISIN Telepon | Telephone
ISIN Code (021) 523 7788
Call Center
ID1000098205 1500111
Surat Elektronik | E-mail
corporate.affairs@permatabank.co.id
Jumlah Karyawan Tahun 2025 Situs Web | Website
Number of Employees in 2025 www.permatabank.com
6.841 karyawan
6,841 employees Kontak Alamat
Contact Address
Rencana RUPS Tahunan Sekretaris Perusahaan | Corporate Secretary
Annual GMS Plan Nama | Name
Katharine Grace
7 April 2026 Telepon | Telephone
7 April 2026 (021) 523 7788
Surat Elektronik | E-mail
Corporate.Secretary@permatabank.co.id
Komposisi Pemegang Saham
Shareholders Composition Hubungan Investor | Investor Relations
Nama | Name
• Bangkok Bank Public Company Limited: 89,12% Eti Candrawati
• Masyarakat | Public: 10,88% Telepon | Telephone
(021) 523 7788
Surat Elektronik | E-mail
Jaringan Kantor Tahun 2025 investor.relations@permatabank.co.id
Office Network in 2025
Customer Care
Per tanggal 31 Desember 2025, Permata Bank memiliki care@permatabank.co.id
200 kantor cabang yang terbagi atas 184 kantor cabang
konvensional dan 16 kantor cabang syariah. Corporate Communication
As of 31 December 2025, Permata Bank had 200 branch corporate.affairs@permatabank.co.id
offices consist of 184 conventional branch offices and
16 sharia branch offices. Media Sosial | Social Media
Facebook : PermataBank
Twitter (X), Tiktok : @PermataBank
Instagram : @permatabank
YouTube : PermataBank
LinkedIn : PermataBank
2025 Annual Report PT Bank Permata Tbk 77
Page 80
Profil Perusahaan
Company Profile
Riwayat Singkat Perusahaan
Brief History of the Company
Permata Bank
meneguhkan visinya
untuk menjadi bank
pilihan dengan terus
membina kemitraan
yang berkelanjutan serta
menciptakan nilai yang
bermakna bagi seluruh
pemangku kepentingan.
Permata Bank reaffirms its vision
to become the bank of choice by
continuously fostering sustainable
partnerships and creating meaningful
value for all stakeholders.
PT Bank Permata Tbk (selanjutnya disebut sebagai Permata Bank atau
Perseroan atau Bank) berdiri pada tanggal 17 Desember 1954 dengan nama
PT Bank Persatuan Dagang Indonesia berdasarkan Akta Pendirian No. 228 pada
tanggal 17 Desember 1954 yang dibuat di hadapan Eliza Pondaag, Notaris di
Jakarta. Akta Pendirian tersebut selanjutnya mendapat pengesahan sebagai
badan hukum dari Menteri Kehakiman Republik Indonesia (sekarang Menteri
Hukum) pada tanggal 4 Januari 1955. Seiring berjalannya waktu, PT Bank
Persatuan Dagang Indonesia mendapatkan izin usaha sebagai bank umum
berdasarkan Surat Keputusan Menteri Keuangan No. 19371/U.M.II tanggal
19 Februari 1957 dan memperoleh izin untuk menjalankan aktivitas sebagai
bank devisa berdasarkan Surat Keputusan Dewan Moneter Bank Indonesia
No. Sekr/D.M./97 tanggal 8 Mei 1956.
PT Bank Permata Tbk (hereinafter shall be referred as Permata Bank or the
Companyor the Bank) was established on 17 December 1954, under the name
PT Bank Persatuan Dagang Indonesia, according to the Deed of Establishment
No. 228 dated 17 December 1954 and signed in the presence of Eliza Pondaag,
Notary in Jakarta. The Minister of Justice of the Republic of Indonesia (now
the Minister of Law) ratified the Deed of Establishment as a legal entity on
4 January 1955. With the passage of time, PT Bank Persatuan Dagang Indonesia
was granted a commercial banking license by Minister of Finance Decree
No. 19371/U.M.II dated 19 February 1957, as well as permission to operate
as a foreign exchange bank by Bank Indonesia Monetary Board Decree
No. Sekr/D.M./97 dated 8 May 1956.
78 PT Bank Permata Tbk Laporan Tahunan 2025
Page 81
Pada 20 Agustus 1971, PT Bank Persatuan Dagang Indonesia untuk On 20 August 1971, PT Bank Persatuan Dagang Indonesia changed
pertama kalinya melakukan perubahan nama menjadi PT Bank its name for the first time to PT Bank Bali, as stated in the Deed of
Bali dan telah termaktub dalam Akta Perubahan Anggaran Dasar Amendment to the Articles of Association No. 35 dated 20 August
No. 35 tanggal 20 Agustus 1971, dibuat di hadapan Tan Thong Kie, 1971, signed in Jakarta in the presence of Tan Thong Kie, Notary
Notaris di Jakarta. in Jakarta.
Kemudian pada tanggal 15 Januari 1990, PT Bank Bali resmi PT Bank Bali was officially listed on the Indonesia Stock Exchange
melantai di Bursa Efek Indonesia dengan kode saham “BNLI”. Aksi on 15 January 1990, under the stock code “BNLI”. As stated in the
korporasi tersebut diikuti dengan perubahan nama pada tanggal Deed of Meeting Decision Statement No. 6 dated 3 July 1997, made
21 Agustus 1997 dari semula PT Bank Bali menjadi PT Bank Bali Tbk in the presence of Hendra Karyadi, S.H., Notary in Jakarta, this
dan telah dituangkan dalam Akta Pernyataan Keputusan Rapat corporate action was followed by a name change from PT Bank
No. 6 tanggal 3 Juli 1997, dibuat di hadapan Hendra Karyadi, S.H., Bali to PT Bank Bali Tbk on 21 August 1997.
Notaris di Jakarta.
Setelah melalui proses panjang, pada 2002 di bawah pengawasan After a lengthy process, PT Bank Universal Tbk, PT Bank Prima
Badan Penyehatan Perbankan Nasional (BPPN), yaitu PT Bank Express, PT Bank Artamedia, and PT Bank Patriot merged into
Universal Tbk, PT Bank Prima Express, PT Bank Artamedia, PT Bank PT Bank Bali Tbk in 2002, under the supervision of the National
Patriot, menggabungkan diri ke dalam PT Bank Bali Tbk. Dengan Banking Restructuring Agency (BPPN). As a result of the merger,
penggabungan tersebut, nama PT Bank Bali Tbk berganti menjadi PT Bank Bali Tbk was renamed PT Bank Permata Tbk on
PT Bank Permata Tbk pada 27 September 2002. Perubahan 27 September 2002. The name change was stated in the Deed
nama tersebut dituangkan dalam Akta Berita Acara Rapat Umum of Minutes of the Extraordinary General Meeting of Shareholders
Pemegang Saham Luar Biasa No. 45 tanggal 27 September 2002, No. 45, dated on 27 September 2002, made in the presence of
yang dibuat di hadapan Amrul Partomuan Pohan, S.H., L.L.M., Amrul Partomuan Pohan, S.H., L.L.M., Notary in Jakarta.
Notaris di Jakarta.
Pada 2004, Standard Chartered Bank dan PT Astra In 2004, Standard Chartered Bank and PT Astra International Tbk
International Tbk resmi mengambil alih saham Permata Bank. officially acquired Permata Bank’s shares. This was also a major
Momen ini sekaligus menjadi salah satu tonggak sejarah penting historical landmark in Permata Bank’s business journey. In 2006,
dalam perjalanan bisnis Permata Bank. Sebagai wujud komitmen the combined ownership of the new shareholders increased to
para pemegang saham baru terhadap Permata Bank, kepemilikan 89.01%, demonstrating their commitment to Permata Bank.
gabungan pemegang saham utama ini meningkat menjadi
89,01% pada tahun 2006.
Pada 2020, Permata Bank memasuki babak baru dalam Permata Bank began a new chapter in its history in 2020. In May
sejarahnya. Tepatnya pada Mei 2020, 89,12% saham Permata 2020, Bangkok Bank Public Company Limited (Bangkok Bank)
Bank yang dimiliki PT Astra International Tbk dan Standard acquired 89.12% of the Permata Bank shares held by PT Astra
Chartered Bank diakuisisi oleh Bangkok Bank Public Company International Tbk and Standard Chartered Bank. Bangkok
Limited (Bangkok Bank). Proses akuisisi ini kemudian dilanjutkan Bank continued the acquisition process that same year with a
dengan Penawaran Tender Wajib oleh Bangkok Bank sehingga Mandatory Tender Offer, increasing its ownership to 98.71% in the
kepemilikan Bangkok Bank menjadi sebesar 98,71% pada posisi financial years 2022 and 2023.
tahun buku 2022 dan 2023.
Setelah Bangkok Bank menjadi pemegang saham pengendali After Bangkok Bank became the new controlling shareholder, the
baru, selanjutnya disusul dengan pengintegrasian antara Bangkok Bangkok Bank Jakarta branch, Medan sub-branch, and Surabaya
Bank cabang Jakarta, cabang pembantu Medan, dan cabang sub-branch (BBI) were integrated into Permata Bank, with Permata
pembantu Surabaya (BBI) ke dalam Permata Bank, dengan Bank acting as the receiving bank. The integration of BBI into
Permata Bank bertindak sebagai bank penerima integrasi. Permata Bank took effect on 21 December 2020.
Terhitung sejak 21 Desember 2020, integrasi BBI ke Permata Bank
telah menjadi efektif.
Selanjutnya, pada 23 Agustus 2024 Bangkok Bank telah Moreover, Bangkok Bank has completed its obligations to
menyelesaikan kewajiban pengalihan kembali 9,59% saham hasil refloat the 9.59% shares from the Mandatory Tender Offer on
dari Penawaran Tender Wajib dan dengan demikian kepemilikan 23 August 2024. Therefore, share ownership by Bangkok Bank as
saham Bangkok Bank posisi 31 Desember 2024 kembali menjadi of 31 December 2024 returns to 89.12%. As of 31 December 2025,
sebesar 89,12%. Posisi kepemilikan Bangkok Bank di Permata Bangkok Bank’s ownership in Permata Bank remained unchanged
Bank per 31 Desember 2025 tidak mengalami perubahan, yaitu at 89.12%.
masih sebesar 89,12%.
2025 Annual Report PT Bank Permata Tbk 79
Page 82
Profil Perusahaan
Company Profile
Seiring dengan pertumbuhan dan perkembangan usahanya, Along with the growth and development of its business,
Permata Bank menetapkan visi untuk menjadi bank pilihan dengan Permata Bank has set a vision to become the bank of choice by
terus membina kemitraan dan menciptakan nilai bermakna bagi continuing to foster partnerships and create meaningful value for
pemangku kepentingan. Untuk mewujudkan visi tersebut, Permata stakeholders. Permata Bank employs a set of values known as
Bank menerapkan seperangkat nilai yang dikenal sebagai I-PRICE I-PRICE (Integrity, Partnership, Responsiveness, Innovation, Caring,
(Integrity, Partnership, Responsiveness, Innovation, Caring, and and Excellence) to achieve this vision, which serves as a guide for
Excellence) sebagai panduan bagi para PermataBankers dalam PermataBankers in their work and behavior.
bekerja dan berperilaku.
Bertepatan pada perayaan hari ulang tahun Permata Bank ke- 22 Coinciding with the 22nd anniversary of Permata Bank on
pada tanggal 27 September 2024, Permata Bank melakukan 27 September 2024, Permata Bank has updated its visual identity,
perubahan terhadap identitas visual Bank yang mencakup which includes essence, logo, and color, in line with the identity of
esensi, logo, dan warna mengikuti identitas dari Bangkok Bank Bangkok Bank as part of strategies and business alignment with
sebagai bentuk penyelarasan strategi dan bisnis dengan Bangkok Bangkok Bank. The changes to Permata Bank’s visual identity
Bank. Perubahan identitas pada visual Permata Bank berupa include changing the symbol/icon from ‘Diamond’ to ‘Lotus’,
perubahan pada simbol/ikon ‘Berlian’ menjadi ‘Lotus’, penulisan revising the Bank’s name from PermataBank to Permata Bank,
identitas Bank dari PermataBank menjadi Permata Bank, serta and updating the primary color to active blue.
perubahan warna primer menjadi (active blue) biru terang.
Pada akhir tahun 2025, jaringan kantor Permata Bank didukung As of the end of 2025, Permata Bank’s office network comprised
oleh 63 kantor cabang (termasuk kantor cabang syariah) 63 branch offices (including sharia branches) and 137 sub-branch
dan 137 kantor cabang pembantu (termasuk kantor cabang offices (including sharia sub-branches), spanning 54 cities and
pembantu syariah) yang tersebar di 54 kota dan 27 kabupaten di 27 regencies across Indonesia.
seluruh Indonesia.
Informasi Perubahan Nama Permata Bank
Permata Bank Name Change Information
PT Bank
Persatuan
Dagang PT Bank
Indonesia Bali Tbk
1971 2002
1954 1997
PT Bank Bali PT Bank
Permata Tbk
Alasan Perubahan Nama Perusahaan
Reason of Name Change
Nama Perusahaan
Nama Perusahaan
setelah Perubahan Tanggal Perubahan Dasar Hukum Perubahan Alasan Perubahan Nama
Semula
Name after Name Date of Change Legal Basis of Change Reason of Name Change
Previous Name
Change
PT Bank Persatuan – 17 Desember 1954 Akta Pendirian No. 228 tanggal 17 Desember –
Dagang Indonesia 17 December 1954 1954, dibuat di hadapan Eliza Pondaag,
Notaris pengganti dari Raden Mas Soerojo.
Akta tersebut telah disetujui oleh Menteri
Kehakiman Republik Indonesia dengan
suratnya No. J.A. 5/2/2 tanggal 4 Januari 1955
dan diumumkan dalam BNRI No. 22 tanggal
18 Maret 1955, TBNRI No. 292.
Deed of Establishment No. 228 dated
17 December 1954, made before Eliza
Pondaag, Notary substitute for Raden Mas
Soerojo. The deed has been approved by the
Minister of Justice of the Republic of Indonesia
with his letter No. J.A. 5/2/2 dated 4 January
1955 and announced in BNRI No. 22 dated
18 March 1955, TBNRI No. 292.
80 PT Bank Permata Tbk Laporan Tahunan 2025
Page 83
Nama Perusahaan
Nama Perusahaan
setelah Perubahan Tanggal Perubahan Dasar Hukum Perubahan Alasan Perubahan Nama
Semula
Name after Name Date of Change Legal Basis of Change Reason of Name Change
Previous Name
Change
PT Bank Persatuan PT Bank Bali 20 Agustus 1971 Akta Perubahan Anggaran Dasar No. 35 –
Dagang Indonesia 20 August 1971 tanggal 20 Agustus 1971, dibuat di hadapan
Tan Thong Kie, Notaris di Jakarta. Akta tersebut
telah disetujui oleh Menteri Kehakiman
Republik Indonesia dengan suratnya No. J.A.
5/171/4 tanggal 5 Oktober 1971 dan diumumkan
dalam BNRI No. 86 tanggal 26 Oktober 1971,
TBNRI No. 489.
Deed of Amendment to Articles of Association
No. 35 dated 20 August 1971, made before Tan
Thong Kie, Notary in Jakarta. The deed has
been approved by the Minister of Justice of
the Republic of Indonesia with his letter No. J.A.
5/171/4 dated 5 October 1971 and announced
in BNRI No. 86 dated 26 October 1971, TBNRI
No. 489.
PT Bank Bali PT Bank Bali Tbk 21 Agustus 1997 Akta Pernyataan Keputusan Rapat No. 6 Perubahan status menjadi
21 August 1997 tanggal 3 Juli 1997, dibuat di hadapan Hendra perusahaan terbuka yang
Karyadi, S.H., Notaris di Jakarta. Akta tersebut tercatat di Bursa Efek
telah disetujui oleh Menteri Kehakiman Indonesia (BEI).
Republik Indonesia dengan suratnya No. C2- Change of status to a public
8233.HT.01.04.TH.97 tanggal 21 Agustus 1997 company listed on the Indonesia
dan diumumkan dalam BNRI No. 87 tanggal Stock Exchange (IDX).
31 Oktober 1997, TBNRI No. 5111.
Deed of Statement of Meeting Resolutions
No. 6 dated 3 July 1997, made before Hendra
Karyadi, S.H., Notary in Jakarta. The deed
has been approved by the Minister of Justice
of the Republic of Indonesia with his letter
No. C2-8233.HT.01.04.TH.97 dated 21 August
1997 and announced in BNRI No. 87 dated
31 October 1997, TBNRI No. 5111.
PT Bank Bali Tbk PT Bank 27 September 2002 Akta Berita Acara Rapat Umum Pemegang Penggabungan lima bank
Permata Tbk 27 September 2002 Saham Luar Biasa No. 45 tanggal nasional di bawah pengawasan
27 September 2002, yang dibuat di hadapan Badan Penyehatan Perbankan
Amrul Partomuan Pohan, S.H., L.L.M., Notaris Nasional (BPPN), yaitu PT Bank
di Jakarta. Akta tersebut telah disetujui oleh Bali Tbk, PT Bank Universal Tbk,
Menteri Kehakiman dan Hak Asasi Manusia PT Bank Prima Express, PT Bank
Republik Indonesia dengan keputusannya Artamedia, dan PT Bank Patriot.
No. C-18778.HT.01.04.TH.2002 tanggal Merger of five national banks
30 September 2002 dan diumumkan dalam under the supervision of the
BNRI No. 81 tanggal 8 Oktober 2002, TBNRI National Bank Restructuring
No. 12280. Agency (BPPN), namely PT Bank
Deed of Minutes of Extraordinary General Bali Tbk, PT Bank Universal Tbk,
Meeting of Shareholders No. 45 dated PT Bank Prima Express, PT Bank
27 September 2002, made before Amrul Artamedia, and PT Bank Patriot.
Partomuan Pohan, S.H., L.L.M., Notary in
Jakarta. The deed has been approved by
the Minister of Justice and Human Rights of
the Republic of Indonesia with its decision
No. C-18778.HT.01.04.TH.2002 dated
30 September 2002 and announced in BNRI
No. 81 dated 8 October 2002, TBNRI No. 12280.
2025 Annual Report PT Bank Permata Tbk 81
Page 84
Profil Perusahaan
Company Profile
Jejak Langkah
Milestones
• SCB dan AI meningkatkan
Permata Bank resmi kepemilikan menjadi total 89,01%.
didirikan sebagai hasil • Penawaran Umum Obligasi
merger dari lima bank, yaitu Subordinasi I kepada publik
PT Bank Universal Tbk, sebesar Rp500 miliar dengan
PT Bank Patriot, PT Bank tenor 10 tahun dan opsi beli
Prima Express, PT Bank setelah tahun ke-5 (10NC5).
Artamedia, dan PT Bank Penerbitan obligasi ini didaftarkan
Bali Tbk. di Bursa Efek Jakarta.
Mulai beroperasi secara Permata Bank was officially • SCB and AI increased their
komersial sebagai bank established as a result of the ownership to 89.01%.
swasta di Indonesia. merger of five banks, namely • Public offering of Subordinated
PT Bank Universal Tbk, Bonds I of Rp500 billion with a
Started operating PT Bank Patriot, PT Bank tenor of 10 years and a purchase
commercially as Prima Express, PT Bank option after the fifth year (10NC5).
a private bank in Artamedia, and PT Bank This bond offering is listed on the
Indonesia. Bali Tbk. Jakarta Stock Exchange.
1990 2004 2009
1955 2002 2006
• PT Bank Bali melakukan • Penggabungan Nilai Nominal Penerbitan Obligasi
Penawaran Umum Perdana Saham. Subordinasi sebesar
Saham di Bursa Efek Jakarta • Divestasi 51,72% saham USD100 juta dengan tenor
dan Bursa Efek Surabaya. Pemerintah Republik Indonesia 12 tahun dan opsi beli
• Badan Penyehatan kepada Standard Chartered setelah ulang tahun ke-7
Perbankan Nasional Bank (SCB) dan PT Astra (12NC7) melalui mekanisme
(BPPN) melakukan International Tbk (AI), masing- private placement. Pada
rekapitalisasi PT Bank masing 25,86%. Pada akhir aksi korporasi ini, AI dan
Bali Tbk dan Pemerintah tahun, kepemilikan SCB dan AI SCB bertindak sebagai
Republik Indonesia menjadi meningkat menjadi 63,1% atau pembeli siaga.
pemegang saham utama. masing-masing 31,55%.
Issuance of USD100 million
• PT Bank Bali held an Initial • Reverse Stock. in Subordinated Bonds with
Public Offering of Shares on • The Government of the a tenor of 12 years and a
the Jakarta and Surabaya Republic of Indonesia Divested purchase option after the
Stock Exchanges. 51.72% of its shares to Standard 7th anniversary (12NC7)
• The National Banking Chartered Bank (SCB) and via private placement
Restructuring Agency (BPPN) PT Astra International Tbk (AI), mechanism. AI and SCB
recapitalized PT Bank with a 25.86% each. At the acted as standby buyers in
Bali Tbk, with the Indonesian end of the year, SCB and AI’s this corporate action.
Government became the ownership increased to 63.1%
majority shareholder. or 31.55% each.
82 PT Bank Permata Tbk Laporan Tahunan 2025
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• Penawaran Umum Terbatas V dengan
Hak Memesan Efek Terlebih Dahulu senilai
Rp2 triliun. SCB dan AI mengambil porsi
kepemilikannya dan bertindak sebagai
pembeli siaga. Kepemilikan SCB dan AI
meningkat menjadi 89,12% atau masing-
masing 44,56%.
• Penerbitan Obligasi Subordinasi I Permata • Penerbitan Obligasi
• Penawaran Umum Obligasi Bank Tahap I dan Tahap II Tahun 2012, Subordinasi
Subordinasi II sebesar sebagai bagian dari Penawaran Umum Berkelanjutan II Permata
Rp1,75 triliun dengan tenor Berkelanjutan Permata Bank senilai Bank Tahap II Tahun 2014
tujuh tahun. Rp2,5 triliun. senilai Rp700 miliar.
• Untuk pertama kalinya, Permata • Penyertaan saham pada
Bank mencatatkan jumlah aset • Limited Public Offering V valued at PT Astra Sedaya Finance
mencapai Rp100 triliun. Rp2 trillion with Pre-emptive Rights. As sebanyak 25%.
standby buyers, SCB and AI assumed
• Public Offering of Subordinated ownership. Ownership of SCB and • Issuance of Rp700
Bonds II in the amount of AI increased to 89.12% and 44.56%, billion in Continuous
Rp1.75 trillion for a seven year respectively. Subordinated Bonds II
tenor. • Permata Bank issued Phase I and Phase Permata Bank Phase II
• Permata Bank’s total assets II Subordinated Bonds I in Year 2012 as a Year 2014.
surpassed Rp100 trillion for the part of the Rp2.5 trillion Continuous Public • 25% equity investment in
first time. Offering by Permata Bank. PT Astra Sedaya Finance.
2010 2013
2011 2012 2014
• Penerbitan Obligasi Subordinasi sebesar Rp700 miliar dengan
tenor 10 tahun melalui mekanisme private placement. Pada aksi • Penawaran Umum Terbatas VI dengan
korporasi ini, SCB bertindak sebagai pembeli tunggal. Hak Memesan Efek Terlebih Dahulu senilai
• Penawaran Umum Terbatas IV dengan Hak Memesan Efek Rp1,5 triliun.
Terlebih Dahulu sebesar Rp2 triliun. SCB dan AI meningkatkan • Penerbitan Obligasi Berkelanjutan I
sahamnya sekaligus bertindak selaku pembeli siaga. Kepemilikan Permata Bank Tahap I Tahun 2013 senilai
SCB dan AI meningkat menjadi 89,03%, atau masing-masing Rp1,368 triliun dan Obligasi Subordinasi
44,515%. Berkelanjutan II Permata Bank Tahap I Tahun
• Akuisisi PT GE Finance Indonesia (selanjutnya disebut PT Sahabat 2013 senilai Rp860 miliar.
Finansial Keluarga). • Permata Bank mencatatkan laba bersih
• Untuk pertama kalinya Permata Bank berhasil membukukan laba senilai Rp1,726 triliun.
bersih hingga Rp1 triliun.
• Limited Public Offering VI with Pre-emptive
• Issuance of Rp700 billion in Subordinated Bonds with a 10 years Rights worth Rp1.5 trillion.
tenor via private placement mechanism. SCB was the sole buyer • Issuance of Continuous Bonds I Permata Bank
in this corporate action. Phase I Year 2013 worth Rp1.368 trillion and
• Limited Public Offering IV with Pre-emptive Rights worth Continuous Subordinated Bonds II Permata
Rp2 trillion. SCB and AI increased their holdings while acting as Bank Phase I Year 2013 worth Rp860 billion.
standby buyers. SCB and AI ownership increased to 89.03% and • Permata Bank recorded a net profit of
44.515%, respectively. Rp1.726 trillion.
• Acquisition of PT GE Finance Indonesia (also known as
PT Sahabat Finansial Keluarga).
• Permata Bank achieved a net profit of up to Rp1 trillion for the first
time.
2025 Annual Report PT Bank Permata Tbk 83
Page 86
Profil Perusahaan
Company Profile
• Pelunasan Obligasi Subordinasi
Berkelanjutan I Permata Bank
Tahap I Tahun 2012 dan Obligasi
Subordinasi Berkelanjutan I
Permata Bank Tahap II Tahun
2012.
• Peluncuran Model Branch yang
dirancang untuk memberikan
pengalaman terbaik bagi
nasabah baik secara luring
(dengan bantuan staf) maupun
secara daring (self service).
Pelunasan Obligasi
Berkelanjutan I Permata • Repayment of Continuous
Bank Tahap I Tahun Subordinated Bonds I Permata
2013 Seri A sebesar Penawaran Umum
Terbatas VIII dengan Hak Bank Phase I Year 2012 and
Rp715 miliar. Continuous Subordinated Bonds I
Memesan Efek Terlebih
Dahulu senilai Rp3 triliun. Permata Bank Phase II Year 2012.
Repayment Continuous • Launch of the Branch Model,
Bond I Permata Bank which is designed to provide the
Phase I Year 2013 Limited Public Offering VIII
with Pre-emptive Rights best customer experience both
Series A in the amount offline (with staff assistance) and
of Rp715 billion. worth Rp3 trillion.
online (self service).
2016 2018 2020
2015 2017 2019
• Penawaran Umum • Divestasi saham di PT Astra • Pengambilalihan 89,12% saham
Terbatas VII dengan Hak Sedaya Finance. Permata Bank dari AI dan SCB
Memesan Efek Terlebih • Peluncuran oleh Bangkok Bank.
Dahulu senilai Rp5,5 triliun. PermataMobile X. • Integrasi Bangkok Bank Public
• Pelunasan Obligasi • Peluncuran Visi, Misi, dan Company Limited, cabang Jakarta,
Berkelanjutan I Permata Values I-PRICE. cabang pembantu Medan, dan
Bank Tahap I Tahun 2013 • Pelunasan Obligasi cabang pembantu Surabaya (BBI)
Seri B. Subordinasi II Permata ke Permata Bank dengan Permata
Bank Tahun 2011. Bank bertindak sebagai bank
• Limited Public Offering VII penerima integrasi.
with Pre-emptive Rights • Divestment of shares in
valued at Rp5.5 trillion. PT Astra Sedaya Finance. • Bangkok Bank acquired 89.12%
• Repayment of Continuous • Launch of the of Permata Bank’s shares from AI
Bonds I Permata Bank PermataMobile X. and SCB.
Phase I Year 2013 Series B. • Launch of the Vision, • Bangkok Bank Public Company
Mission and Values of Limited, Jakarta branch, Medan
I-PRICE. sub-branch, and Surabaya
• Repayment of Permata sub-branch (BBI) integration into
Bank II Subordinated Bonds Permata Bank, with Permata Bank
in Year 2011. acting as the recipient bank.
84 PT Bank Permata Tbk Laporan Tahunan 2025
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• Bertepatan pada perayaan hari
ulang tahun Permata Bank ke-22
pada tanggal 27 September
2024, Permata Bank melakukan
perubahan terhadap identitas
visual Bank perubahan pada
simbol/ikon ‘Berlian’ menjadi ‘Lotus’.
• Permata Bank melakukan Permata Bank masuk dalam
transformasi aplikasi mobile “ASEAN Asset Class Public Listed
banking PermataMobile X menjadi Company” dalam ajang ASEAN
Permata ME. Corporate Governance Conference
& Awards (ASEAN CGCA) 2025
• Coinciding with the 22nd yang diselenggarakan oleh Minority
Pengangkatan Meliza Shareholders Watch Group (MSWG).
anniversary of Permata Bank on
Musa Rusli sebagai
27 September 2024, Permata Bank
Direktur Utama perempuan Permata Bank was included in
has updated its visual identity,
pertama di Permata Bank. the ‘ASEAN Asset Class Public
changing the symbol/icon from
‘Diamond’ to ‘Lotus’. Listed Company’ category at the
The appointment of Meliza ASEAN Corporate Governance
• Permata Bank transformed the
Musa Rusli as the first Conference & Awards (ASEAN CGCA)
mobile banking application
female President Director at 2025 organized by the Minority
PermataMobile X application into
Permata Bank. Shareholders Watch Group (MSWG).
Permata ME.
2021 2023
2022 2024 2025
• Penawaran Umum Terbatas • Permata Bank meluncurkan PermataPoin,
IX dengan Hak Memesan yaitu sistem reward khusus bagi para
Efek Terlebih Dahulu senilai pengguna PermataMobile X.
Rp10 triliun. • Permata Bank memperoleh sertifikat
• Pelunasan Obligasi ISO 37001:2016 Sistem Manajemen
Subordinasi Berkelanjutan II Anti- Penyuapan.
Permata Bank Tahap II • Permata Bank meluncurkan PIER (Permata
Tahun 2014. Bank Institute for Economic Research).
PIER menyediakan analisis dan riset terhadap
• Limited Public Offering IX perkembangan tren pasar terkini serta isu-isu
with Pre-emptive Rights ekonomi di Indonesia dan global.
worth Rp10 trillion.
• Repayment of Continuous • Permata Bank launched the PermataPoin,
Subordinated Bonds II Bank. a special reward system for PermataMobile X.
• Permata Bank obtained the ISO 37001:2016
Anti-Bribery Management System certificate.
• Permata Bank launched the PIER (Permata
Bank Institute for Economic Research).
PIER provides analysis and research on
current market trends and economic issues in
Indonesia and around the world.
2025 Annual Report PT Bank Permata Tbk 85
Page 88
Profil Perusahaan
Company Profile
Visi dan Misi
Vision and Mission
Visi VISION
Menjadi bank pilihan dengan terus membina
kemitraan dan menciptakan nilai bermakna bagi
stakeholder.
To become the bank of choice, cultivating enduring
relationships and delivering exceptional value to all our
stakeholders.
Misi MISSION
• Berperan aktif sebagai mitra yang andal di bidang keuangan dan
agen pembangunan yang efisien bagi nasabah dan masyarakat.
• Memberikan layanan keuangan yang menyeluruh, sederhana,
cepat, andal, dan inovatif.
• Berkomitmen untuk memberikan pengalaman unggul bagi pemangku
kepentingan dan membangun nilai positif bagi pemegang saham.
• We actively serve as a reliable partner in financial services and as an efficient agent
of development for customers and communities.
• We provide comprehensive, simple, fast, reliable, and innovative financial services
and solutions.
• We are committed to delivering an excellent experience for stakeholders and building
positive values for our shareholders.
Visi dan Misi telah dibahas dan ditinjau dalam Rapat Direksi. Vision and Mission have been discussed and reviewed at the
Direksi menilai bahwa Visi dan Misi Permata Bank masih sesuai Board of Directors meeting. The Board of Directors assessed
dengan tujuan Permata Bank dan tidak terdapat perubahan pada that the Vision and Mission of Permata Bank are still in line with
tahun 2025. Permata Bank’s objectives, and there are no changes in 2025.
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Strategic Framework
Strategic Framework
Ambition To become a Universal Bank that will be among the BEST preferred and
sustainably profitable banks with prudent growth in Indonesia.
1 2 3
3 Strategic Create the leading Becoming the Be the Market
Priorities Deposit and Wealth primary bank for Leading on customer
franchise transaction banking satisfaction (NPS) in
the Industry
4 Strategic Business Employee Service Technology
Pillars Grow sustainable and Build an extraordinary Deliver delightful everyday Drive operational
prudent business through team and foster an agile, experiences and targeted excellence. Scalable,
adoption of best-in-class collaborative culture solutions reliable, secure technology
business, credit and platforms to support growth,
risk management with including through the use
enhanced data-driven of AI
analytics
I-PRICE
Values
2025 Annual Report PT Bank Permata Tbk 87
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Profil Perusahaan
Company Profile
Nilai-nilai Utama (I-PRICE)
Main Values (I-PRICE)
Integrity Partnership
Kita bekerja dengan mengutamakan kejujuran Kita saling memahami dan bersama-sama
dan prinsip kehati-hatian, sesuai dengan kode membangun hubungan yang kokoh dengan
etik perusahaan. pihak internal dan eksternal berlandaskan
rasa saling menghormati.
We uphold trustworthiness and work in
accordance with the company’s code of ethics We understand each other and build strong
and prudent principles. relationships based on mutual respect
internally and externally.
Responsiveness Innovation
Kita bekerja dengan cepat, akurat, dan efektif Kita selalu berpikir inovatif untuk meningkatkan
dalam memberikan layanan yang terbaik dan cara kita bekerja, membuatnya lebih mudah,
tepat waktu. lebih baik, dan lebih cepat.
We work quickly, accurately and effectively to We continuously think out of the box to improve
deliver prompt services. the way we work, making it simpler, better,
and faster.
Caring Excellence
Kita menaruh perhatian dan menghargai Kita memberikan layanan prima kepada
nasabah, rekan kerja, masyarakat, investor, nasabah dan menghasilkan kinerja yang
dan regulator. optimal dalam pekerjaan sehari-hari.
We are attentive and respect our customers, We deliver service excellence to our customers
colleagues, communities, investors, and and drive optimal performance in our day-to-
regulators. day job.
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Komitmen terhadap Pemangku Kepentingan
Commitment to Stakeholders
Nasabah Karyawan Masyarakat Pemegang Regulator
Customers Our People Communities Saham Regulators
Shareholders
Berkomitmen Berinvestasi Bertanggung Memberikan Menjadi
untuk melebihi pada jawab dan kinerja teladan dalam
ekspektasi PermataBankers berkomitmen superior dan tata kelola
nasabah. dan pada komunitas. menguntungkan perusahaan
memungkinkan serta dan standar
Committed Responsible and
mereka untuk meningkatkan etika dalam
to be beyond committed to the
belajar dan bisnis yang melakukan
customer’s communities.
bertumbuh berkelanjutan. bisnis.
expectation.
dalam membuat
Providing Be an example
perbedaan.
superior and in corporate
Investing in profitable governance
PermataBankers performances and standard of
and encouraging and increasing ethics in running
them to learn and sustainable a business.
grow in making a business.
difference.
2025 Annual Report PT Bank Permata Tbk 89
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Profil Perusahaan
Company Profile
Makna Logo Permata Bank
The Meaning of the Permata Logo
Permata Bank sebagai bagian dari Bangkok Bank melakukan As part of Bangkok Bank, Permata Bank aligns its strategies and
keselarasan strategi dan bisnis sejalan dengan Rencana Bisnis business operations in accordance with the Bank’s Business Plan,
Bank yang didasari prinsip kehati-hatian. Bentuk penyelarasan which is based on prudential principles. This alignment aims to
tersebut untuk memperkuat identitas Permata Bank dengan strengthen Permata Bank’s identity by updating its visual identity,
melakukan perubahan terhadap identitas visual Bank yang which includes essence, logo, and color, in line with the identity of
mencakup esensi, logo, dan warna mengikuti identitas dari Bangkok Bank.
Bangkok Bank.
Tujuan penyelarasan ini adalah untuk memperkuat reputasi Bank The objective of this alignment is to enhance the Bank’s reputation
dengan semangat untuk tumbuh bersama (Growing Together) with a spirit of “Growing Together” with customers and partners,
nasabah dan mitra dan menjadikan Permata Bank sebagai and to position Permata Bank as a local bank with a regional
Bank lokal dengan visi regional yang memiliki jaringan global. vision and a global network. This transformation reflects the
Transformasi ini mencerminkan integritas, kemitraan, daya values of integrity, partnership, responsiveness, innovation, care,
tanggap, inovasi, kepedulian, dan keunggulan. and excellence.
Selain menciptakan citra yang kohesif dan terpadu yang sejalan In addition to creating a cohesive and unified image that aligns
dengan logo Bangkok Bank, transformasi ini bertujuan untuk with Bangkok Bank’s logo, this transformation aims to ensure
menciptakan konsistensi pada tampilan identitas Permata Bank di consistency in Permata Bank’s visual identity across all touchpoints
seluruh touchpoints di Indonesia. Hal ini adalah salah satu langkah in Indonesia. It represents one of the key strategic priorities that
strategi prioritas yang mencerminkan komitmen Permata Bank demonstrates the commitment of Permata Bank and Bangkok Bank
dan Bangkok Bank dalam upayanya menjadi Bank terpercaya in their efforts to become a trusted bank, continuously fostering
yang terus membina hubungan jangka panjang berkelanjutan long-term sustainable relationships and offering comprehensive
serta layanan keuangan menyeluruh kepada nasabah dan mitra financial services to customers and partners through the networks
melalui jaringan yang dimiliki Permata Bank dan Bangkok Bank. of Permata Bank and Bangkok Bank.
Perubahan identitas pada visual Permata Bank mencakup: The changes to Permata Bank’s visual identity include:
• Perubahan pada simbol/ikon ‘Berlian’ menjadi ‘Lotus’. • Changing the symbol/icon from ‘Diamond’ to ‘Lotus’.
• Penulisan identitas Bank dari PermataBank menjadi • Revising the Bank’s name from PermataBank to Permata Bank.
Permata Bank.
• Perubahan warna primer menjadi Active Blue (biru terang). • Updating the primary color to Active Blue.
Esensi Logo Logo Essence
Logo baru Permata Bank menampilkan garis geometris bunga The new Permata Bank logo features geometric lines of a lotus
lotus yang menandakan ketahanan dan kekuatan. Bunga lotus flower, symbolizing resilience and strength. The lotus flower also
juga merupakan simbol spiritualisme yang kuat dalam mewakili serves as a powerful symbol of spirituality, representing purity,
kemurnian, transendensi, dan kebijaksanaan. transcendence, and wisdom.
Simbol bunga lotus menandakan kebijaksanaan Bangkok Bank, The lotus flower symbolizes Bangkok Bank’s wisdom, Permata
ketahanan dan kekuatan Permata Bank, serta kemitraan antara Bank’s resilience and strength, as well as the partnership between
dua entitas yang bersatu dalam komitmen bersama untuk the two entities united by a shared commitment to fostering long-
membina hubungan jangka panjang yang berkelanjutan dengan term, sustainable relationships with all stakeholders to achieve the
semua pemangku kepentingan untuk mencapai potensi serta potential and goals of both Bangkok Bank and Permata Bank.
tujuan Bangkok Bank dan Permata Bank.
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2025 Annual Report PT Bank Permata Tbk 91
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Profil Perusahaan
Company Profile
Kegiatan Usaha
Business Activities
Kegiatan Usaha berdasarkan Anggaran Dasar Business Activities based on the Latest
Perubahan Terakhir Amendment Articles of Association
Berdasarkan Pasal 3 Anggaran Dasar Permata Bank sebagaimana According to Article 3 of Permata Bank’s Articles of Association as
yang termaktub dalam Akta No. 56 tanggal 30 September 2025 dan stated in Deed No. 56 dated 30 September 2025, notified to the
telah diberitahukan kepada Menteri Hukum Republik Indonesia Minister of Law of the Republic of Indonesia based on the receipt
berdasarkan suratnya No. AHU-AH.01.03-0240484 dan telah No. AHU-AH.01.03-0240484, and was announced in BNRI No. 83,
diumumkan dalam BNRI No. 83, TBN No. 29676/2025, Permata TBN No. 29676/2025, Permata Bank was established with the
Bank didirikan dengan maksud dan tujuan untuk menjalankan purpose and objective of carrying out business activities in the
kegiatan usaha di bidang Bank Umum. Untuk mencapai maksud field of Commercial Banking. Permata Bank may engage in the
dan tujuan tersebut, Permata Bank dapat melaksanakan kegiatan following primary and secondary business activities to achieve
usaha utama dan kegiatan usaha penunjang sebagai berikut: these goals and objectives:
A. Kegiatan Usaha Utama: A. Main Business Activities:
a. Menghimpun dana dari masyarakat dalam bentuk a. Collecting funds from the public in the forms of demand
simpanan berupa giro, deposito berjangka, sertifikat deposit, time deposit, deposit certificate, savings, and/or
deposito, tabungan, dan/atau bentuk lainnya yang other forms of fund equivalent to those;
dipersamakan dengan itu;
b. Memberi kredit; b. Providing loans;
c. Menerbitkan surat pengakuan utang; c. Issue promissory notes;
d. Membeli, menjual, atau menjamin atas risiko sendiri d. Buy, sell, and assure under the bank’s risks or for the
maupun untuk kepentingan dan atas perintah interests and on behalf of its customers:
nasabahnya:
i. Surat-surat wesel termasuk wesel yang diakseptasi i. Bills of exchange, including bills of exchange that
oleh bank yang masa berlakunya tidak lebih lama have been accepted by a Bank with period of validity
daripada kebiasaan dalam perdagangan surat that is not longer than the related customary trading
dimaksud; notes;
ii. Surat pengakuan utang dan kertas dagang lainnya ii. Promissory notes and other commercial papers
yang masa berlakunya tidak lebih lama dari with period of validity that is not longer than related
kebiasaan dalam perdagangan surat dimaksud; customary trading notes;
iii. Kertas perbendaharaan negara dan surat jaminan iii. Treasury bill and government insurance notes;
pemerintah;
iv. Sertifikat Bank Indonesia (SBI); iv. Bank Indonesia Certificate (SBI);
v. Obligasi; v. Bonds;
vi. Surat dagang berjangka waktu sampai dengan satu vi. Commercial papers with period of validity until one
tahun; dan year; and
vii. Instrumen surat berharga lain yang berjangka waktu vii. Other securities instruments with period of validity
sampai dengan satu tahun. until one year.
e. Memindahkan uang baik untuk kepentingan sendiri e. Transfer of money both for the Bank’s interests or
maupun untuk kepentingan nasabah; customer’s interests;
f. Menempatkan dana pada, meminjam dana dari, atau f. Place fund, borrow fund, or lend fund to other banks,
meminjamkan dana kepada bank lain, baik dengan whether by using papers, means of telecommunication or
menggunakan surat, sarana telekomunikasi maupun demand draft, cheque or other means;
dengan wesel unjuk, cek, atau sarana lainnya;
g. Menerima pembayaran dari tagihan atas surat berharga g. Receive payment of bill over securities and calculating
dan melakukan perhitungan dengan atau antar pihak terms with third party;
ketiga;
h. Menyediakan tempat untuk menyimpan barang dan surat h. Provide place to deposit valuable items and securities;
berharga;
i. Melakukan kegiatan penitipan untuk kepentingan pihak i. Providing custodian services to third parties on a
lain berdasarkan suatu kontrak; contractual basis;
92 PT Bank Permata Tbk Laporan Tahunan 2025
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j. Melakukan penempatan dana dari nasabah lainnya j. Investing customer funds in other customers through the
dalam bentuk surat berharga yang tidak tercatat di purchase of securities not listed on the stock exchange;
bursa efek;
k. Melakukan kegiatan anjak piutang usaha, kartu kredit, k. Providing factoring, credit card, and trusteeship services;
dan kegiatan wali amanat;
l. Menyediakan pembiayaan dan/atau melakukan kegiatan l. Providing financing and/or engaging in other activities
lain berdasarkan prinsip syariah, sesuai dengan ketentuan in accordance with sharia principles and the prevailing
yang ditetapkan oleh Otoritas Jasa Keuangan; dan Financial Services Authority regulations; and
m. Melakukan kegiatan lain yang lazim dilakukan oleh m. Engaging in such other activities as are customarily
bank sepanjang tidak bertentangan dengan peraturan engaged in by a bank in as far as they do not violate the
perundang-undangan yang berlaku. prevailing regulations.
B. Kegiatan Usaha Penunjang: B. Supporting Business Activities:
a. Melakukan kegiatan dalam valuta asing sesuai dengan a. Carrying out activities in foreign currency in accordance
ketentuan yang ditetapkan oleh Otoritas Jasa Keuangan; with the provisions stipulated by the Financial
Services Authority;
b. Melakukan kegiatan penyertaan modal pada bank atau b. Carrying out capital equity participation activities in banks
perusahaan lain di bidang keuangan, seperti sewa guna or other companies in the financial sector, such as leasing,
usaha, modal ventura, usaha kartu kredit, pembiayaan venture capital, credit card business, consumer financing,
konsumen, perusahaan efek, asuransi, serta lembaga securities companies, insurance, clearing depository and
kliring penyelesaian dan penyimpanan, dengan settlement Institution, in accordance with the provisions
memenuhi ketentuan yang ditetapkan oleh Otoritas stipulated by the Financial Services Authority;
Jasa Keuangan;
c. Melakukan kegiatan penyertaan modal sementara untuk c. Conducting temporary capital equity participation
mengatasi akibat kegagalan kredit, termasuk kegagalan activities to mitigate the effects of credit failure, including
pembiayaan berdasarkan prinsip syariah, dengan syarat financing failure based on sharia principles, with the
harus menarik kembali penyertaannya sesuai dengan condition that the investment be withdrawn in accordance
ketentuan yang ditetapkan oleh Otoritas Jasa Keuangan; with the Financial Services Authority’s provisions;
d. Bertindak sebagai pendiri dan pengurus dana pensiun d. Act as the pension fund’s founder and administrator in
sesuai dengan ketentuan dalam peraturan perundang- accordance with the provisions of the applicable pension
undangan dana pensiun yang berlaku; fund laws and regulations;
e. Membeli agunan baik seluruhnya maupun sebagian, e. Purchasing collateral in whole or in part, through auction
melalui pelelangan atau dengan cara lain, dalam hal or other means, if the debtor fails to fulfill their obligations
debitur tidak memenuhi kewajibannya kepada Perseroan, to the Company, provided that the collateral purchased is
dengan ketentuan agunan yang dibeli tersebut wajib disbursed as soon as possible; and
dicairkan secepatnya; dan
f. Melakukan kegiatan lain yang lazim dilakukan oleh f. Carrying out other common banking activities as long as
bank sepanjang tidak bertentangan dengan peraturan they do not violate applicable laws and regulations.
perundang-undangan yang berlaku.
Kegiatan Usaha yang Dijalankan pada Tahun Business Activities Implemented in 2025
2025
Pada 2025, Permata Bank menjalankan seluruh kegiatan In 2025, Permata Bank carried out all of its business activities in
usahanya sesuai dengan yang telah ditetapkan dalam Anggaran accordance with the Bank’s latest Articles of Association.
Dasar Bank yang terakhir.
2025 Annual Report PT Bank Permata Tbk 93
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Profil Perusahaan
Company Profile
Produk dan Layanan
Products and Services
Sebagai institusi perbankan, Permata Bank menyediakan As a banking institution, Permata Bank provides a range of
rangkaian produk tabungan, fasilitas pembiayaan, dan layanan savings products, financing facilities, and comprehensive banking
perbankan komprehensif, yang meliputi: services, which include:
Produk Products
Konvensional | • Berbagai macam reksadana • Cross Currency Swap
Conventional yang dikelola perusahaan aset • Interest Rate Swap
• Permata Bintang manajemen terkemuka. • Repurchase Bonds (Repo)
• Permata ME Saver Various mutual funds managed • Surat Berharga Negara yang
• Permata Tabungan Optima by leading asset management terdiri dari Obligasi Pemerintah
• Permata Bebas companies Seri FR, Obligasi Global (INDON),
• Permata Masa DEPAN • Term Loan ORI dan Saving Bond Ritel (SBR)
• Permata Payroll • Revolving Loan yang diterbitkan oleh Pemerintah
• Permata Payroll ASTRA • Fixed Loan Indonesia
• Simpanan Pelajar • Pinjaman Rekening Koran Government Securities consisting
• Permata TabunganKu | Current Account Loan of FR Series Government Bonds,
• Permata Tabungan Sub Account • Permata Quick Cash Global Bonds (INDON), ORI and
(RDN) • Pinjaman Sindikasi | Syndicated Saving Bonds Retail (SBR) issued
• Permata Investa (RDL) Loan by the Indonesian Government
• Permata Valas Dinamis • Permata Linkage Program • Bank Notes
• Tabungan Permata KPR Bijak • Permata Kredit Usaha Rakyat
• Permata Giro • Receivables Financing Syariah | Sharia
• Giro Home Ready Cash • Distributor Financing • Permata iB Bintang
• Permata Deposito • Supplier Financing • Permata ME Saver iB
• Permata KTA • LC and SKBDN Issuance • PermataTabungan iB Optima
• Permata Infinite Card • LC Usance Payable at Sight • Permata ME Saver iB (multi ccy)
• Permata BlackWorld MasterCard (UPAS) & Usance Financing at • PermataTabungan iB Masa
• Permata CashBack Card Maturity (UFAM) Depan
• Permata Reward Card • LC and SKBDN Advising • PermataPayroll iB
• Permata Shopping Card • Credit Bills Collection (CBC) • PermataPayroll iB Payroll Proteksi
• AirAsia Platinum Credit Card • Credit Bills Negotiation (CBN) • PermataTabungan iB
• PermataME ME Card • LC and SKBDN Confirmation Perusahaan
• Permata KPR Reguler • Post Import Financing • Tabungan SimPel iB
• Permata KPR Bijak • Pre-Shipment Financing • TabunganKu iB
• Permata KPR Keluarga • Invoice Financing Inward • PermataTabungan iB Haji
• Permata Home Ready Cash Documentary Collection • PermataTabungan iB Haji
• Permata KPR Cicilan Tetap • Outward Documentary Collection Proteksi
• Permata Indirect Consumer • Receivable Services • PermataTabungan iB Haji Khusus
Financing • Payable Services • PermataTabungan iB Umroh
• Permata KKB • Bank Guarantee & SBLC • PermataTabungan iB Bijak
• Produk-produk Wealth • Shipping Guarantee • PermataTabungan iB Wakaf
Management • UPAS for FI • PermataInvesta iB (RDL)
Wealth Management Products • Banker’s Acceptance • PermataTabungan iB Amanat
• WM Link • Risk Participation • Permata Rekening Dana
• Berbagai macam produk-produk • Forfaiting Nasabah Syariah
asuransi tradisional konvensional • Renegotiation • PermataGiro iB
maupun unit-link yang diterbitkan • Money Market • PermataDeposito iB
perusahaan asuransi terkemuka • FX Today, Tom, Spot & Forward • PermataKPR iB Bijak
Various traditional, conventional • Domestic Non-Deliverable • PermataKPR iB (Akad
and unit-linked insurance Forward (DNDF) Murabahah, MMQ dan IMBT)
products issued by leading • FX Swap • PermataKPR iB Bijak Pengurang
insurance companies • FX Option Angsuran (ASA) - akad MMQ dan
• Call Spread Option IMBT | MMQ and IMBT contract
94 PT Bank Permata Tbk Laporan Tahunan 2025
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Layanan Services
• PermataKTA iB Multiguna • Media informasi rekening • Permata e-Form (termasuk iB)
melalui Permata ME | through (layanan PermataOne | (including iB)
Permata ME e-Statement) (termasuk iB) • PermataBank Priority
• Permata Indirect Consumer Account information media • PermataBank Priority Syariah
Financing iB (PermataOne e-Statement • PermataBank Preferred
• Permata KKB iB service) (including iB) • PermataBank Preferred Syariah
• Berbagai macam produk-produk • PermataDebit PLUS berlogo GPN • PermataBank Private Banking
asuransi Syariah yang diterbitkan dan berlogo Visa • PermataBank Securities &
perusahaan asuransi terkemuka. GPN logo and Visa logo of Agency Services:
Various Sharia insurance products PermataDebit PLUS – PermataBank Agency Services
issued by leading insurance • PermataDebit PLUS (termasuk (termasuk iB) | (including iB)
companies PermataME Debit Card, AirAsia – PermataBank Custody
• Berbagai macam reksadana Debit Card, PermataMoxaku Services (termasuk iB) |
Syariah yang dikelola perusahaan Debit Card, Permata Corporate (including iB)
manajemen investasi terkemuka Debit Card, PermataLink – PermataBank Fund Services
Various Sharia mutual funds (termasuk iB) (termasuk iB) | (including iB)
managed by leading investment PermataDebit PLUS (including – Permatae-Business (Cash
management companies PermataME Debit Card, AirAsia Trade and Value Chain)
• Surat Berharga Syariah Negara Debit Card, PermataMoxaku (termasuk iB) | (including iB)
yang terdiri dari: seri PBS (Project Debit Card, Permata Corporate • Cash Sweeping (termasuk iB)
Based Sukuk), Sukuk Global, Debit Card, PermataLink | (including iB)
Sukuk Retail dan Sukuk Tabungan (including iB) • Notional Pooling
yang diterbitkan oleh Pemerintah • Permata e-Banking (Permata • PermataAuto Sweep (termasuk
Indonesia ATM, Permata ME, Permata iB) | (including iB)
State Sharia Securities consis of: Net, Permata Tel, Permata EDC, • Cash Deposit/Withdrawal
PBS series (Project Based Sukuk), Permata QR, dan SMS Notifikasi (termasuk iB) | (including iB)
Global Sukuk, Retail Sukuk and (termasuk iB) • Permata Virtual Account
Savings Sukuk issued by the Permata e-Banking (Permata (termasuk iB) | (including iB)
Indonesian Government ATM, Permata ME, Permata • Cash Pick-Up and Delivery
• Term Financing iB Net, Permata Tel, Permata EDC, Services (termasuk iB) |
• Revolving Financing iB Permata QR, dan SMS Notifikasi (including iB)
• Fixed Financing iB (including iB) • Domestic Network Alliances
• Pembiayaan Rekening Koran iB • Permata API (termasuk iB dan (termasuk iB) | (including iB)
Current Account Financing iB Open Account untuk RDN • Transfer LLG/RTGS/BI-FAST/
• LC and SKBDN Issuance iB Syariah) Online Transfer/International
• Penerimaan LC/SKBDN iB PermataAPI (including iB and Fund Transfer (termasuk iB) |
• Documentary Collection iB Open Account for RDN Sharia) (including iB)
• Garansi iB • QRIS Payment (termasuk iB) • Layanan Informasi Mutasi
• Post Import Financing iB | (including iB) Transaksi Terpadu/PermataOne
• Credit Bills Negotiated iB • Collection Services (termasuk iB) (termasuk iB) | (including iB)
• PreShipment Financing iB | (including iB) • Layanan Local Currency
• Supplier Financing iB (for supplier • PermataeWealth (eBond, Settlement (LCS) (termasuk iB) |
Astra Group) eMutualFund, eBancassurance) (including iB)
• Money Market iB (termasuk iB) | (including iB) • Thai Baht Express Transfer
• Fixed Income iB • Safe Deposit Box (termasuk iB) (TBET)
• PermataFX iB | (including iB) • Trade Reimbursement Service
• Pembiayaan Eksekuting iB
Executing Financing iB
2025 Annual Report PT Bank Permata Tbk 95
Page 98
Profil Perusahaan
Company Profile
Jaringan Bisnis dan Wilayah Operasional
Business Network and Operational Area
Permata Bank memiliki
jaringan distribusi
dan pemasaran yang
tersebar luas di 54
kota dan 27 kabupaten
di seluruh Indonesia
dan mudah dijangkau
guna mendukung
penjualan produk yang
unggul dan layanan
perbankan yang andal.
Permata Bank owns distribution
and marketing networks that
spans 54 cities and 27 regencies
across Indonesia, making it
easy to support sales of superior
products and reliable banking
services.
Kantor Cabang
Branch Office
200
96 PT Bank Permata Tbk Laporan Tahunan 2025
Page 99
Lokasi ATM
ATM Locations
834
2025 Annual Report PT Bank Permata Tbk 97
Page 100
Profil Perusahaan
Company Profile
Kantor Cabang
Branch Offices
A. Konvensional
Conventional
Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
1 Jawa Barat Sentra Niaga Kalimalang Komplek Ruko Sentra Niaga Kalimalang Blok A-4 No. 2
West Java Bekasi Jl. A Yani, Kota Bekasi 17144
2 Jawa Barat Tuparev Karawang Jl. Tuparev No. 140 Kab. Karawang 41312
West Java
3 Jawa Barat AHM Cikarang Jl. Raya Kalimantan Blok AA-1, Kawasan Industri MM2100
West Java Cikarang Barat, Kab. Bekasi 17520
4 Jawa Barat AHM Karawang Gedung Astra Honda Motor Plant
West Java Karawang Kawasan Industri Indotaisei Sektor 2 Blok A-1, A-2, B dan C, Kel.
Kalihurip, Kec. Cikampek, Kab. Karawang 41373
5 Jawa Barat Harapan Indah Bekasi Ruko Sentra Niaga Bulevar Hijau Blok C2 No. 5C dan 5D
West Java Kota Harapan Indah, Kota Bekasi 17131
6 Jawa Barat Jababeka Cikarang Cikarang Industrial Estate, Jl. Jababeka Raya Blok B1-B2, Kab. Bekasi
West Java 17530
7 Jawa Barat Kemang Pratama Bekasi Jl. Raya Kemang Pratama Blok AN No. 12 A, Sepanjang Jaya, Kota Bekasi
West Java 17116
8 Jawa Barat Lippo Cikarang Ruko Robson Blok C1, Jl. M.H. Thamrin, Lippo Cikarang, Kel. Cibatu
West Java Kec. Cikarang Selatan, Bekasi 17530
9 Jawa Barat Mobile Bekasi Cikarang Industrial Estate, Jl. Jababeka Raya Blok B1-B2, Kab. Bekasi
West Java 17530
10 Jawa Barat Suryacipta Karawang The Promenade Retails, Suryacipta Square
West Java Jl. Surya Utama Kav. C-1 Blok A lantai 1 No. 7, Kawasan Industri Suryacipta,
Kab. Karawang 41363
11 Jawa Barat Vasanta Cikarang Komplek Vasanta No. T09, Desa Gandamekar, Kec. Cikarang Barat,
West Java Kab. Bekasi 17530
12 Jawa Barat Kapten Muslihat Bogor Jl. Kapten Muslihat 17 A. Kota Bogor 16121
West Java
13 Jawa Barat Cibubur Times Square Cibubur Times Square Blok B-1 No. 3A dan 5
West Java Bekasi Kel. Jatikarya, Kec. Jati Sampurna, Kota Bekasi 17433
14 Jawa Barat Margonda Depok Jl. Margonda Raya No. 208, Taman Tanah Baru Blok A1-2
West Java RT01/RW02, Tanah Baru Beji, Kel. Kemiri Muka, Kec. Kota Depok 16423
15 Jawa Barat Mayor Oking Cibinong Komplek Ruko Mayor Oking No. A3
West Java Jl. Raya Mayor Oking, Kel. Cirimekar, Kec. Cibinong, Kab. Bogor 16917
16 Jawa Barat Pajajaran Bogor Jl. Pajajaran No. 11 A, Kota Bogor 16151
West Java
17 Jawa Barat Merdeka Bandung Jl. Merdeka No. 66, Kota Bandung 40115
West Java
18 Jawa Barat Ahmad Yani Bandung Jl. Jend Ahmad Yani No. 251, Kota Bandung 40114
West Java
19 Jawa Barat Buah Batu Bandung Jl. Buah Batu No. 216, Kota Bandung 40265
West Java
20 Jawa Barat Pasirkaliki Bandung Jl. Pasirkaliki (HOS. Tjokroaminoto) No. 128 (150 baru)
West Java RT02/RW02, Kel. Pasirkaliki, Kec. Cicendo, Kota Bandung 40171
21 Jawa Barat Surya Sumantri Bandung Jl. Prof. Drg. Surya Sumantri No. 51, Kota Bandung 40164
West Java
22 Jawa Barat Astana Anyar Bandung Jl. Astana Anyar 22, Kota Bandung 40241
West Java
23 Jawa Barat Batununggal Bandung Kompleks Ruko Batununggal
West Java Jl. Batununggal Indah No. 151, Kota Bandung 40266
24 Jawa Barat Taman Kopo Indah Ruko Taman Kopo Indah II Blok 1B No. 23
West Java Bandung Desa Rahayu, Kec. Margaasih, Kab. Bandung 40218
98 PT Bank Permata Tbk Laporan Tahunan 2025
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Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
25 Jawa Barat Kota Baru Parahyangan Jl. Pancarwarna 50–51, Desa Cipeundeuy
West Java Bandung Barat Kec. Padalarang, Kab. Bandung Barat 40553
26 Jawa Barat Amir Mahmud Cimahi Jl. Jenderal Amir Mahmud No. 423 RT05/RW11
West Java Kel. Cigugur Tengah, Kec. Cimahi Tengah, Kab. Bandung 40522
27 Jawa Barat HOS Cokroaminoto, Jl. HOS Cokroaminoto No. 41, RT05/RW04, Desa Muka, Kec. Cianjur
West Java Cianjur Kab. Cianjur 43215
28 Jawa Barat Martadinata Sukabumi Jl. Martadinata No. 19, Kel. Gunung Parang, Kec. Kota Sukabumi Timur
West Java Kota Sukabumi 43111
29 Jawa Barat Veteran Purwakarta Jl. Veteran RT04/RW01, Kel. Ciseureh, Kec. Purwakarta, Kab. Purwakarta
West Java 41118
30 Jawa Barat Yos Sudarso Cirebon Jl. Yos Sudarso No. 2-A, Kota Cirebon 45111
West Java
31 Jawa Barat Yudanegara Tasikmalaya Jl. Yudanegara No. 59, Kota Tasikmalaya 46121
West Java
32 Jawa Barat Ciledug Garut Jl. Ciledug No. 97, Kel. Regol, Kec. Garut Kota, Kab. Garut 44114
West Java
33 DKI Jakarta Jatinegara Jakarta Jl. Jatinegara Timur No. 42, Jakarta Timur 13310
34 DKI Jakarta Kalimalang Pangkalan Rukan Jl. Kalimalang Blok E No. 6C dan 6D
Jati Jakarta Kel. Duren Sawit, Kec. Duren Sawit, Jakarta Timur 13440
35 DKI Jakarta Mangga Dua Rutex Jl. Raya Mangga Dua Blok E-4 No. 3, Jakarta Utara 14430
Jakarta
36 DKI Jakarta Sunter Royal Jakarta Ruko Royal Sunter F1-3, Jl. Sunter Podomoro, Jakarta Utara 14350
37 DKI Jakarta AHM Sunter Jakarta Astra Honda Motor-Sunter 1, Jl Yos Sudarso Sunter 1, Jakarta Utara 14350
38 DKI Jakarta Gunung Sahari Jakarta Jl. Gunung Sahari Raya Blok B 8-9 No. 60-63, Jakarta Pusat 10610
39 DKI Jakarta Sawah Besar Jakarta Ruko Atap Merah, Jl. Pecenongan No. 72 Blok B2-B3, Jakarta Pusat 10120
40 DKI Jakarta Sunter AMDI Jakarta Jl. Gaya Motor Raya No. 8, Sunter II, Jakarta Utara 14330
41 DKI Jakarta Sunter Griya Jakarta Jl. Griya Utama Raya Ruko Griya Inti Santosa Blok A 1 No. 37
Jakarta Utara 14350
42 DKI Jakarta Astra Agro Lestari Jakarta Jl. Pulo Ayang Rayang Blok OR I, Kawasan Industri Pulo Gadung
Jakarta Timur 13930
43 DKI Jakarta Kelapa Gading Boulevard Jl. Kelapa Gading Boulevard Blok LB-1 No. 34-35, Jakarta Utara 14240
Jakarta
44 DKI Jakarta Enseval Cempaka Putih Gedung Enseval, Jl. Let. Jend. Suprapto Kav. 4, Jakarta Pusat 10820
Jakarta
45 DKI Jakarta Graha Cempaka Mas Jl. Let. Jend. Suprapto dan Jl. Yos Sudarso No. C/3A
Jakarta Kel. Sumur Batu, Kec. Kemayoran, Jakarta Pusat 10640
46 DKI Jakarta Plaza Kelapa Gading Jl. Boulevar Barat Blok B-47 dan B-48, Kelapa Gading, Jakarta Utara 14470
Jakarta
47 DKI Jakarta Rukan Artha Gading Rukan Artha Gading Blok C No. 7, Kawasan Sentra Bisnis
Jakarta Jl. Boulevard Artha Gading, Jakarta Utara 14240
48 DKI Jakarta United Tractors Cakung Jl. Raya Bekasi KM 22, Cakung, Jakarta Timur 13910
Jakarta
49 DKI Jakarta Wisma Arion Jakarta Wisma Arion, Ground Floor
Jl. Pemuda Kav. 17 Rawamangun, Jakarta Timur 13220
50 DKI Jakarta Pluit Jakarta Jl. Pluit Kencana Raya No. 41–43, Jakarta Utara 14450
51 DKI Jakarta Muara Karang Jakarta Jl. Muara Karang Blok Z 3 Selatan No. 50 Kav. 39
Kel. Pejagalan Penjaringan, Jakarta Utara 14450
52 DKI Jakarta Pangeran Jayakarta Ruko Prima Jayakarta, Blok A- 3
Jakarta Jl. Pangeran Jayakarta 133 Blk, Jakarta Pusat 10730
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Profil Perusahaan
Company Profile
Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
53 DKI Jakarta Pantai Indah Kapuk Rukan Exclusive, Blok A No. 19 dan 20, Bukit Golf Mediterania
Jakarta Pantai Indah Kapuk, Kel. Kamal Muara, Kec. Penjaringan
Jakarta Utara 14470
54 DKI Jakarta Taman Duta Mas Jakarta Ruko Taman Duta Mas Blok A-2 No. 1 RT001/RW012
Jl. Tubagus Angke, Kel. Jelambar Baru, Kec. Grogol Petamburan
Jakarta Barat 11460
55 DKI Jakarta Atrium Jakarta Gedung Atrium Plaza Setiabudi, Lantai 1
Jl. H.R. Rasuna Said Kav. 62, Jakarta Selatan 12920
56 DKI Jakarta Menara Imperium Jakarta Menara Imperium, Lantai Dasar
Jl. H.R. Rasuna Said Kav. 1, Jakarta Selatan 12940
57 DKI Jakarta Menara Kadin Jakarta Gedung Menara Kadin, Lantai Dasar
Jl. H.R. Rasuna Said Blok X5 Kav. 2–3, Jakarta Selatan 12950
58 DKI Jakarta Menara Prima Jakarta Jl. Dr. Ide Anak Agung Gde Agung Blok 62, Jakarta Selatan 12950
59 DKI Jakarta RS Medistra Jakarta RS Medistra, Lantai 1, Jl. Jend. Gatot Subroto Kav. 59, Jakarta Selatan
12950
60 DKI Jakarta Tebet Supomo Jakarta Jl. Prof. Dr. Soepomo No. 30, Jakarta Selatan 12810
61 DKI Jakarta Sudirman Jakarta Gedung World Trade Center II Lantai Dasar
Jl. Jend. Sudirman Kav. 29–32, Jakarta Selatan 12920
62 DKI Jakarta Menara Astra Jakarta Gedung Menara Astra lantai 3
Jl. Jend. Sudirman Kav.5–6, Jakarta Pusat 10220
63 DKI Jakarta Menara Batavia Jakarta Gedung Menara Batavia, Lantai Dasar
Jl. K.H. Mas Mansyur Kav. 126, Jakarta Pusat 10220
64 DKI Jakarta Mid Plaza Jakarta Mid Plaza II, Lantai Dasar, Jl. Jend. Sudirman Kav. 10–11, Jakarta Pusat
10220
65 DKI Jakarta Prudential Tower Jakarta Prudential Tower Lobby Extension Mezzanine
Jl. Jend. Sudirman Kav. 79, Jakarta Selatan 12910
66 DKI Jakarta Hayam Wuruk Jakarta Jl. Hayam Wuruk 84–85, Jakarta Barat 11160
67 DKI Jakarta Menteng Gondangdia Gedung Asuransi Jiwasraya, Lantai 1
Jakarta Jl. Cikini Raya No. 97, Kel. Cikini, Kec. Menteng, Jakarta Pusat 10330
68 DKI Jakarta Harmoni Jakarta Harmoni Plaza BlokB9–7, Jl. Suryopranoto 2, Jakarta Pusat 10130
69 DKI Jakarta Thamrin Jakarta Permata Thamrin Building
Jl. M H Thamrin No. 3, Kel. Gambir, Kec. Gambir, Jakarta Pusat 10110
70 DKI Jakarta Tomang Jakarta Jl. Tomang Raya No. 5 B–C, Kav. Blok E No. 932
Kel. Tomang, Kec. Grogol Petamburan, Jakarta Barat 11440
71 DKI Jakarta Equity Tower Jakarta Jl. Jenderal Sudirman (SCBD) Kav 52–53 Lantai G Unit B1
Kel. Senayan, Kec. Kebayoran Baru, Kota Jakarta Selatan 12190
72 DKI Jakarta BEJ Tower II Jakarta Jakarta Stock Exchange Tower II, Suite G-06, Ground Floor
Jl. Jend. Sudirman Kav. 52–53, Jakarta Selatan 12190
73 DKI Jakarta Blue Bird Tower Jakarta Gedung Blue Bird Tower, Ground Floor
Jl. Mampang Prapatan Raya No. 15, Jakarta Selatan 12790
74 DKI Jakarta Wisma Surya Kemang Jl. Kemang Raya No. 33, RT013/RW001
Jakarta Kel. Bangka, Kec. Mampang Prapatan, Jakarta Selatan 12730
75 DKI Jakarta Metro Pondok Indah Pondok Indah Plaza, Blok II
Jakarta Jl. Metro Pondok Indah Blok II BA No. 7, Jakarta Selatan 12310
76 DKI Jakarta ACC Fatmawati Jakarta Jl. Fatmawati No. 9, Jakarta Selatan 12420
77 DKI Jakarta ACC Simatupang Jakarta Gedung ACC TB Simatupang, Lantai Dasar
Jl. TB Simatupang No. 90, Tanjung Barat, Jakarta Selatan 12530
78 DKI Jakarta Arteri Pondok Indah Jl. Arteri Pondok Indah No. 41B RT 001/08 Kebayoran Lama
Jakarta Jakarta Selatan, Kota Jakarta Selatan 12240
79 DKI Jakarta ITC Permata Hijau Jakarta Grand ITC Permata Hijau, Kantor R & E Blok E/3, Type Meralda
Jl. Arteri Permata Hijau, Jakarta Selatan 12210
100 PT Bank Permata Tbk Laporan Tahunan 2025
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Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
80 DKI Jakarta Menara FIF Jakarta Menara FIF, Ground Floor
Jl. TB Simatupang Kav. 15, Lebak Bulus, Jakarta Selatan 12440
81 DKI Jakarta AKR Tower Jakarta AKR Tower, Jl. Panjang No. 5, Jakarta Barat 11530
82 DKI Jakarta Puri Indah Jakarta Jl. Puri Indah Raya Blok A No. 17, Jakarta Barat 11610
83 DKI Jakarta Taman Ratu Jakarta Jl. Ratu Kemuning Blok A 2 Kav. 9, Duri Kepa, Kebon Jeruk, Jakarta Barat
11510
84 DKI Jakarta Tanjung Duren Jakarta Jl. Tanjung Duren Raya No. 72 Blok BIV Persil No. 45 Phase IV
Kel. Tanjung Duren, Kec. Grogol Petamburan, Jakarta Barat 11470
85 DKI Jakarta Intercon Kebon Jeruk Pertokoan Kebon Jeruk Intercon, Blok F No. 2–3, Jakarta Barat 11630
Jakarta
86 DKI Jakarta Citra Garden 1 Jakarta Ruko Citra Garden Blok I-1 Kav. No. 7–8, Cengkareng, Jakarta Barat 11830
87 DKI Jakarta Grand Puri Niaga Jakarta Grand Puri Niaga, Rukan Grand Puri Niaga-Kawasan Bisnis Terpadu Puri
Kencana, Jl. Puri Kencana Blok K6 No. 1 E–F–G, Kel. Kembangan Selatan
Kec. Kembangan, Jakarta Barat 11610
88 DKI Jakarta Taman Palem Jakarta Perum Taman Palem
Jl. Taman Palem Boulevard Blok C-5, No. 57, Jakarta Barat 11730
89 Banten Jakarta Premium Outlets Jl. Jalur Sutera Boulevard No. 41, Kel. Panunggangan Timur
Tangerang Kec. Pinang, Kota Tangerang 15143
90 Banten Alam Sutera Tangerang Alam Sutera Town Center
Selatan Jl. Sutera Boulevard 10D No.132, Tangerang Selatan 15325
91 Banten Gading Serpong Gading Serpong (356), Wilayah Paramount Serpong
Tangerang Komplek Perumahan Gading Serpong
Jl. Boulevard Gading Serpong Type Serenade Center Blok B, No. 1 2 1 dan 6
Kab. Tangerang 15810
92 Banten Sunburst Tangerang Wisma BCA-BSD City Wing A, Lantai Dasar, Sunburst CBD Office Park
Selatan Zone 1 dan 2, Jl. Kapten Soebijanto Djojohadikusumo, BSD City
Kota Tangerang Selatan 15322
93 Banten Villa Melati Mas Ruko Villa Melati Mas Blok SR I No. 42–43
Tangerang Selatan Serpong, Kota Tangerang Selatan 15310
94 Banten Daan Mogot Tangerang Jl. Daan Mogot No. 35, Kota Tangerang 15111
95 Banten A Yani Serang Jl Jend. Ahmad Yani No. 95A dan B, Lingkungan Pekojan, RT001/RW021
Kel. Sumur Pecung, Kec. Serang, Kota Serang 42118
96 Banten Ageng Tirtayasa, Cilegon Jl. Ageng Tirtayasa No. 26, Kel. Masigit, Kec. Jombang, Kota Cilegon 42414
97 Banten Citra Raya Tangerang Taman Raya Blok K 01 No. 8 Sektor 12, Kel. Cikupa, Kec. Cikupa
Kab. Tangerang 15710
98 Banten Palem Semi Tangerang Ruko Madrid RT001/004, No. 23 dan 25
Jl. Palem Raja Selatan (Parasel), Perumahan Palem Semi
Kel. Panunggangan Barat, Kec. Cibodas, Kota Tangerang 15139
99 Banten Tangerang City Ruko Business Part Tangerang City
Tangerang Kel. Babakan, Kec. Tangerang, Kota Tangerang 15118
100 Banten RS Mandaya Tangerang Mandaya Royal Hospital Puri
Jl. Metland Boulevard Lot C-3 Metland Cyber City
RT001/RW002, Pondok Bahar, Karang Tengah, Kota Tangerang 15159
101 Jawa Tengah Pandanaran Semarang Jl. Pandanaran No. 14, Kota Semarang 50241
Central Java
102 Jawa Tengah Slamet Riyadi Surakarta Jl. Brigjen Slamet Riyadi No. 347, Kota Surakarta 57142
Central Java
103 Jawa Tengah Palur Karanganyar Jl. Palur No. 37, RT05/RW02, Desa Ngringo
Central Java Kec. Jaten, Kab. Karanganyar, Kota Solo 57772
104 Jawa Tengah Pemuda Klaten Jl. Pemuda No. 73, RT01/RW04, Desa Bareng, Kec. Klaten Tengah
Central Java Kab. Klaten 57414
2025 Annual Report PT Bank Permata Tbk 101
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Profil Perusahaan
Company Profile
Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
105 Jawa Tengah Solo Baru Sukoharjo Jl. Raya Solo Permai, Kompleks Ruko Plaza Eceran, Solo Baru CA 23–25,
Central Java Lengenharjo, Grogol, Sukoharjo, Kab. Sukoharjo 57552
106 Jawa Tengah Bangkong Plaza Komplek Bangkong Plaza Blok B2
Central Java Semarang Jl. MT Haryono No. 864–866, Kota Semarang 50242
107 Jawa Tengah A. Yani Kudus Ruko A Yani No. 008 Jl. A Yani, Kel. Panjunan
Central Java Kec. Kota Kudus, Kab. Kudus 59317
108 Jawa Tengah Jurnatan Semarang Komplek Pertokoan Jurnatan Blok D No. 15–16
Central Java Jl. KH. Agoes Salim, Kota Semarang 50137
109 Jawa Tengah Pattimura Salatiga Jl. Pattimura No. 3B, Kel. Salatiga, Kec. Sidorejo, Kota Salatiga 50711
Central Java
110 Jawa Tengah Tentara Pelajar Magelang Jl. Tentara Pelajar No. 5, Kemiri Rejo, Kota Magelang 56116
Central Java
111 Jawa Tengah Ahmad Yani Tegal Jl. Jend. Ahmad Yani No. 34, Kel. Mintaragen, Kec. Tegal Timur
Central Java Kota Tegal 52121
112 Jawa Tengah Satria Plaza Purwokerto Komplek Ruko Satria Plaza Blok A–B No. 12
Central Java Jl. Jend. Sudirman, Kab. Banyumas 53114
113 Jawa Tengah Achmad Yani Purbalingga Jl. Jend. Achmad Yani No. 63, RT02/RW03
Central Java Kel. Kandanggampang, Kec. Purbalingga, Kab. Banyumas 53312
114 Jawa Tengah Imam Bonjol Pekalongan Jl. Imam Bonjol (Ruko Ex Kodim)
Central Java Kel. Kregon, Kec. Pekalongan Barat, Kota Pekalongan 51131
115 DI Yogyakarta Mangkubumi Yogyakarta Jl. Pangeran Mangkubumi No. 26–28, Kota Yogyakarta 55232
116 DI Yogyakarta Kaliurang Sleman Jl. Kaliurang KM 63, Sleman, Kab. Sleman 55283
117 DI Yogyakarta Katamso Yogyakarta Jl. Brigjen Katamso Selatan No. 236, RT015/RW004
Kel. Keparakan, Kec. Mergangsan, Kota Yogyakarta 55152
118 Jawa Timur Sudirman Surabaya Jl. Panglima Sudirman No. 54–58, Kota Surabaya 60271
East Java
119 Jawa Timur Jemursari Surabaya Jl. Raya Jemursari 76 Blok B 1–6, Kota Surabaya 60297
East Java
120 Jawa Timur Manyar Surabaya Jl. Manyar Kertoarjo V No. 52, Kota Surabaya 60285
East Java
121 Jawa Timur MERR Surabaya Ruko Icon 21, Jl. Dr. Ir. Soekarno (MERR II C) Kav. S-01 & S-02
East Java Kel. Klampisngasem, Kec. Sukolilo, Kota Surabaya 60117
122 Jawa Timur Sutorejo Surabaya Jl. Raya Mulyosari Blok PFF No. 76, Kota Surabaya 60113
East Java
123 Jawa Timur Bukit Darmo Golf Jl. Office Park II Blok B32-33 (Bukit Darmo Golf Blok B2-32 dan Blok B2-33),
East Java Surabaya Bukit Darmo Golf, Kota Surabaya 60226
124 Jawa Timur Ahmad Yani Sidoarjo Jl. Ahmad Yani No. 43 C, Kab. Sidoarjo 61219
East Java
125 Jawa Timur JIIPE Gresik Gedung JIIPE, Jl. Raya Manyar Km 11, Kec. Manyar, Kota Gresik 61151
East Java
126 Jawa Timur Kartini Gresik Jl. R.A. Kartini No. 236, Kab. Gresik 61122
East Java
127 Jawa Timur K.H. Abdurrahman Wahid Jl. Kyai Haji Abdurrahman Wahid No.36 (d/h Jl. Merdeka No. 36) Desa
East Java Jombang Candimulyo, Kec. Jombang, Kab. Jombang, Kab. Jombang 61413
128 Jawa Timur Majapahit Mojokerto Jl. Majapahit No. 59, RT02/RW02, Desa Sentanan, Kec. Magersari
East Java Kota Mojokerto 61318
129 Jawa Timur Raya Darmo Surabaya Jl. Raya Darmo No. 73, Keputran, Kec. Tegalsari, Surabaya 60264
East Java
130 Jawa Timur Slompretan Surabaya Jl. Slompretan No. 38–40, Kota Surabaya 60161
East Java
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No.
Province Branch Office Name Detail Address
131 Jawa Timur Bromo Malang Jl. Bromo No. 20, Kota Malang 65112
East Java
132 Jawa Timur A. Yani Kepanjen Jl. A. Yani No. 80A, RT06/RW02
East Java Kel. Kepanjen, Kec. Kepanjen, Kab. Malang 65163
133 Jawa Timur Soekarno Hatta Malang Jl. Soekarno Hatta A2, Kel. Jatimulyo, Kec. Lowokwaru, Kota Malang 65142
East Java
134 Jawa Timur Sudirman Pasuruan Jl. Panglima Sudirman No. 34 E, Kota Pasuruan 67115
East Java
135 Jawa Timur Sudirman Probolinggo Jl. Panglima Besar Jend. Sudirman No. 24, RT01/RW05
East Java Desa Tisnonegaran, Kec. Mayangan, Kota Probolinggo 67214
136 Jawa Timur Diponegoro Kediri Jl. Diponegoro No. 18, Kota Kediri 64121
East Java
137 Jawa Timur Trunojoyo Jember Jl. Trunojoyo No. 35, Kab. Jember 68131
East Java
138 Jawa Timur Cokroaminoto Madiun Jl. Cokroaminoto No 143, Kel. Kejuron, Kec. Taman, Kota Madiun 63133
East Java
139 Jawa Timur Merdeka Blitar Jl. Merdeka No. 165, Kepanjen Kidul, Kota Blitar 66117
East Java
140 Jawa Timur Pesona Intan Banyuwangi Ruko Pesona Intan 2, Panglima Besar Sudirman No. 4
East Java Penganjuran, Banyuwangi, Kab. Banyuwangi 23121
141 Jawa Timur WR Supratman Jl. W.R. Supratman No. 107, Kab. Tulung Agung 66212
East Java Tulungagung
142 Bali Dewi Sartika Denpasar Jl. Dewi Sartika Kav. 88, Kota Denpasar 80114
143 Bali Gatot Subroto Denpasar Jl. Gatot Subroto Barat No. 327 Desa Pemecutan Kaja
Kec. Denpasar Barat, Kota Denpasar 80118
144 Bali Sanur Denpasar Jl. Danau Tamblingan No. 36, Kel./Desa Sanur, Kec. Denpasar Selatan
Kota Denpasar 80227
145 Bali Sesetan Denpasar Sesetan, Jl. Raya Sesetan B 12, Kota Denpasar 80223
146 Bali Ubud Gianyar Jl. Raya Andong, Banjar Ambengan, Peliatan, Ubud, Kab. Gianyar 80571
147 Bali Sunset Road Badung Jl. Sunset Road No. 225X, Blok 6–7, Kel. Kuta, Kec. Kuta, Kab. Badung
80361
148 Bali Kayu Putih, Canggu Jl. Kayu Putih, Banjar Dinas Tegal Gundul,
Badung Desa Tibubeneng, Kec. Kuta Utara, Kab. Badung 80361
149 Bali Kerobokan Badung Jl. Raya Kerobokan No. 62, Lk. Taman, Kel. Kerobokan Kelod, Kec. Kuta
Utara
Kab. Badung 80361
150 Bali Uluwatu Badung Jl. Raya Uluwatu, Desa Ungasan, Kec. Kuta, Kab. Badung
151 Bali Pura Bagus Taruna Jl. Pura Bagus Teruna No. 522 Legian, Kab. Badung 80361
Badung
152 Nusa Tenggara Barat Pejanggik Mataram Jl. Pelangi No. 3–4 Kel. Cakranegara Barat, Kec. Cakranegara
West Nusa Tenggara Kota Mataram 83237
153 Sumatra Utara Bangsi Sembiring Jl. Kapten Bangsi Sembiring No. 92, Kel. Lau Cimba, Kec. Kabanjahe
North Sumatra Kabanjahe Kab. Karo 22114
154 Sumatra Utara Iskandar Muda Medan Jl. Iskandar Muda No. 304-310, Kel. Sei Sikambing, Kec. Medan Petisah
North Sumatra Kota Medan 20112
155 Sumatra Utara Kampung Baru Medan Jl. Brigjen Katamso No. 713, Kel. Medan Maimun, Kec. Kampung Baru
North Sumatra Kota Medan 20158
156 Sumatra Utara Podomoro Medan Podomoro City Deli Medan, Blok Office, Tower Office, Lantai L, Unit 01
North Sumatra Jl. Putri Hijau/Guru Patimpus No. 1 OPQ, Kel. Kesawan, Kec. Medan Barat
Kota Medan 20111
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Profil Perusahaan
Company Profile
Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
157 Sumatra Utara Sudirman Binjai Jl. Jend. Sudirman No. 49, Kel. Tangsi, Kota Binjai 20714
North Sumatra
158 Sumatra Utara Thamrin Medan Jl. Thamrin No. 1-D, Kel. Sidodadi, Kec. Medan Timur, Kota Medan 20234
North Sumatra
159 Sumatra Utara Palang Merah Medan Jl. Palang Merah 5 C-1 (d/h 5 E-F) Kesawan, Kec. Medan Barat
North Sumatra Kota Medan 20111
160 Sumatra Utara Asia Medan Jl. Asia No. 99 T-U, Kel. Sei Rengas II, Kec. Medan Area, Kota Medan 20214
North Sumatra
161 Sumatra Utara Pulo Brayan Medan Jl. Putri Hijau No. 223B, Pulo Brayan Darat, Kota Medan 20111
North Sumatra
162 Sumatra Utara Surabaya Medan Jl. Surabaya No. 53, Kel. Pasar Baru, Kec. Medan, Kota Medan 20212
North Sumatra
163 Sumatra Utara Zainul Arifin Medan Jl. KH Zainul Arifin No. 49-51, Kota Medan 20152
North Sumatra
164 Sumatra Barat Sudirman Padang Jl. Jend. Sudirman No. 21, Kota Padang 25112
West Sumatra
165 Sumatra Selatan Kolonel Atmo Palembang Jl. Kolonel Atmo No. 479, Kota Palembang 30125
South Sumatra
166 Lampung Malahayati Lampung Jl. Laksamana Malahayati No. 23, Kota Bandar Lampung 35221
167 Lampung Villa Citra Bandar Jl. Citra Raya Blok RB-8, Komplek Perumahan Villa Citra Tanjung Karang
Lampung Kota Bandar Lampung 35133
168 Jambi Jelutung Jambi Jl. Hayam Wuruk, Talang Jauh, Jelutung, Kota Jambi, 36133
169 Riau Sudirman Pekanbaru Jl. Jend. Sudirman No. 136–138, Kel. Sago, Kec. Senapelan
Kota Pekanbaru 28151
170 Kepulauan Riau Lubuk Baja Batam Jl. Imam Bonjol Komp Bumi Ayu Lestari Blok A No. 7/8, Lubuk Baja
Riau Islands Kota Batam 29432
171 Kepulauan Riau Palm Spring Batam Komplek Pertokoan Palm Spring Blok B3, No. 16 & 17
Riau Islands Kel. Taman Baloi, Kec. Batam Kota, Kota Batam 29432
172 Kepulauan Riau Pos Tanjung Pinang Jl. Pos No. 17 dan 17A, Kota Tanjung Pinang 29111
Riau Islands
173 Bangka Belitung Sudirman Pangkal Pinang Niaga Center, Jl. Jend. Sudirman Blok H dan I
Kel. Pasar Padi, Kec. Girimaya, Kota Pangkal Pinang 33131
174 Kalimantan Barat Ahmad Yani Pontianak Jl. Jend. Ahmad Yani, Komplek Villa Palma No. 1–2
West Kalimantan Kel. Parit Tokaya, Kec. Pontianak Selatan, Kota Pontianak 78121
175 Kalimantan Barat Juanda Pontianak Jl. Ir. H. Juanda No. 49–50, Kel. Darat Sekip, Kec. Pontianak Barat
West Kalimantan Kota Pontianak 78117
176 Kalimantan Timur Diponegoro Samarinda Jl. Diponegoro No. 88, Kota Samarinda 75112
East Kalimantan
177 Kalimantan Timur Sudirman Balikpapan Jl. Jend. Sudirman, RT012, Kel. Damai, Kota Balikpapan 76113
East Kalimantan
178 Kalimantan Timur Yos Sudarso Sangatta Jl. Yos Sudarso III (No.3) RT09, Teluk Lingga, Kel. Sangatta, Kec. Sangatta,
East Kalimantan Kab. Kutai Timur 75611
179 Kalimantan Selatan A. Yani Banjarmasin Jl. A. Yani KM 2 No. 1, RT 16, Kota Banjarmasin 70234
South Kalimantan
180 Kalimantan Selatan Akhmad Yani Banjarbaru Jl. Jend. Akhmad Yani KM 35 No. 33, Banjarbaru, Kota Banjarbaru 76131
South Kalimantan
181 Sulawesi Utara Piere Tendean Manado Jl. Piere Tendean Boulevard Ruko Mega Mas Blok 1 A1 No. 18-19 Kel.
North Sulawesi Wenang Selatan Lingkungan IV, Kota Manado 95111
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Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
182 Sulawesi Tengah Sudirman Palu Jl. Jend. Sudirman No. 19, Kel. Besusu Tengah, Kec. Palu Timur Kota Palu
Central Sulawesi 94111
183 Sulawesi Tenggara Abdullah Silondae Jl. Drs. H. Abdullah Silondae No. 135, Kel. Korumba, Kec. Mandonga Kota
Southeast Sulawesi Kendari Kendari 93111
184 Sulawesi Selatan Sudirman Makassar Jl. Jend. Sudirman No. 12, Kota Makassar 90113
South Sulawesi
B. Unit Usaha Syariah
Sharia Business Unit
Provinsi Nama Kantor Cabang Alamat Lengkap
No.
Province Branch Office Name Detail Address
1 DKI Jakarta Kelapa Gading Boulevard Jl. Kelapa Gading Boulevard Blok LB-1 No. 34–35, Jakarta Utara 14240
Jakarta
2 DKI Jakarta Tebet Supomo Jakarta Jl. Prof. Supomo, S.H., Tebet Barat Dalam VII No. 30, Jakarta Selatan 12810
3 DKI Jakarta Arteri Pondok Indah Jl. Arteri Pondok Indah No. 41B, RT001/08, Kebayoran Lama
Jakarta Jakarta Selatan 12240
4 DKI Jakarta Universitas Al-Azhar Kampus Universitas Al Azhar Indonesia Lantai Dasar
Jakarta Selatan Komplek Masjid Agung Al-Azhar, Jl. Sisingamangaraja Kebayoran Baru
Jakarta Selatan 12110
5 Jawa Barat Kapten Muslihat Bogor Jl. Kapten Muslihat 17, Kota Bogor 16121
West Java
6 Jawa Barat Merdeka Bandung Jl. Merdeka No. 66, Kota Bandung 40115
West Java
7 Banten Bintaro Sektor 7 Gedung Jaya II Bintaro Jaya Sektor VII, Pondok Aren
Tangerang Selatan Kota Tangerang Selatan 15224
8 DI Yogyakarta Mangkubumi Yogyakarta Jl. Pangeran Mangkubumi No. 26–28, Kota Yogyakarta 55232
9 Jawa Tengah Pandanaran Semarang Jl. Pandanaran No. 14, Kota Semarang 50241
Central Java
10 Jawa Timur Sudirman Surabaya Jl. Panglima Sudirman No.54–58, Kota Surabaya 60271
East Java
11 Aceh Pante Pirak Banda Aceh Jl. Pante Pirak No. 5–6, Kota Banda Aceh 23121
12 Sumatra Utara Zainul Arifin Medan Jl. KH Zainul Arifin No. 49–51, Kota Medan 20152
North Sumatra
13 Sumatra Selatan Kolonel Atmo Palembang Jl. Kolonel Atmo No. 479, RT12/RW05, Kel, 17 Ilir, Kota Palembang 30125
South Sumatra
14 Kalimantan Timur Diponegoro Samarinda Jl. P. Diponegoro No. 88, Kota Samarinda 75112
East Kalimantan
15 Kalimantan Akhmad Yani Banjarbaru Jl. Jend. Akhmad Yani KM. 35 No. 33, Banjarbaru, Kota Banjarbaru 70711
Selatan
South Kalimantan
16 Sulawesi Selatan Sudirman Makassar Jl. Jend. Sudirman No. 12, Kota Makassar 90113
South Sulawesi
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Profil Perusahaan
Company Profile
Struktur Organisasi
Organizational Structure
Struktur organisasi Permata Bank per tanggal 31 Desember 2025 The organizational structure of Permata Bank as of 31 December
adalah sebagai berikut: 2025 is as follows:
Dewan Pengawas Syariah
Sharia Supervisory Board
Direktur Utama
President Director
Meliza Musa Rusli
Direktur Consumer Direktur Corporate Direktur Keuangan & Unit Direktur Hukum &
Direktur Branch Network Banking Banking Usaha Syariah Direktur Teknologi Direktur Risiko Kepatuhan
Branch Network Director Consumer Banking Corporate Banking Finance & Sharia Business Technology Director Risk Director Legal & Compliance
Eddie Sajoga Director Director Unit Director Ahmad Mikail Madjid Setiatno Budiman Director
Djumariah Tenteram Evi Rudy Basyir Ahmad Dhien Tjahajani
Division Head, BBL Desk & Division Head, Division Head, Corporate Division Head, Corporate, Division Head, Division Head, Consumer Division Head,
Business Partnership Consumer Lending Banking Operational Risk Commercial Banking, Digital Delivery Credit Risk Management Anti Money Laundering
Siravash Haryanto & Business Support Treasury & UUS Business Julius Surbakti Juniarto Sianipar Willy Budiman
Sombatanantakorn Theresia Ong Finance
Chandra
Division Head, Division Head, Technology Division Head, Corporate, Division Head,
Division Head, Digital Business Division Head, Risk Management Commercial & EBB Credit Anti-Bribery & Corruption
National Non Branch Riga Sunkara Corporate Banking 1 Division Head, Bambang Triyogo Risk Management Arief Budiman
Sales Lambas Marasi Tua LG Financial Controller Tomi Yanto
Robi Kumala Fifi Gunawan
Division Head, BORM, Division Head, Information Division Head,
Customer Protection & Division Head, Services & Operations Division Head, Compliance Monitoring
Division Head, Loan Approval Corporate Banking 2 Division Head, Adityo Kristianto Credit & Training
Strategy & Sales Alya Bellina Aditya Nugraha Procurement Vendor Djon Ching Ucok Fernando DB
Management Management
Julius Cresna Ponthy Division Head, Enterprise
Division Head, Business Division Head, Data Management & Division Head, Division Head,
Development & Corporate Banking 3 Analytic Information Security Risk Compliance Regulatory
Division Head, Partnership Rudy Gunawan Division Head, Project Frenny Management Affairs Advisory
BORM Network Sudianto Management Office Daniel Victor Sirait Rachtomo
Dompak Manansar Pande Ketut Yodi
Laurencius Division Head, Widnyana
Division Head, Corporate Banking 5 Division Head, Operational Division Head, Cross
Private Banking Diana Risk Management Border Compliance
Division Head, Dewi Yana Division Head, Sharia Marijani Advisory
Customer Experience Advisory & Governance Deni Soeryadi Soegiarto
Anggunis Rimbawanti Division Head,
Division Head, WM, Corporate Credit Analyst Habibullah Division Head,
Consumer Deposit & Cash Ifan Dwipatria Risk Governance (Pjs) Division Head,
Management Ridwan Martawidjaja Fraud Risk Management
Division Head, Division Head,
Region Ricky Diego Yap Sharia Product Togi Fabert Pardede
Division Head, Ecosystem
Agus Salim Partnership & Syndication Rinaldi Agustian Azis Division Head,
Ella Aminoto Nathan Nugroho Special Asset Division Head,
Hendro Gunawan Management Legal Advisory
Jemmy Toding Division Head, Sharia
Luciana Dewi Solaiman Sales & Distribution Sandy Joyopurnomo Selly Riasari
Division Head,
Sahmil Ikhwan Financial Institutions Andri Yusfiana
Venny Selvia Division Head, Market Division Head, Legal
Wiwie Tandeis
Division Head, & Enterprise Risk Business Support & Data
Tax Management Management (MERM) Protection
Division Head, Benny Tresanto Tommy Novel Armansyah
Transaction Banking Santy
Richard Budiono
Division Head, Division Head,
Division Head, Consumer Collection & Recovery Litigation
Division Head, Banking, Branch
Network Business Muqlazh Yusufi Poulce O. E. Welang
Regional Industry Analysis Finance & Performance
TBA Management
Rakhmat Wijaya
Division Head, Business
Development Regional
Business Division Head, Sharia
Business Performance,
TBA System & Operations
Management
Yurandiza Kesuma
Division Head, Corporate
Real Estate Services
Grace Luwi
Division Head, Sharia
Business Operations Risk
Management (BORM)
Awaludin Gumbira
Division Head,
Sharia Digital Business
Rinaldi Agustian Azis (Pjs)
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Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris
Board of Commissioners
Komite Pemantau Risiko
Risk Monitoring Committee
Komite Remunerasi & Nominasi
Remuneration & Nomination Committee
Komite Audit
Audit Committee
Direktur People & Culture
People & Culture Director Chief of International
Chief of Commercial Chief of Corporate Affairs
Dayan Sadikin Business Development & Chief of Treasury Chief of Operations Chief of Internal Audit
Banking & Sustainability
Advisory Suryadi Ong Mujur Tandi Dony Fabian Suratno
Henry Widjaja Katharine Grace
Nithawadee Limpodom
Division Head, Division Head, Division Head, Internal Division Head, Balance Division Head, Consumer Division Head, Division Head,
People Partner Commercial Business Banking Sheet Management & Banking Operations Sustainability Credit Audit
Support & ORM Investor Relation
Darwin Tjindaidi Erni Avicenna Athar Harfelia Desti Anita Namira
Steven Andri Sri Heryanto Ignas Dwiardi Eti Candrawati Rumandung
Division Head, Division Head, Division Head, Division Head, Corporate Division Head, Corporate Division Head,
Division Head, & Commercial Banking Information Technology
Learning & Development Commercial Banking 1 Project Finance Economic Research Operations Communication Audit
Theresia Kusumaningtyas Siany Natalia Taruna Rendy Barlian Josua Pardede Lucyawati A. Hutagaol Glenn Ranti Andi Candra
Division Head, Division Head, Division Head, Rates Division Head, Division Head, Network &
Organization Commercial Banking 2 & Asset Liability Operations Excellence & Operations Audit
Development & Culture Management Transformation
Rudy Sugianto Dias Adiastuti Pujo Ari Wibowo Bambang Supriyatno
Imelda Kuswita
Hantorowati
Division Head, Division Head, Service Division Head, Advisory
Division Head, Excellence & Customer Audit Methodology &
People Planning & IR Commercial Banking 3 Division Head, Treasury Care Management Data Analytic
Suwardi Candra Business Support & ORM
Riski Fajriansyah Margareta Wong Jimmi Handoko
Deliany
Division Head, Division Head, Division Head, Division Head,
People System & Services Commercial Credit Division Head, Operations Operational Head Office Audit
Analyst Treasury Sales Risk Management
Theodora Susi Yosefine Ratih Wulan Indrawati
Oh David Husodo Honny Koesmo Listiyah Miniarti
Division Head,
Remuneration & Payroll Division Head, Division Head, Foreign Division Head,
Commercial Funding Exchange Trading Treasury Operations
Devina Renata Sianipar
Verry Dias Adiastuti Anggia Dewi Elizabeth
Division Head, Hantorowati (Pjs)
Talent Acquisition
Maria Patricia Gautama
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Profil Perusahaan
Company Profile
Struktur Komite
Committee Structure
Struktur organisasi komite-komite yang berada di bawah The following is the organizational structure of committees
pengawasan Dewan Komisaris dan komite yang berada di bawah overseen by the Board of Commissioners and committees
Direksi (termasuk sub komite) hingga tanggal 31 Desember 2025 overseen by the Board of Directors (including sub committees)
adalah sebagai berikut: until 31 December 2025:
Dewan Komisaris
Board of Commissioners
Komite Remunerasi dan Nominasi
Komite Audit Komite Pemantau Risiko
Remuneration and Nomination
Audit Committee Risk Monitoring Committee
Committee
Direksi
Board of Directors
Komite Manajemen Komite Pengarah
Komite Aset & Liabilitas
Risiko Komite Kredit Teknologi Informasi Komite Pensiun Komite Keberlanjutan
Asset & Liabilities
Risk Management Credit Committee Information Technology Pension Committee Sustainability Committee
Committee
Committee Steering Committee
Komite Komite Advokasi Komite
Komite Risiko Komite Special Aset
Penilaian Model Konsumen
Operasional Kebijakan Kredit Management
Model Customer
Operational Risk Credit Policy Special Asset
Assessment Advocacy
Committee Committee Management
Committee Committee
Committee
Komite
Pengawas Fraud
Fraud Oversight
Committee
Penjelasan lengkap dan mendalam tentang mengenai A complete and in-depth explanation of membership in
keanggotaan dalam komite, kewajiban dan tanggung jawab committees, the obligations and responsibilities of each
masing-masing komite, serta frekuensi pelaksanaan rapat committee, as well as the frequency of meetings, is described in
diuraikan secara rinci pada bab Tata Kelola Perusahaan, detail in the Corporate Governance chapter, page 554.
halaman 554.
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Keanggotaan dalam Asosiasi
Membership in Association
Permata Bank berperan aktif dalam berbagai asosiasi industri Permata Bank plays an active role in a number of industry
yang tergabung di sektor jasa keuangan dan pasar modal. associations in the financial services and capital markets sectors.
Permata Bank terdaftar sebagai anggota dalam asosiasi tersebut Permata Bank is registered as a member of this association and
dan turut terlibat dalam berbagai diskusi yang membantu participates in various discussions that assist the government and
pemerintahan dan masyarakat untuk menciptakan produk society in developing financial products and services that benefit
dan layanan keuangan yang memberikan manfaat bagi para stakeholders.
pemangku kepentingan.
Berikut ini adalah daftar keanggotaan Permata Bank dalam The following is a list of Permata Bank’s membership in
asosiasi, termasuk namun tidak terbatas: associations, including but not limited to:
Lingkup Sosial
Nama Asosiasi Posisi Permata Bank dalam Asosiasi
No. Scope of
Name of Association Position of Permata Bank in the Association
Association
1 Perhimpunan Bank Nasional (PERBANAS) • Anggota Bidang Pajak, Keuangan dan Nasional
Association of Private National Banks (PERBANAS) Regulatory Reporting National
Member of Tax, Finance and Regulatory
Reporting Division
• Anggota Bidang Hukum dan Kepatuhan
Member of Legal and Compliance Division
2 Ikatan Bankir Indonesia (IBI) • Komite Audit Nasional
Indonesia Banker Institute (IBI) Audit Committee National
• Anggota Bidang Organisasi, Keanggotaan
dan Advokasi
Member of the Organization, Membership,
and Advocacy Division
• Anggota Bidang Pembinaan dan
Pengembangan Profesi
Member of the Professional Development
and Coaching Division
• Ketua Bidang Sosial
Chairwoman of the Social Division
• Anggota Bidang Olahraga
Member of the Sports Division
3 Indonesian Corporate Secretary Association (ICSA) Ketua Umum Nasional
Chairwoman National
4 Asosiasi Sistem Pembayaran Indonesia (ASPI) Ketua Komite 7-Penguatan SDM Sistem Nasional
Indonesian Payment System Association (ASPI) Pembayaran National
Chairman of Committee 7-Strengthening
Human Resources for Payment Systems
5 Lembaga Alternatif Penyelesaian Sengketa Perbankan Anggota Nasional
Indonesia (LAPSPI) Member National
Indonesian Banking Dispute Resolution Alternative
Institution (LAPSPI)
6 Forum Komunikasi Direktur Kepatuhan Perbankan Ketua Bidang Pelatihan Nasional
(FKDKP) Head of the Training Division National
Communication Forum of Banking Compliance Directors
(FKDKP)
2025 Annual Report PT Bank Permata Tbk 109
Page 112
Profil Perusahaan
Company Profile
Profil Dewan Komisaris
Board of Commissioners’ Profile
Riwayat Pendidikan
• Master di bidang Management dari Sloan School of Management, Massachusetts Institute
of Technology, Amerika Serikat (1984).
• Master di bidang Chemical Engineering dari Sloan School of Management, Massachusetts
Institute of Technology, Amerika Serikat (1983).
• Bachelor di bidang Chemical Engineering dari Worcester Polytechnic Institute, Amerika
Serikat (1980).
Dasar Hukum Pengangkatan
• Diangkat sebagai Komisaris Utama Permata Bank oleh Rapat Umum Pemegang Saham
Luar Biasa Permata Bank tanggal 23 April 2020, serta masa jabatan efektif pada tanggal
20 Mei 2020.
• Diangkat kembali sebagai Komisaris Utama Permata Bank oleh Rapat Umum Pemegang
Saham Tahunan Permata Bank tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai
posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Anggota the Board of Trustees, Bangkok University (2009–2022).
• Anggota the National Economic Reform Committee (2017–2020).
• Board of the National Science and Technology Development Agency (2013–2021).
• Anggota the Board Trustee Singapore Management University (2004–2016)
• Anggota the Board of Investment (2011–2014).
• Ketua the Thai Bankers’ Association (2010–2014).
• Direktur the Payment Systems Committee (2010–2014).
• Direktur the Thai Asset Management Corporation (2010–2011).
• Anggota the National Legislative Assembly (2006–2008).
• Ketua the Thai Bankers’ Association (2002–2006).
• Direktur the Thai Asset Management Corporation (2002–2006).
• Direktur the VISA International-Asia Pacific (2001–2008).
Rangkap Jabatan
Chartsiri Sophonpanich Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
1. President of Bangkok Bank Public Company Limited (sejak 1994).
Komisaris Utama 2. Director of Bangkok Post Public Company Limited (sejak 1993).
President Commissioner
Rangkap jabatan pada perusahaan dan institusi lainnya:
1. Chairman of Bangkok Bank (China) Company Limited (sejak 2009).
Warga Negara Thailand, berusia 2. Member of the National Strategy Committee (sejak 2017).
66 tahun, berdomisili di Thailand. Jabatan pada Komite Permata Bank:
Thai Citizen, 66 years old, resides Tidak memiliki jabatan di Komite di Permata Bank.
in Thailand. Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Sertifikasi Penyelarasan Manajemen Risiko untuk Komisaris Jenjang 7, “Ensuring Data and
GRC Integrity to Strengthen Banking Resilience and Sustainability”, diselenggarakan oleh
Indonesian Risk Professional Association (8 Oktober 2025).
Hubungan Afiliasi
Beliau memiliki hubungan afiliasi dengan pemegang saham pengendali (Bangkok Bank
Public Company Limited).
110 PT Bank Permata Tbk Laporan Tahunan 2025
Page 113
Educational Background
• Master’s in Management from the Sloan School of Management, Massachusetts Institute
of Technology, United States (1984).
• Master’s in Chemical Engineering from the Sloan School of Management, Massachusetts
Institute of Technology, United States (1983).
• Bachelor’s degree in Chemical Engineering from Worcester Polytechnic Institute, United
States (1980).
Legal Basis of Appointment
• Appointed as President Commissioner of Permata Bank by Extraordinary General Meeting
of Shareholders of Permata Bank on 23 April 2020 and effective on 20 May 2020.
• Reappointed as President Commissioner of Permata Bank by Annual General Meeting of
Shareholders of Permata Bank on 6 April 2023.
Work Experience
He has extensive experience in the banking sector and has held various leadership positions
in several companies, including:
• Member of the Board of Trustees, Bangkok University (2009–2022).
• Member of the National Economic Reform Committee (2017–2020).
• Board of the National Science and Technology Development Agency (2013–2021).
• Member of the Board of Trustees Singapore Management University (2004–2016).
• Member of the Board of Investment (2011–2014).
• Chairman of the Thai Bankers’ Association (2010–2014).
• Director of the Payment Systems Committee (2010–2014).
• Director of the Thai Asset Management (2010–2011).
• Member of the National Legislative Assembly (2006–2008).
• Chairman of the Thai Bankers’ Association (2002–2006).
• Director of the Thai Asset Management Corporation (2002–2006).
• Director of the VISA International-Asia Pacific (2001–2008).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
1. President of Bangkok Bank Public Company Limited (since 1994).
2. Director of Bangkok Post Public Company Limited (since 1993).
Concurrent positions in other companies and institutions:
1. Chairman of Bangkok Bank (China) Company Limited (since 2009).
2. Member of the National Strategy Committee (since 2017).
Committee positions at Permata Bank:
Does not hold any position on the Committee at Permata Bank.
Education and Training in 2025
He participated in the following education and training program in 2025:
• Certification Alignment of Risk Management for BOC Level 7, “Ensuring Data and GRC
Integrity To Strengthen Banking Resilience and Sustainability”, organized by Indonesian
Risk Professional Association (8 October 2025).
Affiliate Relations
He has an affiliate relation with the controlling shareholder (Bangkok Bank Public
Company Limited).
2025 Annual Report PT Bank Permata Tbk 111
Page 114
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Science di bidang Management dari Massachusetts Institute of Technology
(1998).
• Bachelor of Arts di bidang Philosophy, Politics, and Economics dari Oxford University
(1991).
Dasar Hukum Pengangkatan
• Diangkat sebagai Komisaris berdasarkan keputusan Rapat Umum Pemegang Saham Luar
Biasa tanggal 23 April 2020, dengan masa jabatan efektif sejak tanggal 26 Mei 2020.
• Diangkat kembali sebagai Komisaris Permata Bank oleh Rapat Umum Pemegang Saham
Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai
posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Chairman, Bangkok Capital Asset Management Company Limited (2015–2024).
• Executive Vice President, Bangkok Bank Public Company Limited (2005–2011).
• President, Bualuang Securities Public Company Limited (2002–2005).
• President & CEO, Bualuang Finance Company Limited (2000–2001).
• Vice President, Bangkok Bank Public Company Limited (1999–2000).
• Assistant Vice President, Bangkok Bank Public Company Limited (1998–1999).
• Analyst, Investment Banking, Morgan Stanley (1993–1996).
• Economist, Government of Singapore Investment Corporation (GIC) (1991–1993).
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
1. Director, Bangkok Bank Public Company Limited (sejak 2022).
2. Senior Executive Vice President, Bangkok Bank (sejak 2011).
3. Chairman, Asia Cement Public Company Limited (sejak 2011).
4. Executive Chairman, Bualuang Securities Public Company Limited (sejak 2005).
5. Director, Bumrungrad Hospital Public Company Limited (sejak 2001).
Chong Toh Rangkap jabatan pada perusahaan dan institusi lainnya:
1. Senior Advisor, Morgan Stanley Thailand (sejak 2017).
Komisaris 2. Director, Bangkok Bank (China) Company Limited (sejak 2009).
Commissioner 3. Executive Chairman, BBL Asset Management Company Limited
(sejak 10 September 2024).
Warga Negara Malaysia, berusia Jabatan pada Komite Permata Bank:
1. Anggota Komite Pemantau Risiko.
57 tahun, berdomisili di Thailand. 2. Anggota Komite Remunerasi dan Nominasi.
Malaysian Citizen, 57 years old,
Pendidikan dan Pelatihan Tahun 2025
resides in Thailand. Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Refreshment of Risk Management Certification Jenjang 6, diselenggarakan oleh
Indonesian Risk Professional Association (IRPA) (8 Oktober 2025).
Hubungan Afiliasi
Beliau memiliki hubungan afiliasi dengan pemegang saham pengendali (Bangkok Bank
Public Company Limited).
112 PT Bank Permata Tbk Laporan Tahunan 2025
Page 115
Educational Background
• Master of Science in Management from the Massachusetts Institute of Technology (1998).
• Bachelor of Arts in Philosophy, Politics, and Economics from Oxford University (1991).
Legal Basis of Appointment
• Appointed as Commissioner based on the decision of the Extraordinary General Meeting
of Shareholders on 23 April 2020, with an effective term of office from 26 May 2020.
• Reappointed as Commissioner of Permata Bank by the Annual General Meeting of
Shareholders on 6 April 2023.
Work Experience
He has extensive experience in the banking sector and has held various leadership positions
in several companies, including:
• Chairman, Bangkok Capital Asset Management Company Limited (2015–2024).
• Executive Vice President, Bangkok Bank Public Company Limited (2005–2011).
• President, Bualuang Securities Public Company Limited (2002–2005).
• President & CEO, Bualuang Finance Company Limited (2000–2001).
• Vice President, Bangkok Bank Public Company Limited (1999–2000).
• Assistant Vice President, Bangkok Bank Public Company Limited (1998–1999).
• Analyst, Investment Banking, Morgan Stanley (1993–1996).
• Economist, Government of Singapore Investment Corporation (GIC) (1991–1993).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
1. Director, Bangkok Bank Public Company Limited (since 2022).
2. Senior Executive Vice President, Bangkok Bank (since 2011).
3. Chairman, Asia Cement Public Company Limited (since 2011).
4. Executive Chairman, Bualuang Securities Public Company Limited (since 2005).
5. Director, Bumrungrad Hospital Public Company Limited (since 2001).
Concurrent positions in other companies and institutions:
1. Senior Advisor, Morgan Stanley Thailand (since 2017).
2. Director, Bangkok Bank (China) Company Limited (since 2009).
3. Executive Chairman, BBL Asset Management Company Limited
(since 10 September 2024).
Committee positions at Permata Bank:
1. Member of Risk Monitoring Committee.
2. Member of Remuneration and Nomination Committee.
Education and Training in 2025
He participated in the following education and training program in 2025:
• Refreshment of Risk Management Certification Level 6, Indonesian Risk Professional
Association (IRPA) (8 October 2025).
Affiliate Relations
He has an affiliate relation with the controlling shareholder (Bangkok Bank Public
Company Limited).
2025 Annual Report PT Bank Permata Tbk 113
Page 116
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Business Administration, jurusan Finance dari Saint Louis University, Amerika
Serikat (1992).
• Bachelor of Engineering, jurusan Industrial Engineering dari Chulalongkorn University (1989).
Dasar Hukum Pengangkatan
• Diangkat sebagai Komisaris berdasarkan keputusan Rapat Umum Pemegang Saham Luar
Biasa tanggal 23 April 2020, dengan masa jabatan efektif sejak tanggal 20 Mei 2020.
• Diangkat kembali sebagai Komisaris Permata Bank oleh Rapat Umum Pemegang Saham
Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai posisi
kepemimpinan pada beberapa perusahaan, antara lain:
• Senior Executive Vice President, yang bertanggung jawab pada Industri Penerangan,
Energi, Konglomerat 3, Perdagangan, Industri Jasa, Industri Gula, Otomotif dan Alat Berat,
Tekstil dan Garmen, Multinasional 1, Multinasional 2, Perusahaan Tiongkok, Usaha Khusus,
Kimia dan Petrokimia 1, Kimia dan Petrokimia 2, Corporate Banking, Bangkok Bank Public
Company Limited (2024).
• Senior Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
Konglomerat 3, Perdagangan, Industri Pelayanan, Industri Gula, Otomotif dan Alat Berat,
Tekstil dan Garmen, Corporate Banking, Bangkok Bank Public Company Limited (2022).
• Senior Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
Konglomerat 3, Perdagangan, Industri Jasa, Industri Gula, Otomotif dan Alat Berat, Tekstil
dan Garmen, Konglomerat 1, Elektronik dan Komponen Komputer, Corporate Banking,
Bangkok Bank Public Company Limited (2021).
• Senior Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
Konglomerat 3, Perdagangan dan Manajer Energi, Corporate Banking Bangkok Bank Public
Company Limited (2019).
• Direktur, Otoritas Pembangkit Listrik Thailand (2019–30 September 2023).
• Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
Konglomerat 3, Perdagangan dan Manager Energi, Corporate Banking, Bangkok Bank Public
Niramarn Laisathit Company Limited (2016–2019).
• Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
Komisaris Konglomerat 3, Multinational 1 dan Manager Energi, Corporate Banking, Bangkok Bank
Commissioner Public Company Limited (2015–2016).
• Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
Industri Jasa dan Manager Energi, Metropolitan Corporate Banking, Bangkok Bank Public
Warga Negara Thailand, berusia Company Limited (2013–2015).
• Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
58 tahun, berdomisili di Thailand. Industri Jasa, Tekstil dan Garmen dan Manager Energi, Metropolitan Corporate Banking,
Thai Citizen, 58 years old, resides Bangkok Bank Public Company Limited (2012–2013).
• Executive Vice President, yang bertanggung jawab pada Industri Penerangan, Energi,
in Thailand. Industri Jasa, Tekstil dan Garmen dan Manager Energi, Metropolitan Corporate Banking dan
Manager Departemen Proyek, Investment Banking Group, Bangkok Bank Public Company
Limited (2010–2012).
• Executive Vice President, Manager Manajemen Risiko dan Departemen Proyek, Investment
Banking Group, Bangkok Bank Public Company Limited (2008–2010).
• Executive Vice President, Manager Energi, Metropolitan Corporate Banking dan
bertanggung jawab pada Departemen Proyek, Investment Banking Group, Bangkok Bank
Public Company Limited (2007–2008).
• Senior Vice President, Divisi Proyek Keuangan, Bangkok Bank Public Company Limited
(2004–2007).
• Vice President, Departemen Keuangan, Bangkok Bank Public Company Limited
(1999–2004).
• Assistant Vice President, Senior Marketing Officer, Departemen Keuangan, Bangkok Bank
Public Company Limited (1996–1999).
• Marketing Officer, Departemen Keuangan, Bangkok Bank Public Company Limited
(1992–1996).
• Management Trainee, Gateaux House Company Limited (1989).
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
1. Director, Indorama Ventures Public Company Limited (April 2024).
2. Executive Director, Bangkok Bank Public Company Limited (sejak 2023).
3. Senior Executive Vice President bertanggung jawab atas Corporate Banking di Bangkok
Bank Public Company Limited (sejak 2020).
Rangkap jabatan pada perusahaan dan institusi lainnya:
1. Director, Electricity Generating Authority of Thailand (Februari 2024).
2. Director, Perennial HC Holdings Pte. Ltd. (sejak 2019).
3. Director, Bangkok Bank (China) Company Limited (sejak 2009).
Jabatan pada Komite Permata Bank:
1. Anggota Komite Pemantau Risiko.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Refreshment of Risk Management Certification Jenjang 6, diselenggarakan oleh Indonesian
Risk Professional Association (IRPA) (8 Oktober 2025).
Hubungan Afiliasi
Beliau memiliki hubungan afiliasi dengan pemegang saham pengendali (Bangkok Bank Public
Company Limited).
114 PT Bank Permata Tbk Laporan Tahunan 2025
Page 117
Educational Background
• Master of Business Administration, majoring in Finance from Saint Louis University, United
States (1992).
• Bachelor of Engineering, majoring in Industrial Engineering from Chulalongkorn University
(1989).
Legal Basis of Appointment
• Appointed as Commissioner based on the decision of the Extraordinary General Meeting of
Shareholders on 23 April 2020, with an effective term of office from 20 May 2020.
• Reappointed as Commissioner of Permata Bank by the Annual General Meeting of
Shareholders on 6 April 2023.
Work Experience
She has extensive experience in the banking sector and has held various leadership positions in
several companies, including:
• Senior Executive Vice President, in charge of Light Industry, Energy, Conglomerate 3, Trading,
Service Industry, Sugar Industry, Automobile and Heavy Equipment, Textile and Garment,
Multinational 1, Multinational 2, Chinese Corporate, Special Business, Chemical and
Petrochemical 1, Chemical and Petrochemical 2, Corporate Banking, Bangkok Bank Public
Company Limited (2024).
• Senior Executive Vice President, in charge of the Information Industry, Energy, Conglomerate
3, Trade, Service Industry, Sugar Industry, Automotive and Heavy Equipment, Textiles and
Garments, Corporate Banking, Bangkok Bank Public Company Limited (2022).
• Senior Executive Vice President, in charge of Light Industry, Energy, Conglomerate 3, Trading,
Service Industry, Sugar Industry, Automotive and Heavy Equipment, Textile and Garment,
Conglomerate 1, Electronics and Computer Parts, Corporate Banking, Bangkok Bank Public
Company Limited (2021).
• Senior Executive Vice President, in charge of Light Industry, Energy, Conglomerate 3, Trading
and Manager of Energy, Corporate Banking, Bangkok Bank Public Company Limited (2019).
• Director, Electricity Generating Authority of Thailand (2019–30 September 2023).
• Executive Vice President, in charge of Light Industry, Energy, Conglomerate 3, Trading and
Manager of Energy, Corporate Banking, Bangkok Bank Public Company Limited
(2016–2019).
• Executive Vice President, in charge of Light Industry, Energy, Conglomerate 3, Multinational
1 and Manager of Energy, Corporate Banking, Bangkok Bank Public Company Limited
(2015–2016).
• Executive Vice President, in charge of Light Industry, Energy, Service Industry and Manager
of Energy, Metropolitan Corporate Banking, Bangkok Bank Public Company Limited
(2013–2015).
• Executive Vice President, in charge of Light Industry, Energy, Service Industry, Textile and
Garment and Manager of Energy, Metropolitan Corporate Banking, Bangkok Bank Public
Company Limited (2012–2013).
• Executive Vice President, in charge of Light Industry, Energy, Service Industry, Textile
and Garment and Manager of Energy, Metropolitan Corporate Banking and Manager of
Project Department, Investment Banking Group, Bangkok Bank Public Company Limited
(2010–2012).
• Executive Vice President, Manager of Risk Management and Project Department, Investment
Banking Group, Bangkok Bank Public Company Limited (2008–2010).
• Executive Vice President, Manager of Energy, Metropolitan Corporate Banking and in charge
of Project Department, Investment Banking Group, Bangkok Bank Public Company Limited
(2007–2008).
• Senior Vice President, Project Finance Division, Bangkok Bank Public Company Limited
(2004–2007).
• Vice President, Corporate Finance Department, Bangkok Bank Public Company Limited
(1999–2004).
• Assistant Vice President, Senior Marketing Officer, Corporate Finance Department, Bangkok
Bank Public Company Limited (1996–1999).
• Marketing Officer, Corporate Finance Department, Bangkok Bank Public Company Limited
(1992–1996).
• Management Trainee, Gateaux House Company Limited (1989).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
1. Director, Indorama Ventures Public Company Limited (April 2024).
2. Executive Director, Bangkok Bank Public Company Limited (since 2023).
3. Senior Executive Vice President responsible for Corporate Banking at Bangkok Bank Public
Company Limited (since 2020).
Concurrent positions in other companies and institutions:
1. Director, Electricity Generating Authority of Thailand (February 2024).
2. Director, Perennial HC Holdings Pte. Ltd. (since 2019).
3. Director, Bangkok Bank (China) Company Limited (since 2009).
Committee positions at Permata Bank:
1. Member of Risk Monitoring Committee.
Education and Training in 2025
She participated in the following education and training program in 2025:
• Refreshment of Risk Management Certification Level 6, organized by Indonesian Risk
Professional Association (IRPA) (8 October 2025).
Affiliate Relations
She has an affiliate relation with the controlling shareholder (Bangkok Bank Public Company
Limited).
2025 Annual Report PT Bank Permata Tbk 115
Page 118
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Science di bidang Industrial Management dari University of Dallas, Amerika
Serikat (1978).
• Bachelor of Engineering dari Michigan Technological University, Amerika Serikat (1977).
Dasar Hukum Pengangkatan
• Diangkat sebagai Komisaris Permata Bank oleh Rapat Umum Pemegang Saham Luar
Biasa Permata Bank tanggal 23 April 2020, serta masa jabatan efektif pada tanggal
20 Mei 2020 sampai dengan 8 Juni 2021.
• Diangkat sebagai Direktur Utama Permata Bank oleh Rapat Umum Pemegang Saham
Luar Biasa Permata Bank tanggal 27 April 2021, serta masa jabatan efektif sebagai
Direktur Utama pada tanggal 9 Juni 2021 sampai dengan 19 Mei 2022.
• Diangkat sebagai Komisaris Permata Bank oleh Rapat Umum Pemegang Saham Tahunan
tanggal 20 Mei 2022, serta masa jabatan efektif sebagai Komisaris pada tanggal
27 Juni 2022.
• Diangkat kembali sebagai Komisaris Permata Bank oleh Rapat Umum Pemegang Saham
Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai
posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Komisaris Permata Bank (sejak 27 Juni 2022).
• Direktur Utama Permata Bank (9 Juni 2021–19 Mei 2022).
• Komisaris Permata Bank (20 Mei 2020–8 Juni 2021).
• Executive Advisor, Bangkok Bank Public Company Limited-Indonesia (2019–2020).
• General Manager, Bangkok Bank Public Company Limited-Indonesia (2002–2019).
• Chief Executive, Officer Bangkok Bank Berhad, Malaysia (1996–2002).
• Branch Manager, Bangkok Bank Public Company Limited-Shanghai, China (1993–1996).
• Branch Manager, Bangkok Bank Public Company Limited-Indonesia (1989–1993).
• Assistant Branch Manager, Bangkok Bank Public Company Limited-Indonesia
(1986– 1989).
• International Country Officer, Bangkok Bank Public Company Limited-Head Office,
Chalit Tayjasanant Thailand (1984–1986).
• Domestic Banking Unit, Bangkok Bank Public Company Limited-Head Office, Thailand
Komisaris (1981–1984).
Commissioner • Department of Armament, Royal Thai Air Force, Thailand (1979–1980).
Rangkap Jabatan
Warga Negara Thailand, berusia Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
72 tahun, berdomisili di Thailand. maupun luar negeri.
Thai Citizen, 72 years old, resides
Rangkap jabatan pada perusahaan dan institusi lainnya:
in Thailand. Tidak merangkap jabatan di perusahaan dan institusi lainnya.
Jabatan pada Komite Permata Bank:
1. Anggota Komite Pemantau Risiko.
2. Anggota Komite Remunerasi dan Nominasi.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Sertifikasi Penyelarasan Manajemen Risiko Untuk Komisaris Jenjang 7, “Ensuring Data and
GRC Integrity to Strengthen Banking Resilience and Sustainability”, diselenggarakan oleh
Indonesian Risk Professional Association (8 Oktober 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Dewan
Pengawas Syariah, Direksi, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
116 PT Bank Permata Tbk Laporan Tahunan 2025
Page 119
Educational Background
• Master of Science in Industrial Management from the University of Dallas, United States
(1978).
• Bachelor of Engineering from Michigan Technological University, United States (1977).
Legal Basis of Appointment
• Appointed as Commissioner of Permata Bank by the Extraordinary General Meeting of
Shareholders of Permata Bank on 23 April 2020, with an effective term of office from
20 May 2020 to 8 June 2021.
• Appointed as President Director of Permata Bank by the Extraordinary General Meeting
of Shareholders of Permata Bank on 27 April 2021, with an effective term of office as
President Director from 9 June 2021 to 19 May 2022.
• Appointed as Commissioner of Permata Bank by the Annual General Meeting of
Shareholders on 20 May 2022, with an effective term of office as Commissioner on
27 June 2022.
• Reappointed as Commissioner of Permata Bank by the Annual General Meeting of
Shareholders on 6 April 2023.
Work Experience
He has extensive experience in the banking sector and has held various leadership positions
in several companies, including:
• Commissioner of Permata Bank (since 27 June 2022).
• President Director of Permata Bank (9 June 2021–19 May 2022).
• Commissioner of Permata Bank (20 May 2020–8 June 2021).
• Executive Advisor, Bangkok Bank Public Company Limited-Indonesia (2019–2020).
• General Manager, Bangkok Bank Public Company Limited-Indonesia (2002–2019).
• Chief Executive Officer, Bangkok Bank Berhad, Malaysia (1996–2002).
• Branch Manager, Bangkok Bank Public Company Limited-Shanghai, China (1993–1996).
• Branch Manager, Bangkok Bank Public Company Limited-Indonesia (1989–1993).
• Assistant Branch Manager, Bangkok Bank Public Company Limited-Indonesia
(1986–1989).
• International Country Officer, Bangkok Bank Public Company Limited-Head Office,
Thailand (1984–1986).
• Domestic Banking Unit, Bangkok Bank Public Company Limited-Head Office, Thailand
(1981–1984).
• Department of Armament, Royal Thai Air Force, Thailand (1979–1980).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Member of Risk Monitoring Committee.
2. Member of Remuneration and Nomination Committee.
Education and Training in 2025
He participated in the following education and training program in 2025:
• Certification Alignment of Risk Management for BOC Level 7, “Ensuring Data and GRC
Integrity to Strengthen Banking Resilience and Sustainability” organized by Indonesian
Risk Professional Association (8 October 2025).
Affiliate Relations
He has no affiliate relations with other members of the Board of Commissioners, the Sharia
Supervisory Board, the Board of Directors, main shareholders, or with controlling shareholders
either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 117
Page 120
Profil Perusahaan
Company Profile
Riwayat Pendidikan
Sarjana Ekonomi Jurusan Akuntansi dari Universitas Indonesia (1982).
Sertifikasi Profesional
• Anggota Ikatan Akuntan Indonesia (IAI)-Chartered Accountant (CA).
• Anggota Institut Akuntan Publik Indonesia (IAPI)-Akuntan Publik Bersertifikat (CPA).
• Anggota Ikatan Bankir Indonesia (IBI).
Dasar Hukum Pengangkatan
• Pertama kali diangkat sebagai Komisaris Independen berdasarkan keputusan Rapat
Umum Pemegang Saham Luar Biasa tanggal 26 September 2017, dengan masa jabatan
efektif sejak tanggal 8 November 2017.
• Diangkat kembali sebagai Komisaris Independen berdasarkan keputusan Rapat Umum
Pemegang Saham Tahunan tanggal 14 April 2020.
• Diangkat kembali sebagai Komisaris Independen Permata Bank oleh Rapat Umum
Pemegang Saham Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang keuangan dan perbankan serta menjabat di
berbagai posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Anggota Komite Audit di Universitas Indonesia (November 2016–Juli 2024).
• Ketua Audit Komite PT Bank Permata Tbk (November 2019–Mei 2023).
• Anggota Komite Tata Kelola Terintegrasi Permata Bank (Januari 2020–September 2022).
• Komisaris Independen dan Ketua Komite Audit PT Cardig Aero Services (November 2019–
Juni 2021).
• Anggota Komite Audit PT Unilever Tbk (Oktober 2016–April 2022).
• Country Senior Partner di PricewaterhouseCoopers (PwC) Indonesia (1996–2006).
• Partner di PricewaterhouseCoopers (PwC) Indonesia (1990–Juni 2017).
• Senior Auditor di PwC Australia (1978).
• Asisten Manager di Arthur Young (KAP Santoso Harsokusumo Indonesia) (1980–1984).
Rangkap Jabatan
Haryanto Sahari Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
1. Anggota Komite Audit PT Indosat Tbk (sejak Mei 2024).
Komisaris Independen 2. Anggota Komite Audit PT Cardig Aero Service Tbk (sejak Juni 2021).
Independent Commissioner 3. Anggota Komite Audit PT Jasa Angkasa Semesta Tbk (sejak Januari 2020).
4. Anggota Komite Audit PT Medikaloka Hermina Tbk (sejak November 2017).
Warga Negara Indonesia, Rangkap jabatan pada perusahaan dan institusi lainnya:
1. Anggota Dewan Pengawas dan Ketua Komite Audit Lembaga Pengelola Investasi
berusia 69 tahun, berdomisili di Indonesia (INA) (sejak Januari 2021).
Indonesia. 2. Anggota Komite Audit Kementerian Kesehatan (sejak Agustus 2022).
Indonesian Citizen, 69 years old, Jabatan pada Komite Permata Bank:
resides in Indonesia. 1. Ketua Komite Pemantau Risiko
2. Anggota Komite Remunerasi dan Nominasi.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• PPL Pasar Modal IAPI-OJK Update Peraturan Otoritas Jasa Keuangan (POJK) dan
Penerapan Engagement Quality Control Review (EQCR) serta Peran Komunikasi kepada
Regulator dalam Rangka Mitigasi Risiko Audit oleh IAPI (29 April 2025).
• Refreshment & Pelatihan Online Manajemen Risiko Perbankan Kualifikasi 6 oleh Maisa
Edukasi (14 Agustus 2025).
• PPL Online KEPAP 21 Kepatuhan terhadap Kode Etik, Prinsip Dasar Etika Noclar, serta
Independensi dalam Perikatan Audit, Perikatan Reviu, dan Perikatan Asuransi Lainnya oleh
IAPI (18 Agustus 2025).
• PPL IAPI-OJK Aspek Akuntansi dan Audit atas Transaksi Dana Pihak Ketiga Surat Berharga
Diterbitkan dan Pinjaman Diterima, Derivatif, Penyertaan, Transaksi Jasa Perbankan, dan
Laporan L/R (untuk Bank Konvensional) serta Update Perkembangan Bank Syariah di
Indonesia) oleh IAPI (2 September 2025).
• PPL Online IAPI Update PSAK Terkini dalam Penyusunan Laporan Keuangan oleh IAPI
(11 September 2025).
• Global Banking Summit 2025 di London oleh Financial Times (2–4 Desember 2025).
• PPL Online IAPI Analitik Bisnis untuk Akuntan Publik (5 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Dewan
Pengawas Syariah, Direksi, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
118 PT Bank Permata Tbk Laporan Tahunan 2025
Page 121
Educational Background
Bachelor of Economics majoring in Accounting from the University of Indonesia (1982).
Professional Certification
• Member of the Indonesian Association of Accountants (IAI)-Chartered Accountant (CA).
• Member of the Indonesian Institute of Public Accountants (IAPI)-Certified Public
Accountant (CPA).
• Member of the Indonesian Bankers Association (IBI).
Legal Basis of Appointment
• Appointed as Independent Commissioner based on the decision of the Extraordinary
General Meeting of Shareholders on 26 September 2017, with an effective term of office
from 8 November 2017.
• Reappointed as Independent Commissioner based on the decision of the Annual General
Meeting of Shareholders on 14 April 2020.
• Reappointed as Independent Commissioner of Permata Bank by the Annual General
Meeting of Shareholders on 6 April 2023.
Work Experience
He has extensive experience in the finance and banking sector and has held various
leadership positions in several companies, including:
• Member of the Audit Committee at the University of Indonesia (November 2016–
July 2024).
• Chairman of the Audit Committee of PT Bank Permata Tbk (November 2019–May 2023).
• Member of the Permata Bank Integrated Governance Committee (January 2020–
September 2022).
• Independent Commissioner and Chairman of the Audit Committee of PT Cardig Aero
Services (November 2019–June 2021).
• Member of the Audit Committee of PT Unilever Tbk (October 2016–April 2022).
• Country Senior Partner at PricewaterhouseCoopers (PwC) Indonesia (1996–2006).
• Partner at PricewaterhouseCoopers (PwC) Indonesia (1990–June 2017).
• Senior Auditor at PwC Australia (1978).
• Assistant Manager at Arthur Young (KAP Santoso Harsokusumo Indonesia) (1980–1984).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
1. Member of Audit Committee PT Indosat Tbk (since May 2024).
2. Member of Audit Committee PT Cardig Aero Service Tbk (since June 2021).
3. Member of Audit Committee PT Jasa Angkasa Semesta Tbk (since January 2020).
4. Member of Audit Committee PT Medikaloka Hermina Tbk (since November 2017).
Concurrent positions in other companies and institutions:
1. Member of Supervisory Board and Chairman of Audit Committee Lembaga Pengelola
Investasi Indonesia (INA) (since January 2021).
2. Member of Audit Committee of Kementerian Kesehatan (since August 2022).
Committee positions at Permata Bank:
1. Chairman of Risk Monitoring Committee.
2. Member of Remuneration and Nomination Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Capital Market PPL IAPI-OJK Update on Financial Services Authority Regulations (POJK)
and the Implementation of Engagement Quality Control Review (EQCR) as well as the
Role of Communication with Regulators in the Context of Audit Risk Mitigation by IAPI
(29 April 2025).
• Refreshment & Online Training on Banking Risk Management Qualification 6 by Maisa
Edukasi (14 August 2025).
• Online PPL KEPAP 21 Compliance with the Code of Ethics, Basic Principles of Noclar Ethics,
and Independence in Audit Engagements, Review Engagements, and Other Assurance
Engagements by IAPI (18 August 2025).
• IAPI PPL-OJK Accounting and Audit Aspects on Third Party Fund Transactions, Issued
Securities and Loans Received, Derivatives, Investments, Banking Service Transactions,
and P/L Report (For Conventional Banks) as well as Updates on the Development of
Islamic Banks in Indonesia) by IAPI (2 September 2025).
• IAPI ONLINE PPL Update on the Latest PSAK in Financial Statement Preparation
(11 September 2025).
• Global Banking Summit-London by Financial Times (2–4 December 2025).
• PPL Online IAPI Business Analytics for Public Accountant (5 December 2025).
Affiliate Relations
He has no affiliate relations with other members of the Board of Commissioners, the Sharia
Supervisory Board, the Board of Directors, main shareholders, or with controlling shareholders
either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 119
Page 122
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Business Administration (MBA) jurusan Business/Finance dan Marketing dari
Indiana University, Bloomington, Amerika Serikat (1993).
• Insinyur jurusan Agronomi/Budidaya Pertanian dari Institut Pertanian Bogor (1988).
Sertifikasi Profesional
• Chartered Financial Analyst (CFA) dari CFA Institute.
• Financial Risk Manager (FRM) dari Global Association of Risk Professionals (GARP).
Dasar Hukum Pengangkatan
• Diangkat pertama kali sebagai Komisaris Independen berdasarkan keputusan Rapat
Umum Pemegang Saham Tahunan tanggal 14 April 2020, dengan masa jabatan efektif
sejak tanggal 20 Mei 2020.
• Diangkat kembali sebagai Komisaris Independen Permata Bank oleh Rapat Umum
Pemegang Saham Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai
posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Komisaris Independen PT Bank Mandiri Tbk (Persero) (2015–2019).
• Head of Research di Nomura Indonesia (1999–2001).
• Vice President of Research di Nomura Singapore (1998–1999).
• Head of Research di SocGen Crosby (1996–1998).
• Senior Analyst, Deputy Head of Research, & Head of Research di CLSA Indonesia
(1995– 1996).
• Equity Analyst & Senior Equity Analyst di WI Carr Indonesia (1993–1995).
• Systems Analyst di Astra Graphia (1988–1991).
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
maupun luar negeri.
Goei Siauw Hong
Rangkap jabatan pada perusahaan dan institusi lainnya:
Komisaris Independen 1. Presiden Direktur di PT Gagas Prima Solusi (sejak 2001).
Independent Commissioner
Jabatan pada Komite Permata Bank:
1. Ketua Komite Audit.
Warga Negara Indonesia, 2. Anggota Komite Pemantau Risiko.
berusia 61 tahun, berdomisili di Pendidikan dan Pelatihan Tahun 2025
Indonesia. Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Inaugurasi Certified Risk Manager (CRM) BSMR dan Seminar Nasional “Kesiapan Industri
Indonesian Citizen, 61 years old, Perbankan dalam Merespons Eskalasi Climate Risk & Cyber Risk” oleh Indonesian Risk
resides in Indonesia. Professional Association (18 Juni 2025).
• Global Banking Summit 2025 “Menavigasi Kompleksitas, Mendorong Inovasi”, di London,
oleh Financial Times (2–4 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Dewan
Pengawas Syariah, Direksi, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
120 PT Bank Permata Tbk Laporan Tahunan 2025
Page 123
Educational Background
• Master of Business Administration (MBA) majoring in Business/Finance and Marketing
from Indiana University, Bloomington, United States (1993).
• Engineer majoring in Agronomy/Agricultural Cultivation from the Bogor Agricultural
Institute (1988).
Professional Certification
• Chartered Financial Analyst (CFA) from the CFA Institute.
• Financial Risk Manager (FRM) from the Global Association of Risk Professionals (GARP).
Legal Basis of Appointment
• Appointed for the first time as Independent Commissioner based on the decision of the
Annual General Meeting of Shareholders on 14 April 2020, with an effective term of office
from 20 May 2020.
• Reappointed as the Independent Commissioner of Permata Bank by the Annual General
Meeting of Shareholders on 6 April 2023.
Work Experience
He has extensive experience in the banking sector and has held various leadership positions
in several companies, including:
• Independent Commissioner of PT Bank Mandiri Tbk (Persero) (2015–2019).
• Head of Research at Nomura Indonesia (1999–2001).
• Vice President of Research at Nomura Singapore (1998–1999).
• Head of Research at SocGen Crosby (1996–1998).
• Senior Analyst, Deputy Head of Research, & Head of Research at CLSA Indonesia
(1995– 1996).
• Equity Analyst & Senior Equity Analyst at WI Carr Indonesia (1993–1995).
• Systems Analyst at Astra Graphia (1988–1991).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
1. President Director at PT Gagas Prima Solusi (since 2001).
Committee positions at Permata Bank:
1. Chairman of Audit Committee.
2. Member of Risk Monitoring Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Inauguration Certified Risk Manager (CRM) BSMR dan National Seminar “The Readiness
of the Banking Industry in Responding to the Escalation of Climate Risk & Cyber Risk” by
Indonesian Risk Professional Association (18 June 2025).
• Global Banking Summit 2025 “Navigating Complexity, Driving Innovation”, London,
organized by Financial Times (2–4 December 2025).
Affiliate Relations
He has no affiliate relations with other members of the Board of Commissioners, the Sharia
Supervisory Board, the Board of Directors, main shareholders, or with controlling shareholders
either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 121
Page 124
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Business Administration (MBA) dari McGill University, Montreal, Canada (1980).
• Bachelor of Engineering, dari McGill University, Montreal, Canada (1976).
Dasar Hukum Pengangkatan
• Diangkat pertama kali sebagai Komisaris Independen berdasarkan keputusan Rapat
Umum Pemegang Saham Tahunan tanggal 14 April 2020, dengan masa jabatan efektif
sejak tanggal 10 Juli 2020.
• Diangkat kembali sebagai Komisaris Independen Permata Bank oleh Rapat Umum
Pemegang Saham Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang finansial dan perbankan serta menjabat di
berbagai posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Senior Advisor di IRAI (Independent Research & Advisory Indonesia) (2019–2022).
• Komisaris di PT KB Finansia Multi Finance (2019–2020).
• Komisaris Independen di PT Putra Mandiri Jembar Tbk (2019–2020).
• Komite Audit di PT CIMB Niaga Tbk (2016–2020).
• Direktur Independen di PT Eagle High Plantations Tbk (2015–2019).
• Presiden Komisaris di PT BNI Life (2014–2015).
• Direktur di PT Bank Negara Indonesia Tbk (2008–2015).
• Komisaris Independen di PT Bank Mandiri Tbk (Persero) (2005–2008).
• Presiden Direktur di PT Tuban Petrochemical Industries (2002–2007).
• Komisaris Independen di PT Bank Negara Indonesia Tbk (Persero) (2003–2005).
• Komisaris Independen di PT Aneka Tambang Tbk (2002–2007).
• Deputy President Director di PT Bank International Indonesia Tbk (1999–2001).
• Chief Operating Officer di Asia Food & Properties (1998–1999).
• Menjabat beberapa jabatan di PT Astra International Tbk (1989–1998).
• Vice President di Citibank Indonesia (1980–1988).
• Jr. Mechanical Engineer di D. Hussman & Co. Ltd as Associate (1976–1978).
• Jr. Mechanical Engineer di Union Mineral Exploration Ltd (1976–1978).
Yap Tjay Soen Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Komisaris Independen Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
Independent Commissioner maupun luar negeri.
Rangkap jabatan pada perusahaan dan institusi lainnya:
Warga Negara Indonesia, 1. Direktur PT Finansia Pacifica Raya (sejak 2019).
berusia 72 tahun, berdomisili di Jabatan pada Komite Permata Bank:
Indonesia. 1. Anggota Komite Audit.
2. Anggota Komite Pemantau Risiko.
Indonesian Citizen, 72 years old,
resides in Indonesia. Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Refreshment Manajemen Risiko Jenjang 6, Menganalisis Risk Coverage, Risk Governance,
Independent Risk Review, diselenggarakan oleh Indonesian Risk Professional Association
(IRPA) (8 Oktober 2025).
• Global Banking Summit 2025 “Menavigasi Kompleksitas, Mendorong Inovasi” di London,
oleh Financial Times (2–4 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Dewan
Pengawas Syariah, Direksi, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
122 PT Bank Permata Tbk Laporan Tahunan 2025
Page 125
Educational Background
• Master of Business Administration (MBA) from McGill University, Montreal, Canada (1980).
• Bachelor of Engineering, from McGill University, Montreal, Canada (1976).
Legal Basis of Appointment
• Appointed for the first time as Independent Commissioner based on the decision of the
Annual General Meeting of Shareholders on 14 April 2020, with an effective term of office
from 10 July 2020.
• Reappointed as Independent Commissioner of Permata Bank by the Annual General
Meeting of Shareholders on 6 April 2023.
Work Experience
He has extensive experience in the finance and banking sector and has held various
leadership positions in several companies, including:
• Senior Advisor of IRAI (Independent Research & Advisory Indonesia) (2019–2022).
• Commissioner of PT KB Finansia Multi Finance (2019–2020).
• Independent Commissioner of PT Putra Mandiri Jembar Tbk (2019–2020).
• Audit Committee of PT CIMB Niaga Tbk (2016–2020).
• Independent Director of PT Eagle High Plantations Tbk (2015–2019).
• President Commissioner of PT BNI Life (2014–2015).
• Director of PT Bank Negara Indonesia Tbk (2008–2015).
• Independent Commissioner of PT Bank Mandiri Tbk (Persero) (2005–2008).
• President Director of PT Tuban Petrochemical Industries (2002–2007).
• Independent Commissioner of PT Bank Negara Indonesia Tbk (Persero) (2003–2005).
• Independent Commissioner of PT Aneka Tambang Tbk (2002–2007).
• Deputy President Director of PT Bank International Indonesia Tbk (1999–2001).
• Chief Operating Officer of Asia Food & Properties (1998–1999).
• Held several positions at PT Astra International Tbk (1989–1998).
• Vice President of Citibank Indonesia (1980–1988).
• Jr. Mechanical Engineer of D. Hussman & Co. Ltd as Associate (1976–1978).
• Jr. Mechanical Engineer of Union Mineral Exploration Ltd (1976–1978).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
1. Director PT Finansia Pacifica Raya (since 2019).
Committee positions at Permata Bank:
1. Member of Audit Committee.
2. Member of Risk Monitoring Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Refreshment Risk Management Level 6, Risk Coverage, Risk Governance, Independent
Risk Review Analysis, organized by Indonesian Risk Professional Association (IRPA)
(8 October 2025).
• Global Banking Summit 2025 “Navigating Complexity, Driving Innovation”, London,
organized by Financial Times (2–4 December 2025).
Affiliate Relations
He has no affiliate relations with other members of the Board of Commissioners, the Sharia
Supervisory Board, the Board of Directors, main shareholders, or with controlling shareholders
either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 123
Page 126
Profil Perusahaan
Company Profile
Riwayat Pendidikan
Sarjana Ekonomi dari Universitas Trisakti, Jakarta (1983).
Dasar Hukum Pengangkatan
Diangkat pertama kali sebagai Komisaris Independen berdasarkan keputusan Rapat Umum
Pemegang Saham Luar Biasa tanggal 23 Agustus 2023, dengan masa jabatan efektif sejak
tanggal 25 Oktober 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai
posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Komisaris Independen PT Pupuk Indonesia (Persero) (Maret 2024–Juni 2025).
• Komisaris Utama/Komisaris Independen PT BNI Sekuritas (Oktober 2022–Oktober 2023).
• Kepala Eksekutif Pengawas Industri Keuangan Non-Bank (IKNB) merangkap Anggota
Dewan Komisioner Otoritas Jasa Keuangan (OJK) (Juli 2017–Juli 2022).
• Direktur Utama PT Pegadaian (Persero) (April 2015–Juli 2017).
• Komisaris PT Pefindo Biro Kredit (Desember 2015–Juli 2017).
• Wakil Direktur Utama PT Bank Mandiri (Persero) Tbk (Mei 2010–Maret 2015).
• Direktur Corporate Banking PT Bank Mandiri (Persero) Tbk (Maret 2008–Mei 2010).
• Direktur Special Asset Management PT Bank Mandiri (Persero) Tbk
(Mei 2006–Maret 2008).
• EVP Group Head Credit Recovery 2 PT Bank Mandiri (Persero) Tbk
(Oktober 2005–Mei 2006).
• Komisaris Independen PT Bank Mandiri (Persero) Tbk (September 2003–Mei 2005).
• Komisaris PT Asuransi Ekpor Indonesia (Persero) (2004–2006).
• Direktur Corporate Banking; Executive Vice President, Corporate Finance Division PT Bank
Danamon Indonesia Tbk (2001–2003).
• Senior Vice President, Divisi Loan Work Out (LWO), Kredit Manajemen Aset; Komisaris
PT Bank Prima Express (perwakilan BPPN); Vice President, Manajemen Risiko Tinjauan
Kredit Badan Penyehatan Perbankan Nasional (BPPN) (1999–2001).
• Beberapa posisi penting di PT Bank Niaga Tbk (1986–1999).
• Senior Assistant di SGV Utomo Management Services (1984–1985).
Riswinandi
Rangkap Jabatan
Komisaris Independen Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Independent Commissioner Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
maupun luar negeri.
Warga Negara Indonesia, Rangkap jabatan pada perusahaan dan institusi lainnya:
Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
berusia 68 tahun, berdomisili di
Indonesia. Jabatan pada Komite Permata Bank:
1. Ketua Komite Remunerasi dan Nominasi.
Indonesian Citizen, 68 years old, 2. Anggota Komite Pemantau Risiko.
resides in Indonesia.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Corporate Law for Executive: Aspek Hukum dalam Pengelolaan Korporasi BUMN,
diselenggarakan oleh The Indonesia Capital Market Institute (TICMI) (15–16 Mei 2025).
• Refreshment Manajemen Risiko Jenjang 6, Menganalisis Risk Coverage, Risk Governance,
Independent Risk Review, diselenggarakan oleh Indonesian Risk Professional Association
(IRPA) (8 Oktober 2025).
• Global Banking Summit 2025 “Menavigasi Kompleksitas, Mendorong Inovasi”, di London,
oleh Financial Times (2–4 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Dewan
Pengawas Syariah, Direksi, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
124 PT Bank Permata Tbk Laporan Tahunan 2025
Page 127
Educational Background
Bachelor of Economics from Trisakti University, Jakarta (1983).
Legal Basis of Appointment
First time appointed as Independent Commissioner based on the decision of the
Extraordinary General Meeting of Shareholders on 23 August 2023, with an effective term of
office from 25 October 2023.
Work Experience
He has extensive experience in the finance and banking sector and has held various
leadership positions in several companies, including:
• Independent Commissioner PT Pupuk Indonesia (Persero) (March 2024–June 2025).
• President Commissioner/Independent Commissioner of PT BNI Sekuritas
(October 2022–October 2023).
• Chief Executive of the Non-Bank Financial Industry Supervision (IKNB) and concurrently
Member of the Board of Commissioners of the Financial Services Authority (OJK)
(July 2017–July 2022).
• President Director of PT Pegadaian (Persero) (April 2015–July 2017).
• Commissioner of PT Pefindo Biro Kredit (December 2015–July 2017).
• Deputy President Director of PT Bank Mandiri (Persero) Tbk (May 2010–March 2015).
• Director of Corporate Banking PT Bank Mandiri (Persero) Tbk (March 2008–May 2010).
• Director of Special Asset Management PT Bank Mandiri (Persero) Tbk
(May 2006–March 2008).
• EVP Group Head Credit Recovery 2 PT Bank Mandiri (Persero) Tbk
(October 2005–May 2006).
• Independent Commissioner of PT Bank Mandiri (Persero) Tbk
(September 2003–May 2005).
• Commissioner of PT Asuransi Ekpor Indonesia (Persero) (2004– 2006).
• Director of Corporate Banking; Executive Vice President, Corporate Finance Division
PT Bank Danamon Indonesia Tbk (2001–2003).
• Senior Vice President, Loan Work Out (LWO) Division, Asset Management Credit;
Commissioner of PT Bank Prima Express (IBRA representative); Vice President, Risk
Management Credit Review of the National Banking Restructuring Agency (IBRA)
(1999–2001).
• Several important positions at PT Bank Niaga Tbk (1986–1999).
• Senior Assistant at SGV Utomo Management Services (1984–1985).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other company and institution.
Committee positions at Permata Bank:
1. Chairman of Remuneration and Nomination Committee.
2. Member of Risk Monitoring Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Corporate Law for Executive: Legal Aspects in the Management of State-Owned
Enterprises, organized by The Indonesia Capital Market Institute (TICMI) (15–16 May 2025).
• Refreshment Risk Management Level 6, Risk Coverage, Risk Governance, Independent
Risk Review Analysis, organized by Indonesian Risk Professional Association (IRPA)
(8 October 2025).
• Global Banking Summit 2025 “Navigating Complexity, Driving Innovation”, London,
organized by Financial Times (2–4 December 2025).
Affiliate Relations
He has no affiliate relations with other members of the Board of Commissioners, the Sharia
Supervisory Board, the Board of Directors, main shareholders, or with controlling shareholders
either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 125
Page 128
Profil Perusahaan
Company Profile
Pernyataan Independensi Komisaris
Independen
Independent Statement of Independent Commissioner
Permata Bank memastikan bahwa seluruh Komisaris Independen Permata Bank ensures that all Independent Commissioners
yang menjabat telah memenuhi persyaratan independensi in office have met the independence requirements outlined in
sebagaimana diatur dalam ketentuan Pasal 25 ayat (1) POJK Article 25 paragraph (1) of POJK No. 33/POJK.04/2014, which
No. 33/POJK.04/2014 tentang Direksi dan Dewan Komisaris governs the Boards of Directors and the Board of Commissioners
Emiten atau Perusahaan Publik. Selama menjabat, semua of Issuers or Public Companies. During their tenure, all Independent
Komisaris Independen telah menyampaikan surat pernyataan Commissioners submitted a statement of independence signed
independensi yang ditandatangani oleh masing-masing Komisaris by each Independent Commissioner. Mr. Haryanto Sahari is the
Independen. Sampai dengan tanggal 31 Desember 2025, Permata only Independent Commissioner who has served more than two
Bank memiliki satu Komisaris Independen yang telah menjabat consecutive terms at Permata Bank as of 31 December 2025. In
lebih dari dua periode masa jabatan berturut-turut, yaitu Bapak terms of his reappointment, he has complied with all applicable
Haryanto Sahari. Adapun dalam pengangkatannya kembali, telah regulatory requirements and declared his independence at the
memenuhi ketentuan peraturan yang berlaku serta beliau telah Permata Bank Annual GMS on 6 April 2023.
menyatakan independensinya pada RUPS Tahunan Permata
Bank pada tanggal 6 April 2023.
126 PT Bank Permata Tbk Laporan Tahunan 2025
Page 129
Informasi Perubahan Komposisi Dewan
Komisaris selama Tahun Buku 2025
Information on the Change of Composition of the Board of
Commissioner in the Financial Year 2025
Sepanjang tahun 2025, tidak terdapat perubahan komposisi In 2025, there is no change in the composition of Permata Bank’s
Dewan Komisaris Permata Bank. Board of Commissioners.
2025 Annual Report PT Bank Permata Tbk 127
Page 130
Profil Perusahaan
Company Profile
Profil Direksi
Board of Directors’ Profile
Riwayat Pendidikan
• Master of Business Administration dari University of Melbourne, Australia (2000).
• Sarjana Teknik di bidang Teknik Elektro dari Universitas Indonesia (1996).
Dasar Hukum Pengangkatan
• Diangkat sebagai Wakil Direktur Utama berdasarkan keputusan Rapat Umum Pemegang
Saham Luar Biasa tanggal 25 Januari 2022, dengan masa jabatan efektif sejak tanggal
25 Januari 2022 sampai dengan 19 Mei 2022.
• Diangkat sebagai Direktur Utama berdasarkan keputusan Rapat Umum Pemegang
Saham Tahunan tanggal 20 Mei 2022, dengan masa jabatan efektif sejak tanggal
20 Mei 2022.
• Diangkat kembali sebagai Direktur Utama Permata Bank pada Rapat Umum Pemegang
Saham Tahunan Permata Bank tanggal 6 April 2023.
Pengalaman Kerja
Sebelum diangkat sebagai Direktur Utama Permata Bank, beliau menjabat sebagai Wakil
Direktur Utama (25 Januari 2022–19 Mei 2022). Sebelumnya, beliau pernah menjabat
sebagai Chief of Group Digital Strategy serta Chief of Corporate Development di PT Astra
International Tbk hingga bulan Oktober 2021.
Selain itu beliau juga memiliki pengalaman yang luas di bidang finansial dan investasi,
serta pernah menjabat di berbagai posisi kepemimpinan pada beberapa perusahaan,
sebagai berikut:
• Presiden Direktur PT Astra Digital Arta (Agustus 2020–Oktober 2021).
• Komisaris PT Astra Digital Internasional (Agustus 2020–Oktober 2021).
• Komisaris PT Astra Integrasi Digital (Maret 2021–Oktober 2021).
• Presiden Direktur PT Solusi Mobilitas Bangsa (April 2019–April 2021).
• Managing Director, Head of Financial Services Group for Indonesia dan Committee
Member, Financial Services Group for Southeast Asia Accenture
(Januari 2015–Desember 2015).
• Presiden Direktur PT Goldman Sachs Indonesia dan Executive Director Goldman Sachs
(Desember 2010–April 2013).
Meliza Musa Rusli • Direktur Keuangan PT Ancora Indonesia Resource Tbk (April 2009–Mei 2010).
• Vice President, Investment Banking Division Credit Suisse (Mei 2007–April 2009).
Direktur Utama • Associate Director, Investment Banking Division UBS (Juni 2003– Mei 2007).
President Director • Analyst, Investment Banking Division Lehman Brothers (Agustus 2000–Agustus 2002).
• Technical Sales Specialist PT IBM Indonesia (Oktober 1996–Desember 1998).
Warga Negara Indonesia, Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
berusia 51 tahun, berdomisili Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
di Jakarta. maupun luar negeri.
Indonesian Citizen, 51 years old, Rangkap jabatan pada perusahaan dan institusi lainnya:
resides in Jakarta. Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Jabatan pada Komite Permata Bank:
1. Ketua Komite Aset & Liabilitas.
2. Ketua Pengganti Komite Kredit.
3. Ketua Pengganti Komite Manajemen Risiko.
4. Ketua Pengganti Komite Keberlanjutan.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• PERBANAS CEO Forum “Banking Beyond Growth: Powering a Sustainable & Inclusive
Economy for 2025”, diselenggarakan di Jakarta (22 Januari 2025).
• OJK-Seminar Pengembangan Sektor Jasa Keuangan dalam Melaksanakan Amanat UU
P2SK “Unlocking Potential Financial Derivative Development”, diselenggarakan di Jakarta
(11 Februari 2025).
• Makes & Partners-Indonesia Economic & Strategic Update 2025: Navigating Uncertainties
in a Borderless Era, diselenggarakan di Jakarta (14 Mei 2025).
• Bangkok Bank-Indonesia Investment & Trade Forum 2025 di Bangkok (2 Juli 2025).
• Bloomberg-Sustainable Business Summit diselenggarakan di Singapura (30 Juli 2025).
• Leaders League Workshop, diselenggarakan di Bandung (15–16 Agustus 2025).
• 2025 J.P. Morgan Investment Forum-The Road Ahead: A Journey of Growth and Resilience,
diselenggarakan di Jakarta (3 September 2025).
• Risk Management Refreshment Jenjang 6 & Jenjang 7 diselenggarakan di Jakarta
(8 Oktober 2025).
• Forbes CEO Forum diselenggarakan di Jakarta (15–16 Oktober 2025).
• YPO Executive Education: Taking Bold Bets-Leading Reinvention and Change in Turbulent
Times oleh Harvard Business School, diselenggarakan di Jakarta (24–25 Oktober 2025).
• PERBANAS CEO Forum “Economic Outlook 2026: Navigating Slower Demand for Credits
in a Changing Economy”, diselenggarakan di Jakarta (10 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
128 PT Bank Permata Tbk Laporan Tahunan 2025
Page 131
Educational Background
• Master of Business Administration from the University of Melbourne, Australia (2000).
• Bachelor of Engineering in Electrical Engineering from the University of Indonesia (1996).
Legal Basis of Appointment
• Appointed as Deputy President Director based on the decision of the Extraordinary
General Meeting of Shareholders on 25 January 2022, with an effective term of office from
25 January 2022 to 19 May 2022.
• Appointed as President Director based on the decision of the Annual General Meeting of
Shareholders on 20 May 2022, with an effective term of office from 20 May 2022.
• Reappointed as President Director of Permata Bank at the Permata Bank Annual General
Meeting of Shareholders on 6 April 2023.
Work Experience
Prior to being appointed as President Director of Permata Bank, she served as Deputy
President Director (25 January 2022–19 May 2022). She formerly served as Chief of Group
Digital Strategy and Chief of Corporate Development at PT Astra International Tbk until
October 2021.
In addition, she also has extensive experience in the finances and investment and has served
in various leadership positions in several companies, as follows:
• President Director of PT Astra Digital Arta (August 2020–October 2021).
• Commissioner of PT Astra Digital Internasional (August 2020–October 2021).
• Commissioner of PT Astra Integrasi Digital (March 2021–October 2021).
• President Director of PT Solusi Mobilitas Bangsa (April 2019–April 2021).
• Managing Director, Head of Financial Services Group for Indonesia and Committee
Member, Financial Services Group for Southeast Asia Accenture
(January 2015–December 2015).
• President Director of PT Goldman Sachs Indonesia and Executive Director of Goldman
Sachs (December 2010–April 2013).
• Finance Director of PT Ancora Indonesia Resource Tbk (April 2009–May 2010).
• Vice President, Investment Banking Division Credit Suisse (May 2007–April 2009).
• Associate Director, Investment Banking Division UBS (June 2003– May 2007).
• Analyst, Investment Banking Division Lehman Brothers (August 2000–August 2002).
• Technical Sales Specialist at PT IBM Indonesia (October 1996–December 1998).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Chairman of Asset & Liability Committee.
2. Alternate Chairman of Credit Committee.
3. Alternate Chairman of Risk Management Committee.
4. Alternate Chairman of Sustainability Committee.
Education and Training in 2025
She participated in the following education and training programs in 2025:
• PERBANAS CEO Forum “Banking Beyond Growth: Powering a Sustainable & Inclusive
Economy for 2025”, held in Jakarta (22 January 2025).
• OJK-Seminar on Financial Servies Sector Development in Implementing the Mandate
of the P2SK Law “Unlocking the Potential of Financial Derivatives Development”, held in
Jakarta (11 February 2025).
• Makes & Partners-Indonesia Economic & Strategic Update 2025: Navigating Uncertainties
in a Borderless Era, held in Jakarta (14 May 2025).
• Bangkok Bank-Indonesia Investment & Trade Forum 2025, held in Bangkok (2 July 2025).
• Bloomberg-Sustainable Business Summit, held in Singapore (30 July 2025).
• Leaders League Workshop, held in Bandung (15–16 August 2025).
• 2025 J.P. Morgan Investment Forum-The Road Ahead: A Journey of Growth and Resilience,
held in Jakarta (3 September 2025).
• Refreshment Risk Management Grade 6 & 7, held in Jakarta (8 October 2025).
• Forbes CEO Forum, held in Jakarta (15–16 October 2025).
• YPO Executive Education: Taking Bold Bets-Leading Reinvention and Change in Turbulent
Times by Harvard Business School, held in Jakarta (24–25 October 2025).
• PERBANAS CEO Forum “Economic Outlook 2026: Navigating Slower Demand for Credits
in a Changing Economy”, held in Jakarta (10 December 2025).
Affiliate Relations
She has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 129
Page 132
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Business Administration dari Edith Cowan University, Perth (awal 1995).
• Graduate Diploma in Business di Curtin University of Technology, Perth (1992).
• Sarjana Hukum dari Universitas Negeri Sebelas Maret (1990).
Dasar Hukum Pengangkatan
• Diangkat sebagai Direktur Kepatuhan Permata Bank berdasarkan hasil Rapat Umum
Pemegang Saham Tahunan tanggal 24 April 2018 bergabung di Permata Bank pada
tanggal 1 Juli 2018 dan efektif diangkat pada tanggal 4 September 2018.
• Diangkat kembali sebagai Direktur Kepatuhan berdasarkan keputusan Rapat Umum
Pemegang Saham Tahunan tanggal 14 April 2020.
• Diangkat kembali sebagai Direktur Kepatuhan berdasarkan keputusan Rapat Umum
Pemegang Saham Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Sebelumnya pernah menjabat sebagai Direktur Hukum dan Kepatuhan, Direktur Independen
dan Sekretaris Perusahaan di PT Bank Maybank Indonesia Tbk sampai dengan tanggal
25 Juni 2018.
Beliau memulai kariernya di perbankan pada tahun 1990 di PT Bank Central Asia. Karier
beliau di bidang perbankan semakin berkembang dan telah menduduki berbagai posisi di
beberapa perusahaan perbankan, sebagai berikut:
• Direktur Kepatuhan di PT Bank Commonwealth (2011–2014).
• Direktur Kepatuhan di PT Bank Barclays Indonesia (2009–2011).
• Direktur Kepatuhan di PT Bank Rabobank International Indonesia (2006–2009).
• Direktur Hukum dan Kepatuhan serta Corporate Secretary di PT Bank DBS Indonesia
(2002-2006).
• Head of Legal & Remedial Department di PT Bank Credit Lyonnais Indonesia (1995–2002).
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
Dhien Tjahajani maupun luar negeri.
Direktur Kepatuhan Rangkap jabatan pada perusahaan dan institusi lainnya:
Compliance Director Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Jabatan pada Komite Permata Bank:
Warga Negara Indonesia, 1. Anggota Komite Manajemen Risiko.
berusia 59 tahun, berdomisili Pendidikan dan Pelatihan Tahun 2025
di Jakarta. Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Litigation Sharing Session: Contract Law and Collateral, Suspension of Payment &
Indonesian Citizen, 59 years old, Bankruptcy, Cross Border Insolvency, diselenggarakan di Jakarta (24 Juni 2025).
resides in Jakarta. • Litigation Sharing Session: Banking & Business Law in Indonesia, diselenggarakan di
Jakarta (24 Juni 2025).
• Permata Bank the Leaders League, diselenggarakan di Jakarta (15–16 Agustus 2025).
• AML Sharing Forum, diselenggarakan di Jakarta (17 September 2025).
• BBGLA-Project Update, diselenggarakan di Jakarta (30 September 2025).
• People Review, diselenggarakan di Jakarta (2 Oktober 2025).
• Refreshment Manajemen Risiko Jenjang 7: Risk Appetite Framework, Mengembangkan
Sistem Pengendalian Manajemen Risiko, Risk Culture, Risk Response (8 Oktober 2025).
• Program Pembekalan & Uji Sertifikasi APU PPT dan PPPSPM Jenjang 7, diselenggarakan di
Jakarta (29 Oktober 2025).
• Program Pembekalan Sertifikasi Kepatuhan Jenjang 7, diselenggarakan di Jakarta
(6 November 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
130 PT Bank Permata Tbk Laporan Tahunan 2025
Page 133
Educational Background
• Master of Business Administration from Edith Cowan University, Perth (early 1995).
• Graduate Diploma in Business at Curtin University of Technology, Perth (1992).
• Bachelor of Laws from University of Sebelas Maret (1990).
Legal Basis of Appointment
• Appointed as Compliance Director of Permata Bank pursuant to the resolutions of Annual
General Meeting of Shareholders on 24 April 2018, joined Permata Bank on 1 July 2018 and
was effectively appointed on 4 September 2018.
• Reappointed as Compliance Director based on the decision of the Annual General Meeting
of Shareholders on 14 April 2020.
• Reappointed as Compliance Director based on the decision of the Annual General Meeting
of Shareholders on 6 April 2023.
Work Experience
Previously, served as Legal and Compliance Director, Independent Director and Corporate
Secretary at PT Bank Maybank Indonesia Tbk until 25 June 2018.
She started her career in banking in 1990 at PT Bank Central Asia. Her career in banking has
grown and she has held various positions in several banking companies, as follows:
• Compliance Director at PT Bank Commonwealth (2011–2014).
• Compliance Director at PT Bank Barclays Indonesia (2009–2011).
• Compliance Director at PT Bank Rabobank International Indonesia (2006–2009).
• Director of Legal and Compliance and Corporate Secretary at PT Bank DBS Indonesia
(2002–2006).
• Head of Legal & Remedial Department at PT Bank Credit Lyonnais Indonesia (1995–2002).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Member of Risk Management Committee.
Education and Training in 2025
She participated in the following education and training programs in 2025:
• Litigation Sharing Session: Contract Law and Collateral, Suspension of Payment &
Bankruptcy, Cross-Border Insolvency, held in Jakarta (24 June 2025).
• Litigation Sharing Session: Banking & Business Law in Indonesia, held in Jakarta
(24 June 2025).
• Permata Bank-The Leaders League, held in Jakarta (15–16 August 2025).
• AML Sharing Forum, held in Jakarta (17 September 2025).
• BBGLA-Project Update, held in Jakarta (30 September 2025).
• People Review, held in Jakarta (2 October 2025).
• Risk Management Level 7 Refresher: Risk Appetite Framework, Developing Risk
Management Control Systems, Risk Culture, Risk Response (8 October 2025).
• APU PPT and PPPSPM Level 7 Preparation & Certification Exam Program, held in Jakarta
(29 October 2025).
• Level 7 Compliance Certification Preparation Program, held in Jakarta
(6 November 2025).
Affiliate Relations
She has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 131
Page 134
Profil Perusahaan
Company Profile
Riwayat Pendidikan
Sarjana Akuntansi dari Universitas Nommensen, Medan (1988).
Dasar Hukum Pengangkatan
• Diangkat sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang Saham
Luar Biasa tanggal 25 September 2018, dengan masa jabatan efektif sejak tanggal
16 Januari 2019.
• Diangkat kembali sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang
Saham Tahunan tanggal 14 April 2020.
• Diangkat kembali sebagai Direktur Permata Bank pada Rapat Umum Pemegang Saham
Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Sebelumnya pernah menjabat sebagai Head of Wealth Management, Retail Liability Products
& E-Channels Permata Bank sejak tahun 2013.
Beliau memulai karier di industri perbankan sejak tahun 1987 dengan mengikuti Management
Development Program di PT Bank International Indonesia, dan sepanjang kariernya pernah
menjabat berbagai posisi penting, sebagai berikut:
• GM, Integrated Distribution; GM, Priority & International Banking, Personal & Preferred
Banking; GM, Shared Distribution; GM, Wealth Management, Segment and Marketing; dan
Branch Manager di Standard Chartered Bank (2003–2013).
• Branch Manager Jakarta dan Commercial Banking Business Manager di PT ABN AMRO
Bank (1999–2003).
• Main Branch Manager Jakarta di PT Bank Asia Pacific (1995–1999).
• Sub Branch Manager Jakarta di PT Bank Pelita (1993–1995).
• Sub Branch Manager Jakarta di PT Bank Susila Bakti (1991–1993).
• Sub Branch Manager Medan di PT Bank International Indonesia (1989–1990).
• Account Officer & Customer Relationship Officer Medan di PT Bank International
Indonesia (1988–1989).
Rangkap Jabatan
Djumariah Tenteram Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
Direktur maupun luar negeri.
Director
Rangkap jabatan pada perusahaan dan institusi lainnya:
Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Warga Negara Indonesia,
Jabatan pada Komite Permata Bank:
berusia 59 tahun, berdomisili 1. Anggota Komite Manajemen Risiko.
di Jakarta. 2. Anggota Komite Pengarah Teknologi Informasi.
3. Anggota Komite Aset & Liabilitas.
Indonesian Citizen, 59 years old,
resides in Jakarta. Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Refreshment Treasury Jenjang 7, diselenggarakan di Jakarta (13 November 2025).
• Risk Management Refreshment Jenjang 7, diselenggarakan di Jakarta (8 Oktober 2025).
• Permata Bank Economic Outlook 2026-Reviving Domestic Growth, Navigating Global
Shocks, diselenggarakan di Jakarta (28 Oktober 2025).
• JCB World Conference, diselenggarakan di Korea Selatan (5 & 6 November 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
132 PT Bank Permata Tbk Laporan Tahunan 2025
Page 135
Educational Background
Bachelor of Accounting from Nommensen University, Medan (1988).
Legal Basis of Appointment
• Appointed as Director based on the decision of the Extraordinary General Meeting of
Shareholders on 25 September 2018, with an effective term of office from 16 January 2019.
• Reappointed as Director based on the decision of the Annual General Meeting of
Shareholders on 14 April 2020.
• Reappointed as Director of Permata Bank at the Annual General Meeting of Shareholders
on 6 April 2023.
Work Experience
Previously she has served as Head of Wealth Management, Retail Liability Products &
E-Channels of Permata Bank since 2013.
She started her career in banking since 1987 by following Management Development Program
at PT Bank International Indonesia, and throughout her career has held several important
positions, as follows:
• GM, Integrated Distribution; GM, Priority & International Banking, Personal & Preferred
Banking; GM, Shared Distribution; GM, Wealth Management, Segment and Marketing; and
Branch Manager at Standard Chartered Bank (2003–2013).
• Branch Manager Jakarta and Commercial Banking Business Manager of PT ABN AMRO
Bank (1999–2003).
• Main Branch Manager Jakarta of PT Bank Asia Pacific (1995–1999).
• Sub Branch Manager Jakarta of PT Bank Pelita (1993–1995).
• Sub Branch Manager Jakarta of PT Bank Susila Bakti (1991–1993).
• Sub Branch Manager Medan of PT Bank International Indonesia (1989–1990).
• Account Officer & Customer Relationship Officer Medan of PT Bank International
Indonesia (1988–1989).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Member of Risk Management Committee.
2. Member of Information Technology Steering Committee.
3. Member of Asset & Liability Committee.
Education and Training in 2025
She participated in the following education and training programs in 2025:
• Treasury Refreshment Treasury Level 7, organized in Jakarta (13 November 2025).
• Level 7 Risk Management Refreshment, organized in Jakarta (8 October 2025).
• Permata Bank Economic Outlook 2026-Reviving Domestic Growth, Navigating Global
Shocks, organized in Jakarta (28 October 2025).
• JCB World Conference, organized in South Korea (5 & 6 November 2025).
Affiliate Relations
She has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 133
Page 136
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Commerce (Advanced Specialization in Human Resources Management)
dari University of New South Wales, Sydney, Australia (1999).
• Sarjana Sosial di Jurusan Sosiologi dari Universitas Indonesia (1994).
Dasar Hukum Pengangkatan
• Diangkat sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang Saham
Tahunan tanggal 23 April 2019, dengan masa jabatan efektif sejak tanggal yang sama.
• Diangkat kembali sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang
Saham Tahunan tanggal 14 April 2020.
• Diangkat kembali sebagai Direktur pada Rapat Umum Pemegang Saham Tahunan
tanggal 6 April 2023.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang manajemen sumber daya manusia serta
pernah menjabat di berbagai posisi kepemimpinan pada beberapa perusahaan, antara lain
sebagai Direktur PT Kideco Jaya Agung (2018–2019) dan Direktur Utama PT Solaris Power
Indonesia (2016–2018).
Beliau juga memiliki pengalaman kerja lainnya seperti:
• Head of Human Capital di PT Indika Energy Tbk dan anggota Komite Human Capital di
perusahaan-perusahaan dalam kelompok usaha Indika Energy (2011–2016).
• Direktur PT Coca-Cola Bottling Indonesia dan PT Coca-Cola Distribution Indonesia
(2009–2011).
• First Choice Senior Advisor, South East Asia di (2007–2009), Country HR Manager
(2004–2007) at PT Birotika Semesta/DHL Express Indonesia (2004–2009).
• Personnel Manager, Indonesia and Australia di PT Omnes Services Indonesia/
Schlumberger IT (2003–2004).
• HR Operations Manager di PT Coca-Cola Indonesia (2000–2003).
• Section Head Recruitment and Training di PT Sony Electronics Indonesia (1995–1997).
Rangkap Jabatan
Dayan Sadikin Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
Direktur maupun luar negeri.
Director
Rangkap jabatan pada perusahaan dan institusi lainnya:
Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Warga Negara Indonesia,
Jabatan pada Komite Permata Bank:
berusia 54 tahun, berdomisili 1. Ketua Pengganti Komite Dana Pensiun.
di Jakarta. 2. Anggota Komite Manajemen Risiko.
Indonesian Citizen, 54 years old, Pendidikan dan Pelatihan Tahun 2025
resides in Jakarta. Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Bain Southeast Asia Chief People Officer Virtual Roundtable, diselenggarakan secara
daring di Jakarta (19 Maret 2025).
• Human Capital Game Changer, diselenggarakan di Ritz Carlton Kuningan Jakarta
(23 April 2025).
• BankTech Asia’25-Knowledge Group of Companies, diselenggarakan di Ayana Midplaza
Jakarta (19 Maret 2025).
• The Future of HR Summit 2025, diselenggarakan di Hotel Mulia, Jakarta-Mercer
(5 Juni 2025).
• Pendidikan Dasar Perbankan Sharia, diselenggarakan di WTC Office-Learning &
Development, People & Culture (13 Agustus 2025).
• Indonesia Human Capital & Beyond Summit “Future-Ready Workforce: Strategies
for Indonesia’s Economic Transformation”, diselenggarakan di ICE BSD oleh Qu Bisa
(2–3 September 2025).
• Risk Management Certification Refreshment Qualification 6 & 7, diselenggarakan di
WTC Office oleh IRPA (8 Oktober 2025).
• [FEKDI] High Level Talk: Sinergi & Kolaborasi Kebijakan untuk Mendukung Digitalisasi
sebagai New Source of Growth, diselenggarakan di JCC oleh Bank Indonesia
(30 Oktober 2025).
• Executive Leadership Breakfast & Becoming PowerHuman Book Launch, diselenggarakan
di Bimasena Club (11 November 2025).
• Seminar “The Future of Payments: Innovate, Trusted, Global”, diselenggarakan di Bali oleh
ASPI (21 November 2025).
• The 20th Indonesia HR Expo 2025-Great Performance: People, Process, Technology,
diselenggarakan di JCC oleh IntiPesan (10 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
134 PT Bank Permata Tbk Laporan Tahunan 2025
Page 137
Educational Background
• Master of Commerce (Advanced Specialization in Human Resources Management) from
the University of New South Wales, Sydney, Australia (1999).
• Bachelor of Social Affairs in the Department of Sociology from the University of Indonesia
(1994).
Legal Basis of Appointment
• Appointed as Director based on the decision of the Annual General Meeting of
Shareholders on 23 April 2019, with an effective term of office from the same date.
• Reappointed as Director based on the decision of the Annual General Meeting of
Shareholders on 14 April 2020.
• Reappointed as Director at the Annual General Meeting of Shareholders on 6 April 2023.
Work Experience
He has a vast experience in the human resources management field and also has held
several leadership roles as Director for PT Kideco Jaya Agung (2018–2019) and President
Director for PT Solaris Power Indonesia (2016–2018).
He also had other professional experience as follows:
• Head of Human Capital at PT Indika Energy Tbk and members of Human Resources
Committees within Indika Energy Group (2011–2016).
• Director of PT Coca-Cola Bottling Indonesia and PT Coca-Cola Distribution Indonesia
(2009–2011).
• First Choice Senior Advisor, South East Asia (2007–2009), Country HR Manager
(2004– 2007) at PT Birotika Semesta/DHL Express Indonesia (2004–2009).
• Personnel Manager, Indonesia and Australia for PT Omnes Services Indonesia/
Schlumberger IT (2003–2004).
• HR Operations Manager for PT Coca-Cola Indonesia (2000– 2003).
• Section Head Recruitment and Training for PT Sony Electronics Indonesia (1995–1997).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Alternate Chairman of Pension Committee.
2. Member of Risk Management Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Bain Southeast Asia Chief People Officer Virtual Roundtable, held online in Jakarta
(19 March 2025).
• Human Capital Game Changer, held at Ritz Carlton Kuningan Jakarta (23 April 2025).
• BankTech Asia’25-Knowledge Group of Companies, held at Ayana Midplaza Jakarta
(29 April 2025).
• The Future of HR Summit 2025, held at Mulia Hotel, Jakarta-Mercer (5 June 2025).
• Basic Sharia Banking Education, held at WTC Office-Learning & Development, People &
Culture (13 August 2025).
• Indonesia Human Capital & Beyond Summit “Future-Ready Workforce: Strategies for
Indonesia’s Economic Transformation”-held at ICE BSD by Qu Bisa (2–3 September 2025).
• Risk Management Certification Refreshment Qualification 6 & 7, held at WTC Office
by IRPA.
• [FEKDI] High Level Talk: Synergy and Policy Collaboration to Support Digitalization as a
New Source of Growth, held at JCC by Bank Indonesia (30 October 2025).
• Executive Leadership Breakfast & Becoming PowerHuman Book Launch, held at Bimasena
Club (11 November 2025).
• Seminar “The Future of Payments: Innovate, Trusted, Global”, held in Bali by ASPI
(21 November 2025).
• The 20th Indonesia HR Expo 2025-Great Performance: People, Process, Technology, held at
JCC by IntiPesan (10 December 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 135
Page 138
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Business Administration (MBA) dari Oklahoma City University (1994).
• Sarjana Teknik di bidang Teknik Sipil dari Universitas Tarumanagara (1993).
Dasar Hukum Pengangkatan
• Diangkat sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang Saham
Tahunan tanggal 20 Mei 2022, dengan masa jabatan efektif sejak tanggal 1 Juli 2022.
• Diangkat kembali sebagai Direktur Permata Bank pada Rapat Umum Pemegang Saham
Tahunan tanggal 6 April 2023.
Pengalaman Kerja
Sebelumnya beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat
di berbagai posisi kepemimpinan di Permata Bank, yaitu sebagai Chief Credit Officer
(2020–2022), Senior Credit Officer-Credit Risk (2019–2020), dan Senior Credit Officer
(2016–2019).
Sebelum bergabung di Permata Bank, beliau juga memiliki pengalaman dalam bidang
perbankan dan menjabat berbagai posisi sebagai berikut:
• Senior Vice President-Commercial and SME Credit Risk di PT CIMB Niaga Tbk
(2012–2016).
• Senior Vice President, Risk Analysis Unit di HSBC-Indonesia (2008–2012).
• Vice President, Research & Analysis Unit di Citibank, NA (2000–2008).
• Senior Manager, Equities Analyst di Vickers Ballas Tamara (1997–2000).
• Senior Research Analyst di Arab Malaysian Capital Indonesia (1997).
• Financial Analyst-Corporate Finance di PT Makindo Securities Tbk (1995–1996).
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
maupun luar negeri.
Rangkap jabatan pada perusahaan dan institusi lainnya:
Setiatno Budiman Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Direktur Jabatan pada Komite Permata Bank:
Director 1. Ketua Komite Manajemen Risiko.
2. Ketua Pengganti Komite Pengarah Teknologi Informasi.
3. Anggota Komite Aset & Liabilitas.
Warga Negara Indonesia, 4. Anggota Komite Dana Pensiun.
5. Anggota Komite Keberlanjutan.
berusia 57 tahun, berdomisili
di Jakarta. Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
Indonesian Citizen, 57 years old, • Sosialisasi Ketentuan Keamanan Sistem Informasi dan Ketahanan Siber kepada
resides in Jakarta. Penyelenggara, diselenggarakan oleh Bank Indonesia (12 Juni 2025).
• Pendidikan Dasar Perbankan Sharia Executive (13 Agustus 2025).
• Risk Management Refreshment Jenjang 7 (8 Oktober 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
136 PT Bank Permata Tbk Laporan Tahunan 2025
Page 139
Educational Background
• Master of Business Administration (MBA) from Oklahoma City University (1994).
• Bachelor of Engineering in Civil Engineering from Tarumanagara University (1993).
Legal Basis of Appointment
• Appointed as Director based on the decision of the Annual General Meeting of
Shareholders on 20 May 2022, with an effective term of office from 1 July 2022.
• Reappointed as Director of Permata Bank at the Annual General Meeting of Shareholders
on 6 April 2023.
Work Experience
Previously he had various experiences in the banking sector and has held various managerial
positions in Permata Bank as Chief Credit Officer (2020–2022), Senior Credit Officer-Credit
Risk (2019–2020), and Senior Credit Officer (2016–2019).
Before he joined Permata Bank, he had experience in banking and also served in several
positions as follows:
• Senior Vice President-Commercial and SME Credit Risk of PT CIMB Niaga Tbk
(2012– 2016).
• Senior Vice President, Risk Analysis Unit of HSBC-Indonesia (2008–2012).
• Vice President, Research & Analysis Unit of Citibank, NA (2000– 2008).
• Senior Manager, Equities Analyst of Vickers Ballas Tamara (1997–2000).
• Senior Research Analyst of Arab Malaysian Capital Indonesia (1997).
• Financial Analyst-Corporate Finance of PT Makindo Securities Tbk (1995–1996).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Chairman of Risk Management Committee.
2. Alternate Chairman of Information Technology Steering Committee.
3. Member of Asset & Liability Committee.
4. Member of Pension Committee.
5. Member of Sustainability Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Socialization of Information System Security and Cyber Resilience Provisions to Operators,
organized by Bank Indonesia (12 June 2025).
• Sharia Banking Executive Basic Education (13 August 2025).
• Risk Management Refreshment Level 7 (8 October 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 137
Page 140
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Magister Manajemen dari Prasetya Mulya Business School (2008).
• Bachelor of Science dari California State University, Los Angeles (2000).
Dasar Hukum Pengangkatan
• Diangkat pertama kali sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang
Saham Luar Biasa tanggal 23 Agustus 2023, dengan masa jabatan efektif sejak tanggal
25 Oktober 2023.
• Ditetapkan untuk juga membidangi Unit Usaha Syariah berdasarkan keputusan Rapat
Umum Pemegang Saham Tahunan tanggal 3 April 2024, dengan masa jabatan efektif
sejak tanggal 15 Juli 2024.
Pengalaman Kerja
Beliau memiliki pengalaman yang luas di bidang perbankan serta menjabat di berbagai
posisi kepemimpinan pada beberapa perusahaan, antara lain:
• Chief Finance Officer (Finance Director) di Citibank (September 2021–Agustus 2023).
• Senior Vice President di PT GoTo Gojek Tokopedia Tbk (Desember 2020–Agustus 2021).
• Senior Vice President di Citibank (Januari 2017–November 2020).
• Executive Vice President di PT Bank Danamon Indonesia Tbk
(Agustus 2015–Desember 2016).
• Senior Vice President di Citibank (Juli 2012–Agustus 2015).
• Vice President di Citibank (November 2010–Juli 2012).
• Assistant Vice President di Citibank (Maret 2008– November 2010).
• Manager di Citibank (Maret 2006–Februari 2008).
• Assistant Manager di Citibank (Mei 2004–Maret 2006).
• Management Associate di Citibank (April 2003–Mei 2004).
• Internship di IndoverBank-Netherland (Agustus 2001–Maret 2003).
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
maupun luar negeri.
Rudy Basyir Ahmad
Rangkap jabatan pada perusahaan dan institusi lainnya:
Direktur yang juga membidangi Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Unit Usaha Syariah
Jabatan pada Komite Permata Bank:
Director who also oversee Sharia 1. Anggota Komite Aset & Liabilitas.
Business Unit 2. Anggota Komite Manajemen Risiko.
3. Anggota Komite Pengarah Teknologi Informasi.
4. Anggota Komite Dana Pensiun.
Warga Negara Indonesia, 5. Anggota Komite Keberlanjutan.
berusia 45 tahun, berdomisili Pendidikan dan Pelatihan Tahun 2025
di Jakarta. Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Pendidikan Dasar Perbankan Sharia Eksekutif, diselenggarakan di Jakarta
Indonesian Citizen, 45 years old, (13 Agustus 2025).
resides in Jakarta. • Permata Bank the Leaders League, diselenggarakan di Bandung (15–16 Agustus 2025).
• Refresher Manajemen Risiko Jenjang 7, diselenggarakan di Jakarta (8 Oktober 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
138 PT Bank Permata Tbk Laporan Tahunan 2025
Page 141
Educational Background
• Masters in Management from Prasetya Mulya Business School (2008).
• Bachelor of Science from California State University, Los Angeles (2000).
Legal Basis of Appointment
• Appointed for the first time as Director based on the decision of the Extraordinary General
Meeting of Shareholders on 23 August 2023, with an effective term of office from 25
October 2023.
• Appointed to also oversee Sharia Business Unit based on the decision of Annual General
Meeting of Shareholders on 3 April 2024, with an effective term of office on 15 July 2024.
Work Experience
He has extensive experience in the banking sector and has served in various leadership
positions in several companies, including:
• Chief Finance Officer (Finance Director) at Citibank (September 2021–August 2023).
• Senior Vice President at PT GoTo Gojek Tokopedia Tbk (December 2020–August 2021).
• Senior Vice President at Citibank (January 2017–November 2020).
• Executive Vice President at PT Bank Danamon Indonesia Tbk
(August 2015–December 2016).
• Senior Vice President at Citibank (July 2012–August 2015).
• Vice President at Citibank (November 2010–July 2012).
• Assistant Vice President at Citibank (March 2008-November 2010).
• Manager at Citibank (March 2006–February 2008).
• Assistant Manager at Citibank (May 2004–March 2006).
• Management Associate at Citibank (April 2003–May 2004).
• Internship at IndoverBank-Netherland (August 2001–March 2003).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Member of Asset & Liability Committee
2. Member of Risk Management Committee.
3. Member of Information Technology Steering Committee.
4. Member of Pension Committee.
5. Member of Sustainability Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Executive Sharia Banking Training, held in Jakarta (13 August 2025).
• Permata Bank the Leaders League, held in Bandung (15–16 August 2025).
• Refresher Risk Management Level 7, held in Jakarta (8 October 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 139
Page 142
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Business Administration (MBA), Summa Cum Laude, IPMI International Business
School (2025).
• Sarjana Ekonomi, Universitas Atma Jaya Yogyakarta (1993).
Sertifikasi Profesional
• Certified Omega-Credit Skills Assessment (CSA), Omega Performance-Moody’s Analytics
(2020).
• Certified Wealth Manager (CWM), MM FE Universitas Gadjah Mada (UGM), ECFT Erasmus
University of Rotterdam & CWMA (2009).
Dasar Hukum Pengangkatan
Diangkat pertama kali sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang
Saham Tahunan tanggal 3 April 2024, dengan masa jabatan efektif sejak tanggal
15 Juli 2024.
Pengalaman Kerja
Beliau memulai kariernya di PT Bank Bali Tbk (sekarang menjadi PT Bank Permata Tbk)
sejak tahun 1994 dan sepanjang kariernya pernah menjabat berbagai posisi penting
sebagai berikut:
• Chief of Branch Network Permata Bank (Januari 2023–Juli 2024).
• Head of Network Permata Bank (2012–2022).
• Head of Region Jakarta Permata Bank (2008–2012).
• Head Branch Banking Permata Bank (2005–2008).
• GM Jakarta Retail District 2 Permata Bank (2005).
• Head of Retail Sales & Services Surabaya Permata Bank (2003–2004).
• GM Individual Banking Surabaya PT Bank Bali Tbk (2000–2003).
• Area Manager Surabaya PT Bank Bali Tbk (1998–2000).
• Business Development Manager Surabaya PT Bank Bali Tbk (1997–1998).
• Branch Manager Capem Sukomanunggal & Capem Darmo Indah Surabaya PT Bank
Bali Tbk (1995–1997).
• Micro Marketing & Home Centre Officer PT Bank Bali Tbk (1994–1995).
Eddie Sajoga
Rangkap Jabatan
Direktur Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Director Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
maupun luar negeri.
Warga Negara Indonesia, Rangkap jabatan pada perusahaan dan institusi lainnya:
Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
berusia 56 tahun, berdomisili
di Jakarta. Jabatan pada Komite Permata Bank:
1. Anggota Komite Manajemen Risiko.
Indonesian Citizen, 56 years old, 2. Anggota Komite Pengarah Teknologi Informasi.
resides in Jakarta. 3. Anggota Komite Kredit.
4. Anggota Komite Aset & Liabilitas.
5. Ketua Komite Advokasi Pelanggan.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• The Leaders League, Lokakarya Pemimpin Senior, diselenggarakan oleh Permata Bank
(15–16 Agustus 2025).
• Konferensi CEO Global Forbes (14–15 Oktober 2025).
• Program Penyegaran Kualifikasi Sertifikasi Manajemen Risiko 6 & 7: Memastikan Integritas
Data dan Governance, Risk & Compliance (GRC) untuk Memperkuat Ketahanan &
Keberlanjutan Perbankan, diselenggarakan oleh Indonesia Risk Professional Association
(IRPA) (8 Oktober 2025).
• Pendidikan Dasar Perbankan Syariah Executive, diselenggarakan oleh Permata Bank
(13 Agustus 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
140 PT Bank Permata Tbk Laporan Tahunan 2025
Page 143
Educational Background
• Master of Business Administration (MBA), Summa Cum Laude, IPMI International Business
School (2025).
• Bachelor of Economics, Atma Jaya University Yogyakarta (1993).
Professional Certification
• Certified Omega-Credit Skills Assessment (CSA), Omega Performance-Moody’s Analytics
(2020).
• Certified Wealth Manager (CWM), MM FE Universitas Gadjah Mada (UGM), ECFT Erasmus
University of Rotterdam & CWMA (2009).
Legal Basis of Appointment
Appointed for the first time as Director based on the decision of the Annual General Meeting
of Shareholders on 3 April 2024, with an effective term of office from 15 July 2024.
Work Experience
He started his career at PT Bank Bali Tbk (now known as PT Bank Permata Tbk) in 1994 and
throughout his career has held several important positions as follows:
• Chief of Branch Network of Permata Bank (January 2023–July 2024).
• Head of Network of Permata Bank (2012–2022).
• Head of Region Jakarta of Permata Bank (2008–2012).
• Head Branch Banking of Permata Bank (2005–2008).
• GM Jakarta Retail District 2 of Permata Bank (2005).
• Head of Retail Sales & Services of Permata Bank, Surabaya (2003–2004).
• GM Individual Banking of PT Bank Bali Tbk, Surabaya (2000–2003).
• Area Manager of PT Bank Bali Tbk, Surabaya (1998–2000).
• Business Development Manager of PT Bank Bali Tbk, Surabaya (1997–1998).
• Branch Manager of Sukomanunggal Branch & Darmo Indah Branch of PT Bank Bali Tbk,
Surabaya (1995–1997).
• Micro Marketing & Home Centre Officer of PT Bank Bali Tbk, Jakarta (1994–1995).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Member of Risk Management Committee.
2. Member of Information Technology Steering Committee.
3. Member of Credit Committee.
4. Member of Asset & Liability Committee.
5. Chairman of Customer Advocacy Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• The Leaders League, Senior Leaders Workshop-Permata Bank (15–16 August 2025).
• Forbes Global CEO Conference (14–15 October 2025).
• Refreshment of Risk Management Certification Program, Qualifications of Level 6 & 7:
Ensuring Data and GRC Integrity to Strengthen Banking Resilience and Sustainability,
organized by Indonesia Risk Professional Association (IRPA) (8 October 2025).
• Executive Program of Basic Sharia Banking Education, organized by Permata Bank
(13 August 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 141
Page 144
Profil Perusahaan
Company Profile
Riwayat Pendidikan
Sarjana Ekonomi dari the University of Sydney, Australia (1999).
Dasar Hukum Pengangkatan
Diangkat pertama kali sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang
Saham Luar Biasa tanggal 27 September 2024, dengan masa jabatan efektif sejak tanggal 1
Desember 2024.
Pengalaman Kerja
Sebelumnya beliau menjabat sebagai Chief of Corporate Banking Permata Bank sejak bulan
Februari 2024 sampai dengan tanggal 30 November 2024.
Beliau juga memiliki pengalaman yang luas di bidang perbankan serta pernah menjabat di
berbagai posisi kepemimpinan pada beberapa perusahaan, sebagai berikut:
• Division Head, Corporate Banking 2 di Permata Bank (Mei 2018–Januari 2024).
• Head Corporate Banking III & Syndication Department PT Bank ICBC Indonesia
(Desember 2016–Mei 2018).
• Deputy Head, Trade Sales & Merchant Banking Department PT Bank ICBC Indonesia
(Juli 2015–November 2016).
• Deputy Head Commercial Banking II Department PT Bank ICBC Indonesia
(Juni 2014–Juni 2015).
• Branch Manager Kantor Cabang Gajah Mada PT Bank ICBC Indonesia
(Juni 2013–Juni 2014).
• Commercial Banking & Preparatory Kantor Cabang Gajah Mada PT Bank ICBC Indonesia
(Juli 2012–Juni 2013).
• Branch Manager PT Bank ICBC Indonesia Cabang Bandung (Desember 2010–Juli 2012).
• Team Leader Commercial/Corporate Banking PT Bank ICBC Indonesia
(Agustus 2010–Desember 2010).
• Senior Relationship Manager PT Bank China Trust Indonesia
(Agustus 2004–Agustus 2010).
• RM/Accounting & Finance PT Bank OCBC Indonesia (2002–2004).
• Fund/Tax Accountant RBC Global Service Ltd, Sydney (2001–2002).
Evi • Investment Accountant Bridges Information Services Ltd, Sydney (2000–2001).
• Research Associate Rainmaker Information Services Ltd, Sydney (1999–2000).
Direktur
Director Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
Warga Negara Indonesia, maupun luar negeri.
berusia 47 tahun, berdomisili Rangkap jabatan pada perusahaan dan institusi lainnya:
di Jakarta. Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Indonesian Citizen, 47 years old, Jabatan pada Komite Permata Bank:
resides in Jakarta. 1. Anggota Komite Manajemen Risiko.
2. Anggota Komite Kredit.
3. Anggota Komite Pengarah Teknologi Informasi.
4. Anggota Komite Aset & Liabilitas.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Sharing Session bersama Prof. Ridwan: Reflection on Relationship Management in
Corporate & Investment Banking (16 Juli 2025).
• Bloomberg Sustainable Business Summit, diselenggarakan di Singapura (30–31 Juli 2025).
• The Leaders League-Senior Leaders Workshop (15–16 Agustus 2025).
• Sharing Session bersama Bapak Agus Martowardojo, diselenggarakan oleh Permata Bank
(10 September 2025).
• The 23rd Forbes Global CEO Conference (14–15 Oktober 2025).
• Permata Bank Economic Outlook 2026-Reviving Domestic Growth, Navigating Global
Shocks (28 Oktober 2025).
• Media Training diselenggarakan oleh Permata Bank (4 November 2025).
• Forum Diskusi Makroprudensial (FDM): “Penguatan Kebijakan Makroprudensial
Mendorong Percepatan Intermediasi Perbankan” (14 November 2025).
• The 48th anniversary of the reactivation of the Indonesian Capital Market, CEO Networking
2025, under the theme “Managing Global Trade and Empowering Business Strategy”
(18 November 2025).
• ESG SYMPOSIUM 2025 INDONESIA-Decarbonizing for Our Sustainable Tomorrow
(2 Desember 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
142 PT Bank Permata Tbk Laporan Tahunan 2025
Page 145
Educational Background
Bachelor of Economics from the University of Sydney, Australia (1999).
Legal Basis of Appointment
Appointed for the first time as Director based on the decision of the Extraordinary General
Meeting of Shareholders on 27 September 2024, with an effective term of office from
1 December 2024.
Work Experience
Previously she served as Chief of Corporate Banking of Permata Bank since February 2024
until 30 November 2024.
She also has extensive experiences in banking and served in leadership positions in several
companies, as follows:
• Division Head, Corporate Banking 2 of Permata Bank (May 2018–January 2024).
• Head of Corporate Banking III & Syndication Department at PT Bank ICBC Indonesia
(December 2016–May 2018).
• Deputy Head, Trade Sales & Merchant Banking Department at PT Bank ICBC Indonesia
(July 2015–November 2016).
• Deputy Head of Commercial Banking II Department at PT Bank ICBC Indonesia
(June 2014–June 2015).
• Branch Manager Gajah Mada at PT Bank ICBC Indonesia (June 2013–June 2014).
• Commercial Banking & Preparatory Gajah Mada Branch Office at PT Bank ICBC Indonesia
(July 2012–June 2013).
• Branch Manager at PT Bank ICBC Indonesia Bandung Branch
(December 2010–July 2012).
• Team Leader Commercial/Corporate Banking at PT Bank ICBC Indonesia
(August 2010–December 2010).
• Senior Relationship Manager at PT Bank China Trust Indonesia
(August 2004–August 2010).
• RM/Accounting & Finance at PT Bank OCBC Indonesia (2002–2004).
• Fund/Tax Accountant at RBC Global Service Ltd, Sydney (2001–2002).
• Investment Accountant at Bridges Information Services Ltd, Sydney (2000–2001).
• Research Associate at Rainmaker Information Services Ltd, Sydney (1999–2000).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Member of Risk Management Committee.
2. Member of Credit Committee
3. Member of Information Technology Steering Committee.
4. Member of Asset & Liability Committee.
Education and Training in 2025
She participated in the following education and training programs in 2025:
• Sharing Session by Prof. Ridwan: Reflection on Relationship Management in Corporate &
Investment Banking (16 July 2025).
• Bloomberg Sustainable Business Summit, held di Singapore (30–31 July 2025).
• The Leaders League-Senior Leaders Workshop (15–16 August 2025).
• Sharing Session with Bapak Agus Martowardojo, organized by Permata Bank
(10 September 2025).
• The 23rd Forbes Global CEO Conference (14–15 October 2025).
• Permata Bank Economic Outlook 2026-Reviving Domestic Growth, Navigating Global
Shocks (28 October 2025).
• Media Training organized by Permata Bank (4 November 2025).
• Macroprudential Discussion Forum (FDM)-“Strengthening Macroprudential Policies to
Accelerate Banking Intermediation” (14 November 2025).
• The 48th anniversary of the reactivation of the Indonesian Capital Market, CEO Networking
2025, under the theme “Managing Global Trade and Empowering Business Strategy”
(18 November 2025).
• ESG SYMPOSIUM 2025 INDONESIA-Decarbonizing for Our Sustainable Tomorrow
(2 December 2025).
Affiliate Relations
She has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 143
Page 146
Profil Perusahaan
Company Profile
Riwayat Pendidikan
• Master of Science in Information Technology dari Bentley College, Waltham, Amerika
Serikat (2005).
• Sarjana Teknologi Informasi dari Universitas Gunadarma, Depok (1997).
Sertifikasi Profesional
• Certified Omega-Credit Skills Assessment (CSA), Omega Performance-Moody’s Analytics
(2020).
• Certified Wealth Manager (CWM), MM FE Universitas Gadjah Mada (UGM), ECFT Erasmus
University of Rotterdam & CWMA (2009).
Dasar Hukum Pengangkatan
Diangkat pertama kali sebagai Direktur berdasarkan keputusan Rapat Umum Pemegang
Saham Luar Biasa tanggal 30 September 2025, dengan masa jabatan efektif sejak tanggal
24 Oktober 2025.
Pengalaman Kerja
Sebelumnya beliau menjabat sebagai Deputy Director di Direktorat Teknologi Perseroan dari
8 September 2025 sampai dengan 23 Oktober 2025 dan beliau memiliki pengalaman kerja di
bidang perbankan antara lain sebagai berikut:
• Chief Information Officer di HSBC India (Desember 2023–Agustus 2025).
• Chief Information Officer di PT Bank HSBC Indonesia (Januari 2018–November 2023).
• Chief Risk & Administration Officer di PT Bank HSBC Indonesia
(April 2017–Desember 2017).
• Head of Operations & Transformations di PT Bank Ekonomi Raharja
(Februari 2016–April 2017).
• Head of Global Change Delivery di PT Bank Ekonomi Raharja
(Oktober 2012–Januari 2016).
• SVP, Project Manager di HSBC Indonesia Management Office (IMO) (Juni–Oktober 2012).
• Program Manager di HSBC Turkey (Juni 2011–Mei 2012).
• SVP, Head of IMO Software Delivery di HSBC Indonesia Management Office (IMO)
(Agustus 2009–Juni 2011).
Ahmad Mikail Madjid • VP, Head of IMO IT Business Relations di HSBC Indonesia Management Office (IMO)
(April 2006–Juli 2009).
Direktur • Senior Auditor Risk Advisory Services di KPMG Indonesia (Januari–April 2006).
Director • Manager Internal IT Audit di ABN AMRO Indonesia (Oktober 2001–Mei 2003).
• MIS Officer di ABN AMRO Indonesia (November 1997–September 2001).
Warga Negara Indonesia, Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
berusia 51 tahun, berdomisili Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
di Jakarta. maupun luar negeri.
Indonesian Citizen, 51 years old, Rangkap jabatan pada perusahaan dan institusi lainnya:
resides in Jakarta. Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Jabatan pada Komite Permata Bank:
1. Ketua Komite Pengarah Teknologi Informasi.
2. Anggota Komite Manajemen Risiko.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Sertifikasi Manajemen Risiko Perbankan Jenjang 6 & 7, diselenggarakan oleh
Lembaga Sertifikasi Profesi Lembaga Sertifikasi Profesional Perbankan (LSP LSPP)
(8 September 2025).
• Future Proofing Banking Modernisation-Client Centricity, Innovation, Simplicity,
diselenggarakan oleh Fis Global di Discovery Hotel Jakarta (14 Oktober 2025).
• [FEKDI] Talk Show 1: Tokenisasi RWA untuk Indonesia Emas & [FEKDI] Talk Show 2:
Peran Inovasi Digital & AI dalam Mendorong Pertumbuhan Ekonomi yang Inklusif &
Berkelanjutan, diselenggarakan oleh Bank Indonesia (30 Oktober 2025).
• Singapore FinTEch Festival 2025, diselenggarakan oleh GFTN Singapore
(12– 14 November 2025).
• Bain AI in Financial Services Summit, diselengarakan oleh Bain di London
(17–19 November 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
144 PT Bank Permata Tbk Laporan Tahunan 2025
Page 147
Educational Background
• Master of Science in Information Technology from Bentley College, Waltham, United States
of America (2005).
• Bachelor’s degree in technology information from Gunadarma University (1997).
Professional Certification
• Certified Omega-Credit Skills Assessment (CSA), Omega Performance-Moody’s Analytics
(2020).
• Certified Wealth Manager (CWM), MM FE Universitas Gadjah Mada (UGM), ECFT Erasmus
University of Rotterdam & CWMA (2009).
Legal Basis of Appointment
Appointed for the first time as Director based on the decision of the Extraordinary General
Meeting of Shareholders on 30 September 2025, with an effective term of office from
24 October 2025.
Work Experience
Previously he served as Deputy Director at the Company’s Technology Directorate from 8
September 2025 until 23 October 2025 and has professional experience in the banking
sector, including roles such as:
• Chief Information Officer of HSBC India (December 2023–August 2025).
• Chief Information Officer of PT Bank HSBC Indonesia (January 2018–November 2023).
• Chief Risk & Administration Officer of PT Bank HSBC Indonesia
(April 2017–December 2017).
• Head of Operations & Transformations of PT Bank Ekonomi Raharja
(February 2016–April 2017).
• Head of Global Change Delivery of PT Bank Ekonomi Raharja
(October 2012–January 2016).
• SVP, Project Manager of HSBC Indonesia Management Office (IMO) (June–October 2012).
• Program Manager of HSBC Turkey (June 2011–May 2012).
• SVP, Head of IMO Software Delivery of HSBC Indonesia Management Office (IMO)
(August 2009–June 2011).
• VP, Head of IMO IT Business Relations of HSBC Indonesia Management Office (IMO)
(April 2006–July 2009).
• Senior Auditor Risk Advisory Services of KPMG Indonesia (January–April 2006).
• Manager Internal IT Audit of ABN AMRO Indonesia (October 2001–May 2003).
• MIS Officer of ABN AMRO Indonesia (November 1997–September 2001).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
1. Chairman of Information Technology Steering Committee.
2. Member of Risk Management Committee.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Bank Risk Management Certification Level 6 & 7, organized by Lembaga Sertifikasi Profesi
Lembaga Sertifikasi Profesional Perbankan (LSP LSPP) (8 September 2025).
• Future Proofing Banking Modernisation-Client Centricity, Innovation, Simplicity, organized
by Fis Global at Discovery Hotel Jakarta (14 October 2025).
• [FEKDI] Talk Show 1: RWA Tokenization for Indonesia Emas & [FEKDI] Talk Show 2: The Role
of Digital Innovation and Artificial Intelligence in Promoting Inclusive and Sustainable
Economic Growth, organized by Bank Indonesia (30 October 2025).
• Singapore FinTEch Festival 2025, organized by Singapore GFTN (12–14 November 2025).
• Bain AI in Financial Services Summit, organized by Bain in London (17–19 November 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 145
Page 148
Profil Perusahaan
Company Profile
Informasi Perubahan Komposisi Direksi selama
Tahun Buku 2025
Information on the Change of Composition of the Board of Directors
in the Financial Year 2025
Terdapat perubahan anggota Direksi selama tahun buku 2025 There were changes in the Board of Directors during the 2025
sebagai berikut: financial year as follows:
1. Pengunduran diri Bapak Abdy Dharma Salimin sebagai 1. The resignation of Mr. Abdy Dharma Salimin as Director of
Direktur Permata Bank yang pengunduran dirinya telah Permata Bank, which was duly accepted by the Extraordinary
diterima dengan baik oleh Rapat Umum Pemegang Saham General Meeting of Shareholders on 30 September 2025.
Luar Biasa pada tanggal 30 September 2025.
2. Pengangkatan Bapak Ahmad Mikail Madjid sebagai Direktur 2. Appointment of Mr. Ahmad Mikail Madjid as Director of
Permata Bank pada Rapat Umum Pemegang Saham Luar Permata Bank based on the decision of the Extraordinary
Biasa pada tanggal 30 September 2025 dengan masa General Meeting of Shareholders on 30 September 2025 with
jabatan efektif pada tanggal 24 Oktober 2025. an effective term of office on 24 October 2025.
146 PT Bank Permata Tbk Laporan Tahunan 2025
Page 149
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Page 150
Profil Perusahaan
Company Profile
Profil Dewan Pengawas Syariah
Sharia Supervisory Board Profile
Riwayat Pendidikan
Prof. Dr. H. Jaih Mubarak, S.E., M.H., M.Ag. adalah Guru Besar Hukum Islam serta dosen
Fakultas Syariah dan Hukum Universitas Islam Negeri Sunan Gunung Djati Bandung.
Menyelesaikan pendidikan S1 di Fakultas IAIN (UIN) Bandung (lulus tahun 1991) dan Fakultas
Ekonomi Universitas Ars Internasional Bandung (lulus tahun 2008). Kemudian mengikuti
program S2 Program Studi Pascasarjana IAIN Jakarta (lulus tahun 1995) dan Ilmu Hukum
Sekolah Pascasarjana Universitas Djuanda Bogor (lulus tahun 2009). Beliau menyelesaikan
S3 Program Studi Ilmu Agama Islam pada Program Pascasarjana IAIN Jakarta pada tahun
1999.
Dasar Hukum Pengangkatan
• Diangkat pertama kali sebagai anggota Dewan Pengawas Syariah Unit Usaha Syariah
berdasarkan keputusan Rapat Umum Pemegang Saham Tahunan tanggal 23 April
2014 dan telah memperoleh persetujuan dari OJK berdasarkan surat tertanggal
28 Agustus 2014.
• Diangkat kembali sebagai anggota Dewan Pengawas Syariah berdasarkan keputusan
Rapat Umum Pemegang Saham Tahunan tanggal 20 Mei 2022.
• Diangkat kembali sebagai anggota Dewan Pengawas Syariah berdasarkan keputusan
Rapat Umum Pemegang Saham Tahunan tanggal 3 April 2024.
• Ditetapkan sebagai Ketua Dewan Pengawas Syariah berdasarkan keputusan Rapat
Umum Pemegang Saham Luar Biasa tanggal 27 September 2024 dan berlaku efektif
pada tanggal 7 November 2024.
Pengalaman Kerja
Beliau merupakan Guru Besar pada Fakultas Syariah dan Hukum UIN Sunan Gunung Djati,
Bandung. Selain itu beliau saat ini menjabat sebagai koordinator Bidang Fatwa Badan
Pengurus Dewan Syariah Nasional-Majelis Ulama Indonesia (DSN-MUI). Beliau memiliki
pengalaman luas di berbagai organisasi keagamaan dan kemasyarakatan.
Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
1. Anggota Dewan Pengawas Syariah PT Bank Syariah Indonesia Tbk.
Prof. Dr. H. Jaih Mubarok,
Rangkap jabatan pada perusahaan dan institusi lainnya:
S.E., M.H., M.Ag. 1. Ketua DPS Asuransi Al-Amin.
Ketua Dewan Pengawas Syariah 2. Anggota DPS pada Dana Pensiun Lembaga Keuangan Iuran Pasti (DPLK IP) Bank
Indonesia.
Unit Usaha Syariah 3. Koordinator Bidang Fatwa Badan Pengurus Dewan Syariah Nasional Majelis Ulama
Chairman of the Supervisory Indonesia (DSN-MUI).
4. Wakil Ketua Majelis Tarjih dan Tajdid PP Muhammadiyah.
Board of the Sharia Business Unit 5. Wakil Ketua Komisi Fatwa Majelis Ulama Indonesia (MUI) Pusat.
6. Guru Besar Fakultas Syariah & Hukum di UIN Sunan Gunung Djati Bandung.
7. Ketua Program Studi Ekonomi Syari’ah (S3) Universitas Ibnu Khaldun Bogor.
Warga Negara Indonesia,
berusia 58 tahun, berdomisili Jabatan pada Komite Permata Bank:
Tidak merangkap jabatan di Permata Bank.
di Jakarta.
Indonesian Citizen, 58 years old, Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
resides in Jakarta. • Pra Ijtima Sanawi yang diadakan di Jakarta dan diselenggarakan oleh DSN-MUI
(24–25 September 2025).
• Ijtima’ Sanawi (Annual Meeting) Dewan Pengawas Syariah XXI Tahun 2025 (Penguatan
Peran Dewan Pengawas Syariah dalam Mengawal Inovasi Keuangan Syariah
Berkelanjutan) (26–27 September 2025).
• Sertifikasi Kualifikasi 5 Bidang Manajemen Risiko Perbankan (4 September 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
148 PT Bank Permata Tbk Laporan Tahunan 2025
Page 151
Educational Background
Prof. Dr. H. Jaih Mubarak, S.E., M.H., M. Ag. is a lecturer and Professor of Islamic Law at Sunan
Gunung Djati State Islamic University in Bandung. He completed his undergraduate studies
at the Faculty of IAIN (UIN) Bandung (in 1991) and the Faculty of Economics, Ars Internasional
Bandung University (in 2008). He then pursued a Master’s degree at the IAIN Jakarta
Postgraduate Study Program (graduated in 1995) and Law Studies at the Djuanda University
Graduate School (graduated in 2009). In 1999, he received his PhD from the IAIN Jakarta
Postgraduate Program in the Islamic Religious Studies Program.
Legal Basis of Appointment
• Appointed for the first time as a member of the Sharia Supervisory Board of the Sharia
Business Unit based on the decision of the Annual General Meeting of Shareholders
dated 23 April 2014 and has obtained approval from the OJK based on a letter dated
28 August 2014.
• Reappointed as a member of the Sharia Supervisory Board based on the decision of the
Annual General Meeting of Shareholders on 20 May 2022.
• Reappointed as a member of the Sharia Supervisory Board based on the decision of the
Annual General Meeting of Shareholders on 3 April 2024.
• Determined as Chairman of the Sharia Supervisory Board based on the decision of the
Extraordinary General Meeting of Shareholders on 27 September 2024 and effective on
7 November 2024.
Work Experience
He is a Professor at the Faculty of Sharia and Law at UIN Sunan Gunung Djati, Bandung.
In addition, he currently serves as the Fatwa Coordinator for the Board of Directors of the
National Sharia Council-Indonesian Ulema Council (DSN-MUI). He has extensive experience
in various religious and community organizations.
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
1. Member of Sharia Supervisory Board at PT Bank Syariah Indonesia Tbk.
Concurrent positions in other companies and institutions:
1. Chairman of Sharia Supervisory Board at Asuransi Al-Amin.
2. Member of Sharia Supervisory Board at Dana Pensiun Lembaga Keuangan Iuran Pasti
(DPLK IP) Bank Indonesia.
3. Coordinator of the Fatwa Division of the National Sharia Council of the Indonesian Ulema
Council (DSN-MUI).
4. Deputy Chair of the Tarjih and Tajdid Council of the Central Muhammadiyah Central
Board.
5. Deputy Chair of the Fatwa Commission of the Indonesian Ulema Council (MUI).
6. Professor of the Faculty of Sharia & Law at UIN Sunan Gunung Djati Bandung.
7. Head of the Sharia Economics Study Program (Doctoral) at Ibnu Khaldun University, Bogor.
Committee positions at Permata Bank:
There is no concurrent position at Permata Bank.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Pra Ijtima Sanawi held in Jakarta and organized by DSN-MUI (24–25 September 2025).
• Ijtima’ Sanawi (Annual Meeting) of the Sharia Supervisory Board XXI 2025 (Strengthening
the Role of the Sharia Supervisory Board in Safeguarding Sustainable Islamic Financial
Innovation) (26–27 September 2025).
• Certification of Qualifications in 5 Areas of Banking Risk Management
(4 September 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 149
Page 152
Profil Perusahaan
Company Profile
Riwayat Pendidikan
Dr. Asep Supyadillah, M.Ag. memperoleh gelar Doktor dengan konsentrasi Ekonomi Islam
dari Universitas Islam Negeri (UIN) Syarif Hidayatullah Jakarta pada tahun 2020, gelar
Magister dengan konsentrasi Ekonomi Islam dari Universitas Muhammadiyah Jakarta pada
tahun 2001, dan gelar Sarjana dengan konsentrasi Syariah/Perdata dan Pidana Islam dari
Universitas Islam Negeri (UIN) Syarif Hidayatullah Jakarta pada tahun 1993.
Dasar Hukum Pengangkatan
Diangkat pertama kali sebagai anggota Dewan Pengawas Syariah Unit Usaha Syariah
berdasarkan keputusan Rapat Umum Pemegang Saham Luar Biasa tanggal 27 September
2024 dan efektif pada tanggal 7 November 2024.
Pengalaman Kerja
Saat ini Beliau menjabat sebagai anggota Dewan Pengawas Syariah di PT Fintek Karya
Nusantara (Unit Usaha Syariah LinkAja Syariah) sejak tahun 2020, anggota Dewan Pengawas
Syariah Unit Usaha Syariah PT Bank Danamon Indonesia Tbk sejak tahun 2018, Ketua Dewan
Pengawas Syariah Unit Usaha Syariah PT Asuransi Jiwa Generali Indonesia sejak tahun 2017,
Wakil Sekretaris Badan Pelaksana Harian Dewan Syariah Nasional-Majelis Ulama Indonesia
(BPH DSN-MUI) sejak tahun 2016-2025, Koordinator Bidang Layanan, Literasi, Relasi Industri
dan Regulasi DSN-MUI sejak 16 Desember 2025-sekarang, serta sebagai pengajar Fakultas
Agama Islam Universitas Muhammadiyah Jakarta sejak tahun 2010.
Sebelumnya, beliau pernah menjabat sebagai:
• Ketua Dewan Pengawas Syariah PT Capital Life Syariah (2016– September 2024).
• Ketua Dewan Pengawas Syariah Unit Usaha Syariah PT Asuransi Reliance Indonesia
(2015–Agustus 2020).
• Anggota Dewan Pengawas Syariah PT Asuransi Takaful Umum (Agustus 2014–2017).
• Anggota BPH DSN-MUI (2014–2016).
• Anggota Dewan Pengawas Syariah Unit Usaha Syariah PT Kresna Reksa Finance
(2012– Maret 2017).
• Konsultan syariah dan advokat pada Law Offices of Remy & Darus (2002–2008) serta
Law Offices of Remy & Partners (2008–2014).
Asep Supyadillah
Rangkap Jabatan
Anggota Dewan Pengawas Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Syariah Unit Usaha Syariah 1. Anggota Dewan Pengawas Syariah Unit Usaha Syariah PT Bank Danamon Indonesia Tbk.
Member of the Supervisory Board Rangkap jabatan pada perusahaan dan institusi lainnya:
of the Sharia Business Unit 1. Anggota Dewan Pengawas Syariah di PT Fintek Karya Nusantara (Unit Usaha Syariah
LinkAja Syariah).
2. Ketua Dewan Pengawas Syariah Unit Usaha Syariah PT Asuransi Jiwa Generali Indonesia.
Warga Negara Indonesia, 3. Wakil Sekretaris Badan Pelaksana Harian Dewan Syariah Nasional-Majelis Ulama
Indonesia (BPH DSN-MUI) (2016–2025).
berusia 58 tahun, berdomisili 4. Koordinator Bidang Layanan, Literasi, Relasi Industri dan Regulasi DSN-MUI
di Jakarta. (sejak 16 Desember 2025).
5. Pengajar di Fakultas Agama Islam Universitas Muhammadiyah Jakarta.
Indonesian Citizen, 58 years old, 6. Anggota Bidang III Bidang Kerja Sama dan Investasi Majelis Pendayagunaan Wakaf
resides in Jakarta. (MPW) PP Muhammadiyah.
Jabatan pada Komite Permata Bank:
Tidak merangkap jabatan di Permata Bank.
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Pra Ijtima Sanawi yang diadakan di Jakarta dan diselenggarakan oleh DSN-MUI
(24–25 September 2025).
• Ijtima’ Sanawi (Annual Meeting) Dewan Pengawas Syariah XXI Tahun 2025 (Penguatan
Peran Dewan Pengawas Syariah dalam Mengawal Inovasi Keuangan Syariah
Berkelanjutan) (26–27 September 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
150 PT Bank Permata Tbk Laporan Tahunan 2025
Page 153
Educational Background
Dr. Asep Supyadillah, M.Ag. was granted a Doctorate degree with a concentration in Islamic
Economics from Syarif Hidayatullah State Islamic University (UIN) Jakarta in 2020, a Master’s
degree with a concentration in Islamic Economics from Muhammadiyah University Jakarta in
2001, and a Bachelor’s degree with a concentration in Sharia/Civil and Islamic Criminal from
Syarif Hidayatullah State Islamic University (UIN) Jakarta in 1993.
Legal Basis of Appointment
Appointed for the first time as a member of the Sharia Supervisory Board of the Sharia
Business Unit based on the decision of the Extraordinary General Meeting of Shareholders
dated 27 September 2024 and effective on 7 November 2024.
Work Experience
He currently serves as a member of the Sharia Supervisory Board of PT Fintek Karya
Nusantara (LinkAja Syariah Business Unit) since 2020, a member of the Sharia Supervisory
Board of the Sharia Business Unit of PT Bank Danamon Indonesia Tbk since 2018, Chairman
of the Sharia Supervisory Board of the Sharia Business Unit of PT Asuransi Jiwa Generali
Indonesia since 2017, Deputy Secretary of the Daily Executive Board of the National Sharia
Council of the Indonesian Ulema Council (BPH DSN-MUI) since 2016-2025, Coordinator
for Services, Literacy, Industrial Relations and Regulations of DSN-MUI, since December
16, 2025-present, and as a lecturer at the Faculty of Islamic Religion at Muhammadiyah
University Jakarta since 2010.
Previously, he served as:
• Sharia Supervisory Board chairman of PT Capital Life Syariah (2016–September 2024).
• Sharia Supervisory Board chairman of Sharia Business Unit PT Asuransi Reliance
Indonesia (2015–August 2020).
• Sharia Supervisory Board member of PT Asuransi Takaful Umum (August 2014–2017).
• Member of BPH DSN-MUI (2014–2016).
• Sharia Supervisory Board member of Sharia Business Unit of PT Kresna Reksa Finance
(2012–March 2017).
• Sharia consultant and lawyer at Remy & Darus Law Offices (2002–2008) and Remy and
Partners Law Offices (2008–2014).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
1. Member of the Sharia Supervisory Board of the Sharia Business Unit of PT Bank Danamon
Indonesia Tbk.
Concurrent positions in other companies and institutions:
1. Member of the Sharia Supervisory Board at PT Fintek Karya Nusantara (LinkAja Syariah
Sharia Business Unit).
2. Chairman of the Sharia Supervisory Board of the Sharia Business Unit of PT Asuransi Jiwa
Generali Indonesia.
3. Deputy Secretary of the Executive Board of the National Sharia Council-Indonesian Ulema
Council (BPH DSN-MUI) (2021–2025).
4. Coordinator for Services, Literacy, Industrial Relations and Regulations of DSN-MUI
(since 16 December 2025).
5. Lecturer at the Faculty of Islamic Studies, Muhammadiyah University, Jakarta.
6. Member of Field III for Cooperation and Investment, Waqf Utilization Council (MPW) of
Central Muhammadiyah.
Committee positions at Permata Bank:
There is no concurrent position at Permata Bank.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Pra Ijtima Sanawi held in Jakarta and organized by DSN-MUI (24–25 September 2025).
• Ijtima’ Sanawi (Annual Meeting) of the Sharia Supervisory Board XXI 2025 (Strengthening
the Role of the Sharia Supervisory Board in Safeguarding Sustainable Islamic Financial
Innovation) (26–27 September 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 151
Page 154
Profil Perusahaan
Company Profile
Riwayat Pendidikan
Habibullah memperoleh gelar B.A (LC) dari Imam Muhammad Ibnu Suud Islamic University-
Kingdom of Saudi Arabia (Kampus LIPIA Jakarta) pada tahun 2000, gelar Sarjana Ekonomi
dari STIE Trianandra pada tahun 2002, dan gelar Magister Sains dari Universitas Indonesia
pada tahun 2005.
Dasar Hukum Pengangkatan
Diangkat pertama kali sebagai anggota Dewan Pengawas Syariah Unit Usaha Syariah
berdasarkan keputusan Rapat Umum Pemegang Saham Tahunan tanggal 9 April 2025 dan
efektif pada tanggal 1 Januari 2026.
Pengalaman Kerja
Beliau memiliki pengalaman kerja yang luas di bidang perbankan Syariah, antara lain:
• Division Head, Sharia Advisory & Governance di Unit Usaha Syariah PT Bank Permata Tbk
(2024–2025).
• Head, Shariah Advisory & Governance di Unit Usaha Syariah PT Bank Permata Tbk
(2021–2024).
• Head, Sharia Governance & Business Operation Risk Management di Unit Usaha Syariah
PT Bank Permata Tbk (2020–2021).
• Head, Sharia & Risk Assurance Management di Unit Usaha Syariah PT Bank Permata Tbk
(2019–2020).
• Head, Sharia & Risk Assurance di Unit Usaha Syariah PT Bank Permata Tbk (2019).
• Head, Sharia Advisory & Assurance di Unit Usaha Syariah PT Bank Maybank
Indonesia Tbk (2017–2019).
• Head of Strategic and Sharia Management di PT Bank Maybank Syariah Indonesia
(2016–2017).
• Head of Product and Strategy di PT Bank Maybank Syariah Indonesia (2013–2016).
• Product Development di PT Bank Maybank Syariah Indonesia (2012–2013).
• Compliance Group Head & Pejabat Khusus APU/PPT di PT Bank BJB Syariah (2010–2012).
• Compliance Manager di PT Bank BRI Syariah (2009–2010).
• Business Development di Unit Usaha Syariah PT Bank Bukopin Tbk (2005–2009).
Habibullah Rangkap Jabatan
Rangkap jabatan pada perusahaan terbuka (di Indonesia dan/atau luar negeri):
Anggota Dewan Pengawas Tidak merangkap jabatan pada perusahaan terbuka lain yang beroperasi di Indonesia
Syariah Unit Usaha Syariah maupun luar negeri.
Member of the Supervisory Board Rangkap jabatan pada perusahaan dan institusi lainnya:
of the Sharia Business Unit Tidak merangkap jabatan pada perusahaan dan institusi lainnya.
Jabatan pada Komite Permata Bank:
Warga Negara Indonesia, Tidak merangkap jabatan di Permata Bank.
berusia 50 tahun, berdomisili Pendidikan dan Pelatihan Tahun 2025
di Jakarta. Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• Sertifikasi Kualifikasi 6 Bidang Manajemen Risiko Perbankan (13 Januari 2025).
Indonesian Citizen, 50 years old, • BARa Sharing Session “Navigating Crisis with Confidence: Recovery & Resolution Plan
resides in Jakarta. sebagai Pilar Ketahanan Bank” (23 Juli 2025).
• Program Pemeliharaan Skema Sertifikasi Kualifikasi 4 Bidang Manajemen Risiko
Perbankan (2 Agustus 2025).
• Ijtima’ Sanawi (Annual Meeting) Dewan Pengawas Syariah XXI Tahun 2025 (Penguatan
Peran Dewan Pengawas Syariah dalam Mengawal Inovasi Keuangan Syariah
Berkelanjutan) (26–27 September 2025).
Hubungan Afiliasi
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi lainnya, Dewan Komisaris,
Dewan Pengawas Syariah, pemegang saham utama, maupun dengan pemegang saham
pengendali baik langsung maupun tidak langsung hingga pemilik individu.
152 PT Bank Permata Tbk Laporan Tahunan 2025
Page 155
Educational Background
Habibullah obtained a B.A (LC) degree from Imam Muhammad Ibn Saud Islamic University-
Kingdom of Saudi Arabia (LIPIA Jakarta Campus) in 2000, a Bachelor’s degree in Economics
from STIE Trianandra in 2002, and a Master’s degree in Science from the University of
Indonesia in 2005.
Legal Basis of Appointment
Appointed for the first time as a member of the Sharia Supervisory Board of the Sharia
Business Unit based on the decision of the Annual General Meeting of Shareholders dated 9
April 2025 and effective on 1 January 2026.
Work Experience
He has extensive experience in Islamic banking, including:
• Division Head, Sharia Advisory & Governance at the Sharia Business Unit of PT Bank
Permata Tbk (2024–2025).
• Head, Shariah Advisory & Governance at the Sharia Business Unit of PT Bank Permata Tbk
(2021–2024).
• Head, Sharia Governance & Business Operation Risk Management at the Sharia Business
Unit of PT Bank Permata Tbk (2020–2021).
• Head, Sharia & Risk Assurance Management at the Sharia Business Unit of PT Bank
Permata Tbk (2019–2020).
• Head, Sharia & Risk Assurance at the Sharia Business Unit of PT Bank Permata Tbk (2019).
• Head, Sharia Advisory & Assurance at the Sharia Business Unit of PT Bank Maybank
Indonesia Tbk (2017–2019).
• Head of Strategic and Sharia Management at PT Bank Maybank Syariah Indonesia
(2016–2017).
• Head of Product and Strategy at PT Bank Maybank Syariah Indonesia (2013–2016).
• Product Development at PT Bank Maybank Syariah Indonesia (2012–2013).
• Compliance Group Head & Special Officer for AML/CFT at PT Bank BJB Syariah
(2010–2012).
• Compliance Manager at PT Bank BRI Syariah (2009–2010).
• Business Development at the Sharia Business Unit of PT Bank Bukopin Tbk (2005–2009).
Concurrent Position
Concurrent positions in public companies (in Indonesia and/or overseas):
There is no concurrent position at other public company operating in Indonesia and overseas.
Concurrent positions in other companies and institutions:
There is no concurrent position at other companies and institutions.
Committee positions at Permata Bank:
There is no concurrent position at Permata Bank.
Education and Training in 2025
He participated in the following education and training programs in 2025:
• Certification of Qualifications in 6 Areas of Banking Risk Management (13 January 2025).
• BARa Sharing Session: “Navigating Crisis with Confidence: Recovery & Resolution Plan as
a Pillar of Bank Resilience” (23 July 2025).
• Maintenance Program for Certification Scheme of Qualifications in 4 Areas of Banking
Risk Management (2 August 2025).
• Ijtima’ Sanawi (Annual Meeting) of the Sharia Supervisory Board XXI 2025 (Strengthening
the Role of the Sharia Supervisory Board in Safeguarding Sustainable Islamic Financial
Innovation) (26–27 September 2025).
Affiliate Relations
He has no affiliate relation with other members of the Board of Directors, the Board of
Commissioners, the Sharia Supervisory Board, main shareholders, or with controlling
shareholders either directly or indirectly to individual owners.
2025 Annual Report PT Bank Permata Tbk 153
Page 156
Profil Perusahaan
Company Profile
Informasi Perubahan Komposisi Dewan
Pengawas Syariah selama Tahun Buku 2025
Information on the Change of Composition of the Sharia
Supervisory Board in the Financial Year 2025
Terdapat perubahan susunan Dewan Pengawas Syariah Permata There was a change in the composition of Permata Bank’s
Bank selama tahun buku 2025, yaitu pengangkatan Bapak Sharia Supervisory Board in the 2025 financial year, namely the
Habibullah sebagai anggota Dewan Pengawas Syariah Unit reappointment of Mr. Habibullah as a member of Permata Bank’s
Usaha Syariah Permata Bank berdasarkan keputusan Rapat Sharia Supervisory Board Sharia Business Unit based on the
Umum Pemegang Saham Tahunan pada tanggal 9 April 2025 decision of the Annual General Meeting of Shareholders on 9 April
dengan masa jabatan efektif pada tanggal 1 Januari 2026. 2025 and effective on 1 January 2026.
154 PT Bank Permata Tbk Laporan Tahunan 2025
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Page 158
Profil Perusahaan
Company Profile
Profil Anggota Komite
Committee Member Profile
Mieke S. Djalil Dr. Timotius, Ak., CA
Anggota Komite Audit (Pihak Anggota Komite Audit
Independen) (Pihak Independen)
Member of Audit Committee Member of the Audit Committee
(Independent Party) (Independent Party)
Warga Negara Indonesia, Warga Negara Indonesia,
berusia 69 tahun, berdomisili berusia 68 tahun, berdomisili
di Jakarta. di Jakarta.
Indonesian Citizen, 69 years old, Indonesian Citizen, 68 years old,
resides in Jakarta. resides in Jakarta.
Riwayat Pendidikan Riwayat Pendidikan
Beliau memperoleh gelar Business Administration dari American University, • Doctor of Agriculture Economics, Institut Pertanian Bogor (2000).
Washington DC (1980). • Magister Manajemen, Universitas Indonesia (1990).
• Sarjana Akuntansi, Universitas Indonesia (1992).
Pengalaman Kerja • Sarjana Manajemen Keuangan, Universitas Indonesia (1984).
Beliau memiliki pengalaman lebih dari 35 tahun dalam bidang konsultan, terutama di
bidang perbaikan proses bisnis, program manajemen proyek, serta implementasi dari IT Pengalaman Kerja
solusi bisnis dan digitalisasi. Beliau pernah menjabat berbagai posisi penting, antara lain sebagai berikut:
• Komite Audit PT Indofood Sukses Makmur Tbk (2018–2025).
Beliau pernah menjabat berbagai posisi penting, antara lain sebagai berikut: • Komisaris Independen PT London Sumatra Tbk (2018–2019).
• Anggota Komite Audit di Universitas Indonesia (Desember 2021–Agustus 2024). • Komite Audit PT Bank Bumi Arta Tbk (2013–2021).
• Digital Transformation Advisor di PT MRT (Februari 2021–Desember 2021). • Komite Audit PT Sumber Alfaria Trijaya Tbk (2012–2020).
• ICT Transformation Advisor di PT Semen Indonesia (Persero) Tbk • Komite Audit PT Alfa Midi Tbk (2014–2020).
(Juni 2020–Juni 2021). • Komite Audit PT ASSA Tbk (2012–2022).
• Transformation Advisor PT Indosat Tbk (2013–2019). • Komite Audit PT Sampoerna Agro Tbk (2010–2017).
• Partner di Ernst & Young-Performance Improvement, Advisory Service (2010–2013). • Komite Audit Bank Ina Perdana Tbk (2010–2018).
• Project Controller untuk SAP Implementation di PT Krakatau Steel (2009–2010). • Komite Audit PT Salim Ivomas Pratama Tbk (2009–2013).
• Director Services PT Sigma Cipta Caraka (2007–2009). • Komite Audit PT HM Sampoerna Tbk (2001–2011).
• Country Leader pada Business Consulting Service di PT IBM Indonesia (2004–2006). • Komisaris PT Kharisma Valas Indonesia (1998–2008).
• ASEAN/SA ORACLE ISV Leader di IBM BCS ASEAN SA (2004–2006). • Direktur PT Suprawira Finance (1996–1998).
• Partner di PricewaterhouseCoopers Consulting Indonesia/IBM Business • Direktur PT Moritas Agrobi (1990–1996).
(1997–2004). • Asisten Direktur Keuangan PT Barito Pacific Timber (1990).
• Accounting Manager PT Prima Palm Indah (1987–1988).
Pendidikan dan Pelatihan Tahun 2025 • Accounting and Finance Manager PT Prabu Pura Motor (1980–1987).
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
Pelatihan dan Sertifikasi Risk Management Training “The Risk Exposure of Illusion Pendidikan dan Pelatihan Tahun 2025
Control in the Business Development-PT Chubb General Insurance” oleh Lembaga Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
Pengembangan Manajemen Asuransi-STMA Trisakti (12 Agustus 2025). • Seminar Nasional Internal Audit “Apa yang Mendorong Peluang untuk Tetap
Unggul bagi Auditor Internal di Tahun-Tahun Mendatang?” diselenggarakan oleh
Educational Background YPIA (Yayasan Pendidikan Internal Audit) di Bali (3–4 Desember 2025).
She obtained a Business Administration degree from American University, Washington • “Peluang dan Risiko untuk Kawasan, Indonesia, dan Indofood dalam lima hingga
DC (1980). sepuluh tahun ke depan” oleh George Yeo Yong Bun, diselenggarakan oleh
Indofood di Jakarta (8 Desember 2025).
Work Experience • Memimpin Transformasi Organisasi oleh Dr. Irham Dilmy, MBA, diselenggarakan di
She has more than 35 years of experience in the consulting field, especially in the Jakarta (11 Desember 2025).
areas of business process improvement, project management programs, as well as the
implementation of IT business solutions and digitalization. Educational Background
• Doctor of Agriculture Economics, Bogor Agricultural Institute (2000).
She has held various important positions, including the following: • Master of Management, University of Indonesia (1990).
• Audit Committee Member at the Universitas Indonesia • Bachelor of Accounting, University of Indonesia (1992).
(December 2021–August 2024). • Bachelor of Financial Management, University of Indonesia (1984).
• Digital Transformation Advisor at PT MRT (February 2021–December 2021).
• ICT Transformation Advisor at PT Semen Indonesia (Persero) Tbk Work Experience
(June 2020–June 2021). He has held various important positions, including the following:
• Transformation Advisor PT Indosat Tbk (2013–2019). • Audit Committee of PT Indofood Sukses Makmur Tbk (2018 –2025).
• Partner at Ernst & Young-Performance Improvement, Advisory Services (2010–2013). • Independent Commissioner of PT London Sumatra Tbk (2018–2019).
• Project Controller for SAP Implementation at PT Krakatau Steel (2009–2010). • Audit Committee of PT Bank Bumi Arta Tbk (2013–2021).
• Director Services PT Sigma Cipta Caraka (2007–2009). • Audit Committee of PT Sumber Alfaria Trijaya Tbk (2012–2020).
• Country Leader in Business Consulting Services at PT IBM Indonesia (2004–2006). • Audit Committee of PT Alfa Midi Tbk (2014–2020).
• ASEAN/SA ORACLE ISV Leader at IBM BCS ASEAN SA (2004–2006). • Audit Committee of PT ASSA Tbk (2012–2022).
• Partner at PricewaterhouseCoopers Consulting Indonesia/IBM Business • Audit Committee of PT Sampoerna Agro Tbk (2010–2017).
(1997–2004). • Audit Committee of Bank Ina Perdana Tbk (2010–2018).
• Audit Committee of PT Salim Ivomas Pratama Tbk (2009–2013).
Education and Training in 2025 • Audit Committee of PT HM Sampoerna Tbk (2001–2011).
She participated in the following education and training program in 2025: • Commissioner of PT Kharisma Valas Indonesia (1998–2008).
Training & Certification Risk Management Training “The Risk Exposure of Illusion Control • Director of PT Suprawira Finance (1996–1998).
in the Business Development-PT Chubb General Insurance” by Lembaga Pengembangan • Director of PT Moritas Agrobi (1990–1996).
Manajemen Asuransi-STMA Trisakti (12 August 2025). • Assistant Director of Finance PT Barito Pacific Timber (1990).
• Accounting Manager PT Prima Palm Indah (1987–1988).
• Accounting and Finance Manager PT Prabu Pura Motor (1980–1987).
Education and Training in 2025
He participated in the following education and training programs in 2025:
• National Internal Audit Seminar “What’s Driving Chance to Stay Ahead of the
Curve for Internal Auditors in the Coming Years?” organized by Yayasan Pendidikan
Internal Audit (YPIA) in Bali (3–4 December 2025).
• “Opportunities and Risks for the Region, Indonesia and Indofood Over the Next
Five to Ten Years by George Yeo Yong Boon organized by Indofood in Jakarta (8
December 2025).
• Leading Organization Transformation by Dr. Irham Dilmy MBA, organized in Jakarta
(11 December 2025).
156 PT Bank Permata Tbk Laporan Tahunan 2025
Page 159
Budijanto Soedarpo Saisyarpati
Anggota Komite Pemantau Anggota Komite Pemantau
Risiko (Pihak Independen) Risiko (Pihak Independen)
Member of the Risk Monitoring Member of the Risk Monitoring
Committee (Independent Party) Committee (Independent Party)
Warga Negara Indonesia, Warga Negara Indonesia,
berusia 60 tahun, berdomisili berusia 56 tahun, berdomisili
di Jakarta. di Jakarta.
Indonesian Citizen, 60 years old, Indonesian Citizen, 56 years old,
resides in Jakarta. resides in Jakarta.
Riwayat Pendidikan Riwayat Pendidikan
• Master of Business Administration-Finance, Brisbane Graduate School of Business, Sarjana Pertanian Jurusan, Ilmu Sosial Ekonomi, Institut Pertanian Bogor (1996).
Queensland University of Technology Australia (2001).
• Sarjana Teknik, Teknik Sipil, Universitas Tarumanegara, Jakarta, Indonesia (1989). Sertifikasi Profesional
Sertifikasi Manajemen Risiko Perbankan Kualifikasi 7 dari Lembaga Sertifikasi Profesi
Pengalaman Kerja Perbankan (LSPP) (2025).
Beliau memiliki pengalaman kerja sebagai berikut:
• Komisaris Independen, Ketua Komite Pemantau Risiko, PT Hanwha Life Insurance Pengalaman Kerja
Indonesia (Desember 2023–Mei 2025). Beliau memiliki pengalaman kerja sebagai berikut:
• Chief Risk Officer, PT Bank Aladin Syariah Tbk (Februari 2023–Agustus 2023). • Credit Risk Management Consulting, PT Bank Amar Indonesia Tbk
• Direktur Retail Banking, PT Bank INA Perdana Tbk (September 2021–Desember (Mei 2023–Januari 2025).
2022). • Vice President Executive Relationship Officer, PT Bank Mandiri Tbk
• Chief Retail Banking Officer, PT Bank INA Perdana Tbk (Juli 2021–September 2021). (September 2020–Februari 2023).
• Head of Retail Banking Wealth Management Risk, PT Bank HSBC Indonesia • Vice President Commercial Business Development, PT Bank Mandiri Tbk
(Oktober 2017–July 2021). (April 2018–Agustus 2020).
• Senior Executive Vice President – Consumer Credit Risk and Collection, PT Bank • Vice President Wholesale Credit Risk, PT Bank Mandiri Tbk (Mei 2015–Maret 2018).
CIMB Niaga (Juni 2013–September 2017). • Vice President Executive Credit Officer, Regional Office Jakarta PT Bank Mandiri
• Head of Retail Risk, Greater Mekong Region (GMR), Australian New Zealand Banking Tbk (Februari 2014–Mei 2015).
Group Limited (ANZ Bank Vietnam) (Agustus 2008–Juni 2013). • Vice President Credit Risk Modeling, PT Bank Mandiri Tbk (Februari 2012–
• Risk Management Director, Chief Risk Officer, Prudential Vietnam Finance Company Maret 2014).
Limited (Juni 2007–Agustus 2008). • Assistant Vice President Credit Risk Analytic Team Leader, PT Bank Mandiri Tbk
• Senior Vice President Consumer Credit and Risk, The Hongkong and Shanghai (Januari 2010–Februari 2012).
Banking Corporation Limited (HSBC) (Juli 2001–Mei 2007). • Assistant Vice President Credit Risk Analyst & Business Solution Head, PT Bank
• Head of Credit and Loss Prevention, Standard Chartered Bank-CARDS (November Mandiri Tbk (Januari 2008–Februari 2010).
1998–Mei 2000). • Senior Manager Credit Risk Officer, PT Bank Mandiri Tbk (Januari 2002–
• Head of Card Operations and Services, Standard Chartered Bank – CARDS Februari 2008).
(Agustus 1996–November 1998). • Assistant Manager Credit Risk Officer, PT Bank Mandiri Tbk (Januari 1999–
• Manager Credit Risk Management, American Express-CARDS (Oktober 1992– Februari 2002).
Juli 1996). • Loan Officer, PT Bank Pembangunan Indonesia (BAPINDO) (Maret 1998–
• Head of Administration Department, Astra Credit Company (Oktober 1989– Februari 1999).
September 1992). • Officer Development Program, PT Bank Pembangunan Indonesia (BAPINDO)
(Februari 1997–Februari 1998).
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut: Pendidikan dan Pelatihan Tahun 2025
• Kelas Eksekutif Pelatihan Dasar Perbankan Syariah diselenggarakan oleh L&D Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
Permata Bank (1 Juli 2025). • Program Executive Sharia Banking, diselenggarakan oleh L&D Permata Bank
• Sertifikasi Manajemen Risiko Jenjang 7 oleh LSPP (Lembaga Sertifikasi Profesi (Juli 2025).
Perbankan) (17 September 2025). • Pelatihan Sertifikasi Manajemen Risiko Perbankan Jenjang 6 diselenggarakan oleh
Lembaga Sertifikasi Profesional Perbankan (Juli 2025).
Educational Background • Pelatihan Sertifikasi Manajemen Risiko Perbankan Jenjang 7 diselenggarakan oleh
• Master of Business Administration-Finance, Brisbane Graduate School of Business, Lembaga Sertifikasi Profesi Perbankan (September 2025).
Queensland University of Technology Australia (2001).
• Bachelor of Engineering, Civil Engineering, Tarumanegara University, Jakarta, Educational Background
Indonesia (1989). Bachelor of Agriculture, Social Economic Sciences, Bogor Agricultural Institute (1996).
Work Experience Professional Certification
He has the following work experience: Banking Risk Management Certification Qualification 7 from Banking Professional
• Independent Commissioner, Chairman of Risk Oversight Committee, PT Hanwha Life Certification Institute (LSPP) (2025).
Insurance Indonesia (December 2023–May 2025).
• Chief Risk Officer, PT Bank Aladin Syariah Tbk (February 2023–August 2023). Work Experience
• Retail Banking Director, PT Bank INA Perdana Tbk (September 2021–December He has the following work experience:
2022). • Credit Risk Management Consulting, PT Bank Amar Indonesia Tbk (May 2023–
• Chief Retail Banking Officer, PT Bank INA Perdana Tbk (July 2021–September 2021). January 2025).
• Head of Retail Banking Wealth Management Risk, PT Bank HSBC Indonesia • Vice President Executive Relationship Officer, PT Bank Mandiri Tbk
(October 2017–July 2021). (September 2020–February 2023).
• Senior Executive Vice President – Consumer Credit Risk and Collection, PT Bank • Vice President Commercial Business Development, PT Bank Mandiri Tbk
CIMB Niaga (June 2013–September 2017). (April 2018–August 2020).
• Head of Retail Risk, Greater Mekong Region (GMR), Australian New Zealand Banking • Vice President Wholesale Credit Risk, PT Bank Mandiri Tbk (May 2015–March
Group Limited (ANZ Bank Vietnam) (August 2008–June 2013). 2018).
• Risk Management Director, Chief Risk Officer, Prudential Vietnam Finance Company • Vice President Executive Credit Officer, Regional Office Jakarta PT Bank Mandiri
Limited (June 2007–August 2008). Tbk (February 2014–May 2015).
• Senior Vice President Consumer Credit and Risk, The Hongkong and Shanghai • Vice President Credit Risk Modeling, PT Bank Mandiri Tbk (February 2012–
Banking Corporation Limited (HSBC) (July 2001–May 2007). March 2014).
• Head of Credit and Loss Prevention, Standard Chartered Bank-CARDS (November • Assistant Vice President Credit Risk Analytic Team Leader, PT Bank Mandiri Tbk
1998–May 2000). (January 2010–February 2012).
• Head of Card Operations and Services, Standard Chartered Bank – CARDS (August • Assistant Vice President Credit Risk Analyst & Business Solution Head, PT Bank
1996–November 1998). Mandiri Tbk (January 2008–February 2010).
• Manager Credit Risk Management, American Express – CARDS (October 1992– • Senior Manager Credit Risk Officer, PT Bank Mandiri Tbk (January 2002–
July 1996). February 2008).
• Head of Administration Department, Astra Credit Company (October 1989– • Assistant Manager Credit Risk Officer, PT Bank Mandiri Tbk (January 1999–
September 1992). February 2002).
• Loan Officer, PT Bank Pembangunan Indonesia (BAPINDO) (March 1998–
Education and Training in 2025 February 1999).
He participated in the following education and training programs in 2025: • Officer Development Program, PT Bank Pembangunan Indonesia (BAPINDO)
• Executive Class Basic Training of Shariah Banking organized by L&D Permata Bank (February 1997–February 1998).
(1 July 2025).
• Certification Risk Management Level 7 by LSPP (Lembaga Sertifikasi Profesi Education and Training in 2025
Perbankan) (17 September 2025). He participated in the following education and training programs in 2025:
• Executive Sharia Banking Program organized by Permata Bank (July 2025)
• Banking Risk Management Certification Training Level 6 organized by LSPP
(Lembaga Sertifikasi Profesional Perbankan) (July 2025).
• Banking Risk Management Certification Training Level 7 organized by LSPP
(Lembaga Sertifikasi Professional Perbankan) (September 2025).
2025 Annual Report PT Bank Permata Tbk 157
Page 160
Profil Perusahaan
Company Profile
Devina Renata Sianipar
Anggota Komite Remunerasi dan
Nominasi (Pejabat Eksekutif)
Member of the Remuneration and
Nomination Committee Member
(Executive Officer)
Warga Negara Indonesia, berusia
41 tahun, berdomisili di Jakarta.
Indonesian Citizen, 41 years old,
resides in Jakarta.
Riwayat Pendidikan
• Sarjana Ekonomi Jurusan Akuntansi, Universitas Pelita Harapan (2006).
• Gelar Certified Total Rewards Fellow (CTRF), ASEAN Total Rewards Institute.
Pengalaman Kerja
Beliau telah memiliki lebih dari 16 tahun pengalaman yang luas di bidang human
resources dan finance secara berturut-turut:
• Division Head Remuneration & Payroll, Permata Bank (sejak Januari 2024).
• Division Head Remuneration, Payroll & HRBP Support, Permata Bank (April 2023–
Januari 2024).
• Division Head Remuneration, Permata Bank (2021–April 2023).
• HR Rewards & Benefit Management, Permata Bank (2016–2021).
• Business Finance Head Office, Permata Bank (2014–2016).
• Treasury Business Management Unit Team Leader, OCBC NISP (2010–2014).
• Planning & MIS Manager, Barclays Bank Indonesia (2009–2010).
• MIS Officer & Cost Reviewer, Permata Bank (2008–2009).
• Finance Reporting Staff, Bank Mega (2006–2008).
Pendidikan dan Pelatihan Tahun 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 sebagai berikut:
• The Leaders League (Agustus 2025).
• Bangkok Bank Group Leadership Academy-Project (September 2025).
• Change Management (Desember 2025).
Educational Background
• Bachelor of Economics, Department of Accounting, Pelita Harapan University
(2006).
• Certified Total Rewards Fellow (CTRF), ASEAN Total Rewards Institute title.
Work Experience
She has more than 16 years of extensive experience in the fields of human resources
and finance respectively:
• Divison Head Remuneration & Payroll, Permata Bank (since January 2024).
• Division Head Remuneration, Payroll & HRBP Support, Permata Bank (April 2023–
January 2024).
• Division Head Remuneration, Permata Bank (2021–April 2023).
• HR Rewards & Benefits Management, Permata Bank (2016–2021).
• Business Finance Head Office, Permata Bank (2014–2016).
• Treasury Business Management Unit Team Leader, OCBC NISP (2010–2014).
• Planning & MIS Manager, Barclays Bank Indonesia (2009–2010).
• MIS Officer & Cost Reviewer, Permata Bank (2008–2009).
• Finance Reporting Staff, Bank Mega (2006–2008).
Education and Training in 2025
She participated in the following education and training programs in 2025:
• The Leaders League (August 2025).
• Bangkok Bank Group Leadership Academy-Project (September 2025).
• Change Management (December 2025).
158 PT Bank Permata Tbk Laporan Tahunan 2025
Page 161
Profil Pejabat Eksekutif
Executive Officers’ Profile
Henry Widjaja Mujur Tandi
Chief of Commercial Banking Chief of Operations
Warga Negara Indonesia, Warga Negara Indonesia,
berusia 51 tahun, berdomisili berusia 46 tahun, berdomisili
di Jakarta. di Jakarta.
Indonesian Citizen, 51 years old, Indonesian Citizen, 46 years old,
resides in Jakarta. resides in Jakarta.
Riwayat Pendidikan Riwayat Pendidikan
• Magister Management Strategic, Universitas Tarumanegara (2016–2018). Sarjana Teknik Industri, Institut Teknologi Bandung (2001).
• Sarjana Ekonomi, Universitas Widyatama Bandung (sebelumnya STIEB)
(1992–1996). Sertifikasi Profesional
Beliau memiliki sertifikasi profesional, antara lain:
Pengalaman Kerja • Risk Management Jenjang 7-Perbankan Indonesia.
Beliau pernah menjabat berbagai posisi penting, antara lain sebagai berikut:
• Chief of Commercial Banking, Permata Bank (sejak Mei 2024). Pengalaman Kerja
• Kepala Divisi Credit Audit dan Data Analytic, Permata Bank (2017–April 2024). Sebelum menjadi Chief of Operations, beliau menjabat sebagai Division Head,
• Group Head Credit Audit dan Data Analytic, Bank Danamon (2006–2017). Consumer Banking Operations sampai dengan 31 Desember 2024. Selain itu, beliau
• Senior Auditor, Bank Central Asia (1997–2006). pernah menjabat berbagai posisi penting, antara lain sebagai berikut:
• Division Head, Retail Banking Operations, Permata Bank (2022–2024).
Educational Background • Plt. Direktur Kepatuhan, PT Bank ANZ Indonesia (2020–2021).
• Magister Management Strategic, Universitas Tarumanegara (2016–2018). • Direktur Operasional, PT Bank ANZ Indonesia (2018–2022).
• Sarjana Ekonomi, Universitas Widyatama Bandung (previously STIEB) (1992–1996). • Chief Operating Officer, PT Bank ANZ Indonesia (2016–2018).
• Head of Institutional Operations PT Bank ANZ Indonesia (2015–2016).
Work Experience • Head of Branch Operations & Operations Transformation, PT Bank ANZ Indonesia
He has held several important positions, among others: (2013–2015).
• Chief of Commercial Banking, Permata Bank (since May 2024). • Head of Retail Credit Operations, PT Bank ANZ Indonesia (2010–2013).
• Division Head Credit Audit dan Data Analytic, Permata Bank (2017–April 2024). • Head of Credit Risk & Collection, PT Bank ANZ Indonesia (2008–2010).
• Group Head Credit Audit dan Data Analytic, Bank Danamon (2006–2017). • Head of CCPL Credit Policy, Scoring & Fraud Management, Standard Chartered
• Senior Auditor, Bank Central Asia (1997–2006). Bank, Jakarta (2006–2008).
• Head of CCPL Credit Policy & Fraud Management, Standard Chartered Bank,
Jakarta (2005–2006).
• Credit Card & Personal Loan Policy Manager, Standard Chartered Bank, Jakarta
(2004– 2005).
• Credit Card Policy Manager, Standard Chartered Bank, Jakarta (2003–2004).
• Risk Management Credit MIS Officer & Risk Management Policy Analyst Citibank,
N.A, Jakarta (2002–2003).
Educational Background
Bachelor of Industrial Engineering, Bandung Institute of Technology (2001).
Professional Certification
He has a professional certification, including:
• Risk Management Level 7-Indonesian Banking.
Work Experience
Prior to becoming Chief of Operations, he served as Division Head, Consumer Banking
Operations until 31 December 2024. In addition, he has held various important positions,
including the following:
• Division Head, Retail Banking Operations, Permata Bank (2022–2024).
• Interim Compliance Director, PT Bank ANZ Indonesia (2020–2021).
• Operations Director, PT Bank ANZ Indonesia (2018–2022).
• Chief Operating Officer, PT Bank ANZ Indonesia (2016–2018).
• Head of Institutional Operations PT Bank ANZ Indonesia (2015–2016).
• Head of Branch Operations & Operations Transformation, PT Bank ANZ Indonesia
(2013–2015).
• Head of Retail Credit Operations, PT Bank ANZ Indonesia (2010–2013).
• Head of Credit Risk & Collection, PT Bank ANZ Indonesia (2008–2010).
• Head of CCPL Credit Policy, Scoring & Fraud Management, Standard Chartered
Bank, Jakarta (2006–2008).
• Head of CCPL Credit Policy & Fraud Management, Standard Chartered Bank,
Jakarta (2005–2006).
• Credit Card & Personal Loan Policy Manager, Standard Chartered Bank, Jakarta
(2004–2005).
• Credit Card Policy Manager, Standard Chartered Bank, Jakarta (2003–2004).
• Risk Management Credit MIS Officer & Risk Management Policy Analyst Citibank,
N.A, Jakarta (2002–2003).
2025 Annual Report PT Bank Permata Tbk 159
Page 162
Profil Perusahaan
Company Profile
Suryadi Ong Nithawadee Limpodom
Chief of Treasury Chief of International Business
Warga Negara Indonesia, Development & Advisory
berusia 48 tahun, berdomisili
di Jakarta. Warga Negara Thailand,
Indonesian Citizen, 48 years old, berusia 53 tahun, berdomisili
resides in Jakarta.
di Jakarta.
Thai Citizen, 53 years old,
resides in Jakarta.
Riwayat Pendidikan Riwayat Pendidikan
Sarjana Teknik Elektro, Institut Teknologi Bandung (2001). Master of Business Administration dari University of Wisconsin, Madison, Amerika
Serikat (1996).
Sertifikasi Profesional
Beliau memiliki beberapa sertifikasi profesional, antara lain: Pengalaman Kerja
• Chartered Financial Analyst. Beliau pernah menjabat berbagai posisi penting, antara lain sebagai berikut:
• Sertifikasi Manajemen Risiko Level 4. • Executive Vice President-International Banking Group, Bangkok Bank Public
• Sertifikasi Treasury Dealer Tingkat Advance. Company Limited (Maret 2020–November 2022).
• Executive Vice President-International Banking Group (untuk kantor cabang Hong
Pengalaman Kerja Kong), Bangkok Bank Public Company Limited (Maret 2018–Februari 2020).
Sebelum bergabung dengan Permata Bank, beliau pernah menjabat berbagai posisi • Executive Vice President-International Banking Group (untuk kantor cabang
penting, antara lain sebagai berikut: Myanmar), Bangkok Bank Public Company Limited (April 2017–September 2017).
• Head of Rates and Currencies Trading Citibank N.A., Indonesia (Januari 2019–Juli • Assistant Managing Director, Chief Account Officer-CK Power Public Company
2023). Limited (Agustus 2013–Februari 2017).
• Country Treasurer Citibank N.A., Indonesia (Januari 2017–Juli 2023). • Senior Vice President Project and Manager, Project Department, Merchant Banking-
• Head of Markets Treasury Citibank N.A., Indonesia (November 2013–Juli 2023). Bangkok Bank Public Company Limited, (Oktober 2012–Juli 2013).
• Chairman of Supervisor Board Citibank N.A., Indonesia Employee Pension Fund • Senior Vice President and Manager of Energy, Corporate Banking and Senior Vice
(2019–Juli 2023). President of Project Department, Merchant Banking Division (rangkap jabatan)-
• Senior Dealer-Markets Treasury Citibank N.A., Indonesia (Agustus 2010–November Bangkok Bank Public Company Limited (April 2010–Oktober 2012).
2013). • Vice President and Manager, Project Department, Merchant Banking Division-
• Asia TIGER Program Citibank N.A., Indonesia (Juni 2009–Agustus 2010). Bangkok Bank Public Company Limited (September 2005–Maret 2010).
• Dealer Citibank N.A., Indonesia (1 Januari 2006–Juni 2009). • Assistant Vice President, Project Department, Merchant Banking Division-Bangkok
• Product Manager – Transaction Banking (GTS) Citibank N.A., Indonesia Bank Public Company Limited (Oktober 2004–September 2005).
(Juni 2004–November 2005). • Debt Capital Markets, Lehman Brothers, New York, United State of America,
• Management Associate Program Citibank N.A., Indonesia (April 2003–Juni 2004). Bangkok Bank Public Company Limited (Oktober 2003–September 2004).
• Asisten Dosen & Peneliti Institute Teknologi Bandung (Januari 2022–Desember • Assistant Vice President, Project Department, Merchant Banking Division-Bangkok
2022). Bank Public Company Limited (Agustus 2001–September 2003).
• Dosen Program CFA - BINUS Business School Executive Education • Specialist, Project Department, Merchant Banking DivisionBangkok Bank Public
(Januari 2011–sekarang). Company Limited (Juli 2000–Juli 2001).
• Assistant Specialist, Project Department, Merchant Banking Division-Bangkok Bank
Educational Background Public Company Limited (April 1999–Juni 2000).
Bachelor of Electrical Engineering, Bandung Institute of Technology (2001). • Lending Officer, Heavy Industry Lending Group-Bangkok Bank Public Company
Limited (Januari 1997–Maret 1999).
Professional Certification
He has several professional certifications, including: Educational Background
• Chartered Financial Analyst. Master of Business Administration from the University of Wisconsin, Madison, United
• Level 4 Risk Management Certification. States (1996).
• Advanced Level Treasury Dealer Certification.
Work Experience
Work Experience She has held various important positions, including the following:
Prior to joining Permata Bank, he held various important positions, including the • Executive Vice President-International Banking Group, Bangkok Bank Public
following: Company Limited (March 2020–November 2022).
• Head of Rates and Currencies Trading Citibank N.A., Indonesia (January 2019–July • Executive Vice President-International Banking Group (for Hong Kong branch
2023). office), Bangkok Bank Public Company Limited (March 2018–February 2020).
• Country Treasurer Citibank N.A., Indonesia (January 2017–July 2023). • Executive Vice President-International Banking Group (for Myanmar branch office),
• Head of Markets Treasury Citibank N.A., Indonesia (November 2013–July 2023). Bangkok Bank Public Company Limited (April 2017–September 2017).
• Chairman of Supervisory Board Citibank N.A., Indonesia Employee Pension Fund • Assistant Managing Director, Chief Account Officer-CK Power Public Company
(2019–July 2023). Limited (August 2013–February 2017).
• Senior Dealer-Markets Treasury Citibank N.A., Indonesia (August 2010–November • Senior Vice President Project and Manager, Project Department, Merchant Banking-
2013). Bangkok Bank Public Company Limited, (October 2012–July 2013).
• Asia TIGER Program Citibank N.A., Indonesia (June 2009–August 2010). • Senior Vice President and Manager of Energy, Corporate Banking and Senior Vice
• Citibank N.A. Dealer, Indonesia (January 1, 2006–June 2009). President of Project Department, Merchant Banking Division (concurrent positions)-
• Product Manager-Transaction Banking (GTS) Citibank N.A., Indonesia Bangkok Bank Public Company Limited (April 2010–October 2012).
(June 2004–November 2005). • Vice President and Manager, Project Department, Merchant Banking Division-
• Management Associate Program Citibank N.A., Indonesia (April 2003–June 2004). Bangkok Bank Public Company Limited (September 2005–March 2010).
• Assistant Lecturer & Researcher at the Bandung Institute of Technology • Assistant Vice President, Project Department, Merchant Banking Division-Bangkok
(January 2022–December 2022). Bank Public Company Limited (October 2004–September 2005).
• CFA Program Lecturer-BINUS Business School Executive Education • Debt Capital Markets, Lehman Brothers, New York, United State of America,
(January 2011–present). Bangkok Bank Public Company Limited (October 2003–September 2004).
• Assistant Vice President, Project Department, Merchant Banking Division-Bangkok
Bank Public Company Limited (August 2001–September 2003).
• Specialist, Project Department, Merchant Banking Division Bangkok Bank Public
Company Limited (July 2000–July 2001).
• Assistant Specialist, Project Department, Merchant Banking Division-Bangkok Bank
Public Company Limited (April 1999–June 2000).
• Lending Officer, Heavy Industry Lending Group-Bangkok Bank Public Company
Limited (January 1997–March 1999).
160 PT Bank Permata Tbk Laporan Tahunan 2025
Page 163
Daftar Pejabat Eksekutif
List of Executive Officers
Berikut ini adalah daftar Pejabat Eksekutif yang menjabat di The following is a list of Executive Officers serving at Permata Bank
Permata Bank per tanggal 31 Desember 2025: as of 31 December 2025:
Nama Jabatan
No.
Name Position
1 Abdul Wahid Branch Manager KCS Banjarbaru & Branch Manager KCS Diponegoro
2 Adek Bagus Baskara Branch Manager
3 Aditya Nugraha Division Head, Corporate Banking 2
4 Adityo Kristianto Division Head, Information Services & Operations
5 Agnes Fitria Branch Manager
6 Agus Salim Division Head, Region Sumatera
7 Ai Mei Branch Manager KC Iskandar Muda
8 Alpit Sylvana P. Branch Manager
9 Alya Bellina Division Head, BORM, Customers Protect & Loan Approval
10 Andri Yusfiana Division Head, Sharia Sales & Distribution
11 Andrias Kus Indrasworo Branch Manager KC Daan Mogot
12 Anggia Dewi Elizabeth Division Head, Treasury Operations
13 Anggunis Rimbawanti Division Head, Customer Experience
14 Antoni Branch Manager
15 Aried Ardhina Branch Manager
16 Arief Budiman Division Head, Anti-Bribery & Corruption
17 Arief Laksamana Branch Manager
18 Aryadi Budianto H. Branch Manager KC Tuparev Karawang
19 Avicenna Athar Rumandung Division Head, Consumer Banking Operations
20 Awaludin Gumbira Division Head, Sharia Business Operations Risk Management (BORM)
21 Bambang Triyogo Division Head, Technology Risk Management
22 Benny Tresanto Division Head, Market & Enterprise Risk Management (MERM) dan Division Head,
Internal Control Over Financial Reporting (Pjs)
23 Chandra Division Head, Corporate, CB, Treasury & UUS Business Finance
24 Cilfi Prihatini Executive Branch Manager KC Bukit Darmo Golf Surabaya
25 Cindy Natalia Branch Manager KC Jelutung (Jambi)
26 Cresna Ponthy Division Head, Procurement Vendor Management
27 Daniel Victor Sirait Division Head, Information Security Risk Management
28 Darwin Tjindaidi Division Head, People Partner
29 David Haryanto Executive Branch Manager KC WTC Sudirman
30 Deliany Division Head, Treasury Business Support & ORM
31 Deni Soeryadi Soegiarto Division Head, Cross Border Compliance Advisory
32 Denny Executive Branch Coordinator Sumbagteng
33 Dessy Ekawati Branch Manager
34 Devina Renata Sianipar Division Head, Remuneration and Payroll
35 Dewi Aries Agung Santoso Executive Branch Manager
2025 Annual Report PT Bank Permata Tbk 161
Page 164
Profil Perusahaan
Company Profile
Nama Jabatan
No.
Name Position
36 Dewi Yana Division Head, Private Banking
37 Diana Division Head, Corporate Banking 5
38 Dias Adiastuti Hantorowati Division Head, Rates & Asset Liability Management & Division Head, Foreign
Exchange Trading (Pjs)
39 Djon Ching Division Head, Credit
40 Djuman Branch Manager
41 Dody Santoso Executive Branch Coordinator Area Melawai
42 Dompak Manansar Laurencius Division Head, BORM Network
43 Dony Fabian Suratno Chief of Internal Audit
44 Dwipayana Achmad Nugraha Head, Sharia Area 2
45 Efson Pahreza Branch Manager KCS Palang Merah Medan
46 Elisabeth Asriati Putriasi Branch Manager KC Bintaro 7
47 Ella Aminoto Division Head, Region Jawa Tengah
48 Ellen Sutharia Executive Branch Coordinator (Kalbarsel)
49 Erni Division Head, International Banking
50 Eti Candrawati Division Head, Balance Sheet Management & Investor Relations
51 Ferdi Surya Branch Manager
52 Fifi Gunawan Division Head, Financial Controller
53 Frenny Division Head, Enterprise Data Management & Analytic
54 Glenn Ranti Division Head, Corporate Communication
55 Grace Luwi Division Head, Corporate Real Estate Services
56 Habibullah Division Head, Sharia Advisory & Governance
57 Hannik Handayani Executive Branch Coordinator Area Jawa Tengah 3
58 Harfelia Desti Division Head, Sustainability
59 Harkit Dwihargo Executive Branch Manager KC Merdeka
60 Haryanto Division Head, Consumer Lending
61 Haswir Sahab Branch Manager KCS Sudirman Makassar
62 Hendra Gunawan Branch Manager KC Sunter Royal
63 Hendro Gunawan Division Head, Region Jakarta 2
64 Hengky Gunawan Branch Manager
65 Henry Widjaja Chief Of Commercial Banking
66 Herlinda Gandawati Branch Manager KC Kelapa Gading Boulevard
67 Herwanto Branch Manager
68 Honny Koesmo Division Head, Treasury Sales
69 I Wayan Sudana Executive Branch Manager KC Dewi Sartika Denpasar
70 Ifan Dwipatria Division Head, Corporate Credit Analyst
71 Ifke Manan Executive Branch Coordinator (Sulawesi)
72 Ignas Dwiardi Division Head, Commercial Bus. Support & ORM
162 PT Bank Permata Tbk Laporan Tahunan 2025
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Nama Jabatan
No.
Name Position
73 Imelda Kuswita Division Head, Organization Development & Culture
74 Ingrid Harsono Executive Branch Coordinator Area Jawa Barat 3
75 Irwan Setyadi Tatang Branch Manager KC Melawai
76 Istiningrum Kusumawati Al Siek Branch Manager
77 Jemmy Toding Division Head, Region Jawa Timur & Bali
78 John Cholryson Executive (Branch Manager Area Sumatera Utara 2)
79 Jonlis Hasudungan Sihotang Executive Branch Coordinator Area Banten
80 Josua Pardede Division Head, Economic Research
81 Juliawati Branch Manager
82 Julius Division Head, Strategy & Sales Management
83 Julius Surbakti Division Head, Digital Delivery
84 Juniarto Sianipar Division Head, Consumer Credit Risk Management
85 Junita Branch Manager
86 Katharine Grace Chief of Corporate Affairs & Sustainability
87 Kiantono Tjahja Executive Branch Coordinator (Bali Nusra)
88 Kwa Chin Seng Executive Branch Coordinator Sumbagsel
89 Laifar Susanto Branch Manager
90 Lambas Marasi Tua LG Division Head, Corporate Banking 1
91 Leony Krisna Damayanti Branch Manager
92 Lina Alexandra Shen Executive Branch Manager Area Sumatera Utara 3
93 Listiyah Miniarti Division Head, Operational Risk Management
94 Lucas Dharmawan Branch Manager
95 Luciana Dewi Solaiman Division Head, Region Jakarta 1
96 Lucyawati A.Hutagaol Division Head, Corporate Banking Operations
97 Magna Nofebriama Yusuf Branch Manager KCS Panglima Sudirman Surabaya
98 Majid Soviyanto Branch Manager
99 Margareta Wong Division Head, Service Excellence & Customer Care Management
100 Maria Patricia Gautama Division Head, Talent Acquisition
101 Marijani Division Head, Operational Risk Management
102 Marvella M. Tumbel Executive Branch Manager KC Hayam Wuruk
103 Maya Siska Branch Manager
104 Mimie Executive Branch Coordinator Area Kelapa Gading
105 Minarti Limantara Branch Manager
106 Ming Tak Executive Branch Coordinator Jawa Timur Outregion
107 Mujur Tandi Chief of Operations
108 Muqlazh Yusufi Division Head, Collection & Recovery
109 Nathan Nugroho Division Head, Ecosystem Partnership
110 Nelly Asnarita Branch Manager
2025 Annual Report PT Bank Permata Tbk 163
Page 166
Profil Perusahaan
Company Profile
Nama Jabatan
No.
Name Position
111 Ni Ketut Ayu Debby Susanti Lingga Branch Manager
112 Nithawadee Limpodom Chief of International Business Development & Advisory
113 Novita Tungka Raharusun Branch Manager KC Diponegoro Samarinda
114 Oh David Husodo Division Head, Commercial Credit Analyst
115 Olivia Linda Soputan Branch Manager KC Pierre Tendean
116 One Setiowati Branch Manager KC Mangkubumi
117 Pande Ketut Yodi Widnyana Division Head, Project Management Office
118 Phino Prama Aristo Asmanu Executive Branch Manager KC Atrium
119 Ponti Halimansyah Executive Branch Coordinator Area Karawang Bekasi
120 Poulce O. E. Welang Division Head, Litigation
121 Prita Andriani Executive Branch Manager KC Astana Anyar
122 Pujo Ari Wibowo Division Head, Operations Excellence & Transformation
123 Putu Shinthia Dewi Executive Branch Manager
124 Rachtomo Division Head, Compliance Region Affairs Advisory
125 Rakhmat Wijaya Division Head, Consumer Banking, Branch Network Business Finance &
Performance Management
126 Ratna Widayanti Imantoro Branch Manager KC Yudanegara Tasikmalaya
127 Rendy Barlian Division Head, Project Finance
128 Reni Suryani Head, Sharia Area 1 (Pjs)
129 Richard Budiono Division Head, Transaction Banking
130 Ricky Diego Yap Division Head, Wealth Management, Consumer Deposit & Cash Management
131 Ridwan Martawidjaja Division Head, Risk Governance (Pjs)
132 Riga Sunkara Division Head, Digital Business
133 Rinaldi Agustian Azis Division Head, Sharia Product
134 Riski Fajriansyah Division Head, People Planning & IR
135 Robi Kumala Division Head, National Non Branch Sales
136 Rudy Gunawan Division Head, Corporate Banking 3
137 Rudy Sugianto Division Head, Commercial Banking 2
138 Rusty Manjarsari Executive Branch Manager KC Kapten Muslihat
139 Sahmil Ikhwan Division Head, Region Kalimantan & Sulawesi
140 Sandy Joyopurnomo Division Head, Special Asset Management
141 Santy Division Head, Tax Management
142 Selly Riasari Division Head, Legal Advisory
143 Seno R. Sugiri Branch Manager KCS Merdeka Bandung
144 Siany Natalia Taruna Division Head, Commercial Banking 1
145 Siravash Sombatanantakorn Division Head, BBL Desk & Business Partnership
146 Siti Wahyuni Branch Manager
147 Solia Valentina Branch Manager KC Metro Pondok Indah
164 PT Bank Permata Tbk Laporan Tahunan 2025
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Nama Jabatan
No.
Name Position
148 Stefanus Ricky Yulianto Executive Branch Manager KC Sudirman (Surabaya) & Executive Branch
Manager KC Bromo (Malang) (Pjs)
149 Steven Executive Branch Manager KC Pluit
150 Steven Andri Sri Heryanto Division Head, People Partner
151 Sudianto Division Head, Business Development & Customer Segment
152 Suryadi Chief of Treasury
153 Susi Ferdiyanti Branch Manager KC Sentra Niaga Kalimalang
154 Suwardi Candra Division Head, Commercial Banking 3
155 Tan Sherly Executive Branch Coordinator
156 Theodora S. Yosefine Division Head, People System & Services
157 Theresia Kusumaningtyas Division Head, Learning & Development
158 Theresia Ong Division Head, CB Operations Risk & Bussiness Support
159 Togi Fabert Pardede Division Head, Fraud Risk Management
160 Tomi Yanto Division Head, Corporate, Commercial & EBB Credit Risk
161 Tommy Novel Armansyah Division Head, Legal Business Support & DP
162 Ucok Fernando DB Division Head, Compliance Monitoring & Training
163 Venny Selvia Division Head, Region Jawa Barat
164 Vera Sumananda Branch Manager
165 Vera Susana Simbolon Executive Branch Manager KC AKR Tower
166 Verry Division Head, Commercial Funding
167 Widjaja Kusumo Executive Branch Coordinator Area Jawa Tengah 2
168 William Branch Manager
169 Willy Executive Branch Coordinator Area Sumatera Utara 1
170 Willy Budiman Division Head, Anti Money Laundering
171 Winson Setiawan Branch Manager
172 Wiwie Tandeis Division Head, Financial Institutions
173 Yurandiza Kesuma Division Head, Sharia Business Performance, System & Operations Management
2025 Annual Report PT Bank Permata Tbk 165
Page 168
Profil Perusahaan
Company Profile
Demografi Karyawan
Employee Demographics
Jumlah karyawan Permata Bank hingga tanggal 31 Desember The number of Permata Bank employees as of 31 December 2025
2025 tercatat sebanyak 6.841 orang, menurun sebesar 1,81% was recorded at 6,841 people, a decrease of 1.81% compared to
dibandingkan dengan tahun 2024 sebanyak 6.972 orang. Pada 2024 of 6,972 people. Data on the demographic distribution of
tabel di bawah ini dapat dilihat data sebaran demografi karyawan Permata Bank employees over the last two years can be found in
Permata Bank selama dua tahun terakhir: the table below:
Jumlah Karyawan berdasarkan Jenis Kelamin
Number of Employees by Gender
Jenis Kelamin 2025 2024 2023 Gender
Laki-laki 3.127 3.168 3.341 Male
Perempuan 3.714 3.804 4.031 Female
Jumlah 6.841 6.972 7.372 Total
Jumlah Karyawan berdasarkan Jenjang Jabatan
Number of Employees by Position Level
Level Jabatan 2025 2024 2023 Position Level
Dewan Komisaris, Direksi, dan 21 21 20 Board of Commissioners, Board of
Komite Directors, and Committees
Head Department/Division/Chief 191 184 425 Head Department/Division/Chief
Supervisor/Manager/Unit Head 2.078 2.094 2.973 Supervisor/Manager/Unit Head
Officer/Associate 4.551 4.673 3.954 Officer/Associate
Jumlah 6.841 6.972 7.372 Total
Jumlah Karyawan berdasarkan Jenjang Jabatan
Number of Employees by Position Level
2025 2024
Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female
Level Jabatan
Position Level
Jumlah Persentase Jumlah Persentase Jumlah Persentase Jumlah Persentase
Karyawan Karyawan (%) Karyawan Karyawan (%) Karyawan Karyawan (%) Karyawan Karyawan (%)
Total Percentage of Total Percentage of Total Percentage of Total Percentage of
Employees Employee (%) Employees Employee (%) Employees Employee (%) Employees Employee (%)
Entry-level 1.877 41,2 2.674 58,8 1.911 40,9 2.762 59,1
Mid-level 1.112 53,5 966 46,5 1.121 53,5 973 46,5
Senior-level 123 64,4 68 35,6 121 65,8 63 34,2
Executive-level 15 71,4 6 28,6 15 71,4 6 28,6
Total Karyawan 3.127 45,7 3.714 54,3 3.168 45,4 3.804 54,6
Total Employees
166 PT Bank Permata Tbk Laporan Tahunan 2025
Page 169
Jumlah Karyawan berdasarkan Kelompok Usia dan Jenis Kelamin
Number of Employees by Age and Gender
2025 2024 2023
Kelompok Usia Age
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
<30 tahun 541 671 527 684 607 815 <30 years old
30–50 tahun 2.195 2.568 2.240 2.638 2.316 2.761 30–50 years old
>50 tahun 391 475 401 482 418 455 >50 years old
Jumlah 3.127 3.714 3.168 3.804 3.341 4.031 Total
6.841 6.972 7.372
Jumlah Karyawan berdasarkan Rentang Usia
Number of Employees by Age Range
2025
Level Jabatan
Rentang Usia Title Level
Jumlah Karyawan
(Tahun)
Total Employees
Age Range (Year) Entry-Level Mid-Level Senior-Level Executive-Level
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female Male Female
<30 tahun | year 0 0 0 0 37 35 504 636 1.212
30–50 tahun | year 1 1 88 41 911 745 1.195 1.781 4.763
>50 tahun | year 14 5 35 27 164 186 178 257 866
Jumlah | Total 15 6 123 68 1.112 966 1.877 2.674 6.841
2024
Level Jabatan
Rentang Usia Title Level
Jumlah Karyawan
(Tahun)
Total Employees
Age Range (Year) Entry-Level Mid-Level Senior-Level Executive-Level
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female Male Female
<30 tahun | year 0 0 0 0 40 39 487 645 1.211
30–50 tahun | year 1 1 82 35 906 738 1.251 1.864 4.878
>50 tahun | year 14 5 39 28 175 196 173 253 883
Jumlah | Total 15 6 121 63 1.121 973 1.911 2.762 6.972
2025 Annual Report PT Bank Permata Tbk 167
Page 170
Profil Perusahaan
Company Profile
Jumlah Karyawan berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Number of Employees by Educational Level and Gender
2025 2024 2023
Tingkat Pendidikan Educational Level
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
S3 4 0 4 0 3 0 S3
S2 269 193 266 189 270 187 S2
S1 2.451 2.888 2.435 2.913 2.528 3.047 S1
D3–D4 250 462 274 497 308 544 D3–D4
D1–D2 7 26 8 27 8 30 D1–D2
Sekolah Menengah 146 145 181 178 224 223 High and Middle
Atas dan Bawah Schools
Jumlah 3.127 3.714 3.168 3.804 3.341 4.031 Total
6.841 6.972 7.372
Selain mempekerjakan karyawan tetap, Permata Bank juga In addition to employing permanent staff, Permata Bank also
bekerja sama dengan tenaga alih daya/outsourcing melalui collaborates with outsourced personnel through service provider
perusahaan penyedia jasa (vendor) yang berperan mendukung companies (vendors) that play a role in supporting the Bank’s
kelancaran operasional Bank. Permata Bank memastikan bahwa operational continuity. Permata Bank ensures that all employees,
seluruh karyawan, termasuk tenaga alih daya/outsourcing, including outsourced personnel, have a work environment that is
memperoleh lingkungan kerja yang saling menghormati serta respectful and upholds human rights.
menjunjung tinggi hak asasi manusia.
Dalam menjalankan kerja sama dengan pihak ketiga, seluruh In carrying out cooperation with third parties, all employees also
karyawan turut memastikan kepatuhan terhadap regulasi dan ensure compliance with applicable regulations and laws. In 2025,
peraturan perundang-undangan yang berlaku. Pada tahun 2025, there are no employee with outsourced status. The following
tidak terdapat karyawan yang berstatus alih daya/outsourcing. presents the composition of Permata Bank employees based on
Berikut disajikan komposisi karyawan Permata Bank berdasarkan their employment status over the past three years:
status kepegawaiannya dalam tiga tahun terakhir:
Jumlah Karyawan berdasarkan Status Kepegawaian dan Jenis Kelamin
Number of Employees by Employment Status and Gender
2025 2024 2023
Status Kepegawaian Employment Status
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
Pekerja Tetap 2.905 3.535 2.910 3.605 3.017 3.790 Permanent
Pekerja Tidak Tetap 222 179 258 199 324 241 Contract
Alih Daya 0 0 0 0 0 0 Outsource
Jumlah 3.127 3.714 3.168 3.804 3.341 4.031 Total
6.841 6.972 7.372
168 PT Bank Permata Tbk Laporan Tahunan 2025
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Jumlah Karyawan berdasarkan Masa Kerja dan Jenis Kelamin
Number of Employees by Term of Office and Gender
2025 2024 2023
Masa Kerja Term of Office
Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
<1 tahun 388 394 327 312 347 276 <1 year
1–3 tahun 475 423 698 553 886 782 1–3 years
>3–5 tahun 649 555 495 465 514 478 >3–5 years
>5–10 tahun 652 684 664 794 584 807 >5–10 years
>10–15 tahun 525 795 515 844 479 798 >10–15 years
>15–20 tahun 115 297 94 240 129 294 >15–20 years
>20 tahun 323 566 375 596 402 596 >20 years
Jumlah 3.127 3.714 3.168 3.804 3.341 4.031 Total
6.841 6.972 7.372
2025 Annual Report PT Bank Permata Tbk 169
Page 172
Profil Perusahaan
Company Profile
Pengembangan Kompetensi Karyawan
Employee Competence Development
Kelangsungan dan keberhasilan Permata Bank dalam Permata Bank’s success and continuity in conducting business
menjalankan kegiatan usahanya tidak terlepas dari peran dan cannot be separated from the role and support of its employees.
dukungan karyawan. Oleh karena itu, Permata Bank memastikan As a result, Permata Bank ensures that all employees actively
bahwa seluruh karyawan memiliki kesempatan yang sama untuk participate in the Banks various types of training and education
berpartisipasi aktif mengikuti berbagai jenis program pelatihan programs in order to be able to do their jobs well or to have
dan pendidikan yang disediakan oleh Bank agar mereka mampu capabilities that meet competency requirements.
melakukan pekerjaannya dengan baik atau memiliki kapabilitas
sesuai kebutuhan kompetensi.
Pada tahun 2025, Permata Bank telah mengadakan berbagai In 2025, Permata Bank conducted various education and training
program pendidikan dan pelatihan kepada 6.797 karyawan atau programs for 6,797 employees, or 99.5% of the total workforce,
99,5% dari jumlah karyawan, dengan rata-rata jam pelatihan per with an average of 73.7 training hours/employee.
karyawan sebesar 73,7 jam/karyawan.
Persentase (%) Karyawan yang Mengikuti Pelatihan berdasarkan Level Jabatan
Percentage (%) of Employees Who Undertake Training based on Position Level
Level Jabatan 2025 2024 Position Level
Direksi 100,0 100,0 Board of Directors
Head Department/Division 99,0 100,0 Head Department/Division
Supervisor/Manager 99,9 99,8 Supervisor/Manager
Officer/Associate 99,4 99,6 Officer/Associate
Jumlah 99,5 99,7 Total
Persentase (%) Karyawan yang Mengikuti Pelatihan berdasarkan Jenis Pelatihan
Percentage (%) of Employees Who Undertake Training based on Training Type
Jenis Pelatihan 2025 2024 Training Type
Sertifikasi 46 24 Certification
Class Program 2 1 Class Program
Kepemimpinan 30 45 Leadership
Soft Skills 76 68 Soft Skills
Technical Skills 100 97 Technical Skills
Data Training ManDays berdasarkan Jenis Pelatihan
ManDays Training Data based on Training Type
Program 2025 2024 Program
Sertifikasi 0,9 1,4 Certification
Class Program 22,4 15,1 Class Program
Kepemimpinan 1,3 1,1 Leadership
Soft Skills 1,5 1,0 Soft Skills
Technical Skills 7,5 7,3 Technical Skills
Rata-rata Keseluruhan Program 9,2 8,9 Average All Program
170 PT Bank Permata Tbk Laporan Tahunan 2025
Page 173
Data Realisasi Biaya Pelatihan berdasarkan Jenis Pelatihan (dalam jutaan Rupiah)
Data on Realization of Training Costs based on Type of Training (in millions of Rupiah)
Program 2025 2024 Program
Sertifikasi 12.802 10.312 Certification
Class Program 1.211 2.463 Class Program
Kepemimpinan 6.376 17.875 Leadership
Soft Skills 12.680 11.304 Soft Skills
Technical Skills 18.403 13.580 Technical Skills
Jumlah 51.472 55.534 Total
Catatan | Note:
Di luar Biaya Learning & Development | Excluded Learning & Development
2025 Annual Report PT Bank Permata Tbk 171
Page 174
Profil Perusahaan
Company Profile
Informasi Pemegang Saham
Shareholders Information
Bangkok Bank Masyarakat
Public Company Limited Public
89,12% 10,88%
PT Bank Permata Tbk
Komposisi Pemegang Saham per 1 Januari 2025
Composition of Shareholders as of 1 January 2025
Persentase Kepemilikan
Nama Pemegang Saham Jumlah Kepemilikan
No. Ownership Percentage
Shareholder Name Total Ownership
(%)
Pemegang Saham dengan Kepemilikan Saham 5% atau Lebih
Shareholders with 5% or More Share Ownership
1 Bangkok Bank Public Company Limited 32.244.827.604 89,12
Dewan Komisaris dan Direksi sebagai Pemegang Saham Permata Bank
Board of Commissioners and Board of Directors as Shareholders of Permata Bank
Dewan Komisaris
Board of Commissioners
1 Chartsiri Sophonpanich – –
2 Chong Toh – –
3 Niramarn Laisathit – –
4 Chalit Tayjasanant – –
5 Haryanto Sahari – –
6 Goei Siauw Hong – –
7 Yap Tjay Soen – –
8 Riswinandi – –
Direksi
Board of Directors
1 Meliza Musa Rusli 399.300 0,00
2 Abdy Dharma Salimin – –
3 Dhien Tjahajani – –
4 Djumariah Tenteram – –
5 Dayan Sadikin
6 Setiatno Budiman – –
7 Rudy Basyir Ahmad – –
8 Eddie Sajoga – –
9 Evi – –
Pemegang Saham dengan Kepemilikan Saham di Bawah 5%
Shareholders with Below 5% Share Ownership
1 Masyarakat | Public 3.936.085.878 10,88
Saham Treasury | Treasury Share 46.738 –
Jumlah | Total 36.181.359.520 100,00
172 PT Bank Permata Tbk Laporan Tahunan 2025
Page 175
Komposisi Pemegang Saham per 31 Desember 2025
Composition of Shareholders as of 31 December 2025
Persentase Kepemilikan
Nama Pemegang Saham Jumlah Kepemilikan
No. Ownership Percentage
Shareholder Name Total Ownership
(%)
Pemegang Saham dengan Kepemilikan Saham 5% atau Lebih
Shareholders with 5% or More Share Ownership
1 Bangkok Bank Public Company Limited 32.244.827.604 89,12
Dewan Komisaris dan Direksi sebagai Pemegang Saham Permata Bank
Board of Commissioners and Board of Directors as Shareholders of Permata Bank
Dewan Komisaris
Board of Commissioners
1 Chartsiri Sophonpanich – –
2 Chong Toh – –
3 Niramarn Laisathit – –
4 Chalit Tayjasanant – –
5 Haryanto Sahari – –
6 Goei Siauw Hong – –
7 Yap Tjay Soen – –
8 Riswinandi – –
Direksi
Board of Directors
1 Meliza Musa Rusli 399.300 0,00
2 Dhien Tjahajani – –
3 Djumariah Tenteram – –
4 Setiatno Budiman – –
5 Dayan Sadikin – –
6 Rudy Basyir Ahmad – –
7 Eddie Sajoga – –
8 Evi – –
9 Ahmad Mikail Madjid – –
Pemegang Saham dengan Kepemilikan Saham di Bawah 5%
Shareholders with Below 5% Share Ownership
1 Masyarakat | Public 3.936.085.878 10,88
Saham Treasury | Treasury Share 46.738 –
Jumlah | Total 36.181.359.520 100,00
2025 Annual Report PT Bank Permata Tbk 173
Page 176
Profil Perusahaan
Company Profile
Kepemilikan Saham Secara Langsung Direct or Indirect Share Ownership by Members
maupun Tidak Langsung oleh Anggota Dewan of the Board of Commissioners and Members
Komisaris dan Anggota Direksi pada Posisi of the Board of Directors as of 1 January 2025
1 Januari 2025 dan 31 Desember 2025 and 31 December 2025
Per posisi tanggal 1 Januari 2025 sampai dengan 31 Desember As of 1 January 2025 until 31 December 2025, none of the members
2025, tidak terdapat satu pun anggota Direksi maupun Dewan of the Board of Directors or the Board of Commissioners indirectly
Komisaris yang memiliki saham secara Permata Bank secara own shares in Permata Bank.
tidak langsung.
Namun, terdapat satu anggota Direksi yang memiliki saham However, there is one member of the Board of Directors who
Permata Bank secara langsung, yaitu Direktur Utama Permata directly owns Permata Bank’s shares, namely the President
Bank sebesar 399.300 saham. Director of Permata Bank in the amount of 399,300 shares.
Komposisi Pemegang Saham berdasarkan Klasifikasi per 31 Desember 2025
Shareholder Composition based on Classification as of 31 December 2025
Jumlah Pemegang Persentase
Klasifikasi Saham Percentage Classification
Total Shareholders (%)
Kepemilikan institusi lokal 347 1,007 Local institutional ownership
Kepemilikan institusi asing 102 98,746 Foreign institutional ownership
Kepemilikan individu lokal 7.584 0,247 Local individual ownership
Kepemilikan individu asing 86 0,001 Foreign Individual ownership
174 PT Bank Permata Tbk Laporan Tahunan 2025
Page 177
Struktur Grup Permata Bank
Permata Bank’s Group Structure
Hingga berakhirnya tahun 2025, dapat diinformasikan bahwa Until the end of 2025, Permata Bank has no subsidiaries. As a
Permata Bank tidak memiliki entitas anak. Dengan demikian, result, information about the Company’s group structure is no
informasi tentang struktur grup perusahaan menjadi tidak relevan longer relevant and will not be disclosed in this Annual Report.
untuk diungkapkan pada Laporan Tahunan ini.
2025 Annual Report PT Bank Permata Tbk 175
Page 178
Profil Perusahaan
Company Profile
Data Pemegang Saham Utama dan Pengendali,
Langsung maupun Tidak Langsung hingga
Pemilik Individu
Data on Main and Controlling Shareholders, Direct and Indirect to
Individual Owners
Bangkok Bank Masyarakat
Public Company Limited Public
89,12% 10,88%
PT Bank Permata Tbk
Struktur kepemilikan 10 pemegang saham terbesar Bangkok The ownership structure of the 10 largest shareholders of Bangkok
Bank Public Company Limited per tanggal 11 September 2025 Bank Public Company Limited as of 11 September 2025 is
sebagai berikut: as follows:
Proporsi
Nama Total (saham)
No. Proportion
Name Amount (shares)
(%)
1 Thai NVDR Company Limited 443.635.979 23,24
2 City Realty Co., Ltd. 90.975.500 4,77
3 Social Security Office 82.148.040 4,30
4 South East Asia UK (Type C) Nominees Limited 71.950.386 3,77
5 State Street Bank And Trust Company 49.973.124 2,62
6 UOB Kay Hian (Hong Kong) Limited-Client Account 39.313.670 2,06
7 State Street Europe Limited 39.042.843 2,05
8 Vayupak Fund 1 37.189.600 1,95
9 The Bank of New York Mellon 36.971.256 1,94
10 Bangkok Insurance Public Company Limited 34.582.130 1,81
Pemegang Saham Lainnya | Other Shareholders 983.060.366 51,49
Total Modal Disetor | Total Paid-Up Capital 1.908.842.894 100,00
176 PT Bank Permata Tbk Laporan Tahunan 2025
Page 179
Informasi Pemegang Saham Utama dan/atau
Pengendali
Information on Main and/or Controlling Shareholders
Pemegang saham mayoritas Permata Bank adalah Bangkok Permata Bank’s majority shareholder is Bangkok Bank, which
Bank dengan porsi kepemilikan mencapai 89,12% per tanggal owns 89.12% of the company as of 31 December 2025. Bangkok
31 Desember 2025. Bangkok Bank yang didirikan tahun 1944 Bank, founded in 1944, is one of the largest regional banks in
merupakan salah satu bank regional terbesar di Asia Tenggara Southeast Asia and Thailand’s largest bank by assets as well as
dan bank terbesar di Thailand dari segi aset. Posisi Bangkok Bank being Thailand’s most international bank. Bangkok Bank’s strong
yang kuat telah memberikan dukungan, jasa, dan advis yang position has enabled it to provide support, services, and advice to
diperlukan oleh nasabah bisnis dan perorangan dalam membuat business and individual customers so that they can make sound
keputusan keuangan yang sehat di tengah kondisi dunia yang financial decisions in a changing world. Bangkok Bank’s major
terus berubah. Selama beroperasi, Bangkok Bank didukung oleh subsidiaries are Bangkok Bank Berhad, Bangkok Bank (China),
sejumlah entitas anak perusahaan utama, di antaranya Bangkok PT Bank Permata Tbk (Permata Bank), Bualuang Securities, BBL
Bank Berhad, Bangkok Bank (China), PT Bank Permata Tbk Asset Management, and Bualuang Ventures.
(Permata Bank), Bualuang Securities, BBL Asset Management, dan
Bualuang Ventures.
Di Thailand, Bangkok Bank dikenal sebagai bank penyedia Bangkok Bank is known in Thailand as a leading provider of
pembiayaan korporasi terdepan dan juga memiliki basis nasabah corporate financing, as well as having the country’s largest retail
ritel terbesar di negara tersebut dengan perkiraan 17 juta rekening. customer base, with approximately 17 million accounts. Bangkok
Bersama dengan portofolio nasabah Bangkok Bank yang besar Bank’s large and loyal customer portfolio, together with its
dan setia serta jaringan yang luas telah menjadi faktor utama extensive network, has been a key driver of its success and has
kesuksesannya dan memungkinkannya untuk mengembangkan enabled it to grow sustainably in line with customers’ evolving
bisnis secara berkelanjutan seiring dengan kebutuhan keuangan financial needs.
nasabah yang terus berkembang.
Lingkup jasa perbankan yang disediakan Bangkok Bank, antara Bangkok Bank offers conventional banking services including
lain mencakup layanan perbankan konvensional, syndicated syndicated loans, debt securities underwriting, trade finance,
loans, debt securities underwriting, pembiayaan perdagangan, project finance, custodial services, SME and trade services, as
project finance, custodial services, UKM dan layanan well as advice for special industrial sectors. Bangkok Bank serves
perdagangan, serta advis untuk sektor industri yang khusus. business and retail customers through innovative digital banking
Bangkok Bank memberikan layanan perbankan digital yang services supported by a nationwide branch network.
inovatif yang didukung oleh jaringan cabang nasional.
Bangkok Bank adalah bank terbesar di Thailand yang beroperasi Bangkok Bank is Thailand’s most international bank, operating in 14
di 14 negara, yakni Kamboja, Cina, Hong Kong, Jepang, Laos, economies–Cambodia, China, Hong Kong, Japan, Laos, Malaysia,
Malaysia, Myanmar, Filipina, Singapura, Taiwan, Inggris, Amerika Myanmar, the Philippines, Singapore, Taiwan, the United Kingdom,
Serikat, dan Vietnam serta lebih dari 200 cabang di Indonesia di the United States, and Vietnam–and more than 200 domestic
bawah anak perusahaan kami, Permata Bank. branches in Indonesia under our subsidiary Permata Bank.
2025 Annual Report PT Bank Permata Tbk 177
Page 180
Profil Perusahaan
Company Profile
Selama lebih dari 80 tahun, Bangkok Bank menjalankan usahanya For more than 80 years, Bangkok Bank has operated under the
berdasarkan filosofi untuk menjadi mitra terpercaya dan teman philosophy of being a trusted partner and reliable close friend
dekat yang dapat diandalkan, dengan menekankan pada nilai which emphasizes the value of partnership, developing long-
kemitraan (partnership), mengembangkan hubungan jangka term, sustainable relationships with customers across decades
panjang dengan para nasabah yang berkelanjutan sepanjang and generations, and committing to Environmental, Social, and
beberapa dekade dan lintas generasi, serta komitmen terhadap Governance (ESG) responsibilities. Bangkok Bank adheres to good
tanggung jawab Lingkungan, Sosial, dan Tata Kelola (LST). business practices and the development of new technologies,
Bangkok Bank menjunjung praktik bisnis yang baik, teknologi secure digital banking, and innovation to meet customers’
baru, pengembangan perbankan digital yang aman, dan inovasi evolving needs and to contribute to the sustainable development
untuk memenuhi kebutuhan nasabah yang terus berkembang in Thailand and the economies in which it operates.
serta berperan dalam pembangunan berkelanjutan di Thailand
dan negara-negara di mana bank beroperasi.
Untuk informasi lebih lanjut, kunjungi: For further information, please visit:
https://www.bangkokbank.com/ https://www.bangkokbank.com/
Alamat Kantor Pusat: Head Office Address:
333 Silom Road, Bangrak, Bangkok. 333 Silom Road, Bangrak, Bangkok
178 PT Bank Permata Tbk Laporan Tahunan 2025
Page 181
Entitas Anak, Perusahaan Asosiasi, Perusahaan
Ventura Bersama, dan Penyertaan Saham
Subsidiaries, Associated Companies, Joint Venture Companies, and
Other Equity Participation
Entitas Anak Subsidiaries
Hingga akhir tahun 2025, Permata Bank tidak memiliki entitas Until the end of 2025, Permata Bank has no subsidiary entities.
anak perusahaan.
Entitas Asosiasi Associated Entity
Pada akhir tahun 2025, Permata Bank tidak memiliki entitas By the end of 2025, Permata Bank has no associated entity.
asosiasi.
Penyertaan Saham Lainnya Other Investments
Nama Perusahaan Bidang Usaha Kepemilikan Status Operasi Alamat
No.
Company Name Business Field Ownership Operation Status Address
1 PT Bali Kerthi Modal Ventura 3,05% Beroperasi Jl. Diponegoro No. 150
Development Fund Venture Capital Operating Komplek IDT, Ruko Genteng Biru
Ventura Blok B 23–24 Denpasar, Bali 80114
2 PT Aplikanusa Lintasarta Komunikasi 1,45% Beroperasi Jl. M.H. Thamrin Kav. 3
Communication Operating Menara Thamrin Lt. 12 | 12th Floor
Jakarta 10250
3 PT Kustodian Sentral Efek Pasar Modal 1,00% Beroperasi Gedung Bursa Efek Indonesia
Indonesia (KSEI) Capital Market Operating Tower I Lt. 5 | 5th Fl.
Jl. Jend. Sudirman Kav. 52–53
Jakarta 12190
4 PT Honest Financial Pembiayaan 23,43%*) Beroperasi Metropolitan Tower Lt. 3 | 3rd Fl.
Technologies Financing Operating Jl. RA Kartini Kav. 14, TB Simatupang
Jakarta Selatan 12430
5 PT Kliring Penjaminan Pasar Modal 1,11% Beroperasi Gedung Bursa Efek Indonesia
Efek Indonesia (KPEI) Capital Market Operating Tower I Lt. 5 | 5th Fl.
Jl. Jend. Sudirman Kav. 52–53
Jakarta 12190
Keterangan | Notes:
*)
Berdasarkan lembar saham
Based on number of shares
2025 Annual Report PT Bank Permata Tbk 179
Page 182
Profil Perusahaan
Company Profile
Kronologis Penerbitan dan Pencatatan Saham
Chronology of Share Issuance and Listing
Kronologis penerbitan dan pencatatan saham Permata Bank The following table details the issuance and listing of Permata
sejak dilakukannya penawaran umum perdana pada tahun 1990 Bank’s shares from their initial public offering in 1990 to the end
hingga akhir tahun 2025 tersaji secara rinci pada tabel berikut ini: of 2025:
Harga
Tanggal Tambahan
Tindakan Korporasi Nominal/Saham Pelaksanaan Jumlah Saham Bursa
Pencatatan Saham
Corporate Action Nominal/Share Execution Total Share Stock Exchange
Date of Listing Additional Share
Share
15 Januari 1990 Penawaran Umum Rp1.000 Rp9.900 3.999.000 3.999.000 Bursa Efek Jakarta dan
15 January 1990 Perdana PT Bank Bursa Efek Surabaya
Bali Tbk Jakarta Stock Exchange
Initial Public Offering of and Surabaya Stock
PT Bank Bali Tbk Exchange
10 & 24 Penawaran Umum Rp1.000 Rp8.000 15.508.000 19.507.000 Bursa Efek Jakarta dan
September Terbatas I PT Bank Bursa Efek Surabaya
1990 Bali Tbk Jakarta Stock Exchange
Limited Public Offering I and Surabaya Stock
of PT Bank Bali Tbk Exchange
14 November Pencatatan Saham Rp1.000 – 42.525.000 62.032.000 Bursa Efek Surabaya
1990 Pendiri PT Bank Bali Tbk Surabaya Stock Exchange
Listing of Shares of
Founders of PT Bank
Bali Tbk
27 Agustus & Pencatatan Saham Rp1.000 Rp1.000 124.064.000 186.096.000 Bursa Efek Jakarta dan
8 September Bonus PT Bank Bali Tbk Bursa Efek Surabaya
1992 Listing of PT Bank Jakarta Stock Exchange
27 August & 8 Bali Tbk Bonus Shares and Surabaya Stock
September 1992 Exchange
17 Juli 1995 Penawaran Umum Rp1.000 Rp2.000 65.133.600 251.229.600 Bursa Efek Surabaya
17 July 1995 Terbatas II PT Bank Bali Surabaya Stock Exchange
Tbk
Limited Public Offering
II PT Bank Bali Tbk
18 Maret Konversi Waran PT Bank Rp1.000 Rp2.900 1.434.230 252.663.830 Bursa Efek Jakarta dan
1996–20 Maret Bali Tbk Bursa Efek Surabaya
1998 PT Bank Bali Tbk Jakarta Stock Exchange
18 March Warrant Conversion and Surabaya Stock
1996–20 March Exchange
1998
27 Oktober 1997 Perubahan Nilai Saham Rp500 – 252.603.830 505.267.660 Bursa Efek Surabaya
27 October 1997 (Stock Split) PT Bank Surabaya Stock Exchange
Bali Tbk
Changes in Share Value
(Stock Split) PT Bank
Bali Tbk
3 Agustus & 31 Saham bonus yang Rp500 Rp500 166.738.173 672.005.833 Bursa Efek Jakarta dan
Juli 1998 berasal dari kapitalisasi Bursa Efek Surabaya
3 August & 31 tambahan modal Jakarta Stock Exchange
July 1998 disetor ke modal saham and Surabaya Stock
Bonus shares Exchange
originating from
capitalization of
additional paid-in
capital into share
capital
20 September Penawaran Umum Rp500 Rp80,51 66.528.577.467 67.200.583.300 Bursa Efek Jakarta dan
2000 Terbatas III dalam (saham kelas A) (saham kelas B) Bursa Efek Surabaya
Rangka Rekapitalisasi (class A share) (class B share) Jakarta Stock Exchange
PT Bank Bali Tbk and Surabaya Stock
Limited Public Offering Rp5 Exchange
III in the Context of (saham kelas B)
Recapitalization (class B Share)
PT Bank Bali Tbk
180 PT Bank Permata Tbk Laporan Tahunan 2025
Page 183
Harga
Tanggal Tambahan
Tindakan Korporasi Nominal/Saham Pelaksanaan Jumlah Saham Bursa
Pencatatan Saham
Corporate Action Nominal/Share Execution Total Share Stock Exchange
Date of Listing Additional Share
Share
1 Oktober 2002 Penggabungan lima Rp500 – 126.377.564.775 193.578.148.075 Bursa Efek Jakarta dan
1 October 2002 bank menjadi PT Bank (saham kelas A) (saham kelas B) Bursa Efek Surabaya
Permata Tbk (class A share) (class B share) Jakarta Stock Exchange
Merger of five and Surabaya Stock
banks into PT Bank Rp5 Exchange
Permata Tbk (saham kelas B)
(class B share)
8 Juni 2004 Penambahan modal Rp500 – 25 193.578.148.100 Bursa Efek Jakarta dan
8 June 2004 tanpa hak memesan (saham kelas A) Bursa Efek Surabaya
efek terlebih dahulu (class A share) Jakarta Stock Exchange
Capital increase without and Surabaya Stock
pre-emptive rights Rp5 Exchange
(saham kelas B)
(class B share)
8 Juni 2004 Penggabungan Nilai Rp12.500 – 7.743.125.924 7.743.125.924 Bursa Efek Jakarta dan
8 June 2004 Nominal Saham (saham kelas A) (jumlah setelah (jumlah setelah Bursa Efek Surabaya
Reverse Stock (class A share) penggabungan penggabungan Jakarta Stock Exchange
nilai nominal nilai nominal and Surabaya Stock
Rp125 saham) saham) Exchange
(saham kelas B) (total after (total after
(class B share) combining the combining the
nominal value of nominal value of
shares) shares)
6 Desember Penawaran Umum Rp12.500 Rp1.549 1.290.520.987 9.033.646.911 Bursa Efek Jakarta
2010 Terbatas IV dengan Hak (saham kelas A) (saham kelas B) Surabaya Stock Exchange
6 December Memesan Efek Terlebih (class A share) (class B share)
2010 Dahulu
Limited Public Rp125
Offering IV with (saham kelas B)
Pre-emptive Rights (class B share)
6 Desember Penawaran Umum Rp12.500 Rp1.215 1.642.481.256 10.676.128.167 Bursa Efek Jakarta
2010 Terbatas V dengan Hak (saham kelas A) (saham kelas B) Jakarta Stock Exchange
6 December Memesan Efek Terlebih (class A share) (class B share)
2010 Dahulu
Limited Public Rp125
Offering V with (saham kelas B)
Pre-emptive Rights (class B share)
24 Januari 2014 Penawaran Umum Rp12.500 Rp1.242 1.207.706.806 11.883.834.973 Bursa Efek Jakarta
24 January Terbatas VI dengan Hak (saham kelas A) (saham kelas B) Jakarta Stock Exchange
2014 Memesan Efek Terlebih (class A share) (class B share)
Dahulu
Limited Public Rp125
Offering VI with (saham kelas B)
Pre-emptive Rights (class B share)
16 Juni 2016 Penawaran Umum Rp12.500 Rp526 10.456.095.082 22.339.930.055 Bursa Efek Jakarta
16 June 2016 Terbatas VII dengan (saham kelas A) (saham kelas B) Jakarta Stock Exchange
Hak Memesan Efek (class A share) (class B share)
Terlebih Dahulu
Limited Public Rp125
Offering VII with (saham kelas B)
Pre-emptive Rights (class B share)
2025 Annual Report PT Bank Permata Tbk 181
Page 184
Profil Perusahaan
Company Profile
Harga
Tanggal Tambahan
Tindakan Korporasi Nominal/Saham Pelaksanaan Jumlah Saham Bursa
Pencatatan Saham
Corporate Action Nominal/Share Execution Total Share Stock Exchange
Date of Listing Additional Share
Share
7 Juni 2017 Penawaran Umum Rp12.500 Rp526 5.702.809.150 28.042.739.205 Bursa Efek Jakarta
7 June 2017 Terbatas VIII dengan (saham kelas A) (saham kelas B) Jakarta Stock Exchange
Hak Memesan Efek (class A share) (class B share)
Terlebih Dahulu
Limited Public Rp125
Offering VIII with (saham kelas B)
Pre-emptive Rights (class B share)
28 Juli 2021 Penawaran Umum Rp12.500 Rp1.347 8.138.620.315 36.181.359.520*) Bursa Efek Jakarta
28 July 2021 Terbatas IX dengan Hak (saham kelas A) (saham kelas B) Jakarta Stock Exchange
Memesan Efek Terlebih (class A share) (class B share)
Dahulu
Limited Public Rp125
Offering IX with (saham kelas B)
Pre-emptive Rights (class B share)
2022 Permata Bank tidak menerbitkan saham baru maupun melakukan pencatatan saham baru.
Permata Bank did not issue new shares or list new shares.
2023 Permata Bank tidak menerbitkan saham baru maupun melakukan pencatatan saham baru.
Permata Bank did not issue new shares or list new shares.
2024 Permata Bank tidak menerbitkan saham baru maupun melakukan pencatatan saham baru.
Permata Bank did not issue new shares or list new shares.
2025 Permata Bank tidak menerbitkan saham baru maupun melakukan pencatatan saham baru.
Permata Bank did not issue new shares or list new shares.
Catatan | Note:
*)
Jumlah saham termasuk 361.813.595 saham yang tidak tercatat di Bursa Efek Indonesia.
The number of shares includes 361,813,595 shares that are not listed on the Indonesian Stock Exchange.
182 PT Bank Permata Tbk Laporan Tahunan 2025
Page 185
Kronologis Penerbitan dan Pencatatan Efek
Bersifat Utang
Chronology of Debt Issuance and Listing of Debt Securities
Hingga periode akhir tahun buku 2025, Permata Bank tidak Permata Bank did not issue or list debt securities in the Stock
menerbitkan efek bersifat utang maupun melakukan pencatatan Exchange until the end of the financial year in 2025.
atas efek bersifat utang di Bursa Efek.
2025 Annual Report PT Bank Permata Tbk 183
Page 186
Profil Perusahaan
Company Profile
Informasi Penggunaan Jasa Akuntan Publik
(AP) dan Kantor Akuntan Publik (KAP) beserta
Jaringan/Asosiasi/Aliansi
Information on the Use of Public Accountant (AP) Services
and Public Accounting Firms (KAP) and Their Networks/
Associations/Allies
Dengan mempertimbangkan usulan Dewan Komisaris Based on the recommendation of the Audit Committee and
berdasarkan rekomendasi Komite Audit, pemegang saham the proposal of the Board of Commissioners, the shareholders
menunjuk Kantor Akuntan Publik (KAP) Rintis, Jumadi, Rianto & resolved to appoint the Public Accounting Firm Rintis, Jumadi,
Rekan (firma anggota jaringan global PwC) yang terdaftar di OJK Rianto & Rekan (member firm of the PwC global network) and
sebagai auditor independen untuk mengaudit Laporan Keuangan registered with the Financial Services Authority (OJK), as the
Bank untuk tahun buku yang berakhir pada 31 Desember 2025. independent auditor to examine the Bank’s Financial Statements
Penunjukan tersebut ditetapkan melalui keputusan RUPS Tahunan for the fiscal year ending 31 December 2025. This appointment
tanggal 9 April 2025. was ratified through the resolution of the Annual General Meeting
of Shareholders held on 9 April 2025.
Kantor Akuntan Publik
Public Accounting Firm
Nama Perusahaan Kantor Akuntan Publik (KAP) Rintis, Jumadi, Rianto Public Accounting Firm Rintis, Jumadi, Rianto &
Company Name & Rekan Rekan
Jaringan/Aliansi PricewaterhouseCoopers International PricewaterhouseCoopers International
Network/Alliance
Alamat WTC 3, Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920
Address Tel.: (62-21) 521 2901
Fax.: (62-21) 5290 5555; 5290 5050
www.pwc.com/id
Nama Akuntan Publik Eddy Rintis, S.E., CPA Eddy Rintis, S.E., CPA
Name of Public Accountant
Jasa yang Diberikan • Jasa Audit: • Audit Services:
Services Audit Laporan Keuangan Tahunan untuk Tahun Annual Financial Report Audit for Financial Year
Buku 2025 2025
• Jasa Non-Audit: • Non-Audit Services:
Rincian Jasa Non-Audit diungkapkan pada Details of Non-Audit Services are disclosed in
Bab Tata Kelola Perusahaan, sub bab Audit the Corporate Governance chapter, under the
Eksternal External Audit subsection
Periode Penugasan 31 Desember 2025 31 December 2025
Assignment Period
Biaya • Jasa Audit: • Audit Services:
Cost Rp9.000 juta Rp9,000 million
• Jasa Non-Audit: • Non-Audit Services:
Rp11.780 juta Rp11,780 million
184 PT Bank Permata Tbk Laporan Tahunan 2025
Page 187
Lembaga dan/atau Profesi Penunjang Pasar
Modal
Capital Market Supporting Institutions and/or Professions
Dalam rangka memastikan kegiatan usaha berjalan secara To ensure that business activities are conducted effectively,
efektif, transparan, dan sesuai dengan ketentuan yang berlaku, transparently, and in compliance with applicable regulations,
Permata Bank berkolaborasi dengan sejumlah lembaga serta Permata Bank collaborates with various institutions and
profesi penunjang untuk menunjang kelancaran operasional. supporting professionals to facilitate smooth operations. A detailed
Uraian lengkap mengenai profesi penunjang dimaksud disajikan description of these supporting professions is presented below:
berikut ini:
Notaris
Notary
Nama Perusahaan Aulia Taufani, S.H. Aulia Taufani, S.H.
Company Name
Alamat Menara Sudirman Lantai 18 ABD
Address Jl. Jend. Sudirman Kav. 60, Jakarta 12190
Tel.: (62-21) 520 4778
Fax.: (62-21) 520 4780
Jasa yang Diberikan Pembuatan Akta Notaris Making Notarial Deeds
Services
Periode Penugasan Januari–Desember 2025 January–December 2025
Assignment Period
Biaya Rp55.500.000 Rp55,500,000
Cost
Konsultan Hukum
Legal Consultant
Nama Perusahaan Genio Atyanto & Partners Genio Atyanto & Partners
Company Name
Alamat Equity Tower Lantai 26
Address Jl. Jend. Sudirman, Kav. 52–53, SCBD, Jakarta 12190
Tel.: (62-21) 5093 3906; 5093 3907
Jasa yang Diberikan Konsultasi Hukum Legal Consultant
Services
Periode Penugasan Januari–Desember 2025 January–December 2025
Assignment Period
Biaya Rp540.000.000 Rp540,000,000
Cost
Biro Administrasi Efek
Securities Administration Bureau
Nama Perusahaan PT Raya Saham Registra PT Raya Saham Registra
Company Name
Alamat Gedung Plaza Sentral, Lt. 2
Address Jl. Jend. Sudirman Kav. 47–48, Jakarta 12930
Tel.: (62-21) 252 5666
Fax.: (62-21) 252 5028
Jasa yang Diberikan Jasa Administrasi Efek Securities Administration Services
Services
Periode Penugasan 2025 2025
Assignment Period
2025 Annual Report PT Bank Permata Tbk 185
Page 188
Profil Perusahaan
Company Profile
Informasi pada Situs Web Perusahaan
Information on the Company’s Website
Permata Bank senantiasa mengedepankan prinsip transparansi In its business operations, Permata Bank always prioritizes
dalam menjalankan kegiatan usahanya, tetapi dengan tetap transparency while adhering to the Bank’s confidentiality policy.
memperhatikan kebijakan kerahasiaan Bank. Komitmen Bank akan The Bank’s commitment can be seen in the regular disclosure of
hal ini diwujudkan melalui penyampaian keterbukaan informasi financial and non-financial condition information on its website:
kondisi keuangan dan non-keuangan secara rutin melalui situs www.permatabank.com. The website’s content serves as a
web: www.permatabank.com. Informasi yang dipublikasikan pada resource and a reference for stakeholders in making investment
situs web menjadi salah satu sumber informasi dan referensi bagi decisions.
pemangku kepentingan dalam mengambil keputusan investasi.
Situs web Permata Bank memuat informasi terkini dan relevan The Permata Bank website contains current and relevant
yang selalu diperbaharui secara berkala serta dikelola secara information that is regularly updated and professionally managed
profesional dengan mengacu pada POJK No. 8/POJK.04/2015 in accordance with POJK No. 8/POJK.04/2015 regarding
tentang Situs Web Emiten atau Perusahaan Publik (POJK 8/2015). Issuer or Public Company Websites (POJK 8/2015). The official
Seluruh informasi yang disajikan dalam laman web resmi Permata Permata Bank website provides information in both Indonesian
Bank dapat diakses dalam Bahasa Indonesia dan Bahasa Inggris. and English.
Secara garis besar, situs web Permata Bank menampilkan In general, the Permata Bank website displays the following key
informasi-informasi utama sebagai berikut: information:
186 PT Bank Permata Tbk Laporan Tahunan 2025
Page 189
• Sekilas • Dewan • Siaran Pers • ASEAN • Permata Hati • International • Komitmen
Permata Bank Komisaris • Laporan Corporate • Kesehatan, Banking Keberlanjutan
• Jaringan • Direksi Tahunan Governance Keselamatan • Laporan
Permata Bank • Laporan Scorecard Kerja, dan Keberlanjutan
• Digital Banking Keberlanjutan • Kode Etik Lingkungan • Inisiatif
• Visi & Misi • Laporan • Pedoman Kerja (K3L) Keberlanjutan
• Nilai-nilai Keuangan • Laporan • Ketenagakerjaan • Asurans &
Permata Bank • Ikhtisar Laporan Pelaksanaan Sertifikasi
• Pencapaian Keuangan 5 Tata Kelola
Permata Bank Tahun Perusahaan
• Kontak • Presentasi • Kebijakan
Lembaga Korporasi Terkait Tata
dan Profesi • Rapat Umum Kelola
Penunjang Pemegang • Piagam Unit
Pasar Modal Saham Audit Internal
• Anggaran • Aksi Korporasi • Pernyataan
Dasar • Informasi Anti Pencucian
• Struktur Material Uang
Kepemilikan & • Informasi • Sistem
Grup Saham Whistleblowing
• Struktur • Informasi (“Speak-Up”)
Organisasi Dividen • Anti Penyuapan
• Dewan • Informasi
Pengawas Obligasi
Syariah, Komite
& Sekretaris
Perusahaan
• Permata Bank • Board of • Press Release • ASEAN • Permata Hati • International • Sustainability
Overview Commissioners • Annual Report Corporate • Health, Banking Commitment
• Permata Bank • Board of • Sustainability Governance Occupational • Sustainability
Distribution Directors Report Scorecard Safety, and Report
• Digital Banking • Financial Report • Code of Ethics Environmental • Sustainability
• Vision & Mission • Financial • Charter (HSE) Initiatives
• Permata Bank’s Statement • Corporate • Employment • Assurance &
Achievements Overview 5 Governance Certification
• Permata Bank’s Years Report
Values • Corporate • GCG Related
• Contact of Presentation Policies
Institutions and • General • Internal Audit
Supporting Meeting of Charter
Capital Market Shareholders • Anti-Money
Profession • Corporate Laundering
• Articles of Actions • Whistleblowing
Association • Significant System (“Speak-
• Shareholders & Disclosures Up”)
Group Structure • Shares • Anti-Bribery
• Organization Information Policy
Structure • Dividend
• Sharia Information
Supervisory • Bonds
Board, Information
Committees
& Corporate
Secretary
Selain itu, situs web Permata Bank juga menyediakan layanan In addition, Permata Bank’s website also provides a communication
komunikasi melalui media chat untuk menjawab pertanyaan service via chat to address inquiries related to the Bank’s products
terkait produk dan layanan Bank, serta untuk menerima masukan and services, as well as to receive feedback from stakeholders.
dari para pemangku kepentingan. Untuk memperoleh informasi For further information about Permata Bank, any party may also
lebih lanjut mengenai Permata Bank, setiap pihak juga dapat contact:
menghubungi:
Consumer & Syariah Preferred Private & Priority Corporate & Commercial
1500-111 (Premium Call) 1500-110 (Premium Call) 1500-100 (Premium Call) 1500-399 (Premium Call)
(021) 2985-0611 privatecare@permatabank.co.id clientservices@permatabank.co.id
care@permatabank.co.id prioritycare@permatabank.co.id
2025 Annual Report PT Bank Permata Tbk 187
Page 190
Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 191
Page 192
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
PRIORITAS STRATEGI UTAMA PERMATA BANK PERMATA BANK’S MAIN STRATEGIC
TAHUN 2025 PRIORITIES FOR 2025
Dalam menghadapi dinamika industri perbankan yang semakin In response to the increasingly competitive banking industry and
kompetitif serta perubahan perilaku nasabah yang kian cepat, rapidly changing customer behavior, Permata Bank is focusing its
Permata Bank memfokuskan langkah transformasinya pada transformation efforts on strengthening a sustainable business
penguatan model bisnis yang berkelanjutan dan berorientasi model oriented towards long-term value. The strategy is not only
pada nilai jangka panjang. Strategi yang dijalankan tidak hanya aimed at driving growth, but also at strengthening the funding
ditujukan untuk mendorong pertumbuhan, tetapi juga untuk structure, deepening customer relationships, and consistently
memperkuat struktur pendanaan, memperdalam hubungan improving service quality.
dengan nasabah, serta meningkatkan kualitas layanan
secara konsisten.
Sebagai bagian dari implementasi visi jangka panjang, Permata As part of the implementation of its long-term vision, Permata Bank
Bank menetapkan sejumlah arahan strategis utama yang menjadi has established a number of key strategic directions that form the
fondasi dalam mengakselerasi pertumbuhan, memperluas basis foundation for accelerating growth, expanding its customer base,
nasabah, serta memperkuat posisi kompetitif di industri. Arahan and strengthening its competitive position in the industry. These
ini disusun secara terintegrasi dengan mempertimbangkan directions have been formulated in an integrated manner, taking
sinergi regional bersama Bangkok Bank, penguatan kapabilitas into account regional synergies with Bangkok Bank, strengthening
digital, serta disiplin pengelolaan risiko dan permodalan. digital capabilities, and disciplined risk and capital management.
Dalam rangka mencapai visi tersebut, Permata Bank telah In order to achieve this vision, Permata Bank has established the
menetapkan strategi prioritas sebagai berikut: following strategic priorities:
1. Menciptakan leading deposits and wealth franchise, di mana 1. Create a leading deposits and wealth franchise, which will
hal ini akan difokuskan pada: focus on:
a. Menjadi Bank Pilihan bagi segmen mass affluent dan a. Becoming the Bank of Choice for the mass affluent
untuk mengembangkan pangsa pasar simpanan dan segment and developing market share in deposits
investasi. and investments.
b. Membangun basis nasabah deposan yang terdiversifikasi b. Building a diversified customer base in the SME and
di segmen SME dan Korporasi melalui layanan payroll, Corporate segments through payroll, cash management,
cash management dan transaction services. and transaction services.
c. Melakukan inovasi di bidang kanal distribusi dan c. Innovating in the areas of distribution channels and
pembaruan jaringan kantor cabang termasuk melakukan branch network renewal, including reviewing branch
kaji ulang lokasi dan model bisnis kantor cabang. locations and business models.
2. Menjadi mitra kerja ekosistem pilihan bagi pemain bisnis dan 2. Becoming the preferred ecosystem partner for business and
teknologi, dengan berfokus pada: technology players, with a focus on:
a. Memperbesar pangsa pasar dengan membangun a. Expanding market share by building strong and deep long-
hubungan jangka panjang yang kuat dan mendalam term relationships with customers to meet their banking
dengan nasabah untuk memenuhi kebutuhan layanan service needs in order to support their business growth,
perbankan dalam rangka mendukung pertumbuhan including the provision of transaction banking services,
bisnis nasabah, meliputi penyediaan jasa transaction treasury services, financial advisory and innovative
banking, treasury services, financial advisory, dan solusi corporate banking solutions on a regional basis.
inovatif perbankan korporasi secara regional.
b. Mengoptimalkan sinergi antara Bank dan Bangkok Bank b. Optimizing synergies between the Bank and Bangkok
dalam hal kapabilitas dan hubungan dengan nasabah Bank in terms of capabilities and customer relationships
dan menjadi pilar bisnis utama Bangkok Bank Group di and becoming a key business pillar of the Bangkok Bank
jaringan regional. Group in the regional network.
c. Mempertahankan dan mengembangkan hubungan yang c. Maintaining and developing deep relationships with the
mendalam dengan ekosistem nasabah korporasi utama, main corporate customer ecosystem, developing the
mengembangkan value chain sebagai penggerak bisnis value chain as a driver of SME and Commercial business.
SME dan Komersial.
3. Menjadi yang terdepan dalam hal Net Promoter Score (NPS) 3. Become the leader in Net Promoter Score (NPS) in the
di industri perbankan, dengan cara mengubah pengukuran- banking industry by transforming formal measurements
pengukuran formal menjadi suatu disiplin dengan cara into a discipline through the implementation of the four
menerapkan empat pilar strategi NPS, yaitu: pillars of NPS strategy, namely:
190 PT Bank Permata Tbk Laporan Tahunan 2025
Page 193
a. Pergeseran budaya kepemimpinan di mana secara a. A shift in leadership culture with a continuous commitment
berkesinambungan berkomitmen memberikan layanan to providing the best service to customers.
yang terbaik kepada nasabah.
b. Menciptakan lingkungan kerja yang fokus pada customer b. Creating a work environment that focuses on customer
centricity. centricity.
c. Memperkuat pembelajaran, umpan balik, dan perbaikan c. Strengthening systematic learning, feedback, and
secara sistematis. improvement.
d. Senantiasa melakukan pengukuran, melalui metrik d. Continuously conducting measurements through
operasional dan finansial yang menyeluruh dan terkini. comprehensive and up-to-date operational and
financial metrics.
Memasuki tahun 2026, Bank akan terus mengakselerasi Entering 2026, the Bank will continue to accelerate momentum by
momentum dengan fokus pada pertumbuhan yang lebih focusing on higher quality growth, optimizing regional synergies
berkualitas, optimalisasi sinergi regional bersama Bangkok Bank, with Bangkok Bank, and strengthening digital and data analytics-
serta penguatan proposisi nilai berbasis digital dan data analytics. based value propositions. This strategic direction is translated
Arah strategis ini diterjemahkan ke dalam tiga strategi prioritas into three strategic priorities that are integrated and designed to
yang saling terintegrasi dan dirancang untuk memperkuat strengthen the funding structure, deepen ecosystem engagement,
struktur pendanaan, memperdalam keterikatan ekosistem, serta and improve the overall customer experience, as follows:
meningkatkan pengalaman nasabah secara menyeluruh, yaitu
sebagai berikut:
1. Menciptakan Leading Deposits and Wealth Franchise dengan 1. Create the Leading Deposits and Wealth franchise, by
fokus menjadi Bank untuk keluarga dengan mengembangkan focusing on becoming a family bank by growing sticky deposits
sticky deposit dan membangun jalur wealth creation yang and build long-term wealth creation journey for targeted
bersifat jangka panjang; serta mengoptimalisasi kontribusi customers; as well as optimize low-cost deposit contribution
low-cost deposit dari segmen Korporasi dan Komersial dalam from corporate & commercial to manage funding cost.
pengelolaan Funding Cost.
2. Menjadi Mitra Ekosistem Pilihan dan Primary Bank untuk 2. Becoming the Preferred Ecosystem Partner and Primary
Transaction Banking dengan memposisikan diri sebagai Bank for Transaction Banking by positioning itself as the
preferred ecosystem partner bagi pelaku bisnis dan teknologi preferred ecosystem partner for businesses and technology
dengan memperkuat peran dalam layanan transaction players by strengthening its role in transaction banking
banking. Strategi ini diarahkan untuk menjadikan Bank sebagai services. This strategy is aimed at making the Bank the main
gateway utama dalam integrasi ekosistem bisnis, industri, dan gateway in the integrated and sustainable integration of
platform digital secara terhubung dan berkelanjutan. business ecosystems, industries, and digital platforms.
3. Menjadi yang terdepan dalam hal Net Promoter Score (NPS) 3. Be the Market Leading on customer satisfaction (NPS) in
di industri perbankan dengan berfokus pada menciptakan the industry by focusing on creating a work environment
lingkungan kerja yang fokus pada customer centricity; that focuses on customer centricity; capitalizing on strengths
mengkapitalisasi kekuatan dalam service excellence in service excellence to deepen customer relationships;
untuk memperdalam hubungan dengan nasabah; serta as well as embedding AI-driven technology to streamline
menanamkan Artificial Intelligence (AI) dalam penerapan internal process to improve TAT, reduce work redundancy and
teknologi dalam mendorong efisiensi pada proses internal improve accuracy.
untuk memperbaiki TAT, mengurangi pekerjaan berulang
dalam memperbaiki akurasi.
Berlandaskan fondasi yang telah terbangun sepanjang Building on the foundations laid throughout this year, the 2026
tahun ini, maka prioritas strategi 2026 akan diarahkan pada strategy will prioritize strengthening execution discipline,
penguatan disiplin eksekusi, peningkatan produktivitas bisnis increasing core business productivity, and developing service
inti, serta pengembangan diferensiasi layanan yang semakin differentiation that is increasingly relevant to customer needs.
relevan dengan kebutuhan nasabah. Melalui langkah tersebut, Through these measures, Permata Bank is optimistic that it can
Permata Bank optimis dapat semakin mempertegas posisinya further solidify its position as a competitive, customer-oriented
sebagai institusi keuangan yang kompetitif, berorientasi pada financial institution that consistently creates sustainable added
nasabah, dan konsisten menciptakan nilai tambah yang value for all stakeholders.
berkelanjutan bagi seluruh pemangku kepentingan.
2025 Annual Report PT Bank Permata Tbk 191
Page 194
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Consumer Banking
Consumer Banking
Consumer Banking
tetap menjadi motor
pertumbuhan utama
Permata Bank sepanjang
2025 melalui kontribusi
kredit dan pendapatan
yang signifikan. Strategi
produk yang relevan dan
penguatan kapabilitas
tim memastikan
kualitas layanan serta
kedalaman relasi
nasabah tetap terjaga.
Dengan fondasi yang
solid dan eksekusi yang
disiplin, segmen ini siap
mendorong pertumbuhan
berkelanjutan ke depan.
Consumer Banking remains
Permata Bank’s primary growth
driver throughout 2025, with
significant contributions to credit
and revenue. Relevant product
strategies and strengthened team
capabilities ensure that service
quality and customer relationship
depth are maintained. With a
solid foundation and disciplined
execution, this segment is poised
to drive sustainable growth going
forward.
192 PT Bank Permata Tbk Laporan Tahunan 2025
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Sepanjang tahun 2025, kondisi ekonomi global menunjukkan pertumbuhan
moderat dengan kebijakan moneter yang adaptif di berbagai negara maju
dan berkembang. Sebagian besar bank sentral utama termasuk The Fed
AS mengambil langkah penyesuaian suku bunga untuk merespons tekanan
inflasi dan perlambatan permintaan, sementara likuiditas global tetap
terjaga. Lingkungan eksternal yang moderat ini tentunya memengaruhi arus
perdagangan dan investasi yang secara tidak langsung berdampak pada pasar
domestik, termasuk sektor perbankan.
Di tengah dinamika global tersebut, fundamental perekonomian Indonesia tetap
terjaga, tercermin dari pertumbuhan konsumsi rumah tangga yang relatif solid,
tingkat inflasi yang terkendali, serta keyakinan konsumen yang berada pada
level positif. Bank Indonesia secara bertahap menurunkan suku bunga acuan
(BI Rate) hingga mencapai 4,75% pada posisi Desember 2025, yang didukung
oleh penguatan kebijakan likuiditas makroprudensial. Kebijakan ini memberikan
ruang yang kondusif bagi industri perbankan untuk mendorong penyaluran
kredit ritel secara selektif sekaligus menjaga stabilitas likuiditas.
Throughout 2025, the global economic environment recorded moderate growth,
supported by adaptive monetary policies across both developed and emerging
economies. Major central banks, including the U.S. Federal Reserve, adjusted
bench-mark interest rates in response to inflationary pressures and weakening
demand, while global liquidity remained broadly stable. This moderately
supportive external environment influenced trade and investment flows, indirectly
shaping domestic market dynamics, including the banking sector.
Amid these global developments, Indonesia’s economic fundamentals remained
resilient, as reflected in relatively solid household consumption growth, controlled
inflation, and sustained positive consumer confidence. Bank Indonesia gradually
lowered its benchmark interest rate (BI Rate) to 4.75% as of December 2025,
supported by policies released to strengthen macro-prudential liquidity. This
policy environment created favorable conditions for the banking industry to
expand retail lending while maintaining selective liquidity stability.
2025 Annual Report PT Bank Permata Tbk 193
Page 196
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sejalan dengan kondisi tersebut, kinerja intermediasi perbankan In line with these conditions, Indonesia’s banking intermediation
nasional mencatat pertumbuhan positif meskipun laju eskpansi performance continued to improve, despite a normalization in
kredit mengalami normalisasi dibandingkan awal tahun. Pada credit expansion compared to the be-ginning of the year. As of
Desember 2025, kredit perbankan tumbuh 9,3% (YoY), didorong December 2025, banking credit grew 9.3% (YoY), driven primarily
oleh ekspansi kredit investasi dan konsumsi, sementara Dana by investment and consumer lending, while Third-Party Funds
Pihak Ketiga (DPK) meningkat 10,4% (YoY). Perkembangan (TPF) increased 10.5% year-on-year. These trends underscore
tersebut mencerminkan terjaganya kepercayaan nasabah serta sustained customer confidence and a strong funding base,
solidnya basis pendanaan perbankan, sehingga mendukung supporting the continuity of banking intermediation and industry-
keberlanjutan fungsi intermediasi dan stabilitas likuiditas industri. wide liquidity resilience.
Perbaikan kinerja intermediasi perbankan dalam negeri secara The strengthening of domestic banking intermediation provided
keseluruhan menciptakan landasan yang kokoh bagi Permata a solid foundation for Permata Bank to expand its retail port-folio
Bank untuk memperkuat portofolio ritel dan menyalurkan further and deliver more targeted, consumer-focused lending.
kredit yang lebih terfokus pada kebutuhan konsumen. Dalam Leveraging this momentum, Consumer Banking remained
memanfaatkan momentum tersebut, bisnis Consumer Banking Permata Bank’s primary growth engine throughout 2025.
tetap menjadi mesin utama yang mendorong pertumbuhan
Permata Bank sepanjang 2025.
Hingga akhir 2025, Consumer Banking mencatat pertumbuhan By the end of 2025, the Consumer Banking segment recorded
kredit yang stabil dengan total outstanding sebesar Rp42,805 triliun stable loan growth, with total outstanding loans reaching
berkontribusi sebesar 26% terhadap total portofolio kredit Bank. Rp42.805 trillion, accounting for 26% of the Bank’s total loan
Dari sisi kinerja keuangan, Consumer Banking memberikan portfolio. From a financial performance perspective, Consumer
kontribusi pendapatan sebesar Rp5,043 triliun atau 41% dari total Banking generated revenue of Rp5.043 trillion, accounting
pendapatan bank. Pencapaian ini menegaskan bahwa Consumer for 41% of the Bank’s total income. This achievement confirms
Banking berada pada jalur yang tepat dalam memperkuat that Consumer Banking is on the right track in strengthening its
posisinya di pasar ritel. Dengan fondasi yang solid dan fokus pada position in the retail market. With a solid foundation and focus on
kebutuhan nasabah, Permata Bank semakin siap memperluas customer needs, Permata Bank is increasingly ready to expand its
jangkauan dan memperkuat perannya sebagai mitra finansial reach and strengthen its role as the financial partner of choice for
pilihan bagi masyarakat. the community.
194 PT Bank Permata Tbk Laporan Tahunan 2025
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Dalam mempertahankan kinerja Consumer Banking, Permata To sustain performance momentum, Permata Bank proactively
Bank secara proaktif menyesuaikan penawaran produk dan refined its product and service offerings to deliver more
layanan keuangan agar dapat dipersonalisasi sesuai kebutuhan personalized financial solutions across both the affluent and
nasabah baik dari segmen affluent maupun mass market, mass market segments, while deepening long-term customer
dan memperkuat customer engagement yang berkelanjutan. engagement. Core Consumer Banking products continued to
Produk-produk unggulan Consumer Banking terus memperkuat strengthen the Bank’s retail credit base, including Mortgage Loans
basis kredit ritel Bank, seperti fasilitas Kredit Pemilikan Rumah (KPR), Credit Cards, Unsecured Personal Loans (KTA), Auto Loans,
(KPR), Kartu Kredit, Kredit Tanpa Agunan (KTA)/Personal Loans, and con-sumer durable and multipurpose financing through
pembiayaan kendaraan bermotor, serta pembiayaan consumer indirect consumer financing schemes. In addition, Consumer
durable goods dan multiguna melalui skema indirect consumer Banking expanded its Wealth Management offerings, including
financing. Selain itu, Consumer Banking juga menyediakan mutual funds, bonds, and bancassurance, enhancing value-added
produk Wealth Management seperti reksa dana, obligasi, dan services for customers with diverse financial needs.
bancassurance, meningkatkan nilai tambah layanan kepada
nasabah dengan kebutuhan finansial yang beragam.
Selain fokus pada pengembangan produk yang inovatif, While the focus was laid on product innovation, Permata Bank
Permata Bank juga terus berinvestasi dari sisi karyawan dengan also continued to invest in human resources by implementing
menerapkan program pengembangan kompetensi profesional professional competency development programs across the
bagi seluruh personel Consumer Banking, khususnya Relationship Consumer Banking workforce, particularly for Relationship
Manager (RM) melalui kegiatan pelatihan lanjutan dan sertifikasi. Managers (RMs), through advanced training and certification
Dengan memberikan landasan kompetensi yang memadai, para initiatives. With a strong competency foundation, employees are
karyawan memiliki kemampuan untuk membangun hubungan better equipped to develop long-term client relationships, deliver
jangka panjang dengan nasabah, memberikan solusi finansial tailored financial solutions, manage investment portfolios, and
yang tepat, mengelola portofolio investasi, dan menjaga maintain an exceptional customer experience.
pengalaman layanan (customer experience) yang unggul.
Dengan menerapkan kombinasi strategi produk inovatif, By integrating innovative product strategies, optimizing low-
optimalisasi pendanaan murah, serta peningkatan kompetensi cost funding, and strengthening professional competencies
profesional tim Consumer Banking, Permata Bank berhasil within the Consumer Banking team, Permata Bank successfully
mempertahankan stabilitas dan pertumbuhan bisnis Consumer sustained stable and consistent growth throughout 2025. This
Banking secara konsisten sepanjang 2025. Pendekatan ini strategic approach enabled the Bank to effectively navigate
memungkinkan Bank dalam menghadapi berbagai tantangan macroeconomic and competitive challenges while reinforcing its
makroekonomi dan kompetitif secara efektif, sekaligus position as one of Indonesia’s leading retail banking institutions.
memperkuat posisi Permata Bank sebagai salah satu pemimpin
di segmen ritel perbankan Indonesia.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dana Pihak Ketiga (DPK)
Third-Party Funds (TPF)
Permata Bank terus menunjukkan komitmen dalam menjaga Permata Bank continued to demonstrate a strong commitment to
pertumbuhan kinerja yang solid dengan menekankan penguatan sustaining solid performance by prioritizing the strengthening of
Dana Pihak Ketiga (DPK) melalui strategi peningkatan dana murah Third-Party Funds (TPF) through a strategic focus on expanding
(Current Account Savings Account/CASA) guna menjaga cost of low-cost funding (CASA). This approach was designed to
funds di tengah tantangan kompresi margin di industri perbankan optimize the cost of funds amid margin compression pressures
Indonesia. DPK merupakan salah satu pilar utama likuiditas dan across Indonesia’s banking industry. TPF remains a core pillar
intermediasi Permata Bank yang mencakup berbagai produk supporting Permata Bank’s liquidity and intermediation functions,
seperti tabungan, giro, dan deposito. Seluruh produk simpanan encompassing a broad range of deposit products, including
tersebut dirancang untuk memenuhi beragam kebutuhan savings, demand, and time deposits, each tailored to meet the
nasabah mulai dari individu hingga korporasi. diverse needs of retail and corporate customers.
Dengan terus melakukan inovasi produk baik dalam hal Through ongoing product innovation in both tenor flexibility and
fleksibilitas tenor maupun suku bunga yang kompetitif, DPK competitive interest rates, Permata Bank ensured that its TPF
Permata Bank tidak hanya menyediakan sumber dana yang stabil portfolio not only provided a stable funding base for loan growth
bagi penyaluran kredit, tetapi juga menjadi sarana penting untuk but also served as a key platform for building long-term customer
membangun hubungan jangka panjang dengan nasabah. Melalui relationships. By executing an effective funding strategy, the Bank
penerapan strategi penghimpunan dana yang tepat, Permata successfully maintained consistent TPF growth throughout 2025,
Bank berhasil menjaga pertumbuhan DPK yang konsisten selama contributing meaningfully to total assets and reinforcing overall
2025 sehingga memberikan kontribusi signifikan terhadap total financial performance.
aset dan memperkuat pencapaian kinerja keuangan bank secara
keseluruhan.
Kinerja DPK Tahun 2025 TPF Performance in 2025
Sepanjang tahun 2025, Permata Bank berhasil mempertahankan Throughout 2025, Permata Bank sustained strong momentum
momentum penghimpunan DPK yang solid sebagai fondasi in deposit gathering as the foundation for liquidity management
utama dalam menjaga likuiditas dan efisiensi pendanaan and funding efficiency. Customer deposits increased 1.95% (YoY)
bank. Simpanan nasabah meningkat 1,95% (YoY) menjadi to Rp104.928 trillion, driven primarily by robust CASA growth
Rp104,928 triliun, didorong oleh pertumbuhan kuat pada CASA of 10% (YoY). This performance drove the CASA Ratio within the
yang meningkat 10% (YoY). Pertumbuhan ini mendorong komposisi Consumer Banking segment to 55.584%, underscoring the Bank’s
196 PT Bank Permata Tbk Laporan Tahunan 2025
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dana murah (CASA Ratio) DPK Consumer Banking mencapai success in optimizing low-cost funding while strengthening its
55,584%. Kinerja tersebut menegaskan kemampuan Permata liquidity foundation. This performance confirms Permata Bank’s
Bank dalam mengoptimalkan dana murah sekaligus memperkuat ability to optimize low-cost funds while strengthening the Bank’s
fondasi likuiditas Bank. liquidity foundation.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sampai dengan penghujung 2025, tren persaingan penghimpunan Toward the end of 2025, competition in deposit mobilization
DPK di industri perbankan Indonesia semakin intens dipicu across Indonesia’s banking industry intensified, driven by interest
oleh tekanan suku bunga, inovasi produk dari kompetitor, serta rate pressures, product innovation by competitors, and shifting
meningkatnya preferensi nasabah terhadap instrumen digital customer preferences toward digital banking solutions and more
dan layanan perbankan yang lebih fleksibel. Di tengah dinamika flexible financial services. Amid these dynamics, Permata Bank is
tersebut, Permata Bank dituntut untuk mempertahankan required to sustain deposit growth while maintaining cost-of-funds
pertumbuhan DPK sekaligus menjaga efisiensi biaya dana (cost efficiency, especially amid the trend of margin compression that is
of funds), terutama di tengah tren kompresi margin yang kian increasingly putting pressure on the banking sector’s profitability.
menekan profitabilitas sektor perbankan.
Dalam merespons tantangan yang dihadapi, Permata Bank In response to these challenges, Permata Bank implemented
menerapkan strategi diferensiasi yang jelas melalui penawaran a clear differentiation strategy, centered on competitive CASA
produk CASA yang kompetitif, inovasi digital untuk meningkatkan offerings, digital innovation to enhance customer convenience,
kenyamanan nasabah, serta fokus pada penguatan hubungan and proactive Relationship Management (RM) to strengthen long-
jangka panjang melalui Relationship Management (RM) term customer engagement. This strategic approach enabled the
yang proaktif. Pendekatan ini memungkinkan Bank untuk Bank to preserve its low-cost funding base, maintain adequate
mempertahankan basis dana murah, menjaga likuiditas yang liquidity, and enhance the competitiveness of its TPF franchise
memadai, dan memperkuat daya saing DPK di tengah persaingan amid heightened industry competition.
yang semakin ketat.
Strategi Peningkatan DPK Tahun 2025 TPF Growth Strategy in 2025
Sepanjang tahun 2025, Permata Bank menjalankan serangkaian Throughout 2025, Permata Bank undertook a series of strategic
strategic initiatives yang terfokus pada perluasan basis CASA initiatives to expand its CASA base and enhance customer
serta peningkatan nilai layanan kepada nasabah. Implementasi value. Among the key strategies were strengthening competitive
strategi tersebut mencakup penguatan penawaran produk deposit product offerings, accelerating digital capabilities to
penghimpunan yang kompetitif, akselerasi kapabilitas digital improve customer experience and engagement, and optimizing
guna meningkatkan kenyamanan dan keterlibatan nasabah, serta distribution channels geared towards deepening penetration of
optimalisasi saluran distribusi yang diarahkan pada peningkatan current and savings accounts as primary drivers of CASA growth.
penetrasi current account dan savings account sebagai
pendorong utama rasio CASA.
Sejalan dengan arah strategis tersebut, beberapa fokus utama In line with this strategic direction, Permata Bank’s primary focus
yang dijalankan Permata Bank sepanjang 2025 dalam rangka throughout 2025, to encourage TPF growth, includes:
mendorong pertumbuhan DPK meliputi:
1. Mempercepat pertumbuhan nasabah berkualitas melalui 1. Accelerating the acquisition of high-quality customers through
pemanfaatan solusi digital. digital solutions.
2. Meningkatkan fitur produk untuk memenuhi kebutuhan 2. Enhancing product features to support both domestic and
transaksi nasabah, baik domestik maupun internasional. international transaction needs.
3. Memperkuat proposisi nilai unik dengan fokus industri untuk 3. Strengthening unique value propositions with industry-focused
menjaring nasabah korporasi maupun individu. offerings to attract corporate and individual customers.
4. Mengedepankan pendekatan berorientasi pada nasabah 4. Placing priority on a customer-centric approach to maximizing
(customer-centric) guna meningkatkan nilai manfaat dalam transactional value as customers make transactions and save
bertransaksi dan menyimpan dana di Bank. money at the Bank.
Secara keseluruhan, kombinasi strategi tersebut memastikan Overall, all the strategies combined ensured that TPF contributed
DPK berkontribusi signifikan terhadap total aset Bank, significantly to the Bank’s total assets, supported sustainable
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
mendukung pencapaian kinerja keuangan yang berkelanjutan, financial performance, and reinforced Permata Bank’s balance
serta memperkuat ketahanan neraca Permata Bank di tengah sheet resilience amid an increasingly competitive landscape
persaingan yang semakin ketat sepanjang 2025. throughout 2025.
Rencana Strategis Tahun 2026 Strategic Outlook for 2026
Memasuki tahun 2026, Permata Bank menetapkan pertumbuhan Looking ahead to 2026, Permata Bank has designated TPF growth
DPK sebagai salah satu prioritas strategis utama dalam as a key strategic priority further to strengthen its funding structure
memperkuat struktur pendanaan dan ketahanan neraca. Bank and balance sheet resilience. The Bank will remain committed to
berkomitmen untuk melanjutkan akselerasi pertumbuhan DPK accelerating deposit growth by reinforcing its CASA proposition
melalui penguatan proposisi CASA sebagai langkah strategis to mitigate the rising cost of funds amid ongoing interest rate
dalam menekan laju peningkatan biaya dana (cost of funds) volatility and competitive pressures that are likely to continue.
di tengah dinamika suku bunga dan persaingan industri yang
berkelanjutan.
Strategi tersebut diarahkan pada peningkatan daya saing Strategic focus areas include enhancing the competitiveness of
produk tabungan dan giro melalui inovasi fitur, penguatan value savings and current account products through feature innovation,
proposition yang relevan dengan kebutuhan nasabah, serta strengthening value propositions aligned with customer needs, and
optimalisasi ekosistem digital guna meningkatkan aktivitas optimizing the digital ecosystem to increase transaction activity
transaksi dan stickiness dana. Secara paralel, Bank juga and funding stickiness. In parallel, the Bank continues to strengthen
terus memperkuat pendekatan segmentasi dan relationship its segmentation strategy and relationship management approach
management guna mendorong pertumbuhan simpanan yang to promote more stable, long-term deposit growth, particularly
lebih stabil dan berjangka panjang, khususnya dari segmen ritel, within the retail, affluent, and commercial segments.
affluent, dan komersial.
Sejalan dengan agenda tersebut, Consumer Banking akan In line with this direction, Consumer Banking will implement five
menerapkan sejumlah strategi dan rencana strategis dalam key strategic priorities in 2026 to expand low-cost funding:
menjaring dana murah pada tahun 2026 yang difokuskan pada
lima aspek utama sebagai berikut:
1. Menumbuhkan basis nasabah affluent serta meningkatkan 1. Expanding the affluent customer base while increasing
keterlibatan dan kemudahan layanan bagi nasabah. engagement and service convenience.
2. Mengakselerasi perluasan basis nasabah serta peningkatan 2. Accelerating customer acquisition, transaction volume, and
volume transaksi dan pembayaran melalui pemanfaatan payment activity through digital solutions, Permata ME, cash
solusi digital, Permata ME, cash management, dan layanan management, and branch channels.
kantor cabang.
3. Terus mengembangkan ragam produk guna memenuhi 3. Further developing product offerings to meet the evolving
kebutuhan keuangan nasabah terutama segmen affluent. financial needs of affluent customers.
4. Mengidentifikasi peluang cross-selling berdasarkan profil 4. Identifying cross-selling opportunities based on customer
nasabah untuk memasarkan produk tambahan berupa profiling to promote additional deposit and wealth
simpanan dan pengelolaan kekayaan. management products.
5. Mengoptimalkan proses akuisisi serta komunikasi ke nasabah 5. Optimizing customer acquisition processes and
guna memperkuat pemahaman atas solusi digital yang communication to strengthen awareness and adoption of
ditawarkan. digital banking solutions.
Dengan fokus berkelanjutan pada penguatan CASA dan efisiensi With a continued focus on strengthening CASA and improving
struktur pendanaan, Permata Bank menargetkan pertumbuhan the funding structure’s efficiency, Permata Bank targets higher-
DPK yang lebih berkualitas pada 2026. Pendekatan ini diharapkan quality TPF growth in 2026. This approach is expected to maintain
mampu menjaga keseimbangan antara ekspansi kredit dan a prudent balance between credit expansion and liquidity
pengelolaan likuiditas yang prudent, sekaligus mendukung management, while supporting long-term value creation for
penciptaan nilai jangka panjang bagi pemegang saham dan shareholders and other stakeholders.
pemangku kepentingan lainnya.
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Wealth Management
Wealth Management
Wealth Management merupakan salah satu pilar strategis dalam Wealth Management is one of the strategic pillars in the
pengembangan bisnis Consumer Banking Permata Bank yang development of Permata Bank’s Consumer Banking business,
berfokus pada penyediaan solusi keuangan terintegrasi bagi focusing on providing integrated financial solutions for
segmen nasabah middle-up hingga high-affluent. Melalui layanan middle-up to high-affluent customer segments. Through this
ini, Permata Bank menawarkan rangkaian produk dan layanan service, Permata Bank offers a comprehensive suite of Wealth
Wealth Management yang komprehensif, meliputi bancassurance, Management products and services, including bancassurance,
produk valuta asing (foreign exchange) serta berbagai produk foreign exchange products, and various investment instruments,
investasi seperti reksa dana dan obligasi, termasuk obligasi yang such as mutual funds and Government-issued bonds.
diterbitkan oleh Pemerintah.
Portofolio produk tersebut dirancang untuk menjawab kebutuhan The product portfolio is designed to address customer needs in
nasabah dalam mengoptimalkan pertumbuhan aset sekaligus optimizing asset growth while providing sustainable financial
memberikan perlindungan keuangan yang berkelanjutan. Seluruh protection. All Wealth Management products are marketed
produk Wealth Management dipasarkan melalui kemitraan through strategic partnerships with leading investment managers
strategis dengan manajer investasi dan perusahaan asuransi and insurance companies in Indonesia, enabling Permata Bank to
terkemuka di Indonesia, sehingga memungkinkan Permata Bank deliver high-quality, diversified investment solutions managed in
menghadirkan solusi investasi berkualitas tinggi, terdiversifikasi, accordance with strong prudential principles.
serta dikelola dengan prinsip kehati-hatian yang kuat.
Sebagai pelengkap atas kekuatan proposisi produk tersebut, As a complement to its strong product proposition, Permata Bank
Permata Bank secara konsisten memperkuat kapabilitas continues to strengthen its Wealth Management service
layanan Wealth Management melalui transformasi digital yang capabilities through ongoing digital transformation within the
berkelanjutan pada aplikasi Permata ME. Melalui layanan ini, Permata ME application. Through this platform, customers can
setiap nasabah dapat mengakses layanan perbankan sekaligus access banking services while conducting investment transactions
melakukan transaksi dan pemantauan investasi secara mudah, and portfolio monitoring in a simple, secure, and efficient manner.
aman, dan efisien dalam satu platform. Integrasi digital ini tidak This digital integration not only enhances convenience in wealth
hanya meningkatkan kenyamanan pengelolaan kekayaan, tetapi management but also extends end-to-end Wealth Management
juga memperluas akses layanan Wealth Management secara access to customers’ palms.
end-to-end dalam satu genggaman.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dengan strategi produk yang komprehensif, kemitraan yang kuat, With a comprehensive product strategy, strong partnerships, and
serta dukungan kapabilitas digital dan relationship management support from professional digital and relationship management
yang profesional, Wealth Management Permata Bank terus capabilities, Permata Bank’s Wealth Management business
memperkuat perannya dalam memberikan nilai tambah bagi continues to strengthen its role in delivering value-added services to
nasabah. Layanan ini juga semakin mengokohkan posisi Permata customers. This service further reinforces Permata Bank’s position
Bank sebagai mitra keuangan jangka panjang yang tepercaya as a trusted long-term financial partner, supporting customers in
dalam membantu nasabah mengelola, mengembangkan, dan managing, growing, and protecting their wealth sustainably.
melindungi kekayaan mereka secara berkelanjutan.
Kinerja Wealth Management Tahun 2025 Wealth Management Performance in 2025
Peningkatan literasi keuangan masyarakat khususnya terkait The improvement of public financial literacy, particularly related
perencanaan dan pengelolaan investasi secara nyata mendorong to investment planning and portfolio management, has driven
perubahan perilaku nasabah menuju pemanfaatan solusi tangible shifts in customer behavior toward more active, structured
pengelolaan kekayaan yang lebih aktif dan terstruktur. Kondisi ini wealth management solutions. This trend served as a key catalyst
menjadi katalis utama pertumbuhan bisnis Wealth Management for Permata Bank’s Wealth Management business, alongside rising
Permata Bank, seiring dengan meningkatnya kebutuhan nasabah customer demand for portfolio diversification, risk management,
akan diversifikasi portofolio, pengelolaan risiko, serta optimalisasi and medium- to long-term investment return optimization.
imbal hasil investasi dalam jangka menengah hingga panjang.
Di tengah dinamika pasar keuangan global yang tetap menantang, Amid ongoing challenges in global financial markets,
segmen nasabah middle-up hingga high-affluent Permata Bank Permata Bank’s middle-up to high-affluent customers continued to
tetap menunjukkan resiliensi dan preferensi yang kuat terhadap demonstrate resilience and a strong preference for investment and
produk investasi dan perlindungan aset. Hal tersebut tercermin dari asset protection products. This trend was reflected in the sustained
pertumbuhan dana kelolaan (Assets Under Management/AUM) growth of Assets Under Management (AUM). As of 31 December
yang berkelanjutan. Per 31 Desember 2025, total portofolio 2025, total Wealth Management AUM reached Rp66.349 trillion,
kelolaan dana Wealth Management Permata Bank tercatat representing an 18% (YoY) increase from Rp56.461 trillion in
mencapai Rp66,349 triliun, tumbuh 18% (YoY) dibandingkan posisi the previous year. Increased mutual fund placements were the
tahun sebelumnya sebesar Rp56,461 triliun. Pertumbuhan AUM ini primary drivers of AUM growth.
terutama didorong oleh meningkatnya dana kelolaan reksa dana.
Secara keseluruhan, kinerja Wealth Management sepanjang Overall, Wealth Management’s performance throughout 2025
tahun 2025 menegaskan perannya sebagai salah satu mesin reaffirmed its role as one of Permata Bank’s key revenue growth
pertumbuhan pendapatan Permata Bank. Dengan basis AUM engines. With a continuously expanding AUM base, increasingly
yang terus bertumbuh, kualitas pendapatan yang semakin sustainable income quality, and integrated advisory and digital
berkelanjutan, serta dukungan kapabilitas advisory dan digital capabilities, the Wealth Management business remains well-
yang terintegrasi, bisnis Wealth Management berada pada posisi positioned to enhance its contribution to profitability and long-
yang solid untuk terus meningkatkan kontribusinya terhadap term shareholder value.
profitabilitas dan nilai jangka panjang bagi pemegang saham.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Dalam menghasilkan kinerja yang solid sepanjang tahun 2025, To achieve solid performance throughout 2025, Permata Bank’s
bisnis Wealth Management Permata Bank dihadapkan pada Wealth Management business faces several challenges stemming
sejumlah tantangan yang bersumber dari faktor eksternal maupun from both external and internal factors. The dynamics of global
internal. Dinamika kondisi pasar keuangan global yang masih financial market conditions, which are still marked by uncertainty
ditandai oleh ketidakpastian arah suku bunga, volatilitas pasar regarding interest rate directions, bond and equity market
obligasi dan ekuitas, serta fluktuasi nilai tukar turut memengaruhi volatility, and exchange rate fluctuations, also influence customer
preferensi investasi dan tingkat kehati-hatian nasabah dalam investment preferences and the level of caution in making
pengambilan keputusan investasi. investment decisions.
Dari sisi domestik, tren pengetatan likuiditas di sektor perbankan From a domestic perspective, continued liquidity tightening
yang terus berlanjut kian meningkatkan intensitas persaingan in Indonesia’s banking sector further intensified competition
bisnis Wealth Management terutama dalam hal penghimpunan in Wealth Management, particularly in fund mobilization and
dana dan distribusi produk investasi. Kompetisi yang melibatkan investment product distribution. Competition from both banking
200 PT Bank Permata Tbk Laporan Tahunan 2025
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lembaga keuangan bank maupun non-bank semakin mendorong and non-banking financial institutions increased promotional
agresivitas penawaran produk yang pada gilirannya menekan aggressiveness, thereby pressuring commission margins. At the
margin komisi. Pada saat yang sama, nasabah juga menuntut same time, customers increasingly demanded higher-quality,
kualitas layanan advisory yang semakin tinggi, lebih personal, more personalized, value-added advisory services, as well as
dan bernilai tambah, serta berorientasi pada solusi investasi yang relevant and sustainable investment solutions.
relevan dan berkelanjutan.
Selain itu, perubahan profil risiko nasabah di tengah kondisi pasar In addition, changes in customer risk profiles amid volatile market
yang berfluktuasi menuntut pendekatan pengelolaan portofolio conditions necessitated a more adaptive and prudent portfolio
yang lebih adaptif dan prudent. Para nasabah cenderung lebih management approach. Customers became more selective in
selektif dalam menempatkan dana dengan preferensi yang lebih allocating funds, with a greater preference for low- to medium-risk
besar terhadap instrumen berisiko rendah hingga menengah yang instruments, potentially influencing AUM growth dynamics and the
pada gilirannya dapat memengaruhi dinamika pertumbuhan revenue structure of Wealth Management.
AUM dan struktur pendapatan Wealth Management.
Sementara dari perspektif regulasi dan tata kelola, penguatan From a regulatory and governance standpoint, strengthened
ketentuan serta pengawasan yang semakin ketat oleh regulator oversight and regulatory requirements, including enhanced
termasuk penerapan prinsip perlindungan konsumen serta consumer protection principles and more comprehensive suitability
kewajiban pemenuhan proses suitability dan risk profiling yang and risk profiling obligations, required the Bank to maintain
lebih komprehensi menuntut Bank untuk lebih meningkatkan consistently high operational discipline. These developments
disiplin operasional secara konsisten. Kondisi ini menempatkan underscored the importance of human capital readiness and
kesiapan SDM dan keandalan sistem pendukung lainnya sebagai system reliability in ensuring regulatory compliance and service
faktor krusial dalam menjaga kepatuhan dan kualitas layanan. Oleh quality. Therefore, Permata Bank continued to invest in enhancing
karena itu, Bank secara berkelanjutan melakukan investasi pada Relationship Manager capabilities, strengthening its compliance
penguatan kapabilitas relationship manager, menyempurnakan framework, and developing robust digital infrastructure to ensure
kerangka kepatuhan, serta mengembangkan infrastruktur digital prudent governance in compliance with all applicable regulations.
yang andal guna memastikan implementasi tata kelola yang
prudent dan selaras dengan ketentuan yang berlaku.
Sejalan dengan penguatan aspek regulasi dan tata kelola tersebut, In parallel with regulatory and governance enhancements, the
dinamika industri perbankan juga ditandai oleh percepatan banking industry continued to experience accelerated digital
transformasi digital yang semakin signifikan. Perkembangan ini transformation. While this created opportunities for greater
tidak hanya menghadirkan peluang peningkatan efisiensi dan efficiency and service reach, it also introduced new challenges
perluasan jangkauan layanan, akan tetapi juga menimbulkan that demand technology readiness, risk control strengthening, and
tantangan baru yang menuntut kesiapan teknologi, penguatan consistency in service quality.
pengendalian risiko, serta konsistensi kualitas layanan.
Akselerasi digitalisasi yang semakin masif menuntut Bank untuk The increasing pace of digitalization has prompted the Bank
memastikan kesiapan dan keandalan sistem teknologi informasi, to ensure IT system reliability, enhance data protection and
memperkuat perlindungan data serta keamanan siber, dan cybersecurity, and maintain consistent service quality as
menjaga konsistensi kualitas layanan agar pengalaman nasabah digital transaction volumes and complexity continued to rise.
tetap terpelihara seiring dengan meningkatnya volume dan In addressing these challenges, Permata Bank has adopted
kompleksitas transaksi digital. Dalam menghadapi tantangan a measured, risk-mitigated strategic approach aligned with
tersebut, Permata Bank menerapkan pendekatan strategi yang prudential principles.
terukur, berorientasi pada mitigasi risiko, serta selaras dengan
prinsip kehati-hatian.
Meskipun dihadapkan pada berbagai tantangan tersebut, Despite these challenges, Permata Bank consistently
Permata Bank tetap menerapkan strategi pengelolaan implemented a disciplined, structured Wealth Management
Wealth Management secara konsisten dan terukur dengan strategy, emphasizing prudence, strengthening advisory
menitikberatkan pada prinsip kehati-hatian, penguatan capabilities, product diversification, and digital enablement. The
kapabilitas advisory, diversifikasi produk, serta pemanfaatan implementation of this strategy has enable the Bank to maintain
teknologi digital. Implementasi strategi tersebut memungkinkan sustainable business growth, while strengthening the role of
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Bank menjaga pertumbuhan bisnis yang berkelanjutan, sekaligus Wealth Management as a strategic contributor to Consumer
memperkuat peran Wealth Management sebagai kontributor Banking performance and long-term value creation for the Bank
strategis terhadap kinerja Consumer Banking dan penciptaan as a whole.
nilai jangka panjang bagi Bank secara keseluruhan.
Strategi Wealth Management Tahun 2025 Wealth Management Strategy in 2025
Sepanjang tahun 2025, Permata Bank mengimplementasikan Throughout 2025, Permata Bank consistently implemented
strategi Wealth Management secara konsisten dan terintegrasi an integrated Wealth Management strategy to strengthen
sebagai bagian dari penguatan bisnis Consumer Banking. Strategi its Consumer Banking business. This strategy was aimed at
ini diarahkan pada penyediaan solusi pengelolaan kekayaan providing comprehensive, prudent, and customer-oriented wealth
yang komprehensif, prudent, dan berorientasi pada kebutuhan management solutions for middle- to high-affluent customer
nasabah segmen middle-up hingga high-affluent dengan tetap segments, while upholding strong prudential principles and full
menjunjung tinggi prinsip kehati-hatian serta kepatuhan terhadap compliance with regulatory requirements.
ketentuan regulator.
Dalam mendukung implementasi strategi tersebut, Permata Bank To support the execution of this strategy, Permata Bank actively
secara aktif menjalankan berbagai inisiatif pengembangan pursued various Wealth Management product and service
layanan dan produk Wealth Management yang diarahkan development initiatives to strengthen its value proposition for
untuk memperkuat proposisi nilai kepada nasabah, antara lain customers, including better product management and enhanced
manajemen produk yang lebih baik peningkatan kapabilitas digital capabilities to meet customers’ financial needs. In addition
digital dalam menjawab kebutuhan keuangan nasabah. Selain to focusing on the development of innovative and high-quality
berfokus pada pengembangan produk dan layanan investasi investment products and services, the Bank also played an active
yang unggul dan inovatif, Permata Bank juga berperan aktif role in distributing seven series of Retail Government Bonds (SBN)
dalam mendistribusikan tujuh seri Surat Berharga Negara Ritel throughout 2025. Furthermore, the Bank enriched its product
(SBN) sepanjang tahun 2025. Di sisi lain, Bank turut memperkaya portfolio by adding three new mutual fund products and one new
portofolio produk melalui penambahan tiga produk Reksa Dana bancassurance product to its Wealth Management investment
baru dan satu produk bancassurance ke dalam rangkaian produk offering. These strategic initiatives expanded investment
wealth management ke dalam rangkaian produk investasi yang choices, enhanced portfolio diversification, and strengthened the
ditawarkan kepada nasabah. Langkah strategis ini semakin competitiveness and attractiveness of Permata Bank’s Wealth
memperluas pilihan investasi, meningkatkan diversifikasi Management products amid evolving financial market dynamics.
portofolio, serta memperkuat daya saing dan daya tarik produk
Wealth Management Permata Bank di tengah dinamika pasar
keuangan yang terus berkembang.
Pelaksanaan strategi Wealth Management juga difokuskan The implementation of the Wealth Management strategy also
pada penguatan kapabilitas advisory melalui peran Relationship emphasized strengthening advisory capabilities through certified
Manager yang tersertifikasi, perluasan dan diversifikasi portofolio Relationship Managers, expanding and diversifying the product
produk, serta optimalisasi pemanfaatan kanal digital. Seluruh portfolio, and optimizing the utilization of the digital channel. All
proses penawaran produk dilakukan berdasarkan penerapan product offerings were conducted in accordance with suitability
prinsip suitability dan risk profiling yang memadai sehingga selaras principles and robust risk profiling, ensuring alignment with each
dengan profil risiko dan tujuan investasi masing-masing nasabah. customer’s risk appetite and investment objectives.
Sementara dari sisi kemitraan, Permata Bank terus memperkuat From a partnership perspective, Permata Bank has continued
kerja sama strategis dengan manajer investasi dan perusahaan to strengthen strategic collaborations with leading investment
asuransi terkemuka guna memastikan kualitas produk, managers and insurance companies to ensure product quality,
pengelolaan risiko yang prudent, serta menjaga keberlanjutan prudent risk management, and sustainable portfolio performance
kinerja portofolio investasi nasabah. Produk-produk investasi for customers. Investment and bancassurance products offered
dan bancassurance yang ditawarkan kepada nasabah tentunya were designed to support long-term asset growth while providing
dirancang untuk mendukung pertumbuhan aset nasabah sustainable financial protection.
sekaligus memberikan perlindungan keuangan jangka panjang.
Sejalan dengan agenda transformasi digital, implementasi strategi In line with the Bank’s digital transformation agenda, the execution
Wealth Management turut diperkuat melalui integrasi layanan of the Wealth Management strategy was further reinforced
dalam aplikasi Permata ME. Melalui platform digital ini, nasabah through service integration within the Permata ME application.
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dapat mengakses layanan perbankan dan investasi secara lebih Through this digital platform, customers can access banking
mudah, aman, dan transparan, sehingga meningkatkan efisiensi and investment services more easily, securely, and transparently,
layanan, kualitas pengalaman nasabah, serta engagement enhancing service efficiency, customer experience quality, and
secara berkelanjutan. sustained engagement.
Secara keseluruhan, implementasi strategi Wealth Management Overall, Permata Bank’s Wealth Management strategy
sepanjang 2025 mencerminkan komitmen Permata Bank dalam implementation throughout 2025 reflects the Bank’s commitment
membangun bisnis pengelolaan kekayaan yang berkelanjutan, to building a sustainable wealth management business,
berbasis tata kelola yang kuat, dan berorientasi pada penciptaan supported by strong governance and oriented toward long-term
nilai jangka panjang. value creation.
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Pada tahun 2026 mendatang, Permata Bank memproyeksikan In 2026, Permata Bank projects that the Wealth Management
bisnis Wealth Management tetap menjadi salah satu pendorong business will remain one of the key drivers of fee-based income
utama pertumbuhan fee-based income seiring meningkatnya growth, supported by rising investment literacy, increasing
literasi investasi, kebutuhan diversifikasi portofolio, serta portfolio diversification needs, and growing demand for integrated,
permintaan solusi pengelolaan kekayaan yang terintegrasi advisory-based wealth management solutions. Therefore, the
dan berbasis advisory. Oleh karenanya, Bank akan fokus pada Bank will focus on accelerating AUM growth while maintaining
akselerasi pertumbuhan AUM dengan tetap mengedepankan strong prudential standards and regulatory compliance.
prinsip kehati-hatian dan kepatuhan terhadap regulasi.
Adapun sejumlah agenda prioritas yang akan dijalankan Several priority initiatives to strengthen the Wealth Management
Permata Bank di tahun 2026 dalam rangka memperkuat proposisi value proposition in 2026 include:
produk Wealth Management antara lain:
1. Pengembangan kapabilitas dari sisi advisory baik secara 1. Enhancing advisory capabilities, both through digital and non-
digital maupun non digital. digital channels.
2. Pemberdayaan RM melalui akses ke sumber daya terintegrasi 2. Empowering Relationship Managers by providing access
guna mendukung peningkatan kualitas interaksi dengan to integrated resources to improve the quality of customer
nasabah. interactions.
3. Secara selektif melakukan penambahan produk wealth 3. Selectively expanding Wealth Management product offerings
management (reksa dana obligasi, bancassurance) untuk (including bond mutual funds and bancassurance) to increase
meningkatkan variasi produk. product variety.
4. Penambahan kanal distribusi produk investasi dengan model 4. Expanding investment product distribution channels through
hybrid yang mengedepankan efisiensi dalam pemrosesan a hybrid model to improve transaction processing efficiency.
transaksi.
Sejalan dengan itu, Permata Bank juga akan mengoptimalkan In parallel, Permata Bank will continue to optimize its digital
kapabilitas digital Wealth Management melalui pengembangan Wealth Management capabilities by developing enhanced
fitur investasi pada aplikasi Permata ME guna meningkatkan investment features within the Permata ME application, improving
aksesibilitas, transparansi, dan engagement nasabah secara accessibility and transparency, and enabling scalable customer
lebih scalable dan efisien. Penguatan kompetensi Relationship engagement. Strengthening Relationship Manager competencies
Manager turut menjadi fokus utama untuk mendorong cross- will also remain a key focus to support cross-selling, enhance
selling, meningkatkan produktivitas, dan memperkuat pendapatan productivity, and reinforce commission-based income.
berbasis komisi.
Dengan mengimplementasikan strategi yang terfokus pada By implementing a focused strategy centered on value-added
produk bernilai tambah, digitalisasi, dan penguatan advisory, products, digitalization, and advisory enhancement, Permata Bank
Permata Bank optimistis dapat mempertahankan momentum remains optimistic about sustaining Wealth Management growth
pertumbuhan Wealth Management di tahun 2026 sekaligus momentum in 2026, while reinforcing its role as a strategic pillar
memperkuat perannya sebagai pilar strategis Consumer Banking of Consumer Banking and a trusted long-term financial partner
dan mitra keuangan jangka panjang bagi nasabah. for customers.
2025 Annual Report PT Bank Permata Tbk 203
Page 206
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Kredit Kepemilikan Rumah (KPR)
Mortgage (KPR)
Sepanjang 2025, kinerja Kredit Pemilikan Rumah (KPR) di Throughout 2025, mortgage performance in the national banking
industri perbankan nasional menunjukkan pertumbuhan yang industry showed relatively stable growth, even though the property
relatif stabil, meski sektor properti masih menghadapi dinamika sector still faced liquidity dynamics and credit cycle adjustments.
likuiditas dan penyesuaian siklus kredit. Data Bank Indonesia (BI) Bank Indonesia (BI) data shows that in December 2025, consumer
mencatat bahwa pada Desember 2025, kredit konsumsi tumbuh credit grew by 6.4% (YoY), with the mortgage segment contributing
6,4% (YoY), dengan segmen KPR berkontribusi sebesar 6,8% (YoY). 6.8% (YoY).
Stabilnya tren pertumbuhan KPR sepanjang tahun ini menunjukkan The stable mortgage growth trend throughout the year indicates
bahwa pembiayaan rumah tetap menjadi prioritas konsumen, that home financing remains a priority for consumers, even as the
meski kinerja sektor properti secara umum dihadapkan dengan broader property sector continues to face challenges stemming
tantangan perlambatan akibat pelemahan daya beli masyarakat, from weakening purchasing power, declining property investment
dan menurunnya minat masyarakat dalam investasi properti interest, and interest rate pressures. Nevertheless, the mortgage
dan suku bunga. Kendati demikian, KPR tetap menjadi segmen segment remains relatively resilient and continues to play a
yang relatif resilient dan berperan penting dalam mendukung meaningful role in supporting banking intermediaries in to the
intermediasi perbankan ke sektor riil. real sector.
Berangkat dari dinamika industri tersebut, Permata Bank In response to these industry dynamics, Permata Bank has
memosisikan KPR sebagai salah satu pilar strategis portofolio positioned Mortgage (KPR) as one of the strategic pillars within
Consumer Banking. Dalam mendukung pertumbuhan bisnis its Consumer Banking portfolio. To support mortgage business
KPR, Permata Bank secara konsisten menyalurkan pembiayaan growth, the Bank consistently disburses housing loans through its
perumahan melalui rangkaian produk Permata KPR dengan Permata KPR product suite, with a focus on Regular KPR and KPR
fokus pada KPR Reguler dan KPR Bijak, baik konvensional Bijak, available in both conventional and Sharia formats. These
maupun syariah. Produk-produk tersebut dirancang dengan products offer competitive advantages, including flexible interest
berbagai keunggulan kompetitif melalui fleksibilitas skema suku rate structures, diverse tenor options, and installment structures
bunga, pilihan tenor yang beragam, serta struktur angsuran yang tailored to customers’ financial profiles and repayment capacity.
disesuaikan dengan profil dan kemampuan finansial nasabah.
Dalam memasarkan produk-produk KPR, Permata Bank juga In marketing its mortgage products, Permata Bank also maintains
menjalin kolaborasi strategis dengan para pengembang properti strategic collaborations with property developers, expanding
sehingga memperluas akses pembiayaan dan meningkatkan access to financing while enhancing customer convenience
204 PT Bank Permata Tbk Laporan Tahunan 2025
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kenyamanan nasabah dalam proses pengajuan KPR. Melalui throughout the mortgage application process. Through this
implementasi strategi ini, Permata Bank mampu menjaga kualitas strategy, the Bank has maintained healthy, sustainable mortgage
pertumbuhan KPR yang sehat dan berkelanjutan, sekaligus tetap growth while remaining adaptable to increasingly selective
adaptif terhadap dinamika pasar properti yang semakin selektif. property market conditions.
Kinerja KPR Tahun 2025 Mortgage Performance in 2025
Produk KPR masih menjadi salah satu yang memberikan Mortgage products continued to serve as a key contributor to
kontribusi penting bagi pertumbuhan kredit Consumer Banking Consumer Banking credit growth in 2025. Total outstanding
di tahun 2025. Total penyaluran KPR sepanjang 2025 mencapai mortgage loans reached Rp27.5 trillion as of December 2025.
Rp27,5 triliun pada akhir Desember. Dari total tersebut, nilai kontrak Of this total, the new mortgage contract value amounted to
KPR baru tercatat sebesar Rp4,3 triliun, di mana sebanyak 64% Rp4.3 trillion, with approximately 64% allocated to the secondary
dialokasikan untuk segmen secondary market. Produk KPR Bijak market segment. The KPR Bijak product remained the primary
juga masih tetap menjadi kontributor utama yang menyumbang contributor, accounting for 74% of total new bookings throughout
hingga 74% terhadap total new booking sepanjang tahun. the year.
Permata Bank juga berkomitmen dalam pertumbuhan Permata Bank also reaffirmed its commitment to sustainable
berkelanjutan melalui pembiayaan Green Mortgage di mana financing by expanding its Green Mortgage initiatives. As of 2025,
hingga tahun 2025 telah disalurkan Green Mortgage sebesar the Bank had disbursed approximately Rp700 billion in green
Rp700 miliar melalui kerja sama dengan pengembang yang telah mortgage financing, in collaboration with developers whose
memiliki proyek bersertifikat dari GBCI/Edge. projects are certified by GBCI/EDGE.
Kualitas portofolio KPR Permata Bank tetap terjaga dengan NPL The quality of Permata Bank’s mortgage portfolio remained
berada di level 2,432%, menunjukkan perbaikan dibandingkan well maintained, with the Non-Performing Loan (NPL) ratio at
periode sebelumnya. Pendekatan prudent yang mencakup 2.432%, an improvement from the previous period. A prudent risk
pemantauan ketat terhadap tunggakan pinjaman (delinquent management approach, including close monitoring of delinquent
accounts) dan evaluasi rutin atas kebijakan serta prosedur kredit accounts and regular evaluation of credit policies and procedures,
menjadi pilar utama dalam mitigasi risiko sekaligus peningkatan continued to serve as a cornerstone of risk mitigation and asset
kualitas aset. Langkah-langkah ini juga memperkuat daya tahan quality enhancement. These measures further strengthened
portofolio KPR di tengah dinamika pasar yang semakin selektif. the resilience of the mortgage portfolio amid increasingly
selective markets.
Secara keseluruhan, KPR Permata Bank pada 2025 menunjukkan Overall, Permata Bank’s mortgage business in 2025 demonstrated
keseimbangan antara volume penjualan, kualitas portofolio, dan balanced performance across sales volume, portfolio quality, and
inovasi produk, sejalan dengan komitmen bank untuk mendukung product innovation, consistent with the Bank’s commitment to
kebutuhan kepemilikan rumah nasabah serta memperkuat supporting customers’ home-ownership needs while strengthening
kontribusi terhadap sektor properti dan intermediasi perbankan its contribution to the property sector and to banking intermediation
ke sektor riil. to the real economy.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Pada tahun 2025, bisnis KPR tetap dihadapkan pada sejumlah In 2025, the mortgage business continued to face several
tantangan struktural dan siklikal yang memengaruhi dinamika structural and cyclical challenges that influenced housing loan
pinjaman perumahan. Melambatnya aktivitas penyaluran dynamics. The slowdown in mortgage lending across the banking
kredit perumahan yang menimpa industri perbankan menjadi industry remained a key challenge for both Permata Bank and its
salah satu isu utama yang dihadapi Permata Bank dan juga peers.
kompetitor lainnya.
Kondisi makroekonomi dalam negeri yang belum sepenuhnya Domestic macroeconomic conditions that have yet to normalize
kondusif serta penurunan daya beli masyarakat menjadi tantangan fully, combined with declining consumer purchasing power,
tersendiri bagi Bank untuk lebih selektif dan memperkuat analisis required the Bank to adopt a more selective approach and
guna menjaga kualitas akuisisi nasabah KPR. strengthen credit analysis to ensure high-quality mortgage
customer acquisition.
2025 Annual Report PT Bank Permata Tbk 205
Page 208
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Selain itu, tantangan pasar properti juga dipengaruhi oleh pelaku In addition, property market challenges were influenced by supply-
usaha dalam penyediaan properti dalam hal ini adalah para side dynamics, including those of property developers and agents.
pengembang dan property agent. Dengan melakukan kajian yang Through comprehensive due diligence and robust monitoring, the
komprehensif dan monitoring yang baik, Bank dapat memitigasi Bank mitigated potential deterioration in portfolio collectability
penurunan kolektibilitas portofolio dengan mengevaluasi partner by evaluating the performance and credibility of developer and
developer maupun broker. broker partners.
Permata Bank tetap fokus pada penguatan praktik risk Permata Bank remained focused on strengthening risk
management untuk menjaga rasio NPL di level sehat. Permata management practices to keep the mortgage NPL ratio at a
Bank juga terus memperkuat pendekatan bisnisnya melalui healthy level. The Bank also continued to reinforce its business
penerapan prinsip prudent lending, inovasi produk, serta approach through prudent lending principles, product innovation,
optimalisasi proses kredit. and process optimization.
Strategi KPR Tahun 2025 Mortgage Strategy in 2025
Strategi pertumbuhan bisnis KPR Permata Bank sepanjang tahun Permata Bank’s mortgage growth strategy throughout 2025
2025 difokuskan pada peningkatan kualitas portofolio, inovasi focused on enhancing portfolio quality, product innovation,
produk, dan penguatan pengalaman nasabah dan kolaborasi improving customer experience, and selective collaboration
secara selektif dengan sejumlah pengembang dan agen properti with reputable property developers and agents to streamline the
terpercaya sehingga proses pengajuan KPR menjadi lebih efisien. mortgage application process. This consistent approach supported
Hal ini konsisten dilakukan Permata Bank guna mendukung high-quality mortgage growth while strengthening Permata Bank’s
pertumbuhan KPR yang berkualitas sekaligus memperkuat posisi positioning in the mid-to-upper residential segment.
Permata Bank di segmen residensial menengah hingga atas.
Dalam menghadapi tingkat suku bunga yang relatif tinggi, To address relatively high interest rates, Permata Bank
Permata Bank menerapkan strategi pricing yang kompetitif implemented a competitive pricing strategy through mortgage
melalui program bundling KPR. Skema ini memungkinkan nasabah bundling programs, enabling customers to benefit from attractive
mendapatkan suku bunga yang menarik sekaligus memperoleh interest rates and additional value from complementary products
manfaat tambahan dari produk pendukung, seperti asuransi, such as insurance, credit cards, and savings accounts.
kartu kredit, dan rekening tabungan.
Kemudian dalam rangka memberikan pelayanan terbaik kepada To further enhance customer service, Permata Bank introduced
nasabah, Permata Bank menghadirkan proses pengajuan KPR a fast and efficient mortgage application process, supported
yang cepat dengan dukungan tim Mortgage Sales Specialist yang by a dedicated team of Mortgage Sales Specialists. The Bank
kompeten. Bank juga menjalankan program pelatihan intensif also conducted intensive training programs for its sales teams to
bagi tim sales agar kemampuan dan pengetahuan mereka terus continuously improve product knowledge, advisory capabilities,
berkembang sehingga layanan kepada nasabah selalu optimal. and service quality.
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Implementasi strategi yang holistik ini menegaskan komitmen The holistic implementation of these strategies underscores
Permata Bank untuk menghadirkan solusi pembiayaan Permata Bank’s commitment to delivering relevant, competitive,
perumahan yang relevan, kompetitif, dan berkelanjutan, sekaligus and sustainable housing finance solutions, while reinforcing the
memperkuat peran KPR dalam mendukung pertumbuhan kredit role of mortgages in supporting consumer credit growth and
konsumsi dan intermediasi ke sektor riil. banking intermediation to the real sector.
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Pada tahun 2026, Permata Bank berkomitmen untuk menjaga In 2026, Permata Bank will remain committed to continuing its
pertumbuhan KPR dengan terus mengeksplorasi peluang mortgage growth by exploring new financing opportunities and
pembiayaan yang baru dengan tetap menjaga kualitas nasabah maintaining the quality of customers acquired through open
yang diakuisisi melalui beberapa inisiatif strategis sebagai berikut: business practices. Several strategic initiatives are as follows:
1. Meningkatkan kolaborasi bersama dengan rekanan 1. Strengthening collaboration with selected property
pengembang dan broker terpilih untuk berkontribusi lebih developers and brokers to enhance customer referrals aligned
dalam memberikan referral nasabah yang sesuai dengan with Permata Bank’s target segments and expand partnership
target segmen Permata Bank dan sekaligus memperluas opportunities.
potensi kerja sama lainnya.
2. Meningkatkan penetrasi PermataKPR ke nasabah existing 2. Increasing mortgage penetration among existing Bank
Bank dengan menawarkan program spesial dan serta customers through special programs and optimized utilization
mengoptimalkan semua channel internal Bank terutama of internal distribution channels, particularly branch networks.
di cabang.
3. Meningkatkan penetrasi Permata KPR dalam penyaluran 3. Expanding Green Mortgage financing in certified sustainable
KPR hijau di proyek-proyek developer yang tersertifikasi housing projects by offering preferential programs and
hijau dengan menawarkan berbagai kemudahan dan enhanced customer incentives.
program spesial.
4. Mengoptimalkan pemasaran secara digital (digital marketing) 4. Optimizing digital marketing initiatives to improve customer
agar memudahkan nasabah dalam mendapatkan informasi access to information on Permata KPR products.
produk Permata KPR.
2025 Annual Report PT Bank Permata Tbk 207
Page 210
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Indirect Consumer Financing
Indirect Consumer Financing
Dalam rangka mendorong pertumbuhan bisnis segmen konsumer, To support growth in the consumer segment, Permata Bank
Permata Bank terus memperkuat layanan Indirect Consumer continued to strengthen its Indirect Consumer Financing services
Financing melalui kolaborasi dengan berbagai perusahaan through collaboration with multifinance companies and financial
pembiayaan (multifinance) dan mitra teknologi finansial (fintech). technology (fintech) partners. Through Joint Financing and
Melalui skema pembiayaan bersama (Joint Financing) dan Channeling schemes, the Bank offers competitive financing
Channelling, Bank menawarkan pembiayaan yang kompetitif with simplified application processes, enabling customers to
dengan proses pengajuan sederhana sehingga para nasabah more easily purchase motor vehicles, consumer goods, and
memiliki kemudahan untuk dapat membeli kebutuhannya baik multipurpose products.
kendaraan bermotor, barang konsumtif, maupun kebutuhan
multiguna.
Kerja sama dengan para mitra strategis tersebut juga Partnerships with strategic collaborators also enable
memungkinkan Permata Bank menjangkau lebih banyak nasabah, Permata Bank to reach a broader customer base, including
termasuk berpenetrasi ke segmen yang sebelumnya memiliki akses expanding access to previously underbanked segments. In
terbatas terhadap pembiayaan formal (underbanked). Dalam extending credit to this segment, the Bank continues to uphold
menyalurkan kredit ke segmen ini, Bank tetap mengutamakan prudential principles to ensure portfolio quality is well maintained.
prinsip kehati-hatian agar kualitas portofolio tetap terjaga.
Kinerja Indirect Consumer Financing Tahun Indirect Consumer Financing Performance in
2025 2025
Sampai dengan akhir 2025, bisnis Indirect Consumer Financing As of the end of 2025, Permata Bank’s Indirect Consumer Financing
Permata Bank menunjukkan ketahanan yang solid, meskipun business demonstrated solid resilience despite a broader
berada dalam tren penurunan industri. Hal ini tercermin dari industry downturn. This was reflected in an outstanding portfolio
posisi pencapaian Rp5,6 triliun serta penyaluran pembiayaan of Rp5.6 trillion, with total financing disbursement reaching
yang mencapai Rp2,9 triliun. Kinerja tersebut didukung oleh basis Rp2.9 trillion. Performance was supported by a broad customer
nasabah yang luas, mencapai 662 ribu, yang menjadi fondasi base of approximately 662 thousand customers, forming a strong
penting bagi momentum pertumbuhan tahun berikutnya. foundation for growth momentum in the following year.
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Profil nasabah Indirect Consumer Financing sebagian besar The Indirect Consumer Financing customer profile primarily
terdiri dari pembeli kendaraan bermotor, baik roda dua maupun consists of motor vehicle buyers (two- and four-wheel), white
roda empat, pembeli white goods, serta pengguna fasilitas Buy goods buyers, and users of Buy Now Pay Later (BNPL) and cash
Now Pay Later (BNPL) dan pinjaman tunai. loan facilities.
Dalam rangka memperluas jangkauan dan efisiensi pembiayaan, To expand financing reach and improve efficiency, Permata Bank
Permata Bank terus mengoptimalkan skema Joint Financing, continued to optimize its Joint Financing scheme, particularly for
khususnya untuk kendaraan bermotor baru maupun bekas. both new and used motor vehicles. Meanwhile, the Channeling
Sementara itu, skema Channeling memungkinkan Bank scheme enabled the Bank to extend funding through fintech
menyalurkan fasilitas pendanaan melalui mitra fintech dan and multifinance partners, enhancing service access while
perusahaan pembiayaan, sekaligus meningkatkan akses layanan strengthening financial inclusion in Indonesia. As of 31 December
bagi nasabah dan memperkuat inklusi keuangan di Indonesia. 2025, the portfolio composition of Joint Financing and Channeling
Hingga 31 Desember 2025, komposisi Joint Financing dan stood at approximately 86% and 14%, respectively.
Channeling masing-masing tercatat sekitar 86% dan 14% dari
total portofolio kredit Bank.
Pada segmen Permata KKB, Bank berhasil mencatat sebanyak Within the Permata KKB segment, the Bank recorded 767
767 nasabah dengan total penyaluran pembiayaan mencapai customers with total financing disbursement reaching Rp222.975
Rp222,975 miliar pada posisi 31 Desember 2025. Di sisi lain, billion as of 31 December 2025. Meanwhile, financing under the
penyaluran pembiayaan melalui skema Channeling mayoritas Channeling scheme was primarily allocated to Buy Now Pay
difokuskan pada produk Buy Now Pay Later dan Pinjaman Tunai Later and Cash Loan products, totaling Rp3.13 trillion and serving
dengan total pembiayaan sebesar Rp3,13 triliun dan mencatat approximately 4.5 million customers throughout 2025.
4,5 juta nasabah sepanjang tahun 2025.
Kinerja Indirect Consumer Financing sepanjang tahun ini Overall, Indirect Consumer Financing performance in 2025
menegaskan kemampuan Permata Bank dalam mempertahankan reaffirmed Permata Bank’s ability to sustain consumer credit
pertumbuhan kredit konsumer sekaligus memperluas akses ke growth while expanding access to underbanked customer
segmen nasabah underbanked. Hal ini sejalan dengan tren industri segments, in line with industry trends that continue to reflect
perbankan yang tetap menunjukkan permintaan kuat terhadap strong demand for motor vehicle and consumer goods financing.
pembiayaan kendaraan bermotor dan barang konsumtif.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Permata Bank menyadari bahwa segmen Indirect Consumer Permata Bank recognizes that the Indirect Consumer Financing
Financing memiliki eksposur risiko yang sensitif terhadap segment is exposed to heightened interest rate sensitivity, as
kebijakan suku bunga BI karena tingkat suku bunga yang tinggi elevated interest rates intensify pricing competition among
berdampak langsung pada ketatnya persaingan harga (pricing banks and financing companies, particularly in Joint Financing,
competition) antar-bank dan perusahaan pembiayaan lain, Permata KKB, and Channeling products. In addition, reliance on
khususnya pada produk Joint Financing, Permata KKB, dan several financing partners that are still undergoing post-pandemic
Channeling. Selain itu, ketergantungan pada sejumlah mitra asset recovery limited Joint Financing allocation amid a slowdown
perusahaan pembiayaan yang masih dalam proses pemulihan in Indonesia’s automotive market.
pengelolaan aset pascapandemi turut membatasi alokasi Joint
Financing di tengah perlambatan pasar otomotif nasional.
Sementara dari sisi industri, pembiayaan kendaraan bermotor From an industry perspective, motor vehicle financing continued
tetap tumbuh positif meskipun berada di level moderat to grow at a moderate pace despite declining vehicle sales
seiring pelemahan penjualan kendaraan dan perlambatan and overall credit demand. This trend aligns with projections
permintaan kredit secara umum. Tren tersebut sejalan dengan that national multifinance growth would remain in single digits
proyeksi pertumbuhan pembiayaan multifinance nasional yang throughout 2025, reflecting cautious market sentiment and
diperkirakan hanya mencapai angka single digit sepanjang tahun fluctuating demand across both new and used vehicle segments.
2025. Kondisi ini mencerminkan kehati-hatian pasar dan fluktuasi
permintaan pada segmen kendaraan baru maupun bekas.
2025 Annual Report PT Bank Permata Tbk 209
Page 212
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dalam merespons kompleksitas tantangan eksternal maupun In response to both external and internal challenges, Permata Bank
internal yang dihadapi, Permata Bank telah menerapkan strategi implemented a comprehensive risk mitigation strategy. The Bank
mitigasi risiko yang komprehensif. Bank juga terus memperkuat strengthened partnerships with reputable multifinance companies
kemitraan dengan perusahaan pembiayaan dan mitra fintech and fintech partners, while also cultivating relationships with new
yang memiliki rekam jejak positif, sekaligus membina hubungan strategic partners to expand market share and business volume.
dengan mitra strategis baru guna memperluas pangsa pasar Strict due diligence processes were also applied to new partners
dan meningkatkan volume bisnis. Proses uji tuntas (due diligence) to ensure portfolio quality and maintain prudent credit risk
yang ketat terhadap mitra baru juga diterapkan untuk menjaga management.
kualitas portofolio dan memastikan risiko kredit tetap terkendali.
Strategi Indirect Consumer Financing Tahun Indirect Consumer Financing Strategy in 2025
2025
Dalam mengejar target pertumbuhan kredit di segmen Indirect To achieve credit growth targets and expand market share in the
Consumer Financing dan memperluas pangsa pasar, Permata Indirect Consumer Financing segment, Permata Bank continued to
Bank terus mengoptimalkan skema Joint Financing dan optimize Joint Financing and Channeling schemes by promoting
Channeling dengan mendorong pemasaran produk referral Permata KKB referral products and actively collaborating with
Permata KKB serta aktif berkolaborasi dengan cabang-cabang Permata Bank branches to conduct Sales Events in major
Permata Bank untuk mengadakan Sales Event di sejumlah kota cities. The Bank also strengthened strategic partnerships with
besar. Selain itu, Bank juga memperkuat kemitraan strategis multifinance and fintech companies by offering competitive
dengan perusahaan pembiayaan (multifinance) dan mitra fintech financing programs.
melalui penawaran program pembiayaan yang kompetitif.
Sepanjang tahun 2025, Permata Bank juga fokus meningkatkan Throughout 2025, Permata Bank focused on increasing Joint
volume Joint Financing bersama high yield partners sekaligus Financing volume with high-yield partners while exploring new
menjajaki kerja sama dengan mitra bisnis baru untuk mendorong business partnerships to support growth in motor vehicle financing
pertumbuhan kredit kendaraan bermotor dan pembiayaan and other consumer loans. These collaborations were managed
konsumtif lainnya. Kolaborasi ini dijalankan dengan disiplin under strict risk management discipline to ensure prudent portfolio
manajemen risiko yang ketat untuk memastikan setiap quality.
pembiayaan dikelola secara hati-hati sehingga portofolio kredit
tetap terjaga kualitasnya.
Selaras dengan upaya peningkatan layanan kepada nasabah, In parallel with service enhancement initiatives, Permata Bank
Permata Bank berkomitmen untuk terus berinovasi dalam continued to innovate in developing digital platforms to support
pengembangan platform digital yang mendukung bisnis Indirect Indirect Consumer Financing. These initiatives included
Consumer Financing. Inisiatif ini mencakup penguatan infrastruktur strengthening digital infrastructure and integrating advanced
digital dan integrasi teknologi terkini agar dapat mempermudah technologies to improve accessibility, accelerate financing
akses, mempercepat proses pengajuan pembiayaan, serta approvals, and enhance service transparency and accuracy.
meningkatkan akurasi dan transparansi layanan bagi nasabah. With a competitive digital platform, Permata Bank remains well-
Dengan memiliki platform digital yang kompetitif, Permata Bank positioned to compete effectively with fintech players while
dapat menghadapi tekanan pasar dan bersaing secara efektif expanding access to financing for previously underserved
dengan fintech, sekaligus memperluas jangkauan pembiayaan consumer segments.
ke segmen konsumen yang sebelumnya memiliki akses terbatas.
Melalui kombinasi kolaborasi strategis, fokus pada inovasi Through strategic partnerships, technological innovation, and
teknologi, serta pendekatan mitigasi risiko yang disiplin, disciplined risk mitigation, Permata Bank strengthened the
Permata Bank mampu memperkuat landasan Indirect Consumer foundation of its Indirect Consumer Financing business to support
Financing untuk mendukung pertumbuhan usaha yang high-quality growth, expand financial inclusion, and create
berkualitas, memperluas akses pembiayaan, dan menciptakan sustainable value.
nilai berkelanjutan bagi nasabah serta pemangku kepentingan.
210 PT Bank Permata Tbk Laporan Tahunan 2025
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Rencana Strategis Tahun 2026 Strategic Plan for 2026
Pada tahun 2026, Permata Bank berkomitmen untuk melanjutkan In 2026, Permata Bank remains committed to continuing the growth
pertumbuhan bisnis Indirect Consumer Financing yang telah of its Indirect Consumer Financing business, which delivered
menunjukkan kinerja positif di tahun sebelumnya. Ke depan, Bank positive performance in the previous year. Going forward, the Bank
akan fokus pada penguatan portofolio, peningkatan efisiensi, will focus on portfolio strengthening, efficiency improvement, and
serta pemanfaatan peluang pasar yang masih terbuka lebar, capturing market opportunities amid increasingly competitive
seiring dengan dinamika industri pembiayaan konsumer yang consumer financing dynamics. Key strategic initiatives include:
semakin kompetitif. Beberapa inisiatif strategis utama yang akan
dijalankan, antara lain meliputi:
1. Pengembangan channel digital untuk menjangkau 1. Developing digital channels to expand Permata KKB (Auto
Pembiayaan Kredit Kendaraan Bermotor (KKB) kepada Loan) financing access to all Permata Bank customers.
seluruh nasabah Permata Bank.
2. Mempertahankan kerja sama dengan mitra Joint Financing 2. Maintaining existing Joint Financing and Channeling
dan Channeling yang sudah ada serta melakukan ekspansi partnerships while expanding collaboration with new strategic
untuk menjalin kemitraan dengan partner baru. partners.
3. Menyelenggarakan acara pameran kendaraan dalam 3. Organizing automotive exhibition events at various scales,
berbagai skala, mulai dari kecil, menengah hingga besar. ranging from small to large.
2025 Annual Report PT Bank Permata Tbk 211
Page 214
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Kartu Kredit
Credit Card
Permata Bank menyadari bahwa kartu kredit telah menjadi Permata Bank recognizes that credit cards have become an
bagian penting dalam pengelolaan keuangan sehari-hari karena integral part of daily financial management, offering convenient,
menawarkan kemudahan akses pembayaran secara cepat di fast payment access at both physical merchants and online.
merchant store maupun secara daring. Menjawab kebutuhan In response to this need, the Bank offers a wide range of credit
ini, Bank menghadirkan beragam kartu kredit yang disesuaikan card products tailored to customer profiles and preferences,
dengan profil dan preferensi nasabah, seperti Permata Ultimate including Permata Ultimate Card, Permata Infinite Card, Permata
Card, Permata Infinite Card, Permata BlackWorld Mastercard, BlackWorld Mastercard, Permata Cashback Card, Permata
Permata Cashback Card, Permata Reward Card, Permata Reward Card, Permata Shopping Card, Permata ME Card, and
Shopping Card, Permata ME Card, dan AirAsia Platinum AirAsia Platinum Credit Card.
Credit Card.
Beragam produk kartu kredit Permata Bank dirancang untuk Permata Bank’s diverse credit card offerings are designed to
memberikan nilai tambah bagi nasabah, mulai dari memenuhi deliver value-added benefits to customers, ranging from everyday
kebutuhan belanja sehari-hari hingga mendukung gaya hidup spending needs to lifestyle and travel support, with features
dan liburan, dengan berbagai manfaat tambahan yang sesuai aligned to each card’s unique proposition. This segmented product
dengan fitur masing-masing kartu. Pendekatan produk yang approach strengthens Permata Bank’s position as a relevant and
tersegmentasi ini memperkuat posisi Permata Bank sebagai competitive payment solutions provider, while supporting retail
penyedia solusi pembayaran yang relevan dan kompetitif, transaction growth and contributing to fee-based income.
sekaligus mendukung pertumbuhan transaksi ritel dan kontribusi
terhadap pendapatan fee-based banking.
Kinerja Kartu Kredit Tahun 2025 Credit Card Performance in 2025
Perkembangan bisnis kartu kredit Permata Bank terus Permata Bank’s credit card business continued to show a positive
menunjukkan tren positif seiring meningkatnya transaksi ritel trend in line with rising retail and travel transactions, supported
dan travel, didukung oleh strategi co-branding yang efektif by effective co-branding strategies, including the relaunch of the
salah satunya melalui relaunch AirAsia Card yang menawarkan AirAsia Card, which offers customers enhanced benefits such as
manfaat tambahan bagi nasabah berupa bonus poin, promo bonus points, travel promotions, and exclusive privileges.
perjalanan, dan fasilitas eksklusif lainnya.
212 PT Bank Permata Tbk Laporan Tahunan 2025
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Melalui implementasi strategi yang tepat, Permata Bank berhasil Through targeted strategies, Permata Bank recorded total
mencatatkan total aset kartu kredit sebesar Rp1,95 triliun credit card assets of Rp1.95 trillion, supported by approximately
berkat dukungan dari 320 ribu nasabah aktif. Sejalan dengan 320 thousand active customers. In parallel, total credit card
hal itu, volume transaksi kartu kredit Bank juga meningkat 19% transaction volume increased by 19%, reaching Rp9.56 trillion
sehingga dibukukan menjadi sebesar Rp9,56 triliun pada posisi as of 31 December 2025. These achievements reflect the Bank’s
31 Desember 2025. Pencapaian ini mencerminkan keberhasilan success in strengthening credit cards as a relevant, competitive,
Permata Bank dalam memperkuat posisi kartu kredit sebagai and customer-centric payment solution.
solusi pembayaran yang relevan, kompetitif, dan mampu
memenuhi kebutuhan nasabah sehari-hari.
Strategi akuisisi nasabah berpenghasilan tinggi juga membuahkan The Bank’s strategy to acquire high-income and affluent customers
hasil nyata sebagaimana terlihat dari kenaikan jumlah kartu also delivered tangible results, as reflected in a 15% increase
baru di segmen affluent sebesar 15% di akhir 2025. Peluncuran in new card issuance within the affluent segment by the end of
Permata Ultimate Card yang merupakan hasil kerja sama dengan 2025. The launch of the Permata Ultimate Card, in collaboration
JCB berhasil menerbitkan lebih dari 11.000 kartu baru dengan with JCB, resulted in the issuance of more than 11,000 new cards,
memberikan kontribusi sebesar Rp93 miliar terhadap total contributing approximately Rp93 billion to the total credit card
portofolio kartu kredit. Bersamaan dengan meningkatnya jumlah portfolio. Alongside rising transaction volumes, fee-based income
transaksi, maka pendapatan berbasis fee dari kartu kredit turut from credit cards grew by 7% (YoY), while portfolio quality remained
mencatat pertumbuhan hingga 7% (YoY) dah kualitas portofolio well maintained with an NPL ratio of 3.39%.
tetap terjaga dengan NPL sebesar 3,39%.
Keberhasilan Permata Bank dalam meningkatkan kinerja bisnis Permata Bank’s strong credit card performance in 2025 received
kartu kredit tahun 2025 mendapatkan pengakuan eksternal dari external recognition from MasterCard with the Outstanding
MasterCard melalui penghargaan Outstanding Affluent Card. Affluent Card Award. This award reflects Permata Bank’s
Penganugerahan ini mencerminkan kapabilitas Permata Bank capabilities in developing products and services, as well as driving
dalam mengembangkan produk dan layanan, serta mendorong transaction growth and credit card value propositions.
pertumbuhan transaksi dan value proposition kartu kredit.
Strategi Pertumbuhan Kartu Kredit Tahun Credit Card Growth Strategy in 2025
2025
Permata Bank memposisikan pengembangan bisnis kartu kredit Permata Bank positioned credit card business development as one
sebagai salah satu pendorong utama pertumbuhan di segmen of the primary growth drivers in the retail and consumer transaction
ritel dan transaksi konsumer. Bank menyadari bahwa kartu segment. The Bank recognizes that credit cards play a critical role
kredit memainkan peran penting dalam kehidupan finansial in modern financial life by enabling fast, flexible payments for
modern karena memberikan akses pembayaran yang cepat dan both offline and online transactions. To address evolving customer
fleksibel baik untuk transaksi di merchant fisik maupun daring. needs, the Bank actively expanded its product portfolio, enhanced
Dalam menjawab kebutuhan ini, Bank secara aktif memperluas its value propositions, and strengthened customer experience
portofolio produk, meningkatkan nilai manfaat, dan memperkuat through a holistic, market-responsive approach.
pengalaman nasabah melalui pendekatan yang holistik dan
responsif terhadap tren perilaku konsumen.
Dalam memperkuat kinerja bisnis kartu kredit tahun 2025, To further strengthen credit card business performance in
Permata Bank terus menekankan kolaborasi co branding dengan 2025, Permata Bank continued to emphasize co-branding
mitra strategis. Upaya ini diwujudkan melalui penyelenggaraan collaborations with strategic partners. This initiative was realized
Sales Event dan program promo unggulan, salah satunya Permata through the organization of Sales Events and leading promotional
Bank X Japan Airlines Travel Fair 2025. Program ini menawarkan programs, including the Permata Bank X Japan Airlines Travel Fair
berbagai keuntungan bagi nasabah, mulai dari diskon tiket, 2025, which offered customers a range of benefits, such as airfare
cashback, hingga fasilitas cicilan 0% hingga 12 bulan. Melalui discounts, cashback, and 0% installment plans for up to 12 months.
inisiatif ini, Bank tidak hanya mendorong peningkatan volume Through these initiatives, the Bank not only drove higher credit card
transaksi kartu kredit sepanjang tahun, tetapi juga memperkuat transaction volumes but also strengthened customer engagement
keterlibatan dan loyalitas nasabah terhadap produk kartu kredit and loyalty towards Permata Bank’s credit card products.
Permata Bank.
2025 Annual Report PT Bank Permata Tbk 213
Page 216
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sementara itu dari sisi pemasaran dan akuisisi nasabah, Permata From a marketing and customer-acquisition perspective,
Bank menargetkan pertumbuhan nasabah baru di segmen Permata Bank targeted growth in the affluent segment by
affluent melalui peluncuran produk premium, seperti Permata launching premium products, such as the Permata Ultimate Card,
Ultimate Card yang bekerja sama dengan JCB International. in partnership with JCB International. This card offers reward
Kartu ini menawarkan reward miles untuk setiap transaksi ritel miles on retail transactions and a welcome bonus for mass-
serta program welcome bonus miles bagi segmen mass-affluent affluent customers, enhancing its appeal among high-income
sehingga memperkuat daya tarik produk bagi nasabah kaya customer segments.
berpenghasilan tinggi.
Sejalan dengan upaya perluasan produk dan penawaran In line with product expansion and promotional initiatives,
berbagai program promosi, Permata Bank juga terus berusaha Permata Bank also continued to enhance customer experience
meningkatkan customer experience melalui inovasi digital. through digital innovation. Throughout 2025, the Bank upgraded
Sepanjang tahun 2025, Bank menyempurnakan fitur transaksi credit card transaction features within the Permata ME
kartu kredit pada aplikasi Permata ME sehingga memungkinkan application, enabling customers to convert transactions into
nasabah melakukan konversi transaksi menjadi cicilan, installments, request temporary credit limit increases, manage
mengajukan kenaikan limit sementara, serta mengelola recurring payments, and access cash advance services directly
pembayaran rutin dan permintaan dana tunai secara langsung through the digital platform. These developments were designed
melalui platform digital. Pengembangan ini dirancang untuk to improve accessibility, strengthen customer loyalty, and promote
memberikan kemudahan akses, meningkatkan loyalitas nasabah, the use of digital credit cards as part of Indonesia’s growing
dan mendorong penggunaan kartu kredit berbasis digital sebagai cashless lifestyle.
bagian dari gaya hidup cashless masyarakat modern.
Melalui kombinasi peluncuran produk yang relevan, program Through a combination of product launches, attractive
promosi menarik, kolaborasi strategis, serta penguatan kanal promotional programs, strategic partnerships, and strengthened
digital, Permata Bank memperkokoh posisi bisnis kartu kreditnya digital channels, Permata Bank strengthened its position in the
di industri yang kompetitif. Pendekatan strategi ini tidak hanya credit card market. This strategic approach not only supported
mendukung pertumbuhan transaksi dan akuisisi nasabah, transaction growth and customer acquisition but also expanded
tetapi juga memperluas kontribusi produk kartu kredit terhadap credit cards’ contribution to Permata Bank’s fee-based income
pendapatan fee-based banking Permata Bank sekaligus and to the broader Consumer Banking business.
mendukung pertumbuhan bisnis Consumer Banking secara
berkelanjutan.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Seiring pesatnya adopsi pembayaran digital di Indonesia, As digital payment adoption continues to accelerate in Indonesia,
preferensi nasabah pun semakin bergeser ke instrumen customer preferences have increasingly shifted toward faster,
pembayaran yang lebih cepat, praktis, dan terintegrasi secara more practical, and digitally integrated payment instruments.
digital. Perubahan perilaku nasabah secara alami mendorong This behavioral shift has driven the growth of alternative credit
pertumbuhan alternatif solusi kredit, termasuk Buy Now Pay solutions, including Buy Now Pay Later (BNPL), which has gained
Later (BNPL) yang belakangan menjadi pilihan populer bagi popularity among customers seeking flexibility and simplified
mereka yang menginginkan fleksibilitas dan kemudahan akses access without lengthy conventional credit processes.
pembayaran tanpa harus melalui proses kredit konvensional
dengan proses panjang.
Kendati dihadapkan dengan tantangan persaingan dan Despite heightened competition and shifting customer behavior,
perubahan perilaku nasabah, kinerja bisnis kartu kredit Permata Permata Bank’s credit card business continued to grow throughout
Bank tetap mencatat pertumbuhan positif selama 2025. Tingkat 2025. Relatively low credit card penetration compared to other
penetrasi kartu kredit yang relatif lebih rendah dibanding metode digital payment methods presents both competitive pressure
pembayaran digital lain membuka spektrum kompetisi yang and expansion opportunities, prompting the Bank to enhance its
lebih luas sehingga mendorong Bank untuk terus meningkatkan credit card value proposition continuously. In response, Permata
proposisi nilai produk kartu kreditnya. Dalam merespons dinamika Bank focused on product strengthening, digital innovation, and
ini, Bank fokus pada penguatan produk, inovasi layanan digital, strategic promotional and partnership programs, ensuring its
214 PT Bank Permata Tbk Laporan Tahunan 2025
Page 217
serta program promosi dan kemitraan strategis, sehingga credit cards remain relevant, competitive, and aligned with
kartu kredit Permata tetap relevan, kompetitif, dan mampu evolving customer needs.
memenuhi kebutuhan transaksi yang semakin beragam dari
nasabah modern.
Isu lain yang menjadi perhatian utama Permata Bank dalam Another key challenge facing Permata Bank’s credit card business
pengembangan bisnis kartu kredit adalah meningkatnya is increased competition from non-bank financial institutions and
persaingan dari pelaku usaha non-bank dan fintech yang fintech companies offering fast, simplified financing solutions. This
menawarkan solusi pembiayaan dengan proses cepat dan environment has prompted the Bank to remain prudent in setting
mudah. Kondisi ini menuntut Bank untuk tetap berhati-hati dalam interest rates and fees to stay competitive without compromising
menetapkan suku bunga dan biaya produk agar tetap kompetitif asset quality. In response, Permata Bank has implemented risk
di pasar tanpa mengorbankan kualitas aset. Merespons hal ini, mitigation measures in the form of risk-based pricing for each
Permata Bank telah menerapkan mitigasi risiko berupa penetapan credit card product, including adjusting credit limits based on the
risk-based pricing pada setiap produk kartu kredit termasuk customer’s risk profile. It also conducts regular portfolio monitoring
menyesuaikan limit kredit berdasarkan profil risiko nasabah, to detect potential bad debts early. Furthermore, the Bank
serta melakukan pemantauan portofolio secara berkala untuk continues to improve customer education and communication
mendeteksi potensi kredit macet sejak dini. Selain itu, Bank juga regarding the wise use of credit cards.
terus meningkatkan edukasi dan komunikasi dengan nasabah
terkait penggunaan kartu kredit secara bijak.
Selain itu, ekspektasi nasabah terhadap pengalaman digital yang In addition, rising customer expectations for seamless digital
semakin tinggi akan hadirnya transaksi yang mulus, integrasi experiences, mobile integration, comprehensive self-service
mobile, fitur self service yang lengkap, serta pengalaman features, and responsive user experience have become an
pengguna yang responsif juga menjadi faktor diferensiasi produk important differentiation factor. Permata Bank continues
yang penting. Permata Bank perlu terus mengembangkan to enhance its digital capabilities, including application
kapabilitas teknologi digital, termasuk aplikasi dan fitur kartu yang features and card services, to support cashless lifestyle needs,
dapat mendukung kebutuhan gaya hidup cashless, agar dapat strengthen customer retention, and attract younger, tech-savvy
mempertahankan loyalitas nasabah dan menarik pengguna baru, customer segments.
terutama di segmen yang lebih muda dan melek teknologi.
Secara keseluruhan, Permata Bank menempatkan risk Overall, Permata Bank maintained disciplined risk management
management yang disiplin sebagai pilar utama dalam mengelola as a key pillar in managing credit card business growth. A risk-
pertumbuhan bisnis kartu kredit. Pendekatan risk based pricing, based pricing approach, prudent customer selection, and active
seleksi nasabah yang prudent, dan pengawasan portofolio secara portfolio monitoring continue to be implemented. Furthermore, a
aktif terus diterapkan. Di samping itu, kombinasi inovasi produk, combination of product innovation, digital channel expansion, and
perluasan kanal digital, serta kolaborasi strategis dengan mitra strategic collaboration with co-branding partners and merchants
co branding dan merchant juga menjadi landasan strategi yang also form the basis of an adaptive strategy, enabling the Bank
adaptif, sehingga Bank tetap dapat memperkuat kontribusi to sustainably strengthen its credit card contribution to fee-
kartu kredit terhadap pendapatan fee based banking secara based banking revenue amidst increasingly competitive market
berkelanjutan di tengah dinamika pasar yang semakin kompetitif. dynamics.
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Permata Bank menetapkan fokus pengembangan bisnis kartu Permata Bank has set its 2026 credit card strategy to increase
kredit untuk tahun 2026 mendatang akan dititikberatkan pada transaction volumes, expand its customer base, and strengthen
upaya peningkatan volume transaksi, perluasan basis nasabah, product value propositions. To achieve these objectives, the Bank
dan penguatan proposisi nilai produk. Untuk mencapai target has devised a set of priority initiatives to ensure business strategies
tersebut, Bank telah merancang sejumlah agenda prioritas yang remain market-relevant, customer-responsive, and aligned with
memastikan strategi bisnis tetap relevan dengan dinamika pasar, evolving digital trends and modern consumer behavior.
responsif terhadap kebutuhan nasabah, serta selaras dengan tren
digital dan perilaku konsumen modern.
2025 Annual Report PT Bank Permata Tbk 215
Page 218
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sejalan dengan fokus tersebut, serangkaian agenda strategis Key strategic initiatives for the credit card segment in 2026 include:
untuk segmen kartu kredit di tahun 2026 meliputi:
1. Fokus penguatan portofolio untuk mendorong pertumbuhan 1. Strengthening the credit card portfolio to drive active customer
aktif nasabah dan loyalty dalam bertransaksi menggunakan growth and transaction loyalty.
produk kartu kredit.
2. Pengembangan dan peluncuran layanan dan produk digital 2. Developing and launching digital payment services funded by
payment dengan sumber dana kredit untuk transaksi di credit cards for transactions through QRIS channels.
kanal QRIS.
3. Peluncuran produk Buy Now Pay Later (BNPL) dengan 3. Launching Buy Now Pay Later (BNPL) products with digital
layanan digital elektronik untuk sumber dana transaksi electronic platforms as a funding source for goods and
barang dan jasa. services transactions.
4. Program untuk peningkatan transaksi untuk transaksi luar 4. Implementing programs to increase overseas travel and online
negeri, travel dan kebutuhan harian di online merchant merchant (e-commerce) transactions.
(e-commerce).
5. Peningkatan fitur layanan untuk memberikan kemudahan dan 5. Enhancing service features within Permata ME to improve
keamanan bagi pengguna Permata ME melalui pengaturan convenience and security through transaction controls,
kontrol transaksi, opsi pengelolaan cicilan, dan penguatan installment management options, and strengthened online
sistem otentifikasi transaksi online. transaction authentication systems.
Pendekatan ini akan dijalankan melalui kombinasi inisiatif, mulai This strategy will be executed through a combination of high-
dari penguatan akuisisi nasabah berpotensi tinggi, peningkatan potential customer acquisition, increased transaction frequency
frekuensi dan nilai transaksi, pengembangan kemitraan and value, expanded co-branding partnerships, and optimized
co branding, hingga optimalisasi kanal digital untuk mempercepat digital channels to accelerate access and enhance customer
akses dan meningkatkan pengalaman pengguna. Dengan experience. Through these initiatives, Permata Bank reaffirmed
langkah-langkah ini, Permata Bank menegaskan komitmennya its commitment to expanding credit card contributions to retail
untuk memperluas kontribusi kartu kredit terhadap pertumbuhan transaction growth, fee-based income, and the sustainability of
transaksi ritel, pendapatan fee-based banking, dan keberlanjutan Consumer Banking performance.
bisnis Consumer Banking secara keseluruhan.
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Kredit Tanpa Agunan (KTA)
Unsecured Loan (KTA)
Permata Bank menyediakan fasilitas Kredit Tanpa Agunan Permata Bank provides Unsecured Loan (KTA) facilities, marketed
(KTA) atau yang dikenal dengan produk PermataKTA sebagai as PermataKTA, as a flexible consumer financing solution
salah satu solusi pembiayaan konsumtif yang fleksibel dan designed to address the financial needs of individual customers.
responsif terhadap kebutuhan finansial nasabah individu. PermataKTA offers cash loans of up to Rp300 million with flexible
Produk PermataKTA memberikan pinjaman tunai tanpa agunan tenors and competitive interest rates, making it suitable for a
hingga Rp300 juta dengan pilihan tenor yang fleksibel dan suku wide range of purposes, including education expenses, home
bunga kompetitif sehingga cocok untuk membantu nasabah renovation, weddings, healthcare, and other liquidity needs.
dalam memenuhi berbagai kebutuhan seperti biaya pendidikan, Applications for PermataKTA can be submitted quickly and
renovasi rumah, pernikahan, kesehatan, atau kebutuhan likuiditas efficiently through digital channels such as the Permata ME
lainnya. Pengajuan PermataKTA dapat dilakukan secara cepat application, enabling faster verification and direct disbursement
dan efisien melalui kanal digital seperti aplikasi Permata ME, yang to customers’ accounts.
mempercepat proses verifikasi dan pencairan dana langsung ke
rekening nasabah.
Dalam rangka memperluas penetrasi dan memperkuat To expand penetration and strengthen its product proposition
proposisi produk di segmen target tertentu, Permata Bank within targeted segments, Permata Bank implemented a niche
mengimplementasikan strategi niche market dengan market strategy by optimizing KTA sales within the payroll
mengoptimalkan penjualan produk KTA pada segmen nasabah customer segment. The Bank offers Permata KTA Payroll Executive
payroll. Bank menawarkan Permata KTA Payroll Executive kepada to customers who receive their salaries through Permata Bank
nasabah yang masih menerima penggajian melalui rekening accounts, featuring competitive interest rates and extended tenors
Permata Bank dengan suku bunga yang kompetitif dan tenor of up to 84 months, providing more affordable financing aligned
yang lebih fleksibel hingga 84 bulan, sehingga memberikan solusi with payroll customers’ income profiles.
pembiayaan yang lebih terjangkau dan sesuai dengan profil
pendapatan nasabah payroll.
Dengan menyasar segmen nasabah payroll, Permata Bank By targeting payroll customers, Permata Bank not only enhances
tidak hanya meningkatkan daya tarik produk bagi nasabah the attractiveness of unsecured loan offerings but also strengthens
yang sedang mencari pembiayaan tanpa agunan, tetapi juga customer loyalty within premium segments characterized by stable
memperkuat loyalitas nasabah di segmen premium yang memiliki income and more predictable borrowing behavior. Installment
stabilitas penghasilan dan kecenderungan peminjaman yang payments through auto-debit from payroll accounts further
2025 Annual Report PT Bank Permata Tbk 217
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
lebih terukur. Pembayaran cicilan melalui autodebet langsung improve repayment discipline and reduce credit risk, supporting
dari rekening payroll juga memperkuat ketepatan pembayaran sustained portfolio quality.
sekaligus meminimalkan risiko kredit, mendukung kualitas
portofolio secara berkelanjutan.
Kinerja KTA Tahun 2025 KTA Performance in 2025
Sepanjang tahun 2025, produk KTA Permata Bank terus Throughout 2025, Permata Bank’s KTA products continued to
mempertahankan kontribusinya sebagai salah satu komponen contribute meaningfully to the Consumer Banking loan portfolio.
penting dalam portofolio kredit Consumer Banking. Per As of 31 December 2025, total unsecured loans (KTA) reached
31 Desember 2025, total penyaluran KTA dibukukan mencapai Rp1.273 trillion. Total disbursement in 2025 was lower than in
Rp1,273 triliun. Total penyaluran pada tahun 2025 tercatat 2024 due to credit policy adjustments implemented in response to
lebih rendah dibandingkan tahun 2024 sebagai akibat dari macroeconomic dynamics. These adjustments were strategically
penyesuaian kebijakan kredit yang diterapkan sebagai respons implemented to mitigate the potential increase in credit risk
terhadap dinamika makro ekonomi. Penyesuaian ini dilakukan expected to arise from these conditions.
secara strategis untuk memitigasi potensi peningkatan risiko
kredit yang diperkirakan muncul akibat kondisi tersebut.
Selama periode yang sama, jumlah nasabah baru yang disetujui During the same period, there were 105 thousand new customers
untuk mendapatkan fasilitas KTA tercatat sebanyak 105 ribu approved for KTA facilities, an increase of 1% (YoY) compared
orang atau meningkat 1% (YoY) dibandingkan 2024. Pertumbuhan to 2024. This growth reflects the positive market response to
ini mencerminkan respons positif pasar terhadap penawaran flexible and accessible unsecured financing offerings. The
pembiayaan tanpa agunan yang fleksibel dan mudah diakses. majority of unsecured loans (KTA) disbursed, approximately 89%,
Sebagian besar penyaluran KTA atau sekitar 89% diperuntukkan were for payroll borrowers who receive their salaries through
bagi debitur payroll yang menerima penggajian melalui rekening Permata Bank accounts.
Permata Bank.
Tidak hanya mencatat pertumbuhan kuantitatif, KTA Permata Not only did Permata Bank’s KTA loans record quantitative growth,
Bank juga menunjukkan stabilitas dalam channel digital dengan but they also demonstrated stability in the digital channel, with
kontrak pengajuan melalui aplikasi Permata ME berkontribusi applications submitted through the Permata ME app contributing
signifikan terhadap total pembukuan baru sepanjang tahun significantly to the total new bookings throughout 2025. This
2025. Pendekatan permohonan digital ini mempercepat proses digital application approach accelerated the application and
pengajuan dan pencairan dana. disbursement process.
Strategi Pertumbuhan KTA Tahun 2025 KTA Growth Strategy in 2025
Permata Bank senantiasa menempatkan pengembangan Permata Bank consistently positions Unsecured Loan (KTA)
produk KTA sebagai salah satu prioritas utama dalam strategi product development as a key priority within its Consumer
pertumbuhan bisnis Consumer Banking. Sepanjang tahun 2025, Banking growth strategy. Throughout 2025, the Bank continued to
Bank secara konsisten melanjutkan strategi niche market melalui execute its niche market strategy through the Permata KTA Payroll
produk Permata KTA Payroll Executive yang menargetkan Executive product, targeting payroll customers who receive
nasabah payroll dengan penggajian melalui rekening Permata salaries through Permata Bank accounts. This product offers
Bank. Produk ini menawarkan tingkat suku bunga kompetitif dan competitive interest rates and an efficient application process,
proses pengajuan yang efisien sehingga memungkinkan penetrasi enabling deeper penetration within segments characterized by
yang lebih tinggi di segmen dengan risiko terukur. Pendekatan measured risk profiles. This strategic approach not only supports
strategi ini tidak hanya mendorong pertumbuhan portofolio healthy portfolio growth but also strengthens customer loyalty and
yang sehat, tetapi juga meningkatkan loyalitas dan keterlibatan engagement within the Permata Bank ecosystem.
nasabah payroll dalam ekosistem perbankan Permata Bank.
Selain itu, Bank juga terus melanjutkan upaya peningkatan In addition, the Bank continued efforts to increase KTA penetration
penetrasi KTA pada nasabah eksisting melalui cross-selling among existing customers through cross-selling initiatives
dengan memanfaatkan kanal digital dan penyempurnaan supported by digital channels and enhanced on-boarding
proses on-boarding di seluruh titik penjualan. Kemudian dalam processes across all sales touchpoints. To further improve customer
upaya meningkatkan kepuasan nasabah, Permata Bank juga satisfaction, Permata Bank prioritized digital enhancements to the
218 PT Bank Permata Tbk Laporan Tahunan 2025
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menempatkan digitalisasi platform Permata ME sebagai elemen Permata ME platform, notably by expanding KTA-related features
strategi utama terutama untuk menghadirkan fitur KTA yang lebih to simplify application processes and accelerate credit approval.
lengkap, mempermudah proses pengajuan, dan mempercepat
persetujuan kredit.
Dalam mengeksekusi strategi pertumbuhan KTA, Permata Bank In executing its KTA growth strategy, Permata Bank maintained
menempatkan prinsip kehati-hatian sebagai fondasi utama yang prudential principles as a foundational pillar through strict borrower
diwujudkan melalui seleksi debitur yang ketat dan pengelolaan selection and data-driven portfolio management, ensuring asset
portofolio berbasis data untuk memastikan kualitas aset tetap quality remains well preserved. The synergy between targeted
terjaga. Sinergi antara strategi pertumbuhan tersegmentasi, growth strategies, digital innovation, and customer experience
inovasi digital, dan fokus pada pengalaman nasabah menjadikan enhancement positions PermataKTA as a key engine for consumer
produk KTA Permata Bank sebagai motor penggerak utama loan growth, while reinforcing its contribution to fee-based income
pertumbuhan kredit konsumsi, sekaligus memperkuat kontribusi and long-term business sustainability.
terhadap pendapatan fee-based banking dan mendukung
keberlanjutan bisnis jangka panjang.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sepanjang tahun 2025, bisnis KTA Permata Bank terus Throughout 2025, Permata Bank’s KTA business continued to
berkembang di tengah lanskap industri yang semakin dinamis evolve amid an increasingly dynamic and competitive industry
dan kompetitif. Akselerasi pembayaran digital serta maraknya landscape. The acceleration of digital payments and the rapid
alternatif pembiayaan non-bank, termasuk Buy Now Pay Later expansion of non-bank financing alternatives, including Buy Now
(BNPL) telah membentuk lingkungan persaingan yang semakin Pay Later (BNPL), intensified the competition. These developments
ketat. Perkembangan ini turut mengubah preferensi nasabah also shifted customer preferences toward faster, more practical,
yang kini cenderung memilih solusi pembiayaan yang lebih cepat, and more digitally integrated financing solutions, requiring the
praktis, dan terintegrasi secara digital, sehingga menuntut Bank Bank to enhance the relevance and competitiveness of its KTA
untuk terus memperkuat relevansi dan daya saing produk KTA offerings continuously.
yang ditawarkan.
Selain terekspos tekanan dari dinamika eksternal, Permata Bank In addition to being exposed to pressure from external dynamics,
juga menghadapi sejumlah tantangan internal yang bersifat Permata Bank also faces a number of strategic internal challenges.
strategis. Optimalisasi manajemen risiko menjadi fokus utama Optimizing risk management is a key focus, realized through the
yang diwujudkan melalui penerapan seleksi debitur yang ketat implementation of strict borrower selection and strengthened
serta penguatan pemantauan portofolio berbasis data guna data-based portfolio monitoring to ensure all credit distribution
memastikan seluruh penyaluran kredit berada dalam koridor is within the Bank’s risk acceptance corridor. This strict borrower
risk acceptance Bank. Seleksi debitur yang ketat tersebut juga selection is also implemented in response to the macroeconomic
dilakukan atas respons dari kondisi makro ekonomi yang terjadi conditions that occurred in the second quarter of 2025. In line with
kuartal kedua tahun 2025. Sejalan dengan peningkatan penjualan the increase in KTA sales through digital channels, particularly
KTA melalui kanal digital, khususnya aplikasi Permata ME, Bank the Permata ME application, the Bank is also actively anticipating
juga secara aktif mengantisipasi potensi risiko siber melalui potential cyber risks through measured and sustainable
langkah mitigasi yang terukur dan berkelanjutan. mitigation measures.
Merespons kondisi pasar yang semakin menantang, Permata In response to a more challenging market environment,
Bank secara konsisten menempatkan peningkatan pengalaman Permata Bank consistently prioritized improving customer
nasabah sebagai prioritas utama melalui penyempurnaan experience by refining the KTA application process to be more
proses pengajuan KTA yang lebih mulus, efisien, dan nyaman. seamless, efficient, and user-friendly. Continuous digital innovation
Inovasi digital terus dikembangkan sebagai pilar strategis dalam remained a strategic pillar in strengthening customer experience
memperkuat customer experience dan digital engagement yang and digital engagement, contributing to higher customer loyalty
pada gilirannya berkontribusi terhadap peningkatan loyalitas and sustainable KTA transaction growth.
nasabah serta pertumbuhan transaksi KTA yang berkelanjutan.
2025 Annual Report PT Bank Permata Tbk 219
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Seiring dengan membaiknya kondisi ekonomi nasional dan With the improving national economy and increasing public
meningkatnya mobilitas masyarakat, Permata Bank memandang mobility, Permata Bank views the prospects for its personal
prospek bisnis KTA pada tahun 2026 tetap berada pada jalur loan (KTA) business as remaining on a promising growth path
pertumbuhan yang menjanjikan. Optimisme ini didukung oleh in 2026. This optimism is supported by the strengthening of
penguatan portofolio bisnis ritel Permata Bank secara keseluruhan, Permata Bank’s overall retail business portfolio, which opens up
yang membuka peluang lebih luas untuk meningkatkan broader opportunities to increase KTA distribution through cross-
penyaluran KTA melalui strategi cross-selling kepada basis selling strategies to its existing customer base with measurable
nasabah eksisting dengan profil risiko yang terukur. risk profiles.
Dengan memanfaatkan hubungan jangka panjang yang telah Leveraging its long-standing relationships with retail customers,
terbangun dengan nasabah ritel, Permata Bank menargetkan Permata Bank targets higher growth in personal loan (KTA)
pertumbuhan penyaluran KTA yang lebih tinggi pada 2026, distribution by 2026, in line with the increasing consumer financing
seiring dengan meningkatnya kebutuhan pembiayaan konsumtif needs of the public. To support this target, the Bank is consistently
masyarakat. Dalam mendukung pencapaian target tersebut, Bank strengthening its marketing strategy, focusing on increasing
secara konsisten memperkuat strategi pemasaran yang berfokus awareness of Permata KTA products through an integrated digital
pada peningkatan awareness produk Permata KTA melalui marketing approach, as implemented in previous years.
pendekatan digital marketing yang terintegrasi, sebagaimana
telah diterapkan pada tahun-tahun sebelumnya.
Strategi pemasaran digital ini diarahkan untuk mendorong akuisisi This digital marketing strategy is geared towards driving customer
dan konversi penjualan KTA melalui kanal digital Permata ME, acquisition and conversion through the Permata ME digital channel
sekaligus meningkatkan kenyamanan dan kecepatan proses while enhancing application convenience and processing speed.
pengajuan kredit bagi nasabah. Dengan mengombinasikan By combining existing customer base optimization, leveraging
optimalisasi basis nasabah eksisting, pemanfaatan kanal digital, digital channels, and disciplined risk management, Permata Bank
serta disiplin manajemen risiko yang berkelanjutan, Permata Bank remains confident it can accelerate healthy, sustainable KTA
optimis dapat mengakselerasi pertumbuhan bisnis KTA secara business growth in 2026.
sehat dan berkelanjutan pada tahun 2026.
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Emerging Business Bangking (EBB)
Emerging Business Bangking (EBB)
Permata Bank memiliki Emerging Business Banking (EBB) sebagai Permata Bank operates Emerging Business Banking (EBB) as a
unit strategis yang berfokus memberikan dukungan menyeluruh strategic unit focused on providing comprehensive support for
bagi pertumbuhan Usaha Mikro, Kecil, dan Menengah (UMKM). the growth of Micro, Small, and Medium Enterprises (MSMEs).
Mengingat peran sentral UMKM sebagai penggerak utama Recognizing the central role of MSMEs as a key driver of Indonesia’s
perekonomian nasional, EBB menyediakan solusi perbankan yang national economy, EBB delivers relevant, innovative, and
tepat, inovatif, dan berkelanjutan untuk memperkuat kapasitas sustainable banking solutions to strengthen operational capacity,
operasional, memperluas ekspansi, dan meningkatkan daya saing support business expansion, and enhance competitiveness
pelaku usaha. among business owners.
Melalui EBB, Permata Bank tidak hanya menyediakan akses Through EBB, Permata Bank not only provides access to
pembiayaan yang kompetitif, tetapi juga solusi perbankan inovatif competitive financing but also offers innovative banking solutions
yang dirancang untuk memperkuat kapasitas operasional dan designed to reinforce MSMEs’ operational capabilities and
ekspansi bisnis UMKM. Pendekatan strategis ini menjadikan EBB business scalability. This strategic approach positions EBB as
sebagai mitra keuangan yang andal bagi UMKM di setiap tahap a reliable financial partner for MSMEs at every stage of growth,
pertumbuhan, sekaligus memperkokoh kontribusi Permata Bank while strengthening Permata Bank’s contribution to Indonesia’s
dalam mendorong pembangunan ekonomi nasional. broader economic development.
Kinerja Emerging Business Banking Tahun Emerging Business Banking Performance in
2025 2025
Pada tahun 2025, EBB menghadapi tekanan pada kinerja In 2025, EBB faced pressure on its credit performance, with new
kredit, dimana pertumbuhan kredit baru tercatat menurun loan growth declining from Rp3.197 trillion in the previous year
dibandingkan dengan tahun sebelumnya dari Rp3,197 trilun to Rp2.949 trillion. Despite this, EBB successfully maintained
menjadi Rp2,949 triliun. Meskipun demikian, EBB tetap berhasil moderate asset growth, with total assets increasing from
meningkatkan total aset secara moderat dari Rp6,237 triliun pada Rp6.237 trillion as of 31 December 2024 to Rp6.293 trillion at the
31 Desember 2024 menjadi Rp6,293 triliun di akhir 2025. end of 2025.
2025 Annual Report PT Bank Permata Tbk 221
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sejalan dengan dinamika makroekonomi dan pengetatan selektif In line with macroeconomic dynamics and selective tightening
pada segmen tertentu, indikator kualitas aset menunjukkan across specific segments, asset quality indicators rose, with Loan
kenaikan pada Loan at Risk (LAR) dari 6,423% menjadi 7,265% at Risk (LAR) rising from 6.423% to 7.265% and Non-Performing
dan Non-Performing Loans (NPL), dari 4,08% menjadi 4,374%. Loans (NPL) increasing from 4.08% to 4.374%. These increases
Kenaikan ini masih berada dalam koridor yang terkelola dengan remain within manageable levels, supported by strengthened
baik melalui penguatan pengendalian risiko dan monitoring risk controls and continuous portfolio monitoring. Performance
portofolio yang berkesinambungan. Tekanan kinerja juga pressure was also reflected in a 2% decline in active customers
terlihat pada penurunan jumlah nasabah aktif sebesar 2% serta and a 9% decrease in total revenue compared to the prior year.
penurunan pada total pendapatan sebesar 9% dibandingkan
tahun sebelumnya.
Strategi Emerging Business Banking Tahun Emerging Business Banking Strategy in 2025
2025
Sepanjang tahun 2025, Permata Bank menjalankan strategi Throughout 2025, Permata Bank implemented a focused,
yang terfokus dan terukur, sejalan dengan komitmen Bank untuk measured strategy aligned with the Bank’s commitment to
mendukung pertumbuhan UMKM secara berkelanjutan. Strategi supporting sustainable MSME growth. This strategy was
ini dirancang untuk memperluas jangkauan, meningkatkan designed to expand outreach, improve service efficiency, and
efisiensi layanan, dan memperkuat kapabilitas internal sehingga strengthen internal capabilities, further reinforcing EBB’s position
EBB semakin menegaskan posisinya sebagai mitra keuangan as a strategic financial partner for MSMEs across Indonesia. Key
strategis bagi pelaku UMKM di seluruh Indonesia. Beberapa strategic initiatives undertaken by Permata Bank to improve EBB
inisiatif strategis utama yang dijalankan Permata Bank untuk in 2025 included:
meningkatkan EBB di tahun 2025 antara lain:
1. Strategi penjualan dan pelayanan difokuskan pada penguatan 1. Sales and service strategy focused on strengthening the role
peran Relationship Manager dalam pengelolaan produk of Relationship Managers in managing funding and financing
dana dan pembiayaan, optimisasi referral serta cross‑selling products, optimizing referrals and cross-selling across
lintas unit untuk meningkatkan efektivitas akuisisi, serta business units to improve acquisition effectiveness, and
penyediaan layanan yang disesuaikan dengan segmentasi delivering segmented services tailored to small and medium
nasabah kecil dan menengah guna mendorong pertumbuhan enterprise customers to drive MSME portfolio growth.
portofolio UMKM.
2. Fokus pada Sumber Daya Manusia pada peningkatan 2. Human resources strategy emphasizing the enhancement
kapabilitas tenaga sales melalui pelatihan produk dan proses of sales force capabilities through comprehensive training
perkreditan yang menyeluruh, sertifikasi untuk standardisasi on products and credit processes, competency certification
kompetensi, serta penguatan soft skills. Program pelatihan for standardization, and strengthened soft skills. Training
dan refreshment dilakukan secara berkelanjutan, baik daring and refreshment programs were conducted continuously,
maupun tatap muka, untuk memastikan ketersediaan SDM both online and in person, to ensure the availability of high-
yang unggul dan siap mendorong pertumbuhan bisnis. performing, business-ready talent.
3. Strategi Proses menekankan peningkatan kecepatan dan 3. Process strategy centered on improving service speed and
ketepatan layanan dengan tetap menjaga kualitas mitigasi accuracy while maintaining robust risk mitigation quality.
risiko. Fokus utama diarahkan pada penyempurnaan proses Key priorities included refining credit approval processes,
pemberian kredit melalui penguatan Service Level Agreements strengthening Service Level Agreements (SLA), eliminating
(SLA), pengurangan proses yang tidak bernilai tambah, serta non-value-added process, and enhancing controls at high-risk
peningkatan kontrol pada tahapan yang memiliki risiko tinggi process stages.
bagi Bank.
Pendekatan strategis ini menegaskan bahwa EBB Permata Bank This strategic approach demonstrates that EBB Permata Bank
tidak hanya fokus pada pertumbuhan volume bisnis, tetapi juga remains focused not only on business volume growth but also
pada keberlanjutan kualitas layanan dan manajemen risiko yang on service quality, sustainability, and prudent risk management,
prudent, memperkuat posisi bank sebagai mitra keuangan utama reinforcing its role as a key financial partner for MSMEs throughout
bagi UMKM di seluruh fase pertumbuhan mereka. all growth phases.
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Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Dalam menghadapi tantangan sekaligus memanfaatkan peluang In addressing challenges while capturing opportunities throughout
yang muncul sepanjang tahun 2025, Permata Bank menempuh 2025, Permata Bank undertook a series of strategic actions to
serangkaian langkah strategis untuk menjaga pertumbuhan maintain sustainable EBB business growth, including:
bisnis EBB secara berkelanjutan, antara lain:
1. Produktivitas yang masih relatif rendah. Upaya untuk 1. Relatively low productivity, addressed through:
mengatasinya:
a. Memberikan pelatihan dan pengembangan kompetensi a. Enhanced training and competency development for
dari Relationship Manager; Relationship Managers;
b. Memberikan coaching dan mentoring yang memadai. b. Strengthened coaching and mentoring programs.
2. SLA proses penilaian dan persetujuan yang belum memadai. 2. Suboptimal SLA performance in credit assessment and
Upaya untuk mengatasinya: approval, addressed through:
a. Menyederhanakan prosedur dan melakukan digitalisasi a. Simplification of procedures and digitization of credit
proses kredit terutama untuk perpanjangan pinjaman; processes, particularly for loan renewals;
b. Memanfaatkan data dan analitik dengan memastikan b. Utilization of data analytics, including improved customer
integrasi data nasabah dan menggunakan data historis data integration and the use of historical data to support
untuk menghasilkan skor kredit. credit scoring.
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Dalam menghadapi dinamika pasar dan mendorong pertumbuhan To navigate market dynamics and drive sustainable growth,
berkelanjutan, Permata Bank telah menyiapkan sejumlah Permata Bank has prepared a set of strategic initiatives to
rencana strategis terkait pengembangan EBB dengan tujuan strengthen EBB performance and reinforce its position as a
meningkatkan kinerja usaha dan memperkuat posisi Permata primary financial partner for MSMEs in 2026. Key forward-looking
Bank sebagai mitra keuangan utama bagi UMKM di tahun 2026. initiatives will include:
Adapun beberapa inisiatif kunci yang akan direncanakan ke
depan, antara lain:
1. Memperkuat hubungan dengan nasabah yang sudah ada 1. Strengthening relationships with existing customers through
melalui layanan yang lebih terpadu serta memperluas more integrated services and expanding market penetration
penetrasi pasar dengan fokus pada wilayah-wilayah yang by focusing on high-potential areas to create sustainable
memiliki potensi tinggi sehingga menciptakan pertumbuhan growth.
yang berkelanjutan.
2. Meningkatkan kualitas pemberian pinjaman (loan booking). 2. Improve the quality of loan booking.
3. Melakukan perbaikan Waktu Penyelesaian (Turn Around 3. Continuously improving Turn Around Time through consistent
Time) secara berkelanjutan dengan evaluasi yang konsisten, evaluation, appropriate use of technology, and enhancement of
penggunaan teknologi yang tepat dan peningkatan human resource competencies to achieve optimal efficiency.
kompetensi sumber daya manusia untuk mencapai efisiensi
yang optimal.
2025 Annual Report PT Bank Permata Tbk 223
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Corporate Banking
Corporate Banking
Corporate Banking
Permata Bank
memusatkan
pertumbuhan selektif di
sektor-sektor unggulan,
grup konglomerasi
dengan reputasi yang
baik serta penguatan
DPK melalui solusi
likuiditas serta cash
management terintegrasi.
Dengan memanfaatkan
digitalisasi layanan dan
pendekatan client-centric
yang mengedepankan
risiko, Bank berhasil
memberikan pengalaman
real-time bagi nasabah
Korporasi sekaligus
mendorong cross-sell
produk.
Permata Bank’s Corporate Banking
focuses on selective growth
in leading sectors, reputable
conglomeration group and also
strengthening third-party funds
through integrated liquidity and cash
management solutions. By utilizing
digitalization of services and a risk-
disciplined, client centric approach,
the Bank has succeeded in providing
a real-time experience for corporate
customers while encouraging the
cross-selling of products.
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Sepanjang tahun 2025, perekonomian global masih bergerak dalam kondisi
dinamika yang kompleks. Pertumbuhan negara-negara maju, seperti Amerika
Serikat (AS) dan kawasan Euro terpantau mengalami tekanan moderat seiring
berlanjutnya ketidakpastian kebijakan moneter dan tingginya volatilitas harga
energi. Sebaliknya, ekonomi kawasan Asia-Pasifik dan negara berkembang
mampu mempertahankan momentum pertumbuhan yang relatif solid, ditopang
oleh permintaan domestik yang kuat serta ekspansi sektor manufaktur. Di
tengah kondisi berseberangan tersebut, fluktuasi nilai tukar, pergerakan harga
komoditas, serta ketegangan perdagangan internasional tetap menjadi faktor
eksternal utama yang membentuk arah keputusan investasi, strategi pendanaan,
dan manajemen likuiditas korporasi secara global.
Di tengah lanskap perbankan yang semakin kompetitif, segmen Corporate
Banking Permata Bank dihadapkan pada tuntutan untuk tidak hanya
menyediakan pembiayaan, tetapi juga menghadirkan solusi keuangan yang
menyeluruh, fleksibel, dan memiliki nilai tambah. Menjawab tantangan tersebut,
Corporate Banking Permata Bank berkomitmen untuk terus memperkuat
posisinya sebagai mitra strategis bagi nasabah korporasi dan grup konglomerasi
melalui penyediaan layanan perbankan yang adaptif dan terintegrasi.
Throughout 2025, the global economy continued to move in a complex,
dynamic environment. It appeared that growth in developed economies,
such as the United States (US) and the Eurozone, was under pressure, though
moderate, as monetary policy remained uncertain due largely to highly volatile
energy prices. Quite the opposite, the economies of the Asia-Pacific and most
developing countries appeared to maintain relatively solid growth momentum,
driven by strong domestic demand and an expanding manufacturing sector.
Amidst the contradicting pictures, key external factors remained exchange rate
fluctuations, commodity price movements, and international trade tensions
that globally shaped investment decisions, funding strategies, and corporate
liquidity management.
Amid an increasingly competitive banking landscape, the challenge facing
Permata Bank’s Corporate Banking segment was how to not only offer financing
but also deliver a comprehensive range of flexible, value-added financial
solutions. Permata Bank’s Corporate Banking answered the challenge by
delivering on its commitment to strengthening its position as a strategic partner
for corporate customers and conglomerate groups through adaptive, integrated
banking services.
2025 Annual Report PT Bank Permata Tbk 225
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Management Discussion
and Analysis
Melalui implementasi berbagai inisiatif strategis sepanjang tahun Through the implementation of various strategic initiatives in
2025, Corporate Banking Permata Bank mampu merespons 2025, Corporate Banking Permata Bank managed to effectively
dinamika serta intensitas persaingan industri secara efektif, dan responded to the dynamics and intensity of industry competition,
mendukung pertumbuhan bisnis nasabah secara berkelanjutan. and continuously supported customer business growth. In line
Sejalan dengan hal tersebut, inisiatif yang dijalankan turut with this, these initiatives also strengthened the strategic role and
memperkuat peran strategis serta meningkatkan kontribusi unit increased the Corporate Banking unit’s contribution to the Bank’s
Corporate Banking terhadap kinerja keseluruhan Bank. overall performance.
Kinerja Corporate Banking Tahun 2025 Corporate Banking Performance in 2025
Sepanjang tahun 2025, segmen Corporate Banking Permata Bank Throughout 2025, Permata Bank’s Corporate Banking segment
mencatatkan kinerja yang solid dan berkelanjutan, sejalan dengan recorded solid, sustainable performance as it executed its targeted
strategi pertumbuhan yang terarah serta pengelolaan risiko yang growth strategy while maintaining prudent risk management.
prudent. Kinerja tersebut tercermin dari penyaluran kredit dan It was reflected in the sustained loan disbursement and third-
pertumbuhan DPK yang tetap terjaga di tengah dinamika ekonomi party funds (TPF) growth amidst global economic dynamics and
global dan persaingan industri perbankan yang semakin ketat. increasingly fierce banking industry competition.
Penyaluran kredit Corporate Banking yang dibukukan mencapai Corporate Banking disbursed a total loan of Rp99.6 trillion,
Rp99,6 triliun, tumbuh 11% (YoY), dengan kualitas aset yang tetap grew 11% year-on-year (YoY) with sustained asset quality. The
terjaga. Porsi pembiayaan kredit untuk nasabah korporasi masih portion of credit financing for corporate customers remained
menjadi penyumbang portofolio kredit terbesar bagi Permata the largest contributor to Permata Bank’s credit portfolio, with a
Bank dengan nilai mencapai 61% dari total kredit Permata Bank value reaching 61% of Permata Bank’s total credit at the end of
di akhir tahun 2025. Pertumbuhan kredit dilakukan secara selektif 2025. Loan growth was selective and balanced, with a focus
dan berimbang, dengan fokus pada pembiayaan modal kerja dan on working capital financing and investment loans to support
kredit investasi yang mendukung ekspansi usaha nasabah, serta customer business expansion, while consistently implementing
penerapan prinsip kehati-hatian yang konsisten. Sementara itu, prudent principles. Corporate Banking had a total deposit of
DPK Corporate Banking tercatat sebesar Rp60,5 triliun, meningkat Rp60.5 trillion, an increase of 1.5% compared to the previous year.
1,5% dibandingkan tahun sebelumnya. Komposisi dana murah The composition of low-cost funds still dominated the structure
masih mendominasi struktur DPK Corporate Banking dengan of Corporate Banking TPF, with a CASA ratio of 74.5%. It was an
rasio CASA mencapai 74,5%. Pencapaian ini mencerminkan achievement that reflected the continued trust of corporate
kepercayaan nasabah korporasi yang berkelanjutan terhadap customers in the Bank’s liquidity management capabilities.
kapabilitas Bank dalam mengelola likuiditas.
Seiring dengan pertumbuhan tersebut, Corporate Banking In line with this growth, Permata Bank’s Corporate Banking
Permata Bank juga berhasil memperluas basis nasabah dan also successfully expanded its customer base and business
grup usaha melalui pendekatan relasi yang lebih terintegrasi dan groups through a more integrated, needs-based relationship
berbasis kebutuhan. Upaya penetrasi dilakukan secara aktif pada approach. Penetration efforts were actively pursued in leading
sektor-sektor industri unggulan yang memiliki prospek jangka industrial sectors that offered long-term prospects, such as
panjang, seperti sektor telekomunikasi, komoditas, agribisnis, telecommunications, commodities, agribusiness, automotive,
otomotif, transportasi, dan logistik. Pendekatan sektoral ini transportation, and logistics. This sectoral approach enabled the
memungkinkan Bank untuk menangkap peluang pembiayaan Bank to capture financing opportunities more optimally while
secara lebih optimal sekaligus memperdalam hubungan bisnis building deeper business relationships with existing customers by
dengan nasabah eksisting melalui penyediaan solusi end-to-end. providing end-to-end solutions.
Kinerja pertumbuhan yang berimbang antara pembiayaan The balanced growth performance between financing and
dan penghimpunan dana juga memberikan kontribusi positif fundraising also contributed positively to the Bank’s profitability.
terhadap profitabilitas Bank. Selain itu, Corporate Banking turut In addition, Corporate Banking contributed a net profit of
menyumbang laba bersih sebesar Rp925 miliar pada tahun Rp925 billion for the current year. This achievement reflects the
2025. Pencapaian ini mencerminkan keberhasilan strategi segment’s successful measurable growth strategy, optimization of
pertumbuhan yang terukur, optimalisasi cross-sell produk bernilai cross-selling of value-added products, and portfolio management
tambah, serta pengelolaan portofolio yang berorientasi pada oriented towards asset quality, thus providing a sustainable
kualitas aset sehingga memberikan kontribusi yang berkelanjutan contribution to Permata Bank’s overall financial performance.
terhadap kinerja keuangan Permata Bank secara keseluruhan.
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Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sepanjang tahun 2025, segmen Corporate Banking menghadapi Throughout 2025, the Corporate Banking segment faced various
berbagai tantangan yang sejalan dengan dinamika lingkungan challenges presented by the dynamic global and domestic
ekonomi global dan domestik. Ketidakpastian kebijakan economic environments. Uncertain global monetary policy,
moneter global, volatilitas nilai tukar dan harga komoditas, serta volatile exchange rates and commodity prices, and the recent
perkembangan perdagangan internasional turut memengaruhi trends in international trade impacted investment activities
aktivitas investasi dan kebutuhan pembiayaan nasabah korporasi. and the financing needs of corporate customers. Domestically,
Di sisi domestik, persaingan industri perbankan yang semakin increasingly fierce competition in the banking industry and
ketat dan tekanan terhadap margin menuntut pengelolaan bisnis pressure on margins demanded more selective and measured
yang lebih selektif dan terukur. business management.
Dalam merespons kondisi tersebut, Corporate Banking Permata In response to these conditions, Permata Bank’s Corporate
Bank menerapkan strategi pertumbuhan yang berimbang Banking implemented a balanced growth strategy with disciplined
dengan pengelolaan risiko yang disiplin. Penyaluran pembiayaan risk management. The segment was selective in disbursing
dilakukan secara selektif dengan fokus pada kualitas aset, financing with an intense focus on asset quality and backed it up
didukung oleh penguatan analisis kredit dan pemantauan with more stringent credit analysis and portfolio monitoring. On
portofolio yang berkelanjutan. Di sisi pendanaan dan transaksi, the funding and transaction sides, the Bank continued to develop
Bank terus mengembangkan solusi likuiditas dan layanan customer-driven liquidity solutions and transaction services for
transaksi yang disesuaikan dengan kebutuhan nasabah. the customers.
Upaya mitigasi risiko diperkuat melalui penerapan tata kelola Risk mitigation efforts were strengthened through the
yang konsisten, pengelolaan risiko kredit, pasar, dan likuiditas implementation of consistent governance, integrated management
yang terintegrasi, serta koordinasi lintas fungsi yang efektif. of credit, market, and liquidity risks, and effective cross-
Melalui pendekatan tersebut, Corporate Banking mampu functional coordination. Corporate Banking used this approach
menjaga stabilitas kinerja, mengelola tantangan secara prudent, throughout 2025 to maintain its steady performance, prudently
dan memastikan kontribusi yang berkelanjutan terhadap kinerja manage challenges, and ensure a sustainable contribution to
Permata Bank sepanjang tahun 2025. Permata Bank’s overall performance.
Strategi Bisnis Corporate Banking Tahun 2025 Corporate Banking Business Strategy for 2025
Sepanjang tahun 2025, Corporate Banking Permata Bank Throughout 2025, Permata Bank’s Corporate Banking
mengimplementasikan strategi bisnis yang terarah dan adaptif implemented a focused and adaptive business strategy in
dalam merespons dinamika ekonomi global dan nasional. response to global and national economic dynamics. As it
Dalam menghadapi ketidakpastian pasar dan persaingan ketat encountered market uncertainty and fierce competition in the
industri perbankan, Corporate Banking memfokuskan strategi banking industry, Corporate Banking focused its strategy on
pada pertumbuhan kredit yang selektif dan berkualitas dengan selective and high-quality credit growth, while consistently
senantiasa mengedepankan prinsip kehati-hatian, pengelolaan prioritizing prudent principles, disciplined risk management, and
risiko yang disiplin, serta berorientasi pada nilai jangka panjang focusing on sustainable long-term value for all stakeholders.
yang berkelanjutan bagi seluruh pemangku kepentingan.
Terkait aktivitas penyaluran pembiayaan, Corporate Banking In terms of financing distribution activities, Corporate Banking
memfokuskan ekspansi pada sektor-sektor industri unggulan in focusing its expansion on leading industry sectors with
yang memiliki fundamental kuat dan prospek jangka panjang, strong fundamentals and long-term prospects, such as
seperti sektor telekomunikasi, komoditas, agribisnis, otomotif, telecommunications, commodities, agribusiness, automotive,
transportasi, dan logistik. Pendekatan sektoral ini memungkinkan transportation, and logistics. This sectoral approach has
Bank untuk mengoptimalkan peluang pembiayaan, memperdalam enabled the Bank to optimize financing opportunities, deepen its
pemahaman atas profil risiko industri, serta membangun understanding of industry risk profiles, and build sustainable long-
hubungan jangka panjang yang berkelanjutan dengan nasabah. term relationships with customers.
Seiring dengan strategi pembiayaan yang dijalankan, Corporate Consistent with its financing strategy, Corporate Banking
Banking secara konsisten memperkuat kapabilitas penghimpunan strengthened its third-party fundraising and transaction
DPK dan transaksi melalui pengembangan solusi likuiditas dan capabilities by developing integrated liquidity and cash
manajemen kas yang terintegrasi. Oleh karena itu, Corporate management solutions. Thus, Corporate Banking prioritized
Banking memprioritaskan peningkatan DPK yang berkualitas, improving the quality of third-party funds, particularly operational
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Management Discussion
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khususnya giro operasional, sebagai sumber pendanaan current accounts, as a stable and cost-efficient funding source.
yang stabil dan berbiaya efisien. Upaya ini dilakukan melalui Corporate Banking carried out effort by increasing the penetration
peningkatan penetrasi produk dan layanan cash management of cash management products and services and strengthening
serta penguatan sinergi dengan segmen Commercial Banking synergy with the Bank’s other segments, such as Commercial
dan Consumer Banking guna memperluas basis pendanaan, Banking and Consumer Banking, to broaden its funding base,
termasuk melalui penetrasi segmen priority dan payroll nasabah which involved penetrating the priority and payroll segments of its
korporasi. Strategi ini bertujuan untuk memperkuat struktur corporate customers. It was a strategy that would strengthen the
pendanaan Bank, menjaga kecukupan likuiditas, mendorong Bank’s funding structure, maintain adequate liquidity, drive fee-
peningkatan pendapatan berbasis komisi (fee-based income) dan based income, and help the Bank to diversify its revenue sources.
mendukung diversifikasi sumber pendapatan Bank.
Digitalisasi layanan tetap menjadi salah satu pilar strategis utama Digitalization of services digitalization remained a key strategic
dalam mendorong efisiensi, meningkatkan kualitas layanan, pillar in driving efficiency, improving service quality, and
serta memperkuat daya saing jangka panjang. Corporate strengthening long-term competitiveness. Corporate Banking
Banking terus mempercepat pemanfaatan platform transaksi continued to accelerate the use of digital transaction platforms,
digital, termasuk melanjutkan pengembangan generasi lanjutan which involved developing the next generation of Permata
Permata Electronic Banking (PeB), Permata eValue Chain (PeVC) Electronic Banking (PeB), Permata eValue Chain (PeVC), and
dan Customer Relationship Management System (DORA). Inisiatif the Customer Relationship Management System (DORA). These
ini bertujuan untuk memperluas integrasi layanan, mempercepat initiatives expand service integration, accelerate transaction and
proses transaksi dan pengambilan keputusan, serta memberikan decision-making processes, and provide a more seamless and
pengalaman perbankan yang lebih seamless dan real time bagi real-time banking experience for corporate customers.
nasabah korporasi.
Dalam rangka memperkuat posisi Bank sebagai mitra ekosistem To further strengthen the Bank’s position as the preferred
pilihan utama bagi nasabah korporasi, Corporate Banking ecosystem partner for corporate customers, Corporate Banking
mengedepankan pendekatan yang berfokus pada nasabah (client- prioritize on a client-centric approach by continuously deepening
centric) dengan memperdalam hubungan secara berkelanjutan the relationships and laying its focus on the long term. The Bank
dan berorientasi jangka panjang. Bank secara proaktif proactively has built collaborations across business lines to deliver
membangun kolaborasi lintas lini bisnis untuk menghadirkan relevant, integrated, and comprehensive banking solutions across
solusi perbankan yang relevan, terintegrasi, dan menyeluruh the customer value chain. This approach has enabled the Bank
atas rantai bisnis nasabah. Pendekatan ini memungkinkan Bank to consistently deliver added value, enhance customer loyalty,
untuk memberikan nilai tambah yang konsisten, meningkatkan strengthen the quality of business relationships, and optimize
loyalitas nasabah, memperkuat kualitas hubungan bisnis, serta cross-selling opportunities on an ongoing basis.
mengoptimalkan peluang cross-sell secara berkelanjutan.
Sejalan dengan upaya pertumbuhan DPK dan penyaluran kredit, Consistent with its efforts to grow Third-Party Funds (TPF) and
Corporate Banking Permata Bank secara konsisten memperkuat credit distribution, Permata Bank Corporate Banking strengthened
kerangka manajemen risiko dan tata kelola guna memastikan its risk management and governance framework to ensure that
bahwa ekspansi bisnis tetap selaras dengan profil risiko business expansion remained aligned with the Bank’s risk profile.
Bank. Pengelolaan risiko kredit, pasar, dan likuiditas dilakukan Credit, market, and liquidity risk management were managed in
secara terintegrasi melalui peningkatan kualitas analisis kredit, an integrated manner through better credit analysis, portfolio
pemantauan portofolio secara berkelanjutan, serta penerapan monitoring, and consistent application of prudential principles
prinsip kehati-hatian yang konsisten di seluruh proses bisnis. across all business processes. Through the implementation of
Melalui penerapan manajemen risiko dan tata kelola yang kuat robust and integrated risk management and governance, the
serta terintegrasi, Bank memastikan bahwa seluruh aktivitas Bank ensured that all business growth activities were carried out
pertumbuhan usaha dijalankan dalam koridor risiko yang dapat within acceptable risk corridors and complied with regulatory
diterima dan sesuai dengan ketentuan regulator sehingga requirements to support sustainable performance.
mendukung kinerja yang berkelanjutan.
Sebagai bagian yang tidak terpisahkan dari implementasi As an integral part of its business and growth strategies, Corporate
strategi bisnis dan pertumbuhan usaha, Corporate Banking juga Banking made further efforts to continuously improve the quality
secara berkelanjutan meningkatkan kualitas dan kompetensi and competency of its human resources. The Bank has supported
SDM. Untuk mendukung hal tersebut, Bank menyediakan this effort by providing a series of structured and ongoing training
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program pelatihan dan pengembangan yang terstruktur dan and development programs for new and existing employees so
berkelanjutan bagi karyawan baru maupun karyawan eksisting they can broaden their horizons on the latest trends in the banking
guna memperluas wawasan mereka terhadap perkembangan industry, deepen their sectoral understanding, and enhance their
terkini industri perbankan, memperdalam pemahaman sektoral, technical and soft skill capabilities that align with the needs of
serta meningkatkan kapabilitas teknis dan soft skills yang each job function and position level.
selaras dengan kebutuhan masing-masing fungsi kerja dan
jenjang jabatan.
Melalui implementasi strategi bisnis yang komprehensif tersebut, The implementation of this comprehensive business strategy
Corporate Banking Permata Bank mampu menjaga keseimbangan has enabled Permata Bank’s Corporate Banking to maintain a
antara pertumbuhan dan kualitas, memperkuat basis nasabah balance between growth and quality, strengthen its customer
dan hubungan ekosistem, serta meningkatkan kontribusi terhadap base and ecosystem relationships, and increase its contribution to
pendapatan dan profitabilitas Bank. Strategi ini menjadi fondasi the Bank’s revenue and profitability. This strategy should provide
yang kokoh bagi penguatan peran Corporate Banking dalam a solid foundation for strengthening Corporate Banking’s role in
mendukung kinerja Permata Bank secara berkelanjutan di tahun supporting Permata Bank’s sustainable performance in 2025
2025 dan periode mendatang. and beyond.
Fokus Pengembangan Bisnis dan Inovasi Focus on Business Development and
Produk dan/atau Layanan Corporate Banking Innovation of Corporate Banking Products
Tahun 2025 and/or Services in 2025
Pada tahun 2025, Corporate Banking Permata Bank melanjutkan In 2025, Permata Bank’s Corporate Banking continued and
dan memperkuat sejumlah inisiatif strategis yang telah dijalankan strengthened some of its strategic initiatives from the previous
pada tahun sebelumnya dan dinilai tetap relevan dalam year, which were considered to remain relevant in addressing
menjawab dinamika pasar serta kebutuhan nasabah korporasi market dynamics and the evolving needs of corporate customers.
yang terus berkembang. Fokus pengembangan bisnis diarahkan Business development focused on strengthening long-term
pada penguatan hubungan jangka panjang dengan nasabah, relationships with customers, optimizing business potential, and
optimalisasi potensi bisnis, serta inovasi produk dan layanan yang innovating value-added products and services.
bernilai tambah.
Pada tahun 2025, Corporate Banking terus memperdalam In 2025, Corporate Banking continue deepening relationships with
hubungan dengan key accounts melalui pendekatan relationship- key accounts through an integrated relationship-based banking
based banking yang lebih terintegrasi guna memahami approach to comprehensively understand customers’ business
kebutuhan bisnis nasabah secara menyeluruh dan memberikan needs and provide targeted financial solutions. This effort came
solusi keuangan yang tepat sasaran. Upaya ini dilengkapi dengan with a strategy to increase wallet share by strengthening the
strategi peningkatan share of wallet dengan mendorong posisi Bank’s position as the primary operational bank for customers,
Bank sebagai bank operasional utama bagi nasabah, khususnya particularly through optimizing transaction services, cash
melalui optimalisasi layanan transaksi, cash management, dan management, and liquidity solutions.
solusi likuiditas.
Sejalan dengan strategi pertumbuhan yang selektif dan In line with its selective and quality growth strategy, Corporate
berkualitas, Corporate Banking juga memastikan penerapan Banking also ensured the implementation of competitive TPF
suku bunga DPK dan kredit yang kompetitif untuk menjaga and lending pricing to maintain a balance between market
keseimbangan antara daya saing pasar dan kesehatan margin. competitiveness and healthy margins. Furthermore, it also
Selain itu, strategi cross-selling produk terus diperkuat dengan continued to strengthen its product cross-selling strategy by
mengintegrasikan pembiayaan, layanan transaksi, trade finance, integrating financing, transaction services, trade finance, and
serta produk treasury guna meningkatkan pendapatan berbasis treasury products to increase commission-based income and
komisi dan memperdalam engagement nasabah. deepen customer engagement.
Untuk mendukung pengambilan keputusan bisnis yang lebih To support accurate business decision-making, Corporate
akurat, Corporate Banking melakukan analisis industri secara Banking conducted in-depth industry analysis and expanded its
mendalam dan memperluas spesialisasi pada sektor-sektor specialization in selected industry sectors that still offered strong
industri pilihan yang memiliki fundamental kuat dan prospek fundamentals and long-term prospects. This sectoral approach
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Manajemen
Management Discussion
and Analysis
jangka panjang. Pendekatan sektoral ini memungkinkan Bank enables the Bank to manage risk more effectively while capturing
untuk mengelola risiko secara lebih efektif sekaligus menangkap sustainable growth opportunities.
peluang pertumbuhan yang berkelanjutan.
Realisasi Rencana Kerja dan Pelaksanaan Realization of the 2025 Work Plan and Task
Tugas Tahun 2025 Implementation
Sepanjang tahun 2025, Corporate Banking telah merealisasikan Throughout 2025, Corporate Banking has effectively implemented
rencana kerjanya secara efektif dan selaras dengan Rencana its work plan in line with Permata Bank’s Bank Business Plan (RBB),
Bisnis Bank (RBB) Permata Bank dengan uraian sebagai berikut: as outlined below:
1. Menetapkan key accounts (nasabah-nasabah utama) dengan 1. Establishing key accounts (key customers) through an in-depth
asesmen yang mendalam atas total banking solution untuk assessment of total banking solutions for these customers,
nasabah tersebut yang dituangkan dalam account planning. outlined in the account planning.
2. Memberikan layanan perbankan terbaik untuk 2. Providing the best banking services to foster holistic customer
mengembangkan hubungan menyeluruh dengan nasabah relationships through facilities such as trade transactions,
melalui penyediaan fasilitas-fasilitas transaksi perdagangan, investment financing, working capital financing, cash
pembiayaan investasi, pembiayaan modal kerja, pengelolaan management, foreign exchange transactions, syndicated loan
kas, transaksi devisa, serta jasa arranger kredit sindikasi dan arrangement services, and agency services.
layanan keagenan.
3. Fokus melayani nasabah korporasi/grup perusahaan 3. Focusing on serving corporate customers/large corporate
besar dan menangani kerja sama bisnis dengan grup groups and managing business collaborations with strategic
konglomerasi strategis. conglomerate groups.
4. Mengembangkan nasabah pada industri dan sektor-sektor 4. Developing customers in leading industries and sectors
unggulan seperti: such as:
– Industri telekomunikasi; – Telecommunications;
– Industri otomotif; – Automotive;
– Industri transportasi dan logistik; – Transportation and logistics;
– Industri makanan dan minuman; dan – Food and beverage industry; and
– Industri agribisnis khususnya di sektor kelapa sawit, – Agribusiness industry, particularly in the palm oil, food
komoditas pangan, dan sektor lainnya yang terkait. commodities, and other related sectors.
5. Meningkatkan kapabilitas dalam project finance untuk 5. Enhancing project finance capabilities to drive strong asset
mendorong pertumbuhan aset dan pendapatan yang kuat. and revenue growth.
6. Menjadi segmen pendukung Bank dalam meningkatkan 6. Becoming a supporting segment for the Bank in increasing
pertumbuhan pendapatan berbasis fee dan penghimpunan fee-based income growth and collecting third-party funds
dana pihak ketiga yang berasal dari grup-grup dan/atau from groups and/or large corporations.
korporasi-korporasi besar.
7. Secara selektif mengembangkan market share nasabah 7. Selectively expanding customer market share in natural
di sektor industri yang berbasis pada khususnya di sektor resource-based industries, particularly the plantation and
perkebunan dan pertambangan beserta bisnis-bisnis turunan/ mining sectors, along with their derivative/supporting
pendukungnya seperti salah satunya adalah pembangkit businesses, such as power generation, while taking into
listrik, dengan memperhatikan perkembangan industri dan account industrial and economic developments.
perekonomian.
8. Meningkatkan kapabilitas layanan keagenan (agency 8. Enhancing agency services capabilities by increasing
services) dengan menambah jumlah nasabah korporasi the number of large corporate customers and financial
besar dan lembaga keuangan yang dilayani. institutions served.
Rencana Strategi Tahun 2026 2026 Strategic Plan
Dengan berlandaskan pada kinerja yang resilien dan fondasi Building on resilient performance and an increasingly solid
bisnis yang semakin solid sepanjang tahun 2025, Corporate business foundation throughout 2025, Permata Bank’s Corporate
Banking Permata Bank memasuki tahun 2026 dengan keyakinan Banking enters 2026 with measured confidence. The 2026
yang terukur. Strategi tahun 2026 dirancang untuk menjaga strategy is designed to maintain sustainable growth amidst
kesinambungan pertumbuhan di tengah dinamika ekonomi potentially challenging economic dynamics, while maximizing
yang berpotensi tetap menantang, sekaligus memaksimalkan business expansion opportunities through strengthening core
peluang ekspansi bisnis melalui penguatan kapabilitas inti dan capabilities and service innovation.
inovasi layanan.
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Strategi Corporate Banking pada tahun 2026 diarahkan pada pilar The Corporate Banking strategy for 2026 focuses on the following key
utama berikut: pillars:
1. Pertumbuhan yang prudent dan berkelanjutan: 1. Prudent and sustainable growth:
– Melanjutkan pertumbuhan kredit secara selektif dan – Continuing selective credit growth and expanding focus
mengembangkan nasabah di luar 20 kelompok teratas; beyond the top 20 customers group;
– Menyelaraskan pertumbuhan kredit pada sektor-sektor – Aligning credit growth with key sectors in line with Indonesia’s
utama yang sesuai dengan Visi Emas Indonesia 2045; Golden Vision 2045;
– Meningkatkan partisipasi dalam sindikasi dan club deals; – Increasing participation in syndicated and club deals;
– Melanjutkan pertumbuhan portofolio project financing; dan – Continuing the growth of the project financing portfolio; and
– Menjadi salah satu bank pilihan nasabah untuk – Becoming one of customers’ preferred banks for operational
aktivitas operasional. activities.
2. Kemajuan teknologi dan proses: 2. Technology and process advancements:
– Otomasi dan peninjauan kembali atas proses-proses internal – Automation and review of internal processes still performed
yang masih dilakukan secara manual agar dapat mendukung manually to support accelerated business growth;
percepatan pertumbuhan bisnis;
– Meningkatkan kemampuan digital layanan dan produk untuk – Improving digital capabilities of services and products to
memperluas jangkauan klien dan kemampuan mengakuisisi expand client reach and market acquisition capabilities; and
pasar; dan
– Melanjutkan upaya untuk menjadi bank terdepan dalam – Continuing efforts to become a leading bank in the Net
survei Net Promotor Score (NPS). Promoter Score (NPS) survey.
3. Pemberdayaan fungsi frontline dan support: 3. Empowering frontline and support functions:
– Secara terus menerus meningkatkan pengetahuan – Continuously enhancing relationship managers’ knowledge
relationship manager dan analisis kredit atas industri dan tren and credit analysis of industry and market trends, credit
di pasar, analisis keuangan kredit, dan pengetahuan produk; financial analysis, and product knowledge;
– Meningkatkan kualitas sumber daya manusia, terutama – Improving the quality of human resources, particularly the
pada peran relationship manager dalam upaya menjadi role of relationship managers, in an effort to become a trusted
partner terpercaya bagi nasabah-nasabah; dan partner for customers; and
– Peningkatan keahlian, pengetahuan, dan pelayanan dari unit – Improving the skills, knowledge, and services of support units
support agar selaras dengan pertumbuhan bisnis. to align with business growth.
4. Memperdalam hubungan dengan nasabah yang telah ada 4. Deepening relationships with existing customers through
melalui proses cross-selling dengan melakukan pendekatan total cross-selling using a total relationship approach and adding
relationship dan penambahan nasabah melalui pendekatan customers through a value chain approach, focusing primarily on
value chain dengan fokus utama pada key accounts yang telah predetermined key accounts.
ditentukan.
5. Tetap berfokus pada pertumbuhan bisnis yang menyasar industri- 5. Maintaining a focus on business growth targeting key industries
industri dan sektor-sektor unggulan yang telah ditetapkan and sectors that have been identified as primary targets with
sebagai target utama dengan memperhatikan perkembangan due consideration of industrial and economic developments.
industri dan perekonomian.
6. Secara selektif mengembangkan dan menyediakan produk 6. Selectively developing and providing structured products to
yang terstruktur dengan tujuan untuk memitigasi risiko kredit mitigate credit risk and increase fee-based income, including
dan meningkatkan pendapatan fee based, antara lain melalui through syndicated loan arrangements and/or club deals.
pengaturan pinjaman sindikasi dan/atau club deal.
7. Secara konsisten menawarkan produk Treasury, produk dan 7. Consistently offering a wider range of Treasury products,
layanan transaksi perbankan (transaction banking) yang lebih transaction banking products, and services tailored to business
beragam yang disesuaikan dengan karakteristik usaha dan characteristics and customer needs.
kebutuhan nasabah.
8. Memastikan adanya underwriting guidelines beserta parameter- 8. Ensuring underwriting guidelines and relevant parameters are in
parameter yang relevan untuk memantau kinerja debitur dalam place to monitor debtor performance in the industries handled.
industri-industri yang ditangani.
9. Menyempurnakan kebijakan, prosedur serta proses bisnis 9. Improving policies, procedures, and business processes,
khususnya terkait dengan pengelolaan account-account kredit. particularly related to credit account management.
10. Memantau perkembangan kondisi ekonomi dan terus konsisten 10. Monitoring the latest developments in economic conditions and
menerapkan prinsip kehati-hatian dan pengambilan keputusan consistently applying prudent principles and ethical decision-
beretika, terutama dalam pemberian kredit. making, particularly in credit granting.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
International Business Development & Advisory
International Business Development & Advisory
Permata Bank memiliki Divisi Pengembangan Bisnis Internasional, Permata Bank has an International Business Development, Project
Project Finance dan Advisory yang dikelola di bawah Direktorat Finance, and Advisory Division, managed under the International
International Business Development & Advisory (IBDA). Direktorat Business Development & Advisory (IBDA) Directorate. This
ini berkomitmen menghadirkan layanan prima melalui beragam directorate is committed to deliver excellent services through a
solusi keuangan yang dirancang untuk mendukung nasabah wide range of financial solutions designed to support corporate
korporasi dalam mengembangkan kegiatan operasionalnya, baik clients in expanding their operations, both regionally and globally.
di tingkat regional maupun global.
Dalam menjalankan peran strategis tersebut, Permata Bank In carrying out this strategic role, Permata Bank offers several key
menawarkan sejumlah layanan utama yang masing-masing services, each with its own focus and specific initiatives. These
memiliki fokus dan inisiatif khusus. Layanan-layanan ini dirancang services are designed to help clients seize international growth
untuk membantu nasabah dalam memanfaatkan peluang opportunities, facilitate cross-border transactions, and strengthen
pertumbuhan internasional, mempermudah transaksi lintas batas, their competitiveness in the global market.
dan memperkuat daya saing nasabah di pasar global.
Pelaksanaan strategi IBDA Permata Bank didukung oleh divisi yang The implementation of IBDA’s strategy at Permata Bank is
saling terintegrasi, yakni divisi International Business Development supported by integrated divisions, namely the International
(IBD), Project Finance, dan Advisory. Kolaborasi antar divisi ini Business Development (IBD), Project Finance, and Advisory
memastikan tersedianya layanan keuangan yang diberikan tidak Divisions. Collaboration among these divisions ensures that
hanya komprehensif dan efisien, tetapi juga mampu menghadirkan the financial services provided are not only comprehensive
solusi yang tepat guna sesuai kebutuhan≈nasabah. and efficient but also deliver effective solutions tailored to
clients’ needs.
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Strategi dan Fokus Pengembangan Bisnis Strategy and Focus for Business Development
Tahun 2025 2025
International Business Development (IBD) International Business Development (IBD)
International Business Development (IBD) Permata Bank berperan International Business Development (IBD) at Permata Bank serves
sebagai mitra strategis bagi nasabah korporasi yang ingin as a strategic partner for corporate clients seeking to expand
memperluas operasionalnya, baik di tingkat regional maupun their operations, both regionally and globally. This division also
global. Divisi ini juga memfasilitasi perusahaan asing yang ingin facilitates foreign companies looking to invest in Indonesia and
menanamkan investasi di Indonesia dan kawasan Asia Tenggara, the Southeast Asia region, as well as provides services to domestic
termasuk juga memberikan layanan kepada nasabah domestik and international clients planning cross-border expansion.
maupun internasional yang berencana melakukan ekspansi
lintas negara.
Dalam menjalankan peran strategisnya, IBD tidak hanya In fulfilling its strategic role, IBD is not only responsible for
bertangggung jawab atas rencana pengembangan bisnis bagi developing business plans for international clients but also
nasabah internasional, tetapi juga mendukung agar rencana supports ensuring that the plan can be implemented effectively
tersebut dapat diimplementasikan secara efektif dan efisien. and efficiently. By leveraging the group’s network and inter-group
Dengan memanfaatkan jaringan grup serta sinergi antar grup, synergies, IBD is committed to delivering targeted solutions to
IBD berkomitmen untuk menghadirkan solusi yang tepat sasaran maximize growth opportunities, strengthen client competitiveness,
guna memaksimalkan peluang pertumbuhan, memperkuat daya and support the achievement of both short-term and long-term
saing nasabah, dan mendukung pencapaian tujuan bisnis jangka business objectives.
pendek maupun jangka panjang.
Project Finance Project Finance
Divisi Project Finance Permata Bank memfokuskan kegiatan Permata Bank’s Project Finance Division focuses its business
usahanya pada layanan pembiayaan berbasis arus kas untuk activities on cash flow-based financing services for large-scale,
proyek greenfield berskala besar dan bernilai tinggi yang high-value greenfield projects that require specialized risk
membutuhkan pendekatan manajemen risiko dan keahlian management approaches and expertise. With a significant project
khusus. Dengan cakupan proyek yang signifikan, divisi ini scope, this division plays a strategic role in driving the Bank’s asset
memegang peranan strategis dalam mendorong pertumbuhan and revenue growth while creating new business opportunities
aset dan pendapatan Bank, sekaligus membuka peluang bisnis through engagement with various stakeholders within the project
baru melalui keterlibatan berbagai pihak dalam ekosistem proyek. ecosystem.
Project Finance secara khusus menitikberatkan keahlian pada Project Finance specifically emphasizes expertise in complex
sektor-sektor kompleks, termasuk tapi tidak terbatas pada, rantai sectors, including but not limited to the electric vehicle (EV) value
nilai kendaraan listrik (EV), pengembangan smelter, proyek energi chain, smelter development, renewable and non-renewable
terbarukan dan non-terbarukan, pusat data, pertambangan dan energy projects, data centers, mining, and other energy-related
energi lain. Divisi ini memastikan keterlibatan sejak tahap awal industries. The division ensures involvement from the early stages
proyek yang meliputi originasi, uji tuntas, penyusunan proposal of the project, covering origination, due diligence, preparation of
kredit internal, negosiasi dokumentasi, hingga eksekusi akhir internal credit proposals, documentation negotiations, through to
pembiayaan dan pemantauan pelaksanaan. final financing execution and implementation monitoring.
Pendekatan menyeluruh ini memungkinkan Permata Bank This comprehensive approach enables Permata Bank to deliver
memberikan solusi pembiayaan yang tepat sasaran, mendukung targeted financing solutions, support project sustainability,
keberlangsungan proyek, memitigasi risiko secara efektif, dan effectively mitigate risks, and strengthen the Bank’s position as
memperkuat posisi Bank sebagai mitra strategis bagi nasabah a strategic partner for clients in developing complex and high
dalam mengembangkan proyek kompleks dan bernilai tinggi. value projects.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Advisory Advisory
Divisi Advisory merupakan pilar strategis dalam perjalanan The Advisory Division is a strategic pillar in Permata Bank’s
keberlanjutan Permata Bank yang memainkan peran sentral sustainability journey, playing a central role in supporting
dalam mendukung pencapaian target emisi nol bersih Indonesia’s target of achieving Net Zero Emissions (NZE) by
(New Zero Emission/NZE) Indonesia pada tahun 2060. Divisi 2060. This division is responsible for helping develop sustainable
ini memiliki peran untuk membantu mengembangkan layanan financing and/or savings services with the aim of aligning existing
pembiayaan dan/atau tabungan berkelanjutan dengan harapan financing with Environmental, Social, and Governance (ESG)
untuk menyelaraskan pembiayaan yang ada dengan tujuan objectives, as well as assisting Permata Bank’s clients in their
Environmental, Social, and Governance (ESG) serta membantu transition efforts.
upaya transisi nasabah Permata Bank.
Divisi Advisory juga bekerja sama dengan para pemangku The Advisory Division also collaborates with relevant internal and
kepentingan yang relevan baik internal maupun eksternal untuk external stakeholders to understand financing targets, sustainable
memahami target pembiayaan, kebutuhan layanan pembiayaan financing services needs, capital allocation, Permata Bank’s risk
berkelanjutan, alokasi modal, risk appetite Permata Bank terhadap appetite for sustainable businesses/projects, and best practices.
bisnis/proyek yang berkelanjutan dan best practice. Setelah After gathering input from these stakeholders, the Advisory
mendapatkan masukan dari para pemangku kepentingan terkait, Division helps develop sustainable financing and/or savings
Divisi Advisory membantu mengembangkan layanan pembiayaan services, including frameworks that provide clear structures
dan/atau tabungan berkelanjutan termasuk kerangka kerja yang regarding financing or savings criteria, assessment procedures,
memberikan struktur yang jelas mengenai kriteria pembiayaan and approval processes.
atau tabungan, prosedur penilaian dan proses persetujuan.
Kinerja International Business Development & Performance of International Business
Advisory (IBDA) Tahun 2025 Development & Advisory (IBDA) in 2025
Sepanjang 2025, Direktorat IBDA mencatatkan kinerja yang Throughout 2025, the IBDA Directorate recorded solid
solid, didorong oleh konsistensi dan disiplin seluruh tim dalam performance, driven by the consistency and discipline of the entire
menerapkan strategi prioritas. Penyaluran kredit dan pendapatan team in implementing priority strategies. Loan disbursement and
tumbuh secara signifikan masing-masing sebesar 58,36% dan revenue grew significantly by 58.36% and 71.55%, respectively
71,55% (yoy per Desember 2025). Tren positif ini mencerminkan (year-on-year as of December 2025). This positive trend reflects
kontribusi utama dari IBD dan Project Finance dalam mendukung the key contributions of IBD and Project Finance in supporting the
pertumbuhan keuangan Bank. Bank’s financial growth.
Sepanjang tahun 2025, Divisi IBD terus memperluas kehadirannya Throughout 2025, the IBD Division continued to broaden its
dan memperdalam hubungan dengan klien berbasis Thailand presence and deepen engagement with Thailand‑based clients
serta korporasi multinasional dengan memanfaatkan kekuatan and multinational corporations by leveraging the strength of
jaringan regional Bangkok Bank Group. Pendekatan kolaboratif Bangkok Bank Group’s regional network. This collaborative
ini menghasilkan pertumbuhan bisnis yang signifikan, tercermin approach translated into meaningful business growth, reflected
dari peningkatan loan outstanding yang naik dari Rp12.108 miliar in the steady increase of loan outstanding, which rose from
pada tahun 2024 menjadi Rp14.824 miliar pada tahun 2025. Rp12,108 billion in 2024 to Rp14,824 billion in 2025. The expansion
Pencapaian ini menegaskan kemampuan IBD tidak hanya dalam underscores IBD’s ability not only to acquire new relationships but
memperoleh hubungan baru, tetapi juga dalam mengonversinya also to translate these into tangible credit utilization across key
menjadi pemanfaatan kredit yang nyata di berbagai segmen client segments.
klien utama.
Sementara itu, Project Finance berhasil meningkatkan outstanding Meanwhile, Project Finance successfully increase its loan
pinjamannya menjadi Rp10.571 miliar pada Desember 2025, yang outstanding to Rp10,571 billion by December 2025, representing
mencerminkan pertumbuhan sebesar 236,0% dibandingkan growth of 236.0% compared to the same period last year.
periode yang sama tahun sebelumnya.
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Pertumbuhan basis nasabah dan peningkatan utilitas limit di The growth in the client base and increased utilization of limits
bawah IBDA sejalan dengan peningkatan jumlah pendapatan. under IBDA aligns with the rise in revenue. This achievement
Pencapaian ini menegaskan posisi IBDA sebagai penggerak reinforces IBDA’s position as a strategic driver of Permata Bank’s
strategis pertumbuhan Permata Bank sekaligus mitra yang andal growth and a reliable partner for clients in developing cross-
bagi nasabah dalam mengembangkan bisnis lintas negara. border businesses.
Berikut adalah uraian kinerja dan kontribusi masing-masing divisi Below is a breakdown of the performance and contributions of
selama tahun 2025: each division during 2025:
International Business Development (IBD) International Business Development (IBD)
Sepanjang tahun 2025, IBD secara aktif menajamkan fokus Throughout 2025, IBD actively sharpened its focus on
pada pelaksanaan inisiatif-inisiatif strategis yang mendorong implementing strategic initiatives that drive sustainable business
pertumbuhan usaha berkelanjutan, sekaligus menjaga kualitas growth, while maintaining asset quality and optimizing revenue
aset dan mengoptimalkan pendapatan melalui penyaluran through international credit distribution. IBD leveraged the strength
kredit internasional. IBD memanfaatkan keunggulan jaringan of its global network by deepening collaboration with members of
global dengan memperdalam kolaborasi bersama anggota the Bangkok Bank Group. Through the adoption of best practices
Bangkok Bank Group. Melalui adopsi praktik-praktik terbaik lintas across the network and close cooperation, IBD consistently
jaringan dan kolaborasi yang erat, IBD secara konsisten mampu delivered significant contributions to the group’s portfolio and
memberikan kontribusi signifikan terhadap portofolio serta kinerja revenue performance, while reinforcing Permata Bank’s position
pendapatan grup, sekaligus memperkuat posisi Permata Bank as a trusted strategic partner for international clients.
sebagai mitra strategis yang andal bagi nasabah internasional.
Melalui penerapan strategi yang tepat, IBD berhasil mendorong By implementing the right strategies, IBD successfully drove
pertumbuhan substansial dalam penyaluran kredit di tahun substantial growth in credit disbursement in 2025, while supporting
2025, sekaligus mendukung perusahaan asing di Indonesia foreign companies in Indonesia to expand their operations through
untuk memperluas operasionalnya melalui jaringan perbankan Permata Bank’s international banking network.
internasional Permata Bank.
Project Finance Project Finance
Project Finance terus memainkan peran strategis dalam Project Finance continues to play a strategic role in supporting
mendukung pertumbuhan Permata Bank melalui proyek-proyek Permata Bank’s growth through high-value and complex projects.
bernilai tinggi dan kompleks. Sepanjang tahun 2025, tim ini secara Throughout 2025, the team actively financed various projects
aktif membiayai berbagai proyek di sektor nikel, energi terbarukan, in the nickel, renewable energy, and gold mining sectors that
dan tambang emas yang membutuhkan pembiayaan jangka require long-term financing and robust risk management. By the
panjang dan manajemen risiko yang matang. Hingga akhir 2025, end of 2025, Project Finance successfully recorded financing
Project Finance berhasil membukukan transaksi pembiayaan transactions with a total combined limit of Rp15,721 billion, an
dengan total limit gabungan sebesar Rp15.721 miliar, naik sebesar increase of 33.42% compared to the end of 2024.
33,42% dibandingkan dengan akhir tahun 2024.
Project Finance mendorong pertumbuhan aset melalui Project Finance drives asset growth by financing capital-intensive
pembiayaan kepada proyek padat modal dengan leverage tinggi. projects with high leverage. Each major financing not only boosts
Setiap pembiayaan besar tidak hanya meningkatkan pendapatan Bank’s revenue but also creates additional opportunities for the
Bank, tetapi juga membuka peluang tambahan untuk Bank Bank through cross-selling banking services such as trade finance,
melalui cross-selling layanan perbankan, seperti trade finance, cash management, and internet banking.
cash management, dan internet banking.
Berbekal pengalaman panjang dalam menangani nasabah With extensive experience in handling prominent clients in strategic
ternama di sektor strategis, tim Project Finance memahami secara sectors, the Project Finance team has a deep understanding
mendalam kebutuhan dan risiko setiap proyek. Keunggulan of the needs and risks of each project. This expertise positions
inilah yang menempatkan Permata Bank sebagai mitra pilihan Permata Bank as the preferred partner for high-value and
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
utama untuk pembiayaan proyek-proyek kompleks dan bernilai complex project financing. Through various strategic initiatives,
tinggi. Melalui berbagai inisiatif strategis yang dijalankan, Bank the Bank ensures that every project not only contributes to revenue
memastikan setiap proyek tidak hanya berkontribusi pada and asset growth but also strengthens its position as a leader in
pertumbuhan pendapatan dan aset, tetapi juga memperkuat financing strategic and sustainable sectors.
posisinya sebagai pemimpin dalam pembiayaan sektor-sektor
strategis dan berkelanjutan.
Advisory Advisory
Sepanjang tahun 2025, Divisi Advisory terus berupaya Throughout 2025, the Advisory Division continued to strengthen
memperkuat kapasitas dan kapabilitasnya dalam its capacity and capabilities in developing and formalizing
mengembangkan dan memformalisasi layanan pembiayaan sustainable financing services, including the formalization
berkelanjutan, termasuk formalisasi program kredit untuk of credit programs for Automotive Green Financing (EV) and
Automotive Green Financing (EV) dan Green Mortgage Green Mortgage.
(KPR Hijau).
Tantangan dan Peluang Bisnis Tahun 2025 Business Challenges and Opportunities in
2025
International Business Development (IBD) International Business Development (IBD)
Seiring dengan dinamika ekonomi global yang terus berkembang, Amid the evolving dynamics of the global economy, the
Divisi International Business Development (IBD) memanfaatkan International Business Development (IBD) Division leverages
posisi Permata Bank sebagai salah satu bank regional terkemuka Permata Bank’s position as one of the leading regional banks in
di ASEAN untuk berperan sebagai mitra strategis bagi nasabah ASEAN to act as a strategic partner for clients in developing cross-
dalam mengembangkan bisnis dan investasi lintas kawasan. border business and investment. By utilizing a strong regional
Melalui pemanfaatan jaringan regional yang kuat, IBD mendukung network, IBD supports clients in expanding value chains, exploring
nasabah dalam memperluas rantai nilai, menjajaki peluang pasar new market opportunities, and optimizing regional expansion
baru, serta mengoptimalkan strategi ekspansi regional. strategies.
Sejalan dengan meningkatnya minat investor global terhadap In line with the growing interest of global investors in diversification
strategi diversifikasi investasi, termasuk pendekatan China Plus strategies, including the China Plus One approach, ASEAN remains
One, ASEAN tetap menjadi salah satu kawasan tujuan utama one of the primary destinations for foreign direct investment.
investasi langsung asing. IBD memanfaatkan momentum ini untuk IBD capitalizes on this momentum by delivering integrated
menangkap peluang dengan menghadirkan solusi perbankan and relevant banking solutions while accompanying clients in
yang terintegrasi dan relevan, sekaligus mendampingi nasabah harnessing growth potential arising from shifts in the regional
dalam memanfaatkan potensi pertumbuhan yang muncul seiring investment landscape.
dengan pergeseran lanskap investasi regional.
Project Finance Project Finance
Dalam menjalankan fungsinya, tim Project Finance dihadapkan In carrying out its function, the Project Finance team faces a key
dengan tantangan utama berupa upaya meningkatkan risk challenge in increasing the Bank’s risk appetite for financing high-
appetite Bank dalam membiayai proyek-proyek bernilai tinggi value and complex projects. Unlike traditional financing, which
dan kompleks. Berbeda dengan pembiayaan tradisional yang is typically provided to well-established companies with simple
umumnya dilakukan kepada perusahaan yang mapan, dengan organizational structures and complete historical data, project
struktur organisasi yang sederhana dan memiliki data historis financing often involves companies with complex organizational
yang lengkap, pembiayaan proyek sering kali melakukan structures and limited historical data. Additionally, project
pembiayaan kepada perusahaan yang memiliki struktur financing usually requires longer tenors to accommodate the
organisasi yang kompleks yang belum memiliki data historis, dan repayment capacity of a project. This condition demands the Bank
pembiayaan biasanya memiliki tenor yang lebih panjang untuk to implement more prudent financing strategies, accompanied by
mengakomodasi kemampuan bayar sebuah proyek. Kondisi ini robust risk mitigation measures.
tentunya menuntut Bank untuk menerapkan strategi penyaluran
pembiayaan yang lebih cermat, disertai strategi mitigasi risiko
yang matang.
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Sebagai bentuk antisipasi terhadap berbagai risiko potensial, As a precaution against potential risks, Permata Bank ensures that
Permata Bank memastikan setiap proyek yang dibiayai sudah every financed project undergoes a comprehensive due diligence
menjalani proses uji tuntas yang komprehensif, serta dinilai process and is assessed for feasibility from technical, financial,
kelayakannya baik dari sisi teknis, finansial, maupun risiko terkait. and risk perspectives. These risks are then strategically allocated
Risiko-risiko tersebut kemudian dialokasikan secara strategis among stakeholders—from project owners and Engineering
di antara pemangku kepentingan mulai dari pemilik proyek, Procurement Construction (EPC) contractors to project off-
kontraktor Engineering Procurement Construction (EPC), hingga takers—so that the residual risk borne by the Bank remains within
penerima proyek sehingga sisa risiko yang ditanggung Bank tetap acceptable limits.
berada dalam batas yang dapat diterima.
Advisory Advisory
Permata Bank menyadari bahwa perjalanan divisi ini tidak lepas Permata Bank recognizes that the journey of this division is
dari berbagai tantangan terutama dikarenakan skala bisnis not without challenges, primarily due to the limited scale of
dan proyek berkelanjutan di Indonesia yang masih terbatas sustainable business and projects in Indonesia, which creates
menciptakan persaingan yang ketat, sehingga memengaruhi intense competition and affects the margins the Bank can
margin yang dapat diperoleh Bank. Selain itu, keterbatasan regulasi achieve. In addition, regulatory limitations regarding incentives or
terkait insentif maupun penalti bagi aktivitas keberlanjutan turut penalties for sustainability activities also create uncertainty in the
menimbulkan ketidakpastian dalam pengembangan layanan. development of services.
Dalam menghadapi kondisi ini, Divisi Advisory secara aktif To address these conditions, the Advisory Division actively
menjalin kolaborasi dengan pemangku kepentingan internal collaborates with internal stakeholders to gain deeper insights into
guna mendapatkan pemahaman yang lebih mendalam terkait sustainability targets. Based on this understanding, the Advisory
target keberlanjutan. Berdasarkan pemahaman ini, Divisi Advisory Division carefully designs financial solutions before launching
merancang solusi keuangan secara hati-hati sebelum diluncurkan them to the market, while strengthening team capabilities through
ke pasar, sekaligus memperkuat kapabilitas tim melalui direct involvement in sustainable financing syndications and
keterlibatan langsung dalam sindikasi dan club deal pembiayaan club deals to learn about the best practice in structuring and
berkelanjutan untuk mempelajari praktik terbaik dalam merancang developing sustainable finance services.
dan mengembangkan layanan keuangan berkelanjutan.
Rencana Strategis Tahun 2026 Strategic Plan in 2026
Memasuki tahun 2026, Direktorat IBDA Permata Bank menegaskan Entering 2026, Permata Bank’s IBDA Directorate reaffirms its
komitmen untuk menghadirkan layanan internasional yang commitment to delivering integrated international services, high-
terintegrasi, pembiayaan proyek bernilai tinggi, serta solusi value project financing, and innovative sustainable financial
keuangan berkelanjutan yang inovatif. Strategi ini dirancang solutions. This strategy is designed to support client growth,
untuk mendukung pertumbuhan nasabah, memperkuat posisi strengthen the Bank’s position in the regional market, and expand
Bank di pasar regional, dan memperluas kontribusi terhadap its contribution to sustainable development.
pembangunan berkelanjutan.
International Business Development (IBD) International Business Development (IBD)
Divisi IBD akan terus menjadi penghubung utama antara Permata The IBD Division will continue to serve as the primary link between
Bank dan nasabah dengan memanfaatkan jaringan luas Bangkok Permata Bank and its clients by leveraging Bangkok Bank Group’s
Grup yang tersebar di 14 negara untuk menghadirkan layanan extensive network across 14 countries to deliver consistent and
yang konsisten dan unggul. Kolaborasi lintas konstituen, khususnya superior services. Cross-constituent collaboration, particularly with
dengan Bangkok Bank dan seluruh cabang internasional akan Bangkok Bank and all international branches, will be strengthened
diperkuat untuk memastikan pertumbuhan nasabah secara to ensure client growth both regionally and globally, while
regional maupun global, sekaligus memaksimalkan peluang maximizing business opportunities through network synergies.
bisnis melalui sinergi jaringan Bank.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Project Finance Project Finance
Divisi Project Finance menempatkan fokus pada sektor-sektor The Project Finance Division focuses on strategic sectors aligned
strategis yang sejalan dengan pembangunan nasional, termasuk with national development, including renewable energy, the
energi terbarukan, rantai nilai kendaraan listrik (EV), data center, electric vehicle (EV) value chain, data centers, oil and gas, gold,
minyak dan gas, emas, serta rantai nilai aluminium. Selain and the aluminum value chain. In addition to pursuing new deals,
mengejar kesepakatan baru, divisi ini juga akan memanfaatkan the division will leverage project financing to build a project
pembiayaan proyek sebagai leverage untuk membangun ecosystem encompassing employees, suppliers, and buyers, while
ekosistem proyek mulai dari karyawan, pemasok, hingga pembeli, creating cross-selling opportunities for other products such as
serta menciptakan kesempatan cross-selling produk lain seperti trade finance, foreign exchange, cash management, and supply
trade finance, valuta asing, manajemen kas, dan pembiayaan chain financing for related business units. This strategy ensures
rantai pasokan untuk business unit terkait. Strategi ini memastikan that each project not only supports the Bank’s asset and revenue
setiap proyek tidak hanya mendukung pertumbuhan aset dan growth but also strengthens Permata Bank’s position as a leading
pendapatan Bank, tetapi juga memperkuat posisi Permata Bank partner in financing high-value and sustainable projects.
sebagai mitra utama dalam pembiayaan proyek bernilai tinggi
dan berkelanjutan.
Advisory Advisory
Divisi Advisory akan terus memperkuat kolaborasi dengan The Advisory Division will continue to strengthen collaboration
pemangku kepentingan internal maupun eksternal untuk with internal and external stakeholders to develop sustainable
mengembangkan solusi keuangan berkelanjutan. Divisi Advisory financial solutions. The Advisory Division not only focuses on
tidak hanya mengembangkan konsep dari produk atau program creating concepts for sustainable financial products or programs
keuangan berkelanjutan, tetapi juga membuat tata kelola but also establishes proper governance to ensure these services
yang tepat sehingga layanan keuangan berkelanjutan dapat can be implemented and accounted for in accordance with
dilaksanakan dan dipertanggungjawabkan sesuai ketentuan yang applicable regulations. In line with the Sustainable Finance Action
berlaku. Sesuai dengan Rencana Aksi Keuangan Berkelanjutan Plan (RAKB), Permata Bank will develop 2wo sustainable financial
(RAKB), Permata Bank akan mengembangkan dua produk atau products or programs: Sustainability-linked Loan (SLL) and
program keuangan berkelanjutan, yaitu Sustainability-linked Transition Financing. These two sustainable financial products
Loan (SLL) dan Transition Financing. Kedua produk atau program or programs are developed with strategic considerations to raise
keuangan berkelanjutan tersebut dikembangkan dengan awareness of sustainable finance practices among clients and to
pertimbangan strategis, serta untuk meningkatkan kesadaran reinforce Permata Bank’s contribution to ESG objectives and the
penerapan keuangan berkelanjutan pada nasabah, dan untuk national NZE target.
memperkuat kontribusi Permata Bank terhadap tujuan ESG dan
target NZE nasional.
238 PT Bank Permata Tbk Laporan Tahunan 2025
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Page 242
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Commercial Banking
Commercial Banking
Commercial Banking
Permata Bank fokus
pada pertumbuhan
kredit dan pendanaan
yang seimbang, didukung
manajemen risiko yang
disiplin dan struktur
dana murah yang kuat.
Dengan mengutamakan
layanan responsif,
produk terintegrasi, dan
hubungan nasabah yang
diperkuat, Permata Bank
berhasil mendorong
efisiensi operasional,
pertumbuhan
berkelanjutan, dan
memperkuat posisinya
sebagai mitra strategis
bagi pelaku usaha.
Permata Bank’s Commercial
Banking is focused on delivering
balanced growth in lending and
funding, underpinned by disciplined
risk management and a strong
low-cost funding base. Through
responsive service, integrated
product offerings, and deeper
customer engagement, the
Bank has enhanced operational
efficiency, supported sustainable
growth, and reinforced its position
as a trusted strategic partner for
business clients.
240 PT Bank Permata Tbk Laporan Tahunan 2025
Page 243
Pada tahun 2025, ekonomi global menunjukkan sinyal stabilisasi seiring meredanya
tekanan inflasi dan mulai bergesernya arah kebijakan moneter di berbagai negara.
Meskipun pertumbuhan global berlangsung moderat, kawasan Asia dan negara
berkembang tetap menjadi penggerak utama sehingga membuka peluang
peningkatan aktivitas perdagangan dan investasi lintas negara, khususnya pada
sektor riil dan pembiayaan korporasi.
Sementara itu, perekonomian Indonesia tetap menunjukkan fundamental
yang terjaga dengan pertumbuhan yang relatif stabil, didukung oleh konsumsi
domestik serta kesinambungan belanja pemerintah. Stabilitas makroekonomi
dan koordinasi kebijakan antara otoritas fiskal dan moneter, termasuk kebijakan
suku bunga Bank Indonesia yang relatif stabil sepanjang 2025, turut menjaga
kepercayaan pelaku usaha dan mendukung keberlangsungan aktivitas ekonomi,
khususnya pada segmen komersial dan korporasi.
Sejalan dengan perkembangan tersebut, industri perbankan nasional sepanjang
2025 mencatat pertumbuhan kredit dan Dana Pihak Ketiga (DPK) yang
berkelanjutan, disertai kualitas aset dan tingkat permodalan yang tetap terjaga.
Di tengah dinamika ekonomi global dan persaingan industri yang semakin ketat,
Permata Bank dituntut untuk mengelola struktur pendanaan secara prudent,
mengoptimalkan portofolio kredit berdasarkan profil risiko, serta mengembangkan
layanan perbankan yang bernilai tambah guna mendukung kebutuhan nasabah
komersial dan korporasi.
In 2025, the global economy showed signs of stabilization as inflationary pressures
eased and the direction of monetary policy began to shift across various countries.
Although global growth remained moderate, Asia and emerging economies
continued to serve as the primary engines of expansion, creating opportunities for
increased cross-border trade and investment–particularly in the real sector and
corporate financing.
Meanwhile, Indonesia’s economy continued to demonstrate sound fundamentals
with relatively stable growth, underpinned by resilient domestic consumption and
sustained government spending. Macroeconomic stability, together with strong
policy coordination between fiscal and monetary authorities–including Bank
Indonesia’s relatively stable interest rate policy throughout 2025–helped preserve
business confidence and support the continuity of economic activity, particularly
within the commercial and corporate segments.
In line with these developments, the national banking industry throughout 2025
recorded sustainable growth in credit and Third-Party Funds (DPK), accompanied
by maintained asset quality and capital adequacy levels. Amid global economic
dynamics and increasingly intense industry competition, Permata Bank was
required to manage funding structures prudently, optimize credit portfolios based
on risk profiles, and develop value-added banking services to support the needs of
commercial and corporate customers.
2025 Annual Report PT Bank Permata Tbk 241
Page 244
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dalam menghadapi dinamika tersebut, Direktorat Commercial In facing these dynamics, Permata Bank’s Commercial Banking
Banking Permata Bank secara proaktif memanfaatkan Directorate proactively seized growth opportunities through
peluang pertumbuhan melalui ekspansi portofolio kredit yang measured credit portfolio expansion, strengthening transaction-
terukur, penguatan solusi pembiayaan berbasis transaksi, based financing solutions, and deepening partnerships with
serta pendalaman kemitraan dengan nasabah komersial dan commercial and corporate customers. This strategy supported the
korporasi. Strategi ini mendukung penciptaan pertumbuhan creation of sustainable growth while strengthening Permata Bank’s
yang berkelanjutan sekaligus memperkuat posisi Permata Bank position as a strategic partner for national businesses.
sebagai mitra strategis bagi pelaku usaha nasional.
Kinerja Commercial Banking dan Penghargaan Commercial Banking Performance and
Tahun 2025 Awards in 2025
Pada tahun 2025, Commercial Banking Permata Bank mampu In 2025, Permata Bank’s Commercial Banking segment delivered
mencatat kinerja yang terjaga dengan fokus pada pertumbuhan resilient performance, underpinned by a balanced growth strategy
yang berimbang dan pengelolaan risiko yang disiplin. Di tengah and disciplined risk management. Amid industry conditions
kondisi industri yang ditandai oleh likuiditas yang memadai, characterized by ample liquidity, intense funding competition,
persaingan pendanaan, serta dinamika suku bunga, Bank and interest rate dynamics, the Bank pursued a selective business
menjalankan strategi bisnis secara selektif dengan mengutamakan approach that prioritized asset quality and the sustainability of
kualitas aset dan keberlanjutan kinerja jangka panjang. long-term performance.
Dari sisi penyaluran kredit, Commercial Banking membukukan In terms of credit distribution, Commercial Banking recorded
portofolio kredit sebesar Rp20,2 triliun yang dikelola secara a credit portfolio of Rp20.2 trillion, managed prudently with a
prudent dengan tingkat Non-Performing Loan (NPL) yang tetap controlled Non-Performing Loan (NPL) ratio of 2.3%, in line with
terkendali sebesar 2,3% dan sejalan dengan profil risiko Bank. the Bank’s risk profile. Disciplined underwriting approaches,
Pendekatan underwriting yang disiplin, pemantauan portofolio continuous portfolio monitoring, and a focus on customers with
secara berkelanjutan, serta fokus pada nasabah dengan solid business fundamentals supported asset quality stability.
fundamental usaha yang solid turut mendukung stabilitas
kualitas aset.
Dari sisi pendanaan, DPK Commercial Banking pada Desember From a funding perspective, Commercial Banking customer
2025 dibukukan sebesar Rp28,8 triliun. Commercial Banking deposits stood at Rp28.8 trillion as of December 2025.
Permata Bank terus memperkuat struktur pendanaan melalui Permata Bank’s Commercial Banking segment continued to
peningkatan kontribusi Current Account & Saving Account strengthen its funding structure by increasing the contribution
(CASA). Hingga Desember 2025, saldo CASA tercatat sebesar of Current Account and Savings Account (CASA) deposits. As
Rp21,0 triliun dengan rasio CASA mencapai 73%. Posisi tersebut of December 2025, CASA balances reached Rp21.0 trillion,
mencerminkan pertumbuhan CASA sebesar 68% dibandingkan representing a CASA ratio of 73%, which reflected a 68% year-
periode yang sama tahun sebelumnya yang tercatat sebesar on-year increase from Rp12.5 trillion in the same period of the
Rp12,5 triliun. Komposisi pendanaan ini mendukung efisiensi biaya previous year. This funding composition supported greater cost-
dana serta memperkuat ketahanan likuiditas di tengah dinamika of-funds efficiency and reinforced liquidity resilience amid the
industri perbankan. evolving dynamics of the banking industry.
Pertumbuhan kredit yang berimbang, didukung oleh struktur Balanced credit growth, supported by an efficient funding
pendanaan yang efisien, berkontribusi positif terhadap kinerja structure, positively contributed to Commercial Banking’s
profitabilitas Commercial Banking. Sepanjang 2025, Commercial profitability performance. Throughout 2025, Commercial Banking
Banking membukukan total pendapatan sebesar Rp1,052 miliar, generated total revenue of Rp1.052 billion, with fee-based income
dengan pendapatan fee based income sebesar Rp135 miliar. of Rp135 billion. This achievement reflects the effectiveness of
Pencapaian ini mencerminkan efektivitas strategi bisnis Commercial Banking’s business strategy in supporting sustainable
Commercial Banking dalam mendukung pertumbuhan yang growth and the financial performance quality of Permata Bank.
berkelanjutan dan kualitas kinerja keuangan Permata Bank.
Dari sisi pelayanan kepada nasabah, Commercial Banking In terms of customer service, Commercial Banking consistently
senantiasa menempatkan kepuasan nasabah sebagai prioritas prioritizes customer satisfaction. Commercial Banking
utama. Commercial Banking berhasil meningkatkan tingkat successfully improved customer satisfaction levels, reflected in the
242 PT Bank Permata Tbk Laporan Tahunan 2025
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kepuasan pelanggan, tercermin dari hasil survei Net Promotor Net Promoter Score (NPS) survey results, which increased from 23
Score (NPS) yang meningkat dari 23 di 2024 menjadi 66 di 2025 in 2024 to 66 in 2025 by prioritizing relationships with customers.
dengan mengedepankan relationship dengan nasabah.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sepanjang tahun 2025, segmen Commercial Banking beroperasi di Throughout 2025, the Commercial Banking segment operated
tengah lingkungan usaha yang semakin menantang, dipengaruhi in an increasingly challenging business environment, shaped by
oleh ketidakpastian ekonomi global, penyesuaian kebijakan global economic uncertainty, adjustments in monetary policy,
moneter, serta meningkatnya volatilitas pasar keuangan. Dinamika and heightened volatility in financial markets. These dynamics
tersebut berdampak pada pola permintaan pembiayaan, struktur affected financing demand patterns, funding cost structures,
biaya dana, dan profil risiko nasabah sehingga menuntut Permata and customer risk profiles, requiring Permata Bank to pursue an
Bank untuk menjalankan strategi bisnis yang adaptif dengan adaptive business strategy while remaining firmly anchored in
tetap berlandaskan prinsip kehati-hatian. prudential principles.
Selama tahun 2025, BI melakukan penurunan BI Rate sebesar During 2025, Bank Indonesia reduced the BI Rate by a cumulative
125 basis poin dari 6,00% di Desember 2024 menjadi 4,75% per 125 basis points, from 6.00% in December 2024 to 4.75% as
Desember 2025. Penurunan BI Rate ini membuat persaingan suku of December 2025. This easing cycle intensified competition
bunga kredit dengan bank kompetitor menjadi semakin ketat in lending rates among peer banks and posed challenges to
dan menjadi tantangan dalam menumbuhkan portofolio kredit expanding the Commercial Banking loan portfolio.
Commercial Banking.
Tantangan dalam menumbuhkan portofolio sustainability untuk The challenge in growing the sustainability portfolio for
Commercial Banking terutama adalah lack of awareness dari Commercial Banking was mainly the lack of awareness among
nasabah Commercial Banking terhadap konsep sustainability, Commercial Banking customers regarding sustainability
terutama di Indonesia. Perkembangan usaha nasabah belum concepts, especially in Indonesia. The development of customers’
disertai oleh berkembangnya kesadaran terhadap lingkungan. businesses was not accompanied by a corresponding growth in
environmental awareness.
Persaingan penghimpunan DPK, khususnya dana murah juga Competition in deposit mobilization–particularly for low-cost
semakin ketat seiring dinamika suku bunga dan perubahan funds–intensified amid interest rate dynamics and shifting
preferensi nasabah. Tekanan terhadap margin mendorong Bank customer preferences. Margin pressures prompted the Bank to
untuk menyeimbangkan pertumbuhan kredit dan profitabilitas strike a balance between loan growth and profitability through
melalui pengelolaan struktur pendanaan yang efisien, efficient funding structure management, enhanced operational
peningkatan efisiensi operasional, serta penguatan pendapatan efficiency, and the strengthening of fee-based income streams.
berbasis biaya.
Strategi Bisnis Commercial Banking Tahun Commercial Banking Business Strategy for
2025 2025
Dalam upaya mendorong pertumbuhan usaha yang In an effort to drive sustainable business growth, Permata Bank’s
berkelanjutan, Commercial Banking Permata Bank secara Commercial Banking consistently maintained its commitment to
konsisten mempertahankan komitmennya untuk memberikan providing the best service quality to the middle-market corporate
kualitas layanan terbaik kepada segmen nasabah korporasi kelas and local conglomerate customer segments spread across major
menengah (middle market) dan lokal konglomerasi yang tersebar cities. This business strategy was directed at capturing growth
di kota-kota besar. Strategi bisnis ini diarahkan untuk menangkap opportunities in various potential regions while adhering to
peluang pertumbuhan di berbagai wilayah potensial dengan prudence principles to maintain asset quality and strengthen long-
tetap mengedepankan prinsip kehati-hatian guna menjaga term customer relationships.
kualitas aset sekaligus memperkuat hubungan jangka panjang
dengan nasabah.
Sejalan dengan hal tersebut, Commercial Banking juga terus In line with this, Commercial Banking also continued to strengthen
memperkuat kolaborasi dengan Branch Network sebagai collaboration with the Branch Network as one of the main channels
salah satu kanal utama akuisisi dan pengembangan nasabah. for customer acquisition and development. Collaboration with
Kolaborasi dengan Branch Network dengan menggiatkan the Branch Network through increasing customer referrals from
2025 Annual Report PT Bank Permata Tbk 243
Page 246
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
referral nasabah dari tim Network ke Commercial Banking, the Network team to Commercial Banking, both for new-to-bank
baik untuk nasabah baru (new to bank), ataupun cross-selling customers and cross-selling to existing customers for loan facilities
nasabah eksisting ke fasilitas pinjaman dan produk lainnya and other products, was a focus in 2025. Close synergy between
menjadi hal yang difokuskan di tahun 2025. Sinergi yang erat Commercial Banking and the Branch Network enabled market
antara Commercial Banking dan Branch Network memungkinkan potential optimization, accelerated credit and DPK customer
optimalisasi potensi pasar, percepatan akuisisi nasabah kredit acquisition, and improved end-to-end service effectiveness for
dan DPK, serta peningkatan efektivitas layanan kepada nasabah commercial and corporate customers.
komersial dan korporasi secara end-to-end.
Dari sisi manajemen risiko, Commercial Banking menegaskan In terms of risk management, Commercial Banking reaffirmed
penerapan credit discipline secara konsisten guna menjaga the consistent application of credit discipline to maintain
kualitas portofolio kredit dan menyelaraskan proses bisnis credit portfolio quality and align business processes across
di seluruh lini. Penguatan fungsi analisis kredit di lini depan, all lines. Strengthening the credit analysis function at the front
peningkatan kompetensi tim analis, serta penyempurnaan line, improving analyst team competency, and refining credit
alur proses kredit menjadi fokus utama untuk memastikan processes were the main focuses to ensure prudent, responsive,
pengambilan keputusan kredit yang prudent, responsif, dan and customer satisfaction-oriented credit decision-making.
berorientasi pada kepuasan nasabah.
Sebagai bagian dari strategi mitigasi, Commercial Banking As part of the mitigation strategy, Permata Bank’s Commercial
Permata Bank memperkuat penerapan manajemen risiko Banking strengthened the implementation of risk management and
dan prinsip kehati-hatian melalui penyempurnaan proses prudence principles through underwriting process improvements,
underwriting, pemantauan portofolio kredit secara berkelanjutan, continuous credit portfolio monitoring, and measured asset and
serta pengelolaan aset dan liabilitas yang terukur. Pendekatan liability management. This approach supported the creation of a
ini mendukung terciptanya keseimbangan antara likuiditas, balance between liquidity, credit growth, and profitability while
pertumbuhan kredit, dan profitabilitas, sekaligus memperkuat strengthening the achievement of sustainable risk-adjusted returns
pencapaian risk-adjusted return yang berkelanjutan dan and supporting balanced long-term growth for Permata Bank’s
mendukung pertumbuhan Commercial Banking Permata Bank Commercial Banking.
secara berimbang dalam jangka panjang.
Sementara dari sisi layanan, Commercial Banking senantiasa From a service perspective, Commercial Banking consistently
menempatkan kepuasan nasabah sebagai prioritas utama. prioritized customer satisfaction. This was supported by the use
Pemanfaatan survei kepuasan nasabah, customer feedback of customer satisfaction surveys, the integration of customer
yang terintegrasi dalam aktivitas Relationship Manager, serta feedback into Relationship Manager activities, and enhanced
penguatan peran senior management engagement menjadi dasar senior management engagement as key elements of service
evaluasi dan penyempurnaan layanan. Selain itu penawaran suku evaluation and continuous improvement. In addition, competitive
bunga yang kompetitif, proses bisnis yang cepat, mudah, dan interest rate offerings, fast, simple, and secure business processes,
aman, serta kualitas hubungan yang terjaga dengan nasabah and the ongoing maintenance of strong customer relationships
juga diharapkan dapat memperkuat loyalitas nasabah dan were expected to strengthen customer loyalty and support
mendukung pertumbuhan usaha yang berkelanjutan. sustainable business growth.
Dari sisi pengembangan kapabilitas internal karyawan, In terms of developing internal employee capabilities, Commercial
Commercial Banking secara berkelanjutan mengembangkan Banking continuously developed employee capabilities through
kapabilitas karyawan melalui program pelatihan dan coaching targeted training and coaching programs for both hard skills
yang terarah baik untuk peningkatan hard skills maupun soft and soft skills enhancement. This approach aimed to ensure the
skills. Pendekatan ini bertujuan memastikan kesiapan para readiness of Commercial Banking personnel in facing business
personel Commercial Banking dalam menghadapi dinamika dynamics while maintaining professionalism standards and
bisnis sekaligus menjaga standar profesionalisme dan kualitas service quality. To ensure the fulfillment of Man Power Planning
layanan. Untuk memastikan terpenuhinya Man Power Planning (MPP) for Relationship Managers, as the frontline spearhead for
(MPP) dari Relationship Manager, selaku tombak terdepan business development and serving customer needs, Commercial
untuk mengembangkan bisnis dan melayani kebutuhan Banking conducted the Banking Associate Program-Relationship
nasabah, Commercial Banking mengadakan program Banking Manager (BAP-RM) with selective candidate criteria and targeted
244 PT Bank Permata Tbk Laporan Tahunan 2025
Page 247
Associate Program-Relationship Manager (BAP-RM) dengan training programs to develop the soft skills and hard skills required
kriteria pemilihan kandidat yang selektif dan diberikan program to fulfill the role of Commercial Banking RM.
pelatihan yang terarah untuk mengembangkan soft skill dan
hard skill yang dibutuhkan untuk memenuhi peran sebagai
RM Commercial Banking.
Fokus Pengembangan Bisnis dan Inovasi Focus on Business Development and Product
Produk dan/atau Layanan Commercial and/or Service Innovation for Commercial
Banking Tahun 2025 Banking in 2025
Pada tahun 2025, Commercial Banking memfokuskan In 2025, Commercial Banking focused business development
pengembangan bisnis pada upaya perluasan portofolio aset on expanding asset and DPK portfolios by leveraging extensive
dan DPK dengan mengandalkan keunggulan jaringan yang luas, network advantages, comprehensive banking services,
layanan perbankan yang komprehensif, serta ragam produk and integrated financial product ranges. This strategy was
keuangan yang terintegrasi. Strategi ini dijalankan melalui implemented by strengthening synergy with Transaction Banking
penguatan sinergi dengan Transaction Banking dan Treasury and Treasury to drive cross-selling to existing customers, thereby
guna mendorong penjualan silang (cross-selling) kepada nasabah enhancing relationship depth and optimizing business value from
eksisting sehingga dapat meningkatkan kedalaman hubungan each customer.
dan optimalisasi nilai bisnis dari setiap nasabah.
Untuk mendukung strategi tersebut, Perseroan didukung oleh tim To support this strategy, the Company was supported by
dedicated yang secara khusus berperan dalam memasarkan dedicated teams specifically tasked with marketing various
berbagai produk dan solusi keuangan, termasuk Trade Finance, financial products and solutions, including Trade Finance, Foreign
Foreign Exchange (FX), dan obligasi. Pendekatan ini bertujuan Exchange (FX), and bonds. This approach aimed to provide more
untuk memberikan solusi yang lebih menyeluruh sesuai dengan comprehensive solutions tailored to customers’ transaction and
kebutuhan transaksi dan pengelolaan keuangan nasabah, financial management needs while driving sustainable fee-based
sekaligus mendorong pertumbuhan pendapatan berbasis biaya income growth.
secara berkelanjutan.
Di 2025, Commercial Banking melakukan pengembangan In 2025, Commercial Banking developed Optical Character
Optical Character Recognition (OCR) scan rekening koran untuk Recognition (OCR) scanning of account statements to move
menuju ke arah digitalisasi dan paperless. Pengembangan sistem towards digitalization and paperless operations. The development
Permata e-Business juga terus dilakukan sebagai inovasi transaksi of the Permata e-Business system was also continued as a digital
berbasis kanal digital. channel-based transaction innovation.
Melalui fokus pengembangan bisnis dan inovasi layanan yang Through this continuous focus on business development and
berkesinambungan tersebut, Commercial Banking diharapkan service innovation, Commercial Banking is expected to strengthen
dapat memperkuat daya saing, meningkatkan kualitas layanan, competitiveness, improve service quality, and support balanced
serta mendukung pertumbuhan bisnis yang berimbang dan and sustainable business growth throughout 2025.
berkelanjutan sepanjang tahun 2025.
Rencana Strategi Tahun 2026 Strategic Plan for 2026
Dengan mempertimbangkan potensi pertumbuhan pasar Considering the still-solid growth potential of the commercial
perbankan komersial yang masih solid, Permata Bank memandang banking market, Permata Bank views the Commercial Banking
segmen Commercial Banking tetap memiliki prospek yang positif segment as having positive prospects in 2026. The stability of
pada tahun 2026. Stabilitas aktivitas ekonomi di kota-kota besar, economic activities in major cities, increasing financing and
meningkatnya kebutuhan pembiayaan dan transaksi nasabah transaction needs of middle-market corporate customers, and
korporasi kelas menengah, serta peluang pengembangan opportunities for transaction-based service development form the
layanan berbasis transaksi menjadi landasan utama dalam main foundation for setting Commercial Banking’s future business
penetapan arah bisnis Commercial Banking ke depan. direction.
2025 Annual Report PT Bank Permata Tbk 245
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Untuk mengoptimalkan peluang tersebut, Commercial Banking To optimize these opportunities, Commercial Banking will direct
akan mengarahkan strategi pertumbuhan melalui penetrasi growth strategies through more focused penetration of financial
produk dan layanan keuangan yang lebih terfokus pada industri- products and services in priority industries, while adhering to
industri prioritas, dengan tetap mengedepankan prinsip kehati- prudence principles. This development will be supported by
hatian. Pengembangan ini akan didukung oleh penguatan strengthening service capabilities in strategic regions, including
kapabilitas layanan di wilayah strategis, termasuk implementasi the implementation of a Commercial Business Center in Jakarta
Commercial Business Center di Jakarta sebagai pusat pengelolaan as a commercial business management hub, which is expected
bisnis komersial yang diharapkan dapat meningkatkan efektivitas to enhance service effectiveness, relationship depth, and
layanan, kedalaman relasi, serta produktivitas bisnis. business productivity.
Dalam rangka memperluas basis nasabah dan meningkatkan To expand the customer base and improve growth quality,
kualitas pertumbuhan, Commercial Banking akan terus Commercial Banking will continue collaboration and synergy
melanjutkan kolaborasi dan sinergi dengan Branch Network, with the Branch Network, particularly in customer acquisition
khususnya dalam akuisisi dan referral nasabah. Kolaborasi and referrals. Collaboration with Corporate Banking will also
dengan Corporate Banking juga akan difokuskan untuk eksplorasi be focused on exploring potential from buyers/suppliers in the
potensi dari pembeli/penjual dalam rantai pasok (value chain) value chain of Corporate Banking customers. Collaboration with
dari nasabah Corporate Banking. Kolaborasi dengan Consumer Consumer Banking will also be conducted to explore referral
Banking juga dilakukan untuk eksplorasi potensi referral dari potential from Priority/Private individual customers as company
nasabah individu Priority/Private selaku pemilik Perusahaan owners to be offered as Commercial Banking customers.
untuk ditawarkan menjadi nasabah Commercial Banking.
Dari sisi pricing, di 2026 Commercial Banking akan In terms of pricing, in 2026, Commercial Banking will optimize
mengoptimalkan margin baik dari sisi kredit dan DPK dengan margins for both credit and TPF by maintaining interest rates at
secara mempertahankan suku bunga di tingkat yang sehat, healthy levels while remaining competitive with competitor banks.
namun dapat tetap bersaing dengan bank kompetitor.
Pada saat yang sama, Commercial Banking akan Simultaneously, Commercial Banking will optimize its role as
mengoptimalkan perannya sebagai bank operasional nasabah customers’ operational bank by encouraging the integrated
dengan mendorong pemanfaatan produk dan layanan secara use of products and services to increase customer loyalty while
terintegrasi sehingga dapat meningkatkan loyalitas nasabah strengthening transaction and fee-based income.
sekaligus memperkuat pendapatan berbasis transaksi
dan biaya.
Dari sisi pelayanan kepada nasabah, Commercial Banking akan In terms of customer service, Commercial Banking will continue
terus mempertahankan dan meningkatkan kepuasan pelanggan, to maintain and improve customer satisfaction, as achieved in
seperti yang telah dicapai di tahun 2025 terbukti dari survei 2025, evidenced by the Net Promoter Score (NPS) survey which
Net Promotor Score (NPS) yang meningkat di angka 66 dari increased to 66 from 23 in 2024. The main focus will be on building
sebelumnya 23 di tahun 2024. Fokus utama dengan membangun and maintaining long-term engagement through relationship-
dan memelihara engagement jangka panjang melalui pendekatan based approaches, including organizing customer activities and
berbasis relasi, antara lain melalui penyelenggaraan kegiatan participating in various relevant business initiatives. This approach
nasabah dan partisipasi dalam berbagai inisiatif bisnis yang is expected to not only strengthen Permata Bank’s positioning as
relevan. Pendekatan ini diharapkan tidak hanya memperkuat customers’ primary financial partner but also open opportunities
positioning Permata Bank sebagai mitra keuangan utama for sustainable business growth.
nasabah, tetapi juga membuka peluang pertumbuhan bisnis yang
berkelanjutan.
246 PT Bank Permata Tbk Laporan Tahunan 2025
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Di tahun 2026, Commercial Banking berencana untuk In 2026, Commercial Banking plans to establish a Commercial
membangun Commercial Business Center di Jalan M. H. Thamrin, Business Center on Jalan M. H. Thamrin, where all Commercial
di mana seluruh divisi dan unit Commercial Banking di Jakarta Banking divisions and units in Jakarta will occupy the same
akan menempati gedung yang sama, sehingga diharapkan building. This is expected to improve inter-unit coordination,
koordinasi antar unit dapat ditingkatkan, mempercepat proses accelerate processes, and provide maximum service to customers.
dan memberikan pelayanan yang maksimal kepada nasabah.
Dengan menerapkan strategi yang terarah, dukungan By implementing a focused strategy, supported by adequate
infrastruktur bisnis yang memadai, serta penguatan kapabilitas business infrastructure, and strengthening organizational
organisasi, Commercial Banking Permata Bank optimis dapat capabilities, Permata Bank’s Commercial Banking is optimistic
memanfaatkan peluang pasar secara optimal dan mencatatkan about optimally leveraging market opportunities and recording
pertumbuhan kinerja yang sehat, berimbang, dan berkelanjutan healthy, balanced, and sustainable performance growth in 2026.
pada tahun 2026.
2025 Annual Report PT Bank Permata Tbk 247
Page 250
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Unit Usaha Syariah
Sharia Business Unit
UUS Permata Bank terus
memperkuat ekosistem
Perbankan Syariah
melalui inovasi produk
dan layanan digital
termasuk tabungan
multivaluta Saudi Riyal,
pembiayaan berbasis
syariah untuk investasi
emas, dan validasi
pembayaran porsi
Haji pada kanal digital.
Konsistensi dalam
menghadirkan layanan
yang unggul berhasil
mengantarkan UUS
meraih penghargaan
“Best Banking
Service Excellence
Award” selama 15 kali
berturut-turut.
UUS Permata Bank continues to
strengthen the Sharia Banking
ecosystem through innovative
products and digital services,
including Saudi Riyal multi-currency
savings accounts, sharia-based
financing for gold investment, and
Hajj portion payment validation
through digital channel. Its consistent
commitment to deliver superior
services has earned UUS the “Best
Banking Service Excellence Award”
for 15 consecutive years.
248 PT Bank Permata Tbk Laporan Tahunan 2025
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Dinamika Industri Perbankan Syariah Nasional
Perkembangan industri Perbankan Nasional, termasuk sektor Perbankan Syariah
terus mengalami kinerja yang baik di tengah tekanan makroekonomi domestik
maupun global. Berdasarkan publikasi Otoritas Jasa Keuangan (OJK), nilai
aset Perbankan Syariah Nasional (di luar Bank Perekonomian Rakyat Syariah/
BPRS) per November 2025 meningkat 10,76% (YoY) menjadi Rp1.009,09 triliun,
melampaui pertumbuhan aset Perbankan Nasional dan Konvensional yang
masing-masing berada pada level 8,56% dan 8,60%.
Kinerja positif ini turut mendorong peningkatan pangsa pasar Perbankan
Syariah terhadap industri Perbankan Nasional dari 7,39% menjadi 7,54% per
November 2025.
Dari sisi kebijakan moneter, Bank Indonesia (BI) mempertahankan arah
pelonggaran secara bertahap melalui penurunan BI Rate hingga mencapai 4,75%
pada tahun 2025. Kebijakan ini memberikan stimulus yang lebih akomodatif bagi
industri Perbankan, termasuk Perbankan Syariah, terutama melalui penurunan
biaya dana dan penguatan ruang ekspansi pembiayaan. Sejalan dengan itu, OJK
memperkuat kerangka prudensial dengan akan menetapkan ketentuan Liquidity
Coverage Ratio (LCR) dan Net Stable Funding Ratio (NSFR) bagi Bank Umum
Syariah (BUS) dan Unit Usaha Syariah (UUS). Pengaturan ini diarahkan untuk
memastikan ketahanan likuiditas, menjaga kualitas pertumbuhan pembiayaan,
serta mendukung keberlanjutan fungsi intermediasi sektor syariah.
Dynamic of the National Sharia Banking Industry
The development of the National Banking industry, including the Sharia Banking
segment, continue to demonstrate strong performance amid both domestic and
global macroeconomic pressures. According to Financial Service Authority (FSA/
OJK) publications, total assets of the National Sharia Banking assets (excluding
Sharia Rural Banks/BPRS) as of November 2025 increased 10.76% (YoY) to
Rp1,009.09 trillion, surpassing the asset growth of both National Banking and
Conventional Banking, which stood at 8.56% and 8.60%, respectively.
This positive performance also strengthened the market share of Sharia Banking
within the National Banking industry from 7.39% to 7.54% as of November 2025.
From a monetary policy perspective, Bank Indonesia (BI) maintained its gradual
easing stance through a reduction of the BI Rate to 4.75% in 2025. This policy
provided a more accommodative stimulus for the Banking industry, including
Sharia Banking, particularly through lower funding costs and wider room for
financing expansion. In parallel, OJK strengthened prudential frameworks by
introducing Liquidity Coverage Ratio (LCR) and Net Stable Funding Ratio (NSFR)
requirements for Sharia Commercial Banks (BUS) and Sharia Business Units
(UUS). These regulations aim to ensure liquidity resilience, maintain prudent
financing growth, and support the sustainability of Sharia intermediary function.
2025 Annual Report PT Bank Permata Tbk 249
Page 252
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Hingga November 2025, kinerja Perbankan Syariah (di luar As of November 2025, Sharia Banking (excluding BPRS) continue
BPRS) menunjukkan tren yang solid tercermin dari pertumbuhan to show solid performance, reflected in financing growth to third
pembiayaan kepada pihak ketiga yang mencapai 7,68% (YoY) parties of 7.68% (YoY) to Rp670.07 trillion, exceeding National
menjadi Rp670,07 triliun, melampaui kenaikan kredit Perbankan Banking third party lending growth of 7.61% (YoY). This growth
Nasional yang tercatat sebesar 7,61% (YoY). Pertumbuhan tersebut was accompanied by well maintained financing quality with Non-
juga disertai dengan kualitas pembiayaan dengan Non-Performing Performing Financing (NPF) below 5,00%, indicated by gross NPF
Financing (NPF) yang tetap terjaga di bawah 5,00%, tercermin ratio of 2.26% and net NPF ratio of 0.89%, demonstrating strong
NPF gross sebesar 2,26% dan NPF net sebesar 0,89%, yang risk management and a healthy financing profile across the Sharia
menunjukkan kemampuan manajemen risiko yang baik dan profil Banking sector.
pembiayaan yang sehat di sektor Perbankan Syariah.
Dari sisi pendanaan, Dana Pihak Ketiga (DPK) Perbankan Syariah On the funding side, Third-Party Funds (TPF/DPK) in Sharia
meningkat 13,43% (YoY) menjadi Rp801,20 triliun dengan rasio Banking grew 13.43% (YoY) to Rp801.20 trillion with a Financing-to-
pembiayaan terhadap DPK (Financing to Deposit Ratio/FDR) Deposit Ratio (FDR) of 83.63%.
Perbankan Syariah berada pada 83,63%.
Dengan tren positif yang dicatatkan Perbankan Syariah hingga With the positive trends recorded by Sharia Banking through
November 2025, Permata Bank memandang bahwa kontribusi November 2025, Permata Bank views the contribution of UUS and
UUS dan BUS terhadap perekonomian nasional terus menunjukkan BUS to the national economy as continually increasing, including
peningkatan, termasuk dalam mendorong pertumbuhan inklusi in advancing Sharia financial inclusion in Indonesia. Furthermore,
keuangan syariah di Indonesia. Di samping itu, ketahanan the resilience of Sharia Banking infrastructure remains an
infrastruktur Perbankan Syariah yang tetap terjaga menjadi faktor important factor in ensuring that service quality for the public is
penting dalam memastikan bahwa kualitas layanan kepada optimally maintained.
masyarakat dapat dipertahankan secara optimal.
Kinerja UUS Permata Bank dan Penghargaan Permata Bank’s UUS Performance and Awards
Tahun 2025 in 2025
Seiring dengan momentum pertumbuhan sektor Perbankan Aligned with the sustained positive momentum in the Sharia
Syariah yang terus menunjukkan tren positif, UUS Permata Bank Banking sector, Permata Bank’s UUS successfully maintained
berhasil mempertahankan kinerja, sebagaimana tercermin dari strong performance, as reflected in key financial indicators that
sejumlah indikator keuangan utama yang tetap kuat dan stabil. remained robust and stable. As of December 2025, total assets
Sampai dengan posisi Desember 2025, total aset UUS Permata of Permata Bank’s UUS reached Rp36.82 trillion with a Return
Bank tercatat sebesar Rp36,82 triliun, dengan Return on Asset on Assets (RoA) of 2.70%, significantly above the Sharia Banking
(RoA) sebesar 2,70% jauh di atas rata-rata industri Perbankan industry average of 1.97% as of November 2025. Financing
Syariah posisi November 2025 sebesar 1,97%. Dari sisi penyaluran reached Rp23.84 trillion, contributing 14.63% to Permata Bank’s
pembiayaan mencapai Rp23,84 triliun yang memberikan total financing, while portfolio quality remained healthy with a
kontribusi sebesar 14,63% terhadap total pembiayaan Permata gross NPF of 1.19%, well below the Sharia Banking industry average
Bank, serta diikuti dengan kemampuan dalam menjaga kualitas of 2.26% in November 2025.
portofolio yang tetap sehat dengan NPF gross sebesar 1,19%, jauh
lebih rendah dibandingkan rata-rata industri Perbankan Syariah
pada bulan November 2025 sebesar 2,26%.
Sejalan dengan pembiayaan, UUS Permata Bank juga In line with financing, Permata Bank’s UUS also actively
aktif menghimpun dana nasabah sehingga DPK mencapai strengthened its funding base, with TPF reaching Rp26.99 trillion
Rp26,99 triliun dan diikuti dengan rasio CASA yang kuat and the CASA ratio at a strong 73.59%, showing a significant
mencapai 73,59% sehingga mengalami peningkatan signifikan improvement from December 2024 , when it stood at 56.88%.
dibandingkan posisi bulan Desember 2024 sebesar 56,88%. The contribution of Permata Bank’s UUS TPF to total TPF of
Kontribusi total DPK UUS Permata Bank terhadap keseluruhan Permata Bank reached 14.00%. This funding performance
250 PT Bank Permata Tbk Laporan Tahunan 2025
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DPK Permata Bank mencapai 14,00%. Pencapaian DPK ini turut supported balanced financing growth and continuous liquidity
menyeimbangkan pembiayaan yang sehat dengan manajemen management, keeping the FDR at a prudent level of 88.32%,
likuiditas secara berkesinambungan, sekaligus menjaga rasio FDR thereby ensuring both liquidity and financial stability.
pada level yang prudent sebesar 88,32% sehingga likuiditas dan
stabilitas perbankan tetap terjaga.
Jika ditinjau dari sisi profitabilitas, laba operasional UUS Permata From a profitability standpoint, operating profit of Permata Bank’s
Bank meningkat 161,58% yoy, didorong oleh peningkatan UUS Unit increased by 161.58% yoy, driven by a 6.40% yoy increase
pendapatan setelah distribusi bagi hasil sebesar 6,40% yoy in revenue after profit-sharing distributions and the recovery of
serta pemulihan cadangan kerugian penurunan nilai. Kinerja loss impairment allowances. This strong revenue performance
pendapatan yang positif ini berhasil mengungkit laba bersih elevated net profit, with surged 160.63% yoy to Rp1.01 trillion.
sehingga mengalami kenaikan 160,63% yoy menjadi Rp1,01 triliun.
Keberhasilan UUS Permata Bank dalam mencatatkan kinerja The strong financial performance reaffirmed the position of
keuangan yang impresif semakin menegaskan posisinya sebagai Permata Bank’s UUS as the 4th largest UUS in Indonesia (with
UUS terbesar ke-4 di Indonesia (Bank Tabungan Negara/BTN Bank Tabungan Negara/BTN Syariah still classified as an UUS)
Syariah masih berstatus UUS) dan peringkat ke-6 di antara seluruh and ranked 6th among all Sharia Banks as of September 2025.
Bank Syariah per posisi September 2025. Selain itu, konsistensi UUS Moreover, the consistent delivery of innovative, customer-centric
Permata Bank dalam menghadirkan inovasi berkelanjutan pada products and services, combined with a strong commitment to
produk dan layanan yang berorientasi pada kebutuhan nasabah, sharia governance, enabled the unit to secure the “Best Banking
serta komitmen yang kuat dalam menjalankan praktik bisnis Service Excellence Award” for the 15th consecutive year. The
sesuai dengan prinsip tata kelola syariah, telah mengantarkan award, presented by InfoBank Magazine in collaboration with
unit kerja strategis ini meraih penghargaan “Best Banking Service Market Research Indonesia (MRI), recognizes outstanding service
Excellence Award” sebanyak 15 kali berturut-turut. Penghargaan quality and sustained customer satisfaction. UUS Permata Bank
tersebut diberikan oleh Majalah InfoBank bekerja sama dengan also received the “Indonesia 20 Syariah Excellent Awards 2025”
Market Research Indonesia (MRI) sebagai bentuk pengakuan in the Banking category from The Iconomics, an annual award
atas keunggulan kualitas layanan dan kepuasan nasabah yang recognizing sharia-based companies evaluated on their financial
terjaga secara berkelanjutan. UUS Permata Bank juga menerima performance. Furthermore, UUS Permata Bank was honored
penghargaan sebagai “Indonesia 20 Syariah Excellent Awards “Indonesia Sharia and Halal Top Brand Awards 2025” from
2025” pada kategori Perbankan dari The Iconomics yang Warta Ekonomi as the Indonesia Best Sharia Business Unit of
memberikan penghargaan tahunan untuk perusahaan syariah Conventional Bank 2025 with Corporate Strategy Implementation
yang dinilai berdasarkan kinerja keuangan. Selain itu, UUS Permata to Maintain Business Performance. Recognition from external
Bank mendapatkan “Indonesia Sharia and Halal Top Brand Awards stakeholders was also received by Zakah and Benefaction Fund
2025” dari Warta Ekonomi sebagai unit usaha syariah terbaik Management (UPZDK). In 2025, UPZDK earned several awards,
dari bank konvensional dalam implementasi strategi korporasi including Lazismu Award as Progressive Corporate Muzaki,
yang mampu mempertahankan kinerja bisnis. Pengakuan dari Dompet Dhuafa Partnership Impact Award, and Collaborative
berbagai pihak eksternal juga diterima oleh Unit Pengelola Dana Partner Award from Sinergi Foundation.
Zakat dan Dana Kebajikan (UPZDK), di mana selama tahun 2025
menerima berbagai penghargaan, yaitu Lazismu Award sebagai
Muzaki Corporate Progresif, Dompet Dhuafa Partnership Impact,
dan Mitra Kolaboratif dari Sinergi Foundation.
Berbagai milestones penting yang berhasil diraih UUS Permata The series of significant milestones achieved by Permata Bank’s
Bank sepanjang tahun ini tidak hanya menegaskan keunggulan UUS throughout the year non only highlights its operational
operasionalnya, tetapi juga memperkuat reputasinya sebagai excellence, but also strengthens its reputation as a competitive
unit strategis syariah yang kompetitif di industri Perbankan strategic sharia unit in Indonesia’s Sharia Banking industry. This is
Syariah Indonesia. Hal ini diwujudkan melalui beragam produk further reflected in the diverse range of comprehensive products
dan layanan komprehensif yang menjadi solusi keuangan and services offered as financial solutions to customers.
bagi nasabah.
2025 Annual Report PT Bank Permata Tbk 251
Page 254
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Tantangan UUS Permata Bank Tahun 2025 Challenges for Permata Bank’s UUS in 2025
Industri Perbankan Syariah Nasional terus dihadapkan pada The National Islamic Banking industry continued to face a range of
berbagai tantangan yang menuntut ketangkasan, inovasi, dan challenges that required agility, innovation, and precise strategic
penerapan strategi yang tepat. Persaingan antar BUS dan execution. Intensifying competition among BUS and UUS further
UUS yang semakin ketat menekankan pentingnya diversifikasi underscored the importance of product and service diversification
produk dan layanan untuk mempertahankan daya saing. Selain to maintain competitiveness. In addition, public perceptions
itu, persepsi publik terhadap keterbatasan keberagaman regarding limited product variety and assumptions that Sharia
produk serta anggapan bahwa layanan syariah kurang inovatif services are less innovative compared with Conventional Banking
dibandingkan Bank Konvensional turut menambah tekanan bagi added further pressure on Sharia industry players.
pelaku industri Syariah.
Sementara dari sisi makroekonomi, industri Perbankan Syariah From a macroeconomic perspective, the Sharia Banking industry
dihadapkan dengan dampak penurunan BI Rate, persaingan ketat also encountered the impact of the decline in the BI Rate, intense
dalam penghimpunan dana murah, serta risiko ketidakpastian competition in securing low-cost funds, and heightened risks
ekonomi global dan inflasi yang perlu diwaspadai. Kondisi ini associated with global economic uncertainty and inflation. These
pada akhirnya menuntut setiap UUS untuk menjaga fleksibilitas conditions ultimately required every UUS to maintain flexibility in
strategi bisnis, memperkuat fondasi operasional, dan menyalurkan business strategies, reinforce operational foundations, and ensure
pembiayaan secara prudent agar portofolio tetap sehat. prudent financing practices to preserve a healthy portfolio.
Seiring dengan berbagai tantangan yang dihadapi industri In line with the various challenges faced by Sharia Banking and
perbankan Syariah dan persaingan antar-peers, UUS rising peer competition, Permata Bank’s UUS implemented a series
Permata Bank telah menerapkan serangkaian upaya mitigasi of risk-mitigation measures through targeted strategic mapping.
risiko melalui pemetaan fokus strategis yang tepat sasaran. Throughout 2025, Permata Bank’s UUS focused its financing
Sepanjang tahun 2025, pembiayaan UUS Permata Bank lebih activities on supporting government programs and regulatory
difokuskan untuk turut mendukung program pemerintah maupun incentives, particularly those aimed at promoting macroprudential
insentif regulator misalnya dalam mendorong pembiayaan inklusif inclusive financing, while maintaining strict control over financing
makroprudensial serta pada pengendalian kualitas pembiayaan to keep NPF risk at manageable levels. Meanwhile, to address
guna memastikan risiko NPF tetap terkendali. Sementara itu dalam the increasingly tight competition for low-cost funds, Permata
menghadapi ketatnya persaingan dana murah, UUS Permata Bank’s UUS adopted selective and efficient DPK raising strategies,
Bank telah menerapkan strategi penghimpunan DPK yang selektif enabling sustainable financing expansion.
dan efisien sehingga memungkinkan ekspansi pembiayaan yang
berkelanjutan.
Untuk memastikan fungsi intermediasi berjalan optimal, UUS To ensure optimal intermediary performance, Permata Bank’s UUS
Permata Bank terus meningkatkan penetrasi ke segmen continued to strengthen penetration in the consumer segment by
konsumer dengan fokus pada pengembangan produk dana developing attractive low-cost funding products, such as payroll
murah yang atraktif, seperti payroll dan Haji, yang dilengkapi and Hajj savings, complemented by protective savings features.
dengan fitur tabungan proteksi, serta tabungan berbasis akad Permata Bank’s UUS also continued offering wadiah-based savings
wadiah yang lebih mengedepankan keunggulan efisiensi biaya product that prioritize transactional efficiency and non-investment
transaksional dan bersifat non investasi tanpa imbalan bagi hasil. characteristics without profit-sharing returns. On the other hand, to
Di sisi lain, untuk mendorong pendanaan ke segmen nasabah expand funding in the non-consumer segments, Permata Bank’s
non-konsumer, UUS Permata Bank menerapkan strategi akuisisi UUS implemented a strategy to acquire operational accounts from
rekening operasional nasabah UTS Syariah seperti Lembaga Sharia Unique Target Segment (UTS) customers, including Sharia
Jasa Keuangan Syariah (LJKS) maupun nasabah pembiayaan, Financial Institutions (FSI/“LJKS”) and financing clients, while
sekaligus mengembangkan fasilitas Transaction Banking actively enhancing Transaction Banking capabilities. Additionally,
secara aktif. Sementara itu, untuk membangun ekosistem yang to support broader business and technology ecosystems, Permata
mendukung pelaku bisnis dan teknologi, UUS Permata Bank Bank’s UUS introduced Cash Management services to facilitate
menghadirkan layanan Cash Management guna memfasilitasi customers’ Transaction Banking through Trade products, Permata
nasabah dalam melakukan Transaction Banking baik dari sisi e-Business (PeB) and Application Programming Interface (API)
produk Trade, layanan Permata e-Business (PeB) dan Application services, and other financial solutions.
Programming Interface (API), maupun solusi keuangan lainnya.
252 PT Bank Permata Tbk Laporan Tahunan 2025
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Dari sisi operasional, tuntutan nasabah akan hadirnya layanan Operationally, rising expectations for fast, digital, and innovative
perbankan yang cepat, digital, dan inovatif juga menjadi banking services also posed a major challenge for Permata
salah satu tantangan utama bagi UUS Permata Bank. Untuk Bank’s UUS. To address this, Permata Bank’s UUS consistently
mengatasinya, UUS Permata Bank secara konsisten mendorong pursued continuous innovation across its flagship Sharia products
inovasi berkelanjutan melalui produk dan layanan syariah and services, including Hajj portion payment validation through
unggulan, termasuk validasi pembayaran porsi Haji melalui the Permata ME mobile banking application, the addition of
aplikasi mobile banking Permata ME, penambahan mata uang Saudi Riyal (SAR) currency features in Permata ME Saver iB,
Saudi Riyal (SAR) pada Permata ME Saver iB, penambahan the expansion of financing channels through PermataKTA iB
channel pembiayaan PermataKTA iB Multiguna melalui Permata Multiguna on Permata ME, and the development of the next-
ME, serta pengembangan aplikasi digital new generation PeB generation PeB digital platform to improve service efficiency and
guna meningkatkan efisiensi layanan dan akses nasabah. customer accessibility. These strategies not only supported the
Strategi ini tidak hanya mendukung pertumbuhan dana murah growth of low-cost funds and financing but also strengthened
dan meningkatkan pembiayaan, tetapi juga memperkuat profitability and ensured sustainable business performance.
profitabilitas sekaligus memastikan kelangsungan kinerja bisnis
secara berkelanjutan.
Strategi UUS Permata Bank Tahun 2025 Permata Bank’s UUS Strategy in 2025
Pada tahun 2025, UUS Permata Bank telah menerapkan In 2025, Permata Bank’s UUS implemented a series of business
serangkaian strategi bisnis untuk memperkuat fungsi intermediasi, strategies aimed at strengthening its intermediary function,
meningkatkan kualitas layanan nasabah, serta mendorong enhancing customer service quality, and driving sustainable
pertumbuhan pembiayaan dan penghimpunan dana secara growth in financing and funding acquisitions. These strategies
berkelanjutan. Adapun strategi tersebut difokuskan pada tiga pilar were anchored on three key strategic pillars:
utama, yaitu:
1. Memimpin pasar Keuangan Syariah melalui penawaran 1. Leading the Sharia Financial market through Unique Value
keunikan produk (Unique Value Proposition/UVP); Propositions (UVP);
2. Melakukan penetrasi pasar dan memperdalam relationship 2. Driving market penetration and deepening customer
dengan memberikan penawaran produk Syariah yang relationships by offering a comprehensive range of Sharia
lengkap kepada Sharia Unique Target Segment (UTS); dan products to the Sharia Unique Target Segment (UTS); and
3. Menjadi yang terdepan dalam hal Net Promoter Score (NPS) 3. Becoming the industry leader in Net Promoter Score (NPS).
di industri perbankan.
Selain berfokus pada pilar-pilar strategi utama tersebut, UUS Beyond these strategic pillars, Permata Bank’s UUS also ensured
Permata Bank juga memastikan bahwa kegiatan usaha yang that all business activities were aligned with Sharia principles
dijalankan telah sesuai dengan prinsip Syariah sebagaimana as governed under OJK Regulation (POJK) No. 2 of 2024 on the
diatur dalam POJK No. 2 Tahun 2024 tentang Penerapan Implementation of Sharia Governance for Sharia Commercial
Tata Kelola Syariah bagi Bank Umum Syariah dan Unit Usaha Banks and Sharia Business Units (POJK Tata Kelola Syariah).
Syariah (POJK Tata Kelola Syariah). Sepanjang tahun 2025, UUS Throughout 2025, Permata Bank’s UUS conducted 23 meetings
Permata Bank telah melaksanakan 23 kali rapat bersama Dewan with the Sharia Supervisory Board (SSB/DPS), resulting in the
Pengawas Syariah (DPS) yang menghasilkan sekitar 75 opini DPS. issuance of approximately 75 DPS opinions.
Dalam upaya memastikan kepatuhan terhadap regulasi yang To further ensure compliance with applicable regulations,
berlaku, UUS Permata Bank juga menjalankan proses Quality Permata Bank’s UUS implemented a rigorous Quality Assurance
Assurance yang ketat dengan melakukan pemeriksaan ke process by conducting branch-level examinations and carrying
beberapa cabang dan melaksanakan due diligence secara out collaborative due diligence with the Internal Audit Unit (SKAI).
kolaboratif dengan Satuan Kerja Audit Internal (SKAI). Langkah These measures were essential in ensuring that every Sharia
ini diperlukan untuk memastikan setiap produk dan layanan product and service launched had obtained approval from DPS
syariah yang diluncurkan telah memperoleh persetujuan DPS and fully adhered to the fatwas issued by the National Sharia
dan sepenuhnya sesuai fatwa Dewan Syariah Nasional-Majelis Board-Indonesian Ulema Council (DSN-MUI). Collectively, these
Ulama Indonesia (DSN-MUI), sekaligus memperkuat kepercayaan steps reinforced customer trust in the operational integrity and
nasabah terhadap integritas operasional UUS Permata Bank. Sharia compliance of Permata Bank’s UUS.
2025 Annual Report PT Bank Permata Tbk 253
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Fokus Pengembangan Bisnis dan Inovasi Business Development Focus and Product/
Produk dan/atau Layanan UUS Permata Bank Service Innovation of Permata Bank’s UUS in
Tahun 2025 2025
Sejalan dengan strategi yang ditetapkan, UUS Permata Bank terus Aligned with its established strategy, Permata Bank’s UUS
memperkuat posisinya di industri Perbankan Syariah dengan continued to strengthen its position within the Sharia Banking
mengoptimalkan berbagai peluang yang ada sehingga fungsi industry by optimizing available opportunities to ensure the
intermediasi penghimpunan dana nasabah berjalan secara effective execution of its intermediary function, particularly in
optimal. Dalam upaya menarik dan mengelola dana nasabah, customer funding acquisition. To attract and manage customer
UUS Permata Bank menghadirkan tabungan multivaluta Permata funds, Permata Bank’s UUS introduced Permata ME Saver iB multi-
ME Saver iB yang memungkinkan pengelolaan dana dan transaksi currency savings product, enabling customers to manage funds
dalam 14 mata uang, yaitu IDR, USD, SGD, AUD, EUR, GBP, NZD, and perform transactions in 14 currencies, which IDR, USD, SGD,
CAD, HKD, JPY, CNY, CHF, dan THB. Pada tahun 2025, Permata AUD, EUR, GBP, NZD, CAD, HKD, JPY, CNY, CHF, and THB. In 2025,
Bank menambahkan satu mata uang baru, yakni Saudi Riyal (SAR), Permata Bank added one new currency, the Saudi Riyal (SAR), to
guna mendukung kebutuhan transaksi pada ekosistem Haji dan support transaction needs within the Hajj and Umrah ecosystem,
Umrah, yang menjadi salah satu segmen strategis UTS Syariah. one of the strategic segments within the Sharia UTS.
Penambahan mata uang SAR diharapkan dapat memberikan The addition of SAR is expected to provide greater convenience
kemudahan bagi nasabah dalam melakukan transaksi valuta for customers conducting foreign exchange transactions, whether
asing, baik jual beli maupun transfer dana, sekaligus mendukung for buying, selling, or transferring funds, while supporting various
kebutuhan transaksi ibadah ke Tanah Suci. Layanan ini juga akan financial needs related to pilgrimage activities. This offering is
dilengkapi dengan fitur belanja dan tarik tunai di luar negeri further enhanced by international spending and cash-withdrawal
menggunakan Permata Global Card tanpa biaya konversi kurs. capabilities through Permata Global Card, without currency
conversion charges.
Selain menawarkan fitur multivaluta, Permata ME Saver iB turut Beyond its multi-currency features, Permata ME Saver iB also
memberikan berbagai nilai tambah melalui integrasi dengan offers range of value added benefits through integration with
produk unggulan lainnya. Nasabah berkesempatan untuk other flagship products. Customers can earn Permata Points
memperoleh Permata Poin atas transaksi pada kategori jajan, for purchases in categories such as dining, supermarkets, and
supermarket, dan SPBU, serta menikmati fasilitas bebas biaya fuel stations, and also enjoy exemptions on transaction and
transaksi dan administrasi sesuai dengan ketentuan yang berlaku. administrative fees in accordance with applicable terms.
Dalam mengembangkan bisnisnya, UUS Permata Bank juga In its continued business development efforts, Permata Bank’s
terus meningkatkan value proposition bagi nasabah yang UUS strengthened its value proposition for customers planning to
berencana menunaikan ibadah haji dengan mengembangkan perform Hajj pilgrimage by enhancing the Hajj portion payment
pembayaran opsi Haji melalui Permata ME sehingga nasabah validation service through the Permata ME digital platform. This
dapat mendaftarkan kuota porsi haji secara cepat, mudah, dan enhancement enabled customers to register their Hajj quota
simpel melalui platform digital tanpa harus datang secara fisik quickly, simply, and conveniently without the need to visit physical
ke kantor-kantor pelayanan terdekat. UUS Permata Bank juga service points. Permata Bank’s UUS also expanded penetration
terus melakukan penetrasi produk-produk UVP Syariah seperti of its Sharia UVP products, including Tabungan iB Amanat, which
Tabungan iB Amanat yang memiliki keunggulan bebas biaya offers zero administrative fees and free interbank transfers via
administrasi dan bebas biaya transaksi transfer (BI Fast) yang BI-FAST to support customers’ daily transactions. Additionally,
dapat digunakan untuk memudahkan transaksi harian nasabah. Permata Bank’s UUS introduced Tabungan iB Proteksi, a bundled
Selain itu terdapat fitur Tabungan iB Proteksi yang merupakan product offered with Tabungan iB Payroll and Tabungan iB Haji,
produk bundling dengan Tabungan iB Payroll maupun Tabungan providing customers with free accident insurance protection
iB Haji, sehingga nasabah mendapatkan fitur proteksi berupa without additional charges.
asuransi kecelakaan gratis tanpa dikenakan biaya tambahan.
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Dari sisi pembiayaan konsumer, UUS Permata Bank menghadirkan In the consumer financing segment, Permata Bank’s UUS launched
kanal baru pembiayaan PermataKTA iB Multiguna melalui a new financing channel for PermataKTA iB Multiguna through the
Permata ME yang dirancang untuk meningkatkan kecepatan, Permata ME platform. Designed to enhance transaction speed,
kemudahan, dan kenyamanan transaksi dalam memenuhi convenience, and simplicity, this product allows customers to meet
beragam kebutuhan pembiayaan nasabah. PermataKTA a wide range of financing needs. A unique feature of PermataKTA
iB Multiguna menawarkan keunikan produk yang dapat iB Multiguna is its ability to facilitate gold investment, offering a
dimanfaatkan untuk investasi emas secara mudah dan aman. secure and accessible investment option. Gold investment is widely
Investasi emas dinilai memiliki keunggulan finansial karena regarded as beneficial due to its long term value stability, ability to
memiliki nilai yang relatif stabil dan cenderung meningkat serve as a hedge against inflation, and high liquidity. In addition
dalam jangka panjang, serta berfungsi sebagai lindung nilai to supporting investment needs, this product also accommodates
terhadap inflasi dan memiliki tingkat likuiditas yang tinggi. Selain financing for worship and religious traveling, helping customers
mendukung kebutuhan investasi, produk ini juga menyediakan and their families fulfill their pilgrimage activities plans in a well
pembiayaan dengan tujuan ibadah dan wisata religi sehingga prepared and Sharia compliant manner.
membantu nasabah dan keluarga dalam merealisasikan rencana
ibadah secara terencana dan sesuai prinsip syariah.
Sementara pada segmen pembiayaan kepemilikan rumah, UUS In the mortgage financing segment, Permata Bank’s UUS
Permata Bank menghadirkan produk Unique Value Proposition introduced the PermataKPR iB IMBT WNA, an innovative Unique
PermataKPR iB IMBT WNA, yaitu pembiayaan KPR Syariah yang Value Proposition product designed to serve foreign nationals
dirancang untuk memberikan kemudahan bagi Warga Negara seeking property ownership. The product adopts the Ijarah
Asing (WNA) dalam memiliki properti. Produk ini menggunakan Muntahiyah Bit Tamlik (IMBT) leasing-to-ownership structure,
akad Ijarah Muntahiyah Bit Tamlik (IMBT) dengan prinsip sewa under which property ownership is transferred through a grant
beli, di mana kepemilikan properti dialihkan melalui mekanisme mechanism at the end of the financing period. In addition,
hibah oleh Bank pada akhir periode pembiayaan. Selain itu, Permata Bank’s UUS offers PermataKPR iB Bijak ASA, a Sharia-
UUS Permata Bank menyediakan produk PermataKPR iB Bijak based mortgage solution that provides customers with the
ASA, sebuah solusi pembiayaan kepemilikan rumah berbasis flexibility to Manage Your Own Installments (ASA). By utilizing
syariah yang memberikan fleksibilitas kepada nasabah untuk balances held in Tabungan iB Bijak accounts, customers receive
“Atur Sendiri Angsuran (ASA)”. Melalui pemanfaatan saldo pada reductions in ujrah, thereby lowering and optimizing their monthly
Tabungan iB Bijak, nasabah memperoleh pengurangan ujrah installment amounts.
pembiayaan yang diperhitungkan sebagai pengurang dalam
perhitungan ujrah sehingga angsuran menjadi lebih ringan dan
terkelola secara optimal.
Dalam menyasar segmen komersial dan korporasi, UUS Permata To serve its presence in the commercial and corporate segments,
Bank memperluas layanan pada sektor perdagangan dengan Permata Bank’s UUS strengthened its trade-related services by
menyediakan solusi Trade Finance yang komprehensif dan sesuai offering comprehensive Sharia-compliant Trade Finance solutions.
prinsip syariah, salah satunya melalui pengembangan transaksi This included enhancement of L/C and SKBDN-based transactions
berbasis L/C maupun SKBDN yang dapat memenuhi keutuhan to serve both importers and exporters, including Garansi iB
nasabah baik importir maupun eksportir, termasuk produk Garansi products tailored to meet the needs os Sharia UTS customers
iB yang dapat memenuhi kebutuhan nasabah UTS Syariah yang such as Hajj and Umrah travel business. The Permata Bank’s UUS
bergerak di bidang biro perjalanan travel haji dan umrah. UUS also continued to expand Sharia UVP product through Linkage
Permata Bank juga terus mengembangkan produk UVP Syariah Executing Financing iB, supporting financing activities within
yakni Pembiayaan Linkage Executing iB yang dapat mendukung Sharia ecosystems, including BPRS. Additionally, Permata Bank’s
pembiayaan ke segmen UTS Syariah seperti ekosistem BPRS. UUS intensified IMBT financing penetration for customers
Selain itu, penetrasi pembiayaan IMBT terus dilakukan kepada requiring off-balance-sheet financing structures based on lease
nasabah-nasabah yang membutuhkan skema pembiayaan arrangements that culminate in asset ownership transfer.
off-balance sheet dengan akad sewa menyewa yang diikuti
perpindahan kepemilikan aset.
2025 Annual Report PT Bank Permata Tbk 255
Page 258
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sebagai unit kerja strategis, UUS Permata Bank terus menunjukkan As a strategic business unit, Permata Bank’s UUS continued
kontribusi nyata dalam memperkuat ekosistem Keuangan Syariah to deliver tangible contributions to strengthening the Sharia
melalui beragam inisiatif pengembangan bisnis yang relevan Financial ecosystem through relevant business-development
mulai dari perluasan produk yang selaras dengan prinsip syariah, initiatives focused on Sharia-compliant products, enhancing
peningkatan kapabilitas layanan digital, hingga penyempurnaan digital-service capabilities, and improving service quality across
kualitas layanan di seluruh segmen nasabah. all customer segments.
Fokus Pengembangan Bisnis UUS Permata Business Development Focus of Permata
Bank Tahun 2026 Bank’s UUS for 2026
Pada tahun 2026 mendatang, outlook perbankan Syariah dalam Looking ahead to 2026, the outlook for the national Sharia banking
negeri diproyeksikan tetap positif, didorong oleh pertumbuhan industry remains positive, supported by the growth of the domestic
sektor halal nasional, meningkatnya preferensi masyarakat halal sector, rising public preference for ethically grounder
terhadap produk keuangan berbasis nilai etis, serta dukungan financial products, and regulatory policies that increasingly
regulasi yang semakin memfasilitasi pengembangan industri facilitate the development of the Sharia industry. These conditions
Syariah. Kondisi ini membuka peluang yang signifikan bagi UUS present significant opportunities for Permata Bank’s UUS to
Permata Bank untuk memperbesar pangsa pasar, meningkatkan expand market share, advance Sharia digital capabilities, and
kapabilitas digital syariah, dan memperkuat kontribusi dalam further strengthen its contribution to the growth of the Sharia
mendorong pertumbuhan industri perbankan Syariah di Indonesia. banking industry in Indonesia.
Melihat peluang pertumbuhan industri perbankan Syariah yang In light of the promising growth prospects for the Sharia banking
menjanjikan di tahun mendatang, UUS Permata Bank masih industry, Permata Bank’s UUS will continue to uphold its three
mempertahankan tiga pilar strategi utama yang dijalankan key strategic pillars established in 2025. Permata Bank’s UUS
pada tahun 2025 dengan terus menawarkan keunikan-keunikan will consistently offer distinctive Sharia UVP products that deliver
produk UVP Syariah yang memberikan keuntungan tersendiri meaningful benefits to customers, deepen penetration into the
bagi nasabah, melakukan penetrasi kepada nasabah-nasabah Sharia UTS segment through partnerships with Sharia ecosystems,
UTS Syariah melalui partnership dengan ekosistem Syariah including Islamic organizations, Sharia Financial Institutions,
seperti Organisasi Islam, Institusi Keuangan Syariah maupun and businesses with strong Sharia product preferences (sharia
bisnis yang memiliki preferensi produk syariah (sharia loyalist loyalist and inclined customers), and maintain a strong focus on
dan inclined customers), dengan terus memperhatikan voice of incorporating customer voice to deliver service excellence and
customers dalam melakukan layanan prima kepada nasabah achieve industry-leading NPS.
untuk mencapai NPS yang terdepan di dalam industri.
Dengan mengeksekusi seluruh strategi dan inisiatif secara cermat, Through disciplined execution of all strategies and initiatives,
UUS Permata Bank optimis dapat mendorong kinerja bisnis ke Permata Bank’s UUS remains confident in its ability to elevate
tingkat yang lebih tinggi, seraya terus memberikan kemaslahatan business performance to new heights while continuing to deliver
untuk masyarakat luas dan berkontribusi lebih besar bagi broad-based value to society and enhance its contribution to
keberlanjutan perekonomian nasional. national economic sustainability.
256 PT Bank Permata Tbk Laporan Tahunan 2025
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Page 260
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Ecosystem Partnership
Ecosystem Partnership
Permata Bank
mengembangkan model
ecosystem partnership
terintegrasi bersama
konglomerasi terkemuka,
berawal dari sektor
otomotif dan diperluas
ke sektor pertumbuhan
lainnya. Melalui struktur
hub-and-spoke, Bank
menghubungkan
pembiayaan, treasury,
trade finance, dan solusi
digital lintas rantai
nilai, didukung lebih
dari 350 distribution
financing spokes dan
55 supplier financing
spokes. Pendekatan lintas
segmen ini memperkuat
konektivitas bisnis dan
mendorong pertumbuhan
berkelanjutan.
Permata Bank developed an
integrated ecosystem partnership
model with leading conglomerates,
starting in the automotive sector
and expanding to other growth
sectors. Through a hub-and-spoke
structure, the Bank connects
financing, treasury, trade finance,
and digital solutions across the
value chain, supported by more than
350 distribution financing spokes
and 55 supplier financing spokes.
This cross-segment approach
strengthens business connectivity
and drives sustainable growth.
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Page 261
Selama beberapa dekade, Permata Bank telah membangun kemitraan ekosistem
jangka panjang dengan kelompok-kelompok konglomerasi terkemuka di Indonesia,
dengan fondasi yang kuat di sektor otomotif. Melalui hubungan tersebut, kami
telah mengembangkan pemahaman mendalam mengenai struktur grup, aliran
modal, dan dinamika rantai nilai–yang memungkinkan kami mendukung jaringan
bisnis terintegrasi, bukan hanya entitas individual. Berbekal fondasi ini, kami mulai
memperluas pendekatan ekosistem tersebut ke sektor telekomunikasi dan bahan
bangunan sebagai area pertumbuhan utama.
Model ecosystem banking kami menghubungkan perusahaan induk, anak
perusahaan, pemasok, distributor, dan jaringan ritel melalui pembiayaan korporasi
yang terkoordinasi, layanan treasury, pembiayaan perdagangan, program supply
chain, dan solusi digital. Dalam rantai nilai otomotif saja, kami mendukung lebih dari
350 distribution financing spokes di jaringan dealer dan distributor, serta 55 supplier
financing spokes di mitra hulu. Struktur hub-and-spoke ini memperkuat perputaran
likuiditas, meningkatkan siklus pembayaran, dan memperluas visibilitas operasional
di seluruh ekosistem.
Model ini beroperasi di seluruh segmen Bank. Kami mendukung klien korporasi
dengan pembiayaan strategis dan platform manajemen kas digital; bisnis komersial
dan emerging dengan modal kerja, pembiayaan pemasok dan distributor, serta
solusi transaksi digital; dan klien ritel dengan layanan payroll, pembiayaan konsumer,
wealth management, dan perbankan mobile. Kami terus mengembangkan kerangka
ekosistem terintegrasi ini di seluruh konglomerasi dan sektor-sektor pertumbuhan,
menjadikan konektivitas bisnis lintas segmen (korporasi, komersial/EBB, dan
perbankan konsumer), serta kapabilitas digital sebagai kekuatan utama Bank.
For decades, Permata Bank has built long-term ecosystem partnerships with
Indonesia’s leading conglomerate groups, with a strong foundation in the automotive
sector. Through these relationships, we have developed deep insight into group
structures, capital flows, and value chain dynamics–enabling us to support integrated
business networks rather than standalone entities. Building on this foundation, we
begin expanding this ecosystem approach into the telecommunications and building
materials sectors as key areas of growth.
Our ecosystem banking model connects holding companies, subsidiaries, suppliers,
distributors, and retail networks through coordinated corporate financing, treasury
services, trade finance, supply chain programs, and digital solutions. Within the
automotive value chain alone, we support more than 350 distribution financing spokes
across dealer and distributor networks, as well as 55 supplier financing spokes across
upstream partners. This hub-and-spoke structure strengthens liquidity circulation,
improves payment cycles, and enhances operational visibility across the ecosystem.
The model operates across all segments of the Bank. We support corporate clients
with strategic financing and digital cash management platforms; commercial and
emerging businesses with working capital, supplier and distributor financing, and
digital transaction solutions; and consumer clients with payroll services, retail lending,
wealth management, and mobile banking. We continue to scale this integrated
ecosystem framework across conglomerates and growth sectors, making cross-
segment business connectivity (corporate, commercial/EBB and consumer banking),
and digital capability a core strength of the Bank.
2025 Annual Report PT Bank Permata Tbk 259
Page 262
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Treasury
Treasury
Treasury Permata Bank
berperan strategis
dalam mengelola
likuiditas, risiko
pasar, dan instrumen
keuangan, sekaligus
menyediakan berbagai
solusi treasury unggulan
untuk memenuhi
kebutuhan nasabah.
Selain itu, Treasury juga
aktif berpartisipasi
dalam pengembangan
pasar uang dan
valuta asing nasional,
mendukung stabilitas
keuangan, serta
memperkuat kapabilitas
operasional dan
layanan bank secara
berkelanjutan.
Permata Bank’s Treasury plays
a strategic role in managing
liquidity, market risk, and financial
instruments, while providing a
range of leading treasury solutions
to meet the needs of its customers.
In addition, the Treasury actively
participates in the development
of the national money and foreign
exchange markets, supporting
financial stability and continually
enhancing the bank’s operational
and service capabilities.
260 PT Bank Permata Tbk Laporan Tahunan 2025
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Treasury Permata Bank memegang peran strategis dalam mendukung kegiatan
pasar uang, valuta asing, dan pasar surat berharga. Untuk memenuhi kebutuhan
nasabah, Treasury menyediakan berbagai produk unggulan, antara lain FX spot,
forward, dan swap, FX options, interest rate swap, cross currency swap, domestic
non-deliverable forward, instrumen surat berharga, transaksi repurchase
agreement (repo/reverse repo), serta structured product berbasis mata uang
asing atau suku bunga, seperti call spread option.
Treasury Permata Bank secara aktif mengelola risiko terkait valuta asing,
suku bunga, dan likuiditas untuk menjaga likuiditas dan kestabilan keuangan.
Pengelolaan ini mencakup posisi internal bank maupun transaksi dengan
nasabah, dengan tetap berpedoman pada batasan risiko yang telah ditetapkan
dalam kerangka manajemen risiko bank. Setiap potensi risiko tersebut dimitigasi
dengan menerapkan strategi lindung nilai (hedging) melalui berbagai produk
Treasury untuk meningkatkan efisiensi pengelolaan keuangan dan menjaga
kestabilan operasional secara menyeluruh.
Permata Bank’s Treasury plays a strategic role in supporting money market,
foreign exchange, and securities market activities. To meet customer needs,
Treasury offers a wide range of products, from FX spot, forward, swap
transactions, FX options, interest rate swap, cross-currency swap, domestic
non‑deliverable forward, securities instruments, repurchase agreement (repo/
reverse repo) transactions, to forex- and rate-based structured products, like the
call spread options.
Permata Bank Treasury actively manages foreign exchange, interest rate, and
liquidity risk for maintaining liquidity and financial stability. This management
encompasses both the Bank’s internal positions and customer transactions with
due guidance of the agreed risk limits set within the Bank’s risk management
framework. Each of these potential risks is mitigated by implementing hedging
strategies through various Treasury products in order to enhance financial
management efficiency and maintain overall operational stability.
2025 Annual Report PT Bank Permata Tbk 261
Page 264
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Treasury juga secara proaktif mengelola portofolio surat berharga Treasury has also been very proactive in managing the securities
yang mencakup portofolio yang dicatat dengan nilai wajar melalui portfolio, including instruments posted at fair value through other
pendapatan komprehensif lainnya (fair value through other comprehensive income, fair value through profit or loss, and
comprehensive income), nilai wajar melalui laba rugi (fair value other instruments that are posted at amortized cost. All activities
through profit or loss), serta portofolio yang dicatat berdasarkan are carried out in line with the Bank’s business strategy with due
biaya amortisasi (amortized cost). Seluruh aktivitas ini dilakukan consideration of expected market movements, balance sheet
sejalan dengan strategi bisnis Bank, serta memperhatikan positioning, and overall liquidity needs.
ekspektasi pergerakan pasar, pertimbangan posisi neraca, dan
kebutuhan likuiditas secara keseluruhan.
Kinerja Treasury Tahun 2025 Treasury Performance In 2025
Treasury Permata Bank secara aktif mengelola risiko suku bunga, Permata Bank Treasury actively managed interest rate, exchange
nilai tukar dan likuiditas di tengah dinamika makroekonomi global rate, and liquidity risks amid global and domestic macroeconomic
dan domestik, termasuk dalam menghadapi tren penurunan suku dynamics, which involved navigating a declining trend of interest
bunga dan fluktuasi nilai tukar Rupiah yang meningkat dari tahun rates and heightened volatility in the Rupiah from the prior year
sebelumnya, bergerak di kisaran Rp16.000–Rp17.000 per Dolar AS. as the local currency hovered at around Rp16,000–Rp17,000 per
Dalam menghadapi kondisi eksternal yang penuh ketidakpastian, US Dollar. In facing the pretty highly uncertain landscape, Treasury
Treasury mengoptimalkan penempatan kelebihan likuiditas pada optimized the placement of excess liquidity into high‑quality
instrumen berkualitas tinggi, terutama Surat Berharga Negara instruments, particularly Government Securities (SBN) and central
(SBN) dan instrumen bank sentral, guna memastikan kecukupan bank instruments, to ensure adequate short‑term liquidity while
likuiditas jangka pendek sekaligus mendukung imbal hasil supporting optimal returns.
yang optimal.
Pada tahun 2025, pendapatan Treasury mengalami peningkatan In 2025, Treasury income increased compared with the previous
dibandingkan tahun sebelumnya baik dari aktivitas pengelolaan year, both from Asset and Liability Management (ALM), trading
Asset and Liability Management (ALM), aktivitas trading, maupun activities, as well as customer transactions.
aktivitas transaksi nasabah.
Seluruh kinerja tersebut berhasil dibukukan Treasury dengan Treasury delivered all of these results while putting prudence and
tetap mengedepankan prinsip kehati-hatian dan pendekatan risk- a disciplined risk‑adjusted return approach first to ensure that
adjusted return, sehingga setiap pengambilan posisi dan alokasi every position was taken and asset allocation was conducted after
aset dilakukan dengan mempertimbangkan keseimbangan weighing the balance between return potential and risk exposure.
antara potensi imbal hasil dan eksposur risiko.
Tantangan Bisnis Tahun 2025 Business Challenges In 2025
Dalam menjalankan pengelolaan risiko Bank, Treasury In managing the Bank’s risks, Treasury encountered numerous
menghadapi berbagai tantangan yang berasal dari dinamika challenges arising from global and domestic dynamics affecting
global maupun domestik yang mempengaruhi stabilitas industri the stability of the national banking industry. Uncertainty about
perbankan nasional. Ketidakpastian arah kebijakan moneter the direction of global monetary policy during a period of declining
global pada periode penurunan suku bunga dan disertai sinyal interest rates that came with a signal of gradual easing by a
pelonggaran secara bertahap oleh sejumlah bank sentral utama number of major central banks has increased financial market
telah meningkatkan volatilitas pasar keuangan dan menyebabkan volatility and caused uneven yield movements.
pergerakan imbal hasil yang tidak seragam.
Sepanjang tahun 2025, pergerakan nilai tukar Rupiah Throughout 2025, movements in the Rupiah exchange rate
mencerminkan sensitivitas pasar domestik terhadap arus modal reflected domestic market sensitivity to global capital flows and
global dan sentimen eksternal. Volatilitas tersebut meningkatkan external sentiment. This volatility heightened the complexity of
kompleksitas pengelolaan risiko valuta asing serta kebutuhan managing foreign exchange risk and foreign‑currency liquidity
likuiditas dalam mata uang asing, sekaligus berdampak pada needs, while also affecting hedging costs and overall balance
biaya lindung nilai dan pengelolaan posisi neraca secara sheet management.
menyeluruh.
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Dari perspektif domestik, industri perbankan nasional dihadapkan From a domestic perspective, the national banking industry faced
pada tantangan untuk mempertahankan tingkat likuiditas yang the challenge of maintaining strong liquidity and optimizing
kuat dan mengoptimalkan imbal hasil di tengah kompetisi dana returns amid competition for third-party funds and pressure on
pihak ketiga serta tekanan terhadap margin. Selain itu, dinamika margins. Furthermore, credit growth tended to moderate and
pertumbuhan kredit yang cenderung moderat serta perubahan changes in funding structures had, to some extent, an impact on
struktur pendanaan turut mempengaruhi strategi Bank. Di the Bank strategies. Amid these dynamics, changes in monetary
tengah dinamika tersebut, perubahan kebijakan moneter dan and macroprudential policies responsive to global developments
makroprudensial yang bersifat responsif terhadap perkembangan also required Treasury to be prepared for swift and measured
global juga menuntut kesiapan Treasury dalam melakukan strategic adjustments.
penyesuaian strategi secara cepat dan terukur.
Di luar faktor pasar, meningkatnya kompleksitas produk keuangan, Beyond market dynamics, increasing financial product complexity,
kebutuhan penguatan model manajemen risiko, serta tuntutan the need for stronger risk‑management models, and growing
terhadap keandalan sistem dan pengendalian operasional turut expectations for system reliability and operational controls posed
menjadi tantangan tersendiri bagi Treasury Permata Bank. their own challenges for Treasury.
Secara keseluruhan, tantangan Treasury pada tahun 2025 Overall, Treasury’s challenges in 2025 required stronger liquidity
menuntut pengelolaan likuiditas yang lebih kuat, pengelolaan management, consistent risk management, and optimized
risiko yang konsisten, serta optimalisasi imbal hasil melalui returns through the placement of high-quality liquid assets with
penempatan aset likuid berkualitas tinggi dengan penerapan a disciplined and measured risk-adjusted return approach.
pendekatan risk-adjusted return yang disiplin dan terukur. Treasury Treasury also continuously strengthened good corporate
secara berkelanjutan juga memperkuat penerapan tata kelola governance, enhanced analytical capabilities, system reliability,
yang baik, meningkatkan kapabilitas analisis, keandalan sistem and maintained operational resilience to ensure all market
serta menjaga ketahanan operasional guna memastikan seluruh activities were conducted prudently and in line with the Bank’s risk
aktivitas pasar dijalankan secara prudent dan selaras dengan management framework.
kerangka manajemen risiko Bank.
Strategi Treasury Tahun 2025 Treasury Strategy In 2025
Dengan mempertimbangkan dinamika pasar global dan domestik Amid ongoing global and domestic uncertainty in 2025,
yang masih penuh ketidakpastian sepanjang tahun 2025, Permata Bank Treasury implemented strategies that were focused
Treasury Permata Bank menerapkan strategi yang berfokus pada on liquidity strengthening, disciplined risk management, and
penguatan likuiditas, disiplin pengelolaan risiko, serta optimalisasi performance optimization based on risk‑adjusted return. These
kinerja berbasis risk-adjusted return. Strategi ini dirancang untuk strategies were designed to protect the Bank’s balance sheet while
menjaga ketahanan neraca Bank sekaligus meningkatkan sustainably increasing Treasury’s contribution to profitability.
kontribusi Treasury terhadap profitabilitas secara berkelanjutan di
tengah volatilitas pasar keuangan.
Terkait pengelolaan likuiditas, Treasury secara konsisten menjaga With respect to liquidity management, Treasury consistently
kecukupan likuiditas di level yang aman dengan menempatkan maintained liquidity at a safe level by placing excess funds in
kelebihan dana pada instrumen likuid berkualitas tinggi, khususnya high-quality liquid instruments, particularly Government Securities
SBN dan instrumen bank sentral. Penempatan dilakukan secara (SBN) and central bank instruments. Placements were made
selektif dengan mempertimbangkan struktur jatuh tempo, selectively, taking into account maturity structure, short-term
kebutuhan likuiditas jangka pendek, serta ekspektasi pergerakan liquidity needs, and market movement expectations to preserve
pasar, guna menjaga fleksibilitas dan stabilitas keuangan Bank. the Bank’s financial flexibility and stability.
Dari sisi pengelolaan risiko pasar, Treasury menerapkan strategi From a market risk management perspective, Treasury applied
manajemen risiko yang terukur untuk memitigasi risiko suku measured risk management to mitigate interest rate and foreign
bunga dan risiko nilai tukar yang timbul baik dari aktivitas exchange risks arising from both customer activities and the
nasabah maupun posisi Bank. Pengelolaan posisi dilakukan Bank’s own positions. Position management was run actively
secara aktif dengan tetap berpedoman pada batasan risiko yang while adhering to established risk limits, enabling performance
telah ditetapkan, sehingga volatilitas kinerja dapat dikelola secara volatility to be managed optimally without compromising return
optimal tanpa mengorbankan peluang imbal hasil. opportunities.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Treasury juga memperkuat sinergi dengan segmen Corporate Treasury also strengthened synergies with the Corporate Banking,
Banking, Commercial Banking, dan Consumer Banking untuk Commercial Banking, and Consumer Banking segments to
memperluas basis nasabah serta meningkatkan wallet expand the customer base and increase wallet share through
share melalui penyediaan solusi dan layanan Treasury yang comprehensive Treasury solutions and services. To support
komprehensif. Untuk mendukung strategi penetrasi nasabah, customer penetration strategies, Treasury enhanced the use
Treasury meningkatkan pemanfaatan teknologi melalui of technology through the development of digital channels
pengembangan kanal digital sebagai pelengkap saluran as a complement to conventional channels, while simplifying
konvensional, sekaligus menyederhanakan proses bisnis yang business processes supported by strengthened risk-management
didukung oleh penguatan kapabilitas manajemen risiko. capabilities.
Fokus Pengembangan dan Inisiatif Strategis Treasury Development Focus and Strategic
Treasury Tahun 2025 Initiatives in 2025
Pada tahun 2025, Treasury Permata Bank memfokuskan In 2025, Permata Bank Treasury focused its development priorities
pengembangan dan inisiatif strategisnya pada penguatan and strategic initiatives on strengthening liquidity resilience,
ketahanan likuiditas, peningkatan kualitas pengelolaan risiko, enhancing the quality of risk management, and optimizing
serta optimalisasi kinerja berbasis risk-adjusted return di performance based on risk-adjusted return amid continued
tengah dinamika pasar global dan domestik yang masih penuh uncertainty in global and domestic markets.
ketidakpastian.
Sejalan dengan strategi tersebut, Treasury secara berkelanjutan Consistent with this strategy, Treasury continuously enhanced,
melakukan peningkatan, pembaruan, dan stabilisasi sistem upgraded, and stabilized Treasury transaction support systems,
penunjang transaksi Treasury, termasuk penguatan interkoneksi including strengthening system interconnectivity with regulators,
sistem dengan regulator, mitra eksternal, platform pihak external partners, third-party platforms, and the Bank’s internal
ketiga, serta sistem internal Bank. Upaya ini bertujuan untuk systems. These initiatives aimed to improve transaction
meningkatkan efektivitas dan efisiensi transaksi, memperkuat effectiveness and efficiency, reinforced prudent risk management,
penerapan manajemen risiko secara prudent, serta memastikan and ensured operational security and reliability to support high-
keamanan dan keandalan operasional guna mendukung kualitas quality services for customers and business partners.
layanan kepada nasabah dan mitra bisnis.
Dalam mendukung stabilitas sistem keuangan nasional, Treasury In supporting national financial system stability, Permata Bank
Permata Bank turut berperan aktif dalam pelaksanaan operasi Treasury also played an active role in monetary operations and the
moneter serta pengembangan Pasar Uang dan Pasar Valuta development of the Money Market and Foreign Exchange Market
Asing (PUVA) yang diinisiasi oleh Bank Indonesia. Partisipasi ini (PUVA) initiated by Bank Indonesia. This participation reflects
mencerminkan komitmen Bank dalam memperkuat likuiditas dan the Bank’s commitment to strengthening market liquidity and
efisiensi pasar keuangan, memperluas akses bagi pelaku pasar, efficiency, expanding market access, and supporting sustainable
serta mendukung stabilitas moneter dan sistem keuangan yang monetary and financial system stability.
berkelanjutan.
Peran aktif tersebut diwujudkan melalui implementasi transaksi This active role was implemented through participation in Bank
instrumen moneter Bank Indonesia, antara lain Sekuritas Rupiah Indonesia’s monetary instruments, including Bank Indonesia
Bank Indonesia (SRBI), Sekuritas Valas Bank Indonesia (SVBI), Rupiah Securities (SRBI), Bank Indonesia Foreign Exchange
Sukuk Valuta Asing Bank Indonesia (SUVBI), BI FRN dan OIS. Selain Securities (SVBI), Bank Indonesia Foreign Currency Sukuk (SUVBI),
itu, Treasury Permata Bank telah ditunjuk sebagai Appointed BI Floating Rate Notes (BI-FRN), and Overnight Index Swaps
Cross Currency Dealer (ACCD) untuk penyediaan layanan (OIS). In addition, Permata Bank Treasury has been appointed
transaksi Local Currency Transaction (LCT) antara Indonesia dan as an Appointed Cross Currency Dealer (ACCD) to facilitate
negara mitra, khususnya untuk mata uang Baht Thailand (THB) Local Currency Transactions (LCT) between Indonesia and
dan Renminbi Tiongkok (CNY/CNH). partner countries, particularly for Thai Baht (THB) and Chinese
Renminbi (CNY/CNH).
Treasury Permata Bank juga ditetapkan sebagai salah satu Permata Bank Treasury was also designated as one of the
Primary Dealer Pasar Uang dan Pasar Valuta Asing (PUVA), Primary Dealers in the Money Market and Foreign Exchange
guna mendukung kebijakan Bank Indonesia dalam memperkuat Market (PUVA), supporting Bank Indonesia’s efforts to strengthen
pelaksanaan operasi moneter yang terintegrasi dengan monetary operations integrated with the development of a more
264 PT Bank Permata Tbk Laporan Tahunan 2025
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pengembangan pasar keuangan yang lebih likuid, dalam, dan liquid, deep, and inclusive financial market. The Bank was also
inklusif. Di samping itu, Bank berperan aktif dalam pengembangan actively involved in the development of the Central Counterparty
Central Counterparty (CCP) di Indonesia melalui keanggotaan dan (CCP) in Indonesia through membership and capital contributions,
kontribusi permodalan, serta ditunjuk sebagai appointed Agent and has been appointed as an Agent Bank for Foreign Currency
Bank untuk Term Deposit Valas Devisa Hasil Ekspor (DHE) Sumber Term Deposits of Export Proceeds (DHE) from Natural Resources,
Daya Alam, dalam rangka mendukung optimalisasi pengelolaan supporting the optimization of DHE management through foreign
DHE melalui operasi moneter valas. exchange monetary operations.
Rencana Strategis Tahun 2026 Strategic Plans for 2026
Memasuki tahun 2026, Treasury Permata Bank telah menetapkan Entering 2026, Permata Bank Treasury has established strategic
rencana strategis yang diarahkan untuk memperkuat ketahanan plans aimed at strengthening liquidity resilience, improving the
likuiditas, meningkatkan kualitas pengelolaan risiko pasar, serta quality of market risk management, and sustainably optimizing the
mengoptimalkan kinerja keuangan Bank secara berkelanjutan di Bank’s financial performance amid expected continued volatility
tengah dinamika pasar global dan domestik yang diperkirakan in global and domestic markets.
masih berfluktuasi.
Sejalan dengan arah sasaran tersebut, Treasury menetapkan Aligned with these objectives, Treasury has defined its 2026 work
rencana kerja tahun 2026 termasuk melanjutkan pengembangan plan, which will involve continuing several initiatives that have
yang sudah berjalan baik dari tahun sebelumnya antara lain: been successfully implemented in previous years, including:
1. Permata Bank akan mengoptimalkan pengelolaan likuiditas 1. Permata Bank will continue to optimize liquidity management
dan portofolio investasi baik pada produk surat berharga, and its investment portfolio across securities products,
penempatan pada instrumen pasar uang maupun transaksi placements in money market instruments, as well as
atas varian Repo/Reverse Repo. Pelaksanaan seluruh transactions involving various Repo/Reverse Repo
transaksi tersebut akan dilakukan Bank dengan menerapkan instruments. All such transactions will be carried out by the
prinsip kehati-hatian. Bank in adherence to prudent banking principles.
2. Meningkatkan fee-based income dengan melakukan 2. Increasing fee-based income through trading activities,
aktivitas trading termasuk penambahan alternatif permitted expanding permitted instrument alternatives, and developing
instrument dan pengembangan varian produk yang dapat product variations for Corporate, Commercial, and Consumer
ditawarkan kepada nasabah baik untuk segmen Corporate Banking customers.
Banking, Commercial Banking, dan Consumer Banking.
3. Mendukung program Bank Indonesia dalam meningkatkan 3. Supporting Bank Indonesia programs by increasing the use of
penggunaan INDONIA sebagai basis dalam transaksi produk INDONIA as a benchmark for Treasury transactions, including
Treasury, seperti Overnight Index Swap (OIS) dan Floating Overnight Index Swaps (OIS) and Floating Rate Notes (FRN).
Rate Notes (FRN).
4. Melakukan pembaruan dan peningkatan sistem Treasury 4. Upgrading and enhancing Treasury systems and supporting
serta sistem pendukung lainnya mencakup berbagai aspek, infrastructure–both software and hardware–to improve
baik dari sisi perangkat lunak (software) maupun perangkat operational efficiency, reduce errors, and deliver a better
keras (hardware) untuk terus meningkatkan efisiensi transaction experience for customers and business partners.
operasional, mengurangi risiko kesalahan dan memberikan
pengalaman bertransaksi yang lebih baik bagi nasabah serta
rekan bisnis lainnya.
5. Memberikan kontribusi dan partisipasi aktif pada setiap 5. Providing active contribution to financial market development
program pengembangan pasar keuangan dari Bank Indonesia initiatives by Bank Indonesia and other regulators to enhance
maupun regulator lainnya untuk meningkatkan stabilitas monetary stability, strengthen the financial system, and
moneter, memperkuat sistem keuangan, dan mendukung support sustainable economic growth.
pertumbuhan ekonomi yang berkelanjutan.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Branch Banking dan Digital Banking
Branch Banking and Digital Banking
Jaringan Cabang
Branch Network
Dalam rangka memperkuat kualitas layanan dan menjawab To enhance service quality and respond to evolving customer
perubahan perilaku nasabah yang semakin mengedepankan behavior–where convenience, speed, and an integrated service
kenyamanan, kecepatan, serta pengalaman layanan yang experience are essential–Permata Bank continues to selectively
terintegrasi, Permata Bank terus mengoptimalkan jaringan and sustainably optimize its branch network. In line with
kantor cabangnya secara selektif dan berkelanjutan. Sejalan national banking industry trends, which are gravitating toward
dengan tren industri perbankan nasional yang mengarah pada full optimization of physical touchpoints alongside increasingly
optimalisasi physical touchpoint dan penguatan layanan digital, popular digital services, the Bank has strategically positioned its
jaringan cabang Permata Bank difokuskan untuk memberikan entire branch network to deliver consultative, customer-oriented
layanan bernilai tambah yang bersifat konsultatif dan berorientasi added value.
pada kebutuhan nasabah.
Sebagai wujud komitmen dalam menghadirkan layanan As part of its commitment to delivering innovative and modern
perbankan yang inovatif dan modern, Permata Bank secara banking services, Permata Bank has consistently undertaken
konsisten melakukan modernisasi jaringan kantor cabang. Konsep modernization initiatives across its branch network. This concept
ini mengedepankan tata ruang yang lebih fungsional, proses emphasizes a more functional spatial design, more efficient
layanan yang lebih efisien serta terintegrasi dengan kanal digital service processes integrated with the Bank’s digital channels–
Bank, sehingga kantor cabang tidak hanya berperan sebagai positioning branches not only as transaction centers but also as
pusat transaksi, tetapi juga sebagai pusat solusi keuangan dan financial solution hubs and engagement points that strengthen
interaksi yang memperkuat hubungan jangka panjang dengan long-term customer relationships.
nasabah.
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Dalam rangka memastikan efektivitas jaringan cabang di To ensure the effectiveness of its branch network across regions,
berbagai wilayah, Permata Bank menempatkan tenaga Permata Bank assigns professional and experienced sales
pemasaran yang profesional, berpengalaman, serta memiliki personnel with strong competencies and a comprehensive
kompetensi dan pemahaman komprehensif atas produk dan understanding of the Bank’s products and services to serve as
layanan Bank sebagai ujung tombak dalam memberikan layanan the front line in delivering service excellence to customers. Branch
prima kepada nasabah. Pengembangan jaringan cabang juga network development also considers operational efficiency
mempertimbangkan aspek efisiensi operasional dan potensi and regional growth potential, thereby ensuring that branches
pertumbuhan wilayah, guna memastikan peran strategis kantor continue to play a strategic role in expanding access to banking
cabang dalam memperluas akses layanan perbankan dan services and supporting sustainable business growth.
mendukung pertumbuhan bisnis yang berkelanjutan.
Dengan menempatkan kepuasan nasabah sebagai prioritas With customer satisfaction as its top priority, Permata Bank has
utama, Permata Bank terus menjaga konsistensi dalam remained consistent in delivering relevant products, service
menghadirkan inovasi produk dan layanan yang relevan serta innovations, and value-added financial solutions. By strengthening
solusi finansial yang bernilai tambah. Melalui penguatan peran branch roles fully integrated with digital services, the Bank is
kantor cabang yang terintegrasi dengan layanan digital, Bank committed to providing an optimal banking experience while
berkomitmen untuk memberikan pengalaman perbankan terbaik fostering stronger customer relationships amid the continuously
sekaligus memperkuat hubungan dengan nasabah di tengah evolving dynamics of the banking industry.
dinamika industri perbankan yang terus berkembang.
Kinerja Jaringan Cabang Tahun 2025 Branch Network Performance in 2025
Pada akhir tahun 2025, jaringan kantor Permata Bank didukung As of the end of 2025, Permata Bank’s office network comprised
oleh 63 kantor cabang (termasuk kantor cabang syariah) dan 137 63 branch offices (including sharia branches) and 137 sub-branch
kantor cabang pembantu (termasuk kantor cabang pembantu offices (including sharia sub-branches), spanning 54 cities and 27
syariah) yang tersebar di 54 kota dan 27 kabupaten di seluruh regencies across Indonesia. To further enhance customer access
Indonesia. Untuk melengkapi akses layanan perbankan bagi to banking services, the Bank was also supported by 834 ATM
nasabah, Bank juga didukung oleh 834 jaringan ATM yang units integrated with other electronic service channels.
terintegrasi dengan kanal layanan elektronik lainnya.
Dengan komposisi jaringan tersebut, Permata Bank memastikan With this network composition, Permata Bank ensures that its
keberadaan kantor cabang tetap memainkan peran strategis branch offices continue to play a strategic role in supporting
dalam mendukung fungsi intermediasi, memperluas akses layanan intermediation functions, expanding access to banking services,
perbankan, serta memperkuat hubungan dengan nasabah. and strengthening customer relationships.
Strategi Pertumbuhan Jaringan Cabang Branch Network Growth Strategy in 2025
Tahun 2025
Dalam rangka menjaga daya saing dan mendorong pertumbuhan To maintain competitiveness and drive sustainable business growth
bisnis yang berkelanjutan di tengah dinamika industri amid the dynamic national banking landscape, Permata Bank
perbankan nasional, Permata Bank secara berkesinambungan continuously develops branch network management strategies
mengembangkan strategi pengelolaan jaringan kantor cabang focused on enhancing the quality of the customer experience.
yang berfokus pada peningkatan kualitas pengalaman nasabah. The Bank views consistent, value-added service excellence as
Bank memandang bahwa keunggulan layanan yang konsisten dan the primary foundation for strengthening customer loyalty while
bernilai tambah merupakan fondasi utama dalam memperkuat expanding its business base.
loyalitas nasabah serta memperluas basis bisnis.
Pada tahun 2025, strategi pertumbuhan jaringan cabang In 2025, the branch network growth strategy focused on reinforcing
diarahkan untuk memperkuat peran kantor cabang sebagai the role of branches as comprehensive, customer-driven banking
pusat layanan perbankan yang komprehensif dan berorientasi service centers. The Bank pursued this effort through the provision
pada pemenuhan kebutuhan nasabah. Upaya ini dilakukan of relevant financial products and services, supported by optimal
melalui penyediaan produk dan layanan keuangan yang relevan, integration between physical services and the Bank’s digital
didukung oleh integrasi yang optimal antara layanan fisik dan channels to ensure ease of access, process efficiency, and
kanal digital Bank guna memastikan kemudahan akses, efisiensi superior service quality.
proses, dan kualitas layanan yang unggul.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sebagai bagian dari komitmen terhadap peningkatan mutu As part of our commitment to enhancing service quality,
layanan, Permata Bank meluncurkan konsep Wealth Gallery di Permata Bank has introduced the Wealth Gallery concept at the
Cabang Jakarta Premium Outlets Tangerang untuk melayani Jakarta Premium Outlets Tangerang Branch to serve Priority and
nasabah Priority dan Private Banking, serta menerapkan Private Banking customers. The Bank also implements continuous
pengukuran kualitas layanan secara berkelanjutan melalui Net service quality measurement through the Net Promoter Score
Promoter Score (NPS) sebagai indikator utama kepuasan dan (NPS) as a key indicator of customer satisfaction and loyalty. The
loyalitas nasabah. Hasil pengukuran NPS dimanfaatkan sebagai NPS results are utilized as the basis for evaluating and refining
dasar dalam melakukan evaluasi dan penyempurnaan layanan service delivery at the branch operational level, ensuring a
pada tingkat operasional cabang, guna memastikan pengalaman consistent service experience that aligns with customer needs.
layanan yang konsisten dan selaras dengan kebutuhan nasabah.
Permata Bank juga melakukan optimalisasi jaringan kantor Permata Bank also optimized its branch network through measured
cabang melalui langkah-langkah strategis yang terukur, meliputi strategic actions, including relocating branches to higher-growth
relokasi kantor cabang ke wilayah dengan potensi pertumbuhan areas, opening new branches in prospective locations, and
yang lebih tinggi, pembukaan kantor cabang baru di area yang implementing co-location concepts between conventional and
prospektif, serta penerapan konsep co-location antara kantor sharia branches. All initiatives were based on comprehensive
cabang konvensional dan syariah. Seluruh inisiatif tersebut assessments of market potential, regional characteristics, branch
dilaksanakan berdasarkan kajian menyeluruh terhadap potensi performance, and alignment with the Bank’s overall business
pasar, karakteristik wilayah, kinerja cabang, serta keselarasan strategy to ensure distribution network effectiveness and support
dengan strategi bisnis Bank guna memastikan efektivitas sustainable business growth.
jaringan distribusi dan mendukung pertumbuhan usaha
secara berkelanjutan.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Pada tahun 2025, pengembangan jaringan kantor cabang In 2025, the development of Permata Bank’s branch network
Permata Bank dihadapkan pada sejumlah tantangan bisnis yang faced several business challenges arising from the acceleration
dipengaruhi oleh percepatan digitalisasi di sektor perbankan of digitalization in the banking sector and changes in customer
serta perubahan perilaku nasabah yang semakin mengutamakan behavior that increasingly favor fast, digital, and integrated
layanan digital, cepat, dan terintegrasi. Kondisi ini mendorong services. These conditions prompted the Bank to reorganize its
Permata Bank untuk melakukan penataan jaringan kantor cabang branch network in a more selective and strategic manner while
secara lebih selektif dan strategis, sekaligus mendefinisikan ulang redefining the role of branches to ensure they remain relevant and
peran kantor cabang agar tetap relevan dan bernilai tambah deliver added value within the modern banking ecosystem.
dalam ekosistem layanan perbankan modern.
Seiring dengan terus meningkatnya adopsi layanan digital di In response to the growing adoption of digital banking services,
industri perbankan, Permata Bank telah menerapkan berbagai Permata Bank implemented several strategic measures to
langkah strategis dalam rangka optimalisasi jaringan kantor optimize its branch network, including:
cabang, antara lain sebagai berikut:
1. Melakukan konsolidasi dan relokasi kantor cabang dengan 1. Consolidating and relocating branches by prioritizing more
mempertimbangkan lokasi yang lebih strategis dan memiliki strategic locations with higher business potential to enhance
potensi bisnis yang lebih tinggi, guna meningkatkan jangkauan service reach and improve the quality of customer interactions.
layanan serta kualitas interaksi dengan nasabah.
2. Menerapkan konsep penggabungan (co-location) antara 2. Implementing co-location between nearby Sharia and
kantor cabang syariah dan konvensional yang berdekatan, conventional branches to improve operational efficiency,
sebagai upaya meningkatkan efisiensi operasional, strengthen business synergies, and maximize resource
memperkuat sinergi bisnis, dan memaksimalkan pemanfaatan utilization.
sumber daya.
3. Menutup kantor cabang yang memiliki tingkat pertumbuhan 3. Closing branches with suboptimal business growth and
bisnis dan rasio biaya terhadap pendapatan (Cost-to-Income cost-to-income ratios (CIR) following comprehensive and
Ratio/CIR) yang tidak optimal, setelah melalui proses evaluasi measurable performance evaluations.
kinerja yang komprehensif dan terukur.
268 PT Bank Permata Tbk Laporan Tahunan 2025
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Melalui pendekatan tersebut, Permata Bank berupaya memastikan Through this approach, Permata Bank seeks to ensure that branch
bahwa pengembangan jaringan kantor cabang tetap sejalan network development remains aligned with the Bank’s business
dengan strategi bisnis Bank, mendukung transformasi digital, serta strategy, supports digital transformation, and delivers sustainable
mampu memberikan kontribusi yang berkelanjutan terhadap contributions to financial performance and service quality.
kinerja keuangan dan kualitas layanan kepada nasabah.
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Permata Bank menyadari bahwa jaringan kantor cabang tetap Permata Bank recognizes that its branch network will remain a key
menjadi fondasi penting dalam memperluas pangsa pasar foundation for expanding market share and for fostering strong,
sekaligus membina hubungan yang erat dan harmonis dengan enduring relationships with its customers. Accordingly, in 2026,
nasabah. Untuk itu, pada tahun 2026, Bank akan melaksanakan the Bank will implement a series of strategic programs designed
serangkaian program strategis yang dirancang untuk to comprehensively optimize its branch network. The following are
mengoptimalkan jaringan kantor cabang secara menyeluruh. the key initiatives to be undertaken:
Beberapa inisiatif utama yang akan dijalankan meliputi:
1. Pembukaan Kantor Cabang Baru 1. Opening of New Branches
Dalam rangka perluasan bisnis dan pengembangan portofolio As part of its business expansion and customer portfolio
nasabah, Permata Bank berencana akan membuka beberapa development, Permata Bank plans to open several new
cabang baru di lokasi-lokasi strategis agar dapat memberikan branches in strategic locations to provide enhanced service
pelayanan yang lebih baik kepada nasabah. accessibility for customers.
2. Optimalisasi Kantor Cabang 2. Branch Optimization
Permata Bank tetap akan melakukan peninjauan terhadap Permata Bank will continue to review its branch offices to
kantor-kantor cabang agar dapat menentukan langkah determine appropriate strategic actions, including potential
strategis selanjutnya terkait kebutuhan penambahan expansion, relocation to more promising areas, or closure of
dan relokasi kantor cabang yang potensial, atau bahkan under-performing branches.
penutupan kantor cabang yang tidak optimal.
3. Integrasi Layanan Coffee Banking 3. Integration of Coffee Banking Services
Permata Bank menghadirkan konsep Coffee Banking, sebuah Permata Bank introduces the Coffee Banking concept—an
inovasi yang mengintegrasikan layanan perbankan dengan innovation that integrates banking services with a coffee shop
pengalaman coffee shop di cabang. Konsep ini dikembangkan experience within branch locations. This concept is developed
melalui kolaborasi strategis dengan mitra coffee shop untuk through strategic partnerships with coffee shop operators
menciptakan suasana yang nyaman dan interaktif bagi to create a comfortable and interactive environment for
nasabah, sekaligus meningkatkan kunjungan ke cabang. customers while increasing branch visits.
4. Renovasi Modernized Branch 4. Modernized Branch Renovation
Permata Bank kembali akan melanjutkan renovasi jaringan Permata Bank will continue the renovation of its branch
kantor yang mengusung konsep Modernized Branch. network by adopting the Modernized Branch concept.
2025 Annual Report PT Bank Permata Tbk 269
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
National Non-Branch Sales (NNBS)
National Non-Branch Sales (NNBS)
Permata Bank terus memperkuat peran National Non-Branch Permata Bank continues to strengthen the role of National Non-
Sales (NNBS) sebagai salah satu kanal strategis dalam Branch Sales (NNBS) as a strategic channel for expanding
memperluas jangkauan pasar dan meningkatkan efektivitas market reach and enhance the effectiveness of banking product
distribusi produk perbankan. Melalui pengembangan jaringan distribution. By developing a sales networks outside of branch
penjualan di luar kantor cabang, Bank tidak hanya bergantung offices, the Bank is no longer solely reliant on conventional
pada infrastruktur fisik konvensional, tetapi juga mengadopsi physical infrastructure but adopting a more flexible and adaptive
pendekatan distribusi yang lebih fleksibel dan adaptif terhadap distribution approach to serve more dynamic customer needs.
dinamika kebutuhan nasabah.
Optimalisasi jaringan non-cabang memungkinkan Permata Optimizing non-branch networks allows Permata Bank to reach
Bank menjangkau segmen pasar yang lebih luas, termasuk area broader market segments, including a high-growth potential
dan komunitas dengan potensi pertumbuhan tinggi, sekaligus areas and communities, while accelerating customer acquisition.
mempercepat proses akuisisi nasabah. Melalui kanal ini, Bank Through this channel, the Bank offers a variety of financial products
menawarkan beragam produk dan layanan keuangan, mulai dari and services, from funding to financing solutions, increasing
produk pendanaan hingga pembiayaan, sehingga meningkatkan accessibility, convenience, and choice of financial solutions for
aksesibilitas, kemudahan, serta pilihan solusi keuangan customers.
bagi nasabah.
Keberadaan NNBS juga memberikan nilai tambah strategis bagi NNBS also provides strategic added value for Permata Bank in
Permata Bank dalam meningkatkan efisiensi operasional dan improving operational efficiency and sales productivity, along
produktivitas penjualan, seiring dengan pemanfaatan proses with the utilization of more standardized processes integrated with
yang lebih terstandardisasi dan terintegrasi dengan sistem digital the Bank’s digital systems. With this approach, Permata Bank can
Bank. Dengan pendekatan ini, Permata Bank mampu memperkuat strengthen market penetration, support sustainable retail business
penetrasi pasar, mendukung pertumbuhan bisnis ritel secara growth, and ensured inclusive and relevant financial services for
berkelanjutan, serta memastikan layanan keuangan yang inklusif customers across various regions throughout 2025.
dan relevan bagi masyarakat di berbagai wilayah sepanjang
tahun 2025.
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Kinerja National Non-Branch Sales Tahun National Non-Branch Sales Performance in
2025 2025
Sepanjang tahun 2025, NNBS memainkan peran strategis Throughout 2025, NNBS plays a strategic role in expanding
dalam memperluas jangkauan distribusi Permata Bank dengan Permata Bank’s distribution reach by complementing the branch
melengkapi jaringan kantor cabang melalui kanal non-cabang network with a more flexible, efficient, and oriented toward
yang lebih fleksibel, efisien, dan berorientasi pada akuisisi acquiring quality customers. The optimization of NNBS enabled
nasabah berkualitas. Optimalisasi NNBS memungkinkan Bank the Bank to broaden its customer base while driving sustainable
menjangkau basis nasabah yang lebih luas, sekaligus mendorong growth in funds, transactions, and fee-based income.
pertumbuhan dana, transaksi, dan pendapatan berbasis komisi
secara berkelanjutan.
Kinerja NNBS pada tahun 2025 membukukan hasil yang solid NNBS’s performance in 2025 delivers solid results, primarily
terutama didorong oleh pertumbuhan segmen payroll, merchant, driven by growth in the payroll, merchant, and cross-selling
dan cross sell. Pada segmen payroll, peningkatan kerja sama segments. Within the payroll segment, increased partnerships with
dengan perusahaan baru berhasil mendorong pertumbuhan new institutional clients has driven growth in the number of payroll
jumlah nasabah payroll dan memperkuat perolehan dana customers and strengthened the quality funds as reflected in the
berkualitas sebagaimana tercermin dari peningkatan Total increase of Total Relationship Balance (TRB).
Relationship Balance (TRB) secara signifikan.
Di sisi lain, penajaman fokus akuisisi merchant dengan tingkat On the other hand, sharpening the focus on merchant-acquisition
aktivasi yang lebih optimal berhasil meningkatkan jumlah with higher activation rates led to a higher number of active
merchant aktif di Permata Bank. Pencapaian ini turut mendorong merchants at Permata Bank. This achievement also contributed
kontribusi pendapatan fee-based banking secara keseluruhan. positively to overall fee-based income growth.
Secara keseluruhan, kontribusi NNBS pada tahun 2025 tidak Overall, NNBS’s contribution in 2025 is extended beyond increased
hanya tercermin dari peningkatan dana pihak ketiga (DPK) dan Third-Party Funds (TPF) and transaction activity, but also in its role
aktivitas transaksi, tetapi juga dari perannya dalam memperkuat in strengthening bank’s customer base, improving funding quality,
basis nasabah, meningkatkan kualitas pendanaan, serta and supporting growth of non-interest income.
mendukung pertumbuhan pendapatan non-bunga.
Strategi Pertumbuhan National Non-Branch National Non-Branch Sales Growth Strategy in
Sales Tahun 2025 2025
Sepanjang tahun 2025, NNBS Permata Bank memainkan Throughout 2025, NNBS plays a strategic distribution channel in
peran strategis dalam memperluas jangkauan distribusi dan expanding Permata Bank’s distribution reach and strengthening
memperkuat pertumbuhan bisnis bank. Dengan tidak hanya business growth. By moving beyond branch-based distribution,
bergantung pada jaringan kantor cabang, NNBS menjadi kanal NNBS served as an effective alternative channel to reach a
distribusi alternatif yang efektif untuk menjangkau segmen broader market segment, enhance financial service accessibility,
pasar yang lebih luas, meningkatkan aksesibilitas layanan and support sustainable funding and transaction acquisition.
keuangan, serta mendukung akuisisi dana dan transaksi secara
berkelanjutan.
Dalam menjalankan perannya, NNBS mengadopsi pendekatan In carrying out its role, NNBS adopts a customer-centric approach
customer-centric yang terintegrasi dengan strategi bisnis integrated with the Bank’s overall business strategy. Its primary
Bank secara keseluruhan. Fokus utama NNBS diarahkan pada focus was strengthening cross-unit synergy and ecosystem
penguatan sinergi lintas unit dan kolaborasi dalam ekosistem collaboration within Permata Bank to deliver relevant and value-
Permata Bank guna menghadirkan solusi keuangan yang relevan added financial solutions. This approach enables the Bank
dan bernilai tambah bagi nasabah. Pendekatan ini memungkinkan to optimize business potential by leveraging customer data,
optimalisasi potensi bisnis melalui pemanfaatan data nasabah, enhancing acquisition effectiveness, and deepening long-term
peningkatan efektivitas akuisisi, serta pendalaman hubungan relationships with both individual and institutional customers.
jangka panjang dengan nasabah individu maupun institusi.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sejalan dengan strategi pertumbuhan Bank, NNBS juga secara In line with the Bank’s growth strategy, NNBS actively expanded
aktif memperluas basis nasabah melalui akuisisi yang lebih its customer base through targeted acquisition across various
terarah pada berbagai profil dan segmen pasar, termasuk segments, including payroll and merchants. This strategy not
payroll, dan merchant. Strategi ini tidak hanya memperkuat skala only strengthens business scale but also unlocked cross-selling
bisnis, tetapi juga membuka peluang cross-selling produk bank, opportunities across bank products, such as savings, digital
seperti tabungan, transaksi digital, kartu kredit, dan pembiayaan transactions, credit cards, and consumer financing products,
konsumtif, yang pada akhirnya mendorong pertumbuhan dana ultimately driving growth in low-cost funds (CASA), Total
murah (CASA), Total Relationship Balance (TRB), serta pendapatan Relationship Balance (TRB), and fee-based income.
berbasis fee.
Dengan menerapkan strategi yang terarah, kolaboratif, dan By implementing a targetted, collaborative, and adaptive strategy
adaptif terhadap dinamika pasar, NNBS terus memperkuat to market dynamics, NNBS continues to reinforce its position as
posisinya sebagai salah satu pilar distribusi utama Permata one of Permata Bank’s key distribution pillars, supporting digital
Bank. Peran ini semakin relevan dalam mendukung transformasi transformation, customer base expansion, and sustainable value
digital Bank, memperluas basis nasabah, serta menciptakan creation for all stakeholders.
pertumbuhan yang berkelanjutan dan bernilai bagi seluruh
pemangku kepentingan.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sepanjang tahun 2025, kegiatan usaha NNBS dihadapkan Throughout 2025, NNBS operations faced an increasingly
dengan lingkungan bisnis yang semakin dinamis, ditandai dengan dynamic business environment, characterized by heightened
meningkatnya persaingan dalam akuisisi nasabah, volatilitas competition in customer acquisition, economic volatility, and rising
kondisi ekonomi, serta ekspektasi nasabah yang semakin tinggi customer expectations for service quality and transaction speed.
terhadap kualitas layanan dan kecepatan transaksi. Kondisi ini These conditions require NNBS to pursue growth while ensuring
menuntut NNBS untuk tidak hanya mengejar pertumbuhan, tetapi all expansion activities remained aligned with the Bank’s prudent
juga memastikan bahwa setiap ekspansi bisnis tetap selaras principles and risk appetite framework.
dengan prinsip kehati-hatian dan berada dalam koridor risk
appetite Bank.
Dalam mengantisipasi potensi risiko yang dapat memengaruhi To anticipate potential risks that could impact sustainable
keberlanjutan kinerja, NNBS menempatkan fokus utama pada performance, NNBS places a primary focus on quality growth. This
pertumbuhan yang berkualitas. Upaya tersebut diwujudkan effort is realized through a disciplined customer and prospective
melalui proses screening nasabah dan calon debitur yang debtor screening process, as well as portfolio management
dilakukan secara disiplin, serta pengelolaan portofolio yang directed at business sectors and customer segments with stronger,
diarahkan pada sektor usaha dan segmen nasabah dengan more stable fundamentals and long-term prospects. This approach
fundamental yang lebih kuat, stabil, dan memiliki prospek jangka aims to maintain asset quality while ensuring sustainable business
panjang. Pendekatan ini bertujuan menjaga kualitas aset sekaligus contributions to the Bank.
memastikan kontribusi bisnis yang berkelanjutan bagi Bank.
Dengan menyeimbangkan pertumbuhan, pengelolaan risiko, dan By balancing growth, risk discipline, and service quality, NNBS has
kualitas layanan, NNBS mampu merespons seluruh tantangan effectively navigated evolving business challenges. This approach
bisnis secara adaptif. Pendekatan ini menjadi fondasi penting bagi serves as a critical foundation in maintaining stable performance,
NNBS dalam menjaga stabilitas kinerja, memperkuat kontribusi strengthening its contribution to the Bank, and supporting
terhadap Bank, serta mendukung pencapaian target bisnis Permata Bank’s business targets amidst a continuously evolving
Permata Bank secara berkelanjutan di tengah dinamika pasar market landscape.
yang terus berkembang.
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Rencana Strategis Tahun 2026 Strategic Plan for 2026
Memasuki tahun 2026, NNBS Permata Bank terus menegaskan As we enter 2026, NNBS Permata Bank continues to affirm
komitmennya untuk menciptakan nilai unggul bagi seluruh its commitment to creating superior value for all stakeholders
pemangku kepentingan secara berkelanjutan. Komitmen tersebut in a sustainable basis. This commitment is carried out by
dijalankan dengan tetap menjunjung tinggi prinsip dan praktik upholding prudent banking principles and practices, as well as
perbankan yang prudent, serta pendekatan kehati-hatian dalam a prudent approach in capitalizing various growth opportunities
memanfaatkan berbagai peluang pertumbuhan di tengah amidst the increasingly competitive dynamics of the financial
dinamika industri jasa keuangan yang semakin kompetitif. services industry.
Dengan dukungan sumber daya yang solid dan kapabilitas With solid resources and continuously strengthened non-branch
distribusi non-cabang yang terus diperkuat, NNBS optimis dapat distribution capabilities, NNBS is optimistic that it can drive
mendorong kinerja yang lebih baik pada tahun 2026. Fokus better performance in 2026. The focus of NNBS’s development
pengembangan dan rencana strategis NNBS diarahkan untuk and strategic plans are directed at strengthening its role as an
memperkuat peran sebagai kanal distribusi yang efektif, adaptif, effective, adaptive, and customer-oriented distribution channel
dan berorientasi pada kebutuhan nasabah, melalui agenda through the following strategic agenda:
strategis sebagai berikut:
1. Peningkatan sinergi lintas direktorat antara Corporate, 1. Enhancing cross-directorate synergy between Corporate,
Commercial dan Branch Network melalui proses kerja yang Commercial, and Branch Network through more customer-
lebih customer centric dan terintegrasi. centric and integrated work processes.
2. Peningkatan kualitas CASA dan cross sell ke arah segmen 2. Improving CASA quality and cross-selling towards more
nasabah yang lebih tepat dan menguntungkan. appropriate and profitable customer segments.
3. Peningkatan produktivitas penjualan melalui pengembangan 3. Increasing sales productivity through the development of
saluran penjualan yang berkelanjutan, memanfaatkan sustainable sales channels, utilizing technology, developing
penggunaan teknologi, pengembangan sumber human resources, and mutually beneficial partnership
daya manusia dan peluang partnership yang saling opportunities.
menguntungkan.
2025 Annual Report PT Bank Permata Tbk 273
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Digital Channel
Digital Channel
Penguatan kapabilitas digital terus menjadi fokus strategis Strengthening digital capabilities remains a strategic focus for
Permata Bank dalam merespons percepatan transformasi Permata Bank as the banking industry undergoes accelerated
industri perbankan. Di tengah meningkatnya adopsi layanan transformation. Amid rising adoption of digital financial services
keuangan digital dan ekspektasi nasabah terhadap kemudahan and growing customer expectations for convenience and
serta keamanan transaksi, Permata Bank secara berkelanjutan transaction security, Permata Bank has consistently developed
mengembangkan dan mengoptimalkan kanal digital (digital and optimized its digital channels. These initiatives aim not only
channel). Inisiatif ini tidak hanya bertujuan untuk meningkatkan to enhance service quality and customer convenience but also to
kualitas layanan dan kenyamanan nasabah, tetapi juga menjadi serve as a critical foundation for sustainable business growth.
fondasi penting dalam mendorong pertumbuhan bisnis yang
berkesinambungan.
Kinerja Digital Channel Tahun 2025 Digital Channel Performance in 2025
Setelah menerapkan berbagai inisiatif strategis secara konsisten Following the consistent implementation of strategic initiatives
pada kanal digital, lini bisnis Digital Channel Permata Bank across its digital channels, Permata Bank’s Digital Channel
berhasil membukukan kinerja yang solid sepanjang tahun 2025. business line delivered solid performance throughout 2025. This
Kinerja tersebut didukung oleh ekspansi basis pengguna Permata performance was supported by the expansion of the Permata ME
ME yang meningkat sebesar 10,5% menjadi sebanyak 2,0 juta user base, which grew by 10.5% to 2.0 million customers,
nasabah, yang mencerminkan semakin kuatnya adopsi digital reflecting stronger digital adoption and deeper customer
serta keterlibatan nasabah dalam memanfaatkan layanan engagement with Permata Bank’s digital banking services. In
perbankan digital Permata Bank. Pada tahun 2025, total transaksi 2025, total customer transactions conducted through Permata ME
nasabah melalui Permata ME mencapai 381,2 juta transaksi. reached 381.2 million.
Selain itu pada cash management services, jumlah transaksi In addition, in cash management services, the number of
di Permata eBusiness mengalami peningkatan sebesar 23% transactions on Permata eBusiness increased by 23% compared
dibandingkan dengan tahun sebelumnya. Jumlah transaksi to the previous year. The number of Permata API transactions
Permata API mengalami peningkatan sebesar 74% menjadi increased by 74% to 105.7 million transactions. The number of
105.7 juta transaksi. Jumlah transaksi Virtual Account (VA) Virtual Account (VA) transactions in 2025 was 118.7 million, while
pada tahun 2025 adalah sebesar 118.7 juta transaksi dan the number of transactions in the previous year was 132.7 million.
jumlah transaksi pada tahun sebelumnya adalah sebesar
132.7 juta transaksi.
274 PT Bank Permata Tbk Laporan Tahunan 2025
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Kinerja positif digital channel Permata Bank sepanjang tahun ini The positive performance of Permata Bank’s digital channels
tidak hanya berkontribusi terhadap peningkatan volume transaksi, throughout this year has not only contributed to an increase in
tetapi juga berperan signifikan dalam mendorong efisiensi transaction volume, but has also played a significant role in driving
operasional Bank, memperluas basis Dana Pihak Ketiga, serta the Bank’s operational efficiency, expanding its Third Party Funds
meningkatkan pendapatan berbasis komisi (fee-based income). base, and increasing fee-based income. Supported by a reliable,
Dengan ditopang oleh infrastruktur sistem yang andal, aman, dan secure, and scalable system infrastructure, as well as a continuous
skalabel, serta komitmen berkelanjutan dalam penyempurnaan commitment to improving user experience, Permata Bank’s
user experience, digital channel Permata Bank terus menjadi digital channels continue to be a strategic enabler for sustainable
enabler strategis bagi pertumbuhan bisnis yang berkelanjutan business growth and strengthening the Bank’s competitiveness
dan penguatan daya saing Bank di tengah akselerasi transformasi amid the acceleration of digital transformation in the national
digital industri perbankan nasional. banking industry.
Strategi Digital Channel Tahun 2025 Digital Channel Strategy in 2025
Permata Bank menyadari bahwa di tengah persaingan antar-bank Permata Bank recognizes that, amid intensifying interbank
yang semakin intensif, keberlanjutan pertumbuhan bisnis sangat competition, sustainable business growth depends heavily on the
ditentukan oleh kemampuan Bank dalam menghadirkan inovasi Bank’s ability to deliver relevant, value-added product and service
produk dan layanan yang relevan serta bernilai tambah bagi innovations. Accordingly, accelerating digital transformation
nasabah. Oleh karena itu, percepatan transformasi digital terus remains a strategic commitment to deliver seamless, accessible,
menjadi komitmen strategis Bank untuk memastikan penyediaan and customer-centric banking solutions aligned with the
solusi layanan perbankan yang seamless, mudah diakses, dan expectations of increasingly digital-savvy customers.
selaras dengan ekspektasi nasabah yang semakin digital-savvy.
Sejalan dengan komitmen tersebut, Permata Bank secara In line with this commitment, Permata Bank consistently
konsisten memperkuat pengembangan ekosistem perbankan strengthened the development of its digital banking ecosystem
digital melalui kolaborasi strategis dengan berbagai mitra through strategic collaborations with key partners across the
dan pelaku utama dalam ekosistem perbankan dan ekonomi banking and digital economy landscape. This collaborative
digital. Pendekatan kolaboratif ini memungkinkan Bank untuk approach enables the Bank to expand service capabilities,
memperluas kapabilitas layanan, mempercepat inovasi, serta accelerate innovation, and deliver a more integrated digital
menghadirkan pengalaman perbankan digital yang lebih banking experience across customer segments.
terintegrasi bagi nasabah di berbagai segmen.
Dalam mendukung strategi tersebut, jaringan digital channel To support this strategy, digital channels were continuously
terus dioptimalkan tidak hanya sebagai sarana transaksi, optimized not only as transaction platforms but also as direct
tetapi juga sebagai kanal komunikasi langsung dan platform communication channels and primary platforms for promoting
utama dalam mempromosikan produk serta layanan Permata Permata Bank products and services. These efforts aim to
Bank. Upaya ini bertujuan untuk meningkatkan adopsi digital, increase digital adoption, deepen customer engagement, and
memperdalam engagement nasabah, sekaligus memperkuat reinforce digital channels as the backbone of modern banking
posisi digital channel sebagai tulang punggung distribusi layanan service distribution.
perbankan modern.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sepanjang tahun 2025, berbagai inisiatif pengembangan dan Throughout 2025, the development and management of
pengelolaan digital channel Permata Bank dihadapkan dengan Permata Bank’s digital channels faced increasingly complex
dinamika tantangan yang semakin kompleks seiring percepatan challenges, driven by the rapid acceleration of digitalization within
digitalisasi di industri perbankan nasional. Meningkatnya adopsi Indonesia’s banking industry. The growing adoption of digital
layanan perbankan digital mendorong ekspektasi nasabah banking services raised customer expectations for transaction
terhadap kecepatan, keandalan, dan kemudahan transaksi yang speed, reliability, and convenience, intensifying competition
semakin tinggi, sekaligus memperketat persaingan antar-bank among banks and digital non-bank players offering technology-
maupun dengan pelaku non-bank digital yang menawarkan solusi based financial solutions.
keuangan berbasis teknologi.
2025 Annual Report PT Bank Permata Tbk 275
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dalam menghadapi kompetisi pasar yang semakin ketat tersebut, Facing increasingly fierce market competition, Permata Bank
Permata Bank dituntut untuk menjaga keseimbangan antara is required to maintain a balance between accelerating digital
akselerasi inovasi digital dan penguatan keamanan sistem secara innovation and continuously strengthening system security.
berkelanjutan. Meningkatnya eksposur terhadap risiko siber Increasing exposure to cyber risks, including potential service
termasuk potensi gangguan layanan dan ancaman terhadap disruptions and data security threats, has driven the Bank
keamanan data pada gilirannya mendorong Bank untuk terus to continue investing in reliable technology infrastructure,
berinvestasi pada infrastruktur teknologi yang andal, memperkuat strengthening security systems, and enhancing IT risk management
sistem pengamanan, serta meningkatkan kapabilitas manajemen capabilities. These steps are crucial to ensuring the reliability and
risiko teknologi informasi. Langkah ini menjadi krusial untuk security of digital channel services, thereby supporting the long-
memastikan layanan digital channel tetap andal dan aman term sustainability of Permata Bank’s digital business.
sehingga dapat mendukung keberlanjutan bisnis digital Permata
Bank dalam jangka panjang.
Kemudian terkait pengembangan layanan digital channel, Then, regarding the development of digital channel services,
Permata Bank juga melihat adanya tantangan lain yang muncul Permata Bank also sees other challenges arising as banks
seiring meningkatnya kebutuhan bank dalam mendorong increasingly need to drive sustainable customer adoption and
kualitas adopsi dan engagement nasabah secara berkelanjutan. engagement. Therefore, expanding the digital channel user base
Oleh karena itu, perluasan basis pengguna digital channel tidak should not only focus on increasing the number of users, but also
hanya difokuskan pada peningkatan jumlah pengguna, tetapi on increasing transaction frequency, the depth of feature usage,
juga pertumbuhan frekuensi transaksi, kedalaman penggunaan and the contribution of digital channels to third-party fund growth
fitur, serta optimalisasi kontribusi digital channel terhadap and commission-based income.
pertumbuhan dana pihak ketiga dan pendapatan berbasis komisi.
Dari sisi internal, pengelolaan digital channel juga menuntut From an internal perspective, digital channel management also
kesiapan organisasi dalam mengelola perubahan, termasuk required strong organizational readiness in managing change,
peningkatan kompetensi sumber daya manusia, integrasi sistem including human capital capability enhancement and cross-unit
lintas unit, serta penguatan tata kelola teknologi informasi agar system integration. It strengthened IT governance to ensure that
transformasi digital dapat berjalan secara konsisten dan terukur. digital transformation initiatives are executed consistently and
effectively.
Dalam mengelola berbagai tantangan tersebut secara terintegrasi, In addressing these challenges holistically, Permata Bank views
Permata Bank memandang pengembangan digital channel digital channels not merely as transaction platforms but as a
bukan sekadar sebagai kanal transaksi, melainkan sebagai strategic foundation for enhancing competitiveness, improving
fondasi strategis dalam memperkuat daya saing, meningkatkan operational efficiency, and supporting sustainable business
efisiensi operasional, serta mendukung pertumbuhan bisnis yang growth in an evolving digital banking landscape.
berkelanjutan di tengah lanskap perbankan digital yang terus
berkembang.
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Rencana Strategis Tahun 2026 Strategic Plan for 2026
Permata Bank telah menetapkan arah strategis pengembangan Permata Bank has established the strategic direction for digital
layanan digital channel untuk tahun 2026 dengan fokus channel development in 2026, focusing on strengthening the role
pada penguatan peran kanal digital sebagai enabler utama of digital channels as a primary enabler of sustainable business
pertumbuhan bisnis yang berkelanjutan. Strategi ini dirancang growth. This strategy is designed to ensure that digital channels
untuk memastikan layanan digital channel tidak hanya mendukung not only support increased digital transaction volumes but also
peningkatan transaksi digital, tetapi juga memperdalam deepen customer engagement, expand fee-based income
keterlibatan nasabah, memperluas kontribusi pendapatan contribution, and enhance operational efficiency through the use
berbasis komisi, serta meningkatkan efisiensi operasional Bank of secure, reliable, and scalable technology.
melalui pemanfaatan teknologi yang aman, andal, dan skalabel.
Adapun agenda strategis pengembangan layanan digital channel Key strategic initiatives for digital channel development in
Permata Bank pada tahun 2026 meliputi: 2026 include:
1. Meningkatkan pengalaman nasabah melalui penyederhanaan 1. Enhancing customer experience by simplifying digital
proses transaksi digital, peningkatan kecepatan, reliabilitas, transaction processes, improving speed and reliability, and
dan penyediaan fitur yang lebih intuitif dalam Permata ME introducing more intuitive features within Permata ME to
untuk menaikkan active users dan volume transaksi. increase active users and transaction volumes.
2. Memperkuat layanan digital yang memahami hubungan 2. Strengthening family-based digital services to deliver
keluarga untuk menghadirkan engagement dan komunikasi more relevant engagement and communication tailored to
yang lebih relevan bagi setiap keluarga. household needs.
3. Meningkatkan kapabilitas fraud detection digital secara 3. Enhancing digital fraud detection capabilities across all
menyeluruh untuk memantau dan mengamankan transaksi di channels, including APIs and merchants, to better monitor and
seluruh channel, termasuk API dan merchant. secure transactions.
4. Meningkatkan visibilitas merek dan memperluas awareness 4. Increasing brand visibility and expanding awareness of the
solusi digital Bank. Bank’s digital solutions.
2025 Annual Report PT Bank Permata Tbk 277
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Kualitas Layanan dan Keunggulan Operasional
Service Quality and Operational Excellence
Kualitas layanan dan
Keunggulan Operasional
menjadi pilar utama
Permata Bank dalam
menghadirkan
pengalaman nasabah
yang unggul dan
membangun loyalitas
jangka panjang. Bank
berkomitmen untuk
menghadirkan layanan
yang cepat, aman, dan
tepat sasaran dengan
mengoptimalkan peran
Contact Center dan
Customer Care Center
sebagai garda terdepan
yang sigap menangani
kebutuhan serta
keluhan nasabah.
Service Quality and Operational
Excellence are the main pillars
of Permata Bank in providing an
excellent customer experience
and building long-term loyalty. The
bank is committed to providing
fast, secure, and targeted services
by optimizing the role of its
Contact Center and Customer
Care Center as the front line that
is ready to handle customer needs
and complaints.
278 PT Bank Permata Tbk Laporan Tahunan 2025
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Permata Bank secara konsisten menempatkan kualitas layanan sebagai fondasi
utama dalam membangun loyalitas dan meningkatkan kepuasan nasabah.
Komitmen ini diwujudkan melalui penyempurnaan berkelanjutan terhadap
sistem, proses, dan standar operasional guna memastikan hadirnya layanan
yang andal, efisien, dan berorientasi pada kebutuhan nasabah.
Seiring dengan penguatan proses, Bank juga secara berkesinambungan
mengembangkan kompetensi Sumber Daya Manusia (SDM) dan memperkuat
penguasaan pengetahuan produk di seluruh lini organisasi, khususnya bagi
petugas layanan terdepan yang berinteraksi langsung dengan nasabah.
Upaya ini bertujuan memastikan setiap nasabah memperoleh informasi yang
akurat dan konsisten mengenai produk dan layanan Bank, sekaligus menikmati
kemudahan serta kecepatan dalam setiap pengalaman layanan.
Dalam menjaga kualitas layanan dan keunggulan operasional, Permata Bank
mengoptimalkan peran Contact Center (PermataTel) dan Customer Care
Center (CCC) sebagai pusat interaksi utama dengan nasabah. Contact Center
(PermataTel) beroperasi 24 jam sehari dan 7 hari dalam seminggu untuk
melayani kebutuhan nasabah maupun non-nasabah, meliputi penyediaan
informasi, penanganan permintaan layanan, serta pengelolaan keluhan atas
produk perbankan dan fasilitas pembiayaan, termasuk kartu kredit, personal
loan, dan KPR. Akses layanan juga diperluas melalui berbagai kanal komunikasi,
seperti telepon, e-mail, dan media sosial, guna memberikan kemudahan dan
fleksibilitas bagi nasabah.
Permata Bank consistently places service quality as a fundamental pillar in
building customer loyalty and enhancing customer satisfaction. This commitment
is realized through continuous enhancements to systems, processes, and
operational standards to ensure the delivery of reliable, efficient, and customer-
centric services.
In parallel with process strengthening, the Bank continuously develops human
capital capabilities and reinforces product knowledge across all organizational
lines, particularly among frontline service officers who interact directly with
customers. These efforts aim to ensure that customers receive accurate and
consistent information on the Bank’s products and services, while enjoying
seamless and responsive service experiences.
To safeguard service quality and operational excellence, Permata Bank optimizes
the role of its Contact Center (PermataTel) and Customer Care Center (CCC)
as the primary customer interaction hubs. The Contact Center (PermataTel)
operates 24 hours a day, 7 days a week, serving both customers and non-
customers by providing information, handling service requests, and managing
complaints related to banking products and financing facilities, including credit
cards, personal loans, and mortgage loans. Service access is further expanded
through multiple communication channels, such as telephone, e-mail, and social
media, offering greater convenience and flexibility for customers.
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Sementara itu, Customer Care Center (CCC) berperan Meanwhile, the Customer Care Center (CCC) ensures that every
memastikan setiap pengaduan ditangani secara cepat, tepat, complaint is handled promptly, accurately, and comprehensively,
dan tuntas, sekaligus melakukan pemantauan kualitas layanan while also monitoring service quality through customer satisfaction
melalui pelaksanaan survei kepuasan nasabah atas penanganan surveys related to complaint handling and the quality of the Bank’s
pengaduan maupun kualitas produk dan layanan Bank. Hasil products and services. The evaluation results serve as a basis for
evaluasi ini menjadi dasar bagi perbaikan berkelanjutan dalam continuous improvement to maintain consistent service quality.
rangka menjaga konsistensi kualitas layanan.
Selain itu, hadirnya Client Services Group (CSG) dalam Divisi Furthermore, the existence of Client Services Group (CSG) within
Service Excellence menambah kapasitas divisi dalam menerima, Service Excellence Division adds a distinguished capability of
menangani, dan menyelesaikan keluhan nasabah yang masuk, the division in handling and solving non-individual customer
khususnya dari nasabah korporasi. complaints and inquiries.
Terakhir, dengan lahirnya unit CX Office (CXO) pada tahun Lastly, with CX Office (CXO) which was born in 2025, with main
2025, dengan fokus Utama untuk membangun sebuah praktik focus to build a holistic voice of customer analysis, harness it into
pengolahan suara nasabah menjadi perbaikan layanan dan meaningful insight to fuel a continuous improvement effort. This
system secara berkelanjutan, membuat Divisi Service Excellence newly added capability enables Service Excellence and Customer
and Customer Care Management memiliki kemampuan tidak Care Management Division not only to receive and solve customer
hanya untuk menerima dan menyelesaikan keluhan nasabah, complaints, but also actively participates in various developments,
namun juga secara aktif berpartisipasi dalam pengembangan such as service, product, and channels of Permata Bank.
layanan, produk, dan kanal Permata Bank.
Selain mengoptimalkan peran Contact Center, Customer Care Beyond optimizing the Contact Center, Customer Care Center,
Center, Client Services Group, dan CX Office, Permata Bank Client Services Group, CX Office, Permata Bank actively
mendorong keterlibatan aktif seluruh unit bisnis terkait untuk encourages the involvement of all relevant business units to
secara proaktif memperkuat kualitas operasional dan layanan. proactively strengthen operational and service quality. This
Sinergi lintas fungsi ini memastikan konsistensi layanan di seluruh cross-functional synergy ensures service consistency across all
titik interaksi nasabah serta menciptakan nilai tambah yang customer touchpoints and creates sustainable added value for
berkelanjutan bagi nasabah dan para pemangku kepentingan. customers and stakeholders.
Melalui integrasi penguatan proses, pengembangan kapabilitas Permata Bank reinforces its operational excellence as a key pillar
SDM, optimalisasi kanal layanan, serta pemanfaatan teknologi, in maintaining competitiveness and driving sustainable growth in
Permata Bank terus memperkokoh keunggulan operasional the banking industry through integrated process strengthening,
sebagai salah satu pilar utama dalam menjaga daya saing dan human capital capability development, service channel
mendorong pertumbuhan berkelanjutan di industri perbankan. optimization, and effective technology utilization.
Kinerja Kualitas Layanan dan Keunggulan Service Quality and Operational Excellence
Operasional Tahun 2025 Performance in 2025
Sepanjang 2025, Contact Center dan Customer Care Center Throughout 2025, Permata Bank’s Contact Center and Customer
Permata Bank mencatat kinerja yang semakin baik, mencerminkan Care Center recorded improved performance, reflecting the Bank’s
komitmen berkelanjutan dalam menghadirkan layanan nasabah ongoing commitment to delivering superior customer service. The
yang unggul. Jumlah keluhan nasabah menurun 25% (YoY) number of customer complaints declined by 25% (YoY) compared
dibandingkan tahun sebelumnya, sementara skor Net Promoter to the previous year, while the Net Promoter Score (NPS), a key
Score (NPS) yang merupakan salah satu indikator utama indicator of customer satisfaction, increased from 48 in 2024 to
kepuasan nasabah meningkat dari 48 pada 2024 menjadi 55 55 in 2025. This improvement underscores the effectiveness of
di tahun ini. Kenaikan skor NPS tersebut menegaskan efektivitas the Bank’s sustained initiatives in enhancing the overall customer
berbagai inisiatif berkelanjutan yang dijalankan Bank secara experience.
konsisten untuk meningkatkan kualitas pengalaman nasabah.
Permata Bank memantau kinerja layanan nasabah melalui Key Permata Bank monitors customer service performance through
Performance Indicator (KPI) yang dirancang secara komprehensif, comprehensive Key Performance Indicators (KPIs), including staff
antara lain mencakup kecakapan staf dalam memberikan service proficiency such as response speed, complaint resolution
layanan, termasuk kecepatan respons, akurasi penyelesaian accuracy, procedural compliance, and the quality of customer
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keluhan, kepatuhan terhadap prosedur, dan kualitas interaksi interactions. In addition, KPIs also incorporate NPS measurements
dalam percakapan. Selain itu, KPI juga menilai pengalaman to ensure that services delivered are consistently aligned with
nasabah melalui skor NPS sehingga setiap layanan yang customer expectations. In 2025, the results of the KPIs showed
diberikan dapat dipastikan selaras dengan ekspektasi nasabah. good progress, as seen in the higher NPS score, fewer complaints,
Sepanjang tahun 2025, realisasi KPI menunjukkan capaian positif and meeting service goals for response time and resolving issues.
yang tercermin dari peningkatan skor NPS, penurunan jumlah
keluhan, serta pencapaian target servis level terkait kecepatan
respons dan penyelesaian keluhan.
Dari sisi pencapaian, peningkatan skor NPS sebesar tujuh poin The seven-point increase in NPS and the 25% reduction in customer
dibandingkan tahun sebelumnya dan penurunan 25% keluhan complaints provide tangible evidence of the effectiveness of the
nasabah menjadi bukti nyata atas efektivitas strategi peningkatan Bank’s service enhancement strategies. These achievements
layanan yang dijalankan Bank. Hasil ini menegaskan bahwa confirm that the Bank’s continuous improvement efforts not
upaya berkelanjutan yang diterapkan tidak hanya mampu only deliver measurable improvements in customer satisfaction,
meningkatkan kepuasan nasabah secara terukur, tetapi juga but also strengthen Permata Bank’s reputation as a responsive,
memperkuat reputasi Permata Bank sebagai lembaga perbankan efficient, and customer-centric financial institution.
yang responsif, efisien, dan senantiasa berfokus pada pengalaman
nasabah yang unggul.
Strategi Peningkatan Kualitas Layanan Tahun Service Quality Enhancement Strategy in 2025
2025
Permata Bank senantiasa menempatkan kualitas layanan sebagai Permata Bank consistently positions service quality as a strategic
fondasi strategis dalam membangun pengalaman nasabah yang foundation in delivering a superior and sustainable customer
unggul dan berkesinambungan. Bank memahami bahwa setiap experience. The Bank recognizes that every customer interaction
interaksi nasabah mencerminkan tingkat kepercayaan yang reflects the trust placed in the Bank; therefore, its commitment
diberikan sehingga komitmen untuk memberikan layanan yang to providing prompt, accurate, and relevant services remains a
cepat, tepat, dan relevan menjadi prioritas utama. top priority.
Untuk mendukung hal tersebut, operasional Contact Center, To support this commitment, the operations of the Contact Center,
Customer Care Center, Client Services Group, dan CX Office Customer Care Center, Client Services Group, and CX Office are
dijalankan secara optimal, dengan fokus pada penanganan optimized with a strong focus on addressing customer needs
kebutuhan dan kendala nasabah yang memerlukan solusi cepat and issues that require swift and effective solutions. Each service
dan efektif. Setiap proses layanan dirancang tidak sekadar process is designed not merely to respond to requests, but also
menanggapi permintaan, tetapi juga memberikan solusi yang to deliver accurate and customer-aligned solutions, ensuring a
akurat dan sesuai harapan nasabah, sehingga menciptakan consistent and value-adding service experience.
pengalaman layanan yang konsisten dan bernilai tambah.
Kualitas layanan yang konsisten terus dijaga melalui pengukuran Service quality consistency is maintained through comprehensive
kepuasan nasabah yang dilakukan secara menyeluruh dan and systematic customer satisfaction measurements conducted
sistematis setelah setiap interaksi berakhir. Informasi yang after each interaction. The collected data are processed and
terkumpul diproses dan dianalisis secara mendalam guna analyzed in depth to identify areas for service improvement and to
mengidentifikasi area peningkatan layanan serta menjaga ensure optimal operational standards. In addition, Permata Bank
konsistensi standar operasional yang optimal. Di samping itu, regularly conducts benchmarking and external studies against
Permata Bank juga secara rutin melakukan benchmarking dan banking industry best practices to ensure that service processes
studi eksternal terhadap praktik terbaik industri perbankan and infrastructure remain relevant, adaptive, and aligned with
sehingga seluruh proses layanan dan infrastruktur senantiasa evolving customer expectations.
relevan, adaptif, dan selaras dengan ekspektasi nasabah yang
terus berkembang.
Seiring dengan upaya digitalisasi dan pengembangan layanan In line with digitalization and omnichannel service development,
omnichannel, tahun 2025 menjadi tonggak penting bagi inovasi 2025 marked an important milestone in customer service
layanan nasabah yang ditandai melalui peluncuran fitur VoIP innovation with the launch of the VoIP (Voice over Internet Protocol)
(Voice over Internet Protocol) pada aplikasi Permata ME. Fitur feature on the Permata ME application. This feature enhances
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Management Discussion
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ini dirancang untuk mempermudah akses serta meningkatkan customer access and interaction quality with the Contact Center,
kualitas interaksi nasabah dengan Contact Center sehingga enabling faster, more efficient, and customer-oriented service
tercipta pengalaman layanan yang lebih cepat, efisien, dan experiences.
selaras dengan kebutuhan nasabah.
Dengan hadirnya inovasi layanan tersebut, nasabah dapat Through this innovation, customers can contact Contact Center
melakukan panggilan ke agen Contact Center melalui jaringan agents via internet-based calls without using mobile credit,
internet tanpa menggunakan pulsa sehingga memberikan providing greater flexibility and alignment with current digital
akses yang lebih fleksibel dan sesuai dengan tren komunikasi communication trends. This initiative also reinforces the Bank’s
digital masa kini. Inisiatif ini sekaligus menegaskan pendekatan proactive approach in responding to customer feedback while
proaktif Bank dalam merespons masukan nasabah, seraya terus strengthening its adaptive, modern, and customer-focused
memperkuat keunggulan operasional yang adaptif, modern, dan operational excellence.
berfokus pada kepuasan nasabah
Pengembangan Sumber Daya Manusia (SDM) Human Capital Development at the Contact
di Contact Center dan Customer Care Tahun Center and Customer Care Center in 2025
2025
Permata Bank menempatkan pengembangan SDM sebagai pilar Permata Bank places human capital development as a core
utama untuk memastikan kualitas layanan nasabah yang unggul. pillar in ensuring superior customer service quality. In line with
Sejalan dengan tujuan tersebut, strategi pengembangan SDM this objective, the Bank implements a structured human capital
dijalankan secara terukur melalui berbagai metode, termasuk development strategy through various methods, including
pelatihan interaktif seperti in-class training dan sesi refreshment, interactive in-class training, refreshment sessions, and a 24/7
sekaligus memanfaatkan knowledge center yang tersedia 24/7 accessible knowledge center available to all agents. Net Promoter
dan dapat diakses oleh seluruh agen. Hasil survei Net Promoter Score (NPS) survey results are also utilized as a primary reference
Score (NPS) yang rutin diterima dari nasabah juga dijadikan for agent competency development. For agents with below-
sebagai acuan utama dalam pengembangan kompetensi agen. average scores, the Bank conducts dedicated improvement
Bagi agen yang memperoleh skor di bawah rata-rata, Bank classes designed to deepen understanding of customer feedback
menyelenggarakan program kelas khusus yang dirancang untuk and to establish concrete action plans for sustainable service
memberikan pemahaman lebih mendalam tentang alasan quality enhancement.
penilaian nasabah sekaligus menyiapkan langkah konkret guna
meningkatkan kualitas layanan secara berkelanjutan.
Sepanjang tahun 2025, Permata Bank konsisten melaksanakan Throughout 2025, Permata Bank consistently implemented
program pengembangan kompetensi bagi karyawan dengan competency development programs for employees, focusing on
fokus pada peningkatan kualitas layanan nasabah, antara improving customer service quality, including product knowledge,
lain mencakup penguasaan produk, prosedur operasional, operational procedures, empathetic communication skills, service
keterampilan komunikasi empatik, sertifikasi layanan, serta certification, and routine coaching and mentoring by supervisors
coaching dan mentoring yang dilakukan secara rutin oleh and quality assurance teams. In line with the Bank’s ongoing
supervisor dan tim quality assurance. Seiring dengan transformasi digital transformation, agents are also equipped with training on
digital yang terus berlangsung di Permata Bank, para agen Customer Relationship Management (CRM) systems and the latest
juga dibekali pelatihan terkait pemanfaatan sistem Customer technologies, enabling a strong combination of technical expertise
Relationship Management (CRM) dan teknologi terbaru and interpersonal skills to support superior customer experiences.
sehingga kombinasi antara kompetensi teknis dan keterampilan
interpersonal mereka dapat mendukung terciptanya pengalaman
nasabah yang unggul.
Untuk memastikan seluruh program peningkatan kapasitas To ensure the effectiveness of all capacity-building programs,
karyawan berjalan secara efektif, Bank menerapkan mekanisme the Bank applies structured, results-oriented measurement
pengukuran dan penilaian yang terstruktur serta berorientasi and evaluation mechanisms. In the context of service quality
pada hasil. Dalam konteks peningkatan kualitas layanan enhancement, KPIs include complaint resolution accuracy,
nasabah, Bank menetapkan Key Performance Indicator (KPI) yang response speed, conversation quality, and procedural compliance.
mencakup akurasi penyelesaian keluhan, kecepatan respons, In addition, NPS surveys offer immediate assessments of customer
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kualitas percakapan, dan kepatuhan terhadap prosedur. Selain experiences following service interactions, enabling continuous
itu, survei NPS juga digunakan untuk memberikan gambaran refinement of human capital development programs to achieve
langsung mengenai pengalaman nasabah setelah berinteraksi optimal outcomes. Through this approach, Permata Bank ensures
dengan tim layanan sehingga setiap program pengembangan that every agent possesses strong technical and interpersonal
SDM dapat terus disesuaikan untuk mencapai hasil yang optimal. competencies to deliver fast, accurate, and satisfying services.
Melalui pendekatan ini, Permata Bank memastikan bahwa setiap
agen dibekali kompetensi yang kuat, baik secara teknis maupun
interpersonal sehingga mampu memberikan layanan yang cepat,
akurat, dan memuaskan bagi nasabah.
Tantangan Bisnis Tahun 2025 Business Challenges in 2025
Sepanjang tahun 2025, Contact Center, Customer Care Center, Throughout 2025, Permata Bank’s Contact Center, Customer
Client Services Group, dan CX Office Permata Bank menghadapi Care Center, Client Services Group, and CX Office faced a range
berbagai tantangan yang kompleks, baik dari sisi eksternal of complex challenges, both external and internal. Externally,
maupun internal. Dari sisi eksternal, meningkatnya ekspektasi customers’ rising expectations for service quality meant that the
nasabah terhadap kualitas layanan menjadi faktor utama yang Bank had to always be responsive, innovative, and adaptive. Rapid
menuntut Bank untuk selalu responsif, inovatif, dan adaptif. digital technology adoption and the need to deliver solutions that
Kecepatan adopsi teknologi digital dan kemampuan untuk are comparable to or exceed those of competitors also presented
menghadirkan solusi yang setara atau lebih baik dibandingkan significant challenges.
kompetitor juga menjadi tantangan signifikan.
Dari sisi internal, Bank terus berfokus pada perbaikan dan Internally, the Bank continued to focus on process improvements
efisiensi proses, penguatan Service Level Agreement (SLA), serta and efficiency, strengthening Service Level Agreements (SLAs),
peningkatan kompetensi staf. Upaya ini menjadi krusial untuk and enhancing staff competencies. These efforts were critical
memastikan bahwa setiap interaksi dengan nasabah tetap to ensuring that every customer interaction continued to deliver
menghadirkan pengalaman perbankan yang relevan, cepat, relevant, swift, and satisfying banking experiences.
dan memuaskan.
Dalam menghadapi dinamika dan tantangan yang terus In navigating these dynamics, Permata Bank places customer
berkembang, Permata Bank menempatkan pelayanan prima bagi service excellence as the guiding foundation across all
nasabah sebagai fondasi utama yang membimbing setiap lini organizational levels. Through a proactive approach, the
organisasi. Dengan pendekatan yang proaktif, Bank menghimpun Bank gathers customer feedback and manages complaints,
masukan dan menangani keluhan nasabah, lalu menelaah setiap subsequently analyzing all inputs comprehensively to gain a
informasi secara menyeluruh untuk memperoleh pemahaman deeper understanding of customer needs.
yang komprehensif mengenai kebutuhan mereka.
Pendekatan ini tidak hanya memastikan setiap kebijakan dan This approach ensures that every policy and operational initiative
langkah operasional selaras dengan harapan nasabah, tetapi juga remains aligned with customer expectations while driving
mendorong peningkatan kualitas layanan secara berkelanjutan. continuous service quality improvement. As a result, Permata
Dengan demikian, Permata Bank mampu menghadirkan Bank consistently delivers superior, relevant, and reliable banking
pengalaman perbankan yang unggul, relevan, dan konsisten, experiences that effectively address customer needs.
senantiasa menjawab kebutuhan nasabah dengan tepat dan
memuaskan.
Rencana Strategis Tahun 2026 Strategic Plan for 2026
Memasuki tahun 2026, Permata Bank menempatkan pengalaman Entering 2026, Permata Bank places customer experience at the
nasabah sebagai fokus utama dengan memperkuat peran forefront by strengthening the role of the Contact Center, Customer
Contact Center, Customer Care Center, Client Services Group, Care Center, Client Services Group, and CX Office to ensure
and CX Office untuk memastikan setiap keluhan dan permintaan rapid resolution of complaints and requests through first contact
diselesaikan secara cepat melalui first contact resolution. Sejalan resolution. In parallel, the Bank will further expand its omnichannel
dengan itu, Bank juga akan memperluas strategi omnichannel strategy by integrating telephone, e-mail, WhatsApp, chat, and
dengan mengintegrasikan telepon, e-mail, WhatsApp, chat, dan social media, enabling more seamless and efficient customer
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media sosial agar layanan nasabah menjadi lebih seamless services while promoting customer digital education to optimize
dan efisien, sekaligus mendorong edukasi digital nasabah guna the use of mobile and internet banking features.
pemanfaatan optimal fitur mobile dan internet banking.
Di sisi internal, peningkatan kompetensi SDM dan penguatan Internally, human capital competency enhancement and
knowledge management menjadi prioritas tahun 2026. Permata knowledge management strengthening will be key priorities in
Bank telah menyiapkan program pelatihan intensif, modul interaktif 2026. Permata Bank has prepared intensive training programs,
berbasis Artificial Intelligence (AI), serta Knowledge Management AI-based interactive modules, and an easily accessible
System (KMS) yang mudah diakses guna memastikan konsistensi Knowledge Management System (KMS) to ensure information
informasi, mempercepat penyelesaian keluhan, dan mendukung consistency, accelerate complaint resolution, and support more
operasional yang lebih tangkas agile operations.
Selaras dengan upaya penguatan internal tersebut, Bank juga In line with these internal initiatives, the Bank will launch innovative
menghadirkan inisiatif inovatif bagi nasabah, termasuk layanan customer solutions, such as VoIP-based calls to the Contact Center
telepon ke Contact Center melalui VoIP di aplikasi mobile via the mobile banking application, which will allow for cost-free
banking yang memudahkan komunikasi tanpa biaya pulsa. and convenient communication. Through this complete set of
Dengan kombinasi langkah-langkah strategis ini, Permata Bank strategic initiatives, Permata Bank remains committed to providing
berkomitmen menghadirkan layanan yang cepat, tepat, dan rapid, accurate, and relevant services while improving operational
relevan, sekaligus memperkuat efisiensi operasional dan daya efficiency and competitiveness in the banking industry.
saing di industri perbankan.
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Tinjauan Perekonomian
Economic Review
Tinjauan Perekonomian Global Global Economic Review
Tantangan yang bersumber dari ketidakpastian ekonomi Challenges stemming from global economic uncertainty in
global pada tahun 2025 tergolong relatif tinggi, terutama yang 2025 remain relatively elevated, particularly those arising from
berasal dari kebijakan perdagangan Amerika Serikat (AS) United States (US) trade policies and the slowdown in China’s
serta perlambatan ekonomi Tiongkok. Faktor-faktor tersebut economy. These factors have weighed on the post–COVID-19
membebani proses pemulihan ekonomi global pasca pandemi global economic recovery, which had already been constrained
COVID-19, yang sebelumnya telah tertahan oleh meningkatnya by heightened geopolitical uncertainty and the impact of El Niño.
ketidakpastian geopolitik serta dampak El-Nino. Dari sisi AS, sejak In the US, since the inauguration of President Donald Trump,
pelantikan Presiden Donald Trump, arah kebijakan perdagangan trade policy has shifted toward a more protectionist stance, as
bergeser menuju proteksionisme, tercermin dari serangkaian reflected in a series of tariff adjustments introduced early in
penyesuaian tarif yang mulai diterapkan sejak awal tahun. Seiring the year. Over time, uncertainty has gradually eased as the US
waktu, tingkat ketidakpastian mulai mereda setelah pemerintah AS government opened negotiations and reached trade agreements
membuka ruang negosiasi dan berhasil mencapai kesepakatan with several key trading partners. Nevertheless, global tariff levels
perdagangan dengan sejumlah mitra dagang utama. Kendati remain generally higher than in the pre-reciprocal tariff period.
demikian, secara umum tingkat tarif global masih berada pada The increase in average tariffs has contributed to weaker global
level yang lebih tinggi dibandingkan periode sebelum penerapan trade volumes, while expectations for a faster recovery in China’s
tarif resiprokal. Kenaikan tarif rata-rata tersebut berdampak pada economy, already hampered by the prolonged domestic property
menurunnya volume perdagangan dunia. Ekspektasi terkait sector crisis, have further deteriorated. The phenomenon has
pemulihan ekonomi Tiongkok yang sebelumnya telah tertahan become a key source of uncertainty for the global recovery, given
akibat berlanjutnya krisis sektor properti domestik juga menjadi China’s role as a major consumer of global commodities.
semakin menurun. Kondisi ini menjadi salah satu sumber utama
ketidakpastian arah pemulihan ekonomi global, mengingat peran
Tiongkok sebagai konsumen utama komoditas dunia.
Di tengah berbagai ketidakpastian tersebut, arah pertumbuhan Amid these uncertainties, growth trajectories have diverged
ekonomi antar kelompok negara menunjukkan divergensi. Di across country groups. Among advanced economies, Germany,
kelompok negara maju, Jerman, Prancis, dan Australia mencatat France, and Australia recorded relatively stronger growth from the
pertumbuhan yang relatif lebih kuat sepanjang kuartal I hingga first to the third quarter of 2025, while others, such as the United
kuartal III tahun 2025, sementara negara lain seperti Inggris Raya Kingdom (UK), experienced a slowdown. A similar divergence was
mengalami perlambatan. Pola yang serupa juga terlihat di pasar observed among emerging markets, where India, Argentina, and
negara berkembang, di mana India, Argentina, dan Turki masih Türkiye continued to post accelerating growth, whereas China,
mencatat akselerasi pertumbuhan, sementara Tiongkok, Brasil, Brazil, and Mexico saw a moderation in economic activity.
dan Meksiko mengalami perlambatan.
Pertumbuhan ekonomi AS sendiri cenderung melambat pada US economic growth tended to slow in the first half of 2025,
paruh pertama tahun 2025, dipengaruhi oleh meningkatnya weighed down by rising trade war risks and the implementation
risiko perang dagang serta implementasi kebijakan efisiensi fiskal of government fiscal efficiency measures. In anticipation of
pemerintah. Dalam rangka mengantisipasi potensi kenaikan potential tariff hikes, global exporters front-loaded shipments to
tarif, eksportir global mempercepat pengiriman ke AS sebelum the US ahead of the implementation of reciprocal tariffs, resulting
pemberlakuan tarif resiprokal, yang mendorong lonjakan impor in a surge in imports and a wider trade deficit in the first quarter
dan memperlebar defisit perdagangan pada kuartal I 2025. of 2025. Entering the second quarter of 2025, exports and
Memasuki kuartal II 2025, ekspor dan investasi mulai terkontraksi investment began to contract amid heightened trade tensions
seiring meningkatnya risiko perang dagang dan melemahnya and a weakening manufacturing sector. Throughout the first half
sektor manufaktur. Sepanjang paruh pertama tahun tersebut, of the year, government spending also softened due to fiscal
belanja pemerintah juga melemah akibat kebijakan efisiensi consolidation efforts, further dampening US growth momentum.
anggaran, sehingga semakin menahan momentum pertumbuhan Meanwhile, the release of 3Q25 GDP data was delayed due to the
ekonomi AS. Sementara itu, rilis data terkait pertumbuhan longest government shutdown in US history, a development that is
ekonomi pada kuartal III 2025 mengalami penundaan akibat also expected to weigh on economic performance in the second
terjadinya government shutdown yang menjadi terlama dalam half of 2025.
sejarah AS. Kondisi tersebut juga diperkirakan akan membebani
kinerja ekonomi AS pada paruh kedua tahun 2025.
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Manajemen
Management Discussion
and Analysis
Berbeda dengan AS, perekonomian Tiongkok sempat mencatat In contrast to the US, China’s economy recorded relatively stable
pertumbuhan yang relatif stabil di atas 5% pada paruh pertama growth above 5% in the first half of 2025 before subsequently
tahun 2025, sebelum kemudian mengalami perlambatan. decelerating. This stability was primarily supported by resilient
Stabilitas tersebut terutama didukung oleh kinerja ekspor yang export performance, reflecting China’s success in diverting
tetap solid, seiring keberhasilan Tiongkok mengalihkan ekspor exports that were no longer absorbed by the US market to other
yang tidak terserap oleh pasar AS ke negara-negara mitra lain, trading partners, including Africa, Latin America, and ASEAN
termasuk Afrika, Amerika Latin, dan kawasan ASEAN. Kondisi ini countries. These developments helped support the manufacturing
menopang sektor manufaktur dan mendukung kinerja ekonomi sector and overall economic performance. Nevertheless, the
secara keseluruhan. Namun demikian, sektor terkait properti property-related sector continued to underperform, as evidenced
masih menunjukkan kinerja yang tertinggal, ditandai oleh by weak construction and real estate activity. The persistent
lemahnya aktivitas konstruksi dan real estate. Pelemahan yang weakness in this sector suggests that China has yet to fully
berkelanjutan di sektor ini mengindikasikan bahwa Tiongkok recover from the property downturn, which continues to weigh on
belum sepenuhnya pulih dari kontraksi sektor properti, yang pada domestic demand.
gilirannya terus membebani permintaan domestik.
Seiring dengan penguatan ekonomi di sejumlah negara, tekanan As economic activity strengthened in several countries, demand-
inflasi yang bersumber dari sisi permintaan mulai meningkat. driven inflationary pressures began to rise. At the same time,
Pada saat yang sama, pelonggaran kebijakan moneter yang monetary easing by most major global central banks increased
dilakukan oleh sebagian besar bank sentral utama dunia turut liquidity and contributed to upward price pressures. In some
meningkatkan likuiditas dan berkontribusi terhadap tekanan countries, tight labor markets, driven by demographic challenges
kenaikan harga. Di beberapa negara, ketatnya pasar tenaga kerja and labor supply constraints related to immigration policies,
akibat tantangan demografis dan keterbatasan pasokan tenaga also reinforced inflation momentum. On the other hand, global
kerja akibat kebijakan imigrasi juga memperkuat tekanan inflasi. commodity prices generally normalized throughout 2025, helping
Di sisi lain, harga komoditas global cenderung ternormalisasi to alleviate supply-side inflationary pressures. Taken together,
sepanjang 2025, sehingga mengurangi tekanan inflasi dari these factors kept global inflation broadly stable over the course of
sisi penawaran. Kombinasi faktor-faktor tersebut mendorong 2025. In contrast to the global trend, inflation in China continued to
inflasi global secara umum tetap relatif stabil sepanjang tahun soften, with average annual inflation lower than the previous year
2025. Berbeda dengan tren global, inflasi di Tiongkok justru and periods of deflation, reflecting weak domestic demand.
bergerak melemah, dengan inflasi tahunan rata-rata lebih rendah
dibandingkan tahun sebelumnya dan bahkan sempat mengalami
deflasi, seiring lemahnya permintaan domestik.
Dalam lingkungan inflasi yang relatif terkendali, sebagian besar Against this backdrop of relatively contained inflation, most
bank sentral global melanjutkan pelonggaran kebijakan moneter global central banks continued to ease monetary policy in 2025
pada tahun 2025 guna mendukung pertumbuhan ekonomi. Di to support economic growth. Among advanced economies, the
antara negara maju, Reserve Bank of Australia (RBA) dan Bank Reserve Bank of Australia (RBA) and the Bank of England (BoE)
of England (BoE) tercatat melakukan pemangkasan suku bunga implemented more aggressive rate cuts than in the previous
yang lebih agresif dibandingkan tahun sebelumnya, yang telah year, with easing cycles beginning early in 2025. Meanwhile, the
dimulai sejak awal 2025. Sementara itu, The Fed baru mulai Fed only began cutting policy rate in the third quarter of 2025,
menurunkan suku bunga pada kuartal III 2025, lebih lambat later than most other major central banks. In contrast, the Bank
dibandingkan sebagian besar bank sentral utama lainnya. Di of Japan (BoJ) stood out as the only advanced-economy central
sisi lain, Bank of Japan (BoJ) menjadi satu-satunya bank sentral bank to raise policy rates, in line with efforts to mitigate domestic
negara maju yang menaikkan suku bunga, sejalan dengan upaya inflation pressures.
menekan tekanan inflasi domestik.
286 PT Bank Permata Tbk Laporan Tahunan 2025
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Pergerakan Suku Bunga Bank Sentral Global
Global Central Bank Interest Rate Movements
%
7
6
5 4.75
4 3,75
3.75
3 3.00 BI-Rate (Bank Indonesia)
2,15 FFR (The Fed)
2
Refinancing Rate (ECB)
1 Key Interest Rate (BoE)
0.50
Key Short-term Interest Rate (BoJ)
0
LPR (PBoC)
Dec-18
Apr-19
Aug-19
Dec-19
Apr-20
Aug-20
Dec-20
Apr-21
Aug-21
Dec-21
Apr-22
Aug-22
Dec-22
Apr-23
Aug-23
Dec-23
Apr-24
Aug-24
Dec-24
Apr-25
Aug-25
Dec-25
Source: Bloomberg
Secara lebih rinci, The Fed mempertahankan suku bunga More specifically, the Fed kept its policy rate unchanged through
kebijakan hingga Agustus 2025 sambil mencermati potensi August 2025 while assessing the potential economic impact of
dampak ekonomi dari implementasi tarif resiprokal. Sepanjang reciprocal tariffs. Throughout the first half of 2025, the Fed Funds
paruh pertama tahun 2025, suku bunga kebijakan The Fed, yakni Rate (FFR) was maintained at 4.25–4.50%, reflecting concerns
Fed Funds Rate (FFR) dipertahankan pada kisaran 4,25–4,50% over persistent inflation driven by higher import tariffs and tight
dengan mempertimbangkan risiko inflasi yang masih berlanjut labor market conditions associated with immigration policies.
akibat dampak kenaikan tarif impor dan pasar tenaga kerja Subsequently, the Fed began easing policy from the late third
yang ketat akibat kebijakan imigrasi. Selanjutnya, The Fed mulai quarter of 2025 through year-end, resulting in a cumulative 75
memangkas suku bunga sejak akhir kuartal III hingga akhir tahun, basis point (bps) reduction in the FFR to a range of 3.50–3.75%.
sehingga secara kumulatif FFR telah diturunkan sebesar 75 basis This easing cycle was underpinned by a weakening US labor
poin ke kisaran 3,50–3,75%. Kebijakan pelonggaran tersebut market alongside slowing economic growth.
didorong oleh melemahnya pasar tenaga kerja AS sejalan dengan
perlambatan pertumbuhan ekonomi.
Mencermati dinamika perekonomian dan perdagangan global, Considering global economic and trade dynamics, most
mayoritas institusi internasional memperkirakan perlambatan international institutions project a slowdown in global economic
pertumbuhan ekonomi global pada tahun 2025 dibandingkan growth in 2025 compared with 2024. According to the
dengan tahun 2024. Berdasarkan proyeksi International Monetary International Monetary Fund (IMF), key drags on global growth
Fund (IMF), salah satu faktor utama yang menahan pertumbuhan include the expansion of trade protectionism and ongoing labor
global adalah meningkatnya proteksionisme perdagangan market pressures. The IMF also highlights that the stronger growth
serta tekanan di pasar tenaga kerja. IMF juga menekankan recorded in the first half of 2025 was largely driven by front-loading
bahwa penguatan pertumbuhan pada paruh pertama tahun activities, which are expected to gradually normalize in the second
2025 sebagian besar didorong oleh aktivitas front-loading, yang half of the year. Overall, the IMF projects global economic growth
diperkirakan akan berangsur normal pada paruh kedua tahun of 3.2% in 2025, moderating from 3.3% in 2024.
tersebut. Secara keseluruhan, IMF memproyeksikan pertumbuhan
ekonomi global sebesar 3,2% pada tahun 2025, melambat dari
3,3% pada tahun 2024.
2025 Annual Report PT Bank Permata Tbk 287
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Proyeksi Perekonomian Global
Global Economic Projections
(%)
IMF World Bank ADB OECD
Countries 2020 2021 2022 2023 2024
2025F 2026F 2025F 2026F 2025F 2026F 2025F 2026F
World -2.8 6.3 3.5 3.2 3.3 3.2 3.1 2.3 2.4 3.2 2.9
US -2.8 5.9 2.2 2.5 2.8 2.0 2.1 1.4 1.6 1.7 1.8 2.0 1.7
Euro Zone -6.1 5.3 3.4 0.4 0.7 1.2 1.1 0.7 0.8 1.2 1.2 1.3 1.2
Indonesia -2.1 3.7 5.3 5.0 5.0 5.0 5.1 4.8 4.8 5.0 5.1 5.0 5.0
Japan -4.3 2.2 1.0 1.9 1.1 1.1 0.6 0.7 0.8 1.1 0.6 1.3 0.9
China 2.2 8.4 3.0 5.2 4.8 4.2 4.8 4.2 4.8 4.3 5.0 5.0 4.4
India -5.8 9.1 7.0 7.8 6.2 6.6 6.2 6.5 6.5 7.2 6.5 6.7 6.2
Russia -2.7 5.9 -1.2 3.6 4.3 0.6 1.0 0.9 0.8 0.7 0.5
Brazil -3.3 5.0 3.0 3.3 3.6 2.4 1.9 2.4 2.2 2.4 1.7
ASEAN -4.4 4.0 5.5 4.0 4.5 4.2 4.1 – – 4.5 4.4 – –
Sumber | Source:
IMF, Oct-25 World Economic Outlook; World Bank, Dec-25 Global Economic Prospect; ADB, Dec-25 Asian Development Outlook; & OECD, Dec-25 OECD Economic Outlook
Perkembangan Ekonomi Nasional dan Industri Indonesia’s Economic Developments and
Perbankan di Indonesia Banking Industry Outlook
Sepanjang tahun 2025, perekonomian Indonesia tetap Throughout 2025, Indonesia’s economy continued to demonstrate
menunjukkan resiliensi meskipun dihadapkan pada dinamika resilience despite a challenging global landscape marked by
global yang menantang, termasuk perang dagang, ketegangan ongoing trade tensions, geopolitical risks, uncertainty over global
geopolitik, ketidakpastian arah kebijakan moneter global, serta monetary policy directions, and the normalization of commodity
normalisasi harga komoditas. Selama sembilan bulan pertama prices. Over the first nine months of 2025, cumulative GDP growth
tahun 2025, pertumbuhan ekonomi kumulatif Indonesia mencapai reached 5.01% year-on-year (YoY).
5,01% year-on-year (YoY).
Pertumbuhan ekonomi terutama ditopang oleh Pembentukan Economic growth was primarily supported by Gross Fixed Capital
Modal Tetap Bruto (PMTB) atau aktivitas investasi yang meningkat Formation (GFCF), which expanded by 4.72% (YoY), and exports
4,72% (YoY), dan ekspor barang dan jasa yang tumbuh 9,13% of goods and services, which rose 9.13% (YoY) despite global
(YoY) meski di tengah tekanan perang dagang. Penguatan trade headwinds. The strengthening of investment, particularly
investasi, khususnya pada kuartal II-2025, didorong oleh kenaikan in Q2-2025, was driven by higher imports of capital goods,
impor barang modal, terutama mesin, yang mengindikasikan especially machinery, indicating ample room for further economic
ruang akselerasi ekonomi yang tetap terbuka ke depannya. acceleration. Export performance also improved, supported by
Kinerja ekspor barang juga membaik, ditopang oleh permintaan solid global demand, especially from China and India, and front-
global yang tetap solid, terutama dari Tiongkok dan India, serta loading activity ahead of the implementation of reciprocal tariffs
aktivitas front-loading menjelang implementasi tarif resiprokal by the United States (US).
Amerika Serikat (AS).
Konsumsi rumah tangga, komponen dengan kontribusi terbesar Household consumption, the largest component of GDP, grew
pada Produk Domestik bruto (PDB), tumbuh relatif stabil di steadily at 4.94% (YoY), supported by higher spending on food
4,94% (YoY). Capaian ini ditopang oleh peningkatan belanja and beverages, transportation, and recreation in line with strong
makanan dan minuman, transportasi, dan rekreasi, sejalan dengan mobility. However, the recovery in durable goods consumption
mobilitas publik yang tetap kuat, meski pemulihan konsumsi remained moderate. Inflation remained within Bank Indonesia’s
barang tahan lama masih tertahan. Tingkat inflasi yang terjaga di (BI) target range of 1.5–3.5%, helping to preserve purchasing
dalam sasaran target Bank Indonesia (BI) yang sebesar 1,5– 3,5% power. At the end of 2025, inflation stood at 2.92% (YoY). While
juga turut menjaga daya beli masyarakat. Pada akhir 2025 government spending slowed in the first half of 2025 due to
288 PT Bank Permata Tbk Laporan Tahunan 2025
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inflasi tercatat sebesar 2,92% (YoY) Belanja pemerintah sempat efficiency measures and budget reallocations, a shift toward more
melambat akibat kebijakan efisiensi dan realokasi anggaran pada pro-growth fiscal policies in Q3-2025 helped sustain the recovery
paruh pertama tahun 2025, namun pergeseran kebijakan fiskal momentum. Fiscal discipline remained intact, with the budget
menuju arah yang lebih pro-pertumbuhan pada kuartal III-2025 deficit at 2.92% of GDP as of December 2025, comfortably below
cukup efektif dalam menjaga momentum pemulihan ekonomi. the 3% threshold.
Meski demikian, disiplin fiskal masih terjaga baik dengan defisit
anggaran posisi pada akhir 2025 tercatat sebesar 2,92% dari PDB
atau tetap di bawah 3% dari PDB.
Pertumbuhan PDB Indonesia dan Kontribusinya
Indonesia’s GDP Growth and Its Contribution
% yoy, ppt
8 7,08
5,03 5,73 5,04
5,01
5,01 5,46 5,05 5,02
6 5,06 5,05 4,96 5,02 5,04 5,17 4,94 5,04 5,11 4,95 4,87
3,53 5,12
2,30
1,45 1,21 1,18
4 1,65 2,97 1,61
1,38 1,41 0,95 1,31 1,62 2,06 1,59
1,19 1,48 1,33 1,57 0,49
1,59 1,40
0,65
2 0,56 2,76
2,76 2,78 2,69 2,71
3,19 2,35 2,92 2,81 2,39 2,77 2,62 2,36 2,62 2,62 2,55 2,62 2,64 2,64
1,19 1,91 2,54
1,55 1,91
0 0,55
-1,97 -1,22
-2,17
-2,96
-2 -0,07 Household Spending
-2,11 -2,12 -0,69 Government Spending
-4 GFCF
-2,73 -2,19
Net Exports
-6 -3,49 Others
-5,32
GDP
-8
1Q19
2Q19
3Q19
4Q19
1Q20
2Q20
3Q20
4Q20
1Q21
2Q21
3Q21
4Q21
1Q22
2Q22
3Q22
4Q22
1Q23
2Q23
3Q23
4Q23
1Q24
2Q24
3Q24
4Q24
1Q25
2Q25
3Q25
Source: BPS
Dari sisi sektoral, selama sembilan bulan pertama 2025, kinerja From a sectoral perspective, during the first nine months of
ekonomi Indonesia terutama ditopang oleh sektor manufaktur, 2025, growth was led by manufacturing, wholesale and retail
perdagangan besar dan eceran, serta informasi dan komunikasi. trade, and information and communications. Manufacturing
Sektor manufaktur tumbuh 5,26% (YoY), didorong oleh kinerja kuat expanded by 5.26% (YoY), supported by strong performance in
sub-sektor industri logam dasar yang memperoleh dukungan basic metals, benefiting from downstreaming policies, and the
dari kebijakan hilirisasi, serta sub-sektor industri mesin dan machinery and equipment subsector. Wholesale and retail trade
perlengkapannya. Sektor perdagangan besar dan eceran grew 5.30% (YoY), reflecting resilient household consumption.
mencatat pertumbuhan 5,30% (YoY), mencerminkan terjaganya Meanwhile, the information and communications sector recorded
konsumsi masyarakat. Sementara itu, sektor informasi dan strong growth of 8.44% (YoY), driven by the rapid expansion of the
komunikasi tumbuh signifikan sebesar 8,44% (YoY), mencerminkan digital economy and the continued shift from traditional to online
percepatan ekonomi digital seiring pergeseran pola ritel dari retail channels.
model konvensional ke platform digital.
Ketahanan sektor eksternal Indonesia tetap terjaga di tengah Indonesia’s external sector remained robust amid heightened
ketidakpastian global yang cenderung meningkat, tercermin dari global uncertainty, as reflected in a relatively resilient Balance of
kinerja Neraca Pembayaran Indonesia (NPI) yang relatif resilien. Payments (BoP) position. Cumulatively through Q3-2025, the BoP
Secara kumulatif hingga akhir kuartal III-2025, NPI menghadapi faced pressures that resulted in a decline in foreign reserves. Amid
sejumlah tekanan yang berdampak pada penurunan cadangan the condition, By end-December 2025, reserves moderately rose
devisa. Di tengah tekanan di NPI tersebut, pada akhir 2025, by USD0.75 billion from the end-2024 level to USD150.06 billion.
cadangan devisa tercatat meningkat terbatas USD0,75 miliar dari The reserve adequacy remained strong, equivalent to 6.4 months
2025 Annual Report PT Bank Permata Tbk 289
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
posisi akhir tahun 2024 menjadi USD157,7 miliar, Posisi cadangan of imports or 6.3 months of imports and government external debt
devisa tersebut masih memadai, setara dengan pembiayaan 6,4 payments, well above the international adequacy benchmark of
bulan impor atau 6,3 bulan impor dan pembayaran utang luar around 3 months.
negeri pemerintah, jauh di atas standar kecukupan internasional
sekitar 3 bulan impor.
Kinerja NPI hingga September 2025 dipengaruhi oleh defisit The BoP position through September 2025 was affected by a
pada neraca transaksi finansial, seiring terjadinya capital outflow deficit in the financial account, following capital outflows from
pada instrumen investasi portofolio (obligasi, saham, dan SRBI) portfolio instruments (bonds, equities, and SRBI) and softer
serta melemahnya aliran penanaman modal asing, dipicu oleh foreign direct investment inflows, driven by rising global risk-off
meningkatnya sentimen risk-off akibat ketidakpastian global. Di sentiment. On the other hand, the current account maintained a
sisi lain, neraca transaksi berjalan secara kumulatif masih mampu cumulative surplus of USD1.13 billion or 0.10% of GDP. This surplus
mencatat surplus USD1,13 miliar atau 0,10% dari PDB. Surplus was mainly underpinned by the goods balance surplus, supported
ini terutama ditopang oleh surplus neraca barang, didukung by stable CPO prices, strong demand from China and India, and
oleh harga CPO yang relatif terjaga, kuatnya permintaan dari rising foreign tourist arrivals that signaled continued recovery in
Tiongkok dan India, serta meningkatnya kunjungan wisatawan the tourism sector. These factors helped mitigate pressures from
mancanegara yang turut mencerminkan pemulihan sektor the financial account deficit, keeping Indonesia’s external position
pariwisata. Kondisi tersebut membantu meredam tekanan dari broadly stable.
defisit neraca transaksi finansial sehingga membuat sektor
eksternal Indonesia tetap terjaga.
Terjaganya inflasi dan ketahanan sektor eksternal, disertai masih Benign inflation dynamics and a resilient external sector, combined
terbukanya peluang pemangkasan suku bunga oleh bank sentral with growing prospects for rate cuts by major central banks,
utama, khususnya The Fed, mendukung semakin besarnya ruang particularly the Fed, have provided Bank Indonesia with greater
bagi BI untuk melanjutkan penurunan suku bunga kebijakan room to continue lowering its policy rate (BI-Rate). Until December
(BI-Rate). Hingga Desember 2025, BI-Rate telah dipangkas 2025, BI had cut the policy rate by a cumulative 125 basis points
sebesar 125 basis poin (bps) menjadi 4,75%. BI menegaskan (bps) to 4.75%. BI reaffirmed its commitment to supporting the
komitmennya untuk mendukung arah kebijakan pemerintah yang government’s pro-growth agenda while maintaining stability,
pro-pertumbuhan, tanpa mengabaikan stabilitas, dengan upaya including by accelerating monetary policy transmission to bank
mempercepat transmisi pelonggaran BI-Rate ke suku bunga lending rates. Accommodative macroprudential policies have
perbankan. Kebijakan makroprudensial yang akomodatif juga also effectively supported banking system liquidity, ultimately
terbukti efektif dalam menjaga likuiditas perbankan, yang pada sustaining loan growth across the Indonesian banking industry.
akhirnya menopang keberlanjutan pertumbuhan kredit di industri
perbankan Indonesia.
BI-Rate dan Indikator Makrokonomi Terkait
BI-Rate and Related Macroeconomic Indicators
%
8 -4,00
7
-3,00
6
4.75
5 -2,00
4
2,92 -1,00
3 3,75
Indonesia’s Inflation (% yoy) - lhs
2 0,00
BI-Rate - lhs
1 FFR - lhs
1,08 1,00
0 CA Balance (% of GDP) - rhs
Apr-18
Aug-18
Dec-18
Apr-19
Aug-19
Dec-19
Apr-20
Aug-20
Dec-20
Apr-21
Aug-21
Dec-21
Apr-22
Aug-22
Dec-22
Apr-23
Aug-23
Dec-23
Apr-24
Aug-24
Dec-24
Apr-25
Aug-25
Dec-25
-1 2,00
Source: BPS, Bank Indonesia, & The Fed
290 PT Bank Permata Tbk Laporan Tahunan 2025
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Ke depan, prospek pertumbuhan ekonomi Indonesia diperkirakan Looking ahead, Indonesia’s economic outlook is expected
semakin positif, didukung oleh kebijakan fiskal dan moneter yang to become increasingly positive, supported by continued
tetap akomodatif dalam mendorong penguatan aktivitas ekonomi accommodative fiscal and monetary policy aimed at strengthening
domestik. Sejumlah indikator makroekonomi dan sektor riil domestic economic activity. A range of macroeconomic and real-
menunjukkan bahwa perekonomian nasional masih berada pada sector indicators suggests that the economy remains on a solid
jalur pemulihan yang solid. Fondasi dan fundamental ekonomi recovery trajectory. Indonesia’s strong economic foundations
yang resilien diyakini akan terus menopang keberlanjutan and resilient fundamentals are expected to continue supporting
pertumbuhan domestik di tengah tekanan eksternal dan volatilitas domestic growth momentum amid ongoing external pressures
global yang tengah berlangsung. Perkembangan tersebut juga and global volatility. These developments are also likely to enhance
diperkirakan akan meningkatkan daya tarik aset portofolio the attractiveness of domestic portfolio assets, encouraging the
domestik, sehingga mendorong kembalinya aliran capital inflow return of capital inflows and further supporting foreign-reserve
yang pada akhirnya mendukung penguatan cadangan devisa accumulation and Rupiah stability.
serta menjaga stabilitas nilai tukar Rupiah.
Tinjauan Industri Perbankan Banking Industry Overview
Resiliensi fundamental ekonomi Indonesia di tahun 2025, di Indonesia’s solid economic fundamentals in 2025, despite
tengah tingginya ketidakpastian global, mampu berperan penting elevated global uncertainty, continue to serve as an important
sebagai penyangga yang mendukung stabilitas dan kinerja sektor buffer that supports the stability and performance of the national
perbankan nasional. banking sector.
Hingga November 2025, fungsi intermediasi perbankan tetap As of November 2025, banking intermediation remained robust,
menunjukkan kinerja yang solid seiring stabilnya sistem keuangan underpinned by a stable financial system and resilient domestic
dan terjaganya momentum pertumbuhan ekonomi domestik. economic momentum. OJK and BI data as of November 2025
Data OJK dan BI per November 2025 menunjukkan tren positif indicate positive trends in both loan distribution and third-party
pada penyaluran kredit maupun penghimpunan Dana Pihak fund (DPK) mobilization. Total outstanding bank loans reached
Ketiga (DPK). Total kredit perbankan mencapai Rp8.315 triliun atau IDR8,315 trillion, growing 7.74% (YoY), while DPK stood at Rp9,899
tumbuh 7,74% (YoY), sementara DPK tercatat Rp9.899 triliun atau trillion, an increase of 12.03% (YoY). This supported healthy
meningkat 12,03% (YoY). Kondisi ini menjaga likuiditas perbankan banking-sector liquidity, as reflected in a Loan-to-Deposit Ratio
pada level yang sehat, tercermin dari Loan-to-Deposit Ratio (LDR) of 83.99%. Liquidity stability was further strengthened by
(LDR) sebesar 83,99%. Stabilitas likuiditas juga ditopang oleh the government’s policy to reallocate a portion of Excess Budget
kebijakan pemerintah yang mengalihkan sebagian penempatan Funds (SAL) from BI accounts to state-owned banks (Himbara),
Saldo Anggaran Lebih (SAL) dari rekening BI ke rekening bank- enhancing banks’ capacity to channel funds more efficiently into
bank Himbara. Kebijakan tersebut pada akhirnya memperkuat productive sectors. All major loan segments recorded positive
kemampuan perbankan menyalurkan dana secara lebih efisien ke growth, with working capital loans up 2.04% (YoY), investment loans
sektor-sektor produktif. Secara lebih rinci, seluruh komponen kredit rising 17.98% (YoY), and consumer loans increasing 6.67% (YoY).
berdasarkan penggunaan mencatatkan pertumbuhan positif,
dengan kredit modal kerja tumbuh 2,04% (YoY), kredit investasi
meningkat 17,98% (YoY), dan kredit konsumsi naik 6,67% (YoY).
Pertumbuhan kredit yang solid ini dibarengi dengan kualitas This solid loan expansion was accompanied by sustained asset
aset dan ketahanan perbankan yang tetap baik. Rasio kredit quality and banking resilience. The gross Non-Performing Loan
bermasalah (Gross Non-Performing Loan (NPL)) tercatat sebesar (NPL) ratio stood at 2.21%, while net NPL remained low at 0.86%.
2,21%, sedangkan NPL net berada pada level 0,86%. Tingkat Capital buffers were also strong, with the Capital Adequacy
permodalan juga sangat kuat, tercermin dari Capital Adequacy Ratio (CAR) at 26.05%, well above regulatory requirements.
Ratio (CAR) yang mencapai 26,05%, jauh di atas ketentuan Other risk indicators were similarly sound, including a Loan-at-
minimum. Indikator risiko lainnya turut menunjukkan performa Risk (LAR) ratio of 9.22% and liquidity indicators, Liquid Assets
yang sehat, dengan Loan-at-Risk (LAR) sebesar 9,22% serta rasio to Non-Core Deposits (NCD) and to DPK, at 131.49% and 29.67%,
Alat Likuid terhadap Non-Core Deposit (NCD) dan terhadap DPK respectively. Collectively, these indicators underscore the banking
masing-masing sebesar 131,49% dan 29,67%. Secara keseluruhan, sector’s capacity to sustain loan growth while maintaining a
indikator-indikator ini menegaskan bahwa sektor perbankan strong risk profile, capital position, and liquidity amid evolving
Indonesia tidak hanya mampu menjaga pertumbuhan kredit, economic conditions.
tetapi juga memiliki profil risiko, permodalan, dan likuiditas yang
kuat dalam menghadapi dinamika perekonomian.
2025 Annual Report PT Bank Permata Tbk 291
Page 294
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Pertumbuhan Kredit, DPK, dan LDR
Loan Growth, Third Party Funds, and LDR
% yoy %
16 100
14
7,74
12 95
10
90
8
12,03
6
85
4 84,0
2
80
0
-2 75 LDR - hs
-4
Loan Growth (%) - lhs
-6 70
TPF Growth (%) - lhs
Nov-17
Feb-18
May-18
Aug-18
Nov-18
Feb-19
May-19
Aug-19
Nov-19
Feb-20
May-20
Aug-20
Nov-20
Feb-21
May-21
Aug-21
Nov-21
Feb-22
May-22
Aug-22
Nov-22
Feb-23
May-23
Aug-23
Nov-23
Feb-24
May-24
Aug-24
Nov-24
Feb-25
May-25
Aug-25
Nov-25
Source: OJK
Sejalan dengan kinerja industri perbankan secara keseluruhan, Consistent with overall industry trends, the Islamic banking
sektor perbankan syariah juga mencatatkan tren pertumbuhan segment also recorded positive momentum, although its
positif, meskipun kontribusinya terhadap total aset perbankan contribution to total banking assets remains relatively modest at
nasional masih relatif terbatas atau masih sekitar 7,64% hingga around 7.64% as of October 2025. During the same period, Islamic
Oktober 2025. Pada periode yang sama, perbankan syariah banks posted solid growth in financing and DPK, at 7.78% (YoY)
mencatat pertumbuhan pembiayaan dan penghimpunan and 14.26% (YoY), respectively, with portfolios predominantly
DPK yang relatif solid, yakni masing-masing sebesar 7,78% structured under Murabahah, Musyarakah, Ijarah, and Qardh
(YoY) dan 14,26% (YoY) dengan portofolio yang didominasi contracts, alongside funding instruments such as Wadiah savings,
oleh akad Murabahah, Musyarakah, Ijarah, dan Qardh, serta Mudharabah current accounts, and Mudharabah time deposits.
instrumen DPK seperti Tabungan Wadiah, Giro Mudharabah, dan Islamic banks’ ability to channel financing to the real sector and
Deposito Mudharabah. Kemampuan perbankan syariah dalam enhance financial inclusion is reflected in their relatively low Non-
menyalurkan pembiayaan ke sektor riil dan mendorong inklusi Performing Financing (NPF) ratio (2.23% gross and 0.9% net) and
keuangan tercermin dari tingkat Non-Performing Financing (NPF) adequate capital levels, with CAR of 24.57%. Network expansion
yang relatif rendah (2,23% gross dan 0,9% net) dan permodalan strengthened digital-banking services, and collaboration with
yang memadai, dengan CAR sebesar 24,57%. Selain itu, Islamic fintech players has further improved intermediation
perluasan jaringan kantor, penguatan layanan digital banking, capacity, particularly for real-sector and Micro, Small, and Medium
serta kolaborasi dengan fintech syariah turut meningkatkan Enterprises (MSME) financing. Supportive government policies and
kapasitas intermediasi, terutama dalam mendukung pembiayaan integration with national strategic projects continue to reinforce
kepada sektor riil dan Usaha Mikro, Kecil, dan Menengah (UMKM). the role of Islamic banking as a tool for financial inclusion, risk
Dukungan kebijakan pemerintah serta integrasi dengan proyek- diversification, and sustainable economic growth.
proyek strategis nasional semakin memperkuat posisi perbankan
syariah sebagai instrumen inklusi keuangan, diversifikasi risiko,
dan pendorong pertumbuhan ekonomi yang berkelanjutan.
Dari sisi moneter, BI tetap menempuh kebijakan yang hati-hati From a monetary-policy standpoint, BI maintained a cautious
dengan tujuan menjaga stabilitas makro sekaligus mendukung stance aimed at safeguarding macroeconomic stability while
pertumbuhan kredit. Sepanjang 2025, BI-Rate diturunkan secara supporting loan expansion. Throughout 2025, BI gradually lowered
bertahap dari 5,75% pada awal tahun menjadi 4,75% di akhir its policy rate from 5.75% at the beginning of the year to 4.75% in
2025, dengan suku bunga Deposit Facility dan Lending Facility December 2025, with the Deposit Facility and Lending Facility
masing-masing berada pada level 3,75% dan 5,50%. Pelonggaran rates set at 3.75% and 5.50%, respectively. This policy easing
kebijakan ini membantu menjaga likuiditas, menurunkan biaya helped preserve liquidity, reduce funding costs, and stimulate
pendanaan, serta mendorong percepatan pertumbuhan kredit loan growth and domestic consumption, while still accounting for
dan konsumsi domestik, sambil tetap mempertimbangkan risiko inflationary risks and external pressures.
inflasi dan tekanan eksternal.
292 PT Bank Permata Tbk Laporan Tahunan 2025
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Tinjauan Keuangan
Financial Review
Kinerja Usaha Tahun 2025 Business Performance in 2025
Pertumbuhan ekonomi Indonesia meningkat dari 5,0% (YoY) Indonesia’s economic growth accelerated from 5.0% (YoY) in
pada kuartal III/2025 menjadi 5,4% (YoY) pada kuartal IV/2025, quarter III/2025 to 5.4% (YoY) in quarter IV/2025, marking the
menandai laju pertumbuhan tertinggi sejak kuartal III/2022. strongest expansion since quarter III/2022. The acceleration was
Akselerasi ini didorong oleh penguatan permintaan domestik, driven by firmer domestic demand, supported by higher spending
yang didukung oleh peningkatan belanja dan mobilitas and mobility during the year-end holiday season, increased
masyarakat selama musim libur akhir tahun, kenaikan belanja government expenditure under its pro-growth agenda, and
pemerintah sejalan dengan agenda pro-pertumbuhan, serta improving investment activity.
membaiknya aktivitas investasi.
Dari sisi pengeluaran, pertumbuhan pada kuartal IV/2025 From the expenditure side, growth in quarter IV/2025 was led by
terutama ditopang oleh konsumsi rumah tangga, Pembentukan household consumption, Gross Fixed Capital Formation (GFCF),
Modal Tetap Bruto (PMTB), dan belanja pemerintah. Konsumsi and government spending. Household consumption, the largest
rumah tangga sebagai komponen terbesar Produk Domestik component of Gross Domestic Product (GDP), grew at a faster
Bruto (PDB) tumbuh lebih cepat dan kembali ke tingkat pace, returning to its pre-pandemic growth rate of above 5.0%.
pertumbuhan pra-pandemi di atas 5,0%. Kinerja ini didukung This was underpinned by seasonally higher spending and mobility
oleh faktor musiman berupa peningkatan belanja dan mobilitas during the Christmas and New Year holidays, stronger growth
selama libur Natal dan Tahun Baru, pertumbuhan transaksi daring in online transactions via e-retail and marketplace platforms,
melalui platform e-ritel dan marketplace, penyaluran bantuan the disbursement of cash social assistance, and well-anchored
sosial tunai, serta inflasi yang tetap terkendali sehingga menjaga inflation that helped preserve purchasing power. Consumption by
daya beli masyarakat. Konsumsi Lembaga Non-Profit yang Non-Profit Institutions Serving Households (NPISH) also increased,
Melayani Rumah Tangga (LNPRT) juga meningkat, mencerminkan reflecting heightened social-organization activity related to
tingginya aktivitas organisasi sosial terkait penanganan bencana disaster response in Sumatra.
di Sumatra.
PMTB sebagai komponen terbesar kedua PDB mencatatkan GFCF, the second-largest GDP component, accelerated, driven by
akselerasi, didorong oleh peningkatan investasi bangunan maupun both building and non-building investment, in line with improving
non-bangunan, sejalan dengan perbaikan indeks PMI manufaktur manufacturing PMI readings and a sharp rise in capital goods
dan lonjakan impor barang modal. Belanja modal pemerintah imports. Government capital expenditure under the 2025 State
dalam APBN 2025 juga meningkat signifikan. Sementara itu, Budget (APBN) rose significantly. Meanwhile, overall government
konsumsi pemerintah secara keseluruhan mengalami moderasi, consumption moderated, as a portion of pro-growth measures
seiring sebagian kebijakan pro-pertumbuhan diarahkan secara was channeled directly into stimulating household consumption
langsung untuk mendorong konsumsi rumah tangga dan aktivitas and investment. As a result, the increase in government spending
investasi. Dengan demikian, peningkatan belanja pemerintah in quarter IV/2025 was reflected more strongly in household
pada kuartal IV/2025 tercermin lebih kuat pada komponen consumption and GFCF within the GDP accounts.
konsumsi rumah tangga dan PMTB dalam perhitungan PDB.
Kontribusi ekspor neto terhadap pertumbuhan menurun seiring The contribution of net exports to growth declined as export growth
perlambatan pertumbuhan ekspor, yang mencerminkan slowed, reflecting normalization following export front-loading
normalisasi setelah front-loading ekspor menjelang penerapan ahead of the implementation of United States (US) reciprocal
tarif resiprokal Amerika Serikat (AS) pada Agustus 2025 serta tariffs in August 2025 and the continued slowdown in China’s
berlanjutnya perlambatan ekonomi Tiongkok. Sebaliknya, economy. Import growth, however, strengthened in line with the
pertumbuhan impor menguat sejalan dengan akselerasi PMTB. acceleration in GFCF. From a sectoral perspective, manufacturing,
Dari sisi lapangan usaha, sektor industri pengolahan, perdagangan, trade, and agriculture remained the main contributors to
dan pertanian tetap menjadi kontributor utama pertumbuhan quarter IV/2025 growth, consistent with stronger domestic
pada kuartal IV/2025, konsisten dengan menguatnya permintaan demand. The fastest-growing sectors included transportation,
domestik. Sektor dengan pertumbuhan tercepat meliputi supported by higher seasonal mobility and fare discount policies,
transportasi, didukung oleh peningkatan mobilitas musiman dan information and communication, driven by increased internet
kebijakan diskon tarif angkutan, informasi dan komunikasi yang usage in economic activities, and financial services, reflecting
ditopang oleh meningkatnya penggunaan internet dalam aktivitas improved loan growth toward year-end.
ekonomi, serta jasa keuangan yang mencerminkan perbaikan
pertumbuhan kredit menjelang akhir tahun.
2025 Annual Report PT Bank Permata Tbk 293
Page 296
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Secara kumulatif, pertumbuhan ekonomi Indonesia sepanjang On a full-year basis, Indonesia’s economic growth reached 5.1%
tahun 2025 mencapai 5,1%, meningkat dari 5,0% pada 2024, in 2025, up from 5.0% in 2024, signaling a strengthening growth
yang mengindikasikan penguatan momentum pertumbuhan. trajectory. The improvement was driven by resilient household
Peningkatan ini didorong oleh konsumsi rumah tangga yang consumption, an acceleration in GFCF, and a broader contribution
tetap solid, akselerasi PMTB, serta kontribusi ekspor neto yang from net exports. In contrast, government spending and NPISH
lebih luas. Sebaliknya, belanja pemerintah dan aktivitas LNPRT activity moderated relative to 2024 due to a high base effect of
mengalami moderasi dibandingkan 2024 akibat efek basis tinggi general election. From a sectoral perspective, services-related
dari penyelenggaraan pemilihan umum. Dari sisi sektoral, sektor- sectors maintained strong momentum, with other services,
sektor berbasis jasa mempertahankan momentum yang kuat, business services, and transportation and storage recording
dengan sektor jasa lainnya, jasa perusahaan, serta transportasi the highest growth rates, supported by resilient leisure-related
dan pergudangan mencatatkan pertumbuhan tertinggi, activities. Manufacturing growth also accelerated, driven mainly by
didukung oleh ketahanan aktivitas terkait pariwisata dan rekreasi. domestically oriented industries. The trade sector posted stronger
Pertumbuhan sektor industri pengolahan juga meningkat, growth, led by non-automotive subsectors, while automotive trade
terutama ditopang oleh industri yang berorientasi pada pasar recorded a modest recovery. The agricultural sector saw a sharp
domestik. Sektor perdagangan mencatatkan pertumbuhan yang acceleration in line with higher food crop and livestock production.
lebih kuat, dipimpin oleh subsektor perdagangan non-otomotif, By contrast, the mining sector contracted amid persistent site
sementara perdagangan otomotif menunjukkan pemulihan disruptions and weaker coal exports.
yang moderat. Sektor pertanian mengalami akselerasi tajam
seiring peningkatan produksi tanaman pangan dan peternakan.
Sebaliknya, sektor pertambangan mengalami kontraksi akibat
berlanjutnya gangguan operasional di lokasi tambang serta
melemahnya ekspor batu bara.
Seiring dengan berlanjutnya pemulihan ekonomi, stabilitas sistem Alongside the continued economic recovery, Indonesia’s financial
keuangan Indonesia tetap terjaga dengan baik. Bank Indonesia system stability has remained well preserved. Bank Indonesia
(BI) mencatat bahwa kegiatan intermediasi perbankan masih (BI) noted that banking intermediation continued to post positive
tumbuh positif, tingkat likuiditas berada pada kondisi yang growth, liquidity conditions remained adequate, capital buffers of
memadai, permodalan bank umum tetap kuat, serta kualitas kredit commercial banks stayed strong, and loan quality was relatively
relatif terkendali. Hingga Desember 2025, kondisi intermediasi well contained. As of December 2025, banking intermediation
perbankan tetap cukup solid meskipun ketidakpastian masih remained fairly solid despite persistent uncertainty. Loan growth
berlangsung. Pertumbuhan kredit menguat, dan penghimpunan improved, and Third-Party Funds (TPF) accelerated. Loan
Dana Pihak Ketiga (DPK) menunjukkan akselerasi. Pertumbuhan growth strengthened to 9.6% (YoY), and TPF rose significantly to
kredit menguat menjadi 9,6% (YoY), sedangkan DPK meningkat 13.8% (YoY), reflecting ample liquidity conditions, with the Loan-
signifikan hingga 13,8% (YoY), mencerminkan kondisi likuiditas to-Deposit Ratio (LDR) standing at 85.4%. Banking system liquidity
yang longgar dengan rasio kredit terhadap simpanan (Loan-to- was further strengthened by the government’s policy to reallocate
Deposit Ratio/LDR) berada pada level 85,4%. Kondisi likuiditas a portion of Excess Budget Funds (Saldo Anggaran Lebih/SAL)
perbankan semakin diperkuat oleh kebijakan pemerintah yang from BI accounts to state-owned banks. Meanwhile, the gross Non-
melakukan realokasi sebagian Saldo Anggaran Lebih (SAL) Performing Loan (NPL) ratio stood at 2.1%, while net NPL remained
dari rekening BI ke perbankan milik negara. Sementara itu, rasio low at 0.8%. Capital resilience also remained solid, as reflected in
kredit bermasalah (Non-Performing Loan/NPL) bruto tercatat a Capital Adequacy Ratio (CAR) of 25.9%, well above regulatory
sebesar 2,1%, sementara NPL neto tetap rendah pada level 0,8%. minimum requirements. BI’s accommodative macroprudential
Selain itu, ketahanan permodalan perbankan juga tetap solid, stance continues to provide sufficient room for the banking
tercermin dari rasio kecukupan modal (Capital Adequacy Ratio/ industry to perform its intermediation function more optimally.
CAR) yang mencapai 25,9%, jauh di atas ketentuan minimum
regulator. Kebijakan makroprudensial BI yang tetap akomodatif
memberikan ruang yang memadai bagi industri perbankan untuk
melanjutkan fungsi intermediasi secara lebih optimal.
294 PT Bank Permata Tbk Laporan Tahunan 2025
Page 297
Dalam lanskap industri yang menantang tetapi potensial ini, Within this challenging yet potential industry landscape,
Permata Bank berhasil mencatatkan kinerja finansial yang solid Permata Bank had delivered solid financial performance up
hingga akhir kuartal IV/2025 sebagaimana tercermin dari realisasi to the end of quarter IV/2025, as reflected in a Rp3.59 trillion
Laba Bersih sebesar Rp3,59 triliun, atau tumbuh sekitar 0,6% net profit, which represented growth of around 0.6% (YoY) from
(YoY) dari tahun 2024. Pertumbuhan profitabilitas Permata Bank 2024. Permata Bank’s profitability growth was driven by higher
didukung oleh peningkatan pendapatan operasional dan operating income and its ability to maintain operational efficiency.
kemampuan Bank dalam menjaga efisiensi. Sampai dengan As of quarter IV/2025, operational performance showed a
kuartal IV/2025, kinerja operasional menunjukkan tren positif, positive trend, supported, by credit growth in the corporate
didorong oleh pertumbuhan kredit di segmen korporasi. Efisiensi segments. Operational efficiency was further enhanced through
operasional ditingkatkan melalui optimalisasi digitalisasi layanan, the optimization of service digitalization, both across transaction
baik pada kanal transaksi maupun jaringan kantor cabang channels and the branch network, along with a stronger and more
dengan penguatan konsep modernized model branch. modernized model branch concept.
Pada fungsi intermediasi, penyaluran total Kredit Bruto Bank On the intermediary front, the Bank disbursed a total Gross Loan of
dibukukan mencapai Rp163,36 triliun atau tumbuh 5,4% (YoY), Rp163.36 trillion, up 5.4% (YoY), driven by lending expansion in the
ditopang oleh penyaluran dana untuk segmen Korporasi yang Corporate segments, which grew by 11.2% (YoY). By asset quality,
tumbuh 11,2% (YoY) dibandingkan tahun sebelumnya. Di sisi Permata Bank maintained a conservative risk profile, with Gross
kualitas aset, Permata Bank mampu menjaga profil risiko secara Non-Performing Loans (NPL) ratio at 2.1% and Loan-at-Risk (LAR)
konservatif dengan NPL Bruto di level 2,1% dan rasio Loan-at- ratio at 6.3%, both improving from the prior year. The resilience of
Risk (LAR) di 6,3%, turun dibanding posisi tahun sebelumnya. the Permata Bank’s asset quality was further reflected in strong
Ketahanan kualitas kredit Permata Bank juga tercermin dari rasio coverage ratios, with NPL Coverage ratio at 356.1% and LAR
NPL Coverage sebesar 356,1% dan rasio LAR Coverage di 117,8% Coverage at 117.8% as of the end of December 2025. These robust
pada posisi akhir Desember 2025. Tingkat pencadangan yang provisioning levels underscore Management’s prudent approach
kuat ini menegaskan kehati-hatian manajemen dalam mengelola to risk management and the Permata Bank’s preparedness to
risiko serta kesiapan Permata Bank menghadapi potensi tekanan withstand potential future pressures on asset quality.
kualitas aset di masa mendatang.
Dari sisi pendanaan, DPK meningkat menjadi Rp193,03 triliun per On the funding side, TPF increased to Rp193.03 trillion as of
Desember 2025 atau tumbuh 3,9% (YoY) dibandingkan tahun lalu. December 2025, up 3.9% (YoY) from the previous year. The funding
Komposisi dana murah juga semakin kuat dengan rasio CASA structure continued to strengthen, as the CASA ratio increased
meningkat dari 55,3% menjadi 63,9% per 31 Desember 2025. from 55.3% to 63.9% by the end of December 2025. The increase
Kenaikan ini menunjukkan efektivitas strategi Permata Bank reflects the effectiveness of Permata Bank’s strategy in promoting
dalam mendorong transaksi digital dan memperluas basis dana digital transactions and expanding its low-cost funding base.
berbiaya rendah. Sementara itu, indikator likuiditas Permata Bank Meanwhile, Permata Bank’s liquidity indicators remained well
tetap berada jauh di atas ketentuan regulator rata-rata Liquidity above regulatory requirements, with average Liquidity Coverage
Coverage Ratio (LCR) sebesar 296,5% di kuartal IV/2025 dan Net Ratio (LCR) of 296.5% in quartal IV/2025 and a Net Stable Funding
Stable Funding Ratio (NSFR) 126,8% per akhir Desember 2025. Ratio (NSFR) of 126.8% as of the end of December 2025.
Dari segi permodalan, Permata Bank menjadi salah satu bank From a capital perspective, Permata Bank was among the major
dengan struktur modal terkuat di antara kelompok bank komersial Indonesian commercial banks that showed the strongest capital
besar di Indonesia. Rasio Kewajiban Penyediaan Modal Minimum structure. Capital Adequacy Ratio (CAR) in 2025 is recorded at
(KPMM) tahun 2025 tercatat mencapai 34,6% dan CET-1 berada 34.6%, and the CET-1 ratio is at 26.6%. This position demonstrates
di level 26,6%. Kondisi tersebut menunjukkan kapasitas Permata Permata Bank’s strong capacity to absorb risks and support
Bank dalam menyerap risiko sekaligus mendukung pertumbuhan sustainable credit growth. Such solid fundamentals also offered
kredit secara berkelanjutan. Fundamental yang sangat kuat the Bank strategic flexibility to continue innovating, strengthen
ini juga memberikan fleksibilitas strategis bagi Bank untuk priority business segments, and enhance value propositions for
terus berinovasi, memperkuat segmen bisnis prioritas, serta customers across generations.
meningkatkan proposisi nilai bagi nasabah lintas generasi.
2025 Annual Report PT Bank Permata Tbk 295
Page 298
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Secara keseluruhan, kinerja positif Permata Bank hingga Overall, Permata Bank’s positive performance up to
kuartal IV/2025 menunjukkan keberhasilan manajemen dalam quarter IV/2025 reflects management’s success in capitalizing
memanfaatkan momentum pemulihan ekonomi nasional, on the momentum of national economic recovery, maintaining
menjaga disiplin pengelolaan risiko, serta memperkuat disciplined risk management, and strengthening digital capabilities
kapabilitas digital yang menjadi tulang punggung kompetitif that form the backbone of competitiveness in the banking industry.
industri perbankan. Di tengah dinamika ekonomi global dan Amid continuously evolving global and domestic economic
domestik yang terus bergerak, pencapaian ini memperkuat posisi dynamics, these achievements reinforce Permata Bank’s position
Permata Bank sebagai salah satu institusi keuangan yang resilient, as a resilient and adaptive financial institution with a strong
adaptif, dan memiliki fondasi yang kuat untuk menghadapi foundation to navigate challenges while capturing future growth
tantangan sekaligus menangkap peluang pertumbuhan di tahun- opportunities.
tahun mendatang.
Tinjauan Operasi per Segmen Usaha dan Operational Review per Business Segment and
Informasi Segmen Usaha Business Segment Information
Segmen operasi merupakan komponen kunci dalam struktur bisnis Operating segments are a key component of Permata Bank’s
Permata Bank, di mana masing-masing segmen bertanggung business structure, with each being responsible for revenue-
jawab atas aktivitas yang menghasilkan pendapatan dan generating, expense-bearing activities, including inter-segment
menimbulkan beban, termasuk transaksi antar-segmen. Direksi transactions. The Board of Directors regularly reviews the
secara berkala meninjau kinerja setiap segmen untuk memastikan performance of each to ensure sound strategic decision-making,
pengambilan keputusan strategis yang tepat terutama terkait particularly with respect to the allocation of resources to support
alokasi sumber daya guna mendukung pertumbuhan dan the growth and sustainability of each business line.
keberlanjutan setiap lini bisnis.
Hasil kinerja yang dilaporkan kepada Direksi mencakup komponen The performance results that are reported to the Board of
yang dapat secara langsung diatribusikan ke masing-masing Directors include components that can be directly attributable to
segmen, serta komponen lain yang dialokasikan berdasarkan each operating segment, as well as other components allocated
metode yang wajar dan transparan. Pendekatan ini memberikan based on reasonable and transparent methodologies. This
gambaran menyeluruh mengenai kontribusi masing-masing approach provides a comprehensive overview of each segment’s
segmen terhadap kinerja keseluruhan bank. contribution to the Bank’s overall performance.
Berdasarkan Catatan 43 Laporan Keuangan Tahunan PT Bank Based on Note 43 to the Annual Financial Statements of PT Bank
Permata Tbk per 31 Desember 2025, kegiatan operasional Permata Tbk as of 31 December 2025, Permata Bank’s operational
Permata Bank dibagi ke dalam empat segmen pelaporan utama: activities are classified into four primary reporting segments,
as follows:
1. Perbankan Konsumer – Menyediakan berbagai produk 1. Consumer Banking – Provides a wide range of products and
dan layanan untuk nasabah individu, termasuk tabungan, services to individual customers, including saving and deposit
deposito, kredit konsumer, dan layanan kartu kredit. products, consumer loans, and credit card services.
2. Perbankan Korporasi – Menangani kebutuhan perbankan 2. Corporate Banking – Serves the banking needs of large
perusahaan besar, termasuk pembiayaan proyek, kredit corporate customers, including project financing, working
modal kerja, dan layanan treasuri untuk korporasi. capital loans, and treasury services for corporate clients.
3. Perbankan Komersial – Fokus pada segmen usaha menengah 3. Commercial Banking – Focuses on the small and medium
dan kecil, dengan produk pembiayaan modal kerja, investasi, enterprise (SME) segment, offering working capital financing,
dan layanan perbankan transaksional. investment financing, and transactional banking services.
4. Segmen Lain-lain – Digunakan untuk aktivitas yang tidak 4. Others Segment – encompasses activities that fall outside
dapat didefinisikan di bawah Perbankan Konsumer, the purview of Consumer Banking, Corporate Banking, or
Perbankan Korporasi, atau Perbankan Komersial. Kategori ini Commercial Banking. This category primarily pertains to
terutama terkait dengan aktivitas Treasuri dan transaksional, Treasury and transactional activities, predominantly utilized
yang secara dominan dimanfaatkan di kantor pusat. Aktivitas at the head office. These activities encompass a range of
ini mencakup berbagai instrumen keuangan dan transaksi, financial instruments and transactions, including but not
termasuk namun tidak terbatas pada pinjaman kepada limited to loans to employees, management of fixed assets
karyawan, pengelolaan aset tetap dan aset tidak berwujud, and intangible assets, management of deferred tax assets,
pengelolaan aset pajak tangguhan, dan penerbitan Modal and the issuance of Additional Tier-1 Capital.
Tambahan Tier-1.
296 PT Bank Permata Tbk Laporan Tahunan 2025
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Tabel berikut ini menyajikan ringkasan kinerja Permata Bank The following table presents a summary of Permata Bank’s
berdasarkan segmen operasional untuk dua tahun terakhir: performance by operating segment for the last two years:
Kinerja per Segmen Tahun 2025
Performance by Segment in 2025
dalam jutaan Rupiah | in millions of Rupiah
Perbankan Perbankan Perbankan
Konsumer Korporasi Komersial Lain-lain Jumlah
Uraian Description
Consumer Corparate Commercial Others Total
Banking Banking Banking
Pendapatan bunga dan 293.622 4.184.320 419.050 5.125.270 10.022.262 Interest and sharia
syariah - bersih income - net
Pendapatan di luar bunga dan 1.448.229 388.394 135.103 562.786 2.534.512 Non-interest and sharia
syariah - bersih income - net
Pendapatan antar segmen - 3.514.092 (1.427.635) 551.864 (2.638.321) – Intersegment revenue - net
bersih
Jumlah Pendapatan 5.255.943 3.145.079 1.106.017 3.049.735 12.556.774 Total Income
Beban operasional lainnya (3.531.091) (1.446.323) (820.172) (355.277) (6.152.863) Other operating expenses
Laba sebelum kerugian 1.724.852 1.698.756 285.845 2.694.458 6.403.911 Income before impairment
penurunan nilai losses
Kerugian penurunan nilai aset (982.868) (773.005) (19.979) 2.948 (1.772.904) Impairment losses on assets
Laba sebelum pajak 741.984 925.751 265.866 2.697.406 4.631.007 Income before income tax
penghasilan
Jumlah Aset 40.544.037 103.325.851 19.160.512 105.311.925 268.342.325 Total Assets
Jumlah Liabilitas 105.577.311 66.438.081 29.913.035 20.565.884 222.494.311 Total Liabilities
Kinerja per Segmen Tahun 2024
Performance by Segment in 2024
dalam jutaan Rupiah | in millions of Rupiah
Perbankan Perbankan Perbankan
Konsumer Korporasi Komersial Lain-lain Jumlah
Uraian Description
Consumer Corparate Commercial Others Total
Banking Banking Banking
Pendapatan bunga dan (4.294) 4.361.358 680.837 5.185.196 10.223.097 Interest and sharia
syariah - bersih income - net
Pendapatan di luar bunga 1.458.993 448.430 126.993 (174.184) 1.860.232 Non-interest and sharia
dan syariah - bersih income - net
Pendapatan antar segmen - 4.470.429 (1.611.069) 269.495 (3.128.855) – Intersegment revenue - net
bersih
Jumlah Pendapatan 5.925.128 3.198.719 1.077.325 1.882.157 12.083.329 Total Income
Beban operasional lainnya (3.423.693) (1.265.673) (776.746) (484.128) (5.950.240) Other operating expenses
Laba sebelum kerugian 2.501.435 1.933.046 300.579 1.398.029 6.133.089 Income before impairment
penurunan nilai losses
Kerugian penurunan nilai aset (1.040.324) (213.167) (263.667) (7.702) (1.524.860) Impairment losses on assets
Laba sebelum pajak 1.461.111 1.719.879 36.912 1.390.327 4.608.229 Income before income tax
penghasilan
Jumlah Aset 42.563.576 92.231.342 19.592.371 104.680.214 259.067.503 Total Assets
Jumlah Liabilitas 110.768.382 61.548.391 22.396.440 21.751.108 216.464.321 Total Liabilities
2025 Annual Report PT Bank Permata Tbk 297
Page 300
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Penyajian kinerja per segmen mencerminkan kontribusi masing- This presentation of by-segment performance reflects the
masing lini bisnis terhadap pertumbuhan, profitabilitas, dan contribution of each business line to Permata Bank’s growth,
efisiensi Permata bank. Informasi ini menjadi dasar bagi Direksi profitability, and efficiency. It served as the basis for the Board
dalam pengambilan keputusan strategis terkait alokasi sumber of Directors in making strategic decisions on resource allocation,
daya, pengembangan produk, dan optimalisasi jaringan kantor. product development, and network optimization.
Dalam menyediakan seluruh layanan perbankan tersebut, In delivering its full range of banking services, Permata Bank
Permata Bank mengoperasikan jaringan kantor yang luas terdiri operates an extensive branch network comprising 63 branch
dari 63 kantor cabang (termasuk Kantor Pusat) dan 137 kantor offices (including the Head Office) and 137 sub-branch offices.
cabang pembantu untuk memastikan tersedianya layanan yang This network is designed to ensure the provision of comprehensive,
komprehensif dan inklusif, serta dapat diandalkan oleh seluruh inclusive, and reliable banking services for customers across
nasabah di berbagai wilayah Indonesia. various regions in Indonesia.
Laporan Keuangan Audit
Audited Financial Report
Tinjauan keuangan yang disajikan berikut ini diambil dari Laporan The financial review presented below is based on the Financial
Keuangan PT Bank Permata Tbk yang disusun oleh manajemen Statements of PT Bank Permata Tbk prepared by Permata Bank’s
Permata Bank sesuai dengan Standar Akuntansi Keuangan management in accordance with Indonesian Financial Accounting
Indonesia. Laporan Keuangan Permata Bank pada tanggal dan Standards. Permata Bank’s Financial Statements as of and for the
untuk tahun-tahun yang berakhir pada tanggal 31 Desember 2025 years ended 31 December 2025 and 2024 have been audited by
dan 2024 telah diaudit oleh KAP Rintis, Jumadi, Rianto & Rekan KAP Rintis, Jumadi, Rianto & Rekan with the partner in charge Eddy
dengan partner penanggung jawab adalah Eddy Rintis, S.E., CPA, Rintis, S.E., CPA, an independent auditor, based on the Financial
auditor independen, berdasarkan Standar Akuntansi Keuangan Accounting Standards established by the Indonesian Accounting
yang ditetapkan oleh Standar Akuntansi Keuangan Indonesia, Standards, with an unmodified opinion, as stated in their respective
dengan opini tanpa modifikasian, sebagaimana tercantum dalam reports dated 11 February 2026 and 14 February 2025.
laporannya masing-masing tertanggal 11 Februari 2026 dan
14 Februari 2025.
Laporan Posisi Keuangan Statement of Financial Position
Pada 31 Desember 2025, jumlah aset Permata Bank tercatat On 31 December 2025, Permata Bank’s total assets were
senilai Rp268,34 triliun, mengalami peningkatan sebesar recorded at Rp268.34 trillion, an increase of 3.6% compared
3,6% dibandingkan Rp259,07 triliun pada tahun sebelumnya. to Rp259.07 trillion in the previous year. This asset growth was
Pertumbuhan aset ini terutama ditopang peningkatan efek-efek mainly supported by an increase in securities for investment
untuk tujuan investasi – bersih menjadi Rp74,01 triliun dengan purposes, which reached Rp74.01 trillion with a growth of 15.3% in
pertumbuhan sebesar 15,3% pada tahun 2025. Adapun pada 2025. In the previous year, securities for investment purposes were
tahun sebelumnya, efek-efek untuk tujuan investasi tercatat recorded at Rp64.20 trillion. This asset growth was also in line with
sebesar Rp64,20 triliun. Pertumbuhan aset ini juga sejalan an increase in loans-net by 5.7% to Rp152.11 trillion at the end of
dengan kenaikan kredit yang diberikan – bersih sebesar 5,7%, 2025, compared to Rp143.86 trillion in the previous year.
menjadi Rp152,11 triliun pada akhir 2025, dibandingkan dengan
Rp143,86 triliun pada tahun sebelumnya.
Faktor lain yang turut berkontribusi terhadap pertumbuhan aset Other factors contributing to asset growth include current accounts
adalah giro pada bank-bank lain – bersih yang naik 56,6% menjadi at other banks, which rose 56.6% to Rp4.61 trillion in 2025 from
Rp4,61 triliun di tahun 2025 dari Rp2,94 triliun pada tahun 2024, Rp2.94 trillion in 2024, and other assets – net, which increased by
dan juga aset lain-lain – bersih yang meningkat 44,9% menjadi 44.9% to Rp5.18 trillion in 2025 compared to Rp3.58 trillion in the
Rp5,18 triliun di tahun 2025 dibandingkan dari tahun sebelumnya previous year.
sebesar Rp3,58 triliun.
298 PT Bank Permata Tbk Laporan Tahunan 2025
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Tabel di bawah ini menampilkan tren pertumbuhan aset Permata The table below presents the trend of Permata Bank’s asset growth
Bank selama dua tahun terakhir, sekaligus menunjukkan kontribusi over the past two years, while also illustrating the contribution of
dari berbagai komponen utama: the various key components:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Kas 1.686.358 1.661.729 24.629 1,5 Cash
Giro pada Bank Indonesia 6.897.204 8.205.594 (1.308.390) (15,9) Current accounts with Bank
Indonesia
Giro pada bank-bank lain 4.612.276 2.944.477 1.667.799 56,6 Current accounts with other banks
- bersih - net
Penempatan pada Bank 7.045.129 12.895.048 (5.849.919) (45,4) Placements with Bank Indonesia
Indonesia dan bank-bank lain and other banks
- bersih - net
Aset keuangan untuk 3.443.525 6.786.864 (3.343.339) (49,3) Financial assets held
diperdagangkan for trading
Efek-efek yang dibeli dengan janji 920.042 2.145.738 (1.225.696) (57,1) Securities purchased under resale
dijual kembali - bersih agreements - net
Tagihan akseptasi - bersih 4.995.443 5.442.970 (447.527) (8,2) Acceptance receivables - net
Kredit yang diberikan - bersih 152.111.121 143.859.070 8.252.051 5,7 Loans - net
Efek-efek untuk tujuan investasi 74.007.105 64.197.891 9.809.214 15,3 Investment securities
- bersih - net
Pajak dibayar dimuka 519.707 522.257 (2.550) (0,5) Prepaid taxes
Aset tetap - bersih 3.718.975 3.556.898 162.077 4,6 Fixed assets - net
Aset takberwujud - bersih 1.368.228 1.282.172 86.056 6,7 Intangible assets - net
Aset pajak tangguhan - bersih 1.832.318 1.989.274 (156.956) (7,9) Deferred tax assets - net
Aset lain-lain - bersih 5.184.894 3.577.521 1.607.373 44,9 Other assets - net
Jumlah Aset 268.342.325 259.067.503 9.274.822 3,6 Total Assets
Aset Assets
Kas Cash
Pada 31 Desember 2025, posisi kas Permata Bank tercatat sebesar As of 31 December 2025, Permata Bank’s cash balance amounted
Rp1,69 triliun, mengalami kenaikan sebesar 1,5% dibandingkan to Rp1.69 trillion, an increase of 1.5% compared to Rp1.66 trillion at
Rp1,66 triliun pada akhir tahun sebelumnya. Kenaikan ini the end of the previous year. This increase was mainly impacted by
terutama dipengaruhi oleh naiknya kas dalam mata uang Rupiah the increase in cash in Rupiah currency to Rp1.52 trillion in 2025
menjadi Rp1,52 triliun pada tahun 2025 dari tahun sebelumnya from Rp1.46 trillion in the previous year.
senilai Rp1,46 triliun.
Komposisi kas Permata Bank pada akhir tahun 2025 terdiri dari Permata Bank’s cash composition at the end of 2025 comprised
kas dalam mata uang Rupiah sebesar Rp1,52 triliun dan kas Rupiah-denominated cash of Rp1.52 trillion and foreign
dalam mata uang asing sebesar Rp0,17 triliun. Komposisi ini currency-denominated cash of Rp0.17 trillion. This composition
mencerminkan strategi Permata Bank dalam menjaga likuiditas reflects Permata Bank’s liquidity management strategy and
dan fleksibilitas mata uang guna mendukung kelancaran currency flexibility to support smooth operational activities and
operasional serta layanan kepada nasabah. customer services.
2025 Annual Report PT Bank Permata Tbk 299
Page 302
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Giro pada Bank Indonesia Current Accounts with Bank Indonesia
Per 31 Desember 2025, saldo giro Permata Bank pada Bank As of 31 December 2025, Permata Bank had a current account
Indonesia tercatat sebesar Rp6,90 triliun, menurun 15,9% balance of Rp6.90 trillion with Bank Indonesia, decreasing 15.9%
dibandingkan Rp8,21 triliun pada tahun sebelumnya. Saldo from Rp8.21 trillion in previous year has fulfilled the prevailing
tersebut telah memenuhi peraturan yang berlaku tentang regulation regarding GWM for Conventional Banks and Sharia
GWM Bank Umum Konvensional dan Unit Usaha Syariah, serta Business Unit and reflect Permata Bank’s compliance with Bank
mencerminkan kepatuhan Permata Bank terhadap regulasi Bank Indonesia (BI) regulations, as well as the implementation of a
Indonesia (BI) serta penerapan strategi pengelolaan likuiditas prudent liquidity management strategy.
yang prudent
Giro pada Bank-Bank Lain – Bersih Current Accounts with Other Banks – Net
Permata Bank mencatatkan giro pada bank-bank lain sebesar Permata Bank recorded current accounts with other banks
Rp4,61 triliun, meningkat 56,6% dibandingkan Rp2,94 triliun of Rp4.61 trillion, a significant increase of 56.6% compared to
pada akhir tahun sebelumnya. Peningkatan tersebut terutama Rp2.94 trillion at the end of the previous year. This increase was
didorong oleh kenaikan saldo giro pada mata uang valas sebesar contributed to by an increase in foreign currency deposits of
Rp1,67 triliun dari tahun 2024 sebesar Rp2,98 triliun. Rp1.67 trillion from Rp2.98 trillion in 2024.
Pada tanggal 31 Desember 2025 dan 2024, tingkat suku bunga On 31 December 2025 and 2024, the contractual interest rates on
kontraktual atas giro pada bank-bank lain berada pada tingkat current accounts with other banks were approximately to zero.
yang mendekati nol.
Penempatan pada Bank Indonesia dan Bank-Bank Placements with Bank Indonesia and Other Banks
Lain – Bersih – Net
Permata Bank membukukan penempatan pada Bank Indonesia Permata Bank recorded placements with Bank Indonesia and other
dan bank-bank lain sebesar Rp7,05 triliun, menurun 45,4% banks amounting to Rp7.05 trillion, reflecting a decrease of 45.4%
dibandingkan Rp12,90 triliun pada tahun sebelumnya. Penurunan compared to Rp12.90 trillion in the previous year. This decrease
ini terutama disebabkan oleh berkurangnya penempatan pada is primarily due to reduced placements with Bank Indonesia in
Bank Indonesia dalam bentuk Bank Indonesia term deposits the form of Bank Indonesia term deposits by Rp2.24 trillion, Bank
sebesar Rp2,24 triliun, Bank Indonesia deposit facility sebesar Indonesia deposits facility by Rp1.41 trillion, and Fasilitas Simpanan
Rp1,41 triliun, dan Fasilitas Simpanan Bank Indonesia-Syariah Bank Indonesia-Sharia by Rp1.01 trillion.
sebesar Rp1,01 triliun.
Secara khusus, dana yang ditempatkan pada Bank Indonesia In detail, placements with Bank Indonesia amounted to
tercatat sebesar Rp5,87 triliun pada akhir 2025, turun sebesar Rp5.87 trillion at the end of 2025, declining by 44.3% from
44,3% dibandingkan Rp10,53 triliun pada 2024. Posisi ini Rp10.53 trillion in 2024. This position reflects Permata Bank’s
mencerminkan strategi Permata Bank dalam mengelola likuiditas liquidity management strategy and its approach to diversifying
secara optimal serta melakukan diversifikasi penempatan dana interbank fund placements.
antar-bank.
Aset Keuangan untuk Diperdagangkan Financial Assets Held for Trading
Per 31 Desember 2025, Permata Bank mencatatkan aset As of 31 December 2025, Permata Bank recorded financial
keuangan untuk diperdagangkan sebesar Rp3,44 triliun, menurun assets held for trading amounting to Rp3.44 trillion, representing
sebesar 49,3% dibandingkan dengan tahun sebelumnya sebesar a decrease of 49.3% compared to Rp6.79 trillion in previous
Rp6,79 triliun. Penurunan tersebut terutama dipengaruhi oleh year. This notable decrease was due to placement of funds in
berkurangnya penempatan pada Sekuritas Rupiah Bank Bank Indonesia Rupiah Securities (SRBI), which increased 61.1%
Indonesia (SRBI) yang mengalami penurunan 61,1% menjadi to Rp2.28 trillion. This move is in line with the Bank’s portfolio
Rp2,28 triliun. Pergerakan ini sejalan dengan strategi pengelolaan management strategy in adjusting the composition of liquid assets
portofolio Bank dalam menyesuaikan komposisi aset likuid dan and prevailing market conditions.
kondisi pasar yang berlaku.
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Efek-Efek yang Dibeli dengan Janji Dijual Kembali Securities Purchased under Agreements to Resell
(Reverse Repo) – Bersih (Reverse Repo) – Net
Permata Bank melakukan transaksi reverse repo dengan Bank Permata Bank conducted reverse repo transactions with Bank
Indonesia dan bank-bank lain menggunakan obligasi pemerintah Indonesia and other banks using government bonds of various
dari berbagai seri sebagai aset dasar (underlying assets). Per series as underlying assets. As of 31 December 2025, the value
31 Desember 2025, nilai efek yang dibeli dengan janji dijual kembali of securities purchased with a promise to resell was recorded at
tercatat sebesar Rp920,04 miliar, menurun 57,1% dibandingkan Rp920.04 billion, a decrease of 57.1% compared to Rp2.15 trillion
Rp2,15 triliun pada akhir tahun sebelumnya. Seluruh efek tersebut at the end of the previous year. All such securities were rated
memiliki rating Investment Grade dan efek jaminan tanpa warkat Investment Grade and were scriptless collateral securities
(scriptless) yang dicatat pada sistem BI-SSSS Bank Indonesia. recorded within Bank Indonesia’s BI-SSSS system.
Tagihan Akseptasi – Bersih Acceptances Receivable – Net
Permata Bank mencatat tagihan akseptasi sebesar Rp5,00 triliun Permata Bank recorded acceptances receivable amounting
per 31 Desember 2025, menurun 8,2% dibandingkan Rp5,44 triliun to Rp5.00 trillion as of 31 December 2025, declining by 8.2%
pada akhir tahun 2024. Penurunan ini terjadi seiring dengan compared to Rp5.44 trillion at the end of 2024. This decrease aligns
penurunan tagihan akseptasi mata uang Rupiah menjadi with the decrease acceptances receivable in Indonesian Rupiah,
Rp1,00 triliun (turun 13,5% dari Rp1,16 triliun pada tahun lalu), dan reaching Rp1.00 trillion (decrease 13.5% from Rp1.16 trillion in
dalam valuta asing menjadi Rp3,99 triliun atau turun 6,8% dari previous year), and in foreign currency balances to Rp3.99 trillion,
tahun sebelumnya. Pergerakan ini mencerminkan penyesuaian or decrease 6.8% from previous year. This movement reflects the
aktivitas pembiayaan perdagangan Bank sejalan dengan adjustment of the Bank’s trade financing activities in line with
dinamika kebutuhan nasabah dan kondisi pasar. customer needs and market conditions.
Kredit yang Diberikan – Bersih Loans – Net
Di tengah momentum pemulihan ekonomi domestik, Permata Bank Amid the momentum of domestic economic recovery,
berhasil mendorong pertumbuhan penyaluran kredit sebesar 5,7% Permata Bank successfully achieved loan growth of 5.7%, with total
sehingga total kredit bersih tercatat mencapai Rp152,11 triliun net loans reaching Rp152.11 trillion at the end of 2025, increased
pada akhir 2025, meningkat dari Rp143,86 triliun pada 2024. from Rp143.86 trillion in 2024.
Sepanjang tahun 2025, sebagian besar kredit bersih yang Throughout 2025, the majority of net loans were denominated in
disalurkan Permata Bank dalam denominasi mata uang Rupiah Rupiah, accounting for a dominant portion of 80.0% of the total
memiliki porsi dominan mencapai 80,0% dari total portofolio loan portfolio. In detail, net loans in Rupiah increased by 6.3% to
kredit. Secara rinci, kredit bersih dalam Rupiah meningkat 6,3% Rp121.64 trillion, and foreign currency loans increased by 3.6% to
menjadi Rp121,64 triliun, dan kredit dalam valuta asing meningkat Rp30.47 trillion.
3,6% menjadi Rp30,47 triliun.
Sementara pada tahun 2024, kredit bersih yang disalurkan In comparison, in 2024, Permata Bank’s net loans in Rupiah
Permata Bank dalam Rupiah tercatat senilai Rp114,43 triliun, disbursed were recorded to Rp114.43 trillion, while foreign currency
sedangkan kredit valuta asing sebesar Rp29,43 triliun, dengan loans totaled Rp29.43 trillion, representing respective portfolio
porsi kontribusi masing-masing sebesar 79,5% dan 20,5%. shares of 79.5% and 20.5%.
2025 Annual Report PT Bank Permata Tbk 301
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Berikut ini adalah gambaran komposisi kredit yang disalurkan The following section presents an overview of the composition of
Permata Bank dalam dua tahun terakhir: loans disbursed by Permata Bank over the last two years:
Komposisi Kredit
Loans Composition
Rupiah Valuta Asing Rupiah Valuta Asing
80,0% Foreign Currency 79,5% Foreign Currency
20,0% 20,5%
2025 2024
Sumber: Audited Report 2025, diolah
Source: Audited Report 2025, processed
Sepanjang tahun 2025, Permata Bank berhasil mendiversifikasikan Throughout 2025, Permata Bank successfully diversified its loan
portofolio kreditnya secara efektif. Kredit modal kerja terpantau portfolio in an effective manner. Working capital loans remained
masih menjadi kontributor terbesar yang dibukukan mencapai the largest contributor, amounting to Rp61.64 trillion, representing
Rp61,64 triliun, naik 10,4% dibandingkan Rp55,81 triliun pada an increase of 10.4% compared to Rp55.81 trillion as of December
Desember 2024. Segmen ini menyumbang 40,5% terhadap total 2024. This segment accounted for 40.5% of Permata Bank’s total
portofolio kredit bersih Permata Bank, mengalami peningkatan net loan portfolio, has increased compared to its composition of
dibandingkan dengan komposisi di tahun sebelumnya 38.8% in the previous year.
sebesar 38,8%.
Sementara itu kredit konsumsi dibukukan sebesar Rp25,89 triliun, Meanwhile, consumer loans amounted to Rp25.89 trillion,
turun 4,6% dari Rp27,15 triliun pada 2024. Kontribusi kredit reflecting a decrease of 4.6% from Rp27.15 trillion in 2024. The
konsumsi terhadap total portofolio kredit bersih mencapai 17,0%, contribution of consumer loans to the total net loan portfolio stood
menurun dari kontribusi di tahun sebelumnya sebesar 18,9%. at 17.0%, declining from 18.9% in the prior year.
Sedangkan kredit investasi mengalami kenaikan sebesar 15,9% Investment loans recorded growth of 15.9%, reaching
sehingga dibukukan menjadi Rp41,49 triliun di akhir 2025, dari Rp41.49 trillion at the end of 2025, from Rp35.79 trillion in 2024.
sebesar Rp35,79 triliun pada 2024. Segmen ini menyumbang This segment contributed 27.3% to Permata Bank’s total net loan
27,3% terhadap total portofolio kredit bersih Permata Bank, portfolio, increasing from 24.9% in the previous year.
meningkat dari tahun sebelumnya sebesar 24,9%.
Pembiayaan syariah pada akhir Desember 2025 dibukukan Sharia financing amounted to Rp23.09 trillion as of the end of
mencapai Rp23,09 triliun, turun 8,0% dari Rp25,10 triliun pada December 2025, declining by 8.0% from Rp25.10 trillion in 2024.
2024. Porsi pembiayaan syariah terhadap total kredit bersih The proportion of sharia financing to total net loans stood at 15.2%,
tercatat 15,2%, menurun dibandingkan 17,5% pada 2024. decreased from 17.5% in 2024.
302 PT Bank Permata Tbk Laporan Tahunan 2025
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dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Modal kerja 61.639.680 55.813.579 5.826.101 10,4 Working capital
Investasi 41.488.592 35.792.233 5.696.359 15,9 Investment
Konsumsi 25.893.112 27.148.638 (1.255.526) (4,6) Consumer
Syariah 23.089.737 25.104.620 (2.014.883) (8,0) Sharia
Jumlah 152.111.121 143.859.070 8.252.051 5,7 Total
Jenis Kredit
Loans Types
Syariah Syariah
Sharia Modal Kerja Sharia Modal Kerja
15,2% Working Capital 17,5% Working Capital
40,5% 38,7%
Konsumsi
Consumer Konsumsi
17,0% 2025 Consumer 2024
18,9%
Investasi
Investment Investasi
27,3% Investment
24,9%
Sumber: Audited Report 2025, diolah
Source: Audited Report 2025, processed
Selain klasifikasi berdasarkan jenis kredit, Permata Bank juga In addition to loan types, Permata Bank also groups its lending
mengelompokkan penyaluran kredit menurut sektor ekonomi. activities based on economic sectors. As of 31 December 2025,
Per 31 Desember 2025, penyaluran kredit untuk sektor industri lending to the manufacturing sector reached Rp41.71 trillion,
pengolahan tercatat Rp41,71 triliun, meningkat signifikan sebesar a significant increase of 57.9% from Rp26.41 trillion in 2024.
57,9% dibandingkan Rp26,41 triliun pada 2024. Segmen ini While this segment remained the largest contributor of 27.4% for
menjadi kontributor terbesar dengan porsi dominan 27,4% Permata Bank’s total loans disbursed, its proportion increased
terhadap total kredit yang disalurkan, meningkat dibandingkan compared to 2024, reflecting Permata Bank’s focus on financing
2024. Hal ini mencerminkan fokus Permata Bank pada productive sectors.
pembiayaan sektor produktif.
Sementara itu, penyaluran kredit untuk kebutuhan individual, Meanwhile, loans extended for individual needs, including
termasuk pemilikan rumah, kendaraan bermotor, dan lainnya, mortgages, auto loans, and other personal loans, totaled
tercatat sebesar Rp35,37 triliun, meningkat 5,6% dibandingkan Rp35.37 trillion, an increase of 5.6% from Rp37.46 trillion in 2024.
Rp37,46 triliun pada 2024.
2025 Annual Report PT Bank Permata Tbk 303
Page 306
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Tabel berikut menyajikan portofolio kredit Permata Bank The following table presents Permata Bank’s loan portfolio by
berdasarkan sektor ekonomi: economic sector:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Industri pengolahan 41.705.099 26.412.342 15.292.757 57,9 Manufacturing
Kredit individual untuk pemilikan 35.366.966 37.455.522 (2.088.556) (5,6) Personal loans for housing, motor
rumah, pemilikan kendaraan vehicles and others
bermotor, dan lain-lain
Perantara keuangan 15.911.966 14.165.812 1.746.154 12,3 Financial intermediaries
Perdagangan besar dan kecil 11.283.674 12.248.719 (965.045) (7,9) Wholesale and retail trading
Pertambangan dan penggalian 10.547.854 12.868.705 (2.320.851) (18,0) Mining and excavation
Real estate, usaha persewaan 6.677.771 5.732.914 944.857 16,5 Real estate, leasing and corporate
dan jasa perusahaan services
Listrik, gas, dan air 6.346.276 6.129.428 216.848 3,5 Electricity, gas, and water
Informasi dan komunikasi 6.091.567 10.805.211 (4.713.644) (43,6) Information and communication
Konstruksi 5.258.018 2.048.250 3.209.768 156,7 Construction
Transportasi, pergudangan, dan 4.109.240 4.835.535 (726.295) (15,0) Transportation, warehousing, and
komunikasi communication
Pertanian, perburuan, dan 2.503.411 4.678.701 (2.175.290) (46,5) Agriculture, hunting, and forestry
kehutanan
Penyediaan akomodasi dan 2.043.211 1.799.180 244.031 13,6 Accommodation and food
penyediaan makanan providers
Jasa kesehatan dan kegiatan 942.897 524.135 418.762 79,9 Health and social services
sosial
Jasa pendidikan 411.443 234.750 176.693 75,3 Education services
Perikanan 39.058 33.482 5.576 16,7 Fishery
Lain-lain 2.872.670 3.886.384 (1.013.714) (26,1) Others
Jumlah 152.111.121 143.859.070 8.252.051 5,7 Total
Dalam mengelola portofolio kreditnya, Permata Bank In managing its loan portfolio, Permata Bank implemented loan
melaksanakan program restrukturisasi sesuai dengan ketentuan restructuring programs in compliance with Financial Services
Otoritas Jasa Keuangan (OJK). Kredit yang direstrukturisasi Authority (OJK) regulations. Restructured loans include changes
mencakup perubahan persyaratan pokok dan bunga, serta in principal and interest terms and tenor extensions granted to
perpanjangan jangka waktu kepada nasabah yang berpotensi customers having potential difficulties in meeting contractual
mengalami kesulitan memenuhi kewajiban kontraktual. Upaya obligations. Such restructuring is a specific concession the Bank
restrukturisasi ini merupakan konsesi khusus yang tidak akan would not otherwise offer under normal circumstances.
diberikan Bank kepada nasabah dalam kondisi normal.
Jumlah kredit bersih yang telah direstrukturisasi Permata Bank As of 31 December 2025, Permata Bank’s total net restructured
sampai dengan posisi 31 Desember 2025 tercatat sebesar loans amounted to Rp5.62 trillion, decreasing of 23.6% compared
Rp5,62 triliun, menurun 23,6% dibandingkan Rp7,36 triliun pada to Rp7.36 trillion for the year 2024.
tahun 2024.
304 PT Bank Permata Tbk Laporan Tahunan 2025
Page 307
Adapun beberapa pencapaian kunci Permata Bank terkait Several key achievements related to Permata Bank’s lending
penyaluran kredit sepanjang tahun 2025, antara lain mencakup: activities throughout 2025 are summarized as follows:
1. Permata Bank telah memenuhi ketentuan Batas Maksimum 1. Permata Bank complied with the Legal Lending Limit (BMPK)
Pemberian Kredit (BMPK), baik untuk pihak berelasi maupun requirements for both related parties and third parties.
pihak ketiga.
2. Rasio NPL bruto dan neto masing-masing sebesar 2,1% dan 2. Gross and net NPL ratios stood at 2.1% and 0.2%, respectively,
0,2%, cenderung stabil dan tidak melebihi level yang tercatat remaining stable and not exceeding the levels recorded
pada tahun 2024. in 2024.
3. Pada 31 Desember 2025, Rasio Pembiayaan Inklusif 3. As of 31 December 2025, the Macroprudential Inclusive
Makroprudensial (RPIM) tercatat sebesar 12,5% untuk Bank Financing Ratio (RPIM) was recorded at 12.5% for the
Konvensional dan 10,9% untuk Unit Usaha Syariah. Angka Conventional Banking segment and 10.9% for the Sharia
ini mencerminkan kenaikan dibandingkan posisi akhir 2024 Business Unit. These ratios reflect increase from the end of
yang masing-masing sebesar 11,9% dan 10,7%. 2024, when the respective ratios stood at 11.9% and 10.7%.
Realisasi kinerja ini menunjukkan pengelolaan portofolio kredit The achievement of these performance indicators demonstrates
Permata Bank secara prudent, kepatuhan terhadap regulasi, serta Permata Bank’s prudent loan portfolio management, adherence to
efektivitas fungsi intermediasi Bank dalam menyalurkan kredit applicable regulations, and the effectiveness of its intermediation
dengan risiko yang terkontrol. function in extending credit under controlled risk parameters.
Efek untuk Tujuan Investasi – Bersih Investment Securities – Net
Permata Bank terus melakukan diversifikasi portofolio Permata Bank further diversifies its investment portfolio across a
investasinya pada berbagai instrumen, termasuk Sekuritas range of instruments, including Bank Indonesia Rupiah Securities
Rupiah Bank Indonesia (SRBI), Obligasi Korporasi, Obligasi (SRBI), Corporate Bonds, Corporate Sukuk, Government Bonds
Korporasi Sukuk, Obligasi Pemerintah dari pasar sekunder, Sukuk acquired in the secondary market, Government Sukuk, Bank
Pemerintah, Sukuk Bank Indonesia, Sukuk Valas Bank Indonesia, Indonesia Sukuk, Bank Indonesia Foreign Currency Sukuk, and
serta Wesel. Promissory Notes.
Per 31 Desember 2025, nilai efek untuk tujuan investasi tercatat As of 31 December 2025, investment securities reached
sebesar Rp74,01 triliun, meningkat 15,3% dibandingkan Rp74.01 trillion, representing an increase of 15.3% from
Rp64,20 triliun pada tahun 2024. Kenaikan tersebut terutama Rp64.20 trillion in 2024. This growth was primarily driven by
didorong oleh pertumbuhan investasi dalam mata uang Rupiah an increase in investment securities in Rupiah of 15.5%, from
sebesar 15,5%, dari Rp59,00 triliun menjadi Rp68,13 triliun pada Rp59.00 trillion to Rp68.13 trillion at the end of 2025. Meanwhile,
akhir 2025. Sementara itu, efek-efek untuk tujuan investasi dalam investment securities in foreign currencies increase by 13.0%,
valuta asing meningkat sebesar 13,0%, menjadi Rp5,88 triliun dari amounting to Rp5.88 trillion compared to Rp5.20 trillion in the
Rp5,20 triliun pada tahun sebelumnya. previous year.
Secara keseluruhan, portofolio efek untuk tujuan investasi masih Overall, the investment securities portfolio was dominated by
didominasi oleh SRBI yang tercatat sebesar Rp30,79 triliun SRBI, which totaled Rp30.79 trillion and contributed 41.6% to
dengan kontribusi mencapai 41,6% terhadap total portofolio Permata Bank’s total securities portfolio in 2025. Although this
efek tahun 2025. Meskipun nilai tersebut menurun dibandingkan value decreased compared to Rp37.47 trillion in the previous year,
Rp37,47 triliun pada tahun sebelumnya, komposisi portofolio tetap the portfolio composition continues to reflect a balanced and
mencerminkan strategi pengelolaan likuiditas dan investasi yang diversified liquidity and investment management strategy.
seimbang serta terdiversifikasi.
2025 Annual Report PT Bank Permata Tbk 305
Page 308
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Grafik berikut menyajikan distribusi portofolio efek untuk The following chart illustrates the distribution of Permata Bank’s
tujuan investasi Permata Bank berdasarkan dominasi SRBI dan investment securities portfolio by dominance of SRBI and the
diversifikasi instrumen lainnya: diversification of other instruments:
Portofolio Efek-efek untuk Tujuan Investasi
Investment Securities Portfolio
Wesel | Bills 8,6% Obligasi korporasi Wesel | Bills 8,5% Obligasi korporasi
Corporate bonds Corporate bonds
1,6% Obligasi Pemerintah 1,3% Obligasi Pemerintah
Sukuk valas Bank Indonesia dari pasar sekunder Sukuk valas Bank Indonesia dari pasar sekunder
Bank Indonesia foreign Government bonds Bank Indonesia foreign Government bonds
currency Sukuk from secondary currency Sukuk from secondary
0,3% market 0,3% market
12,9% 15,3%
Obligasi Obligasi
Pemerintah- Pemerintah-
2025 Sukuk 2024 Sukuk
Government Government
bonds-Sukuk bonds-Sukuk
Sekuritas Bank Sekuritas Bank
25,9% 7,3%
Indonesia Indonesia
Bank Indonesia Bank Indonesia
securities securities
41,6% 58,3%
Sukuk Bank Indonesia
Sukuk Bank Indonesia Bank Indonesia Sukuk
Bank Indonesia Sukuk 9,0%
Sumber: Audited Report 2025, diolah 8,6%
Source: Audited Report 2025, processed
Pajak Dibayar Dimuka Prepaid Taxes
Permata Bank mencatat pajak dibayar dimuka sebesar Permata Bank recorded prepaid taxes of Rp519.71 billion in
Rp519,71 miliar pada tahun 2025, sedikit menurun dibandingkan 2025, a slight decrease in 2024 of 0.5%. This position reflects
tahun 2024 sebesar 0,5%. Posisi ini mencerminkan pengelolaan the management of tax liabilities in accordance with applicable
kewajiban perpajakan yang terjaga sesuai dengan ketentuan regulations.
yang berlaku.
Aset Tetap – Bersih Fixed Assets – Net
Pada tahun 2025, aset tetap bersih Permata Bank meningkat In 2025, Permata Bank’s net fixed assets increased by 4.6% to
4,6% menjadi Rp3,72 triliun dibanding Rp3,56 triliun pada tahun Rp3.72 trillion compared to Rp3.56 trillion in the previous year. This
sebelumnya. Peningkatan ini terutama didorong oleh program increase was mainly driven by the branch office and operational
pembaruan dan optimalisasi kantor cabang serta fasilitas facility renewal and optimization program throughout 2025.
operasional sepanjang tahun 2025.
Aset Takberwujud – Bersih Intangible Assets – Net
Permata Bank membukukan aset takberwujud bersih sebesar Permata Bank posted net intangible assets of Rp1.37 trillion as of
Rp1,37 triliun per 31 Desember 2025, meningkat 6,7% dibanding 31 December 2025, increasing by 6.7% from Rp1.28 trillion in the
Rp1,28 triliun tahun sebelumnya. Pertumbuhan ini berasal dari previous year. This growth came from an increase in investment
peningkatan investasi pada perangkat lunak, yang naik menjadi in software, which rose to Rp1.40 trillion from Rp997.32 billion in
Rp1,40 triliun dari Rp997,32 miliar pada tahun 2024, sejalan 2024, in line with the strengthening of Permata Bank’s digital
dengan penguatan kapabilitas digital dan sistem teknologi capabilities and information technology systems.
informasi Permata Bank.
Aset Pajak Tangguhan – Bersih Deferred Tax Assets – Net
Posisi aset pajak tangguhan bersih pada akhir 2025 tercatat The net deferred tax asset position at the end of 2025 was recorded
sebesar Rp1,83 triliun, menurun 7,9% dibandingkan Rp1,99 triliun at Rp1.83 trillion, decreasing 7.9% from Rp1.99 trillion in 2024. The
pada tahun 2024. Penurunan ini terutama dipengaruhi oleh decrease was mainly influenced by the recognition of unrealized
pengakuan keuntungan yang belum direalisasi atas perubahan gains on changes in the fair value of securities for investment
nilai wajar efek untuk tujuan investasi yang diukur melalui purposes measured through other comprehensive income, which
306 PT Bank Permata Tbk Laporan Tahunan 2025
Page 309
pendapatan komprehensif lain, yang pada tahun 2025 tercatat in 2025 was recorded as net gain of Rp141.60 billion, compared to
sebagai keuntungan bersih sebesar Rp141,60 miliar, dibanding unrealized loss of Rp51.83 billion in the previous year.
kerugian yang belum direalisasi sebesar Rp51,83 miliar pada
tahun sebelumnya.
Aset Lain-Lain – Bersih Other Assets – Net
Per 31 Desember 2025, Permata Bank mencatatkan kenaikan As of 31 December 2025, Permata Bank recorded a significant
aset lain-lain-bersih sebesar 44,9%, dari Rp3,58 triliun pada tahun increase in other assets-net of 44.9%, from Rp3.58 trillion in 2024
2024 menjadi Rp5,18 triliun. Kenaikan aset lain-lain ini sejalan to Rp5.18 trillion. This increase in other assets coincides with higher
dengan meningkatnya Term Deposit Valas Devisa Hasil Ekspor Foreign Exchange Currency Term Deposits from Export (TD DHE),
(TD DHE) yang mengalami kenaikan menjadi Rp1,23 triliun pada which increased to Rp1.23 trillion in 2025 from Rp469.57 million
tahun 2025 dari Rp469,57 miliar pada tahun 2024. in 2024.
Liabilitas Liabilities
Per 31 Desember 2025, jumlah liabilitas Permata Bank dibukukan As of 31 December 2025, Permata Bank’s total liabilities recorded
sebesar Rp222,49 triliun, mengalami peningkatan 2,8% dari at Rp222.49 trillion, representing an increase of 2.8% from
Rp216,46 triliun pada tahun sebelumnya. Kenaikan ini terutama Rp216.46 trillion in previous year. This increase was primarily driven
didorong oleh kenaikan saldo simpanan nasabah yang pada by growth in customer deposits, which amounted to Rp193.03
akhir 2025 tercatat sebesar Rp193,03 triliun, atau naik 3,9% trillion at the end of 2025, rising by 3.9% compared with previous
dibandingkan tahun lalu. Pertumbuhan simpanan ini sejalan year. Deposit growth was supported by increases in demand
dengan kenaikan giro dan tabungan masing-masing sebesar deposits and savings accounts of 16.8% and 16.6%, respectively,
16,8% dan 16,6%, dan sebagian diimbangi oleh penurunan and partially offset by a decline in time deposits of 19.3%.
deposito berjangka sebesar 19,3%.
Di sisi lain, utang atas efek-efek yang dijual dengan janji dibeli Meanwhile, securities sold under repurchase agreements
kembali menunjukkan penurunan 45,9%, menjadi Rp2,26 triliun decreased by 45.9%, reaching Rp2.26 trillion at the end of 2025
dari tahun sebelumnya sebesar Rp4,18 triliun. from Rp4.18 trillion at the previous year.
Tabel di bawah ini menampilkan tren pertumbuhan liabilitas The table below presents the trend in Permata Bank’s liability
Permata Bank selama dua tahun terakhir, sekaligus menunjukkan growth over the past two years, while also illustrating the
kontribusi dari berbagai komponen utama: contribution of the various key components:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Liabilitas segera 1.973.956 1.965.829 8.127 0,4 Liabilities payable on demand
Simpanan dari nasabah 193.025.578 185.843.453 7.182.125 3,9 Deposits from customers
Simpanan dari bank-bank lain 4.312.962 4.429.571 (116.609) (2,6) Deposits from other banks
Liabilitas keuangan untuk 231.139 479.930 (248.791) (51,8) Financial liabilities held for trading
diperdagangkan
Utang akseptasi 3.771.592 4.068.850 (297.258) (7,3) Acceptance payables
Utang pajak 273.183 317.457 (44.274) (13,9) Taxes payable
Utang atas efek-efek yang dijual 2.259.267 4.176.825 (1.917.558) (45,9) Securities sold under repurchase
dengan janji dibeli kembali agreements payable
Beban masih harus dibayar 1.901.605 2.035.239 (133.634) (6,6) Accruals
Pinjaman yang diterima 1.501 – 1.501 100,0 Borrowings
Liabilitas lain-lain 2.674.619 1.692.806 981.813 58,0 Other liabilities
Liabilitas imbalan pascakerja 662.729 549.118 113.611 20,7 Obligation for post-employment
benefits
Provisi 57.774 55.914 1.860 3,3 Provisions
Surat utang subordinasi modal inti 11.348.406 10.849.329 499.077 4,6 Additional Tier 1 capital
tambahan Tier 1 subordinated notes
Jumlah 222.494.311 216.464.321 6.029.990 2,8 Total
2025 Annual Report PT Bank Permata Tbk 307
Page 310
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Liabilitas Segera Liabilities Payable on Demand
Per 31 Desember 2025, liabilitas segera Permata Bank tercatat As of 31 December 2025, Permata Bank’s liabilities payable on
sebesar Rp1,97 triliun, menurun 0,4% dibandingkan posisi akhir demand were recorded at Rp1.97 trillion, down 0.4% compared
tahun sebelumnya. Penurunan ini terutama dipengaruhi oleh to the previous year-end position. This decline was mainly
berkurangnya utang pembelian efek dan obligasi pemerintah influenced by a decrease in debt from the purchase of securities
menjadi Rp1,61 triliun, atau turun 2,0% dibandingkan Rp1,65 triliun and government bonds to Rp1.61 trillion, down 2.0% from
pada tahun 2024. Pergerakan ini sejalan dengan dinamika Rp1.65 trillion in 2024. This movement is in line with the dynamics
aktivitas transaksi pasar dan pengelolaan posisi likuiditas of market transaction activities and Permata Bank’s liquidity
Permata Bank. position management.
Dana Pihak Ketiga (DPK) Third Party Funds (TPF)
Komposisi Dana Pihak Ketiga (DPK) Permata Bank terdiri Permata Bank’s Third Party Funds (TPF) comprise demand
dari giro, tabungan, dan deposito berjangka. Pada posisi deposits, savings accounts, and time deposits. As of 31 December
31 Desember 2025, total DPK Permata Bank tercatat sebesar 2025, Permata Bank’s total DPK amounted to Rp193.03 trillion,
Rp193,03 triliun, meningkat 3,9% dibandingkan Rp185,84 triliun representing an increase of 3.9% compared to Rp185.84 trillion in
di tahun sebelumnya. Perubahan ini terutama dipengaruhi oleh the previous year. This growth was mainly driven by an increase in
meningkatnya saldo giro sebesar 16,8% menjadi Rp73,71 triliun demand deposits of 16.8%, reaching Rp73.71 trillion at the end of
pada akhir Desember 2025. December 2025.
Dari total simpanan nasabah, portofolio dana murah (CASA-Giro Of the total customer deposits, low-cost funds (CASA-Demand
dan Tabungan) memberikan kontribusi sebesar Rp123,21 triliun, Deposits and Savings Accounts) contributed Rp123.21 trillion, or
atau setara dengan 63,9% terhadap total DPK Permata Bank. 63.9% of Permata Bank’s total DPK. Compared to the CASA position
Dibandingkan posisi CASA pada akhir 2024, terjadi kenaikan at the end of 2024, CASA balances increased by 20.1% (YoY) as of
saldo CASA sebesar 20,1% (YoY) per 31 Desember 2025. Hal ini 31 December 2025. This reflects the success of the Bank’s strategy
mencerminkan keberhasilan strategi Bank dalam memperkuat in strengthening its stable and low-cost funding base.
basis pendanaan yang stabil dan berbiaya rendah.
Kinerja portofolio simpanan nasabah Permata Bank selama dua The performance of Permata Bank’s customer deposit portfolio
tahun terakhir dapat dilihat pada infografis berikut: over the past two years is presented in the following infographic:
Komposisi Portofolio Simpanan dari Nasabah
Composition of Customer Deposit Portfolios
Tabungan Giro Tabungan Giro
Savings Current Account Savings Current Account
25,6% 38,2% 22,2% 33,0%
2025 2024
Deposito Deposito
Berjangka Berjangka
Time Deposits Time Deposits
36,2% 44,8%
Sumber: Audited Report 2025, diolah
Source: Audited Report 2025, processed
308 PT Bank Permata Tbk Laporan Tahunan 2025
Page 311
Simpanan dari Bank-Bank Lain Deposits from Other Banks
Per 31 Desember 2025, Permata Bank membukukan simpanan As of 31 December 2025, Permata Bank recorded deposits from
dari bank-bank lain sebesar Rp4,31 triliun, menurun 2,6% other banks amounting to Rp4.31 trillion, reflecting a decrease of
dibandingkan dengan Rp4,43 triliun pada akhir tahun 2024. 2.6% compared to Rp4.43 trillion at the end of 2024. This decrease
Penurunan ini terutama didorong oleh penurunan simpanan was primarily driven by the decline in deposits denominated in
dalam mata uang Rupiah yang tercatat sebesar Rp4,29 triliun, Indonesian Rupiah, reaching Rp4.29 trillion, a decrease of 2.5%
turun 2,5% dari Rp4,40 triliun pada tahun 2024. from Rp4.40 trillion in 2024.
Liabilitas Keuangan untuk Diperdagangkan Financial Liabilities Held for Trading
Permata Bank membukukan liabilitas keuangan untuk Permata Bank recorded financial liabilities held for trading
diperdagangkan sebesar Rp231,14 miliar pada 31 Desember amounting to Rp231.14 billion as of 31 December 2025,
2025, menurun 51,8% dibandingkan Rp479,93 miliar pada tahun representing a decrease of 51.8% compared to Rp479.93 billion in
sebelumnya. Penurunan terutama dipengaruhi oleh penurunan previous year. This decline was mainly attributable to a decline in
pada Foreign Currency Forward dengan pihak ketiga yang Foreign Currency Forward liabilities from third parties, amounting
tercatat sebesar Rp79,41 miliar pada tahun 2025 dibandingkan to Rp79.41 billion in 2025 compared to Rp289.47 billion in 2024.
Rp289,47 miliar pada tahun 2024.
Utang Akseptasi Acceptances Payable
Permata Bank mencatatkan nilai utang akseptasi sebesar Permata Bank recorded acceptances payable amounting to
Rp3,77 triliun per 31 Desember 2025, menurun 7,3% dibandingkan Rp3.77 trillion as of 31 December 2025, representing a decline
sebesar Rp4,07 triliun pada akhir tahun sebelumnya. Penurunan of 7.3% compared to Rp4.07 trillion at the end of the previous
ini terutama dipengaruhi oleh penurunan Utang Akseptasi year. The decrease was primarily due to a decrease in foreign
dalam valuta asing menjadi Rp2,88 triliun pada tahun 2025 currency Acceptance Payables to Rp2.88 trillion in 2025 from
dibandingkan Rp3,16 triliun di tahun sebelumnya, sejalan dengan Rp3.16 trillion in the previous year, in line with the dynamics of
dinamika aktivitas pembiayaan perdagangan. trade financing activities.
Utang atas Efek-Efek yang Dijual dengan Janji Securities Sold under Repurchase Agreements
Dibeli Kembali (Repo) Payable (Repo)
Sebagai bagian dari strategi managemen likuiditas, As part of liquidity management strategy, Permata Bank conducts
Permata Bank melakukan transaksi utang repo. Per 31 Desember repo transactions. As of 31 December 2025, repo transaction
2025, nilai utang atas efek-efek yang dijual dengan janji dibeli was recorded at Rp2.26 trillion, decreasing 45.9% from Rp4.18
kembali tercatat sebesar Rp2,26 triliun, menurun 45,9% trillion in the previous year. This decline was mainly due to no
dibandingkan Rp4,18 triliun pada tahun sebelumnya. Penurunan repo transactions with Bank Indonesia in 2025, compared to
ini terutama disebabkan oleh tidak adanya transaksi repo dengan Rp2.57 trillion in 2024.
Bank Indonesia pada tahun 2025, dibandingkan posisi tahun
2024 sebesar Rp2,57 triliun.
Beban Masih Harus Dibayar Accruals
Per 31 Desember 2025, posisi beban masih harus dibayar Permata As of 31 December 2025, Permata Bank’s accruals amounted to
Bank tercatat sebesar Rp1,90 triliun menurun 6,6% dibandingkan Rp1.90 trillion, a slight decrease of 6.6% compared to Rp2.04 trillion
tahun sebelumnya sebesar Rp2,04 triliun. Penurunan ini terutama in the previous year. The decrease in accruals was mainly driven
dipengaruhi oleh berkurangnya beban terkait perbaikan dan by lower expense related to repairs and maintenance, professional
pemeliharaan, jasa tenaga profesional, serta aktivitas periklanan services, and advertising and promotion.
dan promosi.
Pinjaman Diterima Borrowings
Per 31 Desember 2025, Permata Bank mencatat pinjaman diterima As of 31 December 2025, Permata Bank recorded borrowings
sebesar Rp1,5 miliar. Pada tahun sebelumnya tidak terdapat saldo amounting to Rp1.5 billion. In the previous year, there was no
pada pos ini. balance in this account.
2025 Annual Report PT Bank Permata Tbk 309
Page 312
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Liabilitas Lain-lain Other Liabilities
Jumlah liabilitas lain-lain tercatat sebesar Rp2,67 triliun pada Other liabilities amounted to Rp2.67 trillion at the end of
posisi akhir Desember 2025, meningkat 58,0% dibandingkan December 2025, reflecting an increase of 58.0% compared
Rp1,69 triliun pada posisi yang sama tahun sebelumnya. to Rp1.69 trillion in the same period of the previous year. This
Perubahan ini terutama didorong oleh kenaikan utang atas increase was primarily driven by increase Foreign Exchange
Deposito Berjangka Valas Devisa Hasil Ekspor, yang meningkat Currency Term Deposit from Export payable to Rp1,23 trillion in
menjadi Rp1,23 triliun pada tahun 2025 dari Rp466,75 miliar pada 2025 from Rp466.75 billion in 2024.
tahun 2024.
Liabilitas Imbalan Pascakerja Post-Employment Benefits Liabilities
Permata Bank membukukan nilai liabilitas imbalan pascakerja Permata Bank recorded post-employment benefits liabilities
sebesar Rp662,73 miliar, mengalami kenaikan 20,7% amounting to Rp662.73 billion, representing an increase of 20.7%
dibandingkan dengan tahun lalu senilai Rp549,12 miliar. Kenaikan compared to Rp549.12 billion in previous year. The rise was
ini terutama dipengaruhi oleh penurunan nilai wajar aset program primarily due to a drop in the fair value of program assets from
dari Rp312,28 miliar tahun 2024 menjadi Rp279,44 miliar pada Rp312.28 billion in 2024 to Rp279,44 billion the following year.
tahun berikutnya.
Surat Utang Subordinasi Modal Inti Tambahan Additional Tier 1 Capital Subordinated Debt
Tier 1
Pada 18 Desember 2020, Permata Bank bersama BBL On 18 December 2020, Permata Bank, together with Bangkok
menandatangani Perjanjian Surat Utang Subordinasi Modal Bank Public Company Limited (BBL), entered into an agreement
Inti Tambahan Tier 1 (AT-1) senilai USD700 juta, dengan tanggal for the issuance of Additional Tier 1 (AT-1) Capital Subordinated
penerbitan 21 Desember 2020. Instrumen ini bersifat perpetual Debt in the amount of USD700 million, with an issuance date of
(tidak memiliki jatuh tempo), tidak memiliki jaminan, dan dapat 21 December 2020. The instrument is perpetual (has no maturity),
diklasifikasikan sebagai Modal Inti Tambahan. Instrumen ini juga unsecured, and can be classified as Additional Tier 1 Capital. The
dilengkapi dengan fitur write-down serta opsi beli untuk pelunasan instrument also has write-down feature and a call option for early
lebih awal. Instrumen ini juga diterbitkan untuk memenuhi redemption. The instrument was also issued to meet the regulation
kewajiban kepemilikan surat utang yang berkarakteristik modal. on debt securities with capital characteristics.
Opsi beli dapat dieksekusi paling cepat lima tahun setelah The call option may be exercised no earlier than five years after
penerbitan dan hanya dengan persetujuan tertulis dari OJK. the issuance date and is subject to prior written approval from
Instrumen AT-1 ini tidak diperingkat, dan seluruhnya diperhitungkan the OJK. The AT-1 instrument is unrated and is fully recognized as
sebagai bagian dari modal inti (Tier 1) guna mendukung kekuatan part of Bank’s Tier 1 capital, thereby strengthening Permata Bank’s
modal dan pertumbuhan Permata Bank. capital structure and support Bank’s growth.
Ekuitas Equity
Komponen ekuitas Permata Bank terdiri atas modal saham, Permata Bank’s equity comprises share capital, additional paid-in
tambahan modal disetor, cadangan revaluasi aset tetap, dan capital, revaluation surplus of property and equipment, and other
komponen lainnya. Per 31 Desember 2025, jumlah ekuitas Permata equity components. As of 31 December 2025, Permata Bank’s
Bank tercatat sebesar Rp45,85 triliun, naik 7,6% dibandingkan total equity amounted to Rp45.85 trillion, representing an increase
Rp42,60 triliun pada tahun sebelumnya. Kenaikan ekuitas ini of 7.6% compared to Rp42.60 trillion in the previous year. The
disebabkan oleh kenaikan saldo laba dari Rp8,65 triliun pada increase in equity was largely caused by an increase in retained
tahun 2024 menjadi Rp11,14 triliun pada tahun 2025. earnings from Rp8.65 trillion in 2024 to Rp11.14 trillion in 2025.
310 PT Bank Permata Tbk Laporan Tahunan 2025
Page 313
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Modal ditempatkan dan disetor 4.855.313 4.855.313 – – Issued and fully paid-up capital
penuh
Saham treasuri (6) (6 ) – – Treasury stock
Tambahan modal disetor - bersih 26.810.312 26.810.312 – – Additional paid-in capital - net
Cadangan nilai wajar bersih - efek- 502.033 (183.765) 685.798 (373,2) Net fair value reserve - investment
efek untuk tujuan investasi pada securities at fair value through
nilai wajar melalui penghasilan other comprehensive income
komprehensif lain
Cadangan revaluasi aset tetap 2.540.367 2.465.312 75.055 3,0 Fixed assets revaluation
Saldo laba 11.139.174 8.654.686 2.484.488 28,7 Retained earnings
Cadangan kerugian kredit 821 1.330 (509) (38,3) Allowance for expected credit
ekspektasian–efek-efek untuk losses-investment securities
tujuan investasi pada nilai at fair value through other
wajar melalui penghasilan comprehensive income
komprehensif lain
Jumlah Ekuitas 45.848.014 42.603.182 3.244.832 7,6 Total Equity
Informasi pada tabel di atas memberikan gambaran komposisi The information presented in the table above provides an
dan perkembangan ekuitas Permata Bank sepanjang tahun 2025, overview of the composition and development of Permata Bank’s
sekaligus menunjukkan kekuatan modal dan fondasi keuangan equity throughout 2025, while also demonstrating the strength
Permata Bank dalam mendukung pertumbuhan berkelanjutan of Permata Bank’s capital base and financial foundation in
serta kapasitas dalam menghadapi dinamika pasar di masa supporting sustainable growth and its capacity to withstand future
mendatang. market dynamics.
Laporan Laba (Rugi) dan Penghasilan Statement of Profit or Loss and Other
Komprehensif Lain Comprehensive Income
Pada tahun 2025, Permata Bank membukukan laba bersih sebesar In 2025, Permata Bank reported a net profit of Rp3.59 trillion,
Rp3,59 triliun, relatif stabil dibandingkan tahun sebelumnya. relatively stable compared to the previous year. Operating income
Jumlah pendapatan operasional meningkat 3,9% menjadi increased by 3.9% to Rp12.56 trillion, although net interest and
Rp12,56 triliun, meskipun pendapatan bunga dan syariah bersih sharia income declined slightly to Rp10.02 trillion. Amidst an
sedikit menurun menjadi Rp10,02 triliun. Di tengah peningkatan increase in operating expenses in line with business growth and
beban operasional yang sejalan dengan pertumbuhan bisnis dan the formation of reserves, the Bank maintained solid profitability.
pembentukan cadangan, Bank tetap menjaga profitabilitas secara Comprehensive income was recorded at Rp4.32 trillion, reflecting
solid. Jumlah laba komprehensif tercatat sebesar Rp4,32 triliun, resilient performance throughout the year.
mencerminkan kinerja yang resilien sepanjang tahun.
2025 Annual Report PT Bank Permata Tbk 311
Page 314
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Tabel di bawah ini menampilkan tren profitabilitas Permata Bank The table below presents the trend of Permata Bank’s profitability
selama dua tahun terakhir: over the past two years:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Pendapatan bunga 14.791.507 14.959.489 (167.982) (1,1) Interest income
Pendapatan syariah 2.243.457 2.253.550 (10.093) (0,5) Sharia income
Beban bunga (6.019.109) (5.911.045) (108.064) 1,8 Interest expense
Beban syariah (993.593) (1.078.897) 85.304 (7,9) Sharia expense
Pendapatan bunga dan syariah 10.022.262 10.223.097 (200.835) (2,0) Net interest and sharia income
- bersih
Pendapatan provisi dan komisi - 1.454.354 1.560.063 (105.709) (6,8) Net fees and commission income
bersih
Pendapatan transaksi 381.750 227.758 153.992 67,6 Net trading income
perdagangan - bersih
Bagian atas rugi bersih dari 509.028 (57.297) 566.325 (988,4) Share of net loss of associate
entitas asosiasi entity
Keuntungan/(Kerugian) Penjualan – (23.516) 23.516 (100,0) Gain/(Loss) on sale of investment
Efek-Efek Untuk Tujuan Investasi securities
Pendapatan operasional lainnya 189.380 153.224 36.156 23,6 Other operating income
Jumlah pendapatan operasional 12.556.774 12.083.329 473.445 3,9 Total operating income
Kerugian penurunan nilai aset (1.772.904) (1.524.860) (248.044) 16,3 Impairment losses on assets
Beban operasional lainnya: Other operating expenses:
– Beban umum dan administrasi (1.701.368) (1.858.139) 156.771 (8,4) – General and administrative
expenses
– Gaji dan tunjangan pengurus (3.446.920) (3.168.469) (278.451) 8,8 – Salaries and benefits to
dan karyawan management and employees
– Lain-lain (1.004.575) (923.632) (80.943) 8,8 – Others
Jumlah beban operasional (6.152.863) (5.950.240) (202.623) 3,4 Total other operating expenses
lainnya
Jumlah beban operasional (7.925.767) (7.475.100) (450.667) 6,0 Total operating expenses
Laba sebelum pajak penghasilan 4.631.007 4.608.229 22.778 0,5 Profit before income tax
Beban pajak penghasilan: Income tax expense:
– Kini (1.072.987) (668.809) (404.178) 60,4 – Current
– Tangguhan 29.515 (372.901) 402.416 (107,9) – Deferred
(1.043.472) (1.041.710) (1.762) 0,2
Laba bersih 3.587.535 3.566.519 21.016 0,6 Net profit
Penghasilan/(Rugi) Komprehensif 735.674 (51.126) 786.800 (1.538,9) Other comprehensive income/
Lain, Setelah Pajak Penghasilan (loss), net of income tax
Jumlah laba komprehensif 4.323.209 3.515.393 807.816 23,0 Total comprehensive income
Laba Bersih per Saham Dasar dan 99 99 – – Basic and Diluted Earnings per
Dilusian (Rupiah penuh) Share (whole Rupiah)
*)
reklasifikasi *)
Reclassification
312 PT Bank Permata Tbk Laporan Tahunan 2025
Page 315
Pendapatan Bunga dan Syariah Interest and Sharia Income
Pada tahun 2025, Permata Bank mencatat pendapatan bunga In 2025, Permata Bank recorded interest and sharia income of
dan syariah sebesar Rp17,03 triliun, relatif stabil dibandingkan Rp17.03 trillion, relatively stable compared to Rp17.21 trillion in
Rp17,21 triliun pada tahun sebelumnya. Pendapatan bunga dari the previous year. Interest income from loans remained the main
kredit yang diberikan tetap menjadi kontributor utama dengan contributor, for 67.5% of total interest and sharia income.
kontribusi 67,5% terhadap total pendapatan bunga dan syariah.
Pendapatan bunga dari kredit mencapai Rp11,46 triliun dan Interest income from loans reached Rp11.46 trillion, and
pendapatan dari efek-efek untuk tujuan investasi sebesar income from securities for investment purposes amounted to
Rp4,40 triliun atau sekitar 25,8% dari total pendapatan bunga Rp4.40 trillion, or around 25.8% of total interest and sharia income.
dan syariah. Komposisi ini mencerminkan diversifikasi sumber This composition reflects the Permata Bank’s diversified income
pendapatan Permata Bank yang tetap terjaga, dengan kredit sources, with loans as the main driver and investment portfolios
sebagai pendorong utama dan portofolio investasi sebagai supporting income stability.
pendukung stabilitas pendapatan.
Komposisi dan dinamika pertumbuhan pendapatan bunga serta The composition and growth dynamics of Permata Bank’s interest
pendapatan syariah Permata Bank dalam dua tahun terakhir income and Sharia income over the past two years are presented
tersaji pada infografis berikut untuk memberikan gambaran yang in the following infographic, providing a clearer overview of the
lebih jelas mengenai sumber-sumber utama pendapatan Bank: Bank’s main income sources:
Komposisi Pendapatan Bunga dan Syariah
Interest and Sharia Income Composition
Giro pada Bank Giro pada Bank
Indonesia Lain-lain Lain-lain
Others Indonesia Others
Current Account with Current Account with
Bank Indonesia 0,0% 0,0%
Bank Indonesia
0,4% 0,6%
Efek-efek yang dibeli Efek-efek yang dibeli
dengan janji dijual dengan janji dijual
kembali Kredit yang kembali Kredit yang
Securities purchased Diberikan Securities purchased Diberikan
under resale Loans under resale Loans
agreement 67,3% agreement 67,2%
0,7% 3,2%
Tagihan akseptasi
2025 Tagihan akseptasi
2024
dan trade finance dan trade finance
Acceptance Acceptance
receivables and trade receivables and trade
finance finance
0,4% 0,6%
Aset keuangan untuk Aset keuangan untuk
diperdagangkan diperdagangkan
Financial assets held Efek-efek untuk tujuan Financial assets held Efek-efek untuk tujuan
for trading Penempatan pada Bank investasi for trading Penempatan pada Bank investasi
1,7% Indonesia dan bank-bank lain Investment securities 2,1% Indonesia dan bank-bank lain Investment securities
Placement with Bank 25,8% Placement with Bank 20,7%
Indonesia and other banks Indonesia and other banks
3,7% 5,6%
Sumber: Audited Report 2025, diolah
Source: Audited Report 2025, processed
Beban Bunga dan Syariah Interest Expense and Sharia Expense
Pada tahun 2025, struktur beban bunga dan syariah Permata In 2025, Permata Bank’s interest and sharia expense structure
Bank tetap terkelola dengan baik, dengan deposito berjangka remained well managed, with time deposits as the main
sebagai komponen utama yang menyumbang 53,1% dari total component contributing 53.1% of total expenses. Interest expenses
beban. Beban bunga deposito tercatat sebesar Rp3,72 triliun, on deposits were recorded at Rp3.72 trillion, decreased 12.8% from
menurun 12,8% dibanding tahun sebelumnya, mencerminkan the previous year, reflecting the optimization of funding costs and
optimalisasi biaya dana dan pengelolaan struktur pendanaan more efficient management of the funding structure.
yang lebih efisien.
2025 Annual Report PT Bank Permata Tbk 313
Page 316
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Beban giro tercatat sebesar Rp2,43 triliun, sejalan dengan Current account expenses were recorded at Rp2.43 trillion, in
peningkatan saldo dana murah yang mendukung likuiditas Bank. line with an increase in low-cost funds that supported the Bank’s
Sementara itu, beban syariah pada Unit Usaha Syariah tercatat liquidity. Meanwhile, sharia expenses at the Sharia Business
sebesar Rp993,59 miliar, menunjukkan pengelolaan biaya yang Unit were recorded at Rp993.59 billion, indicating that cost
tetap terkendali. management remained under control.
Secara keseluruhan, dinamika beban bunga dan syariah Overall, the dynamics of interest and sharia expenses throughout
sepanjang tahun 2025 mencerminkan upaya Bank dalam 2025 reflect the Bank’s efforts to maintain a balance between
menjaga keseimbangan antara pertumbuhan dan pihak ketiga growth and third parties and funding cost efficiency.
dan efisiensi biaya dana.
Komposisi beban bunga dan beban syariah Permata Bank selama The composition of Permata Bank’s interest expense and Sharia
dua tahun terakhir dapat dilihat pada tabel berikut: expense over the past two years is presented in the following table:
Komposisi Beban Bunga dan Syariah
Interest and Sharia Expenses Composition
Utang atas efek-efek yang dijual dengan janji Utang atas efek-efek yang dijual
dibeli kembali dengan janji dibeli kembali
Securities sold under repurchase agreements Securities sold under repurchase
payable agreements payable
0,0% 2,5%
Call money Deposito Deposito
Call money Call money
berjangka Call money berjangka
0,8% Time deposits Time deposits
0,5%
53,1% 61,0%
Tabungan Tabungan
Savings
9,1% 2025 Savings
7,5% 2024
Pinjaman yang
diterima Pinjaman yang
Borrowing diterima
2,4% Borrowing
0,1%
Giro Giro
Demand deposits Demand deposits
34,6% 28,4%
Sumber: Audited Report 2025, diolah
Source: Audited Report 2025, processed
Pendapatan Operasional Operating Income
Permata Bank mencatatkan pendapatan operasional yang Permata Bank recorded operating income derived from fees and
terdiri dari pendapatan yang bersumber dari provisi dan komisi, commissions, trading transactions, losses on the sale of investment
transaksi perdagangan, kerugian penjualan efek-efek untuk securities, and other operating income.
tujuan investasi, serta pendapatan operasional lainnya.
314 PT Bank Permata Tbk Laporan Tahunan 2025
Page 317
Berikut ini adalah komposisi pendapatan operasional The following presents the composition of Permata Bank’s
Permata Bank selama dua tahun terakhir: operating income over the past two years:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Pendapatan provisi dan komisi - 1.454.354 1.560.063 (105.709) (6,8) Net fees and commission income
bersih
Pendapatan transaksi 381.750 227.758 153.992 67,6 Net trading income
perdagangan - bersih
Keuntungan/(Kerugian) penjualan 509.028 (57.297) 566.325 988,4 Gain/(Loss) on sale of investment
efek-efek untuk tujuan investasi securities
Bagian atas rugi bersih dari – (23.516) 23.516 (100,0) Share of net loss of associate
entitas asosiasi
Pendapatan operasional lainnya 189.380 153.224 36.156 23,6 Other operating income
Jumlah 2.534.512 1.860.232 674.280 36,2 Total
Pada tahun 2025, Permata Bank membukukan pendapatan In 2025, Permata Bank posted operating income of Rp2.53 trillion,
operasional sebesar Rp2,53 triliun, meningkat 36,2% dibandingkan an increase of 36.2% compared to Rp1.86 trillion in the previous
Rp1,86 triliun pada tahun sebelumnya. Pertumbuhan ini terutama year. This growth was mainly driven by a significant increase in net
didorong oleh peningkatan signifikan pada pendapatan transaksi trading income and the realization of gains on the sale of securities
perdagangan bersih serta realisasi keuntungan atas penjualan for investment purposes.
efek-efek untuk tujuan investasi.
Pendapatan provisi dan komisi tetap memberikan kontribusi stabil, Fee and commission income continued to provide a stable
sementara pendapatan operasional lainnya turut menunjukkan contribution, while other operating income also showed an
peningkatan. Secara keseluruhan, komposisi pendapatan increase. Overall, the composition of operating income reflects the
operasional mencerminkan diversifikasi sumber pendapatan diversification of non-interest income sources, which supports the
non-bunga yang semakin kuat dan mendukung kualitas serta quality and sustainability of the Bank’s performance.
keberlanjutan kinerja Bank.
Beban Operasional Operating Expenses
Pada tahun 2025, Permata Bank membukukan total beban In 2025, Permata Bank posted total operating expenses of
operasional sebesar Rp7,93 triliun, yang meningkat 6,0% Rp7.93 trillion, an increase of 6.0% compared to Rp7.48 trillion
dibandingkan Rp7,48 triliun pada tahun sebelumnya. Peningkatan in the previous year. This increase is in line with the expansion
ini sejalan dengan ekspansi aktivitas usaha serta penguatan of business activities and the strengthening of the Bank’s
fondasi operasional Bank. operational foundations.
Beban umum dan administrasi tercatat sebesar Rp1,70 triliun, General and administrative expenses were recorded at
menunjukkan pengelolaan biaya yang tetap terjaga. Sementara Rp1.70 trillion, indicating that cost management remained under
itu, investasi pada sumber daya manusia tercermin dari beban gaji control. Meanwhile, investment in human resources was reflected
dan tunjangan sebesar Rp3,45 triliun, mendukung pengembangan in salary and benefit expenses of Rp3.45 trillion, supporting
kapabilitas dan transformasi bisnis Bank. Kerugian penurunan nilai the development of the Bank’s capabilities and business
aset tercatat sebesar Rp1,77 triliun, sejalan dengan pertumbuhan transformation. Impairment losses on assets were recorded
portofolio kredit dan penerapan prinsip kehati-hatian. at Rp1.77 trillion, in line with credit portfolio growth and the
application of prudential principles.
Secara keseluruhan, struktur beban operasional mencerminkan Overall, the operational expense structure reflects the Bank’s
komitmen bank dalam menjaga keseimbangan antara commitment to maintaining a balance between business growth,
pertumbuhan bisnis, pengelolaan risiko, dan efisiensi operasional. risk management, and operational efficiency.
2025 Annual Report PT Bank Permata Tbk 315
Page 318
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Berikut ini adalah komposisi beban operasional Permata Bank The following presents the composition of Permata Bank’s
selama dua tahun terakhir: operating expenses over the past two years:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Kerugian penurunan nilai aset (1.772.904) (1.524.860) (248.044) 16,3 Impairment losses on assets
Beban operasional lainnya: Other operating expenses:
– Umum dan administrasi (1.701.368) (1.858.139) 156.771 (8,4) – General and administrative
– Gaji dan tunjangan pengurus (3.446.920) (3.168.469) (278.451) 8,8 – Salaries and benefits to
dan karyawan management and employees
– Lain-lain (1.004.575) (923.632) (80.943) 8,8% – Others
Beban operasional lainnya (6.152.863) (5.950.240) (202.623) 3,4% Other operating expenses
Jumlah beban operasional (7.925.767) (7.475.100) (450.667) 6,0% Total
Laba sebelum Pajak Penghasilan, Laba Bersih, dan Profit Before Income Tax, Net Profit, and
Laba Komprehensif Comprehensive Income
Sejalan dengan peningkatan pendapatan bunga dan syariah In line with the increase in interest and Sharia income, as well
serta pengelolaan aset produktif yang lebih baik, profitabilitas as improved management of productive assets, Permata Bank
Permata Bank menunjukkan tren kinerja yang positif di tahun showed a positive results trend in 2025. Profit before Income Tax,
2025. Laba sebelum Pajak Penghasilan, Laba Bersih, dan Total Net Profit, and Total Comprehensive Income for The Year, recorded
Penghasilan Komprehensif Tahun Berjalan tercatat terjaga baik, well managed, which increased by 0.5%, 0.6%, and 23.0%,
masing-masing tumbuh sebesar 0,5%, 0,6%, dan 23,0% menjadi respectively to Rp4.63 trillion, Rp3.59 trillion, and Rp4.32 trillion
Rp4,63 triliun, Rp3,59 triliun, dan Rp4,32 triliun dibandingkan compared to the previous year.
tahun sebelumnya.
Laba Bersih per Saham Dasar dan Dilusian yang dapat The Basic and Diluted Earnings per Share Attributable to the
Diatribusikan kepada Pemilik Entitas Induk, tercatat stabil sebesar Owners of the Parent recorded stable at Rp99 in 2025, compared
Rp99 pada tahun 2025 dibandingkan tahun sebelumnya. to previous year.
Profitabilitas Permata Bank 2025
Permata Bank Profitability 2025
dalam jutaan Rupiah | in million Rupiah
Laba sebelum pajak penghasilan Laba bersih Total penghasilan komprehensif tahun berjalan
Income before tax Net income Total comprehensive income
4.608.229 4.631.007
4.323.209
3.566.519 3.587.535 3.515.393
2024 2025 2024 2025 2024 2025
Sumber: Audited Report 2025, diolah
Source: Audited Report 2025, processed
316 PT Bank Permata Tbk Laporan Tahunan 2025
Page 319
Laporan Arus Kas Statement of Cash Flows
Permata Bank memperoleh arus kas masuk dari beberapa Permata Bank generated cash inflows from several activity
sumber aktivitas, antara lain operasi, investasi dan pendanaan. sources, including operating, investing and financing. On the other
Di sisi lain, arus kas keluar terutama digunakan untuk aktivitas- hand, cash outflows were primarily utilized for investing activities.
aktivitas investasi.
Permata Bank membukukan kas dan setara kas sebesar Permata Bank recorded cash and cash equivalents amounting
Rp20,24 triliun pada akhir tahun 2025, atau turun to Rp20.24 trillion at the end of 2025, representing a decrease of
13,3% dibandingkan posisi tahun sebelumnya yang 13.3% compared to the prior year’s position of Rp23.34 trillion.
mencapai Rp23,34 triliun.
Berikut ini disajikan rincian arus kas Bank untuk tahun yang The following presents details of the Bank’s cash flows for the
berakhir pada 31 Desember 2025 dan 2024: years ended 31 December 2025 and 2024:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Kas bersih yang diperoleh dari 4.431.850 7.877.406 (3.445.553) (43,7) Net cash provided by operating
aktivitas operasi activities
Kas bersih yang digunakan untuk (4.589.471) (18.415.762) 13.826.288 (75,1) Net cash used in investing
aktivitas investasi activities
Kas bersih yang digunakan untuk (3.068.966) (196.533) (2.872.433) (1461,6) Net cash used in financing
aktivitas pendanaan activities
Penurunan bersih kas dan setara (3.226.587) (10.734.889) 7.508.302 69,9 Net decrease in cash and cash
kas equivalents
Kas dan setara kas, awal tahun 23.343.797 33.993.187 (10.649.390) (31,3) Cash and cash equivalents,
beginning of year
Pengaruh fluktuasi kurs mata 123.216 85.499 37.717 44,1 Effect of foreign exchange rate
uang asing pada kas dan setara fluctuation on cash and cash
kas equivalents
Kas dan setara kas, akhir tahun 20.240.426 23.343.797 (3.103.371) (13,3) Cash and cash equivalents, end
of year
Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities
Permata Bank mencatatkan arus kas masuk bersih dari aktivitas Permata Bank recorded net cash inflows from operating activities
operasi sebesar Rp4,43 triliun di akhir tahun 2025, lebih kecil amounting to Rp4.43 trillion at the end of 2025, lower compared
dibandingkan tahun sebelumnya yang sebesar Rp7,88 triliun. to Rp7.88 trillion in the previous year. The decrease was primarily
Penurunan ini terutama dipengaruhi oleh arus kas masuk atas driven by the cash inflow from the net proceeds of securities
penerimaan bersih efek-efek yang dibeli dengan janji dijual purchased under resale agreements amounting to Rp1.23 trillion
kembali sebesar Rp1,23 triliun pada tahun 2025 yang sebelumnya in 2025, compared to Rp24.69 trillion previously.
sebesar Rp24,69 triliun.
Selain itu, arus kas keluar untuk Liabilitas Operasi-Deposito In addition, cash outflow for Operating Liabilities-Time Deposits
Berjangka naik dari Rp1,74 triliun di tahun 2024 menjadi increased from Rp1.74 trillion in 2024 to Rp13.36 trillion in 2025.
Rp13,36 triliun di tahun 2025.
Arus Kas dari Aktivitas Investasi Cash Flows from Investing Activities
Kas bersih yang keluar dari aktivitas investasi Bank dibukukan Net cash outflows from the Bank’s investing activities amounted
mencapai Rp4,59 triliun per 31 Desember 2025, menurun to Rp4.59 trillion as of 31 December 2025, decreasing compared
dibandingkan tahun sebelumnya sebesar Rp18,42 triliun. to Rp18.42 trillion in the prior year. The change was mainly
Perubahan tersebut terutama disebabkan oleh meningkatnya attributable to increased cash inflows from sales of investment
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Manajemen
Management Discussion
and Analysis
kas masuk yang berasal dari penjualan efek-efek untuk tujuan securities amounting to Rp131.39 trillion, offset by purchases of
investasi sebesar Rp131,39 triliun yang dikompensasi dengan arus investment securities amounting to Rp137.95 trillion.
kas keluar dari pembelian efek-efek untuk tujuan investasi sebesar
Rp137,95 triliun.
Selain itu, Penerimaan Bunga dari Efek-Efek untuk Tujuan Investasi In addition, Interest Income from Investment Securities decreased
turun Rp5,08 triliun di tahun 2024 menjadi Rp2,47 triliun di from Rp5.08 trillion in 2024 to Rp2.47 trillion in 2025.
tahun 2025.
Arus Kas dari Aktivitas Pendanaan Cash Flows from Financing Activities
Permata Bank mencatatkan arus kas keluar bersih yang Permata Bank recorded net cash outflows from financing activities
digunakan untuk aktivitas pendanaan sebesar Rp3,07 triliun amounting to Rp3.07 trillion at the end of 2025, representing an
pada akhir tahun 2025, meningkat dibandingkan penggunaan increase compared to net cash outflows of Rp196.53 billion in
kas bersih pada periode yang sama tahun sebelumnya sebesar the same period of the previous year. This increase was primarily
Rp196,53 miliar. Peningkatan ini terutama berasal dari kenaikan driven by cash outflows related to increase in payables arising
pada utang atas efek-efek yang dijual dengan janji dibeli kembali from securities sold under repurchase agreements amounting to
yang tercatat sebagai arus kas keluar sebesar Rp1,92 triliun, Rp1.92 trillion, while in the previous year it was recorded as a cash
sementara pada tahun sebelumnya tercatat sebagai arus kas inflow of Rp780.27 billion.
masuk sebesar Rp780,27 miliar.
Kas dan Setara Kas Akhir Tahun Cash and Cash Equivalents at Year-End
Pada posisi 31 Desember 2025, kas dan setara kas Permata Bank As of 31 December 2025, Permata Bank’s cash and cash
tercatat sebesar Rp20,24 triliun, menurun 13,3% dari tahun equivalents stood at Rp20.24 trillion, decrease of 13.3% compared
sebelumnya Rp23,34 triliun setelah memperhitungkan saldo awal to Rp23.34 trillion in the previous year, after taking into account the
kas dan setara kas. beginning balance of cash and cash equivalents.
Rasio-Rasio Keuangan Utama Key Financial Ratios
Dalam menjalankan kegiatan usaha perbankan, Permata Bank In conducting its banking operations, Permata Bank consistently
senantiasa memastikan kepatuhan terhadap ketentuan yang ensures compliance with the requirements stipulated by the
ditetapkan oleh OJK, Bank Indonesia, serta peraturan perundang- OJK, Bank Indonesia, and other relevant laws and regulations,
undangan terkait lainnya, khususnya dalam pemenuhan rasio- particularly with respect to the fulfillment of key financial ratios
rasio keuangan utama bagi bank umum. Mengacu pada regulasi applicable to commercial banks. In accordance with these
tersebut, Bank telah menghitung dan memantau seluruh rasio regulations, the Bank has calculated and monitored all required
keuangan yang diwajibkan, baik untuk tahun buku yang berakhir financial ratios for the financial years ended 31 December 2025
pada 31 Desember 2025 dan 2024, sebagaimana disajikan pada and 2024, as presented in the table below:
tabel berikut:
dalam % | in %
No. Rasio 2025 2024 Ratio
Rasio Kinerja Performance Ratio
1 Kewajiban Penyediaan Modal Minimum 34,6 34,6 Capital Adequacy Ratio (CAR)
(KPMM)
2 Aset produktif bermasalah dan aset non 1,0 1,0 Non-performing earning and non-
produktif bermasalah terhadap total aset productive assets to total earning and
produktif dan aset non produktif non-productive assets
3 Aset produktif bermasalah terhadap total 1,0 0,9 Non-performing earning assets to total
aset produktif earning assets
4 Cadangan Kerugian Penurunan Nilai 4,8 4,8 Allowance for impairment losses of
(CKPN) aset keuangan terhadap aset financial assets to total earning assets
produktif
5 NPL - bruto 2,1 2,1 NPL - gross
318 PT Bank Permata Tbk Laporan Tahunan 2025
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dalam % | in %
No. Rasio 2025 2024 Ratio
6 NPL - bersih 0,2 0,4 NPL - net
7 Return on Assets (ROA) 1,7 1,8 Return on Assets (ROA)
8 Return on Equity (ROE) 6,8 7,2 Return on Equity (ROE)
9 Net Interest Margin (NIM) 4,0 4,3 Net Interest Margin (NIM)
10 Biaya Operasional terhadap Pendapatan 76,6 76,1 Operating expenses to operating revenues
Operasional (BOPO)
11 Cost to Income Ratio (CIR) 49,6 50,1 Cost to Income Ratio (CIR)
12 Loans to Deposits Ratio (LDR) 84,5 82,7 Loans to Deposits Ratio (LDR)
13 NPL Coverage Ratio 356,1 375,5 NPL Coverage Ratio
Kapatuhan Compliance
1 a. Persentase pelanggaran BMPK a. Percentage of Violation of Legal Lending
Limit
i. Pihak terkait 0,0 0,0 i. Related parties
ii. Pihak tidak terkait 0,0 0,0 ii. Third parties
b. Persentase pelampauan BMPK b. Percentage of Excess of Legal Lending
Limit
i. Pihak terkait 0,0 0,0 i. Related parties
ii. Pihak tidak terkait 0,0 0,0 ii. Third parties
2 Giro Wajib Minimum (GWM) Minimum Reserve Requirement
a. GWM Utama Rupiah a. Rupiah Primary GWM
Harian 2,0 3,1 Daily
Rata-rata 5,2 6,4 Average
b. GWM Valuta Asing 4,0 4,1 b. Foreign Currencies GWM
3 Posisi Devisa Neto (PDN) secara 0,3 0,2 Net Open Position
keseluruhan
Komitmen dan Kontinjensi Commitments and Contingencies
Liabilitas komitmen Permata Bank dibukukan mencapai Permata Bank’s committed liabilities were recorded at
Rp22,34 triliun pada posisi 31 Desember 2025, turun 4,8% Rp22.34 trillion as of 31 December 2025, decreasing 4.8% from
dari sebesar Rp23,45 triliun di tahun 2024. Hal ini dipengaruhi Rp23.45 trillion in 2024. The decrease was influenced by a
oleh penurunan fasilitas kredit kepada nasabah yang belum decrease in unused credit facility-committed by Rp20.19 trillion,
digunakan-committed sebesar Rp20,19 triliun, turun 5,2% dari decrease by 5.2% from Rp21.31 trillion in 2024.
Rp21,31 triliun pada tahun 2024.
Sementara itu, liabilitas kontinjensi - bersih Bank dibukukan Meanwhile, the Bank’s contingent liabilities - net were recorded at
sebesar Rp7,22 triliun, naik 23,8% dari Rp5,83 triliun di tahun 2024 Rp7.22 trillion, reflecting an increase of 23.8% from Rp5.83 trillion
yang disebabkan oleh penerbitan garansi senilai Rp7,22 triliun at the end of 2024 due to the issuance of guarantees worth
pada tahun 2025. Rp7.22 trillion in 2025.
2025 Annual Report PT Bank Permata Tbk 319
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Pertumbuhan | Growth
Uraian 2025 2024 Description
Rp %
Liabilitas Komitmen Committed Liabilities
Fasilitas kredit kepada nasabah 20.194.357 21.305.832 (1.111.475) (5,2) Unused credit facility-
yang belum digunakan- committed
committed
Letters of credit yang tidak 2.143.569 2.147.808 (4.239) (0,2) Outstanding irrevocable letters
dapat dibatalkan dan masih of credit
berjalan
Jumlah Liabilitas Komitmen 22.337.926 23.453.640 (1.115.714) (4,8) Total Committed Liabilities
Tagihan Kontinjensi Contingent Receivables
Garansi yang diterima 592 – 592 100,0 Guarantees received
Jumlah Tagihan Kontinjensi 592 – 592 100,0 Total Contingent Receivables
Liabilitas Kontinjensi Contingent Liabilities
Garansi yang diterbitkan 7.218.333 5.832.016 1.386.317 23,8 Guarantees issued
Jumlah Liabilitas Kontinjensi 7.218.333 5.832.016 1.386.317 23,8 Total Contingent Liabilities
Penjelasan lebih lengkap terkait komitmen dan kontinjensi Further details on the Bank’s commitments and contingencies
dapat dilihat di Catatan 40 pada laporan keuangan audit tahun are presented in Note 40 to the Audited Financial Statements for
2025 yang merupakan bagian tidak terpisahkan dari Laporan the financial year 2025 as an integral and inseparable part of this
Tahunan ini. Annual Report.
Suku Bunga Dasar Kredit Prime Lending Rate
Pelaporan Suku Bunga Dasar Kredit (SBDK) Permata Bank Permata Bank’s reporting of the Prime Lending Rate (SBDK) is
dilaksanakan sesuai dengan ketentuan POJK No. 13 Tahun 2024 conducted in accordance with POJK No. 13 Year 2024 concerning
mengenai Transparansi dan Publikasi SBDK bagi Bank Umum the Transparency and Publication of Prime Lending Rates for
Konvensional. Laporan SBDK memuat sejumlah komponen Conventional Commercial Banks. The SBDK report comprises
utama dalam perhitungan suku bunga kredit, termasuk Harga several key components used in the determination of lending
Pokok Dana untuk Kredit (HPDK), biaya overhead, serta marjin rates, including the Cost of Funds for Loans (HPDK), overhead
keuntungan yang menjadi dasar Bank dalam menetapkan suku costs, and profit margins, which serve as the basis for the Bank in
bunga kepada nasabah. setting lending rates for customers.
Permata Bank berkomitmen untuk menerapkan transparansi SBDK Permata Bank is committed consistently apply transparency in
secara konsisten sebagai bagian dari penguatan tata kelola dan disclosing its SBDK as part of strengthening governance and
untuk mendukung terciptanya persaingan yang sehat di industri supporting healthy competition within the banking industry. The
perbankan. Bank juga terus memantau perkembangan suku Bank monitors trends in benchmark interest rates, macroeconomic
bunga acuan, kondisi makroekonomi, likuiditas, serta benchmark conditions, liquidity levels, and trending industry interest rate
suku bunga di industri dalam melakukan penyesuaian suku bunga benchmarks when adjusting its lending rates. All adjustments are
kredit. Seluruh penyesuaian dilakukan secara terukur dengan made in a measured manner with priority placed on the principle
tetap mengedepankan prinsip kehati-hatian serta keselarasan of prudence and alignment between the Bank’s risk appetite and
antara risk appetite dan risk-based pricing. risk-based pricing framework.
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Sebagai tindak lanjut atas perubahan regulasi, maka Permata In response to regulatory changes, Permata Bank has adopted
Bank telah mengadopsi format pelaporan SBDK terbaru the latest SBDK reporting format as required by the regulator. The
yang diwajibkan regulator. Berikut ini adalah Laporan SBDK following presents Permata Bank’s Prime Lending Rate Report as
Permata Bank untuk periode Desember 2025: of December 2025:
dalam % | in %
Suku Bunga Dasar Kredit Rupiah berdasarkan Segmen Bisnis
(Efektif % per tahun)
Prime Lending Rate Based on Business Segment (Effective % per year)
Kredit Non UMKM Kredit UMKM Kredit Konsumsi
Periode Period
Non MSME Loan MSME Loan Consumer Loan
Non KPR
Korporasi Ritel Menengah Kecil Mikro KPR
Non-
Corporate Retail Medium Small Micro Mortgage
Mortgage
December 2025 7,84 8,00 8,75 8,75 8,75 9,00 18,00 December 2025
September 2025 7,84 8,00 8,75 8,75 8,75 9,00 18,00 September 2025
Juni 2025 7,84 8,00 8,00 8,00 8,00 8,50 18,00 June 2025
Maret 2025 7,84 8,00 8,00 8,00 8,00 8,50 18,00 March 2025
Desember 2024 7,84 8,00 8,00 8,00 8,00 8,50 18,00 December 2024
Desember 2025 December 2025
a. Pengungkapan Kuantitatif a. Quantitative Recognition
dalam % | in %
Kredit Non UMKM Kredit UMKM Kredit Konsumsi
Non MSME Loan MSME Loan Consumer Loan
Berlaku dari
Valid from
1 November
Non KPR*) 1 November 2024
2024 Korporasi Ritel Menengah Kecil Mikro KPR
Non-
Corporate Retail Medium Small Micro Mortgage
Mortgage*)
Harga Pokok 4,24 4,24 4,24 4,24 4,24 4,24 4,24 Cost of Funds for
Dana untuk Kredit Loans
Biaya Overhead 1,41 2,97 4,05 3,86 3,58 3,12 11,87 Overhead Cost
Margin 2,19 0,79 0,46 0,65 0,93 1,65 1,89 Profit Margin
Keuntungan
Suku Bunga 7,84 8,00 8,75 8,75 8,75 9,00 18,00 Prime Lending
Dasar Kredit Rate (SBDK)
(SBDK) (HPDK+Overhead
(HPDK+Overhead +Margin)
+Margin)
Catatan | Note:
*)
Terdiri dari produk unsecured loans | Consist of unsecured loans product
2025 Annual Report PT Bank Permata Tbk 321
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
b. Pengungkapan Kualitatif b. Qualitative Recognition
Indikator/Kriteria dari Kategori
Kategori Definisi Kategori Kredit Kredit
Category Credit Category Definition Indicators/Criteria of Credit
Categories
Korporasi Perusahaan berukuran sedang hingga besar (yang tidak termasuk dalam Dengan limit fasilitas pinjaman lebih
kategori UMKM), BPR, anggota kelompok usaha, bank, lembaga keuangan, besar dari Rp15 miliar
manajer investasi, perusahaan asuransi dengan kriteria khusus
Corporate Medium to large-sized companies (which are not included in the MSME With loan facility limits greater than
category), BPR, members of business groups, banks, financial institutions, Rp15 billion
investment managers, insurance companies with special criteria
Ritel Individu dan atau perusahaan berukuran kecil hingga sedang yang tidak Dengan limit fasilitas pinjaman
termasuk dalam kategori UMKM sampai dengan Rp15 miliar
Retail Individuals and or small to medium-sized companies that are not included With loan facility limits of up to
in the MSME category Rp15 billion
Catatan | Note:
1. SBDK ditentukan Bank berdasarkan berbagai faktor, di antaranya suku bunga acuan yang ditetapkan oleh otoritas yang berwenang, harga pokok dana untuk kredit (cost of fund),
biaya overhead, margin keuntungan, dan perkembangan kondisi ekonomi.
The Prime Lending Rate is determined by the Bank based on various factors, including benchmark interest rate set by regulator, cost of funds, overhead costs, profit margins, and
also economic conditions.
2. SBDK belum memperhitungkan komponen estimasi premi risiko yang besarnya tergantung dari penilaian Bank terhadap risiko untuk masing-masing debitur atau
kelompok debitur.
Prime Lending Rate does not include the estimated risk premium component, which depends on the Bank’s assessment of the risk for each debtor or group of debtors.
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Informasi Keuangan Material Lainnya
Other Material Financial Information
Kemampuan Membayar Utang dan Ability to Pay Debt and Collectibility of
Kolektibilitas Piutang & Rasio Keuangan yang Receivables & Relevant Financial Ratios
Relevan
Kemampuan Membayar Utang Ability to Pay Debt
Permata Bank mengelola likuiditas secara hati-hati dan terukur Permata Bank manages its liquidity in a prudent and measured
untuk memastikan keberlangsungan usaha di waktu mendatang. manner to ensure business continuity in the future. Supported by
Dengan fondasi likuiditas yang kuat, Bank memiliki kemampuan a strong liquidity foundation, the Bank possesses the capacity to
untuk memenuhi kewajiban finansial jangka pendek maupun meet both its short-term and long-term financial obligations.
jangka panjang.
Dari sisi eksternal, kredibilitas Permata Bank dalam memenuhi From an external perspective, Permata Bank’s credibility in
seluruh komitmen kewajiban keuangannya tercermin melalui fulfilling all of its financial commitments is reflected in the credit
peringkat kredit yang diberikan oleh lembaga pemeringkat ratings assigned by reputable rating agencies in Indonesia, such as
terkemuka di Indonesia, seperti Pefindo ataupun Moody’s. Pefindo and Moody’s. These ratings serve as objective indicators
Penilaian tersebut menjadi indikator objektif atas kapasitas of the Bank’s ability to maintain a sound funding structure and its
Bank dalam menjaga kesehatan struktur pendanaan serta reliability in meeting financial obligations in a timely manner.
keandalannya dalam memenuhi kewajiban tepat waktu.
Sementara dari sisi internal, kesehatan likuiditas dan kekuatan From an internal perspective, the Bank’s liquidity soundness
solvabilitas Bank tercermin dari pengelolaan rasio likuiditas dan and solvency strength are demonstrated through the consistent
rasio solvabilitas yang dijalankan secara konsisten dan disiplin. and disciplined management of liquidity and solvency ratios.
Kedua rasio ini menunjukkan kemampuan Bank dalam mengelola These ratios reflect the Bank’s capability to manage cash flows,
arus kas, menjaga kecukupan modal, serta memastikan seluruh maintain adequate capital levels, and ensure that all financial
kewajiban finansial dapat dipenuhi sesuai jatuh tempo. Selain obligations are fulfilled as they fall due. In addition, the Bank
itu, Bank juga secara berkala melakukan pengukuran rasio regularly measures profitability and capital ratios as part of a
rentabilitas dan permodalan sebagai bagian dari evaluasi comprehensive evaluation of its financial performance, its ability
menyeluruh terhadap kinerja keuangan serta kemampuan to meet obligations, and the resilience of its capital position.
Permata Bank dalam memenuhi kewajiban dan menjaga
ketahanan permodalan.
Kemampuan Membayar Utang Jangka Pendek - Ability to Pay Short-Term Debt - Liquidity Ratio
Rasio Likuiditas
Permata Bank senantiasa memastikan pemenuhan kewajiban Permata Bank consistently ensures the fulfillment of its short-term
jangka pendek yang akan jatuh tempo melalui penerapan obligations as they fall due through the disciplined implementation
kebijakan pengelolaan kas dan aset lancar secara disiplin. Upaya of cash management and current asset management policies.
tersebut dilakukan dengan mengatur arus kas masuk dan keluar These efforts are undertaken by optimally managing cash
secara optimal, memanfaatkan berbagai sumber pendanaan inflows and outflows, utilizing various funding sources in a timely
secara tepat waktu, menjaga portofolio aset berkualitas tinggi, manner, maintaining a portfolio of high-quality assets, and closely
serta melakukan pemantauan ketat terhadap seluruh kewajiban monitoring all financial obligations approaching maturity.
keuangan yang mendekati jatuh tempo.
Rasio Likuiditas Liquidity Ratios
Kemampuan Permata Bank dalam memenuhi kewajiban jangka Permata Bank’s ability to meet its short-term obligations is
pendek tercermin dari hasil pengukuran berbagai rasio likuiditas reflected in the measurement of various liquidity ratios used as
yang digunakan sebagai indikator ketahanan pendanaan. indicators of funding resilience. The Bank continuously safeguards
Bank senantiasa menjaga kesehatan keuangannya melalui its financial soundness through prudent liquidity risk management,
pengelolaan risiko likuiditas yang hati-hati (prudent), memastikan ensuring the timely availability of funds from diversified funding
ketersediaan dana tepat waktu dari beragam sumber pendanaan, sources and maintaining a portfolio of high-quality liquid assets.
serta memelihara portofolio aset likuid berkualitas tinggi. In monitoring its liquidity position, Permata Bank applies several
Dalam memantau kemampuan likuiditasnya, Permata Bank key parameters, including the Loan to Deposit Ratio (LDR), Net
2025 Annual Report PT Bank Permata Tbk 323
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
menggunakan beberapa parameter utama, seperti Loan to Deposit Stable Funding Ratio (NSFR), Liquidity Coverage Ratio (LCR), and
Ratio (LDR), Net Stable Funding Ratio (NSFR), Liquidity Coverage the Macroprudential Intermediation Ratio (Rasio Intermediasi
Ratio (LCR), dan Rasio Intermediasi Makroprudensial (RIM). Makroprudensial/RIM).
Sebagai indikator yang mengukur keseimbangan antara As an indicator measuring the balance between loan disbursement
penyaluran kredit dan pendanaan, LDR Permata Bank berada and funding, Permata Bank’s LDR stood at 84.5% in 2025,
pada level 84,5% di tahun 2025, meningkat dari 82,7% pada tahun increasing from 82.7% in the previous year. This level remained
sebelumnya. Tingkat tersebut masih berada jauh di bawah batas well below the threshold set by Bank Indonesia, reflecting a solid
yang ditetapkan Bank Indonesia sehingga mencerminkan kondisi liquidity position and the Bank’s capacity to support sustainable
likuiditas yang solid serta kapasitas Bank untuk mendukung credit growth.
pertumbuhan kredit secara berkelanjutan.
Sementara rasio NSFR tercatat sebesar 126,8% pada 2025, sedikit Meanwhile, the NSFR was recorded at 126.8% in 2025, slightly
menurun dibandingkan capaian tahun sebelumnya sebesar decreasing compared to 128.5% in the prior year. This ratio
128,5%. Nilai tersebut masih berada di atas ketentuan minimum remained above the minimum requirement stipulated under Basel
Basel III dan OJK (≥100%), sehingga mencerminkan kemampuan III and OJK regulations (≥100%), indicating the Bank’s ability to
Bank dalam menjaga stabilitas pendanaan jangka panjangnya. maintain stable long-term funding.
Rasio LCR triwulanan pada tahun 2025 mencapai nilai sebesar Quarterly LCR levels in 2025 was recorded at 296.5%, decreased
296,5%, mengalami penurunan dibandingkan tahun sebelumnya compared to 340.2% in the previous year. However, this level
yang tercatat 340,2%. Namun, level tersebut juga tetap berada remains above the Basel III and OJK requirement of 100%, thus
di atas ketentuan Basel III dan OJK sebesar 100%, sehingga consistently confirming that the Bank is able to meet short-term
masih konsisten menegaskan bahwa Bank mampu memenuhi liquidity needs in a stress scenario.
kebutuhan likuiditas jangka pendek dalam skenario tekanan .
Permata Bank juga memonitor likuiditasnya melalui Rasio Permata Bank also monitors its liquidity through the
Intermediasi Makroprudensial (RIM) yang pada tahun 2025 Macroprudential Intermediation Ratio (RIM), which stood at
tercatat sebesar 85,0%, meningkat dibandingkan capaian 85.0% in 2025, increasing from 82.7% in the previous year. This
tahun sebelumnya sebesar 82,7%. Rasio ini memberikan ratio provides an indication of the Bank’s intermediation capacity
gambaran kapasitas intermediasi Bank dalam mendukung fungsi in supporting its intermediary function in accordance with
intermediasi secara optimal sesuai ketentuan makroprudensial. macroprudential requirements.
Peningkatan berbagai indikator likuiditas sepanjang tahun The improvement across various liquidity indicators throughout
ini menunjukkan penguatan kapasitas Permata Bank dalam the year demonstrates the strengthening of Permata Bank’s
memenuhi kewajiban jangka pendek. Hal tersebut sekaligus capacity to meet short-term obligations. This further underscores
menegaskan keberhasilan Bank dalam mengelola arus kas, the Bank’s success in managing cash flows, maintaining adequate
menjaga buffer aset likuid, serta menerapkan prinsip manajemen liquid asset buffers, and consistently applying prudent liquidity
likuiditas yang prudent sehingga fleksibilitas pendanaan jangka management principles to preserve short-term funding flexibility.
pendek dapat terjaga dengan baik.
Kemampuan Membayar Utang Jangka Ability to Pay Long-Term Debt–Solvency Ratios
Panjang–Rasio Solvabilitas
Permata Bank menggunakan rasio solvabilitas sebagai indikator Permata Bank applies solvency ratios as key indicators to assess its
utama untuk menilai kemampuan dalam memenuhi kewajiban ability to meet long-term obligations and the resilience of its capital
jangka panjang serta ketahanan modal terhadap berbagai potensi against various potential risks. In measuring long-term financial
risiko. Dalam mengukur kekuatan finansial jangka panjang, Bank strength, the Bank calculates the CAR as the primary benchmark
menghitung rasio KPMM sebagai acuan utama untuk menilai to assess the adequacy of capital in absorbing potential losses
tingkat kecukupan modal dalam menyerap potensi kerugian yang arising from credit risk, market risk, and operational risk.
berasal dari risiko kredit, risiko pasar, maupun risiko operasional.
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Rasio KPMM yang kuat mencerminkan fondasi permodalan sehat A strong CAR ratio reflects a sound capital foundation, enabling
sehingga memungkinkan Bank menyerap tekanan keuangan, the Bank to absorb financial pressures, maintain operational
menjaga stabilitas operasional, dan tetap memiliki ruang untuk stability, and retain sufficient capacity to support sustainable
mendorong pertumbuhan bisnis secara berkelanjutan business growth.
Rasio Solvabilitas Solvency Ratios
Dalam menjaga ketahanan permodalan dan memastikan In maintaining capital resilience and ensuring its ability to meet
kemampuan Bank memenuhi kewajiban jangka panjangnya, long-term obligations, Permata Bank continuously monitors and
Permata Bank terus memonitor dan mengelola rasio KPMM manages its CAR ratio in accordance with OJK regulations. In
sesuai ketentuan OJK. Pada tahun 2025, rasio KPMM Permata 2025, Permata Bank’s CAR ratio was reported at 34.6%, stable
Bank dilaporkan mencapai 34,6%, stabil dibandingkan posisi compared to 34.6% in 2024. This level remained well above the
tahun 2024 sebesar 34,6%. Nilai tersebut berada jauh di atas minimum regulatory requirement of 12.5%, indicating a very
persyaratan minimum sebesar 12,5%, sehingga menunjukkan strong capital position to support business expansion and absorb
tingkat permodalan yang sangat memadai untuk mendukung potential financial stress.
ekspansi bisnis dan menyerap potensi tekanan keuangan.
Dari sisi eksternal, tingkat solvabilitas Permata Bank turut From an external perspective, Permata Bank’s solvency profile
tercermin dari hasil pemeringkatan kredit yang dilakukan oleh is also reflected in the credit ratings assigned by Pefindo and
Pefindo dan Moody’s. Pada tahun 2025, Permata Bank kembali Moody’s. In 2025, Permata Bank successfully maintained the
berhasil mempertahankan peringkat tertinggi “idAAA” dengan highest domestic credit rating of “idAAA” with a stable outlook, as
outlook stabil pada Oktober 2025 oleh Pefindo. Pencapaian ini reaffirmed by Pefindo in October 2025. This achievement reflects
mencerminkan kapasitas Bank dalam memenuhi kewajiban the Bank’s strong capacity to meet long-term financial obligations
finansial jangka panjang secara tepat waktu, termasuk in a timely manner, including the repayment of principal and
pembayaran pokok dan kupon obligasi, serta menunjukkan interest on debt securities, and indicates a very low credit risk
tingkat risiko kredit Bank yang sangat rendah dibandingkan profile relative to industry peers.
pelaku industri lainnya.
Sedangkan untuk Moody’s, Permata Bank masih mempertahankan Meanwhile, Permata Bank continued to maintain a Baa1 rating
peringkat Baa1 dengan outlook negatif (sebelumnya stabil). from Moody’s with a negative outlook (previously stable). This
Perubahan ini sejalan dengan perubahan outlook Bangkok Bank, change in outlook was aligned with the revision of Bangkok Bank’s
yang didorong oleh outlook negatif Pemerintahan Thailand. outlook, which was influenced by the negative outlook on the
Government of Thailand.
Sejak penerbitan efek utang pertama hingga tahun 2025, Since the issuance of its first debt securities through 2025, the
Bank tidak pernah mengalami gagal bayar dalam memenuhi Bank has never experienced a default in fulfilling its obligations
kewajibannya kepada pihak ketiga. to third parties.
Rasio Permodalan Capital Ratios
Permata Bank menggunakan rasio permodalan sebagai salah Permata Bank applies capital ratios as one of the key indicators in
satu indikator utama dalam menilai kemampuan Bank dalam assessing the Bank’s capacity to absorb potential risks, withstand
menyerap potensi risiko, menghadapi fluktuasi kondisi usaha, fluctuations in business conditions, and support sustainable
serta mendukung strategi pertumbuhan dan ekspansi bisnis growth and business expansion strategies. Capital management
secara berkelanjutan. Pengelolaan permodalan dilakukan secara is conducted prudently, taking into account the Bank’s risk
prudent dengan memperhatikan profil risiko Bank serta dinamika profile as well as developments in economic and banking
kondisi ekonomi dan industri perbankan. industry conditions.
Bank senantiasa memastikan bahwa struktur permodalan yang The Bank consistently ensures that its capital structure remains at
dimiliki berada pada tingkat yang memadai untuk memenuhi an adequate level to comply with the Minimum Capital Adequacy
ketentuan KPMM sebagaimana ditetapkan oleh regulator, yang Requirement as stipulated by the regulator, which encompasses
mencakup risiko kredit, risiko pasar, dan risiko operasional. Dalam credit risk, market risk, and operational risk. In its implementation,
pengelolaannya, Bank juga secara berkelanjutan melakukan the Bank continuously monitors and evaluates capital adequacy
2025 Annual Report PT Bank Permata Tbk 325
Page 328
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
pemantauan dan evaluasi terhadap kecukupan modal guna to maintain an appropriate balance between capital requirements,
menjaga keseimbangan antara kebutuhan permodalan, efisiensi efficient capital utilization, and value creation for stakeholders.
penggunaan modal, dan penciptaan nilai bagi pemangku
kepentingan.
Pada tahun 2025, rasio KPMM Permata Bank tercatat sebesar In 2025, Permata Bank’s CAR ratio was recorded at 34.6%,
34,6%, tetap berada di atas batas minimum yang ditetapkan remaining above the minimum regulatory threshold. This strong
oleh regulator. Posisi permodalan yang kuat ini mencerminkan capital position reflects the Bank’s resilience in navigating
ketahanan Bank dalam menghadapi ketidakpastian ekonomi, economic uncertainties, its ability to maintain operational stability,
kemampuan untuk menjaga stabilitas operasional, serta and its flexibility to capture future growth opportunities while
fleksibilitas dalam menangkap peluang pertumbuhan di masa consistently upholding the principle of prudence.
mendatang tanpa mengesampingkan prinsip kehati-hatian.
Rasio Rentabilitas Profitability Ratios
Permata Bank menggunakan rasio rentabilitas sebagai indikator Permata Bank utilizes profitability ratios as key indicators to
utama untuk mengukur tingkat profitabilitas dan efektivitas measure the level of profitability and the effectiveness of its
pengelolaan kinerja keuangan Bank. Pengukuran ini mencakup financial performance management. These measurements
lima komponen utama, yaitu Imbal Hasil Aset (ROA), Imbal Hasil comprise five main components, namely Return on Assets (ROA),
Ekuitas (ROE), Marjin Pendapatan Bunga Bersih (NIM), rasio Return on Equity (ROE), Net Interest Margin (NIM), the Operating
Beban Operasional terhadap Pendapatan Operasional (BOPO), Expenses to Operating Income ratio (BOPO), and the Cost-to-
serta rasio Biaya terhadap Pendapatan (CIR). Income Ratio (CIR).
Pada tahun 2025, NIM Permata Bank tercatat sebesar 4,0%, In 2025, Permata Bank’s NIM was recorded at 4.0%, decreasing
turun dibandingkan posisi tahun 2024 yang berada pada level compared to the 2024 level of 4.3%. Meanwhile, ROA and ROE
4,3%. Sementara itu, rasio ROA dan ROE masing-masing menurun declined to 1.7% and 6.8%, respectively, compared to 1.8% and
menjadi 1,7% dan 6,8%, dibandingkan 1,8% dan 7,2% pada tahun 7.2% in the previous year. Changes in these ratios were primarily
sebelumnya. Perubahan pada kedua rasio tersebut terutama influenced by the increase of provision expense by 16.3%.
dipengaruhi oleh adanya kenaikan biaya provisi sebesar 16,3%.
Kinerja rentabilitas Bank pada 2025 juga didukung oleh The Bank’s profitability performance in 2025 will also be supported
perbaikan rasio CIR yang turun menjadi 49,6% dari 50,1% pada by an improvement in the CIR ratio, which is expected to decline
tahun 2024. Perubahan tersebut mencerminkan peningkatan to 49.6% from 50.1% in 2024. This change reflects an increase
efisiensi operasional Bank yang dihasilkan melalui peningkatan in the Bank’s operational efficiency resulting from improved
proses digitalisasi. digitalization processes.
Tingkat Kolektibilitas Piutang Receivables Collectibility Level
Tingkat Kolektibilitas Kredit dan Analisis Kualitas Credit Collectibility Level and Earning Asset Quality
Aset Produktif Analysis
Dalam menyalurkan kredit kepada nasabah, Permata Bank secara In extending credit to customers, Permata Bank proactively
proaktif memantau perkembangan ekonomi nasional serta arah monitors national economic developments and the direction of
kebijakan suku bunga acuan Bank Indonesia (BI Rate) karena Bank Indonesia’s benchmark interest rate (BI Rate), given its direct
berpengaruh langsung terhadap penetapan suku bunga pinjaman. impact on loan pricing. In addition to conducting regular market
Selain melakukan pemantauan pasar secara berkala, Bank juga monitoring, the Bank ensures that earning asset management is
memastikan bahwa pengelolaan aset produktif dilakukan secara carried out optimally and that all credit applications undergo a
optimal dan setiap pengajuan kredit telah melalui proses analisis comprehensive credit analysis process and receive approval from
kredit yang komprehensif serta memperoleh persetujuan dari the relevant authorities.
pihak berwenang.
Pendekatan yang berhati-hati juga diterapkan Permata Bank Permata Bank also applies a prudent approach in managing non-
dalam menangani kredit bermasalah melalui berbagai langkah performing loans through various strategic measures, including
strategis, mulai dari restrukturisasi kredit, penjualan aset loan restructuring, disposal of problematic assets, write-offs of
bermasalah, penghapusan kredit yang tidak berpotensi pulih, loans with no recovery potential, and the promotion of credit growth
326 PT Bank Permata Tbk Laporan Tahunan 2025
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hingga mendorong pertumbuhan kredit pada segmen good in the “good book” segments. The effective implementation of
book. Implementasi kebijakan yang tepat sasaran tersebut these targeted policies has resulted in improved loan collectibility
menghasilkan peningkatan kualitas kolektibilitas kredit, yang quality, as reflected in the improvement of the NPL ratio, which
tercermin dari perbaikan rasio NPL sebagai indikator utama untuk serves as a key indicator in measuring the proportion of problem
mengukur proporsi kredit bermasalah terhadap total portofolio loans within the total loan portfolio.
kredit.
Pada tahun 2025, rasio NPL bruto dan NPL neto Bank masing- In 2025, the Bank’s gross and net NPL ratios were recorded at 2.1%
masing tercatat sebesar 2,1% dan 0,2%, stabil dibandingkan and 0.2%, respectively, stable compared to the prior year’s levels
posisi tahun sebelumnya yang sebesar 2,1% dan 0,4%. Kinerja ini of 2.1% and 0.4%. This performance remains healthy loan portfolio
mencerminkan portofolio kredit Bank yang terjaga sehat, sekaligus and demonstrates the effectiveness of receivables management
menunjukkan efektivitas pengelolaan piutang serta kemampuan as well as the Bank’s ability to consistently maintain asset quality.
Bank dalam menjaga kualitas aset secara konsisten.
Rasio aset produktif bermasalah terhadap total aset produktif Ratio of non-performing earning assets to total earning assets,
tercatat relatif stabil, yaitu 1,0% pada tahun 2025 dan 2024. relatively stable to 1.0% in 2025 and 2024. Meanwhile, the
Sementara itu, rasio Cadangan Kerugian Penurunan Nilai (CKPN) Allowance for Impairment Losses (CKPN) ratio to earning assets
terhadap aset produktif tetap stabil di level 4,8% di tahun 2025. remained stable at 4.8% in 2025.
Sebagai bagian dari prinsip manajemen risiko kredit yang prudent, As part of its prudent credit risk management principles,
Permata Bank juga mempertahankan NPL coverage ratio di Permata Bank also maintained its NPL coverage ratio at an
tingkat yang memadai sebesar 356,1% pada tahun 2025. Hal ini adequate level of 356.1% in 2025. This reflects the Bank’s capacity
menunjukkan kemampuan Bank dalam menyediakan cadangan to provide sufficient reserves to anticipate potential credit losses.
yang cukup untuk mengantisipasi potensi kerugian kredit.
Sejalan dengan pertumbuhan kredit yang solid, Permata Bank In line with solid credit growth, Permata Bank successfully
mampu menjaga kualitas aset produktif pada level yang sehat dan maintained the quality of its earning assets at a healthy level
tetap berada di atas batas minimum yang ditetapkan regulator. and remained above the minimum thresholds stipulated by the
Tingkat kolektibilitas aset produktif pada nilai tercatat sebelum Regulator. The collectibility level of earning assets at carrying
cadangan kerugian penurunan nilai disajikan pada tabel berikut: value before allowance for impairment losses is presented in the
following table:
Kolektibilitas Aset Produktif Tahun 2025
Collectibility of Earning Assets in 2025
dalam jutaan Rupiah | in millions of Rupiah
Dalam
Perhatian Kurang
Lancar Diragukan Macet
Uraian Khusus Lancar Total Description
Current Doubtful Loss
Special Substandard
Mention
Giro pada bank-bank lain 4.612.309 – – – – 4.612.309 Current accounts with
other banks
Penempatan pada Bank 7.045.297 – – – – 7.045.297 Placements with Bank
Indonesia dan bank-bank Indonesia and other banks
lain
Aset keuangan untuk 3.443.480 45 – – – 3.443.525 Financial assets held for
diperdagangkan trading
Efek-efek yang dibeli 920.043 – – – – 920.043 Securities purchased
dengan janji dijual kembali under resale agreements
Tagihan akseptasi 5.276.536 – – – – 5.276.536 Acceptance receivables
Kredit yang diberikan 155.741.459 5.075.539 238.100 475.863 2.707.951 164.238.912 Loans
Efek-efek untuk tujuan 74.027.856 – – – – 74.027.856 Investment securities
investasi
Aset lain-lain 2.444.410 46.546 – – 77.559 2.568.515 Other assets
Komitmen dan kontinjensi 29.287.937 231.049 5.319 13.549 18.405 29.556.259 Commitments and
contingencies
2025 Annual Report PT Bank Permata Tbk 327
Page 330
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Kolektibilitas Aset Produktif Tahun 2024
Collectibility of Earning Assets in 2024
dalam jutaan Rupiah | in millions of Rupiah
Dalam
Perhatian Kurang
Lancar Diragukan Macet
Uraian Khusus Lancar Total Description
Current Doubtful Loss
Special Substandard
Mention
Giro pada bank-bank lain 2.944.522 – – – – 2.944.522 Current accounts with
other banks
Penempatan pada Bank 12.895.200 – – – – 12.895.200 Placements with Bank
Indonesia dan bank-bank Indonesia and other banks
lain
Aset keuangan untuk 6.786.858 6 – – – 6.786.864 Financial assets held for
diperdagangkan trading
Efek-efek yang dibeli 2.145.779 – – – – 2.145.779 Securities purchased
dengan janji dijual kembali under resale agreements
Tagihan akseptasi 5.605.242 – – – – 5.605.242 Acceptance receivables
Kredit yang diberikan 146.118.419 6.439.426 398.145 282.202 2.515.988 155.754.180 Loans
Efek-efek untuk tujuan 64.233.587 – – – – 64.233.587 Investment securities
investasi
Aset lain-lain 1.183.650 46.146 – – 77.559 1.307.355 Other assets
Komitmen dan kontinjensi 29.028.012 227.734 6.559 8.077 15.274 29.285.656 Commitments and
contingencies
Pada tahun 2025, risiko kredit Bank berada dalam pengendalian In 2025, the Bank’s credit risk remained well controlled,
yang baik seiring penerapan manajemen risiko yang dinamis dan supported by the implementation of dynamic and disciplined
disiplin. Permata Bank berkomitmen untuk terus memperkuat risk management practices. Permata Bank is committed to
proses penilaian kelayakan debitur, melakukan monitoring kualitas continuously strengthening its creditworthiness assessment
portofolio secara berkala, serta menerapkan mitigasi risiko yang processes, conducting regular monitoring of portfolio quality,
lebih proaktif di seluruh segmen bisnis. Langkah-langkah tersebut and applying more proactive risk mitigation measures across all
dilakukan untuk memastikan bahwa pertumbuhan kredit Bank business segments. These initiatives are undertaken to ensure that
tetap selaras dengan profil risiko dan kondisi makroekonomi yang the Bank’s credit growth remains aligned with its risk appetite and
berkembang. prevailing macroeconomic conditions.
Transaksi Spot dan Derivatif Spot and Derivative Transactions
Permata Bank secara aktif melakukan transaksi instrumen Permata Bank actively engages in derivative instrument
derivatif di pasar uang sebagai bagian dari strategi pengelolaan transactions in the money market as part of its financial risk
risiko keuangan serta optimisasi biaya pendanaan. Instrumen management strategy and funding cost optimization. These
derivatif tersebut digunakan untuk melindungi posisi keuangan derivative instruments are utilized to hedge the Bank’s financial
Bank terhadap fluktuasi suku bunga, nilai tukar, maupun positions against fluctuations in interest rates, foreign exchange
volatilitas pasar yang dapat memengaruhi stabilitas pendanaan rates, and market volatility that may affect funding stability
dan profitabilitas. and profitability.
Pada akhir Desember 2025, nilai aset keuangan untuk At the end of December 2025, the value of financial assets for
diperdagangkan berupa derivatif tercatat sebesar trading in the form of derivative was recorded at Rp139.60 billion,
Rp139,60 miliar, menurun 60,8% dibandingkan posisi tahun a decrease of 60.8% compared to the previous year’s position of
sebelumnya yang mencapai Rp356,56 miliar. Selain itu, kewajiban Rp356.56 billion. In addition, derivative liabilities were recorded
derivatif tercatat Rp231,14 miliar, turun 51,8% dibandingkan at Rp231.14 billion, decreasing 51.8% compared to the previous
dengan tahun sebelumnya sebesar Rp479,93 miliar. Penurunan year’s Rp479.93 billion. The decrease in derivative financial assets
pada aset dan kewajiban keuangan derivatif disebabkan oleh and liabilities were due to a decrease in foreign currency forward
turunnya transaksi pada foreign currency forward dengan transactions, which decreased by 77.0% and 72.6%, respectively.
masing-masing penurunan sebesar 77,0% dan 72,6%.
328 PT Bank Permata Tbk Laporan Tahunan 2025
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Aktivitas perdagangan valuta asing dengan kurs pasar forward Foreign exchange trading activities using forward market rates
menunjukkan penurunan sebesar 29,3% dengan jumlah nosional recorded a decrease of 29.3%, with total notional amounts
mencapai Rp26,17 triliun per 31 Desember 2025, dibandingkan reaching Rp26.17 trillion as of 31 December 2025, compared to
sebesar Rp37,02 triliun pada tahun sebelumnya. Rp37.02 trillion in previous year.
Di sisi lain, aktivitas perdagangan valuta asing dengan kurs On the other hand, foreign exchange trading activities at spot
pasar spot menunjukkan peningkatan sebesar 65,7% dengan market rates showed an increase of 65.7% with a notional amount
jumlah nosional mencapai Rp4,11 triliun per 31 Desember 2025, reaching Rp4.11 trillion as of 31 December 2025, compared to
dibandingkan sebesar Rp2,48 triliun pada tahun sebelumnya. Rp2.48 trillion in the previous year.
Permata Bank juga melakukan transaksi swap yang terdiri dari Permata Bank also conducted swap transactions comprising
interest rate swap dan cross-currency swap. Nilai nosional untuk interest rate swaps and cross-currency swaps. The notional
kedua instrumen tersebut masing-masing dibukukan sebesar values of these instruments were recorded at Rp567.78 billion
Rp567,78 miliar dan Rp5,66 triliun, lebih rendah dibandingkan and Rp5.66 trillion, respectively, lower compared to the previous
posisi akhir tahun sebelumnya senilai Rp2,66 triliun untuk interest year-end positions of Rp2.66 trillion for interest rate swaps and
rate swap dan Rp6,07 triliun untuk cross-currency swap. Seluruh Rp6.07 trillion for cross-currency swaps. All of these transactions
transaksi ini berperan penting dalam pengelolaan struktur play an important role in managing the Bank’s funding structure
pendanaan serta penyeimbangan profil aset dan liabilitas Bank. and balancing its asset and liability profile.
Penjelasan lebih rinci mengenai transaksi spot dan derivatif dapat Further details regarding spot and derivative transactions are
dilihat pada tabel berikut: presented in the following table:
Transaksi Derivatif Tahun 2025
Derivative Transactions in 2025
dalam jutaan Rupiah | in millions of Rupiah
Tujuan Aset dan Liabilitas Derivatif
Jumlah Purpose Derivative Asset and Liabilities
Transaksi
No. Nosional
Transaction
Total Nosional Diperdagangkan Lindung Nilai Aset Liabilitas
Traded Hedging Assets Liabilities
1 Foreign Currency Forward 26.168.399 26.168.399 – 63.766 79.406
2 Foreign Currency Spot 4.113.319 4.113.319 – 7.288 11.134
3 Swap Suku Bunga (IRS) 567.784 567.784 – 1.519 6.816
4 Cross Currency Swap (CCS) 5.659.435 5.659.435 – 67.029 133.783
Jumlah | Total 36.508.937 36.508.937 – 139.602 231.139
Transaksi Derivatif Tahun 2024
Derivative Transactions in 2024
dalam jutaan Rupiah | in millions of Rupiah
Tujuan Aset dan Liabilitas Derivatif
Jumlah Purpose Derivative Asset and Liabilities
Transaksi
No. Nosional
Transaction
Total Nosional Diperdagangkan Lindung Nilai Aset Liabilitas
Traded Hedging Assets Liabilities
1 Foreign Currency Forward 37.021.655 37.021.655 – 277.152 289.473
2 Foreign Currency Spot 2.481.770 2.481.770 – 5.161 3.394
3 Swap Suku Bunga (IRS) 2.660.504 2.660.504 – 11.347 4.060
4 Cross Currency Swap (CCS) 6.071.240 6.071.240 – 62.897 183.003
Jumlah | Total 48.235.169 48.235.169 – 356.557 479.930
2025 Annual Report PT Bank Permata Tbk 329
Page 332
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Struktur Modal dan Kebijakan Manajemen Capital Structure and Capital Management
atas Struktur Modal serta Dasar Penentuan Policy, Including the Basis for Policy
Kebijakan Determination
Kebijakan Manajemen atas Struktur Permodalan Management Policy on Capital Structure
Permata Bank memahami bahwa pertumbuhan usaha yang sehat Permata Bank recognizes that sound and sustainable business
dan berkesinambungan hanya dapat dicapai melalui struktur growth can only be achieved through a strong capital structure that
permodalan yang kuat serta dikelola secara penuh kehati-hatian. is managed in a prudent manner. Accordingly, the Bank’s capital
Oleh karena itu, pengelolaan modal Bank senantiasa dilakukan management is conducted in a planned and measured manner,
secara terencana dan terukur dengan memperhatikan kebutuhan taking into account business expansion requirements, the Bank’s
ekspansi bisnis, profil risiko Bank, serta mempertimbangkan risk profile, and developments in macroeconomic conditions.
perkembangan kondisi ekonomi makro. Selain itu, Permata Bank In addition, Permata Bank ensures that its capital position
juga memastikan bahwa posisi modal selalu memenuhi ketentuan consistently complies with the capital adequacy requirements
kecukupan modal yang ditetapkan oleh regulator dan memiliki stipulated by the regulator and have adequate buffers to absorb
buffer yang memadai untuk menyerap potensi risiko. potential risks.
Sebagai bagian dari penerapan tata kelola perusahaan yang As part of the implementation of good corporate governance, the
baik, Direksi bersama Dewan Komisaris melakukan fungsi Board of Directors, together with the Board of Commissioners,
pengawasan dan memberikan persetujuan atas strategi dan performs its oversight function and provides approval for capital
rencana permodalan yang disusun sebagai bagian integral dari strategies and plans formulated as an integral part of the Bank’s
Rencana Bisnis Bank (RBB). Pendekatan ini memastikan bahwa Business Plan (Rencana Bisnis Bank/RBB). This approach ensures
kebijakan permodalan tidak hanya mendukung keberlanjutan that capital policies not only support sustainable growth, but are
pertumbuhan, tetapi juga selaras dengan prinsip kehati-hatian also aligned with the principle of prudence and Permata Bank’s
dan strategi jangka panjang Permata Bank. long-term strategic objectives.
Tujuan utama kebijakan manajemen permodalan Bank adalah The primary objective of the Bank’s capital management policy is
menjaga kecukupan modal dan mengoptimalkan struktur to maintain capital adequacy and optimize the capital structure
permodalan agar mampu mendukung ekspansi usaha jangka to support long-term business expansion, while continuously
panjang, sekaligus tetap mematuhi prinsip kehati-hatian. adhering to prudent principles. Capital management is carried
Pengelolaan modal dilaksanakan dengan berpedoman pada out in accordance with POJK No. 11/POJK.03/2016 and its
ketentuan POJK No. 11/POJK.03/2016 beserta perubahan- amendments, including POJK No. 34/POJK.03/2016 and
perubahannya, termasuk POJK No. 34/POJK.03/2016 dan POJK No. 27 of 2022 concerning the Minimum Capital Adequacy
POJK No. 27/2022 mengenai Kewajiban Penyediaan Modal Requirement for Commercial Banks.
Minimum Bank Umum.
Selain memastikan kepatuhan regulasi, Permata Bank juga In addition to ensuring regulatory compliance, Permata Bank
menjaga agar struktur modal berada pada tingkat yang memadai maintains its capital structure at a level that is sufficient to
untuk menopang strategi bisnis secara efektif. Pendekatan ini effectively support its business strategy. This approach enables
memungkinkan Bank memperkuat ketahanan permodalan, the Bank to strengthen capital resilience, manage risks more
mengelola risiko secara lebih baik, serta memberikan fleksibilitas effectively, and maintain flexibility in supporting business growth
dalam mendukung pertumbuhan usaha di tengah dinamika pasar amid evolving market dynamics.
yang terus berkembang.
Sebagai bagian dari proses manajemen modal, Permata As part of its capital management process, Permata Bank
Bank melakukan penilaian kecukupan modal (Internal Capital conducts the Internal Capital Adequacy Assessment Process
Adequacy Assessment Process/ICAAP) secara berkala untuk (ICAAP) on a regular basis to assess capital resilience under both
menilai ketahanan modal dalam kondisi normal maupun pada normal conditions and stress scenarios. This process takes into
skenario tekanan. Proses ini mempertimbangkan faktor ekonomi account macroeconomic factors, the Bank’s risk profile, business
makro, profil risiko Bank, perkembangan bisnis, serta volatilitas developments, and money market volatility. The results of the
pasar uang. Hasil ICAAP digunakan sebagai dasar pengambilan ICAAP serve as a basis for internal decision-making and form part
keputusan internal sekaligus menjadi bagian dari proses dialog of the supervisory dialogue with the regulator.
pengawasan dengan regulator.
330 PT Bank Permata Tbk Laporan Tahunan 2025
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Selanjutnya, sesuai dengan peraturan yang berlaku, maka Furthermore, in accordance with applicable regulations, then,
Permata Bank juga menyusun dan memperbarui dokumen Permata Bank also prepares and periodically updates its Recovery
Rencana Aksi Pemulihan (Recovery Action Plan) sebagaimana Action Plan in accordance with POJK No. 14/POJK.03/2017
diwajibkan dalam POJK No. 14/POJK.03/2017 dan perubahan and its latest amendment under POJK No. 5 of 2024. This
terbarunya di POJK No. 5/2024. Dokumen tersebut dievaluasi document is evaluated and tested through regular stress testing
dan diuji melalui stress testing secara berkala untuk memastikan to ensure readiness in supporting the Bank’s resilience under
kesiapannya dalam mendukung ketahanan Bank pada extreme conditions.
kondisi ekstrem.
Mengacu ketentuan POJK No. 11/POJK.03/2016 tentang Kewajiban Referring to POJK No. 11/POJK.03/2016 concerning the Minimum
Penyediaan Modal Minimum Bank Umum yang telah diperbarui Capital Adequacy Requirement for Commercial Banks, as
melalui POJK No. 34/POJK.03/2016 serta POJK No. 27 Tahun amended by POJK No. 34/POJK.03/2016 and POJK No. 27 of 2022,
2022, struktur modal Permata Bank dibentuk dan diklasifikasikan Permata Bank’s capital structure is established and classified into
ke dalam dua kelompok utama, yaitu: two main components, as follows:
1. Modal Inti (Tier 1) 1. Core Capital (Tier 1)
Modal inti terdiri atas Modal Inti Utama (Common Equity Core Capital consists of Common Equity Tier 1 (CET-1) and
Tier 1/CET-1) dan Modal Inti Tambahan (Additional Tier 1/AT-1). Additional Tier 1 (AT-1) Capital. CET-1 components include
Komponen CET-1 mencakup modal ditempatkan dan disetor issued and fully paid-up capital, additional paid-in capital,
penuh, tambahan modal disetor, cadangan umum, serta laba general reserves, retained earnings, and current year profit
ditahan dan laba tahun berjalan (100%). Selain itu, komponen (100%). CET-1 component also reflects revaluation surplus
CET-1 juga mencerminkan surplus revaluasi aset tetap dan of fixed assets and other comprehensive income arising
unsur penghasilan komprehensif lainnya yang berasal dari from changes in the fair value of available-for-sale financial
perubahan nilai wajar aset keuangan tersedia untuk dijual, assets, as well as other capital components as stipulated
serta komponen modal lain sebagaimana diatur oleh OJK. by OJK regulations. Certain items are deducted from CET-1
Beberapa pos yang menjadi pengurang komponen CET-1, component, including deferred tax assets, intangible assets
antara lain aset pajak tangguhan, aset tak berwujud termasuk including goodwill, and investments in other entities (100%)
goodwill, serta penyertaan pada entitas lain (100%) dan faktor and other reducing factors in accordance with OJK regulations.
pengurang lain sesuai peraturan OJK.
Sementara itu, komponen AT-1 terdiri atas instrumen modal Meanwhile, AT-1 capital comprises subordinated capital
yang bersifat subordinasi, termasuk saham preferen dan instruments, including preference shares and debt
instrumen utang yang memiliki karakteristik modal, bersifat instruments with capital characteristics, which are non-
non-kumulatif, dan dapat diperhitungkan setelah dikurangi cumulative and recognized net of any buyback (if any).
pembelian kembali (jika ada). Saat ini, Permata Bank memiliki Currently, Permata Bank holds an AT-1 instrument in the form
instrumen AT-1 berupa Surat Utang Subordinasi senilai of subordinated debt securities amounting to USD700 million,
USD700 juta yang diterbitkan pada 21 Desember 2020. issued on 21 December 2020.
2. Modal Pelengkap (Tier 2) 2. Supplementary Capital (Tier 2)
Modal pelengkap mencakup instrumen yang dapat Supplementary capital includes instruments that enhance
menambah kapasitas modal Bank, antara lain surat the Bank’s capital capacity, such as subordinated securities
berharga subordinasi dan pinjaman subordinasi, yang dapat and subordinated loans, which can be grouped as Tier 2
dikelompokkan sebagai Modal Tier 2, serta cadangan umum Capital, as well as general reserves for impairment losses on
untuk penyisihan penghapusan aset atas aset produktif. earning assets. These components play a role in strengthening
Komponen ini berperan dalam memperkuat struktur the Bank’s capital structure, supporting the absorption of
modal Bank, mendukung penyerapan potensi risiko, dan potential risks, and ensuring capital resilience in the face of
memastikan ketahanan permodalan dalam menghadapi financial stress.
tekanan keuangan.
Untuk memenuhi ketentuan permodalan yang berlaku, To comply with prevailing capital requirements, Permata Bank
Permata Bank diwajibkan untuk memelihara modal minimum is required to maintain minimum capital in accordance with its
sesuai dengan profil risiko yang mencakup modal inti, modal risk profile, which includes core capital, supplementary capital,
pelengkap, serta tambahan modal penyangga. Saat ini, sesuai and additional capital buffers. Currently, according to applicable
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
peraturan yang berlaku, batas minimum untuk masing-masing regulations, minimum thresholds for each capital component,
komponen modal, antara lain modal inti (Tier 1) sekurang- include Tier 1 capital of at least 6.0% of Risk-Weighted Assets
kurangnya 6,0% dari Aset Tertimbang Menurut Risiko (ATMR) , (RWA) and CET-1 of at least 4.5% of RWA, both on a standalone
dan modal inti utama (CET-1) minimal 4,5% dari ATMR, baik secara and consolidated basis with subsidiaries.
individu maupun konsolidasi dengan entitas anak.
Perhitungan ATMR Permata Bank dilakukan dengan The calculation of RWA at Permata Bank takes into account the
mempertimbangkan berbagai tingkatan risiko yang melekat pada various levels of inherent risk within the portfolio, including credit
portofolio, meliputi risiko kredit, risiko pasar, dan risiko operasional, risk, market risk, and operational risk, thereby reflecting a sound,
sehingga mencerminkan posisi keuangan Bank yang sehat, prudent financial position that is prepared to withstand potential
prudent, dan siap menghadapi potensi tekanan finansial. financial pressures.
Perhitungan ATMR dilakukan dengan mempertimbangkan RWA calculations consider exposures to credit, market,
eksposur terhadap risiko kredit, pasar, dan operasional untuk and operational risks to ensure that the capital position
memastikan posisi permodalan mencerminkan tingkat risiko comprehensively reflects the overall risk profile.
secara menyeluruh.
Permata Bank selalu memperhatikan keseimbangan antara Permata Bank consistently maintains a balance between capital
kecukupan modal dan tingkat pengembalian bagi pemegang adequacy and shareholder returns. The Bank seeks to ensure
saham. Bank berupaya memastikan struktur permodalan tidak that its capital structure not only complies with regulatory
hanya memenuhi ketentuan regulator, tetapi juga mendukung requirements, but also supports sustainable business growth
strategi pertumbuhan dan ekspansi usaha secara berkelanjutan. and expansion strategies. To this end, the Bank has established
Untuk itu, Bank membentuk unit khusus di bawah Direktorat a dedicated unit under the Treasury Directorate responsible for
Treasury yang bertanggung jawab atas perencanaan dan comprehensive capital planning and management, ensuring that
pengelolaan modal secara menyeluruh, sehingga struktur the capital structure remains sound, prudent, and aligned with the
permodalan selalu terjaga, prudent, dan selaras dengan tujuan Bank’s long-term business objectives.
bisnis jangka panjang.
Struktur Permodalan Capital Structure
Struktur permodalan Permata Bank terdiri dari Modal Inti (CET-1), Permata Bank’s capital structure consists of Common Equity
Modal Inti Tambahan (AT-1), dan Modal Pelengkap, dengan porsi Tier 1 (CET-1), Additional Tier 1 (AT-1), and Tier 2 capital, with the
terbesar dimiliki oleh Modal Inti (CET-1). Bank memastikan struktur largest portion represented by Common Equity Tier 1 (CET-1). The
permodalan yang solid ini mampu mendukung pertumbuhan Bank ensures that this solid capital structure is able to support
usaha secara berkesinambungan. sustainable business growth.
Pada posisi 31 Desember 2025, Permata Bank tercatat memiliki As of 31 December 2025, Permata Bank recorded Common Equity
Modal Inti Utama (CET-1) sebesar Rp43,28 triliun, Modal Inti Tier 1 (CET-1) amounting to Rp43.28 trillion, Additional Tier 1 (AT-1)
Tambahan (AT-1) sebesar Rp11,35 triliun, dan Modal Pelengkap capital amounting to Rp11.35 trillion, and Supplementary Capital
sebesar Rp1,73 triliun. Modal inti (CET-1) memberikan kontribusi amounting to Rp1.73 trillion. Core Capital (CET-1) contributed the
terbesar terhadap total modal Bank sebesar 76,8%, sedangkan largest portion of the Bank’s total capital at 76.8%, while Additional
Modal Inti Tambahan (AT-1) dan Modal Pelengkap masing- Tier 1 (AT-1) Capital and Supplementary Capital contributed 20.1%
masing menyumbang 20,1% dan 3,1%. Komposisi ini menunjukkan and 3.1%, respectively. This composition reflects the Bank’s strong
kemampuan permodalan Bank yang kuat dan fleksibel untuk and flexible capital position in supporting business expansion and
mendukung ekspansi usaha serta menjaga stabilitas keuangan. maintaining financial stability.
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Tabel berikut menyajikan pemenuhan KPMM Permata Bank The following table presents Permata Bank’s compliance with
secara individual pada 31 Desember 2025 dan 31 Desember the CAR on standalone basis as of 31 December 2025 and
2024, sesuai ketentuan Bank Indonesia yang berlaku: 31 December 2024, in accordance with the applicable Bank
Indonesia regulations:
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
2025 2024
KPMM CAR
Individual Individual
Aset Tertimbang Menurut Risiko (ATMR) Risk Weighted Assets (RWA)
ATMR Risiko Kredit 149.378.071 138.750.802 RWA for Credit Risk
ATMR Risiko Pasar 1.684.222 1.690.561 RWA for Market Risk
ATMR Risiko Operasional 11.654.666 11.443.272 RWA for Operational Risk
Total ATMR 162.716.959 151.884.635 Total RWA
Rasio KPMM sesuai Profil Risiko (%) 9,0% 9,0% Required CAR based on Risk Profile (%)
Alokasi Pemenuhan KPMM sesuai Profil Capital Allocation for CAR based on Risk
Risiko Profile
Dari CET-1 (%) 4,5% 4,5% From CET-1 (%)
Dari AT 1 (%) 7,0% 7,1% From AT 1 (%)
Dari Tier 2 (%) 0,0% 0,0% From Tier 2 (%)
Rasio KPMM CAR Ratio
Rasio CET-1 (%) 26,6% 26,4% CET-1 Ratio (%)
Rasio Tier 1 (%) 33,6% 33,6% Tier 1 Ratio (%)
Rasio Tier 2 (%) 1,1% 1,1% Tier 2 Ratio (%)
Rasio KPMM (%) 34,6% 34,6% CAR Ratio (%)
CET 1 untuk Buffer (%) 22,1% 21,9% CET 1 for Buffer (%)
Persentase Buffer yang Wajib Dipenuhi 3,5% 3,5% Percentage of Buffer Mandatory Filled by
oleh Bank (%) Bank (%)
Capital Conservation Buffer (%) 2,5% 2,5% Capital Conservation Buffer (%)
Countercyclical Buffer (%) 0,0% 0,0% Countercyclical Buffer (%)
Capital Surcharge untuk Bank Sistemik (%) 1,0% 0,0% Capital Surcharge for Systemic Bank (%)
Rasio KPMM Permata Bank untuk tahun yang berakhir pada It has been confirmed that Permata Bank’s CAR for the years
31 Desember 2025 dan 2024 dipastikan telah memenuhi seluruh ended 31 December 2025 and 2024 has fully complied with
ketentuan OJK mengenai batas minimum kecukupan modal. all minimum capital adequacy requirements stipulated by the
Setelah memperhitungkan capital buffer, rasio KPMM Bank juga Financial Services Authority (OJK). After all capital buffers were
masih berada di atas persyaratan minimum yang ditetapkan considered, the Bank’s CAR ratio remained above the minimum
sesuai dengan profil risiko. Pencapaian ini mencerminkan kekuatan requirements set in its risk profile. This achievement reflects
struktur modal dan kemampuan Permata Bank dalam menyerap Permata Bank’s strong capital structure and its capacity to absorb
potensi risiko dari operasi usaha sehingga memiliki ruang untuk potential risks in business operations, leaving the Bank with plenty
mendukung pertumbuhan usaha secara berkelanjutan. of room for sustainable growth.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dasar Penentuan Kebijakan Manajemen atas Basis for Determining Management Policy on
Struktur Permodalan Capital Structure
Dalam rangka memastikan struktur modal yang sehat dan optimal, To ensure a sound and optimal capital structure, Permata Bank
Permata Bank secara berkala melakukan ICAAP untuk menilai makes routine the Internal Capital Adequacy Assessment Process
kecukupan modal dalam berbagai skenario, baik kondisi normal (ICAAP) to assess capital adequacy under different scenarios,
maupun tekanan (stress testing). Hasil penilaian ini selanjutnya including normal and stress conditions. The results are then used
digunakan sebagai dasar pengambilan keputusan strategis bagi as a basis for Management’s strategic decision-making, including
Manajemen termasuk penentuan alokasi modal, langkah mitigasi on capital allocation, risk mitigation measures, and the formulation
risiko, serta rancangan kebutuhan modal tambahan agar Bank of additional capital requirements to remain regulatory compliant
tetap mampu memenuhi persyaratan minimum regulator. with the minimum regulatory requirements.
Secara umum, komposisi permodalan Permata Bank telah diatur In general, the determination of Permata Bank’s capital
dalam Pasal 4 Anggaran Dasar, serta mengacu pada ketentuan composition is governed by Article 4of its Articles of Association
POJK No. 11/POJK.03/2016 tentang Kewajiban Penyediaan Modal and refers to POJK No. 11/POJK.03/2016 regarding Minimum
Minimum Bank beserta perubahan-perubahannya, termasuk Capital Adequacy Requirement for Banks and its amendments,
POJK No. 34/POJK.03/2016 dan POJK No. 27 Tahun 2022, yang including POJK No. 34/POJK.03/2016 and POJK No. 27 Year
mengatur persyaratan modal minimum dan struktur modal Bank. 2022, which regulate minimum capital requirements and capital
Kebijakan ini bertujuan untuk memastikan kecukupan modal structure of the Bank. This policy ensures the Bank’s capital
Bank serta optimalisasi struktur modal untuk mendukung strategi adequacy and optimizes its capital structure in support of long-
bisnis jangka panjang dengan tetap memperhatikan prinsip term business strategies with due consideration of the principle
kehati-hatian. of prudence.
Melalui pengelolaan modal yang disiplin dan sesuai regulasi, Through disciplined and regulatory-compliant capital
Permata Bank mampu menjaga kecukupan modal dan rasio management, Permata Bank has been able to maintain capital
KPMM di tingkat yang sehat untuk mendukung pertumbuhan adequacy and CAR ratios at healthy levels to support sustainable
usaha secara berkelanjutan, menjaga kapasitas pendanaan, business growth, preserve funding capacity, provide a buffer
memberikan bantalan pada saat krisis, serta memastikan kegiatan in times of crisis, and ensure that operational activities are
operasional berjalan sesuai dengan risk appetite Bank, prinsip conducted in line with the Bank’s risk appetite, prudent principles,
kehati-hatian, dan kepatuhan terhadap peraturan, sekaligus and regulatory compliance, while simultaneously maximizing
mengoptimalkan imbal hasil bagi pemegang saham. returns for shareholders.
Ikatan Material untuk Investasi Barang Modal Material Commitments for Capital Goods
Investments
Permata Bank memiliki ikatan material untuk investasi barang Permata Bank has material bonds for investment in capital goods,
modal, informasi yang berkaitan dengan hal tersebut, di information relating to this is in the form of:
antaranya berupa:
1. Tujuan dari Perikatan 1. Purpose of Commitment
Ikatan material untuk investasi barang modal terkait dengan Material commitments for capital goods investment
pengembangan aplikasi, infrastruktur, peningkatan keamanan related to application development, infrastructure, security
dan jaringan teknologi informasi, serta investasi penunjang enhancement and information technology networks, as well
kegiatan operasional lainnya. as supporting investments in other operational activities.
2. Sumber Dana untuk Memenuhi Perikatan Tersebut 2. Sources of Funds to Execute the Commitments
Permata Bank melakukan investasi barang modal dengan Permata Bank’s investments in capital goods derived through
sumber pendanaan berasal dari akumulasi laba usaha. funding from accumulated operating income.
3. Denominasi Mata Uang dan Mitigasi Risiko Nilai Tukar terkait 3. Currency Denomination and Exchange Rate Risk Mitigation
Investasi Barang Modal related to Capital Goods Investment
Sebagian besar pengadaan barang modal berasal dari vendor Most of the procurement of capital goods comes from
dalam negeri, sehingga tagihan dan pembayaran investasi domestic vendors, so that bills and payments for capital goods
barang modal tersebut sebagian besar menggunakan mata investment are mostly denominated in Rupiah to minimize
uang Rupiah untuk meminimalisasi risiko nilai tukar. exchange rate risk.
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Permata Bank menggunakan sumber dana internal dengan Permata Bank uses internal funding sources denominated in
denominasi mata uang Rupiah dalam melakukan ikatan material Rupiah currency in making material commitments in 2025.
di tahun 2025. Dikarenakan mata uang yang digunakan adalah Because the currency used is IDR or Rupiah and the procurement
IDR atau Rupiah dan nilai pengadaan yang tercantum pada value stated in the cooperation agreement between the Bank and
perjanjian kerja sama antara Bank dengan penyedia juga the provider is also set in Rupiah currency, there is no need for
ditetapkan dalam mata uang Rupiah maka tidak diperlukan planned steps to protect the risk of foreign currency positions.
adanya langkah yang direncanakan untuk melindungi risiko dari
posisi mata uang asing.
Realisasi Investasi Barang Modal pada Tahun Realization of Capital Goods Investment in the
Buku 2025 2025 Financial Year
Sepanjang tahun 2025, Permata Bank telah merealisasikan Throughout 2025, Permata Bank realized capital expenditure
anggaran belanja modal sebesar Rp497,05 miliar, turun 28,7% amounting to Rp497.05 billion, representing an decrease of
dibandingkan tahun sebelumnya yang tercatat Rp697,46 miliar. 28.7% compared to the previous year, which amounted to
Seluruh belanja modal didanai dari kas internal dan dilakukan Rp697.46 billion. All capital expenditures were funded from
dalam mata uang Rupiah untuk mendukung kelancaran internal cash resources and were conducted in Rupiah to support
operasional Bank. the Bank’s operational activities.
Rincian belanja modal sepanjang tahun 2025 disajikan Details of the capital expenditure incurred during 2025 are
sebagai berikut: presented as follows:
dalam jutaan Rupiah | in millions of Rupiah
Jenis Belanja Modal Tujuan Nilai
Type of Capex Purpose Amount
Perabot dan peralatan kantor 248.376
Office furniture and equipment
Perangkat Lunak 13.296
Software Untuk menunjang kegiatan operasional
To support operational activities
Aset dalam penyelesaian-aset tetap 28.301
Construction in progress-fixed assets
Aset dalam penyelesaian-perangkat lunak 207.079
Construction in progress-software
Jumlah 497.052
Perjanjian Signifikan Significant Agreements
Sepanjang tahun 2025, Permata Bank melaksanakan perjanjian Throughout 2025, Permata Bank executed significant agreements
signifikan dengan uraian sebagai berikut: with the following descriptions:
Pada tanggal 14 Agustus 2020, PT Astra International Tbk dan On 14 August 2020, PT Astra International Tbk and the Bank signed
Bank telah menandatangani Business Cooperation Agreement the Business Cooperation Agreement (BCA). The agreement
(BCA). Perjanjian tersebut mengatur bahwa antara Grup Astra dan is to develop a reciprocal relationship between Astra Group
Permata Bank akan diadakan kerja sama untuk mengembangkan and Permata Bank with respect to banking services and digital
hubungan timbal balik kedua belah pihak sehubungan dengan collaboration that will mutually be beneficial to both parties.
kerja sama yang terkait dengan layanan perbankan dan
kolaborasi digital.
Dampak Nilai Tukar Impact of Exchange Rate
Transaksi yang dilakukan Bank dalam mata uang asing dijabarkan Transactions conducted by the Bank in foreign currencies are
ke dalam Rupiah menggunakan kurs yang berlaku pada tanggal translated into Rupiah using the exchange rates prevailing on
transaksi. Pada tanggal laporan posisi keuangan, aset dan the transaction dates. At the reporting date, monetary assets
liabilitas moneter dalam mata uang asing dijabarkan dengan and liabilities denominated in foreign currencies are translated
2025 Annual Report PT Bank Permata Tbk 335
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
kurs yang berlaku pada tanggal tersebut. Selisih kurs yang timbul using the exchange rates prevailing as of that date. Exchange
dari transaksi dalam mata uang asing maupun dari penjabaran differences arising from foreign currency transactions and from
aset dan liabilitas moneter diakui dalam laporan laba rugi dan the translation of foreign currency–denominated monetary assets
penghasilan komprehensif lain. and liabilities are recognized in the statement of profit or loss and
other comprehensive income.
Pada 31 Desember 2025, kurs yang digunakan adalah kurs As of 31 December 2025, the exchange rate applied was the Bank
tengah Bank Indonesia sebesar Rp16.675 per 1 Dolar AS, Indonesia middle rate of Rp16,675 per 1 US Dollar, compared to
dibandingkan dengan kurs sebesar Rp16.095 per 1 Dolar AS pada Rp16,095 per 1 US Dollar as of 31 December 2024.
31 Desember 2024.
Informasi dan Fakta Material yang Terjadi Material Information and Facts Occurring
setelah Tanggal Laporan Akuntan after the Accountant’s Report Date
Sampai dengan periode 31 Desember 2025 berakhir, Up until the period ended on 31 December 2025, Permata Bank
Permata Bank tidak melakukan perubahan penting atau signifikan did not conduct any important or significant changes that affected
yang mempengaruhi posisi keuangan Bank. the Bank’s financial position.
Perbandingan antara Target dan Realisasi Comparison between Targets and Realizations
Tahun 2025, serta Proyeksi Kinerja Tahun 2026 for 2025, as well as Performance Projections
for 2026
Perbandingan antara Target dan Realisasi Tahun Comparison between Targets and Realization for
2025 2025
Permata Bank menutup tahun 2025 dengan kinerja yang solid, di Permata Bank ended 2025 with solid results, as most key
mana sebagian besar indikator keuangan utama mencapai target financial indicators exceeded targets and delivered positive
yang telah ditetapkan serta mencatat pertumbuhan positif jika growth compared to the previous year. By the end of December
dibandingkan tahun sebelumnya. Hingga akhir Desember 2025, 2025, Permata Bank’s total assets reached Rp268.34 trillion,
total aset Permata Bank mencapai Rp268,34 triliun, tumbuh 4,0% representing 4.0% (YoY) growth, although slightly below the RBB
(YoY), namun sedikit di bawah target RBB sebesar Rp272,38 triliun. target of Rp272.38 trillion. This growth was primarily supported by
Peningkatan aset ini didorong oleh pertumbuhan kredit sebesar 5.0% (YoY) increase in loans, reaching Rp163.34 trillion. Meanwhile,
5,0% (YoY) menjadi Rp163,34 triliun. Sementara itu, nilai ekuitas equity strengthened to Rp45.85 trillion, exceeding the RBB target
pada akhir tahun 2025 tercatat Rp45,85 triliun, atau 101,0% dari of Rp45.36 trillion at 101.0%. The improvement in equity reflects
target RBB sebesar Rp45,36 triliun. Penguatan ekuitas ini sejalan the Bank’s enhanced profitability throughout the year.
dengan peningkatan profitabilitas yang lebih baik sepanjang
tahun 2025.
Di tengah ketidakpastian kondisi makroekonomi yang berdampak Despite macroeconomic uncertainty impacting consumer
pada daya beli masyarakat, Permata Bank tetap mampu mencatat purchasing power, Permata Bank has successfully maintained
pertumbuhan positif dalam penyaluran kredit, mencerminkan positive loan growth, reaffirming its consistent role as a financial
peran intermediasi yang dijalankan secara konsisten. Hingga intermediary. By the end of 2025, total loans increased by 5.0%
akhir 2025, kredit tumbuh 5,0% (YoY), didorong oleh peningkatan (YoY), driven by 11.0% (YoY) growth in Corporate segment and
pada segmen Corporate sebesar 11,0% (YoY) dan Commercial 2.0% (YoY) growth in Commercial segment. This achievement was
sebesar 2,0% (YoY). Keberhasilan ini disertai dengan pengelolaan accompanied by prudent portfolio management, as reflected in
portofolio yang sehat, tercermin dari rasio NPL bruto dan NPL neto gross and net NPL ratios of 2.1% and 0.2%, respectively, both better
masing-masing 2,1% dan 0,2%, lebih baik jika dibandingkan target than the RBB targets of 2.3% and 0.4%.
RBB sebesar 2,3% dan 0,4%.
Terkait aktivitas penghimpunan dana, Permata Bank berhasil In funding activities, Permata Bank effectively optimized
mengelola DPK secara optimal. Hingga akhir tahun 2025, DPK the management of TPF. By year-end 2025, TPF reached
tercatat sebesar Rp192,82 triliun, tumbuh 4,0% (YoY). Meskipun Rp192.82 trillion, reflecting 4.0% (YoY) growth. Although slightly
sedikit di bawah target RBB, pencapaian ini sejalan dengan below the RBB target, this achievement aligns with the Bank’s
strategi Bank untuk menjaga rasio Loan to Deposit Ratio (LDR) strategy to maintain an optimal Loan-to-Deposit Ratio (LDR)
pada tingkat optimal 85,0%, guna memastikan likuiditas yang of 85.0%, ensuring robust liquidity while delivering sustainable
336 PT Bank Permata Tbk Laporan Tahunan 2025
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sehat sekaligus memberikan return yang lebih optimal bagi returns throughout the year. In line with TPF growth, the CASA ratio
Bank sepanjang tahun. Seiring dengan pertumbuhan DPK, rasio remained robust at 63.9%, reaffirming the strength of Permata
dana murah (CASA) juga terjaga di level sehat sebesar 63,9%. Bank’s liquidity and funding strategy, which focuses on sustainable,
Pencapaian ini mencerminkan efektivitas strategi manajemen low-cost sources of funds.
likuiditas dan pendanaan Permata Bank yang berfokus pada
sumber dana murah dan berkesinambungan.
Dalam hal profitabilitas, pendapatan bunga - bersih Permata In terms of profitability, Permata Bank recorded - net interest
Bank sepanjang 2025 tercatat sebesar Rp10,02 triliun, atau income of Rp10.02 trillion in 2025, or inline with the RBB target.
sesuai dengan target RBB. Pencapaian ini terutama didorong oleh This performance was primarily driven by prudent loan growth
pertumbuhan kredit yang sehat serta optimalisasi aset produktif. and the effective optimization of productive assets. In line with
Sejalan dengan kinerja pendapatan yang positif, laba operasional strong revenue results, operating profit reached Rp4.63 trillion,
Bank mencapai Rp4,63 triliun, 1,0% di atas target RBB yang 1.0% above the RBB target driven by higher operating income.
didukung oleh peningkatan pendapatan operasional Bank.
Seiring dengan kemampuan Bank mencetak laba, sejumlah Alongside the Bank’s strong profitability, key financial ratios
rasio keuangan utama Permata Bank menunjukkan kinerja solid. reflected solid performance. The NIM recorded at 4.0%, ROA at
Rasio NIM tercatat 4,0%, ROA 1,7%, CIR 49,6% dan BOPO 76,6%, 1.7%, CIR at 49.6%, and BOPO at 76.6%, all in line with the RBB
selaras dengan target RBB yang ditetapkan. Hal ini mencerminkan targets, reflecting effective asset management throughout the
efektivitas pengelolaan aset sepanjang tahun. Sementara itu, year. Meanwhile, ROE was recorded at 6.8%, slightly below the RBB
rasio ROE sebesar 6,8% sedikit di bawah target RBB 7,0%. target of 7.0%.
Kinerja yang positif ini juga tercermin pada posisi permodalan This positive performance was further reflected in the Bank’s
Bank yang tetap kuat. Rasio CET-1 dan KPMM masing-masing strong capital position. The CET-1 and CAR stood at 26.6% and
tercatat sebesar 26,6% dan 34,6% di tahun 2025, terealisasi di 34.6%, respectively in 2025, both exceeding the RBB targets of
atas target RBB sebesar 24,7% dan 31,7%. 24.7% and 31.7%, respectively.
Pencapaian kinerja Bank di akhir tahun 2025 yang relatif baik The Bank’s solid performance at the end of 2025, relative to its
dibandingkan dengan rencana kerja awal menjadi acuan penting initial business plan, serves as a key benchmark for Permata Bank
bagi Permata Bank dalam mengevaluasi efektivitas strategi yang in evaluating the effectiveness of implemented strategies and
dijalankan, sekaligus menjadi dasar penetapan target-target yang provides a strong foundation for setting more realistic targets in
lebih realistis untuk tahun-tahun mendatang. the years ahead.
Uraian perbandingan antara target dan realisasi kinerja keuangan The comparison between the Bank’s financial performance
Bank untuk periode yang berakhir pada 31 Desember 2025 targets and actual results for the period ended 31 December 2025,
apabila dibandingkan dengan target RBB tahun 2025, adalah against the 2025 RBB benchmarks, is presented below:
sebagai berikut:
2025
Parameter dan Rasio Keuangan Financial Parameters and Ratios
Realisasi
Target Status
Realization
Posisi Keuangan Financial Position
Jumlah aset (miliar Rupiah) 272.376 268.342 Tidak Tercapai | Not Achieved Total asset (billions of Rupiah)
Jumlah kredit (miliar Rupiah) 169.940 163.335 Tidak Tercapai | Not Achieved Total loans (billions of Rupiah)
Laba (Rugi) Profit (Loss)
Pendapatan usaha (miliar Rupiah) 12.363 12.557 Tercapai | Achieved Operating income (billions of
Rupiah)
Laba Bersih (miliar Rupiah) 3.558 3.588 Tercapai | Achieved Net Profit (billions of Rupiah)
Permodalan Capital
KPMM 31,7% 34,6% Tercapai | Achieved CAR
CET-1 24,7% 26,6% Tercapai | Achieved CET-1
2025 Annual Report PT Bank Permata Tbk 337
Page 340
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
2025
Parameter dan Rasio Keuangan Financial Parameters and Ratios
Realisasi
Target Status
Realization
Kebijakan Dividen Dividend Policy
Pembayaran Dividen Tunai (2025) 817 1,085 Tercapai | Achieved Cash Dividend Payment (2025)
(miliar Rupiah) (billions of Rupiah)
Lain-lain Others
Rasio Imbal Hasil Ekuitas 7,0% 6,8% Tidak Tercapai | Not Achieved Return on Equity (ROE)
Rasio Imbal Hasil Aset 1,7% 1,7% Tercapai | Achieved Return on Asset (ROA)
Net Interest Margin (NIM) 4,1% 4,0% Tidak Tercapai | Not Achieved Net Interest Margin (NIM)
Beban Operasional pada 76,8% 76,6% Tercapai | Achieved Operating Cost to Operating
Pendapatan Operasional (BOPO) Revenues
CIR 50,3% 49,6% Tercapai | Achieved CIR
Rasio CASA 57,0% 63,9% Tercapai | Achieved CASA Ratio
LDR 84,5% 84,5% Tercapai | Achieved LDR
NPL - bruto 2,25% 2,08% Tercapai | Achieved NPL - gross
NPL - bersih 0,41% 0,24% Tercapai | Achieved NPL - net
Berdasarkan data pada tabel di atas, sebagian besar segmen The data shows that most of Permata Bank’s business segments
bisnis Permata Bank menunjukkan kinerja positif dengan delivered strong performance, hitting all RBB targets by year-
pencapaian sesuai target RBB hingga akhir tahun 2025. Hasil end 2025. This achievement highlights the success of the Bank’s
ini mencerminkan efektivitas strategi bisnis serta ketangguhan strategic initiatives and demonstrates its strong operational
operasional Bank sepanjang tahun. Di sisi lain, Bank tetap resilience throughout the year. At the same time, the Bank
memantau sejumlah indikator kinerja yang masih memiliki ruang monitored key performance indicators that offered room for
untuk peningkatan, khususnya terkait pertumbuhan kredit yang further improvement, particularly in loan growth, which remained
terus dioptimalkan dengan tetap menerapkan prinsip kehati- a priority while adhering to prudent risk management principles.
hatian. Upaya peningkatan pada area tersebut diharapkan Strengthening these areas is expected to reinforce the foundation
dapat semakin memperkuat fondasi pertumbuhan berkelanjutan for sustainable growth and enhance the Bank’s competitiveness
sekaligus menjaga daya saing Bank di tengah dinamika industri amid an increasingly dynamic and challenging banking landscape.
perbankan yang semakin kompetitif.
Proyeksi Kinerja Bank Tahun 2026 Bank Performance Projections for 2026
Asumsi Dasar Bagi Manajemen dalam Menyusun Key Assumptions for Management in Preparing the
Proyeksi Kinerja Tahun 2026 2026 Projection
Permata Bank meyakini bahwa pertumbuhan ekonomi Indonesia Permata Bank anticipates that Indonesia’s economic growth
akan tetap berada di jalur positif pada tahun 2026 mendatang will remain on a positive trajectory in 2026, as seen in the strong
seiring dengan sinyal berlanjutnya penurunan suku bunga acuan signals that Bank Indonesia will continue to lower its interest rate
(BI-Rate) dan stabilitas makroekonomi yang terjaga. Kondisi ini (BI-Rate) and in the expected macroeconomic stability. Those likely
diperkirakan akan mendorong peningkatan investasi langsung occurrences should stimulate an increase in direct investment and
serta arus modal masuk yang selanjutnya memperkuat investasi capital inflows to further strengthen private sector investments
sektor swasta dan konsumsi domestik. Sejalan dengan proyeksi and domestic consumption. Corresponding to this strong outlook,
positif tersebut, Bank Indonesia juga memperkirakan laju Bank Indonesia foresees a credit growth of 8.0%–12.0% (YoY) in
pertumbuhan kredit perbankan pada tahun 2026 mendatang the upcoming year, which should serve as a strong indicator of
akan berada pada kisaran 8,0%–12,0% (YoY), yang mana hal ini positive prospects for the national banking sector.
menjadi indikator positif bagi prospek sektor perbankan nasional.
Dengan mempertimbangkan proyeksi makroekonomi dan Having weighed such macroeconomic projections and a
tren perbankan yang tetap kondusif, Permata Bank menilai supportive banking environment, Permata Bank sees strong
peluang pertumbuhan usaha ke depan tetap kuat, terutama growth opportunities ahead, particularly in extending credit
pada penyaluran kredit ke segmen prioritas, pengelolaan dana to priority segments, optimizing low-cost funds (CASA), and
338 PT Bank Permata Tbk Laporan Tahunan 2025
Page 341
murah (CASA), serta ekspansi layanan digital dan segmen ritel. expanding digital services and retail offerings. The outlook forms
Hal ini menjadi landasan bagi penetapan target kinerja yang the foundation for setting realistic performance targets for 2026,
rasional untuk tahun 2026, di mana rencana bisnis Bank disusun where Permata Bank’s business plan is developed based on the
berdasarkan asumsi makroekonomi yang sudah ditetapkan Government’s established macroeconomic assumptions and
Pemerintah dan menimbang kondisi pasar yang realistis, yaitu realistic market conditions, as outlined below:
sebagai berikut:
RAPBN 2025
Indikator Indicator
State Budget 2025
Pertumbuhan ekonomi (%, yoy) 5,4 Economic growth (%, yoy)
Inflasi (%, yoy) 2,5 Inflation (%, yoy)
Tingkat Suku Bunga SBN 10 tahun (%) 6,9 10-year SBN Interest Rate (%)
Nilai tukar (Rp/US$) 16.000 Exchange rate (Rp/US$)
Harga Minyak Mentah Indonesia (US$/barel) 70 Indonesian Crude Oil Price (US$/barrel)
Lifting Minyak (ribu barel per hari) 610 Oil Lifting (thousand barrels per day)
Lifting Gas (ribu barel setara minyak per hari) 984 Gas Lifting (thousand barrels of oil equivalent per day)
Sumber: Kementerian Keuangan RI
Source: Ministry of Finance of the Republic Indonesia
Proyeksi Kinerja Tahun 2026 2026 Performance Projection
Menilik asumsi makroekonomi yang relatif stabil dan prospek On stable macroeconomic assumptions and a positive outlook
perbankan yang positif di tahun 2026, Permata Bank optimis dapat for the banking sector, Permata Bank is confident in its ability to
mempertahankan kinerja keuangan yang solid, meningkatkan maintain robust financial performance, enhance profitability, and
profitabilitas, serta mendorong pertumbuhan bisnis yang drive sustainable business growth. The confidence is reflected in
berkelanjutan. Optimisme tersebut tercermin dalam perumusan the Bank’s 2026 financial and operational targets, which have
target kinerja keuangan dan operasional Bank untuk tahun 2026 been carefully devised as both realistic and strategically aligned,
yang dirancang secara realistis dan strategis, sebagaimana as presented in the following table:
diuraikan pada tabel berikut:
Proyeksi Pertumbuhan
Parameter dan Rasio Keuangan Tahun 2026 Indicator
Growth Projection for 2026
Posisi Keuangan Financial Position
Jumlah aset 3,0%–5,0% Total asset
Jumlah kredit 6,0%–8,0% Total loan
Laba (Rugi) Profit (Loss)
Pendapatan usaha 0,0%–1,0% Operating income
Laba bersih 0,0%–1,0% Net profit
Kebijakan Dividen Dividend Poicy
Pembayaran dividen tunai tahun 2025 Berdasarkan Persetujuan Cash dividend payment in 2025
RUPST
Subject to AGMS Approval
Permodalan Capital
KPMM 32,0%–34,0% CAR
CET 1 24,0%–26,0% CET 1
Lain-lain Others
2025 Annual Report PT Bank Permata Tbk 339
Page 342
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Proyeksi Pertumbuhan
Parameter dan Rasio Keuangan Tahun 2026 Indicator
Growth Projection for 2026
Rasio Imbal Hasil Ekuitas 5,0%–7,0% ROE
Rasio Imbal Hasil Aset 1,5%–1,7% ROA
NIM 3,9%–4,0% NIM
BOPO 74,0%–76,0% BOPO
CIR 50,0%–52,0% CIR
Rasio CASA 58,0%–60,0% CASA Ratio
LDR 86,0%–88,0% LDR
NPL - bruto 2,0%–2,1% NPL - gross
NPL - bersih 0,3% NPL - net
Berdasarkan proyeksi kinerja yang disajikan di atas, Permata Bank Based on the above performance projections, Permata Bank is
menargetkan pertumbuhan yang seimbang dan berkelanjutan committed to achieving balanced and sustainable growth across
di seluruh aspek bisnis, baik dari sisi intermediasi, profitabilitas, all business areas, including intermediation, profitability, and
maupun efisiensi operasional. Dengan menerapkan strategi bisnis operational efficiency. Through its prudent and well-calibrated
yang prudent dan terukur, Permata Bank optimis dapat menjaga strategy execution, Permata Bank is confident in its ability to
kualitas aset, meningkatkan pendapatan, dan memperkuat preserve asset quality, enhance revenue, and strengthen its capital
struktur permodalan untuk mendukung ekspansi bisnis structure to support long-term business expansion.
yang berkelanjutan.
Kebijakan Dividen dan Pembagiannya Dividend Policy and Distribution
Kebijakan Dividen Dividend Policy
Permata Bank berkomitmen untuk menjaga keseimbangan antara Permata Bank is committed to maintaining a balance between
memberikan tingkat pengembalian yang menarik bagi pemegang delivering attractive returns to shareholders and optimize the
saham dan mengoptimalkan posisi permodalan yang dibutuhkan. required capital position. In formulating its dividend policy, the Bank
Dalam menyusun kebijakan dividen, Bank mempertimbangkan takes into consideration various key factors, including its financial
berbagai faktor penting mulai dari tingkat kesehatan dan profil soundness and risk profile, capital adequacy, achievement of
risiko, kecukupan modal, pencapaian target rasio, hingga proyeksi target ratios, and projected future capital requirements. In addition,
kebutuhan modal di masa depan. Selain itu, kepatuhan terhadap regulatory compliance, profitability, macroeconomic conditions
peraturan, profitabilitas, kondisi dan prospek ekonomi makro, and outlook, external risks, and business development plans are
risiko eksternal, serta rencana pengembangan bisnis juga menjadi also key considerations for Management and shareholders in
pertimbangan utama bagi Manajemen dan pemegang saham determining dividend distributions through the General Meeting of
dalam menentukan pembagian dividen melalui Rapat Umum Shareholders (GMS).
Pemegang Saham (RUPS).
Permata Bank memastikan setiap rencana pembagian dividen Permata Bank ensures that any dividend distribution plan
yang diputuskan oleh RUPS tidak memiliki dampak yang merugikan decided by the GMS will not adversely impact the Bank’s financial
kinerja keuangan maupun profil risiko Bank. Pembayaran dividen performance or risk profile. Dividend payments can be made in the
dapat dilakukan dalam bentuk pembayaran secara tunai, form of cash payments, dividend stock issuance, or a combination
penerbitan saham dividen, atau kombinasi dari keduanya. of both.
Setelah mempertimbangkan seluruh faktor di atas, maka Permata After considering all the factors above, Permata Bank has
Bank mempertimbangkan pembagian dividen kepada pemegang considered the distribution of dividends to shareholders of around
saham sekitar 25,0% atau persentase tertentu lainnya yang 25.0% or another certain percentage taken from the current year’s
diambil dari laba bersih tahun berjalan, setelah mendapatkan net profit, after obtaining approval from shareholders at the GMS.
persetujuan dari pemegang saham dalam RUPS.
340 PT Bank Permata Tbk Laporan Tahunan 2025
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Kronologis Pembagian Dividen RUPS Tahun 2025 Chronology of Dividend Distribution for the 2025
dan 2024 and 2024 GMS
Sesuai dengan keputusan Rapat RUPS Tahunan (RUPST) yang In accordance with the resolution of the Annual General Meeting
diselenggarakan pada 9 April 2025, para pemegang saham of Shareholders (AGMS) held on 9 April 2025, Permata Bank’s
Permata Bank menyetujui pembagian dividen tunai untuk tahun shareholders approved the distribution of cash dividends for the
buku 2024 sebesar Rp1,085 triliun, atau setara dengan Rp30 per 2024 financial year amounting to Rp1.085 trillion, equivalent to
lembar saham, yang pelaksanaannya dilakukan pada 8 Mei 2025. Rp30 per share, with payment executed on 8 May 2025.
Kronologis pembagian dividen Permata Bank selama dua tahun The chronology of Permata Bank’s dividend distributions over the
buku terakhir disajikan sebagai berikut: past two financial years is presented as follows:
2025 2024
Dasar hukum Keputusan RUPS tanggal Keputusan RUPS tanggal Legal basis
9 April 2025 3 April 2024
GMS resolution dated GMS resolution dated
9 April 2025 3 April 2024
Tahun buku Laporan keuangan audit Laporan keuangan audit Financial year
tahun 2024 tahun 2023
Audited financial statements Audited financial statements
2024 2023
Total dividen yang dibagikan Rp1.085.439.383.460 Rp904.532.819.550 Total dividends per share
Jumlah dividen per saham Rp30 per saham | per share Rp25 per saham | per share Total dividends per share
Persentase dividen yang 30,4% 35,0% Percentage of dividends
dibagikan terhadap laba bersih distributed against net profit
Tanggal pengumuman distribusi 10 April 2025 4 April 2024 Announcement date of cash
dividen tunai 10 April 2025 4 April 2024 dividend distribution
Tanggal pembayaran dividen 8 Mei 2025 3 Mei 2025 Cash dividend payment date
tunai 8 May 2025 3 May 2025
Pada tahun 2024, Permata Bank juga telah membagikan dividen In 2024, Permata Bank also distributed cash dividends of
tunai sebesar Rp904,5 miliar atau Rp25 per saham, sebagai Rp904.5 billion, or Rp25 per share, as a follow-up to the GMS
tindak lanjut keputusan RUPS tanggal 3 April 2024. Kebijakan decision on 3 April 2024. This dividend distribution policy
pembagian dividen ini mencerminkan komitmen Bank untuk reflects the Bank’s commitment to providing optimal returns for
memberikan imbal hasil optimal bagi pemegang saham, sambil shareholders while maintaining a strong capital base to support
tetap menjaga fondasi modal yang kuat guna mendukung strategi long-term growth strategies and maintain operational stability in
pertumbuhan jangka panjang dan menjaga stabilitas operasional the future.
di masa depan.
Dasar Kebijakan Pembagian Dividen Legal Basis for Dividend Distribution Policy
Kebijakan pembagian dividen Permata Bank disusun dengan Permata Bank’s dividend distribution policy is formulated with
mengacu pada beberapa ketentuan utama sebagai berikut: reference to the following main provisions:
1. Undang-Undang No. 40 Tahun 2007 tentang Perseroan 1. Law No. 40 of 2007 concerning Limited Liability Companies.
Terbatas.
2. Pasal 25 Anggaran Dasar Perseroan. 2. Article 25 of the Company’s Articles of Association.
Berdasarkan ketentuan-ketentuan di atas, Permata Bank Based on the above provisions, Permata Bank has formulated its
menyusun kebijakan pembagian dividen dengan prinsip kehati- dividend distribution policy based on the principle of prudence
hatian, serta berorientasi pada kepentingan pemegang saham, and shareholder interests, while ensuring that the Bank’s capital
sekaligus memastikan kekuatan dan stabilitas modal Bank strength and stability are maintained.
tetap terjaga.
2025 Annual Report PT Bank Permata Tbk 341
Page 344
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Prospek Usaha Tahun 2026 Business Outlook for 2026
Memasuki tahun 2026, Permata Bank menatap peluang Entering 2026, Permata Bank anticipates significant growth
pertumbuhan yang signifikan, didukung oleh kondisi makroekonomi opportunities, supported by a favorable domestic macroeconomic
nasional yang kondusif serta kinerja industri perbankan yang environment and the continued positive performance of the
tetap positif. Pertumbuhan ekonomi Indonesia yang diproyeksikan banking industry. Indonesia’s economic growth, projected to exceed
di atas 5,0% (YoY) diharapkan dapat mendorong peningkatan 5.0% (YoY), is expected to strengthen household purchasing power,
daya beli masyarakat, menstimulus aktivitas korporasi, serta stimulate corporate activity, and drive broader financing demand
meningkatkan kebutuhan pembiayaan yang lebih luas baik di across both the retail and corporate segments. These stable
segmen ritel maupun korporasi. Fundamental makroekonomi yang macroeconomic fundamentals are expected to reduce default risks
stabil tersebut diyakini dapat menurunkan risiko gagal bayar dan while providing greater predictability for business planning, credit
memberikan prediktabilitas lebih baik bagi perencanaan bisnis, management, and the Bank’s funding strategy.
pengelolaan kredit, dan strategi pendanaan Bank.
Dengan mempertimbangkan prospek ekonomi dan industri yang Against this constructive economic and industry backdrop,
positif ke depan, Permata Bank melihat adanya sejumlah potensi Permata Bank identifies a number of strategic opportunities in
peluang strategis di tahun 2026. Momentum ini memungkinkan 2026. This momentum provides the Bank with scope to further
Bank untuk memperkuat pangsa pasar, meningkatkan volume strengthen its market position, expand lending volumes, and
kredit, dan menjaga struktur pendanaan yang sehat, sekaligus maintain a sound funding structure, while capitalizing on sustained
memanfaatkan kepercayaan nasabah terhadap sistem perbankan. customer confidence in the banking system.
Dalam upaya merangkul kinerja usaha yang lebih baik pada periode To capture improved business performance in the period ahead,
mendatang, Permata Bank berencana untuk melanjutkan ekspansi Permata Bank plans to continue expanding corporate and mid-
kredit korporasi dan usaha menengah, seiring bertumbuhnya market lending in line with rising investment activity and growing
aktivitas investasi dan kebutuhan modal kerja sektor usaha. Di working capital requirements across the business sector. In the
segmen ritel dan UKM, Bank telah menyiapkan strategi penyaluran retail and SME segments, the Bank has formulated a selective and
kredit yang selektif dan produktif dengan fokus pada kualitas aset productivity-driven lending strategy, with a strong emphasis on
dan manajemen risiko yang disiplin. Demikian halnya, strategi asset quality and disciplined risk management. As such, the strategy
penghimpunan DPK, khususnya dana murah (CASA), juga tetap of collecting of TPF, particularly low-cost funds (CASA), remains a
menjadi prioritas guna memperkuat likuiditas dan mendukung key priority to reinforce liquidity and support sustainable credit
ekspansi kredit secara berkelanjutan. expansion.
Selain itu, penyaluran kredit berwawasan lingkungan dan In addition, environmentally responsible lending and sustainable
keuangan berkelanjutan (ESG) turut menawarkan peluang strategis finance (ESG) present emerging strategic opportunities. Supportive
baru. Regulasi dan tren pasar yang mendukung keuangan hijau regulations and evolving market trends in green finance enable
memungkinkan Permata Bank memposisikan diri sebagai penyedia Permata Bank to position itself as a provider of environmentally
pembiayaan ramah lingkungan dan korporasi berkelanjutan, friendly and sustainable financing solutions, opening access to new
membuka segmen klien baru dan instrumen pendanaan khusus, client segments and specialized funding instruments, while further
serta memperkuat reputasi Bank di mata pemangku kepentingan. strengthening the Bank’s reputation among stakeholders.
Dengan mempertimbangkan proyeksi kondisi makro yang tetap Taking into account the continued favorable macroeconomic
kondusif dan kinerja industri perbankan yang positif, Permata Bank outlook and the positive trajectory of the banking industry, Permata
optimistis menyambut peluang pertumbuhan yang lebih tinggi Bank remains optimistic about achieving higher growth in 2026. The
pada tahun 2026. Kekuatan internal Bank, termasuk permodalan Bank’s internal strengths–including a robust capital base, ample
yang sehat, likuiditas yang memadai, manajemen risiko yang liquidity, mature risk management practices, and continuously
matang, serta kapabilitas digital yang terus berkembang, menjadi enhanced digital capabilities–serve as the cornerstone of this
fondasi utama dalam strategi pertumbuhan ini. Dengan dukungan growth strategy. Supported by these factors, the Bank aims to
faktor-faktor tersebut, Bank menargetkan untuk memperluas expand its market share, increase lending volumes, strengthen
pangsa pasar, meningkatkan volume kredit, memperkuat basis its funding base, and sustain profitability over the long term. This
dana, dan mempertahankan profitabilitas secara berkelanjutan. foundation underscores Management’s confidence that Permata
Landasan ini sekaligus menegaskan keyakinan Manajemen bahwa Bank is well positioned to grow adaptively, remain competitive, and
Permata Bank memiliki kapasitas untuk terus tumbuh secara stay relevant amid evolving economic conditions and intensifying
adaptif, tetap kompetitif, dan relevan di tengah dinamika ekonomi competition.
dan persaingan yang terus berubah.
342 PT Bank Permata Tbk Laporan Tahunan 2025
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Aspek Pemasaran Marketing Aspects
Strategi Pemasaran Marketing Strategy
Permata Bank secara konsisten mengembangkan beragam Permata Bank consistently develops a comprehensive and
produk dan layanan keuangan yang komprehensif serta inovatif innovative suite of financial products and services that offer a
dengan unique value proposition yang kuat untuk membantu strong unique value proposition to assist customers in achieving
nasabah mencapai tujuan finansial mereka. Ketekunan dalam their financial objectives. Diligence in product innovation forms the
inovasi produk ini menjadi landasan bagi strategi pemasaran cornerstone of the Bank’s marketing strategy, which is designed
Bank yang dirancang untuk memperkuat keunggulan bersaing to reinforce its competitive advantages and ensure continued
dan memastikan Bank tetap kompetitif di pasar domestik competitiveness in both the domestic and regional markets.
maupun regional.
Sepanjang tahun 2025, Permata Bank telah menerapkan strategi Throughout 2025, Permata Bank has implemented an
pemasaran terintegrasi di seluruh lini usaha yang disesuaikan integrated marketing strategy across all business lines, tailored
dengan karakteristik masing-masing segmen bisnis. Strategi ini to the specific characteristics and needs of each segment. This
dirancang untuk mendukung pertumbuhan usaha berkelanjutan, approach was aimed at supporting sustainable business growth,
meningkatkan kepuasan dan loyalitas nasabah, serta memperkuat enhancing customer satisfaction and loyalty, and strengthening
citra Permata Bank secara bankwide. Permata Bank’s brand positioning on a bankwide basis.
Uraian lengkap mengenai strategi dan inisiatif pemasaran yang A detailed overview of the marketing strategies and initiatives
diterapkan pada setiap segmen dijelaskan sebagai berikut: implemented across each segment is presented below:
A. Commercial Banking A. Commercial Banking
Commercial Banking Permata Bank fokus melayani kelompok Permata Bank’s Commercial Banking segment focuses
nasabah lokal konglomerasi dengan pendekatan yang on serving local conglomerate customer groups through a
proaktif dan personal. Dalam upaya menjaga keberlanjutan proactive and personalized approach. To ensure sustainable
bisnis, segmen ini terus membangun relasi jangka panjang business growth, the segment continues to build strong,
yang harmonis dengan seluruh nasabah, sekaligus secara long term relationships with all customers while consistently
konsisten mengembangkan produk dan layanan keuangan developing comprehensive, innovative, and differentiated
yang komprehensif, inovatif, dan memiliki keunikan financial products and services designed to help customers
tersendiri untuk membantu para nasabah mencapai tujuan achieve their financial goals.
finansial mereka.
Sebagai bagian dari strategi branding dan perluasan basis As part of its branding strategy and efforts to expand its
nasabah, Commercial Banking memperkuat kolaborasi customer base, Commercial Banking has strengthened
dengan tim Branch Network, Transaction Banking, dan collaboration with the Branch Network, Transaction Banking,
Treasury untuk melakukan penjualan silang (cross-selling) and Treasury teams to enable effective cross-selling to
kepada nasabah eksisting yang potensial. Pendekatan ini high potential existing customers. This approach reinforces
memperkuat posisi Commercial Banking sebagai one-stop Commercial Banking’s position as a one stop banking solution
banking solution bagi nasabah individu maupun korporasi. for both individual and corporate clients.
Dengan mengandalkan jaringan yang luas, layanan Leveraging its extensive network, high quality services, and a
berkualitas, dan produk keuangan yang lengkap, Commercial complete range of financial products, Commercial Banking
Banking juga berfokus pada pertumbuhan portofolio lending also focuses on growing its lending and funding portfolios
dan funding, melalui penerapan strategi pemasaran yang through effective marketing strategies for products such as
efektif untuk produk-produk seperti Trade, FX, dan obligasi. Trade, FX, and bonds.
Aktivitas Pemasaran Tahun 2025 Marketing Activities in 2025
Pada tahun 2025, Commercial Banking telah melaksanakan In 2025, Commercial Banking implemented a series of
serangkaian, termasuk kampanye promosi, program loyalitas marketing initiatives, including promotional campaigns
nasabah, yang dirancang untuk meningkatkan engagement, and customer loyalty programs, designed to enhance
memperkuat hubungan dengan nasabah, dan memperluas customer engagement, strengthen relationships, and expand
pangsa pasar. market share.
2025 Annual Report PT Bank Permata Tbk 343
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Berikut adalah rincian kegiatan yang telah dijalankan: The following outlines the key activities carried out during the
year:
In House Economic Outlook dengan Rucika Group. In House Economic Outlook dengan PT Jawa Pos.
In House Economic Outlook with Rucika Group. In House Economic Outlook with PT Jawa Pos.
Strategic Finance for Sustainable Growth. In House Economic Outlook dengan PT Imora Motor.
In House Economic Outlook with PT Imora Motor.
B. Corporate Banking B. Corporate Banking
Corporate Banking Permata Bank fokus pada pertumbuhan Corporate Banking Permata Bank focuses on growing
funding dan lending berkualitas melalui pendekatan kerja high‑quality funding and lending through an ecosystem‑based
sama berbasis ekosistem dengan Bangkok Bank di tingkat collaboration approach with Bangkok Bank at the regional
regional. Kolaborasi ini memanfaatkan keahlian, jaringan luas, level. This collaboration leverages expertise, an extensive
dan sinergi bisnis dalam mendukung nasabah. network, and business synergies to support customers.
Dalam upaya memberikan pengalaman perbankan terbaik, In an effort to deliver the best banking experience, Corporate
Corporate Banking secara berkelanjutan melakukan inovasi Banking continuously innovates its products and services,
produk dan layanan, sehingga Bank mampu memberikan enabling the Bank to provide excellent service to all corporate
layanan prima kepada seluruh nasabah korporasi dan institusi and financial institution clients in the digital era.
keuangan di era digitalisasi.
Corporate Banking Permata Bank juga berhasil memperluas Permata Bank’s Corporate Banking has also successfully
basis nasabah dan grup usaha melalui pendekatan relasi expanded its customer and business group base through a
yang lebih terintegrasi dan berbasis kebutuhan. Upaya more integrated and needs‑based relationship approach.
penetrasi dilakukan secara aktif pada sektor-sektor industri Penetration efforts are actively carried out in leading industrial
unggulan yang memiliki prospek jangka panjang, seperti sectors with long‑term prospects, such as telecommunications,
sektor telekomunikasi, komoditas, agribisnis, otomotif, commodities, agribusiness, automotive, transportation,
transportasi, dan logistik. and logistics.
Corporate Banking secara proaktif membangun kolaborasi Corporate Banking proactively builds collaboration
lintas lini bisnis untuk menghadirkan solusi perbankan across business lines to deliver relevant, integrated, and
yang relevan, terintegrasi, dan menyeluruh di sepanjang comprehensive banking solutions throughout the customers’
rantai nilai bisnis nasabah. Pendekatan ini memungkinkan business value chain. This approach enables the business
bisnis untuk memberikan nilai tambah yang konsisten, to provide consistent added value, enhance customer
344 PT Bank Permata Tbk Laporan Tahunan 2025
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meningkatkan loyalitas nasabah, memperkuat kualitas loyalty, strengthen the quality of business relationships, and
hubungan bisnis, serta mengoptimalkan peluang cross- sustainably optimize cross‑selling opportunities.
selling secara berkelanjutan.
Seluruh inisiatif tersebut dirancang untuk memperkuat All these initiatives are designed to strengthen market
pangsa pasar dan semakin menegaskan posisi Permata Bank share and further establish Permata Bank’s position as the
sebagai bank pilihan utama bagi nasabah korporasi dalam preferred bank for corporate clients in conducting their daily
menjalankan aktivitas perbankan sehari-hari. banking activities.
Aktivitas Pemasaran Tahun 2025 Marketing Activities in 2025
Pada tahun 2025, Corporate Banking telah melaksanakan In 2025, the Corporate Banking segment implemented a series
serangkaian inisiatif pemasaran, termasuk kampanye of marketing initiatives, including promotional campaigns,
promosi, program loyalitas nasabah, serta peluncuran produk customer loyalty programs, and the launch of new products
dan/atau layanan baru, yang dirancang untuk meningkatkan and/or services. These initiatives were aimed at enhancing
engagement, memperkuat hubungan dengan nasabah, dan customer engagement, strengthening client relationships, and
memperluas pangsa pasar. expanding market share.
C. Consumer Banking C. Consumer Banking
Dalam menghadapi era transformasi digital yang In navigating an increasingly dynamic digital transformation
terus berkembang, Permata Bank berkomitmen untuk landscape, Permata Bank is committed to delivering
menghadirkan layanan perbankan yang inovatif, terintegrasi, innovative, integrated, and customizable banking services
dan dapat disesuaikan dengan kebutuhan beragam nasabah, tailored to the diverse needs of customers across both the
baik di segmen affluent maupun mass market. Direktorat affluent and mass market segments. The Consumer Banking
Consumer Banking menempatkan penguatan struktur Directorate places a strong emphasis on strengthening the
pendanaan sebagai fokus utama melalui strategi cross- Bank’s funding structure, primarily through cross-selling
selling yang menyasar nasabah eksisting, termasuk mereka strategies targeting existing customers, including those with
dengan saldo rendah untuk mendorong peningkatan aktivitas lower account balances, to encourage higher transaction
transaksi melalui platform digital Permata ME. activity via the Permata ME digital platform.
Untuk memberikan pengalaman nasabah yang lebih unggul, To deliver a superior customer experience, the Permata Bank
Permata Bank juga mengoptimalkan strategi pemasaran continues to optimize its digital marketing strategy. This
digital. Pendekatan ini memudahkan nasabah memperoleh approach enables customers to access product and service
informasi produk dan layanan secara cepat, relevan, dan information in a faster, more relevant, and timely manner,
tepat waktu, sekaligus memperkuat interaksi Bank dengan while also strengthening engagement between the Bank and
nasabah di seluruh segmen. Meskipun digitalisasi menjadi its customers across all segments. While digitalization remains
fokus utama, jaringan distribusi Permata Bank yang luas tetap a key strategic focus, Permata Bank’s extensive distribution
menjadi pilar penting dalam memperluas jangkauan layanan network continues to serve as a critical pillar in expanding
dan mendukung pertumbuhan kredit secara berkelanjutan. service reach and supporting sustainable credit growth.
Aktivitas Pemasaran Tahun 2025 Marketing Activities in 2025
Pada tahun 2025, Consumer Banking telah melaksanakan In 2025, the Consumer Banking segment implemented a series
serangkaian inisiatif pemasaran, termasuk kampanye of marketing initiatives, including promotional campaigns,
promosi, program loyalitas nasabah, serta peluncuran produk customer loyalty programs, and the launch of new products
dan/atau layanan baru, yang dirancang untuk meningkatkan and/or services. These initiatives were designed to enhance
engagement, memperkuat hubungan dengan nasabah, dan customer engagement, strengthen client relationships, and
memperluas pangsa pasar. expand market share.
D. Unit Usaha Syariah (UUS) D. Sharia Business Unit (UUS)
UUS Permata Bank menempatkan strategi pemasaran sebagai Permata Bank’s UUS positions marketing strategy as a
pilar utama untuk menghadirkan awareness solusi keuangan key pillar to create awareness of its comprehensive Sharia
syariah yang lengkap bagi nasabah individu maupun korporasi. financial solutions for both individual and corporate customers.
Produk dan layanan unggulan baik di bidang pendanaan Its flagship products and services in funding and financing are
maupun pembiayaan dirancang dengan Unique Value designed with a clear Unique Value Proposition (UVP) and
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Proposition (UVP) dan Unique Target Segment (UTS) yang jelas Unique Target Segment (UTS) to ensure that each product delivers
untuk memastikan setiap produk memberikan manfaat optimal optimal benefits to the appropriate customer portfolio, enabling
kepada portofolio nasabah yang sesuai, sehingga dapat terus the Bank to consistently provide excellent service and achieve a
memberikan layanan prima kepada nasabah untuk mencapai Net leading Net Promoter Score (NPS) in the industry.
Promotor Score (NPS) yang terdepan di dalam industri.
Seiring pertumbuhan industri halal di Indonesia, UUS Permata As the halal industry grows in Indonesia, Permata Bank’s UUS plays
Bank mengambil peran strategis dalam menghubungkan a strategic role in connecting the halal ecosystem with Sharia-
ekosistem halal dengan layanan keuangan syariah yang fokus compliant financial services, focusing on providing products and
menyediakan produk dan layanan berlandaskan prinsip syariah services based on Sharia principles to meet customer needs.
untuk memenuhi kebutuhan nasabah. UUS Permata Bank Permata Bank’s UUS strengthens synergy with various strategic
memperkuat sinergi dengan berbagai mitra strategis untuk partners to expand the reach of the Sharia economic ecosystem,
memperluas jangkauan ekosistem ekonomi syariah, termasuk including through Hajj and Umrah services, halal financing, and
melalui layanan Haji dan Umroh, pembiayaan halal, dan solusi digital financial solutions.
keuangan digital.
Terkait pengembangan digital, UUS Permata Bank secara In terms of digital development, Permata Bank’s UUS consistently
konsisten menghadirkan kemudahan bagi nasabah, antara lain delivers convenience to customers, such as Hajj validation
melalui validasi Haji melalui aplikasi mobile banking Permata through the Permata ME mobile banking application, adding
ME, penambahan mata uang Saudi Riyal (SAR) pada Permata Saudi Riyal (SAR) currency to Permata ME Saver iB, introducing
ME Saver iB, penambahan channel pembiayaan PermataKTA PermataKTA iB Multiguna financing channel via Permata ME,
iB Multiguna melalui Permata ME, serta pengembangan and developing the digital new generation Permata e-Business
aplikasi digital new generation Permata e-business (PeB) guna (PeB) to enhance service efficiency and provide fast, secure,
meningkatkan efisiensi layanan dan akses nasabah secara and practical customer access. Beyond product and service
cepat, aman, dan praktis. Selain fokus pada inovasi produk dan innovation, Permata Bank’s UUS is also active in financial literacy
layanan, UUS Permata Bank juga aktif dalam literasi keuangan and social initiatives.
dan kegiatan sosial.
Melalui kolaborasi dengan Unit Pengelola Zakat dan Dana Through collaboration with the Zakat and Charity Fund
Kebajikan (UPZDK), Bank menyelenggarakan forum literasi Management Unit (UPZDK), the Bank organizes financial literacy
keuangan, serta berbagai program sosial di bidang pendidikan, forums and various social programs in education, health, disaster
kesehatan, bencana, pembangunan infrastruktur, dan relief, infrastructure development, and economic empowerment.
pemberdayaan ekonomi. Kegiatan ini dilaksanakan langsung These activities are carried out directly or through partnerships
maupun melalui kemitraan dengan lembaga zakat dan filantropi with trusted zakat and philanthropic institutions, as part of
terpercaya, sebagai bagian dari komitmen UUS Permata Bank Permata Bank’s UUS commitment to creating a positive impact on
untuk memberikan dampak positif bagi masyarakat sekaligus society while strengthening the Sharia economic ecosystem and
memperkuat ekosistem ekonomi syariah serta brand awareness brand awareness.
dari UUS Permata Bank.
Dengan mengintegrasikan inovasi produk syariah, penguatan By integrating Sharia product innovation, ecosystem
ekosistem, digitalisasi layanan, dan kontribusi sosial berkelanjutan, strengthening, service digitalization, and sustainable social
UUS Permata Bank menegaskan strategi pemasaran yang contributions, Permata Bank’s UUS reinforces its marketing
memperkuat posisi kompetitif sekaligus menghadirkan layanan strategy to strengthen its competitive position while delivering
keuangan syariah yang komprehensif, inovatif, dan berfokus pada comprehensive, innovative Sharia financial services focused on
nilai tambah bagi nasabah dan masyarakat. added value for customers and society.
Aktivitas Pemasaran Tahun 2025 Marketing Activities in 2025
Pada tahun 2025, UUS Permata Bank telah melaksanakan In 2025, the Permata Bank’s UUS implemented a series of
serangkaian inisiatif pemasaran, termasuk kampanye promosi, marketing initiatives, including promotional campaigns, customer
program loyalitas nasabah, literasi keuangan dan aktivitas sosial, loyalty programs, financial literacy and social activities, and the
serta peluncuran produk dan/atau layanan baru, yang dirancang launch of new products and/or services. These initiatives were
untuk meningkatkan engagement nasabah, memperkuat designed to enhance customer engagement, strengthen customer
346 PT Bank Permata Tbk Laporan Tahunan 2025
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hubungan dengan nasabah, dan memperluas pangsa pasar. relationships, and expand market share. The following outlines
Berikut adalah rincian kegiatan yang telah dijalankan: the key activities undertaken:
Safari Ramadan 1446 H Event. Syariah Financial Fair (SYAFIF) Event and Rakornas Himbarsi (“Himpunan Bank Pembiayaan
Launching Program “Satu Rekening Satu Pelajar Syariah Seluruh Indonesia”) Event.
(KEJAR)”.
“Kuliah Umum” at Universitas Ahmad Dahlan & Open Booth at Indonesia Sharia Economic Festival Open Booth at “Expo Keuangan dan Seminar
Universitas Muhammadiyah. (ISEF). Syariah (EKSIS)”.
Roadshow Literasi Syariah. PermataBank-Savyavassa Korean Expat Living Open Booth PermataKKB iB at Gaikindo Jakarta
with PermataKPR iB IMBT WNA. Auto Week (GJAW).
Financial Literacy and Sharia Product Promotion Open Booth at Astra Daihatsu Motor & Denso Sharia Priority Event In collaboration with Samira
with Syawal Travel & Gold Mart Indonesia. Travel, Pondok Gigi, and Gold Mart.
PT Patria Maritime Lines (UT Astra Group).
UPZDK Collaboration Event.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Cross-Border Partnership (Strengthening Cross-Border Partnership (Strengthening
Regional Connectivity) Regional Connectivity)
Cross-border partnership menjadi bagian dari strategi Cross-border partnerships are integral to Permata Bank’s strategy
Permata Bank dalam memperkuat kepercayaan nasabah dan to enhance customer trust and expand regional connectivity.
memperluas konektivitas regional. Seiring dengan semakin As the ASEAN economy becomes increasingly integrated, the
terintegrasinya ekonomi ASEAN, kebutuhan akan dukungan need for banking support that can bridge domestic and regional
perbankan yang mampu menjembatani pasar domestik dan markets is growing.
regional semakin meningkat.
Sepanjang 2025, Permata Bank bersama Bangkok Bank Throughout 2025, Permata Bank and Bangkok Bank will deepen
memperdalam kolaborasi untuk memperkuat peran dalam their collaboration to strengthen their role in connecting Indonesia
menghubungkan Indonesia dengan pasar regional. Sinergi ini with regional markets. This synergy will not only expand the
tidak hanya memperluas jaringan, tetapi juga meningkatkan network, but also enhance the Bank’s credibility and capabilities
kredibilitas dan kapabilitas Bank dalam mendukung kebutuhan in supporting cross-border financial needs.
finansial lintas negara.
Kolaborasi tersebut diwujudkan melalui penyelenggaraan The collaboration is manifested through the establishment of
platform dialog strategis yang dijalankan bersama Bangkok a strategic dialogue platform run jointly with Bangkok Bank,
Bank, yaitu Indonesia Investment and Trade Forum (IITF) yang namely the Indonesia Investment and Trade Forum (IITF), which
berfokus pada penguatan investasi dan perdagangan Indonesia- focuses on strengthening Indonesia-Thailand investment and
Thailand, CEO Forum yang mempertemukan pimpinan korporasi trade; the CEO Forum, which brings together corporate leaders
kedua negara untuk mendorong kemitraan strategis, serta from both countries to encourage strategic partnerships; and
ASEAN Economic Community (AEC) Business Forum yang the ASEAN Economic Community (AEC) Business Forum, which
membahas dinamika ekonomi regional, transformasi digital, dan discusses regional economic dynamics, digital transformation,
agenda keberlanjutan kawasan. Selain itu, Permata Bank turut and the region’s sustainability agenda. Additionally, Permata Bank
berpartisipasi dalam Forbes Global CEO Conference, di mana participated in the Forbes Global CEO Conference, where Bangkok
Bangkok Bank sebagai sponsor. Bank was a sponsor.
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Selain keterlibatan dalam berbagai forum regional, kemitraan In addition to involvement in various regional forums, this
ini juga diwujudkan melalui kegiatan seperti Symphony of partnership is also manifested through activities such as the
Friendship dalam rangka peringatan 75 tahun hubungan Symphony of Friendship in commemoration of 75 years of
diplomatik Indonesia-Thailand, serta Permata Golf Tournament diplomatic relations between Indonesia and Thailand, as well as
bersama nasabah top tier Corporate Banking beserta keluarga the Permata Golf Tournament with top tier Corporate Banking
dan rekan bisnis, lalu kegiatan nasabah Private Banking trip to customers, their families and business partners, and the Private
Bangkok, yaitu Serene Bangkok Getaway. Kegiatan tersebut tidak Banking customer trip to Bangkok, namely the Serene Bangkok
hanya memperkuat hubungan antar pelaku usaha, tetapi juga Getaway. These activities not only strengthen relationships
mempererat koneksi antar negara. between business players, but also strengthen connections
between countries.
Melalui kolaborasi ini, Permata Bank menghadirkan dukungan Through this collaboration, Permata Bank provides more
yang lebih terintegrasi bagi nasabah, mulai dari pembiayaan integrated support for customers, ranging from cross-border
dan layanan transaksi lintas negara, hingga dukungan ekspansi financing and transaction services to business expansion support.
usaha. Kemitraan dengan Bangkok Bank memungkinkan Permata The partnership with Bangkok Bank allows Permata Bank to
Bank menggabungkan pemahaman pasar domestik dengan combine its understanding of the domestic market with a broader
jangkauan regional yang lebih luas, sehingga nasabah dapat regional reach, enabling customers to develop their businesses
mengembangkan bisnis dan rencana jangka panjangnya dengan and long-term plans with more comprehensive support. The
dukungan yang lebih menyeluruh. Pengalaman perbankan yang banking experience offered is also more personalized, seamless,
dihadirkan pun menjadi lebih personal, lebih seamless, dan lebih and impactful.
berdampak.
Ke depan, cross-border partnership akan terus dikembangkan Going forward, cross-border partnerships will continue to be
sebagai langkah strategis untuk memperkuat posisi Permata developed as a strategic step to strengthen Permata Bank’s
Bank sebagai bank pilihan dan utama yang mampu mendukung position as the bank of choice and a leading bank capable of
nasabah secara lokal dan regional, sekaligus menciptakan nilai supporting customers locally and regionally, while creating
yang berkelanjutan. sustainable value.
Ecosystem Partnership (Building Impactful Ecosystem Partnership (Building Impactful
Connections) Connections)
Kehadiran Permata Bank dalam berbagai ekosistem pasar menjadi Permata Bank’s presence in various market ecosystems plays an
bagian penting dalam memperluas akses dan memperdalam important role in expanding access and deepening relationships
hubungan dengan nasabah. Di tengah kebutuhan finansial yang with customers. Amidst financial needs that are increasingly
semakin terintegrasi dengan aktivitas sehari-hari, Bank tidak integrated with daily activities, the Bank is not only present through
hanya hadir melalui produk dan layanan, tetapi juga melalui its products and services, but also through direct involvement in
keterlibatan langsung dalam platform yang relevan dengan platforms that are relevant to the needs, lifestyles, interests, and
kebutuhan, gaya hidup, minat, dan keputuhan bisnis nasabah. business needs of its customers.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sepanjang 2025, Permata Bank terlibat dalam beberapa Throughout 2025, Permata Bank was involved in several activities
kegiatan seperti: such as:
1. GAIKINDO Jakarta Autoweek (GJAW) 1. GAIKINDO Jakarta Autoweek (GJAW)
Permata Bank menjalin kegiatan kolaborasi pertama dengan Permata Bank established its first collaborative activity with
GAIKINDO melalui partisipasi dalam GJAW. Kolaborasi GAIKINDO through its participation in GJAW. This collaboration
ini menjadi langkah awal dalam membangun kemitraan is the first step in building a strategic partnership to support
strategis untuk mendukung pertumbuhan dan transformasi the growth and transformation of the national automotive
industri otomotif nasional. Melalui keterlibatan tersebut, industry. Through this involvement, Permata Bank presents
Permata Bank menghadirkan berbagai solusi pembiayaan various vehicle financing solutions, including competitive KKB
kendaraan, termasuk program KKB yang kompetitif, sekaligus programs, while expanding financial access for the community.
memperluas akses finansial bagi Masyarakat. GJAW 2025 GJAW 2025 recorded 195,457 visitors, reflecting the high
mencatat kehadiran 195.457 pengunjung, mencerminkan enthusiasm of the market and the relevance of the automotive
tingginya antusiasme pasar serta relevansi sektor otomotif sector as one of the drivers of the national economy.
sebagai salah satu penggerak ekonomi nasional.
2. Adeging Mangkunegaran 2. Adeging Mangkunegaran
Permata Bank berperan sebagai mitra utama Permata Bank served as the main partner for the Adeging
penyelenggaraan Adeging Mangkunegaran 268, rangkaian Mangkunegaran 268, a series of cultural celebrations in
perayaan budaya di Surakarta yang berlangsung pada April Surakarta that took place in April 2025. This involvement
2025. Keterlibatan ini mencerminkan komitmen Perseroan reflects the Company’s commitment to supporting cultural
dalam mendukung pelestarian budaya sekaligus mendorong preservation while promoting community wellbeing and
wellbeing Masyarakat serta pertumbuhan UMKM dan the growth of MSMEs and local tourism. This participation
pariwisata lokal. Partisipasi tersebut diwujudkan melalui was realized through the Mangkunegaran Run in Jakarta,
Mangkunegaran Run di Jakarta, Yogyakarta dan Solo Yogyakarta, and Solo, which was attended by more than
yang diikuti lebih dari 5.500 peserta, serta Royal Heritage 5,500 participants, as well as the Royal Heritage Dinner,
Dinner, yang semakin mempererat hubungan dengan para which further strengthened relationships with stakeholders.
stakeholders. Dalam rangkaian kegiatan ini, Permata Bank juga In this series of activities, Permata Bank also presented digital
menghadirkan solusi transaksi digital dan layanan perbankan transaction solutions and banking services for customers and
bagi nasabah dan pelaku usaha, guna memperluas inklusi business actors, in order to expand financial inclusion in the
keuangan di ekosistem acara. event ecosystem.
3. Permata Bank x Japan Airlines Travel Fair 3. Permata Bank x Japan Airlines Travel Fair
Permata Bank bersama Japan Airlines menghadirkan Travel Permata Bank and Japan Airlines present the Travel Fair
Fair sebagai bagian dari kolaborasi berkelanjutan dalam as part of their ongoing collaboration to strengthen travel
memperkuat solusi perjalanan bagi nasabah. solutions for customers.
Melalui kegiatan ini, Permata Bank menawarkan solusi Through this event, Permata Bank offers integrated
pembiayaan dan transaksi terintegrasi untuk kebutuhan financing and transaction solutions for travel to Japan, while
perjalanan ke Jepang, sekaligus mendorong optimalisasi encouraging the optimal use of credit and debit card products
pemanfaatan produk kartu kredit, debit, dan layanan and Priority/Private services.
Priority/ Private.
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Dan beberapa kegiatan lainnya seperti Wealth Wisdom, yang Other activities include Wealth Wisdom, which is held continuously
diselenggarakan secara berkelanjutan di 11 kota dan menjangkau in 11 cities and reaches around 6,000 participants to provide
sekitar 6.000 peserta untuk memberikan wawasan strategi insights into investment strategies and holistic financial planning
investasi dan perencanaan finansial secara holistik lintas across generations; Economic Outlook, an annual forum
generasi; Economic Outlook, forum tahunan yang menhadirkan that brings together fiscal authorities and industry players to
otoritas fiskal dan pelaku industri guna memetakan risiko dan map economic risks and opportunities and provide strategic
peluang ekonomi serta memberikan perspektif strategis bagi perspectives for customer business planning amid global
perencaan bisnis nasabah di tengah dinamika global; serta Safari dynamics; and Ramadan Safari in Aceh, as part of strengthening
Ramadan di Aceh, sebagai bagian dari penguatan relasi dengan relations with Permata Bank Syariah, enhancing the value of
Permata Bank Syariah, meningkatkan nilai kebersamaan dengan togetherness with the local community, and expanding the Bank’s
komunitas daerah, dan turut memperluas kedekatan Bank dengan proximity to various customer segments. Each activity presents a
berbagai segmen nasabah. Setiap kegiatan menghadirkan different context, ranging from automotive, wealth and investment,
konteks yang berbeda, mulai dari otomotif, wealth dan investasi, to tourism, enabling the Bank to reach customers in various phases
serta pariwisata, yang memungkinkan Bank menjangkau nasabah of their financial needs.
dalam berbagai fase kebutuhan finansial mereka
Melalui keterlibatan ini, Permata Bank memperluas titik Through this engagement, Permata Bank expands its points
interaksi dengan nasabah existing maupun potensial, sekaligus of interaction with existing and potential customers, while
memperkuat posisi dan visibilitas Bank di berbagai ekosistem. strengthening the Bank’s position and visibility in various
Pendekatan berbasis ekosistem membantu Bank memahami ecosystems. The ecosystem-based approach helps the Bank
kebutuhan secara lebih kontekstual serta menghadirkan solusi understand needs in a more contextual manner and provide
yang selaras dengan aktivitas dan aspirasi nasabah. solutions that are in line with customer activities and aspirations.
Dengan memperluas kolaborasi di berbagai ekosistem strategis, Through expanding collaboration across various strategic
Permata Bank memastikan kehadirannya tidak hanya terlihat, ecosystems, Permata Bank ensures that its presence is not only
tetapi juga relevan. Pendekatan ini memungkinkan Bank visible but also relevant. This approach enables the Bank to
menghadirkan solusi yang mendukung perencanaan dan provide solutions that support comprehensive financial planning
pengelolaan keuangan secara menyeluruh, termasuk dalam and management, including in the context of sustainability and
konteks berkelanjutan dan kebutuhan lintas generasi, sehingga cross-generational needs, thereby becoming a trusted partner in
dapat menjadi mitra yang terpercaya dalam setiap fase every phase of its customers’ financial journey.
perjalanan finansial nasabah.
Pangsa Pasar Permata Bank di Industri Permata Bank’s Market Share in the National
Perbankan Nasional Banking Industry
Pada tahun 2025, Permata Bank semakin menegaskan posisinya In 2025, Permata Bank further strengthened its position as one of
sebagai salah satu pemain utama dalam industri perbankan the leading players in Indonesia’s national banking industry. Based
nasional. Berdasarkan peringkat aset dan DPK per 30 September on asset and TPF rankings, the Bank was recorded among the 10
2025, Bank tercatat masuk dalam jajaran 10 bank komersial largest commercial banks in Indonesia.
terbesar di Indonesia.
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dari sisi penyaluran kredit, hingga kuartal IV/2025, total kredit From a lending perspective, up until quarter IV/2025, the Bank’s
bersih yang disalurkan Bank mencapai sekitar Rp152,11 triliun, total net loans amounted to approximately Rp152,11 trillion,
mencerminkan pertumbuhan yang positif dibanding periode reflecting positive growth compared to the previous period.
sebelumnya. Sementara DPK yang dihimpun berada di level Meanwhile, TPF stood at a significant level of Rp193.03 trillion,
signifikan sebesar Rp193,03 triliun, dengan rasio CASA turut accompanied by an improvement in the CASA ratio.
mengalami peningkatan.
Kinerja keuangan Permata Bank juga menunjukkan stabilitas dan Permata Bank’s financial performance also demonstrated
pertumbuhan yang berkelanjutan. Hingga kuartal IV/2025, Bank stability and sustainable growth. As of the quarter IV/2025, the
melaporkan laba bersih setelah pajak sebesar Rp3,59 triliun, Bank reported net profit after tax of Rp3.59 trillion, representing
meningkat dibandingkan periode sebelumnya. Pencapaian ini an increase compared to the prior period. This achievement
mencerminkan eksekusi strategi yang efektif sekaligus penerapan reflects the effective execution of strategic initiatives alongside
manajemen risiko yang prudent. the consistent application of prudent risk management practices.
Keberhasilan ini tentunya didorong oleh strategi yang terfokus These results were driven by a focused strategy centered on
pada diversifikasi produk, digitalisasi layanan, dan pemeliharaan product diversification, service digitalization, and the maintenance
kualitas aset, sehingga Permata Bank mampu mempertahankan of asset quality, enabling Permata Bank to remain competitive
daya saing dan relevansi di tengah persaingan ketat antar-bank and relevant amid intense competition among major banks
besar di Indonesia. in Indonesia.
Sepanjang tahun 2025, Bank masih memiliki ruang yang luas Throughout 2025, the Bank continued to have substantial
untuk terus tumbuh sebagaimana tercermin dari beberapa room for further growth, as reflected in the following key market
indikator pangsa pasar utama berikut: share indicators:
Konvensional Conventional
dalam jutaan Rupiah, kecuali dinyatakan lain | in millions of Rupiah, unless otherwise stated
September 2025 Desember 2024
September 2025 December 2024
Aset Industri 13.196.076 12.460.955 Industry Asset
Permata Bank 269.281 259.068 Permata Bank
Pangsa pasar 2.0% 2,1% Industry market share
terhadap industri
Kredit Industri 8.162.823 7.827.148 Industry Loan
Permata Bank 158.946 154.884 Permata Bank
Pangsa pasar 1,9% 2,0% Industry market share
terhadap industri
Dana Pihak Ketiga Industri 9.694.157 8.837.242 Industry Third Party Funding
Permata Bank 195.878 185.530 Permata Bank
Pangsa pasar 2,0% 2,1% Industry market share
terhadap industri
Kombinasi dari basis aset yang solid, portofolio kredit dan DPK The combination of a solid asset base, a strong loan and TPF
yang kuat, serta kinerja keuangan yang stabil menempatkan portfolio, and stable financial performance positions Permata
Permata Bank di posisi strategis untuk terus berkontribusi pada Bank strategically to continue contributing to the growth of the
pertumbuhan industri perbankan nasional, sekaligus memberikan national banking industry, while delivering tangible value to both
nilai tambah yang nyata bagi pemegang saham maupun nasabah. shareholders and customers.
352 PT Bank Permata Tbk Laporan Tahunan 2025
Page 355
Realisasi Penggunaan Dana Hasil Penawaran Realization of the Utilization of Proceeds from
Umum Public Offerings
Sepanjang tahun 2025, Permata Bank tidak melakukan penerbitan Throughout 2025, Permata Bank did not issue bonds or other
obligasi atau efek-efek lainnya sehingga tidak terdapat kewajiban securities. Accordingly, the Bank was not required to disclose
bagi Bank untuk melaporkan informasi terkait total perolehan dana information related to the total proceeds from public offerings,
hasil penawaran umum, rencana dan rincian penggunaan dana the planned and detailed use of such proceeds, the remaining
tersebut, saldo dana hasil penawaran umum, maupun tanggal balance of proceeds, or the dates of approval by the General
persetujuan RUPS/RUPO atas perubahan penggunaan dana. Meeting of Shareholders/Bondholders for any changes in the use
of proceeds.
Informasi Transaksi Material yang Information on Material Transactions Involving
Mengandung Benturan Kepentingan dan/atau Conflicts of Interest and/or Transactions with
Transaksi dengan Pihak Afiliasi/Pihak Berelasi Affiliated or Related Parties
Transaksi Material yang Mengandung Benturan Material Transactions Involving Conflicts of Interest
Kepentingan
Benturan kepentingan adalah perbedaan antara kepentingan A conflict of interest refers to a discrepancy between the economic
ekonomis perusahaan dengan kepentingan ekonomis pribadi interests of the Company and the personal economic interests
anggota Direksi, anggota Dewan Komisaris, pemegang saham of members of the Board of Directors, members of the Board
utama, atau pengendali yang dapat merugikan perusahaan of Commissioners, principal shareholders, or the controlling
terbuka dimaksud. Sedangkan transaksi afiliasi adalah setiap shareholder, or controllers that could harm the public company
aktivitas dan/atau transaksi yang dilakukan oleh perusahaan in question. An affiliated transaction refers to any activity and/or
atau perusahaan terkendali dengan afiliasi dari perusahaan atau transaction conducted by the Company or its controlled entities
afiliasi dari anggota Direksi, anggota Dewan Komisaris, pemegang with an affiliate of the Company or an affiliate of members of
saham utama, atau pengendali, termasuk setiap aktivitas dan/ the Board of Directors, members of the Board of Commissioners,
atau transaksi yang dilakukan oleh perusahaan atau perusahaan principal shareholders, or the Controlling Shareholder, including
terkendali untuk kepentingan afiliasi dari perusahaan atau afiliasi any activity and/or transactions carried out by the company or
dari anggota Direksi, anggota Dewan Komisaris, pemegang controlled entities for the benefit of affiliates of the company or
saham utama, atau pengendali. affiliates of members of the Board of Directors, members of the
Board of Commissioners, major shareholders, or controllers.
Selama tahun 2025, Permata Bank tidak mencatatkan adanya Throughout 2025, Permata Bank did not record any financial
transaksi keuangan yang mengandung benturan kepentingan. transactions involving conflicts of interest.
Kewajaran, Mekanisme Review, dan Pemenuhan Fairness, Review Mechanisms, and Regulatory
Peraturan Transaksi dengan Pihak Berelasi Compliance of Related Party Transactions
Alasan Dilakukan Transaksi Pihak Berelasi Reason for Conducting Transactions with Related Party
Dalam menjalankan kegiatan usaha normal, Permata Bank In the ordinary course of business, Permata Bank engages in
melakukan transaksi dengan pihak-pihak berelasi yang timbul transactions with related parties arising from ownership and/
karena hubungan kepemilikan dan/atau kepengurusan. Transaksi or management relationships. Such transactions are primarily
tersebut dilakukan terutama untuk mendukung kebutuhan undertaken to support the Bank’s operational requirements and
operasional Bank serta memastikan keberlanjutan layanan to ensure the continuity and efficiency of services provided to
kepada nasabah. Seluruh transaksi berada dalam lingkup kegiatan customers. These transactions fall within the scope of customary
pinjam meminjam dana yang lazim dalam industri perbankan, lending and funding activities in the banking industry, are routine,
bersifat rutin, berulang, dan berkelanjutan, serta memberikan recurring, and ongoing in nature, and contribute directly to the
kontribusi langsung terhadap pendapatan usaha Bank. Bank’s operating income.
Permata Bank memastikan bahwa seluruh transaksi dengan Permata Bank ensures that all related party transactions are
pihak berelasi dilakukan berdasarkan syarat dan ketentuan yang conducted on arm’s-length terms and conditions that are
setara dengan transaksi yang dilakukan dengan pihak tidak equivalent to those applied to transactions with non-related
2025 Annual Report PT Bank Permata Tbk 353
Page 356
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
berelasi. Bank memperoleh tingkat suku bunga yang sebanding parties. Interest rates applied to lending facilities extended to
untuk fasilitas pinjaman antara pihak berelasi dan pihak ketiga, related parties are comparable to those applied to third parties,
kecuali jika diungkapkan lain dalam laporan keuangan. unless otherwise disclosed in the financial statements.
Nama dan Sifat Hubungan Berelasi Names and Nature of Related Party Relationships
Seluruh transaksi dengan pihak berelasi telah dilaksanakan sesuai All transactions with related parties have been carried out
dengan ketentuan POJK No. 42/POJK.04/2020 tentang Transaksi in compliance with POJK No. 42/POJK.04/2020 concerning
Afiliasi dan Benturan Kepentingan Transaksi Tertentu, serta diatur Affiliated Transactions and Certain Transactions Involving
berdasarkan PSAK 224 mengenai Pengungkapan Pihak-pihak Conflicts of Interest, and are accounted for in accordance with
yang Berelasi. Rincian mengenai pihak-pihak berelasi dengan PSAK 224 on Related Party Disclosures. Details of Permata Bank’s
Permata Bank, beserta sifat dan nilai transaksi yang dilakukan related parties, including the nature and value of transactions
hingga 31 Desember 2025, disajikan sebagai berikut: conducted up to 31 December 2025, are presented as follows:
Pihak Berelasi Sifat Relasi Jenis Transaksi
Related Parties Nature of Relationship Type of Transactions
Bangkok Bank Public Company Pemegang saham terakhir dan Giro pada bank-bank lain, simpanan dari bank-bank
Limited mayoritas lain, liabilitas keuangan untuk diperdagangkan, utang
akseptasi, surat utang subordinasi modal inti tambahan
Tier-1, dan garansi yang diterbitkan
Ultimate and majority shareholder Current account in other banks, deposits from other
banks, financial liabilities held for trading, acceptance
payables, additional Tier-1 capital subordinated notes,
and guarantees issued
Komisaris, Direksi, dan personel Pengawas, pengurus, dan karyawan Kredit yang diberikan, simpanan dari nasabah, dan
manajemen kunci kunci remunerasi
Commissioners, Directors, and key Oversight team, management, and key Loans, deposits from customers, and remuneration
management personnel management personnel
PT Mandaya Sehat Utama Dimiliki oleh pemegang saham Kredit yang diberikan
pengendali
Owned by same controlling Loans
shareholder
KB Finansia Multi Finance*) Dimiliki oleh keluarga dari pejabat Kredit yang diberikan
eksekutif
Owned by the family member of one Loans
of executive officers
*)
Bukan merupakan pihak berelasi pada laporan keuangan 31 Desember 2025
No longer a related party in the financial statements 31 December 2025
Seluruh transaksi dengan pihak-pihak berelasi telah diungkapkan All transactions with related parties have been disclosed in
pada Laporan Keuangan Catatan 41. Financial Statements Notes 41.
Realisasi Transaksi Pihak Berelasi Realization of Related Party Transactions
Informasi mengenai pengungkapan transaksi tersebut tertuang Information regarding the disclosure of these transactions is
dalam Laporan Keuangan Catatan 41. Secara rinci, saldo dengan contained in the Financial Statements Note 41. In detail, the
pihak-pihak yang berelasi yang merupakan perusahaan asosiasi balances with related parties that are associated companies with
dengan Permata Bank adalah sebagai berikut: Permata Bank are as follows:
354 PT Bank Permata Tbk Laporan Tahunan 2025
Page 357
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
2025 2024
Catatan
Keterangan Description
Notes Jumlah Jumlah
%*) %*)
Amount Amount
Giro pada bank-bank lain 7 Current accounts with other banks
Bangkok Bank Public Company 104.971 0,04 89.503 0,03 Bangkok Bank Public Company
Limited Limited
Kredit yang diberikan 12 Loans
PT Mandaya Sehat Utama 652.935 0,24 310.059 0,12 PT Mandaya Sehat Utama
Karyawan kunci 143.783 0,1 135.566 0,05 Key management personnel
KB Finansia Multi Finance **)
– – 112.577 0,04 KB Finansia Multi Finance**)
Simpanan dari nasabah Deposits from customers
Giro 18 961 0,00 992 0,00 Current accounts
Tabungan 19 102.034 0,05 82.816 0,04 Savings
Deposito berjangka 20 144.702 0,07 141.037 0,07 Time deposits
Simpanan dari bank-bank lain 21 Deposits from other banks
Bangkok Bank Public Company 28.361 0,01 27.983 0,01 Bangkok Bank Public Company
Limited Limited
Liabilitas keuangan untuk 9 Financial liabilities held for trading
diperdagangkan
Bangkok Bank Public Company 9 0,00 0 0,00 Bangkok Bank Public Company
Limited Limited
Utang akseptasi 11 Acceptance payables
Bangkok Bank Public Company 2.432 0,00 7.748 0,00 Bangkok Bank Public Company
Limited Limited
Liabilitas imbalan pascakerja 24 22.001 0,00 19.057 0,00 Obligation for post-employment
benefits
Surat Utang Subordinasi Modal Inti 26 Additional Tier-1 Capital
Tambahan Tier-1 Subordinated Notes
Bangkok Bank Public Company 11.348.406 5,10 10.849.329 5,01 Bangkok Bank Public Company
Limited Limited
Garansi yang diterbitkan Bank guarantee
Bangkok Bank Public Company 40 117 0,00 113 0,00 Bangkok Bank Public Company
Limited Limited
Fasilitas kredit pada nasabah yang 40 27.046 0,14 24.627 0,12 Unused credit facility-committed
belum digunakan-committed
Letters of credit yang tidak dapat 40 – 0,00 221.353 10,31 Outstanding irrevocable letters
dibatalkan dan masih berjalan of credit
*)
Persentase terhadap jumlah aset dan liabilitas untuk setiap aset dan liabilitas serta persentase terhadap setiap jumlah komitmen dan kontinjensi untuk setiap komitmen dan
kontinjensi.
Percentage to total assets and liabilities for each respective asset and liability and percentage to the respective total commitments and contingencies for each respective
commitment and contingency
** )
Bukan merupakan pihak berelasi pada laporan keuangan 31 Desember 2025
No longer a related party in the financial statements 31 December 2025
2025 Annual Report PT Bank Permata Tbk 355
Page 358
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
2025 2024
Catatan
Keterangan Description
Notes Jumlah Jumlah
%*) %*)
Amount Amount
Pendapatan bunga dan syariah 30 Interest and sharia income
Kredit yang diberikan 56.929 0,33 42.073 0,24 Loans
Beban bunga dan syariah 31 Interest and sharia expense
Giro 98 0,00 368 0,00 Current account
Tabungan 2.059 0,03 1.659 0,02 Savings
Deposito berjangka 7.423 0,11 4.705 0,06 Time deposits
Pendapatan provisi dan komisi 32 671 0,04 543 0,03 Fees and commission income
*)
Persentase terhadap masing-masing jumlah pendapatan/beban yang bersangkutan
Percentage of the respective total income/expenses accounts
Pemenuhan Peraturan dan Ketentuan Terkait Compliance with Applicable Regulations and
Requirements
Transaksi afiliasi atau berelasi sebagaimana tercantum di atas Affiliated or related party transactions as described above form
merupakan bagian dari kegiatan usaha Bank yang dijalankan part of the Bank’s business activities and are conducted on a
secara rutin, berulang, dan/atau berkelanjutan. Setiap transaksi routine, recurring, and/or ongoing basis. Each transaction is
dilaksanakan melalui mekanisme kajian yang wajar serta executed through appropriate and fair review mechanisms and in
mematuhi ketentuan peraturan yang berlaku, termasuk regulasi full compliance with applicable regulatory requirements, including
OJK dan Bank Indonesia, maupun standar akuntansi yang regulations issued by the OJK and Bank Indonesia, as well as
relevan, seperti PSAK terkait penyajian dan pencatatan laporan relevant accounting standards, such as the PSAK governing
keuangan. Pendekatan ini memastikan bahwa seluruh transaksi the presentation and recognition of financial statements. This
dicatat secara tepat, sesuai prinsip kehati-hatian, dan mendukung approach ensures that all transactions are properly recorded,
integritas pelaporan keuangan Bank. adhere to the principle of prudence, and support the integrity of
the Bank’s financial reporting.
Pernyataan Direksi bahwa Transaksi telah Memenuhi Statement of the Board of Directors on the Adequacy of
Prosedur Memadai dan Sesuai Praktik Bisnis yang Procedures and Compliance with Generally Accepted
Berlaku Umum Business Practices
Direksi menegaskan bahwa setiap transaksi afiliasi dan/atau The Board of Directors affirms that all affiliated and/or related
pihak berelasi di Permata Bank telah diproses melalui mekanisme party transactions undertaken by Permata Bank have been
pengendalian internal yang memadai. Seluruh prosedur tersebut processed through adequate internal control mechanisms. These
dirancang untuk memastikan transaksi berjalan sesuai praktik procedures are designed to ensure that transactions are conducted
bisnis yang lazim dan menerapkan prinsip kewajaran (arm’s- in accordance with generally accepted business practices
length principle). Dengan pendekatan ini, Bank menjaga agar and consistently apply the arm’s-length principle. Through this
kepentingan perusahaan dan para pemangku kepentingan approach, the Bank safeguards the interests of the Company and
tetap terlindungi, sekaligus memastikan bahwa setiap its stakeholders, while ensuring that each transaction is executed
transaksi dilaksanakan secara transparan, objektif, dan dapat in a transparent, objective, and accountable manner.
dipertanggungjawabkan.
356 PT Bank Permata Tbk Laporan Tahunan 2025
Page 359
Peran Dewan Komisaris dan Komite Audit untuk Role of the Board of Commissioners and the Audit
Memastikan Transaksi Dilakukan sesuai Praktik Bisnis Committee in Ensuring Compliance with Generally
yang Berlaku Umum dan Memenuhi Prinsip Transaksi Accepted Business Practices and the Arm’s-Length
yang Wajar (arms-length principle) Principle
Permata Bank memastikan bahwa setiap transaksi afiliasi Permata Bank ensures that all affiliated transactions are carried
dilaksanakan secara hati-hati dan sepenuhnya memenuhi prinsip out prudently and in full compliance with the arm’s-length
kewajaran (arm’s length principle). Mengacu pada Prosedur principle. Referring to the Affiliated Transaction Procedures, every
Transaksi Afiliasi, setiap rencana transaksi afiliasi diwajibkan proposed affiliated transaction is required to satisfy fairness
untuk memenuhi prinsip kewajaran. Apabila diperlukan, rencana requirements. Where necessary, such transaction proposals must
transaksi tersebut juga harus memperoleh persetujuan terlebih obtain prior approval from the Board of Commissioners and/or the
dahulu dari Dewan Komisaris dan/atau Direksi. Board of Directors.
Peran pengawasan Dewan Komisaris diperkuat melalui fungsi The supervisory role of the Board of Commissioners is further
Komite Audit. Mengacu pada Piagam Komite Audit, Komite Audit strengthened through the Audit Committee. Pursuant to its Charter,
melakukan penelaahan dan memberikan rekomendasi kepada the Audit Committee reviews and gives recommendations to
Dewan Komisaris atas rencana transaksi afiliasi yang bernilai the Board of Commissioners on proposed material affiliated
material, termasuk menilai potensi benturan kepentingan. transactions, including on potential conflicts of interest. This
Mekanisme ini memastikan setiap transaksi yang diajukan mechanism ensures that each transaction proposed by
Manajemen ditinjau secara independen dan objektif sebelum Management is reviewed independently and objectively prior
memperoleh persetujuan. to approval.
Selain itu, Permata Bank juga secara konsisten mematuhi In addition, Permata Bank consistently complies with all applicable
ketentuan perundang-undangan yang berlaku terkait transaksi regulatory provisions governing material and conflict of interest
material dan transaksi yang mengandung benturan kepentingan. transactions For transactions falling under these categories,
Untuk transaksi dengan kategori tersebut, Bank wajib memperoleh the Bank shall first get approval from independent shareholders
persetujuan pemegang saham independen melalui Rapat Umum through a General Meeting of Shareholders (GMS), thereby
Pemegang Saham (RUPS), sehingga memberikan lapisan tata providing an additional layer of governance and ensuring that the
kelola tambahan dan memastikan kepentingan seluruh pemangku interests of all stakeholders remain protected.
kepentingan tetap terlindungi.
Informasi Transaksi Terkait Investasi, Ekspansi, Information on Transactions Related to
Divestasi, Penggabungan Usaha, Akuisisi, dan Investment, Expansion, Divestment, Business
Restrukturisasi Combination, Acquisition, and Restructuring
Sepanjang tahun 2025, Permata Bank tidak melakukan aktivitas Throughout 2025, Permata Bank did not make any investment,
investasi, ekspansi, divestasi, penggabungan usaha, akuisisi, dan/ expansion, divestment, business combination, acquisition, and/or
atau restrukturisasi utang. debt restructuring activities.
Perubahan Kebijakan Akuntansi dan Changes in Accounting Policies and Their
Dampaknya yang Diterapkan di Tahun 2025 Impact Implemented in 2025
Dewan Standar Akuntansi Keuangan (DSAK) telah menerbitkan The Financial Accounting Standards Board (DSAK) issued several
sejumlah standar akuntansi keuangan baru beserta interpretasinya new financial accounting standards and related interpretations
yang mulai berlaku efektif pada 1 Januari 2025. Penerapan that became effective on 1 January 2025. The adoption of
standar-standar baru ini membawa implikasi terhadap proses these new standards has implications for the preparation and
penyusunan dan penyajian laporan keuangan Permata Bank, presentation of Permata Bank’s financial statements, particularly
khususnya terkait pengakuan, pengukuran, dan pengungkapan with respect to the recognition, measurement, and disclosure
transaksi keuangan tertentu. Adapun standar dan interpretasi of certain financial transactions. The applicable standards and
yang dimaksud antara lain: interpretations include, among others:
2025 Annual Report PT Bank Permata Tbk 357
Page 360
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dampak terhadap
Adopsi atas
Penyajian Laporan
Standar Akuntansi IFRS/IAS Ringkasan Perubahan Dampak terhadap Bank
No. Keuangan
Accounting Standard Adoption of Summary of Changes Impact on Bank
Impact on Presentation
IFRS/IAS
of Financial Statement
1 PSAK 117: “Kontrak IFRS PSAK 117 mengatur relaksasi beberapa Tidak memiliki dampak Implementasi dari
Asuransi” 17-Insurance ketentuan antara lain berupa penambahan yang material terhadap standar-standar tersebut
Contract pengecualian ruang lingkup, penyesuaian laporan keuangan di tidak menghasilkan
penyajian laporan keuangan, penerapan periode berjalan atau perubahan substansial
opsi mitigasi risiko dan beberapa modifikasi laporan keuangan periode/ terhadap kebijakan
pada ketentuan transisi. PSAK 117 juga tahun sebelumnya. akuntasi Bank.
mensyaratkan pemisahan yang jelas antara
pendapatan yang dihasilkan dari bisnis
asuransi dengan yang berasal dari kegiatan
investasi.
SFAS 117: “Insurance SFAS 117 regulates the relaxation of several Do not have a material Implementation of such
Contracts” provisions, including the addition of scope impact on financial standards does not
exceptions, adjustments to the presentation statements in the current produce substantial
of financial statements, application of risk period or financial changes to the Bank’s
mitigation options and some modifications statements of the previous accounting policies.
to transitional provisions. SFAS 117 also period/year.
requires a clear separation between income
generated from the insurance business and
from investment activities.
2 PSAK 221: “Pengaruh Amendment to Perubahan ini menjelaskan persyaratan Tidak memiliki dampak Implementasi dari
Perubahan Kurs IAS 21-Lack of mengenai kondisi di mana suatu mata uang yang material terhadap standar-standar tersebut
Valuta Asing” Exchangeability tidak dapat ditukar dan pengungkapannya. laporan keuangan di tidak menghasilkan
periode berjalan atau perubahan substansial
laporan keuangan periode/ terhadap kebijakan
tahun sebelumnya. akuntasi Bank.
SFAS 221: “The Effects This amendment clarifies the requirements Do not have a material Implementation of such
of Changes in Foreign concerning the conditions under which impact on financial standards does not
Exchange Rates” a currency is non-exchangeable and its statements in the current produce substantial
disclosure. period or financial changes to the Bank’s
statements of the previous accounting policies.
period/year.
Kepatuhan Pembayaran Pajak Taxpayer Compliance
Sebagai institusi perbankan yang menjunjung tinggi kepatuhan As a banking institution that upholds strict compliance with tax
terhadap peraturan perpajakan, Permata Bank memastikan regulations, Permata Bank ensures that all tax obligations are
seluruh kewajiban pajak telah dipenuhi secara tepat waktu dan fulfilled in a timely manner and in accordance with applicable laws
sesuai ketentuan yang berlaku. Komitmen ini merupakan wujud and regulations. This commitment reflects the Bank’s contribution
kontribusi Bank dalam mendukung pembangunan nasional to supporting national development through state revenue.
melalui penerimaan negara.
Rincian lebih lanjut mengenai komponen pemenuhan kewajiban Further details regarding the components of Permata Bank’s tax
perpajakan Permata Bank selama dua tahun terakhir disajikan compliance over the past two years are presented as follows:
sebagai berikut:
dalam jutaan Rupiah | in millions of Rupiah
Keterangan 2025 2024 Description
Pajak Penghasilan pasal 4 (2) 1.642.705 1.556.231 Income Tax article 4 (2)
Pajak Penghasilan pasal 21 490.058 472.200 Income Tax article 21
Pajak Penghasilan pasal 25 1.018.822 1.013.810 Income Tax article 25
Pajak Pertambahan Nilai 77.219 72.742 Value Added Tax
Pajak Penghasilan pasal 23 & 26 215.725 177.309 Income Tax article 23 & 26
358 PT Bank Permata Tbk Laporan Tahunan 2025
Page 361
Transaksi-Transaksi Penting Lainnya dalam Other Material Transactions in Significant
Jumlah yang Signifikan Amounts
Pada tahun 2025, Permata Bank tidak melakukan transaksi In 2025, Permata Bank did not conduct any other material
material lainnya yang berdampak signifikan terhadap posisi transactions that could have caused significant impacts on the
keuangan maupun kinerja operasional Bank. Seluruh aktivitas Bank’s financial position or operational performance. All business
usaha yang berjalan tetap berada dalam koridor operasional activities remained within the scope of normal operations, and
normal dan tidak terdapat aksi korporasi atau transaksi penting there were no corporate actions or other significant transactions
lain yang memerlukan pengungkapan khusus. requiring specific disclosure.
Informasi Keuangan yang Telah Dilaporkan Reported Financial Information Containing
yang Mengandung Kejadian yang Sifatnya Extraordinary and Rare Events
Luar Biasa dan Jarang Terjadi
Sepanjang tahun 2025, tidak terdapat informasi keuangan yang Throughout 2025, there were no extraordinary or infrequent events
bersifat luar biasa maupun kejadian yang jarang terjadi yang reflected in the Bank’s reported financial information that required
perlu diungkapkan secara khusus dalam laporan keuangan Bank. special disclosure.
Penyediaan Dana, Komitmen, dan Fasilitas Provision of Funds, Commitments, and Other
Lain Facilities
Sesuai kebijakan internal Bank, penyediaan dana kepada pihak Pursuant to the Bank’s internal policies, the provision of funds
terkait baik individu maupun kelompok, termasuk Pejabat to related parties, whether on an individual or group basis,
Eksekutif, Direksi, dan Dewan Komisaris senantiasa dilakukan including Executive Officers, members of the Board of Directors,
secara wajar dan hanya dapat dilaksanakan setelah memperoleh and the Board of Commissioners, is conducted fairly and may
persetujuan dari Dewan Komisaris. Seluruh transaksi penyediaan only be executed upon obtaining approval from the Board of
dana kepada pihak terkait diungkapkan secara lengkap dalam Commissioners. All transactions involving the provision of funds
sub-bab Transaksi Material Benturan Kepentingan dan Transaksi to related parties are fully disclosed in the subsection on Material
dengan Pihak Afiliasi/Pihak Berelasi. Transactions Involving Conflicts of Interest and Transactions with
Affiliated or Related Parties.
Larangan, Batasan, dan Hambatan Signifikan Significant Prohibitions, Limitations, and
untuk Melakukan Transfer Dana antara Bank Obstacles to Transfer Funds between Banks
dan Entitas Lain dalam Kelompok Usaha and Other Entities in the Business Group
Pada tahun 2025, Permata Bank tidak mencatat adanya In 2025, Permata Bank did not record any prohibitions,
larangan, pembatasan, maupun hambatan yang signifikan terkait restrictions, or significant obstacles related to the execution
pelaksanaan transfer dana antar-bank maupun antar-entitas of fund transfers between banks or among entities within the
dalam lingkup Permata Bank. Seluruh aktivitas transfer dana Permata Bank scope. All fund transfer activities were conducted in
dapat berjalan sesuai ketentuan yang berlaku dan mendukung accordance with applicable regulations and supported the Bank’s
kelancaran operasional Bank. operational continuity.
Penerapan Foreign Account Tax Compliance Implementation of Foreign Account Tax
Act (FATCA) dan Common Reporting Standard Compliance Act (FATCA) and Common
(CRS) Reporting Standard (CRS)
Foreign Account Tax Compliance Act (FATCA) merupakan regulasi The Foreign Account Tax Compliance Act (FATCA) is a tax
perpajakan yang diterbitkan oleh Pemerintah AS yang mewajibkan regulation issued by the Government of the US that requires
Foreign Financial Institution untuk melaporkan informasi rekening foreign financial institutions to report account information of
nasabah dengan status kewarganegaraan atau domisili pajak AS. customers with United States citizenship or U.S. tax residency
Sementara itu, Common Reporting Standard (CRS) adalah standar status. Meanwhile, the Common Reporting Standard (CRS) is a
global untuk pertukaran informasi keuangan secara otomatis global standard for the automatic exchange of financial account
yang dikembangkan oleh OECD bersama negara-negara anggota information developed by the OECD in collaboration with G20
G20 melalui inisiatif Automatic Exchange of Information (AEOI). member countries under the Automatic Exchange of Information
(AEOI) initiative.
2025 Annual Report PT Bank Permata Tbk 359
Page 362
Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Sampai dengan tahun 2025, Indonesia telah mengadopsi As of 2025, Indonesia has adopted the AEOI framework through
ketentuan AEOI melalui kerangka hukum nasional, antara lain national legislation, including Law of the Republic of Indonesia
Undang-Undang Republik Indonesia No. 9 Tahun 2017 tentang No. 9 Year 2017 concerning the Stipulation of Government
Penetapan Peraturan Pemerintah Pengganti Undang-Undang Regulation in Lieu of Law No. 1 Year 2017 on Access to Financial
No. 1 Tahun 2017 tentang Akses Informasi Keuangan untuk Information for Tax Purposes into Law, as well as Ministry of
Kepentingan Perpajakan menjadi Undang-Undang dan Peraturan Finance Regulation No. 70/PMK.03/2017 on Technical Guidelines
Menteri Keuangan No. 70/PMK.03/2017 tentang Petunjuk for Access to Financial Information for Tax Purposes, as amended
Teknis mengenai Akses Informasi Keuangan untuk Kepentingan from time to time, most recently by Ministry of Finance Regulation
Perpajakan sebagaimana telah beberapa kali diubah terakhir No. 47 Year 2024 on Technical Guidelines for Access to Financial
dengan Peraturan Menteri Keuangan No. 47 Tahun 2024 tentang Information for Tax Purposes.
Petunjuk Teknis Mengenai Akses Informasi Keuangan Untuk
Tujuan Perpajakan.
Sebagai wujud kepatuhan terhadap ketentuan FATCA dan CRS, As part of its compliance with FATCA and CRS requirements,
Permata Bank telah menerapkan prosedur identifikasi (due Permata Bank runs customer due diligence procedure for foreign
diligence) bagi nasabah asing pada saat pembukaan rekening, customers at the account opening stage, along with verification
serta verifikasi sesuai standar regulasi yang berlaku. Selain itu, processes in accordance with applicable regulatory standards. In
Permata Bank juga telah menyelesaikan proses registrasi FATCA addition, Permata Bank has completed FATCA registration through
melalui portal IRS sebagai bagian dari pemenuhan kewajiban the IRS portal as part of fulfilling its reporting obligations to the US
pelaporan yang ditetapkan otoritas pajak AS. tax authorities.
Pelaporan informasi keuangan secara otomatis untuk tujuan The automatic exchange of financial information for CRS purposes
CRS dilakukan melalui Sistem Informasi Nasabah Asing (SIPINA). is conducted through the Foreign Customer Information System
Permata Bank pertama kali menyampaikan laporan tersebut pada (SIPINA). Permata Bank first submitted such reports in 2018
tahun 2018 dan terus melaksanakannya setiap tahun, dengan and has continued to do so on an annual basis, with a reporting
tenggat waktu penyampaian paling lambat tanggal 1 Agustus. deadline of no later than 1 August each year.
Informasi Kelangsungan Usaha Business Continuity Information
Hal-hal yang Berpotensi Berpengaruh Signifikan Potential Factors Significantly Affecting Business
terhadap Kelangsungan Usaha Continuity
Permata Bank secara konsisten memantau berbagai faktor internal Permata Bank consistently monitors a wide range of internal and
dan eksternal yang berpotensi mempengaruhi kelangsungan external factors that could influence future business continuity.
usaha di masa mendatang. Evaluasi ini penting untuk This ongoing evaluation is critical to ensuring the Bank’s resilience
memastikan bahwa Bank memiliki ketahanan yang memadai in navigating economic fluctuations, industry developments, and
dalam menghadapi dinamika ekonomi, perkembangan industri, regulatory changes that may impact performance. By the end of
serta perubahan regulasi yang berpotensi memengaruhi kinerja. 2025, Permata Bank maintained a solid position, with total assets
Hingga akhir tahun 2025, Permata Bank mencatat posisi kinerja reaching Rp268.34 trillion, loan portfolio growing steadily to
yang tetap solid dengan total aset mencapai Rp268,34 triliun approximately Rp163.34 trillion, and customer deposits recorded
dan penyaluran kredit juga tumbuh stabil dengan nilai sekitar at Rp192.82 trillion.
Rp163,34 triliun, sementara simpanan nasabah tercatat sebesar
Rp192,82 triliun.
Dari sisi profitabilitas, Permata Bank berhasil membukukan laba From profitability perspective, Permata Bank recorded net
bersih setelah pajak sebesar Rp3,59 triliun hingga akhir tahun profit after tax of Rp3.59 trillion By the end of 2025, reflecting
2025, yang menjadi cerminan efektivitas strategi bisnis dan the effectiveness of its business strategy and prudent risk
pengelolaan risiko yang prudent. Kinerja positif tersebut menjadi management. This strong performance provides a solid foundation
fondasi penting bagi Bank dalam mempertahankan ketahanan for sustaining resilience and ensuring the Bank’s ability to navigate
usaha dan memastikan kemampuan untuk menghadapi dinamika economic volatility and future uncertainties.
ekonomi serta ketidakpastian ekonomi di masa mendatang.
360 PT Bank Permata Tbk Laporan Tahunan 2025
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Pada tingkat industri, lanskap perbankan Indonesia hingga At the industry level, Indonesia’s banking sector remained stable
akhir tahun 2025 menunjukkan perkembangan yang tetap through the end of 2025 despite global economic volatility. Credit
stabil di tengah dinamika perekonomian global. Pertumbuhan growth across the industry stayed on a positive trajectory, rising
kredit industri berada pada jalur positif dengan kenaikan 9,6% 9.6% (YoY) growth, driven by strong financing demand from both
(YoY), didorong oleh permintaan pembiayaan yang solid dari corporate and retail segments. Meanwhile, TPF recorded robust
segmen korporasi maupun ritel. Sementara DPK industri juga growth of 13.8% (YoY), reflecting sustained public confidence in
mencatat pertumbuhan kuat sebesar 13,8% (YoY) , mencerminkan the banking system. This positive intermediation performance was
kepercayaan masyarakat yang terus terjaga terhadap sektor supported by ample national liquidity and the coordinated efforts
perbankan. Kinerja intermediasi yang positif ini turut didukung of monetary authorities and regulators to safeguard financial
oleh kondisi likuiditas nasional yang tetap memadai serta sinergi sector stability.
kebijakan otoritas moneter dan regulator dalam menjaga stabilitas
sektor keuangan.
Kondisi likuiditas industri perbankan hingga akhir tahun 2025 By the end of 2025, the banking industry’s liquidity position
menunjukkan posisi yang sangat sehat sebagaimana tercermin remained exceptionally strong, as reflected in the liquid assets to
dari rasio alat likuid terhadap non-core deposit (AL/NCD) yang non-core deposits (AL/NCD) ratio of 126.2%, significantly above
mencapai 126,2%, jauh di atas ketentuan minimum regulator the regulatory minimum of 50.0%. This robust position underscores
sebesar 50,0%. Posisi ini menunjukkan bahwa sektor perbankan the sector’s ability to maintain a solid liquidity buffer, ensuring
memiliki bantalan likuiditas yang kuat untuk menghadapi potensi resilience against potential market volatility.
volatilitas pasar.
Di saat yang sama, kualitas aset industri juga terjaga stabil, At the same time, the industry’s asset quality remained stable,
tercermin dari rasio NPL berada di level rendah dengan rasio reflected in a low gross NPL & net NPL ratio-approximately 2.1%
bruto sekitar 2,1% dan rasio neto sekitar 0,8% hingga akhir tahun and 0.8% by year-end 2025. The banking sector’s resilience against
2025. Resiliensi industri perbankan dalam menghadapi gejolak external shocks was further supported by strong capitalization,
eksternal tercermin dari rasio permodalan yang kuat di mana with the average Capital Adequacy Ratio (CAR) reaching 25.9%,
rata-rata Capital Adequacy Ratio (CAR) industri dibukukan and solid aggregate profitability, as indicated by an industry-wide
mencapai 25,9%, serta profitabilitas agregat institusi perbankan Return on Assets (ROA) of 2.5% as of December 2025.
yang berada di level yang solid dengan Return on Assets (ROA)
industri sebesar 2,5% pada akhir Desember 2025.
Secara keseluruhan, berbagai indikator industri sampai hingga Overall, industry indicators at the close of 2025 reflect strong
akhir tahun 2025 menunjukkan ketahanan yang solid di tengah resilience amid economic fluctuations, providing room for the
dinamika ekonomi sehingga membuka ruang bagi industri banking sector to sustain and further strengthen its intermediation
perbankan untuk mempertahankan dan memperkuat fungsi role. Nevertheless, Permata Bank must remain attentive to several
intermediasi secara berkesinambungan. Namun demikian, challenges, including interest rate volatility, shifting customer
Permata Bank tetap perlu mencermati sejumlah tantangan behaviors, and evolving fiscal and monetary policies that could
yang ada, termasuk volatilitas suku bunga, perubahan perilaku influence credit demand, funding costs, and interest margins.
nasabah, serta dinamika kebijakan fiskal dan moneter yang dapat
memengaruhi permintaan kredit, biaya dana, dan margin bunga.
Persaingan yang semakin ketat dari bank besar, bank digital, Intensifying competition from big banks, digital banks, and non-
dan institusi non-bank mendorong Permata Bank untuk terus bank institutions continues to drive Permata Bank to accelerate
memperkuat transformasi digital, meningkatkan efisiensi its digital transformation, enhance operational efficiency, and
operasional, serta menghadirkan produk dan layanan yang deliver innovative, competitive products and services. Backed by
kompetitif. Dengan strategi yang adaptif, pengelolaan kualitas an adaptive strategy, prudent asset quality management, and
aset yang prudent, dan disiplin permodalan, Permata Bank disciplined capital practices, Permata Bank is well-positioned
berada pada posisi yang solid untuk memanfaatkan momentum to leverage industry growth opportunities-including rising
pertumbuhan industri, termasuk peningkatan DPK, pertumbuhan TPF, expanding credit demand, ample system liquidity, and
kredit, kelonggaran likuiditas sistem, serta kualitas aset yang sustained asset quality-to pursue selective and sustainable
terjaga, guna memperluas bisnis secara selektif dan berkelanjutan. business expansion.
2025 Annual Report PT Bank Permata Tbk 361
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Penilaian (Assessment) Manajemen dalam Management’s Assessment of Potentially
Pengelolaan Potensi Risiko yang Berpengaruh Significant Factors Affecting Business Continuity
Signifikan terhadap Kelangsungan Usaha
Dewan Komisaris dan Direksi Permata Bank secara konsisten Board of Commissioners and Directors of Permata Bank
melakukan pengawasan dan evaluasi terhadap pencapaian consistently oversee and evaluate the achievement of targets
kinerja yang telah ditetapkan dalam Rencana Bisnis Bank (RBB) outlined in the 2025 Bank Business Plan (RBB). This assessment
tahun 2025. Penilaian ini mencakup tidak hanya aspek keuangan, encompasses not only financial performance but also operational
tetapi juga kapabilitas operasional, kepatuhan terhadap regulasi, capabilities, regulatory compliance, and the effectiveness of
serta efektivitas inisiatif strategis yang dijalankan sepanjang tahun. strategic initiatives implemented throughout the year. Through
Melalui pemantauan berkala, Manajemen memastikan bahwa regular monitoring, Management ensures that growth remains
pertumbuhan yang dicapai tetap selaras dengan prinsip kehati- aligned with prudent principles and supports long-term
hatian dan mendukung keberlanjutan usaha jangka panjang. business sustainability.
Berdasarkan capaian kinerja tahun 2025 yang menunjukkan Based on the strong performance in 2025, which delivered
pertumbuhan solid dan sebagian besar melampaui target utama, solid growth and exceeded most key targets, Management
Manajemen menilai bahwa Permata Bank memiliki kekuatan affirms that Permata Bank possesses the financial strength and
finansial dan operasional yang memadai untuk mempertahankan operational capabilities to sustain and expand its business going
sekaligus mengembangkan bisnis ke depan. Stabilitas forward. Robust capital stability, well-maintained asset quality,
permodalan, kualitas aset yang terjaga, serta peningkatan and enhanced digital capabilities form a critical foundation
kapabilitas digital menjadi fondasi penting dalam memperkuat for reinforcing the Bank’s resilience amid an evolving business
ketahanan Bank di tengah dinamika lingkungan bisnis. environment.
Untuk menjaga kesinambungan usaha, Manajemen melakukan To ensure business continuity, Management conducts a
pemetaan menyeluruh terhadap peluang dan risiko yang timbul comprehensive mapping of opportunities and risks arising from
dari perkembangan industri perbankan, kondisi makroekonomi, developments in the banking industry, macroeconomic conditions,
serta perubahan regulasi. Analisis ini dilakukan melalui and regulatory changes. This analysis leverages a Strengths,
pendekatan Strengths, Weaknesses, Opportunities, and Threats Weaknesses, Opportunities, and Threats (SWOT) framework to
(SWOT) guna memastikan strategi Bank dirancang secara adaptif ensure the Bank’s strategy remains adaptive and responsive to
dan mampu merespons dinamika yang berpotensi memengaruhi dynamics that may influence future performance.
kinerja di masa mendatang.
Pada tahun 2025, Manajemen telah mengidentifikasi berbagai In 2025, Management identified a range of strategic opportunities,
peluang strategis, tantangan eksternal, serta potensi risiko yang external challenges, and potential risks that could shape the
mungkin memengaruhi arah bisnis Bank. Seluruh temuan tersebut Bank’s business direction. These insights were thoroughly analyzed
dianalisis secara menyeluruh melalui kerangka SWOT, yang using the SWOT framework, and the results are presented in the
hasilnya diuraikan pada bagian berikut. following section.
Kekuatan Strengths
• Posisi Permata Bank yang kuat di segmen Korporasi, • Permata Bank’s strong position in the Corporate segment,
didukung oleh Bangkok Bank Public Company Limited supported by Bangkok Bank Public Company Limited as the
sebagai pemegang saham pengendali yang telah menjalin controlling shareholder, which has established long-standing
hubungan jangka panjang dengan Grup Konglomerat terpilih relationships with selected conglomerate groups in Indonesia.
di Indonesia.
• Sinergi dengan Bangkok Bank Limited yang memiliki basis • Strong synergy with Bangkok Bank Limited, leveraging its
nasabah yang sangat luas di regional dan pengetahuan extensive regional customer base and deep expertise in
produk yang mendalam dan beragam (misalnya: project diverse products (e.g., project finance, trade finance), creating
finance, trade finance) merupakan potensi untuk memperluas significant opportunities to scale the business.
skala bisnis.
• Basis nasabah Korporasi dan nasabah Konsumer high • Robust Corporate client base and high-affluent Consumer
affluent yang kuat di tengah stagnasi pertumbuhan segment, despite stagnant growth in lower-middle deposits,
simpanan kelompok menengah-bawah dengan potensi untuk with potential to strengthen relationships through broader
memperdalam hubungan melalui cross-selling produk yang cross-selling and higher product-holding ratios.
lebih luas (Product-Holding-Ratio yang lebih tinggi).
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• Permata Bank sebagai bank universal yang menyediakan • Permata Bank operates as a universal bank, offering
berbagai layanan perbankan, dari Konvensional hingga comprehensive banking services-from Conventional to Sharia
Syariah untuk memenuhi kebutuhan segmen nasabah to meet the diverse needs of its customer segments.
yang beragam.
• Posisi permodalan dan likuiditas yang kuat untuk mendukung • Solid capital and liquidity position to support business
pertumbuhan bisnis, dengan rasio KPMM di antara yang expansion, with CAR among the highest in Indonesia’s
tertinggi dalam peringkat bank komersial Indonesia. commercial banking sector.
• Strategi manajemen risiko dan kerangka tata kelola yang • Strong risk management strategy and governance framework,
diimplementasikan dengan prinsip kehati-hatian tercermin implemented with prudence, reflected in NPL Coverage ratio
dari rasio NPL Coverage yang mencapai di atas 300% hingga exceeding 300% at year-end 2025.
akhir tahun 2025.
• Manajemen Bank yang solid dan memiliki pengalaman yang • Experienced and resilient management team with diverse
beragam di bidang perbankan, teknologi digital, maupun expertise across banking, digital technology, and non-banking
industri non-perbankan. industries.
• Rasio Cost-to-Income (CIR) yang secara konsisten membaik • Consistent improvement in Cost-to-Income Ratio (CIR) year-
dari tahun-tahun sebelumnya sejalan dengan upaya efisiensi over-year, driven by efficiency initiatives and disciplined
dan disiplin manajemen pengeluaran biaya operasional. control of operational expenses.
Kelemahan Weaknesses
• Tingginya ketergantungan terhadap kondisi perekenomian • Significant reliance on Indonesia’s economic and political
dan politik Indonesia, termasuk kerentanan terhadap harga conditions, including exposure to fluctuations in commodity
komoditas dan konsumsi domestik. prices and domestic consumption.
• Kontribusi pendapatan non-bunga yang belum maksimal di • Non-interest income contribution remains below optimal
tengah tantangan industri perbankan dalam mempertahankan levels amid industry-wide challenges in sustaining interest
pertumbuhan pendapatan bunga dan tekanan pada marjin. income growth and margin pressures.
• Upaya revitalisasi infrastruktur IT yang dilakukan secara • The Bank’s phased IT infrastructure revitalization is taking
bertahap oleh Bank terjadi di tengah perkembangan place alongside rapid technological advancements, adding
teknologi yang pesat, sehingga meningkatkan kompleksitas complexity to internal modernization efforts.
modernisasi teknologi internal.
Peluang Opportunities
• Kebijakan fiscal dan moneter yang berorientasi pada • Growth-oriented fiscal and monetary policies present
pertumbuhan (pro-growth) membuka peluang bagi opportunities for banks to expand credit distribution across
perbankan untuk meningkatkan penyaluran kredit, baik pada consumption, working capital, and investment segments.
segmen konsumsi, modal kerja, maupun investasi.
• Kondisi likuiditas yang membaik serta potensi penurunan • Improving liquidity conditions and the potential reduction in
suku bunga acuan (BI-Rate) akan menekan biaya dana (cost the benchmark interest rate (BI-Rate) are expected to lower
of funds). Di sisi lain, penurunan biaya pinjaman (borrowing cost of funds. Concurrently, reduced borrowing costs for
cost) bagi nasabah berpotensi mendorong peningkatan customers may stimulate greater credit demand.
permintaan kredit.
• Posisi permodalan Bank yang kuat mendukung potensi • The Bank’s strong capital position enables accelerated
akselerasi belanja modal (CapEx) yang dapat diarahkan untuk capital expenditure (CapEx), which can be allocated
modernisasi teknologi internal dan/ atau pengembangan to internal technology modernization and/or inorganic
usaha secara inorganik dalam rangka memperluas cakupan business expansion to broaden financial services beyond
layanan jasa keuangan di luar jasa perbankan. traditional banking.
• Porsi simpanan nasabah high affluent di industri yang • The steady increase in high-affluent customer deposits within
meningkat secara stabil membuka peluang yang lebih luas the industry creates wider opportunities for product offerings
untuk penawaran dan kerja sama dengan mitra strategis and strategic partnerships in wealth management.
dalam hal penawaran produk-produk wealth management.
• Transformasi digital data yang cepat dengan menggunakan • Accelerated digital data transformation leveraging Advanced
Advanced Data Analytics, Machine Learning, dan Artificial Data Analytics, Machine Learning, and Artificial Intelligence
2025 Annual Report PT Bank Permata Tbk 363
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Intelligence, dapat digunakan untuk meningkatkan efisiensi can significantly enhance operational efficiency and deliver
operasional dan memberikan layanan personalisasi solusi highly personalized banking solutions.
perbankan yang lebih baik dan tepat sasaran.
• Inovasi produk dan kemitraan dengan pemain digital-native • Product innovation and strategic partnerships with digital-
dapat membantu dalam mengakuisisi nasabah New-to-Bank native players offer strong potential to acquire New-to-Bank
(NTB) dan mempertahankan nasabah Existing-to-Bank (ETB). (NTB) customers and improve retention of Existing-to-Bank
(ETB) customers.
• Banyaknya potensi perbaikan untuk meningkatkan advokasi • Substantial opportunities exist to strengthen customer
nasabah yang dapat membawa Permata Bank menjadi advocacy, positioning the Bank to lead in Net Promoter Score
yang terdepan dalam hal Net Promoter Score (NPS) di (NPS) across all segments.
semua segmen.
• Sejalan dengan semakin meningkatnya tren global dan • Aligned with the growing global and regulatory emphasis on
regulator terkait aspek Enviromental, Social and Governance Environmental, Social, and Governance (ESG), sustainability,
(ESG) atau keberlanjutan dan inklusi keuangan, dorongan and financial inclusion, regulatory initiatives to accelerate
regulator untuk mengakselerasi penyaluran kredit kepada credit distribution to priority sectors-supported by KLM
beberapa sektor prioritas, salah satunya diwujudkan melalui incentives for MSME financing and green financing for the
penyediaan insentif KLM untuk portofolio pembiayaan green economy-present opportunities for the Bank to expand
segmen UMKM dan pembiayaan berwawasan lingkungan its portfolio in these areas and maximize the benefits of KLM
kepada ekonomi hijau memberikan peluang bagi Bank incentive given by the regulator.
untuk meningkatkan porsi pembiayaan dalam sektor-sektor
tersebut dan mengoptimalisasi insentif KLM yang diberikan
oleh regulator.
Ancaman Threats
• Ketidakpastian global diperkirakan masih akan berlanjut, • Global uncertainty is expected to persist, driven by inward-
sebagai dampak dari penerapan kebijakan inward looking focused US policies, China’s prolonged slower growth outlook,
AS, prospek pertumbuhan ekonomi Tiongkok yang cenderung and geopolitical tensions across multiple regions, which could
slower-for-longer dan kondisi geopolitik di berbagai kawasan, trigger sudden shocks with significant impact on both global
sehingga berpotensi memicu sudden shock yang dapat and domestic financial market stability.
berdampak signifikan terhadap stabilitas pasar keuangan
global maupun domestik.
• Ketidakpastian global yang berkepanjangan dapat • Prolonged uncertainty could intensify pressure on the
memperbesar tekanan terhadap nilai tukar Rupiah dan Rupiah and heighten market volatility. Domestic political
menimbulkan volatilitas yang lebih tinggi. Selain faktor dynamics may further increase investor caution toward local
eksternal, dinamika politik dalam negeri juga dapat menambah financial assets.
kehati-hatian investor terhadap aset keuangan domestik.
• Tren penurunan suku bunga acuan berpotensi menekan net • The downward trend in benchmark interest rates poses a risk
interest margin (NIM) perbankan. of compressing banks’ net interest margins (NIM).
• Sementara itu, dorongan untuk mempercepat ekspansi • Meanwhile, efforts to accelerate credit expansion to drive
kredit demi mendukung pertumbuhan ekonomi yang lebih higher economic growth may increase risk exposure if not
tinggi dapat meningkatkan risiko apabila tidak diimbangi supported by prudent risk management, potentially resulting
dengan manajemen risiko yang prudent, sehingga dapat in a rise in non-performing loan (NPL) ratios.
menyebabkan peningkatan rasio kredit bermasalah (NPL).
• Dengan munculnya teknologi baru, konektivitas secara digital • The rise of new technologies, increased digital connectivity,
dan saluran digital, risiko ancaman terkait keamanan siber and reliance on digital channels keep cybersecurity threats at
akan tetap tinggi. elevated levels.
• Perubahan kondisi pasar dan kebutuhan nasabah yang • Rapidly changing market conditions and evolving customer
dinamis mengharuskan organisasi untuk cepat dan lincah needs require organizations to maintain agility and
(agile) dalam merespons dan menyesuaikan strategi bisnis responsiveness, ensuring timely and precise adjustments to
secara tepat waktu dan tepat sasaran. business strategies.
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Berdasarkan hasil pemetaan SWOT tersebut, Manajemen menilai Based on the SWOT analysis, Management assesses that there
bahwa tidak terdapat ketidakpastian material yang berpotensi are no material uncertainties likely to raise significant doubt about
menimbulkan keraguan signifikan atas kemampuan Permata Permata Bank’s ability to sustain its operations. Strong business
Bank dalam mempertahankan keberlangsungan usahanya. fundamentals, consistently executed strategies, and disciplined
Fundamental bisnis yang solid, strategi yang dijalankan secara risk management practices position the Bank to navigate
konsisten, serta praktik manajemen risiko yang diterapkan challenges, including high interest rate pressures and persistent
secara disiplin memungkinkan Bank untuk menavigasi berbagai global uncertainties.
tantangan, termasuk tekanan suku bunga yang tinggi dan
dinamika global yang masih sarat ketidakpastian.
Ketahanan ini semakin diperkuat oleh dukungan berkelanjutan This resilience is further strengthened by the continued support
dari Bangkok Bank sebagai pemegang saham pengendali utama, of Bangkok Bank as the controlling shareholder and the trust of
serta kepercayaan nasabah yang terus memilih produk dan customers who consistently choose Permata Bank’s products
layanan Permata Bank sebagai solusi keuangan andalan mereka. and services as their preferred financial solutions. These
Kombinasi faktor-faktor tersebut menjadi fondasi penting bagi combined factors provide a solid foundation for the Bank to
Bank untuk terus tumbuh secara berkelanjutan dan adaptif di achieve sustainable and adaptive growth in an ever-evolving
tengah lanskap industri perbankan yang terus berkembang. banking landscape.
Asumsi yang Digunakan Manajemen dalam Assumptions Used by Management in Conducting
Melakukan Penilaian (Assessment) terhadap Assessments of Long-Term Business Continuity
Kelangsungan Usaha Jangka Panjang
Dalam menetapkan rencana bisnis serta target kinerja, In setting business plans and performance targets, Management
Manajemen senantiasa mempertimbangkan aspek-aspek consistently considers fundamental aspects that ensure the
fundamental yang menentukan keberlangsungan usaha Bank, Bank’s sustainability, including capital strength, liquidity position,
termasuk kekuatan permodalan, posisi likuiditas, rentabilitas, profitability, and overall asset quality. These considerations
dan kualitas aset secara keseluruhan. Pertimbangan ini menjadi serve as the foundation for ensuring that every strategic decision
landasan utama bagi Bank untuk memastikan setiap langkah remains aligned with the Bank’s risk profile and financial capacity.
strategis yang diambil tetap selaras dengan profil risiko dan
kapasitas finansial yang dimiliki.
Sejalan dengan arahan OJK, Permata Bank masih menempatkan In alignment with OJK’s directives, Permata Bank continues to
prinsip Keuangan Berkelanjutan sebagai bagian integral dari embed Sustainable Finance principles as a core component
strategi bisnis. Aspek keuangan berkelanjutan tetap menjadi of its business strategy. Sustainability remains a key priority in
salah satu fokus utama Bank dalam penilaian kelangsungan evaluating business continuity for 2026. The Bank emphasizes the
usaha di tahun 2026. Permata Bank senantiasa menekankan importance of balancing economic performance with the adoption
pentingnya keseimbangan antara pencapaian kinerja ekonomi of strong environmental, social, and governance (ESG) practices.
dengan penerapan prinsip lingkungan, sosial, dan tata kelola ESG integration is demonstrated through the implementation of
(LST) perusahaan yang baik. Pengintegrasian aspek LST sudah Environmental & Social Risk Analysis (ESRA) in the credit approval
diwujudkan melalui disusunnya Kebijakan Keberlanjutan, serta process. This approach ensures that financing activities not
penerapan Kebijakan Khusus Pembiayaan Berkelanjutan dan only foster business growth but also account for environmental
Environmental & Social Risk Analysis (ESRA) dalam proses sustainability and community well-being.
pemberian kredit. Pendekatan ini memastikan bahwa penyaluran
pembiayaan tidak hanya mendorong pertumbuhan bisnis, tetapi
juga mempertimbangkan dampak terhadap keberlanjutan
lingkungan dan kesejahteraan masyarakat.
2025 Annual Report PT Bank Permata Tbk 365
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Analisis dan Pembahasan
Manajemen
Management Discussion
and Analysis
Dalam mengoptimalkan peluang usaha yang semakin terbuka To capitalize on emerging business opportunities, Management
ke depan, Manajemen juga memperhatikan dinamika eksternal, closely monitors external dynamics at both global and national
baik di tingkat global maupun nasional. Berbagai perkembangan levels. These developments serve as critical inputs in shaping
tersebut menjadi elemen penting dalam proses perumusan strategy, ensuring that policies and initiatives derived from SWOT
strategi, sehingga arah kebijakan dan inisiatif yang dirancang analysis are executed effectively and remain adaptable to change.
berdasarkan analisis SWOT dapat dijalankan secara efektif
dan adaptif.
Sebagai dasar dalam menilai prospek keberlanjutan usaha di As the foundation for assessing business sustainability
tahun 2026, Manajemen Permata Bank telah mengidentifikasi prospects in 2026, Permata Bank’s Management has
sejumlah asumsi kunci, baik yang bersumber dari faktor eksternal identified key assumptions, encompassing external factors
yang mencerminkan dinamika ekonomi makro maupun faktor that reflect macroeconomic dynamics and internal factors that
internal yang menggambarkan kapasitas dan ketahanan demonstrate the Bank’s fundamental capacity and resilience.
fundamental Bank. Seluruh asumsi ini menjadi pijakan utama These assumptions form the basis for strategy development,
dalam penyusunan strategi, perencanaan mitigasi risiko, serta risk mitigation planning, and performance projections for the
penetapan proyeksi kinerja Bank di periode mendatang. Adapun upcoming period. The primary assumptions include:
asumsi-asumsi utama tersebut mencakup hal-hal berikut:
1. Asumsi Ekonomi Makro Tahun 2026 1. Macroeconomic Assumptions for 2026
Manajemen memproyeksikan bahwa kondisi ekonomi pada Management anticipates that by the end of 2026, economic
akhir tahun 2026 akan berada pada tingkat yang kondusif conditions will remain favorable for financial sector growth,
bagi pertumbuhan sektor keuangan, dengan indikator utama supported by the following key indicators:
sebagai berikut:
• Pertumbuhan PDB: 5,1% (YoY) • GDP Growth: 5.1% (YoY)
• Laju inflasi: 2,4% • Inflation Rate: 2.4%
• Nilai tukar Rupiah terhadap USD: Rp16.321/USD • Exchange Rate (IDR/USD): Rp16,321/USD
• Suku Bunga SBN 10 Tahun: 6,9% • 10-Year Government Bond Yield: 6.9%
• Pertumbuhan kredit: 9,0%–11,0% (YoY) • Credit Growth: 9.0%–11.0% (YoY)
• Pertumbuhan DPK: 9,0%–11,0% (YoY) • TPF Growth: 9.0%–11.0% (YoY)
2. Fundamental Keuangan yang Solid 2. Strong Financial Fundamentals
Asumsi ini diperkuat oleh kinerja keuangan Permata Bank This assumption is reinforced by Permata Bank’s consistent
yang secara konsisten mencatat tren positif selama lima tahun positive financial performance over the past five years.
terakhir. Stabilitas dan pertumbuhan indikator keuangan The stability and growth of key financial indicators
utama mencerminkan ketahanan bisnis serta efektivitas underscore the Bank’s resilience and the effectiveness
penerapan strategi Bank dalam menghadapi dinamika of its strategies in navigating industry dynamics and
industri dan fluktuasi kondisi makroekonomi macroeconomic fluctuations.
Dengan mempertimbangkan seluruh asumsi tersebut, By incorporating these assumptions, Management ensures that the
Manajemen memastikan bahwa strategi bisnis yang disusun telah business strategy is designed to accommodate diverse economic
mengakomodasi berbagai skenario ekonomi dan potensi risiko, scenarios and potential risks, positioning Permata Bank to remain
sehingga Permata Bank tetap berada pada jalur pertumbuhan on a path of sound and sustainable growth throughout 2026.
yang sehat dan berkelanjutan di tahun 2026.
366 PT Bank Permata Tbk Laporan Tahunan 2025
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Page 370
Manajemen Risiko Risk Management
Page 371
Page 372
Manajemen Risiko
Risk Management
Manajemen Risiko
Risk Management
Selama tahun 2025,
Permata Bank
senantiasa memperkuat
kerangka manajemen
risiko untuk memastikan
keberlanjutan
usaha, menjaga
kualitas kinerja, serta
mendukung pencapaian
strategi bisnis Bank
di tengah dinamika
ekonomi global dan
domestik.
Throughout 2025, Permata Bank
consistently strengthened its risk
management framework to ensure
business sustainability, maintain
performance quality, and support
the achievement of the Bank’s
business strategies amid global
and domestic economic dynamics.
370 PT Bank Permata Tbk Laporan Tahunan 2025
Page 373
Permata Bank senantiasa memperkuat penerapan manajemen risiko sebagai
fondasi utama dalam menjaga ketahanan dan keberlanjutan bisnis. Melalui
pengelolaan risiko yang menyeluruh dan responsif terhadap dinamika pasar,
Bank berupaya memastikan setiap langkah strategis selaras dengan arah
kebijakan yang prudent. Pendekatan ini tidak hanya menjaga stabilitas
operasional, tetapi juga membantu Bank tetap adaptif menghadapi tantangan
ekonomi global maupun domestik, sehingga mampu mewujudkan pertumbuhan
kinerja yang sehat dan berkelanjutan.
Bank berpandangan bahwa budaya risiko yang kuat sangat penting untuk
mencapai tujuan penerapan manajemen risiko yang efektif. Oleh karena itu,
Bank terus meningkatkan budaya sadar risiko yang kuat untuk meningkatkan
kesadaran dan pemahaman terhadap risiko yang melekat pada aktivitas Bank
kepada seluruh stakeholder. Direksi dan Manajemen Senior secara proaktif
mengkomunikasikan pentingnya sadar risiko kepada seluruh karyawan melalui
serangkaian kegiatan pelatihan (termasuk e-Learning) dan sosialisasi lesson
learnt secara berkala.
Permata Bank consistently strengthens its risk management practices as a
fundamental pillar in maintaining business resilience and sustainability. Through
comprehensive risk oversight and responsiveness to market dynamics, the Bank
strives to ensure that every strategic decision aligns with prudent policy direction.
This approach not only preserves operational stability but also enables the Bank
to remain adaptive amid global and domestic economic challenges, thereby
supporting healthy and sustainable performance growth
The Bank sees a strong risk culture as a prerequisite for effective risk management.
Accordingly, the Bank consistently foster a robust risk-aware culture to enhance
awareness and understanding of the risks inherent in its activities among
all stakeholders. In a proactive manner, the Board of Directors and Senior
Management communicate the importance of risk awareness amongst the
workforce through a series of regular training (including e-Learning) and lesson
learnt socialization.
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Manajemen Risiko
Risk Management
Bank sadar akan risiko yang ditimbulkan dari perubahan iklim The Bank is aware of the risks brought about by climate change
dan pentingnya mendukung upaya keuangan berkelanjutan. and the importance of supporting sustainable financial measures.
Oleh karena itu, keuangan berkelanjutan telah menjadi salah Therefore, sustainable finance has become one of the Bank’s risk
satu prinsip dalam manajemen risiko Bank. Sebagai perwujudan management principles. As an embodiment of this principle, the
dari prinsip tersebut, Bank membentuk Sustainability Committee Bank has formed a Sustainability Committee that is responsible
yang bertanggung jawab untuk mengawasi dan mempromosikan for overseeing and promoting sustainability initiatives at
inisiatif keberlanjutan di Permata Bank serta memantau risiko Permata Bank and for monitoring and assessing key business
dan menilai peluang bisnis utama yang muncul dari aspek risks and opportunities that arise from Environmental, Social,
Lingkungan, Sosial, dan Tata Kelola (LST). Lebih lanjut, Bank and Governance (ESG) aspects. The Bank has gone even further
telah menambahkan risiko iklim sebagai salah satu risiko utama. by putting climate risk in the list of principal risks. In terms of
Dalam rangka mendukung pembiayaan yang berkelanjutan, financing, the Bank has also developed policies that align with
Bank telah menyusun kebijakan yang selaras dengan Taksonomi the Indonesian Green Taxonomy and Indonesia Taxonomy of
Hijau Indonesia dan Taksonomi Keuangan Berkelanjutan serta Sustainable Finance as well as carried out regular monitoring
melakukan pemantauan dan evaluasi berkala terhadap eksposur and evaluation of climate risk exposure in its financing portfolio.
risiko iklim dalam portofolio pembiayaannya. Sebagai bagian As part of strengthening risk mitigation, the Bank has also carried
dari penguatan mitigasi risiko, Bank juga telah melaksanakan out pilot bottom-up Climate Risk Management Scenario (CRMS)
pilot bottom up Climate Risk Management Scenario (CRMS) testing to assess portfolio resilience under various climate change
untuk menilai ketahanan portofolio terhadap berbagai scenarios. In 2025, the Bank also developed a methodology for
skenario perubahan iklim. Pada tahun 2025, Bank juga telah calculating financed emissions.
mengembangkan metodologi perhitungan emisi yang dibiayai
(financed emmisions).
Sebagai bagian dari komitmen untuk memperkuat tata kelola As part of its commitment to strengthening risk governance in
risiko sesuai prinsip syariah, pada tahun 2025 Bank telah accordance with sharia principles, in 2025, the Bank established
membentuk fungsi Manajemen Risiko Syariah. Fungsi ini berperan a Sharia Risk Management function. This function plays a role in
memastikan penerapan kerangka kerja manajemen risiko yang ensuring the implementation of a risk management framework
selaras dengan ketentuan regulator dan prinsip syariah, serta that aligns with regulatory requirements and sharia principles,
mendukung integrasi pengawasan risiko secara menyeluruh. while supporting the integration of comprehensive risk oversight.
Dalam upaya mengoptimalkan keseimbangan antara tingkat In an effort to optimize the balance of risks and returns, the Bank
risiko dan pengembalian, Bank terus menyempurnakan scorecard makes continuous improvements in its scorecard model as a
model sebagai alat manajemen risiko untuk menghasilkan risk management tool that not only generates more objective
rekomendasi risiko yang lebih objektif dan juga sebagai upaya risk recommendations but also simplifies, standardizes, and
menyederhanakan, menstandardisasi, dan memperkuat proses strengthens the credit initiation process.
inisiasi kredit.
Kerangka kerja manajemen risiko di Permata Bank mengacu The risk management framework at Permata Bank refers to the
pada pendekatan Enterprise Risk Management (ERM), yang Enterprise Risk Management (ERM) approach, which provides
memberikan landasan bagi Bank untuk meningkatkan kapabilitas a foundation for the Bank to enhance its capabilities and
serta koordinasi dalam menerapkan pendekatan berbasis coordination in implementing an effective risk‑based approach.
risiko secara efektif. Melalui ERM, Bank memastikan bahwa Through ERM, the Bank ensures that potential risk impacts on
potensi dampak risiko terhadap modal dan pendapatan tetap capital and earnings remain within the established risk appetite
berada dalam batas risk appetite dan toleransi risiko yang telah and risk tolerance levels. The risk appetite and risk tolerance
ditetapkan. Risk appetite dan toleransi risiko mencerminkan reflect the Bank’s risk management strategy. The formulation of
strategi manajemen risiko Bank. Penyusunan strategi manajemen risk management strategy is based on the risk principles, which
risiko didasarkan pada prinsip-prinsip risiko yang terdiri dari consists of a statement intended to describe the approach to risk
pernyataan (statement), yang menjelaskan pendekatan management and the risk culture that the Bank wishes to preserve.
manajemen risiko dan budaya risiko yang ingin dipertahankan At the same time, it also to ensure that the Bank can achieve its
oleh Bank. Di sisi lain, penyusunan strategi manajemen risiko juga strategy and objective to consistently generating profits and
mencakup strategi untuk memastikan Bank dapat mencapai maximizing the interests of the Bank’s stakeholders.
strategi dan tujuannya untuk menghasilkan keuntungan dan
memaksimalkan kepentingan stakeholders Bank secara konsisten.
372 PT Bank Permata Tbk Laporan Tahunan 2025
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Fokus Manajemen Risiko Tahun 2025 Risk Management Focus in 2025
Selama tahun 2025, tantangan yang berasal dari makro ekonomi Throughout 2025, macroeconomic challenges affecting the
bagi manajemen risiko Bank lebih dipengaruhi oleh ketidakpastian Bank’s risk management were largely driven by uncertainties
prospek ekonomi termasuk pasar keuangan baik yang berasal dari in the economic outlook and financial markets, stemming from
faktor global maupun domestik khususnya ketegangan geopolitik, both global and domestic factors, particularly geopolitical
arah pergerakan suku bunga, volatilitas pasar, dan kebijakan tensions, the direction of interest rate movements, market volatility,
domestik ekonomi dan finansial. Dalam menghadapi situasi and domestic economic and financial policies. In response,
tersebut, Permata Bank terus memonitor perkembangan bisnis Permata Bank closely monitored its business development in
dengan ketat untuk dapat mengambil tindakan dan/atau upaya order to take timely precautionary or mitigation actions when a
mitigasi secara tepat waktu ketika potensi risiko teridentifikasi. potential risk was identified. The Bank also continued to strengthen
Bank juga terus meningkatkan ketahanan operasional termasuk its operational resilience, including cybersecurity and information
keamanan siber dan keamanan sistem informasi. system security.
Aktivitas utama manajemen risiko pada tahun 2025 untuk Some of the key risk management activities in 2025 carried out to
menghadapi tantangan tersebut, antara lain: address those challenges include:
1. Secara proaktif memitigasi risiko yang muncul dari aktivitas 1. Proactively mitigated the potential risk that might arise
bisnis dengan memperketat standar pemberian kredit from business activities by adjusting the credit underwriting
untuk membatasi pertumbuhan eksposur kredit di industri standard for particular segments or industry sectors that are
atau segmen yang memiliki risiko kredit lebih tinggi akibat highly impacted by geopolitical tension, commodity prices,
ketegangan geopolitik dan sektor-sektor yang sensitif and interest rate-sensitive sectors. The Bank focused on
dengan perubahan harga-harga komoditas dan suku bunga. ensuring the prudent principle was well applied and in line
Bank fokus untuk memastikan penerapan prinsip kehati- with the Bank’s risk appetite in order to maintain healthy and
hatian dan sesuai dengan risk appetite Bank untuk menjaga sustainable growth.
pertumbuhan bisnis yang sehat dan berkelanjutan.
2. Melakukan simplifikasi proses dengan adanya penyesuaian 2. Simplification of the process related to the credit analyst and
fungsi kredit analis dan kredit reviewer, dengan tetap credit reviewer function, which is in line with prudent principles.
memperhatikan prinsip kehati-hatian. Untuk independensi, For independency, specific function has been formed for a
dibentuk fungsi khusus untuk kredit analis. credit analyst.
3. Bank secara bertahap mengimplementasikan aspek 3. The Bank has gradually implemented Environmental, Social,
Environment, Social, and Governance (ESG) dalam proses and Governance (ESG) in the credit process to align with OJK
kredit sesuai dengan arahan dari OJK. Komitmen Bank regulation. The Bank’s Commitment to ESG implementation
dalam ESG telah disebutkan dalam Credit Risk Appetite has been stated in the Bank’s Credit Risk Appetite Statements.
Statement Bank.
4. Dari sisi pemantauan portofolio, Bank melakukan analisis 4. In terms of portfolio monitoring, the Bank conducted an
intensif dan proaktif untuk mengidentifikasi akun-akun yang intensive and proactive analysis to identify potentially
berpotensi bermasalah melalui proses pemantauan Early problematic accounts through Early Alert Review (EAR),
Alert Review (EAR), Portfolio Quality Review (PQR), dan Early Portfolio Quality Review (PQR), and Early Delinquent
Delinquent Review (EDR), serta pemantauan berkala atas Review (EDR), as well as monitoring processes and regular
akun restrukturisasi dan akun penyelesaian Non-Performing monitoring of restructuring and Non-Performing Loan (NPL)
Loan (NPL). Bank juga melakukan kajian atas konsentrasi account resolution. The Bank also reviewed industry portfolio
portofolio industri dengan mempertimbangkan aspek concentration by taking sustainability financing into account.
keuangan berkelanjutan.
5. Bank juga melanjutkan pemantauan terhadap akun-akun 5. The Bank continued to monitor restructuring accounts at the
restrukturisasi pada pertemuan Komite secara bulanan dan Committee meetings on a monthly basis and reported them to
melaporkan ke OJK pada laporan SLIK. OJK in the SLIK report.
6. Bank memastikan kecukupan pencadangan kerugian 6. The Bank ensured the adequacy of provisions for loan
yang menerapkan prinsip kehati-hatian dan melakukan impairment in line with prudent principles and provided
penambahan pencadangan kerugian pada debitur yang additional loan impairment provisions on potentially distressed
berpotensi bermasalah berdasarkan pemantauan rutin accounts based on regular monitoring of the debtor and the
debitur dan portofolio. portfolio.
7. Penyempurnaan dan kalibrasi Credit Risk Grading (CRG) 7. Refined and calibrated the Credit Risk Grading (CRG)
scorecards untuk memastikan kualitas output mengingat scorecards to ensure the quality of the output, considering
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Manajemen Risiko
Risk Management
penggunaan CRG secara luas untuk manajemen portofolio, the wide usage of CRG for portfolio management, risk-based
risk-based pricing, dan juga perhitungan pencadangan pricing, and impairment provision calculation.
kerugian atas penurunan nilai.
8. Sebagai bagian dari komitmen untuk menerapkan manajemen 8. As part of its commitment to implement stronger risk
risiko yang lebih kuat Bank memperkuat fungsi Risk Model management, the Bank strengthened its Risk Model
Validation dengan tujuan meningkatkan independensi, Validation function with the aim of increasing independence,
transparansi, dan akuntabilitas model/scorecard untuk transparency, and accountability of the model/scorecard
seluruh segmen dan setiap analisis yang berkaitan dengan across all segments and any analysis related to credit risk.
risiko kredit.
9. Memperkuat praktik manajemen risiko kredit yang 9. Strengthened comprehensive credit risk management
komprehensif dan penerapan prinsip kehati-hatian oleh Peran practices and the implementation of prudent principles by the
Lini Pertama sejalan dengan kerangka kerja, kebijakan, dan First Line Role in line with the credit risk framework, policies,
prosedur risiko kredit. and procedures.
10. Menyelesaikan Operational Resilience Assessment 10. Completed the Operational Resilience Assessment, supported
dengan dukungan konsultan eksternal independen untuk by an independent external consultant to identify gaps
mengidentifikasi celah dan potensi perbaikan. Menindaklanjuti and potential improvements. The Bank is following up on
hasil asesmen, Bank kini tengah menyelaraskan kebijakan the assessment results by aligning relevant policies and
dan prosedur terkait guna meningkatkan ketahanan Bank procedures to strengthen resilience and maintain critical
terhadap gangguan dan tetap dapat mempertahankan business services during significant disruptions.
layanan penting (critical business services) meskipun saat
terjadi gangguan yang signifikan.
11. Bank telah meraih sertifikasi ISO 27001 yang merupakan 11. The Bank acquired ISO 27001 certification, an international
standar internasional untuk sistem manajemen keamanan standard for information security management systems, as
informasi sebagai bentuk komitmen Bank dalam upaya a form of its commitment to protecting customer data and
perlindungan data dan layanan nasabah. services.
12. Bank melakukan penilaian tingkat keamanan siber secara 12. The Bank conducted periodic cyber-security level assessments
periodik sesuai dengan ketentuan Regulator. in accordance with regulatory requirements.
13. Memberikan masukan untuk memastikan kecukupan proses 13. Provided advice to ensure the adequacy of the risk assessment
penilaian risiko dan pengendalian, penyelarasan dengan process and control, alignment with the overall Bank strategy,
strategi Bank, dan kepatuhan terhadap regulasi. and compliance with regulations.
14. Memonitor dengan ketat serta menetapkan limit risiko pasar 14. Closely monitored and set dynamic market risk limits to ensure
yang dinamis untuk memastikan keseluruhan performa positive overall trading performance and avoid unexpected
trading yang positif dan menghindari unexpected loss di losses amid high uncertainty and volatile market movement.
tengah ketidakpastian dan volatilitas pergerakan pasar.
15. Menerapkan standar Basel terkini sehubungan dengan 15. Implemented the latest Basel standards regarding the
perhitungan aset tertimbang menurut risiko untuk risiko calculation of risk-weighted assets for operational risk, credit
operasional, risiko kredit, dan risiko pasar. risk, and market risk.
16. Menyempurnakan kebijakan manajemen risiko melalui 16. Revamped the Enterprise Risk Management Framework
Enterprise Risk Management Framework (ERMF), dengan (ERMF) by reinforcing the Bank’s accountability in fulfilling
menegaskan akuntabilitas Bank dalam memenuhi kewajiban obligations and implementing the principles of Personal
dan penerapan prinsip Perlindungan Data Pribadi (PDP), Data Protection (PDP), Customer Protection, as well as
Perlindungan Nasabah, serta komitmen untuk memastikan its commitment to ensuring the accuracy, reliability, and
kebenaran, akurasi, dan transparansi atas Informasi Keuangan transparency of Financial Information and Financial Reports
dan Laporan Keuangan yang dihasilkan (ICOFR). Selain itu, produced (ICOFR). In addition, the Bank has emphasized the
Bank juga telah menekankan peran Dewan Pengawas Syariah role of the Sharia Supervisory Board (SSB) as the primary
(DPS) sebagai pihak utama dalam pengawasan pemenuhan party overseeing compliance with sharia principles and has
prinsip syariah dan menambahkan peran Fungsi Manajemen incorporated the role of the Sharia Risk Management Function
Risiko Syariah ke dalam ERMF. into the ERMF.
17. Membentuk Customer Advocacy Committee (CAC) sebagai 17. Established the Customer Advocacy Committee (CAC) as a
komite di tingkat Direksi yang efektif sejak Januari 2025 Board-level committee effective January 2025 to monitor
untuk memantau komplain dan umpan balik nasabah serta customer complaints and feedback and ensure proper follow-
374 PT Bank Permata Tbk Laporan Tahunan 2025
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memastikan tindak lanjut dilakukan secara tepat, sebagai up actions, as part of efforts to enhance customer experience
bagian dari upaya meningkatkan customer experience dan and mitigate reputational risk.
memitigasi risiko reputasi.
18. Bank mempersiapkan penerapan Internal Liquidity Adequacy 18. The Bank is preparing for the implementation of the Internal
Assessement Process (ILAAP) yang akan berlaku efektif Liquidity Adequacy Assessment Process (ILAAP), which will
1 Januari 2027 dan menerapkan pemenuhan kewajiban become effective on 1 January 2027, and is implementing
pelaporan dan perhitungan Liquidity Coverage Ratio (LCR) the reporting and calculation requirements for the Liquidity
dan Net Stable Funding Ratio (NSFR) khusus Unit Usaha Coverage Ratio (LCR) and Net Stable Funding Ratio (NSFR)
Syariah (UUS) Bank sebagaimana diatur peraturan OJK specifically for the Bank’s Sharia Business Unit (UUS), as
terkait Kewajiban Pemenuhan Rasio LCR dan NSFR bagi BUS stipulated in OJK regulations regarding the obligation to meet
dan UUS. the LCR and NSFR ratios for Sharia Commercial Banks (BUS)
and UUS.
Struktur Tata Kelola Risiko Risk Governance Structure
Dalam rangka memastikan penerapan manajemen risiko yang In order to ensure effective implementation of risk management,
efektif, Bank telah membentuk struktur tata kelola risiko yang the Bank has established an adequate risk governance structure
memadai disesuaikan dengan ukuran, kompleksitas bisnis, dan suited to the size and complexity of the business, as well as the
tingkat risiko inheren dalam bisnis Permata Bank. level of inherent risk in Permata Bank’s business.
Struktur tata kelola risiko yang baik akan memperkuat penerapan A proper risk governance structure will strengthen the
Sistem Pengendalian Internal. Bank mengadopsi konsep Model implementation of the Internal Control System. The Bank adopts
Tiga Lini dalam pelaksanaan sistem pengendalian internal the concept of the Three Lines Model for the internal control
dengan penjelasan sebagai berikut: system as follows:
1. Peran Lini Pertama adalah Risk Taking Unit (RTU) atau unit 1. The First Line Role is the Risk-Taking Unit (RTU), or the business
bisnis dan/atau fungsi pendukung yang terlibat dalam atau units and/or functions that are engaged in or supporting
mendukung aktivitas dalam menghasilkan pendapatan yang revenue-generating activities and own and manage the risks.
memiliki dan mengelola risiko.
2. Peran Lini Kedua adalah fungsi kontrol yang independen 2. The Second Line Role is the control functions independent of
dari Peran Lini Pertama yang melakukan pengawasan dan the First Line Role that exercises oversight on and analyses
analisis atas manajemen risiko untuk memberikan keyakinan risk management to provide confidence to the management.
kepada manajemen. Peran Lini Kedua memiliki kewenangan The Second Line Role is authorized to stop business activities
untuk menghentikan bisnis (sesuai dengan cakupan tanggung (within the scope of their control responsibilities) where risks
jawab pengendaliannya) apabila risiko tidak sejalan dengan deviate from control requirements or risk appetite.
persyaratan pengendalian atau risk appetite.
Fungsi Satuan Kerja Manajemen Risiko (SKMR) yang bertindak The function of the Risk Management Unit (RMU), which
sebagai Peran Lini Kedua dilakukan oleh Risk Framework acts as the Second Line Role, is performed by the Risk
Owner (RFO). Lingkup kerja dari setiap RFO mencakup bank Framework Owner (RFO). The scope of work for each RFO
konvensional dan Unit Usaha Syariah (UUS), yang bertanggung includes conventional banking and Sharia business units
jawab menetapkan Risk Type Framework (RTF), strategi risiko, (UUS), for which they are responsible for setting up the
kebijakan dan prosedur, mempromosikan budaya risiko yang Risk Type Framework (RTF), risk strategy, policies, and
sehat dan kuat, serta memonitor efektivitas penerapan RTF dan procedures, promoting a healthy and strong risk culture, as
memberi masukan kepada Direksi. SKMR juga bertanggung well as monitoring the effectiveness of RTF implementation
jawab untuk melakukan penilaian dan pemantauan risiko and providing input to the BOD. The RMU is also responsible
iklim, secara independen terhadap Peran Lini Pertama, for undertaking climate risk assessment and monitoring
mengembangkan prosedur dan perangkat untuk identifikasi, independently from the First Line Role, establish procedures
pengukuran, pemantauan, dan pengendalian risiko, serta and tools for risk identification, measurement, monitoring and
merancang dan mengimplementasikan perangkat yang control, as well as design and implement the tools needed
dibutuhkan untuk penerapan manajemen risiko, memiliki dan for risk management implementation, own and manage
mengelola proses pengawasan dan pengujian, melaksanakan processes for oversight and challenge, conduct periodic
kaji ulang secara berkala sesuai dengan kebutuhan Bank, reviews in accordance with the Bank’s need, to ensure the
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Risk Management
untuk memastikan kecukupan kerangka manajemen risiko, adequacy of the risk management framework, the accuracy
keakuratan metodologi penilaian risiko; dan kecukupan of risk assessment methodology, and the adequacy of risk
sistem informasi manajemen risiko, mengawasi dan menguji management information system, overseeing and challenging
aktivitas yang menimbulkan risiko, memberikan rekomendasi risk-taking activities, provide recommendations to operational
kepada satuan kerja operasional dan/atau Komite working units and/or Risk Management Committee related
Manajemen Risiko terkait dengan pelaksanaan manajemen to risk management implementation, ensuring the risk
risiko, memastikan tingkat risiko berada di dalam risk appetite level is always within the risk appetite and risk tolerance by
dan toleransi risiko dengan melakukan pengukuran, penilaian performing risk measurement and assessment, as well as by
risiko, termasuk stress testing, mengevaluasi akurasi model, conducting stress testing, evaluating the model accuracy,
dan validitas data yang digunakan untuk mengukur risiko, and data validity used for measuring risk, designing effective
merancang laporan informasi risiko yang efektif dan tepat and timely risk information reports to support management
waktu untuk mendukung keputusan manajemen, memastikan decisions, ensuring regulatory compliance in the respective
kepatuhan terhadap regulasi pada area risiko masing-masing, risk areas, ensuring the adequacy of people, systems, and
memastikan kecukupan manusia, sistem, dan infrastruktur other infrastructure to manage the risk, providing a forward-
lain untuk mengelola risiko, memberikan penilaian risiko ke looking risk assessment, and coordinating all units/parties
depan, dan mengkoordinir semua unit/pihak yang berperan who are involved in managing the respective risk areas.
dalam mengelola risiko pada masing-masing areanya.
Secara khusus untuk Unit Usaha Syariah, Fungsi Manajemen Specifically for the Sharia Business Unit, the Sharia Risk
Risiko Syariah berkoordinasi dengan Dewan Pengawas Management Function coordinates with the Sharia Supervisory
Syariah (DPS) dalam melaksanakan tugas dan tanggung Board (SSB) in carrying out its duties and responsibilities,
jawabnya, dengan sepengetahuan Direktur Risiko, sementara with the knowledge of the Risk Director, while the Sharia
Fungsi Kepatuhan Syariah berkoordinasi dengan Dewan Compliance Function coordinates with the SSB in performing
Pengawas Syariah (DPS) dalam melaksanakan tugas dan its duties and responsibilities, with the knowledge of the Legal
tanggung jawabnya, dengan sepengetahuan Direktur Hukum & Compliance Director. This approach aims to ensure that
& Kepatuhan. Pendekatan ini bertujuan untuk memastikan risks faced by the Sharia Business Unit are integrated into
bahwa risiko yang dihadapi oleh UUS terintegrasi dengan the Bank’s conventional risk management framework, while
manajemen risiko Bank konvensional, dengan tetap menjaga maintaining compliance with sharia principles.
kepatuhan terhadap prinsip syariah.
3. Peran Lini Ketiga adalah Satuan Kerja Audit Internal (SKAI) 3. The Third Line Role is the Internal Audit Unit (SKAI), which
yang secara independen mengevaluasi kecukupan dan independently evaluates the adequacy and effectiveness of
efektivitas pengendalian internal. SKAI dan Chief of Internal internal control. SKAI and the Chief of Internal Audit directly
Audit melapor langsung kepada Direktur Utama. report to the President Director.
Secara khusus untuk Unit Usaha Syariah, Fungsi Audit Intern Specifically, for the Sharia Business Unit, the Sharia Internal
Syariah berkoordinasi dengan Dewan Pengawas Syariah Audit Function coordinates with the Sharia Supervisory Board
(DPS) dalam melaksanakan tugas dan tanggung jawabnya, (SSB) in executing its duties and responsibilities, with the
dengan sepengetahuan Direktur Utama selaku Direktur yang acknowledgement of the President Director as Director in
Membawahi Fungsi Audit Intern. Charge (DIC) of the Internal Audit Function.
Fungsi pengawasan aktif atas efektivitas dari Sistem Pengendalian The function of active oversight on the effectiveness of Bank’s
Internal dan manajemen risiko Bank dijalankan oleh Dewan Internal Control System and risk management in general is
Komisaris dan Direksi, yang kewenangan dan tanggung jawab performed by the Board of Commissioners (BOC) and the Board
tersebut dapat didelegasikan kepada Komite pada tingkat Dewan of Directors (BOD), who can delegate some of their authority and
Komisaris dan/atau tingkat Direksi. responsibilities to Committees at the BOC and/or BOD level.
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Struktur tata kelola risiko secara keseluruhan dideskripsikan pada The overall risk governance structure is described in the
bagan berikut: following chart:
Dewan Komisaris
Board of Commissioners
Komite Remunerasi dan Nominasi
Komite Audit Komite Pemantau Risiko
Remuneration and Nomination
Audit Committee Risk Monitoring Committee
Committee
Direksi*)
Board of Directors*)
Komite Manajemen Komite Pengarah
Komite Assets & Liability
Risiko Komite Kredit Teknologi Informasi Komite Pensiun Komite Keberlanjutan
Asset & Liabilities
Risk Management Credit Committee Information Technology Pension Committee Sustainability Committee
Committee
Committee Steering Committee
Komite Special Asset
Komite Risiko Komite Penilaian Komite Kebijakan Komite Advokasi Management
Operasional Model Kredit Konsumen Special Asset
Operational Risk Model Assessment Credit Policy Consumer Advocacy Management
Committee Committee Committee Committee Committee
Komite Pengawas
Fraud
Fraud Oversight
Committee
*)
Anggota Komite di bawah Direksi/BOD terdiri dari BOM (BOD dan Chief)
Committee members under the Board of Directors/BOD consist of BOM (BOD and Chief)
Direksi dan Dewan Komisaris memiliki tugas dan tanggung The Board of Directors and the Board of Commissioners have clear
jawab yang jelas dalam mengelola risiko dan dapat duties and responsibilities in risk management and may delegate
mendelegasikan fungsi pengawasan kepada komite risiko di its oversight function can be delegated to a risk committee under
bawah pengawasannya. their supervision
Peran dan tanggung jawab Dewan Komisaris dalam hal The roles and responsibilities of the Board of Commissioners in
pengawasan implementasi manajemen risiko Bank, adalah overseeing the implementation of the Bank’s risk management
sebagai berikut: as follows:
1. Menyetujui dan mengevaluasi kebijakan, strategi, dan 1. Approve and evaluate risk management policy, strategy, and
kerangka kerja manajemen risiko, sesuai dengan risk appetite framework, in accordance with established risk appetite and
dan toleransi risiko yang telah ditetapkan, setidaknya satu kali risk tolerance, at least on an annual basis, or more often in
dalam setahun, atau lebih sering apabila terdapat perubahan the event of changes in factors affecting Bank’s business
faktor-faktor yang secara signifikan memengaruhi kegiatan activities significantly.
usaha Bank.
2. Mengevaluasi pertanggungjawaban Direksi dan memberikan 2. Evaluate accountability of the Board of Directors and provide
arahan perbaikan atas pelaksanaan Kerangka Kerja directions of improvements in the implementation of the Risk
Manajemen Risiko, untuk memastikan bahwa Direksi Management Framework, to ensure that the Board of Directors
mengelola aktivitas dan risiko Bank secara efektif, setidaknya manages the Bank’s activities and risk effectively, at least on a
setiap tiga bulan (triwulan). quarterly basis.
3. Mengevaluasi dan memutuskan permohonan Direksi yang 3. Evaluate and make decisions on the request of the Board of
berkaitan dengan transaksi yang memerlukan persetujuan Directors concerning transactions that require the approvals
Dewan Komisaris. of the Board of Commissioners.
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4. Mengawasi dan mengevaluasi kepatuhan Bank dalam 4. To monitor and evaluate the Bank’s compliance in compiling,
menyusun, memperbarui, dan/atau menyempurnakan updating, and/or improving the Recovery Action Plan
Rencana Aksi Pemulihan dan Rencana Resolusi. Menyetujui and Resolution Plan. Also BOC is required to approve the
Rencana Aksi Pemulihan dan Rencana Resolusi serta Recovery Action Plan and Resolution Plan and oversee the
mengawasi pelaksanaan rencana untuk mengatasi hambatan implementation of plans to address potential barriers in
potensial dalam menerapkan opsi resolusi. implementing the resolution options (Resolution Plan).
5. Melakukan evaluasi strategi dan kebijakan terkait country 5. Evaluate strategies and policies related to country risk and
risk dan transfer risk yang ditetapkan oleh Direksi, melakukan transfer risk determined by the Board of Directors, evaluate the
evaluasi pertanggungjawaban Direksi dan memberikan accountability of the Board of Directors and provide direction
arahan perbaikan atas penerapan kebijakan terkait country for improvement on the implementation of policies related
risk dan transfer risk secara berkala. Dalam konteks ini, to country risk and transfer risk periodically. In this context,
yang dimaksud dengan country risk adalah risiko yang country risk is the risk that arises from uncertainty due to
timbul dari ketidakpastian karena memburuknya kondisi deteriorating conditions of a country’s economy, a country’s
perekonomian suatu negara, kegagalan suatu negara dalam failure in paying debts, socio-political turmoil in a country, and
membayar utang, gejolak sosial politik dalam suatu negara, a country’s policies, among others nationalization or asset
serta kebijakan suatu negara antara lain nasionalisasi atau expropriation, exchange rate control and/or devaluation
pengambilan aset, kontrol nilai tukar dan/atau devaluasi exchange rate. Transfer risk is the potential loss arising
nilai tukar. Transfer risk adalah potensi kerugian yang timbul from foreign parties abroad failing to provide or cannot
karena pihak asing di luar negeri tidak dapat menyediakan obtain foreign currency to fulfill its obligations due to certain
atau tidak dapat memperoleh valuta asing untuk memenuhi restrictions, such as restrictions on cash and/or capital flow by
kewajibannya karena terdapat pembatasan tertentu, seperti the government of a country.
pembatasan aliran kas dan/atau modal oleh pemerintahan
suatu negara.
6. Melakukan pengawasan terhadap pelaksanaan pengelolaan 6. Oversee the implementation of non-performing asset
aset bermasalah, penyisihan, dan pencadangan yang management, provision, and impairment carried out by the
dilakukan Bank dalam pengelolaan risiko kredit. Bank in credit risk management.
7. Memastikan kebijakan dan proses manajemen risiko 7. Ensure risk management policies and processes have been
dilaksanakan secara efektif dan terintegrasi secara implemented effectively and integrated.
keseluruhan.
8. Melakukan evaluasi secara berkala terhadap pelaksanaan 8. Conduct periodic evaluations regarding operational resilience
strategi ketahanan operasional. strategy implementation.
9. Melakukan pengawasan atas penerapan kebijakan dan 9. Oversee the implementation of internal control policies
prosedur pengendalian internal dalam proses pelaporan and procedures in the Bank’s financial reporting process
keuangan Bank (Internal Control Over Financial Reporting/ (ICOFR). The term “internal control in the Bank’s financial
ICOFR). Istilah “pengendalian internal dalam proses reporting process” refers to controls designed to provide
pelaporan keuangan Bank” mengacu pada pengendalian assurance on the reliability of the financial reporting process
yang dirancang untuk memberikan keyakinan atas keandalan and the preparation of Financial Statements in accordance
proses pelaporan keuangan dan penyusunan Laporan with financial accounting standards and the regulations of
Keuangan sesuai dengan standar akuntansi keuangan Financial Services Authority (OJK) regarding the recording of
dan ketentuan Otoritas Jasa Keuangan (OJK) mengenai financial transactions.
pencatatan transaksi keuangan.
10. Memastikan Direksi telah menindaklanjuti rekomendasi dari 10. Ensure that the Board of Directors have acted upon the
hasil pengawasan DPS. recommendations arising from the oversight conducted
by SSB.
Sementara itu, peran dan tanggung jawab utama Direksi dalam Meanwhile, the main roles and responsibilities of the BOD in
mengelola risiko adalah sebagai berikut: managing risk are as follows:
1. Menyusun kebijakan dan strategi manajemen risiko yang 1. Formulate comprehensive risk management policies and
komprehensif, termasuk limit risiko secara keseluruhan, strategies, including overall risk limits, per type of risk, and per
per jenis risiko, dan per jenis aktivitas fungsional sesuai type of functional activity in accordance with risk appetite
dengan tingkat risiko yang akan diambil (risk appetite) dan and risk tolerance according to the Bank’s conditions, and
toleransi risiko (risk tolerance) sesuai kondisi Bank, serta taken into account the impact of the risk on capital adequacy.
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memperhitungkan dampak risiko terhadap kecukupan Also, formulate, establish, and update procedures and tools to
permodalan. Selain itu, menyusun, menetapkan, dan identify, measure, monitor, and control risks.
mengkinikan prosedur dan perangkat untuk mengidentifikasi,
mengukur, dan memantau, dan mengendalikan risiko.
2. Mengevaluasi dan mengkinikan kebijakan, strategi, dan 2. Evaluate and update policies, strategies, and the risk
kerangka kerja manajemen risiko setidaknya satu kali dalam management framework at least once a year or at any time
setahun atau sewaktu-waktu dalam hal terdapat perubahan in case of changes affecting business activities, risk exposure,
yang memengaruhi kegiatan usaha, eksposur risiko, dan/ and/or risk profile significantly, including taking into account
atau profil risiko secara signifikan, termasuk dengan the established risk appetite.
memperhitungkan risk appetite yang ditetapkan.
3. Memastikan bahwa risiko iklim yang material dipertimbangkan 3. Ensure material climate risk are appropriately considered as
secara tepat sebagai bagian dari strategi bisnis dan kerangka part of the Bank’s business strategy and risk management
kerja manajemen risiko Bank. Memastikan strategi internal framework. Ensure the Bank’s internal strategies and
Bank dan risk appetite statement Bank konsisten dengan risk appetite statements are consistent with any publicly
strategi dan komitmen terkait iklim yang dikomunikasikan communicated climate-related strategies and commitments.
kepada publik.
4. Bertanggung jawab atas pelaksanaan kebijakan, strategi, dan 4. Responsible for the implementation of risk management
kerangka kerja manajemen risiko yang telah disetujui oleh policies strategy, framework approved by the Board of
Dewan Komisaris, dan eksposur risk appetite yang diambil Commissioners, and the Bank’s overall risk appetite exposures.
oleh Bank secara keseluruhan. Melakukan evaluasi dan Evaluate and provide directions based on reports submitted
memberikan arahan berdasarkan laporan yang disampaikan by the Risk Management Unit, including risk profile reports.
oleh Satuan Kerja Manajemen Risiko, termasuk laporan
profil risiko.
5. Menyusun dan menetapkan mekanisme serta kewenangan 5. Formulate and establish transaction approval mechanisms
persetujuan transaksi untuk setiap jenjang jabatan, termasuk and authorities for each level of position, including for
untuk transaksi yang melampaui limit dan kewenangan. transactions that exceed limit and authorities. Evaluate and
Melakukan evaluasi dan memutuskan transaksi yang decide on transactions that require the approval of the Board
membutuhkan persetujuan Direksi. of Directors.
6. Mengembangkan budaya manajemen risiko atau budaya 6. Promote a culture of risk management at all levels of the
kesadaran risiko kepada seluruh jenjang organisasi. organization.
7. Memastikan kecukupan dukungan sumber daya untuk 7. Ensure the adequacy of resource support to manage
mengelola dan mengendalikan risiko baik secara kuantitas and control risks, both in quantity and quality, including
maupun kualitas, termasuk peningkatan kompetensi enhancement of human resource competency related to the
sumber daya manusia yang terkait dengan penerapan implementation of risk management.
manajemen risiko.
8. Menetapkan struktur organisasi termasuk wewenang dan 8. Establish an organizational structure, including clear
tanggung jawab yang jelas pada setiap jenjang jabatan yang authorities and responsibilities for each level of position
terkait dengan penerapan manajemen risiko. related to the implementation of risk management.
9. Memastikan bahwa fungsi manajemen risiko beroperasi 9. Ensure the risk management function has been operation
secara independen. independently.
10. Melaksanakan kaji ulang secara berkala untuk memastikan 10. Conduct periodic review to ensure the accuracy of risk
keakuratan metodologi penilaian risiko, kecukupan assessment methodology, adequacy of implementation
implementasi penerapan sistem informasi manajemen risiko, risk management information system, and the accuracy
dan ketepatan kebijakan dan prosedur manajemen risiko of risk management policy and procedure, including the
termasuk penetapan limit risiko. establishment of a risk limit.
11. Menetapkan, mengkinikan, dan/atau merevisi Rencana Aksi 11. Establish, update, and/or revise the Recovery Action Plan
Pemulihan dan Rencana Resolusi, mendapatkan persetujuan and Resolution Plan and obtain approvals from the Board
dari Dewan Komisaris, Rapat Umum Pemegang Saham of Commissioners, General Meeting of Shareholders (GMS),
(RUPS), dan Regulator. Direksi juga wajib mengkomunikasikan and Regulators. The Board of Directors is also required to
Rencana Aksi Pemulihan melalui pihak-pihak terkait di communicate the Recovery Action Plan through relevant
Bank, untuk mengevaluasi dan meninjau hasil stress test parties in the Bank, to evaluate and review the results of the
Rencana Aksi Pemulihan. Direksi juga bertanggung jawab Recovery Action Plan stress test. BOD is also responsible
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Risk Management
untuk melaksanakan Rencana Aksi Pemulihan secara efektif to implement the recovery action plan in an effective and
dan tepat waktu, serta mengatasi potensi hambatan dalam timely manner, as well as addressing potential barriers to the
implementasi opsi resolusi (resolution plan). implementation of resolution options (resolution plan).
12. Memastikan seluruh emerging risk dan risiko yang material 12. Ensure all emerging and material risks and impacts of the
dan dampak yang ditimbulkan oleh risiko dimaksud telah risks have been followed up and reported to the Board of
ditindaklanjuti dan dilaporkan kepada Dewan Komisaris Commissioners on a regular basis.
secara berkala..
13. Memastikan penerapan manajemen risiko telah mencakup 13. Ensure the implementation of risk management includes
country risk dan transfer risk, yang antara lain: country risk and transfer risk, among others:
a. Menyusun dan menetapkan strategi dalam mengelola a. Develop and determine strategies in managing country
country risk dan transfer risk sesuai dengan karakteristik risk and transfer risk in accordance with the characteristics
dan kompleksitas Bank. and complexity of the Bank.
b. Menetapkan limit risiko dan memantau kepatuhan b. Set risk limits and monitor compliance with country risk
terhadap limit eksposur country risk dan transfer risk. and transfer risk exposure limits.
c. Menyusun, menetapkan, dan memastikan penerapan c. Develop, establish, and ensure the implementation of
kebijakan dan prosedur untuk mengidentifikasi, mengukur, policies and procedures to identify, measure, monitor, and
memantau, dan mengendalikan risiko yang terkait dengan control risks related to country risk and transfer risk in the
country risk dan transfer risk dalam kegiatan usaha Bank. Bank’s business activities.
d. Melakukan pemantauan terhadap perkembangan d. Monitor the development of country risk and transfer risk
country risk dan transfer risk, dan menerapkan tindak and implement adequate action plan.
lanjut yang memadai.
e. Melakukan pengendalian risiko kredit terhadap eksposur e. Control credit risk for country risk and transfer risk
country risk dan transfer risk untuk masing-masing exposures for each country, which includes intragroup
negara, yang mencakup eksposur intragrup, eksposur exposures, exposures based on certain regions,
berdasarkan regional tertentu, eksposur berdasarkan exposures based on individuals, and exposures based on
individu, dan eksposur berdasarkan pihak lawan transaksi. counterparties.
f. Memiliki dan mengembangkan sistem informasi f. Have and develop a management information system
manajemen untuk country risk dan transfer risk yang for country risk and transfer risk that is able to provide
mampu menyediakan data secara akurat, lengkap, accurate, complete, informative, timely, and reliable data
informatif, tepat waktu, dan dapat diandalkan sehingga in purpose to provide adequate reports.
dapat menyediakan laporan yang memadai.
g. Melakukan evaluasi dan pengujian (stress testing) secara g. Conduct periodic evaluation and testing (stress testing) at
berkala paling sedikit satu kali dalam satu tahun atau least one time in one year or based on certain conditions
berdasarkan kondisi tertentu yang akan berpengaruh that will have a significant effect to the Bank.
signifikan kepada Bank.
h. Memastikan pengendalian internal dan kaji ulang yang h. Ensure adequate internal control and review of country
memadai atas country risk dan transfer risk. risk and transfer risk.
14. Menyusun kebijakan dan prosedur serta melakukan 14. Develop policies and procedures and conduct periodic
kajian berkala untuk mengidentifikasi dan mengelola aset review to identify and manage non-performing assets, asset
bermasalah, klasifikasi aset, perhitungan terkait penyisihan classification, calculations related to provision and impairment,
dan pencadangan, dan hapus buku aset agar sejalan dengan and asset write off to be in line with the occurrence risks and in
risiko yang terjadi dan sesuai dengan kondisi saat ini. accordance with current conditions.
15. Memastikan penerapan proses manajemen risiko dalam 15. Ensure the Information Technology (IT) risk management
penyelenggaraan Teknologi Informasi (TI) (termasuk risiko process (including cyber risk) has been carried out effectively.
siber) dilaksanakan secara efektif.
16. Menetapkan, memantau dan memastikan prinsip-prinsip 16. Establish, monitor, and ensure the operational resilience
ketahanan operasional telah diterapkan secara efektif. principles has been implemented effectively. The BOD actively
Direksi secara aktif mengkomunikasikan kebijakan terkait communicates the operational resilience related polices to
dengan ketahanan operasional kepada seluruh pihak seperti all parties, such as employees, third party, and group entities
karyawan, pihak ketiga dan entitas dalam grup (jika ada). (if any).
17. Memastikan pelaksanaan langkah perbaikan atas 17. Ensure the implementation of corrective actions for problems
permasalahan atau penyimpangan dalam kegiatan usaha or irregularities in the Bank’s business activities found by Audit
Bank yang ditemukan oleh SKAI. team (SKAI).
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18. Memastikan kecukupan dukungan keuangan dan infrastruktur 18. Ensure adequate financial support and infrastructure to
untuk mengelola dan mengendalikan risiko. manage and control the risks.
19. Memastikan penerapan pengendalian internal dalam proses 19. Ensure the implementation of internal control in the Bank’s
pelaporan keuangan Bank (ICOFR). financial reporting process (ICOFR).
20. Menindaklanjuti rekomendasi dari hasil pengawasan DPS. 20. Act upon the recommendations arising from the oversight
conducted by SSB.
Komite yang menjalankan fungsi pengawasan manajemen risiko The Committees that conduct risk management oversight are
di Permata Bank mencakup Komite Pemantau Risiko (KPR) pada the Risk Monitoring Committee (RMOC) at the BOC level, and
tingkat Dewan Komisaris, serta Komite Manajemen Risiko (KMR) the Risk Management Committee (RMC), and Asset and Liability
dan Asset Liability Committee (ALCO) pada tingkat Direksi. Committee (ALCO) at the BOD level.
Secara umum, KPR bertanggung jawab untuk: In general, RMOC is responsible for:
1. Mengevaluasi konsistensi antara kebijakan manajemen 1. To evaluate the consistency between risk management
risiko dengan pelaksanaan kebijakan Bank dalam rangka policies with the implementation of the Bank’s policies, in order
memberikan rekomendasi kepada Dewan Komisaris. to give a recommendation to the Board of Commissioners.
2. Memonitor dan mengevaluasi pelaksanaan tugas Komite 2. To monitor and evaluate the implementation of risk
Manajemen Risiko dan Satuan Kerja Manajemen Risiko management committee and the Risk Management Unit
(SKMR) dalam rangka memberikan rekomendasi kepada (RMU) in order to provide recommendations to the BOC.
Dewan Komisaris.
3. Menjaga kerahasiaan seluruh dokumen, data, dan informasi 3. Maintain confidentiality of all obtained documents, data, and
Bank yang diperoleh. information of the Bank.
4. Tugas-tugas lain selain yang disebutkan di atas, yang diberikan 4. Other duties, in addition to the above, the Committee will
oleh Dewan Komisaris kepada Komite sesuai dengan fungsi carry out functions as well as other matters, as the Board of
dan tugasnya dari waktu ke waktu sesuai dengan kebutuhan. Commissioner may from time to time require.
Sementara peran dan tanggung jawab KMR, adalah Meanwhile, the roles and responsibilities of RMC are as follows:
sebagai berikut:
1. Mengevaluasi dan merekomendasikan kerangka dan 1. To evaluate and recommend risk management framework and
kebijakan manajemen risiko serta perubahannya, termasuk policies and its changes, including risk management strategies,
strategi manajemen risiko, tingkat risiko yang diambil dan risk appetite, risk tolerance, risk limits, risk management
toleransi risiko, limit risiko, kerangka manajemen risiko, serta frameworks, and contingency plans to anticipate abnormal
rencana kontijensi untuk mengantisipasi kondisi abnormal. conditions.
2. Memastikan eksposur risiko untuk semua jenis risiko di 2. To ensure that the risk exposures for all types of risk across the
Bank selaras dengan risk appetite dan toleransi risiko yang Bank remain within the overall risk appetite and risk tolerance.
telah disetujui.
3. Memantau semua eksposur risiko material (termasuk 3. To monitor all material risk exposures (including country
country risk, transfer risk, dan risiko iklim), kecukupan asset risk, transfer risk, and climate risk), the adequacy of asset
impairment, dan tren eksternal utama, termasuk menginisiasi impairment and key external trends, including to initiate stress
stress testing. testing.
4. Memastikan efektivitas dari penerapan Kerangka Kerja 4. To ensure the effective application of the Risk Management
Manajemen Risiko di Permata Bank. Framework in the Permata Bank.
5. Mengevaluasi dan merekomendasikan penyempurnaan 5. To evaluate and recommend improvements of risk
proses manajemen risiko secara berkala atau bersifat insidentil management process periodically or incidentally as a result of
sebagai akibat dari suatu perubahan kondisi eksternal a change in external and internal conditions of the Bank that
maupun internal Bank yang mempengaruhi kecukupan affects the Bank’s capital adequacy, the Bank’s risk profile,
permodalan, profil risiko Bank dan/atau tidak efektifnya and ineffective implementation of risk management based on
penerapan manajemen risiko berdasarkan hasil evaluasi. evaluation results.
6. Mengevaluasi dan/atau mengkaji deviasi dari kebijakan, 6. To evaluate and/or review deviations from approved policies,
limit, strategi risiko, dan keputusan bisnis yang telah disetujui limits, risk strategies, and business decisions , such as
sebelumnya, seperti ekspansi bisnis secara signifikan yang significant business expansion exceeding the Bank’s business
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Manajemen Risiko
Risk Management
melampaui rencana bisnis Bank, dan pengambilan posisi plan and taking positions or risk exposures that are not in
atau eksposur risiko yang tidak sesuai dengan limit yang accordance with established limits.
telah ditetapkan.
7. Mengkaji Term of Reference (TOR) Komite Manajemen Risiko 7. To review RMC Term of Reference (TOR) at least annually and
paling sedikit setahun sekali dan memberikan rekomendasi recommend any change (if necessary).
perubahan (jika diperlukan).
Tujuan dari ALCO adalah untuk memelihara struktur neraca The purpose of ALCO is to maintain a strong balance sheet,
keuangan yang kuat, meliputi analisis dan perumusan kebijakan encompassing the analysis and formulation of policies and
serta strategi, pengambilan keputusan dan pengawasan dalam strategy, decision making and monitoring for liquidity risk, interest
pengelolaan risiko likuiditas, risiko suku bunga, risiko pasar, serta rate risk, market risk, and capital, consistent with regulation and
permodalan, sejalan dengan peraturan maupun strategi bisnis. business strategy.
Peran dan tanggung jawab ALCO adalah: The ALCO roles and responsibilities are:
1. Mengoptimalkan struktur neraca dan permodalan Bank 1. To optimize the Bank’s balance sheet and capital structure
dan mengelolanya sejalan dengan kebijakan risiko yang and managing it in accordance with the recommended
direkomendasikan dan telah disetujui sesuai dengan and approved risk policies as well as prevailing laws and
ketentuan yang berlaku serta pandangan masa mendatang regulations and a forward-looking view of changes in the
terhadap perubahan dalam kondisi ekonomi, peraturan, dan economy, regulations, and competitive actions.
kompetisi usaha.
2. Fokus pada pengembangan yang menguntungkan bagi 2. To focus on the profitable development of Bank’s franchise in
franchise Permata Bank dalam jangka menengah hingga the medium and the long term, in compliance with prevailing
jangka panjang, dengan tetap memenuhi kepatuhan terhadap laws and regulations.
peraturan yang berlaku.
Manajemen Risiko Terintegrasi Integrated Risk Management
Saat ini, Bank tidak memiliki konglomerasi keuangan Currently, the Bank does not engage in a financial conglomeration
sebagaimana didefinisikan dalam ketentuan yang berlaku. Selain as per the regulation’s definition. Furthermore, as part of the
itu sebagai persyaratan atas terbitnya Peraturan Otoritas Jasa requirements following the issuance of the Financial Services
Keuangan No. 30 tahun 2024 tentang Konglomerasi Keuangan Authority Regulation No. 30 of 2024 concerning Financial
No. 30 tahun 2024 tentang Konglomerasi Keuangan (POJK KK Conglomerates (POJK KK & PIKK), in May 2025 the Bank submitted
& PIKK), pada bulan Mei 2025, Bank telah menyampaikan surat a letter to OJK regarding the results of its self-assessment on the
kepada OJK mengenai hasil penilaian sendiri (self-assessment) implementation of the regulation, stating that the Bank is exempted
atas implementasi peraturan tersebut bahwa Bank dikecualikan from being classified as a Financial Conglomerate.
sebagai Konglomerasi Keuangan.
Dengan demikian, penerapan Risiko Transaksi Intra-Grup akan Hence the Intra-Group Transaction Risk will be implemented once
dilakukan pada saat konglomerasi keuangan terbentuk. a financial conglomeration is formed.
Strategi Manajemen Risiko Risk Management Strategy
Permata Bank bertekad untuk memberikan pilihan produk dan Permata Bank strives to provide a complete selection of products
jasa yang lengkap kepada nasabah dan selalu memastikan and services to customers and always ensures that the products
seluruh produk dan jasa telah memiliki kajian manajemen and services have a robust risk management assessment before
risiko yang lengkap sebelum dipasarkan. Berdasarkan hasil launching. Based on the risk assessment, the Bank needs to ensure
penilaian risiko, Bank perlu memastikan semua risiko inheren that all identified inherent risks have been mitigated through
yang teridentifikasi telah dimitigasi melalui pengendalian yang adequate controls. Furthermore, the final business decision should
memadai. Selanjutnya, keputusan bisnis harus merefleksikan reflect a balance of risk and return, which is in line with the risk
keseimbangan risk dan return yang sesuai dengan strategi risiko strategy stated in the form of risk appetite and risk tolerance.
yang ditetapkan dalam bentuk risk appetite dan toleransi risiko. These strategies will serve as references for more detailed limit
Strategi ini akan menjadi referensi untuk penetapan limit yang lebih management for each product or service based on the inherent
detail untuk setiap produk dan jasa berdasarkan risiko inheren risk identified. The risk management strategy should be based on
yang teridentifikasi. Strategi manajemen risiko harus berdasarkan a long-term orientation to ensure business continuity in generating
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orientasi jangka panjang untuk memastikan keberlanjutan profits and creating value for all stakeholders by considering
bisnis dalam menghasilkan keuntungan dan memberikan nilai internal and external factors. Risk management strategy is
tambah kepada seluruh stakeholder dengan mempertimbangkan prepared to ensure the Bank’s risk exposure is managed in
faktor internal dan eksternal. Strategi manajemen risiko disusun accordance with the Bank’s internal policies and procedures, the
untuk memastikan bahwa eksposur Risiko Bank dikelola secara provisions of laws and regulations, as well as sharia principles
terkendali sesuai dengan kebijakan dan prosedur intern Bank, (specific for Sharia Business Unit).
serta ketentuan peraturan perundang-undangan dan prinsip
syariah (khusus untuk Unit Usaha Syariah).
Strategi manajemen risiko merupakan bagian integral dari The Bank’s risk management strategy is an integral part of the
Rencana Bisnis Bank (RBB) dan dikaji secara berkala oleh Direksi. Bank’s Business Plan (RBB) and is reviewed regularly by the Board
Seluruh strategi tersebut terdokumentasi dalam RBB yang of Directors. All strategies are documented within the RBB, which
memuat model bisnis Bank beserta target profil risiko. Keterkaitan outlines the Bank’s business model along with its target risk profile.
antara penetapan model bisnis dan profil risiko tercermin The alignment between the business model and risk profile is
melalui penyusunan strategi bisnis jangka pendek, menengah, reflected in the formulation of the Bank’s short, medium, and
dan panjang, yang dirancang untuk mendukung pencapaian long‑term business strategies, designed to support sustainable
pertumbuhan usaha dan kinerja keuangan yang sehat. business growth and sound financial performance. Throughout this
Dalam proses tersebut, Bank senantiasa mempertimbangkan process, the Bank consistently considers the balance between risk
keseimbangan antara risiko dan imbal hasil dalam batas risk and return within the established risk appetite and risk tolerance.
appetite dan toleransi risiko yang telah ditetapkan.
Untuk mencapai target peringkat profil risiko, Permata Bank To achieve the risk profile target level, Permata Bank sets its risk
menetapkan risk appetite dan toleransi risiko berdasarkan appetite and risk tolerance in accordance with Permata Bank’s
kemampuan Permata Bank menyerap risiko dan tujuan bisnis ability to absorb risks as well as its long-term business objectives.
jangka panjang. Risk appetite Permata Bank diartikulasikan Permata Bank’s risk appetite is articulated as a level of risk that the
sebagai tingkat risiko yang bersedia diterima oleh Permata Bank Bank is willing to accept in pursuit of its value in line with the Bank’s
dalam usaha mencapai nilai Bank, dan sejalan dengan tujuan dan strategic goals and objectives. Risk tolerance is the main reference
sasaran strategis Bank. Toleransi risiko menjadi referensi utama for determining the parameters and risk profile threshold.
untuk menentukan parameter dan batasan profil risiko.
Proses penetapan target dilakukan melalui komunikasi yang The target-setting process is performed through transparent
transparan antara Unit Bisnis dan SKMR, sebelum kemudian communication between the Business Unit and the RMU for further
dikaji oleh KMR dan KPR. Hasil penilaian tersebut selanjutnya review by the RMC and the RMOC. The result of the assessment
direkomendasikan kepada Direksi dan Dewan Komisaris untuk is then recommended to the BOD and BOC for approval. The risk
memperoleh persetujuan. Risk appetite dan toleransi risiko juga appetite and risk tolerance are reviewed at least annually for all
dievaluasi ulang sedikitnya sekali dalam setahun untuk seluruh principal risk type (credit, market, liquidity, operational, legal,
tipe risiko utama yang meliputi risiko kredit, pasar, likuiditas, strategic, reputation, compliance, rate of return, investment,
operasional, hukum, stratejik, reputasi, kepatuhan, imbal hasil, information security, intragroup transaction, and climate) and
investasi, keamanan informasi, transaksi intra-grup, serta risiko approved by BOD and BOC.
iklim, serta disetujui oleh Direksi serta Dewan Komisaris.
Dalam hal kajian tahunan atas toleransi risiko permodalan In terms of the annual review of capital risk tolerance, it is also
juga mempertimbangkan, termasuk namun tidak terbatas, considering, including but not limited to, capital adequacy,
kecukupan permodalan, struktur modal dan utang sejalan capital structure, and debt to be in line with the fulfillment of
dengan pemenuhan kewajiban instrumen utang berkarakteristik debt instrument requirement with capital characteristics as per
modal dalam Peraturan OJK No. 5/2024 mengenai Rencana Aksi OJK Regulation No.5/2024 regarding Recovery Action Plan and
Pemulihan, dan juga rencana strategis Bank. Kepatuhan terhadap also the Bank’s strategic plan. Compliance with approved limits
limit dimonitor secara harian dan/atau bulanan tergantung is monitored on a daily and/or monthly basis, depending on the
karakteristik dari risikonya. Setiap pelanggaran risk appetite characteristics of the risk. Any breaches in risk appetite and risk
dan toleransi risiko akan dieskalasikan hingga ke tingkat Dewan tolerance are escalated up to the BOC and/or its related BOC
Komisaris dan/atau Komite Dewan Komisaris terkait, seperti KPR. Committee level, such as the RMOC.
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Manajemen Risiko
Risk Management
Proses Manajemen Risiko Risk Management Process
Permata Bank wajib menerapkan manajemen risiko yang tepat Permata Bank is required to implement sound and effective risk
dan efektif, yang didukung oleh sistem pengendalian internal management, supported by a robust internal control system and
serta tata kelola yang baik. Penerapan tersebut diperkuat melalui proper governance practices. This implementation is reinforced
digitalisasi proses, inovasi teknologi, pengembangan sistem through process digitalization, technological innovation, the
manajemen risiko, penerapan sistem peringatan dini, serta enhancement of risk management systems, the application
penyusunan prosedur internal yang komprehensif. Bank harus of early‑warning mechanisms, and the development of
melakukan evaluasi penerapan manajemen risiko secara berkala comprehensive internal procedures. The Bank shall make periodic
untuk memastikan penerapannya sudah sesuai dengan regulasi risk management evaluation to ensure it complies with the latest
terkini dan strategi yang ditetapkan oleh Bank. regulation and Bank’s strategies.
Proses manajemen risiko dimulai dari identifikasi risiko, The risk management process begins with risk identification, risk
pengukuran risiko, pemantauan risiko, dan pengendalian risiko. measurement, risk monitoring, and risk control. The Bank has set
Bank telah menetapkan Enterprise Risk Management Framework up an Enterprise Risk Management Framework (ERMF) that offers
(ERMF) sebagai pedoman pengelolaan risiko untuk semua tipe guidelines for managing all identified material risks.
risiko material yang telah diidentifikasi.
Berdasarkan regulasi yang berlaku, terdapat sedikitnya 11 tipe According to the regulation, Permata Bank shall manage at least
risiko yang wajib dikelola oleh Permata Bank secara konsolidasi 11 risk types on a consolidated and/or integrated basis, including:
dan/atau terintegrasi, yaitu:
Tipe Risiko
No. Definisi Definition
Risk Type
1 Kredit Risiko akibat kegagalan pihak lain dalam Risk due to the failure of a counterparty to
Credit memenuhi kewajiban kepada Bank, termasuk meet its agreed obligations to pay the Bank,
risiko kredit akibat kegagalan debitur, risiko including credit risk due to failure of a debtor,
konsentrasi kredit, counterparty credit risk, credit concentration risk, counterparty credit
dan settlement risk. risk, and settlement risk.
2 Pasar Risiko pada posisi neraca dan rekening Risk on-balance sheet and off-balance sheet
Market administratif, termasuk transaksi derivatif, positions, including derivative transactions,
akibat perubahan secara keseluruhan dari which is due to a change in overall market
kondisi pasar, termasuk risiko perubahan condition, including risk from option
harga option. price change.
3 Likuiditas Risiko timbulnya kerugian akibat Risk of incurring losses resulting from the
Liquidity ketidakmampuan untuk memenuhi inability to meet payment obligations in
kewajibannya pada saat jatuh tempo atau a timely manner as they fall due, or can
hanya dapat mengakses sumber daya access these financial resources only at
keuangan dengan biaya terlalu tinggi. excessive cost.
4 Operasional Risiko akibat ketidakcukupan dan/atau tidak Risk due to inadequate and/or malfunction
Operational berfungsinya proses internal, kesalahan of internal processes, human error, system
manusia, kegagalan sistem, dan/atau failure, and/or external events that affect the
adanya kejadian-kejadian eksternal yang Bank’s operations.
memengaruhi operasional Bank.
Risiko hukum termasuk risiko operasional It includes legal risk arising from, among
yang timbul antara lain karena eksposur others, exposure to fines, penalties, and/or
terhadap denda, penalti, dan/atau hukuman sanctions resulting from supervisory actions
yang diakibatkan oleh tindakan pengawasan and civil settlements, but does not include
(supervisory action) maupun penyelesaian strategic risk and reputational risk.
secara perdata, tetapi tidak termasuk risiko
stratejik dan risiko reputasi.
5 Hukum Risiko akibat tuntutan hukum dan/atau Risk due to lawsuits and/or weaknesses in
Legal kelemahan aspek yuridis. juridical aspects.
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Tipe Risiko
No. Definisi Definition
Risk Type
6 Stratejik Risiko akibat ketidaktepatan dalam Risk due to inaccuracies in taking and/
Strategic pengambilan dan/atau pelaksanaan or executing a strategic decision as
suatu keputusan stratejik serta kegagalan well as failure in anticipating business
dalam mengantisipasi perubahan environment change.
lingkungan bisnis.
7 Kepatuhan Risiko akibat Bank tidak mematuhi dan/atau Risk due to failure to comply with and/or not
Compliance tidak melaksanakan peraturan perundang- implementing laws and regulations, as well
undangan dan ketentuan yang berlaku, serta as sharia principle.
prinsip syariah.
8 Reputasi Risiko akibat menurunnya tingkat Risk due to a decreased level of stakeholder
Reputational kepercayaan pemangku kepentingan confidence stemming from negative
(stakeholder) yang bersumber dari persepsi perception of the Bank.
negatif terhadap Bank.
9 Imbal Hasil Risiko akibat perubahan tingkat imbal hasil Risk due to changes in the rate of return paid
Rate of Return yang dibayarkan Bank kepada nasabah, by the Bank to customers, as the impact
karena terjadi perubahan tingkat imbal of changes in the level of returns received
hasil yang diterima Bank dari penyaluran by the Bank from the financing activities,
dana, yang dapat mempengaruhi perilaku which may affect the behavior of third-party
nasabah dana pihak ketiga Bank. funding customers.
10 Investasi Risiko akibat Bank ikut menanggung Risk resulting from the Bank sharing in the
Investment kerugian usaha nasabah yang dibiayai losses of the customer’s business financed
dalam pembiayaan berbasis bagi hasil baik in profit-sharing-based financing, whether
yang menggunakan metode net revenue using the net revenue sharing method or the
sharing maupun yang menggunakan metode profit and loss sharing method.
profit and loss sharing.
11 Transaksi Intra-grup Risiko akibat ketergantungan suatu entitas Risk due to direct or indirect relationship
Intra-group Transaction baik secara langsung maupun tidak between the entities within one financial
langsung terhadap entitas lainnya dalam conglomerate in order to fulfill their
satu konglomerasi keuangan dalam rangka obligations in a formal or informal agreement,
pemenuhan kewajiban perjanjian tertulis which is followed by the transfer of funds
maupun perjanjian tidak tertulis baik yang and/or not.
diikuti perpindahan dana dan/atau tidak
diikuti perpindahan dana.
Selain risiko utama yang telah teridentifikasi, Bank juga terus Apart from the principal risk identified, the Bank seeks to minimize
berupaya meminimalkan emerging risk sebagai risiko yang belum emerging risks as an unknown risk by actively identifying and
diketahui dengan secara aktif mengidentifikasi dan menilai risiko- assessing such risks, devising strategies for mitigation, and
risiko tersebut, merancang strategi mitigasi, serta memantau monitoring changes in exposures periodically, in order to transform
perubahan eksposur secara berkala, untuk mengubahnya them into known risks and the Bank will have a more manageable
menjadi risiko-risiko yang telah diketahui sehingga Bank akan set of constraints.
memiliki serangkaian kendala yang lebih dapat dikelola.
Seiring dengan hal tersebut, Bank juga mengidentifikasi bahwa In line with that, the Bank has also identified that along with
dengan semakin meningkatnya digitalisasi dalam aktivitas increasing digitalization in banking activities and the development
perbankan dan berkembangnya teknologi yang digunakan dalam of technology to support Bank activities, the Bank will continue to
mendukung aktivitas Bank, maka Bank akan terus meningkatkan improve its risk-managing ability in information technology and
kemampuannya dalam mengelola risiko terkait teknologi information security, including anticipating disruptions caused by
informasi dan keamanan informasi, termasuk mengantisipasi information technology and cyber-attacks, and recovery readiness
gangguan yang diakibatkan karena teknologi informasi dan if a disaster occurs. The Bank also identifies Information Security
serangan siber, serta kesiapan pemulihan apabila terjadi Risk as one of the principal risks that requires special attention
bencana. Bank juga mengidentifikasi Risiko Keamanan Informasi from management.
sebagai salah satu dari risiko utama yang perlu menjadi perhatian
khusus manajemen.
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Manajemen Risiko
Risk Management
Perubahan iklim telah menjadi isu signifikan karena dampaknya Climate change has emerged as a significant issue given its
akan menyebabkan masalah baru bagi peradaban manusia, baik potentially devastating impacts on human civilization, both
secara perlahan maupun melalui kejadian yang ekstrem, yang gradually and through extreme and sudden events, which have
pada akhirnya akan menyebabkan kerugian dan kerusakan tidak the potential to cause losses and damages not only economically
hanya secara ekonomi (pendapatan dan aset fisik) namun juga (on income and physical assets) but also non-economically (on
non ekonomi (individu, masyarakat, dan lingkungan). Perubahan individuals, communities, and the environment). Climate change
iklim juga dapat menimbulkan dampak negatif yang signifikan can also have significant negative impacts on the health of the
pada tingkat kesehatan perbankan, dengan implikasi yang lebih banking sector, with broader implications on the stability of the
luas terhadap stabilitas sistem keuangan dan berpengaruh pada financial system and a country’s economic growth. As part of
tingkat pertumbuhan ekonomi suatu negara. Dalam rangka upaya its consistent efforts to mitigate the negative impacts of climate
menurunkan dampak negatif akibat perubahan iklim, Bank juga change, the Bank has also included Climate Risk under the list of
turut menambahkan Risiko Iklim sebagai salah satu risiko utama its principal risks of concern.
yang menjadi perhatian.
Proses pengkajian identifikasi risiko utama Bank dilakukan setiap The Bank’s principal risk identification process is reviewed
tahun dan memerlukan persetujuan Direksi dan Dewan Komisaris. annually and requires approval from the BOD and BOC.
Pengukuran Risiko Risk Measurement
Pengukuran risiko adalah setiap aktivitas yang bertujuan untuk Risk measurement refers to any activity that aims to quantify
mengukur tingkat risiko inheren dan dampaknya terhadap the level of inherent risks and its impact on the capital, earnings,
permodalan, pendapatan, dan/atau strategi Bank. Metodologi and/or Bank’s strategy. The methodology in measuring risk could
dalam mengukur risiko dapat bervariasi dengan menggunakan be varied based on quantitative or qualitative approach with
standar pendekatan kuantitatif atau kualitatif, atau melalui standardized or by formulating more advance methodologies
metodologi yang lebih maju mengacu pada praktik-praktik that refer to common practices in banking. The risk measurement
umum di perbankan. Model pengukuran risiko sebagian besar model is mostly developed based on historical data adding with
dikembangkan berdasarkan data historis dan dilengkapi dengan forward looking adjustment. The risk model governance shall
penyesuaian berorientasi ke masa depan (forward looking). satisfy independence principal between model developer, model
Tata kelola model risiko harus memenuhi prinsip independensi validator, and model user. For certain risk types, the measurement
antara yang bertanggung jawab mengembangkan model, of the risk level could be indicated by risk metrics.
validator model, dan pengguna model. Untuk jenis risiko tertentu,
pengukuran tingkat risiko dapat diindikasikan dengan metrik risiko.
Bank terus mengembangkan metodologi untuk memastikan The Bank continuously develops the methodology to ensure that
semua potensi risiko sudah teridentifikasi dengan baik secara all potential risks have been properly identified in an objective
objektif dan pendekatan yang konsisten, mematuhi ketentuan and consistent approach, in compliance with the regulations
yang berlaku dan mengacu kepada standar Basel yang and the Basel standards as the international guidelines for risk
merupakan pedoman standar internasional untuk praktik management practices and adherence to common practices in
manajemen risiko, serta juga mengacu pada praktik yang lazim the industry.
diterapkan di industri.
Pengukuran risiko Bank dapat dilakukan secara harian, mingguan, The Bank’s risk measurement could be performed on a daily,
bulanan, kuartalan, semesteran, atau tahunan sesuai dengan weekly, monthly, quarterly, semi-annual, or annual basis, according
karakteristik dari setiap tipe risiko. Pada pelaksanaannya, Bank to the characteristics of each risk type. In practice, the Bank
memprioritaskan pemanfaatan proses otomatisasi dan digitalisasi prioritizes the use of automation and has continued to digitize
dalam proses pengukuran risiko guna menghasilkan laporan the risk measurement process in order to provide a more reliable
yang akurat dan dapat diandalkan. Pengukuran risiko dilakukan report. Risk measurement is performed under both normal and
pada kondisi normal maupun stres untuk memberikan gambaran stressful conditions to give a complete picture of the level of risk
lengkap atas risiko yang dihadapi Bank dalam berbagai skenario. faced by the Bank in various scenarios.
Stress Testing Stress Testing
Permata Bank melakukan stress testing secara berkala untuk Permata Bank conducts periodic stress testing in order to
mengetahui kemampuan Bank dalam menyerap potensi risiko understand Bank’s ability to absorb potential risk under plausible
dalam kondisi ekonomi yang tidak menguntungkan, seperti resesi, adverse economic conditions, such as during a deep recession, a
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krisis pasar keuangan, atau kejadian risiko spesifik yang terjadi di financial market crash, or a specific risk event that occurs at the
Bank. Analisis tersebut dilakukan menggunakan skenario hipotesis Bank. The analysis is conducted under hypothetical scenarios
atau analisis sensitivitas yang dirancang untuk mengukur apakah or sensitivity analyses designed to assess whether the Bank has
Bank memiliki kapasitas yang memadai untuk tetap bertahan sufficient capacity to remain resilient and continue operating
dan beroperasi secara resilient di tengah kondisi ekonomi yang amid adverse economic conditions. Stress testing is performed to
buruk. Stress testing dilakukan untuk memastikan tidak adanya ensure that there are no excessive concentrations of risk that could
konsentrasi risiko yang berlebihan yang dapat menyebabkan produce unacceptably high losses under severe but plausible
kerugian besar dalam kondisi ekonomi yang sulit dan untuk melihat scenarios and to understand the key risks to the business model.
risiko model bisnis utama. Stress testing dilakukan minimal sekali The stress testing is conducted at least once a year or on an ad
dalam setahun atau secara ad-hoc apabila terjadi perubahan hoc basis if there is any significant change in conditions, both from
kondisi yang signifikan baik dari internal maupun eksternal. internal and external factors.
Secara umum, stress testing mencakup pengujian terhadap In general, stress testing covers assessment on solvency, liquidity,
aspek solvabilitas, likuiditas, dan risiko iklim. Pengujian solvabilitas and climate risk aspect. Solvency testing covers credit risk, market
meliputi penilaian atas risiko kredit, risiko pasar, dan risiko risk, and operational risk. Sensitivity analysis can be added as
operasional. Analisis sensitivitas dapat ditambahkan untuk a complement to concentration analysis, exchange rate, and
melengkapi analisis konsentrasi, nilai tukar, analisis suku bunga, interest rate analysis, etc. The implementation of stress testing
dan lainnya. Penerapan stress testing mengikutsertakan berbagai involves various work units from the Risk, Finance, Treasury, and
unit kerja dalam Direktorat Risiko, Keuangan, Treasury dan Bisnis. Business Directorates. Stress scenarios are constructed by the
Skenario stres disusun oleh ekonom Bank untuk selanjutnya Bank’s economists for further approval by the ALCO and/or RMC,
disetujui oleh ALCO dan/atau KMR, sementara Climate Risk Stress while Climate Risk Stress Testing (CRST) refers to regulatory
Testing (CRST) mengacu pada persyaratan regulasi. requirements.
Permata Bank telah melakukan beberapa stress testing untuk Permata Bank has conducted several stress tests to ensure
memastikan bahwa Permata Bank memiliki modal dan kapasitas sufficient capital and liquidity capacity with due consideration
likuiditas yang cukup dengan mempertimbangkan dampak of the worst impact of the approved scenario. Based on the
terburuk dari skenario yang ditetapkan. Berdasarkan hasil stress‑testing results, the Bank’s risk exposure under stressed
stress testing, tingkat eksposur risiko Bank dalam kondisi stres conditions remains within the established risk appetite and risk
masih berada dalam batas risk appetite dan toleransi risiko tolerance levels. The results are then also used to determine
yang telah ditetapkan. Hasil tersebut selanjutnya digunakan account/portfolio strategy, thresholds/limits, and overall
untuk menentukan strategi portofolio, penetapan limit, dan business strategy.
strategi bisnis.
Hasil stress test merupakan salah satu pertimbangan The stress test result is one of Permata Bank’s considerations for
Permata Bank untuk menentukan risk appetite dan toleransi risiko establishing future risk appetite and risk tolerance. The extensive
di masa yang akan datang. Penggunaan yang lebih luas dari hasil use of stress test results includes setting risk limits, monitoring
stress test termasuk penentuan limit risiko, memonitor eksposur exposures such as early warning indicators, evaluating strategies,
termasuk memonitor early warning indicators, evaluasi strategi including business plans and recovery action plan, quantifying risk
termasuk rencana bisnis dan rencana aksi pemulihan (recovery exposures that must be anticipated, and setting account plans,
action plan), kuantifikasi eksposur risiko yang harus diantisipasi, particularly on credit risk management.
dan menentukan rencana aksi atas akun nasabah secara khusus
pada manajemen risiko kredit.
Laporan hasil stress test disampaikan kepada Direksi dan Stress test reports are submitted to the BOD and BOC on a regular
Dewan Komisaris secara berkala untuk memberikan gambaran basis to provide insights into potential risks arising from the
atas potensi risiko yang muncul dari simulasi yang dilakukan, simulations conducted, as well as to present recommended action
serta menyampaikan rekomendasi rencana aksi yang perlu plans to be considered, if necessary.
dipertimbangkan apabila diperlukan.
Pelaporan Risiko Risk Reporting
Permata Bank terus memonitor eksposur risiko melalui Permata Bank continuously monitors the risk exposures through
pelaporan berkala untuk dapat mengetahui, mengevaluasi, dan regular reporting to be able to track, evaluate, and escalate the
mengeskalasi tingkat risiko serta respons yang efektif diterapkan risk levels and the effectiveness of responses implemented by the
2025 Annual Report PT Bank Permata Tbk 387
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Manajemen Risiko
Risk Management
di Bank. Hal ini merupakan dasar bagi manajemen untuk bertindak Bank. It is the basis for the management to act promptly if and
dengan tepat ketika sifat, dampak potensial, atau kemungkinan when the nature, potential impact, or likelihood of the risk exceeds
risiko melewati batas risk appetite, toleransi risiko, atau limit risiko. the risk appetite, risk tolerance, or risk limits. Risk reports also serve
Laporan risiko juga berfungsi sebagai dasar dalam pembentukan as the basis for developing new strategies or updating strategies
strategi baru maupun pembaruan strategi yang tidak lagi efektif. that are no longer effective. Through these reports, the Bank can
Melalui laporan tersebut, Bank dapat mengidentifikasi potensi identify potential failure to comply with policies, assess whether
ketidakpatuhan terhadap kebijakan, menilai apakah terdapat new risks have emerged, and ensure that previous assumptions
risiko baru, serta memastikan bahwa asumsi-asumsi sebelumnya remain relevant. In addition, risk reports help ensure that the
masih relevan. Selain itu, laporan risiko membantu memastikan organization is taking on an appropriate level of risk to achieve
bahwa organisasi menyerap tingkat risiko yang tepat untuk its strategic objectives, while also providing insights into how
mencapai tujuan strategisnya, sekaligus memberikan gambaran risk levels may affect both the internal and external operating
mengenai dampak tingkat risiko terhadap lingkungan operasional environment and vice versa.
baik internal maupun eksternal, dan sebaliknya.
Pelaporan risiko merupakan aspek vital dalam proses pemantauan Risk reporting is a vital component of the risk‑monitoring process.
risiko. Oleh karena itu, Bank senantiasa berfokus pada penguatan Accordingly, the Bank remains focused on strengthening its risk
sistem informasi manajemen risiko untuk memastikan management information systems to ensure accurate and timely
pengungkapan dan komunikasi yang akurat serta tepat waktu disclosure and communication to all key stakeholders. The scope
kepada seluruh pemangku kepentingan utama. Ruang lingkup of reporting not only covers the risk exposures but also action
pelaporan bukan hanya eksposur risiko, tetapi juga termasuk plans to mitigate the risk whenever necessary.
rencana aksi untuk memitigasi risiko apabila dibutuhkan.
Proses pelaporan manajemen risiko kepada Dewan Komisaris The process of reporting risk information to the BOC and BOD
dan Direksi disampaikan secara berkala, minimal sekali dalam is submitted regularly, at a minimum on a monthly basis, which
sebulan, termasuk pelaporan pemenuhan terhadap toleransi includes reporting on the fulfillment of compliance with the
risiko untuk semua risiko utama yang dikelola oleh Permata Bank, risk tolerance of all principal risks managed by Permata Bank,
terutama eksposur risiko kredit, pasar, likuiditas, operasional, especially credit, market, liquidity, operational, information security,
keamanan informasi, dan iklim. SKMR juga menyampaikan and climate risk exposures. In addition, the RMU also submits a
laporan profil risiko setiap kuartal. Selanjutnya laporan tersebut risk profile report on a quarterly basis. Subsequently, the report is
disetujui oleh Direksi dan dievaluasi oleh Dewan Komisaris melalui approved by the BOD and evaluated by the BOC through monthly
rapat bulanan Dewan Komisaris dan Direksi, serta rapat Komite meetings of the BOC and BOD, as well as through Risk Committee
Risiko yang diadakan pada tingkat Direksi dan Dewan Komisaris. meetings held periodically both at the BOD and BOC levels.
Hasil dari proses evaluasi oleh Dewan Komisaris dan Direksi The results of the evaluation by the BOC and BOD will be followed
akan ditindaklanjuti oleh seluruh unit terkait dan pemenuhan up by all relevant units, and the fulfillment of recommendations
atas rekomendasi yang diberikan oleh Dewan Komisaris dan given by the BOC and BOD will be monitored periodically.
Direksi akan dimonitor secara berkala. Permata Bank memastikan Permata Bank ensures that all reports submitted are always based
seluruh laporan yang dikirim selalu berdasarkan komunikasi yang on clear and transparent communication with key stakeholders.
jelas dan terbuka dengan stakeholder utama.
Budaya Sadar Risiko Risk Culture Awareness
Permata Bank terus memperkuat budaya sadar risiko melalui Permata Bank continues to strengthen the culture of risk
berbagai program yang dikomunikasikan melalui sejumlah kanal awareness through various programs communicated through
dan media komunikasi. Direksi dan Manajemen Senior secara various channels and media. The BOD and Senior Management
proaktif mengkomunikasikan pentingnya kesadaran risiko kepada proactively communicate the importance of risk awareness to
seluruh karyawan, serta menegaskan bahwa setiap individu all employees and emphasize that every individual at all levels is
pada seluruh tingkatan bertanggung jawab dalam membangun responsible for building and strengthening the Bank’s risk culture.
dan memperkuat budaya risiko. Budaya tersebut menjadi tolak This culture serves as a benchmark for the Bank’s ability to execute
ukur kemampuan Bank dalam menjalankan strategi yang strategies that align with the established risk appetite and must be
selaras dengan risk appetite yang telah ditetapkan, dan wajib integrated into all daily decision‑making processes.
diintegrasikan dalam setiap proses pengambilan keputusan
sehari-hari.
388 PT Bank Permata Tbk Laporan Tahunan 2025
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Berbagai media komunikasi dimanfaatkan untuk memperkuat Various communication channels are utilized to reinforce risk
budaya sadar risiko, mulai dari Town Hall Direktorat, surel berkala awareness, ranging from Directorate Town Halls, regular emails
mengenai kode etik, keamanan informasi, dan etika korporasi, on the code of conduct, information security, and corporate
hingga portal internal. Selain itu, Bank juga melakukan sosialisasi ethics, to the Bank’s internal portal. In addition, the Bank conducts
kebijakan dan prosedur, menyampaikan pembaruan limit risiko socialization of policies and procedures, communicates updates
serta mekanisme eskalasi pelampauan limit, dan menyediakan on risk limits and escalation mechanisms for limit breaches, and
e-Learning wajib terkait manajemen risiko, beserta bentuk provides mandatory risk‑management e‑Learning, along with
komunikasi pendukung lainnya. other supporting communication initiatives.
Direksi dan Manajemen Senior secara konsisten mendorong The Board of Directors and Senior Management consistently
terciptanya budaya risiko yang kuat, dengan menekankan promote the establishment of a strong risk culture by emphasizing
pentingnya alur komunikasi yang terbuka, transparan, dan the importance of open, transparent, and proactive communication
proaktif. Pendekatan ini memastikan bahwa risiko saat ini maupun channels. This approach ensures that both existing and emerging
yang berpotensi muncul di masa mendatang dapat diidentifikasi risks can be properly identified and assessed, while enabling
dan dinilai secara tepat, serta memungkinkan eskalasi dini early escalation or corrective actions for any indications of
atau tindakan korektif atas setiap indikasi ketidakpatuhan. non‑compliance. Top Management has also promoted an
Manajemen Puncak juga telah mempromosikan lingkungan environment that encourages people to challenge decision-
yang mendorong karyawan untuk berani bertanya atas proses making processes effectively, encourages a range of views and
pengambilan keputusan secara efektif, mendorong berbagai allows for testing of current practices, stimulates a positive and
perspektif yang berbeda dan menguji praktik yang diterapkan critical attitude among employees, promotes an environment of
saat ini, menstimulasi perilaku positif dan kritis pada pegawai, open and constructive engagement, and ensures that employees
mempromosikan lingkungan yang terbuka dan hubungan feel safe using their judgment to make decisions.
yang membangun, serta memastikan pegawai merasa aman
menggunakan pertimbangannya dalam pengambilan keputusan.
Selain itu, Bank juga menyelenggarakan sosialisasi SMAP bagi In addition, the Bank has also conducted ABMS socialization, for
internal maupun eksternal Bank guna memperkuat kesadaran both internal and external stakeholders to strengthen awareness
terhadap risiko penyuapan. Bank turut meningkatkan efektivitas of bribery risks. The Bank also enhances the effectiveness of the
program Speak-Up melalui rangkaian pelatihan dan talk show Speak‑Up program through a series of bank‑wide training sessions
bankwide, penguatan kanal pelaporan, serta penyempurnaan and talk shows, the strengthening of reporting channels, and
kebijakan Speak-Up. Upaya ini ditujukan untuk memastikan refinements to the Speak‑Up Policy. These efforts aim to ensure
kemampuan deteksi dini atas potensi fraud dapat berjalan secara more effective early detection of potential fraud.
lebih optimal.
Bank juga telah melaksanakan audit internal secara berkala The Bank has also conducted periodic internal audits to assess
untuk menilai dan memastikan efektivitas serta kecukupan and ensure the effectiveness and adequacy of the implementation
implementasi SMAP-ISO 37001, termasuk identifikasi potensi of ABMS‑ISO 37001, including identifying potential improvement
area perbaikan dan tindak lanjut atas temuan audit. Di sisi lain, areas and following up on audit findings. In parallel, the Bank
Bank secara proaktif memperkuat kesadaran terhadap risiko proactively strengthens awareness of information security risks,
keamanan informasi, termasuk risiko siber, melalui berbagai including cyber risks, through various initiatives such as the
inisiatif seperti program Information Security Awareness. Bank Information Security Awareness program. The Bank also conducts
juga menyelenggarakan Sustainability Learning Series, sebuah the Sustainability Learning Series, a continuous learning program
program edukasi berkelanjutan yang bertujuan memperluas designed to enhance employees’ understanding of sustainability
pemahaman karyawan mengenai prinsip-prinsip keberlanjutan, principles, green innovation, and corporate social responsibility.
inovasi hijau, dan tanggung jawab sosial perusahaan.
Penerapan Basel Basel Implementation
Permata Bank berkomitmen untuk mengadopsi best practice Permata Bank is committed to adopt best practices in risk
dalam manajemen risiko sesuai dengan standar Basel sebagai management in line with the Basel standard as the international
standar internasional manajemen risiko untuk perbankan dengan risk management standard for banking, by continuously
memperkuat fungsi dasar manajemen risiko secara terus menerus. strengthening the fundamentals of risk management function.
2025 Annual Report PT Bank Permata Tbk 389
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Manajemen Risiko
Risk Management
Tabel berikut adalah aktivitas yang dilakukan dalam The following table presents the activities in Basel
penerapan Basel: Implementation:
Tipe Risiko
No. Cakupan Penerapan Scope of Implementation
Risk Type
1 Risiko Kredit • Bank telah menerapkan perhitungan Aset • Bank has implemented credit Risk
Credit Risk Tertimbang Menurut Risiko (ATMR) kredit Weighted Asset (RWA) calculation based
menggunakan Pendekatan Standar yang on Standardized Approach effective in
efektif sejak bulan Januari 2023 sesuai January 2023 in accordance with SEOJK
dengan SEOJK No. 24/SEOJK.03/2021 No. 24/SEOJK.03/2021 regarding the
tentang perhitungan aset tertimbang calculation of risk-weighted assets for
menurut risiko untuk risiko kredit dengan credit risk using a standard approach for
menggunakan pendekatan standar bagi Commercial Banks.
Bank Umum.
• Penyempurnaan model Probability of • Refinement of Probability of Default (PD),
Default (PD), Loss Given Default (LGD), dan Loss Given Default (LGD), and Exposure at
Exposure at Default (EAD). Default (EAD) model.
• Bank telah menerapkan perhitungan • Bank has implemented the calculation
modal dan margin pada transaksi Central of capital and margin requirement on
Counterparty (CCP) dan Non-Centrally Central Counterparty (CCP) and Non-
Cleared Counterparty (NCCD). Centrally Cleared Counterparty (NCCD)
transactions.
2 Risiko Pasar • Bank telah menerapkan perhitungan • Bank has implemented market risk
Market Risk aset tertimbang menurut risiko pasar weighted asset calculation based on
menggunakan Pendekatan Standar yang Standardized Approach effective in
efektif sejak bulan Januari 2024 sesuai January 2024 in accordance with SEOJK
dengan SEOJK No. 23/SEOJK.03/2022. No. 23/SEOJK.03/2022.
• Melanjutkan pengembangan sistem • Continue to develop new approach of
Aset Tertimbang Menurut Risiko (ATMR) market Risk Weighted Asset (RWA) system
pasar menggunakan Pendekatan Standar based on Standardized Approach with
dengan fokus pada ATMR CVA (Credit focus on RWA CVA (Risk Weighted Assets
Valuation Adjustment). Credit Valuation Adjustment).
• Peningkatan sistem dan kerangka kerja • Enhance the system and framework for
pengukuran risiko pasar dan proses market risk measurement and monitoring
pemantauan termasuk Risiko Suku Bunga process including Interest Rate Risk in
dalam Banking Book (IRRBB). Banking Book (IRRBB).
3 Risiko Likuiditas • Mempersiapkan penerapan Internal • Prepare for implementation of Internal
Liquidity Risk Liquidity Adequacy Assessement Process Liquidity Adequacy Assessment Process
(ILAAP) yang akan berlaku efektif 1 Januari (ILAAP) which will be effective on 1 January
2027 sesuai dengan peraturan dalam 2027 as per regulation under OJK circular
SEOJK No. 26/SEOJK.03/2025. letter No.26/SEOJK.03/2025.
• Bank telah menerapkan perhitungan • Bank has implemented the calculation of
Liquidity Coverage Ratio (LCR) sejak tahun Liquidity Coverage Ratio (LCR) as per 2016
2016 dan Net Stable Funding Ratio (NSFR) and Net Stable Funding Ratio (NSFR) as
sejak tahun 2017. per 2017.
• Penerapan pemenuhan pengaturan • Implementation on regulatory requirement
perhitungan LCR & NSFR khusus untuk for LCR and NSFR on Bank’s Sharia Unit
UUS Bank yang akan di mulai tahun 2026. Business which will commence in 2026.
4 Risiko Operasional • Bank telah melaporkan perhitungan • Bank has reported the calculation of
Operational Risk aset tertimbang menurut risiko untuk risk weighted assets for operational risk
risiko operasional dengan menggunakan using Standardize Approach in January
Pendekatan Standar pada bulan Januari 2023 in accordance with SEOJK No. 6/
2023 sesuai dengan SEOJK No. 6/ SEOJK.03/2020.
SEOJK.03/2020.
• Mempersiapkan penerapan ketahanan • Prepare to implement operational
operasional sesuai dengan OJK resilience in accordance with the OJK
Consultative Paper September 2022. Consultative Paper September 2022.
5 Internal Capital Adequacy Mengkaji ulang rencana permodalan, Review of capital planning, stress testing
Assessment Process (ICAAP) pendekatan stress testing, dan evaluasi approach, and evaluation of Risk Based Bank
Tingkat Kesehatan Bank Berdasarkan Risiko Rating to the adequacy of capital.
untuk kecukupan modal.
6 Supervisory Stress Testing Melakukan Bottom-Up Stress Testing (Joint Conduct Bottom-Up Stress Testing (Joint
Stress Test) dalam mengelola kestabilan Stress Test) in managing banking system
sistem perbankan di Indonesia, termasuk uji stability in Indonesia, which includes testing
ketahanan modal dan kecukupan likuiditas. for capital resilience and liquidity adequacy.
390 PT Bank Permata Tbk Laporan Tahunan 2025
Page 393
Tipe Risiko
No. Cakupan Penerapan Scope of Implementation
Risk Type
7 Rencana Aksi Pemulihan dan Mengevaluasi Rencana Aksi Pemulihan Evaluate the Recovery Action Plan and
Rencana Resolusi (Recovery Action Plan) dan menyiapkan prepare the Resolution Plan document. In
Recovery Action Plan and dokumen Rencana Resolusi (Resolution accordance with applicable regulations
Resolution Plan Plan). Sesuai POJK No. 5/2024 yang berlaku, POJK No. 5/2024 in November 2025, the
pada bulan November 2025, Bank telah Bank has submitted the Recovery Action
menyampaikan Laporan Recovery Action Plan Report to the Regulator, while the latest
Plan kepada Regulator, sedangkan laporan Resolution Plan report was submitted to the
Resolution Plan disampaikan kepada Regulator in 2022.
Regulator terakhir pada tahun 2022.
8 Climate Risk Stress Testing • Mengidentifikasi dampak perubahan iklim • Identify the impact of climate change as
sebagai akibat adanya emisi gas rumah a result of greenhouse gas emissions that
kaca yang akan berdampak pada tingkat will have an impact on the Bank’s capital
permodalan Bank. level.
• Mengidentifikasi dan mengukur risiko • Identify and measure climate-related risks
terkait iklim, serta memetakan dampak and map the impacts of climate-related
dari risiko terkait iklim seperti risiko fisik risks such as physical and transition risks.
dan transisi.
• Memiliki dan menerapkan kebijakan • Own and implement climate-related risk
manajemen risiko terkait iklim baik secara management policies both qualitatively
kualitatif dan kuantitatif. and quantitatively.
• Memastikan bahwa penerapan • Ensure that the implementation of climate
manajemen risiko terkait perubahan iklim change-related risk management has
telah mempertimbangkan dampak ke taken into account future impacts in
depan baik dalam jangka pendek maupun both the short and long term, in addition
jangka panjang, selain itu Bank terus to continuously improving its ability to
meningkatkan kemampuannya dalam conduct scenario analysis; and
melakukan analisis skenario; dan
• Memperkuat model manajemen • Strengthen existing risk management
risiko yang telah ada saat ini dengan models by adding climate risk
menambahkan terkait pengelolaan management.
risiko iklim.
A. Pengungkapan Risiko A. Risk Disclosures
Umum General
Tabel KM1 – Ukuran Utama
Table of KM1 – Key Metrics
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Individu | Bank Only*)
30
31 Desember September 31 Maret 31 Desember
2025 2025 30 Juni 2025 2025 2024
Deskripsi 31 December 30 30 June 2025 31 March 31 December
No.
Description 2025 September 2025 2024
2025
a b c d e
T T-1 T-2 T-3 T-4
Modal yang Tersedia (nilai) | Available Capital (amounts)
1 Modal Inti Utama (CET-1) | Common Equity Tier 1 (CET-1) 43.283.391 42.959.254 41.328.408 41.037.298 40.140.593
2 Modal Inti (Tier 1) | Tier 1 54.631.797 54.273.843 52.324.737 52.226.915 50.989.922
3 Total Modal | Total Capital 56.360.379 55.978.088 54.041.168 53.886.765 52.623.275
2025 Annual Report PT Bank Permata Tbk 391
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Manajemen Risiko
Risk Management
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Individu | Bank Only*)
30
31 Desember September 31 Maret 31 Desember
2025 2025 30 Juni 2025 2025 2024
Deskripsi 31 December 30 30 June 2025 31 March 31 December
No.
Description 2025 September 2025 2024
2025
a b c d e
T T-1 T-2 T-3 T-4
Aset Tertimbang Menurut Risiko (Nilai) | Risk-Weighted Assets (amounts)
4 Total Aset Tertimbang Menurut Risiko (ATMR) 162.716.959 160.089.027 161.325.659 160.360.291 151.884.635
Total Risk-weighted Assets (RWA)
Rasio Modal berbasis Risiko dalam Bentuk Persentase dari ATMR | Risk-based Capital Ratios as a Percentage of RWA
5 Rasio CET-1 (%) | CET-1 Ratio (%) 26,60% 26,83% 25,62% 25,59% 26,43%
6 Rasio Tier 1 (%) | Tier 1 Ratio (%) 33,57% 33,90% 32,44% 32,57% 33,57%
7 Rasio Total Modal (%) | Total Capital Ratio (%) 34,63% 34,96% 33,50% 33,61% 34,65%
Tambahan CET-1 yang Berfungsi sebagai Buffer dalam Bentuk Persentase dari ATMR
Additional CET-1 Buffer Requirements as a Percentage of RWA
8 Capital Conservation Buffer (2,5% dari ATMR) (%) 2,50% 2,50% 2,50% 2,50% 2,50%
Capital Conservation Buffer Requirement (2.5% from RWA) (%)
9 Countercyclical Buffer (0–2,5% dari ATMR) (%) 0,00% 0,00% 0,00% 0,00% 0,00%
Countercyclical Buffer Requirement (%)
10 Capital Surcharge untuk Bank Sistemik (1%–2,5%) (%) 1,00% 1,00% 1,00% 1,00% 1,00%
Bank G-SIB and/or D-SIB Additional Requirements (%)
11 Total CET-1 sebagai Buffer (Baris 8 + Baris 9 + Baris 10) 3,50% 3,50% 3,50% 3,50% 3,50%
Total of Bank CET-1 Specific Buffer Requirements (%)
(Row 8 + Row 9 + Row 10)
12 Komponen CET-1 untuk Buffer 22,10% 22,33% 21,12% 21,09% 21,93%
CET-1 Available after Meeting the Bank’s Minimum Capital
Eequirements (%)
Rasio pengungkit sesuai Basel III | Basel III Leverage Ratio
13 Total Eksposur 281.311.918 282.145.556 276.958.276 278.497.920 272.307.619
Total Basel III Leverage Ratio Exposure Measure
14 Nilai Rasio Pengungkit, termasuk dampak dari penyesuaian 19,42% 19,24% 18,89% 18,75% 18,73%
terhadap pengecualian sementara atas penempatan giro pada
Bank Indonesia dalam rangka memenuhi ketentuan GWM
(jika ada) (%)
Basel III leverage ratio (%) (including the impact of any
applicable temporary exemption of central bank reserves)
14b Nilai Rasio Pengungkit, tidak termasuk dampak dari 19,42% 19,24% 18,89% 18,75% 18,73%
penyesuaian terhadap pengecualian sementara atas
penempatan giro pada Bank Indonesia dalam rangka
memenuhi ketentuan GWM (jika ada) (%)
Basel III leverage ratio (%) (excluding the impact of any
applicable temporary exemption of central bank reserves)
14c Nilai Rasio Pengungkit, termasuk dampak dari penyesuaian 19,34% 19,07% 18,86% 19,02% 18,73%
terhadap pengecualian sementara atas penempatan giro pada
Bank Indonesia dalam rangka memenuhi ketentuan GWM (jika
ada), yang telah memasukkan nilai rata-rata dari nilai tercatat
aset Securities Financing Transaction (SFT) secara gross (%)
Basel III leverage ratio (%) (including the impact of any
applicable temporary exemption of central bank reserves)
incorporating mean values for SFT assets
392 PT Bank Permata Tbk Laporan Tahunan 2025
Page 395
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Individu | Bank Only*)
30
31 Desember September 31 Maret 31 Desember
2025 2025 30 Juni 2025 2025 2024
Deskripsi 31 December 30 30 June 2025 31 March 31 December
No.
Description 2025 September 2025 2024
2025
a b c d e
T T-1 T-2 T-3 T-4
14d Nilai Rasio Pengungkit, tidak termasuk dampak dari 19,34% 19,07% 18,86% 19,02% 18,73%
penyesuaian terhadap pengecualian sementara atas
penempatan giro pada Bank Indonesia dalam rangka
memenuhi ketentuan GWM (jika ada), yang telah memasukkan
nilai rata-rata dari nilai tercatat aset SFT secara gross (%)
Basel III leverage ratio (%) (excluding the impact of any
applicable temporary exemption of central bank reserves)
incorporating mean values for SFT assets
Rasio Kecukupan Likuiditas (LCR) | Liquidity Coverage Ratio (LCR)
15 Total Aset Likuid Berkualitas Tinggi (HQLA) 85.653.633 72.316.474 73.817.290 85.869.365 86.919.984
Total High Quality Liquid Assets (HQLA)
16 Total Arus Kas Keluar Bersih | Total Net Cash Outflow 28.893.193 24.688.107 26.191.606 21.844.884 25.547.892
17 LCR (%) | LCR Ratio (%) 296,45% 292,92% 281,84% 393,09% 340,22%
Rasio Pendanaan Stabil Bersih (NSFR) | Net Stable Funding Ratio (NSFR)
18 Total Pendanaan Stabil yang Tersedia (ASF) 178.757.992 183.902.779 178.593.146 177.260.016 177.110.804
Total Available Stable Funding
19 Total Pendanaan Stabil yang Diperlukan (RSF) 140.927.160 138.393.512 142.324.535 145.057.510 137.878.036
Total Required Stable Funding
20 Rasio NSFR (%) | NSFR Ratio (%) 126,84% 132,88% 125,48% 122,20% 128,45%
Analisis Kualitatif | Qualitative Anaylis
*)
Bank tidak memiliki entitas anak sehingga nilai disajikan sesuai cakupan individu
The Bank does not have a subsidiary the value is presented according to Bank Only coverage
1. Risiko Kredit 1. Credit Risk
Organisasi Manajemen Risiko Kredit Credit Risk Management Organization
Permata Bank terus melakukan pengembangan dan Permata Bank continuously develops and improves the credit
penyempurnaan organisasi risiko kredit berdasarkan prinsip risk organization based on the four-eye principle. The focus
four-eyes. Adapun fokus dari pengembangan tersebut is on the segregation of the credit risk function and business
terletak pada pemisahan fungsi risiko kredit dengan fungsi development function in processing credit approvals for
pengembangan bisnis pada proses persetujuan kredit di each business segment. This ensures that the risk function is
masing-masing segmen usaha. Hal ini untuk memastikan independent of the credit initiation and sales functions.
independensi fungsi risiko dari fungsi inisiasi kredit dan sales.
Manajemen risiko kredit dikelola sesuai dengan strategi Credit risk management is organized based on Permata Bank’s
bisnis Permata Bank dan mempertimbangkan fungsi business strategy, with due consideration of credit initiation
inisiasi kredit dan sales. Dalam menjalankan kebijakan and sales functions. In running credit risk management policies,
manajemen risiko kredit, Direktur Risiko dibantu oleh dua the Risk Director is assisted by two main Credit Risk Division
Kepala Divisi Risiko Kredit yang utama, yaitu Kepala Divisi Heads: The Head of the Consumer Credit Risk Management
Consumer Credit Risk Management (CCRM) dan Kepala (CCRM) Division and the Head of Corporate, Commercial
Divisi Corporate, Commercial & EBB Credit Risk Management & EBB Credit Risk Management (CCE CRM) Division. The
(CCE CRM). Kepala Divisi CCRM memimpin Divisi CCRM Head of CCRM Division oversees the CCRM Division, which
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Manajemen Risiko
Risk Management
yang bertanggung jawab atas pengelolaan kebijakan serta is responsible for managing the credit policy and portfolio
portofolio kredit segmen Consumer. Sementara itu, Kepala of the Consumer segment. The Head of CCE CRM Division
Divisi Corporate, Commercial & Emerging Business Banking oversees the CCE CRM Division which focuses on managing
Credit Risk Management (CCE CRM) membawahi Divisi CCE credit policy and portfolio of Corporate, Commercial and
CRM yang fokus pada pengelolaan kebijakan dan portofolio Emerging Business Banking (EBB) segments. Meanwhile, for
kredit untuk segmen Corporate, Commercial, dan Emerging the credit function or underwriting, the Head of the Credit
Business Banking (EBB). Sedangkan untuk fungsi kredit atau Division oversees the Credit Division responsible for providing
underwriting, Kepala Divisi Kredit memimpin Divisi Kredit yang reviews and recommendations for credit underwriting in the
bertugas melakukan kajian, memberikan rekomendasi kredit Corporate and Commercial segment, as well as management
untuk segmen Corporate dan Commercial, serta mengelola of credit administration and documentation for the Corporate
administrasi dan dokumentasi terkait kredit pada kedua and Commercial segment.
segmen tersebut.
Pemodelan risiko kredit untuk segmen Corporate dan The credit risk modeling for the Corporate and Commercial
Commercial dilakukan dengan dukungan Divisi Market & segment is supported by the Market & Enterprise Risk
Enterprise Risk Management, yang mencakup pengembangan Management Division, which covers development of Credit
Credit Risk Grading (CRG) scorecards, perhitungan Cadangan Risk Grading (CRG) scorecards, Expected Credit Loss (ECL)
Kerugian Penurunan Nilai (CKPN), perhitungan Aset calculations, Risk Weighted Assets calculations, as well as
Tertimbang Menurut Risiko, serta pelaksanaan bankwide bankwide stress testing. For the Consumer segment, credit risk
stress testing. Untuk segmen Consumer, pemodelan risiko modelling is fully supported by the CCRM Division.
kredit sepenuhnya didukung oleh Divisi CCRM.
Divisi CCRM juga mendukung fungsi penyediaan dan The CCRM Division also supports the function of providing and
pengolahan data dengan sentralisasi Management processing data with centralized of Credit Risk Management
Information System (MIS) Risiko Kredit. Selain itu, terdapat Information System (MIS). Furthermore, Risk Model Validation
pula fungsi Risk Model Validation yang bertujuan untuk function aims to implement independent control and makes
menerapkan kontrol dan validasi secara independen terhadap validations of the development and monitoring of models in
pengembangan dan pemantauan model dalam siklus model the credit risk cycle.
risiko kredit.
Dalam menangani kredit bermasalah, Permata Bank To recover its non-performing loans, Permata Bank has a
menempatkan Divisi Special Asset Management (SAM) dan Special Asset Management (SAM) Division and Collection &
Divisi Collection & Recovery di bawah pengawasan langsung Recovery Division, which reports directly to the Risk Director,
Direktur Risiko, sehingga pengelolaan pemulihan kredit dapat thereby ensuring that credit recovery management is
dilakukan secara terfokus dan efektif. Divisi SAM dipimpin conducted in a focused and effective manner. SAM Division is
oleh Kepala Divisi SAM yang bertanggung jawab mengelola overseen by the Head of SAM Division, responsible for managing
kredit bermasalah untuk segmen Corporate, Commercial non-performing loans within the Corporate, Commercial
serta Emerging Business Banking (EBB) dengan limit di atas and Emerging Business Banking (EBB) segments with limits
Rp10 miliar. Sedangkan Divisi Collection & Recovery dipimpin above Rp10 billion. Meanwhile, the Collection & Recovery
oleh Kepala Divisi Collection & Recovery yang bertanggung Division is overseen by the Head of Collection & Recovery
jawab penuh atas pengelolaan kredit bermasalah segmen Division, who is responsible for managing non-performing
Consumer dan EBB dengan limit sampai dengan Rp10 miliar. loans in the Consumer and EBB segments with limits of up to
Akun-akun yang bermasalah diselesaikan melalui penagihan, Rp10 billion. With optimum management, problem accounts
restrukturisasi, penjualan aset, litigasi dan pengambilalihan are settled through collection, restructuring, sale of assets,
agunan, termasuk mengelola semua aset yang diambil litigation, and foreclosures. From an organizational standpoint,
alih secara optimal. Dari sudut pandang organisasi, aktiva non-performing assets are managed independently from the
bermasalah dikelola secara independen dari Unit Bisnis Business Unit.
Untuk memperkuat manajemen risiko kredit, Permata Bank To strengthen credit risk management, Permata Bank has
menempatkan Divisi Risk Governance di bawah Direktorat established a Risk Governance Division under the Risk
Risiko, yang menjalankan fungsi Credit Risk Assurance (CRA) Directorate to perform a Credit Risk Assurance (CRA) function
sebagai bagian dari Peran Lini Kedua. Divisi ini independen as a Second Line Role. This Division is independent of the credit
dari proses persetujuan kredit, dan melakukan kajian approval process and makes post-approval loan reviews for
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pinjaman pasca persetujuan untuk segmen Consumer, the Consumer, EBB, Commercial, and Corporate segments.
EBB, Commercial, and Corporate. Secara umum, Divisi Risk The Division is responsible for reviewing the credit quality
Governance bertanggung jawab mengkaji kualitas kredit and credit management process, assessing the adequacy of
dan proses pengelolaan kredit, menilai kecukupan cadangan allowance for credit losses, evaluating compliance with credit
kerugian kredit, dan mengevaluasi kepatuhan terhadap policy, regulations, and credit underwriting standards, and
kebijakan kredit, peraturan, dan standar penjaminan kredit, detecting signs of credit quality deterioration.
serta mendeteksi tanda-tanda penurunan atau pemburukan
kualitas kredit.
Pengawasan manajemen senior terhadap risiko kredit Bank Senior management exercises oversight of credit risk through
dilakukan melalui berbagai komite risiko. Pada tingkat Dewan various risk committees. At the BOC level, oversight is
Komisaris, pengawasan dilakukan oleh KPR, sedangkan exercised through the RMOC, while certain other committees
sejumlah komite tertentu bertanggung jawab kepada Direksi. with specific responsibilities report to the BOD. The overall
Keseluruhan eksposur dan portofolio kredit dipantau oleh credit portfolio and exposure are monitored by the RMC. The
KMR. Komite Kredit memiliki kewenangan tertinggi dalam Credit Committee has the highest authority in terms of credit
hal pemberian kredit. Kebijakan kredit secara bankwide approval. Bankwide credit policy is evaluated and approved
senantiasa dievaluasi dan dikaji oleh Komite Kebijakan Kredit by the Credit Policy Committee (CPC), and some policies need
(CPC), beberapa kebijakan tertentu, sesuai dengan regulasi, BOC approval as required by regulations. Permata Bank’s
disetujui oleh Dewan Komisaris. Model kredit yang digunakan models to assess credit are reviewed and approved by the
Permata Bank untuk menilai kredit dikaji dan disetujui oleh Model Assessment Committee (MAC). Thorough monitoring
Komite Penilaian Model (KPM). Pemantauan rinci serta and problem resolution at the account level are exercised in
penyelesaian isu pada tingkat akun dilakukan melalui Komite the Early Alert Committee. Meanwhile, for problem accounts
Early Alert. Sementara itu, untuk akun bermasalah yang managed under SAM, the discussion and decision making is
berada dalam penanganan SAM, proses pembahasan dan exercised through SAM Committee.
pengambilan keputusan dilakukan melalui Komite SAM.
Strategi Manajemen Risiko Kredit Credit Risk Management Strategy
Direktur Risiko, Kepala Divisi CCRM, dan Kepala Divisi The Risk Director, the Head of the CCRM Division, and the
CCE CRM memastikan bahwa dampak risiko kredit dari Head of CCE CRM Division ensure that the impacts of credit
strategi bisnis dinilai, dikalkulasi, dan dipahami sepenuhnya. risk in business strategy are assessed, calculated, and fully
Pengukuran risiko yang sesuai merupakan bagian yang understood. Integral to Permata Bank’s planning cycle is
tidak terpisahkan dari siklus perencanaan tahunan Permata proper risk measurement to ensure risk and return criteria are
Bank guna memastikan kriteria risiko dan pendapatan telah properly established and that the business budget aligns with
ditetapkan secara benar dan anggaran bisnis sejalan dengan the agreed risk appetite level.
tingkat risk appetite yang disepakati.
Pendelegasian kewenangan kredit berawal dari Direksi The delegation of credit authorities starts at the BOD through
melalui KMR yang menetapkan kewenangan limit kredit the RMC, which sets the credit limit authorities for the Credit
Komite Kredit dan selanjutnya didelegasikan kepada pejabat Committee and further delegates to respective business
bisnis individu. Limit kewenangan didelegasikan kepada officers. Limits of authority are delegated to specific individuals
individu tertentu dengan mempertimbangkan pengalaman based on their work experience, educational background,
kerja, latar belakang pendidikan, dan sertifikasi. Kewenangan and certification. RMC also regularly reviews the delegated
kredit ini juga dikaji secara berkala dalam KMR. credit authorities.
Selain itu, Kepala Divisi Consumer Credit Risk Management In addition, the Head of Consumer Credit Risk Management
serta Kepala Divisi Corporate, Commercial & EBB Credit Risk Division and the Head of Corporate, Commercial & EBB Credit
Management turut bertanggung jawab untuk memastikan Risk Management Division are also responsible for ensuring
seluruh kebijakan risiko kredit Permata Bank disusun that all Permata Bank’s credit risk policies are aligned with
selaras dengan ketentuan regulator melalui kolaborasi regulatory requirements through close collaboration with
dengan Corporate Compliance. Cakupan kepatuhan ini Corporate Compliance. This compliance scope includes
mencakup pengaturan atas eksposur besar, eksposur dengan regulations governing large exposures, exposures with special
karakteristik khusus, serta ketentuan yang berlaku terkait characteristics, and inter‑group-related requirements.
inter-group.
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Risk Management
Kebijakan dan Prosedur Risiko Kredit Credit Risk Policy and Procedure
Kebijakan dan prosedur Bank mengatur kewajiban penilaian Policies and procedures stipulate that customer initiation
risiko kredit pada tahap inisiasi nasabah yang mencakup requires credit risk assessments which covers customer
analisis kelayakan kredit, penerapan credit scoring dan credit credit analysis, credit scoring and grading, credit screening
grading, persyaratan persetujuan kredit, kriteria kredit yang requirements, acceptance criteria, and credit approval criteria
dapat diterima, serta ketentuan terkait persetujuan kredit (including deviations) mechanism.
termasuk mekanisme penyimpangannya.
Kebijakan dan prosedur juga menjelaskan kriteria untuk Policies and procedures also spell out the criteria to identify
mengidentifikasi dan melaporkan akun bermasalah melalui and report problem accounts through the EAR, PQR, or EDR
proses EAR, PQR, atau EDR. Sejak tahun 2023, Permata processes. Since 2023, Permata Bank performed optimization
Bank telah mengoptimalkan penggunaan Early Warning of the Early Warning System (EWS), which is a predictive
System (EWS), yaitu model prediktif yang digunakan untuk model to describe the possibility of a customer falling into a
mengidentifikasi kemungkinan penurunan kualitas kredit dan distressed condition. Remedial actions will be taken when the
potensi nasabah masuk ke kategori bermasalah. Tindakan issues deteriorate beyond pre-determined criteria. Accounts
perbaikan akan diambil ketika masalah memburuk di luar that are indicated to deteriorate will be monitored in the
kriteria yang telah ditentukan. Untuk akun-akun Corporate, Early Alert report that will be discussed at the EAR meetings
Commercial, dan EBB yang terindikasi memburuk akan involving representatives from the Business Unit, Credit, SAM,
dilaporkan dalam laporan Early Alert untuk dibahas dalam and Collection & Recovery Division. For Consumer accounts,
pertemuan EAR yang melibatkan perwakilan dari Unit Bisnis, monitoring is conducted on portfolio basis through monthly
Divisi Kredit, SAM, dan Collection & Recovery. Dan untuk akun- Portfolio Quality Review (PQR) meeting. Mortgage accounts
akun Consumer, pemantauan dilakukan secara portofolio are also monitored through monthly EDR meetings and
basis melalui pertemuan bulanan Portfolio Quality Review periodic meetings between Risk, Business Unit, and Collection
(PQR). Selain itu, untuk Mortgage dipantau melalui pertemuan & Recovery to discuss delinquent accounts and the progress
bulanan EDR dan pertemuan berkala antara Risk, Unit Bisnis, of the Buy Back Guarantee (BBG).
dan Collection & Recovery untuk membahas akun-akun
delinquent dan perkembangan Buy Back Guarantee (BBG).
Permata Bank melakukan kajian atas kebijakan dan prosedur Permata Bank conducts periodic reviews of risk management
secara berkala untuk memastikan bahwa kebijakan dan policies and procedures to ensure that these policies and
prosedur tersebut selalu sesuai dengan regulasi dan kondisi procedures are always in compliance with current regulations
bisnis terkini, serta memperhatikan arahan kebijakan dan and business conditions, and it considers Permata Bank’s
strategi Permata Bank untuk menjaga kehati-hatian dalam policies and strategies to maintain prudence in managing
mengelola risiko kredit. Peninjauan dan pemetaan ulang credit risk. Review and remapping are conducted on
dilakukan terhadap kebijakan dan prosedur kredit Corporate, Corporate, Commercial, EBB, and Consumer credit policy and
Commercial, EBB, dan Consumer, standardisasi kategori procedure, standardization of risk categories for the Early Alert
risiko dalam Early Alert atau Early Delinquent, dan mengatur or Early Delinquent, as well as regulating the mechanisms for
mekanisme penggunaan Kantor Akuntan Publik (KAP). using a Public Accounting Firm.
Permata Bank juga melakukan kajian terhadap proses Permata Bank also conducts continuous reviews of the credit
pemberian kredit secara berkesinambungan. Batas approval process. The maximum credit limit provided is
maksimum pemberian kredit dipertimbangkan dengan measured according to the prudential principle. Additionally,
prinsip kehati-hatian. Selain itu, diperlukan konsultasi dengan under certain limits and circumstances, BOC consultation is
jajaran Dewan Komisaris untuk limit dan kondisi tertentu pada required for accounts at the Credit Committee approval level.
tingkat persetujuan Komite Kredit. Langkah ini dilakukan This step is taken to ensure a check and balance mechanism
untuk memastikan mekanisme check and balance dalam is in place to minimize financing risk.
meminimalisir risiko pembiayaan.
Sebagaimana yang didelegasikan oleh Direksi, CPC diberi As delegated by the BOD, the CPC has the authority to
kewenangan untuk menyetujui kebijakan kredit dengan approve credit policies with support from related risk
dukungan dari fungsi risiko terkait. Sesuai ketentuan functions. As per Regulatory requirements, some policies shall
Regulator, beberapa kebijakan tertentu wajib memperoleh be approved by the BOC. The policies are communicated
396 PT Bank Permata Tbk Laporan Tahunan 2025
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persetujuan Dewan Komisaris. Selanjutnya, kebijakan tersebut and monitored to ensure their effectiveness and compliance.
dikomunikasikan secara menyeluruh dan dipantau secara Furthermore, policies are communicated comprehensively
berkala guna memastikan efektivitas implementasi serta and monitored on a regular basis to ensure the effectiveness
kepatuhannya terhadap peraturan yang berlaku. of its implementation as well as its compliance with applicable
regulations.
Kebijakan Kredit turut mencakup ketentuan mengenai Credit Policy also covers the stipulation on the Country Risk
Country Risk dan Transfer Risk, untuk pemantauan limit and Transfer risk which for the Country limit monitoring has
Negara dilakukan secara berkala oleh divisi CCECRM. been conducted regularly by CCECRM division.
Dalam menghadapi ketidakpastian perekonomian global In the face of heightened global economic uncertainty
yang cenderung meningkat sepanjang 2025, serta masih throughout 2025, as well as ongoing geopolitical tension
berlangsungnya ketegangan geopolitikal, Permata Bank Permata Bank consistently monitors global geo-economic
secara konsisten memantau dinamika geoekonomi dan and geopolitical dynamics, including implementing mitigation
geopolitik global tersebut, termasuk melakukan mitigasi by establishing more criteria of credit restrictions for certain
dengan menetapkan beberapa kriteria tambahan terkait industrial sectors and/or segments considered to carry
pembatasan pemberian kredit untuk sektor industri dan/atau high credit risk. Review and adjustment of these credit
segmen tertentu yang dinilai berisiko kredit tinggi. Kajian dan restrictions are conducted on a regular basis to align with
perubahan terhadap pembatasan kredit ini dilakukan berkala recent conditions.
untuk memastikan kesesuaian dengan kondisi terbaru.
Dalam rangka mendukung kebijakan Pemerintah terkait In order to support the Government’s effort to implement
penerapan keuangan berkelanjutan, Bank telah menerbitkan sustainable finance, the Bank has issued a special policy related
kebijakan khusus mengenai Pembiayaan Berkelanjutan. to Sustainability Finance which covers Indonesia Taxonomy
Kebijakan ini mencakup Taksonomi untuk Keuangan for Sustainable Finance (TKBI) is a transformation of the
Berkelanjutan Indonesia (TKBI) merupakan transformasi Indonesian Green Taxonomy Edition 1.0. TKBI is a classification
dari Taksonomi Hijau Indonesia Edisi 1.0. TKBI merupakan of economic activities that support Indonesia’s Sustainable
klasifikasi aktivitas ekonomi yang mendukung upaya Development initiatives and goals to address economic,
dan Tujuan Pembangunan Berkelanjutan Indonesia yang environmental, and social aspects. The taxonomy serves as a
mencakup aspek ekonomi, lingkungan hidup, dan sosial. guide to improve capital allocation and sustainable financing
Taksonomi digunakan sebagai panduan untuk meningkatkan in support of achieving Indonesia’s Net Zero emission (NZE)
alokasi modal dan pembiayaan berkelanjutan dalam targets. TKBI divides activities into two classifications: “Green”
mendukung pencapaian target Net Zero Emission (NZE) and “Transition”. Activities are assessed as “Not Classified” if
Indonesia. TKBI membagi Aktivitas ke dalam dua klasifikasi, they are listed in the TKBI but do not meet the classification
yaitu “Hijau” dan “Transisi”. Aktivitas dinilai “Tidak Memenuhi requirements of “Green” and “Transition.”
Klasifikasi” apabila telah tercantum dalam TKBI, tetapi tidak
memenuhi persyaratan klasifikasi “Hijau” dan “Transisi”.
Risiko Konsentrasi Kredit Credit Concentration Risk
Risiko konsentrasi kredit di portofolio segmen Corporate, Credit concentration risk in the Corporate, Commercial
Commercial dan EBB dikelola dalam berbagai dimensi and EBB portfolios is managed in various dimensions,
seperti sektor industri, penyebaran geografis, peringkat kredit, including industry sector, geographic spread, credit rating,
segmen nasabah, dan eksposur terhadap satu counterparty customer segment, and exposure to single counterparties or
atau group counterparties yang terafiliasi. Sementara untuk groups of related counterparties. In the Consumer portfolio,
portofolio segmen Consumer, risiko konsentrasi dikelola concentration risk is managed within the exposure limits set
sesuai limit eksposur yang ditetapkan untuk masing-masing for each product segment. Furthermore, the Business Directors
segmen produk. Selanjutnya, Direktur Bisnis dan Direktur and the Risk Director agree on portfolio thresholds, to be
Risiko menyepakati batasan portofolio yang dipantau secara regularly monitored by the RMC.
reguler oleh KMR.
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Manajemen Risiko
Risk Management
Tabel berikut menunjukkan pengungkapan kualitas kredit, The following table presents Permata Bank’s credit quality
mutasi kredit, dan surat berharga yang telah jatuh tempo on assets, credit movements, and overdue securities in the
dalam laporan posisi keuangan dan rekening administrasi individual statements of financial position and administrative
secara individu berdasarkan: accounts by:
Pengungkapan Kualitas Kredit atas Aset - per 31 Desember 2025
Disclosure of Credit Quality of Asset - as of 31 December 2025
1. Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
CKPN
Nilai Tercatat Bruto CKPN
Allowance for Impairment
Gross Carrying Value (Pendekatan
Losses
CKPN IRB)
Nilai Bersih
Allowance for Allowance
Tagihan Tagihan Net Value
Impairment for
yang Telah yang Belum (a+b-c)
Losses Stage 2 & Impairment
Jatuh Tempo Jatuh Tempo Stage 1 Losses (IRB
Stage 3
Past Due Receivables Approach)
Receivables Not Yet Due
a b c d e f g
1. Kredit | Loans 11.007.615 153.107.774 12.093.559 6.210.491 5.883.068 152.021.830
2. Surat Berharga| Securities – 72.244.771 20.751 – 20.751 72.224.020
3. Transaksi Rekening Administratif 134.585 9.227.316 6.302 5.704 598 9.355.599
Off-Balance Sheet Exposures
Jumlah | Total 11.142.200 234.579.861 12.120.612 6.216.195 5.904.417 233.601.449
2. Pengungkapan Tambahan | Additional Disclosure
Definisi Tagihan yang Telah Jatuh Tempo yang digunakan Bank adalah tagihan yang telah jatuh tempo lebih dari 90 hari serta tagihan kepada debitur
yang termasuk dalam Stage 2 atau Stage 3
The definition of Past Due Receivables used by the Bank is receivables that have matured more than 90 days and receivables to debtors included in
Stage 2 or Stage 3
Pengungkapan Mutasi Kredit dan Surat Berharga yang Telah Jatuh Tempo - per 31 Desember 2025
Disclosure of Changes in Stock of Defaulted Loans and Debt Securities - as of 31 December 2025
1. Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
No. Keterangan a Description
1 Kredit dan Surat Berharga yang Telah Jatuh 10.209.822 Loans and Securities that have Matured in the last
Tempo pada periode pelaporan terakhir reporting period
2 Kredit dan Surat Berharga yang Telah Jatuh 6.341.066 Loans and Securities that have Matured since the
Tempo sejak periode pelaporan terakhir last reporting period
3 Kredit dan Surat Berharga yang kembali menjadi 5.205.918 Loans and Securities that have returned to
tagihan yang belum jatuh tempo unmatured receivables
4 Nilai hapus buku 521.374 Write-off value
5 Perubahan lain 184.019 Other changes
6 Kredit dan Surat Berharga yang Telah Jatuh 11.007.615 Loans and Securities with Maturity at the end of
Tempo pada akhir periode pelaporan reporting period
(1+2-3-4+5) (1+2-3-4+5)
2. Pengungkapan Tambahan | Additional Disclosure
Terdapat penurunan nilai hapus buku sebesar 54% dibandingkan dengan posisi periode pelaporan terakhir, di mana pada periode
Mei 2025 sebelumnya terdapat hapus buku debitur korporasi
There was a 54% decrease in the value of write-offs compared to the position of the last reporting period, where in the previous May
2025 period there were write-offs of corporate debtors
398 PT Bank Permata Tbk Laporan Tahunan 2025
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Metodologi Pengukuran Risiko Kredit Credit Risk Measurement
Aktivitas manajemen risiko kredit diarahkan pada model Credit risk management activities are geared towards credit
risiko kredit yang sesuai dengan penerapan standar Basel. risk models in line with the implementation of Basel standards.
Permata Bank juga telah mengembangkan infrastruktur untuk Permata Bank has also developed the infrastructure to support
mendukung model risiko kredit internal. Sistem database internal credit risk models. The database system is continually
secara terus menerus dikembangkan guna penyempurnaan enhanced for further refinement of the Probability of Default
lebih lanjut dari model metrik Probability of Default (PD), Loss (PD), Loss Given Default (LGD), and Exposure at Default (EAD)
Given Default (LGD), dan Exposure at Default (EAD). metric models.
Pengukuran terhadap semua risiko kredit dilakukan All credit risks are measured using the most appropriate tools.
menggunakan perangkat yang paling sesuai. Dasar All customers should be subject to credit assessment based
pengukuran terhadap seluruh nasabah adalah pada on their willingness and ability to repay, not on the basis of
kemauan dan kemampuan untuk membayar kembali, bukan collateral or reported wealth.
atas dasar jaminan atau status kekayaan yang dilaporkan.
Bank wajib melakukan penilaian dan penetapan kualitas aset The Bank is required to conduct an assessment and
sesuai dengan POJK yang berlaku. determination of credit quality in accordance with the
prevailing POJK.
Dalam hal terjadi perbedaan penetapan kualitas aset antara In the event of a difference in asset quality determination
Bank dan OJK, maka kualitas aset yang berlaku adalah yang between the Bank and OJK, the asset quality determined by
ditetapkan oleh OJK. OJK shall prevail.
Kualitas kredit atau pembiayaan ditetapkan berdasarkan Credit or financing quality is determined by the following
faktor penilaian sebagai berikut: valuation factors:
a. prospek usaha; a. business prospects;
b. kinerja (performance) debitur/nasabah; dan b. debtor/customer performance; and
c. kemampuan membayar. c. repayment capability.
Sedangkan khusus untuk segmen Consumer, kualitas kredit Specifically, for the Consumer segment, credit quality is
ditentukan oleh faktor ketepatan membayar berdasarkan determined by days past due.
jumlah hari tunggakan (days past due).
Di samping penggunaan peringkat kolektibilitas Bank In addition to Bank Indonesia collectability ratings (1–5),
Indonesia (1–5), Bank juga menerapkan peringkat kredit internal credit grading is used to quantify the risk associated
internal sebagai alat ukur risiko counterparty untuk portofolio with counterparties in Corporate, Commercial, and EBB
segmen Corporate, Commercial, dan Emerging Business businesses. It is based on the rate of customer default
Banking (EBB). Peringkat tersebut berdasarkan tingkat probability and analyzed against a range of quantitative and
kemungkinan wanprestasi nasabah dan dianalisis terhadap qualitative measures, which will result in risk assessments,
serangkaian faktor kuantitatif dan kualitatif, sehingga risk control, and appropriate pricing. The result of the credit
menghasilkan penilaian risiko, pengendalian risiko, dan valuation model is key to determining credit decisions,
penetapan harga yang sesuai. Hasil dari model valuasi including customer assessment and credit limits. For
kredit merupakan kunci dalam menentukan keputusan most Consumer loan products, Bank utilized decision-
kredit, termasuk penilaian terhadap nasabah dan limit kredit. engine systems, applications, and behavior scorecards as
Sementara itu, untuk sebagian besar produk pinjaman tools for risk management to provide more objective risk
segmen Consumer, Bank memanfaatkan decision engine, recommendations. In 2023, Permata Bank implemented
application scorecards, dan behavior scorecards sebagai EBB scoring for standardization and simplification of credit
alat manajemen risiko guna menghasilkan rekomendasi decisions in the EBB segment. For the Commercial segment,
kredit yang lebih objektif dan konsisten. Pada tahun 2023, credit scoring is used to simplify credit application proposals,
2025 Annual Report PT Bank Permata Tbk 399
Page 402
Manajemen Risiko
Risk Management
Permata Bank juga telah mengimplementasikan EBB scoring while for the Value Chain segment, credit scoring is applied to
untuk standardisasi dan penyederhanaan keputusan kredit di streamline the credit underwriting process.
segmen EBB. Sedangkan untuk segmen Commercial, credit
scoring digunakan untuk simplifikasi proposal pengajuan
kredit, sementara untuk Value Chain, credit scoring digunakan
untuk penyederhanaan proses underwriting kredit.
Dalam rangka mengukur potensi kerentanan risiko kredit To measure the potential credit risk vulnerability to exceptional
terhadap kejadian luar biasa yang mungkin terjadi, Permata but plausible events, Permata Bank conducts stress testing
Bank melakukan stress testing terhadap portofolio kredit on its loan portfolio under scenarios that take into account
dengan skenario yang mencakup berbagai faktor risiko multiple risk factors from a range of sources. Together, they
dari berbagai sumber. Gabungan faktor risiko tersebut form a risk scenario that can be based on historical and/or
membentuk skenario risiko berdasarkan kejadian historis dan/ hypothetical events.
atau hipotesis.
Mekanisme Pemantauan dan Pengendalian Risiko Credit Risk Monitoring and Controlling
Kredit
Risiko kredit dipantau secara berkesinambungan sebagai Credit risk is monitored on a continuous basis as part
bagian dari proses bisnis yang berkelanjutan melalui Komite of ongoing business processes through relevant Risk
Risiko terkait. Informasi yang spesifik disampaikan kepada Committees. Specific information is presented to the RMC,
KMR termasuk pemicu tindakan manajemen, pergerakan including management action triggers, significant movements
signifikan pada peringkat kredit dalam portofolio, dan in credit grades within the portfolios, and key information
informasi penting yang diperlukan untuk memantau required to monitor performance trends.
tren kinerja.
Untuk mendukung pemantauan portofolio secara To assist in monitoring the portfolio, various internal risk
komprehensif, berbagai laporan internal manajemen risiko management reports are available on a regular basis,
disusun secara berkala. Laporan ini mencakup informasi providing individual counterparty, counterparty group,
mengenai eksposur counterparty individual maupun grup, and portfolio exposure information, credit grade migration
profil portofolio, perubahan peringkat kredit, status akun yang information, the status of accounts showing symptoms of
menunjukkan indikasi penurunan kualitas atau memburuknya weakness or financial deterioration, and updates on credit
kondisi finansial, serta perkembangan terkini terkait development.
portofolio kredit.
Proses Early Alert untuk portofolio segmen Corporate, Early Alert process for Corporate, Commercial, and EBB
Commercial, dan EBB, serta proses Early Delinquent untuk segment portfolios, as well as Early Delinquent process for
portofolio Consumer khusus Mortgage telah diterapkan Consumer Mortgage portfolios have been implemented to
untuk memastikan potensi melemahnya kualitas kredit ensure that a potential deterioration in credit quality is identified
diidentifikasi sejak awal. Hal ini memungkinkan pengambilan at an early stage. It enables the necessary preventive action to
tindakan pencegahan sedini mungkin yang dilakukan secara be taken as early as possible to be taken by regularly holding
teratur melakukan pertemuan bulanan Early Alert atau monthly Early Alert or Early Delinquent meetings. In these
Early Delinquent. Dalam forum tersebut, akun-akun yang meetings, accounts exhibiting warning signs are discussed,
menunjukkan indikasi penurunan kualitas dibahas secara and action plans are agreed upon to ensure appropriate and
mendalam, dan langkah tindak lanjut yang diperlukan measurable handling.
disepakati untuk memastikan penanganan yang tepat
dan terukur.
Akun-akun atau portofolio akan diklasifikasikan sebagai Accounts or portfolios are identified on the Early Alert or
Early Alert atau Early Delinquent apabila menunjukkan Early Delinquent when they show symptoms of weakness
indikasi penurunan kualitas atau pelemahan kondisi finansial. or financial deterioration. If there is a significant decline in
Penurunan signifikan dalam posisi industri, pelanggaran the client’s position within the industry, breach of covenants,
perjanjian, kegagalan memenuhi kewajiban, maupun isu failure to meet an obligation, and issues related to ownership
400 PT Bank Permata Tbk Laporan Tahunan 2025
Page 403
terkait kepemilikan atau manajemen menjadi faktor utama or management, then the accounts and portfolios are subject
yang memicu pengawasan khusus. Dalam kondisi tersebut, to a special monitoring process involving senior officers from
pemantauan dilakukan secara intensif dengan melibatkan Business Units, Credit Function, and Risk Function. Account
pejabat senior dari Unit Bisnis, Fungsi Kredit, dan Fungsi management is subject to being re-evaluated, and remedial
Risiko untuk memastikan penanganan yang tepat dan terukur. actions are agreed upon and monitored. Remedial actions
Pengelolaan akun tersebut akan dievaluasi ulang dan rencana include, but are not limited to, exposure reduction, collateral
tindakan remedial disetujui dan dipantau, tetapi tidak terbatas increase, exit account, or immediate transfer of the account
pada penurunan eksposur, peningkatan jaminan, penutupan to SAM and the Collection & Recovery for further account
akun, atau pemindahan akun kepada tim SAM dan Collection management.
& Recovery untuk penanganan lebih lanjut.
Bank meningkatkan kewaspadaan atas portofolionya melalui The Bank is increasing awareness of its portfolios through
serangkaian langkah terintegrasi, antara lain penguatan a combination of increased discipline on the Early Alert or
disiplin penerapan Early Alert atau Early Delinquent Early Delinquent, equipping identification of Early Alert/ Early
pemanfaatan Early Warning System Model untuk mendukung Delinquent with tools of the Early Warning System model,
identifikasi dini, peningkatan kualitas underwriting pada increased quality of new business underwriting, a more
bisnis baru, serta penerapan strategi portofolio berbasis risiko comprehensive and better risk-based portfolio strategy, and
yang lebih komprehensif. Selain itu, Bank juga melakukan proper identification of problematic segments. In addition,
identifikasi mendalam atas segmen-segmen yang berpotensi SAM and the Collection & Recovery team focus on the
bermasalah guna memastikan tindakan mitigasi dapat payment collection of non-performing loans.
dilakukan secara tepat waktu dan efektif. Selain itu, tim
SAM dan Collection & Recovery fokus untuk mendapatkan
pembayaran dari kredit bermasalah.
Sementara itu, pemantauan risiko kredit pada portofolio Meanwhile, monitoring of the credit risk on Consumer,
segmen Consumer, Commercial & EBB dilakukan melalui Commercial, and EBB portfolios, senior officers from the
pertemuan bulanan Portfolio Quality Review (PQR), yang Business Unit, Credit and Risk Function hold a monthly
dihadiri oleh pejabat senior dari Unit Bisnis, Fungsi Kredit, dan Portfolio Quality Review (PQR). Furthermore, for the Corporate
Fungsi Risiko. Selanjutnya, pemantauan risiko kredit pada and Commercial portfolio, credit risk monitoring is undertaken
portofolio segmen Corporate dan Commercial dilakukan through monthly EAR and NPL meetings, while for Consumer,
melalui pertemuan bulanan EAR dan NPL, sedangkan untuk this is undertaken through monthly PQR and specifically for
Consumer, dilakukan melalui pertemuan bulanan PQR dan Mortgage, it is undertaken through monthly EDR meetings,
khusus untuk Mortgage melalui pertemuan bulanan EDR which aim to identify potential future risks. Monitoring is
yang bertujuan untuk mengidentifikasi potensi risiko secara performed at the portfolio level. More detailed monitoring
dini. Pemantauan dilakukan pada tingkatan portofolio. is performed at the sub-product level and segment level to
Pemantauan lebih detail dilakukan pada tingkatan sub-produk ensure risk control, which is done through the amendment
dan segmen, untuk memastikan pengendalian risiko yang of policies and procedures that are accurately targeted for
salah satunya dilakukan melalui perubahan kebijakan atau problematic sub-products or segments.
prosedur dapat dilakukan secara tepat sasaran kepada
sub-produk atau segmen yang bermasalah
Di sisi lain, Bank juga terus melanjutkan pemantauan terhadap On the other hand, Bank has continously monitored
akun-akun restrukturisasi. Aktivitas pemantauan tersebut restructuring accounts. Monitoring for restructured debtors is
dilakukan dan dilaporkan kepada manajemen secara bulanan done on a monthly basis at meetings of the Credit Committee,
melalui rapat Komite Kredit, KMR dan rapat Dewan Komisaris. the RMC meeting, and the BOC meeting. The amount of
Besaran eksposur kredit atas debitur juga dilaporkan ke OJK credit exposure of debtors was also reported to OJK in the
pada laporan SLIK. SLIK report.
Untuk memenuhi kebutuhan pelaporan yang merupakan In order to fulfill reporting requirements, which are part of the
bagian dari pilot project penerapan TKBI yang ditetapkan implementation of ITSF pilot project set by the Regulator, the
oleh Regulator, Bank turut melakukan pemantauan dan Bank also monitors and reports the results of ITSF category
pelaporan hasil penilaian kategori TKBI atas debitur Bank assessment of the Bank’s debtors in stages.
secara bertahap.
2025 Annual Report PT Bank Permata Tbk 401
Page 404
Manajemen Risiko
Risk Management
Selain TKBI, Permata Bank juga melakukan klasifikasi dan In addition to ITSF, Permata Bank has classified and monitored
pemantauan terhadap debitur yang termasuk dalam kategori debtors categorized as green financing according to the
pembiayaan hijau, sesuai dengan ketentuan Regulator debtor’s business activities, which have been stipulated
mengenai Kategori Usaha Berkelanjutan (KUBL). by the Regulator as Sustainable Business Activities
Categorization (KUBL).
Tunggakan dan Penurunan Nilai Past Due and Impairment
Tunggakan merupakan pinjaman dengan pembayaran bunga Past due loans are defined as loans for which contractual
atau pokok yang telah melewati jadwal sesuai ketentuan interest or principal payments are delinquent. Past due does
kontrak. Namun, keberadaan tunggakan tidak serta-merta not necessarily mean impaired. Impairment will depend on
mencerminkan terjadinya penurunan nilai. Penurunan nilai the level of securities/collateral available and/or the stages of
akan ditentukan berdasarkan kecukupan jaminan atau collection of amounts owed to Permata Bank.
agunan yang tersedia dan/atau tahapan proses penagihan
atas kewajiban debitur kepada Permata Bank.
Penurunan nilai atau Kerugian Kredit Ekspektasian (KKE) Impairment or Expected Credit Loss (ECL) are recognized for
diakui untuk seluruh instrumen utang keuangan, komitmen all financial debt instruments, loan commitments, and financial
pinjaman, dan jaminan keuangan yang diklasifikasikan guarantees that are classified as hold to collect/hold to collect
sebagai hold to collect/hold to collect and sell dan memiliki and sell and have cash flows that are Solely Payments of
arus kas Solely Payments of Principal and Interest (SPPI). KKE Principal and Interest (SPPI). ECL are not recognized for
tidak diakui untuk instrumen ekuitas yang ditetapkan sebagai equity instruments designated at Fair Value through Other
Fair Value through Other Comprehensive Income (FVOCI). Comprehensive Income (FVOCI).
Perhitungan Penurunan Nilai Measurement of Impairment
Permata Bank menggunakan model yang kompleks dengan The Bank primarily uses sophisticated models that utilize
menggunakan metrik PD, LGD, dan EAD, yang didiskontokan the PD, LGD, and EAD metrics, discounted using the effective
menggunakan suku bunga efektif. Sejalan dengan PSAK interest rate. In line with PSAK 109, the Bank impairment model
109, model pencadangan Permata Bank mengelompokkan categorizes financial assets into three stages based on their
aset finansial ke dalam tiga stage berdasarkan kualitas credit quality, as follows:
kredit, yaitu:
a. Stage 1 a. Stage 1
ECL diakui pada saat pengakuan awal instrumen ECL are recognized at the time of initial recognition of
keuangan dan merepresentasikan kekurangan kas a financial instrument and represent the lifetime cash
sepanjang umur aset yang timbul dari kemungkinan gagal shortfalls arising from possible default events up to twelve
bayar di masa yang akan datang dalam kurun waktu dua months into the future from the reporting date.
belas bulan sejak tanggal pelaporan.
402 PT Bank Permata Tbk Laporan Tahunan 2025
Page 405
b. Stage 2 b. Stage 2
Apabila aset keuangan mengalami Peningkatan If a financial asset experiences a Significant Increase in
Risiko Kredit yang Signifikan (Significant Increase Credit Risk (SICR) since initial recognition, an expected
in Credit Risk/SICR) sejak pengakuan awal, maka credit loss provision is recognized for default events that
kerugian kredit ekspektasian diakui atas kejadian gagal may occur over the lifetime of the asset. A significant
bayar yang mungkin terjadi sepanjang umur aset. increase in credit risk is assessed by comparing the risk
Peningkatan signifikan dalam risiko kredit dinilai dengan of default of an exposure at the reporting date to the risk
membandingkan risiko gagal bayar atas eksposur pada of default at origination (after taking into account the
tanggal pelaporan dengan risiko gagal bayar saat passage of time). Financial assets that are 30 or more
pengakuan awal (setelah memperhitungkan perjalanan days past due and not credit-impaired will always be
waktu dari akun tersebut). Aset keuangan dengan considered to have experienced a significant increase in
tunggakan 30 hari atau lebih dan tidak mengalami credit risk.
penurunan nilai akan selalu dianggap telah mengalami
peningkatan risiko kredit yang signifikan.
c. Stage 3 c. Stage 3
Aset keuangan yang mengalami penurunan nilai (atau Financial assets that are credit impaired (or in default)
gagal bayar) merupakan aset yang setidaknya telah represent those that are at least 90 days past due in
memiliki tunggakan 90 hari atau lebih atas pokok dan/atau respect of principal and/or interest or have certain credit
bunga atau memiliki peringkat kredit tertentu (peringkat grades (internal credit gradings 13 and 14). The ECL held
kredit internal 13 dan 14). CKPN merupakan selisih antara represents the difference between the present value of
nilai sekarang dari arus kas yang diperkirakan akan the cash flows expected to be recovered, discounted at
dipulihkan, didiskontokan pada suku bunga efektif awal, the instrument’s original effective interest rate, and the
dan nilai tercatat bruto instrumen sebelum penurunan gross carrying value of the instrument prior to any credit
nilai kredit. impairment.
Tabel berikut menunjukkan pengungkapan tagihan bersih dan The following table presents disclosure of Bank net receivables
pencadangan Bank berdasarkan wilayah, sektor ekonomi, and provisioning by region, economic sector, remaining
sisa jangka waktu kontrak maupun hari tunggakan pada contractual maturity, and days past due on the balance sheet
posisi neraca: position:
2025 Annual Report PT Bank Permata Tbk 403
Page 406
Manajemen Risiko
Risk Management
Pengungkapan Tagihan Bersih berdasarkan Wilayah
Disclosure of Net Receivables by Region
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
Kategori Portofolio Tagihan Bersih berdasarkan Wilayah | Net Receivables by Region
No.
Portfolio Category
Wilayah 1 Wilayah 2 Wilayah 3 Wilayah 4
Total
Region 1 Region 2 Region 3 Region 4
a b c d e f g
1 Tagihan kepada Pemerintah 81.498.233 – – – 81.498.233
Receivables on Sovereign
2 Tagihan kepada Entitas Sektor Publik 3.671.105 260.174 107.909 2.251.450 6.290.638
Receivables on Public Sector Entity
3 Tagihan kepada Bank Pembangunan Multilateral dan – – – – –
Lembaga Internasional
Receivables on Multilateral Development Banks and
International Institutions
4 Tagihan kepada Bank | Receivables on Banks 8.820.550 55.019 43.370 115.446 9.034.385
5 Tagihan berupa Covered Bond – – – – –
Covered Bond Receivables
6 Tagihan kepada Perusahaan Efek dan Lembaga Jasa 14.684.328 262.830 25.364 – 14.972.522
Keuangan Lainnya
Receivables on Securities Companies and Other
Financial Services Institutions
7 Tagihan berupa Surat Berharga/Piutang Subordinasi, 98.296 – – – 98.296
Ekuitas, dan Instrumen Modal Lainnya
Receivables in the form of Securities/Subordinated
Debt, Equity, and Other Capital Instruments
8 Kredit Beragun Properti Rumah Tinggal 17.816.109 4.849.853 1.904.813 526.614 25.097.389
Loans Secured by Residential Property
9 Kredit Beragun Properti Komersial 9.255.193 8.403.606 3.061.450 592.788 21.313.037
Loans Secured by Commercial Real Estate
10 Kredit untuk Pengadaan Tanah, Pengolahan Tanah, dan – – – – –
Konstruksi
Loans for Land Acquisition, Land Processing, and
Construction
11 Kredit Pegawai atau Pensiunan – – – 74.356 74.356
Employee or Pension Loans
12 Tagihan kepada Usaha Mikro, Usaha Kecil, dan 8.757.880 3.941.198 2.710.796 758.644 16.168.518
Portofolio Ritel
Receivables on Micro and Small Enterprise, and Retail
Portfolio
13 Tagihan kepada Korporasi | Receivables on Corporate 44.151.863 17.024.012 20.565.268 13.586.074 95.327.217
14 Tagihan yang Telah Jatuh Tempo | Past Due 2.555.995 1.113.252 1.647.985 210.828 5.528.060
Receivables
15 Aset Lainnya | Other Assets 6.826.083 699.579 542.570 81.918 8.150.150
Jumlah | Total 198.135.635 36.609.523 30.609.525 18.198.118 283.552.801
404 PT Bank Permata Tbk Laporan Tahunan 2025
Page 407
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2024 | 31 December 2024
Kategori Portofolio Tagihan Bersih berdasarkan Wilayah | Net Receivables by Region
No.
Portfolio Category
Wilayah 1 Wilayah 2 Wilayah 3 Wilayah 4
Total
Region 1 Region 2 Region 3 Region 4
a b c d e f g
1 Tagihan kepada Pemerintah 78.684.116 – – – 78.684.116
Receivables on Sovereign
2 Tagihan kepada Entitas Sektor Publik 3.176.461 948.232 36.180 1.622.069 5.782.942
Receivables on Public Sector Entity
3 Tagihan kepada Bank Pembangunan Multilateral dan – – – – –
Lembaga Internasional
Receivables on Multilateral Development Banks and
International Institutions
4 Tagihan kepada Bank | Receivables on Banks 8.895.049 369.825 83.546 159.955 9.508.375
5 Tagihan berupa Covered Bond – – – – –
Covered Bond Receivables
6 Tagihan kepada Perusahaan Efek dan Lembaga Jasa 13.112.583 269.949 6.524 – 13.389.056
Keuangan Lainnya
Receivables on Securities Companies and Other
Financial Services Institutions
7 Tagihan berupa Surat Berharga/Piutang Subordinasi, 98.296 – – – 98.296
Ekuitas, dan Instrumen Modal Lainnya
Receivables in the form of Securities/Subordinated
Debt, Equity, and Other Capital Instruments
8 Kredit Beragun Properti Rumah Tinggal 18.876.905 4.891.521 2.008.691 524.577 26.301.694
Loans Secured by Residential Property
9 Kredit Beragun Properti Komersial 9.941.579 8.880.934 2.548.113 775.467 22.146.093
Loans Secured by Commercial Real Estate
10 Kredit untuk Pengadaan Tanah, Pengolahan Tanah, 961.846 85.479 153.748 52.947 1.254.020
dan Konstruksi
Loans for Land Acquisition, Land Processing, and
Construction
11 Kredit Pegawai atau Pensiunan – – – 122.698 122.698
Employee or Pension Loans
12 Tagihan kepada Usaha Mikro, Usaha Kecil, dan 9.415.235 4.010.595 3.179.721 673.257 17.278.808
Portofolio Ritel
Receivables on Micro and Small Enterprise, and Retail
Portfolio
13 Tagihan kepada Korporasi | Receivables on Corporate 39.029.847 15.909.150 21.295.123 6.929.335 83.163.455
14 Tagihan yang Telah Jatuh Tempo | Past Due 2.056.139 654.081 1.151.105 176.728 4.038.053
Receivables
15 Aset Lainnya | Other Assets 6.347.233 744.353 531.323 99.197 7.722.106
Jumlah | Total 190.595.289 36.764.119 30.994.074 11.136.230 269.489.712
2025 Annual Report PT Bank Permata Tbk 405
Page 408
Manajemen Risiko
Risk Management
Pengungkapan Tagihan Bersih berdasarkan Sektor Ekonomi
Disclosure of Net Receivables by Economic Sector
Bank secara Individu | Bank Only
Tagihan
kepada Bank
Pembangunan
Tagihan Multilateral
Tagihan Tagihan
kepada Entitas dan Lembaga Tagihan
kepada Berupa
Sektor Ekonomi Sektor Publik Internasional kepada Bank
No. Pemerintah Covered Bond
Economic Sector Receivables on Receivables Receivables on
Receivables on Covered Bond
Public Sector on Multilateral Banks
Sovereign Receivables
Entity Development
Banks and
International
Institutions
a b c d e f g
POSISI TANGGAL 31 DESEMBER 2025 | POSITION AT 31 DECEMBER 2025
1 Pertanian, Kehutanan, dan Perikanan | Agriculture, Forestry and – 47.337 – – –
Fishery
2 Pertambangan dan Penggalian | Mining and Excavation – 693.691 – – –
3 Industri Pengolahan | Manufacturing – 303.328 – 2.706 –
4 Pengadaan Listrik, Gas, Uap/Air Panas, dan Udara Dingin | – 1.674.475 – – –
Procurement of Electricity, Gas, Steam/Hot Water, and Cold Air
5 Pengelolaan Air, Pengelolaan Air Limbah, Pengelolaan, dan Daur – – – – –
Ulang Sampah, dan Aktivitas Remediasi | Water Management,
Wastewater Management, Waste Management, Recycling, and
Remediation Activities
6 Konstruksi | Construction – 1.181.463 – – –
7 Perdagangan Besar dan Eceran; Reparasi dan Perawatan Mobil dan 52.664 9.000 – 1.017.298 –
Sepeda Motor | Wholesale and Retail Trading; Car and Motorcycle
Repair and Maintenance
8 Pengangkutan dan Pergudangan | Transportation and Warehousing – 1.823.806 – – –
9 Penyediaan Akomodasi dan Penyediaan Makan Minum | – 100.836 – – –
Accommodation and Food and Beverage
10 Informasi dan Komunikasi | Information and Communication – 335.465 – – –
11 Aktivitas Keuangan dan Asuransi | Financial and Insurance Activities 13.739.212 – – 8.008.091 –
12 Real Estat | Real Estate – – – – –
13 Aktivitas Profesional, Ilmiah, dan Teknis | Professional, Scientific, and – – – – –
Technical Activities
14 Aktivitas Penyewaan dan Sewa Guna Usaha Tanpa Hak Opsi, – 19.438 – – –
Ketenagakerjaan, Agen Perjalanan, dan Penunjang Usaha Lainnya |
Leasing and Leasing Activities without Option Rights, Employment,
Travel Agencies, and Other Business Supports
15 Administrasi Pemerintahan, Pertahanan, dan Jaminan Sosial Wajib | 41.064.321 – – – –
Government Administration, Defense, and Compulsory Social
Security
16 Pendidikan | Education – – – – –
17 Aktivitas Kesehatan Manusia dan Aktivitas Sosial | Human Health – – – – –
and Social Activities
18 Kesenian, Hiburan, dan Rekreasi | Arts, Entertainment, and – – – – –
Recreation
19 Aktivitas Jasa Lainnya | Other Service Activities – – – – –
20 Aktivitas Rumah Tangga sebagai Pemberi Kerja; Aktivitas yang – – – – –
Menghasilkan Barang dan Jasa oleh Rumah Tangga yang
Digunakan untuk Memenuhi Kebutuhan Sendiri | Households
Activities as Employers; Activities that Produce Goods and Services
by Households Used to Meet Their Own Needs
21 Aktivitas Badan Internasional dan Badan Ekstra Internasional – – – – –
Lainnya | International Institution and Other International Extra
Agencies Activities
22 Rumah Tangga | Household – – – – –
23 Bukan Lapangan Usaha Lainnya | Other Non-Business Activity 26.642.036 101.799 – 6.290 –
24 Lainnya | Others – – – – –
Jumlah | Total 81.498.233 6.290.638 – 9.034.385 –
406 PT Bank Permata Tbk Laporan Tahunan 2025
Page 409
dalam jutaan Rupiah | in millions of Rupiah
Tagihan
Tagihan berupa Surat
kepada Berharga/ Kredit untuk
Perusahaan Piutang Pengadaan Tagihan
Efek dan Subordinasi, Tanah, kepada Usaha
Kredit Beragun
Lembaga Jasa Ekuitas, dan Kredit Beragun Pengolahan Mikro, Usaha
Properti Kredit Tagihan Tagihan yang
Keuangan Instrumen Properti Tanah, dan Kecil dan
Rumah Pegawai atau kepada Telah Jatuh
Lainnya Modal Lainnya Komersial Konstruksi Portofolio Ritel Aset Lainnya
Tinggal Pensiunan Korporasi Tempo
Receivables Receivables Loans Secured Loans for Land Receivables Other Assets
Loans Secured Employee or Receivables on Past Due
on Securities in the form of by Commercial Acquisition, on Micro
by Residential Pension Loans Corporate Receivables
Companies Securities/ Real Estate Land and Small
Property
and Other Subordinated Processing, Enterprise, and
Financial Debt, Equity, and Retail Portfolio
Services and Other Construction
Institutions Capital
Instruments
h i j k l m n o p q
– – 33.322 1.376.489 – – 78.913 1.951.925 24.097 200
– – 2.779 12.984 – – 362.315 12.805.785 250.674 729
– – 287.523 6.677.100 – – 735.582 41.320.461 1.952.939 50.051
– – 6.355 10.975 – – 20.211 5.196.612 24.347 41
– – 12.852 3.503 – – – 165.837 – –
4.996 – 101.231 669.832 – – 228.574 3.568.478 178.872 426
– – 984.458 4.767.989 – – 1.213.211 11.374.609 483.056 3.541
– – 108.294 339.086 – – 202.322 2.433.219 78.841 552
– – 455.797 813.636 – – 166.531 286.323 417.099 1.239
– – 46.305 69.922 – – 14.992 6.223.130 4.576 26
14.461.105 98.296 415 6.371 – – 65.321 1.336.436 462.168 99.995
– – 16.252 2.841.693 – – 127.599 3.192.526 903.012 7.776
– – 29.020 25.961 – – 78.665 9.479 22.884 146
50.000 – 173.828 186.367 – – 1.457.961 1.222.088 9.036 60
– – – – – – – – – –
– – 6.489 360.049 – – 25.007 40.759 7.315 5
– – 9.744 739.999 – – 8.713 249.674 25.388 126
– – – – – – – – – –
– – 1.160 – – 74.356 1 18.374 – –
– – – 473 – – 35 – – –
– – – – – – – – – –
– – 22.818.162 2.410.608 – – 11.256.978 – 661.931 24.203
456.421 – – – – – 125.587 3.931.502 21.825 7.060
– – 3.403 – – – – – – 7.953.974
14.972.522 98.296 25.097.389 21.313.037 – 74.356 16.168.518 95.327.217 5.528.060 8.150.150
2025 Annual Report PT Bank Permata Tbk 407
Page 410
Manajemen Risiko
Risk Management
Tagihan
kepada Bank
Pembangunan
Tagihan Multilateral
Tagihan Tagihan
kepada Entitas dan Lembaga Tagihan
kepada Berupa
Sektor Ekonomi Sektor Publik Internasional kepada Bank
No. Pemerintah Covered Bond
Economic Sector Receivables on Receivables Receivables on
Receivables on Covered Bond
Public Sector on Multilateral Banks
Sovereign Receivables
Entity Development
Banks and
International
Institutions
a b c d e f g
POSISI TANGGAL 31 DESEMBER 2024 | POSITION AT 31 DECEMBER 2024
1 Pertanian, Kehutanan, dan Perikanan | Agriculture, Forestry and – – – – –
Fishery
2 Pertambangan dan Penggalian | Mining and Excavation – 1.238.494 – – –
3 Industri Pengolahan | Manufacturing – 426.992 – 649 –
4 Pengadaan Listrik, Gas, Uap/Air Panas, dan Udara Dingin | – 1.716.666 – – –
Procurement of Electricity, Gas, Steam/Hot Water, and Cold Air
5 Pengelolaan Air, Pengelolaan Air Limbah, Pengelolaan, dan Daur – – – – –
Ulang Sampah, dan Aktivitas Remediasi | Water Management,
Wastewater Management, Waste Management, Recycling, and
Remediation Activities
6 Konstruksi | Construction – 89.347 – – –
7 Perdagangan Besar dan Eceran; Reparasi dan Perawatan Mobil dan – 9.011 – 82.743 –
Sepeda Motor | Wholesale and Retail Trading; Car and Motorcycle
Repair and Maintenance
8 Pengangkutan dan Pergudangan | Transportation and Warehousing – 899.225 – 258.459 –
9 Penyediaan Akomodasi dan Penyediaan Makan Minum | – 73.170 – – –
Accommodation and Food and Beverage
10 Informasi dan Komunikasi | Information and Communication – 1.242.255 – – –
11 Aktivitas Keuangan dan Asuransi | Financial and Insurance Activities 53.817.490 – – 1.689.075 –
12 Real Estat | Real Estate – – – – –
13 Aktivitas Profesional, Ilmiah, dan Teknis | Professional, Scientific, and – – – – –
Technical Activities
14 Aktivitas Penyewaan dan Sewa Guna Usaha Tanpa Hak Opsi, – 43.922 – – –
Ketenagakerjaan, Agen Perjalanan, dan Penunjang Usaha Lainnya |
Leasing and Leasing Activities without Option Rights, Employment,
Travel Agencies, and Other Business Supports
15 Administrasi Pemerintahan, Pertahanan, dan Jaminan Sosial Wajib | – – – – –
Government Administration, Defense, and Compulsory Social
Security
16 Pendidikan | Education – – – – –
17 Aktivitas Kesehatan Manusia dan Aktivitas Sosial | Human Health – – – – –
and Social Activities
18 Kesenian, Hiburan, dan Rekreasi | Arts, Entertainment, and – – – – –
Recreation
19 Aktivitas Jasa Lainnya | Other Service Activities – – – – –
20 Aktivitas Rumah Tangga sebagai Pemberi Kerja; Aktivitas yang – – – – –
Menghasilkan Barang dan Jasa oleh Rumah Tangga yang
Digunakan untuk Memenuhi Kebutuhan Sendiri | Households
Activities as Employers; Activities that Produce Goods and Services
by Households Used to Meet Their Own Needs
21 Aktivitas Badan Internasional dan Badan Ekstra Internasional – – – – –
Lainnya | International Institution and Other International Extra
Agencies Activities
22 Rumah Tangga | Household – – – – –
23 Bukan Lapangan Usaha Lainnya | Other Non-Business Activity 24.866.626 43.860 – 4.068 –
24 Lainnya | Others – – – 7.473.381 –
Jumlah | Total 78.684.116 5.782.942 – 9.508.375 –
408 PT Bank Permata Tbk Laporan Tahunan 2025
Page 411
dalam jutaan Rupiah | in millions of Rupiah
Tagihan
Tagihan berupa Surat
kepada Berharga/ Kredit untuk
Perusahaan Piutang Pengadaan Tagihan
Efek dan Subordinasi, Tanah, kepada Usaha
Kredit Beragun
Lembaga Jasa Ekuitas, dan Kredit Beragun Pengolahan Mikro, Usaha
Properti Kredit Tagihan Tagihan yang
Keuangan Instrumen Properti Tanah, dan Kecil dan
Rumah Pegawai atau kepada Telah Jatuh
Lainnya Modal Lainnya Komersial Konstruksi Portofolio Ritel Aset Lainnya
Tinggal Pensiunan Korporasi Tempo
Receivables Receivables Loans Secured Loans for Land Receivables Other Assets
Loans Secured Employee or Receivables on Past Due
on Securities in the form of by Commercial Acquisition, on Micro
by Residential Pension Loans Corporate Receivables
Companies Securities/ Real Estate Land and Small
Property
and Other Subordinated Processing, Enterprise, and
Financial Debt, Equity, and Retail Portfolio
Services and Other Construction
Institutions Capital
Instruments
h i j k l m n o p q
– – 61.037 734.840 – – 66.834 4.507.733 22.117 82
– – 3.284 11.188 – – 185.216 14.188.228 – –
– – 317.017 6.106.461 – – 1.037.846 27.776.078 1.014.716 42.206
– – 7.165 18.452 – – 77.949 5.190.935 – –
– – – 5.380 – – – 164.369 – –
6.524 – 117.839 292.000 1.254.020 – 484.427 115.299 154.983 459
500 – 909.666 5.579.463 – – 1.558.565 10.392.805 643.629 2.000
– – 99.966 414.372 – – 130.245 3.877.679 12.113 1
– – 428.820 958.475 – – 85.789 202.273 251.061 1.284
– – 55.994 182.418 – – 16.032 10.645.009 67.405 –
13.186.585 – 566 3.876 – – 182.806 299.236 – –
– – 28.642 4.261.403 – – 25.631 944.391 940.546 12.953
– – 24.491 33.890 – – 52.484 12.254 4.538 74
25.000 20.000 154.493 326.822 – – 1.387.165 2.113.485 88.648 738
– – – – – – – – – –
– – 7.950 183.740 – – 4.601 39.652 4.312 9
– – 14.451 497.540 – – 59.661 61.342 – –
– – – – – – – – – –
– – 897 – – 122.698 1.346 14.148 126 –
– – – 818 – – 137 – – –
– – – – – – – – – –
– – 24.065.770 2.534.955 – – 11.803.900 – 826.480 29.102
170.447 – – – – – 78.829 2.433.105 6.889 18.444
– 78.296 3.646 – – – 39.345 185.434 490 7.614.754
13.389.056 98.296 26.301.694 22.146.093 1.254.020 122.698 17.278.808 83.163.455 4.038.053 7.722.106
2025 Annual Report PT Bank Permata Tbk 409
Page 412
Manajemen Risiko
Risk Management
Pengungkapan Tagihan Bersih berdasarkan Sisa Jangka Waktu Kontrak
Disclosure of Net Receivables by Remaining Contractual Maturity
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
Tagihan Bersih berdasarkan Sisa Jangka Waktu Kontrak
Net Receivables based on Remaining Contractual Maturity
Kategori Portofolio
No. >1 Thn s.d. >3 Thn s.d. Non-
Portfolio Category
≤1 Thn 3 Thn 5 Thn >5 Thn Kontraktual
Total
≤1 Year >1 Year– >3 Years– >5 Year Non-
3 Years 5 Years Contractual
a b c d e f g h
1 Tagihan kepada Pemerintah 45.993.463 22.885.234 5.656.229 66.103 6.897.204 81.498.233
Receivables on Sovereign
2 Tagihan kepada Entitas Sektor Publik 2.542.997 441.146 1.306.326 2.000.169 – 6.290.638
Receivables on Public Sector Entity
3 Tagihan kepada Bank Pembangunan – – – – – –
Multilateral dan Lembaga Internasional
Receivables on Multilateral Development
Banks and International Institutions
4 Tagihan kepada Bank 3.448.540 839.176 102.522 31.836 4.612.311 9.034.385
Receivables on Banks
5 Tagihan berupa Covered Bond – – – – – –
Covered Bond Receivables
6 Tagihan kepada Perusahaan Efek dan 11.781.500 2.138.772 1.052.249 – – 14.972.521
Lembaga Jasa Keuangan Lainnya
Receivables on Securities Companies and
Other Financial Services Institutions
7 Tagihan berupa Surat Berharga/Piutang – – – – 98.296 98.296
Subordinasi, Ekuitas, dan Instrumen Modal
Lainnya
Receivables in the form of Securities/
Subordinated Debt, Equity, and Other Capital
Instruments
8 Kredit Beragun Properti Rumah Tinggal 1.675.100 1.553.265 2.267.806 19.601.218 – 25.097.389
Loans Secured by Residential Property
9 Kredit Beragun Properti Komersial 9.816.846 2.261.580 3.362.974 5.871.637 – 21.313.037
Loans Secured by Commercial Real Estate
10 Kredit untuk Pengadaan Tanah, Pengolahan – – – – – –
Tanah, dan Konstruksi
Loans for Land Acquisition, Land Processing,
and Construction
11 Kredit Pegawai atau Pensiunan 124 833 3.767 69.633 – 74.357
Employee or Pension Loans
12 Tagihan kepada Usaha Mikro, Usaha Kecil, 5.951.532 4.328.577 3.198.423 2.689.986 – 16.168.518
dan Portofolio Ritel
Receivables on Micro and Small Enterprise,
and Retail Portfolio
13 Tagihan kepada Korporasi 37.917.314 27.090.848 12.290.817 18.028.238 – 95.327.217
Receivables on Corporate
14 Tagihan yang Telah Jatuh Tempo 3.057.980 425.028 1.176.652 868.400 – 5.528.060
Past Due Receivables
15 Aset Lainnya | Other Assets 2.340.917 7.425 50.841 19.286 5.731.681 8.150.150
Total 124.526.313 61.971.884 30.468.606 49.246.506 17.339.492 283.552.801
410 PT Bank Permata Tbk Laporan Tahunan 2025
Page 413
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2024 | 31 December 2024
Tagihan Bersih berdasarkan Sisa Jangka Waktu Kontrak
Net Receivables based on Remaining Contractual Maturity
Kategori Portofolio
No. >1 Thn s.d. >3 Thn s.d. Non-
Portfolio Category
≤1 Thn 3 Thn 5 Thn >5 Thn Kontraktual
Total
≤1 Year >1 Year– >3 Years– >5 Year Non-
3 Years 5 Years Contractual
a b c d e f g h
1 Tagihan kepada Pemerintah 57.412.040 2.738.150 5.567.081 4.761.251 8.205.594 78.684.116
Receivables on Sovereign
2 Tagihan kepada Entitas Sektor Publik 996.137 1.474.145 979.386 2.333.274 – 5.782.942
Receivables on Public Sector Entity
3 Tagihan kepada Bank Pembangunan – – – – – –
Multilateral dan Lembaga Internasional
Receivables on Multilateral Development
Banks and International Institutions
4 Tagihan kepada Bank 6.149.545 308.804 26.250 79.254 2.944.522 9.508.375
Receivables on Banks
5 Tagihan berupa Covered Bond – – – – – –
Covered Bond Receivables
6 Tagihan kepada Perusahaan Efek dan 7.810.945 3.521.806 2.056.305 – – 13.389.056
Lembaga Jasa Keuangan Lainnya
Receivables on Securities Companies and
Other Financial Services Institutions
7 Tagihan berupa Surat Berharga/Piutang – – – – 98.296 98.296
Subordinasi, Ekuitas, dan Instrumen Modal
Lainnya
Receivables in the form of Securities/
Subordinated Debt, Equity, and Other Capital
Instruments
8 Kredit Beragun Properti Rumah Tinggal 1.627.737 1.221.142 3.153.437 20.299.378 – 26.301.694
Loans Secured by Residential Property
9 Kredit Beragun Properti Komersial 10.146.544 2.743.975 3.896.136 5.359.438 – 22.146.093
Loans Secured by Commercial Real Estate
10 Kredit untuk Pengadaan Tanah, Pengolahan 236.072 952.430 – 65.518 – 1.254.020
Tanah, dan Konstruksi
Loans for Land Acquisition, Land Processing,
and Construction
11 Kredit Pegawai atau Pensiunan 121 2.444 7.033 113.100 – 122.698
Employee or Pension Loans
12 Tagihan kepada Usaha Mikro, Usaha Kecil, 6.246.926 4.695.521 3.469.442 2.866.919 – 17.278.808
dan Portofolio Ritel
Receivables on Micro and Small Enterprise,
and Retail Portfolio
13 Tagihan kepada Korporasi 26.104.878 22.077.535 18.444.001 16.537.041 – 83.163.455
Receivables on Corporate
14 Tagihan yang Telah Jatuh Tempo 1.827.426 213.426 247.219 1.749.982 – 4.038.053
Past Due Receivables
15 Aset Lainnya | Other Assets 2.254.045 5.731 39.077 27.416 5.395.837 7.722.106
Total 120.812.416 39.955.109 37.885.367 54.192.571 16.644.249 269.489.712
2025 Annual Report PT Bank Permata Tbk 411
Page 414
Manajemen Risiko
Risk Management
Pengungkapan Tagihan dan Pencadangan berdasarkan Wilayah
Disclosure on Receivables and Provisioning by Region
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
Keterangan Wilayah | Region
No.
Description
Wilayah 1 Wilayah 2 Wilayah 3 Wilayah 4
Total
Region 1 Region 2 Region 3 Region 4
a b c d e f g
1 Tagihan | Receivables 244.501.439 53.853.989 46.587.141 22.841.020 367.783.589
2 Tagihan yang Mengalami Penurunan Nilai 5.721.029 4.387.381 2.624.639 342.313 13.075.362
Impaired Receivables
a. Belum Jatuh Tempo | Non Past Due – – – – –
b. Telah Jatuh Tempo | Past Due 5.721.029 4.387.381 2.624.639 342.313 13.075.362
3 CKPN Stage 1 | Allowance for Impairment Losses-Stage 1 2.639.449 1.703.543 983.185 1.668.363 6.994.540
4 CKPN Stage 2 | Allowance for Impairment Losses-Stage 2 1.079.486 462.220 460.646 86.422 2.088.774
5 CKPN Stage 3 | Allowance for Impairment Losses-Stage 3 1.805.160 2.096.842 318.853 36.457 4.257.312
6 Tagihan yang Dihapus Buku | Written-off Receivables 1.010.590 400.602 143.342 44.418 1.598.952
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2024 | 31 December 2024
Keterangan Wilayah | Region
No.
Description
Wilayah 1 Wilayah 2 Wilayah 3 Wilayah 4
Total
Region 1 Region 2 Region 3 Region 4
a b c d e f g
1 Tagihan | Receivables 240.962.448 55.605.543 44.393.458 16.463.284 357.424.733
2 Tagihan yang Mengalami Penurunan Nilai 5.054.585 3.791.439 1.928.331 391.431 11.165.786
Impaired Receivables
a. Belum Jatuh Tempo | Non Past Due – – – – –
b. Telah Jatuh Tempo | Past Due 5.054.585 3.791.439 1.928.331 391.431 11.165.786
3 CKPN Stage 1 | Allowance for Impairment Losses-Stage 1 2.832.673 1.707.120 892.301 523.222 5.955.316
4 CKPN Stage 2 | Allowance for Impairment Losses-Stage 2 1.149.757 1.236.153 469.912 47.748 2.903.570
5 CKPN Stage 3 | Allowance for Impairment Losses-Stage 3 1.780.425 1.796.477 254.144 56.079 3.887.125
6 Tagihan yang Dihapus Buku | Written-off Receivables 367.278 317.920 102.487 46.792 834.477
412 PT Bank Permata Tbk Laporan Tahunan 2025
Page 415
Pengungkapan Tagihan dan Pencadangan berdasarkan Sektor Ekonomi–Bank secara Individu
Disclosure of Receivables and Provisioning by Economic Sector–Bank Only
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Tagihan yang Mengalami
Penurunan Nilai CKPN Stage CKPN Stage CKPN Stage
Tagihan
Impaired Receivables 1 2 3
yang
Allowance Allowance Allowance
Sektor Ekonomi Tagihan Dihapus
No. for for for
Economic Sectors Receivables Belum Jatuh Buku
Telah Jatuh Impairment Impairment Impairment
Tempo Written-off
Tempo Losses- Losses- Losses-
Non Past Receivables
Past Due Stage 1 Stage 2 Stage 3
Due
a b c d e f g h i
POSISI TANGGAL 31 DESEMBER 2025 | 31 DECEMBER 2025
1 Pertanian, Kehutanan, dan Perikanan 6.618.037 – 154.280 102.165 8.160 121.717 105
Agriculture, Forestry, and Fishery
2 Pertambangan dan Penggalian 20.654.254 – 250.674 205.564 – – 125
Mining and Excavation
3 Industri Pengolahan 79.181.063 – 4.653.676 3.454.799 1.088.564 935.303 4.562
Manufacturing
4 Pengadaan Listrik, Gas, Uap/Air 7.693.996 – 25.721 342.623 1.374 – –
Panas, dan Udara Dingin
Procurement of Electricity, Gas,
Steam/Hot Water, and Cold Air
5 Pengelolaan Air, Pengelolaan Air 300.724 – – 9.675 – – –
Limbah, Pengelolaan dan Daur Ulang
Sampah, dan Aktivitas Remediasi
Water Management, Wastewater
Management, Waste Management
and Recycling, and Remediation
Activities
6 Konstruksi | Construction 9.122.346 – 821.330 234.781 24.441 608.489 316
7 Perdagangan Besar dan Eceran, 38.844.473 – 2.187.871 340.070 146.599 1.208.483 46.351
Reparasi dan Perawatan Mobil dan
Sepeda Motor
Wholesale and Retail Trading,
Car and Motorcycle Repair and
Maintenance
8 Pengangkutan dan Pergudangan 6.034.102 – 458.416 226.184 33.114 346.389 8.942
Transportation and Warehousing
9 Penyediaan Akomodasi dan 2.848.635 – 625.463 93.141 177.722 29.994 184
Penyediaan Makan Minum
Accommodation and Food and
Beverage
10 Informasi dan Komunikasi 9.126.659 – 158.167 207.977 20.899 130.630 149
Information and Communication
11 Aktivitas Keuangan dan Asuransi 45.934.602 – 502.389 47.939 34.855 5.366 194
Financial and Insurance Activities
12 Real Estat | Real Estate 8.142.651 – 1.211.002 274.186 301.685 4.894 91
13 Aktivitas Profesional, Ilmiah, dan 244.691 – 38.317 4.503 9.663 768 –
Teknis
Professional, Scientific, and Technical
Activities
14 Aktivitas Penyewaan dan Sewa 4.952.203 – 14.734 98.921 3.860 1.703 2.559
Guna Usaha Tanpa Hak Opsi,
Ketenagakerjaan, Agen Perjalanan,
dan Penunjang Usaha Lainnya
Leasing and Leasing Activities
without Option Rights, Employment,
Travel Agencies, and Other Business
Supports
2025 Annual Report PT Bank Permata Tbk 413
Page 416
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
Tagihan yang Mengalami
Penurunan Nilai CKPN Stage CKPN Stage CKPN Stage
Tagihan
Impaired Receivables 1 2 3
yang
Allowance Allowance Allowance
Sektor Ekonomi Tagihan Dihapus
No. for for for
Economic Sectors Receivables Belum Jatuh Buku
Telah Jatuh Impairment Impairment Impairment
Tempo Written-off
Tempo Losses- Losses- Losses-
Non Past Receivables
Past Due Stage 1 Stage 2 Stage 3
Due
a b c d e f g h i
15 Administrasi Pemerintahan, 41.162.558 – – 8 – – –
Pertahanan, dan Jaminan Sosial
Wajib
Government Administration, Defense,
and Compulsory Social Security
16 Pendidikan | Education 504.003 – 14.259 21.424 3.356 95 139
17 Aktivitas Kesehatan Manusia dan 1.212.979 – 49.894 47.707 1.901 – 154
Aktivitas Sosial
Human Health and Social Activities
18 Kesenian, Hiburan, dan Rekreasi – – – – – – 1
Arts, Entertainment, and Recreation
19 Aktivitas Jasa Lainnya 96.874 – 3 22.799 – 3 7
Other Service Activities
20 Aktivitas Rumah Tangga sebagai 508 – – 19 – – –
Pemberi Kerja, Aktivitas yang
Menghasilkan Barang dan Jasa oleh
Rumah Tangga yang Digunakan
untuk Memenuhi Kebutuhan Sendiri
Household Activities as an Employer
Activities, Activities that Produce
Goods and Services by Households
that are Used to Meet Their Own
Needs
21 Aktivitas Badan Internasional dan – – – – – – –
Badan Ekstra Internasional Lainnya
International Institution and Other
International Extra Agencies
Activities
22 Rumah Tangga | Household 43.964.808 – 1.833.583 1.106.798 232.564 863.478 275.399
23 Bukan Lapangan Usaha Lainnya 33.212.129 – 75.583 153.172 17 – 1.259.674
Other Non-Business Activity
24 Lainnya | Others 7.931.294 – – 85 – – –
Total 367.783.589 – 13.075.362 6.994.540 2.088.774 4.257.312 1.598.952
414 PT Bank Permata Tbk Laporan Tahunan 2025
Page 417
dalam jutaan Rupiah | in millions of Rupiah
Tagihan yang Mengalami
Penurunan Nilai CKPN Stage CKPN Stage CKPN Stage
Tagihan
Impaired Receivables 1 2 3
yang
Allowance Allowance Allowance
Sektor Ekonomi Tagihan Dihapus
No. for for for
Economic Sectors Receivables Belum Jatuh Buku
Telah Jatuh Impairment Impairment Impairment
Tempo Written-off
Tempo Losses- Losses- Losses-
Non Past Receivables
Past Due Stage 1 Stage 2 Stage 3
Due
a b c d e f g h i
POSISI TANGGAL 31 DESEMBER 2024 | 31 DECEMBER 2024
1 Pertanian, Kehutanan, dan Perikanan 8.267.885 – 177.277 148.777 3.673 151.274 128
Agriculture, Forestry, and Fishery
2 Pertambangan dan Penggalian 23.202.469 – 3.505 153.519 – 3.505 461
Mining and Excavation
3 Industri Pengolahan 63.215.897 – 3.557.793 2.008.863 983.422 1.445.330 39.641
Manufacturing
4 Pengadaan Listrik, Gas, Uap/Air 9.615.093 – – 238.543 – – –
Panas, dan Udara Dingin
Procurement of Electricity, Gas,
Steam/Hot Water, and Cold Air
5 Pengelolaan Air, Pengelolaan Air 275.256 – – 15.664 – – 97
Limbah, Pengelolaan dan Daur Ulang
Sampah, dan Aktivitas Remediasi
Water Management, Wastewater
Management, Waste Management
and Recycling, and Remediation
Activities
6 Konstruksi | Construction 4.297.840 – 879.768 139.515 13.830 704.986 383
7 Perdagangan Besar dan Eceran, 38.355.391 – 2.153.038 679.583 934.949 444.150 17.427
Reparasi dan Perawatan Mobil dan
Sepeda Motor
Wholesale and Retail Trading,
Car and Motorcycle Repair and
Maintenance
8 Pengangkutan dan Pergudangan 8.782.388 – 342.252 450.779 1.622 319.059 49
Transportation and Warehousing
9 Penyediaan Akomodasi dan 2.609.264 – 462.652 78.316 180.349 31.242 185
Penyediaan Makan Minum
Accommodation and Food and
Beverage
10 Informasi dan Komunikasi 17.204.800 – 190.012 502.697 78.956 42.740 235
Information and Communication
11 Aktivitas Keuangan dan Asuransi 26.031.453 – 5.366 13.196 – 5.366 315
Financial and Insurance Activities
12 Real Estat | Real Estate 7.093.468 – 1.305.147 281.321 359.317 – –
13 Aktivitas Profesional, Ilmiah, dan 175.877 – 13.684 5.438 5.177 – 2.375
Teknis
Professional, Scientific, and Technical
Activities
14 Aktivitas Penyewaan dan Sewa 5.676.161 – 178.637 106.380 78.938 5.974 1.685
Guna Usaha Tanpa Hak Opsi,
Ketenagakerjaan, Agen Perjalanan,
dan Penunjang Usaha Lainnya
Leasing and Leasing Activities
without Option Rights, Employment,
Travel Agencies, and Other Business
Supports
15 Administrasi Pemerintahan, – – – – – – –
Pertahanan, dan Jaminan Sosial
Wajib
Government Administration, Defense,
and Compulsory Social Security
2025 Annual Report PT Bank Permata Tbk 415
Page 418
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
Tagihan yang Mengalami
Penurunan Nilai CKPN Stage CKPN Stage CKPN Stage
Tagihan
Impaired Receivables 1 2 3
yang
Allowance Allowance Allowance
Sektor Ekonomi Tagihan Dihapus
No. for for for
Economic Sectors Receivables Belum Jatuh Buku
Telah Jatuh Impairment Impairment Impairment
Tempo Written-off
Tempo Losses- Losses- Losses-
Non Past Receivables
Past Due Stage 1 Stage 2 Stage 3
Due
a b c d e f g h i
16 Pendidikan | Education 343.748 – 9.265 4.962 1.521 66 125
17 Aktivitas Kesehatan Manusia dan 1.039.660 – – 60.389 – – 196
Aktivitas Sosial
Human Health and Social Activities
18 Kesenian, Hiburan, dan Rekreasi – – – – – – 2
Arts, Entertainment, and Recreation
19 Aktivitas Jasa Lainnya 141.302 – 1.340 9.095 129 1.085 –
Other Service Activities
20 Aktivitas Rumah Tangga sebagai 955 – – 57 – – –
Pemberi Kerja, Aktivitas yang
Menghasilkan Barang dan Jasa oleh
Rumah Tangga yang Digunakan
untuk Memenuhi Kebutuhan Sendiri
Household Activities as an Employer
Activities, Activities that Produce
Goods and Services by Households
that are Used to Meet Their Own
Needs
21 Aktivitas Badan Internasional dan – – – – – – –
Badan Ekstra Internasional Lainnya
International Institution and Other
International Extra Agencies
Activities
22 Rumah Tangga | Household 45.761.097 – 1.855.074 1.002.815 244.955 732.348 167.831
23 Bukan Lapangan Usaha Lainnya 28.948.282 – 30.070 24.000 16.690 – 602.388
Other Non-Business Activity
24 Lainnya | Others 66.386.447 – 906 31.407 42 – 954
Total 357.424.733 – 11.165.786 5.955.316 2.903.570 3.887.125 834.477
416 PT Bank Permata Tbk Laporan Tahunan 2025
Page 419
Pengungkapan Tagihan berdasarkan Hari Tunggakan
Disclosure on Receivables and Provisioning by Days Past Due
Bank secara Individu | Bank Only
31 Desember 2025 | 31 December 2025 31 Desember 2024 | 31 December 2024
Tagihan berdasarkan Hari Tunggakan Tagihan berdasarkan Hari Tunggakan
Receivables based on Days Past Due Receivables based on Days Past Due
Jenis Eksposur
No. >90 hari >120 hari >90 hari >120 hari
Exposure Type
s.d. 120 s.d. 180 s.d. 120 s.d. 180
hari hari >180 hari hari hari >180 hari
Total Total
>90 days >120 days >180 days >90 days >120 days >180 days
to 120 to 180 to 120 to 180
days days days days
a b c d e f g h i j
1 Kredit yang termasuk dalam 264.763 307.708 828.719 1.401.190 169.851 219.019 2.360.304 2.749.173
Tagihan yang Telah Jatuh
Tempo
Loans included in Past Due
Receivables
2 Surat Berharga yang – – – – – – – –
termasuk dalam Tagihan
yang Telah Jatuh Tempo
Securities included in Past
Due Receivables
Jumlah | Total 264.763 307.708 828.719 1.401.190 169.851 219.019 2.360.304 2.749.173
Tabel berikut merupakan eksposur Bank terhadap aset The following table presents Bank’s exposure of performing
performing dan non performing serta aset restrukturisasi and non performing assets also for performing and non
performing dan non performing: performing restructuring assets:
Pengungkapan Aset Performing dan Non-Performing - per 31 Desember 2025
Disclosures Regarding Performing and Non-Performing Assets - as of 31 December 2025
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Non-Performing (Kualitas KL, D, dan M)
Non-Performing (Substandard, Doubtful, and Loss Quality)
Performing
(Kualitas L dan DPK) Tagihan yang Tidak Mengalami Penurunan Nilai
Performing Tagihan yang Mengalami Receivables not Impaired
(Current and Special Penurunan Nilai Memilliki Tunggakan Memilliki Tunggakan
Mention Quality) Impaired Receivables >90 Hari ≤90 Hari
>90 Days Overdue ≤90 Days Overdue
Nilai Nilai Nilai Nilai
CKPN CKPN CKPN CKPN
Tercatat Tercatat Tercatat Tercatat
Allowance Allowance Allowance Allowance
Bruto Bruto Bruto Bruto
for for for for
Gross Gross Gross Gross
Impairment Impairment Impairment Impairment
Carrying Carrying Carrying Carrying
Losses Losses Losses Losses
Value Value Value Value
a b c d e f g h
1 Surat Berharga | Securities 72.244.771 20.751 – – – – – –
2 Kredit | Loans 160.715.549 9.085.245 3.252.797 3.003.569 – – 147.043 4.745
a. Korporasi | Corporation 117.302.389 7.354.984 2.130.776 2.122.227 – – – –
b. Ritel | Retail 43.413.160 1.730.261 1.122.021 881.342 – – 147.043 4.745
3 Transaksi Rekening 95.498.656 934.751 28.234 6.157 – – 9.090 –
Administratif
Off-Balance Sheet
2025 Annual Report PT Bank Permata Tbk 417
Page 420
Manajemen Risiko
Risk Management
Pengungkapan Aset Restrukturisasi Performing dan Non-Performing - per 31 Desember 2025
Disclosures of Performing and Non-Performing Restructure Assets - as of 31 December 2025
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Non-Performing
Performing
(Kualitas KL, D, dan M)
(Kualitas L dan DPK)
Non-Performing
Performing Stage 1 Stage 2 Stage 3
(Substandard,
(Current and Special
Doubtful, and Loss
Mention Quality)
Quality)
Nilai Nilai Nilai Nilai Nilai
CKPN CKPN CKPN CKPN CKPN
Tercatat Tercatat Tercatat Tercatat Tercatat
Allowance Allowance Allowance Allowance Allowance
Bruto Bruto Bruto Bruto Bruto
for for for for for
Gross Gross Gross Gross Gross
Impairment Impairment Impairment Impairment Impairment
Carrying Carrying Carrying Carrying Carrying
Losses Losses Losses Losses Losses
Value Value Value Value Value
a b c d e f g h i j
1 Surat Berharga – – – – – – – – – –
Securities
2 Kredit | Loans 3.716.059 2.083.283 1.890.547 1.852.418 474.976 20.088 2.113.262 993.034 3.018.368 2.922.579
a. Korporasi 3.332.582 2.041.998 1.828.387 1.822.679 170.224 11.837 2.092.474 983.755 2.898.271 2.869.085
Corporation
b. Ritel | Retail 383.477 41.285 62.160 29.739 304.752 8.251 20.788 9.279 120.097 53.494
3 Transaksi Rekening 124.833 42 270 6 124.681 10 422 38 – –
Administratif
Off-Balance Sheet
Kebijakan dalam Penggunaan Peringkat Policy on the Use of Ratings
Dalam menghitung kecukupan modal minimum, Permata Bank uses the Standardized Approach to calculate
Permata Bank menggunakan Pendekatan Standar untuk Credit Risk Weighted Assets (RWA) in accordance with risk
menghitung Aset Tertimbang Menurut Risiko (ATMR) kredit weights to calculate the minimum capital requirement. In
sesuai dengan bobot risiko. Dalam menentukan bobot risiko determining the risk weights, Permata Bank may use the
tersebut, Permata Bank dapat menggunakan peringkat yang ratings issued by external credit rating agencies that are
diterbitkan oleh lembaga pemeringkat kredit eksternal yang eligible for capital purposes and approved by the Regulator.
diakui Regulator untuk kepentingan permodalan.
Peringkat yang digunakan adalah peringkat terkini dan The rating used is the latest rating released, and the rating
peringkat dari suatu perusahaan tidak dapat dipergunakan of a company cannot be used to determine the risk weights
untuk menentukan bobot risiko perusahaan-perusahaan lain of other companies in the same group. The use of the rating,
di grup yang sama. Penggunaan peringkat, termasuk mata including the currency of the exposure, type of exposure,
uang eksposur, jenis eksposur, jangka waktu eksposur, dan tenor of the exposure, and multiple ratings, is regulated in the
multi peringkat diatur dalam kebijakan peringkat eksternal. external rating policy.
Sejalan dengan ketentuan OJK, sejak Januari 2023 Bank Inline with OJK regulations, starting January 2023, the Bank
telah melaksanakan proses due diligence atas peringkat has performed a due diligence process on the external rating
eksternal sebelum menggunakannya dalam perhitungan before using it for regulatory capital calculation.
kecukupan permodalan.
Dalam menghitung Kewajiban KPMM, Bank menggunakan Regarding the calculation of the CAR, the Bank is using
hasil peringkat yang diterbitkan oleh lembaga pemeringkat external credit ratings released by rating agencies recognized
yang diakui OJK sesuai dengan Surat Edaran OJK mengenai by OJK based on OJK Circular Letter regarding rating agency
lembaga pemeringkat dan peringkat yang diakui OJK. and rating recognized by OJK.
Kategori Portofolio yang Menggunakan Peringkat Rating-Based Portfolio Category
Peringkat diberlakukan untuk menentukan bobot risiko atas Ratings are applicable to determine the risk weights of
tagihan kepada entitas sektor publik, bank pembangunan exposure to public sector entities, exposure to multilateral
418 PT Bank Permata Tbk Laporan Tahunan 2025
Page 421
multilateral dan lembaga internasional, bank, perusahaan development banks, and international firms, exposure to
efek serta lembaga jasa keuangan lainnya dan korporasi. banks, exposure to securities and other financial institutions,
and exposure to corporations.
Untuk tagihan selain di atas, seperti kredit beragun rumah For exposures other than the above, i.e., loans secured by
tinggal, kredit beragun properti komersial, kredit pegawai, residential property, loans secured by commercial real estate,
tagihan kepada usaha mikro, usaha kecil, dan portofolio employee loans, receivables on micro and small enterprises,
ritel, tagihan yang telah jatuh tempo, dan aset lainnya, bobot retail portfolios, past due receivables, and other assets, the risk
risiko ditentukan dalam persentase bervariasi tergantung weight is a certain percentage that varies based on the type
jenis tagihan. of exposure.
Kategori portofolio yang menggunakan peringkat adalah The portfolio category that uses rating is the portfolio category
kategori portofolio dengan penentuan bobot risiko yang in which the risk weight is determined based on the rating of
mengacu pada peringkat atas tagihan tersebut sesuai exposures according to the calculation of credit RWA. For
dengan peraturan terkait perhitungan ATMR kredit. Untuk securities instruments, the rating will refer to the rating of the
instrumen surat berharga, peringkat yang digunakan securities themselves, not the issuer’s rating.
mengacu pada peringkat surat berharga tersebut bukan
peringkat dari penerbit.
Lembaga Pemeringkat Rating Agencies
Sesuai ketentuan OJK, Permata Bank menggunakan peringkat In line with OJK regulations, Permata Bank uses ratings issued
yang diterbitkan oleh lembaga pemeringkat yang diakui. by recognized rating agencies. 8% of Permata Bank’s credit
Hingga akhir periode pelaporan, sekitar 8% dari total eksposur risk exposure has an external rating while the rest falls into the
risiko kredit Permata Bank telah memperoleh peringkat unrated category.
eksternal, sementara sisanya berada dalam kategori
non peringkat.
Tabel berikut menunjukkan eksposur risiko kredit Permata The following table presents the Bank’s credit risk exposure
Bank berdasarkan kelas aset dan bobot risiko serta dampak based on asset class and risk weight and the impact of the
dari Teknik Mitigasi Risiko Kredit (MRK). Credit Risk Mitigation Technique.
Pengungkapan Eksposur Risiko Kredit dan Dampak Teknik MRK - per 31 Desember 2025
Disclosure of Credit Risk Exposure and Impact of Credit Risk Mitigation Technique - as of 31 December 2025
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih sebelum
Tagihan Bersih setelah
Penerapan FKK dan Teknik
Penerapan FKK dan Teknik ATMR dan Rata-rata Bobot
MRK
MRK Risiko
Net Receivables before
Net Receivables after Credit RWA and Average Risk
Credit Conversion Factor
Conversion Factor and Credit Weight
Kategori Portofolio and Credit Risk Mitigation
No. Risk Mitigation Techniques
Portfolio Category Techniques
Laporan Laporan Laporan
Posisi TRA Posisi TRA Posisi TRA
Keuangan Off-balance Keuangan Off-balance Keuangan Off-balance
On Balance Sheet On Balance Sheet On Balance Sheet
Sheet Sheet Sheet
a b c d e f
1 Tagihan kepada Pemerintah 81.348.233 1.500.000 81.348.233 150.000 – 0,00%
Receivables on Sovereign
2 Tagihan kepada Entitas Sektor Publik 5.496.032 3.410.524 3.970.656 788.106 1.620.590 34,05%
Receivables on Public Sector Entity
3 Tagihan kepada Bank Pembangunan – – – – – –
Multilateral dan Lembaga Internasional
Receivables on Multilateral Development Banks
and International Institutions
2025 Annual Report PT Bank Permata Tbk 419
Page 422
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih sebelum
Tagihan Bersih setelah
Penerapan FKK dan Teknik
Penerapan FKK dan Teknik ATMR dan Rata-rata Bobot
MRK
MRK Risiko
Net Receivables before
Net Receivables after Credit RWA and Average Risk
Credit Conversion Factor
Conversion Factor and Credit Weight
Kategori Portofolio and Credit Risk Mitigation
No. Risk Mitigation Techniques
Portfolio Category Techniques
Laporan Laporan Laporan
Posisi TRA Posisi TRA Posisi TRA
Keuangan Off-balance Keuangan Off-balance Keuangan Off-balance
On Balance Sheet On Balance Sheet On Balance Sheet
Sheet Sheet Sheet
a b c d e f
4 Tagihan kepada Bank 9.020.817 123.926 8.892.432 11.421 2.609.898 29,31%
Receivables on Banks
Tagihan kepada Perusahaan Efek dan Lembaga 13.707.306 7.440.651 13.660.306 1.099.466 4.755.411 32,22%
Jasa Keuangan Lainnya
Receivables from Securities Companies and
Other Financial Services Institutions
5 Tagihan berupa Covered Bond – – – – – –
Covered Bond Receivables
6 Tagihan kepada Korporasi-Eksposur Korporasi 73.865.556 58.253.875 68.444.385 10.745.065 73.234.469 92,48%
Umum
Receivables on Corporate-General Corporate
Exposure
Tagihan kepada Perusahaan Efek dan Lembaga – – – – – –
Jasa Keuangan Lain
Receivables from Securities Companies and
Other Financial Services Institutions
Eksposur Pembiayaan Khusus 8.995.280 3.969.374 8.995.280 1.275.474 12.547.534 122,17%
Special Financing Exposure
7 Tagihan berupa Surat Berharga/Piutang 98.296 – 98.296 – 215.740 219,48%
Subordinasi, Ekuitas, dan Instrumen Modal
Lainnya
Receivables in the form of Securities/
Subordinated Debt, Equity, and Other Capital
Instruments
8 Kredit Pegawai atau Pensiunan 74.356 – 74.356 – 37.178 50,00%
Employee or Pension Loans
9 Tagihan kepada Usaha Mikro, Usaha Kecil, dan 15.065.276 8.823.040 11.796.399 941.944 9.521.045 74,74%
Portofolio Ritel
Receivables on Micro and Small Enterprise, and
Retail Portfolio
10 Kredit Beragun Properti – – – – – –
Loans Secured by Property
Kredit Beragun Properti Rumah Tinggal yang 24.861.245 1.383.845 24.860.170 235.835 12.552.148 50,02%
Pembayarannya Tidak Bergantung secara
Material pada Arus Kas Properti
Loans Secured by Residential Property which
the payments are not Materially Dependent on
Property Cash Flow
Kredit Beragun Properti Rumah Tinggal yang – – – – – –
Pembayarannya Bergantung secara Material
pada Arus Kas Properti
Loans Secured by Residential Property which the
Payments are Materially Dependent on Property
Cash Flow
Kredit Beragun Properti Komersial yang 19.921.695 9.198.750 19.896.032 1.388.965 19.819.898 93,12%
Pembayarannya Tidak Bergantung secara
Material pada Arus Kas Properti
Loans Secured by Commercial Property which
the Payments are not Materially Dependent on
Property Cash Flow
420 PT Bank Permata Tbk Laporan Tahunan 2025
Page 423
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih sebelum
Tagihan Bersih setelah
Penerapan FKK dan Teknik
Penerapan FKK dan Teknik ATMR dan Rata-rata Bobot
MRK
MRK Risiko
Net Receivables before
Net Receivables after Credit RWA and Average Risk
Credit Conversion Factor
Conversion Factor and Credit Weight
Kategori Portofolio and Credit Risk Mitigation
No. Risk Mitigation Techniques
Portfolio Category Techniques
Laporan Laporan Laporan
Posisi TRA Posisi TRA Posisi TRA
Keuangan Off-balance Keuangan Off-balance Keuangan Off-balance
On Balance Sheet On Balance Sheet On Balance Sheet
Sheet Sheet Sheet
a b c d e f
Kredit Beragun Properti Komersial yang – – – – – –
Pembayarannya Bergantung secara Material
pada Arus Kas Properti
Loans Secured by Commercial Property which
the Payments are Materially Dependent on
Property Cash Flow
Kredit Pengadaan Tanah, Pengolahan Tanah, – – – – – –
dan Konstruksi
Land Acquisition, Land Processing, and
Construction Loans
11 Tagihan yang Telah Jatuh Tempo 5.342.775 1.388.117 4.541.563 182.757 5.607.418 118,69%
Past Due Receivables
12 Aset Lainnya | Other Assets 8.150.150 – 8.150.150 – 6.398.444 78,51%
Jumlah | Total 265.947.017 95.492.102 254.728.258 16.819.033 148.919.773 54,84%
2. Pengungkapan Tambahan | Additional Disclosure
• Terdapat peningkatan tagihan bersih pada tagihan kepada Entitas Sektor Publik sejalan dengan kenaikan eksposur, serta peningkatan tagihan bersih
atas eksposur pembiayaan khusus yang disebabkan pembiayaan atas debitur baru pada segmen korporasi
There was an increase in net receivables on receivables to Public Sector Entities in line with the increase in exposure, as well as an increase in net
receivables on special financing exposures due to financing of new debtors in the corporate segment
• Terdapat peningkatan tagihan yang telah jatuh tempo disebabkan kenaikan eksposur atas debitur yang mengalami pemburukan peringkat kredit
sehingga termasuk dalam Stage 2
There is an increase in overdue bills due to an increase in exposure to debtors whose credit ratings have deteriorated so they are included in Stage 2
Tabel Pengungkapan Eksposur berdasarkan Kelas Aset dan Bobot Risiko - per 31 Desember 2025
Table of Disclosure of Exposure based on Asset Class and Risk Weight - as of 31 December 2025
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah FKK
dan Teknik MRK
Kategori Portofolio Lainnya
0% 20% 50% 100% 150% Net Receivable after Credit
Portfolio Category Others
Conversion Factor and Credit
Risk Mitigation Techniques
1. Tagihan kepada Pemerintah 82.848.233 – – – – – 81.498.233
Receivables on Sovereign
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah FKK dan Teknik
MRK
Kategori Portofolio Lainnya
20% 50% 100% 150% Net Receivable after Credit Conversion
Portfolio Category Others
Factor and Credit Risk Mitigation
Techniques
2. Tagihan kepada Entitas Sektor 4.529.023 4.377.533 – – – 4.758.762
Publik
Receivables on Public Sector
Entity
2025 Annual Report PT Bank Permata Tbk 421
Page 424
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih
setelah FKK dan
Teknik MRK
Kategori Portofolio Lainnya
0% 20% 30% 50% 100% 150% Net Receivable after
Portfolio Category Others
Credit Conversion
Factor and Credit Risk
Mitigation Techniques
3. Tagihan kepada Bank – – – – – – – –
Pembangunan Multilateral dan
Lembaga Internasional
Receivables on Multilateral
Development Banks and
International Institutions
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih
setelah FKK dan
Teknik MRK
Net Receivable
Kategori Portofolio Lainnya
20% 30% 40% 50% 75% 100% 150% after Credit
Portfolio Category Others
Conversion
Factor and Credit
Risk Mitigation
Techniques
4. Tagihan kepada Bank 6.800.832 50.950 857.374 417.052 753.686 262.987 1.862 – 8.903.853
Receivables on Banks
Tagihan kepada 12.177.649 473.895 6.057.131 – 2.439.282 – – – 14.759.772
Perusahaan Efek
dan Lembaga Jasa
Keuangan Lain
Receivables on
Securities Companies
and Other Financial
Services Institutions
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah
FKK dan Teknik MRK
Kategori Portofolio Lainnya Net Receivable after
10% 15% 20% 25% 35% 50% 100%
Portfolio Category Others Credit Conversion Factor
and Credit Risk Mitigation
Techniques
5. Tagihan berupa Cover Bond – – – – – – – – –
Covered Bond Receivables
422 PT Bank Permata Tbk Laporan Tahunan 2025
Page 425
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih
setelah FKK
dan Teknik
MRK
Net Receivable
Kategori Portofolio Lainnya
20% 50% 65% 75% 80% 85% 100% 130% 150% after Credit
Portfolio Category Others
Conversion
Factor and
Credit Risk
Mitigation
Techniques
6. Tagihan kepada 8.321.660 341.529 – 270 – 3.956.250 119.499.722 – – – 79.189.450
Korporasi Umum
Receivables on
Corporate
Tagihan kepada – – – – – – – – –
Perusahaan Efek
dan Lembaga Jasa
Keuangan Lainnya
Receivables
on Securities
Companies and
Other Financial
Services Institutions
Eksposur – – – 204.457 3.023.521 9.736.676 – – 10.270.754
Pembiayaan Khusus
Special Financing
Exposure
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah FKK
dan Teknik MRK
Kategori Portofolio Lainnya
100% 150% 250% 400% Net Receivable after Credit
Portfolio Category Others
Conversion Factor and Credit
Risk Mitigation Techniques
7. Tagihan berupa Surat Berharga/ 20.000 – 78.296 – – 98.296
Piutang Subordinasi, Ekuitas, dan
Instrumen Modal Lainnya
Receivables in the form of
Securities/Subordinated Debt,
Equity, and Other Capital
Instruments
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah FKK dan Teknik MRK
Kategori Portofolio
50% Net Receivable after Credit Conversion Factor
Portfolio Category
and Credit Risk Mitigation Techniques
8. Kredit Pegawai atau Pensiun 74.356 74.356
Employee or Pension Loans
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah
FKK dan Teknik MRK
Kategori Portofolio Lainnya Net Receivable after
45% 75% 85% 100%
Portfolio Category Others Credit Conversion Factor
and Credit Risk Mitigation
Techniques
9. Tagihan kepada Usaha Mikro, 4.887.446 9.812.290 2.079.953 7.108.627 - 12.738.343
Usaha Kecil, dan Portofolio Ritel
Receivables on Micro and Small
Enterprise, and Retail Portfolio
2025 Annual Report PT Bank Permata Tbk 423
Page 426
Manajemen Risiko
Risk Management
Kategori Portofolio
0% 20% 25% 30% 35% 40% 45% 50% 60%
Portfolio Category
10. Tagihan kepada Usaha Mikro,
Usaha Kecil, dan Portofolio Ritel
Receivables on Micro and Small
Enterprise, and Retail Portfolio
Kredit Beragun Properti Rumah – 2.214.173 1.739.548 7.607.440 1.191.929 510.851
Tinggal yang Pembayarannya
Tidak Bergantung secara Material
pada Arus Kas Properti
Loans Secured by Residential
Property which the Payments
are not Materially Dependent on
Property Cash Flow
tanpa pendekatan pembagian – – – – – –
kredit
without loan sharing approach
dengan menggunakan –
pendekatan pembagian kredit
(dijamin)
using a loan sharing approach
(guaranteed)
dengan menggunakan – – – – –
pendekatan pembagian kredit
(dijamin)
using a loan sharing approach
(guaranteed)
Kredit Beragun Properti Rumah – – – –
Tinggal yang Pembayarannya
Bergantung secara Material pada
Arus Kas Properti
Loans Secured by Residential
Property which the Payments are
Materially Dependent on Property
Cash Flow
Kredit Beragun Properti Komersial – – – – – 2.855.892
yang Pembayarannya Tidak
Bergantung secara Material pada
Arus Kas Properti
Loans Secured by Commercial
Property which the Payments
are not Materially Dependent on
Property Cash Flow
tanpa pendekatan pembagian – – – – – –
kredit
without loan sharing approach
dengan menggunakan –
pendekatan pembagian kredit
(dijamin)
using a loan sharing approach
(guaranteed)
dengan menggunakan – – – – –
pendekatan pembagian kredit
(dijamin)
using a loan sharing approach
(guaranteed)
Kredit Beragun Properti Komersial
yang Pembayarannya Bergantung
secara Material pada Arus Kas
Properti
Loans Secured by Commercial
Property which the Payments are
Materially Dependent on Property
Cash Flow
Kredit Pengadaan Tanah,
Pengolahan Tanah, dan Konstruksi
Land Acquisition, Land Processing,
and Construction Loans
424 PT Bank Permata Tbk Laporan Tahunan 2025
Page 427
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah
FKK dan Teknik MRK
Lainnya Net Receivable after
65% 70% 75% 85% 90% 100% 105% 110% 150%
Others Credit Conversion
Factor and Credit Risk
Mitigation Techniques
– 10.617.747 2.300.557 31.395 31.450 – – 25.096.005
– – – – – – – –
– –
– – – – – – –
– – – – –
– 1.221.387 2.402.500 22.640.666 – – 21.284.997
– –
– –
– – – – – – –
– – – – – –
– – – – –
2025 Annual Report PT Bank Permata Tbk 425
Page 428
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah FKK
dan Teknik MRK
Kategori Portofolio Lainnya
50% 100% 150% Net Receivable after Credit
Portfolio Category Others
Conversion Factor and Credit
Risk Mitigation Techniques
11. Tagihan yang Telah Jatuh Tempo 1.373.682 2.144.011 3.213.199 – 4.724.320
Past Due Receivables
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih setelah FKK
dan Teknik MRK
Kategori Portofolio Lainnya
0% 20% 100% 150% 1.250% Net Receivable after Credit
Portfolio Category Others
Conversion Factor and Credit
Risk Mitigation Techniques
12. Aset Lainnya 1.784.601 – 6.299.759 65.790 – – 8.150.150
Other Assets
dalam jutaan Rupiah | in millions of Rupiah
Tagihan Bersih TRA (sebelum Tagihan Bersih
Tagihan Bersih Laporan
pengenaan FKK) Rata-rata FKK (Setelah Pengenaan FKK dan MRK)
Bobot Risiko Posisi Keuangan
No. Off Balance Sheet Net Credit Conversion Net Receivable (after Credit
Risk Weight On Balance Sheet Net
Receivable (before Credit Factor Average Conversion Factor and Credit Risk
Receivable
Conversion Factor) Mitigation Techniques)
1 <40% 120.507.144 8.040.860 12,81% 120.003.835
2 40%–70% 22.060.305 11.502.217 17,81% 23.747.165
3 75% 14.514.771 2.012.701 19,71% 14.292.884
4 80% 204.457 – 0,00% 204.457
5 85% 4.319.538 4.150.560 15,03% 3.611.685
6 90%–100% 94.362.981 66.667.762 18,92% 99.610.379
7 105%–130% 6.895.298 2.841.378 29,22% 7.725.573
8 150% 3.004.227 276.624 23,84% 2.273.017
9 250% 78.296 – 0,00% 78.296
10 400% – – 0,00% –
11 1250% – – 0,00% –
Total Tagihan Bersih 265.947.017 95.492.102 271.547.291
Total Net Receivables
2. Pengungkapan Tambahan | Additional Disclosure
– Terdapat penurunan tagihan bersih atas eksposur kepada Bank secara khusus pada eksposur dengan bobot risiko 20% sebesar 30% sejalan dengan
penurunan eksposur
There was a 30% decrease in net receivables for exposures to banks, specifically for exposures with a risk weight of 20%, in line with the decrease in
exposure
– Terdapat kenaikan tagihan bersih atas eksposur Tagihan yang Telah Jatuh Tempo khususnya pada eksposur dengan bobot risiko 50% disebabkan
kenaikan eksposur atas debitur yang mengalami pemburukan peringkat kredit sehingga termasuk dalam Stage 2
There was an increase in net receivables for exposures past due, specifically for exposures with a risk weight of 50%, due to increased exposure to
debtors whose credit ratings had deteriorated, thus entering Stage 2
Agunan yang Diterima Eligible Collateral
Agunan digunakan untuk memitigasi eksposur risiko kredit, Collateral is held to mitigate credit risk exposures, and risk
dan kebijakan mitigasi risiko diperlukan untuk menentukan mitigation policies determine the eligibility of collateral
jenis agunan yang memenuhi persyaratan. Secara umum, types. In general, Permata Bank accepts variuos types of
Permata Bank menerima berbagai bentuk agunan, termasuk collateral including cash, current accounts, savings, time
kas, giro, tabungan, deposito berjangka, rumah tinggal, deposits, residential, commercial and industrial property, bank
properti komersial dan industri, garansi bank, serta letter guarantees, and letters of credit.
of credit.
426 PT Bank Permata Tbk Laporan Tahunan 2025
Page 429
Untuk jenis pembiayaan tertentu, umumnya kredit pemilikan For certain types of loans, typically mortgages and asset
rumah dan pembiayaan aset, kemampuan Bank dalam financing, the Bank’s ability to take over the phisycal assets
mengambil alih aset fisik menjadi faktor penting dalam is critical in determining appropriate pricing and recovery in
penentuan harga serta estimasi tingkat pemulihan apabila the event of default. Meanwhile, the capital charge calculation
terjadi gagal bayar. Sementara itu, dalam perhitungan beban under the Standardized Approach, Permata Bank, only
modal berdasarkan Pendekatan Standar, Permata Bank considers collateral in the form of cash or cash equivalent.
hanya memperhitungkan agunan berupa kas atau setara kas.
Pengelolaan Agunan Collateral Management
Agunan dilaporkan sesuai dengan kebijakan mitigasi risiko Collateral is reported in accordance with risk mitigation policy
dan peraturan dari Regulator yang berlaku. Laporan tersebut and prevailing regulations by Regulators. It prescribes the
menjabarkan frekuensi penilaian berbagai jenis agunan, frequency of valuation for different collateral types based
berdasarkan tingkat volatilitas nilai dari setiap jenis agunan on the level of value volatility of each type of collateral and
dan sifat dari produk atau eksposur risiko yang mendasarinya. the nature of the underlying product or risk exposure. Where
Jika diperlukan, nilai agunan disesuaikan guna mencerminkan appropriate, collateral values are adjusted to reflect current
kondisi pasar terkini, probabilitas pemulihan agunan, dan market conditions, the probability of recovery, and the period
jangka waktu untuk merealisasikan agunan dalam hal terjadi of time to realize the collateral in the event of repossession.
pengambilalihan.
Persyaratan agunan bukanlah merupakan pengganti faktor The requirement for collateral is not a substitute for the
kemampuan debitur dalam hal pembayaran kembali kredit, debtor’s repayment ability, which is the primary consideration
di mana hal ini menjadi pertimbangan utama dalam setiap for any loan approval decisions. In determining the financial
keputusan pemberian kredit. Dalam menentukan dampak impact of collateral held against loans that are neither past-
keuangan agunan terhadap kredit yang belum jatuh tempo due nor impaired, Permata Bank assesses the significance of
dan belum mengalami penurunan nilai, Permata Bank the collateral held in relation to the type of lending.
menilai signifikansi agunan terkait dengan jenis pembiayaan
yang diberikan.
Untuk jenis eksposur tertentu seperti letters of credit dan For certain types of exposures, such as letters of credit and
garansi, Permata Bank juga memperoleh agunan seperti kas guarantees, Permata Bank also obtains collateral, such
tergantung pada penilaian internal risiko kredit untuk eksposur as cash, depending on internal credit risk assessments. In
tersebut. Selain itu, untuk produk trade finance seperti letters addition, for trade finance products such as letters of credit,
of credit, Permata Bank juga memiliki hak hukum atas aset Permata Bank also holds legal rights over the underlying
yang mendasarinya apabila terjadi gagal bayar. assets in the event of a default.
Dalam perhitungan KPMM, pada umumnya Bank hanya In calculating regulatory CAR, generally, the Bank only
mengakui agunan setara kas seperti giro, tabungan, dan recognizes cash or cash equivalents, such as current
deposito berjangka untuk digunakan dalam teknik Mitigasi accounts, savings accounts, and term deposits, in the Credit
Risiko Kredit (MRK) sehingga risiko pasar terkait agunan relatif Risk Mitigation technique, meaning that market risk exposure
tidak signifikan. Selain itu, garansi dan asuransi kredit yang on the collateral is relatively insignificant. Criteria-meeting
memenuhi persyaratan dapat diakui dalam teknik Mitigasi guarantees and credit insurance are also recognized as Credit
Risiko Kredit sesuai peraturan yang berlaku. Risk Mitigation, depending on regulatory compliance.
Garansi Guarantees
Agunan non-fisik dalam bentuk Corporate Guarantee Non-tangible collateral in the form of Corporate Guarantees
umumnya berasal dari holding company atau perusahaan mainly comes from the holding company or other main
lain sebagai bagian dari grup peminjam. Permata Bank company within a borrower’s group. Permata Bank can also
juga dapat meminta Personal Guarantee dari pemegang ask for a Personal Guarantee from shareholders. For credit
saham. Untuk eksposur kredit yang dijamin Stand-by Letters exposure covered by Stand-by Letters of Credit (SBLC) issued
of Credit (SBLC) yang diterbitkan oleh bank lain, Permata by another bank, Permata Bank requires the SBLC to be issued
Bank mensyaratkan bahwa SBLC diterbitkan bank yang telah by banks for whom Permata Bank has approved credit limits.
memiliki limit kredit dari Permata Bank.
2025 Annual Report PT Bank Permata Tbk 427
Page 430
Manajemen Risiko
Risk Management
Konsentrasi Agunan Concentration of Collateral
Permata Bank berusaha untuk menghindari eksposur Permata Bank tries to avoid excessive exposure to any
yang berlebih pada mitigasi risiko atau agunan tertentu. particular risk mitigation/collateral. Property collateral
Jaminan dalam bentuk properti yang diterima Permata Bank received by Permata Bank is diversified as per Permata Bank’s
didiversifikasi sesuai portofolio pinjaman Permata Bank. loan portfolio.
Sekuritisasi Securitization
Sampai saat ini Permata Bank belum pernah melaksanakan Until recently, Permata Bank has not conducted any asset
sekuritisasi aset. securitizations.
Tabel berikut menunjukkan eksposur risiko kredit Bank setelah The following table presents the Bank’s credit risk exposure
memperhitungkan mitigasi risiko kredit dengan menggunakan after taking into account credit risk mitigation recognized
Pendekatan Standar: under the Standardized Approach.
Pengungkapan Kuantitatif terkait Teknik MRK - per 31 Desember 2025
Quantitative Disclosure pertaining to Credit Risk Mitigation Technique - as of 31 December 2025
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Tagihan yang
Tagihan yang Tidak Tagihan yang
Dijamin dengan
Dijamin dengan Dijamin dengan Tagihan yang Tagihan yang
Garansi Penjaminan
Teknik MRK Teknik MRK Dijamin dengan Dijamin dengan
dan/atau Asuransi
Keterangan Receivables Receivables Agunan Derivatif Kredit
No. Kredit
Description that are not that are Secured Receivables Receivables
Receivables
Secured by Credit by Credit Risk Secured by Secured by Credit
Secured by
Risk Mitigation Mitigation Collateral Derivatives
Guarantee and/or
Techniques Techniques
Loan Insurance
a b c d e
1 Kredit | Loans 136.901.489 10.323.262 8.797.887 1.525.375
2 Surat Berharga | Securities 72.224.020 – – –
3 Jumlah | Total 209.125.509 10.323.262 8.797.887 1.525.375
4 Kredit dan Surat Berharga yang 4.020.652 776.427 776.427 –
Telah Jatuh Tempo
Defaulted Loans and Securities
2. Pengungkapan Tambahan | Additional Disclosure
Jika dibandingkan dengan periode pelaporan terakhir, tidak terdapat perubahan signifikan pada Tagihan terkait Teknik MRK
Compared to the last reporting period, there were no significant changes in the receivables related to Credit Risk Mitigation Technique
Risiko Kredit Akibat Kegagalan Pihak Lawan (CCR) Counterparty Credit Risk (CCR)
Tujuan manajemen risiko Permata Bank terkait risiko kredit The objective of Permata Bank’s risk management regarding
adalah untuk meminimalisir kegagalan pihak lawan melalui credit risk due to counterparty failure is to minimize the risk
pengalokasian tanggung jawab atas kerangka risiko kredit by allocating responsibility for the credit risk framework by
secara terstruktur. Hal ini dilakukan dengan menerapkan implementing the Three Lines Model that is consistently
Model Tiga Lini secara konsisten sebagaimana ditetapkan aligned with the ERMF. Granting loans must be based on a
dalam ERMF. Pemberian pinjaman kepada suatu pihak harus strong credit assessment that includes an evaluation of the
berdasarkan penilaian kredit yang kuat yang mencakup client’s credit quality, including intention, ability, and capacity
evaluasi kualitas kredit nasabah, itikad, kemampuan, dan to repay. Based on the CCR portfolio exposure and risk weight
kapasitas untuk membayar. Berdasarkan eksposur CCR in the CCR3 table, Permata Bank has diversified its exposure to
portofolio dan bobot risiko pada tabel CCR3, Permata Bank all risk weights, with a smaller portion on the large risk weight.
telah mendiversifikasi eksposur pada semua bobot risiko,
dengan porsi yang lebih kecil pada bobot risiko yang besar.
Limit counterparty ditentukan melalui penilaian terhadap The counterparty limit is determined by conducting an
masing-masing eksposur counterparty secara keseluruhan assessment of each counterparty exposure as a whole (full
(full notional amount) untuk CAT 1 dan berdasarkan Loan notional amount) for CAT 1 and based on the Loan Equivalent
428 PT Bank Permata Tbk Laporan Tahunan 2025
Page 431
Equivalent Risk (LER) untuk CAT 2. Permata Bank memiliki Risk (LER) for CAT 2. Permata Bank has credit policies in the
kebijakan-kebijakan kredit berupa Kebijakan Inti Perkreditan, form of Core Credit Policy, Corporate and Commercial Credit
Kebijakan Kredit Corporate dan Commercial, Kebijakan Kredit Policy, EBB Credit Policy, and Credit Risk Grading Policy,
EBB, dan Credit Risk Grading Policy, pada kebijakan-kebijakan where these policies regulate guarantees, risk mitigation, risk
tersebut diatur mengenai garansi, mitigasi risiko, penilaian assessment, and exposure to counterparties.
risiko, dan eksposur terhadap counterparty.
Selanjutnya, agunan dengan arah pergerakan harga Furthermore, collateral with wrong-way risk (negative price
yang berlawanan atau berkorelasi negatif (wrong-way movement) should be avoided. Credit approval can only
risk) harus dihindari. Persetujuan kredit hanya dapat be given on a case-by-case basis. Collateral whose value is
diberikan berdasarkan penilaian secara individual. Agunan directly correlated with counterparty risk cannot be accepted
yang nilainya memiliki korelasi langsung dengan risiko as credit risk mitigation, except for sovereign securities from
counterparty tidak dapat diterima sebagai mitigasi risiko quasi-sovereign entities. The credit approver should take this
kredit, kecuali surat berharga sovereign yang diterbitkan oleh into consideration when determining their overall appetite
entitas kuasi-sovereign. Pertimbangan ini wajib diperhatikan for exposure.
oleh pemutus kredit dalam menetapkan appetite terhadap
keseluruhan eksposur.
Nilai jaminan merupakan salah satu komponen yang The collateral value is one of the components and has an
berpengaruh terhadap perhitungan pencadangan, impact on the calculation of the provision, which in this
sebagaimana telah diatur dalam Kebijakan Inti Perkreditan case has been regulated in the Core Credit Policy. Provision
(Core Credit Policy). Besaran pencadangan tersebut calculation is impacted by the credit rating of a party and the
ditentukan antara lain oleh peringkat kredit suatu pihak serta value of the collateral it holds.
nilai jaminan yang dimilikinya.
Analisis Eksposur Counterparty Credit Risk
Counterparty Credit Risk Exposure Analysis
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
a b c d e f
Alpha digunakan
Keterangan
No. untuk perhitungan
Description Tagihan Bersih
Replacement Potential Future regulatory EAD ATMR
EEPE Net
Cost (RC) Exposure (PFE) Alpha used to RWA
Receivables
calculate regulatory
EAD
1 SA-CCR (untuk derivatif) 140.598 479.454 1,4 868.073 423.803
SA-CCR (for derivatives)
2 Metode Internal Model (untuk N/A N/A
derivatif dan SFT)
Internal Model Method (for
derivatives and SFTs)
3 Pendekatan sederhana untuk N/A N/A
mitigasi risiko kredit (untuk SFT)
Simple approach for credit risk
mitigation (for SFTs)
4 Pendekatan komprehensif untuk – –
mitigasi risiko kredit (untuk SFT)
Comprehensive approach for
credit risk mitigation (for SFTs)
5 VaR untuk SFT | VaR for SFTs N/A N/A
6 Jumlah | Total 423.803
Analisis Kualitatif | Qualitative Analysis
• Penurunan Replacement Cost sebesar 41% dipengaruhi oleh penurunan nilai Mark to Market
Decrease in Replacement Cost by 41% driven by lower in Mark to Market value
• Potential Future Exposure relatif stabil dengan penurunan hanya 12%
Potential Future Exposure is relatively stable with decrease only by 12%
• Penurunan Tagihan Bersih sebesar 21% dipengaruhi oleh penurunan Replacement Cost sebesar 41% dan penurunan Potential Future Exposure sebesar 12%
Decrease in Net Receivable by 21% driven by decrease in Replacement Cost by 41% and decrease in Potential Future Exposure by 12%
• Penurunan nilai ATMR sebesar 28% dipengaruhi oleh penurunan Tagihan Bersih sebesar 21% dan penurunan rata-rata bobot risiko sebesar 9%
Decrease in RWA by 28% driven by decrease in Net Receivable by 21% and decrease in weighted average risk weight by 9%
2025 Annual Report PT Bank Permata Tbk 429
Page 432
Manajemen Risiko
Risk Management
Eksposur CCR berdasarkan Kategori Portofolio dan Bobot Risiko - per 31 Desember 2025
CCR Exposure based on Portfolio Category and Risk Weight - as of 31 December 2025
a b c d e
Kategori Bobot Risiko
Portofolio Risk Weight 0% 10% 20% 30% 40%
Portfolio Category
Tagihan kepada Pemerintah dan Bank Sentral 106.919 – – – –
Receivables on Sovereigns and Central Banks
Tagihan kepada Entitas Sektor Publik – – – – –
Receivables on Public Sector Entities (PSEs)
Tagihan kepada Bank Pembangunan Multilateral dan – – – – –
Lembaga Internasional
Receivables on Multilateral Development Banks (MDBs) and
International Institutions
Tagihan kepada Bank Lain – – 198.797 63.083 92.363
Receivables on Banks
Tagihan kepada Perusahaan Sekuritas – – 40.530 19.625 8.148
Receivables on Securities Firms
Tagihan kepada Korporasi – – – – –
Receivables on Corporates
Tagihan kepada Usaha Mikro, Usaha Kecil, dan Portofolio Ritel – – – – –
Receivables on Micro, Small Business, and Retail Portfolio
Aset Lainnya | Other Assets – – – – –
Jumlah | Total 106.919 – 239.327 82.708 100.511
Analisis Kualitatif | Qualitative Analysis
• Pada Tagihan kepada Perusahaan Sekuritas, penurunan tagihan bersih sebesar 31% sejalan dengan penurunan Nosional sebesar 21%
In Exposure to Securities Company , decrease in Net Receivable by 31% was inline with decrease in Notional by 21%
• Pada Tagihan kepada Korporasi, penurunan tagihan bersih sebesar 32% sejalan dengan penurunan Replacement Cost sebesar 51% dan penurunan
Potential Future Exposure sebesar 12%
In Exposure to Corporate, decrease in Net Receivable by 32% was inline with decrease in Replacement cost by 51% and decrease in Potential Future
Exposure by 12%
Permata Bank tidak memiliki eksposur tagihan bersih derivatif Permata Bank has no exposure to net credit derivative
kredit (CCR6). receivables (CCR6).
430 PT Bank Permata Tbk Laporan Tahunan 2025
Page 433
dalam jutaan Rupiah | in millions of Rupiah
f g h i j k l
Total Tagihan
Lainnya Bersih
50% 75% 85% 100% 150%
Others Total Net
Receivables
– – – – – – 106.919
– – – – – – –
– – – – – – –
42.177 16.426 – 14.194 – – 427.040
401 26 – – – – 68.730
4.357 – 439 252.769 – – 257.565
– – 274 7.545 – – 7.819
– – – – – – –
46.935 16.452 713 274.508 – – 868.073
Analisis Kualitatif | Qualitative Analysis
• Pada Tagihan kepada Usaha Mikro, Usaha Kecil dan Portofolio Ritel, penurunan tagihan bersih sebesar 85% sejalan
dengan penurunan Potential Future Exposure sebesar 84%
In Exposure to Small, Micro Enterprise and Retail Portfolio, decrease in Net Receivable by 85% was inline with decrease in
Potential Future Exposure by 84%
• Tagihan untuk kategori portofolio lainnya relatif stabil dengan perubahan nilai tagihan di bawah 10%
Exposure to other portfolio category is relatively stable with changes of exposure below 10%
2025 Annual Report PT Bank Permata Tbk 431
Page 434
Manajemen Risiko
Risk Management
Laporan Eksposur terkait Transaksi dengan CCP
Exposure Report related to Transactions with CCP
a b
Tagihan Bersih
Keterangan (setelah Teknik MRK)
No. ATMR
Description Net Receivable
RWA
(after Credit Risk
Mitigation Technique)
1 Total Eksposur kepada QCCP | Total Exposure to QCCP 89.830 1.166
2 Eksposur yang ditransaksikan dengan QCCP (tidak termasuk initial margin dan 894 18
default fund contribution)
Transaction involving exposure with QCCP (excluding initial margin and default
fund contribution)
(i) derivatif OTC | OTC derivatice 894 18
(ii) transaksi derivatif melalui bursa | derivative transactions through market – –
(iii) securities financing transactions – –
(iv) netting set (dalam hal cross product netting diperbolehkan) – –
netting set (in terms of cross-product netting is allowed)
3 Initial margin yang terpisah (segregated) | Segregated initial margin 31.545
4 Initial margin yang tidak terpisah (nonsegregated) | Nonsegregated initial margin – –
5 Prefunded default fund contribution 57.391 1.148
6 Unfunded default fund contribution – –
7 Total Eksposur kepada Non QCCP | Total Exposure to Non-QCCP – –
8 Eksposur yang ditransaksikan melalui non QCCP (tidak termasuk initial margin – –
dan default fund contribution)
Transaction involving exposure through non QCCP (excluding initial margin and
default fund contribution)
(i) derivatif OTC | OTC derivatice – –
(ii) transaksi derivatif melalui bursa | derivative transactions through market – –
(iii) securities financing transactions – –
(iv) netting set (dalam hal cross product netting diperbolehkan) – –
netting set (in terms of cross-product netting is allowed)
9 Initial margin yang terpisah (segregated) | Segregated initial margin –
10 Initial margin yang tidak terpisah (nonsegregated) | Nonsegregated initial margin – –
11 Prefunded default fund contribution – –
12 Unfunded default fund contribution – –
13 Total Eksposur kepada QCCP dan NonQCCP 89.830 1.166
Total Exposure to QCCP and Non-QCCP
2. Risiko Pasar 2. Market Risk
Organisasi Manajemen Risiko Pasar Market Risk Management Organization
KMR dan ALCO bertugas dan bertanggung jawab kepada RMC and ALCO are responsible to the BOD to oversee and
Direksi untuk mengawasi dan memberikan persetujuan atas approve market risk management policies and limits.
kebijakan dan limit manajemen risiko pasar.
Fungsi Satuan Kerja Manajemen Risiko (SKMR) Pasar The function of the Market Risk Management Unit (RMU) is
dilakukan oleh Divisi Market & Enterprise Risk Management carried out by the Market & Enterprise Risk Management
(MERM) di bawah Direktur Risiko. Divisi ini bertanggung (MERM) Division under the Risk Director. It has the
jawab untuk mengidentifikasi, mengukur, memantau, dan responsibility to identify, measure, monitor, and control market
432 PT Bank Permata Tbk Laporan Tahunan 2025
Page 435
mengendalikan eksposur risiko pasar, mengelola kebijakan risk exposures, maintain market risk policies and procedures,
dan prosedur risiko pasar, dan menetapkan struktur limitnya. and set limit structures.
Bank terus meningkatkan sistem informasi manajemen Bank continues to improve risk management information
risiko agar dapat menghasilkan informasi yang akurat, system in order to produce accurate, timely, reliable, and zero-
tepat waktu, andal, dan tanpa kesalahan, dengan defect information, by promoting digitalization.
mengedepankan digitalisasi.
Pengelolaan Portofolio Portfolio Management
Mengacu kepada aktivitas bisnisnya, Permata Bank memiliki Given its business activities, Permata Bank has trading and
eksposur trading book dan banking book yang dikelola banking book exposures that are managed with reference to
berdasarkan kebijakan trading book dan banking book. trading book policy and banking book policy. Trading book
Eksposur trading book berasal dari kegiatan perdagangan exposures come from trading activities that are driven by
yang didorong oleh permintaan nasabah. Pengelolaan trading customer demands. Trading book management is centralized
book dipusatkan pada Treasury Trading Desk. Seluruh aktiva at the Treasury Trading Desk. All assets and liabilities held
dan pasiva dalam trading book dicatat secara konsisten within the Trading Book are recorded in the financial reports
dan sesuai dengan standar akuntansi yang berlaku dalam that are consistent and in accordance with the prevailing
laporan keuangan. accounting standard.
Seluruh posisi yang tidak termasuk dalam trading All positions that are not included in the trading book are
book dikategorikan sebagai banking book, termasuk classified as part of the banking book, including transactions
transaksi yang dilakukan untuk mengelola likuiditas Bank, undertaken to manage the Bank’s liquidity, fulfill statutory
memenuhi kewajiban Giro Wajib Minimum (GWM), maupun reserve (Giro Wajib Minimum/GWM) requirements, or optimize
mengoptimalkan pendapatan melalui pemeliharaan posisi income through the maintenance of long‑term positions.
jangka panjang. Posisi banking book berada di bawah Banking book positions are managed under the Treasury ALM
pengelolaan Treasury ALM Desk, kecuali posisi risiko nilai Desk, except for foreign exchange risk positions. The overall
tukar. Seluruh posisi valuta asing dikelola oleh Treasury Foreign Exchange (FX) position is managed by the Treasury
Trading Desk. Semua unit (selain trading unit) yang memiliki Trading Desk. All units (excluding trading units) that have
eksposur risiko suku bunga dan likuiditas harus memindahkan interest rate and liquidity risk exposures must transfer their
posisinya kepada Treasury ALM Desk melalui mekanisme position to the Treasury ALM Desk through the Fund Transfer
Fund Transfer Pricing (FTP). Pricing (FTP) mechanism.
Terdapat batasan yang ketat bagi Bank untuk melakukan There is a strict provision on the ability of banks to move
pemindahan instrumen antara trading book dan banking instruments between the trading book and the banking book.
book. Pemindahan instrumen untuk tujuan regulatory Transferring instruments for regulatory arbitrage is strictly
arbitrage tidak diperbolehkan. Setiap pemindahan posisi prohibited. Any transferr of position between books must be
antar buku harus disetujui oleh Direksi dan Regulator. approved by the Board of Directors and the Regulator.
Eksposur nilai tukar berasal dari posisi trading book dan Foreign exchange exposures arise from trading and banking
banking book terutama pada posisi USD/IDR. Posisi Devisa book positions based mainly on USD/IDR positions. The Net
Neto dikelola di bawah limit internal Permata Bank dan pada Open Position has been maintained below Permata Bank’s
tingkat di bawah batas maksimum ketentuan Bank Indonesia, internal limit and Bank Indonesia’s maximum threshold
yaitu 20% dari modal. requirement of 20% of capital.
Eksposur suku bunga berasal dari posisi trading book dan Interest rate exposure arises from trading book and banking
banking book yang disebabkan oleh pergerakan suku book positions due to market interest rate movement. Exposure
bunga pasar. Eksposur risiko suku bunga pada banking to interest rate risk in the banking book, which is measured by
book yang diukur dengan perubahan pada parameter Nilai changes in the Economic Value of Equity (ΔEVE) parameters,
Ekonomis dari Ekuitas (ΔEVE) dikelola di bawah limit internal has been maintained below Permata Bank’s internal limit and
Permata Bank dan pada tingkat di bawah batas maksimum the Regulator’s maximum threshold requirement of 15% of
ketentuan Regulator, yaitu 15% dari Tier 1. Tier 1.
2025 Annual Report PT Bank Permata Tbk 433
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Manajemen Risiko
Risk Management
Produk Permata Bank hanya dapat diperdagangkan apabila Permata Bank products can only be traded subject to a formally
telah memperoleh persetujuan resmi melalui Product Program, approved Product Program, which covers identification of risk
yang mencakup identifikasi sumber risiko, mekanisme sources, control mechanisms, regulatory treatment, and risk/
pengendalian, perlakuan regulatori, serta parameter risk/ return parameters. Additionally, relevant limits must be in
return. Selain itu, limit yang relevan wajib tersedia sebelum place prior to the commencement of trading for the product.
produk tersebut diperdagangkan.
Permata Bank menerapkan kebijakan bahwa seluruh aktiva Permata Bank applies a policy whereby all assets and
dan pasiva dalam trading book dicatat pada akun keuangan liabilities within the trading book are recorded in the financial
berdasarkan nilai wajar sesuai dengan standar akuntansi accounts at fair value in accordance with applicable
yang berlaku. Seluruh posisi dalam trading book dilakukan accounting standards. All positions in the trading book are
marked-to-market (MTM) secara konsisten dengan ketentuan marked‑to‑market (MTM) consistently and in compliance with
akuntansi keuangan yang berlaku. prevailing financial accounting requirements.
Metodologi Pengukuran Risiko Pasar Risk Measurement
Bank menghitung kebutuhan modalnya untuk keperluan The Bank calculates its Regulatory capital requirement with
Regulator dengan mengacu kepada Pendekatan Standar reference to the Standardized Approach which consist of
yang terdiri dari beberapa komponen, yaitu: several components, such as:
• Metode sensitivities based • The sensitivities-based method,
• Risiko gagal bayar (DRC) • The default risk capital (DRC) requirement, and
• Tambahan risiko residual (RRAO) • The residual risk add-on (RRAO)
• ATMR Credit Valuation Adjustment (CVA) • RWA Credit Valuation Adjustment (CVA)
Portofolio yang termasuk dalam perhitungan Kebutuhan The portfolio included in the calculation of the Minimum
Penyediaan Modal Minimum untuk risiko pasar mencakup Capital Requirements the market risk comprises all positions
seluruh posisi dalam trading book yang dikelompokkan ke within the trading book, which are grouped into seven risk
dalam tujuh kelas risiko, yaitu: classes, which are:
• Nilai tukar • Exchange rate
• Suku bunga umum • General Interest rate risk (GIRR)
• Credit Spread Risk (non-sekuritisasi) • Credit Spread Risk (non-securitization)
• Credit Spread Risk (sekuritisasi) • Credit Spread Risk (securitization)
• Credit Spread Risk (sekuritisasi correlation trading • Credit Spread Risk (securitization correlation trading
portfolio) portfolio)
• Ekuitas • Equity
• Komoditas • Commodities
ATMR Credit Valuation Adjustment (CVA) RWA Credit Valuation Adjustment (CVA)
Pengelolaan risiko CVA merupakan bagian dari pengelolaan CVA risk management is part of the market and credit risk
risiko pasar dan risiko kredit. Bank mengidentifikasi risiko management. The Bank identifies CVA risk for derivative
CVA terhadap instrumen derivatif dan securities financing instruments and securities financing transactions (SFT).
transactions (SFT). Bank menghitung CVA sebagai faktor The Bank calculates CVA as an adjustment factor for the
penyesuaian atas nilai wajar (marked to market) dari valuasi fair value (marked to market) of the derivative and SFT
instrumen derivatif dan SFT. Dalam perhitungan ATMR CVA, instrument valuation. In calculating the RWA CVA, the Bank
Bank memilih metode perhitungan alternatif yaitu sebesar adopts the alternative calculation method at 100% of RWA
100% dari ATMR SACCR dengan pertimbangan bahwa jumlah SACCR, considering that the notional amount of CVA-exposed
nosional dari eksposur yang terpapar risiko CVA tidak lebih exposures does not exceed Rp1,500 trillion (one thousand five
dari Rp1.500 triliun (seribu lima ratus triliun Rupiah) sesuai hundred trillion Rupiah) as per the regulation.
ketentuan.
Tabel berikut menampilkan ATMR risiko pasar Permata Bank The following table represents Permata Bank’s market risk
menggunakan Pendekatan Standar: RWA under the Standardized Approach.
434 PT Bank Permata Tbk Laporan Tahunan 2025
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Pengungkapan ATMR untuk Risiko Pasar dengan Menggunakan Pendekatan Standar
Disclosure of RWA for Market Using the Standardized Approach
Bank secara Individu | Bank Only
dalam jutaan Rupiah | in millions of Rupiah
Beban Modal Pendekatan Beban Modal Pendekatan
Standar Standar
Risiko Posisi 31 Desember 2025 Posisi 31 Desember 2024
Risk Standardized Approach Standardized Approach
Capital Expenses Capital Expenses
Position 31 December 2025 Position 31 December 2024
Risiko GIRR | GIRR risk 52.230 54.155
Risiko CSR nonsekuritisasi | Non-securitized CSR risk 27.260 25.456
Risiko CSR sekuritisasi nonCTP | NonCTP securitization risk – –
Risiko CSR sekuritisasi CTP | CTP secularized CSR risk – –
Risiko Ekuitas | Equity risk – –
Risiko Komoditas | Commodity risk – –
Risiko Nilai Tukar | Exchange Rate risk 21.250 2.786
DRC–nonsekuritisasi | DRC–nonsecuritized – –
DRC–sekuritisasi nonCTP | DRC–nonCTP securitized – –
DRC–sekuritisasi CTP | DRC–CTP securitization – –
RRAO – –
Jumlah | Total 100.740 82.397
2. Pengungkapan Tambahan | Additional Disclosure
Beban modal atas risiko pasar berdasarkan pendekatan standar mengalami peningkatan sebesar Rp18,343 juta dibandingkan dengan periode yang
sama tahun sebelumnya, dari Rp82,397 juta menjadi Rp100,740 juta. Peningkatan ini disebabkan adanya kenaikan USD NOP dari long USD1,6 juta
menjadi short USD7,7 juta.
The capital charge for market risk under the standardized approach increased by Rp18.343 million compared to the same period last year, from
Rp82.397 million to Rp100.740 million. This increase was driven by a rise in the USD NOP, which shifted from a long USD1.6 million position to a short
USD7.7 million position.
Pengungkapan ATMR untuk Risiko Pasar dengan Menggunakan Pendekatan Standar yang Disederhanakan
Disclosure of RWA for Market Risk Using the Simplified Standardized Approach
Bank secara Individu | Bank Only
Instrumen selain Hak Instrumen Hak Opsi | Option Rights Instruments
Opsi Pendekatan Pendekatan Delta
Risiko Instruments Other Pendekatan Skenario
Risk Sederhana Plus
than Option Rights Scenario Approach
Simplified Approach Delta Plus Approach
a b c d
Risiko suku bunga | Interest rate risk
Risiko nilai tukar | Exchange rate risk
Sekuritisasi | Securitization
Jumlah | Total
2. Pengungkapan Tambahan | Additional Disclosure
Untuk Risiko Pasar, Bank melakukan pengungkapan dengan menggunakan pendekatan standar (Standardized Approach).
For Market Risk, the Bank discloses using the Standardized Approach.
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Manajemen Risiko
Risk Management
Pengungkapan BA-CVA yang Disederhanakan
Disclosure of Simplified BA-CVA
Bank secara Individu | Bank Only
Komponen
ATMR BA-CVA
Components
a b
Agregasi komponen sistematis risiko CVA
Aggregation of the systematic component of CVA risk
Agregasi komponen idiosyncratic risiko CVA
Aggregation of idiosyncratic component of CVA risk
Jumlah | Total
2. Pengungkapan Tambahan | Additional Disclosure
Bank melakukan perhitungan ATMR CVA berdasarkan perhitungan SACCR (100% ATMR SACCR).
Bank calculates CVA RWA based on SACCR calculation (100% RWA SACCR).
Bank melakukan pengelolaan profil risiko pasar pada kisaran The Bank manages market risk profile in the range of “Low”
“Low” hingga “Moderate”. Untuk mencapai target peringkat to “Moderate”. To achieve the risk profile target level, the
profil risiko tersebut, Bank menetapkan risk appetite dan Bank sets its risk appetite and risk tolerance for market risk in
risk tolerance untuk risiko pasar berdasarkan kemampuan accordance with its ability to absorb risks as well as the long-
menyerap risiko dan tujuan bisnis jangka panjang. Risk term business objectives. Risk appetite and risk tolerance are
appetite dan risk tolerance dikaji oleh Risk Framework Owner reviewed by the Risk Framework Owner (RFO) at a minimum of
(RFO) setidaknya sekali dalam setahun dan ditetapkan once a year and must be approved by the Board of Directors
melalui persetujuan Direksi serta Dewan Komisaris. Setiap (BOD) and the Board of Commissioners (BOC). Any breach
pelanggaran terhadap risk appetite maupun risk tolerance of risk appetite and risk tolerance is escalated up to the BOC
akan dieskalasikan kepada Dewan Komisaris dan/atau komite and/or its related BOC Committee level, such as the Risk
terkait, termasuk Komite Pemantau Risiko (KPR). Monitoring Committee (RMOC).
Untuk memastikan eksposur risiko pasar masih dalam To ensure market risk exposures are within risk appetite,
risk appetite, Permata Bank mengembangkan metode Permata Bank developed risk measurements using internal
pengukuran risiko menggunakan basis model internal yang models that are more sensitive to risk changes, i.e., Value at
lebih sensitif terhadap perubahan risiko, yaitu Value at Risk (VaR).
Risk (VaR).
VaR merupakan pengukuran risiko pasar utama yang VaR is the primary market risk measurement, and it is
dilengkapi dengan pengukuran lain seperti PV01, Cumulative complemented by other measurements such as PV01,
Loss Trigger (CLT), sensitivity analysis, dan stress test. Cumulative Loss Trigger (CLT), sensitivity analysis, and
stress tests.
Pendekatan Historical Simulation digunakan untuk The Historical Simulation approach is used to calculate VaR
menghitung VaR dengan periode holding satu hari dan with a one-day holding period and a 97.5% confidence level.
tingkat kepercayaan 97,5%. PV01 digunakan untuk mengukur PV01 is used to measure interest rate sensitivities. CLT is
sensitivitas suku bunga. CLT dihitung berdasarkan akumulasi calculated based on the accumulation of the last 21 business
laba rugi berjalan selama 21 hari kerja terakhir. Stress testing days of rolling profit and loss. Stress testing (stress-VaR) is
(stress-VaR) dilakukan secara harian dan ad-hoc termasuk carried out on a daily and ad-hoc basis, including stress tests
stress test dengan cakupan bankwide. Metrik pengukuran for bankwide coverage. Those measurement metrics are
yang dijelaskan tersebut berlaku baik untuk eksposur trading applied for both trading and banking book exposures.
book maupun banking book.
Backtesting dilakukan setiap bulan untuk memastikan bahwa Backtesting is conducted on a monthly basis to ensure the VaR
model VaR berfungsi secara efektif dan selaras dengan model performs well and is aligned with Basel and Regulatory
ketentuan Basel maupun persyaratan Regulator. Setiap tahun requirements. On an annual basis or when there is a change
436 PT Bank Permata Tbk Laporan Tahunan 2025
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atau apabila terjadi perubahan model, maka Permata Bank in model, Permata Bank does internal model validation, which
melakukan validasi model internal yang dapat diikuti dengan may be followed by verification by Internal Audit.
verifikasi oleh Audit Internal.
Mitigasi Risiko Risk Mitigation
Pada skenario kondisi normal, untuk mengantisipasi dampak Under a normal condition scenario, to anticipate negative
negatif sehubungan dengan pergerakan nilai tukar dan impacts due to foreign exchange and interest rate movements,
suku bunga, Permata Bank mengimplementasikan mitigasi Permata Bank implements risk mitigation by setting the proper
risiko pasar dengan menetapkan struktur limit yang tepat limit structure that was approved by the RMC and/or ALCO.
dan disetujui oleh KMR dan/atau ALCO. Bisnis dapat The business may consider hedging activities to reduce the
mempertimbangkan aktivitas lindung nilai untuk mengurangi risk while executing its strategy. This transaction may involve
risiko saat menjalankan strateginya. Transaksi ini dapat derivative instruments. Any product that a business uses for
melibatkan instrumen derivatif. Setiap produk yang digunakan risk mitigation must be explicitly referenced to the risk limit
bisnis untuk mitigasi risiko harus secara eksplisit merujuk ke and documented in a proper product program.
limit risiko dan didokumentasikan dalam program produk
yang tepat.
Dalam mengantisipasi kondisi ekstrem, perhitungan stress To anticipate extreme conditions, a stress test calculation is
test dilakukan secara berkala guna memastikan bahwa performed on a regular basis to ensure Permata Bank’s capital
modal Permata Bank tetap memadai dan dapat mendukung is sufficient to support business activities without difficulties
kelancaran kegiatan usaha meskipun terjadi kondisi when extreme conditions happen. The Bank develops,
ekstrem. Bank mengembangkan, memelihara, menguji, dan maintains, tests, and evaluates contingency plan as part of
mengevaluasi rencana kontingensi sebagai bagian dari Recovery Action Plan document. The risk management working
dokumen Rencana Aksi Pemulihan. Unit kerja manajemen unit maintains the Business Continuity Plan through e-BCP.
risiko memelihara Business Continuity Plan melalui e-BCP.
Limit-limit dikaji ulang secara berkala dengan mengacu The limits are reviewed regularly with reference to the market
kepada tingkat volatilitas pasar, anggaran dan strategi volatility level, business budget and strategy, profitability, and
bisnis, profitabilitas, permodalan, dan disesuaikan dengan capital, and by matching with risk appetite and tolerance.
risk appetite dan toleransi risiko. Proses assurance dilakukan Assurance processes are done to key operational activities
untuk kegiatan operasional utama melalui penilaian standar through regular key control standard assessment and model
kontrol utama yang reguler dan proses validasi model. validation.
Pemantauan dan pelaporan atas penggunaan limit dilakukan Monitoring and reporting of limit usage is performed on a
setiap hari. Setiap pelampauan limit akan dieskalasikan daily basis. Any excess that occurs is escalated to the Board of
kepada Direksi, sementara rekapitulasi pelampauan limit Directors. On a monthly basis, an excess recap is reported to
disampaikan secara bulanan kepada KMR dan ALCO. the RMC and ALCO.
Bank memastikan kecukupan jumlah staf dan kualitas Bank ensures the adequacy of headcounts and quality of
sumber daya manusia untuk dapat mempertahankan tingkat human resources to be able to maintain service level during
layanan dalam situasi yang tidak normal serta mengikuti abnormal situations as well as to catch up with market
perkembangan praktik pasar dan regulasi. practice and regulation development.
Laporan Penerapan Manajemen Risiko untuk Risiko Report on Implementation of Risk Management for
Suku Bunga dalam Banking Book (IRRBB) Interest Rate Risk in Banking Book (IRRBB)
Definisi IRRBB The Definition of IRRBB
Permata Bank mendefinisikan IRRBB sebagai risiko Permata Bank defines IRRBB as a risk due to movements in
yang timbul akibat pergerakan suku bunga pasar, yang market interest rates that affect the position in the Banking
memengaruhi posisi Banking Book dan berpotensi berdampak Book, which has the potential to impact Permata Bank’s
pada permodalan serta rentabilitas Bank, baik saat ini capital and profitability both for the present and in the future.
maupun di masa mendatang. Dalam praktiknya, eksposur In practice, IRRBB exposure is the position of interest rate risk
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Manajemen Risiko
Risk Management
IRRBB merupakan posisi risiko suku bunga di luar portofolio outside of the Trading Book portfolio managed by the Treasury
Trading Book yang dikelola oleh unit Treasury ALM dalam ALM unit within approved limits.
batas limit yang telah ditetapkan.
Strategi Manajemen Risiko dan Mitigasi Risiko IRRBB Risk Management & Risk Mitigation Strategy for IRRBB
Tujuan penerapan manajemen risiko IRRBB adalah untuk The objective of IRRBB risk management implementation
mengidentifikasi, mengukur, memantau, dan mengendalikan is to identify, measure, monitor, and control interest rate
pergerakan suku bunga yang berpotensi memengaruhi movements that may cause changes in the present value and
nilai kini (present value) serta penjadwalan arus kas masa timing of future cash flows that will affect the economic value
depan (timing of future cashflow). Hal ini berdampak pada of Permata Bank‘s assets, liabilities, and off-balance sheet
nilai ekonomis (economic value) dari aset, liabilitas, dan positions and cause changes in Net Interest Income (NII).
transaksi rekening administratif Permata Bank, sekaligus
dapat menimbulkan perubahan pada Pendapatan Bunga
Bersih (NII).
Sejalan dengan model bisnisnya, Permata Bank menghadapi Because of its business model, Permata Bank faces IRRBB
IRRBB yang timbul akibat perbedaan waktu repricing antara as a result of a mismatch in the repricing tenor of assets and
aktiva dan pasiva. Secara umum, tenor repricing aktiva lebih liabilities. Generally, assets have a longer repricing tenor
panjang dibandingkan pasiva. than liabilities.
Pengelolaan terhadap IRRBB dilakukan secara tersentralisasi IRRBB is managed centrally by the Treasury ALM Desk
oleh Treasury ALM Desk dengan pengarahan dari ALCO with guidance from the ALCO within specified limits. IRRBB
dalam batas limit yang telah ditetapkan. Eksposur IRRBB exposure from other business units was transferred to the
dari unit-unit bisnis lain dipindahkan ke Treasury ALM Desk Treasury ALM Desk through the Fund Transfer Pricing (FTP)
melalui mekanisme Fund Transfer Pricing (FTP). Satuan kerja mechanism. The unit responsible for managing IRRBB risk is
yang menangani manajemen risiko terkait IRRBB adalah the Market & Enterprise Risk Management (MERM) Division
Market & Enterprise Risk Management (MERM) di bawah under the Risk Directorate. Meanwhile, the Asset and Liability
Direktorat Risiko. Sementara itu, ALCO bertanggung jawab Committee (ALCO) is accountable for the management of
atas pengelolaan IRRBB, termasuk penetapan kebijakan dan IRRBB, including the establishment of applicable policies
limit yang berlaku. and limits.
IRRBB dikaji untuk setiap produk yang telah didokumentasikan IRRBB is assessed for each product documented in a Product
dalam Product Program. Dalam rangka mengendalikan Program. In order to control the exposure and mitigation of
eksposur dan mitigasi IRRBB, Permata Bank menetapkan dan IRRBB, Permata Bank sets and monitors daily and monthly
memantau limit-limit harian dan bulanan yang antara lain: limits, which include ΔEVE/T1 & ΔNII/NII budgets, VaR, the
ΔEVE/T1 & ΔNII/budget NII, VaR, sensitivitas suku bunga yang sensitivity of interest rates expressed in PV01, and repricing
dinyatakan dalam PV01, dan tenor repricing. Di samping itu, tenors. In addition, Permata Bank conducts stress tests on a
Permata Bank juga melakukan stress test secara rutin untuk regular basis to anticipate and measure the impact of extreme
mengantisipasi dan mengukur dampak kondisi yang ekstrem conditions on Permata Bank’s resilience, both in terms of
terhadap ketahanan Permata Bank baik dari sisi permodalan capital and profitability.
maupun rentabilitas.
Pengukuran IRRBB IRRBB Measurement
Untuk memastikan bahwa eksposur IRRBB tetap berada To ensure IRRBB exposure is still within risk appetite, Permata
dalam batas risk appetite, Permata Bank menggunakan Bank uses an internal model that is more sensitive to risk
basis model internal yang lebih sensitif terhadap perubahan changes. In addition, to complement the IRRBB internal
risiko. Selain itu, untuk melengkapi pengukuran internal IRRBB measurements and meet regulatory requirements, Permata
dan memenuhi ketentuan regulasi, Permata Bank mengukur Bank measures the risk of IRRBB on a monthly basis using a
risiko IRRBB secara bulanan menggunakan pendekatan standard approach with two methods: measurement based
standar dengan dua metode, yaitu: pengukuran berdasarkan on changes in EVE and measurement based on changes in NII.
perubahan pada EVE dan pengukuran berdasarkan
perubahan pada NII.
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Skenario Shock Suku Bunga dan Skenario Stres Interest Rate Shock Scenarios and Stress Scenarios
Skenario shock suku bunga dalam perhitungan IRRBB dengan The interest rate shock scenario in the IRRBB calculation
pendekatan standar terdiri dari enam skenario untuk metode with a standard approach consists of six scenarios for
EVE dan dua skenario untuk metode NII sebagaimana yang the EVE method and two scenarios for the NII method, as
diatur dalam Surat Edaran OJK. Selain itu, skenario stres specified in the OJK Circular Letter. In addition, internal stress
internal diaplikasikan pada perhitungan stress VaR dan stress scenarios are applied to calculate stress VaR and stress tests
test dalam rangka Internal Capital Adequacy Assessment within the Internal Capital Adequacy Assessment Process
Process (ICAAP). Skenario stress test dalam rangka ICAAP (ICAAP) framework. The stress test scenario within the ICAAP
ditetapkan setahun sekali oleh KMR dan ALCO. framework is set once a year by the RMC and ALCO.
Asumsi Permodelan Modeling Assumption
Dalam rangka pengelolaan IRRBB, Permata Bank menetapkan In the context of managing IRRBB, Permata Bank establishes an
internal limit menggunakan model internal VaR yang dipantau internal limit using the internal VaR model, which is monitored
secara harian. Terdapat beberapa perbedaan asumsi on a daily basis. There are some differences in the modeling
permodelan yang digunakan dalam pendekatan standar assumptions used in the internal VaR model and the IRRBB
IRRBB dan internal VaR, di antaranya meliputi perlakuan standard approach that comprise of equity and non-interest
komponen modal dan non-interest rate sensitive, cakupan rate sensitive components treatment, currency coverage, Non-
mata uang, profil Non-Maturity Deposits (NMD), serta aplikasi Maturity Deposits (NMD) profiling, and application of term
term deposits early redemption dan loan prepayment. deposits early redemption and loan prepayment.
Lindung Nilai terhadap IRRBB Hedge against IRRBB
Permata Bank menggunakan diversifikasi produk komersial Permata Bank uses diversified commercial products and
dan instrumen keuangan guna melindungi dampak negatif financial instruments to protect against the negative impacts
dari pergerakan suku bunga, termasuk instrumen derivatif of interest rate movements, including derivative instruments
serta instrumen pendanaan jangka panjang seperti instrumen and long-term funding instruments such as debt and capital
utang dan permodalan. Sampai saat ini, Permata Bank belum instruments. Until now, Permata Bank has not implemented
menerapkan Hedge Accounting. Hedge Accounting.
Menghitung ∆EVE dan ∆NII Calculating ∆EVE and ∆NII
Dalam perhitungan IRRBB, Permata Bank menggunakan In the IRRBB calculation, Permata Bank uses the third
opsi ketiga yang memperhitungkan margin komersial dan option, which calculates commercial margins and spreads
komponen spread pada arus kas, serta menggunakan risk components on cash flows and uses the risk-free rate without
free rate tanpa margin dan komponen spread pada tingkat margin and spreads components to discount interest rates in
suku bunga diskonto dalam perhitungan metode EVE. the EVE method calculation.
Selanjutnya dalam melakukan profiling NMD, Permata Bank Furthermore, in profiling NMD, Permata Bank uses an internal
menggunakan model internal yang mengacu pada Kebijakan model that refers to the FTP Policy, which is based on historical
FTP, yaitu didasarkan pada data historis dua tahun terakhir. data for the past two years. The portion of the core deposit is
Porsi core deposit ditempatkan secara proporsional pada placed proportionally within one month to 12 month buckets
kelompok satu bulan hingga 12 bulan dengan tetap mengacu while still referring to the caps specified in the regulation. The
pada caps yang telah ditentukan dalam regulasi. Rata-rata average time period for repricing maturity applied for NMD
waktu penyesuaian suku bunga yang diterapkan untuk NMD is 3.9 months. In comparison, the longest period of repricing
adalah 3,9 bulan. Sedangkan waktu penyesuaian suku bunga maturity applied for NMD is three years.
paling lama yang diterapkan untuk NMD adalah tiga tahun.
Loan prepayment rate diterapkan pada sebagian produk A loan prepayment rate is applied to some loan products with
kredit dengan tenor repricing yang panjang, sedangkan long repricing tenors. The Term Deposits Early Redemption
Term Deposit Early Redemption Rate (TDRR) berlaku untuk Rate (TDRR) is applied to all deposits with maturities of more
seluruh deposito dengan jatuh tempo lebih dari satu bulan. than one month. Permata Bank does not apply automatic
Permata Bank tidak mengaplikasikan automatic interest interest rate options since it does not have an option and
rate option karena Permata Bank tidak memiliki posisi embedded option positions, which are material in the exposure
option dan embedded option yang material pada eksposur of the Corporate segment.
segmen Corporate.
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Metode agregasi antar mata uang yang digunakan oleh The inter-currency aggregation method Permata Bank
Permata Bank adalah dengan melakukan penjumlahan untuk uses applies a summation for the negative value of the
nilai hasil yang negatif. Selanjutnya, eksposur mata uang results. Furthermore, the significant currency exposure of
signifikan yang dimiliki Permata Bank adalah IDR dan USD. Permata Bank is in IDR and USD.
Laporan Perhitungan IRRBB IRRBB Calculation Report
Rasio ΔEVE/Tier 1 turun dari 9,4% pada Juni 2025 menjadi The ΔEVE/T1 ratio decreased from 9.4% (June 2025) to
7,8% pada Desember 2025 pada skenario parallel up, 7.8% (December 2025) based on a parallel up scenario due
terutama didorong oleh memendeknya tenor obligasi AFS dari to shortened AFS Bond tenor from 1.7 year to 1.2 year and
1,7 tahun menjadi 1,2 tahun dan kenaikan modal Tier 1 sebesar higher Capital (Tier 1) by Rp2.3 trillion. While the ΔNII/Budget
Rp2,3 triliun. Sementara itu, rasio ΔNII terhadap Budget NII ratio decreased from 8.5% to 4.0% based on parallel up
NII turun dari 8,5% menjadi 4,0% berdasarkan skenario scenario in line with reduction in ∆EVE and higher NII budget
parallel up, sejalan dengan penurunan ∆EVE dan peningkatan by Rp401 billion.
bujet NII sebesar Rp401 miliar.
Hasil perhitungan ∆EVE dan ∆NII untuk posisi tanggal The results of ∆EVE and ∆NII as of 31 December 2025 are
31 Desember 2025 adalah sebagai berikut: as follows:
Hasil ΔEVE and ΔNII per tanggal 31 December 2025–Bank secara Individu
Table of the Results of ∆EVE and ∆NII as of 31 December 2025–Bank Only
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
ΔEVE ΔNII
Periode | Period T*) T-1**) T*) T-1**)
Parallel-up (4.241.334) (4.914.203) (399.265) (811.015)
Parallel-down 0 0 (291.776) (317.906)
Steepener (4.470) (44.413)
Flattener (1.158.405) (1.080.488)
Short rate up (2.881.098) (3.153.303)
Short rate down 0 0
Nilai Maksimum Negatif (absolut) 4.241.334 4.914.203 399.265 811.015
Maximum Negative Value (absolute)
Model Tier 1 (untuk ΔEVE) atau Projected Income 54.631.797 52.324.737 9.977.002 9.576.405
(untuk ΔNII)
Tier 1-Capital (for ΔEVE) or Projected Income (for ΔNII)
Nilai Maksimum dibagi Model Tier 1 (untuk ΔEVE) atau 7,8% 9,4% 4,0% 8,5%
Projected Income (untuk ΔNII)
Maximum Value/Tier 1 Capital (for ΔEVE) or Projected
Income (for ΔNII)
Catatan | Note:
*)
31 Desember 2025 | 31 December 2025
**)
30 Juni 2025 | 30 Juni 2025
Analisis | Analysis
• Rasio Delta EVE/T1 turun dari 9,4% (Juni 2025) menjadi 7,8% (Desember 2025) berdasarkan skenario parallel up akibat memendeknya tenor obligasi
AFS dari 1,7 tahun menjadi 1,2 tahun dan peningkatan modal (Tier 1) sebesar Rp2,3 triliun
The Delta EVE/T1 ratio decreased from 9.4% (June 2025) to 7.8% (December 2025) under the parallel‑up scenario, due to the shortening of the AFS bond
tenor from 1.7 years to 1.2 years and an increase in capital (Tier 1) of Rp2.3 trillion
• Rasio Delta NII/Budget NII turun 8,5% menjadi 4,0% berdasarkan skenario parallel up sejalan dengan penurunan Delta EVE dan peningkatan bujet NII
sebesar Rp401 miliar.
The Delta NII/Budget NII ratio decreased by 8.5% to 4.0% under the parallel‑up scenario, in line with the decline in Delta EVE and the increase in the NII
budget of Rp401 billion.
440 PT Bank Permata Tbk Laporan Tahunan 2025
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3. Risiko Likuiditas 3. Liquidity Risk
Risiko likuiditas adalah potensi Permata Bank tidak memiliki Liquidity risk is the potential that Permata Bank does not
sumber-sumber keuangan yang memadai untuk memenuhi have sufficient financial resources to meet its short-term
kewajiban jangka pendek yang jatuh tempo, atau hanya obligations that are maturing or can only access financial
dapat mengakses sumber keuangan dengan biaya tinggi. Dari resources at a high cost. From a structural perspective,
perspektif struktural, risiko likuiditas adalah potensi kerugian liquidity risk is the potential for an actual or opportunity loss
aktual maupun kerugian dari hilangnya peluang karena because Permata Bank cannot pursue its desired business
Permata Bank tidak dapat memenuhi sasaran pertumbuhan strategy or growth objectives due to a suboptimal balance
dan strategi bisnisnya akibat struktur neraca yang tidak sheet structure, including excessive reliance on particular
optimal, termasuk ketergantungan yang tinggi terhadap sources of funding. Permata Bank manages both short-term
sumber pendanaan tertentu. Permata Bank mengelola baik and structural liquidity risk.
risiko likuiditas jangka pendek maupun struktural.
Organisasi Manajemen Risiko Likuditas Liquidity Risk Management Organization
Dalam menjalankan fungsi manajemen risiko likuiditas, In the implementation of the liquidity risk management
Permata Bank membentuk tata kelola manajemen risiko function, Permata Bank established a robust governance
likuiditas yang kuat dan satuan kerja manajemen risiko structure for liquidity risk management and an independent
likuiditas yang independen. ALCO merupakan komite utama liquidity risk management working unit. ALCO is the primary
yang bertanggung jawab atas manajemen risiko likuiditas committee responsible for liquidity risk management. ALCO
Bank. Pada penerapannya, ALCO bertugas menetapkan approves liquidity risk policies and limits. The Treasury ALM
kebijakan serta limit risiko likuiditas Bank, sementara Desk is responsible for day-to-day and intraday liquidity
Treasury ALM Desk bertanggung jawab atas pengelolaan management, including compliance with regulatory
likuiditas harian dan intrahari. Tanggung jawab ini mencakup requirements, internal liquidity risk policies & limits, and
kepatuhan terhadap ketentuan regulasi, kebijakan dan limit payment systems. The liquidity risk management working
risiko likuiditas internal, serta pengelolaan sistem pembayaran. units are Balance Sheet Management & Investor Relations
Satuan kerja manajemen risiko likuiditas terdiri dari Balance (BSM) for structural liquidity risk and Market & Enterprise Risk
Sheet Management & Investor Relation (BSM) untuk risiko Management (MERM) for short-term liquidity risk. Both working
likuiditas struktural dan Market & Enterprise Risk Management units have the responsibility to identify, measure, monitor, and
(MERM) untuk risiko likuiditas jangka pendek. Kedua unit kerja control liquidity risk exposures, as well as to maintain liquidity
ini bertanggung jawab dalam mengidentifikasi, mengukur, risk policies and procedures and set limit structures for their
memantau, dan mengendalikan eksposur risiko likuiditas respective risk areas.
sekaligus memelihara kebijakan dan prosedur risiko likuiditas,
serta menetapkan struktur limit di area risiko masing-masing.
Sementara itu, Dewan Komisaris dan Direksi bertanggung The BOC and BOD are responsible for ensuring liquidity risk
jawab untuk memastikan bahwa penerapan manajemen management implementation in line with strategy objectives,
risiko likuiditas telah sesuai dengan tujuan strategis, skala, size, business characteristics, and risk profile, including the
karakteristik bisnis, dan profil risiko, termasuk memastikan integration of liquidity risk management implementation with
integrasi penerapan manajemen risiko likuiditas dengan other risk types that may impact the liquidity position. The
risiko-risiko lainnya yang dapat berdampak pada posisi formulation of the level of risk to be taken is implemented
likuiditas. Perumusan tingkat risiko yang akan diambil through risk appetite and risk tolerance that have been
diimplementasikan melalui risk appetite dan risk tolerance approved by the BOD and BOC. This risk level is reviewed
yang telah disetujui oleh Direksi dan Dewan Komisaris. Kajian anually by ensuring the exposures remain within the
atas tingkat risiko ini dilakukan setiap tahun untuk memastikan predetermined limits.
bahwa eksposur tetap berada dalam batasan limit yang
telah ditetapkan.
Strategi Pendanaan Funding Strategy
Permata Bank melaksanakan strategi pendanaan serta Permata Bank conducts a centralized funding strategy and
pengelolaan posisi dan risiko likuiditas secara tersentralisasi, manages liquidity positions and risk, including intraday
termasuk pengelolaan posisi intrahari, dengan koordinasi positions, coordinated between the Treasury Unit, Business
yang erat antara Unit Treasury, Unit Bisnis, dan Unit Unit, and Risk Management Unit. Permata Bank’s source of
Manajemen Risiko. Sumber pendanaan Bank terdiri dari Dana funds consists of third-party funds (current accounts, savings
2025 Annual Report PT Bank Permata Tbk 441
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Manajemen Risiko
Risk Management
Pihak Ketiga (DPK), meliputi giro, tabungan, dan deposito accounts, and time deposits) and medium/long-term funding
berjangka, serta pendanaan jangka menengah hingga (bonds and subordinated debt).
panjang berupa obligasi dan utang subordinasi.
Pertimbangan utama dalam perencanaan strategi dan The main considerations in the strategic and funding plan are
rencana pendanaan adalah sebagai berikut: as follows:
• Faktor internal: memenuhi kebutuhan likuiditas secara • Internal factors: fulfilling short-term and structural liquidity
jangka pendek dan struktural, risiko konsentrasi, dan needs, concentration risk, and pricing level.
tingkat harga.
• Faktor eksternal: kepatuhan terhadap ketentuan • External factors: compliance with Regulatory
Regulator, likuiditas di pasar, dan kompetisi di industri requirements, liquidity in the market, and competition in
perbankan. the banking industry.
Strategi dan struktur pendanaan digerakkan oleh The funding strategy and structure are driven by loan growth
target pertumbuhan kredit. Dengan menjaga target targets. By keeping the Macroprudential Intermediation Ratio
Rasio Intermediasi Makroprudensial (RIM) pada tingkat (RIM) target at an optimum level of 80%–90%, NIM is expected
yang optimum sebesar 80%–90%, diharapkan dapat to be maintained well in both normal and stressful conditions.
mempertahankan NIM baik pada kondisi normal maupun
pada kondisi stres.
Kebutuhan likuiditas jangka pendek dan menengah dipenuhi Short-term and medium-term liquidity requirements are
dari pendanaan DPK termasuk pinjaman antar bank, funded from third-party funds, including interbank borrowing,
repo antar bank, dan repo BI untuk menutup kekurangan interbank repo, and BI repo to cover short-term mismatches.
jangka pendek.
DPK merupakan komponen terbesar dalam struktur dana Third-Party Funds (TPF) are the largest component in the
Bank, yaitu mencapai 90% dari total pendanaan. Permata Bank funding structure, covering around 90% of total funding.
menilai komposisi DPK tersebut sebagai pencapaian yang Permata Bank views this composition of third‑party funds as a
positif dan berkomitmen untuk mempertahankan posisinya. positive achievement and remains committed to maintaining
its position.
Sementara itu, deposito berjangka menyumbang sekitar 36% Meanwhile, time deposits accounted for approximately 36%
terhadap total DPK. Berdasarkan tenornya, sebanyak 54% dari of the total TPF. Based on their tenors, 54% of the time deposits
deposito berjangka memiliki tenor jangka pendek (sampai have short-term tenors (up to three months). However, with
dengan tiga bulan). Namun, hasil studi historis menunjukkan reference to historical studies, these short-term deposits have
bahwa deposito jangka pendek ini memiliki kecenderungan a high propensity to be rolled over and therefore, a portion of
tinggi untuk diperpanjang (rolled over) dan dengan demikian them could serve as long-term funding.
terdapat porsi yang dapat menjadi sumber dana jangka
panjang.
Permata Bank meyakini bahwa sumber pendanaan yang Permata Bank believes the ideal source of funding is current
ideal berasal dari giro dan tabungan (CASA), yang merupakan accounts and saving accounts (CASA), representing an
pendanaan efisien dan berkelanjutan. Bank terus berupaya efficient and sustainable source of funding. Permata Bank is
meningkatkan kontribusi CASA terhadap total sumber continuously working to increase the contribution of CASA
pendanaan, dengan proporsi terhadap DPK yang terus to overall funding sources where its contribution to deposits
meningkat dan mencapai 64% pada tahun 2025. continues to increase, reaching 64% in 2025.
Dari sisi segmen nasabah, sumber dana DPK saat ini In terms of customer segments, the current funding sources
menunjukkan diversifikasi yang baik, dengan proporsi are well diversified, with Consumer Banking customers making
nasabah Consumer Banking sebesar 54%, Commercial up 54%, Commercial Banking 15%, and Corporate 31%. This is
Banking 15%, dan Korporasi 31%. Diversifikasi ini diharapkan expected to avoid the concentration risk of funding sources on
dapat meminimalkan risiko konsentrasi pendanaan baik dari the customer segment or certain industries.
segmen nasabah maupun industri tertentu.
442 PT Bank Permata Tbk Laporan Tahunan 2025
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Pemegang saham memberikan dukungan kepada The shareholders provide support to Permata Bank in
Permata Bank dalam mengelola risiko likuiditas dalam bentuk managing liquidity risk in the form of interbank borrowing
pinjaman antar bank yang dapat digunakan baik pada kondisi that could be used for both normal and crisis conditions, and
normal maupun saat terjadi krisis, serta dukungan praktik support for best practices in managing liquidity risk.
terbaik dalam pengelolaan risiko likuiditas.
Mitigasi Risiko Risk Mitigation
Permata Bank memiliki kebijakan untuk menjaga kecukupan Permata Bank’s policy is to maintain adequate liquidity at all
likuiditas setiap saat di semua lokasi dan semua mata uang, times in all locations and all currencies for both the normal
baik dalam kondisi bisnis normal maupun saat krisis dalam course of business and crisis conditions in risk mitigation.
memitigasi risiko.
Aspek yang kritikal dalam mitigasi risiko adalah tersedianya A critical aspect in risk mitigation is the availability of a clear
kerangka kerja manajemen risiko yang jelas, merinci kebijakan, risk management framework detailing policies, accountability,
akuntabilitas, serta mekanisme kontrol dan pengawasan. and control and assurance mechanisms. Adherence to these
Kepatuhan akan hal-hal tersebut dalam jangka panjang akan in the long run will ensure that liquidity risks are mitigated.
memastikan risiko likuiditas termitigasi.
Sehubungan dengan pengelolaan likuiditas intrahari, With regards to intraday liquidity management, Permata Bank
Permata Bank menetapkan kebijakan untuk memastikan has established a policy to ensure that intraday liquidity and
likuiditas intrahari serta risiko terkait dikelola secara its associated risks are actively managed, enabling the Bank
aktif, sehingga dapat memenuhi kewajiban pembayaran to meet payment obligations in a timely manner under both
tepat waktu, baik dalam kondisi normal maupun saat normal and stressed conditions, while also complying with
stres, serta mematuhi ketentuan sistem pembayaran dan payment system requirements and regulatory provisions.
peraturan regulator.
Permata Bank menetapkan batasan minimum terhadap Permata Bank sets a minimum threshold against intraday
sumber-sumber likuiditas intrahari yang harus dijaga oleh liquidity sources that should be maintained by Treasury. The
Treasury. Setiap transaksi yang melibatkan pergerakan dana Business must notify the Treasury ALM of any transaction
dalam jumlah besar baik dana masuk maupun dana keluar involving a large amount of funds movement both incoming
harus dinotifikasi oleh Bisnis sebelumnya kepada Treasury and outgoing, in a timely manner.
ALM dalam rentang waktu yang telah ditentukan.
Permata Bank menetapkan berbagai indikator risiko likuiditas Permata Bank sets various liquidity risk indicators to capture
untuk dapat menangkap kondisi likuiditas. Maximum liquidity conditions. Maximum Cumulative Outflow (MCO)
Cumulative Outflow (MCO) merupakan indikator utama untuk is the primary indicator used to measure short-term liquidity
mengukur risiko likuiditas jangka pendek. MCO dilengkapi risk. MCO is complemented by the Wholesale Borrowing
pula dengan Wholesale Borrowing Limit, Swapped Fund Limit, Limit, Swapped Fund Limit, Name Specific Stress Test,
Name Specific Stress Test, dan Market Wide Stress Test. Untuk and Market Wide Stress Test. For structural liquidity risk,
risiko likuiditas struktural, Rasio Intermediasi Makroprudensial the Macroprudential Intermediation Ratio (RIM), Liquidity
(RIM), Liquidity Coverage Ratio (LCR), dan Net Stable Funding Coverage Ratio (LCR), and Net Stable Funding Ratio
Ratio (NSFR) digunakan sebagai indikator utama bersama- (NSFR) are used as primary indicators together with the
sama dengan Commitment Guideline. Commitment Guideline.
MCO merupakan arus kas masuk/keluar bersih dari seluruh MCO is the net cash inflow/outflow from all on-balance
posisi neraca dan rekening administratif dalam kondisi sheet and off-balance sheet items under normal conditions.
normal. Wholesale Borrowing termasuk pinjaman antar- Wholesale Borrowing includes short-term interbank and
bank jangka pendek dan simpanan bank sentral, repo, central bank deposits, repo, negotiable commercial paper,
negotiable commercial paper, dan sertifikat deposito, tetapi and certificates of deposit, but excludes medium or long-term
tidak termasuk transaksi pendanaan jangka menengah dan funding transactions and other deposits taken from clients
panjang serta simpanan lainnya yang berasal dari segmen on wholesale terms. Swapped funds are defined as the net
2025 Annual Report PT Bank Permata Tbk 443
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Manajemen Risiko
Risk Management
nasabah wholesale. Swapped funds didefinisikan sebagai difference between assets and liabilities, including capital,
selisih bersih dari aktiva dan pasiva termasuk modal dalam which is denominated in Rupiah.
denominasi Rupiah.
RIM merupakan rasio hasil perbandingan antara jumlah kredit RIM is the ratio comparison between loan extended to the
kepada nasabah Bank serta kepemilikan surat berharga Bank customers and eligible corporate securities, as well as
korporasi dan wesel ekspor yang dimiliki oleh Bank terhadap export notes owned by the Bank against a Bank customer’s
jumlah simpanan nasabah Bank dan surat berharga yang deposits and securities issued by the Bank. While, LCR is a
diterbitkan oleh Bank. Sementara itu, LCR adalah rasio likuiditas liquidity ratio to ensure the Bank has sufficient High Quality
yang memastikan Bank memiliki aset likuid berkualitas tinggi Liquid Assets (HQLA) to overcome stress conditions within
(High Quality Liquid Assets/HQLA) memadai untuk mengatasi 30 calendar days.
kondisi stres dalam waktu 30 hari kalender.
NSFR adalah rasio likuiditas untuk memastikan ketersediaan NSFR is a liquidity ratio to ensure the availability of long-term
pendanaan jangka panjang untuk membiayai aset jangka funding to fund long-term assets. The commitment includes
panjang. Commitment termasuk pinjaman berkomitmen yang undisbursed committed loans.
belum ditarik nasabah.
Meskipun pengelolaan dilakukan secara hati-hati, krisis dapat Despite careful management, a crisis may happen due to
terjadi akibat kejadian tak terduga atau kondisi di luar kendali either unforeseen events or circumstances beyond the Bank’s
Bank. Oleh karena itu, Permata Bank mengembangkan, control. Hence, Permata Bank has developed, maintained,
mengelola, dan menguji Liquidity Contingency Plan sebagai and tested a Liquidity Contingency Plan as part of a Recovery
bagian dari Rencana Aksi Pemulihan (Recovery Action Plan) Action Plan, as well as a Crisis Communication Plan. Several
beserta Crisis Communication Plan. Sejumlah parameter parameters are set as Early Warning Indicators (EWI) that are
ditetapkan sebagai Early Warning Indicator (EWI), yang measured as a basis to determine Crisis Stress Rating (CSR),
digunakan sebagai dasar penetapan tingkat Crisis Stress where there are four aspects covered in the Recovery Action
Rating (CSR) dengan empat aspek yang tercakup dalam Plan, which are capital, liquidity, profitability, asset quality, and
Rencana Aksi Pemulihan (Recovery Action Plan), yaitu one qualitative aspect. The liquidity aspect emphasizes the
permodalan, likuiditas, rentabilitas, dan kualitas aset, fulfillment of Statutory Reserve Requirement, LCR, NSFR, and
ditambah satu aspek kualitatif. Pada aspek likuiditas, fokus RIM ratios within the Bank’s risk appetite levels and has met
diberikan pada pemenuhan rasio Giro Wajib Minimum, LCR, the requirements of Regulators.
NSFR, dan RIM, yang semuanya berada dalam batas risk
appetite Bank sekaligus memenuhi persyaratan Regulator.
Pengukuran dan Pengendalian Risiko Likuiditas dan Liquidity Risk Measurement & Control and Stress
Stress Testing Testing
Pengukuran MCO, Wholesale Borrowing Guideline, Swapped Measurements of the MCO, Wholesale Borrowing Guideline,
Fund Guideline/Limit, Name Specific Stress Test, RIM, dan LCR Swapped Fund Guideline/Limit, Name Specific Stress Test,
dilakukan setiap hari, sedangkan Market Wide Stress Test, RIM, and LCR are done on a daily basis. The Market Wide
NSFR, dan Commitment Guideline diukur secara bulanan. Stress Test, NSFR, and Commitment Guideline are measured
Laporan hasil pengukuran terhadap limit yang telah disetujui on a monthly basis. Reports of the measurement results
disusun secara harian dan bulanan, serta disampaikan against approved limits are prepared on a daily and monthly
kepada Direksi. Setiap pelampauan limit wajib dieskalasikan basis and distributed to the Board of Directors. Any limit
kepada Direksi, sementara rekapitulasi pelampauan excesses must be escalated to the Board of Directors. A recap
disampaikan secara bulanan kepada ALCO. of limit excesses is reported to ALCO through the monthly
ALCO report/pack.
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Instrumen likuiditas hanya dapat digunakan setelah Liquidity instruments may only be used subject to a formally
memperoleh persetujuan resmi melalui Product Program, approved Product Program, which identifies the risk sources,
yang bertugas mengidentifikasi sumber risiko, mekanisme controls, regulatory, treatment, and risk/return parameters.
pengendalian, perlakuan regulasi, serta parameter risiko/ Approved limits must also be in place.
imbal hasil. Selain itu, limit yang telah disetujui juga harus
tersedia sebelum instrumen tersebut digunakan.
Permata Bank mengembangkan perhitungan stress testing Permata Bank developed stress testing calculations for
untuk beberapa skenario, yaitu Name Specific Stress–kondisi the Name Specific Stress scenario, i.e., a crisis condition
krisis yang hanya dialami oleh Permata Bank (idiosyncratic); experienced by Permata Bank alone (idiosyncratic). The
Market Wide Stress–kondisi krisis yang terjadi secara luas Market Wide Stress scenario, i.e., a crisis condition that is
di pasar finansial dan mempengaruhi likuiditas industri widely happening in the financial market and affects the
perbankan; serta Combined Stress–gabungan skenario liquidity of the banking industry, and the Combined Stress
ekstrem ketika kejadian idiosyncratic dan market wide terjadi scenario, i.e., an extreme scenario in which idiosyncratic and
secara bersamaan. Hasil uji stres ini disampaikan sebagai market-wide events occur simultaneously. The stress test is
bagian dari ALCO Pack dan dapat digunakan untuk keperluan reported as part of the ALCO Pack and can be used for ICAAP,
ICAAP, evaluasi Rencana Aksi Pemulihan (Recovery Action Recovery Action Plan evaluation, and other stress tests.
Plan), maupun stress test lainnya.
Rasio Kecukupan Likuiditas (LCR) Liquidity Coverage Ratio (LCR)
Permata Bank secara berkala melaporkan perhitungan LCR Permata Bank regularly reports the calculation of LCR, which
yang sudah menjadi salah satu indikator Regulator untuk has become one of the liquidity risk regulatory indicators. In
risiko likuiditas. Pada tahun 2025, Permata Bank secara 2025, Permata Bank maintained LCR above OJK requirements,
keseluruhan dapat menjaga LCR di atas ketentuan dari OJK where most of the liquid assets owned by Permata Bank are
di mana aset likuid yang dimiliki Permata Bank mayoritas HQLA components.
merupakan komponen HQLA.
Dalam menghitung LCR pada triwulan IV/2025, Permata Bank In calculating LCR for the fourth quarter of 2025, Permata Bank
menggunakan 92 titik data dari bulan Oktober 2025 sampai uses 92 data points from October 2025 to December 2025.
dengan Desember 2025. Untuk triwulan III/2025 Permata For the third quarter of 2025, Permata Bank uses 92 data
Bank menggunakan 92 titik data dari bulan Juli 2025 sampai points from July 2025 to September 2025.
dengan bulan September 2025.
Secara individu, LCR Permata Bank mengalami kenaikan At parent level, Permata Bank’s LCR increased from 292.92%
dari 292,92% di triwulan III/2025 menjadi 296,45% di in third quarter of 2025 to 296.45% in fourth quarter of 2025 or
triwulan IV/2025 atau naik sebesar 3,53%. Kenaikan an increase of 3.53%. The majority of the increase was due to
rasio tersebut terutama disebabkan oleh kenaikan HQLA increase in HQLA of Rp13.34trillion.
sebesar Rp13,34 triliun.
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Manajemen Risiko
Risk Management
Laporan Perhitungan Kewajiban Pemenuhan Rasio Kecukupan Modal Likuiditas (Liquidity Coverage Ratio) Triwulanan
Quarterly Liquidity Coverage Ratio Calculation Report
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Individu | Bank Only
Triwulan IV 2025 | Quarter IV 2025 Triwulan III 2025 | Quarter III 2025
Nilai HQLA setelah Nilai HQLA setelah
pengurangan nilai pengurangan nilai
(haircut) atau (haircut) atau
outstanding kewajiban outstanding kewajiban
Nilai outstanding Nilai outstanding
dan komitmen dikalikan dan komitmen dikalikan
kewajiban dan kewajiban dan
tingkat penarikan tingkat penarikan
Komponen komitmen/nilai komitmen/nilai
No. (run-off rate) atau nilai (run-off rate) atau nilai
Component tagihan kontraktual tagihan kontraktual
tagihan kontraktual tagihan kontraktual
Outstanding Outstanding
dikalikan tingkat dikalikan tingkat
commitment commitment
penerimaan (inflow rate) penerimaan (inflow rate)
and liabilities/ and liabilities/
HQLA after haircut, HQLA after haircut,
contractual contractual
outstanding commitment outstanding commitment
receivables receivables
and liabilities times and liabilities times
runoff rate or contractual runoff rate or contractual
receivables times inflow receivables times inflow
rate rate
1 Jumlah data Poin yang digunakan dalam 92 hari 92 hari
perhitungan LCR 92 days 92 days
Total data Points used in the LCR calculation
High Quality Liquid Asset (HQLA)
2 High Quality Liquid Asset (HQLA) 85.653.633 72.316.474
Arus Kas Keluar | Cash Outflow
3 Simpanan nasabah perorangan dan
Pendanaan yang berasal dari nasabah Usaha
Mikro dan Usaha Kecil, terdiri dari:
Retail deposits and deposits from Micro and
Small Business customers, consist of:
a. Simpanan/Pendanaan stabil 24.800.401 1.240.020 25.297.648 1.264.882
Stable deposit/Funding
b. Simpanan/Pendanaan kurang stabil 45.019.229 4.501.923 43.102.061 4.310.206
Less stable deposit/Funding
4 Pendanaan yang berasal dari nasabah
korporasi, terdiri dari:
Wholesale Funding, consist of:
a. Simpanan operasional 67.786.781 15.940.604 58.605.076 13.641.987
Operational deposit
b. Simpanan non-operasional dan/atau 35.032.824 16.695.231 30.307.934 14.233.708
kewajiban lainnya yang bersifat non-
operasional
Non operational deposit and/or Other Non
Operational liabilities
c. Surat berharga berupa surat utang yang – – – –
diterbitkan oleh bank (unsecured debt)
Marketable securities issued by bank
5 Pendanaan dengan agunan (secured funding)
Secured funding
6 Arus kas keluar lainnya (additional
requirement), terdiri dari:
Other cash outflow (additional requirement),
consist of:
a. Arus kas keluar atas transaksi derivatif 20.880.906 20.880.906 24.139.573 24.139.573
Cash outflow from derivative transaction
b. Arus kas keluar atas peningkatan – – – –
kebutuhan likuiditas
Cash outflow from additional liquidity
requirement
c. Arus kas keluar atas kehilangan – – – –
pendanaan
Cash outflow from liquidation of funding
d. Arus kas keluar atas penarikan komitmen 9.987.295 967.559 9.332.223 901.234
fasilitas kredit dan fasilitas likuiditas
Cash outflow from disbursement of loan
commitment and liquidity facilities
e. Arus kas keluar atas kewajiban kontraktual – – – –
lainnya terkait penyaluran dana
Cash outflow from other contractual
liabilities related to placement of funds
446 PT Bank Permata Tbk Laporan Tahunan 2025
Page 449
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Individu | Bank Only
Triwulan IV 2025 | Quarter IV 2025 Triwulan III 2025 | Quarter III 2025
Nilai HQLA setelah Nilai HQLA setelah
pengurangan nilai pengurangan nilai
(haircut) atau (haircut) atau
outstanding kewajiban outstanding kewajiban
Nilai outstanding Nilai outstanding
dan komitmen dikalikan dan komitmen dikalikan
kewajiban dan kewajiban dan
tingkat penarikan tingkat penarikan
Komponen komitmen/nilai komitmen/nilai
No. (run-off rate) atau nilai (run-off rate) atau nilai
Component tagihan kontraktual tagihan kontraktual
tagihan kontraktual tagihan kontraktual
Outstanding Outstanding
dikalikan tingkat dikalikan tingkat
commitment commitment
penerimaan (inflow rate) penerimaan (inflow rate)
and liabilities/ and liabilities/
HQLA after haircut, HQLA after haircut,
contractual contractual
outstanding commitment outstanding commitment
receivables receivables
and liabilities times and liabilities times
runoff rate or contractual runoff rate or contractual
receivables times inflow receivables times inflow
rate rate
f. Arus kas keluar atas kewajiban kontijensi 9.166.649 395.144 8.586.342 366.174
pendanaan lainnya
Cash outflow from other funding related
contigencies liabilities
g. Arus kas keluar kontraktual lainnya 906.833 906.833 1.235.809 1.235.809
Other contractual cash outlow
7 Total Arus Kas Keluar 61.528.220 60.093.574
Total Cash Outflow
Arus Kas Masuk | Cash Inflow
8 Pinjaman dengan agunan – – – –
Secured lending
9 Tagihan berasal dari pihak lawan 20.880.181 11.750.287 20.472.951 11.288.771
(counterparty) yang bersifat lancar
Inflow from fully performing exposures
10 Arus kas masuk lainnya 21.662.194 20.884.741 25.036.731 24.116.697
Other cash inflow
11 Total Arus Kas Masuk 32.635.027 35.405.468
Total Cash Inflow
Total Adjusted Value*) Total Adjusted Value*)
12 Total HQLA 85.653.633 72.316.474
13 Total Arus Kas Keluar Bersih 28.893.193 24.688.107
Total Net Cash Outflows
14 LCR (%) 296,45% 292,92%
Keterangan | Note:
*)
Adjusted values dihitung setelah pengenaan pengurangan nilai (haircut), tingkat penarikan (run-off rate), dan tingkat penerimaan (inflow rate) serta batas maksimum komponen
HQLA, misalnya batas maksimum HQLA Level 2B dan HQLA Level 2 serta batas maksimum arus kas masuk yang dapat diperhitungkan dalam LCR
Adjusted values are calculated after the imposition of a reduction in value (haircut), run-off rate, and inflow rate as well as the maximum limit for HQLA components, for example
the maximum limit for HQLA Level 2B and HQLA Level 2 as well as the maximum limit of cash inflows can be taken into account in the LCR
Net Stable Funding Ratio (NSFR) Net Stable Funding Ratio (NSFR)
Sesuai ketentuan OJK, Permata Bank telah secara berkala In accordance with OJK requirements, Permata Bank has
melaporkan perhitungan NSFR sejak tahun 2018. Secara regularly reported the calculation of an NSFR since 2018.
konsisten, Permata Bank berhasil menjaga NSFR di atas Permata Bank maintained an NSFR ratio above the OJK
ketentuan yang ditetapkan oleh OJK. Hal ini menunjukan requirement, which shows that the availability of long-term
Permata Bank senantiasa menjaga ketersediaan pendanaan funding to finance long-term assets is continuously monitored.
jangka panjang untuk membiayai aset jangka panjangnya.
Secara individu, NSFR Permata Bank periode bulan Desember Individually, Permata Bank’s NSFR for the period of December
2025 dilaporkan turun sebesar 6,04% dari 132,88% menjadi 2025 decreased by 6.04% from 132.88% to 126.84%, from the
126,84%, sejak periode bulan September 2025. Penurunan September 2025 period. The decrease was due to decrease
tersebut disebabkan oleh penurunan ASF dari dana pihak in ASF from deposits balance and increase in RSF from loan
ketiga dan kenaikan RSF dari kredit. Rasio NSFR Desember balance. NSFR ratio as of December 2025 is remain above
2025 tetap berada di atas ketentuan minimum yang telah minimum requirement as set by Regulator.
ditetapkan oleh Regulator.
2025 Annual Report PT Bank Permata Tbk 447
Page 450
Manajemen Risiko
Risk Management
Tabel Pengungkapan Net Stable Funding Ratio (NSFR)
Table of Disclosure of Net Stable Funding Ratio (NSFR)
Posisi Tanggal Laporan September 2025 | Position as of September 2025 Reporting Date
Nilai Tercatat Berdasarkan Sisa Jangka Waktu
Carrying Value By Residual Maturity
Komponen ASF Total Nilai
No.
ASF Component Tanpa Jangka ≥6 bulan– Tertimbang
Waktu <6 bulan <1 tahun ≥1 tahun Weighted Value
No specified <6 months ≥6 months– ≥1 year
maturity <1 year
1 Modal | Capital: 57.350.728 – – – 57.350.728
2 Modal sesuai POJK KPMM 57.350.728 – – – 57.350.728
Regulatory capital as per POJK KPMM
3 Instrumen modal lainnya – – – – –
Other capital instruments
4 Simpanan yang berasal dari nasabah perorangan dan 36.096.019 50.179.039 1.472.631 200.352 80.423.827
pendanaan yang berasal dari nasabah usaha mikro dan
usaha kecil:
Retail deposits and deposits from micro and small
business customers:
5 Simpanan dan pendanaan stabil 23.209.576 1.735.195 66.322 159.226 23.919.764
Stable deposits
6 Simpanan dan pendanaan kurang stabil 12.886.443 48.443.844 1.406.310 41.125 56.504.063
Less stable deposits
7 Pendanaan yang berasal dari nasabah korporasi: 13.414.195 98.919.825 1.217.716 22.612 46.128.224
Wholesale funding:
8 Simpanan operasional | Operational deposits 22.939 58.827.184 – – 29.425.061
9 Pendanaan lainnya yang berasal dari nasabah korporasi 13.391.257 40.092.641 1.217.716 22.612 16.703.163
Other wholesale funding
10 Liabilitas yang memiliki pasangan aset yang saling – 3.170.834 9.810 2.893 –
bergantung
Liabilities with matching interdependent assets
11 Liabilitas dan ekuitas lainnya: 6.977.925 1.273.718 104.333 – –
Other liabilities and equity:
12 NSFR liabilitas derivatif – 104.333 –
NSFR derivative liabilities
13 Ekuitas dan liabilitas lainnya yang tidak masuk dalam 6.977.925 1.273.718 – – –
kategori di atas
All other liabilities and equity not included in the above
categories
14 Total ASF 183.902.779
Posisi Tanggal Laporan September 2025 | Position as of September 2025 Reporting Date
Nilai Tercatat Berdasarkan Sisa Jangka Waktu
Carrying Value By Residual Maturity
Komponen RSF Total Nilai
No.
RSF Component Tanpa Jangka ≥6 bulan– Tertimbang
Waktu <6 bulan <1 tahun ≥1 tahun Weighted Value
No specified <6 months ≥6 months– ≥1 year
maturity <1 year
15 Total HQLA dalam rangka perhitungan NSFR 17.605.319 10.925.594 33.805.767 24.636.595 4.392.191
Total NSFR for HQLA calculation
16 Simpanan pada lembaga keuangan lain untuk tujuan 2.619.460 – – – 1.309.730
operasional
Deposits held at other financial institutions for
operational purposes
17 Pinjaman dengan kategori lancar dan dalam perhatian – 43.835.915 11.491.236 87.158.517 115.497.958
khusus (performing):
Performing loans and securities:
18 Kepada lembaga keuangan yang dijamin dengan HQLA – – – – –
Level 1
To financial institutions secured by Level 1 HQLA
448 PT Bank Permata Tbk Laporan Tahunan 2025
Page 451
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Posisi Tanggal Laporan Desember 2025 | Position as of December 2025 Reporting Date
No. Ref. dari
Nilai Tercatat Berdasarkan Sisa Jangka Waktu
Kertas Kerja
Carrying Value By Residual Maturity
Total Nilai NSFR
Tanpa Jangka ≥6 bulan– Tertimbang Ref. Number of
Waktu <6 bulan <1 tahun ≥1 tahun Weighted Value NSFR Working
No specified <6 months ≥6 months– ≥1 year Paper
maturity <1 year
57.938.314 – – – 57.938.314
57.938.314 – – – 57.938.314 1.1
1.2
– – – – – 1.3
36.614.461 42.124.640 1.199.309 238.541 72.904.114 2
3
12.634.382 1.723.519 62.155 141.327 13.840.380 2.1
3.1
23.980.080 40.401.121 1.137.154 97.214 59.063.734 2.2
3.2
16.207.373 101.250.818 1.633.974 114.812 47.915.564 4
41.861 64.851.267 – – 32.446.564 4.1
16.165.513 36.399.551 1.633.974 114.812 15.469.000 4.2
– 3.538.369 232.468 – – 5
6.532.132 1.495.055 52.242 39.285 – 6
10 52.242 39.285 6.1
6.532.132 1.495.045 – – – 6.2 s.d. 6.5
178.757.992 7
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Posisi Tanggal Laporan Desember 2025 | Position as of December 2025 Reporting Date
No. Ref. dari
Nilai Tercatat Berdasarkan Sisa Jangka Waktu
Kertas Kerja
Carrying Value By Residual Maturity
Total Nilai NSFR
Tanpa Jangka ≥6 bulan– Tertimbang Ref. Number of
Waktu <6 bulan <1 tahun ≥1 tahun Weighted Value NSFR Working
No specified <6 months ≥6 months– ≥1 year Paper
maturity <1 year
17.360.969 23.219.853 13.064.101 27.287.127 4.248.141 1
2.741.301 – – – 1.370.650 2
– 40.744.488 16.031.828 88.759.961 118.554.163 3
– – – – – 3.1.1
2025 Annual Report PT Bank Permata Tbk 449
Page 452
Manajemen Risiko
Risk Management
Posisi Tanggal Laporan September 2025 | Position as of September 2025 Reporting Date
Nilai Tercatat Berdasarkan Sisa Jangka Waktu
Carrying Value By Residual Maturity
Komponen RSF Total Nilai
No.
RSF Component Tanpa Jangka ≥6 bulan– Tertimbang
Waktu <6 bulan <1 tahun ≥1 tahun Weighted Value
No specified <6 months ≥6 months– ≥1 year
maturity <1 year
19 Kepada lembaga keuangan yang dijamin bukan dengan – 5.762.531 1.005.284 2.530.792 3.897.814
HQLA Level 1 dan pinjaman kepada lembaga keuangan
tanpa jaminan
To financial institutions secured by non-Level 1 HQLA and
unsecured performing loans to financial institutions
20 Kepada perusahaan non-keuangan, nasabah – 24.820.396 10.434.407 65.269.274 73.106.284
perorangan dan nasabah usaha mikro dan usaha kecil,
pemerintah Indonesia, pemerintah negara lain, Bank
Indonesia, bank sentral negara lain, dan entitas sektor
publik, yang di antaranya:
To non-financial corporate clients, retail and small
business customers, government of Indonesia, other
sovereigns, Bank Indonesia, other central banks, and
pubic sector entities, of which:
21 Memenuhi kualifikasi untuk mendapat bobot risiko 35% – 3.491.644 2.513.485 9.664.365 9.284.402
atau kurang, sesuai SE OJK ATMR untuk risiko kredit
Meet a risk weight of less than or equal to 35% under SE
OJK RWA for credit risk
22 Kredit beragun rumah tinggal yang tidak sedang – 16.683 51.545 18.284.154 15.575.644
dijaminkan, yang di antaranya:
Unpledged residential mortgages, of which:
23 Memenuhi kualifikasi untuk mendapat bobot risiko 35% – 8.080 27.778 9.360.893 6.102.509
atau kurang, sesuai SE OJK ATMR untuk risiko kredit
Meet a risk weight of less than or equal to 35% under SE
OJK RWA for credit risk
24 Surat Berharga yang tidak sedang dijaminkan, tidak – 13.236.305 – 1.074.297 7.531.305
gagal bayar, dan tidak masuk sebagai HQLA, termasuk
saham yang diperdagangkan di bursa
Securities that are unpledged, not in default and do not
qualify as HQLA, including exchange-traded equities
25 Aset yang memiliki pasangan liabilitas yang saling – 3.170.834 9.810 2.893 –
bergantung
Assets with matching interdependent liabilities
26 Aset lainnya | Other assets: 8.233.388 50.947 56.985 7.335.000 15.693.160
27 Komoditas fisik yang diperdagangkan, termasuk emas – – –
Physical traded commodities, including gold
28 Kas, surat berharga dan aset lainnya yang dicatat – – – –
sebagai initial margin untuk kontrak derivatif dan kas
atau aset lain yang diserahkan sebagai default fund
pada central counterparty (CCP)
Cash, securities and other assets posted as initial margin
for derivative contracts or contributions to default funds
of central counterparty (CCP)
29 NSFR aset derivatif | NSFR derivative assets – 12.731 – 48.522 61.253
30 NSFR liabilitas derivatif sebelum dikurangi dengan – 27.778 21.137 65.755
variation margin
NSFR derivative liabilities before deduction of variation
margin posted
31 Seluruh aset lainnya yang tidak masuk dalam kategori 8.233.388 38.215 29.208 7.265.341 15.566.151
di atas
All other assets not included in the above categories
32 Rekening Administratif | Off-balance sheet items – 14.350.976 11.162.713 34.505.253 1.500.474
33 Total RSF 310.957.200 138.393.512
34 Rasio Pendanaan Stabil Bersih (%) – 132,88%
Net Stable Funding Ratio (%)
450 PT Bank Permata Tbk Laporan Tahunan 2025
Page 453
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Posisi Tanggal Laporan Desember 2025 | Position as of December 2025 Reporting Date
No. Ref. dari
Nilai Tercatat Berdasarkan Sisa Jangka Waktu
Kertas Kerja
Carrying Value By Residual Maturity
Total Nilai NSFR
Tanpa Jangka ≥6 bulan– Tertimbang Ref. Number of
Waktu <6 bulan <1 tahun ≥1 tahun Weighted Value NSFR Working
No specified <6 months ≥6 months– ≥1 year Paper
maturity <1 year
– 4.558.863 2.985.013 2.348.398 4.524.734 3.1.2
3.1.3
– 22.920.442 12.971.405 68.152.867 75.875.860 3.1.4.2
3.1.5
3.1.6
– 4.521.209 3.435.977 8.647.915 9.599.738 3.1.4.1
– 19.565 56.127 17.484.558 14.899.720 3.1.7.2
– 9.987 37.724 9.753.518 6.363.642 3.1.7.1
– 13.245.618 19.283 774.138 7.290.468 3.2
– 3.538.369 232.468 – – 4
7.844.325 18.304 39.344 7.429.249 15.331.838 5
– – – 5.1
– – – – 5.2
– – – – – 5.3
– 31.906 13.707 46.228 5.4
7.844.325 18.304 7.438 7.415.543 15.285.610 5.5 s.d. 5.12
– 15.780.778 14.522.998 26.590.953 1.422.368 12
305.206.417 140.927.160 13
– 126,84% 14
2025 Annual Report PT Bank Permata Tbk 451
Page 454
Manajemen Risiko
Risk Management
Aset Terikat (ENC) Encumbered Asset (ENC)
Sesuai dengan ketentuan OJK, Permata Bank telah melakukan In accordance with the OJK regulations, Permata Bank
pengklasifikasian aset dalam laporan keuangan. Per tanggal has classified its assets in the financial statements. As of
31 Desember 2025, Permata Bank memiliki aset yang 31 December 2025, Permata Bank has assets classified
diklasifikasikan sebagai aset terikat secara rata-rata sebesar as encumbered assets on average balance amounting to
Rp1,28 triliun dalam bentuk transaksi Repo. Rp1.28 trillion in Repo transaction.
Pengungkapan Aset Terikat (ENC)–Bank secara Individu
Disclosure of Encumbered Asset–Bank Only
dalam jutaan Rupiah | in millions of Rupiah
a b c d
Aset yang Disimpan atau
Diperjanjikan dengan
Aset Bank Sentral, namun Aset Tidak
Aset Terikat
Asset Belum Digunakan untuk Terikat
Encumbered Total
Menghasilkan Likuiditas Unencumbered
Asset
Asset Placed or Pledged to Asset
Central Bank but Yet to be
Used to Create Liquidity
Kas | Cash – – 6.316.222 6.316.222
Penempatan pada Bank Indonesia – 8.782.525 – 8.782.525
Placement with Bank Indonesia
SBI, SBIS, SDBI, SDBIS – – – –
Surat Berharga Bank Indonesia – – 68.825.357 68.825.357
Bank Indonesia Marketable Securities
Reverse Repo Counterparty BI – 3.012.126 – 3.012.126
Reverse Repo – – – –
Repo *)
(1.282.597) – – (1.282.597)
Analisis Kualitatif | Qualitative Analysis
• Terdapat kenaikan pada Kas sebesar Rp2,3 triliun, Surat Berharga Pemerintah sebesar Rp6,8 triliun serta Reverse Repo BI sebesar Rp2,4 triliun (average
balance) walaupun terdapat penurunan Penempatan pada BI sebesar Rp1,2 triliun (average balance) dibandingkan dengan Triwulan II 2025.
There are increasing balance in Cash of Rp2.3 trillion, Government Bonds of Rp6.8 trillion, Reverse Repo BI of Rp2.4 trillion (average balance) while
decreasing in Placement to BI of Rp1.2 trillion (average balance) compared to Q2 2025 position.
• Pelaporan ini mengacu pada POJK No. 37/POJK.03/2019 dan SE OJK No. 9/SEOJK.03/2020 tentang Transparansi dan Publikasi Laporan Bank.
This reporting refers to POJK No. 37/POJK.03/2019 and SE OJK No. 9/SEOJK.03/2020 about transparency and publication of the bank reports.
Keterangan | Note:
*)
Merupakan transaksi repo yang menggunakan agunan reverse repo
This constitutes a repo transaction utilizing reverse repo collateral
4. Risiko Operasional 4. Operational Risk
Risiko Operasional adalah risiko akibat ketidakcukupan dan/ Operational Risk is the risk due to inadequate and/or
atau tidak berfungsinya proses internal, kesalahan manusia, malfunctioning internal processes, human error, system failure,
kegagalan sistem, dan/atau adanya kejadian-kejadian and/or external events that affect the Bank’s operations. It
eksternal yang mempengaruhi operasional Bank. Risiko includes legal risk arising from, among others, exposure to
hukum termasuk risiko operasional yang timbul antara lain fines, penalties, and/or sanctions resulting from supervisory
karena eksposur terhadap denda, penalti, dan/atau hukuman actions and civil settlements, but does not include strategic
yang diakibatkan oleh tindakan pengawasan (supervisory risk and reputational risk.
action) maupun penyelesaian secara perdata, namun tidak
termasuk risiko stratejik dan risiko reputasi.
452 PT Bank Permata Tbk Laporan Tahunan 2025
Page 455
Permata Bank memiliki Kerangka Kerja Manajemen Risiko Permata Bank has an Operational Risk Management
Operasional yang digunakan sebagai panduan menyeluruh Framework, which is a comprehensive guide for the Board of
bagi Direksi, Dewan Komisaris, Dewan Pengawas Syariah, Directors, Board of Commissioners, Sharia Supervisory Board,
Pejabat Eksekutif, dan seluruh karyawan Bank. Executive Officers and all Bank’s employees.
Dalam mengimplementasikan kerangka kerja risiko In implementing an operational risk framework, there are four
operasional, terdapat empat landasan yang digunakan: foundations used:
1. Struktur tata kelola yang jelas dan memadai. 1. Clear and adequate governance structure.
2. Kebijakan dan prosedur yang memadai. 2. Adequate policies and procedures.
3. Membangun kesadaran budaya dan risiko. 3. Building cultural and risk awareness.
4. Risk Appetite. 4. Risk Appetite.
Permata Bank juga memiliki Kebijakan Risiko Operasional Permata Bank also has an Operational Risk Policy which
yang digunakan: is used:
• Sebagai pedoman implementasi kerangka kerja yang • As a guideline for implementing the framework that will be
akan diikuti oleh Permata Bank dalam mengelola risiko followed by Permata Bank in managing operational risks.
operasional. Pengelolaan risiko operasional merupakan Operational risk management is an integrated part of the
bagian terintegrasi dari kegiatan manajemen risiko Bank Bank’s overall risk management activities and concerns
secara keseluruhan dan menyangkut seluruh fungsi dan all the Bank’s functions and personnel.
personel Bank.
• Sebagai pedoman alat manajemen risiko operasional • As a guideline for operational risk management tools for
untuk identifikasi, evaluasi, pengukuran, pemantauan, dan identification, evaluation, measurement, monitoring, and
pelaporan seluruh risiko operasional yang terkait dengan reporting all operational risks related to activities carried
kegiatan yang dilakukan oleh Permata Bank. out by Permata Bank.
Risk appetite dan risk tolerance dikaji oleh Risk Framework Risk appetite and risk tolerance are reviewed by the Risk
Owner (RFO) minimal setahun sekali, dan disetujui oleh Direksi Framework Owner (RFO) at minimum once a year and must be
dan Dewan Komisaris. Setiap pelanggaran risk appetite dan approved by the BOD and the BOC. Any breach of risk appetite
risk tolerance dieskalasi ke tingkat Dewan Komisaris dan/atau and risk tolerance are escalated up to the BOC and/or its
Komite Dewan Komisaris terkait seperti KPR. related BOC Committee level, such as the RMOC.
Tata Kelola dan Organisasi Manajemen Risiko Operational Risk Governance and Organization
Operasional
Bank berusaha memastikan bahwa risiko operasional The Bank seeks to ensure that key operational risks are
utama dikelola secara tepat waktu dan efektif melalui managed in a timely and effective manner through a
kerangka kebijakan, prosedur dan alat identifikasi risiko untuk framework of policies, procedures, and risk identification tools
mengidentifikasi, menilai, memantau, mengendalikan dan to identify, assess, monitor, control, and report such risks.
melaporkan risiko tersebut.
Tata kelola risiko operasional dilakukan melalui komite risiko Operational risk governance is carried out through operational
operasional di berbagai tingkat, yaitu tingkat Unit, tingkat risk committees at various levels, namely: Unit level, business/
bisnis/fungsional (Direktorat), dan tingkat bankwide. functional level (Directorate), and bankwide level.
Pada tingkat Unit, terdapat Komite Risiko Operasional Tingkat At the Unit level, there is a Unit Level Operational Risk
Unit (UORC). Committee (UORC).
Sementara di tingkat Direktorat, terdapat Komite Risiko Meanwhile, at the Directorate level, there is a Business/
Operasional Bisnis/Fungsional (B/FORC), isu-isu berdasarkan Functional Operational Risk Committee (B/FORC), issues
severity-nya dieskalasi mengikuti struktur organisasi untuk based on their severity are escalated following the
penyelesaian, pemantauan, dan pelaporan kepada komite organizational structure for resolution, monitoring and
risiko operasional di tingkat berikutnya. reporting to the operational risk committee at the next level.
2025 Annual Report PT Bank Permata Tbk 453
Page 456
Manajemen Risiko
Risk Management
Operational Risk Committee (ORC) merupakan komite The Operational Risk Committee (ORC) is the primary
utama yang bertanggung jawab mengelola dan mengawasi committee that is responsible for managing and overseeing
penerapan manajemen risiko operasional di Bank. Secara the implementation of operational risk management in the
struktur organisasi, ORC diketuai oleh Direktur Risiko, dengan Bank. In terms of organizational structure, the ORC is chaired
semua Direksi sebagai anggotanya. by the Risk Director, with the Board of Directors as members.
Struktur tata kelola risiko operasional diterapkan untuk The operational risk governance structure is implemented
mengawasi pengelolaan risiko operasional dan memastikan to oversee the management of operational risks and ensure
kepatuhan terhadap kebijakan dan peraturan yang berlaku. compliance with applicable policies and regulations.
Tata kelola tersebut menetapkan akuntabilitas yang jelas Governance establishes clear accountability over who owns
atas siapa yang memiliki risiko dalam domain risiko masing- the risks in the respective risk domains, as well as clear risk
masing serta aturan eskalasi risiko yang jelas berdasarkan escalation rules based on the materiality, impacts, and status
materialitas, dampak, dan status risiko. Hal ini untuk of the risks. It ensures that an effective process is in place for
memastikan bahwa proses yang ada telah efektif untuk the execution of the operational risk controls and mitigation
pengendalian risiko operasional, dan rencana tindakan plans and that risks are managed within the risk appetite.
mitigasi dan risiko telah dikelola sesuai risk appetite.
Risiko operasional signifikan yang dikategorikan sebagai Significant operational risks categorized as ‘Moderate,’
‘Moderate’, ‘Moderate to High’, dan ‘High’ dieskalasi ke ‘Moderate to High’, and ‘High’ risks are escalated to the ORC,
ORC, dengan eskalasi lebih lanjut ke KMR dan pelaporan with further escalation to the RMC and reported to the RMOC.
kepada KPR.
Selanjutnya, laporan yang ditujukan untuk ORC juga Furthermore, reports directed to ORC also include monitoring
mencakup pemantauan operational risk tolerance, data/ operational risk tolerance, operational loss data/trends,
tren kerugian operasional, key risk indicator, hasil pengujian key risk indicators, Key Control Self Assessment (KCSA) test
Key Control Self Assessment (KCSA), Emerging risk, analisis results, emerging risks, analysis of events/issues recorded
even/isu yang tercatat pada Operational Risk Management in Operational Risk Management System (ORMS), and also
System (ORMS), dan juga temuan audit baik internal maupun significant audit findings from both internal and external
eksternal (Regulator dan/atau pihak lain) yang signifikan. parties (Regulators and/or other parties).
Siklus Manajemen Risiko Operasional Operational Risk Management Cycle
Identifikasi Risiko Operasional Operational Risk Identification
Bank terus mengidentifikasi risiko operasional dengan The Bank continuously identifies operational risk by
mempertimbangkan lanskap peraturan yang berkembang, considering the evolving regulatory landscape, business
perubahan model bisnis, perkembangan industri, dan model changes, industry developments, and evolving threats
ancaman yang berkembang ketika menentukan apakah when determining whether the Bank faces any new risk. Once
Bank menghadapi risiko baru. Setelah risiko diidentifikasi, risks are identified, the Process Owner must then identify
Pemilik Proses kemudian wajib mengidentifikasi kontrol yang the specific controls in place to manage each risk. Controls
harus tersedia untuk mengelola risiko tersebut. Kontrol adalah are activities that are performed or processes to mitigate or
aktivitas yang dilakukan atau proses yang digunakan untuk reduce the risk.
memitigasi atau mengurangi risiko.
Metodologi Pengukuran Risiko Operasional Operational Risk Measurement
Bank mengukur risiko operasional dengan menggunakan The Bank measures its operational risk using the Operational
Operational Risk Grading Matrix, yang mensyaratkan Risk Grading Matrix, which requires a determination of the
penentuan tingkat dampak dan probabilitas risiko yang impact and likelihood of the identified risk. It requires the
teridentifikasi. Proses ini mencakup pengukuran risiko kotor measurement of gross risk as well as residual risk. Gross Risk
(gross) maupun risiko residual. Gross Risk (GR) mencerminkan (GR) is an expression of the impact and likelihood arising as
dampak dan kemungkinan yang timbul sebagai konsekuensi a consequence of the business activity in the absence of any
dari aktivitas bisnis tanpa adanya pengendalian atau mitigasi, control/mitigation, while Residual Risk (RR) is an expression
454 PT Bank Permata Tbk Laporan Tahunan 2025
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sedangkan Residual Risk (RR) mencerminkan dampak dan of the impact and likelihood that a risk will crystallize after
kemungkinan risiko yang tetap ada setelah diterapkan offsetting control/mitigation.
pengendalian atau mitigasi.
Pemantauan Risiko Operasional Operational Risk Monitoring
Kejadian Risiko Operasional dan Peringkat Risiko di atas ‘Low Operational Risk Events and Risk Ratings that exceed the Low to
to Moderate’ menunjukkan bahwa Bank tidak beroperasi pada Moderate threshold indicate that the Bank is operating outside
batas toleransi yang diinginkan. Dalam kondisi tersebut, isu its desired tolerance levels. In such circumstances, the issue
harus dieskalasikan ke ORC untuk memastikan pelaksanaan must be escalated to the ORC to ensure the implementation
kontrol dan tindakan perbaikan yang diperlukan guna of the necessary controls and corrective actions aimed at
menurunkan peringkat risiko agar tetap berada dalam risk reducing the risk rating so that it remains within the Bank’s risk
appetite Bank, atau melalui tindakan mitigasi lain, termasuk appetite, or through other mitigation measures, including the
pembatasan kegiatan bisnis. restriction of business activities.
Jika setelah memperhitungkan semua tindakan mitigasi, If, after taking all mitigation measures into account, the risk
peringkat risiko masih memiliki risiko residual di level rating continues to result in a residual risk at the Moderate
Moderate atau lebih tinggi, maka perlu menyiapkan laporan level or higher, a Residual Risk Acceptance (RRA) report must
Residual Risk Acceptance (RRA). be prepared.
Mekanisme Pengendalian Risiko Operasional Operational Risk Controlling (Mitigation)
Permata Bank memitigasi risiko operasional dengan Permata Bank mitigates operational risks by defining,
mendefinisikan, mendokumentasikan, dan memperbarui documenting, and updating workflow processes in existing
proses alur kerja pada bisnis dan fungsi yang ada. Penetapan businesses and functions. Clear determination of tasks and
tugas dan tanggung jawab yang jelas dalam setiap alur responsibilities in each process flow by adhering to an internal
proses dengan menganut sistem internal kontrol dengan control system that adheres to the main principle of separating
berpegang pada prinsip utama yaitu memisahkan fungsi business functions from recording and monitoring functions.
bisnis dari fungsi pencatatan dan fungsi pemantauan.
Mitigasi risiko operasional dilakukan melalui beberapa upaya, Operational risk mitigation is carried out through, among other
antara lain: things:
• Pemilik kebijakan atau prosedur memastikan bahwa • Policy or procedure owners ensure that the control over
kontrol atas kebijakan atau prosedur yang diterbitkan the policy or procedure issued takes into account the
sudah mempertimbangkan adanya mekanisme kontrol existence of adequate control mechanisms, including
yang memadai termasuk memastikan bahwa kontrol ensuring that the control is running effectively.
tersebut sudah berjalan secara efektif.
• Pemilik proses mengidentifikasikan risiko operasional • Process owners identify operational risks in each process,
dalam setiap proses termasuk menilai, memantau, dan including assessing, monitoring, and mitigating them.
memitigasinya.
• Divisi Operational Risk Management membuat program • The Operational Risk Management Division develops
risk culture and awareness untuk meningkatkan a risk culture and awareness program to improve risk
budaya risiko dan memantau pencapaian program ini culture and monitors the achievements of this program on
secara bulanan. a monthly basis.
• Divisi Operational Risk Management melakukan kajian • The Operational Risk Management Division reviews
atas kebijakan dan prosedur untuk memastikan kontrol policies and procedures to ensure controls are adequate.
sudah memadai.
• Divisi Operational Risk Management melakukan kajian • The Operational Risk Management Division conducts a
atas langkah tindak lanjut beserta mitigasi untuk kejadian review of follow-up and mitigation steps for operational
risiko operasional dengan rating ‘Moderate’ ke atas. risk events with a rating of ‘Moderate’ and above.
• Divisi Operational Risk Management juga melakukan • The Operational Risk Management Division also
kajian atas kecukupan pengujian kontrol utama atau conducts a review of the adequacy of key control testing
Key Control Self-Assessment (KCSA) yang dibuat oleh or Key Control Self-Assessment (KCSA) made by the
bisnis/fungsi. business/function.
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Manajemen Risiko
Risk Management
• Penerapan Residual Risk Acceptance, yaitu apabila • Implementation of Residual Risk Acceptance, where if an
suatu isu/kejadian risiko terjadi maka dilakukan penilaian issue/risk event occurs then an assessment is carried out
berdasarkan Matriks Grading Risiko Operasional, dan based on the Operational Risk Grading Matrix, and if the
apabila risiko residual atas isu/kejadian risiko tersebut residual risk of the issue/risk event exceeds the Bank’s
melebihi selera risiko (di atas ‘Low to Moderate’) risk appetite (above ‘Low to Moderate’) then mitigation
Bank maka tindakan mitigasi yang diperlukan untuk actions are required to maintain residual risk in the Bank’s
mempertahankan risiko residual dalam risk appetite risk appetite must be approved by the Operational Risk
Bank wajib disetujui oleh Komite Risiko Operasional. Committee. This risk mitigation can be done through risk
Penanganan mitigasi risiko ini dapat dilakukan melalui transfer (insurance) or other steps necessary to minimize
transfer risk (asuransi) atau langkah-langkah lain yang risk exposure.
diperlukan untuk meminimalkan eksposur risiko.
• Divisi Operational Risk Management melakukan • The Operational Risk Management Division monitors the
pemantauan atas residual risk acceptance yang disetujui residual risk acceptance approved at the Bank.
di Bank.
• Setiap Direktorat melakukan kaji ulang secara berkala • Each Directorate carries out regular reviews of its Key
atas Key Control Self-Assessment dan Key Risk Indicator Control Self-Assessment and Key Risk Indicators.
yang dimilikinya.
Pengendalian risiko juga dilakukan dengan melakukan Risk control is also carried out by monitoring the follow-up on
pemantauan atas tindak lanjut atas kejadian risiko dan risk events and internal/external audit findings.
temuan audit internal/eksternal.
Untuk menjaga kemampuan Bank dalam menjalankan To maintain the Bank’s ability to continue running Critical
Layanan Bisnis Kritis selama kejadian stres yang dapat Business Services during stress event that may disrupt the
mengganggu kelangsungan layanan tersebut, Bank harus continuity of those services, the Bank has to document
mendokumentasikan informasi yang berisi serangkaian information containing a series of planned and coordinated
aktivitas yang telah direncanakan dan dikoordinasikan, yang activities that guides the Bank in responding to disruption/
menjadi panduan bagi Bank dalam merespons gangguan/ disasters and in resuming, recovering, and restoring
bencana serta dalam melanjutkan, memulihkan, dan operational activities and services to customers within
mengembalikan aktivitas operasional serta layanan kepada acceptable timeframe in the form of the Business Continuity
nasabah dalam jangka waktu yang dapat diterima, dalam Plan (BCP) and Disaster Recovery Plan (DRP). These plans are
bentuk Business Continuity Plan (BCP) dan Disaster Recovery tested at a minimum on an annual basis.
Plan (DRP). Rencana-rencana ini diuji setidaknya satu kali
dalam setahun.
Laporan Risiko Operasional Operational Risk Report
Laporan profil risiko operasional setiap triwulan yang Quarterly operational risk profile report submitted to OJK
disampaikan kepada OJK yang berisi Tingkat Risiko Inheren contains the level of Inherent Risk and Quality of Risk
dan Kualitas Penerapan Manajemen Risiko, profil risiko Management Implementation. The Bank’s operational risk
operasional Bank dilaporkan kepada Komite Manajemen profile is also reported to the Risk Management Committee
Risiko (KMR) dan Komite Pemantau Risiko (KPR). (RMC) and Risk Monitoring Committee (RMOC).
Bank juga memiliki pelaporan rutin internal atas manajemen The Bank also has routine internal reporting on operational
risiko operasional dilakukan setiap bulan ke Komite Risiko risk management carried out every month to the Operational
Operasional, KMR, dan KPR. Risk Committee, RMC, and RMOC.
Ruang lingkup dan cakupan laporan tersebut, adalah sebagai The scope and coverage of the report is as follows:
berikut:
• Material Risk Event/Issue: Event/Issue Risiko Operasional • Material Risk Event/Issue: Operational Risk Event/Issue
dengan rating ‘Moderate’ dan lebih tinggi. with a ‘Moderate’ rating and higher.
• Pemantauan Operational Risk Tolerance. • Operational Risk Tolerance Monitoring.
• Data/Tren Kerugian Operasional. • Operational Loss Data/Trend.
• Key Risk Indicator (KRI). • Key Risk Indicator (KRI).
456 PT Bank Permata Tbk Laporan Tahunan 2025
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• Analisis Event/Issue. • Event/Issue Analysis.
• Hasil Pengujian Key Control Self-Assessment. • Key Control Self-Assessment Test Results.
• Emerging Risk (jika ada). • Emerging Risk (if any).
• Temuan audit baik dari internal ataupun eksternal • Significant audit findings from both internal and external
(Regulator dan/atau pihak lain) yang signifikan. (Regulators and/or other parties).
Permata Bank memiliki database laporan kerugian Permata Bank has an operational loss report database,
operasional dan setiap kerugian operasional yang where every identified operational loss must be recorded
diidentifikasi harus dicatat pada ORMS secara tepat in the Operational Risk Management System (ORMS) in a
waktu. Pencatatan kerugian operasional pada sistem telah timely manner. Recording of operational losses in the system
mencakup tanggal kejadian risiko, tanggal identifikasi, tanggal includes the date of risk occurrence, date of identification, date
dibukukan ke dalam General Ledger Kerugian Operasional, recorded in the General Ledger of Operational Losses, amount
jumlah kerugian bruto, nilai pemulihan, detail kejadian, analisis of gross loss, recovery value, details of the incident, root cause
akar permasalahan, dan tindakan perbaikan yang dilakukan. analysis, and corrective actions taken. The Operational Risk
Satuan Kerja Manajemen Risiko Operasional terlibat dalam Management Unit is involved in conducting regular reviews
melakukan kajian dan pemantauan secara berkala atas and monitoring of operational loss reporting in ORMS.
pelaporan kerugian operasional pada ORMS.
Permata Bank memiliki panduan penyusunan laporan Permata Bank also has a guideline in preparing operational
kerugian operasional yang mengatur proses analisis dan loss reports, which regulates the process of analyzing and
pelaporan kerugian operasional setiap bulan kepada reporting operational losses every month to the Operational
Komite Risiko Operasional. Laporan kerugian operasional Risk Committee. The operational loss report groups operational
mengelompokkan data kerugian operasional dalam tujuh loss data into seven Basel categories by displaying the amount
kategori Basel dengan menampilkan jumlah serta tren and trend of gross loss and net loss.
kerugian bruto dan kerugian neto.
Masih dalam lingkup pengelolaan risiko operasional, Still within the scope of operational risk, the Bank
Bank juga telah memiliki kerangka manajemen risiko has also established an information security risk
keamanan informasi. management framework.
Risiko Keamanan Informasi Information Security Risk
Risiko keamanan informasi didefinisikan sebagai potensi Information security risk is defined as a potential loss due to
kerugian akibat pelanggaran kerahasiaan, integritas, a breach of confidentiality, integrity, and availability of the
dan ketersediaan sistem informasi dan aset Bank melalui Bank’s information system and assets through cyber-attacks,
serangan dunia maya, aktivitas orang dalam, kesalahan, atau insider activities, errors, or control failures.
kegagalan kontrol.
Risiko keamanan informasi dapat menyebabkan kerugian Information security risks might cause losses to customers
bagi nasabah dan berdampak pada reputasi, teguran dari and pose impacts on the Bank’s reputation, reprimands from
Regulator, kerugian keuangan, litigasi dan/atau potensi Regulators, financial losses, litigation, and/or potential failure,
kegagalan Bank, serta dapat mempengaruhi situasi pasar and affect financial markets and the broader economy.
keuangan dan perekonomian yang lebih luas.
Risiko keamanan informasi dapat terjadi karena akses yang Information security risks may occur due to unauthorized
tidak sah, penggunaan, pengungkapan, gangguan, modifikasi, access, use, disclosure, tampering, modification, or destruction
atau penghancuran informasi dan/atau sistem informasi. of information and/or information systems.
Organisasi Manajemen Risiko Keamanan Informasi Information Security Risk Management Organization
Pada prinsipnya, pengelolaan risiko keamanan informasi In principle, managing information security risk is the
merupakan tanggung jawab seluruh karyawan Permata Bank responsibility of all Permata Bank employees, along with the
berikut jajaran Dewan Komisaris dan Direksi. Board of Commissioners and the Board of Directors.
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Manajemen Risiko
Risk Management
Manajemen risiko keamanan informasi dikelola oleh Divisi Information security risk management is managed by the
Information Security Risk Management di bawah Direktorat Information Security Risk Management Division under the Risk
Risiko yang berperan sebagai Lini Kedua, bekerja sama Directorate as the Second Line Role in collaboration with the
dengan Departemen Cybersecurity Operations di bawah Cybersecurity Operations Department under the Technology
Direktorat Technology sebagai Lini Pertama. Kedua unit ini Directorate as the First Line Role which coordinates with
berkoordinasi dengan unit-unit terkait dalam melaksanakan related units in risk management, monitoring and evaluating
manajemen risiko, memantau serta mengevaluasi indikator- related indicators, as well as escalating to the related Risk
indikator kunci, dan melakukan eskalasi kepada Komite Risiko Committee for matters that have information security risk
terkait atas seluruh eksposur risiko keamanan informasi dan exposure and information security incidents.
insiden yang terjadi.
Kebijakan Manajemen Risiko Keamanan Informasi Information Security Risk Management Policy
Bank berusaha untuk meminimalkan dampak risiko The Bank strives to minimize the impact of information security
keamanan informasi pada sistem informasi, proses, risk on our information systems, processes, people, and third-
sumber daya manusia, dan keterlibatan pihak ketiga serta party involvement while ensuring control effectiveness on
memastikan efektivitas kontrol pada keamanan informasi information security to support the Bank’s strategic objectives,
untuk mendukung tujuan strategis Bank sambil menjaga while maintaining the information security risk impact at a
dampak risiko keamanan informasi seminimal mungkin. minimum.
Bank juga bertanggung jawab untuk mengelola risiko The Bank is also responsible for managing information security
keamanan informasi sesuai dengan hukum dan peraturan risks in accordance with applicable laws and regulations.
yang berlaku.
Strategi Manajemen Risiko Keamanan Informasi Information Security Risk Management Strategy
Risiko keamanan informasi hadir dalam seluruh aktivitas Information security risks are present in the daily business
operasional bisnis Bank maupun dalam kegiatan pribadi, operations of the Bank, as well as in personal activities, thus
sehingga setiap individu diharapkan memiliki tingkat demanding high information security risk awareness by each
kesadaran risiko yang tinggi terhadap situasi yang dapat individual regarding situations that may lead to information
menimbulkan insiden keamanan informasi, baik secara online security incidents both online and offline.
maupun offline.
Melalui upaya edukasi dan sosialisasi yang Through continuous education and socialization efforts,
berkesinambungan, Bank dapat menanamkan dan the Bank can instill and develop a culture of information
mengembangkan budaya kesadaran risiko keamanan security risk awareness supported by the implementation of
informasi yang didukung dengan penerapan kebijakan information security policies and the utilization of information
keamanan informasi dan pemanfaatan teknologi security technologies.
keamanan informasi.
Bank menerapkan program kesadaran keamanan informasi The Bank implements an Information Security Awareness
secara berkala terhadap pihak internal yang dilaksanakan program for internal parties, which is carried out regularly to
secara rutin guna meningkatkan kewaspadaan dan increase the vigilance and alertness of all internal parties of
kesigapan seluruh pihak internal Bank terhadap ancaman the Bank against cyber threats that continue to grow in terms
siber yang terus berkembang dari sisi intensitas maupun of intensity and complexity of attacks.
kompleksitas serangannya.
458 PT Bank Permata Tbk Laporan Tahunan 2025
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Bank juga melakukan penilaian tingkat keamanan siber secara The Bank conducts periodic cybersecurity level assessments
periodik sesuai ketentuan SEOJK No. 29/SEOJK.03/2022 in accordance with SEOJK No. 29/SEOJK.03/2022 regarding
mengenai Ketahanan dan Keamanan Siber bagi Bank Umum. Cyber Resilience and Security for Commercial Banks. The
Ruang lingkup penilaian tingkat keamanan siber meliputi scope of cybersecurity assessment includes assessment of
penilaian risiko inheren terkait keamanan siber dan penilaian inherent risks related to cybersecurity and assessment of
tingkat maturitas keamanan siber. cybersecurity maturity level.
Saat ini, Bank telah memiliki sertifikasi berstandar The Bank currently holds ISO 27001 certification, an
internasional ISO 27001 tentang sistem manajemen internationally recognized standard for information security
keamanan informasi (Information Security Management management systems. The certification signifies the Bank’s
System/ISMS). Kepemilikan sertifikat ini mencerminkan commitment to protecting customer data and services.
komitmen Bank dalam melindungi data dan layanan nasabah
secara menyeluruh.
Mekanisme Identifikasi dan Pengendalian Risiko Keamanan Identification and Control Mechanism of Information
Informasi Security Risk
Manajemen risiko keamanan informasi dilakukan melalui Information security risk management is carried out through
proses identifikasi, pengukuran, pemantauan dan a process of identification, measurement, monitoring, and
pengendalian risiko didukung oleh teknologi terkait keamanan risk control supported by technology related to information
informasi. Dalam proses identifikasi, seluruh segmen bisnis security. In the identification process, all business and non-
dan non-bisnis perlu untuk mengidentifikasi dan menganalisis business segments need to identify and analyze the factors
faktor-faktor yang dapat menyebabkan munculnya risiko that can lead to the emergence of information security risks in
keamanan informasi di dalam produk, layanan, proses serta the products, services, processes, and information technology
teknologi informasi yang digunakan yang berdampak kepada used, which have an impact on Permata Bank’s information
eksposur risiko keamanan informasi Permata Bank dengan security risk exposure. The consideration factors are:
faktor yang menjadi pertimbangan utama adalah:
• Faktor Kerahasiaan. • Confidentiality Factor.
• Faktor Integritas. • Integrity Factor.
• Faktor Ketersediaan. • Availability Factor.
Penerapan Basel dalam Risiko Operasional Basel Implementation for Operational Risk
Permata Bank telah menyelaraskan kerangka risiko Permata Bank has aligned its framework to meet the
operasionalnya agar dapat memenuhi persyaratan Basel standard requirements. In line with OJK regulations,
standar Basel. Sejalan dengan peraturan OJK, Permata Permata Bank calculates the operational RWA using the
Bank menghitung ATMR operasional menggunakan Standardized Approach.
Pendekatan Standar.
Tabel berikut menunjukkan perhitungan ATMR Permata The following table presents Permata Bank’s RWA calculation
Bank untuk risiko operasional dengan menggunakan for operational risk under the Standardized Approach:
Pendekatan Standar:
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Manajemen Risiko
Risk Management
Laporan Data Kerugian Historis–Bank secara Individu
Historical Loss Data Reports–Bank Only
Laporan Tahun | Report Year: 2025
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
a b c d e f g h i j k
Rata-
Keterangan rata 10
No.
Description T T-1 T-2 T-3 T-4 T-5 T-6 T-7 T-8 T-9 tahun
10 years
average
Batasan minimum untuk suatu kejadian kerugian operasional (loss event) sebesar Rp300.000.000,00 (tiga ratus juta Rupiah) atau lebih
Minimum limit for an operational loss event of Rp300,000,000.00 (three hundred millions of Rupiah) or more
1 Jumlah kerugian 2.994 6.329 4.126 5.309 21.647 2.208 1.824 5.244 18.216 6.335 7.423
operasional bersih setelah
memperhitungkan
nilai pemulihan (tanpa
pengecualian)
Total amount of operational
losses net of recoveries
(no exclusions)
2 Jumlah terjadinya kerugian 3 2 3 7 2 3 1 4 8 6 4
risiko operasional
Total number of operational
risk losses
3 Jumlah kerugian risiko 2.640 1.737 1.309 1.076 4.185 1.071 1.713 2.116 4.956 5.588 2.639
operasional yang dikecualikan
Total amount of excluded
operational risk losses
4 Jumlah terjadinya kerugian 87 93 101 178 207 154 119 500 165 257 186
risiko operasional yang
dikecualikan
Total occurrence of excluded
operational risk losses
5 Jumlah kerugian 354 4.592 2.817 4.233 17.462 1.137 111 3.128 13.260 747 4.784
operasional bersih setelah
memperhitungkan nilai
pemulihan dan kerugian risiko
operasional yang dikecualikan
Total amount of operational
losses net of recoveries and
net of excluded losses
Batasan minimum untuk suatu kejadian kerugian operasional (loss event) sebesar Rp1.500.000.000,00 (satu miliar lima ratus juta Rupiah) atau lebih
Minimum limit for an operational loss event of Rp1,500,000,000.00 (one billion five hundred millions of Rupiah) or more
6 Jumlah kerugian – – – – – – – – – – –
operasional bersih setelah
memperhitungkan
nilai pemulihan (tanpa
pengecualian)
Total amount of operational
losses net of recoveries
(no exclusions)
7 Jumlah terjadinya kerugian – – – – – – – – – – –
risiko operasional
Total number of operational
risk losses
8 Jumlah kerugian risiko – – – – – – – – – – –
operasional yang dikecualikan
Total amount of excluded
operational risk losses
9 Jumlah terjadinya kerugian – – – – – – – – – – –
risiko operasional yang
dikecualikan
Total occurrence of excluded
operational risk losses
460 PT Bank Permata Tbk Laporan Tahunan 2025
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dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
a b c d e f g h i j k
Rata-
Keterangan rata 10
No.
Description T T-1 T-2 T-3 T-4 T-5 T-6 T-7 T-8 T-9 tahun
10 years
average
10 Jumlah kerugian – – – – – – – – – – –
operasional bersih setelah
memperhitungkan nilai
pemulihan dan kerugian risiko
operasional yang dikecualikan
Total amount of operational
losses net of recoveries and
net of excluded losses
Rincian perhitungan modal untuk risiko operasional
Details of capital calculation for operational risk
11 Apakah kerugian digunakan Tidak
dalam perhitungan FPKI? No
(Ya/Tidak)
Are losses used to calculate
the ILM?
(Yes/No)
12 Dalam hal baris 11 diisi “Tidak”, Ya
apakah tidak digunakannya Yes
data kerugian intern tersebut
disebabkan ketidaksesuaian
standar minimum untuk data
kerugian? (Ya/Tidak)
If “No” in row 11, is the exclusion
of internal loss data due to
non-compliance with the
minimum loss data standards?
(Yes/No)
13 Threshold yang digunakan 300.000.000
dalam perhitungan modal
untuk risiko operasional
(dalam satuan Rupiah penuh)
Threshold used in the
calculation of capital for
operational risk (in full Rupiah)
14 Keterangan tambahan –
(jika ada)
Additional information (if any)
Laporan Rincian Indikator Bisnis–Bank secara Individu
Details of Business Indicators Reports–Bank Only
Laporan Tahun | Report Year: 2025
dalam jutaan Rupiah | in millions of Rupiah
a b c
Indikator Bisnis (IB) dan subkomponen IB
No.
Business Indicators (BI) and BI subcomponents
T T-1 T-2
1 Komponen Bunga, Sewa, dan Dividen (KBSD) 5.806.852,43
Component of Interest, Lease, and Dividend
a. Pendapatan Bunga | Interest Income 17.213.039 16.039.144 12.821.618
b. Beban Bunga | Interest Expense 7.079.573 6.136.460 3.763.173
c. Aset Produktif | Earning Assets 260.326.491 257.450.464 256.435.280
d. Pendapatan Dividen | Dividend Income 48 620 114
2 Komponen Jasa (KJ) | Service Component 1.684.806,33
a. Pendapatan Jasa dan Komisi 1.675.489 1.678.947 1.665.373
Service and Commission Income
2025 Annual Report PT Bank Permata Tbk 461
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Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
a b c
Indikator Bisnis (IB) dan subkomponen IB
No.
Business Indicators (BI) and BI subcomponents
T T-1 T-2
b. Beban Jasa dan Komisi 73.612 90.711 106.185
Service and Commission Expenses
c. Pendapatan Operasional Lainnya – – –
Other Operating Income
d. Beban Operasional Lainnya 19.409 7.792 7.409
Other Operating Expense
3 Komponen Keuangan (KK) | Financial Component 278.118,33
a. Laba Rugi Bersih Trading Book 227.758 300.032 67.035
Trading Book Net Profit or Loss
b. Laba Rugi Bersih Banking Book 38.485 69.573 131.472
Banking Book Net Profit or Loss
4 IB | BI 7.769.777,09
5 Komponen Indikator Bisnis (KIB) 932.373,25
Business Indicator Components
Pengungkapan IB | IB Disclosure
6 a. IB Total termasuk aktivitas yang didivestasi 7.769.777.09
Total BI including divested activities
b. Pengurangan IB dikarenakan pengecualian atas aktivitas –
yang didivestasi
Reduction in BI due to excluded divested activities
7 Keterangan tambahan | Additional information –
Laporan Perhitungan ATMR untuk Risiko Operasional dengan Menggunakan Pendekatan Standar–Bank secara Individu
RWA Calculation Report for Operational Risk Using Standardized Approach–Bank Only
Laporan Tahun | Report Year: 2025
dalam jutaan Rupiah | in millions of Rupiah
Rincian Jumlah
No.
Details Amount
1 Komponen Indikator Bisnis (KIB) | Business Indicator Component (BIC) 932.373,25
2 Faktor Pengali Kerugian Internal (FPKI) | Internal Loss Multiplier (ILM) 1
3 Modal Minimum Risiko Operasional (MMRO) | Minimum Required Operational Risk Capital (ORC) 932.373,25
4 ATMR untuk Risiko Operasional | RWA for Operational Risk 11.654.665,63
5. Risiko Hukum 5. Legal Risk
Risiko hukum merupakan risiko yang timbul akibat tuntutan Legal risk occurs as a result of legal charges and/or as a result
hukum dan/atau kelemahan aspek yuridis. Selain itu, risiko ini of the weakness of judicial aspects. Moreover, legal risk could
juga dapat timbul karena ketiadaan peraturan perundang- also occur because of the absence of laws or because of the
undangan yang mendasari atau kelemahan perikatan, weaknesses of the agreements, such as weak clauses in the
seperti tidak dipenuhinya syarat sah kontrak atau terdapat agreements and/or incompletion of the agreed requirements
kelemahan klausula perjanjian dan/atau tidak terpenuhinya of the agreements.
persyaratan yang telah disepakati.
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Organisasi Manajemen Risiko Hukum Legal Risk Management Organization
Pada prinsipnya, pengelolaan risiko hukum merupakan In principle, legal risk management is the responsibility
tanggung jawab Dewan Komisaris, Direksi, beserta of the BOC, BOD, and all of Permata Bank’s employees.
segenap karyawan Permata Bank. Dalam mengelola risiko Furthermore, the BOD may assign the implementation of
hukum, Direksi dapat menetapkan agar penyelenggaraan legal risk management to be handled by a legal organization
pengelolaan risiko hukum tersebut dijalankan oleh perangkat under the supervision of a Director, who handles legal matters
organisasi hukum di bawah Direktur yang membawahi with structure, tasks, and competency in providing support/
bidang hukum dengan struktur, tugas dan kompetensi legal assistants to all business and non-business segments,
dalam memberikan dukungan/bantuan hukum pada setiap together with legal policies. The units that implement the legal
segmentasi bisnis dan non-bisnis, berikut kebijakan-kebijakan risk management function are the Legal Advisory Division,
hukumnya. Unit kerja yang menjalankan fungsi pengelolaan Legal Business Support and Data Protection Division, and
risiko hukum di Permata Bank adalah Divisi Legal Advisory, Litigation Division, which are divisions within the Legal and
Divisi Legal Business Support dan Data Protection, dan Compliance Directorate.
Divisi Litigasi yang merupakan Divisi pada Direktorat Hukum
dan Kepatuhan.
Laporan profil risiko hukum disampaikan secara berkala Legal risk profile reports are delivered to the BOD and
baik kepada Direksi maupun Dewan Komisaris. Berdasarkan BOC periodically. Based on the reports, the BOD and BOC
hasil laporan tersebut, Direksi dan Dewan Komisaris conduct an evaluation and take the necessary steps to
melakukan evaluasi dan mengambil langkah perbaikan yang improve the quality of Permata Bank’s legal risk management
perlu dilakukan untuk meningkatkan kualitas penerapan implementation.
manajemen risiko hukum Permata Bank.
Mekanisme Pengendalian Risiko Hukum Legal Risk Control Mechanism
Penerapan manajemen risiko hukum dilakukan melalui proses The implementation of legal risk management includes
identifikasi, pengukuran, pemantauan, dan pengendalian the processes of identification, measurement, monitoring,
risiko serta sistem informasi manajemen. Dalam proses mitigating risk, and management information systems. In
identifikasi, seluruh segmen bisnis, non-bisnis, perlu untuk the identification process, all business and non-business
mengidentifikasi dan menganalisis faktor-faktor yang dapat segments need to identify and analyze the factors that
menyebabkan munculnya risiko hukum di dalam produk, could lead to the emergence of legal risks in their products,
layanan proses serta teknologi informasinya yang berdampak processes, services, and information technology and affect
terhadap reputasi Permata Bank. Pengidentifikasian risiko Permata Bank’s reputation. Risk identification also includes an
juga mencakup penilaian risiko hukum yang timbul dari assessment of legal risks arising from products or services. In
produk maupun layanan. Dalam menilai risiko hukum, assessing the legal risks, the parameters/indicators are used:
parameter/indikator yang digunakan Bank adalah:
• Faktor penanganan perkara. • The case handling factor.
• Faktor kelemahan perikatan. • The weakness of an agreement factor.
• Faktor ketiadaan/perubahan peraturan perundangan. • The absence/change of the applicable law and
regulations factor.
Proses identifikasi, pengukuran, pemantauan, dan The processes of identification, measurement, monitoring, and
pengendalian baik preventif maupun represif telah mitigation, both for preventive and repressive purposes, have
dilaksanakan secara memadai oleh Divisi Legal Advisory, been sufficiently carried out by the Legal Advisory Division,
Divisi Legal Business Support dan Data Protection, dan Divisi Legal Business Support and Data Protection Division, and
Litigasi. Sesuai dengan bidangnya, Divisi Legal Advisory Litigation Division. The Legal Advisory Division seeks to protect
bertugas melindungi kepentingan hukum Permata Bank Permata Bank’s legal interests in the process of establishing
sejak proses pembentukan suatu produk dan atau layanan a banking product and/or service, as well as the formulation
perbankan serta penyusunan kebijakan dan prosedur. of policies and procedures. While, the Legal Business Support
Sementara Divisi Legal Business Support dan Data Protection and Data Protection Division seeks to minimize the emergence
berupaya meminimalisir timbulnya risiko hukum sebelum of legal risks prior to the execution of a transaction, while the
pelaksanaan suatu transaksi, sedangkan Divisi Litigasi Litigation Division plays a role in resolving legal issues that
berperan dalam penyelesaian masalah hukum yang terjadi occur both inside and outside the court, as well as carry out the
baik di dalam maupun di luar pengadilan serta melakukan legal handling process in a professional manner and provide
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proses penanganan hukum secara profesional dan recommendations for a reserve of compensation based on
memberikan rekomendasi pencadangan pembayaran ganti court decisions.
rugi berdasarkan putusan pengadilan.
6. Risiko Reputasi 6. Reputational Risk
Reputasi Permata Bank merupakan salah satu aset paling Permata Bank’s reputation is one of its most important assets.
berharga bagi Bank. Risiko reputasi dapat terjadi akibat Reputational risk is the result of declining levels of stakeholders’
menurunnya tingkat kepercayaan pemangku kepentingan trust due to negative perceptions of Permata Bank.
yang bersumber dari perspektif negatif terhadap Permata Reputational risk has implications for every aspect of Permata
Bank. Risiko reputasi berdampak pada seluruh aspek Bank’s operations. Reputational risk is not a primary risk, but
operasional Permata Bank. Meskipun bukan merupakan it will arise from the failure to effectively mitigate one or more
risiko utama, risiko ini dapat muncul apabila upaya mitigasi of the risk areas. It may also arise from a failure to comply
terhadap satu atau beberapa jenis risiko lainnya tidak with social, environmental, and ethical standards. Sources of
dilakukan secara efektif. Risiko ini juga mungkin terjadi reputational risk could be internal or external.
karena kegagalan memenuhi standar sosial, lingkungan, dan
etika. Risiko reputasi dapat bersumber dari pihak internal
maupun eksternal.
Organisasi Manajemen Risiko Reputasi Reputational Risk Management Organization
Pada prinsipnya, pengelolaan risiko reputasi merupakan In principle, reputational risk management is the responsibility
tanggung jawab Dewan Komisaris, Direksi dan segenap of the BOC, BOD, and all of Permata Bank’s employees. The unit
karyawan Permata Bank. Unit kerja yang menjalankan that implements the reputational risk management function
fungsi pengelolaan risiko reputasi adalah Divisi Corporate is the Corporate Communication Division and Corporate
Communication dan Departemen Corporate Relations Relations & CSER Department.
& CSER.
Peran dan tanggung jawab terkait risiko reputasi diberikan Roles and responsibilities are assigned to the following, who
kepada pihak-pihak yang memiliki tanggung jawab spesifik must have specific reputational risk responsibilities:
dalam pengelolaan risiko ini, yaitu sebagai berikut:
• RFO Risiko Reputasi adalah (Chief of Corporate Affairs • RFO Reputational Risk is (Chief of Corporate Affairs &
& Sustainability) dan RFO PIC Risiko Reputasi (Divisi Sustainability) and RFO PIC Reputational Risk (Corporate
Corporate Communication). Communication Division).
• Semua RFO dan kepala unit bisnis harus mengidentifikasi • All RFOs and business unit heads must identify material
risiko reputasi material yang dapat terjadi atau timbul dari reputational risks arising from any business activity
kegiatan usaha atau transaksi yang mereka kontrol dan or transaction that they control and ensure these are
memastikan bahwa risiko reputasi material dieskalasi dan escalated and controlled in accordance with this policy.
dikendalikan sesuai dengan kebijakan ini.
• Satuan kerja yang bertanggung jawab untuk manajemen • The responsible task force for reputational risk
risiko reputasi seperti Corporate Relations & CSER bekerja management, such as Corporate Relations & CSER, in
sama dengan satuan tugas penanganan krisis dan unit collaboration with the crisis management unit and other
terkait lainnya, bertanggung jawab menjalankan fungsi related units, is responsible for carrying out the public
kehumasan dan menindaklanjuti pemberitaan negatif relations function, following up on negative news or other
atau kejadian lain yang mempengaruhi reputasi Bank events affecting the Bank’s reputation, and communicating
serta mengkomunikasikan informasi yang dibutuhkan the needed information to the public in general.
masyarakat umum.
• Satuan kerja pendukung lainnya yang terkait dengan • Other supporting units related to reputational risk
manajemen risiko reputasi seperti, tetapi tidak terbatas management, such as, but not limited to, Corporate
pada Corporate Affairs & Sustainability, Investor Relations, Affairs & Sustainability, Investor Relations, and Service
dan Service Excellence antara lain bertanggung Excellence, are responsible for communicating the
jawab mengkomunikasikan informasi yang dibutuhkan information required by stakeholders such as Regulators,
pemangku kepentingan antara lain Regulator, investor, investors, customers, creditors, and associations.
nasabah, kreditur, dan asosiasi.
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• Bank juga telah membentuk Customer Advocacy • The Bank has established the Customer Advocacy
Committee (CAC), Komite pada tingkat Direksi, yang Committee (CAC), under BOD level, effective in January
telah efektif sejak Januari 2025, untuk memastikan 2025, to ensure the resolution of customer complaints,
penyelesaian akan keluhan nasabah, tindak lanjut follow-up on customer input, and all initiatives related
atas masukan dari nasabah, dan seluruh inisiatif yang to Customer Experience run comprehensively and
berkaitan dengan Customer Experience berjalan secara effectively at Permata Bank, in order to support the
komprehensif dan efektif di Permata Bank, dalam implementation of the Bank’s strategy, and provide
rangka mendukung terlaksananya strategi Bank, dan oversight of Reputational Risks.
menyediakan pengawasan akan Risiko Reputasi.
Laporan profil risiko reputasi disampaikan secara berkala Reputational risk profile reports are delivered to the BOD and
baik kepada Direksi maupun Dewan Komisaris. Dari hasil BOC periodically. Based on the reports, the BOD and BOC
pelaporan tersebut, Direksi dan Dewan Komisaris melakukan conduct evaluations and take the necessary steps to improve
evaluasi dan mengambil langkah perbaikan yang perlu the quality of Permata Bank’s reputational risk management
dilakukan untuk meningkatkan kualitas penerapan implementation.
manajemen risiko reputasi Permata Bank.
Mekanisme Pemantauan dan Pengendalian Monitoring and Control Mechanism
A. Kebijakan Pengendalian Risiko Reputasi A. Reputational Risk Control Policy
Permata Bank menyadari bahwa kegagalan dalam Permata Bank is fully aware that the failure to identify and
mengidentifikasi dan mengelola masalah yang berkaitan manage reputational risk issues may lead to an adverse
dengan risiko reputasi berpotensi menimbulkan pengaruh effect on Permata Bank, which can spread quickly
negatif terhadap Permata Bank. Dampak tersebut dapat and negatively impact Permata Bank’s stakeholders,
menyebar dengan sangat cepat dan mempengaruhi reputation, and brand. These negative factors often impact
pemangku kepentingan, reputasi, dan brand Permata the Bank’s income, affect its ability to meet customer needs,
Bank. Berbagai faktor reputasi dapat seringkali or have adverse consequences for customer service.
mempengaruhi pendapatan perusahaan, mempengaruhi Therefore, Permata Bank has a bankwide reputational
kemampuan untuk memenuhi kebutuhan nasabah, risk policy that governs communication management
ataupun membawa akibat buruk terhadap pelayanan for all its stakeholders, including employees, customers,
yang diberikan kepada nasabah. Oleh karena itu, Permata Regulators, Governments, the media, investors, analysts,
Bank telah memiliki kebijakan risiko reputasi yang berlaku and rating agencies. An integrated system is also in place,
secara bankwide yang mengatur pengelolaan komunikasi covering all customer touch points, all media outlets, both
terhadap seluruh pemangku kepentingan, dari karyawan, conventional and online, as well as social media channels.
nasabah, Regulator, Pemerintah, media, investor, analis,
hingga lembaga pemeringkat. Pengelolaan komunikasi
dan risiko reputasi berjalan secara terpadu meliputi semua
titik sentuh nasabah, semua outlet media, baik media
konvensional, online, maupun jaringan sosial media.
B. Pengelolaan Risiko Reputasi Saat Krisis B. Reputational Risk Management in Crisis
Dalam menghadapi ketidakpastian dan krisis, Permata During times of uncertainty and crisis, Permata Bank
Bank memiliki prioritas untuk memastikan adanya puts priority on ensuring there is a crisis communication
sistem pengelolaan komunikasi krisis yang cepat, jelas, management system that is fast, clear, and consistent in
dan konsisten untuk meminimalkan dampak negatif order to minimize any negative effect on Permata Bank’s
terhadap reputasi dan operasi bisnis Permata Bank. business operations and reputation. A dedicated
Crisis Communication Team secara khusus ditugaskan Crisis Communication Team is specifically assigned to
untuk memberikan panduan komunikasi bagi seluruh provide communication guidance across Permata Bank
jajaran Permata Bank guna mengelola situasi dengan to manage the situation properly. Permata Bank is
baik. Permata Bank memiliki komitmen yang tinggi dalam highly committed to providing clear and transparent
mengelola komunikasi yang jelas dan transparan kepada communications to its stakeholders (including employees,
para pemangku kepentingan (termasuk karyawan, customers, Regulators, Governments, media, investors,
nasabah, Regulator, Pemerintah, media, investor, analis, analysts, and rating agencies) through timely and proper
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dan lembaga pemeringkat) melalui penyebaran informasi distribution of information to ensure a common uniform
yang sesuai serta tepat waktu guna memastikan understanding of Permata Bank’s position and efforts, as
keseragaman pemahaman terhadap usaha dan posisi well as to minimize negative public perceptions.
Permata Bank serta meminimalkan persepsi publik yang
bersifat negatif.
7. Risiko Stratejik 7. Strategic Risk
Risiko stratejik adalah risiko yang terjadi akibat ketidaktepatan Strategic risk is a risk that is due to incorrect decision-making
dalam pengambilan dan/atau pelaksanaan suatu keputusan and/or implementation of a strategic decision, as well as
stratejik serta kegagalan dalam mengantisipasi perubahan failure to anticipate a change in the business environment.
lingkungan bisnis. Risiko stratejik dapat bersumber antara Strategic risk can come from the following sources: weakness
lain dari kelemahan dalam proses formulasi strategi dan in the strategic formulation process and imprecision in the
ketidaktepatan dalam perumusan strategi, sistem informasi strategic formulation, an insufficient information management
manajemen yang kurang memadai, hasil analisis lingkungan system, inadequate internal and external environment analysis
internal dan eksternal yang kurang memadai, penetapan results, setting overly aggressive strategic aims, imprecision in
tujuan stratejik yang terlalu agresif, ketidaktepatan dalam strategy implementation, and failure to anticipate changes in
implementasi strategi, dan kegagalan mengantisipasi the business environment.
perubahan lingkungan bisnis.
Organisasi Manajemen Risiko Stratejik Strategic Risk Management Organization
Implementasi manajemen risiko stratejik bertujuan The main purpose of strategic risk management is to ensure
untuk memastikan bahwa proses manajemen risiko that the risk management process can minimize losses or any
dapat meminimalkan kemungkinan dampak negatif negative impact from inaccurate strategic decision-making
dari ketidaktepatan pengambilan keputusan stratejik and failure to anticipate changes in the business environment.
dan kegagalan dalam mengantisipasi perubahan
lingkungan bisnis.
Direktur Keuangan dan Unit Usaha Syariah adalah Risk The Risk Framework Owner (RFO) for strategic risk is the
Framework Owner (RFO) untuk risiko strategik Bank. RFO Finance and Sharia Business Unit Director. The RFO is
bertanggung jawab untuk memastikan bahwa manajemen responsible for ensuring that risk management for strategic risk
risiko untuk risiko stratejik telah diterapkan secara efektif dan is implemented effectively and consistently at all operational
konsisten pada seluruh tingkatan operasional yang terkait levels involved. In the event the RFO delegates part of its
di bawahnya. Dalam hal RFO mendelegasikan sebagian responsibilities to executive officers and management under
dari tanggung jawabnya kepada pejabat eksekutif dan them, the delegation does not eliminate the RFO’s obligations
manajemen di bawahnya, pendelegasian tersebut tidak as the main party that must be responsible.
menghilangkan kewajiban RFO sebagai pihak utama yang
harus bertanggung jawab.
RFO memiliki tanggung jawab utama atas pengelolaan risiko The RFO is responsible for managing strategic risk, which
strategik, yang meliputi: consists of:
• Mendesain laporan informasi risiko yang efektif dan tepat • Designing an effective and timely risk information report
waktu untuk mendukung keputusan manajemen. to support management decisions.
• Menentukan parameter dan metode pengukuran profil • Setting parameters and measurement methods for the
risiko stratejik serta menyusun kajiannya secara periodik. strategic risk profile, as well as preparing its periodic
review.
• Mengoordinasikan semua unit/pihak yang terlibat dalam • Coordinating all units/parties involved in the management
manajemen risiko stratejik. of strategic risk.
• Mengevaluasi kerangka manajemen risiko stratejik • Evaluating the strategic risk management framework
(Strategic Risk Type Framework) yang merupakan bagian (Strategic Risk Type Framework), which is part
dari Enterprise Risk Management Framework, secara of the Enterprise Risk Management Framework,
komprehensif minimal satu tahun sekali atau lebih comprehensively at least once a year or more frequently,
sering, apabila terdapat perubahan faktor-faktor yang if there are changes in various factors that significantly
mempengaruhi kegiatan usaha Bank secara signifikan. impact the Bank’s business activities.
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• Memastikan seluruh proses mitigasi yang tertera dalam • Ensuring that all mitigation processes listed in the strategic
proses pengendalian risiko stratejik sudah dijalankan risk management process have been executed effectively
secara efektif dan tepat waktu. and in a timely manner.
Seluruh unit bisnis dan unit pendukung bertanggung jawab All business units and supporting units are responsible
membantu RFO dalam menyusun pemantauan risiko stratejik for assisting the RFO in formulating effective strategic risk
secara efektif. Selanjutnya, Dewan Komisaris bertanggung monitoring. Furthermore, the BOC is responsible for overseeing
jawab untuk mengawasi implementasi dari Rencana Strategi the implementation of the Corporate Plan and Business
dan Rencana Bisnis yang telah disetujui telah sejalan dengan Plan that have been agreed upon in line with the Strategy
Kerangka Manajemen Strategi yang telah disusun melalui Management Framework that has been formulated through
Finance Director’s (FD) report dalam rapat Dewan Komisaris. the Finance Director’s (FD) report in the BOC meeting.
Kebijakan Risiko Stratejik Strategic Risk Policy
Proses pengelolaan risiko stratejik dilaksanakan melalui The strategic risk management process is implemented
beberapa tahapan yang harus diikuti dalam rangka through several steps that must be followed in order to
meminimalkan kemungkinan dampak/risiko yang timbul yang minimize the possibility of impacts/risks that might arise and
akan mengganggu kelanjutan usaha Bank. Tahapan-tahapan could disrupt the Bank’s business continuity. The stages of
dalam mengelola risiko stratejik terbagi atas: managing strategic risk consist of:
• Identifikasi Risiko Stratejik. • Strategic Risk Identification.
• Pengukuran Risiko Stratejik. • Strategic Risk Measurement.
• Pemantauan Risiko Stratejik. • Strategic Risk Monitoring.
• Pengendalian Risiko Stratejik. • Strategic Risk Controlling.
Mekanisme Pengukuran Risiko Stratejik Strategic Risk Measurement Mechanism
Risiko strategik Bank dikaji setiap triwulan berdasarkan dua Strategic risk is assessed on a quarterly basis based on 2 (two)
kriteria utama, yaitu Risiko Inheren dan Kualitas Penerapan main criteria, which are Inherent Risk and Risk Management
Manajemen Risiko (KPMR). Berikut uraiannya: Implementation Quality (RMIQ).
1. Risiko Inheren dikaji berdasarkan: 1. Inherent Risk is assessed based on:
a. Kesesuaian strategi dengan kondisi lingkungan bisnis: a. Strategy conformity with the condition of the business
environment:
• Faktor internal (visi, misi, tujuan, budaya, • Internal factors (vision, mission, objective, culture,
kapabilitas, dan toleransi risiko perusahaan); capabilities, and the company’s risk tolerance);
• Faktor eksternal (kondisi makroekonomi, • External factors (macroeconomic condition,
perkembangan teknologi, dan kompetisi). technology development, and level
of competition).
b. Strategi dengan risiko tinggi dan rendah. b. Strategies with high and low risk.
c. Posisi bisnis Permata Bank (pasar, pesaing, dan c. Permata Bank’s business position (market, competitor
keunggulan kompetitif, efisiensi dalam menjalankan and competitive advantage, efficiency in conducting
usaha, diversifikasi usaha, ruang lingkup operasional, business, business diversification, operational
kondisi makro ekonomi, dan dampaknya). coverage, macroeconomic condition, and its impact).
d. Rencana Bisnis Bank (RBB) dan Rencana Korporasi d. Bank’s Business Plan (RBB) and Corporate Plan (for
(misalnya proyeksi KPMM dan kecukupan pemenuhan example CAR forecasts and CAR fulfilment against
KPMM terhadap aspirasi, prospek laba operasional, aspirations, operating profit prospect, BOPO ratio, loan
rasio BOPO, pertumbuhan kredit, dan pertumbuhan growth, and CASA growth).
Giro dan Tabungan/dana murah).
2. KPMR dikaji berdasarkan Tata Kelola Risiko, Kerangka 2. RMIQ is assessed based on Risk Governance, Risk
Manajemen Risiko, Proses Manajemen Risiko, Sistem Management Framework, Risk Management Process,
Informasi, dan Sumber Daya Manusia, serta Sistem Information System, and Human Resources, as well as
Pengendalian Risiko. Risk Control System.
Dalam menilai tingkat potensi risiko stratejik, RFO dapat To measure the existing potential strategic risk level, the
menetapkan batas toleransi untuk setiap indikator risiko, yang RFO can identify and determine the tolerance limits for each
menjadi dasar penentuan langkah koreksi yang diperlukan. strategic risk indicator that is measured to determine the
necessary corrective actions required.
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8. Risiko Kepatuhan 8. Compliance Risk
Risiko kepatuhan adalah risiko yang timbul akibat Permata Compliance risk is the risk caused by the failure of
Bank tidak mematuhi dan/atau tidak melaksanakan peraturan Permata Bank to comply with and/or implement prevailing
perundang-undangan dan ketentuan yang berlaku (termasuk laws and regulations (including sharia principles for the Sharia
prinsip syariah bagi Unit Usaha Syariah). Business Unit).
Sumber risiko kepatuhan Bank antara lain timbul karena Compliance risk may arise due to a lack of understanding or
kurangnya pemahaman atau kesadaran terhadap ketentuan awareness of regulations and applicable business standards.
maupun standar bisnis yang berlaku umum. Kegagalan dalam Failure to manage compliance risk can cause Permata Bank
mengelola risiko kepatuhan dapat menyebabkan Permata to be reprimanded, penalties imposed, such as sanctions and
Bank terkena teguran, sanksi dan denda dari Regulator atau Regulatory fines, or its reputation damaged.
penurunan reputasi.
Organisasi Manajemen Risiko Kepatuhan Compliance Risk Management Organization
Tujuan organisasi manajemen risiko kepatuhan adalah The objective of a compliance risk management organization
untuk mengelola risiko kepatuhan yang dihadapi Bank, serta is to manage the compliance risk faced by the Bank and
meminimalkan potensi dampak negatif akibat perilaku Bank minimize the possible negative impact of the Bank’s behavior
yang menyimpang atau melanggar ketentuan, standar yang that deviates from or violates generally accepted standards,
berlaku secara umum, peraturan perundang-undangan, rules, and/or applicable regulations (including the sharia
maupun prinsip syariah bagi Unit Usaha Syariah. principles for the Sharia Business Unit).
Bank juga telah menetapkan tingkat risiko yang akan diambil The Bank has also determined risk appetite and risk tolerance
(risk appetite) dan toleransi risiko untuk risiko kepatuhan serta for compliance risk as well as conducted monthly monitoring
melakukan pemantauan secara bulanan atas limit yang telah towards the predetermined limit.
ditetapkan tersebut.
Untuk mendukung penerapan manajemen risiko kepatuhan, To support the implementation of compliance risk
Direksi terus berupaya menumbuhkan dan mewujudkan management, BOD continues to develop and implement a
terlaksananya budaya kepatuhan pada semua tingkatan compliance culture at all organizational levels, and ensure the
organisasi serta memastikan efektivitas fungsi kepatuhan effectiveness of Permata Bank’s compliance function. BOC
Permata Bank. Dewan Komisaris juga aktif melakukan also conducts active oversight of the compliance function
pengawasan terhadap fungsi kepatuhan dan memberikan and gives suggestions towards improving the quality of
saran-saran terhadap peningkatan kualitas pelaksanaan compliance function implementation.
fungsi kepatuhan.
Dalam rangka manajemen risiko kepatuhan, Direktur Hukum Related to compliance risk management, the Legal and
dan Kepatuhan dibantu oleh enam divisi, yaitu: Compliance Compliance Director is assisted by six divisions: Compliance
Regulatory Affairs & Advisory (CRA), Compliance Monitoring Regulatory Affairs & Advisory (CRA), Compliance Monitoring
& Training (CMT), Anti Money Laundering (AML), Fraud Risk & Training (CMT), Anti Money Laundering (AML), Fraud Risk
Management (FRM), Cross Border Compliance Advisory Management (FRM), Cross Border Compliance Advisory
(CBCA), dan Anti-Bribery & Corruption (ABC). (CBCA), and Anti-Bribery & Corruption (ABC).
Satuan kerja kepatuhan tersebut bersifat independen dan Those compliance working units are independent and
memiliki tugas, kewenangan, dan tanggung jawab yang jelas have clear duties, authorities, and responsibilities for each
untuk masing-masing divisi dalam melaksanakan fungsi division in carrying out the risk management function for
manajemen risiko untuk risiko kepatuhan. compliance risk.
Strategi Manajemen Risiko Kepatuhan Compliance Risk Management Strategy
Direktur Hukum dan Kepatuhan merumuskan strategi The Legal and Compliance Director formulates strategies
guna mendorong terciptanya Budaya Kepatuhan Bank, to encourage the establishment of the Bank’s Compliance
mengusulkan kebijakan kepatuhan atau prinsip-prinsip Culture, proposes compliance policies or compliance
kepatuhan yang akan ditetapkan oleh Direksi, menetapkan principles to be determined by the Board of Directors,
sistem dan prosedur kepatuhan yang digunakan untuk determines the compliance systems and procedures used
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menyusun ketentuan dan pedoman internal Bank dan to prepare the Bank’s internal provisions and guidelines, and
memastikan bahwa penyusunan kebijakan dan prosedur ensures that the preparation of policies and procedures is in
telah sesuai ketentuan yang berlaku. accordance with applicable regulations.
Dalam pelaksanaannya, Direktur Hukum dan Kepatuhan In its implementation, the Legal and Compliance Director
dibantu oleh Divisi Compliance Regulatory Affairs & Advisory is assisted by the Compliance Regulatory Affairs & Advisory
yang bertugas dan bertanggung jawab untuk: Division, which has roles and responsibilities for:
• Membuat langkah-langkah dalam rangka mendukung • Establishing measures that will support the creation of a
terciptanya budaya kepatuhan pada seluruh kegiatan compliance culture in all the Bank’s business activities at
usaha Bank pada setiap jenjang organisasi, dengan every level of the organization through creating policies
cara membuat kebijakan dan prosedur dalam rangka and procedures that regulate the implementation of
pengaturan atas penerapan aturan dan ketentuan yang applicable rules and regulation as well as conduct
berlaku dan melakukan sosialisasi atas ketentuan dan socialization on applicable rules and regulations and
aturan yang berlaku serta memberikan masukan dan providing input and advice to other units on how to comply
advis kepada unit-unit lain terkait pemenuhan aturan with rules and regulations in conducting the Bank’s
dalam aktivitas kegiatan usaha Bank. business activities.
• Memonitor perubahan regulasi dari OJK Perbankan, • Monitoring regulatory changes issued by OJK for Banking
BI, PPATK, dan LPS kemudian menyusun gap analysis sector, BI, PPATK, and LPS, along with preparing gap
atas regulasi baru khusus yang dikeluarkan oleh OJK analysis upon new regulation specifically issued by OJK
Perbankan, BI dan LPS (Regulator Utama), mengevaluasi for Banking sector, BI and LPS (Main Regulator), assessing
dampaknya terhadap aktivitas Bank dan melakukan its impact upon the Bank’s activity and conducting the
sosialisasi ke seluruh pihak terkait atas pelaksanaan socialization to all impacted party for the purpose of
ketentuan baru tersebut serta menerapkannya ke dalam implementing such new regulation as well as applying it
kebijakan internal bank. into the internal bank policies.
• Melakukan identifikasi, pengukuran, pengawasan, • Conducting identification, measurement, monitoring and
dan pengendalian terhadap risiko kepatuhan dengan controlling compliance risk by referring to regulations and
mengacu pada peraturan dan atau ketentuan yang or provisions issued by the Regulator.
diterbitkan oleh Regulator.
• Menilai dan mengevaluasi efektivitas kecukupan dan • Assessing and evaluating the effectiveness, adequacy,
kesesuaian kebijakan, ketentuan, sistem maupun prosedur and suitability of policies, regulations, systems, and
yang dimiliki Bank dengan peraturan perundang- procedures of the Bank with the applicable laws and
undangan yang berlaku. regulations.
• Menilai rancangan kebijakan, ketentuan, sistem, maupun • Assessing the design of new policies, provisions, systems,
prosedur baru. and procedures.
• Melakukan penyempurnaan kebijakan, ketentuan, sistem, • Conducting improvements towards policies, regulations,
maupun prosedur berdasarkan informasi yang diperoleh. systems, and procedures based on information obtained.
• Melakukan kajian dan/atau merekomendasikan • Reviewing and/or providing recommendations on
penginian dan penyempurnaan kebijakan, ketentuan, necessary updates and improvements of the Bank’s
sistem, maupun prosedur yang dimiliki oleh Bank agar policies, rules, systems, and procedures to keep it in line
sesuai dengan ketentuan Regulator Utama dan peraturan with the Main Regulator as well as the laws related to
perundang-undangan terkait kegiatan perbankan yang banking activities, including sharia principles for Sharia
berlaku, termasuk prinsip syariah bagi Unit Usaha Syariah. Business Unit.
• Melakukan upaya-upaya untuk memastikan bahwa • Performing necessary efforts to ensure that Bank’s policies,
kebijakan, ketentuan, sistem, dan prosedur, serta kegiatan rules, systems, procedures, and business activities comply
usaha Bank telah sesuai dengan ketentuan Regulator with regulations set by the Main Regulators and prevailing
utama dan peraturan perundang-undangan terkait laws on banking activities.
kegiatan perbankan yang berlaku.
• Memonitor pemenuhan atas komitmen Bank kepada • Monitoring the fulfillment of the Bank’s commitment to the
Regulator Utama serta berperan sebagai penghubung Main Regulators and acting as an intermediary between
antara Bank dan Regulator Utama terkait aktivitas the Bank and the Main Regulators following supervisory
pengawasan dan pengaturan yang dilakukan oleh and regulatory activities by the main Regulators to the
Regulator utama kepada Bank. Bank.
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• Memberikan konsultasi kepatuhan dalam proses • Providing compliance consulting in operational
manajemen operasional dan prosedur bisnis untuk management processes and business procedures to
memastikan semua karyawan mengetahui dan ensure all employees acknowledge and understand the
menguasai peraturan dan kebijakan. regulations.
• Melakukan diskusi dan konsultasi dengan Dewan • Performing discussions and consultations with the
Pengawas Syariah terkait penerapan dan kepatuhan Sharia Supervisory Board related to compliance and
aspek-aspek Perbankan Syariah. implementation of Sharia Banking aspects.
• Menjaga hubungan baik dan menyampaikan laporan dan • Maintaining good relationships and submitting timely and
permintaan data secara benar dan tepat waktu kepada accurate reports and data requests to the Main Regulator.
Regulator Utama.
• Melakukan pemantauan dan analisis risiko kepatuhan. • Monitoring and analyzing compliance risk.
• Berperan aktif dalam corporate action yang dilakukan • Taking an active role in the corporate actions carried out
oleh Permata Bank. by Permata Bank.
• Melakukan kegiatan-kegiatan lainnya yang terkait dengan • Performing other tasks related to the Compliance Function.
Fungsi Kepatuhan.
• Sesuai dengan ketentuan SE OJK No. 15/SEOJK.03/2024 • In accordance with OJK Circular Letter No. 15/
tentang Penerapan Tata Kelola Syariah bagi BUS dan SEOJK.03/2024 on the Implementation of Sharia
UUS, Bank telah membentuk Fungsi Kepatuhan Syariah Governance for Sharia Commercial Banks (BUS) and
yang berada di bawah Divisi Compliance Regulatory Sharia Business Units (UUS), the Bank has established
Affairs & Advisory, yang bertugas memastikan Bank a Sharia Compliance Function under the Compliance
secara berkelanjutan melakukan penerapan prinsip- Regulatory Affairs & Advisory Division, which is responsible
prinsip syariah sesuai dengan ketentuan yang berlaku. for ensuring that the Bank consistently applies sharia
principles in accordance with the prevailing regulations.
Metodologi Pengukuran Risiko Kepatuhan Compliance Risk Measurement Methodology
Dalam menilai risiko inheren atas risiko kepatuhan, parameter In assessing the inherent risk of compliance risk, Permata Bank
yang digunakan Permata Bank, antara lain: uses the following parameters:
1. Mengukur sanksi peraturan dan ambang batas 1. Measuring regulatory sanctions and thresholds monthly.
setiap bulan.
2. Melakukan penilaian Profil Risiko Kepatuhan Triwulanan. 2. Conducting a quarterly Compliance Risk Profile
3. Melakukan penilaian terhadap aspek Kepatuhan assessment.
sebagai bagian dari penilaian dan pelaporan Tata Kelola 3. Conducting an assessment of Compliance aspects as part
Perusahaan Semi Tahunan (Semester). of the Semi-Annual (Semester) Corporate Governance
assessment and reporting.
Mekanisme Pemantauan dan Pengendalian Risiko Compliance Risk Monitoring and Control Mechanisms
Kepatuhan
Dalam melakukan pemantauan dan pengendalian risiko In monitoring and controlling compliance risk, the Legal and
kepatuhan, Direktur Hukum dan Kepatuhan juga dibantu oleh Compliance Director is also assisted by five other divisions
lima divisi lainnya, yaitu sebagai berikut: as follows:
1. Compliance Monitoring dan Training (CMT) yang 1. Compliance Monitoring and Training (CMT) is responsible
bertanggung jawab mengoptimalkan fungsi kepatuhan for optimizing the compliance function through the process
melalui proses pemantauan dan pemeriksaan dari segi of monitoring and compliance testing, conducting training
kepatuhan (compliance testing), melakukan pelatihan and communication to improve a sustainable compliance
dan komunikasi untuk meningkatkan budaya kepatuhan culture, monitoring the imposition of sanctions/fines
yang berkesinambungan, memantau pengenaan sanksi/ from the Regulator, checking the root cause analysis and
denda dari Regulator, memeriksa root cause analysis corrective actions taken, and monitoring the payment
dan tindakan perbaikan yang dilakukan dan memonitor process of the fines to the Regulator. CMT also monitors
proses pembayaran denda tersebut kepada Regulator. the implementation of whistleblowing (Speak- Up).
CMT juga memonitor pelaksanaan proses whistleblowing
(Speak-Up).
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2. Anti-Money Laundering (AML) memiliki tugas dan 2. Anti-Money Laundering (AML) is responsible for the day-
tanggung jawab atas pengelolaan harian dan koordinasi to-day management and coordination of the Anti-Money
terhadap penerapan program Anti Pencucian Uang dan Laundering and Combating the Financing of Terrorism
Pencegahan Pendanaan Terorisme (APU PPT). AML (AML CFT) programs. AML has two parts:
Permata Bank terbagi menjadi dua bagian, yakni:
a. AML Advisory yang bertanggung jawab untuk a. AML Advisory is responsible for coordinating and
mengkoordinasikan dan mengawasi kepatuhan dan supervising the compliance and implementation of
pelaksanaan dari kebijakan dan prosedur APU PPT. policies and procedures for AML CFT.
b. AML Operations yang bertanggung jawab untuk b. AML Operations is responsible for monitoring customer
melakukan pemantauan transaksi nasabah, transactions, providing recommendations related to
memberikan rekomendasi terkait pelaporan transaksi the reporting of suspicious financial transactions, and
keuangan mencurigakan, dan hal-hal terkait kegiatan other AML operational activities.
operasional AML lainnya.
3. Fraud Risk Management (FRM) bertanggung jawab untuk 3. Fraud Risk Management (FRM) is responsible for
menyusun strategi anti fraud secara efektif dan efisien developing an appropriate, effective and efficient anti
dalam mengelola risiko fraud, memberikan saran dan fraud strategy to manage fraud risk, provide suggestions
pendapat kepada seluruh unit di Permata Bank mengenai and opinions to all units in Permata Bank regarding
manajemen risiko fraud, melalui namun tidak terbatas fraud risk management, including but not limited to the
pada identifikasi risiko terjadinya fraud yang melekat identification of fraud risks inherent in every activity
pada setiap aktivitas yang berpotensi merugikan Bank, that has the potential to harm the Bank, as well as fraud
serta melakukan pelaporan fraud ke OJK. reporting to the OJK.
4. Fungsi Anti-Bribery & Corruption (ABC) bertanggung jawab 4. The Anti-Bribery & Corruption (ABC) function is responsible
atas pelaksanaan Sistem Manajemen Anti Penyuapan for the implementation of the Anti-Bribery Management
(SMAP) di Permata Bank. Dalam menjalankan fungsi System (ABMS) at Permata Bank. In carrying out this
tersebut, Divisi ABC bersama dengan Divisi Compliance function, the ABC Division, together with the Compliance
Monitoring and Training (CMT) serta Divisi Fraud Risk Monitoring and Training (CMT) Division and the Fraud Risk
Management (FRM) menjalankan Fungsi Kepatuhan Anti Management (FRM) Division, performs the Anti-Bribery
Penyuapan (FKAP). Compliance Function (ABCF).
Fungsi Kepatuhan Anti Penyuapan merupakan fungsi The Anti-Bribery Compliance Function is a function
yang ditunjuk oleh Permata Bank untuk memastikan designated by Permata Bank to ensure that the ABMS is
bahwa SMAP diterapkan, dipelihara, dan ditingkatkan implemented, maintained, and continuously improved
secara efektif sesuai dengan persyaratan ISO 37001:2016, in accordance with the requirements of ISO 37001:2016,
sebagai wujud komitmen Permata Bank dalam mencegah, as a manifestation of Permata Bank’s commitment to
mendeteksi, dan menangani penyuapan. FKAP juga preventing, detecting, and addressing bribery. The ABCF
bertanggung jawab untuk melaporkan kinerja SMAP is also responsible for reporting the performance of
kepada Dewan Pengarah, yang dalam hal ini adalah the ABMS to the Governing Body, namely the Board of
Dewan Komisaris, Manajemen Puncak (Direksi), serta Commissioners, Top Management (Board of Directors),
fungsi kepatuhan terkait lainnya sesuai dengan ketentuan and other relevant compliance functions in accordance
yang berlaku. with applicable regulations.
Dalam pelaksanaannya, Divisi ABC bertindak sebagai In its implementation, the ABC Division acts as the primary
instrumen utama pelaksana FKAP. FKAP memiliki executing instrument of the ABCF. The ABCF has direct
akses langsung dan segera kepada Dewan Komisaris and prompt access to the Board of Commissioners and the
dan Direksi untuk menyampaikan setiap isu, temuan, Board of Directors to communicate any issues, findings, or
atau kekhawatiran yang berkaitan dengan penyuapan concerns related to bribery or the effectiveness of anti-
maupun efektivitas pengelolaan anti penyuapan. Selain bribery management. In addition, the ABCF conducts
itu, FKAP secara berkelanjutan melakukan penilaian continuous assessments to ensure that the ABMS is
untuk memastikan bahwa SMAP telah memadai dalam adequate in managing bribery risks faced by Permata
mengelola risiko penyuapan yang dihadapi Permata Bank Bank and is effectively implemented across all levels of
serta diimplementasikan secara efektif di seluruh jenjang the organization.
organisasi.
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Pengelolaan Anti Penyuapan Anti-Bribery Management
Pengelolaan Anti Penyuapan di Permata Bank Anti-bribery management at Permata Bank is carried out
dilaksanakan melalui berbagai kegiatan yang terstruktur through a series of structured and integrated activities,
dan terintegrasi, sebagai berikut: as follows:
a. Penetapan Kebijakan Anti Penyuapan, melalui a. Establishment of the Anti-Bribery Policy, through
penyusunan dan pengesahan Kebijakan Anti the formulation and approval of the Anti-Bribery
Penyuapan oleh Manajemen Puncak, yang memuat Policy by Top Management, which contains a written
komitmen tertulis untuk melarang segala bentuk commitment to prohibit all forms of bribery and
penyuapan serta disosialisasikan kepada seluruh is communicated to all employees and relevant
karyawan dan pihak terkait. stakeholders.
b. Identifikasi dan Penilaian Risiko Penyuapan, dilakukan b. Identification and Assessment of Bribery Risks,
secara berkala dengan mengidentifikasi area, proses, conducted periodically by identifying areas,
jabatan, serta pihak ketiga yang memiliki tingkat risiko processes, positions, and third parties with high
penyuapan tinggi, termasuk penetapan tingkat risiko bribery risk, including the determination of risk levels
dan pengendalian yang sesuai. and appropriate controls.
c. Penerapan Pengendalian Anti Penyuapan, meliputi c. Implementation of Anti-Bribery Controls, including
pengaturan pemberian hadiah dan jamuan, serta regulations on gifts and hospitality, as well as controls
pengendalian potensi konflik kepentingan. over potential conflicts of interest.
d. Uji Kelayakan (Due Diligence), terhadap mitra bisnis, d. Due Diligence, conducted on business partners,
pemasok, agen, dan pihak ketiga lainnya yang bekerja suppliers, agents, and other third parties cooperating
sama dengan Bank. with the Bank.
e. Sosialisasi, Edukasi, dan Pelatihan, yang mencakup e. Socialization, Education, and Training, which include
pelatihan anti penyuapan secara berkala, regular anti-bribery training, enhancement of
peningkatan kesadaran (awareness) karyawan, serta employee awareness, and education for third parties
edukasi kepada pihak ketiga yang bekerja sama working with the Bank.
dengan Bank.
f. Mekanisme Pelaporan Pelanggaran, melalui f. Violation Reporting Mechanism, through the
penyediaan saluran pelaporan atau whistleblowing provision of a secure and reliable reporting channel
system yang aman dan andal, dengan jaminan or whistleblowing system, ensuring confidentiality
kerahasiaan serta perlindungan bagi pelapor, dan and protection for whistleblowers, and objective and
pengelolaan laporan yang objektif dan independen. independent handling of reports.
g. Pemantauan dan Pengukuran Kinerja, melalui g. Monitoring and Performance Measurement, through
monitoring kepatuhan terhadap kebijakan anti monitoring compliance with anti-bribery policies,
penyuapan, pengukuran efektivitas pengendalian, measuring the effectiveness of controls, and
serta evaluasi capaian SMAP. evaluating ABMS performance.
h. Audit Internal Sistem Manajemen Anti Penyuapan, h. Internal Audit of the Anti-Bribery Management System,
yang dilaksanakan secara berkala untuk conducted periodically to identify nonconformities and
mengidentifikasi ketidaksesuaian dan kelemahan system weaknesses, and to develop recommendations
sistem, serta menyusun rekomendasi perbaikan. for improvement.
i. Tindakan Korektif dan Perbaikan Berkelanjutan, i. Corrective Actions and Continuous Improvement,
meliputi pelaksanaan tindakan korektif atas including the implementation of corrective actions
pelanggaran atau ketidaksesuaian, pencegahan for violations or nonconformities, prevention of
terulangnya penyuapan, serta penyempurnaan recurrence of bribery incidents, and enhancement of
kebijakan dan prosedur. policies and procedures.
j. Tinjauan Manajemen, melalui penilaian berkala oleh j. Management Review, through periodic evaluations by
Manajemen Puncak terhadap efektivitas pengelolaan Top Management of the effectiveness of anti-bribery
anti penyuapan serta penetapan keputusan strategis management and the determination of strategic
untuk perbaikan berkelanjutan. decisions for continuous improvement.
Sosialisasi dan Pelatihan Socialization and Training
Pelatihan SMAP diselenggarakan secara wajib satu kali ABMS training is mandatory and conducted once a year
dalam setahun bagi seluruh karyawan Permata Bank for all Permata Bank employees through e-Learning
melalui modul e-Learning pada aplikasi PEARL. Selain modules available on the PEARL application. In addition,
472 PT Bank Permata Tbk Laporan Tahunan 2025
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itu, sosialisasi internal SMAP juga dilakukan secara tatap internal ABMS socialization is carried out through face-to-
muka melalui program Surprise Roadshow Legal and face sessions under the Legal and Compliance Surprise
Compliance ke beberapa Direktorat dan kantor cabang Roadshow program at selected Directorates and branch
Permata Bank, serta melalui berbagai kanal komunikasi offices of Permata Bank, as well as through various internal
internal, termasuk portal internal, desktop information, communication channels, including the internal portal,
dan e-mail blast kepada seluruh karyawan. desktop information, and email blasts to all employees.
Sosialisasi SMAP kepada pihak eksternal, baik nasabah, ABMS socialization for external parties, including
rekan bisnis, mitra kerja, maupun masyarakat, dilakukan customers, business partners, counterparties, and the
melalui berbagai saluran komunikasi, antara lain media public, is conducted through various communication
sosial Permata Bank serta kegiatan sosialisasi secara channels, such as Permata Bank’s social media platforms,
tatap muka dan daring kepada seluruh vendor dan as well as face-to-face and online socialization sessions
rekanan Permata Bank. Selain itu, Bank secara berkala for all vendors and business partners of the Bank. In
juga menyampaikan pesan peningkatan kesadaran addition, the Bank periodically delivers anti-bribery
anti penyuapan melalui informasi yang tercantum pada awareness messages through information included in
rekening koran nasabah. customer bank statements.
Komitmen dan Peningkatan Integritas Commitment and Integrity Enhancement
Melalui berbagai inisiatif yang telah dijalankan, Through the various initiatives implemented,
Permata Bank menegaskan penerapan prinsip tanpa Permata Bank reaffirms its zero-tolerance policy toward
toleransi (zero tolerance) terhadap segala bentuk suap all forms of bribery and violations of the Code of Ethics.
dan pelanggaran kode etik. Setiap pelanggaran akan Any violations are subject to sanctions in accordance with
dikenakan sanksi sesuai dengan ketentuan yang berlaku. applicable regulations.
Sebagai upaya untuk meningkatkan integritas di As part of efforts to enhance integrity within
lingkungan Permata Bank, pada bulan Juli 2025, sebanyak Permata Bank, in July 2025, a total of 28 personnel from
28 personel dari Direktorat Legal and Compliance telah the Legal and Compliance Directorate participated in
mengikuti sertifikasi Ahli Pembangun Integritas (API) the Integrity Builder Expert (Ahli Pembangun Integritas/
yang diselenggarakan oleh Komisi Pemberantasan API) certification organized by the Corruption Eradication
Korupsi (KPK) dan dinyatakan lulus. Sertifikasi tersebut Commission (KPK) and were declared to have successfully
menghasilkan 14 Ahli Pembangun Integritas Utama dan passed the certification. The program resulted in 14 Senior
14 Ahli Pembangun Integritas Muda. Program peningkatan Integrity Builder Experts and 14 Junior Integrity Builder
integritas melalui sertifikasi API ini akan dilanjutkan pada Experts. This integrity enhancement initiative through
tahun berikutnya dengan melibatkan personel dari API certification will be continued in the following year
berbagai Direktorat di Permata Bank. by involving personnel from various Directorates within
Permata Bank.
Sertifikasi dan Kebijakan Certification and Policy
Komitmen Permata Bank dalam memerangi tindak Permata Bank’s commitment to combating bribery is
penyuapan juga tercermin dari keberhasilan Bank dalam further demonstrated by the Bank’s success in maintaining
mempertahankan sertifikasi SNI ISO 37001:2016 Sistem the SNI ISO 37001:2016 Anti-Bribery Management System
Manajemen Anti Penyuapan pada Oktober 2025, yang certification in October 2025, covering all divisions located
mencakup seluruh divisi yang berlokasi di Kantor Pusat at the WTC II Head Office and the Bintaro Operational
WTC II serta Kantor Operasional Bintaro. Office.
Selain itu, Permata Bank memiliki Kebijakan Anti In addition, Permata Bank has established an Anti-
Penyuapan sebagai landasan untuk memperkuat upaya Bribery Policy to strengthen its efforts to prevent and/
pencegahan dan/atau mitigasi terhadap biaya, risiko, dan or mitigate costs, risks, and potential losses arising from
potensi kerugian yang timbul akibat praktik penyuapan, bribery practices, enhance the trust and confidence of
meningkatkan kepercayaan dan keyakinan nasabah customers and third parties in conducting business with
serta pihak ketiga dalam menjalankan bisnis dengan Permata Bank, and reinforce the Bank’s reputation as
Permata Bank, serta memperkuat reputasi Bank sebagai a financial institution that upholds integrity and sound
institusi perbankan yang menjunjung tinggi integritas dan corporate governance.
tata kelola perusahaan yang baik.
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Risk Management
5. Direktur Hukum dan Kepatuhan juga dibantu oleh 5. Legal and Compliance Director is also assisted by the
Divisi Cross Border Compliance Advisory (CBCA) untuk Cross Border Compliance Advisory (CBCA) Division to
memastikan bahwa Bank mengimplementasikan dan ensure that the Bank implements and maintains good
menjaga tata kelola yang baik terkait hubungannya corporate governance related to its relationship with
dengan perusahaan induk yang juga merupakan institusi the parent company which is also an overseas financial
keuangan di luar negeri. Divisi CBCA juga memberikan institution. CBCA Division also provides advice and
saran dan meningkatkan pemahaman dari unit-unit increases understanding from other units in the Bank in
kerja lainnya di Bank dalam memastikan penyampaian ensuring delivery of information to parent company while
informasi kepada perusahaan induk tetap menjaga maintaining the principles of good corporate governance
prinsip tata kelola yang baik dan prinsip kehati-hatian and prudential principles in accordance with prevailing
sesuai dengan peraturan dan perundang-undangan yang laws and regulations in Indonesia.
berlaku di Indonesia.
9. Risiko Imbal Hasil 9. Rate of Return Risk
Risiko imbal hasil adalah risiko yang timbul akibat adanya Rate of return risk is the risk due to changes in the rate of return
perubahan tingkat imbal hasil yang dibayarkan Permata Bank paid by Permata Bank to third party fund customers of sharia
kepada nasabah DPK produk syariah yang menggunakan products using a mudharabah contract. This condition can
akad berbasis bagi hasil mudharabah. Kondisi tersebut dapat happen due to changes in the actual rate of return received
terjadi akibat perubahan tingkat imbal hasil yang diterima by Permata Bank from financing activities, which may impact
Permata Bank dari penyaluran dana, yang pada gilirannya the actual rate of return given to customers and the behavior
memengaruhi realisasi imbal hasil yang diberikan kepada of third party fund customers of Permata Bank.
nasabah. Perubahan ini juga berpotensi memengaruhi
perilaku nasabah dana pihak ketiga Permata Bank.
Organisasi Manajemen Risiko Imbal Hasil Rate of Return Risk Management Organization
Manajemen risiko imbal hasil mencakup serangkaian Management of the rate of return risk involves a series of
proses yang bertujuan meminimalkan risiko yang timbul processes to minimize risk as a result of changes in the rate of
akibat perubahan tingkat imbal hasil. Pengelolaan risiko ini return. Rate of return risk management is managed by the Risk
dilaksanakan oleh Risk Framework Owner (RFO) di Direktorat Framework Owner (RFO) in the Finance and Sharia Business
Keuangan dan Unit Usaha Syariah, dengan pengawasan Unit Directorate, under the active supervision of the Finance
aktif dari Direktur Keuangan dan Unit Usaha Syariah serta and Sharia Business Unit Director and Risk Director.
Direktur Risiko.
Pada pelaksanaannya, RFO berkoordinasi dengan unit- The RFO coordinates with related units in managing risk,
unit terkait dalam menjalankan proses manajemen risiko, monitors and supervises related indicators, and also escalates
memantau dan mengevaluasi indikator-indikator terkait, serta reports should a change to any indicator have a significant
melakukan eskalasi apabila terdapat indikator yang memiliki impact on the rate of return level and third-party fund
dampak signifikan terhadap tingkat imbal hasil dan perilaku customer behavior.
nasabah dana pihak ketiga.
Metodologi Pengukuran Risiko Imbal Hasil Rate of Return Risk Measurement
Dalam menilai risiko inheren atas risiko imbal hasil, parameter/ In evaluating the rate of return inherent risk, the following
indikator yang digunakan Permata Bank, antara lain: parameters/indicators are used:
• Komposisi dana pihak ketiga. • Third party fund composition.
• Strategi dan kinerja Bank dalam menghasilkan • Strategy and the Bank’s performance in generating
pendapatan yang akan dibagi hasil. income to be distributed.
• Perilaku nasabah dana pihak ketiga. • Customer behavior of third-party funds.
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Mekanisme Pemantauan dan Pengendalian Risiko Rate of Return Risk Monitor and Control Mechanisms
Imbal Hasil
Dalam memitigasi risiko imbal hasil, Permata Bank To mitigate the rate of return risk, Permata Bank conducts:
melaksanakan serangkaian upaya sebagai berikut:
• Melakukan pemantauan terhadap konsentrasi non-core • Monitoring on non-core deposit on a regular basis, and
deposit secara berkala, dan melakukan pemantauan monitoring on diversification of funding and financing,
terhadap diversifikasi sumber pendanaan dan penyaluran and may set certain portfolio limits when required.
dana Bank dan dapat menentukan limit portofolio
apabila diperlukan.
• Penggunaan metode perataan pendapatan untuk • Income smoothing implementation to mitigate displaced
memitigasi displaced commercial risk akibat perubahan commercial risk impacted by the rate of return volatility.
tingkat imbal hasil .
• Realisasi kinerja Permata Bank terhadap parameter di • Regular monitoring of the Bank’s actual performance
atas senantiasa dipantau dan dilaporkan kepada Direksi against the above parameters, to be reported to the BOD
secara berkala. regularly.
Strategi dalam Optimalisasi Laba Profit-Optimization Strategy
Dalam rangka mengoptimalkan laba, Unit Usaha Syariah In order to optimize profit, the Sharia Business Unit developed
melaksanakan beberapa strategi sebagai berikut: several strategies as below:
• Pemantauan atas nilai imbal hasil yang ditawarkan di • Monitoring market return rate offered both on the financing
pasar baik dari segi pembiayaan atau pendanaan. and funding sides.
• Meningkatkan eksposur pada segmen pembiayaan yang • Increasing exposure to the financing segment, which
memiliki komposisi imbal hasil dan risiko terbaik sesuai reflects the optimum risk and return in accordance with
dengan risk appetite Permata Bank. Permata Bank’s risk appetite.
• Menjaga tingkat komposisi dana ritel yang relatif tidak • Maintaining the composition level of the retail fund, which
sensitif terhadap perubahan tingkat imbal hasil. is relatively less sensitive to rate of return risk.
10. Risiko Investasi 10. Equity Investment Risk
Risiko Investasi adalah risiko yang muncul akibat Permata Equity Investment Risk is the risk to Permata Bank in sharing
Bank turut menanggung kerugian usaha nasabah yang a customer’s business loss under a profit-sharing based
dibiayai melalui skema pembiayaan berbasis bagi hasil, financing using net revenue sharing methods, as well as profit
baik dengan metode net revenue sharing maupun profit and and loss sharing methods, which result in the deterioration of
loss sharing, yang pada akhirnya dapat menurunkan nilai the Bank’s equity investment.
investasi Bank.
Organisasi Manajemen Risiko Investasi Equity Investment Risk Management Organization
Manajemen risiko investasi melibatkan serangkaian proses Equity investment risk involves a series of processes to
untuk meminimalkan risiko yang timbul akibat kerugian minimize risk as a result of a customer’s business loss. Equity
usaha nasabah. Manajemen risiko investasi dikelola oleh investment risk is managed by the Risk Framework Owner
Risk Framework Owner (RFO) di Direktorat Keuangan dan (RFO) in the Finance and Sharia Business Unit Directorate,
Unit Usaha Syariah, di bawah pengawasan aktif oleh Direktur under the active supervision of the Finance and Sharia
Keuangan dan Unit Usaha Syariah dan Direktur Risiko. Business Unit Director and Risk Director.
RFO melakukan koordinasi dengan unit-unit terkait dalam The RFO coordinates with related units in implementing
menerapkan proses manajemen risiko, memantau, dan risk management processes, monitoring and evaluating
mengevaluasi indikator-indikator terkait, serta melakukan the associated indicators, and escalating any changes
eskalasi apabila terdapat perubahan pada indikator yang to indicators that may have a significant impact on
memiliki dampak signifikan terhadap pembiayaan berbasis profit‑sharing–based financing.
bagi hasil.
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Strategi Menjaga Kualitas Pembiayaan Berbasis Bagi Strategy to Maintain Quality of Financing Based on
Hasil Profit Sharing
Dalam menjaga kualitas pembiayaan berbasis bagi hasil, To maintain the quality of financing based on profit sharing,
Permata Bank telah melakukan beberapa hal sebagai berikut: Permata Bank has undertaken the following initiatives:
1. Menilai risiko inheren atas risiko investasi berdasarkan 1. Evaluating the inherent risk of equity investment risk
indikator, salah satunya komposisi dan tingkat konsentrasi based on indicators, one of which is the composition and
pembiayaan berbasis bagi hasil terhadap total concentration level of revenue-based financing to total
pembiayaan. financing.
2. Meninjau secara berkala untuk investasi terhadap calon 2. Regularly reviewing for investment to potential clients with
nasabah dengan prinsip bagi hasil. profit-sharing principles.
3. Meninjau indikator penting yang dapat berdampak pada 3. Reviewing key indicators that may impact customer
stabilitas bisnis nasabah dan tingkat investasi. business stability and rate of investment.
Metodologi Pengukuran Risiko Investasi Investment Risk Measurement Methodology
Pengukuran terhadap profil risiko investasi menggunakan The equity investment risk profile is measured using the
parameter/kriteria berikut ini: following parameters/criteria:
1. Komposisi dan tingkat konsentrasi pembiayaan berbasis 1. Composition and concentration of profit sharing-based
bagi hasil. financing.
2. Kualitas pembiayaan berbasis bagi hasil. 2. Quality of profit sharing-based financing.
3. Faktor eksternal. 3. External factors.
Mekanisme Pemantauan dan Pengendalian Risiko Equity Investment Risk Monitoring and Control
Investasi Mechanisms
Dalam melakukan pemantauan dan pengendalian risiko In monitoring and controlling equity investment risk, Permata
investasi, Permata Bank secara konsisten menerapkan Bank has consistently implemented the following initiatives:
berbagai hal sebagai berikut:
1. Penetapan dan pemantauan limit toleransi risiko terhadap 1. Set and monitor risk tolerance limit for equity investment
indikator risiko investasi. risk indicators.
2. Permata Bank memonitor konsentrasi dan kualitas dari 2. Permata Bank regularly monitors concentration and quality
penyaluran dana berbasis bagi hasil secara reguler. of financing based on profit sharing based financing.
11 . Risiko Transaksi Intra-Grup 11. Intra-Group Transaction Risk
Risiko transaksi intra-grup adalah risiko akibat ketergantungan Intra-group transaction risk is the risk that arises as a result
suatu Lembaga Jasa Keuangan (LJK) baik secara langsung of the direct or indirect dependence of one Financial Services
maupun tidak langsung terhadap LJK lainnya dalam satu Institution (FSI) on another in a financial conglomerate in order
konglomerasi keuangan dalam rangka pemenuhan kewajiban to fulfill their obligations in a formal or informal agreement that
perjanjian tertulis maupun perjanjian tidak tertulis yang diikuti is followed and/or not followed by the transfer of funds.
perpindahan dana dan/atau tidak diikuti perpindahan dana.
Organisasi Manajemen Risiko Transaksi Intra-Grup Intra-Group Transaction Risk Management
Organization
Manajemen risiko transaksi intra-grup melibatkan serangkaian Intra-group transaction risk management involves a series
proses untuk meminimalkan risiko yang timbul akibat of processes to minimize risk as a result of a intra-group
transaksi intra-grup. Manajemen risiko transaksi intra-grup transaction. Intra-group transaction risk management is
dikelola oleh RFO yang berada di Direktorat Keuangan dan managed by the RFO in the Finance and Sharia Business Unit
Unit Usaha Syariah, dengan pengawasan aktif dari Direktur Directorate, with the active supervision of the Finance and
Keuangan dan Unit Usaha Syariah serta Direktur Risiko. Sharia Business Unit Director and Risk Director.
Dalam mengelola risiko tersebut, RFO berkoordinasi dengan In managing this risk, the RFO coordinates with the relevant
unit-unit terkait untuk melaksanakan proses manajemen units to implement the risk management processes, monitor
risiko, memantau serta mengevaluasi indikator-indikator yang and evaluate the relevant indicators, and escalate any
relevan, dan melakukan eskalasi apabila terjadi pelampauan breaches of intra‑group transaction risk limits against
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limit risiko transaksi intra-grup terhadap risk appetite yang the established risk appetite, based on the results of the
telah ditetapkan berdasarkan hasil pengukuran profil risiko intra‑group transaction risk profile assessment.
transaksi intra-grup.
Metodologi Pengukuran Risiko Transaksi Intra-Grup Intra-Group Transaction Risk Measurement
Methodology
Dalam menilai profil risiko, yang mencakup risiko inheren In evaluating a risk profile, which consists of inherent
serta Kualitas Penerapan Manajemen Risiko Terintegrasi risks and the Quality of the Integrated Risk Management
(KPMRT) atas risiko transaksi intra-grup, Bank menggunakan Implementation (QIRMI) of intra-group transaction risk, the
parameter/indikator sebagai berikut: Bank used the following parameters/indicators:
1. Risiko inheren, meliputi rasio atau indikator atas: 1. Inherent risk, consist of ratio or indicator as follows:
a. Signifikansi transaksi intra-grup terhadap total aset a. Significance of intra-group transactions to total assets
konglomerasi keuangan. of the financial conglomerate.
b. Ketergantungan LJK terhadap transaksi intra- grup. b. FSI’s dependence on intra-group transaction.
c. Dokumentasi perjanjian transaksi dan dukungan c. Transaction agreements and intra-group support
intra-grup. documentation.
d. Pemenuhan prinsip arm’s length dalam perjanjian d. Fulfillment of the arm’s length principle on overall
transaksi intra-grup secara keseluruhan. intra-group transaction agreement.
e. Dampak transaksi intra-grup kepada kinerja e. Impact of the intra-group transactions on FSI financial
keuangan LJK. performance.
f. Materialitas transaksi intra-grup yang dapat f. Materiality of intra-group transactions that impact the
mempengaruhi kondisi LJK maupun kondisi condition of FSI or financial conglomerate.
konglomerasi keuangan.
2. KPMRT meliputi karakteristik atau kondisi yang ditetapkan 2. QIRMI consists of a characteristic or condition set by the
Regulator, yaitu: Regulators as follows:
a. Pengawasan Direksi dan Dewan Komisaris a. Supervision by the BOD and BOC of Lead Entity.
Entitas Utama.
b. Kecukupan kebijakan, prosedur, dan penetapan limit b. The adequacy of policy, procedure, and limit
manajemen risiko terintegrasi. established for integrated risk management.
c. Kecukupan proses identifikasi, pengukuran, c. The adequacy of integrated process to identify,
pemantauan, dan pengendalian risiko secara measure, monitor, and control risk, including the
terintegrasi, serta sistem informasi manajemen integrated information system risk management.
terintegrasi.
d. Sistem pengendalian internal yang menyeluruh d. Overall internal control system of the integrated risk
terhadap penerapan manajemen risiko terintegrasi. management implementation.
12. Risiko Iklim 12. Climate Risk
Risiko iklim dan risiko lingkungan memiliki dampak yang Climate risks and environmental risks have a significant
signifikan terhadap risiko perbankan. Perubahan iklim telah impact on banking risks. Climate change has led to the
mendorong munculnya risiko prudensial terkait iklim dalam emergence of climate-related prudential risks in the banking
operasional perbankan. Secara umum, risiko iklim mencakup sector. In general, climate risk comprises two main categories:
dua kategori utama, yaitu:
1. Risiko Transisi 1. Transition Risk
Risiko yang muncul akibat perubahan arah kebijakan Transition risk is a risk that arises due to changes in
pemerintah, kemajuan teknologi, dan dinamika sosial the direction of government and stakeholder policies,
seiring dengan bergesernya tujuan perekonomian dunia technological advances, and social dynamics as the
ke arah ekonomi rendah karbon sehingga menuntut Bank world’s economic goals shift towards a low-carbon
untuk menyesuaikan arah kebijakan yang berpotensi economy that requires Bank to adjust policy directions
dapat berdampak pada bisnis, reputasi, serta nilai that can potentially impact the business, reputation, and
dari asetnya. value of the assets.
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2. Risiko Fisik 2. Physical Risk
Risiko ini dapat digolongkan menjadi dua kategori, yaitu Physical risk can be classified into two types, which are
risiko yang disebabkan oleh bencana alam yang parah the risk caused by severe natural disasters such as storms,
seperti badai, banjir, dan kebakaran hutan (risiko fisik floods, and wildfires (physical risk acute) and the risk
akut), serta risiko yang secara bertahap terdampak that is affected by gradual changes in long-term climate
oleh perubahan pola iklim dalam jangka panjang patterns such as rising temperatures and rising sea level
yang disebabkan, misalnya, kenaikan temperatur dan (chronic physical risk).
permukaan air laut (risiko fisik kronis).
Risiko iklim berpotensi menjadi pendorong peningkatan Climate risk would be a driver for the escalation of other
berbagai jenis risiko lainnya, termasuk risiko kredit, risiko risks, such as credit, market, liquidity, operational, and
pasar, risiko likuiditas, risiko operasional, serta risiko reputasi. reputational risks.
Organisasi Manajemen Risiko Iklim Climate Risk Management Organization
RFO Risiko Iklim Permata Bank adalah Direktur Risiko dan RFO Climate Risk is the Risk Director and Chief of Corporate
Chief of Corporate Affairs & Sustainability. Sedangkan RFO Affairs & Sustainability. Whereas RFO PIC are Division Head,
PIC Risiko Iklim Bank adalah Kepala Divisi, Market & Enterprise Market & Enterprise Risk Management; Division Head,
Risk Management; Kepala Divisi, Corporate, Commercial & Corporate, Commercial & EBB Credit Risk Management; and
EBB Credit Risk Management; dan Kepala Divisi, Sustainability. Division Head, Sustainability.
Climate Risk Appetite Statement (RAS) dan Climate Risk Climate Risk Appetite Statement (RAS) and Climate Risk
Tolerance ditinjau oleh RFO setidaknya sekali dalam satu Tolerance are reviewed by RFO at a minimum once a year and
tahun dan wajib memperoleh persetujuan dari Direksi dan must be approved by the Board of Directors (BOD) and the
Dewan Komisaris. Setiap pelanggaran terhadap RAS & Risk Board of Commissioners (BOC). Any breach of RAS and Risk
Tolerance harus dilaporkan sampai kepada Dewan Komisaris Tolerance must be escalated up to BOC and/or its related BOC
dan/atau tingkat Komite Dewan Komisaris terkait seperti KPR. Committee level, such as RMOC (Risk Monitoring Committee).
Minimal sekali setahun, agenda terkait perkembangan At a minimum once a year, Climate Risk update and
Risiko Iklim disajikan dalam pertemuan KMR dan KPR, improvement are presented in RMC and RMOC meetings, and
serta minimal empat kali dalam setahun disajikan dalam a minimum four times a year is presented in the Sustainability
Komite Keberlanjutan untuk meningkatkan kesiagaan dan Committee to improve readiness and understanding for the
pemahaman kepada senior manajemen. senior management.
Di tingkat satuan kerja, RFO PIC risiko iklim membentuk Forum At the working level, RFO PIC Climate Risk established Climate
Grup Diskusi (FGD) Risiko Iklim dan jika diperlukan turut Risk Forum Group Discussion (FDG), and when necessary,
melibatkan RFO PIC jenis risiko lainnya dan Kepala Divisi lain involves RFO PIC from other risk types and other Division
untuk membahas strategi, inisiatif, isu, status kemajuan, dan Heads to discuss strategy, initiatives, issues, progress status,
sebagainya mengenai cara mengintegrasikan risiko iklim ke and other matters, on how to incorporate climate risk into their
dalam area masing-masing. respective areas.
Climate Risk Stress Testing (CRST) dilaksanakan sesuai Climate Risk Stress Testing (CRST) is conducted in reference
dengan persyaratan regulasi dan harus mendapatkan to regulatory requirements and approved by the Risk Director,
persetujuan dari Direktur Risiko, Direktur Keuangan dan Unit Finance & Sharia Business Unit Director, Chief of Treasury, and
Usaha Syariah, Chief of Treasury, dan Chief of Corporate Chief of Corporate Affairs & Sustainability. The results of CRST
Affairs & Sustainability. Hasil CRST juga didiskusikan dan are also discussed and presented to RMC and RMOC. The
disampaikan kepada KMR dan KPR. Frekuensi pelaksanaan frequency of conducting CRST will be aligned with regulatory
CRST akan mengikuti ketentuan regulasi, sejalan dengan requirements, given that climate risk regulations are living
perkembangan berkelanjutan atas regulasi risiko iklim. documents.
Risiko dan peluang bisnis utama Bank khususnya terkait Key business risks and opportunities related to Environmental,
aspek Lingkungan, Sosial, dan Tata Kelola (ESG) dipantau dan Social, and Governance (ESG) are monitored and assessed
dinilai oleh Komite Keberlanjutan melalui rapat yang diadakan by the Sustainability Committee, which meets at least twice
minimal dua kali dalam setahun. a year.
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Metodologi Pengukuran Risiko Iklim Climate Risk Measurement Methodology
Metodologi yang digunakan Bank dalam mengukur Risiko Methodology in climate risk measurement:
iklim, adalah sebagai berikut:
1. Climate Risk Stress Testing (CRST) 1. Climate Risk Stress Testing (CRST)
Bank melakukan uji coba CRST pertama pada tahun 2024. The Bank conducted 1st pilot CRST in 2024. In 2025,
Pada tahun 2025, Bank melakukan uji coba CRST kedua the Bank conducted 2nd pilot CRST with scope and
dengan cakupan dan metodologi yang telah disesuaikan methodology adjusted according to regulatory
dengan ketentuan regulasi. Dalam pelaksanaan CRMS requirements. In the implementation of CRMS 2025, the
2025, Bank mengacu pada analisis skenario yang Bank refers to the scenario analysis from the OJK and
ditetapkan oleh OJK dan memperbarui kumpulan data updated the macroeconomic variables according to the
variabel makroekonomi sesuai persyaratan OJK. Bank OJK requirement. Bank considers the impact of transition
mempertimbangkan dampak risiko transisi maupun risk and physical risk on the Bank’s financial performance,
risiko fisik terhadap kinerja keuangan Bank, setidaknya at a minimum, regarding the following matters:
mencakup aspek-aspek berikut:
a. Makroekonomi. a. Macroeconomics.
b. Kinerja debitur, dengan analisis prioritas: b. Debtors’ performance, with priority analysis:
• Risiko fisik: kerusakan aset, devaluasi aset. • Physical risk: asset damage, asset devaluation.
• Risiko transisi: biaya karbon, perubahan • Transition risk: carbon fee, revenue changes,
pendapatan, belanja modal, dan perubahan capital expenditures, and cash flow changes.
arus kas.
c. Hal-hal yang akan memengaruhi bisnis dan kinerja c. Those that will affect debtors’ business and financial
keuangan debitur termasuk kemampuan pembayaran performance, including repayment capability and
kembali dan dampak pada nilai agunan Bank. impact on the Bank’s collateral value.
d. Dampak terhadap kinerja Bank termasuk aspek d. The impact on the Bank’s performance, including
permodalan (Capital Adequacy Ratio/CAR). capital aspect (Capital Adequacy Ratio/CAR).
2. Pengelolaan Data Risiko Iklim 2. Climate Risk Data Management
a. Bank membangun sistem dan prosedur untuk a. The Bank has created system and procedure for
mengumpulkan dan memproses data terkait risiko collecting and processing data related to climate risk
iklim untuk data finansial dan non-finansial di seluruh for both financial and non-financial data throughout
operasi Bank. the Bank’s operation.
b. Bank mengidentifikasi, mengumpulkan, dan b. The Bank has identified, collected, and improved the
meningkatkan kualitas data emisi Gas Rumah Kaca quality of Green House Gas (GHG) emission’s data and
(GRK) dan data terkait lainnya beserta pengukuran other related data along with the risk measurements
risiko dan dampaknya dengan menggunakan and the impacts by using various sources, either
berbagai sumber, baik dari dalam negeri maupun luar domestic or international sources, including public
negeri, termasuk sumber informasi publik, penelitian information sources, scientific research, products and
ilmiah, produk dan layanan pihak ketiga, atau data third party’s services, or data that obtained directly
yang diperoleh langsung dari pelanggan dan mitra. from customers and partners.
3. Perhitungan Emisi yang Dibiayai 3. Finance Emission Calculation
Mengukur jejak emisi GRK adalah langkah untuk Measuring the GHG emission footprint is a step to
memahami besarnya emisi yang dihasilkan dan untuk understand the magnitude of the emission produced and
mengidentifikasi sumber emisi guna mengembangkan to identify the emission sources to develop action plans at
rencana aksi di Bank, termasuk Laporan ke Regulator. the Bank, including Regulatory Reporting.
Model Perhitungan Emisi dari Aktivitas Pembiayaan The Financed Emissions Calculation Model was approved
telah disetujui oleh Komite Penilaian Model (KPM) by the Model Assessment Committee (MAC) in April 2025.
pada bulan April 2025. Pada Perhitungan Emisi dari Financed Emissions Calculation for CRMS 2025, the data
Aktivitas Pembiayaan untuk CRMS 2025, telah dilakukan quality used was enhanced by incorporating Tier 2 data
peningkatan atas kualitas data yang digunakan dengan sourced from the Sustainability Reports of 10 corporate
menambahkan kualitas data Tier 2 yang diambil dari debtors, whereas in CRMS 2024, all data used were proxy
Laporan Keberlanjutan 10 debitur Korporasi, sementara data (Tier 4 data quality).
pada CRMS 2024 kualitas data yang digunakan
seluruhnya adalah data proxy (kualitas data Tier 4).
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4. Taksonomi Hijau Indonesia (THI) dan Taksonomi 4. Indonesia Green Taxonomy (IGT) and Indonesia
Keuangan Berkelanjutan Indonesia (TKBI) Taxonomy for Sustainable Finance (ITSF)
Taksonomi Hijau adalah klasifikasi kegiatan ekonomi Green Taxonomy is an economic activity classification
yang mendukung upaya perlindungan dan pengelolaan that supports environmental protection and management
lingkungan, serta mitigasi dan adaptasi terhadap efforts, as well as mitigation and adaptation to climate
perubahan iklim. Taksonomi Hijau dapat digunakan change. The Green Taxonomy can be used to determine
untuk menentukan proporsi kegiatan yang memberikan the proportion of activities that substantially contribute to
kontribusi substansial terhadap tujuan lingkungan (upaya environmental objectives (climate change mitigation and
mitigasi dan adaptasi terhadap perubahan iklim). adaptation efforts).
Untuk mendukung komitmen pemerintah, OJK telah In order to support the commitment of the government,
meluncurkan campuran kebijakan untuk meningkatkan OJK has launched a policy mix to increase the role of
peran sektor jasa keuangan dalam mempromosikan the financial services sector in promoting sustainable
keuangan berkelanjutan di Indonesia, salah satunya finance in Indonesia, one of which is the fine-tuning of
melalui penyempurnaan Taksonomi Hijau Indonesia Indonesia Green Taxonomy Edition 1.0 (IGT) into Indonesia
Edisi 1.0 (THI) menjadi TKBI. Taxonomy for Sustainable Finance (ITSF).
TKBI adalah klasifikasi kegiatan ekonomi yang mendukung ITSF is a classification of economic activities that supports
Tujuan Pembangunan Berkelanjutan (SDGs) Indonesia Indonesia’s Sustainable Development Goals (SDGs) that
yang mencakup aspek ekonomi, lingkungan, dan sosial. include economic, environmental, and social aspects.
TKBI digunakan sebagai panduan untuk meningkatkan ITSF is used as a guide to improve capital allocation and
alokasi modal dan pembiayaan berkelanjutan guna sustainable financing to support the achievement of
mendukung pencapaian target NZE Indonesia. Indonesia’s NZE targets.
Mekanisme Pemantauan dan Pengendalian Risiko Climate Risk Monitoring and Control Mechanisms
Iklim
Pemantauan Risiko Iklim dilakukan melalui penyampaian Climate Risk monitoring is conducted through submission of
laporan yang disampaikan kepada Direksi dan OJK secara reports to the Board of Directors (BOD) and the Regulatory
triwulanan maupun tahunan, sesuai ketentuan regulator. (OJK), with a quarterly or annual duration (as per Regulatory
Jenis laporan yang disampaikan mencakup Sustainability requirements). The reports submitted include the Sustainability
Dashboard, Laporan Keberlanjutan, Rencana Aksi Keuangan Dashboard, Sustainability Report, Sustainable Finance Action
Berkelanjutan (RAKB), Climate Risk Stress Test (CRST), Laporan Plan (RAKB), Climate Risk Stress Test (CRST), IGT and ITSF
THI dan TKBI, serta Laporan Tematik terkait Pembiayaan Hijau. Reports, and Thematic Reports (Green Financing).
Dalam mengendalikan Risiko Iklim, Bank menetapkan batas In managing Climate Risk, Bank establish internal limits for the
internal untuk berbagai jenis risiko iklim material yang various types of material climate risk to which they are exposed,
dihadapi, misalnya dalam risiko kredit. Mengingat sifat risiko for example within credit risk. Given the evolving nature of
iklim yang terus berkembang, saluran tambahan untuk climate risk, additional channels for transmitting these risks to
mengkaitkan risiko ini ke kategori risiko tradisional mungkin traditional risk categories may yet be undiscovered. The Bank
belum ditemukan. Bank harus memantau perkembangan should monitor future developments and seek to understand
di masa depan dan berusaha memahami serta mengelola and manage the impacts of climate-related risk drivers on
dampak dari penggerak risiko terkait iklim terhadap other material risks should additional transmission channels
risiko material lainnya jika saluran transmisi tambahan be identified.
teridentifikasi.
B. Pengungkapan Permodalan B. Capital Disclosures
Struktur, Kecukupan, dan Komposisi Permodalan Capital Structure, Adequacy, and Composition
Sampai dengan periode yang berakhir pada tanggal 31 Desember During the period ended on 31 December 2025, Permata Bank
2025, Permata Bank memiliki struktur permodalan yang kokoh maintained a strong capital structure to support its business
untuk mencapai pertumbuhan bisnis dan menyerap potensi growth and absorb any potential future losses. Permata Bank’s
kerugian di masa mendatang. Modal Inti Permata Bank menjadi Tier 1 Capital became the main component contributing to 97%
penopang utama dengan kontribusi hingga 97% dari permodalan of Permata Bank’s capital, which consists of Common Equity Tier 1
480 PT Bank Permata Tbk Laporan Tahunan 2025
Page 483
Permata Bank yang terdiri dari Modal Inti Utama (CET-1) yang (CET-1) of Rp43.28 trillion and Additional Tier 1 Capital (AT 1) of
bernilai Rp43,28 triliun dan Modal Inti Tambahan (AT-1) sebesar Rp11.34 trillion as of 31 December 2025. While supplementary
Rp11,34 triliun per tanggal 31 Desember 2025. Sedangkan capital was recorded at Rp1.72 trillion in the same period.
modal pelengkap Permata Bank di tanggal yang sama tercatat
sebesar Rp1,72 triliun.
Permata Bank memahami pentingnya perencanaan permodalan Permata Bank understands the importance of capital planning for
untuk kelangsungan usaha. Dengan memiliki struktur permodalan the continuity of its business. By having a strong capital structure,
yang kuat, Permata Bank mampu mempertahankan pertumbuhan Permata Bank was able to maintain sustainable business
bisnis yang berkelanjutan. Untuk itu, Direksi dan Dewan Komisaris growth. For that reason, the Board of Directors and the Board of
mendedikasikan waktu dan tenaga untuk menyusun rencana Commissioners devoted time and effort to preparing the capital
permodalan untuk rencana bisnis Permata Bank. plan for Permata Bank’s business plan.
Lebih lanjut, Direksi dan Dewan Komisaris secara rutin juga Furthermore, on a regular basis, the BOD and BOC review the
melakukan kajian atas laporan pemenuhan KPMM sesuai profil report on the fulfillment of the requirement to provide CAR based
risiko pada setiap semester, menyetujui hasil ICAAP tahunan, on risk profile in every semester, approve the annual ICAAP results
dan menyetujui Rencana Aksi Pemulihan Bank tahunan termasuk and the Bank’s annual Recovery Action Plan, including its stress
stress testing dan pemenuhan kecukupan dan kelayakan testing and fulfillment of adequacy and feasibility of the Bank’s
instrumen utang Bank yang berkarakteristik modal. debt instruments with capital characteristics.
Penjelasan lebih lanjut mengenai Struktur dan Kecukupan Further disclosure regarding Capital Structure and Adequacy is
Permodalan tersaji dalam Bab Analisis dan Pembahasan presented in the Management Discussion and Analysis–Financial
Manajemen bab Tinjauan Keuangan pada bagian Struktur Modal Review in the Capital Structure, Management Policy on Capital
dan Kebijakan Manajemen atas Struktur Modal serta Dasar Structure, and Basis of Policy Making sections.
Penentuan Kebijakan.
Total Eksposur dalam Rasio Pengungkit
Total Exposure in Leverage Ratio
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025
No. Keterangan Description
31 December 2025
1 Total aset di laporan posisi keuangan pada 280.772.694 Total assets on the balance sheet in published
laporan keuangan publikasi (nilai gross sebelum financial statements (gross value before
dikurangi CKPN) deducting impairment provision)
2 Penyesuaian untuk nilai penyertaan pada Bank, – Adjustment for investment in Bank, Financial
lembaga keuangan, perusahaan asuransi, dan/ Institution, Insurance Company, and/or other
atau entitas lain yang berdasarkan standar entities that consolidated based on accounting
akuntansi keuangan harus dikonsolidasikan, standard yet out of scope consolidation based on
namun di luar cakupan konsolidasi berdasarkan Financial Services Authority
ketentuan Otoritas Jasa Keuangan
3 Penyesuaian untuk nilai kumpulan aset keuangan – Adjustment for portfolio of financial asset that
yang mendasari yang telah dialihkan dalam have underlying which already transferred to
sekuritisasi aset yang memenuhi persyaratan without recourse securitization asset as stipulated
jual putus sebagaimana diatur dalam peraturan in OJK’s statutory regulations related to prudential
Otoritas Jasa Keuangan mengenai prinsip kehati- principles in securitization asset activity for
hatian dalam aktivitas sekuritisasi aset bagi general bank
bank umum
Dalam hal aset keuangan yang mendasari In the event that the underlying financial asset
dimaksud telah dikurangkan dari total aset pada has been deducted from the total assets in the
laporan posisi keuangan maka angka pada baris statement of financial position, the number on this
ini adalah 0 (nol) line is 0 (zero)
2025 Annual Report PT Bank Permata Tbk 481
Page 484
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025
No. Keterangan Description
31 December 2025
4 Penyesuaian terhadap pengecualian sementara – Adjustment for temporary exception of Placement
atas penempatan giro pada Bank Indonesia to Bank Indonesia in accordance statutory
dalam rangka memenuhi ketentuan giro wajib reserve requirement (if any)
minimum (jika ada)
5 Penyesuaian untuk aset fidusia yang diakui – Adjustment for fiduciary asset that recognized
sebagai komponen laporan posisi keuangan as balance sheet based on accounting standard
berdasarkan standar akuntansi keuangan, yet excluded from total exposure in leverage ratio
namun dikeluarkan dari perhitungan total calculation
eksposur dalam rasio pengungkit
6 Penyesuaian untuk nilai pembelian atau (1.614.324) Adjustment for acquisition cost or sales price
penjualan aset keuangan secara reguler dengan of finance assets regularly using trade date
menggunakan metode akuntansi tanggal accounting method
perdagangan
7 Penyesuaian untuk nilai transaksi cash pooling – Adjustment for eligible cash pooling transaction
yang memenuhi persyaratan sebagaimana diatur as stipulated in this OJK’s regulation
dalam peraturan Otoritas Jasa Keuangan ini
8 Penyesuaian untuk nilai eksposur transaksi 728.471 Adjustment to exposure of derivative transaction
derivatif
9 Penyesuaian untuk nilai eksposur SFT sebagai 70.831 Adjustment to exposure of Securities Financing
contoh transaksi reverse repo Transaction (SFT) for example: reverse repo
transaction
10 Penyesuaian untuk nilai eksposur TRA yang telah 17.613.153 Adjustment to exposure of Off-Balance Sheet
dikalikan dengan FKK transaction that already multiply with Credit
Conversion Factor
11 Penyesuaian penilaian prudensial berupa faktor (16.258.907) Prudent valuation adjustments in form of capital
pengurang modal dan CKPN deduction factor and impairment
12 Penyesuaian lainnya – Other adjustments
13 Total eksposur dalam perhitungan rasio 281.311.918 Total exposure in Leverage Ratio Calculation
pengungkit
Analisis Kualitatif | Qualitative Analysis
Tabel Laporan Perhitungan Rasio Pengungkit
Table of Leverage Ratio Calculation Report
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Periode | Period
No. Keterangan 31 Desember 2025 30 September 2025 Description
31 December 2025 30 September 2025
Eksposur Aset dalam Laporan Posisi Keuangan On-Balance Sheet Exposure
1 Eksposur aset dalam laporan posisi 275.768.628 276.791.655 On-balance sheet exposure including
keuangan termasuk aset jaminan, namun collateral, but excluding derivatives and
tidak termasuk eksposur transaksi securities financing transaction (SFTs)
derivatif dan eksposur SFT (gross value before deducting impairment
(Nilai gross sebelum dikurangi CKPN) provisions)
2 Nilai penambahan kembali untuk agunan – – Gross-up for derivatives collateral
derivatif yang diserahkan kepada pihak provided where deducted from balance
lawan yang mengakibatkan penurunan sheet assets pursuant to the accounting
total eksposur aset dalam neraca karena standard
adanya penerapan standar akuntansi
keuangan
3 (Pengurangan atas piutang terkait CVM – – (Deductions of receivable assets for CVM
yang diberikan dalam transaksi derivatif) Provided in derivatives transactions)
482 PT Bank Permata Tbk Laporan Tahunan 2025
Page 485
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Periode | Period
No. Keterangan 31 Desember 2025 30 September 2025 Description
31 December 2025 30 September 2025
4 (Penyesuaian untuk nilai tercatat surat – – (Adjustment for securities received under
berharga yang diterima dalam eksposur securities financing transaction that are
SFT yang diakui sebagai aset) recognized as an asset)
5 (CKPN atas aset tersebut sesuai standar (12.430.369) (12.125.247) (Impairment provision those assets inline
akuntansi keuangan) with accounting standard applied)
6 (Aset yang telah diperhitungkan sebagai (2.887.630) (2.661.242) (Asset amounts deducted in determining
faktor pengurang Modal Inti sebagaimana Basel III Tier 1 capital and regulatory
dimaksud dalam peraturan Otoritas adjustments)
Jasa Keuangan mengenai kewajiban
penyediaan modal minimum bagi
bank umum)
7 Total eksposur aset dalam laporan posisi 260.450.629 262.005.166 Total on-balance sheet exposure
keuangan
Penjumlahan dari baris 1 sampai dengan Sum of rows 1 to 6
baris 6
Eksposur Transaksi Derivatif Derivative Exposure
8 Nilai RC untuk seluruh transaksi derivatif 196.837 401.447 Replacement cost associated with all
baik dalam hal terdapat variation margin derivatives transactions (where applicable
yang memenuhi syarat atau terdapat net of eligible cash variation margin and/
perjanjian saling hapus yang memenuhi or with bilateral netting)
persyaratan tertentu
9 Nilai penambahan yang merupakan PFE 672.130 752.294 Add on amounts for Potential Future
untuk seluruh transaksi derivatif Exposure (PFE) associated with all
derivatives transactions
10 (Pengecualian atas eksposur transaksi (894) (5.698) (Exempted central counterparty (CCP) leg
derivatif yang diselesaikan melalui central of client-cleared trade exposures)
counterparty (CCP))
11 Penyesuaian untuk nilai nosional efektif – – Adjusted effective notional amount of
dari derivatif kredit written credit derivatives
12 (Penyesuaian untuk nilai nosional – – (Adjusted effective notional offsets and
efektif yang dilakukan saling hapus dan add-on deductions for written credit
pengurangan add-on untuk transaksi derivatives)
penjualan derivatif kredit)
13 Total Eksposur Transaksi Derivatif 868.073 1.148.043 Total Derivative Exposure
Penjumlahan baris 8 sampai dengan Sum of rows 8 to 12
baris 12
Eksposur Securities Financing Transaction Securities Financing Transaction (SFT)
(SFT) Exposure
14 Nilai tercatat aset SFT secara gross 3.250.140 2.580.893 Gross SFT Assets
15 (Nilai bersih antara liabilitas kas dan – – (Net value between cash liabilities and
tagihan kas) cash receivables)
16 Risiko Kredit akibat kegagalan pihak 70.831 79.624 Credit risk due to counterparty failure
lawan terkait aset SFT yang mengacu related to SFT assets which refers to
pada perhitungan current exposure the calculation of current exposure as
sebagaimana diatur dalam Lampiran regulated in the Attachment to this OJK
Peraturan OJK ini Regulation
17 Eksposur sebagai agen SFT – – Agent transaction exposures
18 Total Eksposur SFT 3.320.971 2.660.517 Total SFT Exposure
Penjumlahan baris 14 sampai dengan Sum of rows 14 to 17
baris 17
2025 Annual Report PT Bank Permata Tbk 483
Page 486
Manajemen Risiko
Risk Management
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Periode | Period
No. Keterangan 31 Desember 2025 30 September 2025 Description
31 December 2025 30 September 2025
Eksposur Transaksi Rekening Administratif Off Balance Sheet Exposure
(TRA)
19 Nilai seluruh kewajiban komitmen atau 95.535.979 93.175.096 Off-balance sheet exposure at gross
kewajiban kontinjensi notional amount
Nilai gross sebelum dikurangi CKPN Gross value before deducting impairment
provision
20 (Penyesuaian terhadap hasil perkalian (77.922.826) (75.901.256) (Adjustment from the result of multiplying
antara nilai kewajiban komitmen atau commitment payable or contingent
kewajiban kontinjensi dan FKK kemudian payables with credit conversion factor
dikurangi CKPN) and deducted with impairment provision)
factor and deducted with impairment
provision)
21 (CKPN atas TRA sesuai standar akuntansi (940.908) (942.010) (Impairment provision for off-balance
keuangan) sheet inline with accounting standard)
22 Total Eksposur TRA 16.672.245 16.331.830 Total Other Off-Balance Sheet Exposure
Penjumlahan dari baris 19 sampai Sum of rows 19 to 21
dengan baris 21
Modal dan Total Eksposur Capital and Total Exposure
23 Modal Inti 54.631.797 54.273.843 Tier 1 Capital
24 Total Eksposur 281.311.918 282.145.556 Total Exposure
Penjumlahan baris 7, baris 13, baris 18, Sum of rows 7, 13, 18, and 22
dan baris 22
Rasio Nilai Pengungkit (Leverage) Leverage Ratio
25 Nilai Rasio Pengungkit, termasuk dampak 19,42% 19,24% Leverage Ratio, including the impact
dari penyesuaian terhadap pengecualian of any adjustment to the temporary
sementara atas penempatan giro pada exemption of current accounts with Bank
Bank Indonesia dalam rangka memenuhi Indonesia in order to fulfill the minimum
ketentuan giro wajib minimum (jika ada) reserve requirements (if any)
25a Nilai Rasio Pengungkit, tidak termasuk 19,42% 19,24% Leverage Ratio, excluding the impact of
dampak dari penyesuaian terhadap temporary exemption of current accounts
pengecualian sementara atas with Bank Indonesia in order to fulfill the
penempatan giro pada Bank Indonesia minimum reserve requirements (if any)
dalam rangka memenuhi ketentuan giro
wajib minimum (jika ada)
26 Nilai Minimum Rasio Pengungkit 3,00% 3,00% Minimum Leverage Ratio
27 Bantalan terhadap nilai Rasio Pengungkit – – Buffer to Leverage Ratio
Pengungkapan Nilai Rata-rata Disclosure of Mean Values
28 Nilai rata-rata dari nilai tercatat aset 4.397.984 5.103.994 Mean value of gross SFT assets,
SFT secara gross, setelah penyesuaian after adjustment for sale accounting
untuk transaksi akuntansi penjualan (sale transactions and netted of amounts of
accounting transaction) yang dihitung associated cash payables and cash
secara bersih (nett) dengan liabilitas kas receivables
dalam SFT dan tagihan kas dalam SFT
29 Nilai akhir triwulan laporan dari nilai 3.250.140 2.580.893 Quarter-end value of gross SFT assets,
tercatat aset SFT secara gross, setelah after adjustment for sale accounting
penyesuaian untuk transaksi akuntansi transactions and netted of amounts of
penjualan (sale accounting transaction) associated cash payables and cash
yang dihitung secara bersih (nett) dengan receivables
liabilitas kas dalam SFT dan tagihan kas
dalam SFT
484 PT Bank Permata Tbk Laporan Tahunan 2025
Page 487
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Periode | Period
No. Keterangan 31 Desember 2025 30 September 2025 Description
31 December 2025 30 September 2025
30 Total Eksposur, termasuk dampak dari 282.459.762 284.668.657 Total exposures (including the impact of
penyesuaian terhadap pengecualian any applicable temporary exemption of
sementara atas penempatan giro pada central bank reserves) incorporating mean
Bank Indonesia dalam rangka memenuhi values from row 28 of gross SFT assets
ketentuan giro wajib minimum (jika ada),
yang telah memasukkan nilai rata-rata
dari nilai tercatat aset SFT secara gross
sebagaimana dimaksud dalam baris 28
30a Total Eksposur, tidak termasuk dampak 282.459.762 284.668.657 Total Exposure, excluding the impact
dari penyesuaian terhadap pengecualian of any adjustments to the temporary
sementara atas penempatan giro pada exemption of current accounts with
Bank Indonesia dalam rangka memenuhi Bank Indonesia in order to fulfill the
ketentuan giro wajib minimum (jika ada), minimum reserve requirements (if any),
yang telah memasukkan nilai rata-rata incorporating mean values from row 28 of
dari nilai tercatat aset SFT secara gross gross SFT assets
sebagaimana dimaksud dalam baris 28
31 Nilai Rasio Pengungkit, termasuk dampak 19,34% 19,07% Leverage Ratio, including the impact
dari penyesuaian terhadap pengecualian of any adjustment to the temporary
sementara atas penempatan giro pada exemption of current accounts with
Bank Indonesia dalam rangka memenuhi Bank Indonesia in order to fulfill the
ketentuan giro wajib minimum (jika ada), minimum reserve requirements (if any),
yang telah memasukkan nilai rata-rata incorporating mean values from row 28 of
dari nilai tercatat aset SFT secara gross gross SFT assets
sebagaimana dimaksud dalam baris 28
31a Nilai Rasio Pengungkit, tidak termasuk 19,34% 19,07% Leverage Ratio, excluding the impact
dampak dari penyesuaian terhadap of any adjustment to the temporary
pengecualian sementara atas exemption of current accounts with
penempatan giro pada Bank Indonesia Bank Indonesia in order to fulfill the
dalam rangka memenuhi ketentuan minimum reserve requirements (if any),
giro wajib minimum (jika ada), yang incorporating mean values from row 28 of
telah memasukkan nilai rata-rata dari gross SFT assets
nilai tercatat aset SFT secara gross
sebagaimana dimaksud dalam baris 28
Analisis Kualitatif | Qualitative Analysis
Komposisi Permodalan per 31 Desember 2025 - Individu
Composition of Capital as of 31 December 2025 - Bank Only
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Nomor Referensi
yang Berasal dari
Neraca Publikasi
Jumlah Reference
No. Komponen Components
Amount Number
Publication
Statements of
Financial Position
CET-1: Instrumen dan Tambahan Modal Disetor Common Equity Tier 1 (CET-1): Capital
Instruments and Reserves
1 Saham biasa (termasuk stock surplus) 32.047.758 f Ordinary shares (including surplus stock)
2 Laba ditahan 10.523.631 i Retained earnings
3 Akumulasi penghasilan komprehensif lain 4.017.802 h Accumulated other comprehensive income
(dan cadangan lain) (and other reserves)
4 Modal yang termasuk phase out dari CET-1 N/A Capital that includes phase out of CET-1
5 Kepentingan Non Pengendali yang dapat – Non-controlling interests that can be taken
diperhitungkan into account
6 CET-1 sebelum regulatory adjustment 46.589.191 CET-1 capital before regulatory adjustments
2025 Annual Report PT Bank Permata Tbk 485
Page 488
Manajemen Risiko
Risk Management
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Nomor Referensi
yang Berasal dari
Neraca Publikasi
Jumlah Reference
No. Komponen Components
Amount Number
Publication
Statements of
Financial Position
CET-1: Faktor Pengurang (Regulatory CET-1: Regulatory Adjustment
Adjustment)
7 Selisih kurang jumlah penyesuaian nilai – Difference less the amount of fair value
wajar dari instrumen keuangan dalam adjustments of financial instruments in the
trading book trading book
8 Goodwill – Goodwill
9 Aset tidak berwujud lainnya (selain 1.055.312 b Other intangibles (other than Mortgage-
Mortgage-Servicing Rights) Servicing Rights)
10 Aset pajak tangguhan yang berasal dari N/A Deferred tax assets that rely on future
future profitability profitability
11 Cash-flow hedge reserve N/A Cash-flow hedge reserve
12 Shortfall on provisions to expected losses N/A Shortfall on provisions to expected losses
13 Keuntungan penjualan aset dalam transaksi – Securitization gain on sale
sekuritisasi
14 Peningkatan/penurunan nilai wajar atas – Gains and losses due to changes in own
kewajiban keuangan (DVA) credit risk on fair valued liabilities (DVA)
15 Aset pensiun manfaat pasti N/A Defined-benefit pension fund net assets
16 Investasi pada saham sendiri (jika belum N/A Investments in own shares (if not already
di-net dalam modal di Laporan Posisi netted off paid-in capital on Reported
Keuangan) Balance Sheet)
17 Kepemilikan silang pada instrumen CET-1 – Reciprocal cross-holdings in common
pada entitas lain equity
18 Investasi pada modal bank, entitas N/A Investments in the capital of banking,
keuangan dan asuransi di luar cakupan financial, and insurance entities that
konsolidasi secara ketentuan, net posisi are outside the scope of regulatory
short yang diperkenankan, di mana consolidation, net of eligible short positions,
Bank tidak memiliki lebih dari 10% modal where the Bank does not own more than
saham yang diterbitkan (jumlah di atas 10% of the issued share capital (amount
batasan 10%) above 10% threshold)
19 Investasi signifikan pada saham biasa N/A Significant investments in the common
Bank, entitas keuangan dan asuransi di luar stock of banking, financial, and insurance
cakupan konsolidasi secara ketentuan, net entities that are outside the scope of
posisi short yang diperkenankan (jumlah regulatory consolidation, net of eligible short
di atas batasan 10%) positions (amount above 10% threshold)
20 Mortgage-Servicing Rights – Mortgage-Servicing Rights
21 Aset pajak tangguhan yang berasal dari N/A Deferred tax assets arising from temporary
perbedaan temporer (jumlah di atas differences (amount above 10% threshold,
batasan 10%, net dari kewajiban pajak) net of related tax liability)
22 Jumlah melebihi batasan 15% dari: N/A Amount exceeding the 15% threshold of
which:
23 investasi signifikan pada saham biasa N/A significant investments in the common
financials stock of financial
24 Mortgage-Servicing Rights N/A Mortgage-Servicing Rights
25 pajak tangguhan dari perbedaan N/A deferred tax assets arising from
temporer temporary differences
26 Penyesuaian berdasarkan ketentuan National specific regulatory adjustments
spesifik nasional
26a Selisih PPKA dan CKPN – Difference between allowance for
possible losses and allowance for
impairment losses on earning assets
486 PT Bank Permata Tbk Laporan Tahunan 2025
Page 489
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Nomor Referensi
yang Berasal dari
Neraca Publikasi
Jumlah Reference
No. Komponen Components
Amount Number
Publication
Statements of
Financial Position
26b PPKA non produktif 36.031 Allowance for losses on non productive
assets required to be provided
26c Aset Pajak Tangguhan 1.832.318 c Deferred tax asset
26d Penyertaan – a Investments in shares of stock
26e Kekurangan modal pada perusahaan – Shortage of capital on insurance
anak asuransi subsidiary company
26f Eksposur sekuritisasi – Securitization exposure
26g Lainnya 382.139 g Others
27 Penyesuaian pada CET-1 akibat AT-1 – Regulatory adjustments applied to CET-1
dan Tier 2 lebih kecil daripada faktor due to insufficient AT-1 and Tier 2 to cover
pengurangnya deductions
28 Jumlah pengurang (regulatory 3.305.800 Total regulatory adjustments to CET-1
adjustment) terhadap CET-1
29 Jumlah CET-1 setelah faktor pengurang 43.283.391 Total CET-1 capital after regulatory
adjustments
Modal Inti Tambahan (AT-1): Instrumen Additional Tier 1 Capital (AT-1): Instruments
30 Instrumen AT-1 yang diterbitkan oleh Bank 11.348.406 AT-1 instruments directly issued by the Bank
(termasuk stock surplus) (including stock surplus)
31 Yang diklasifikasikan sebagai ekuitas – Classified as equity under applicable
berdasarkan standar akuntansi accounting standards
32 Yang diklasifikasikan sebagai liabilitas 11.348.406 d Classified as liabilities under applicable
berdasarkan standar akuntansi accounting standards
33 Modal yang termasuk phase out dari AT-1 N/A Directly issued capital instruments subject
to phase out from AT-1
34 Instrumen AT-1 yang diterbitkan oleh Entitas – AT-1 instruments issued by subsidiaries that
Anak yang diakui dalam perhitungan are recognized in the consolidated CAR
KPMM secara konsolidasi calculation
35 Instrumen yang diterbitkan Entitas Anak N/A Instruments issued by Subsidiaries subject
yang termasuk phase out to phase out
36 Jumlah AT-1 sebelum Regulatory 11.348.406 Total AT-1 capital before regulatory
Adjustment adjustments
Modal Inti Tambahan: Faktor Pengurang Additional Tier 1 Capital:
(Regulatory Adjustment) Regulatory Adjustment
37 Investasi pada instrumen AT-1 sendiri N/A Investments in own AT-1 instruments
38 Kepemilikan silang pada instrumen AT-1 - Reciprocal cross-holdings in AT-1
pada entitas lain instruments
39 Investasi pada modal bank, entitas N/A Investments in the capital of banking,
keuangan dan asuransi di luar cakupan financial, and insurance entities that
konsolidasi secara ketentuan, net posisi are outside the scope of regulatory
short yang diperkenankan, di mana consolidation, net of eligible short positions,
Bank tidak memiliki lebih dari 10% modal where bank does not own more than 10%
saham yang diterbitkan (jumlah di atas of the issued common share capital of the
batasan 10%) entity (amount above 10% threshold)
40 Investasi signifikan pada modal Bank, N/A Significant investments in the capital of
entitas keuangan dan asuransi di luar banking, financial, and insurance entities
cakupan konsolidasi secara ketentuan (net that are outside the scope of regulatory
posisi short yang diperkenankan) consolidation (net of eligible short positions)
41 Penyesuaian berdasarkan ketentuan – National specific regulatory adjustments
spesifik nasional
41a Penempatan dana pada instrumen AT-1 – Placement of funds in AT-1 instruments
pada Bank lain with other Bank
2025 Annual Report PT Bank Permata Tbk 487
Page 490
Manajemen Risiko
Risk Management
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Nomor Referensi
yang Berasal dari
Neraca Publikasi
Jumlah Reference
No. Komponen Components
Amount Number
Publication
Statements of
Financial Position
42 Penyesuaian pada AT-1 akibat Tier 2 lebih – Regulatory adjustments applied to AT-1 due
kecil daripada faktor pengurangnya to insufficient Tier 2 to cover deductions
43 Jumlah faktor pengurang (regulatory – Total regulatory adjustments to AT-1
adjustment) terhadap AT-1 capital
44 Jumlah AT-1 setelah faktor pengurang 11.348.406 Total AT-1 capital
45 Jumlah Modal Inti (Tier 1) (CET-1 + AT-1) 54.631.797 Total Tier 1 Capital (CET-1 + AT-1)
Modal Pelengkap (Tier 2): Instrumen dan Tier 2 Capital: Instruments and provisions
cadangan
46 Instrumen Tier 2 yang diterbitkan oleh Bank – e Tier 2 instruments directly issued by the
(termasuk stock surplus)**) Bank (including stock surplus)**)
47 Modal yang termasuk phase out dari Tier 2 N/A Directly issued capital instruments subject
to phase out from Tier 2
48 Instrumen Tier 2 yang diterbitkan – Tier 2 instruments (and CET-1 and AT-1
oleh Entitas Anak yang diakui dalam instruments not included in rows 5 or 34)
perhitungan KPMM secara konsolidasi issued by subsidiaries and held by third
parties (amount allowed in group Tier 2)
49 Modal yang diterbitkan Entitas Anak N/A Instruments issued by subsidiaries
yang termasuk phase out subject to phase out
50 Cadangan umum PPKA atas aset produktif 1.728.582 PPKA’s general reserves of earnings assets
yang wajib dihitung dengan jumlah paling that must be calculated with a maximum
tinggi sebesar 1,25% dari ATMR untuk Risiko amount of 1.25% of RWA for credit risk
Kredit
51 Jumlah Modal Pelengkap (Tier 2) sebelum 1.728.582 Total Tier 2 Capital before regulatory
faktor pengurang adjustments
Modal Pelengkap (Tier 2): Faktor Pengurang Tier 2 Capital: Regulatory Adjustments
(regulatory adjustment)
52 Investasi pada instrumen Tier 2 sendiri N/A Investments in own Tier 2 instruments
53 Kepemilikan silang pada instrumen Tier 2 – Reciprocal cross-holdings in Tier 2
pada entitas lain instruments and other TLAC liabilities
54 Investasi pada kewajiban TLAC modal N/A Investments in TLAC capital of banking,
bank, entitas keuangan dan asuransi di luar financial and insurance entities that
cakupan konsolidasi secara ketentuan, net are outside the scope of regulatory
posisi short yang diperkenankan, di mana consolidation and net of eligible short
Bank tidak memiliki lebih dari 10% modal positions, where bank does not own more
saham yang diterbitkan; nilai sebelumnya than 10% of the issued common share
ditetapkan dengan threshold 5%, tetapi capital of the entity: amount previously
tidak lagi memenuhi kriteria (untuk Bank designated for the 5% threshold but that no
Sistemik) longer meets the conditions
Investasi pada kewajiban TLAC lainnya dari N/A Investments in the other TLAC liabilities of
entitas perbankan, keuangan, dan asuransi banking, financial, and insurance entities
yang berada di luar lingkup konsolidasi that are outside the scope of regulatory
peraturan dan, yang mana bank tidak consolidation and where the bank does
memiliki lebih dari 10% dari saham biasa not own more than 10% of the issued
entitas yang dikeluarkan: jumlah yang common share capital of the entity: amount
sebelumnya ditunjuk untuk batas 5%, tetapi previously designated for the 5% threshold
yang tidak lagi memenuhi syarat (hanya but that no longer meets the conditions
untuk Bank Sistemik)
55 Investasi signifikan pada modal atau N/A Significant investments in the capital and
instrumen TLAC Bank, entitas keuangan other TLAC liabilities of banking, financial
dan asuransi di luar cakupan konsolidasi and insurance entities that are outside the
secara ketentuan (net posisi short yang scope of regulatory consolidation (net of
diperkenankan) eligible short positions)
488 PT Bank Permata Tbk Laporan Tahunan 2025
Page 491
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Nomor Referensi
yang Berasal dari
Neraca Publikasi
Jumlah Reference
No. Komponen Components
Amount Number
Publication
Statements of
Financial Position
56 Penyesuaian berdasarkan ketentuan – National specific regulatory adjustments
spesifik nasional
56a Sinking fund – Sinking fund
56b Penempatan dana pada instrumen Tier 2 – Placement on Tier 2 instruments in other
pada Bank lain Bank
57 Jumlah Faktor Pengurang (Regulatory – Total Regulatory Adjustments to Tier 2
Adjustment) Modal Pelengkap Capital
58 Jumlah Modal Pelengkap (Tier 2) setelah 1.728.582 Total Tier 2 Capital after Regulatory
Regulatory Adjustment Adjustment
59 Total Modal (Modal Inti + Modal 56.360.379 Total Capital (Tier 1 + Tier 2)
Pelengkap)
60 Total Aset Tertimbang Menurut Risiko 162.716.959 Total Risk Weighted Assets (RWA)
(ATMR)
Rasio Kecukupan Pemenuhan Modal Minimum Capital Adequacy Ratios and Capital
(KPMM) dan Tambahan Modal (Capital Buffer) Buffers
61 Rasio Modal Inti Utama (CET-1)-persentase 26,60% CET-1-percentage of RWA
terhadap ATMR)
62 Rasio Modal Inti (Tier 1)-persentase 33,57% Tier 1-percentage of RWA
terhadap ATMR
63 Rasio Total Modal-persentase terhadap 34,63% Total capital-percentage of RWA
ATMR
64 Tambahan Modal (Buffer)-persentase 3,50% Institution specific buffer requirement-
terhadap ATMR percentage of RWA
65 Capital Conservation Buffer 2,50% Capital Conservation Buffer
66 Countercyclical Buffer 0,00% Countercyclical Buffer
67 Capital Surcharge untuk Bank Sistemik 1,00% Capital Surcharge for Systemic Bank
68 Modal Inti Utama (CET-1) yang tersedia 22,10% CET-1 available to meet buffers-percentage
untuk memenuhi Tambahan Modal (Buffer)- of RWA
persentase terhadap ATMR
National minimal (jika berbeda dari Basel 3) National Minimal (if Different from Basel 3)
69 Rasio terendah CET-1 nasional (jika berbeda N/A National minimum CET-1 ratio (if different
dengan Basel 3) from Basel 3)
70 Rasio terendah Tier 1 nasional (jika berbeda N/A National minimum Tier 1 ratio (if different
dengan Basel 3) from Basel 3)
71 Rasio terendah total modal nasional (jika N/A National minimum total capital ratio
berbeda dengan Basel 3) (if different from Basel 3)
Jumlah di Bawah Batasan Pengurangan Amounts Below the Thresholds for
(sebelum Pembobotan Risiko) Deduction (before Risk Weighting)
72 Investasi non-signifikan pada modal atau N/A Non-significant investments in the capital
kewajiban TLAC lainnya pada entitas and other TLAC liabilities of other financial
keuangan lain entities
73 Investasi signifikan pada saham biasa N/A Significant investments in the common
entitas keuangan stock of financial entities
74 Mortgage servicing rights (net dari N/A Mortgage servicing rights (net of related tax
kewajiban pajak) liability)
75 Aset pajak tangguhan yang berasal dari N/A Deferred tax assets arising from temporary
perbedaan temporer (net dari kewajiban differences (net of related tax liability)
pajak)
2025 Annual Report PT Bank Permata Tbk 489
Page 492
Manajemen Risiko
Risk Management
dalam jutaan Rupiah, kecuali disebutkan lain | in millions of Rupiah, unless otherwise stated
Nomor Referensi
yang Berasal dari
Neraca Publikasi
Jumlah Reference
No. Komponen Components
Amount Number
Publication
Statements of
Financial Position
Cap yang Dikenakan untuk Provisi pada Tier 2 Applicable Caps on the Inclusion of
Provisions in Tier 2
76 Provisi yang dapat diakui sebagai Tier 2 N/A Provisions eligible for inclusion in Tier 2
sesuai dengan eksposur berdasarkan in respect of exposures subject to
pendekatan standar (sebelum standardized approach (prior to application
dikenakan cap) of cap)
77 Cap atas provisi yang diakui sebagai Tier 2 N/A Cap on inclusion of provisions in Tier 2
berdasarkan pendekatan standar capital under standardized approach
78 Provisi yang dapat diakui sebagai Tier 2 N/A Provisions eligible for inclusion in Tier 2
sesuai dengan eksposur berdasarkan capital in respect of exposures subject to
pendekatan IRB (sebelum dikenakan cap) internal ratings-based (IRB) approach prior
to application of cap
79 Cap atas provisi yang diakui sebagai Tier 2 N/A Cap for inclusion of provisions in Tier 2
berdasarkan pendekatan IRB capital under IRB approach
Instrumen Modal yang Termasuk Phase Out Capital Instruments Subject to Phase Out
(hanya berlaku antara 1 Januari 2018–1 Januari Arrangements (only applicable between 1
2022) January 2018–1 January 2022)
80 Cap pada CET-1 yang temasuk phase out N/A Current cap on CET-1 instruments subject to
phase out arrangements
81 Jumlah yang dikecualikan dari CET-1 N/A Amount excluded from CET-1 due to cap
karena adanya cap (kelebihan di atas cap (excess over cap after redemptions and
setelah redemptions dan maturities) maturities)
82 Cap pada AT-1 yang temasuk phase out N/A Current cap on AT-1 instruments subject to
phase out arrangements
83 Jumlah yang dikecualikan dari AT-1 karena N/A Amount excluded from AT-1 due to cap
adanya cap (kelebihan di atas cap setelah (excess over cap after redemptions and
redemptions dan maturities) maturities)
84 Cap pada Tier 2 yang temasuk phase out N/A Current cap on Tier 2 instruments subject to
phase out arrangements
85 Jumlah yang dikecualikan dari Tier 2 N/A Amount excluded from Tier 2 due to cap
karena adanya cap (kelebihan di atas cap (excess over cap after redemptions and
setelah redemptions dan maturities) maturities)
Analisis Kualitatif | Qualitative Analysis
*)
Bank tidak memiliki entitas anak sehingga nilai disajikan sesuai cakupan individu
The Bank does not have a subsidiary, the value is presented according to Bank Only coverage
**)
Net Amortisasi | Net Amortization
490 PT Bank Permata Tbk Laporan Tahunan 2025
Page 493
Rekonsiliasi Permodalan per 31 Desember 2025
Reconciliation of Capital as of 31 December 2025
dalam jutaan Rupiah | in millions of Rupiah
Neraca
Konsolidasi
dengan Cakupan
Konsolidasi
Neraca Publikasi
berdasarkan
(Individu)
Ketentuan
Published Nomor
Kehati-hatian*)
Pos-Pos Statements of Referensi
No. Consolidated
Accounts Financial Position Reference
Statements
(Bank Only) Number
of Financial
Position under
Regulatory Scope
of Prudence*)
31 Desember 2025
31 December 2025
Aset | Assets
1 Kas | Cash 1.686.358
2 Penempatan pada Bank Indonesia | Placement with Bank Indonesia 12.766.759
3 Penempatan pada bank lain | Placement with other banks 6.066.028
4 Tagihan spot dan derivatif/forward | Spot and derivative/forward 139.602
receivables
5 Surat berharga yang dimiliki | Investment securities 74.677.520
6 Surat berharga yang dijual dengan janji dibeli kembali (repo) | Securities 2.330.098
sold under repurchase agreement (repo)
7 Tagihan atas surat berharga yang dibeli dengan janji dijual kembali 920.042
(reverse repo) | Receivables on securities purchased under reverse repo
8 Tagihan akseptasi | Acceptance receivables 5.265.882
9 Kredit yang diberikan | Loans and financing 139.487.168
10 Pembiayaan syariah | Sharia financing 23.847.593
11 Penyertaan modal | Equity investment 98.296
a. Diperhitungkan di KPMM | Calculated in CAR – a
b. Tidak diperhitungkan di KPMM | Not taken into account in CAR 98.296
12 Aset keuangan lainnya | Other financial assets 3.094.545
13 Cadangan kerugian penurunan nilai aset keuangan | Impairment on 12.399.718
financial assets -/-
a. Surat berharga yang dimiliki | Investment securities 20.751
b. Kredit yang diberikan dan pembiayaan syariah | Loans and sharia 12.093.559
financing
c. Lainnya | Others 285.408
14 Aset tidak berwujud | Intangible assets 1.055.312
a. Goodwill –
b. Seluruh aset tidak berwujud lainnya | All other intangible asset 1.397.450 b
c. Akumulasi amortisasi aset tidak berwujud | Accumulated amortization 342.138 b
on intangible asset -/-
15 Aset tetap dan inventaris | Fixed assets and equipment 4.772.676
Akumulasi penyusutan aset tetap dan inventaris | Accumulated 1.098.209
depreciation on fixed assets and equipment -/-
16 Aset non produktif | Non productive asset 249.934
a. Properti terbengkalai | Abandoned property 77.898
b. Agunan yang diambil alih | Foreclosed accounts 65.790
c. Rekening tunda | Suspense accounts 106.246
2025 Annual Report PT Bank Permata Tbk 491
Page 494
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
Neraca
Konsolidasi
dengan Cakupan
Konsolidasi
Neraca Publikasi
berdasarkan
(Individu)
Ketentuan
Published Nomor
Kehati-hatian*)
Pos-Pos Statements of Referensi
No. Consolidated
Accounts Financial Position Reference
Statements
(Bank Only) Number
of Financial
Position under
Regulatory Scope
of Prudence*)
31 Desember 2025
31 December 2025
d. Aset antar kantor | Interbranch assets –
17 Aset lainnya | Other assets 5.382.439
a. Aset pajak tangguhan | Deferred tax assets 1.832.318 c
b. Aset lainnya | Other assets 3.550.121
Total Aset | Total Asset 268.342.325
Liabilitas dan Ekuitas | Liabilities and Equities
1 Giro | Current account 73.690.382
2 Tabungan | Saving account 49.484.797
3 Deposito | Time deposit 69.639.850
4 Uang Elektronik | Electronic money –
5 Liabilitas kepada Bank Indonesia | Liabilities to Bank Indonesia –
6 Liabilitas kepada bank lain | Interbank liabilities 4.309.633
7 Liabilitas spot dan derivatif/forward | Spot and derivative/forward 231.139
liabilities
8 Liabilitas atas surat berharga yang dijual dengan janji dibeli kembali 2.259.267
(repo) | Liabilities on securities sold under repurchase agreement (repo)
9 Liabilitas akseptasi | Acceptance liabilities 3.771.592
10 Surat berharga yang diterbitkan | Issued securities 11.348.406 d
11 Pinjaman/pembiayaan yang diterima | Loans/financing received 1.501
a. Diakui dalam AT-1 | Recognized in AT-1 – d
b. Diakui dalam Tier 2 | Not recognized in capital – e
c. Lainnya | Others 1.501
12 Setoran jaminan | Margin deposit 17.038
13 Liabilitas antarkantor | Interbranch liabilities 3.696
14 Liabilitas lainnya | Other liabilities 7.737.010
15 Kepentingan minoritas (minority interest) | Minority interest –
Total Liabilitas | Total Liabilities 222.494.311
16 Modal disetor | Paid in capital 4.855.307 f
a. Modal dasar | Capital 15.000.000
b. Modal yang belum disetor | Unpaid capital -/- 10.144.687
c. Saham yang dibeli kembali | Treasury stock -/- 6
492 PT Bank Permata Tbk Laporan Tahunan 2025
Page 495
dalam jutaan Rupiah | in millions of Rupiah
Neraca
Konsolidasi
dengan Cakupan
Konsolidasi
Neraca Publikasi
berdasarkan
(Individu)
Ketentuan
Published Nomor
Kehati-hatian*)
Pos-Pos Statements of Referensi
No. Consolidated
Accounts Financial Position Reference
Statements
(Bank Only) Number
of Financial
Position under
Regulatory Scope
of Prudence*)
31 Desember 2025
31 December 2025
17 Tambahan modal disetor | Additional paid in capital 26.810.312
a. Agio 27.192.451 f
b. Disagio -/- –
c. Dana setoran modal | Fund for paid up capital – f
d. Lainnya | Others (382.139) g
18 Penghasilan komprehensif lain | Other comprehensive income 2.684.183
a. Potensi keuntungan dari peningkatan nilai wajar aset keuangan 502.854 h
yang diukur pada nilai wajar melalui penghasilan komprehensif
lain | Potential gain from an increase in fair value of financial assets
measured at fair value through other comprehensive income
b. Pengukuran kembali atas program pensiun manfaat (359.038)
pasti | Remeasurement of defined benefit pension plans
c. Penghasilan komprehensif lainnya | Other comprehensive income –
d. Saldo surplus revaluasi aktiva tetap | Fixed asset revaluation surplus 2.540.367 h
balance
19 Cadangan | Reserves 974.581
a. Cadangan umum | General reserves 974.581 h
b. Cadangan tujuan | Appropriated reserves –
20 Laba/rugi | Gain/loss 10.523.631
a. Tahun-tahun lalu | Previous years 8.021.535 i
b. Tahun berjalan | Current year 3.587.535 i
c. Dividen yang dibayarkan | Dividend paid -/- 1.085.439 i
Total Ekuitas | Total Equity 45.848.014
Total Liabilitas dan Ekuitas | Total Liabilities and Equity 268.342.325
Analisis Kualitatif | Qualitative Analysis
*)
Bank tidak memiliki entitas anak sehingga nilai disajikan sesuai cakupan individu
The Bank does not have a subsidiary, the value is presented according to Bank Only coverage
2025 Annual Report PT Bank Permata Tbk 493
Page 496
Manajemen Risiko
Risk Management
Fitur Utama Instrumen Permodalan dan Instrumen TLAC-Eligible per 31 Desember 2025–Individu
Main Features of Capital and TLAC-Eligible Instruments as of 31 December 2025–Bank Only
Informasi Informasi Kuantitatif/Kualitatif*)
Pertanyaan
No. Kuantitatif/Kualitatif*) Information Quantitative/
Question
Information Quantitative/Qualitative*) Qualitative*)
1 Penerbit | Issuer PT Bank Permata Tbk PT Bank Permata Tbk
2 Nomor identifikasi ID1000098205 PERJANJIAN PEMESANAN SURAT
Unique identifier (eg. CUSIP, ISIN, or Bloomberg identifier for private UTANG SUBORDINASI MODAL INTI
placement) TAMBAHAN
ADDITIONAL CORE SUBORDINATED
CAPITAL SUBORDINATED LETTERS
ADMISSION AGREEMENT
3 Hukum yang digunakan Hukum Indonesia Hukum Indonesia
Governing law(s) of the instrument Indonesian Law Indonesian Law
3a Sarana yang memungkinkan kewajiban pelaksanaan pada Bagian N/A N/A
13 dari Lembar Istilah TLAC tercapai (untuk instrumen TLAC sah
lainnya yang diatur oleh hukum asing)
Means by which enforceability requirement of Section 13 of the
TLAC Term Sheet is achieved (for other TLAC-eligible instruments
governed by foreign law)
Perlakuan Instrumen berdasarkan ketentuan KPMM
Regulatory treatment based on CAR provision
4 Pada saat masa transisi | Transitional Basel III rules N/A N/A
5 Setelah masa transisi | Post-transitional Basel III rules CET-1 AT-1
6 Apakah instrumen eligible untuk individu/konsolidasi atau Individu dan Konsolidasi Individu dan Konsolidasi
konsolidasi dan individu Individuals and Consolidation Individuals and Consolidation
Eligible at solo/group/group and solo
7 Jenis instrumen Saham Biasa Surat Berharga Subordinasi
Instrument type (types to be specified by each jurisdiction) Common Stock Subordinated Securities
8 Jumlah yang diakui dalam perhitungan KPMM 32.047.758 11.348.406
Amount recognized in CAR calculation (currency in millions, as of
most recent reporting date)
9 Nilai par dari instrumen | Par value of instrument Kelas A: Rp12.500 11.672.500
(Rupiah penuh)
per lembar saham
Kelas B: Rp125 (Rupiah penuh)
per lembar saham
Class A: Rp12,500 (Rupiah full)
amount per share
Class B: Rp125 (Rupiah full)
amount per share
10 Klasifikasi sesuai standar akuntansi keuangan Ekuitas Liabilitas–Biaya perolehan
Accounting classification Equity amortisasi
Liabilities–Amortized cost
11 Tanggal penerbitan | Original date of issuance 5 Juli 1990 21 Desember 2020
5 July 1990 21 December 2020
12 Tidak ada jatuh tempo (perpetual) atau dengan jatuh tempo Perpetual Perpetual
Perpetual or dated
13 Tanggal jatuh tempo Tidak ada tanggal jatuh tempo Tidak ada tanggal jatuh tempo
Original maturity date No due date No due date
14 Eksekusi call option atas persetujuan Otoritas Jasa Keuangan N/A Ya
Issuer call subject to prior supervisory approval Yes
15 Tanggal call option, jumlah penarikan dan persyaratan call option N/A Setiap tanggal setelah Tanggal
lainnya (bila ada) Panggilan Pertama (First Call Date)
Optional call date, contingent call dates and redemption amount di 21 Desember 2025, Bank dapat
(if any) melunasi seluruh atau sebagian
instrumen dengan persetujuan OJK/
regulator
Every date after the First Call Date
on 21 December 2025, Permata
Bank can pay off all or part of the
instrument with the approval of the
OJK/regulator
494 PT Bank Permata Tbk Laporan Tahunan 2025
Page 497
Informasi Informasi Kuantitatif/Kualitatif *)
Pertanyaan
No. Kuantitatif/Kualitatif*) Information Quantitative/
Question
Information Quantitative/Qualitative*) Qualitative*)
16 Subsequent call option N/A Setiap tanggal setelah Tanggal
Subsequent call dates applicable Panggilan Pertama (First Call Date)
di 21 Desember 2025, Bank dapat
melunasi seluruh atau sebagian
instrumen dengan persetujuan OJK/
regulator
Every date after the First Call Date
on 21 December 2025, Permata
Bank can pay off all or part of the
instrument with the approval of the
OJK/regulator
Kupon/dividen | Coupons/dividends
17 Dividen/kupon dengan bunga tetap atau floating N/A Dengan Bunga Tetap (Fixed)
Fixed or floating dividend/coupon With Fixed Interest
18 Tingkat dari coupon rate atau indeks lain yang menjadi acuan N/A maksimum 5,00% per tahun atau
Coupon rate and any related index N/A nilai lainnya yang disetujui OJK
(per posisi laporan, nilai kupon
sebesar 0,00% per tahun)
maximum 5.00% per annum or other
value approved by OJK (as per report
position, coupon value of 0.00%
per annum)
19 Ada atau tidaknya dividend stopper N/A Tidak
Existence of a dividend stopper No
20 Fully discretionary; partial atau mandatory Fully Partially
Fully discretionary, partially discretionary or mandatory
21 Apakah terdapat fitur step up atau insentif lain Tidak Tidak
Existence of step-up or other incentive to redeem No No
22 Non-kumulatif atau kumulatif Non kumulatif Non kumulatif
Non-cumulative or cumulative Non-cumulative Non-cumulative
23 Dapat dikonversi atau tidak dapat dikonversi Tidak dapat dikonversi Tidak dapat dikonversi
Convertible or non-convertible Non-convertible Non-convertible
24 Jika dapat dikonversi, sebutkan trigger point-nya N/A N/A
If convertible, conversion trigger(s)
25 Jika dapat dikonversi, apakah seluruh atau sebagian N/A N/A
If convertible, fully or partially
26 Jika dapat dikonversi, bagaimana rate konversinya N/A N/A
If convertible, conversion rate
27 Jika dapat dikonversi; apakah mandatory atau optional N/A N/A
If convertible, mandatory or optional conversion
28 Jika dapat dikonversi, sebutkan jenis instrumen konversinya N/A N/A
If convertible, specify instrument type convertible into
29 Jika dapat dikonversi, sebutkan issuer of instrument it converts into N/A N/A
If convertible, specify issuer of instrument it converts into
30 Fitur write-down Tidak Ya
Write-down feature No Yes
31 Jika terjadi write-down, sebutkan trigger-nya N/A Mengikuti ketentuan OJK
If write-down, write-down trigger(s) Follows the OJK regulations
32 Jika terjadi write-down, apakah penuh atau sebagian N/A Mengikuti ketentuan OJK
If write-down, full or partial Follows the OJK regulations
33 Jika terjadi write-down; permanen atau temporer N/A Mengikuti ketentuan OJK
If writedown, permanent or temporary Follows the OJK regulations
34 Jika terjadi write-down temporer, jelaskan mekanisme write-up N/A N/A
If temporary write-own, description of write-up mechanism
34a Tipe subordinasi | Type of subordination N/A Statutory
2025 Annual Report PT Bank Permata Tbk 495
Page 498
Manajemen Risiko
Risk Management
Informasi Informasi Kuantitatif/Kualitatif*)
Pertanyaan
No. Kuantitatif/Kualitatif*) Information Quantitative/
Question
Information Quantitative/Qualitative*) Qualitative*)
35 Hierarki instrumen pada saat likuidasi Paling akhir **)
Position in subordination hierarchy in liquidation (specify instrument Latest
type immediately senior to instrument in the insolvency creditor
hierarchy of the legal entity concerned)
36 Apakah terdapat fitur yang non-compliant Tidak Tidak
Non-compliant transitioned features No No
37 Jika Ya, jelaskan fitur yang non-compliant N/A N/A
If Yes, specify the non-compliant features
Analisis Kualitatif | Qualitative Analysis
Catatan | Notes:
*)
Bank tidak memiliki entitas anak pada sehingga nilai disajikan sesuai cakupan individu
The Bank does not have a subsidiary, thereby the value is presented according to Bank Only coverage
**)
Dalam hal terjadinya proses pembubaran, hak pemegang instrumen AT-1 atas pembayaran pokok dan distribusi/kupon dan kewajiban lainnya terkait instrumen AT-1 adalah
bersifat subordinasi dan junior, dan tunduk kepada hak pembayaran terlebih dahulu secara penuh dari seluruh klaim mengenai:
i. setiap klaim dari deposan dan kreditor dari Permata Bank, selain yang, menurut persyaratannya atau karena hukum, dinyatakan paripassu atau junior pada instrumen AT- 1;
ii. hak klaim apapun terkait surat utang subordinasi Tier 2 yang diterbitkan oleh Bank;
iii. kewajiban, jika ada, dari Bank yang menurut persyaratannya (secara kewajiban kontraktual) atau secara hukum bersifat senior terhadap instrumen AT-1 dan akan bersifat
senior kepada hak untuk klaim sehubungan dengan kewajiban junior.
In case of a dissolution, the rights of the AT-1 instrument holder for principal payments and distribution/coupons and other obligations related to the AT-1 instrument are
subordinated and junior in nature, and are subject to full advance payment rights of all claims regarding:
i. any claims from depositors and creditors of Permata Bank, other than those which, according to their requirements or by law, are declared paripassu or junior on the AT-1
instrument;
ii. any claim rights relating to Tier 2 subordinated debt securities issued by Permata Bank;
iii. obligations, if any, from Bank which according to its terms (by contractual obligation) or legally is senior to the AT-1 instrument and will be senior to the right to claim in respect
of junior obligations.
C. Pengungkapan Risiko Lainnya C. Other Risk Disclosures
Perbedaan antara Cakupan Konsolidasi dan Mapping pada Laporan Keuangan sesuai Standar Akuntansi Keuangan
dengan Kategori Risiko sesuai dengan Ketentuan OJK Kategori Risiko per 31 Desember 2025 (LI1)
Difference between Consolidated Scope and Mapping in the Financial Statement in accordance with Financial
Accounting Standards by Risk Categories in accordance with OJK Regulation for Risk Categories as of
31 December 2025 (LI1)
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
a b c d e f g
Nilai tercatat masing-masing risiko | The carrying amount of each risk
Nilai tercatat Tidak
sebagaimana mengacu
tercantum Nilai tercatat pada
dalam berdasarkan persyaratan
Sesuai
publikasi prinsip permodalan
Sesuai kerangka Sesuai Sesuai
laporan kehati-hatian atau
kerangka counterparty kerangka kerangka
keuangan The carrying berdasarkan
risiko kredit credit risk sekuritisasi risiko pasar
The carrying value based pengurangan
Subject to Subject to Subject to the Subject to the
value as on the modal
credit risk counterparty secularization market risk
stated in the precautionary Not subject
framework credit risk framework framework
published principle to capital
framework
financial requirements
statements or subject to
deduction
from capital
Aset | Assets
Kas | Cash 1.686.358 1.686.358 1.686.358 – – 167.591 –
Penempatan pada Bank Indonesia | 12.766.759 12.766.759 12.766.759 – – 2.397.371 –
Placement with Bank Indonesia
Penempatan pada bank lain | 6.066.028 6.066.028 6.066.028 – – 4.608.097 –
Placement with other banks
496 PT Bank Permata Tbk Laporan Tahunan 2025
Page 499
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
a b c d e f g
Nilai tercatat masing-masing risiko | The carrying amount of each risk
Nilai tercatat Tidak
sebagaimana mengacu
tercantum Nilai tercatat pada
dalam berdasarkan persyaratan
Sesuai
publikasi prinsip permodalan
Sesuai kerangka Sesuai Sesuai
laporan kehati-hatian atau
kerangka counterparty kerangka kerangka
keuangan The carrying berdasarkan
risiko kredit credit risk sekuritisasi risiko pasar
The carrying value based pengurangan
Subject to Subject to Subject to the Subject to the
value as on the modal
credit risk counterparty secularization market risk
stated in the precautionary Not subject
framework credit risk framework framework
published principle to capital
framework
financial requirements
statements or subject to
deduction
from capital
Tagihan spot dan derivatif/forward | 139.602 139.602 – 868.073 – – –
Spot and derivative/forward
receivables
Surat berharga yang dimiliki | 74.677.520 74.677.520 71.373.598 – – 9.387.194 –
Investment securities
Surat berharga yang dijual dengan 2.330.098 2.330.098 2.400.929 – – – –
janji dibeli kembali (repo) | Securities
sold under repurchase agreement
(repo)
Tagihan atas surat berharga yang 920.042 920.042 920.042 – – – –
dibeli dengan janji dijual kembali
(reverse repo) | Receivables on
securities bought under reverse repo
Tagihan akseptasi | Acceptance 5.265.882 5.265.882 5.265.882 – – 4.207.431 –
receivables
Kredit yang diberikan | Loans and 139.487.168 139.487.168 139.487.168 – – 34.740.397 –
financing
Pembiayaan Syariah | Sharia 23.847.593 23.847.593 23.847.593 – – – –
financing
Penyertaan modal | Equity 98.296 98.296 98.296 – – – –
investment
Aset keuangan lainnya | Other 3.094.545 3.094.545 2.982.657 – – 266.943 –
financial assets
Cadangan kerugian penurunan 12.399.718 12.399.718 6.300.594 – – 4.704.366 –
nilai aset keuangan | Impairment on
financial assets -/-
Aset tidak berwujud | Intangible 1.055.312 1.055.312 – – – – 1.055.312
assets
Aset tetap dan inventaris | Fixed 3.674.467 3.674.467 3.674.467 – – – –
assets and equipment
Aset non produktif | Non productive 249.934 249.934 249.934 – – 12 –
asset
a. Properti terbengkalai | 77.898 77.898 77.898 – – – –
Abandoned property
b. Agunan yang diambil alih | 65.790 65.790 65.790 – – – –
Foreclosed accounts
c. Rekening tunda | Suspense 106.246 106.246 106.246 – – 12 –
accounts
d. Aset antarkantor | Interbranch – – – – – – –
assets
Aset lainnya | Other assets 5.382.439 5.382.439 2.418.773 – – 1.257.879 1.832.318
Total Aset | Total Assets 268.342.325 268.342.325 266.937.890 868.073 – 52.328.549 2.887.630
2025 Annual Report PT Bank Permata Tbk 497
Page 500
Manajemen Risiko
Risk Management
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
a b c d e f g
Nilai tercatat masing-masing risiko | The carrying amount of each risk
Nilai tercatat Tidak
sebagaimana mengacu
tercantum Nilai tercatat pada
dalam berdasarkan persyaratan
Sesuai
publikasi prinsip permodalan
Sesuai kerangka Sesuai Sesuai
laporan kehati-hatian atau
kerangka counterparty kerangka kerangka
keuangan The carrying berdasarkan
risiko kredit credit risk sekuritisasi risiko pasar
The carrying value based pengurangan
Subject to Subject to Subject to the Subject to the
value as on the modal
credit risk counterparty secularization market risk
stated in the precautionary Not subject
framework credit risk framework framework
published principle to capital
framework
financial requirements
statements or subject to
deduction
from capital
Liabilitas | Liabilities
Giro | Current account 73.690.382 73.690.382 – – – 18.981.159 73.690.382
Tabungan | Saving account 49.484.797 49.484.797 – – – 6.591.183 49.484.797
Deposito | Time deposit 69.639.850 69.639.850 – – – 7.156.294 69.639.850
Uang elektronik | Electronic money – – – – – – –
Liabilitas kepada Bank Indonesia | – – – – – – –
Liabilities to Bank Indonesia
Liabilitas kepada bank lain | 4.309.633 4.309.633 – – – 18.456 4.309.633
Interbank liabilities
Liabilitas spot dan derivatif/forward 231.139 231.139 – – – – 231.139
| Spot and derivative/forward
liabilities
Liabilitas atas surat berharga yang 2.259.267 2.259.267 – – – – 2.259.267
dijual dengan janji dibeli kembali
(repo) | Liabilities on securities sold
under repurchase agreement (repo)
Liabilitas akseptasi | Acceptance 3.771.592 3.771.592 – – – 2.878.757 3.771.592
liabilities
Surat berharga yang diterbitkan | 11.348.406 11.348.406 – – – 11.348.406 11.348.406
Issued securities
Pinjaman/pembiayaan yang 1.501 1.501 – – – 1.501 1.501
diterima | Borrowings
Setoran jaminan | Margin deposit 17.038 17.038 – – – 1.898 17.038
Liabilitas antarkantor | Interbranch 3.696 3.696 – – – 9.557 3.696
liabilities
Liabilitas lainnya | Other liabilities 7.737.010 7.737.010 – – – 1.796.867 7.737.010
Kepentingan minoritas (minority – – – – – – –
interest) | Minority interest
Total Liabilitas | Total Liabilities 222.494.311 222.494.311 – – – 48.784.078 222.494.311
Analisis Kualitatif | Qualitative Analysis
Bank tidak memiliki perusahaan anak pada posisi 31 Desember 2025 sehingga nilai disajikan sesuai cakupan individu
The Bank has divested and does not have a subsidiary as of 31 December 2025, the value is presented according to Bank Only coverage
498 PT Bank Permata Tbk Laporan Tahunan 2025
Page 501
Perbedaan Utama antara Nilai Tercatat sesuai Standar Akuntansi Keuangan dengan Nilai Eksposur sesuai dengan
Ketentuan OJK per 31 Desember 2025 (LI2)
Differences between Carrying Value in accordance with Financial Accounting Standards with Exposure Value in
accordance with OJK Regulation as of 31 December 2025 (LI2)
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025
a b c d e
Item sesuai | Item subject to:
Kerangka
Kerangka Kerangka Counterparty Kerangka
Total
Risiko Kredit Sekuritisasi Credit Risk Risiko Pasar
Credit Risk Securitization Counterparty Market Risk
Framework Framework Credit Risk Framework
Framework
1 Nilai tercatat aset sesuai dengan cakupan konsolidasi 268.342.325 266.937.890 – 868.073 52.328.549
ketentuan kehati-hatian (sebagaimana dilaporkan
pada template LI1)
Asset carrying value amount under scope of regulatory
consolidation (as per template LI1)
2 Nilai tercatat liabilitas sesuai dengan cakupan 222.494.311 – – – 48.784.078
konsolidasi ketentuan kehati-hatian (sebagaimana
dilaporkan pada template LI1)
Liabilities carrying value amount under regulatory
scope of consolidation (as per template LI1)
3 Total nilai bersih sesuai dengan cakupan konsolidasi 45.848.014 266.937.890 – 868.073 3.544.471
ketentuan kehati-hatian
Total net amount under regulatory scope of
consolidation
4 Nilai rekening administratif 115.759.697 17.605.784 – – 36.508.937
Off-balance sheet amounts
5 Perbedaan valuasi (772.094) – – (728.471) (43.623)
Differences in valuations
6 Perbedaan antara netting rules, selain dari yang – – – – –
termasuk pada baris 2
Differences due to different netting rules, other than
those already included in row 2
7 Perbedaan provisi (4.940.370) (4.940.370) – – –
Differences due to consideration of provisions
8 Perbedaan prudential filters – – – – –
Differences due to prudential filters
Nilai eksposur yang dipertimbangkan, sesuai dengan 155.895.247 279.603.304 – 139.602 40.009.785
cakupan konsolidasi ketentuan kehati-hatian
Exposure amounts considered for regulatory
purposes
Analisis Kualitatif | Qualitative Analysis
• Bank tidak memiliki perusahaan anak pada posisi 31 Desember 2025 sehingga nilai disajikan sesuai cakupan individu.
The bank does not have a subsidiary as of 31 December 2025, the value is presented according to Bank Only coverage.
• Perbedaan antara nilai tercatat berdasarkan Laporan Publikasi Keuangan dengan kerangka risiko kredit adalah dalam hal provisi sebagai nilai
bersih dari nilai tercatat/outstanding, berdasarkan Laporan Publikasi Keuangan merupakan nilai tercatat/outstanding adalah setelah dikurangi
dengan total provisi/total Cadangan Kerugian Penurunan Nilai (CKPN) stage 1, 2, dan 3, sedangkan sesuai kerangka risiko kredit merupakan nilai
tercatat/outstanding setelah dikurangi provisi/CKPN stage 2 dan 3 saja. Untuk counterparty credit risk, perbedaan antara nilai tercatat berdasarkan
Laporan Publikasi Keuangan dengan kerangka risiko kredit adalah dalam hal potensial future exposure dan credit valuation adjustment. Nilai tercatat
berdasarkan Laporan Publikasi Keuangan adalah sebesar replacement cost dan credit valuation adjustment. Sedangkan untuk kerangka risiko kredit
selain replacement cost diperhitungkan juga potensial future exposure.
The difference between the carrying value as stated in the Published Financial Statements and the carrying value subject to credit risk framework
is in term of provision used as net off of carrying value/outstanding, where in the published financial statement, the carrying value/outstanding is
net off with total provision/total Expected Credit Loss (ECL) stage 1, 2, and 3, while as per credit risk framework, carrying value/outstanding is net off
with provision/ECL stage 2 and 3 only. For counterparty credit risk, the difference between the carrying value as stated in the Published Financial
Statements and the carrying value subject to counterparty credit risk framework are in potential future exposure and credit valuation adjustment. The
carrying value as stated in the Published Financial Statements represents replacement cost and credit valuation adjustment, while the carrying value
subject to counterparty credit risk framework represents replacement cost and potential future exposure.
2025 Annual Report PT Bank Permata Tbk 499
Page 502
Manajemen Risiko
Risk Management
LIA-Penjelasan mengenai Perbedaan antara LIA-Explanations of Differences between
Nilai Eksposur sesuai dengan Standar Exposure Amounts in accordance with Financial
Akuntansi Keuangan dan Ketentuan OJK Accounting Standards and OJK Regulation
a. Sumber Perbedaan a. Source of Differences
Permata Bank tidak memiliki anak usaha berupa perusahaan Permata Bank does not have insurance subsidiaries, hence the
asuransi sehingga nilai tercatat berdasarkan prinsip kehati- carrying values based on prudential principles are the same
hatian adalah sesuai dengan nilai tercatat sebagaimana as the carrying values reported in the Published Financial
tercantum dalam Laporan Publikasi Keuangan. Statements.
Selanjutnya, perbedaan antara nilai tercatat berdasarkan The difference between the carrying value as stated in the
Laporan Publikasi Keuangan dengan kerangka risiko kredit Published Financial Statements and the carrying value subject
adalah dalam hal provisi sebagai nilai bersih dari nilai tercatat/ to the credit risk framework is in terms of provisions used as a
outstanding, yang berdasarkan Laporan Publikasi Keuangan net-off of carrying value/outstanding, wherein the Published
merupakan nilai tercatat/outstanding setelah dikurangi dengan Financial Statement, the carrying value/outstanding is net-off
total provisi/total CKPN stage 1, 2, dan 3 sedangkan sesuai with total provision/total ECL stage 1, 2, and 3, while as per the
kerangka risiko kredit merupakan nilai tercatat/outstanding credit risk framework, carrying value/outstanding is net-off with
setelah dikurangi provisi/CKPN stage 2 dan 3 saja. provision/ECL stage 2 and 3 only.
Untuk counterparty credit risk, perbedaan antara nilai tercatat For counterparty credit risk, the difference between the carrying
berdasarkan Laporan Publikasi Keuangan dan nilai menurut value as stated in the Published Financial Statements and the
kerangka risiko kredit terletak pada perlakuan terhadap carrying value subject to the counterparty credit risk framework
potential future exposure dan credit valuation adjustment. is in the potential future exposure and credit valuation
Nilai tercatat dalam Laporan Publikasi Keuangan mencakup adjustment. The carrying value, as stated in the Published
replacement cost dan credit valuation adjustment. Sementara Financial Statements, represents replacement costs and credit
itu, dalam kerangka risiko kredit, selain replacement cost, Bank valuation adjustments, while the carrying value subject to the
juga memperhitungkan potential future exposure. counterparty credit risk framework represents replacement
costs and potential future exposures.
b. Metodologi Valuasi b. Valuation Methodology
Metodologi valuasi (marked-to-market) instrumen keuangan The valuation methodology (marked-to-market) of financial
dikategorikan berdasarkan hierarki, yaitu: instruments is categorized based on its hierarchy, which include:
1. Level 1: input yang berasal dari harga kuotasian (tanpa 1. Level 1: inputs that are quoted prices (unadjusted) in active
penyesuaian) di pasar aktif untuk instrumen yang identik markets for identical instruments that Permata Bank can
dan dapat diakses oleh Permata Bank pada tanggal access at the measurement date.
pengukuran.
2. Level 2: input selain harga kuotasian yang termasuk dalam 2. Level 2: inputs other than quoted prices included within
Level 1 namun masih dapat diobservasi, baik secara level 1 that are observable, either directly or indirectly. This
langsung maupun tidak langsung. Kategori ini mencakup category includes instruments valued using quoted market
instrumen yang dinilai menggunakan harga kuotasian atas prices in active markets for similar instruments, quoted
instrumen serupa di pasar aktif, harga kuotasian untuk prices for identical or similar instruments in markets that
instrumen identik atau serupa di pasar tidak aktif, atau are not active, or other valuation techniques in which all
teknik penilaian lainnya yang seluruh input signifikan di significant inputs are directly or indirectly observable from
dalamnya dapat diobservasi dari data pasar, baik secara market data.
langsung maupun tidak langsung.
3. Level 3: input yang tidak dapat diobservasi. Kategori 3. Level 3: inputs that are unobservable. This category includes
ini mencakup seluruh instrumen yang penilaiannya all instruments for which the valuation technique includes
menggunakan teknik valuasi dengan input yang tidak dapat inputs not based on observable data, and the unobservable
diobservasi, yang input tersebut memberikan pengaruh inputs have a significant effect on the instrument’s valuation.
signifikan terhadap hasil penilaian. Termasuk di dalamnya This category includes instruments that are valued based
instrumen yang dinilai menggunakan harga kuotasian on quoted prices for similar instruments for which significant
untuk instrumen serupa, tetapi memerlukan penyesuaian unobservable adjustments or assumptions are required to
500 PT Bank Permata Tbk Laporan Tahunan 2025
Page 503
atau asumsi signifikan yang tidak dapat diobservasi untuk reflect differences between the instruments. Currently, there
mencerminkan perbedaan karakteristik instrumen. Saat ini, are no financial instruments in Permata Bank for which the
tidak terdapat instrumen keuangan di Permata Bank yang valuation method uses a level 3 hierarchy.
menggunakan metode penilaian dengan hierarki Level 3.
Permata Bank menerapkan model valuasi yang selaras Permata Bank uses a valuation model that refers to best
dengan praktik terbaik (best practice), dengan berlandaskan practices, which in principle refers to the discounted cash
pada prinsip utama menggunakan pendekatan discounted flow model after going through a validation process by an
cash flow. Seluruh model valuasi tersebut telah melalui proses independent unit and an approval process by the Model
validasi oleh unit independen serta memperoleh persetujuan Assessment Committee (MAC).
dari Komite Penilaian Model (KPM).
c. Proses Verifikasi Harga Independen c. Independent Price Verification Process
Sumber data pasar yang digunakan dalam model valuasi The market data sources used in the valuation model go through
terlebih dahulu melalui proses verifikasi oleh unit independen a verification process by an independent unit before they are
sejak tahap pemilihan sumber data. Selanjutnya, verifikasi used for the determination of market data sources. Furthermore,
harian dilakukan pada proses penginputan data pasar, the verification process is carried out by inputting market data,
termasuk pemeriksaan atas potensi missing, stale, dan including checking for missing, stale, and outliers in the market
outliers, guna memastikan kualitas serta keandalan data yang data on a daily basis.
digunakan dalam proses valuasi.
Prosedur Penyesuaian Valuasi Valuation Adjustment Procedure
Penyesuaian valuasi atau pembentukan cadangan dilakukan Valuation or reserve adjustments are made to calculate the
untuk memperhitungkan ekspektasi biaya yang mungkin expected cost of neutralizing a business position by making
timbul apabila posisi bisnis dinetralisasi melalui transaksi di transactions to the market based on the fair price of that
pasar berdasarkan nilai wajar. Saat ini, penyesuaian tersebut position. Currently, adjustments are made to instruments that
diterapkan pada instrumen yang masih dinilai menggunakan are still being valued using middle prices, including foreign
harga tengah, termasuk transaksi pertukaran valuta asing dan exchange and derivatives.
instrumen derivatif.
Penyesuaian dihitung berdasarkan risiko bersih yang The adjustment is calculated based on the net risk held for
dimiliki untuk risiko nilai tukar dan suku bunga yang exchange rate and interest rate risk, which is calculated based
dihitung berdasarkan spreads aktual beli/jual di pasar yang on the actual buy/sell spreads on the observable market,
dapat diobservasi, sesuai eksposur risiko yang ada dalam according to the risk exposure in the related portfolio.
portofolio terkait.
Evaluasi Sistem Manajemen Risiko Keseluruhan Overall Evaluation of Risk Management System
Tahun 2025 in 2025
Permata Bank terus mengevaluasi efektivitas penerapan Permata Bank continuously evaluates the effectiveness of its risk
manajemen risiko. Evaluasi meliputi pengkinian kerangka kerja management implementation. The evaluation includes updates to
manajemen risiko, strategi, dan proses. Bank juga terus melakukan the risk management framework, strategies, and processes. The
perbaikan atas kualitas penerapan manajemen risiko, dengan Bank also continues to improve the quality of risk management
berdasarkan empat pilar sebagai berikut: implementation based on the following four pillars:
a. Tata Kelola Risiko. a. Risk Governance.
b. Kerangka Manajemen Risiko. b. Risk Management Framework.
c. Proses Manajemen Risiko, Sistem Informasi, dan Sumber Daya c. Risk Management Processes, Information Systems, and Human
Manusia. Resources.
d. Sistem Pengendalian Risiko. d. Risk Control Systems.
Berdasarkan penilaian dan evaluasi tahunan secara menyeluruh, Based on a comprehensive annual assessment and evaluation, the
penerapan manajemen risiko di Permata Bank sepanjang tahun implementation of risk management at Permata Bank throughout
2025 dinilai sudah memadai. 2025 is considered adequate.
2025 Annual Report PT Bank Permata Tbk 501
Page 504
Manajemen Risiko
Risk Management
Berikut adalah hasil penilaian Profil Risiko kuartal IV tahun 2025: The following are the results of the Risk Profile assessment for the
fourth quarter of 2025:
Profil Risiko Kuartal IV Tahun 2025
Risk Profile Fourth Quarter of 2025
Periode Pelaporan Kuartal IV Tahun 2025
Period Fourth Quarter of 2025
Tipe Risiko
Risk Type Peringkat Risiko
Peringkat KPMR Peringkat Risiko
Inheren
RMIQ Rating Risk Rating
Inherent Risk Rating
Risiko Kredit | Credit Risk Moderate Satisfactory 2 (Low to Moderate)
Risiko Pasar | Market Risk Moderate Satisfactory 2 (Low to Moderate)
Risiko Likuiditas | Liquidity Risk Moderate Satisfactory 2 (Low to Moderate)
Risiko Operasional | Operational Risk Moderate to High Satisfactory 3 (Moderate)
Risiko Hukum | Legal Risk Low to Moderate Satisfactory 2 (Low to Moderate)
Risiko Stratejik | Strategic Risk Moderate Satisfactory 2 (Low to Moderate)
Risiko Kepatuhan | Compliance Risk Low to Moderate Satisfactory 2 (Low to Moderate)
Risiko Reputasi | Reputational Risk Low to Moderate Satisfactory 2 (Low to Moderate)
Composite Rating Moderate Satisfactory 2 (Low to Moderate)
Pernyataan Direksi dan/atau Dewan Komisaris Statement of the Board of Directors and/or
atau Komite Audit atas Kecukupan Sistem Board of Commissioners or Audit Committee
Manajemen Risiko Permata Bank on the Adequacy of Permata Bank’s Risk
Management System
Direksi dan Dewan Komisaris Permata Bank secara The Board of Directors and the Board of Commissioners of
berkesinambungan melakukan pengawasan dan penelaahan Permata Bank oversee and review the effectiveness of the Bank’s
terhadap efektivitas penerapan Sistem Manajemen Risiko Bank. Risk Management System implementation on an ongoing basis.
Penilaian tersebut dilaksanakan dengan mempertimbangkan This assessment is conducted by considering reports from the Risk
laporan dari fungsi Manajemen Risiko, hasil pemantauan Komite Management function, the monitoring results of the Risk Monitoring
Pemantau Risiko dan Komite Audit, serta berbagai asesmen internal Committee and the Audit Committee, as well as other relevant
lainnya yang relevan yang dilakukan oleh komite maupun unit- internal assessments performed by the respective committees
unit terkait. or units.
Berdasarkan evaluasi tersebut, Direksi dan Dewan Komisaris menilai Based on this evaluation, the Board of Directors and the Board of
bahwa kerangka manajemen risiko Permata Bank telah diterapkan Commissioners conclude that Permata Bank’s risk management
secara memadai serta sesuai dengan ketentuan regulator dan framework has been operated adequately and in compliance with
praktik terbaik di industri perbankan. Kebijakan, prosedur, serta regulatory requirements and banking industry best practices. The
proses identifikasi, pengukuran, pemantauan, dan pengendalian policies, procedures, and processes for identifying, measuring,
risiko telah diterapkan secara konsisten di seluruh lini bisnis dan monitoring, and controlling risks have been applied consistently
operasional Bank. across all business lines and operational units of the Bank.
502 PT Bank Permata Tbk Laporan Tahunan 2025
Page 505
Komite Audit dan Komite Pemantau Risiko juga memastikan bahwa The Audit Committee and the Risk Monitoring Committee also
pengelolaan risiko dilakukan secara prudent dan mendukung ensure that risk management is carried out prudently and supports
terciptanya tata kelola perusahaan yang sehat. Hasil penelaahan the establishment of sound corporate governance. The review
menunjukkan bahwa sistem yang ada telah mampu mengelola results indicate that the existing system is capable of effectively
risiko material secara efektif dan mendukung pencapaian tujuan managing material risks and supporting the achievement of the
strategis Bank. Bank’s strategic objectives.
Dengan demikian, Direksi dan Dewan Komisaris menyatakan Accordingly, the Board of Directors and the Board of Commissioners
bahwa Sistem Manajemen Risiko Permata Bank berada dalam affirm that Permata Bank’s Risk Management System is adequate
kondisi yang memadai dan dapat diandalkan untuk menjaga and reliable in safeguarding the Bank’s sustainability, stability, and
keberlanjutan, stabilitas, serta integritas kegiatan usaha Bank. business integrity.
2025 Annual Report PT Bank Permata Tbk 503
Page 506
Tinjauan Pendukung Bisnis Business Support Overview
Page 507
Page 508
Tinjauan Pendukung
Bisnis
Business Support
Overview
Sumber Daya Manusia
Human Resources
Untuk meningkatkan
employee experience,
Permata Bank terus
berusaha menghadirkan
lingkungan kerja yang
aman, nyaman, dan ideal
untuk belajar, berkembang,
serta mampu memberikan
perbedaan sesuai
dengan EVP Bank, yaitu
Learn, Grow, and Make a
Difference.
To improve employee experience,
Permata Bank is seeking to offer
a safe, comfortable, and ideal
work environment for learning,
growing while making a difference
in accordance with the Bank’s EVP:
Learn, Grow, and Make a Difference.
506 PT Bank Permata Tbk Laporan Tahunan 2025
Page 509
Permata Bank menuju ‘Employer of Choice’ dan menjadi
Rumah Terbaik bagi Talenta Kunci
Permata Bank senantiasa menempatkan Sumber Daya Manusia (SDM) yang
berkualitas, agile, dan mampu beradaptasi dengan perkembangan industri
keuangan sebagai salah satu penggerak terpenting yang membantu Bank
untuk mencapai tujuan jangka pendek hingga jangka panjang. Lebih dari itu,
karyawan Permata Bank atau yang dikenal dengan sebutan “PermataBankers”
juga menjadi garda terdepan yang menjalin interaksi dengan nasabah dan
memberikan solusi finansial terbaik. Dengan menjaga konsistensi pemberian
layanan prima, PermataBankers turut berkontribusi dalam membentuk citra
Bank sebagai mitra terpercaya pilihan nasabah.
Dalam rangka membangun fondasi organisasi yang solid agar tetap resilient di
tengah berbagai tantangan industri, Permata Bank terus berusaha membangun
tim kerja yang solid dengan mendorong setiap individu untuk terus menggali
bakat dan kemampuan yang dimiliki sehingga setiap PermataBankers
dapat menjadi versi terbaik dari dirinya. Untuk mendukung hal itu, Permata
Bank menyediakan ruang yang cukup bagi talenta-talenta potensial untuk
terus bertumbuh dan berkembang sesuai dengan nilai-nilai Employer Value
Proposition (EVP) yang telah dikembangkan. EVP Permata Bank memberikan
wadah kepada seluruh PermataBankers untuk terus belajar (learn), berkembang
(grow), dan menciptakan suatu hal yang unik (make a difference).
Permata Bank towards ‘Employer of Choice’ and the Best
Home for Key Talents
Permata Bank continuously places quality, agile Human Resources (HR) that
are able to adapt to developments in the financial industry as one of the most
important drivers that help the Bank achieve short-term to long-term goals.
Moreover, Permata Bank employees, known as “PermataBankers” are also at
the forefront, who interact with customers and give the best financial solutions.
PermataBankers also contribute to forming a positive image of the Bank as a
trusted partner of choice by maintaining consistency in providing excellent
service to customers.
In order to build a solid organizational foundation to remain resilient amidst
various industry challenges, Permata Bank continues to strive to build a solid
work team by encouraging each individual to continue to explore their talents
and abilities, allowing each PermataBankers to become the best version of
themselves. To support this, Permata Bank provides sufficient space for potential
talents to continue to grow and develop in accordance with the values of the
Employer Value Proposition (EVP) that have been developed. EVP Permata Bank
provides a guarantee to all PermataBankers to continue learning (learn),
developing (grow), and creating something unique (make a difference).
2025 Annual Report PT Bank Permata Tbk 507
Page 510
Tinjauan Pendukung
Bisnis
Business Support
Overview
Permata Bank dapat menarik kandidat yang tepat dan Permata Bank can attract the right candidates and retain the
mempertahankan karyawan terbaik dengan mengintegrasikan best employees by integrating EVP into the company’s values
EVP ke dalam nilai dan budaya perusahaan. Pengejawantahan and culture. EVP is translated into initiatives that are felt by all
EVP di turunkan ke dalam inisiatif-inisiatif yang dirasakan oleh employees, both at the head office and branches. Permata Bank’s
seluruh karyawan, baik di kantor pusat maupun di kantor cabang. employer branding strategy that emphasizes EVP promotion to
Strategi employer branding Permata Bank yang menekankan both internal and external circles is aiming to deliver the Bank as
promosi EVP baik kepada kalangan internal maupun eksternal an ‘Employer of Choice’ or a company of choice to work for.
bertujuan untuk mengantarkan Bank sebagai ‘Employer of Choice’
atau perusahaan pilihan untuk bekerja.
Strategi Pengelolaan dan Fokus HR Management Strategy and Development
Pengembangan SDM Tahun 2025 Focus in 2025
Permata Bank terus berusaha menghadirkan lingkungan Permata Bank continues to strive to present a conducive and
kerja yang kondusif dan produktif melalui penerapan strategi productive work environment through the implementation of
pengelolaan SDM yang tepat sasaran dan disesuaikan dengan targeted HR management strategies that are adjusted to the Bank’s
rencana bisnis jangka pendek Bank agar dapat berkontribusi short-term business plan in order to contribute to supporting the
dalam mendukung efektivitas bisnis dan operasional serta effectiveness of smooth business and daily operations and enable
memungkinkan Bank dalam mencapai kinerja unggul. the Bank to achieve superior performance.
Dengan mempertimbangkan sasaran dan target Bank, By considering the Bank’s goals and targets, the People & Culture
Direktorat People & Culture telah merumuskan dan menjalankan Directorate has formulated and implemented a series of HR
serangkaian strategi pengelolaan SDM yang dititikberatkan pada management strategies that focus on the following:
hal-hal berikut ini:
1. Membangun tim pemenang, dengan menciptakan budaya 1. Create extraordinary team by nurturing culture that support
yang mendukung terciptanya agility, kolaborasi dan inovasi. agility, collaborative work and innovation.
2. Menjadi Employer of Choice, dengan meningkatkan employee 2. To be Employer of Choice by improving experience at all
experience pada setiap interaksi dan fokus pada well-being touch-points, focused on a holistic employee well-being.
karyawan secara holistik.
3. Membangun kapabilitas internal, didukung oleh organisasi 3. Build internal capability supported by the right organization
serta talenta yang tepat. and right talents.
Sebagai bagian integral dari implementasi strategi bisnis Bank di As an integral part of the Bank’s business strategy implementation
tahun 2025, Direktorat People & Culture (P&C) telah menetapkan in 2025, the People & Culture (P&C) Directorate has set several
beberapa fokus utama, yaitu penyelarasan budaya perusahaan, key focuses, namely aligning corporate culture, improving
meningkatkan employee experience dengan pemuktahiran sistem employee experience by updating HR information systems
informasi dan aplikasi SDM, peningkatan well-being karyawan, and applications, improving employee well-being, developing
pengembangan keahlian khusus dan kepemimpinan, dan terus specialized skills and leadership, and continuing to foster
menumbuhkan hubungan industrial yang harmonis. harmonious industrial relations.
Konsistensi dalam menjalankan prioritas SDM, Permata Bank The consistent implementation of HR priorities, Permata Bank has
mendapatkan apresiasi dari pihak eksternal berupa penilaian earned external recognition in the form of Very Good ratings in
Very Good untuk tiga kategori, yaitu Learning & Development; three categories: Learning & Development; Digitalization & People
Digitalization & People Analytics; dan Reward & Talent Retention Analytics; and Reward & Talent Retention Strategy from SWA
Strategy dari Majalah SWA. Selain itu, hal ini membuahkan Magazine. Furthermore, this has yielded positive results for the
hasil positif bagi Bank sebagaimana tercermin peningkatan Bank, as reflected in an increase in revenue from Rp11.7 trillion in
pendapatan Bank dari sebesar Rp11,7 triliun pada tahun 2024 2024 to Rp12.2 trillion in 2025 and an improvement in the Cost-to-
menjadi sebesar Rp12.2 triliun di tahun 2025 dan perbaikan Income Ratio (CIR) from 50.1% in 2024 to 49.6% in 2025.
Cost to Income Ratio (CIR) dari sebesar 50,1% pada tahun 2024
menjadi sebesar 49,6% di tahun 2025.
508 PT Bank Permata Tbk Laporan Tahunan 2025
Page 511
Agar tren produktivitas karyawan terus meningkat di tahun- To ensure continued employee productivity growth in the coming
tahun mendatang, Permata Bank mengajak seluruh insan years, Permata Bank encourages all PermataBankers to embrace
PermataBankers untuk memiliki semangat kerja tumbuh the spirit of “Growing Together” with customers and partners
bersama (“Growing Together”) nasabah dan mitra kerja dengan by leveraging the collaborative networks of Permata Bank and
memanfaatkan jaringan kerja sama yang dimiliki Permata Bank Bangkok Bank to foster long-term, sustainable relationships
dan Bangkok Bank dalam membina hubungan jangka panjang through the provision of comprehensive financial services to
berkelanjutan melalui pemberian layanan keuangan menyeluruh customers and partners.
kepada nasabah dan mitra kerja.
Membangun dan Menyelaraskan Budaya Building and Aligning a Work Culture
Kerja
Ketangguhan Permata Bank dalam merespons berbagai bentuk Permata Bank’s resilience to various challenges is evident in its
tantangan terbukti dari pencapaian kinerja keuangan yang consistently growing financial performance and ability to deliver
terus bertumbuh dan mampu memberikan manfaat ekonomi economic benefits as shareholders have come to expect. On its
sesuai harapan pemegang saham. Dalam perjalanan panjang long journey toward sustainability, Permata Bank strives to align
menuju keberlanjutan, Permata Bank berusaha menyelaraskan its culture and strategy to optimally manage industry challenges
budaya dan strategi agar dapat mengelola tantangan industri and cement its position as one of Indonesia’s largest commercial
secara optimal dan memposisikan diri dengan lebih kuat sebagai banks with a regional network through synergy with Bangkok
salah satu bank komersial terbesar di Indonesia yang memiliki Bank, its controlling shareholder.
jaringan regional melalui sinergi bersama Bangkok Bank sebagai
pemegang saham pengendali.
Program penyelarasan budaya Permata Bank sejak diluncurkan Since its launch in 2022, Permata Bank’s cultural alignment
tahun 2022 telah menghasilkan lebih dari 350 inisiatif, yang program has produced more than 350 initiatives, encompassing
mencakup ide-ide penyelarasan budaya dari para unit kerja, di cultural alignment ideas from its work units, including those aimed
antaranya dalam bentuk keakraban tim hingga perbaikan proses. at team building and process improvement. The ongoing cultural
Kelanjutan perjalanan penyelarasan budaya di fokuskan pada alignment journey focuses on behavioral improvements stemming
peningkatan perilaku yang berasal dari tantangan operasional from daily operational challenges that impact performance. By
sehari-hari dengan dampak pada kinerja. Pada tahun 2025, 112 2025, 112 behavioral improvement programs had been initiated by
program peningkatan perilaku telah diprakarsai oleh Culture Culture Agents from each work unit.
Agent yang berasal dari masing-masing unit kerja.
Budaya inovasi menjadi salah satu fokus yang utama, yang A culture of innovation is a key focus, translated into the Pinnacle
diterjemahkan melalui program Pinnacle, sebagai wadah program, a platform for channeling innovative ideas from all
penyaluran ide inovasi dari seluruh karyawan. Program inovasi employees. The Pinnacle Innovation Program 2025 has produced
Pinnacle 2025 telah menghasilkan sekitar 105 ide proyek dan tiga approximately 105 project ideas, with three winning ideas.
ide yang menjadi pemenang.
Sejalan dengan inisiatif penyelarasan budaya organisasi, In line with its organizational culture alignment initiative,
Permata Bank juga memberikan perhatian penuh terhadap Permata Bank took a step further by placing a strong emphasis
penciptaan budaya kerja yang sadar risiko di lingkungan on creating a risk-aware work culture within the workplace, a
kerja sebagai tanggung jawab yang melekat pada seluruh shared responsibility that is inherent to all PermataBankers. As
insan PermataBankers. Sebagai wujud dari implementasi a manifestation of its risk culture development, Permata Bank
pengembangan budaya risiko, Permata Bank melanjutkan continued its People Risk program with some updates in its Know
program terkait People Risk melalui pemutakhiran proses Know Your Employee (KYE) process, which is part of the Bank’s anti-fraud
Your Employee (KYE), yang merupakan bagian dari strategi control strategy whose objective was to prevent and detect illegal
pengendalian anti-fraud yang diterapkan Bank dengan tujuan activities, such as money laundering and terrorism financing.
untuk membantu mencegah dan mendeteksi aktivitas ilegal, Meanwhile, to develop and foster a culture of compliance, Permata
seperti pencucian uang dan pendanaan terorisme. Sementara Bank proactively monitors the issuance of new regulations
itu, dalam rangka mengembangkan dan menumbuhkan budaya relevant to the banking industry for implementation in daily
kepatuhan, Permata Bank secara proaktif memantau penerbitan internal processes.
peraturan-peraturan baru yang relevan dengan industri perbankan
agar dapat diterapkan dalam proses internal sehari-hari.
2025 Annual Report PT Bank Permata Tbk 509
Page 512
Tinjauan Pendukung
Bisnis
Business Support
Overview
Bank juga berusaha meningkatkan keterikatan atau engagement The Bank also sought to increase employee engagement by
karyawan dengan mendorong partisipasi aktif setiap insan encouraging the active participation of all PermataBankers in
PermataBankers di berbagai inisiatif acara internal, seperti klub a wide range of internal event initiatives, such as hobby-based
karyawan berbasis hobi di bawah payung PermataClub atau employee clubs under the PermataClub umbrella or volunteering
terlibat sebagai volunteer kegiatan Tanggung Jawab Sosial for Corporate Social Responsibility (CSR) activities. In 2025,
Perusahaan (Corporate Social Responsibility/CSR). Pada tahun Permata Bank continued a number of employee engagement
2025, Permata Bank melanjutkan sejumlah kegiatan yang activities to strengthen employee engagement and relationships,
melibatkan karyawan untuk memperkuat engagement dan such as the Permata Olympic Games and Townhall, which were
hubungan antar karyawan, seperti Permata Olympic dan Townhall attended by nearly all employees in their respective units.
yang diikuti oleh hampir seluruh karyawan di unit masing-masing,
dan lain sebagainya.
Dengan mengembangkan budaya kerja positif bagi seluruh By developing a positive work culture for all employees,
karyawan, produktivitas PermataBankers sepanjang tahun PermataBankers’ productivity increased throughout 2025, as
2025 mengalami peningkatan yang tercermin dari kenaikan reflected in a 6% increase in revenue per employee compared
pendapatan per karyawan sebesar 6% dibandingkan tahun to the previous year (see the Revenue per Employee chart). In
sebelumnya (mengacu ke grafik Pendapatan per Karyawan). line with this positive trend, Permata Bank also managed to
Sejalan dengan tren positif tersebut, Permata Bank juga berhasil maintain a low voluntary attrition rate of 8.1%. This achievement
menjaga tingkat voluntary attrition di level rendah sebesar 8,1%. demonstrates that the Bank’s HR management strategies and
Pencapaian ini menunjukkan bahwa strategi dan berbagai inisiatif initiatives implemented throughout 2025 received a positive
pengelolaan SDM yang sudah diterapkan Bank sepanjang tahun response from employees.
2025 mendapatkan respons positif dari karyawan.
Menghadirkan Employee Experience dan Providing Employee Experience and
Well-Being untuk Mendorong Produktivitas Well-Being to Drive Productivity
Kinerja
Implementasi nilai-nilai dan budaya perusahaan secara The implementation of corporate values and culture continuously
berkelanjutan ke dalam lingkungan kerja Permata Bank menjadi into Permata Bank’s work environment is the foundation that
landasan yang memampukan Bank dalam menjawab tantangan enables the Bank to respond to the challenges of the increasingly
industri perbankan yang semakin dinamis. Permata Bank dynamic banking industry. Permata Bank continues to strive to
terus berusaha meningkatkan employee experience dengan improve employee experiences by exerting various efforts, which
melakukan berbagai upaya, diantaranya perbaikan pada Sistem involve improving HR Information System, creating a comfortable
Informasi SDM, menciptakan lingkungan kerja yang nyaman work environment to support the welfare and maintain the mental
untuk mendukung kesejahteraan dan menjaga kualitas mental quality of employees, providing opportunities for continued
karyawan, memberikan kesempatan untuk terus mengembangkan career development, and ensuring the provision of competitive
karier, serta memastikan pemberian remunerasi dan manfaat remuneration and benefits to employees.
yang kompetitif kepada karyawan.
Permata Bank menyediakan kesempatan bagi karyawan untuk Permata Bank provides opportunities for employees to
terus bertumbuh dan mengembangkan karier bersama. Pada continuously grow and develop their careers. By 2025, 72% of
tahun 2025 sebanyak 72% kekosongan posisi pejabat eksekutif vacant executive officers were assumed by internal candidates.
diisi oleh kandidat dari internal Bank.
Bank juga terus mengembangkan sistem informasi SDM dan The Bank also continues to develop its HR information system and
aplikasi employee self-service PULSE, yang menggabungkan employee self-service application, PULSE, which integrates all HR
seluruh layanan SDM dalam satu aplikasi sehingga dapat services into one application, enabling faster transactions that can
menghasilkan transaksi yang lebih cepat dan bisa dilakukan be conducted anytime and anywhere.
kapan saja dan di mana saja.
Dalam hal remunerasi, Permata Bank menerapkan prinsip Pay In terms of remuneration, Permata Bank applies the Pay for
for Performance dengan mempertimbangkan rasa keadilan dan Performance principle, taking into account a sense of fairness
pencapaian kinerja Bank serta memperhatikan ketentuan tentang and the Bank’s performance achievements, while adhering to
pengupahan yang berlaku di setiap area operasional. Untuk applicable wage regulations in each operational area. To support
510 PT Bank Permata Tbk Laporan Tahunan 2025
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mendukung well-being karyawan, Permata Bank memberikan employee well-being, Permata Bank provides various facilities and
beragam fasilitas atau sarana untuk menyalurkan aspirasi atau platforms to channel employee aspirations and hobbies, including
hobi karyawan diantaranya melalui PermataClub serta Permata PermataClub and Permata Olympic. The Permata Olympic
Olympic. Program Permata Olympic diikuti lebih dari 1.900 program was attended by more than 1,900 employees in 2025.
karyawan pada tahun 2025.
Selain itu, Permata Bank meluncurkan program baru bernama Furthermore, Permata Bank launched a new program called
“Permata Recharge” sebuah program kesejahteraan karyawan “Permata Recharge,” a holistic employee wellness program that
yang holistik dan berlangsung secara terus menerus selama runs continuously for 12 months to help improve employee well-
12 bulan untuk membantu mencapai peningkatan kesehatan being, physically, mentally, and financially, to support employee
karyawan sebagai pribadi, baik dari segi fisik, mental dan finansial, productivity.
untuk mendukung karyawan menjaga produktivitas.
Permata Bank juga melanjutkan kebijakan Flexible Benefit Permata Bank also continues its Flexible Benefits policy, allowing
yang memungkinkan setiap individu untuk bisa memilih dan each individual to choose and receive the best benefits according
mendapatkan manfaat terbaik sesuai kebutuhan personal to their personal needs. In terms of health protection, every
masing-masing. Dalam hal proteksi kesehatan, setiap karyawan employee also receives insurance with a continuously increasing
juga mendapatkan fasilitas asuransi dengan plafon limit yang terus limit, as well as the use of Telehealth to facilitate faster health
ditingkatkan serta pengaplikasian Telehealth untuk membantu consultations and treatment.
penyediaan layanan konsultasi kesehatan dan pengobatan yang
lebih cepat.
Untuk menjadi organisasi yang terus bertumbuh, Permata Bank To become a continuously growing organization, Permata Bank
mengukur tingkat pengalaman karyawan dengan menggunakan measures employee experience from a new perspective. The
perspektif baru. Survei Voice of PermataBankers diluncurkan pada Voice of PermataBankers survey, launched in 2025, found that
tahun 2025, di mana 82% karyawan menyebut Permata Bank 82% of employees called Permata Bank a “Great Place to Work,”
sebagai “Great Place to Work”, dan 75% karyawan menyatakan and 75% reported a positive work experience.
memiliki pengalaman kerja positif.
Pendapatan per Karyawan
Revenue per Employee
dalam triliun Rupiah | in trillion Rupiah
1.779,2
1.679,7
1.569,9
1.341,3
1.245,0
2021 2022 2023 2024 2025
2025 Annual Report PT Bank Permata Tbk 511
Page 514
Tinjauan Pendukung
Bisnis
Business Support
Overview
Terus Mengejar Peningkatan Keahlian dan Continuous Pursue of Skill Improvement and
Cara Kerja Work Method
Transformasi model bisnis dan operasional yang berkelanjutan The transformation of sustainable business and operational
masih menjadi salah satu fokus utama strategi pertumbuhan models was still one of the main focuses of Permata Bank’s business
bisnis Permata Bank di tahun 2025. Inisiatif tersebut diupayakan growth strategy in 2025. Permata Bank is pursuing this initiative
Permata Bank dengan merancang ulang organisasi, proses by redesigning the organization business processes, applying
bisnis, pengaplikasian teknologi dan Artificial Intelligence (AI), technology and Artificial Intelligence (AI), and encouraging
serta mendorong peningkatan kompetensi karyawan melalui increased employee competency through the development
pengembangan digital skills untuk dapat mendorong optimalisasi of digital skills to be able to encourage optimization of service
proses layanan dan memberikan pengalaman terbaik bagi processes and provide the best experience for customers through
nasabah melalui sistem yang terintegrasi. an integrated system.
Sebagai bentuk komitmen dalam membangun budaya Customer As a form of commitment to building a Customer Centricity culture
Centricity untuk memenangkan hati nasabah, Permata Bank to win the hearts of customers, Permata Bank also consistently
juga secara konsisten mendorong mindset karyawan di seluruh encourages employee mindset across all business lines to provide
lini bisnis untuk memberikan pengalaman terbaik bagi nasabah the best experience for customers by providing banking services
melalui penyediaan layanan perbankan yang tidak hanya sekadar that not only meet standards, but also go beyond expectations to
memenuhi standar, tetapi juga melampaui ekspektasi nasabah increase the Customer Net Promoter Score in the end.
(beyond expectation), sehingga pada gilirannya diharapkan
dapat meningkatkan Customer Net Promoter Score.
Untuk mengakomodasi kebutuhan Bank dalam keahlian digital, To accommodate the Bank’s need for digital expertise, the Digital
program Kapabilitas Digital dirancang sebagai sebuah perjalanan Capability program is designed as a learning journey, combining
pembelajaran, dengan mengkombinasikan tujuan internal bank, the bank’s internal objectives, research on future skills, and OJK
riset mengenai keterampilan masa depan, serta kompetensi digital competencies. The program is divided into four phases:
digital OJK. Program ini dibagi menjadi empat fase, yaitu Digital Digital Fundamentals, Digital Literacy, Digital Fluency, and Digital
Fundamental, Digital Literacy, Digital Fluency, dan Digital Expertise. 36% of employees chose the Digital Fundamentals
Expertise. 36% karyawan memilih kursus Dasar Digital sebagai course as part of their individual development plan.
bagian dari rencana pengembangan individu mereka.
Pada tahun 2025, Permata Bank memulai langkah strategis In 2025, Permata Bank initiated a strategic move by integrating
dengan mengintegrasikan Artificial Intelligence (AI) ke dalam Artificial Intelligence (AI) into employee learning and development.
pembelajaran dan pengembangan karyawan, di mana The first implementation was in the Sharia product, AI Role Play.
implementasi pertama dilakukan pada produk Syariah, yaitu AI This platform is designed to improve the capacity and capabilities
Role Play. Platform ini dirancang untuk meningkatkan kapasitas of Sales & Service personnel in understanding and offering Sharia
dan kemampuan Sales & Service dalam memahami dan products more effectively and confidently to customers.
menawarkan produk syariah secara lebih efektif dan percaya diri
kepada nasabah.
Sehubungan dengan pengembangan karyawan dalam cakupan In connection with employee development within the talent scope
talent dan komitmen untuk mendukung karier karyawan, Bank and its commitment to supporting employee careers, the Bank
telah menerapkan metode manajemen talenta yang terukur has implemented a measurable talent management method by
dengan mengidentifikasi potensi atau talenta yang dimiliki identifying the potential or talents of each PermataBanker through
setiap insan PermataBankers melalui penggunaan tools Talent the use of Talent Assessment tools. The Bank’s commitment
Assessment. Keseriusan Bank dalam menyeleksi talenta terbaik to selecting the best talent for strategic positions within the
untuk mengisi posisi-posisi strategis di organisasi juga diwujudkan organization is also demonstrated through the Bangkok Bank
melalui program Bangkok Bank Group Leadership Academy Group Leadership Academy (BBGLA), Middle Management
(BBGLA), Middle Management Leadership Academy (MMLA), dan Leadership Academy (MMLA), and Elementary Level Leadership
Elementary Level Leadership Academy (ELLA). Melalui program Academy (ELLA). Through these programs, the best talent at
tersebut, seluruh talenta terbaik Permata Bank dan Bangkok Permata Bank and Bangkok Bank can meet with each other to
Bank dapat saling bertemu dengan tujuan untuk memberikan provide the leadership competencies and behaviors necessary to
512 PT Bank Permata Tbk Laporan Tahunan 2025
Page 515
pembekalan kompetensi dan perilaku kepemimpinan yang strengthen collaboration, drive innovation, and ensure the Bank’s
diperlukan guna memperkuat kolaborasi, mendorong inovasi, sustainable business growth. Through these initiatives, the talent
serta memastikan tercapainya pertumbuhan usaha Bank yang attrition rate can be maintained at just 3.5%.
berkelanjutan. Dengan berbagai inisiatif tersebut tingkat atrisi
talent bisa dijaga hanya sebesar 3,5%.
Sepanjang tahun 2025, Bank menjalankan program International Throughout 2025, the Bank implemented an International Mobility
Mobility sebagai bagian dari inisiatif manajemen talenta yang program as part of its talent management initiative designed to
dirancang untuk memenuhi kebutuhan tenaga kerja dengan meet the Bank’s workforce needs with capabilities that meet
kapabilitas sesuai kebutuhan Bank dan untuk mempertahankan its needs, retain key talent, and fulfill its long-term succession
talenta kunci serta memenuhi rencana suksesi jangka panjang. plan. By the end of 2025, the Bank had accepted two employee
Sampai dengan akhir tahun 2025, Bank telah menerima assignments and deployed two employees to and from Bangkok
penugasan dua karyawan dan mengirimkan dua karyawan dari Bank Public Company Limited (Bangkok Bank), Thailand.
dan ke Bangkok Bank Public Company Limited (Bangkok Bank),
Thailand.
Semangat insan PermataBankers untuk terus mengembangkan PermataBankers’ enthusiasm for continuous self-development
diri dan meningkatkan pengetahuan yang dimiliki tercermin and knowledge enhancement is reflected in the high level of
dari tingkat partisipasi karyawan yang tinggi dalam mengikuti employee participation in various training activities, as reflected
berbagai kegiatan pelatihan sebagaimana tercermin tingkat in the training penetration rate of over 99.5% and the number
penetrasi pelatihan yang mencapai lebih dari 99,5% serta of Learning Mandays that has reached 9.2 days in 2025. These
jumlah Learning Mandays yang telah mencapai 9,2 hari pada positive achievements demonstrate that PermataBankers have
tahun 2025. Pencapaian positif tersebut menunjukkan bahwa a strong desire to continue to grow and learn continuously. By
PermataBankers memiliki keinginan kuat untuk terus bertumbuh continuously encouraging the abilities of each individual, Permata
(grow) dan belajar (learn) secara berkesinambungan. Dengan Bank is optimistic that it can maintain its solid position amidst
terus mendorong kemampuan setiap individu, Permata Bank increasingly fierce banking business competition.
optimis dapat mempertahankan soliditas posisinya di tengah
kompetisi bisnis perbankan yang makin ketat.
Membangun Hubungan Industrial yang Building Harmonious Industrial Relations as a
Harmonis sebagai Pilar Bisnis Utama Core Business Pillar
Sebagai korporasi yang bertanggung jawab, Permata Bank selalu As a responsible corporation, Permata Bank consistently strives to
berupaya untuk menciptakan suasana kerja dan hubungan create a harmonious, dynamic, and equitable work environment
industrial yang harmonis, dinamis, serta berkeadilan. Untuk and industrial relations. To ensure sound industrial relations, the
memastikan hubungan industrial terjalin dengan baik, Bank Bank establishes two-way communication with all employees,
membangun komunikasi dua arah dengan seluruh karyawan yang represented by the labor union. Regular meetings between Bank
diwakili oleh serikat pekerja. Pertemuan rutin antara Manajemen Management and the labor union are held at least every two
Bank dan serikat pekerja dilakukan secara rutin setidaknya setiap months to discuss emerging issues related to employment.
dua bulan untuk membahas isu-isu yang berkembang terkait
ketenagakerjaan.
Dalam upaya membangun relasi jangka panjang dengan In an effort to build long-term relationships with employees,
karyawan, Permata Bank memperbolehkan karyawan untuk Permata Bank allows employees to express their aspirations
mengutarakan aspirasi dan pendapatnya, serta juga memberikan and opinions, while also providing them with the freedom to
kebebasan bagi karyawan untuk berserikat, berkumpul, dan associate, assemble, and express their opinions in accordance
menyampaikan pendapat sesuai dengan mekanisme komunikasi with established communication mechanisms and regulations.
dan aturan yang telah disediakan.
2025 Annual Report PT Bank Permata Tbk 513
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Permata Bank berkomitmen untuk melindungi hak-hak seluruh Permata Bank is committed to protecting the rights of all
karyawan secara berimbang sebagaimana tertuang dalam employees in a balanced manner, as stipulated in the Collective
Perjanjian Kerja Bersama (PKB). Pada tahun 2025, Permata Labor Agreement (CLA). In 2025, Permata Bank and the labor union
Bank bersama serikat pekerja menyepakati Perjanjian Kerja agreed to a Collective Labor Agreement (CLA) for the 2025– 2027
Bersama (PKB) periode 2025–2027 dan menghasilkan berbagai period, resulting in various positive agreements, including
kesepakatan yang positif, diantaranya peningkatan benefit increased employee benefits and various work arrangements that
karyawan dan berbagai pengaturan kerja yang berdampak have a strategic impact on supporting the Bank’s activities and
strategis dalam mendukung kegiatan Bank dan menciptakan fostering harmonious industrial relations.
hubungan industrial yang harmonis.
Memprioritaskan Aspek Kesehatan dan Prioritizing Occupational Health and Safety
Keselamatan Kerja (K3) dan Mendorong (OHS) and Promoting Employee Well-being
Kesejahteraan Karyawan
Permata Bank percaya bahwa komitmen terhadap karyawan Permata Bank believes that commitment to its employees is
dilandasi untuk terus melangkah maju dalam meraih fundamental to its continued progress in achieving greater
pertumbuhan usaha yang lebih hebat di masa depan. Dalam business growth in the future. In managing its employees,
mengelola karyawan, Permata Bank menempatkan aspek Permata Bank prioritizes employee health, safety, and comfort.
kesehatan, keamanan, dan kenyamanan karyawan sebagai Therefore, Permata Bank is committed to creating a work
prioritas utama. Oleh sebab itu, Permata Bank berkomitmen untuk environment that is not only productive but also cares about
menciptakan lingkungan kerja yang tidak hanya produktif, tetapi the mental, social, and financial well-being of its employees. To
juga peduli terhadap kesejahteraan mental, sosial, dan finansial ensure a safe and comfortable work environment, Permata Bank
karyawan. Untuk mewujudkan hadirnya lingkungan kerja yang implements Occupational Health and Safety (OHS) as part of its
aman dan nyaman, Permata Bank menjalankan Keselamatan dan efforts to create sustainable business activities and achieve zero
Kesehatan Kerja (K3) sebagai bagian dari upaya menciptakan accidents across all operational areas. The Bank’s OHS program
kegiatan bisnis yang berkelanjutan dan mencapai zero accident focuses not only on physical aspects but also addresses the
di seluruh wilayah area operasional. Program K3 Bank tidak hanya psychological and mental health of employees. Furthermore,
berfokus pada aspek fisik, tetapi juga memperhatikan aspek psikis the Bank provides health insurance to all employees and their
dan mental health karyawan. Selain itu, Bank juga memberikan families, including employee enrollment in the BPJS Kesehatan
fasilitas asuransi kesehatan kepada seluruh karyawan dan juga (Social Security) and BPJS Ketenagakerjaan (Employment Social
keluarga karyawan, termasuk mengikutsertakan karyawan ke Security) programs.
dalam program BPJS Kesehatan dan BPJS Ketenagakerjaan.
Keberhasilan Bank dalam mencapai tingkat kesejahteraan The Bank’s success in achieving optimal employee well-being
dan mental health karyawan di level yang optimal berbanding and mental health is directly proportional to increased employee
lurus dengan peningkatan produktivitas kinerja karyawan yang productivity, which ultimately contributes to accelerating the
pada akhirnya turut berkontribusi dalam mendorong akselerasi Bank’s business growth. Various OHS program initiatives and
pertumbuhan bisnis Bank. Berbagai inisiatif program K3 dan employee welfare improvements will continue to be implemented
peningkatan kesejahteraan karyawan akan terus diterapkan dan and enhanced in the future as part of efforts to retain and attract
ditingkatkan di waktu yang akan datang sebagai bagian dari the best talent.
upaya untuk mempertahankan dan menarik talenta terbaik.
Komitmen terhadap Peningkatan Kompetensi Commitment to Continuous Competency
PermataBankers yang Berkelanjutan Improvement for PermataBankers
Dukungan para key talents yang memiliki kompetensi unggul The support of key talents with superior competencies and
dan berpengetahuan luas di bidang keahliannya serta extensive knowledge in their fields of expertise, along with the high
kemampuan beradaptasi yang tinggi dari para PermataBankers adaptability of PermataBankers in facing various challenges and
dalam menghadapi berbagai tantangan dan perubahan telah changes, has enabled Permata Bank to maintain its position as one
memungkinkan Permata Bank untuk terus mempertahankan of the largest private banks in Indonesia. To remain competitive
positioning-nya sebagai salah satu bank swasta terbesar di both nationally and regionally, Permata Bank is committed
Indonesia. Agar senantiasa mampu bersaing baik di tingkat to continuously improving the skills and competencies of its
514 PT Bank Permata Tbk Laporan Tahunan 2025
Page 517
nasional maupun regional, Permata Bank berkomitmen untuk employees, as it is believed to play a significant role in achieving
terus meningkatkan kemampuan dan kompetensi karyawan sustainable performance growth.
secara berkesinambungan karena diyakini memiliki andil yang
sangat besar untuk mencapai pertumbuhan kinerja Bank yang
berkesinambungan.
Sebagai rumah bagi para talenta terbaik, Permata Bank berusaha As a home for the best talent, Permata Bank strives to provide an
menghadirkan tempat kerja yang ideal bagi PermataBankers ideal workplace for PermataBankers to learn, grow, and make
untuk belajar, bertumbuh, dan mampu memberikan perbedaan a difference, in accordance with the Bank’s EVP: Learn, Grow,
sesuai dengan EVP Bank, yaitu Learn, Grow, and Make a Difference. and Make a Difference. Therefore, Permata Bank implements
Oleh karena itu, Permata Bank melaksanakan program pelatihan intensive HR training and competency development programs to
dan pengembangan kompetensi SDM secara intensif agar dapat produce the best and most competitive professional bankers who
mencetak para professional bankers terbaik dan berdaya saing can ultimately provide added value to the Bank, customers, and
tinggi yang nantinya dapat memberikan nilai tambah bagi Bank, other stakeholders.
nasabah, dan pemangku kepentingan lainnya.
Sepanjang tahun 2025, jajaran Manajemen dan seluruh karyawan Throughout 2025, Permata Bank’s management and all employees
Permata Bank telah mengikuti sejumlah kegiatan pelatihan yang participated in a number of training programs aimed at improving
bertujuan untuk meningkatkan kompetensi dan pengetahuannya. their competencies and knowledge. The average total training
Total rata-rata hari pelatihan PermataBankers sepanjang tahun days for PermataBankers throughout the year was 9.2 days per
ini adalah 9,2 hari/orang, sedangkan jumlah PermataBankers person, while the number of PermataBankers who participated
yang mengikuti pelatihan di tahun 2025 adalah sebanyak 99,5%. in training in 2025 was 99.5%. The following is a recap of training
Berikut ini adalah rekap kelas program pelatihan dan data program classes and training activity data held by Permata Bank
kegiatan pelatihan yang telah diselenggarakan Permata Bank throughout 2025:
sepanjang tahun 2025:
Kelas Program Management Trainee yang Dibuka selama Tahun 2025
Management Trainee Programs Organized in 2025
Acceleration Program
Jumlah Peserta
No. Program Program
Number of Participant
1 Relationship Manager Priority (RMP) 15 Relationship Manager Priority (RMP)
2 Relationship Manager Business (RMB) 12 Relationship Manager Business (RMB)
Jumlah 27 Total
Class Program
Tanggal Mulai Jumlah Peserta
No. Program
Starting Date Number of Participant
1 BAP RM Commercial Banking Februari & Juli 2025 15
February & July 2025
2 BAP RM Priority Maret, Mei, & Oktober 2025 56
March, May, & October 2025
3 BAP Operation September 2025 15
4 BAP Treasury September 2025 5
5 BAP Emerging Business Banking Oktober 2025 10
October 2025
Jumlah | Total 101
2025 Annual Report PT Bank Permata Tbk 515
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Persentase Karyawan yang Mengikuti Pelatihan berdasarkan Level Jabatan (%)
Percentage of Employee, by Position, Participating in Training Programs (%)
Level Jabatan 2025 2024 2023 Position
Direksi 100,0 100,0 100,0 Board of Directors
Head Department/Division 99,0 100,0 99,7 Head Department/Division
Supervisor/Manager 99,9 99,8 99,8 Supervisor/Manager
Officer/Associate 99,4 99,6 99,7 Officer/Associate
Jumlah 99,5 99,7 99,8 Total
Realisasi Pelatihan berdasarkan Level Jabatan Tahun 2025
Implementation in Training based on Job Levels in 2025
Jumlah Jam Pelatihan Rata-rata Jam Pelatihan
Level Jabatan Position
Number of Training Hours Average Training Hours
Direksi 532 59,2 Board of Directors
Head Department/Division 13.885 72,7 Head Department/Division
Supervisor/Manager 140.635 67,7 Supervisor/Manager
Officer/Associate 339.215 75,5 Officer/Associate
Data Training ManDays berdasarkan Jenis Pelatihan
Training MandDays by Type of Training
Program 2025 2024 2023 Program
Sertifikasi 0,9 1,4 1,6 Certification
Class Program 22,4 15,1 16,0 Class Program
Kepemimpinan 1,3 1,1 1,1 Leadership
Soft Skills 1,5 1,0 1,4 Soft Skills
Technical Skills 7,5 7,3 4,8 Technical Skills
Rata-rata Keseluruhan Program 9,2 8,9 6,9 Average All Program
Dalam menyelenggarakan program pelatihan bagi karyawan, In organizing training programs for employees, Permata Bank is
Permata Bank semakin menyadari tingginya kebutuhan internal increasingly aware of the high need for internal trainers. To answer
trainer. Untuk menjawab tantangan tersebut, Permata Bank this challenge, Permata Bank is gradually standardizing the
secara bertahap melakukan standardisasi kemampuan terhadap capabilities of a number of PermataBankers, ensuring they meet
sejumlah PermataBankers agar dapat memenuhi kualifikasi personal qualifications and are certified as Corporate Trainers.
personal dan tersertifikasi sebagai Corporate Trainer. Sampai By the end of 2025, Permata Bank had 71 Corporate Trainers who
dengan akhir tahun 2025, Permata Bank telah memiliki 71 orang have the capacity to provide training to both internal parties of the
Corporate Trainer yang memiliki kapasitas untuk memberikan Bank and external parties of the Bank, such as self-development
pelatihan baik kepada pihak internal Bank maupun kepada pihak- and financial literacy training for employees of the Bank’s partners.
pihak di luar bank, seperti pelatihan pengembangan diri dan
literasi keuangan kepada karyawan rekanan Bank.
516 PT Bank Permata Tbk Laporan Tahunan 2025
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Selain memastikan kecukupan ketersediaan internal trainer, In addition to ensuring the availability of sufficient internal
Permata Bank juga menyediakan rangkaian program pelatihan trainers, Permata Bank also provides a complete range of training
yang lengkap untuk mengakomodasi kebutuhan pengembangan programs to accommodate the needs of employee competency
kompetensi karyawan yang disesuaikan dengan kebutuhan di development that are tailored to the needs of each work area and
masing-masing area kerja dan level jabatan karyawan mulai dari employee position level, starting from basic banking training for
pelatihan dasar perbankan bagi karyawan baru, hingga pelatihan new employees to training to support the improvement of employee
untuk mendukung peningkatan pengetahuan dan keterampilan knowledge and soft skills. The Bank also encourages each
soft skill karyawan. Bank juga mendorong setiap PermataBankers PermataBankers to be responsible for assessing their own abilities
untuk bertanggung jawab dalam menilai kemampuan dan and development needs by preparing an individual learning and
kebutuhan pengembangan dirinya sendiri dengan menyusun development plan (Individual Learning & Development Plan/ILDP),
rencana pembelajaran dan pengembangan individu (Individual and discussing it with their direct superiors and playing an active
Learning & Development Plan/ILDP), serta mendiskusikannya role in ensuring the realization of the plan.
dengan atasan langsung dan berperan aktif untuk memastikan
realisasi rencana tersebut.
Program-program pengembangan kompetensi karyawan Permata Bank employee competency development programs are
Permata Bank disusun dalam kerangka pembelajaran dan arranged in a Learning and Development Framework, with the
pengembangan atau Learning and Development Framework following big illustration:
dengan gambaran besar sebagai berikut:
Build Extraordinary Team and Employer of Choice
Technical Skills Soft Skills Leadership
Mandatory Certification Thinking Capabilities Leadership Program Trainee/Class Program
RMC, WPPE, AAJI, WMC, SPPUR, – Strategic Thinking – Leaders League – Trainee Program for RMs,
etc – Scenario Planning – Enterprise Leadership (ELP) Operation, Internal Audit
– Problem Solving & Decision – Business Leadership (BLP)
Professional Certification Making – Team Leadership (TLP) Leader Inspires Leader
CISA, CIA, CEH, CAMS, CDPO, etc – Customer Centric – Self Leadership (SLP) – Leadership sharing session
– Vision to Action from C-suite level non-banking
Business Capabilities Talent Program industry related to leadership
– Sales & Services Business Communication – Bangkok Bank Group Leadership topics
– Product Knowledge – Empathic Listening Program (BBGLA)
– Impactful Communication – Middle Management Leadership Leaders Insight Forum
Digital Capabilities – Presentation Skills Program (MMLA) – Business Leadership sharing
– Cyber Security – Emerging Leader Leadership session, business related topics
– Software Engineering Execution Excellence Academy (ELLA) by external/internal speakers
– IT Infrastructure & Operation – Process Improvement – First Level Leadership Academy
– Product & Data Management – Project Management (FLLA)
– AI; Digital Marketing – Change Management
CULTURE I-PRICE Values; Mandatory E-Learning; Culture Program; NEOP
ENABLER Digital Learning Platform; Learning System
2025 Annual Report PT Bank Permata Tbk 517
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Dalam rangka memberikan pengalaman belajar yang lebih In order to provide a more enjoyable learning experience,
menyenangkan, Permata Bank juga menyediakan platform Permata Bank also provides a digital learning platform called
digital learning bernama Permata Learning (PEARL) yang Permata Learning (PEARL), which integrates training/seminar
mengintegrasikan event pelatihan/seminar, materi video, materi events, video materials, gamification materials, coaching
gamification, proses coaching, dan mentoring. Pada mobile processes, and mentoring. In PEARL (Permata Learning) mobile
learning PEARL, Permata Bank memperkenalkan I-PRICE learning, Permata Bank introduces I-PRICE Value Gamification,
Value Gamification yang dirancang semenarik mungkin sesuai which is designed to be as attractive as possible according to the
preferensi Gen-Z yang saat ini mendominasi komposisi karyawan preferences of Gen-Z, who currently dominate the composition of
Bank. Pengembangan tersebut dilakukan untuk membantu setiap Bank employees. This development was carried out to help every
PermataBankers agar dapat lebih memahami dan mampu PermataBankers to better understand and be able to apply the
menerapkan perilaku utama I-PRICE di tempat kerja. main behaviors of I-PRICE in the workplace.
Pengembangan lain yang juga dilakukan pada PEARL adalah Other developments that were also carried out on the PEARL
penambahan fitur untuk coaching dan mentoring, serta fitur Learning App are reflected in the addition of features for
pelatihan On the Job Training (OJT). Pada bulan Desember coaching and mentoring, as well as the On the Job Training (OJT)
2025, PEARL memiliki 99,8% pengguna terdaftar, meningkat training feature. In December 2025, PEARL had 99.8% registered
dibandingkan dengan 99,6% pada bulan Desember 2024. users, which is increased compared to 99.6% in December 2024.
Masih dalam rangkaian inisiatif peningkatan kompetensi karyawan, As part of its employee competency improvement initiatives, in
pada tahun 2025, Permata Bank kembali menyelenggarakan 2025, Permata Bank again held the three-day, hybrid Permata
Permata Learning Week 2025 secara hybrid (daring dan luring) Learning Week 2025, this time around with a theme of “Thrive
selama tiga hari dengan mengusung tema “Thrive for Excellence: for Excellence: Leveraging AI to Unlock Potential,” with 18,641
Leveraging AI to Unlock Potential”, dan diikuti oleh sebanyak participants. The figure represents a 47% increase compared to
18.641 peserta. Jumlah tersebut menunjukkan peningkatan sekitar last year.
47% dibandingkan tahun lalu.
Secara keseluruhan, sepanjang tahun 2025, Permata Bank Overall, throughout 2025, Permata Bank invested Rp51,472 million
telah merealisasikan investasi pelatihan sebesar Rp51.472 juta excluded Learning & Development Division cost in training for
di luar biaya Divisi Learning & Development untuk kegiatan in- both in-class and e-learning activities, including external training
class maupun e-learning, termasuk pelatihan eksternal yang provided by external educational institutions, in line with employee
diselenggarakan oleh lembaga pendidikan eksternal, sesuai competency improvement needs. The following is a breakdown of
dengan kebutuhan peningkatan kompetensi karyawan. Berikut Permata Bank’s realized investment costs for training activities
ini adalah uraian realisasi investasi biaya yang telah dikeluarkan throughout 2025:
Permata Bank untuk menyelenggarakan kegiatan pelatihan
sepanjang tahun 2025:
518 PT Bank Permata Tbk Laporan Tahunan 2025
Page 521
Data Realisasi Biaya Pelatihan berdasarkan Jenis Pelatihan
Actual Training Expenses by Type of Training
dalam jutaan Rupiah | in million of Rupiah
Program 2025 2024 2023 Program
Sertifikasi 12.802 10.312 8.848 Certification
Class Program 1.211 2.463 2.842 Class Program
Kepemimpinan 6.376 17.875 12.240 Leadership
Soft Skills 12.680 11.304 17.116 Soft Skills
Technical Skills 18.403 13.850 14.259 Technical Skills
Jumlah 51.472 55.534 55.305 Total
Keterangan | Note:
Di luar biaya Divisi Learning & Development
Excluding Learning & Development Division cost
Rencana Strategis Tahun 2026 2026 Strategic Plan
Agar pengelolaan SDM berjalan lebih efektif, pada tahun 2026 In order for HR management to run more effectively, Permata Bank
Permata Bank akan terus melanjutkan sejumlah inisiatif yang has set a number of initiatives to be carried out in 2026, including:
telah dilaksanakan selama ini, antara lain:
1. Membangun tim pemenang dengan menciptakan budaya 1. Create extraordinary team by nurturing culture that support
yang mendukung terciptanya agility, kolaborasi, dan inovasi. agility, collaborative work and innovation.
2. Menjadi Employer of Choice dengan meningkatkan employee 2. To be Employer of Choice by improving experience at all
experience pada setiap interaksi dan fokus pada well-being touch-points, focused on a holistic employee well-being.
karyawan secara holistik.
3. Membangun kapabilitas internal yang didukung oleh 3. Build internal capability supported by the right organization
organisasi dan talenta yang tepat. and right talents.
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Teknologi Informasi
Information Technology
Teknologi Informasi (TI)
mendorong transformasi
digital dan meningkatkan daya
saing Permata Bank melalui
pengembangan aplikasi
yang selaras dengan strategi
bisnis. Inisiatif ini didukung
oleh penguatan infrastruktur
teknologi, peningkatan
kapabilitas keamanan siber
serta tata kelola TI yang sejalan
dengan ketentuan regulator.
Dengan penerapan manajemen
risiko yang kuat dalam
pengelolaan TI, Permata Bank
memastikan operasional TI
yang andal guna mendukung
penyediaan layanan keuangan
yang cepat, aman dan efisien
bagi nasabah.
Information Technology (IT) drives
digital transformation and enhances
Permata Bank’s competitiveness through
the development of applications that
align with business strategy. This initiative
is supported by the strengthening of
technology infrastructure, enhancement
of cybersecurity capabilities, and IT
governance in accordance with regulatory
requirements.
With the implementation of strong
risk management in IT management,
Permata Bank ensures reliable IT operations
to support the provision of fast, secure, and
efficient financial services for customers.
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Peran Strategis Teknologi Informasi dalam Mendukung
Kinerja Organisasi
Transformasi digital yang berkembang pesat seiring meningkatnya
ekspektasi nasabah menjadikan Teknologi Informasi (TI) sebagai penggerak
dan pendorong kinerja dan daya saing Permata Bank dalam mencapai
tujuan bisnis, peningkatan kualitas layanan, serta penguatan ketahanan dan
keberlanjutan usaha.
Sepanjang tahun 2025, TI memegang peranan penting dalam mendukung
target bisnis dan operasional Bank dengan menyediakan layanan
keuangan yang cepat, aman, dan efisien bagi seluruh segmen nasabah,
baik Konvensional maupun Syariah. Fokus pengembangan TI Bank meliputi
Digital Channel dan Staff Channel, penguatan Core Banking & Internal
System, Risk Management, Cyber Security, infrastruktur, serta sistem
Regulatory/Compliance, selaras dengan strategi bisnis dan kepatuhan
terhadap regulasi.
The Strategic Role of Information Technology in
Supporting Organizational Performance
Accelerating digital transformation and rising customer expectations
have positioned Information Technology (IT) as a driver and enabler of
performance and competitiveness at Permata Bank in achieving business
objectives, enhances service quality, and reinforces the Bank’s resilience and
long-term sustainability.
Throughout 2025, IT played an important role in supporting the Bank’s
business and operational objectives by delivering fast, secure, and efficient
financial services across all customer segments, both Conventional and
Sharia. The Bank’s IT development priorities encompassed Digital Channels
and Staff Channels, the strengthening of Core Banking and Internal Systems,
Risk Management, Cyber Security, infrastructure, as well as Regulatory and
Compliance systems, in alignment with the Bank’s business strategy and
regulatory requirements.
2025 Annual Report PT Bank Permata Tbk 521
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Digitalisasi kanal perbankan, termasuk mobile banking, internet The digitalization of banking channels—including mobile banking,
banking, call center, dan jaringan cabang memungkinkan internet banking, call centers, and the branch network—enabled
Bank melakukan penetrasi ke segmen nasabah yang lebih luas the Bank to expand its reach to a broader customer base, increase
guna meningkatkan volume transaksi dan menyederhanakan transaction volumes, and simplify access to banking services.
akses layanan. Seiring itu, Bank juga melakukan penguatan In parallel, the Bank enhanced its Risk Management and Cyber
Risk Management dan Cyber Security sehingga data nasabah Security capabilities, thereby ensuring robust customer data
terlindungi secara optimal dan pengelolaan pengguna menjadi protection and more efficient user management.
lebih efisien.
Selain itu, Bank terus meningkatkan performa perangkat TI untuk In addition, the Bank continues to improve the performance of its
menjaga ketersediaan layanan, mendukung automasi, dan IT equipment to maintain service availability, support automation,
memperkuat sistem monitoring. Demikian pula sistem Regulatory/ and strengthen its monitoring system. Likewise, its Regulatory/
Compliance secara berkelanjutan diperbarui untuk memastikan Compliance system is continuously updated to ensure compliance
kepatuhan terhadap regulasi serta praktik terbaik industri. with regulations and industry best practices.
Dengan fondasi ini, digital banking selain mendorong With this foundation, digital banking besides driving business
pertumbuhan bisnis, meningkatkan efisiensi operasional, growth, improve operational efficiency, strengthen the
memperkuat keunggulan kompetitif Bank, juga turut Bank’s competitive advantage, but also maintaining system
menjaga ketahanan sistem, memastikan stabilitas layanan, resilience, ensuring service stability, and maintaining customer
serta mempertahankan kepercayaan nasabah dan and stakeholder.
pemangku kepentingan.
Struktur Organisasi dan Penanggung Jawab Organizational Structure and Person in Charge
Pengelola TI Permata Bank of Permata Bank IT Management
Pelaksanaan rencana strategis dan program pengembangan The implementation of strategic plans and Permata Bank’s
TI Permata Bank berada di bawah tanggung jawab Direktorat IT development programs across Permata Bank falls under
Teknologi. Pengawasan atas pelaksanaan rencana strategis the responsibility of Technology Directorate. The Information
dan program kerja TI ini dilakukan secara langsung oleh Komite Technology Steering Committee (ITSC) directly oversees the
Pengarah Teknologi Informasi (Information Technology Steering implementation of these strategic plans and IT work programs to
Committee/ITSC) untuk memastikan keselarasan dengan strategi ensure alignment with business strategy, regulative compliance,
bisnis, kepatuhan terhadap regulasi, dan penerapan praktik and the implementation of best practices in IT governance.
terbaik dalam tata kelola TI.
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Berikut ini adalah struktur organisasi Direktorat Teknologi per The following is the organizational structure of the Technology
31 Desember 2025: Directorate as of 31 December 2025:
Tugas dan Tanggung Jawab | Duties and Responsibilities
Direktorat Teknologi Komite Pengarah Teknologi Informasi (ITSC)
Directorate of Technology Information Technology Steering Committee (ITSC)
Direktorat Teknologi terdiri atas Divisi: Komite Pengarah Teknologi Informasi bertanggung jawab
• Digital Delivery. memberikan rekomendasi kepada Direksi mengenai:
• Information Services & Operations. 1. Rencana Strategis TI (Information Technology Strategic Plan)
• Enterprise Data Management & Analytics. yang sejalan dengan rencana korporasi Bank.
• Technology Risk Management. 2. Kebijakan, standar, dan prosedur TI.
3. Kesesuaian antara rencana pengembangan TI dan Rencana
yang bertanggung jawab untuk: Strategis TI.
• Menjalankan kebijakan dan strategi terkait dengan Teknologi 4. Kesesuaian antara pelaksanaan pengembangan TI dan rencana
Informasi yang ditetapkan oleh Direksi untuk mencapai pengembangan TI.
tujuan bisnis Bank. 5. Evaluasi atas efektivitas biaya TI terhadap pencapaian manfaat
• Memastikan kelancaran dan efektivitas kegiatan yang direncanakan.
penyelenggaraan/pengelolaan TI Permata Bank 6. Pemantauan atas kinerja TI dan upaya peningkatan kinerja TI.
(perencanaan, penyusunan atau pengembangan, 7. Upaya penyelesaian berbagai masalah terkait TI yang
pengoperasian, dan pemantauan). tidak dapat diselesaikan oleh satuan kerja pengguna dan
• Meningkatkan produktivitas unit kerja, melalui penerapan penyelenggara TI secara efektif, efisien, dan tepat waktu.
sistem Teknologi Informasi yang memadai. 8. Kecukupan dan alokasi sumber daya terkait TI yang dimiliki
• Menerapkan proses manajemen risiko dalam Bank.
penyelenggaraan Teknologi Informasi.
The Technology Directorate consists of the following divisions: The Information Technology Steering Committee is responsible for
• Digital Delivery. providing recommendations to the Board of Directors regarding:
• Information Services & Operations. 1. An IT Strategic Plan that aligns with the Bank’s corporate plan.
• Enterprise Data Management & Analytics. 2. IT policies, standards, and procedures.
• Technology Risk Management. 3. Alignment between the IT development plan and the IT Strategic
Plan.
which is responsible for: 4. Alignment between IT development implementation and the IT
• Implementing policies and strategies related to Information development plan.
Technology established by the Board of Directors to achieve 5. Evaluation of IT cost-effectiveness in achieving planned benefits.
the Bank’s business objectives. 6. Monitoring IT performance and efforts to improve IT
• Ensuring the smooth and effective implementation/ performance.
management of Permata Bank’s IT (planning, preparation or 7. Efforts to resolve various IT-related issues that cannot be
development, operation, and monitoring). resolved effectively, efficiently, and timely by the user work units
• Improving work unit productivity through the implementation and IT providers.
of adequate Information Technology systems. 8. The adequacy and allocation of the Bank’s IT-related resources.
• Implementing risk management processes in the
implementation of Information Technology.
Koordinasi yang erat antara Direktorat Teknologi dan unit bisnis Close coordination between the Technology Directorate and other
lain akan mendorong implementasi rencana strategis TI berjalan business units will drive the implementation of its IT strategic plan
selaras dengan tujuan bisnis. Koordinasi tersebut dilakukan remains aligned with business objectives. This coordination is
melalui forum pengawasan, peran aktif komite-komite IT, serta facilitated through structured oversight forums, active engagement
mekanisme komunikasi rutin antar-unit. Keberhasilan sinergi ini in IT committees, and regular inter-unit communication. The
didukung oleh empat pilar utama yang menjadi faktor penggerak effectiveness of this synergy is reinforced by four key pillars that
kritis (critical enablers), yaitu: serve as the Bank’s primary enablers:
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Tinjauan Pendukung
Bisnis
Business Support
Overview
B Business Mengembangkan bisnis yang berkelanjutan dan pruden melalui adopsi praktik bisnis, kredit
dan manajemen risiko terbaik yang didukung oleh data-driven analytics.
Developing a sustainable and prudent business through the adoption of best business, credit,
and risk management practices supported by data-driven analytics.
E Employee Membangun sumber daya manusia berkualitas unggul dengan budaya kerja yang adaptif dan
kolaboratif.
Developing high-quality human resources with an adaptive and collaborative work culture.
S Service Menyediakan pengalaman bertransaksi perbankan yang menyenangkan setiap hari dengan
solusi yang tepat untuk memenuhi kebutuhan nasabah.
Providing a pleasant daily banking experience with the right solutions to meet customer needs.
T Technology Memprioritaskan operational excellence dan mengoptimalkan solusi teknologi secara luas,
aman dan dapat diandalkan untuk mendukung pertumbuhan bisnis, termasuk penggunaan
Artificial Intelligence (AI).
Prioritizing operational excellence and optimizing broad, secure, and reliable technology
solutions to support business growth, including the use of Artificial Intelligence (AI).
Dengan terjalinnya koordinasi yang erat antara Direktorat With close coordination between the Technology Directorate and
Teknologi dan unit bisnis, serta dukungan empat pilar critical business units, as well as the support of the four critical enablers
enablers di atas, Permata Bank memastikan setiap inisiatif pillars above, Permata Bank ensures that every IT development
pengembangan TI tidak hanya selaras dengan strategi bisnis, initiative is not only aligned with business strategy, but also
tetapi juga menciptakan nilai strategis, memperkuat ketahanan creates strategic value, strengthens operational resilience, and
operasional, dan memperkuat keunggulan kompetitif Bank di strengthens the Bank’s competitive advantage amidst the ever-
tengah dinamika industri perbankan yang terus berkembang. evolving dynamics of the banking industry.
Tantangan dan Inisiatif Strategis Permata Bank’s IT Development Challenges
Pengembangan TI Permata Bank and Strategic Initiatives
Inisiatif Strategis dan Fokus Pengembangan Strategic Initiatives and Focus for Information
Teknologi Informasi Tahun 2025 Technology Development in 2025
Permata Bank terus memperkuat ekosistem TI untuk mendukung Permata Bank continues to strengthen its IT ecosystem for
pertumbuhan bisnis, mendorong inovasi layanan, dan memastikan supporting business growth, driving service innovation, and
kepatuhan terhadap regulasi OJK. Sepanjang tahun 2025, Bank ensuring compliance with OJK regulations. Throughout 2025, the
melaksanakan berbagai proyek pengembangan teknologi yang Bank implemented various technology development projects,
mendukung Visi, Misi, dan Perencanaan Strategis Bisnis baik yang both completed and ongoing, that support its Vision, Mission,
telah selesai maupun yang masih berjalan. Fokus pengembangan and Strategic Business Planning. These developments focus on
tersebut mencakup Digital Channel, Staff Channel, Core Banking Digital Channels, Staff Channels, Core Banking & Internal Systems,
& Internal System, Cyber Security, Infrastruktur, Regulatory/ Cybersecurity, Infrastructure, Regulatory/Compliance, and Risk
Compliance, serta Risk Management. Management.
Dalam proses digitalisasi, TI memastikan tersedianya layanan Within the Bank’s digital process, IT functions in delivering secure,
perbankan yang aman, nyaman, dan efisien bagi seluruh seamless, and efficient banking services to all customers. Each
nasabah. Setiap proyek TI diarahkan untuk meningkatkan IT initiative is purposefully designed to strengthen the Bank’s
kapabilitas digital Bank, memperkuat keamanan, meningkatkan digital capabilities, enhance security and regulatory compliance,
pengalaman nasabah, memastikan kepatuhan terhadap regulasi, elevate customer experience, and reinforce overall operational
serta mendukung ketahanan dan memitigasi risiko operasional, resilience and mitigating operational risks, operational
efisiensi operasional, produktivitas, stabilitas sistem perbankan efficiency, productivity, stability of the banking system and digital
dan daya saing digital. competitiveness.
Beberapa inisiatif TI yang telah dilaksanakan oleh Bank Accordingly, the Bank implemented several IT initiatives, including
antara lain: the following:
1. Digital Channel: Meningkatkan layanan saluran digital untuk 1. Digital Channel: Enhancing digital channel services to
memperkuat pengalaman bagi nasabah ritel dan korporasi, strengthen the experience for retail and corporate customers,
yang bertujuan meningkatkan efisiensi, produktivitas, serta with the aim of improving efficiency, productivity, and
pengalaman nasabah secara berkelanjutan. delivering a sustainable customer experience.
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2 Internal Channel & Core Banking: Meningkatkan layanan 2. Internal Channel & Core Banking: Enhancing financing
pembiayaan dan layanan Treasury untuk memberikan and Treasury services to provide convenience,
kemudahan dan meningkatkan kenyamanan bertransaksi, enhance transaction comfort, and improve customers’
serta efisiensi operasional nasabah. operational efficiency.
3. Cyber Security & Risk Management: Menerapkan sistem 3. Cyber Security & Risk Management: Implementing protection
perlindungan untuk memitigasi serangan siber, guna systems to mitigate cyber attacks, to enhance security and
meningkatkan keamanan dan efisiensi manajemen pengguna, user management efficiency, along with the implementation
serta implementasi peningkatan keamanan pada endpoint. of strengthened endpoint security measures.
4. Infrastruktur: Modernisasi infrastruktur dilakukan untuk 4. Infrastructure: Infrastructure modernization was carried out
memastikan ketersediaan dan ketahanan layanan. to ensure service availability and resilience.
5. Regulatory & Compliance: Pemenuhan kebutuhan Regulatory 5. Regulatory & Compliance: Fulfillment of Regulatory &
& Compliance untuk memastikan fungsi kepatuhan terhadap Compliance requirements to ensure adherence to the
ketentuan regulator. regulations issued by the authorities.
Tantangan Pengembangan Teknologi Informasi Permata Bank’s Information Technology
Permata Bank Development Challenges
Pengelolaan TI di sektor perbankan dihadapkan dengan IT management in the banking sector faces increasing complexity
kompleksitas yang kian meningkat seiring percepatan due to the acceleration of digital transformation, changes in
transformasi digital, perubahan perilaku dan ekspektasi nasabah, customer behavior and expectations, and heightened pressures
serta tekanan yang lebih tinggi terkait keamanan, privasi, dan related to security, privacy, and regulatory compliance. Responding
kepatuhan regulasi. Menanggapi dinamika yang berkembang, to these evolving dynamics, IT development is performed to support
pengembangan TI dilakukan untuk mendukung pertumbuhan business growth, service innovation, operational efficiency, and
bisnis, inovasi layanan, efisiensi operasional, dan ketahanan banking system resilience.
sistem perbankan.
Sepanjang tahun 2025, Bank mengidentifikasi sejumlah Throughout 2025, the Bank identified several challenges that
tantangan yang memerlukan mitigasi efektif melalui koordinasi require effective mitigation through cross-unit coordination
lintas unit agar pengelolaan TI dapat berlangsung konsisten dan to ensure consistent IT management and support business
mendukung keberlanjutan bisnis, dengan rincian sebagai berikut: sustainability. These are detailed as follows:
1. Ancaman Keamanan Siber 1. Cybersecurity Threats
Ekspansi saluran digital dan adopsi teknologi baru The expansion of digital channels and the adoption of new
meningkatkan eksposur terhadap risiko siber. Permata Bank technologies increase exposure to cyber risks. Permata Bank
terus memperkuat sistem TI yang adaptif, fleksibel, aman, continues to strengthen its adaptive, flexible, secure, and
dan andal guna melindungi data nasabah, memastikan reliable IT systems to protect customer data, ensure operational
kontinuitas operasional, dan mendukung ketahanan sistem continuity, and support overall banking system resilience.
perbankan secara menyeluruh.
2. Penguatan Pengelolaan Risiko Informasi 2. Strengthening Information Risk Management
Bank memastikan efektivitas pengendalian risiko keamanan The Bank ensures effective information security risk control
informasi melalui ketersediaan SDM yang kompeten dan through the availability of competent human resources and
program pengembangan kapabilitas berkelanjutan. Kebijakan ongoing capability development programs. Integrated IT
serta prosedur TI yang terintegrasi mengatur mitigasi insiden, policies and procedures govern incident mitigation, cyber
intelijen ancaman siber, dan penilaian risiko pihak ketiga, threat intelligence, and third-party risk assessments, while
sekaligus memperkuat sistem TI untuk menjaga keamanan strengthening IT systems to proactively maintain security and
dan kepatuhan secara proaktif. compliance.
3. Dinamika Ekosistem Digital 3. The Dynamics of Digital Ecosystem
Perkembangan teknologi digital dan semakin beragamnya The development of digital technology and the increasing
pelaku dalam ekosistem layanan keuangan mendorong diversity of players in the financial services ecosystem are
perubahan ekspektasi nasabah terhadap kecepatan, driving changes in customer expectations regarding speed,
kemudahan, dan kualitas layanan. Kondisi ini menuntut Bank convenience, and service quality. This situation requires the
untuk terus memperkuat kapabilitas digital secara terarah, Bank to continuously strengthen its digital capabilities in a
dengan tetap memastikan kesiapan infrastruktur, keandalan targeted manner, while still ensuring infrastructure readiness,
operasional, serta pengelolaan risiko yang memadai. operational reliability, and adequate risk management.
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Dalam merespons dinamika tersebut, Bank mengadopsi In response to these dynamics, the Bank adopts a balanced
pendekatan yang seimbang antara inovasi dan prinsip approach between innovation and prudential principles,
kehati-hatian, sehingga Bank dapat beradaptasi secara allowing the Bank to adapt sustainably within the ever-
berkelanjutan di tengah ekosistem keuangan digital yang evolving digital financial ecosystem.
terus berkembang.
Kemampuan Bank dalam menangani tantangan pengembangan The Bank’s ability to proactively address IT development
TI secara proaktif mencerminkan komitmen terhadap tata kelola, challenges reflects a commitment to governance, security, and
keamanan, dan inovasi dalam memastikan ketahanan sistem innovation is ensuring banking system resilience, mitigates
perbankan, memitigasi risiko operasional, serta memperkuat operational risks, and strengthens customer and stakeholder
kepercayaan nasabah dan pemangku kepentingan, sekaligus trust, while maintaining Permata Bank’s position as an
menjaga posisi Permata Bank sebagai institusi yang adaptif dan adaptive and competitive institution amidst the ever-evolving
kompetitif di tengah dinamika industri yang terus berkembang. industry dynamics.
Komitmen Kepatuhan Bank terhadap The Bank’s Commitment to Compliance
Regulasi Teknologi Informasi bagi Bank with Information Technology Regulations for
Umum Commercial Banks
Permata Bank menegaskan komitmennya untuk menerapkan Permata Bank affirms its commitment to implementing GCG
prinsip-prinsip GCG, termasuk dalam memastikan kepatuhan principles, including ensuring compliance with all applicable
terhadap seluruh peraturan perundang-undangan yang berlaku, laws and regulations, particularly those related to the Bank’s
khususnya terkait pengelolaan TI Bank. Dalam rangka memastikan IT management. To ensure compliance with POJK No. 11/
kepatuhan terhadap POJK No. 11/POJK.03/2022 (POJK 11/2022) POJK.03/2022 (POJK 11/2022) concerning the Implementation
tentang Penyelenggaraan Teknologi Informasi oleh Bank Umum, of Information Technology by Commercial Banks, the Technology
Direktorat Teknologi telah melaksanakan berbagai inisiatif yang Directorate has implemented various initiatives designed to
dirancang untuk menjaga kualitas pengelolaan TI sekaligus maintain the quality of IT management while ensuring the Bank’s
memastikan kepatuhan Bank terhadap regulasi, antara lain: compliance with regulations, including:
1. Pemahaman dan Sosialisasi Regulasi 1. Understanding and Socialization of Regulations
Bank secara berkala menyelenggarakan pelatihan dan The Bank regularly conducts internal training and socialization
sosialisasi internal terkait kewajiban dan persyaratan regarding the obligations and requirements of POJK 11/2022
POJK 11/2022 untuk memastikan seluruh pihak terkait memiliki to ensure all relevant parties have a consistent understanding
pemahaman yang konsisten atas regulasi tersebut. of these regulations.
2. Tata Kelola TI 2. IT Governance
Bank mengembangkan kebijakan internal yang selaras The Bank develops internal policies aligned with the IT
dengan prinsip tata kelola TI sesuai POJK 11/2022, mencakup governance principles as stipulated in POJK 11/2022, covering
pengelolaan risiko TI, pengamanan data, serta manajemen IT risk management, data security, and technology asset
aset teknologi. management.
3. Manajemen Risiko TI 3. IT Risk Management
Bank melakukan identifikasi risiko operasional, teknis, dan The Bank identifies operational, technical, and security
keamanan yang mungkin timbul dalam penerapan TI, serta risks that may arise in IT implementation and implements
menerapkan mekanisme pengendalian yang tepat. appropriate control mechanisms.
4. Pengelolaan Data dan Privasi 4. Data Management and Privacy
Bank mematuhi ketentuan perlindungan data pribadi The Bank complies with customer personal data protection
nasabah, termasuk penerapan kebijakan dan prosedur untuk regulations, including implementing policies and procedures
menjaga kerahasiaan, integritas, dan ketersediaan data to maintain the confidentiality, integrity, and availability of
melalui sistem keamanan canggih serta enkripsi data saat data through advanced security systems and data encryption
penyimpanan maupun transmisi. during storage and transmission.
5. Pemantauan dan Audit Internal 5. Internal Monitoring and Audit
Audit Internal secara berkala melaksanakan audit TI sesuai Internal Audit periodically conducts IT audits in accordance
Rencana Audit Tahunan untuk memastikan kebijakan with the Annual Audit Plan to ensure that policies and
dan prosedur diterapkan efektif serta selaras dengan procedures are implemented effectively and align with
POJK 11/2022. POJK 11/2022.
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6. Pengelolaan Pihak Ketiga (Third-Party Risk Management) 6. Third-Party Risk Management
Bank memastikan seluruh penyedia layanan mematuhi The Bank ensures that all service providers comply with
standar regulasi, serta melakukan due diligence terhadap regulatory standards and conduct due diligence on potential
potensi risiko dari penggunaan layanan pihak ketiga. risks from using third-party services.
7. Keberlanjutan Bisnis dan Pemulihan Bencana 7. Business Continuity and Disaster Recovery
Bank memiliki rencana pemulihan bencana yang teruji, The Bank has a proven disaster recovery plan, including a
termasuk Business Continuity Plan (BCP), guna memastikan Business Continuity Plan (BCP), to ensure banking services
layanan perbankan tetap berjalan meskipun terjadi gangguan continue to operate even if IT infrastructure is disrupted.
terhadap infrastruktur TI.
8. Pengujian dan Penilaian Kesiapan TI 8. IT Readiness Testing and Assessment
Bank melaksanakan pengujian berkala atas sistem TI, The Bank conducts regular testing of its IT systems, covering
mencakup fungsionalitas, kinerja, dan keamanan, untuk functionality, performance, and security, to ensure compliance
memastikan kesesuaian dengan persyaratan POJK 11/2022. with the requirements of POJK 11/2022.
9. Laporan Kepatuhan dan Komunikasi dengan Regulator 9. Compliance Reports and Communication with Regulators
Bank memastikan laporan kepatuhan POJK 11/2022 The Bank ensures that its compliance reports with
disampaikan tepat waktu kepada OJK, sekaligus menjaga POJK 11/2022 are submitted to the OJK on time, while
komunikasi aktif agar setiap perubahan regulasi dapat maintaining active communication to ensure appropriate
diantisipasi secara tepat. anticipation of any regulatory changes.
Dengan melaksanakan inisiatif-inisiatif tersebut secara konsisten, By consistently implementing these initiatives, Permata Bank
Permata Bank menegaskan penerapan kepatuhan regulatif, tata affirms the implementation of regulatory compliance, good IT
kelola TI yang baik, dan manajemen risiko secara menyeluruh. governance, and comprehensive risk management.
Penerapan Tata Kelola Teknologi Informasi Implementation of Permata Bank Information
Permata Bank Technology Governance
Permata Bank menempatkan tata kelola TI sebagai fondasi Permata Bank places IT governance as a strategic foundation in
strategis dalam mendukung operasional yang efektif, inovatif, dan supporting effective, innovative, and secure operations taking into
aman dengan mempertimbangkan karakteristik dan kebutuhan account the Bank’s characteristics and needs (best-fit practices).
Bank (best-fit practice). Tata kelola TI Permata Bank secara umum Permata Bank’s IT governance is generally directed at ensuring
diarahkan untuk memastikan keselarasan antara strategi TI dan alignment between IT strategy and bank-wide business strategy,
strategi bisnis secara bankwide, pengelolaan risiko yang memadai, adequate risk management, and the provision of reliable and
serta penyediaan layanan TI yang andal dan berkelanjutan. sustainable IT services.
Proses perencanaan dan penganggaran TI yang dikoordinasikan The IT planning and budgeting process, coordinated by the
Direktorat Teknologi disusun selaras dengan strategi bisnis Bank Technology Directorate, is aligned with the Bank’s business
dan melibatkan pemangku kepentingan kunci dari Direktorat strategy and involves key stakeholders from both business and
bisnis dan non-bisnis. Pengembangan sistem tersebut mengacu non-business Directorates. System development adheres to best
pada praktik terbaik dengan metodologi waterfall dan agile, practices using waterfall and agile methodologies, while IT service
sementara pengelolaan layanan TI mengacu pada kerangka management adheres to the IT Service Management (ITSM)
IT Service Management (ITSM) guna memastikan kinerja, framework to ensure consistent performance, stability, and service
stabilitas, dan kualitas layanan secara konsisten serta mematuhi quality while complying with regulatory requirements.
ketentuan regulator.
Sepanjang tahun 2025, penerapan tata kelola TI dijalankan Throughout 2025, IT governance will be implemented through
melalui kebijakan, standar, dan prosedur yang konsisten untuk consistent policies, standards, and procedures to support business
mendukung pertumbuhan bisnis dan kualitas layanan nasabah. growth and quality customer service. The effectiveness of the
Efektivitas tata kelola TI Bank tercermin dari peran aktif komite- Bank’s IT governance is reflected in the active roles of the following
komite TI berikut ini: IT committees:
1. Information Technology Steering Committee (ITSC) 1. Information Technology Steering Committee (ITSC)
Komite ini dipimpin oleh Direktur Teknologi dan melibatkan This committee is led by the Director of Technology and
Direktur Utama serta jajaran Direksi dan pimpinan terkait. Pada involves the President Director, the Board of Directors, and
2025 Annual Report PT Bank Permata Tbk 527
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Tinjauan Pendukung
Bisnis
Business Support
Overview
tahun 2025, ITSC menyelenggarakan empat kali pertemuan relevant leadership. In 2025, the ITSC held four meetings
untuk membahas hal-hal terkait strategi TI, implementasi to discuss IT strategy, strategic initiative implementation,
inisiatif strategis, kinerja dan keamanan TI, kebijakan dan IT performance and security, policies and procedures, and
prosedur, serta pengawasan realisasi investasi TI. oversight of IT investment realization.
2. Project Steering Committee (PSC) 2. Project Steering Committee (PSC)
PSC bertugas memastikan pelaksanaan proyek TI strategis The PSC is tasked with ensuring the implementation of strategic
dan investasi bernilai tinggi berjalan sesuai rencana melalui IT projects and high-value investments proceeds according
rapat berkala, dan proyek berdampak finansial signifikan to plan through regular meetings. Projects with significant
tetap memerlukan persetujuan Rapat Direksi. financial impact still require Board of Directors approval.
Untuk menjamin efektivitas tata kelola, ITSC secara berkala To ensure governance effectiveness, the ITSC periodically
mengevaluasi perkembangan inisiatif TI, keamanan data, proteksi evaluates the progress of IT initiatives, data security, IT protection,
TI, dan kinerja layanan TI. Pengelolaan risiko TI dilakukan melalui and IT service performance. IT risk management is carried
identifikasi, pengukuran, pemantauan, dan pengendalian risiko out through risk identification, measurement, monitoring, and
dengan pembaruan Business Key Control Standards (BKCS) dan control, including updates to Business Key Control Standards
Generic Key Control Standards (GKCS), pemantauan Key Risk (BKCS) and Generic Key Control Standards (GKCS), monitoring
Indicator (KRI), serta pencatatan insiden di Loss Event Database Key Risk Indicators (KRIs), and recording incidents in the Loss
sesuai Kerangka Kerja Manajemen Risiko Operasional. Event Database in accordance with the Operational Risk
Management Framework.
Komitmen Bank terhadap pengelolaan TI yang berkelanjutan The Bank’s commitment to sustainable IT management is
didukung oleh kebijakan, prosedur, standar, dan instruksi kerja supported by comprehensive policies, procedures, standards, and
komprehensif yang menjadi pedoman bagi seluruh insan Bank work instructions that serve as guidelines for all Bank personnel
dalam menyediakan layanan TI yang aman, andal, dan mematuhi in providing secure, reliable, and prudent IT services. Furthermore,
prinsip kehati-hatian. Selain itu, Permata Bank juga melaksanakan Permata Bank implements a periodic assurance mechanism in
mekanisme assurance secara berkala sesuai Rencana Audit accordance with the Annual Audit Plan to ensure that all IT policies
Tahunan untuk memastikan seluruh kebijakan dan prosedur TI and procedures are implemented effectively and comply with
diterapkan efektif dan mematuhi regulasi, termasuk POJK 11/2022. regulations, including POJK 11/2022.
Keamanan Siber dan Manajemen Risiko TI: Cybersecurity and IT Risk Management: Pillars
Pilar Perlindungan dan Keberlanjutan Bank of Bank Protection and Sustainability
Permata Bank menempatkan keamanan siber sebagai pilar utama Permata Bank places cybersecurity as a key pillar in protecting
dalam melindungi aset informasi, menjaga keandalan layanan, information assets, maintaining service reliability, and supporting
serta mendukung keberlangsungan operasional Bank. Di tengah the continuity of its operations. Amidst the increasing complexity
meningkatnya kompleksitas risiko digital dan ancaman siber di of digital risks and cyber threats in the banking sector, the Bank
sektor perbankan, Bank menerapkan pengelolaan keamanan implements proactive and integrated cybersecurity management,
siber secara proaktif dan terintegrasi, yang didukung oleh strategi supported by a strong technical strategy and Information
teknis serta tata kelola Teknologi Informasi yang kuat. Technology governance.
Dalam menghadapi potensi kejahatan siber, Bank To address potential cybercrime, the Bank implements various
mengimplementasikan berbagai langkah strategis dan teknis yang comprehensive strategic and technical measures, including the
komprehensif, antara lain melalui penerapan Security Information implementation of Security Information and Event Management
and Event Management (SIEM), Web Application Firewall (WAF), (SIEM), a Web Application Firewall (WAF), and an Intrusion
dan Intrusion Prevention System (IPS) untuk mendeteksi dan Prevention System (IPS) to detect and prevent threats in real time.
mencegah ancaman secara real-time. Keamanan transaksi digital Permata Bank’s digital transaction security is also strengthened
Permata Bank juga diperkuat dengan Multi-Factor Authentication by Multi-Factor Authentication (MFA) and a Fraud Detection
(MFA) dan sistem Fraud Detection untuk memantau pola transaksi system to monitor suspicious transaction patterns, as well as
mencurigakan, serta penerapan enkripsi atas data sensitif guna the implementation of sensitive data encryption to safeguard
menjaga kerahasiaan informasi nasabah dan data internal Bank. the confidentiality of customer information and the Bank’s
internal data.
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Risiko siber Bank dikelola sebagai salah satu risiko utama The Bank manages cyber risk as a key risk through the
melalui penerapan Model Tiga Lini (Three Lines Model). Untuk implementation of the Three Lines Model. To ensure the
memastikan efektivitas pengendalian, Bank secara berkala effectiveness of its controls, the Bank regularly conducts
melaksanakan uji penetrasi, audit keamanan, serta pengujian penetration tests, security audits, and scenario-based security
keamanan berbasis skenario guna mengidentifikasi dan testing to identify and mitigate potential vulnerabilities on
memitigasi potensi kerentanan secara berkelanjutan. Penguatan an ongoing basis. This strengthened control is supported by
pengendalian tersebut didukung oleh perlindungan keamanan multi-layered security protection and continuous 24/7 system
berlapis (multi-layer security protection) dan pemantauan sistem monitoring by the Security Operations Center (SOC), enabling a
secara berkelanjutan selama 24/7 oleh Security Operation Center swift and effective incident response.
(SOC) sehingga respons terhadap insiden dapat dilakukan secara
cepat dan efektif.
Sejalan dengan upaya tersebut, Bank memiliki kapabilitas In line with these efforts, the Bank has cyber threat intelligence
cyber threat intelligence yang memberikan wawasan atas capabilities that provide insight into the development and
perkembangan dan relevansi ancaman siber sehingga langkah relevance of cyber threats, enabling early and targeted mitigation
mitigasi dapat dilakukan secara lebih dini dan tepat sasaran. measures. The Bank’s strengthened IT security management is
Penguatan pengelolaan keamanan TI Bank dilengkapi dengan complemented by increased information security awareness
peningkatan kesadaran keamanan informasi melalui komunikasi through regular internal communications and the implementation
internal secara berkala serta pelaksanaan phishing drill guna of phishing drills to heighten employee awareness of human-
meningkatkan kewaspadaan insan Bank terhadap risiko siber caused cyber risks.
yang bersumber dari faktor manusia.
Selain itu, Bank secara konsisten memastikan kepatuhan Furthermore, the Bank consistently ensures compliance with
terhadap ketentuan dan regulasi keamanan siber yang berlaku, applicable cybersecurity provisions and regulations, including
termasuk POJK 11/2022 dan PBI No. 2 Tahun 2024. Komitmen POJK 11/2022 and PBI No. 2 of 2024. Permata Bank’s commitment
Permata Bank terhadap tata kelola TI yang andal serta penerapan to robust IT governance and the implementation of international
standar keamanan internasional diwujudkan melalui kepemilikan security standards is demonstrated by its ISO/IEC 27001
sertifikasi ISO/IEC 27001 tentang Sistem Manajemen Keamanan certification for Information Security Management Systems
Informasi (SMKI) dengan lingkup pengembangan dan operasional (ISMS), covering the development and operation of the JHA Core
Core Banking System JHA. Melalui rangkaian inisiatif tersebut, Banking System. Through this series of initiatives, Permata Bank
Permata Bank terus memperkuat ketahanan siber, menjaga continues to strengthen cyber resilience, maintain operational
keandalan operasional, serta melindungi kepentingan nasabah reliability, and protect the interests of customers and stakeholders
dan pemangku kepentingan secara berkelanjutan. in a sustainable manner.
Kapabilitas Disaster Recovery Bank Bank Disaster Recovery Capabilities
Dalam menjalankan fungsi sebagai institusi keuangan yang In carrying out its function as a financial institution that manages
mengelola data dan transaksi bersifat kritikal, Permata critical data and transactions, Permata Bank has developed
Bank membangun kapabilitas Disaster Recovery (DR) yang comprehensive Disaster Recovery (DR) capabilities to ensure
komprehensif untuk memastikan kesinambungan layanan dan service continuity and operational resilience in the face of various
ketahanan operasional dalam menghadapi berbagai kondisi emergencies, including natural disasters, infrastructure disruptions,
darurat, termasuk bencana alam, gangguan infrastruktur, maupun and cyber incidents. These DR capabilities are designed as an
insiden siber. Kapabilitas DR tersebut dirancang sebagai bagian integral part of the Business Continuity Management (BCM)
integral dari kerangka Business Continuity Management (BCM) framework to minimize the potential impact on operations,
guna meminimalkan potensi dampak terhadap operasional, customer service, and the stability of the overall banking system.
layanan nasabah, serta stabilitas sistem perbankan secara
keseluruhan.
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Kapabilitas DR Permata Bank didukung oleh penyediaan Permata Bank’s Disaster Recovery capabilities are supported
Disaster Recovery Site (DR Site) yang berlokasi terpisah secara by the provision of a Disaster Recovery Site (DR Site) located
geografis dari Data Center utama. DR Site tersebut dibangun geographically separate from the main Data Center. The DR Site
dengan standar operasional dan keamanan yang setara dengan is built to operational and security standards equivalent to those
Data Center utama sehingga mampu menjamin redundansi, of the main Data Center, ensuring redundancy, reliability, and
keandalan, serta ketersediaan sistem dan aplikasi kritikal pada availability of critical systems and applications in the event of
saat terjadi gangguan. a disruption.
Dalam rangka menjaga integritas dan ketersediaan data, Bank To maintain data integrity and availability, the Bank implements
menerapkan mekanisme replikasi data transaksi ke DR Site a mechanism for replication of transaction data to the DR Site
melalui metode synchronous dan asynchronous replication through synchronous and asynchronous replication methods,
yang didukung dengan pengelolaan backup di lokasi terpisah. supported by backup management at a separate location. This
Penerapan mekanisme tersebut bertujuan meminimalkan risiko mechanism aims to minimize the risk of data loss and ensure
kehilangan data serta memastikan proses pemulihan dapat timely and reliable recovery.
dilakukan secara tepat waktu dan andal.
Selaras dengan upaya penguatan infrastruktur tersebut, In line with these infrastructure strengthening efforts, the Bank
Bank mengimplementasikan Business Continuity Plan (BCP) implements a Business Continuity Plan (BCP) supported by
yang didukung oleh pelaksanaan Disaster Recovery Drills regular Disaster Recovery Drills. Recovery trials focus on critical
secara berkala. Uji coba pemulihan difokuskan pada aplikasi applications and include simulations of various disruption
kritikal, serta mencakup simulasi berbagai skenario gangguan scenarios to ensure system readiness, procedural effectiveness,
guna memastikan kesiapan sistem, efektivitas prosedur, dan and team coordination in responding to emergencies. Through
koordinasi tim dalam merespons kondisi darurat. Melalui structured and continuous management of Disaster Recovery
pengelolaan kapabilitas Disaster Recovery yang terstruktur dan capabilities, Permata Bank is able to maintain service
berkesinambungan, Permata Bank mampu menjaga keandalan reliability, protect customer interests, and support sustainable
layanan, melindungi kepentingan nasabah, serta mendukung business continuity.
keberlangsungan bisnis secara berkelanjutan.
Komitmen Investasi Pengembangan SDM Commitment to Human Resource
untuk Inovasi Teknologi Development Investment for Technological
Innovation
Permata Bank senantiasa menempatkan pengembangan Permata Bank consistently prioritizes digital talent development
talenta digital sebagai prioritas strategis guna membangun tim as a strategic priority to build a competent, adaptive, and tech-
yang kompeten, adaptif, dan tech-savvy seiring percepatan savvy team as digital transformation accelerates in the financial
transformasi digital di industri jasa keuangan. Roadmap services industry. The Bank’s digital transformation roadmap
transformasi digital yang diterapkan Bank tidak hanya emphasizes not only strengthening IT infrastructure but also
menitikberatkan pada penguatan infrastruktur TI, tetapi enhancing the capabilities of each employee, particularly those
juga menekankan peningkatan kapabilitas setiap karyawan, leading or involved in bankwide IT development initiatives.
khususnya mereka yang memimpin atau terlibat dalam inisiatif
pengembangan TI secara bankwide.
Dalam rangka menghadapi tuntutan transformasi digital, Permata To meet the demands of digital transformation, Permata Bank
Bank berkomitmen membangun SDM yang unggul di bidang TI is committed to developing superior human resources in IT and
dan inovasi digital. Untuk itu, Bank menyelenggarakan program digital innovation. To this end, the Bank conducts structured,
pelatihan dan pengembangan yang terstruktur, komprehensif, comprehensive, and sustainable training and development
dan berkelanjutan, meliputi sertifikasi TI, pelatihan keamanan programs, including IT certification, cyber security training,
siber, pengembangan inovasi digital, serta peningkatan digital innovation development, and leadership and soft skills
kepemimpinan dan soft skills. Pelaksanaan berbagai inisiatif ini development. These initiatives aim not only to strengthen
tidak hanya bertujuan untuk memperkuat kemampuan teknis employees’ technical capabilities and specialized knowledge but
dan pengetahuan khusus karyawan, tetapi juga menyiapkan also to prepare innovative, adaptive digital leaders who are ready
pemimpin digital yang inovatif, adaptif, dan siap menghadapi to face the dynamics and risks of the digital era.
dinamika serta risiko di era digital.
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Sepanjang tahun 2025, staf Divisi Teknologi Informasi telah Through 2025, the Information Technology Divisions’ staff have
mengikuti berbagai jenis pelatihan intensif dengan kurikulum participated in various types of intensive training with curricula
yang selaras dengan perkembangan teknologi terkini. aligned with the latest technological developments.
Dengan menyelesaikan program pelatihan, staf akan lebih By completing the training program, staff will be more prepared
siap untuk berkontribusi pada pengembangan produk digital, to contribute to digital product development, service improvement,
peningkatan layanan, dan percepatan transformasi digital Bank. and the acceleration of the Bank’s digital transformation. This
Keberhasilan ini mencerminkan komitmen Permata Bank dalam success reflects Permata Bank’s commitment to developing
menyiapkan talenta adaptif dan kreatif yang mendorong inovasi adaptive and creative talent that drives sustainable innovation
berkelanjutan serta memperkuat fondasi digital Bank di era and strengthens the Bank’s digital foundation in a dynamic
teknologi yang dinamis. technological era.
Pencapaian Teknologi Informasi Tahun 2025 Information Technology Achievements by
2025
Inovasi dan Pengembangan Layanan Perbankan Innovation and Development of Digital Banking
Digital untuk Mendukung Bisnis Berkelanjutan Services to Support Sustainable Business
Permata Bank secara konsisten mendorong inovasi dan Permata Bank consistently drives innovation and development
pengembangan layanan perbankan digital sebagai bagian of digital banking services as part of its strategy to support
dari strategi untuk mendukung pertumbuhan bisnis yang sustainable business growth. This initiative is aimed at improving
berkelanjutan. Inisiatif ini diarahkan untuk meningkatkan kualitas the quality of service to customers, expanding access and
layanan kepada nasabah, memperluas akses dan kemudahan ease of transactions, and strengthening the Bank’s operational
transaksi, serta memperkuat efisiensi dan ketahanan operasional efficiency and resilience amidst the increasingly competitive and
Bank di tengah dinamika industri perbankan yang semakin technology-driven dynamics of the banking industry.
kompetitif dan berbasis teknologi.
Sejalan dengan komitmen tersebut, Bank memfokuskan In line with this commitment, the Bank focuses its digital service
pengembangan layanan digital pada penguatan kapabilitas development on strengthening e-channel capabilities, improving
e-channel, penyempurnaan sistem inti, serta pemanfaatan core systems, and utilizing technology in an integrated manner
teknologi secara terintegrasi guna menjawab kebutuhan nasabah to meet the needs of both individual and corporate customers.
individu maupun korporasi. Sepanjang tahun 2025, Bank telah Throughout 2025, the Bank implemented various digital service
mengimplementasikan berbagai inisiatif pengembangan dan development and enhancement initiatives, including development
penyempurnaan layanan digital, antara lain pengembangan of Digital Channels and Staff Channels, strengthening Core
pada Digital Channel dan Staff Channel, penguatan Core Banking Banking & Internal Systems, Risk Management, Cyber Security,
& Internal System, Risk Management, Cyber Security, infrastruktur, infrastructure, as well as Regulatory/Compliance systems, in line
serta sistem Regulatory/Compliance, selaras dengan strategi with business strategy and regulative compliance.
bisnis dan kepatuhan terhadap regulasi.
Berbagai inisiatif inovasi dan pengembangan layanan perbankan Various innovation initiatives and the continuous development
digital yang berkelanjutan akan menciptakan nilai jangka panjang, of digital banking services will create long-term value, increasing
meningkatkan daya saing, serta memperkuat fondasi bisnis yang competitiveness, and strengthening the foundation of a
berkelanjutan bagi seluruh pemangku kepentingan. sustainable business for all stakeholders.
Pencapaian Kinerja Teknologi Informasi Sebagai Achieving Information Technology Performance as
Enabler bagi Permata Bank Tahun 2025 an Enabler for Permata Bank in 2025
Pada tahun 2025, penyelenggaraan dan pengembangan In 2025, the implementation and development of Information
Teknologi Informasi mencatatkan sejumlah pencapaian yang Technology recorded a number of achievements that contributed
memberikan dampak bagi kinerja Bank. to the Bank’s performance.
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Permata Bank menunjukkan komitmen kuat dalam Permata Bank demonstrates a strong commitment to the
pengembangan Teknologi Informasi untuk mendukung development of Information Technology to support transformation
transformasi dan memperkuat kapabilitas digital, meningkatkan and strengthen digital capabilities, enhance security, ensure
keamanan dan memastikan kepatuhan terhadap ketentuan compliance with regulatory requirements and the Bank’s
regulator dan ketahanan operasional Bank serta meningkatkan operational resilience, as well as improve the quality of banking
layanan perbankan yang berkualitas bagi nasabah. services for customers.
Sepanjang tahun 2025, Bank terus meningkatkan layanan Throughout 2025, the Bank continued to enhance its digital
saluran digital guna memperkuat pengalaman nasabah ritel dan channel services to sustainably strengthen the experience of retail
korporasi secara berkelanjutan, dengan fokus pada peningkatan and corporate customers, with a focus on improving efficiency,
efisiensi, produktivitas, dan kemudahan bertransaksi. productivity, and transaction convenience.
Pengembangan mobile banking diarahkan untuk memperluas dan The development of mobile banking is directed toward expanding
menyempurnakan fitur transaksi utama, mencakup peningkatan and enhancing key transaction features, including improved
layanan remitansi, optimalisasi pembayaran QR dan QRIS Tap, remittance services, optimized QR and QRIS Tap payments, the
perjalanan transaksi e‑Forex, top‑up dompet digital, pengaturan e‑Forex transaction journey, digital wallet top‑ups, debit card
kartu debit, serta penguatan keamanan autentikasi. Selain itu, settings, and strengthened authentication security. In addition,
mobile banking juga dikembangkan untuk mendukung setoran mobile banking is also enhanced to support initial deposits and
awal dan validasi Haji Reguler, pengelolaan sumber dana kartu Regular Hajj validation, the management of credit card funding
kredit, serta akses pembelian Surat Berharga Negara (SBN) ritel sources, and access to retail Government Securities (SBN)
dalam mata uang asing guna memperkaya produk dan layanan purchases in foreign currencies, in order to enrich digital products
digital nasabah. and services for customers.
Sejalan dengan hal tersebut, Bank melakukan modernisasi Internet In line with this, the Bank carried out the modernization of Retail
Banking Retail untuk menjaga konsistensi fitur, meningkatkan Internet Banking to maintain feature consistency, enhance the
pengalaman nasabah, dan memastikan keselarasan produk serta customer experience, and ensure alignment of products and
layanan dengan mobile banking, sekaligus menyesuaikan dengan services with mobile banking, while also keeping pace with the
perkembangan teknologi terkini. latest technological developments.
Untuk segmen korporasi, pengembangan Corporate For the corporate segment, the development of Corporate Internet
Internet Banking difokuskan pada peningkatan pengalaman Banking is focused on enhancing the post‑transaction digital
pascatransaksi digital melalui penyempurnaan modul Notifikasi experience through the improvement of the Notification and
dan Favorit agar lebih mudah diakses, serta penguatan Favorites modules to make them more accessible, as well as
modul Bank Admin guna meningkatkan efisiensi operasional, strengthening the Bank Admin module to increase operational
kelengkapan, dan transparansi transaksi. efficiency, completeness, and transaction transparency.
Dalam mendukung layanan perbankan digital yang prima, Bank To support excellent digital banking services, the Bank also
juga memperkuat kapabilitas internal melalui pengembangan strengthened its internal capabilities through the development
saluran internal untuk Penilaian Kinerja, Manajemen Rekrutmen, of internal channels for Performance Appraisal, Recruitment
Pembelajaran dan Pengembangan, Permintaan Layanan, serta Management, Learning and Development, Service Requests, and
manajemen organisasi, termasuk dukungan aplikasi mobile untuk organizational management, including mobile application support
persetujuan, cuti, dan kolaborasi. for approvals, leave management, and collaboration.
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Di sisi sistem dan infrastruktur, Bank memperkuat core banking On the systems and infrastructure side, the Bank strengthened
dan sistem internal melalui peningkatan layanan pembiayaan its core banking and internal systems by enhancing Sharia
Joint Financing Syariah dengan modul Kontrak Ijarah Joint Financing services through the Ijarah Multi‑Service
Multi‑Service, pengembangan layanan Treasury dan pelaporan Contract module, developing Treasury services and
keuangan berbasis segmen bisnis, peningkatan keamanan siber business‑segment‑based financial reporting, improving
dan endpoint, modernisasi jaringan DC‑DR, pembaruan sistem cybersecurity and endpoint protection, modernizing the DC‑DR
operasi core banking dan ATM, serta penguatan Sistem Deteksi network, upgrading core banking and ATM operating systems,
Fraud, dengan tetap memastikan pemenuhan seluruh kebutuhan and reinforcing the Fraud Detection System, while ensuring
Regulatory & Compliance sesuai ketentuan regulator. full fulfillment of all Regulatory & Compliance requirements in
accordance with regulatory provisions.
Biaya Investasi Teknologi Informasi Tahun 2025 Information Technology Investment Costs in 2025
Sepanjang tahun 2025, investasi TI Permata Bank difokuskan Throughout 2025, Permata Bank’s IT investment will be focused
pada pengembangan dan penguatan berbagai portofolio on developing and strengthening various strategic portfolios,
strategis, meliputi Permata ME, PermataNet, Core Banking, including Permata ME, PermataNet, Core Banking, Application
Application Programming Interface (API), Regulatory/Compliance, Programming Interface (API), Regulatory/Compliance, IT
infrastruktur TI, Back Office Automation, Electronic Data Capture infrastructure, Back Office Automation, Electronic Data Capture
(EDC), Loan Origination, Dora, Permata eBusiness, Account (EDC), Loan Origination, Dora, Permata eBusiness, Account
Opening, Automated Teller Machine (ATM), sistem pembayaran, Opening, Automated Teller Machine (ATM), payment systems,
serta keamanan siber. and cybersecurity.
Realisasi Proyek-Proyek Teknologi Informasi Tahun Realization of Information Technology Projects in
2025 2025
Sepanjang tahun 2025, Permata Bank merealisasikan berbagai Throughout 2025, Permata Bank implemented various IT
proyek pengembangan TI yang selaras dengan Visi, Misi, development projects aligned with the Bank’s Vision, Mission, and
serta Perencanaan Strategis Bisnis Bank. Seluruh inisiatif Strategic Business Planning. All these initiatives were aimed at
tersebut diarahkan untuk memperkuat kapabilitas digital strengthening the Bank’s digital capabilities, improving the quality
Bank, meningkatkan kualitas layanan kepada nasabah, serta of customer service, and driving sustainable operational efficiency
mendorong efisiensi operasional yang berkelanjutan di tengah amidst the ever-evolving dynamics of the banking industry.
dinamika industri perbankan yang terus berkembang.
Pengembangan aplikasi dan sistem TI dilaksanakan secara IT application and system development was carried out
berkesinambungan sepanjang tahun, antara lain mencakup continuously throughout the year, encompassing both completed
proyek-proyek yang telah diselesaikan maupun yang masih and ongoing projects. The focus of development was on
dalam tahap pelaksanaan. Fokus pengembangan diarahkan strengthening digital services, modernizing core systems, and
pada penguatan layanan digital, modernisasi sistem inti, serta enhancing security and compliance aspects. This strategy
peningkatan aspek keamanan dan kepatuhan. Implementasi was implemented through various key initiatives, including the
strategi ini diwujudkan melalui berbagai inisiatif utama, antara lain development of Permata ME, Permata eBusiness, Permata Net,
pengembangan Permata ME, Permata eBusiness, Permata Net, Dora, the Call Center, Core Banking & Internal Systems, Cyber
Dora, Call Center, Core Banking & Internal Systems, Cyber Security, Security, Infrastructure, Regulatory & Compliance, and Risk
Infrastructure, Regulatory & Compliance, serta Risk Management Management Systems, which integratedly support the reliability,
Systems, yang secara terpadu mendukung keandalan, keamanan, security, and scalability of the Bank’s operations.
dan skalabilitas operasional Bank.
Realisasi proyek-proyek TI tersebut akan mendorong transformasi Realization of these IT projects will drive sustainable digital
digital yang berkelanjutan, menghadirkan layanan perbankan transformation, providing banking services that are safe, reliable,
yang aman, andal, dan relevan dengan kebutuhan nasabah, and relevant to customer needs, long-term business growth and
pertumbuhan bisnis jangka panjang dan keberlanjutan the Bank’s business sustainability.
usaha Bank.
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Rencana Strategis Pengembangan TI Tahun IT Development Strategic Plan 2026
2026
Dalam menghadapi kompleksitas industri perbankan yang To address the increasingly complex banking industry and
semakin tinggi serta ekspektasi nasabah yang terus berkembang, evolving customer expectations, Permata Bank’s Technology
Direktorat Teknologi Permata Bank telah merumuskan Rencana Directorate has formulated a 2026 IT Strategic Plan focused on
Strategis TI Tahun 2026 yang difokuskan pada peningkatan improving infrastructure, strengthening application capabilities,
infrastruktur, penguatan kapabilitas aplikasi, serta pengembangan and developing innovative digital services to support the Bank’s
layanan digital yang inovatif guna mendukung transformasi digital digital transformation, increase operational efficiency, and deliver
Bank, meningkatkan efisiensi operasional, dan menghadirkan a superior customer experience.
pengalaman nasabah yang unggul.
Sejalan dengan arah strategis tersebut, prioritas pengembangan In line with this strategic direction, Permata Bank’s IT development
TI Permata Bank pada tahun 2026 mencakup beberapa area priorities for 2026 cover several key areas, including:
utama, antara lain:
• e-Channel: Penyempurnaan dan pengembangan fitur • e-Channel: Refinement and development of features
pada Account Opening, Call Center, Branch Channels, in Account Opening, Call Center, Branch Channels,
Permata eBusiness (PeB), Permata ME, dan Permata Net Permata eBusiness (PeB), Permata ME, and Permata Net
untuk memastikan transaksi yang lebih cepat, nyaman, dan to ensure faster, more convenient, and secure transactions
aman bagi nasabah. for customers.
• Switching & Integration: Peningkatan kemampuan • Switching & Integration: Enhancement of Automated
Automated Teller Machine (ATM) dan Electronic Data Capture Teller Machine (ATM) and Electronic Data Capture (EDC)
(EDC) untuk mendukung interoperabilitas dan efisiensi capabilities to support interoperability and efficiency of
transaksi elektronik. electronic transactions.
• Data Technology & Analytics: Penguatan Operational Data • Data Technology & Analytics: Strengthening Operational
Store, integrasi data, dan pemanfaatan analytics untuk Data Stores, data integration, and utilizing analytics to support
mendukung pengambilan keputusan yang lebih tepat more informed and strategic decision-making.
dan strategis.
• Processing Engines: Pengembangan sistem Net Promoter • Processing Engines: Development of a Net Promoter Score
Score (NPS) dan aplikasi manajemen risiko (Risk Applications) (NPS) system and risk management applications (Risk
untuk meningkatkan kualitas layanan dan pengelolaan Applications) to improve the Bank’s service quality and risk
risiko Bank. management.
• Regulatory & Compliance: Penyempurnaan sistem untuk • Regulatory & Compliance: System enhancements to meet
memenuhi persyaratan regulasi dan kepatuhan yang terus evolving regulatory and compliance requirements, while
berkembang, menjaga integritas dan reputasi Bank. maintaining the Bank’s integrity and reputation.
• Core Banking & Internal Systems: Modernisasi Core • Core Banking & Internal Systems: Modernization of Core
Banking, automasi fungsi internal, Account Opening, Back Banking, automation of internal functions, Account Opening,
Office Automation, Loan Origination, Payment Systems, Back Office Automation, Loan Origination, Payment Systems,
Risk Applications, Finance Applications, API, dan Enterprise Risk Applications, Finance Applications, APIs, and Enterprise
Service Bus (ESB) guna memastikan layanan yang terintegrasi Service Bus (ESB) to ensure integrated and efficient services.
dan efisien.
• Infrastructure: Peningkatan kapasitas, jaringan, pembaruan • Infrastructure: Increasing network capacity, updating
sistem operasional, penguatan keamanan siber, dan operational systems, strengthening cybersecurity, and
peningkatan ketahanan infrastruktur untuk mendukung enhancing infrastructure resilience to support the Bank’s
kontinuitas operasional Bank. operational continuity.
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Strategi TI ini selaras dengan arah bisnis Permata Bank, baik pada This IT strategy aligns with Permata Bank’s business direction,
segmen Konvensional maupun Syariah. Fokus pengembangan both in the Conventional and Sharia segments. The focus of digital
aplikasi dan layanan digital diarahkan untuk menghadirkan application and service development is directed at delivering
fitur-fitur baru yang memberikan pengalaman transaksi yang new features that deliver a superior transaction experience—
unggul—mudah digunakan, cepat, andal, aman, dan nyaman— easy to use, fast, reliable, secure, and convenient—and support
serta mendukung efisiensi dan efektivitas operasional di seluruh operational efficiency and effectiveness across the Bank.
lini Bank.
Transformasi digital Permata Bank juga menitikberatkan pada Permata Bank’s digital transformation also emphasizes the use
pemanfaatan data dan Artificial Intelligence untuk meningkatkan of data and artificial intelligence to improve service quality, risk
kualitas layanan, analisis risiko, dan pengambilan keputusan analysis, and strategic decision-making. Furthermore, the Bank
strategis. Selain itu, Bank terus memperkuat ketahanan sistem continues to strengthen its system resilience against cyber threats,
terhadap ancaman siber, menjaga keamanan data nasabah, maintain customer data security, and ensure the continuity of
dan memastikan kontinuitas layanan digital yang andal. reliable digital services. With this strategy, Permata Bank affirms
Dengan strategi ini, Permata Bank menegaskan komitmennya its commitment to delivering continuous innovation, and ensuring
untuk menghadirkan inovasi berkelanjutan, dan memastikan a superior customer experience in the digital banking era.
pengalaman nasabah yang unggul di era perbankan digital.
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Operasional
Operations
Direktorat Operasional
Permata Bank menutup
tahun 2025 dengan
berbagai pencapaian
digital. Mulai dari automasi
proses hingga modernisasi
layanan ATM, EDC, dan
VoIP Permata ME, setiap
langkah difokuskan
untuk meningkatkan
produktivitas dan
kenyamanan nasabah.
Transformasi ini
membuktikan komitmen
Permata Bank sebagai
lembaga keuangan yang
adaptif, berorientasi pada
pelanggan, dan unggul di
era kompetisi perbankan
saat ini.
The Operations Directorate of
Permata Bank closed 2025 with
a series of digital achievements.
From process automation to the
modernization of ATM, EDC, and
Permata ME VoIP services, every
step was focused on enhancing
productivity and customer
convenience. This transformation
demonstrates Permata Bank’s
commitment as a financial institution
that is adaptive, customer‑centric,
and competitive in today’s
banking landscape.
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Peran Direktorat Operasional sebagai Enabler Bisnis
Permata Bank
Dalam mendukung pencapaian kinerja Bank secara berkelanjutan, Direktorat
Operasional memegang peran kunci sebagai penggerak utama keandalan
proses dan kualitas layanan Permata Bank. Seluruh aktivitas operasional
diarahkan dan dikelola dengan berlandaskan pada lima fokus strategis, yakni
orientasi pada nasabah, keunggulan layanan, peningkatan efisiensi dan
produktivitas, penguatan pengendalian risiko, serta pengembangan kapabilitas
Sumber Daya Manusia (SDM). Dengan menempatkan kelima fokus tersebut
sebagai landasan pengambilan keputusan dan pelaksanaan operasional,
Direktorat Operasional berkomitmen untuk menghadirkan layanan yang andal,
berdaya saing, dan selaras dengan kebutuhan nasabah serta dinamika bisnis
yang terus berkembang.
Berangkat dari kerangka strategis tersebut, Permata Bank secara konsisten
menerapkan pendekatan customer-centric yang diwujudkan melalui
pemantauan Net Promoter Score (NPS) secara berkesinambungan, serta
pengelolaan Service Level Agreement (SLA) dan Turn Around Time (TAT) yang
dilakukan secara disiplin dan terukur. Pendekatan ini memastikan keandalan
layanan sekaligus mendorong pencapaian standar layanan yang tidak hanya
memenuhi, namun melampaui ekspektasi nasabah.
The Role of the Operations Directorate as a Business
Enabler for Permata Bank
The Operations Directorate plays a pivotal role in supporting the Bank’s sustainable
performance, essentially serving as the primary driver of Permata Bank’s overall
process reliability and eventually, its service quality. The Directorate directs
and manages all of its operational activities based on five strategic priorities:
customer orientation, service excellence, enhanced efficiency and productivity,
strengthened risk controls, and the development of Human Resources (HR)
capabilities. By positioning these priorities as the foundation for decision-making
and operational execution, the Operations Directorate is committed to delivering
reliable, competitive services that meet customer needs in today’s rapidly
evolving business landscape.
Building on this strategic framework, Permata Bank consistently applies a
customer-centric approach, which is translated into continuous monitoring of
the Net Promoter Score (NPS) and the disciplined and measurable management
of Service Level Agreements (SLA) and Turnaround Time (TAT). This approach
ensures service reliability while driving the achievement of service standards that
meet and exceed customer expectations.
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Dalam rangka memberikan pengalaman layanan To provide a seamless service experience for all customers, the
yang menyeluruh kepada seluruh nasabah, Bank Bank has implemented a hybrid service model that integrates
mengimplementasikan layanan hybrid yang mengintegrasikan offline, staff-supported interactions with its online self-service
interaksi offline dengan dukungan staf dan online self-service. channels. This initiative is specifically designed to offer
Inisiatif ini dirancang untuk menghadirkan kemudahan, convenience, flexibility, and consistency in creating a positive
fleksibilitas, serta konsistensi dalam menciptakan pengalaman transaction experience across all service touchpoints. Through
transaksi yang positif di seluruh titik layanan. Melalui penyediaan the delivery of reliable and continuous services, Permata Bank not
layanan yang andal dan berkesinambungan, Permata Bank tidak only strengthens customer loyalty but also encourages broader
hanya memperkuat loyalitas nasabah, tetapi juga mendorong and more sustainable utilization of its products and services.
pemanfaatan produk dan layanan Bank secara lebih luas
dan berkelanjutan.
Struktur Organisasi dan Penanggung Jawab Organizational Structure and Person in Charge
Pengelola Operasional Permata Bank of Permata Bank Operational Management
Penanggung jawab pengelolaan Direktorat Operasional di The executive responsible for overseeing the Operations
Permata Bank memiliki peran strategis dalam memastikan seluruh Directorate at Permata Bank plays a strategic role in ensuring that
aktivitas operasional Bank berjalan secara efisien, terkendali, all operations are run efficiently, under control, and aligned with
dan selaras dengan arah serta strategi bisnis Bank. Direktorat the Bank’s overall direction and business strategy. The Operations
Operasional merupakan direktorat yang dibentuk pada tahun Directorate was established in 2025 prior to its establishment,
2025, yang sebelumnya tergabung dalam Direktorat Teknologi operational functions were consolidated with the Technology &
& Operasional. Direktorat Operasional dipimpin oleh Chief of Operations Directorate. The Operations Directorate is led by Chief
Operations berdasarkan Surat Ketetapan Permata Bank No. 1268/ of Operations based on Permata Bank Decree No. 1268/PB-HRSD/
PB-HRSD/SK/PE/I/2025, efektif tanggal 1 Januari 2025. SK/PE/I/2025, effective 1 January 2025.
Dalam menjalankan tugas dan tanggung jawabnya, Direktorat In carrying out its duties and responsibilities, the Operations
Operasional terbagi menjadi enam divisi yang masing-masing Directorate is organized into six divisions, each with clearly
memiliki ruang lingkup tugas dan tanggung jawab secara jelas defined and measurable scopes of work and accountability, as
dan terukur, sebagaimana diuraikan sebagai berikut: outlined below:
538 PT Bank Permata Tbk Laporan Tahunan 2025
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Tugas dan Tanggung Jawab
Duties and Responsibilities
1. Consumer Banking Operations 2. Corporate & Commercial Banking 3. Treasury Operations
Operations
Mengelola seluruh proses operasional perbankan Memiliki tugas dan tanggung jawab untuk Memiliki tugas dan bertanggung jawab untuk
ritel yang mencakup pengelolaan rekening dan mengelola serta memastikan kelancaran juga mengelola dan memproses end-to-end, verifikasi,
transaksi nasabah, pemrosesan pembayaran keandalan seluruh proses operasional perbankan penyelesaian (settlement), serta pencatatan
domestik dan internasional, penyediaan korporasi dan komersial. Mencakup pengelolaan seluruh transaksi treasury, yang mencakup pasar
dukungan operasional kas dan uang kartal, dan penanganan semua transaksi trade finance, uang, surat berharga (Fixed Income), FX (Foreign
pelaksanaan layanan pinjaman dan pembiayaan pelaksanaan pencairan dan administrasi kredit Exchange), serta instrumen Derivatif. Divisi ini
konsumen, serta pelaksanaan administrasi, atau pinjaman nasabah segmen korporasi dan
memastikan setiap transaksi terselesaikan
verifikasi, dan pengelolaan dokumen serta komersial, layanan kustodian dan sekuritas,
tepat waktu dan berjalan lancar melalui
agunan, termasuk penyelenggaraan layanan serta penyusunan dan pelaporan kepada
koordinasi dengan kustodian, pelaporan kepada
operasional secara terpusat maupun regional regulator. Seluruh fungsi dijalankan dengan
dengan memastikan manajemen risiko mengedepankan kepatuhan terhadap regulasi, regulator, pelaksanaan rekonsiliasi yang akurat,
operasional yang efektif, penerapan tata kelola pengendalian risiko, akurasi data, serta efisiensi pengendalian risiko yang efektif, serta penerapan
yang baik, dan produktivitas yang optimal guna dan kualitas layanan kepada nasabah dan kepatuhan terhadap kebijakan internal guna
mendukung keberlangsungan operasional bisnis pemangku kepentingan yang terkait dalam memitigasi berbagai risiko operasional,
di Permata Bank. lingkup operasional ini. kepatuhan, dan reputasi.
Managing all retail banking operational Holds the duties and responsibilities to manage Responsible for managing and processing end-
processes, including customer account and and ensure the smooth and reliable execution of to-end activities related to verification, settlement,
transaction management, domestic and all corporate and commercial banking operational and recording of all treasury transactions,
international payment processing, provision of processes. This includes the management and which include money market, securities (Fixed
cash operations and currency handling support, handling of all trade finance transactions; the Income), FX (Foreign Exchange), and Derivative
execution of consumer loan and financing execution, disbursement, and administration of
instruments. This division ensures that every
services, as well as administration, verification, credit or loans for corporate and commercial
transaction is completed on time and runs
and management of documents and collateral. segment customers; the provision of custody and
smoothly through coordination with custodians,
This also includes delivering centralized and securities services; as well as the preparation of
regionalized operational services while ensuring reports to regulators. All functions are carried reporting to regulators, accurate reconciliation
effective operational risk management, strong out with a strong emphasis on regulatory processes, effective risk controls, and adherence
governance practices, and optimal productivity to compliance, risk control, data accuracy, and the to internal policies to mitigate various operational,
support the sustainability of business operations efficiency and quality of services delivered to compliance, and reputational risks.
at Permata Bank. customers and relevant stakeholders within this
operational scope.
4. Service Excellence & Customer Care 5. Operations Excellence & 6. Operations Operational Risk
Management Transformation Management
Bertanggung jawab untuk mengelola seluruh Mengelola inisiatif transformasi operasional yang Memastikan bahwa risiko operasional dan
interaksi nasabah dalam menangani permintaan berfokus pada optimalisasi proses bisnis serta pengendalian di Direktorat Operasional telah
maupun keluhan, memastikan kualitas pelayanan pemanfaatan dan penerapan teknologi secara dikelola dengan tepat, proaktif, berbasis risiko dan
tetap optimal dan memenuhi standar waktu end‑to‑end. Peran ini juga mencakup identifikasi disiplin dalam pemenuhan persyaratan eksternal,
penyelesaian, serta membangun perbaikan peluang digitalisasi proses bisnis, kolaborasi internal maupun regulasi atau peraturan yang
pelayanan yang berkelanjutan. Divisi ini juga dengan berbagai pemangku kepentingan berlaku serta berada dalam batas Risk Appetite
dalam implementasi teknologi baru, penyusunan
mengelola, mengkaji dan menindaklanjuti suara yang ditetapkan termasuk menjalankan fungsi
dan pelaksanaan strategi perubahan, serta
pelanggan menjadi sumber perbaikan dengan sebagai first line of assurance, melakukan review
memastikan adopsi solusi berjalan efektif dan
memperkuat fondasi pelayanan dan kolaborasi mitigasi risiko, memantau langkah pencegahan,
berkelanjutan, memimpin inisiatif transformasi
berbagai pemangku kepentingan guna dapat dari tahap perencanaan hingga implementasi, menyusun dan mengelola prosedur operasional
memberikan sebuah pengalaman perbankan dan mendorong budaya inovasi serta perbaikan dan membangun atau meningkatkan budaya
yang konsisten, efisien, dan berfokus pada berkelanjutan di seluruh Direktorat Operasional. risiko di Direktorat Operasional.
pelanggan.
Responsible for managing customer interactions Managing operational transformation initiatives Ensure that operational risks and controls
in handling inquiries and complaints, ensuring focused on optimizing business processes and in the Operations Directorate are managed
service quality and adherence to resolution enabling end‑to‑end technology utilization and appropriately, proactively, risk-based, and
time standards, and driving continuous service implementation. This role also includes identifying with discipline meeting external, internal, and
improvements. This division also manages, opportunities for business process digitalization, applicable regulatory requirements and within
reviews, and follows up on the voice of customers collaborating with various stakeholders in established Risk Appetite limits. This includes
as a source of enhancement by strengthening implementing new technologies, developing serving as the first line of assurance, conducting
service foundations and fostering collaboration and executing change strategies, and ensuring risk mitigation reviews, monitoring preventative
among various stakeholders to deliver a effective and sustainable adoption of solutions. measures, developing and managing operations
consistent, efficient, and customer‑focused It involves leading transformation initiatives from procedures, and building or enhancing a risk
banking experience. the planning stage through implementation, while culture in Operations.
fostering a culture of innovation and continuous
improvement across the Operations Directorate.
2025 Annual Report PT Bank Permata Tbk 539
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Tinjauan Pendukung
Bisnis
Business Support
Overview
Inisiatif Strategis dalam Mewujudkan Layanan Strategic Initiatives in Realizing Superior and
Operasional yang Unggul dan Berkelanjutan Sustainable Operational Services
Direktorat Operasional mengimplementasikan serangkaian The Operations Directorate implements a series of strategic work
program kerja strategis yang difokuskan untuk memberikan programs designed to deliver tangible contributions to the increase
kontribusi nyata terhadap peningkatan operasional, dan of operational efficiency, and customer experience, while at the
pengalaman nasabah, sekaligus memperkuat posisi Bank dalam same time strengthening the Bank’s position in creating optimal
menghadirkan nilai terbaik bagi seluruh pemangku kepentingan. value for all stakeholders. In line with this strategic agenda, one of
Sejalan dengan agenda strategis ini, salah satu fokus utama the Directorate’s key priorities in 2025 was modernizing customer
Direktorat Operasional pada 2025 adalah modernisasi perangkat transaction devices and service infrastructure.
dan infrastruktur layanan transaksi nasabah.
Penggantian perangkat EDC konvensional ke versi Android The replacement of conventional EDC devices with Android-based
dilakukan secara bertahap sepanjang tahun ini dengan tujuan units was gradually carried out throughout the year, with the
menghadirkan tampilan antarmuka yang lebih modern, serta objective of providing a more modern user interface and greater
menawarkan fleksibilitas yang lebih tinggi bagi nasabah dalam flexibility for customers when making transactions. In parallel,
bertransaksi. Seiring dengan langkah tersebut, pembaruan ATM legacy ATM units were upgraded to the latest versions according
generasi sebelumnya ke versi terbaru juga dilaksanakan secara to plans, with enhanced screen display and strengthened security
terencana dengan peningkatan pada tampilan layar yang lebih features. These initiatives were designed to ensure that every
modern serta penguatan fitur keamanan. Inisiatif ini dirancang customer could make safer, more convenient, and more efficient
untuk memastikan setiap transaksi nasabah berlangsung lebih transactions.
aman, nyaman, dan efisien.
Kemudian dalam rangka memperkuat kualitas layanan nasabah, To further enhance service quality, the Bank also initiated the Bi-
Bank juga menginisiasi Forum Bi-Weekly Immersion yang Weekly Immersion Forum, which brought together key stakeholders
mempertemukan seluruh pemangku kepentingan termasuk — including Operations, Business, and Risk — to discuss and
Operations, Business, dan Risk untuk membahas setiap business resolve each business case related to loan disbursement. This
case terkait proses pencairan pinjaman secara tuntas. Diskusi structured discussion process enabled prompt analysis of issues
yang terstruktur ini memungkinkan setiap kendala dianalisis at hand that gave agreed solutions immediately, allowing for real-
dan solusi disepakati secara cepat sehingga perbaikan dapat time improvements. This approach reflects the Bank’s commitment
dilakukan real-time. Pendekatan ini mencerminkan komitmen to delivering processes that are simpler, faster, and more secure,
Bank untuk menghadirkan proses yang lebih sederhana, cepat, thereby providing an enhanced customer experience.
dan aman, memberikan pengalaman terbaik bagi nasabah.
Selain itu, Bank juga meluncurkan layanan Platinum yang secara In addition, the Bank introduced Platinum services, specifically
khusus dirancang untuk meningkatkan kepuasan terhadap designed to enhance satisfaction in Trade Transaction services.
layanan Trade Transaksi. Transformasi digital turut menjadi Digital transformation also remained one of Permata Bank’s core
fokus utama Permata Bank pada tahun 2025, salah satunya focuses in 2025, including the migration of corporate customer
melalui pengalihan media penyampaian informasi bagi nasabah communications from paper statements to e-statements.
korporasi dari paper statement ke e-statement. Inisiatif ini This initiative was consistent with the Bank’s commitment
sejalan dengan komitmen Bank dalam mempercepat digitalisasi to accelerating service digitalization, improving operational
layanan, meningkatkan efisiensi operasional, serta menghadirkan efficiency, and delivering services that are more practical, secure,
pengalaman layanan yang lebih praktis, aman, dan berkelanjutan and sustainable for its loyal customers.
bagi nasabah.
Dalam upaya memperkuat tata kelola risiko operasional, As part of efforts to strengthen operational risk governance, the
Direktorat Operasional telah melakukan sentralisasi proses Operations Directorate has centralized the process for account
pemblokiran rekening nasabah sehingga instruksi pemblokiran blocking instructions, enabling more consistent and timely
dapat dilaksanakan secara lebih konsisten dan cepat. Sejalan execution. In line with this initiative, the Bank also improved
dengan inisiatif tersebut, Bank juga berhasil meningkatkan the Service Level Agreement (SLA) which have been increased
Service Level Agreement (SLA) yang telah meningkat untuk for Remittance transactions, achieving ITT Same Day Service.
transaksi Remittance dengan pencapaian ITT Same Day Service. Furthermore, the expansion of ITT and OTT transaction services
Lebih lanjut penambahan layanan transaksi ITT dan OTT pada for Vostro accounts was implemented to better meet customer
540 PT Bank Permata Tbk Laporan Tahunan 2025
Page 543
akun Vostro turut dilakukan untuk memenuhi kebutuhan nasabah needs, while ensuring smooth and secure transactions as part of
secara lebih optimal, sekaligus memastikan kelancaran dan the Bank’s commitment to service excellence.
keamanan transaksi yang menjadi bagian dari komitmen Bank
terhadap kualitas layanan prima.
Pada tahun 2025, Permata Bank juga menekankan pentingnya In 2025, Permata Bank also placed strong emphasis on
penanganan keluhan nasabah secara efektif sebagai bagian effective handling of customer complaints as a key strategy for
dari strategi mempertahankan kepercayaan nasabah. Setiap maintaining customer trust. All complaints and feedback are
keluhan dan masukan tersebut dikelola Bank secara sistematis managed systematically and utilized as a basis for continuous
dan dijadikan sebagai dasar perbaikan berkelanjutan untuk improvement to ensure consistency in service quality. To measure
memastikan konsistensi kualitas layanan prima. Untuk mengukur the effectiveness of complaint handling and the quality of service
efektivitas penanganan keluhan dan kualitas interaksi layanan, interaction, the Bank applies several key performance indicators,
Bank menerapkan sejumlah indikator kinerja utama, antara including First Call Resolution (FCR), First Time Resolution (FTR),
lain First Call Resolution (FCR), First Time Resolution (FTR), fulfillment of complaint-related Service Level Agreements (SLA)
pemenuhan Service Level Agreement (SLA) komplain sesuai in line with OJK regulations, percentage of second complaints,
ketentuan POJK, persentase second complaint, jumlah High number of High Priority Complaints, and the Net Promoter Score
Priority Complaint, serta capaian Net Promoter Score (NPS). (NPS). Through disciplined monitoring of these indicators, the
Melalui pemantauan indikator-indikator tersebut secara disiplin, Bank ensures that complaint handling processes are responsive,
Bank memastikan proses penanganan keluhan berjalan transparent, and aligned with regulatory service standards.
responsif, transparan, dan selaras dengan standar layanan yang
ditetapkan regulator.
Selaras dengan upaya peningkatan kualitas layanan, Permata Aligned with service quality enhancement efforts, the Permata
Contact Center secara berkelanjutan memperkuat kompetensi Contact Center continues to strengthen the competencies
Customer Service Representative melalui peningkatan kapabilitas of Customer Service Representatives through capability
dan penyempurnaan pola kerja layanan. Upaya ini didukung development and refinement of service work patterns. These
dengan penerapan sekrip layanan yang lebih ringkas dan efektif efforts are supported by the implementation of service scripts
sehingga memungkinkan percepatan average handling time. that are more concise and effective, enabling improvements in
Dengan demikian, interaksi layanan kepada nasabah dapat average handling time. As a result, customer interactions become
berlangsung secara lebih responsif, lancar, dan memberikan more responsive, smooth, and increasingly satisfying.
pengalaman yang semakin memuaskan.
Secara keseluruhan, rangkaian inisiatif dan pencapaian tahun Overall, the initiatives and achievements recorded in 2025
2025 menegaskan peran strategis Direktorat Operasional reaffirmed the strategic role of the Operations Directorate as the
sebagai tulang punggung yang memastikan seluruh proses bisnis backbone that ensures all business processes operate efficiently,
berjalan efisien, aman, dan terkendali. Dengan menaruh fokus securely, and in a well-controlled manner. By prioritizing customer
pada pengalaman nasabah, digitalisasi layanan, dan penguatan experience, service digitalization, and strengthened risk controls,
pengendalian risiko, Direktorat Operasional tidak hanya the Operations Directorate has not only delivered excellent service
menghadirkan layanan yang unggul, tetapi juga memperkuat but also reinforced customer loyalty and trust while supporting
loyalitas dan kepercayaan nasabah, sekaligus mendukung sustainable growth and Permata Bank’s competitive positioning
pertumbuhan berkelanjutan dan posisi kompetitif Permata Bank within the banking industry.
di industri perbankan.
Efisiensi Proses dan Inovasi Operasional Process Efficiency and Operational Innovation
Direktorat Operasional secara konsisten mendorong peningkatan The Operations Directorate drives process efficiency and
efisiensi proses dan inovasi operasional sebagai bagian operational innovation as part of its consistent efforts to strengthen
dari upaya memperkuat daya saing, mengendalikan biaya competitiveness, control operational costs, and accelerate service
operasional, serta mempercepat pelayanan kepada nasabah. to customers. In order to simplify work processes, the Operations
Dalam rangka penyederhanaan proses kerja, Direktorat Directorate has implemented various strategic initiatives, including
Operasional mengimplementasikan berbagai inisiatif strategis, the automation of service request processing, which comprises,
salah satunya melalui penerapan automation of processing among others Simple Pay credit card registration, statement
service request yang mencakup antara lain seperti pendaftaran reprint requests, and card replacements. This automation has not
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Tinjauan Pendukung
Bisnis
Business Support
Overview
credit card simple pay, permintaan reprint statement, dan only accelerated service completion times but also significantly
penggantian kartu. Penerapan automatisasi tersebut tidak hanya reduced reliance on manual processes, thereby improving
mempercepat waktu penyelesaian layanan, tetapi juga secara operational efficiency and overall service quality reliability.
signifikan mengurangi ketergantungan pada proses manual,
sehingga meningkatkan efisiensi operasional serta keandalan
kualitas layanan secara menyeluruh.
Selain itu, Bank telah melakukan sentralisasi proses cash pick-up Furthermore, the Bank has centralized cash pick-up and delivery
and delivery untuk meningkatkan efektivitas pengelolaan kas serta processes to improve cash management effectiveness and
mengoptimalkan koordinasi operasional. Inisiatif ini berkontribusi optimize operational coordination. This initiative contributes
pada pengendalian biaya dan peningkatan keandalan layanan, to cost control and increased service reliability, particularly in
khususnya pada area operasional yang memiliki intensitas operational areas with high transaction volumes.
transaksi tinggi.
Untuk mendukung percepatan layanan pembiayaan, Direktorat To support the acceleration of financing services, the Operations
Operasional juga melakukan penyesuaian pengaturan jam kerja Directorate has also adjusted its operational hours, allowing for
operasional, sehingga proses pencairan kredit terutama untuk earlier loan disbursement, particularly for syndicated financing.
pembiayaan sindikasi dapat dilakukan lebih awal. Langkah ini This step provides added value for customers by accelerating
memberikan nilai tambah bagi nasabah melalui percepatan access to funds and increasing service satisfaction.
akses terhadap dana dan peningkatan kepuasan layanan.
Dari sisi pengelolaan agunan, Bank menerapkan simplifikasi In terms of collateral management, the Bank has simplified the
proses collateral valuation melalui perubahan mekanisme survei collateral valuation process through changes to the collateral
agunan. Penyederhanaan ini secara signifikan meningkatkan survey mechanism. This simplification significantly improves time
efisiensi waktu dan biaya, sekaligus tetap menjaga kualitas and cost efficiency, while maintaining the quality of assessments
penilaian dan prinsip kehati-hatian. and the principle of prudence.
Inovasi lainnya diwujudkan melalui implementasi ITT Same Day Another innovation is realized through the implementation of ITT
Service, yaitu pemrosesan transaksi incoming dalam mata uang Same Day Service, which processes incoming USD-denominated
USD dari rekening USD Nostro pada hari yang sama (same day) transactions from USD Nostro accounts on the same day, provided
selama masih berada dalam batas waktu cut-off. Implementasi they are within the cut-off time. This service is being implemented in
layanan ini dilakukan secara bertahap dan diharapkan dapat stages and is expected to enhance customer service and increase
memperkuat pelayanan bagi nasabah dan daya tarik bagi attractiveness to new customers, particularly in the international
nasabah baru, khususnya pada segmen transaksi internasional. transaction segment.
Selain mendorong inovasi berkelanjutan, Direktorat Operasional In addition to encouraging continuous innovation, the Operations
berhasil meningkatkan efisiensi proses yang tercermin dari Directorate has successfully improved process efficiency, reflected
percepatan pembayaran premi asuransi jiwa dan kebakaran in the accelerated payment of life and fire insurance premiums for
untuk produk Kredit Pemilikan Rumah (KPR). Proses yang Home Ownership Loan (KPR) products. Processes that previously
sebelumnya memerlukan waktu rata-rata hingga 14 hari kerja kini required an average of up to 14 business days can now be
dapat diselesaikan dalam waktu kurang dari tiga menit setelah completed in less than three minutes after loan disbursement. This
pencairan kredit. Percepatan ini secara signifikan menurunkan acceleration significantly reduces the risk of delays in insurance
risiko keterlambatan perlindungan asuransi sekaligus memberikan coverage while providing customers with greater certainty and a
kepastian dan rasa aman yang lebih cepat bagi nasabah. sense of security.
Sejalan dengan upaya tersebut, Bank juga menghadirkan inovasi In line with these efforts, the Bank also introduced innovations in
pada kanal interaksi nasabah melalui penyediaan layanan customer interaction channels by providing a toll-free Permata
Permata Tel bebas pulsa yang terintegrasi dengan aplikasi Tel service integrated with the Permata ME application. By
Permata ME. Dengan memanfaatkan teknologi Voice over utilizing Voice over Internet Protocol (VoIP) technology, customers
Internet Protocol (VoIP), nasabah dapat menghubungi layanan can contact customer service more practically, efficiently, and
pelanggan secara lebih praktis, efisien, dan nyaman melalui conveniently via the internet, thereby improving the quality of
jaringan internet sehingga meningkatkan kualitas interaksi dan interactions and service accessibility.
aksesibilitas layanan.
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Melalui penerapan berbagai inisiatif efisiensi dan inovasi Through the implementation of various operational efficiency
operasional tersebut, Direktorat Operasional menegaskan and innovation initiatives, the Operations Directorate affirms its
perannya sebagai business enabler yang adaptif, berorientasi role as an adaptive business enabler, oriented towards customer
pada kebutuhan nasabah, serta mampu mendukung needs, and capable of supporting Permata Bank’s sustainable
pertumbuhan bisnis Permata Bank secara berkelanjutan. business growth.
Penguatan Budaya Kerja, Kolaborasi, dan Strengthening Work Culture, Collaboration,
Kualitas Layanan Nasabah and Customer Service Quality
Sepanjang tahun 2025, Direktorat Operasional Permata Bank Throughout 2025, the Operations Directorate of Permata Bank
secara berkelanjutan menginisiasi berbagai program strategis continuously initiated a range of strategic programs aimed at
untuk memperkuat budaya kerja yang positif, meningkatkan strengthening a positive work culture, enhancing employee
keterlibatan karyawan (employee engagement), serta engagement, and promoting cross-unit collaboration as a
mendorong kolaborasi lintas unit sebagai fondasi dalam foundation for maintaining and improving service quality for
menjaga dan meningkatkan kualitas layanan kepada nasabah. customers. These initiatives were implemented through an
Inisiatif ini dilaksanakan melalui pendekatan terintegrasi yang integrated approach that prioritizes reinforcement of corporate
mengedepankan penguatan nilai budaya perusahaan, komunikasi values, open communication, and synergy across functions.
yang terbuka, serta sinergi antar-fungsi.
Dalam rangka meningkatkan keterlibatan dan kebersamaan To enhance employee engagement and foster togetherness, the
karyawan, Direktorat Operasional menyelenggarakan berbagai Operations Directorate organized various engagement programs,
program employee engagement, antara lain perayaan hari besar including national holiday celebrations, joint sports activities,
nasional, kegiatan olahraga bersama, serta beragam internal and a series of internal events. These programs were designed to
events. Program-program tersebut dirancang untuk menciptakan create an inclusive and supportive working environment, promote
lingkungan kerja yang inklusif, kondusif, dan mendukung balance between productivity and employee well-being, and
keseimbangan antara produktivitas kerja dan kesejahteraan ultimately deliver a positive impact on the quality of services
karyawan sehingga pada akhirnya berdampak positif terhadap provided to customers.
kualitas layanan yang diberikan kepada nasabah.
Selain itu, forum townhall meeting juga diselenggarakan secara In addition, regular town hall meetings were held as a platform
rutin sebagai sarana penyampaian arah strategis Manajemen for Management to communicate strategic direction to all
kepada seluruh karyawan, sekaligus menjadi wadah komunikasi employees, while also serving as a two-way communication
dua arah untuk menampung aspirasi, masukan, dan umpan channel for gathering aspirations, suggestions, and constructive
balik secara konstruktif. Mekanisme ini berperan penting dalam feedback. This mechanism plays a critical role in strengthening
memperkuat transparansi, menyelaraskan pemahaman terhadap transparency, aligning organizational understanding of corporate
tujuan perusahaan, serta menumbuhkan rasa memiliki dan objectives, and fostering a sense of ownership and attachment
keterikatan karyawan di seluruh lapisan organisasi. across all levels of the organization.
Sementara itu, dalam rangka memperkuat budaya perusahaan, At the same time, to further strengthen corporate culture, the
Direktorat Operasional secara aktif mengimplementasikan Operations Directorate actively implemented culture alignment
program culture alignment dan recognition yang selaras dengan and recognition programs that are aligned with bank-wide
inisiatif bankwide. Melalui program ini, setiap unit kerja didorong initiatives. Through these programs, each work unit is encouraged
untuk menginternalisasikan nilai-nilai budaya perusahaan ke to internalize corporate values into daily operational activities. As a
dalam aktivitas operasional sehari-hari. Sebagai bentuk apresiasi form of appreciation for the consistent application of these values,
atas konsistensi penerapan nilai tersebut, Bank memberikan the Bank presents a Culture Award — not only as recognition, but
Culture Award yang berfungsi tidak hanya sebagai penghargaan, also as a source of motivation and inspiration for employees in
tetapi juga sebagai pemacu semangat dan sumber inspirasi cultivating a positive and sustainable work culture.
bagi seluruh karyawan dalam menumbuhkan budaya kerja yang
positif dan berkelanjutan.
Kemudian untuk memperkuat sinergi dan efektivitas pelaksanaan To reinforce synergy and ensure the effective implementation of
program strategis, Direktorat Operasional membentuk tim strategic programs, the Operations Directorate also established
kolaborasi lintas fungsi (cross-functional collaboration teams) cross-functional collaboration teams involving various work units.
yang melibatkan berbagai unit kerja. Tim ini berperan dalam These teams play a role in driving strategic initiatives, including
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pelaksanaan inisiatif strategis, antara lain program keberlanjutan sustainability initiatives, engagement, and staff development
(sustainability initiatives), engagement, dan pengembangan SDM programs. Cross-functional collaboration ensures that each
(staff development). Kolaborasi lintas fungsi tersebut memastikan program is implemented in a coordinated, effective manner
setiap program dijalankan secara terkoordinasi, efektif, dan and delivers tangible impact on service quality and customer
memberikan dampak nyata terhadap peningkatan kualitas experience.
layanan serta pengalaman nasabah.
Melalui pelaksanaan berbagai rangkaian inisiatif tersebut, Through these various initiatives, the Operations Directorate
Direktorat Operasional tidak hanya berhasil membangun budaya has not only succeeded in building a strong, collaborative, and
kerja yang solid, kolaboratif, dan berorientasi pada kinerja, tetapi performance-oriented work culture, but has also ensured that
juga memastikan bahwa penguatan internal organisasi secara internal organizational strengthening directly contributes to
langsung berkontribusi terhadap penyediaan layanan yang delivering service that is consistent, responsive, and focused on
konsisten, responsif, dan berfokus pada kebutuhan nasabah. customer needs.
Pengelolaan Tantangan Operasional melalui Managing Operational Challenges through
Strategi Mitigasi yang Terukur Measured Mitigation Strategies
Dalam menjalankan perannya, Direktorat Operasional In carrying out its role, the Operations Directorate encounters and is
dihadapkan pada berbagai tantangan yang muncul seiring confronted with various challenges arising from ongoing business
dengan dinamika bisnis dan kompleksitas regulasi yang terus dynamics and increasingly complex regulatory requirements.
meningkat. Kondisi tersebut menuntut kemampuan Bank These conditions demand the Bank’s ability to proactively identify
untuk secara proaktif mengidentifikasi tantangan utama serta key challenges and implement structured mitigation measures to
menerapkan langkah-langkah mitigasi yang terstruktur guna ensure service quality, regulatory compliance, and operational
memastikan terjaganya kualitas layanan, kepatuhan terhadap sustainability.
regulasi, dan keberlanjutan operasional.
Sehubungan dengan hal tersebut, pada tahun 2025 Direktorat In this regard, in 2025 the Operations Directorate mapped a
Operasional telah melakukan pemetaan terhadap sejumlah number of challenges considered to have significant impact on
tantangan yang dinilai memiliki pengaruh signifikan terhadap business continuity, including:
kelangsungan usaha, antara lain:
1. Disrupsi Teknologi dan Ekspektasi Nasabah 1. Technology Disruption and Customer Expectations
Perkembangan teknologi mengubah ekspektasi nasabah Technological developments are reshaping customer
yang menuntut layanan cepat, akurat, dan lancar, serta expectations, driving demand for services that are fast,
mendorong kebutuhan automasi serta integrasi sistem yang accurate, and seamless, and increasing the need for more
lebih maju. advanced automation and system integration.
2. Kompleksitas Regulasi Baru 2. New Regulatory Complexity
Regulasi seperti UU No. 27 Tahun 2022 tentang Perlindungan Regulations such as Law No. 27 of 2022 on Personal Data
Data Pribadi (PDP) menuntut pengelolaan data nasabah Protection (PDP) require secure and transparent management
secara aman dan transparan, sehingga penyesuaian of customer data, necessitating ongoing adjustments to
kebijakan dan prosedur operasional harus dilakukan operational policies and procedures.
secara berkelanjutan.
3. Perlindungan Data dan Keamanan Siber 3. Data Protection and Cybersecurity Risks
Digitalisasi proses dan penggunaan cloud meningkatkan risiko The digitalization of processes and increased use of cloud
kebocoran data, serangan ransomware, dan fraud digital. solutions elevate the risks of data leakage, ransomware
attacks, and digital fraud.
4. Risiko Fraud dan Human Error 4. Fraud Risk and Human Error
Perubahan pola kerja dan teknologi membuka peluang Changes in work patterns and technology adoption create
terjadinya fraud dan kesalahan manusia. potential exposure to fraud and operational errors.
5. Tantangan Ekonomi dan Geopolitik 5. Economic and Geopolitical Challenges
Fluktuasi ekonomi dan kondisi global dapat memengaruhi Economic fluctuations and global uncertainties may affect
stabilitas operasional dan keberlangsungan layanan. operational stability and service continuity.
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6. Sustainability dan ESG 6. Sustainability and ESG Requirements
Penerapan praktik ramah lingkungan mendorong efisiensi The implementation of environmentally responsible practices
energi dan pengurangan penggunaan kertas. encourages energy efficiency and reduction of paper usage.
7. Keterbatasan Kompetensi Digital SDM 7. Limited Digital Capabilities among Employees
Transformasi teknologi memerlukan keterampilan baru, Technology transformation requires new skill sets, while
sementara adaptasi SDM terhadap sistem digital dan regulasi employee adaptation to digital systems and regulatory
masih bertahap. changes remains progressive.
Sejalan dengan pemetaan tantangan tersebut, Aligned with this challenge mapping, the Operations Directorate
Direktorat Operasional secara proaktif menetapkan dan proactively defined and implemented measurable and integrated
mengimplementasikan langkah-langkah mitigasi yang terukur mitigation initiatives. This approach is designed to ensure that
dan terintegrasi. Pendekatan ini dirancang untuk memastikan every risk with potential impact on operational stability, service
bahwa setiap risiko yang berpotensi memengaruhi stabilitas quality, and regulatory compliance can be managed effectively
operasional, kualitas layanan, maupun kepatuhan regulasi dapat and in a timely manner.
dikelola secara efektif dan tepat waktu.
Melalui penerapan mitigasi yang komprehensif, Direktorat Through the implementation of comprehensive mitigation
Operasional tidak hanya berfokus pada pengendalian risiko measures, the Operations Directorate not only focuses on short-
jangka pendek, tetapi juga memperkuat ketahanan operasional, term risk control, but also strengthens operational resilience,
meningkatkan efisiensi proses, serta mendukung keberlanjutan enhances process efficiency, and supports business sustainability
bisnis Bank di tengah perubahan lingkungan usaha dan regulasi. amid ongoing changes in the business and regulatory environment.
Adapun langkah mitigasi yang telah dijalankan Direktorat The mitigation measures implemented throughout 2025 included:
Operasional sepanjang 2025 meliputi:
1. Digitalisasi dan Automasi Proses untuk meningkatkan 1. Process Digitalization and Automation to enhance service
kecepatan, akurasi, dan efisiensi layanan. speed, accuracy, and efficiency.
2. Penguatan Governance dan Compliance Monitoring melalui 2. Strengthening Governance and Compliance Monitoring
pelatihan regulasi agar selaras dengan ketentuan OJK, BI, dan through regulatory training to ensure alignment with OJK, BI,
UU PDP. and PDP requirements.
3. Penguatan fungsi first line of assurance untuk memastikan 3. Enhancing the First Line of Assurance to ensure that key
kontrol-kontrol utama pada proses telah memadai dan gap controls within processes are adequate, and identified process
proses ataupun risiko yang teridentifikasi telah dipantau dan gaps and risks are monitored and followed up.
ditindaklanjuti.
4. Perlindungan Data dan Keamanan Siber melalui kebijakan 4. Data Protection and Cybersecurity Reinforcement through
yang dikeluarkan oleh Direktorat Teknologi dan Direktorat policies issued by the Technology Directorate and Risk
Risk (Information Security Risk Management). Penguatan Directorate (Information Security Risk Management),
pengendalian melalui periodic testing dan pemeriksaan clean supported by periodic testing and clean-desk inspections
desk policy di seluruh area Operation. across Operations areas.
5. Inisiatif Berbasis Nasabah: optimalisasi SLA, forum Voice 5. Customer-Centric Initiatives, including SLA optimization, Voice
of Customer, dan Customer Advocacy Committee untuk of Customer forums, and the Customer Advocacy Committee
meningkatkan NPS dan pengalaman pelanggan. to improve NPS and overall customer experience.
6. Meningkatkan kualitas dan efektivitas risk meeting committee 6. Strengthening Risk Committee Quality and Effectiveness
di Direktorat Operasional, melakukan eskalasi potensi dan within the Operations Directorate, with immediate escalation
kejadian risiko sesegera mungkin. of risk events and potential exposures.
7. Integrasi Sustainability: digitalisasi dokumen untuk 7. Sustainability Integration, including digitalization of
mengurangi penggunaan kertas sesuai prinsip ESG didukung documents to reduce paper usage in line with ESG principles,
dengan peninjauan kemungkinan timbulnya risiko baru dan complemented by risk assessments and preventive actions for
tindakan pencegahan yang tepat. any emerging risks.
8. Pengembangan Kompetensi SDM: pelatihan digital, 8. People Capability Development, including digital training, risk
sertifikasi manajemen risiko, dan upskilling untuk mendukung management certification, and upskilling programs to support
transformasi teknologi dan kecepatan perubahan proses. technology transformation and process acceleration.
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9. Penguatan Budaya Risiko melalui program komunikasi yang 9. Strengthening Risk Culture through structured and informative
terstruktur dan informatif. communication programs.
10. Penguatan People Capability di Fungsi Operational Risk agar 10. Enhancing People Capability in Operational Risk Functions to
mampu menghubungkan risiko operasional dengan business ensure the ability to link operational risks with business impact
impact tolerance, skenario gangguan, dan strategi pemulihan. tolerance, disruption scenarios, and recovery strategies,
Kompetensi yang diharapkan mencakup: supported by competencies such as:
a. Adaptive Thinking: antisipasi risiko baru dan emerging risk. a. Adaptive Thinking: anticipating new and emerging risks.
b. Influencing & Communication: menjembatani diskusi b. Influencing and Communication: facilitating constructive
antar-pihak. dialogue among stakeholders.
c. Collaboration Across Ecosystem: bekerja secara adaptif c. Collaboration Across the Ecosystem: working adaptively
dan proaktif. and proactively across functions.
Pengelolaan Risiko dan Kepatuhan Operational Risk Management and
Operasional Compliance
Dalam rangka memastikan seluruh proses dan layanan To ensure that all operational processes and services comply
operasional berjalan sesuai dengan kebijakan internal, prosedur with internal policies, operational procedures, and regulatory
operasional, serta ketentuan regulator, Direktorat Operasional requirements, the Operations Directorate implements a
menerapkan kerangka manajemen risiko operasional yang comprehensive and integrated operational risk management
komprehensif dan terintegrasi. Pendekatan ini selaras dengan framework. This approach aligns with Permata Bank’s prudential
prinsip kehati-hatian Permata Bank (prudential banking) yang banking principles and adheres to OJK regulations regarding the
diterapkan Permata Bank, serta mengacu pada ketentuan OJK implementation of risk management and internal control systems
terkait penerapan manajemen risiko dan sistem pengendalian in commercial banks.
internal pada Bank Umum.
Dalam kerangka tersebut, fungsi Operational Risk menjalankan Within this framework, the Operational Risk function plays an
peran aktif dan independen dalam melaksanakan proses active and independent role in comprehensively identifying,
identifikasi, pengukuran, pemantauan, pengendalian, serta measuring, monitoring, controlling, and mitigating risks across
mitigasi risiko secara menyeluruh terhadap seluruh aktivitas all operational activities. The implementation of this operational
operasional. Implementasi kerangka manajemen risiko risk management framework is realized through the following
operasional ini diwujudkan melalui sejumlah langkah utama key steps:
sebagai berikut:
1. Penyusunan dan pembaruan Process Mapping untuk 1. Developing and updating Process Mapping to ensure clarity of
memastikan kejelasan alur proses, kewenangan, dan titik process flows, authorities, and key control points.
pengendalian utama.
2. Penerapan Business Key Control Standard (BKCSA) dan 2. Implementing the Business Key Control Standard (BKCSA)
Generic Key Control Self-Assessment (GKCSA) sebagai and Generic Key Control Self-Assessment (GKCSA) as the
instrumen pengendalian utama dalam mengidentifikasi dan primary control instruments for identifying and evaluating the
mengevaluasi efektivitas kontrol operasional. effectiveness of operational controls.
3. Pengelolaan Key Risk Indicator (KRI) dan Residual Risk 3. Managing Key Risk Indicators (KRI) and Residual Risk
Acceptance (RRA) guna memantau eksposur risiko serta Acceptance (RRA) to monitor risk exposure and ensure that
memastikan risiko yang tersisa berada dalam batas toleransi remaining risks remain within established tolerance limits.
yang telah ditetapkan.
Dalam pelaksanaannya, seluruh key control dievaluasi, dipantau, During implementation, all key controls are evaluated,
dan ditindaklanjuti secara berkala guna memastikan efektivitas monitored, and followed up periodically to ensure control
pengendalian, kepatuhan terhadap ketentuan regulator yang effectiveness, compliance with applicable regulatory provisions,
berlaku, serta keberlanjutan kualitas layanan kepada nasabah. and the continued quality of service to customers. Control
Pengujian efektivitas pengendalian dilakukan secara periodik effectiveness testing is conducted periodically according to the
sesuai dengan jadwal pengujian Business Key Control Self- Business Key Control Self-Assessment (BKCSA) and Generic
Assessment (BKCSA) dan Generic Key Control Self-Assessment Key Control Self-Assessment (GKCSA) testing schedules in
(GKCSA) di Direktorat Operasional The Operational Directorate.
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Hasil pemantauan dan penilaian risiko tersebut selanjutnya The results of this monitoring and risk assessment are then
dilaporkan dan dibahas secara berjenjang melalui forum rapat reported and discussed in a hierarchical manner through risk
komite risiko sebagai bagian dari mekanisme tata kelola risiko committee meetings as part of an accountable and transparent
yang akuntabel dan transparan, yang meliputi: risk governance mechanism, which includes:
1. Unit Operational Risk Committee (UORC). 1. Unit Operational Risk Committee (UORC).
2. Operations Operational Risk Committee (OORC). 2. Operations Operational Risk Committee (OORC).
3. Operational Risk Committee (ORC). 3. Operational Risk Committee (ORC).
Seiring dengan upaya penguatan kerangka dan mekanisme In line with efforts to strengthen the control framework and
pengendalian, Direktorat Operasional menempatkan budaya mechanisms, the Operations Directorate places risk culture
risiko (risk culture) sebagai fondasi utama dalam pengelolaan as the primary foundation for operational risk management
risiko dan kepatuhan operasional. Budaya ini diwujudkan melalui and compliance. This culture is realized through the consistent
penerapan tata kelola dokumen Policy, Procedure, dan DOI (PPD) implementation of Policy, Procedure, and DOI (PPD) documents
yang konsisten berlaku di seluruh unit kerja. across all work units.
Setiap kebijakan, prosedur, dan DOI disusun secara matang, Each policy, procedure, and DOI is carefully developed, thoroughly
disosialisasikan secara menyeluruh, dan ditinjau secara periodik socialized, and periodically reviewed to ensure its relevance
untuk memastikan relevansi dan kesesuaiannya dengan dinamika and alignment with regulatory dynamics and the Bank’s
regulasi serta kebutuhan operasional Bank. operational needs.
Pendekatan holistik ini tidak hanya memperkuat disiplin This holistic approach not only strengthens internal control
pengendalian internal, tetapi juga menumbuhkan kesadaran discipline but also fosters collective awareness throughout the
kolektif di seluruh organisasi, sehingga setiap aktivitas operasional organization, ensuring that every operational activity significantly
berkontribusi secara nyata terhadap pencapaian tujuan strategis contributes to the achievement of the Bank’s strategic objectives
dan keberlanjutan kinerja Bank. and the sustainability of its performance.
Komitmen Pengembangan Sumber Daya Commitment to Sustainable Human Resource
Manusia (SDM) Berkelanjutan Development (HRD)
Dalam rangka memastikan kesiapan dan kapabilitas Sumber To ensure the readiness and capability of operational Human
Daya Manusia (SDM) operasional dalam menghadapi dinamika Resources (HR) in responding to developments in the banking
industri perbankan, Direktorat Operasional Permata Bank industry, the Operations Directorate of Permata Bank implemented
menerapkan strategi pengembangan kompetensi yang terstruktur a structured and continuous competency development strategy
dan berkelanjutan sepanjang 2025. Strategi tersebut dirancang throughout 2025. This strategy is designed to strengthen the
untuk memperkuat kualitas pelaksanaan fungsi operasional quality of operational execution while supporting the achievement
sekaligus mendukung pencapaian tujuan bisnis Bank. of the Bank’s business objectives.
Program pengembangan SDM Direktorat Operasional The HR development programs within the Operations Directorate
dijalankan melalui tiga pilar utama yang saling terintegrasi, yaitu are implemented through three integrated pillars, as follows:
sebagai berikut:
1. Pelatihan dan Sertifikasi 1. Training and Certification
Program pelatihan Direktorat Operasional dirancang secara Training programs within the Operations Directorate are
terstruktur dan terarah, dengan memperhatikan kebutuhan designed in a structured and targeted manner, taking into
spesifik setiap area kerja. Materi pelatihan yang diberikan account the specific needs of each work area. Training
kepada karyawan mencakup aspek teknis operasional, materials provided to employees cover operational technical
manajemen risiko, kepatuhan regulasi, serta pengembangan skills, risk management, regulatory compliance, and soft
soft skill, termasuk kemampuan komunikasi dan pemecahan skills development, including communication and problem-
masalah. Sejalan dengan ketentuan regulator, program solving capabilities. In line with regulatory requirements, these
ini difokuskan untuk memastikan kepatuhan terhadap programs focus on ensuring compliance with OJK regulations,
POJK, SEOJK, serta Undang-Undang Perlindungan Data OJK Circular Letters, and the Personal Data Protection Law
Pribadi (UU PDP). Selain itu, Direktorat Operasional juga (PDP Law). In addition, the Operations Directorate actively
aktif mendorong partisipasi dalam sertifikasi profesional di encourages participation in professional certifications
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bidang manajemen risiko dan operasional, sebagai upaya in risk management and operations, as part of efforts to
meningkatkan kompetensi, kredibilitas, dan akuntabilitas strengthen competency, credibility, and accountability among
seluruh pelaksana operasional. operational personnel.
2. Penguatan Kapabilitas Digital 2. Strengthening Digital Capabilities
Seiring dengan percepatan digitalisasi proses bisnis, In line with the acceleration of business process digitalization,
Direktorat Operasional berkomitmen untuk memperkuat the Operations Directorate is committed to strengthening the
kapabilitas digital seluruh staf melalui kurikulum khusus digital capabilities of all staff through a dedicated curriculum
yang mencakup pengembangan Digital Mindset serta covering Digital Mindset development and the application
pemanfaatan Generative Artificial Intelligence (AI). of Generative Artificial Intelligence (AI). These programs are
Program ini dirancang untuk membekali karyawan dengan designed to equip employees with up-to-date knowledge and
pengetahuan dan keterampilan terkini sehingga mampu skills to effectively support the Bank’s digital transformation,
mendukung transformasi digital Bank secara efektif, sekaligus while ensuring service quality and consistency for customers.
memastikan kualitas dan konsistensi layanan kepada
nasabah tetap terjaga.
3. Pengembangan Karier dan Kepemimpinan 3. Career and Leadership Development
Pengembangan SDM diarahkan untuk membangun HR development is directed toward building a sustainable
leadership pipeline yang berkelanjutan, memastikan leadership pipeline, ensuring the availability of future leaders
ketersediaan pemimpin masa depan yang kompeten who are competent and ready to face business challenges.
dan siap menghadapi tantangan bisnis. Berbagai inisiatif These initiatives are implemented through job expansion,
tersebut dilakukan melalui job expansion, job rotation, dan job rotations, permanent job movement, and role promotions
promosi jabatan yang bertujuan memperluas wawasan, designed to expand perspectives, enhance competency
meningkatkan fleksibilitas kompetensi, memperkuat resiliensi, flexibility, and preparing staff for strategic roles within the
serta mempersiapkan staf untuk mengisi peran strategis Bank. Succession planning within the Operations Directorate
di Bank. Pelaksanaan succession plan di lingkup Direktorat is carried out through talent pool development and leadership
Operasional dilaksanakan melalui pengembangan talent pool programs, including:
dan program kepemimpinan, antara lain:
a. Banking Associate Program, yang dirancang untuk a. Banking Associate Program, designed to develop future
membentuk calon pemimpin dari kelompok staf baru leaders from new staff members and prepare them for
dan menyiapkan mereka menghadapi tanggung jawab strategic responsibilities.
strategis di masa depan.
b. Talent Development Program, yang ditujukan bagi staf b. Talent Development Program, targeted at existing staff
existing, dilengkapi dengan pelatihan kepemimpinan and supported by leadership training and project-
serta penugasan berbasis proyek (project assignment) based assignments to broaden experience, enhance
guna memperluas pengalaman, meningkatkan competencies, and strengthen readiness for higher
kompetensi, dan menumbuhkan kesiapan mengambil leadership roles.
peran kepemimpinan yang lebih tinggi.
c. Cross-Unit On-the-Job Training (OJT) c. Cross-Unit On-the-Job Training (OJT)
Sebagai bagian dari pembelajaran berbasis praktik, As part of practical, experience-based learning, the
Direktorat Operasional juga menerapkan cross-unit On- Operations Directorate also implements cross-unit On-
the-Job Training (OJT) untuk memperkuat kolaborasi the-Job Training (OJT) to strengthen collaboration across
antar unit kerja, memperluas pemahaman proses bisnis work units, broaden understanding of end-to-end business
secara end-to-end, serta meningkatkan kesiapan SDM processes, and improve HR readiness in managing
dalam menghadapi dinamika operasional yang kompleks. complex operational dynamics.
Dengan menerapkan strategi pengembangan SDM yang By implementing this integrated HR development strategy, the
terintegrasi tersebut, Direktorat Operasional memastikan bahwa Operations Directorate ensures that all operational personnel
seluruh personel operasional memiliki kompetensi yang adaptif possess adaptive competencies aligned with technological
terhadap perubahan teknologi, regulasi, dan ekspektasi nasabah, developments, regulatory requirements, and evolving customer
sekaligus mendukung keberlanjutan bisnis dan pencapaian expectations, while simultaneously supporting business
kualitas layanan prima Permata Bank. sustainability and the delivery of excellent service quality across
Permata Bank.
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Sepanjang tahun 2025, karyawan Direktorat Operasional Throughout 2025, employees within the Operations Directorate of
Permata Bank telah menjalani pelatihan intensif dengan materi Permata Bank participated in intensive training programs covering
atau topik yang relevan dengan pelaksanaan operasional di topics relevant to operational execution in the banking industry.
industri perbankan.
Pencapaian Strategis dan Kinerja Direktorat Strategic Achievements and Performance of
Operasional Tahun 2025 the Operational Directorate in 2025
Direktorat Operasional mencatat kinerja yang solid sepanjang The Operations Directorate recorded solid performance throughout
2025 melalui berbagai inisiatif strategis yang berdampak 2025 through a number of strategic initiatives that had a direct
langsung pada efisiensi operasional, peningkatan kualitas impact on operational efficiency, service quality improvement,
layanan, serta inovasi proses bisnis. Capaian tersebut and business process innovation. These achievements reflect the
mencerminkan keberhasilan Direktorat Operasional dalam Directorate’s success in translating operational strategies into
menerjemahkan strategi operasional ke dalam implementasi measurable execution that created added value for both the Bank
yang terukur dan bernilai tambah bagi Bank maupun nasabah. and its customers.
Dari sisi kualitas layanan, seluruh SLA layanan berhasil dicapai From a service quality perspective, all service SLAs were achieved
sesuai dengan target. Pencapaian ini menegaskan konsistensi in line with targets. This accomplishment underscores the
Direktorat Operasional dalam menjaga keandalan layanan serta consistency of the Operations Directorate in maintaining service
mendukung kelancaran aktivitas bisnis Bank secara menyeluruh. reliability and supporting smooth business activities across
the Bank.
Pada aspek efisiensi dan keberlanjutan operasional, implementasi In terms of operational efficiency and sustainability, the
inisiatif paperless sudah mencapai milestone penurunan implementation of paperless initiatives has successfully achieved
penggunaan kertas 50% sejak awal program dijalankan. a 50% decrease in paper consumption since the initiation of the
Langkah ini tidak hanya meningkatkan efisiensi proses, tetapi program. This effort not only enhanced process efficiency, but
juga mencerminkan komitmen Bank dalam mendukung praktik also demonstrated the Bank’s commitment to environmentally
operasional yang lebih ramah lingkungan dan selaras dengan responsible operations aligned with sustainability principles.
prinsip keberlanjutan.
Transformasi proses operasional juga diwujudkan melalui automasi Operational process transformation was also realized through
proses pencairan pada KPR yang berhasil memangkas sejumlah the automation of the disbursement process for mortgage loans
tahapan manual. Inisiatif ini tidak hanya menghadirkan efisiensi (KPR), which successfully eliminated several manual stages. This
waktu sekitar 20 menit per transaksi, tetapi juga meningkatkan initiative generated time savings of approximately 20 minutes
akurasi dan produktivitas operasional secara signifikan. Dengan per transaction, while significantly improving accuracy and
penyederhanaan proses ini, para staf dapat lebih fokus pada operational productivity. With process simplification, staff could
kegiatan bernilai tambah sementara nasabah menikmati layanan focus more on value-added activities, while customers benefited
yang lebih cepat, transparan, dan andal, sejalan dengan komitmen from faster, more transparent, and more reliable services–in line
Bank dalam menghadirkan pengalaman digital yang unggul dan with the Bank’s commitment to delivering a superior, digitally-
berorientasi pada kepuasan nasabah. enabled customer experience.
Perbaikan signifikan juga dicapai pada proses pembayaran premi Significant progress was also achieved in the processing of life
asuransi jiwa dan kebakaran untuk produk KPR. Proses yang and fire insurance premium payments for mortgage products.
sebelumnya memerlukan waktu hingga rata-rata 14 hari kerja Processes that previously required an average of up to 14 working
kini dapat diselesaikan dalam waktu kurang dari tiga menit sejak days can now be completed in less than three minutes after
pencairan. Percepatan ini tidak hanya meningkatkan efisiensi disbursement. This acceleration not only improved operational
operasional, tetapi juga meminimalkan risiko keterlambatan efficiency, but also minimized the risk of delays in insurance
perlindungan asuransi bagi nasabah sehingga menghadirkan coverage for customers, thereby providing tangible added value in
nilai tambah nyata dari sisi perlindungan, kenyamanan, dan terms of protection, convenience, and customer satisfaction.
kepuasan nasabah.
Sementara dari sisi inovasi layanan, Direktorat Operasional From an innovation standpoint, the Operations Directorate
menghadirkan peningkatan pengalaman nasabah melalui enhanced the customer experience through the application of
penerapan teknologi Voice over Internet Protocol (VoIP) pada Voice over Internet Protocol (VoIP) technology in the Permata ME
2025 Annual Report PT Bank Permata Tbk 549
Page 552
Tinjauan Pendukung
Bisnis
Business Support
Overview
aplikasi Permata ME, yang memungkinkan komunikasi bebas application, enabling customers to contact PermataTel free
pulsa dengan PermataTel. Inovasi ini tidak hanya memudahkan of charge. This innovation not only facilitates communication,
interaksi, tetapi juga memberikan pengalaman yang lebih praktis, but also delivers a more practical, efficient, and cost-effective
efisien, dan hemat biaya bagi nasabah. interaction experience.
Secara keseluruhan, berbagai inisiatif dan pencapaian tersebut Overall, these initiatives and achievements demonstrate the
mencerminkan komitmen Direktorat Operasional dalam commitment of the Operations Directorate to delivering operations
menghadirkan operasional yang efisien, inovatif, dan berfokus that are efficient, innovative, and customer-focused. This approach
pada kepuasan nasabah. Pendekatan ini sekaligus mendukung simultaneously supports sustainable business growth, strengthens
pertumbuhan bisnis Permata Bank secara berkelanjutan, competitiveness, and ensures that every operational process
memperkuat daya saing, dan memastikan bahwa setiap proses creates tangible value for customers and stakeholders.
operasional memberikan nilai tambah nyata bagi nasabah dan
pemangku kepentingan.
Penghargaan dan Pengakuan Eksternal Tahun External Awards and Recognition in 2025
2025
Seiring dengan berbagai pencapaian kinerja dan inisiatif strategis In line with the various performance achievements and strategic
yang telah dijalankan, kualitas pengelolaan operasional Permata initiatives implemented, the quality of Permata Bank’s operational
Bank juga mendapatkan pengakuan eksternal. Pada 2025, management has also received external recognition. In 2025, the
Direktorat Operasional berhasil meraih sejumlah penghargaan Operations Directorate received several awards that underscore
yang menegaskan keunggulan Bank dalam menghadirkan the Bank’s excellence in delivering reliable, efficient, and customer-
layanan yang andal, efisien, dan berorientasi pada nasabah, focused services, including:
antara lain:
Penyelenggara
No. Penghargaan Awards
Organizer
1 Peserta SKNBI dan KPDHN Terbaik sub-kategori Best SKNBI and KPDHN participants in the KBMI Bank Indonesia
Bank KBMI 3 dan 4 dalam Pertemuan Tahunan 3 and 4 Bank sub-category at the 2025 Bank
Bank Indonesia 2025 Indonesia Annual Meeting
2 Silver Award–Cost Effective Implementation at Silver Award–Cost Effective Implementation at Forum Komunikasi
the 1st Indonesia Operations Banking Summit the 1st Indonesia Operations Banking Summit Direktur Operasional
(IOBS 2025) (IOBS 2025) Perbankan (FKDOP)
3 Silver Award–Well Implementation Control at the Silver Award–Well Implementation Control at the Forum Komunikasi
1st Indonesia Operations Banking Summit 1st Indonesia Operations Banking Summit Direktur Operasional
Perbankan (FKDOP)
4 Penghargaan STP Award USD Outgoing STP Award–USD Outgoing Remittance, with an Correspondent Bank
Remittance Permata Bank dengan pencapaian achievement of 99.3%
99,3%
5 Penghargaan STP Award USD Outgoing STP Award–USD Outgoing Remittance, with an Correspondent Bank
Remittance Permata Bank dengan pencapaian achievement of 99.6%
99,6%
6 Penghargaan STP Award Euro Outgoing STP Award–Euro Outgoing Remittance, with an Correspondent Bank
Remittance Permata Bank dengan pencapaian achievement of 97.4%
97,4%
7 Penghargaan STP Award USD Clearing MT202 STP Award–USD Clearing MT202, with an Correspondent Bank
Permata Bank dengan pencapaian 100% achievement of 100%
8 Bank Peringkat ke-1 Terbaik dalam Pelaporan Ranked 1st–Best Bank in Cashflow and Liquidity Bank Indonesia
Cashflow dan Likuiditas Tahun 2024. Dalam Reporting 2024, awarded at the 2025 Banking Tasikmalaya
acara Kegiatan Pertukaran Informasi (PERTUKIN) Information Exchange Forum (PERTUKIN) for the
Perbankan se-Priangan Timur Tahun 2025 Priangan Timur region
550 PT Bank Permata Tbk Laporan Tahunan 2025
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Penyelenggara
No. Penghargaan Awards
Organizer
9 Juara Harapan ke-2, Lomba Ngonten CBP Second Runner-Up (Consolation Winner) in the Bank Indonesia
Rupiah dalam agenda yang diadakan oleh Bank “CBP Rupiah Content Creation Competition,” KPWBI Jawa Timur
Indonesia KPWBI Jawa Timur organized by Bank Indonesia Regional Office of
East Java
10 Penghargaan untuk Permata Bank dari Bank Award from Bank Indonesia Regional Office of Bank Indonesia
Indonesia Jawa Timur sebagai Pelaporan UPAL East Java for being the Most Active Reporter KPWBI Jawa Timur
Teraktif 2025 dan keikutsertaan dalam Gerakan of Counterfeit Banknotes (UPAL) 2025 and
Peduli Koin 2025 participation in the Gerakan Peduli Koin 2025
program
11 Penerimaan Plakat Apresiasi atas Partisipasi Appreciation Plaque for Permata Bank’s Bank Indonesia
dan Kontribusi Permata Bank dalam Kegiatan participation and contribution to the Semarak
Semarak Rupiah Ramadan dan Berkah Idul Fitri Rupiah Ramadan dan Berkah Idul Fitri (SERAMBI)
(SERAMBI) 2025 2025 program.
12 Plakat untuk Permata Bank dari Bank Indonesia Appreciation Plaque from Bank Indonesia Bank Indonesia
Bandung atas partisipasi dan kontribusi Permata Bandung for Permata Bank’s contribution and Bandung
Bank dalam kegiatan SERAMBI 2025 participation in the SERAMBI 2025 program
13 Plakat Kontribusi Bank Pelapor dalam Contribution Plaque as a Reporting Bank for Bank Indonesia
Penanganan Uang yang Diragukan Keasliannya handling suspected counterfeit banknotes Kantor Wilayah
Tahun 2025 dan Kepatuhan Bank dalam in 2025, as well as compliance with BI-SILK Sumatera Utara
Pelaporan BI-SILK Tahun 2025 reporting in 2025
14 Sertifikat apresiasi Gerakan Peduli Koin 2025 Certificate of Appreciation–Gerakan Peduli Koin Bank Indonesia
& Plakat Pelaporan UPAL Teraktif 2025 dalam 2025 and Plaque for Most Active Reporting on KPWBI Jawa Timur
acara Capacity Building Pengelolaan Uang Counterfeit Banknotes (UPAL) 2025, received
Rupiah (CBPUR) Perbankan di Wilayah Kerja during the 2025 Capacity Building on Rupiah
KPWBI Provinsi Jawa Timur 2025 Currency Management (CBPUR) for the Bank
Indonesia Regional Office of East Java
15 Penghargaan untuk Permata Bank dari Bank Award from Bank Indonesia Regional Office of Bank Indonesia
Indonesia Sumatera Utara atas Kontribusi North Sumatra for Permata Bank’s contribution Sumatera Utara
Bank Pelapor dalam Penanganan Uang yang as a reporting bank in handling suspected
Diragukan Keasliannya Tahun 2025 dan counterfeit banknotes and compliance with BI-
Kepatuhan Bank dalam Pelaporan BI-SILK Tahun SILK reporting in 2025
2025
Rencana Strategis Pengembangan Strategic Plan for Operational Development
Operasional Tahun 2026 2026
Dalam rangka mendukung pertumbuhan bisnis yang To drive sustainable business growth, enhance service excellence,
berkelanjutan, peningkatan kualitas layanan, serta penguatan and reinforce process efficiency, the Operations Directorate has
efisiensi proses, Direktorat Operasional menetapkan sejumlah defined several strategic focuses that will underpin the Bank’s
fokus strategis yang akan menjadi landasan pelaksanaan operational execution in 2026. These focuses are intended to
operasional Bank pada tahun 2026. Fokus-fokus ini dirancang strengthen operational capabilities, foster continuous innovation,
untuk memperkuat kapabilitas operasional, mendorong inovasi, and deliver an exceptional customer experience, including:
dan memastikan pengalaman nasabah yang unggul, antara lain:
1. Percepatan Digitalisasi dan Automasi Proses 1. Accelerating Digitalization and Process Automation
Direktorat Operasional akan melanjutkan transformasi The Operations Directorate will continue its operational
operasional melalui penerapan teknologi secara menyeluruh, transformation through comprehensive technology
termasuk integrasi sistem end-to-end dan pemanfaatan AI implementation, including end-to-end system integration
guna meningkatkan akurasi, kecepatan, dan produktivitas and the use of AI to improve service accuracy, speed, and
layanan, sekaligus meminimalkan ketergantungan pada productivity, while minimizing reliance on manual processes.
proses manual.
2025 Annual Report PT Bank Permata Tbk 551
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Tinjauan Pendukung
Bisnis
Business Support
Overview
2. Penguatan Customer Experience 2. Strengthening the Customer Experience
Selain mengoptimalkan pemenuhan SLA dan Turn Around In addition to optimizing SLA and Turnaround Time (TAT)
Time (TAT), Direktorat Operasional juga berencana fulfillment, the Operations Directorate also plans to strengthen
memperkuat koordinasi lintas direktorat melalui berbagai cross-directorate coordination through various strategic
forum strategis, seperti Customer Advocacy Committee dan forums, such as the Customer Advocacy Committee and
Voice of Customer Forums. Forum-forum tersebut berperan Voice of Customer Forums. These forums serve as a means
sebagai sarana integrasi masukan nasabah dan unit bisnis of integrating customer and business unit feedback into the
ke dalam proses perbaikan berkelanjutan, sehingga layanan continuous improvement process, resulting in increasingly
yang dihasilkan semakin responsif, konsisten, dan berorientasi responsive, consistent, and customer-centric services.
pada nasabah (customer-centric).
3. Compliance dan Risk Management Excellence 3. Compliance and Risk Management Excellence
Penguatan kepatuhan dan manajemen risiko tetap menjadi Strengthening compliance and risk management remains a
prioritas utama melalui pemenuhan ketentuan regulator. top priority through compliance with regulatory requirements.
4. Integrasi Sustainability dalam Operasional 4. Sustainability Integration in Operations
Direktorat Operasional berkomitmen untuk mengintegrasikan The Operations Directorate is committed to integrating
prinsip Environmental, Social, and Governance (ESG) ke dalam Environmental, Social, and Governance (ESG) principles into
aktivitas operasional. Implementasi praktik ramah lingkungan, operational activities. The implementation of environmentally
seperti digitalisasi dokumen untuk mengurangi penggunaan friendly practices, such as document digitization to reduce
kertas serta peningkatan efisiensi energi, akan terus diperluas paper use and increasing energy efficiency, will continue
sebagai bagian dari dukungan terhadap keberlanjutan to be expanded as part of supporting the Bank’s business
bisnis Bank. sustainability.
5. Pengembangan SDM dan Mobilitas Karier 5. Human Resource Development and Career Mobility
Untuk memastikan kesiapan Sumber Daya Manusia dalam To ensure the readiness of Human Resources to support
mendukung transformasi operasional, Direktorat Operasional operational transformation, the Operations Directorate will
akan memperluas program pelatihan digital, sertifikasi expand digital training programs, operational certifications,
operasional, dan upskilling bagi seluruh staf. Penguatan and upskilling for all staff. Strengthening the leadership
leadership pipeline juga menjadi fokus utama, dilakukan pipeline is also a key focus, implemented through the Talent
melalui Talent Development Program dan Banking Associate Development Program and the Banking Associate Program,
Program, serta didukung oleh permanent job movement, supported by permanent job movement, job expansion, job
job expansion, job rotation, dan cross-unit OJT. Pendekatan rotation and cross-unit OJT. This approach aims to broaden
ini bertujuan memperluas wawasan staf, meningkatkan staff horizons, enhance cross-functional collaboration, and
kolaborasi lintas fungsi, dan membangun kapabilitas build future leadership capabilities ready to face business
kepemimpinan masa depan yang siap menghadapi tantangan challenges and support the achievement of the Bank’s
bisnis dan mendukung pencapaian tujuan strategis Bank. strategic objectives.
Dengan fokus strategis tersebut, Direktorat Operasional With this strategic focus, the Operations Directorate reaffirms
berkomitmen untuk terus berperan sebagai enabler bisnis yang its commitment to serving as an enabler of an agile, compliant,
agile, compliant, dan customer-centric, sekaligus mendukung and customer-centric business, while also strengthening
keberlanjutan dan daya saing Permata Bank di tengah perubahan Permata Bank’s sustainability and competitiveness amid an
teknologi dan regulasi yang semakin dinamis. increasingly dynamic technological and regulatory landscape.
552 PT Bank Permata Tbk Laporan Tahunan 2025
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Page 556
Tata Kelola Perusahaan Good Corporate Governance
Page 557
Page 558
Tata Kelola Perusahaan
Good Corporate
Governance
Tata Kelola Perusahaan
Good Corporate Governance
Dengan penerapan
Tata Kelola
Perusahaan
(Good Corporate
Governance/GCG)
yang konsisten
dan menyeluruh,
Permata Bank yakin
dapat mencapai
tujuan jangka
pendek dan panjang,
serta memperoleh
pertumbuhan dan
hasil yang optimal
sehingga dapat
menjadi modal utama
untuk pertumbuhan
berkelanjutan.
Through consistent and
comprehensive application of
Good Corporate Governance
(GCG), Permata Bank believes
it can achieve both short-
term and long-term goals, as
well as attain optimal growth
and returns, which serve
as the key foundation for
sustainable growth.
556 PT Bank Permata Tbk Laporan Tahunan 2025
Page 559
Permata Bank selalu berkomitmen untuk menerapkan prinsip-prinsip Tata Kelola
Perusahaan yang Baik (Good Corporate Governance/GCG), dengan mematuhi
semua peraturan yang berlaku dan mengacu pada praktik terbaik GCG. Bank
terus melakukan perbaikan dan peningkatan dalam penerapan GCG secara
berkala agar dapat memenuhi standar nasional maupun internasional.
Pelaksanaan prinsip GCG di Permata Bank dilakukan dengan penuh tanggung
jawab dan mengutamakan akuntabilitas dalam setiap aspek bisnis dan
operasional, untuk menjaga kepercayaan para pemangku kepentingan.
Dengan penerapan GCG yang konsisten dan menyeluruh, Permata Bank
yakin dapat mencapai tujuan jangka pendek dan panjang, serta memperoleh
pertumbuhan dan hasil yang optimal, yang menjadi modal utama untuk
pertumbuhan berkelanjutan.
Permata Bank juga menyadari bahwa keberlanjutan usaha dalam jangka panjang
tidak hanya bergantung pada kinerja keuangan dan peningkatan laba, tetapi
juga pada pengelolaan internal yang efektif. Oleh karena itu, Permata Bank terus
berupaya meningkatkan kualitas penerapan GCG seiring waktu dan menjadikan
budaya GCG sebagai dasar dalam menjalankan aktivitas perbankan.
Permata Bank is committed to implementing Good Corporate Governance (GCG)
principles by adhering to applicable regulations and following best practices in
GCG. The Bank consistently makes improvements and updates its GCG practices
regularly to meet both national and international standards.
The implementation of GCG principles at Permata Bank is carried out with full
responsibility and emphasizes accountability in all business and operational
activities, ensuring the trust of stakeholders is maintained. Through consistent
and comprehensive application of GCG, Permata Bank believes it can achieve
both short-term and long-term goals, as well as attain optimal growth and returns,
which serve as the key foundation for sustainable growth.
Permata Bank also recognizes that long-term business sustainability is not solely
determined by financial performance and profit growth but also by effective
internal management. This understanding drives Permata Bank to continuously
improve the quality of its GCG implementation over time, making GCG culture the
cornerstone of its banking operations.
2025 Annual Report PT Bank Permata Tbk 557
Page 560
Tata Kelola Perusahaan
Good Corporate
Governance
Dasar dan Prinsip-Prinsip Pelaksanaan Tata
Kelola Perusahaan
Implementation of GCG Principles and Foundation
Dewan Komisaris, Direksi, dan seluruh karyawan berkomitmen The Board of Commissioners and the Board of Directors, along with
untuk menerapkan GCG dengan berpedoman pada lima prinsip all employees, are committed to implementing GCG by referring to
yaitu keterbukaan, akuntabilitas, tanggung jawab, independensi, the five principles of transparency, accountability, responsibility,
dan kewajaran. independence, and fairness.
Permata Bank juga memperhatikan empat pilar governansi Permata Bank also refers to the four corporate governance
korporat yang diatur dalam Pedoman Umum Governansi Korporat pillars stipulated in the General Guideline for Indonesia
Indonesia (PUGKI) 2021 sebagai berikut: perilaku beretika, Corporate Governance (PUGKI) 2021, namely: ethical behavior,
akuntabilitas, transparansi, dan keberlanjutan. accountability, transparency, and sustainability.
Selaras dengan hal tersebut, Permata Bank juga berkomitmen In alignment with these principles, Permata Bank is also committed
untuk senantiasa menjaga pengelolaan Bank yang sehat sesuai to carrying out sound management of the Bank according to the
dengan best practice GCG dan pedoman internasional seperti GCG’s best practices and international guidance such as 2023
2023 ASEAN Corporate Governance Scorecard (ACGS). ASEAN Corporate Governance Scorecard (ACGS).
Tujuan Penerapan Tata Kelola Perusahaan
Objective of Implementation of GCG
Implementasi GCG di lingkungan Bank bertujuan untuk The implementation of GCG at the Bank is aimed at maximizing
memaksimalkan nilai-nilai Permata Bank, di samping juga untuk: Permata Bank’s values, as well as:
1. Mewujudkan pengelolaan Permata Bank yang profesional, 1. Realizing the professional, independent, and sustainable
independen, dan berkelanjutan. management of Permata Bank.
2. Menciptakan proses pengambilan keputusan yang 2. Creating a decision-making process based on integrity and
berlandaskan pada integritas dan sesuai dengan in accordance with the laws and regulations that apply to all
peraturan perundang-undangan yang berlaku di semua elements of the company.
elemen perusahaan.
3. Melaksanakan tanggung jawab sosial perusahaan terhadap 3. Carry out corporate social responsibility for
pemangku kepentingan terkait. relevant stakeholders.
4. Berkontribusi dalam meningkatkan iklim investasi yang 4. Contributing to the improvement of a conducive investment
kondusif di Indonesia, khususnya di sektor keuangan climate in Indonesia, especially in the financial and
dan perbankan. banking sectors.
558 PT Bank Permata Tbk Laporan Tahunan 2025
Page 561
Peningkatan Penerapan Tata Kelola Perusahaan
Tahun 2025
Improving the Implementation of GCG in 2025
Permata Bank memandang bahwa peningkatan penerapan GCG Permata Bank considers that improving the implementation of
yang baik adalah penting demi mempertahankan bisnis yang GCG is instrumental to building a credible, ethical, and sustainable
dapat dipercaya, etis, dan berkelanjutan, yang selanjutnya akan business, which will increase Permata Bank’s competitiveness in
meningkatkan daya saing Permata Bank di industri perbankan an ever-evolving industry.
yang terus tumbuh.
Selama tahun 2025, Permata Bank telah melakukan penerapan During 2025, Permata Bank implemented the GCG principle, which
tata kelola perusahaan yang secara umum baik. Hal ini tercermin in general is considered good. This is reflected in the adequate
dari pemenuhan yang memadai atas prinsip tata kelola yang fulfillment of GCG principles that refer to prevailing regulations
mengacu pada peraturan yang berlaku dan best practices. and best practices. In addition, Permata Bank always carries out
Permata Bank juga selalu melakukan evaluasi dan upaya-upaya evaluations and refinements needed to improve the quality of
yang diperlukan untuk meningkatkan kualitas penerapan GCG, di implementing GCG, including:
antaranya melalui:
1. Permata Bank berupaya meningkatkan kualitas keterbukaan 1. Permata Bank is improving disclosure of information, which
informasinya, dengan mengacu pada best practices, di refers to best practices, among others, to refer to the ACGS.
antaranya mengacu pada ACGS. Permata Bank telah Permata Bank has conducted few adjustments on internal
melakukan beberapa penyesuaian pada prosedur internal procedures and committee charter following the prevailing
dan piagam komite mengikuti ketentuan yang berlaku dan regulations and 2023 ACGS.
ACGS 2023.
2. Perubahan susunan Dewan Komisaris, Dewan Pengawas 2. Changing the composition of the Board of Commissioners,
Syariah, dan Direksi Permata Bank. Sharia Supervisory Board, and the Board of Directors of
Permata Bank.
3. Fokus pada penerapan budaya risiko, serta penerapan fungsi 3. Continuing to focus on implementing a risk culture as well as
kontrol internal di seluruh level: first, second, maupun third line implementing internal control functions at all levels: the first,
of defense. second, and third lines of defense.
4. Permata Bank rutin menyusun Rencana Aksi Keuangan 4. Permata Bank continuously compiling a Sustainable Finance
Berkelanjutan (RAKB) serta meningkatkan kualitas RAKB. Action Plan (SFAP) and improving SFAP.
5. Perubahan segmen bisnis dan penyesuaian struktur 5. Change of business segment and organization structure of
organisasi Permata Bank. Permata Bank.
6. Terkait dengan aspek keberlanjutan, selama tahun 2025 6. In regards with sustainability, in 2025 Permata Bank has
Permata Bank telah melakukan beberapa penyesuaian untuk conducted several adjustments to improve the implementation
meningkatkan penerapan aspek Lingkungan, Sosial, dan of Environmental, Social, and Governance (ESG) within internal
Tata Kelola (LST) dalam internal Permata Bank. Penyesuaian of Permata Bank. The adjustment is adjusting the organization
tersebut di antaranya adalah penyesuaian struktur organisasi structure where the specific division handling the sustainability
di mana divisi khusus yang menangani keberlanjutan pindah moved to Sustainability Division under the Corporate Affairs &
ke Divisi Sustainability di bawah Direktorat Corporate Sustainability Directorate.
Affairs & Sustainability.
2025 Annual Report PT Bank Permata Tbk 559
Page 562
Tata Kelola Perusahaan
Good Corporate
Governance
Keterkaitan Penerapan Tata Kelola Perusahaan
dengan Kinerja Permata Bank
The Relationship of GCG Implementation with Permata Bank’s
Performance
Pada tahun 2025, komitmen Permata Bank dalam penerapan In 2025, Permata Bank’s commitment to implement GCG has
GCG memberikan hasil dengan diperolehnya penghargaan terkait resulted in receiving awards related to GCG from external parties,
GCG dari pihak eksternal, di antaranya The Best Financial Sector including The Best Financial Sector in the 16th IICD Corporate
pada ajang the 16th IICD Corporate Governance Conference Governance Conference and Award 2025. This achievement
and Award 2025. Pencapaian ini menjadi tekad Permata Bank indicated Permata Bank’s determination to continuously improve
untuk senantiasa meningkatkan dan memperkuat pelaksanaan and strengthen the implementation of GGC as the foundation for
GCG sebagai landasan utama dalam setiap aktivitas bisnis dan every business activity and operation of Permata Bank.
operasional Permata Bank.
Dari sisi keuangan, komitmen Permata Bank atas penerapan dan In terms of financial performance, Permata Bank’s commitment to
penyempurnaan GCG juga mampu menghasilkan pencapaian GCG implementation and improvement was able to contribute to
kinerja yang baik selama tahun 2025. good results in 2025.
Struktur dan Hubungan Tata Kelola Perusahaan
Structure and Relationship of GCG
Secara umum, struktur pelaksanaan GCG Permata Bank terdiri In general, Permata Bank’s GCG implementation structure consists
atas komponen-komponen sebagai berikut: of the following components:
• Rapat Umum Pemegang Saham (RUPS) • General Meeting of Shareholders (GMS)
• Dewan Komisaris • Board of Commissioners
• Dewan Pengawas Syariah • Sharia Supervisory Board
• Direksi • Board of Directors
• Komite Audit • Audit Committee
• Komite Pemantau Risiko • Risk Monitoring Committee
• Komite Remunerasi dan Nominasi • Remuneration and Nomination Committee
• Satuan Kerja Audit Intern (SKAI) • Internal Audit Unit
• Komite-komite yang berada di bawah fungsi Direksi • Committees under the functions of the Board of Directors
• Sekretaris Perusahaan • Corporate Secretary
• Unit kerja terkait • Related working units
Struktur dan hubungan skema GCG Permata Bank digambarkan The structure and relationship of the GCG scheme of
dalam diagram di bawah ini: Permata Bank are illustrated in the diagram below:
560 PT Bank Permata Tbk Laporan Tahunan 2025
Page 563
Rapat Umum Pemegang Saham | General Meeting of Shareholders
Direksi Dewan Komisaris Dewan Pengawas Syariah
Board of Directors (BOD) Board of Commissioners (BOC) Sharia Supervisory Board
(SSB)
Komite
Komite
Unit Kerja Sekretaris Komite di Remunerasi &
Pemantau Komite Audit
SKAI Terkait Perusahaan Bawah Direksi Nominasi
Risiko Audit
Internal Audit Related Corporate Committees Remuneration
Risk Monitoring Committee
Working Units Secretary under BOD & Nomination
Committee Committee
Penghargaan atas Penerapan Tata Kelola
Perusahaan oleh Pihak Eksternal
Evaluation of GCG Implementation by External Party
Permata Bank memperoleh beberapa penghargaan atas Permata Bank received several awards for its implementation of
penerapan Tata Kelola Perusahaan oleh Pihak Eksternal, Corporate Governance by External Parties, including:
antara lain:
• “ASEAN Asset Class Public Listed Company” dalam ajang • “ASEAN Asset Class Public Listed Company” at the ASEAN
ASEAN Corporate Governance Conference & Awards 2025 Corporate Governance Conference & Awards 2025
(ASEAN CGCA). (ASEAN CGCA).
• Top 50 Emiten dengan Kapitalisasi Pasar Terbesar (Big Cap • Top 50 Issuers with the Largest Market Capitalization (Big
Listed Companies) dan kembali meraih penghargaan sebagai Cap Listed Companies) and once again won the award for
the “Best Financial Sector” pada acara The 16th IICD CG “Best Financial Sector” at the 16th IICD CG Conference and
Conference and Awards, yang diselenggarakan oleh lembaga Awards, organized by the Indonesia Institute for Corporate
Indonesia Institute for Corporate Directorship (IICD). Directorship (IICD).
• Juara ke-2 pada kategori Non-BUMN dan Non-BUMD • 2nd place in the Non-State-Owned Enterprises and Non-
Go Publik Keuangan (kluster Rp5 triliun) dalam ajang Annual Regional-Owned Enterprises Go Public Finance category
Report Award (ARA) 2024 yang diselenggarakan oleh Komite (Rp5 trillion cluster) at the 2024 Annual Report Award (ARA)
Nasional Kebijakan Governansi (KNKG). held by the National Committee on Governance Policy (KNKG).
ASEAN Asset Class • Top 50 Big Cap Juara Ke-2 Non-BUMN dan Non-BUMD Go Publik
Public Listed Company Listed Companies Keuangan
• Best Financial 2nd place in the Non-State-Owned Enterprises
Sector and Non- Regional-Owned Enterprises Go Public
Finance
2025 Annual Report PT Bank Permata Tbk 561
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Tata Kelola Perusahaan
Good Corporate
Governance
Pencapaian ini merupakan bukti komitmen Permata Bank untuk This achievement is proof of Permata Bank’s commitment to
terus meningkatkan praktik GCG, terutama terkait dengan continuously improve its GCG practices, especially in relation
prinsip transparansi dan akuntabilitas bagi seluruh pemangku to the principles of transparency and accountability for all
kepentingan Permata Bank. Permata Bank stakeholders.
Penilaian Penerapan Tata Kelola Perusahaan
Assessment of GCG Implementation
Permata Bank melakukan penilaian atas kualitas penerapan GCG, Permata Bank assesses the quality of GCG implementation both
baik secara mandiri (self-assessment) maupun bekerja sama individually (self-assessment) and in partnership with third parties
dengan pihak ketiga untuk mendapatkan hasil penilaian yang to acquire more independent assessment results.
lebih independen.
Penilaian Sendiri Pelaksanaan Tata Kelola Self-Assessment of GCG Implementation
Perusahaan
Prosedur Penilaian Assessment Procedure
Setiap semester, Permata Bank melakukan penilaian mandiri On a semester basis, Permata Bank carries out self-assessment
atas penerapan GCG yang baik sesuai dengan ketentuan POJK of the implementation of GCG in compliance with the regulations
No. 17/2023 dan SEOJK No. 14/POJK.03/2025 (SEOJK 14/2025) outlined in POJK No. 17/2023 and SEOJK No. 14/POJK.03/2025
tentang Penerapan Tata Kelola bagi Bank Umum. Penilaian (SEOJK 14/2025) regarding the Governance Implementation for
dilakukan secara komprehensif dan terstruktur atas pelaksanaan Commercial Banks. The assessment follows a comprehensive
prinsip Tata Kelola yang meliputi tiga aspek, yaitu: struktur, proses, and structured approach, covering three key aspects: structure,
dan hasil. process, and outcome.
Kriteria Penilaian Assessment Criteria
Mengacu pada regulasi SEOJK 14/2025, Permata Bank Referring to the SEOJK 14/2025 regulation, Permata Bank uses 16
menggunakan 16 faktor penilaian (self-assessment) untuk self-assessment factors to measure the quality of the Bank’s GCG
mengukur kualitas penerapan GCG Bank, antara lain: implementation, among others:
1. Pelaksanaan Tugas dan Tanggung Jawab Direksi. 1. Performance of Duties and Responsibilities by the Board of
Directors.
2. Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris. 2. Performance of Duties and Responsibilities by the Board of
Commissioners.
3. Pelaksanaan Tugas dan Tanggung Jawab Dewan Pengawas 3. Performance of Duties and Responsibilities by the Sharia
Syariah. Supervisory Board.
4. Kelengkapan dan Pelaksanaan Tugas Komite. 4. Adequacy and Performance of Duties by the Committees.
5. Penanganan Benturan Kepentingan. 5. Management of Conflict of Interest.
6. Penerapan Fungsi Kepatuhan Bank. 6. Implementation of Bank’s Compliance Function.
7. Penerapan Fungsi Audit Intern. 7. Implementation of Internal Audit Function.
8. Penerapan Fungsi Audit Ekstern. 8. Implementation of External Audit Function.
9. Penerapan Manajemen Risiko termasuk Sistem 9. Implementation of Risk Management and Internal Control
Pengendalian Intern. Functions.
10. Pemberian Remunerasi. 10. Remuneration.
11. Penyediaan Dana kepada Pihak Terkait dan Penyediaan 11. Provision of Funds to Related Party and Large Exposures.
Dana Besar.
12. Integritas Pelaporan dan Sistem Teknologi Informasi. 12. Reporting Integrity and Information Technology Systems.
13. Rencana Strategis Bank. 13. Bank’s Strategic Plan.
14. Aspek Pemegang Saham. 14. Shareholders Aspect.
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15. Penerapan Strategi Anti-Fraud termasuk Anti Penyuapan. 15. Implementation of Anti-Fraud Strategy including Anti Bribery.
16. Penerapan Keuangan Berkelanjutan termasuk Penerapan 16. Implementation of Sustainable Finance including
Tanggung Jawab Sosial dan Lingkungan. Implementation of Social and Environmental Responsibility.
Pihak yang Melakukan Penilaian Parties Conducting the Assessment
Proses penilaian sendiri (self-assessment) penerapan GCG The self-assessment methodology for Permata Bank’s GCG
Permata Bank melibatkan seluruh Dewan Komisaris, Direksi, implementation includes full participation from the Board of
Dewan Pengawas Syariah, dan unit kerja yang terkait dengan Commissioners, the Board of Directors, Sharia Supervisory Board
faktor penilaian Tata Kelola dimaksud. and relevant work units related to the aforementioned Governance
assessment criteria.
Peringkat Rating
Peringkat yang diperoleh berdasarkan penilaian sendiri The rating derived from the self-assessment of GCG
(self- assessment) atas penerapan GCG untuk posisi tanggal implementation as of 31 December 2025, is as follows:
31 Desember 2025 sebagai berikut:
Hasil Penilaian Sendiri (Self-Assessment) Pelaksanaan Tata Kelola
Self-Assessment Result of GCG Implementation
Peringkat
Definisi Definition
Rating
Individual 2 Mencerminkan manajemen Bank telah The Bank’s management has generally
melakukan penerapan Tata Kelola yang implemented effective governance, as shown
secara umum baik. Hal ini tercermin dari by satisfactory adherence to governance
pemenuhan yang memadai atas prinsip principles. Any observed shortcomings in
Tata Kelola. Dalam hal terdapat kelemahan adopting these Governance principles are
penerapan prinsip Tata Kelola, secara umum often minor and can be remedied by the Bank’s
kelemahan tersebut kurang signifikan dan management through routine efforts.
dapat diselesaikan dengan tindakan normal
oleh manajemen Bank.
Dari hasil penilaian tersebut, pelaksanaan Tata Kelola Permata Based on the outcomes of these assessments, the implementation
Bank pada tahun 2025 dapat disimpulkan sebagai berikut: of Permata Bank Governance in 2025 can be summarized as
follows:
Peringkat untuk Masing-Masing Faktor
Rating for Each Factor
Peringkat
No. Faktor Factor
Rating
1 Pelaksanaan Tugas dan Tanggung Jawab Direksi Performance of Duties and Responsibilities by the 1
Board of Directors
2 Pelaksanaan Tugas dan Tanggung Jawab Dewan Performance of Duties and Responsibilities by the 1
Komisaris Board of Commissioners
3 Pelaksanaan Tugas dan Tanggung Jawab Dewan Performance of Duties and Responsibilities by the 1
Pengawas Syariah Sharia Supervisory Board
4 Kelengkapan dan Pelaksanaan Tugas Komite Adequacy and Performance of Duties by the 2
Committees
5 Penanganan Benturan Kepentingan Management of Conflict of Interest 1
6 Penerapan Fungsi Kepatuhan Bank Implementation of Bank’s Compliance Function 2
7 Penerapan Fungsi Audit Intern Implementation of Internal Audit Function 2
8 Penerapan Fungsi Audit Ekstern Implementation of External Audit Function 1
2025 Annual Report PT Bank Permata Tbk 563
Page 566
Tata Kelola Perusahaan
Good Corporate
Governance
Peringkat
No. Faktor Factor
Rating
9 Penerapan Manajemen Risiko termasuk Sistem Implementation of Risk Management and Internal 2
Pengendalian Intern Control Functions
10 Pemberian Remunerasi Remuneration 2
11 Penyediaan Dana kepada Pihak Terkait dan Provision of Funds to Related Party and Large 1
Penyediaan Dana Besar Exposures
12 Integritas Pelaporan dan Sistem Teknologi Informasi Reporting Integrity and Information Technology 2
Systems
13 Rencana Strategis Bank Bank’s Strategic Plan 2
14 Aspek Pemegang Saham Shareholders Aspect 2
15 Penerapan Strategi Anti-Fraud termasuk Anti Implementation of Anti Fraud Strategy including Anti 2
Penyuapan Bribery
16 Penerapan Keuangan Berkelanjutan termasuk Implementation of Sustainable Finance including 2
Penerapan Tanggung Jawab Sosial dan Lingkungan Implementation of Social and Environmental
Responsibility
Merujuk kepada hasil penilaian sendiri (self-assessment) di atas, Based on the results of the self-assessment above, Permata Bank’s
penerapan GCG di Permata Bank untuk periode 31 Desember 2025 implementation of GCG as of 31 December 2025 is generally
secara umum adalah baik, yang tercermin dalam pemenuhan favorable, as shown by satisfactory adherence to GCG principles.
prinsip-prinsip GCG yang memadai sebagai berikut: The specifics are as follows:
Kekuatan pelaksanaan Tata Kelola: GCG implementation strength:
I. Governance Structure: I. Governance Structure:
1. Pelaksanaan Tugas dan Tanggung Jawab Direksi: 1. Performance of Duties and Responsibilities by the Board
of Directors:
a. Persyaratan-persyaratan dari regulator (OJK) a. The requirements imposed by the regulators (OJK)
berkaitan dengan keanggotaan Direksi telah dipenuhi related to the membership of the Board of Directors
oleh anggota Direksi Permata Bank. have been fulfilled by all members of the Board of
Directors of Permata Bank.
b. Seluruh anggota Direksi Permata Bank memiliki b. All members of the Board of Directors of
integritas dan kompetensi di bidang masing-masing. Permata Bank have integrity and competence in their
respective fields.
2. Pelaksanaan Tugas dan Tanggung Jawab 2. Performance of Duties and Responsibilities by the Board
Dewan Komisaris: of Commissioners:
a. Seluruh anggota Dewan Komisaris adalah individu- a. All members of the Board of Commissioners
individu yang memiliki pengalaman luas sehingga are individuals who have extensive experience
memiliki kompetensi untuk menjalankan tugas dan and competencies to carry out their duties and
tanggung jawabnya, serta telah lulus Penilaian responsibilities, and have passed the Fit and Proper
Kemampuan dan Kepatutan sebagaimana Test as required by OJK.
disyaratkan oleh OJK.
b. Jumlah, komposisi, integritas dan kompetensi anggota b. The total, composition, integrity, and competency of
Dewan Komisaris Permata Bank telah memenuhi the members of the Board of Commissioners of the
ketentuan yang berlaku. Bank have fulfilled the prevailing regulations.
c. Pelaksanaan tugas dan tanggung jawab Dewan c. The implementation of duties and responsibilities
Komisaris telah memenuhi prinsip-prinsip GCG, of the Board of Commissioners have fulfilled the
termasuk dalam setiap pengambilan keputusan, GCG principles, including in every decision-making,
seluruh anggota Dewan Komisaris mampu bertindak all members of the Board of Commissioners were
secara independen. capable to act independently.
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3. Pelaksanaan Tugas dan Tanggung Jawab Dewan 3. Performance of Duties and Responsibilities by the Sharia
Pengawas Syariah: Supervisory Board:
a. Permata Bank telah memastikan pemenuhan jumlah a. Permata Bank has ensured the minimum number of
minimal anggota DPS, termasuk pengangkatan SSB members is met, including the appointment of
Bapak Habibullah melalui RUPST 9 April 2025 dan Mr. Habibullah through the AGMS on 9 April 2025,
kelulusannya dalam Penilaian Kemampuan dan and his passing the OJK Fit and Proper Test on
Kepatutan OJK pada 11 September 2025. 11 September 2025.
b. Seluruh anggota DPS memiliki kompetensi, integritas, b. All SSB members possess competence, integrity, and a
serta rekam jejak yang baik, tidak saling memiliki good track record, are not related to any member of the
hubungan sampai derajat kedua dengan anggota Board of Directors, the Board of Commissioners, and/
Direksi, anggota Dewan Komisaris, dan/atau or other SSB members, and meet the requirements for
sesama anggota DPS dan memenuhi ketentuan holding concurrent positions.
rangkap jabatan.
c. Permata Bank juga memiliki kebijakan, pedoman, c. Permata Bank also has comprehensive SSB policies,
serta tata tertib kerja DPS yang lengkap baik berupa guidelines, and work procedures, including the
Sharia Governane Policy (SGP), Pedoman DPS, Sharia Sharia Governance Policy (SGP), SSB Guidelines,
Compliance Policy (SCP) dan dokumen turunan Sharia Compliance Policy (SCP), and other derivative
lainnya. Serta didukung oleh fungsi kepatuhan documents. These are supported by the functions
syariah, manajemen risiko syariah, dan audit syariah of sharia compliance, sharia risk management, and
yang memperkuat pelaksanaan tugas pengawasan. sharia audit, which strengthen the implementation of
supervisory duties.
4. Kelengkapan dan Pelaksanaan Tugas Komite: 4. Adequacy and Performance of Duties by the Committees:
Komposisi dan kompetensi anggota komite-komite sudah The composition and competency of members of
sesuai dibandingkan dengan ukuran dan kompleksitas the committees are proper in comparison to the size
usaha Permata Bank, serta telah sesuai dengan peraturan and complexity of business of Permata Bank, and in
dari Regulator (OJK). compliance with the regulations of the Regulator (OJK).
5. Penanganan Benturan Kepentingan: 5. Management of Transactions with Conflict of Interest:
Permata Bank memiliki kebijakan, sistem dan prosedur Permata Bank has adequate policy, system, and procedure
penyelesaian benturan kepentingan yang lengkap, antara for solving the conflict of interest, among others, as stated
lain tercantum dalam ketentuan: in the provisions:
a. Kode Etik untuk Dewan Komisaris, Dewan Pengawas a. Code of Ethics for the Board of Commissioners, Sharia
Syariah, Direksi, dan Pendukung Organ; dan Supervisory Board, Board of Directors, and Supporting
Organs; and
b. Kebijakan Benturan Kepentingan Anggota Dewan b. Conflict of Interest Policy for Members of the Board of
Komisaris, Dewan Pengawas Syariah, dan Direksi. Commissioners, Sharia Supervisory Board, and Board
of Directors.
untuk anggota Dewan Komisaris dan Direksi, serta untuk for members of the Board of Commissioners and Board of
karyawan diatur dalam: Directors, as well as for employees are regulated in:
a. Kode Etik (Code of Conduct); dan a. Code of Conduct; and
b. Kebijakan Benturan Kepentingan. b. Conflict of Interest Policy.
6. Penerapan Fungsi Kepatuhan Bank: 6. Implementation of Bank’s Compliance Function:
a. Satuan Kerja Kepatuhan Permata Bank telah a. The Compliance Working Unit of Permata Bank has
independen terhadap satuan kerja operasional. been independent from the operational working unit.
b. Pengangkatan, pemberhentian dan/atau b. The appointment, dismissal and/or resignation of
pengunduran diri Direktur Kepatuhan Permata Bank Director in charge in the Compliance Function of
telah sesuai dengan ketentuan BI/OJK. Permata Bank are in compliance with the regulations
of BI/OJK.
c. Permata Bank telah menyediakan sumber daya c. Permata Bank has provided qualified and adequate
manusia yang berkualitas dan memadai pada human resources in the Compliance Working Unit to
Satuan Kerja Kepatuhan untuk menyelesaikan tugas complete its tasks effectively.
secara efektif.
2025 Annual Report PT Bank Permata Tbk 565
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Tata Kelola Perusahaan
Good Corporate
Governance
7. Penerapan Fungsi Audit Intern: 7. Implementation of Internal Audit Function:
a. Struktur organisasi SKAI telah sesuai dengan a. The organizational structure of Internal Audit complies
ketentuan yang berlaku dan independen terhadap with regulation and is independent from operational
satuan kerja operasional. working unit.
b. SKAI memiliki Piagam Audit Intern yang disetujui oleh b. Internal Audit has an Internal Audit Charter approved
Dewan Komisaris. by the Board of Commissioners.
c. SKAI telah didukung oleh sumber daya berkualitas. c. Internal Audit has been supported by
qualified resources.
8. Penerapan Fungsi Audit Ekstern: 8. Implementation of External Audit Function:
Seluruh aspek-aspek yang dipersyaratkan dalam rangka All aspects required for the audit assignment to the Public
penugasan audit kepada Akuntan Publik dan KAP telah Accountant and KAP have been fulfilled by Permata Bank.
dipenuhi oleh Permata Bank.
9. Penerapan Fungsi Manajemen Risiko dan 9. Implementation of Risk Management and Internal
Pengendalian Intern: Control Functions:
a. Permata Bank memiliki struktur organisasi dan a. Permata Bank has an adequate risk management
infrastruktur tata kelola risiko yang memadai organizational structure and infrastructure to support
untuk mendukung pelaksanaan Good Corporate the implementation of Good Corporate Governance in
Governance sesuai dengan harapan stakeholder. accordance with stakeholder expectations.
b. Bank telah memiliki kebijakan dan manajemen risiko b. The Bank has policies and risk management as
serta penetapan limit yang memadai, dan selalu well as adequate limit setting, and it is updated and
dikinikan dan dikaji secara berkala. reviewed regularly.
c. Untuk memenuhi ketentuan SEOJK No. 15/ c. To comply with SEOJK No. 15/SEOJK.03/2024 on
SEOJK.03/2024 tentang Penerapan Tata Kelola the Implementation of Sharia Governance for Sharia
Syariah bagi Bank Umum Syariah dan Unit Usaha Commercial Banks and Sharia Business Units, the
Syariah, Bank telah membentuk fungsi Kepatuhan Bank has established a Sharia Compliance function
Syariah berada di bawah Direktur Hukum dan under the Legal and Compliance Director, a Sharia
Kepatuhan, fungsi Manajemen Risiko Syariah di Risk Management function under the Risk Director,
bawah Direktur Risiko, dan Fungsi Internal Audit and a Sharia Internal Audit function under the Chief of
Syariah berada di bawah Chief of Internal Audit. Internal Audit.
d. Fungsi Manajemen Risiko Syariah berada di bawah d. The Sharia Risk Management function is positioned
Direktur Risiko dan didukung oleh Pejabat Eksekutif under the Risk Director and is supported by an
Fungsi Manajemen Risiko Syariah, yang melapor Executive Officer for the Sharia Risk Management
langsung ke Direktur Risiko. Namun demikian, Function, who reports directly to the Risk Director.
masih terdapat ruang untuk peningkatan (room However, there remains room for improvement in
for improvement) terkait penguatan kompetensi strengthening technical competencies and deepening
teknis dan pemahaman praktik manajemen risiko the understanding of sharia banking risk management
perbankan syariah. practices.
10. Pemberian Remunerasi: 10. Remuneration:
Penyusunan Remunerasi dengan menerapkan prinsip Remuneration preparation by applying the principle of
kehati-hatian dan memiliki kebijakan terkait remunerasi prudence and having a policy related to remuneration
yang menjadi kerangka dan panduan umum bagi praktik which serves as a framework and general guideline for
pemberian remunerasi di Permata Bank. remuneration practices at Permata Bank.
11. Penyediaan Dana kepada Pihak Terkait (Related Party) 11. Provision of Funds to Related Party and Large Exposures:
dan Penyediaan Dana Besar (Large Exposures):
Kebijakan, sistem dan prosedur tertulis untuk penyediaan Policies, system and procedure for provision of funds to
dana kepada pihak terkait (related party) dan penyediaan related parties and large exposures have been sufficient
dana besar (large exposures) telah memadai. to comply with the prevailing regulation.
12. Integritas Pelaporan dan Sistem Teknologi Informasi: 12. Reporting Integrity and Information Technology Systems:
a. Bank telah memiliki kebijakan dan prosedur a. Bank has internal control policies and procedures for
pengendalian internal dalam proses pelaporan the financial reporting process (internal control over
keuangan (internal control over financial reporting). financial reporting).
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b. Teknologi Informasi (TI) di Permata Bank b. Information Technology (IT) at Permata Bank is
dikembangkan secara terus menerus, termasuk continuously developed, including its management
sistem informasi manajemen sehingga mampu information system, to ensure timely, accurate,
menyediakan data dan informasi dengan tepat complete, reliable, and effective data and information
waktu, akurat, lengkap dan andal, serta efektif untuk for management decision-making.
pengambilan keputusan manajemen.
13. Rencana Strategis Bank: 13. Bank’s Strategic Plan:
a. Rencana strategis baik berupa Rencana Korporasi a. Strategic plans in the form of Corporate Plan and the
maupun Rencana Bisnis Bank (RBB) selaras dengan Bank’s Business Plans (RBB) are in line with the Bank’s
visi dan misi Bank. vision and mission.
b. Rencana strategis Bank didukung oleh permodalan b. The Bank’s strategic plan is supported by adequate
yang memadai dan didukung penuh oleh pemegang capital and fully supported by the controlling
saham pengendali. shareholders.
14. Aspek Pemegang Saham: 14. Shareholders Aspect:
a. Bank telah menyusun kebijakan Komunikasi a. Bank has established a Permata Bank Shareholder &
Pemegang Saham & Investor Permata Bank untuk Investor Communication policy to ensure consistent
memastikan konsistensi dan kejelasan keterbukaan and clear disclosure for individual and institutional
bagi pemegang saham dan investor individual shareholders and investors, and to provide ready,
maupun institusional, dan untuk menyediakan balanced, timely, and understandable information
informasi yang siap, seimbang, tepat waktu dan regarding the Bank (including financial performance,
dapat dimengerti mengenai Bank (termasuk kinerja strategic objectives, material developments,
keuangan, sasaran strategis, perkembangan yang governance, and risk profile) and enable them to
bersifat material, tata Kelola dan profil risiko) serta actively engage with the Bank and exercise their
memungkinkan mereka untuk terlibat secara aktif rights as Shareholders and Investors.
dengan Bank dan melaksanakan hak-hak mereka
sebagai Pemegang Saham dan Investor.
b. Bank telah menyusun dan memiliki kebijakan b. Bank has established and maintains a dividend policy
terkait dividen yang mengatur rasio dividen yang that regulates the dividend ratio to be paid and the
akan dibayarkan serta prosedur pembayaran dividend payment procedures in accordance with
dividen sesuai dengan regulasi yang berlaku applicable regulations while still taking into account
dengan tetap memperhatikan rencana dan struktur the Bank’s capital plan and structure.
permodalan Bank.
15. Penerapan Strategi Anti-Fraud termasuk Anti Penyuapan: 15. Implementation of Anti Fraud Strategy including Anti
Bribery:
a. Permata Bank telah memiliki Kebijakan Strategi a. Permata Bank has an Anti-Fraud Strategy Policy
Anti-Fraud dengan cakupan sesuai dengan Peraturan with coverage in accordance with the regulations
Otoritas Jasa Keuangan yang dalam penerapannya of the Financial Services Authority, which in its
meliputi empat pilar, yaitu: Pencegahan, Deteksi, implementation includes four) pillars: Prevention,
Investigasi, Pemantauan, Evaluasi, dan Tindak Lanjut. Detection, Investigation, Monitoring, Evaluation, and
Follow-Up.
b. Permata Bank telah memiliki struktur organisasi, b. Permata Bank has an organizational structure, work
unit kerja terkait dengan pengendalian fraud yang units related to fraud control with their respective
memiliki tugas dan tanggung jawab masing-masing duties and responsibilities, and supports the
dan mendukung penerapan strategi anti-fraud. implementation of an anti-fraud strategy.
16. Penerapan Keuangan Berkelanjutan termasuk Penerapan 16. Implementation of Sustainable Finance including
Tanggung Jawab Sosial dan Lingkungan: Implementation of Social and Environmental
Responsibility:
a. Rencana Aksi Keuangan Berkelanjutan (RAKB) telah a. Sustainability Finance Action Plan (SFAP) has been
disusun, diimplementasikan, dan dimonitor, dengan prepared, implemented, and monitored, with the scope
cakupan dan program sesuai kerangka POJK 51/2017. and programs in accordance with POJK 51/2017.
b. Struktur tata kelola & manajemen risiko mendukung b. The governance and risk management structure
integrasi risiko iklim/ESG, di mana fungsi pengawasan supports the integration of climate/ESG risk,
di tingkat komite (Sustainability Committee), serta with oversight functions at the committee level
2025 Annual Report PT Bank Permata Tbk 567
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Tata Kelola Perusahaan
Good Corporate
Governance
telah dibentuk Divisi Sustainability dan Unit yang (Sustainability Committee), and a Sustainability
mengelola Climate Risk. Division and a Unit to manage Climate Risk have
been established.
c. Bank memiliki Kebijakan Keberlanjutan sebagai c. Bank has a Sustainability Policy as an umbrella for
payung pelaksanaan keberlanjutan, Kebijakan sustainability implementation, a Special Policy for
Khusus Pembiayaan Berkelanjutan, dan Sustainable Financing, and an Environmental & Social
Environmental & Social Risk Assessment (ESRA), serta Risk Assessment (ESRA), and has internalized ESG
telah menginternalisasi aspek ESG ke dalam proses aspects into the credit distribution process.
penyaluran kredit.
II. Governance Process: II. Governance Process:
1. Pelaksanaan Tugas dan Tanggung Jawab Direksi: 1. Performance of Duties and Responsibilities by the Board
of Directors:
Pelaksanaan tugas dan tanggung jawab Direksi telah Performance of duties and responsibilities of the Board
memenuhi prinsip-prinsip GCG, dan telah berjalan efektif, of Directors has complied with the GCG principles, has
serta seluruh Direksi mampu bertindak dan mengambil been done effectively, and all members of the Board of
keputusan secara independen. Directors are capable of acting and making decisions
independently.
2. Pelaksanaan Tugas dan Tanggung Jawab 2. Performance of Duties and Responsibilities by the Board
Dewan Komisaris: of Commissioners:
a. Dewan Komisaris telah melaksanakan tugas dan a. The Board of Commissioners has performed its duties
tanggung jawabnya secara independen yang and responsibilities independently, which always
senantiasa berpedoman pada prinsip-prinsip refers to the GCG principles. Supervisory function
GCG. Tugas pengawasan dan pemberian nasihat and advice given by the Board of Commissioners are
dilakukan oleh Dewan Komisaris semata-mata untuk solely for the interest of Permata Bank.
kepentingan Permata Bank.
b. Rapat Dewan Komisaris juga telah diselenggarakan b. The Board of Commissioners’ meeting have been held
dengan efektif dan efisien secara reguler serta in an effective and efficient manner on a regular basis
memenuhi ketentuan yang berlaku. and comply with applicable regulations.
c. Pengambilan keputusan rapat Dewan Komisaris c. The decision-making of the Board of Commissioners’
juga senantiasa memenuhi aspek kewajaran dengan meetings always fulfills the fairness aspect by
menjunjung tinggi penerapan GCG yang telah upholding the GCG implementation which has taken
mempertimbangkan pandangan dan pendapat into account the views and opinions of all members
seluruh anggota Dewan Komisaris. Keputusan of the Board of Commissioners. The decisions of the
Dewan Komisaris telah diambil secara adil dengan Board of Commissioners have been taken fairly by
mengakomodasi kepentingan para pemangku accommodating the stakeholders’ interest, including
kepentingan, termasuk kepentingan pemegang the minority shareholders’ interest. The decisions
saham minoritas. Keputusan Dewan Komisaris juga of the Board of Commissioners have also been
telah didukung dengan data yang akurat, analisis supported by accurate data, analysis and in-depth
dan pemikiran yang mendalam serta profesionalisme thinking as well as high professionalism. The fairness
yang tinggi. Aspek kewajaran juga ditunjukkan aspect is also shown in decision-making in the Board
pada pengambilan keputusan dalam rapat Dewan of Commissioners’ meetings which must be taken by
Komisaris yang harus diambil secara musyawarah deliberation to reach a consensus. In the event that
untuk mencapai mufakat. Dalam hal musyawarah deliberations for consensus are not reached, decisions
untuk mufakat tidak tercapai, keputusan diambil are made based on the affirmative votes of more than
berdasarkan suara setuju lebih dari 2/3 (dua per tiga) 2/3 (two thirds) of the total valid votes in the meeting.
dari jumlah suara yang sah dalam rapat.
3. Pelaksanaan Tugas dan Tanggung Jawab Dewan 3. Performance of Duties and Responsibilities by the Sharia
Pengawas Syariah: Supervisory Board:
a. Mekanisme pengangkatan, pemberhentian, dan a. The mechanism for appointing, dismissing, and
penggantian anggota DPS telah mengikuti ketentuan replacing members of the SSB complies with the OJK
POJK serta melibatkan komite nominasi dan RUPS. regulations and involves the nomination committee
and the GMS.
568 PT Bank Permata Tbk Laporan Tahunan 2025
Page 571
b. DPS menjalankan pengawasan aktif terhadap b. SSB actively supervises sharia policies and operations,
kebijakan dan operasional syariah, memastikan ensuring the effective implementation of sharia risk
implementasi manajemen risiko syariah, kepatuhan management, sharia compliance, and sharia audits.
syariah, dan audit syariah berjalan efektif.
c. Rapat DPS diselenggarakan secara rutin dan melebihi c. SSB held regular meetings exceeding the minimum
persyaratan minimum: sebanyak 23 kali sepanjang requirement: 23 meetings throughout 2025, including
2025, termasuk rapat bersama Direksi dan Dewan joint meetings with the Board of Directors and the
Komisaris yang dilakukan lebih dari satu kali setiap Board of Commissioners, which were held more than
empat bulan. once every four months.
4. Kelengkapan dan Pelaksanaan Tugas Komite: 4. Adequacy and Performance of Duties by the Committees:
a. Pelaksanaan rapat komite-komite telah sesuai a. Meetings of the kommittees are in compliance with
dengan pedoman internal Permata Bank dan telah the internal guidelines of Permata Bank and were held
terlaksana secara efektif dan efisien. effectively and efficiently.
b. Komite-komite telah berjalan efektif untuk membantu b. The Committees have been done effectively to support
pelaksanaan tugas dan tanggung jawab Dewan the performance of duties and responsibilities of the
Komisaris dan Direksi. Board of Commissioners and the Board of Directors.
5. Penanganan Benturan Kepentingan: 5. Management of Transactions with Conflict of Interest:
Anggota Dewan Komisaris, anggota Direksi dan Pejabat Members of the Board of Commissioners, members
Eksekutif tidak mengambil tindakan yang dapat of the Board of Directors and Executive Officers shall
merugikan atau mengurangi keuntungan Permata Bank not take actions that may harm or reduce the profit of
dalam hal terjadi benturan kepentingan. Permata Bank in the event of a conflict of interest.
6. Penerapan Fungsi Kepatuhan Bank: 6. Implementation of Bank’s Compliance Function:
a. Direktur Kepatuhan Permata Bank telah menjalankan a. The Compliance Director of Permata Bank has
tugas dan tanggung jawabnya dengan baik, sesuai properly performed her duties and responsibilities
dengan ketentuan BI/OJK yang berlaku, yang meliputi in accordance with prevailing BI/OJK regulations,
antara lain: as follows:
• Memastikan kepatuhan Bank terhadap • Ensuring the Bank’s compliance with the
ketentuan Otoritas Jasa Keuangan dan peraturan provisions of the Financial Services Authority and
perundang-undangan yang berlaku. prevailing laws and regulations.
• Menyampaikan laporan pelaksanaan tugas dan • Submit reports on the implementation of duties
tanggung jawab kepada Direktur Utama dengan and responsibilities to the President Director with
tembusan kepada Dewan Komisaris sebanyak a copy to the Board of Commissioners five times in
lima kali dalam semester II 2025. the second semester of 2025.
• Merumuskan strategi guna mendorong • Formulate strategies to encourage the creation of
terciptanya budaya kepatuhan Bank. the Bank’s compliance culture.
• Mengusulkan kebijakan kepatuhan atau prinsip • Propose compliance policies or compliance
kepatuhan yang akan ditetapkan oleh Direksi. principles to be determined by the Board of
Directors.
• Menetapkan sistem dan prosedur kepatuhan • Establish compliance systems and procedures
yang akan digunakan untuk menyusun ketentuan that will be used to develop the Bank’s internal
dan pedoman internal Bank. provisions and guidelines.
• Memastikan bahwa seluruh kebijakan, ketentuan, • Ensure that all policies, provisions, systems, and
sistem, dan prosedur, serta kegiatan usaha procedures, as well as business activities carried
yang dilakukan Bank telah sesuai dengan out by the Bank are in accordance with the
ketentuan Otoritas Jasa Keuangan dan peraturan provisions of the Financial Services Authority and
perundang-undangan. laws and regulations.
• Meminimalkan Risiko Kepatuhan Bank. • Minimize the Bank’s Compliance Risk.
• Melakukan tindakan pencegahan agar kebijakan • Make precautions so that policies and/or decisions
dan/atau keputusan yang diambil Direksi Bank made by the Bank’s Board of Directors or the head
tidak menyimpang dari ketentuan Otoritas Jasa of the branch office of a bank domiciled abroad
Keuangan dan peraturan perundang-undangan. do not deviate from the provisions of the Financial
Services Authority and laws and regulations.
2025 Annual Report PT Bank Permata Tbk 569
Page 572
Tata Kelola Perusahaan
Good Corporate
Governance
•Menginisiasi pelaksanaan sertifikasi ISO 37001, • Initiated the implementation of ISO 37001
untuk seluruh unit kerja yang berada di seluruh certification, for all work units located in all
Kantor Cabang Permata Bank. Permata Bank Branch Offices.
• Melakukan program podcast dengan staf Bank • Conducting podcast programs with Bank staff on
secara berkala yang membahas antara lain Kode a regular basis to discuss, among others, Code of
Etik, Fraud awareness, Legal awareness, Anti Ethics, Fraud awareness, Legal awareness, Anti-
Penyuapan & Korupsi serta Perlindungan Data bribery & Corruption and Data Protection in order
guna melakukan sosialisasi untuk meningkatkan to conduct socialization to increase awareness
kesadaran akan pentingnya budaya kepatuhan of the importance of compliance culture and
serta memitigasi risiko kepatuhan yang mitigate compliance risks that may occur.
mungkin terjadi.
• Melakukan Surprise Road Show guna melakukan • Conducting Surprise Road Show to conduct
sosialisasi untuk meningkatkan kesadaran akan socialization to increase awareness of the
pentingnya integritas dan budaya kepatuhan importance of integrity and compliance culture
serta memitigasi risiko kepatuhan yang mungkin and mitigate possible compliance risks as a follow-
terjadi sebagai tindak lanjut atas temuan Surprise up to the findings of Surprise Audit conducted by
Audit yang dilakukan oleh Internal Audit. Internal Audit.
• Melakukan tugas-tugas lainnya yang terkait • Perform other tasks related to the Compliance
dengan Fungsi Kepatuhan. Function.
b. Penunjukan Direktur yang membawahkan fungsi b. The appointment of the Director in charge of
kepatuhan telah sesuai dengan ketentuan: the compliance function is in accordance with
the provisions.
• Tidak dirangkap jabatan oleh Direktur Utama • Does not hold concurrent positions as the
ataupun Wakil Direktur Utama serta tidak President Director or Deputy President Director
membawahkan fungsi operasional Bank. and is not in charge of the Bank’s operational
functions.
c. Direksi Permata Bank telah menjalankan tanggung c. The Board of Directors of Permata Bank have carried
jawabnya dalam menciptakan dan membangun out their responsibilities in creating and building
budaya kepatuhan di Permata Bank, yang meliputi a culture of compliance at Permata Bank, which
antara lain: includes among others:
• Menyetujui kebijakan kepatuhan Bank dalam • Approve the Bank’s compliance policy in the
bentuk dokumen formal tentang fungsi kepatuhan form of a formal document regarding effective
yang efektif. compliance function.
• Bertanggung jawab untuk mengkomunikasikan • Responsible for communicating all policies,
seluruh kebijakan, pedoman, sistem dan prosedur guidelines, systems and procedures to all relevant
ke seluruh jenjang organisasi terkait. levels of the organization.
• Bertanggung jawab untuk menciptakan fungsi • Responsible for creating an effective and
kepatuhan yang efektif dan permanen sebagai permanent compliance function as part of the
bagian dari kebijakan kepatuhan Bank secara Bank’s overall compliance policy.
keseluruhan.
d. Satuan Kerja Kepatuhan Permata Bank telah d. The Compliance Working Unit of Permata Bank has
menjalankan tugas dan tanggung jawabnya dengan properly carried out its duties and responsibilities in
baik sesuai dengan ketentuan BI/OJK yang berlaku, accordance with the applicable BI/OJK provisions,
yang meliputi antara lain: which include among others:
• Membuat langkah dalam rangka mendukung • Make steps to support the creation of a culture of
terciptanya budaya kepatuhan pada compliance in all business activities of the Bank at
seluruh kegiatan usaha Bank pada setiap every level of the organization.
jenjang organisasi.
• Melakukan identifikasi, pengukuran, monitoring, • Identify, measure, monitor and control the
dan pengendalian terhadap Risiko Kepatuhan Compliance Risk concerning the Financial
dengan mengacu pada Peraturan Otoritas Jasa Services Authority Regulation concerning
Keuangan mengenai Penerapan Manajemen Implementation of Risk Management for
Risiko bagi Bank Umum. Commercial Banks.
570 PT Bank Permata Tbk Laporan Tahunan 2025
Page 573
• Menilai dan mengevaluasi efektivitas, kecukupan, • Assessing and evaluating the effectiveness,
dan kesesuaian kebijakan, ketentuan, sistem adequacy and suitability of policies, provisions,
maupun prosedur yang dimiliki oleh Bank dengan systems and procedures owned by the Bank with
peraturan perundang-undangan. laws and regulations.
• Melakukan kaji ulang dan/atau • Reviewing and/or recommending updating and
merekomendasikan pengkinian dan improving policies, regulations, and systems and
penyempurnaan kebijakan, ketentuan, serta procedures owned by the Bank to comply with the
sistem dan prosedur yang dimiliki oleh Bank agar provisions of the Financial Services Authority and
sesuai dengan ketentuan Otoritas Jasa Keuangan laws and regulations.
dan peraturan perundang-undangan.
• Melakukan upaya untuk memastikan bahwa • Make efforts to ensure that the policies, provisions,
kebijakan, ketentuan, sistem dan prosedur, systems and procedures, as well as the Bank’s
serta kegiatan usaha Bank telah sesuai dengan business activities comply with the provisions of
ketentuan Otoritas Jasa Keuangan dan peraturan the Financial Services Authority and laws and
perundangan-undangan. regulations.
• Melakukan tugas lain yang terkait dengan fungsi • Perform other tasks related to the
kepatuhan. compliance function.
7. Penerapan Fungsi Audit Intern: 7. Implementation of Internal Audit Function:
a. Direksi telah memastikan terciptanya struktur a. The Board of Directors has ensured internal control
pengendalian intern dan menjamin terselenggaranya structure is developed at all levels of management.
fungsi audit intern yang efektif dalam setiap
tingkatan manajemen.
b. Direksi telah memastikan pemantauan tindak lanjut b. The Board of Directors has ensured monitoring of the
temuan SKAI dilaksanakan sesuai kebijakan Bank. management action plan is carried out in accordance
with the Bank’s policies.
c.
Bank telah memastikan kaji ulang atas efektivitas c. Bank has ensured the effectiveness of Internal Audit
SKAI serta kepatuhan terhadap regulasi dan standar and its compliance with regulation and professional
profesional dilaksanakan oleh pihak eksternal yang standard is reviewed by independent external party
independen setiap tiga tahun. every three years.
d. SKAI telah secara berkala melakukan kaji ulang d. Internal Audit has regularly reviewed audit plan
realisasi rencana pemeriksaan dan kecukupan ruang realization and the adequacy of audit scope.
lingkup pemeriksaan.
e. SKAI telah melaporkan seluruh temuan hasil e.
Internal Audit has reported all audit findings to
pemeriksaan secara berkala kepada Direktur Utama, President Director, Audit Committee and Board of
Komite Audit dan Dewan Komisaris dengan tembusan Commissioner with a copy sent to the Compliance
kepada Direktur Kepatuhan, termasuk kepada Dewan Director, including to Sharia Supervisory Board for
Pengawas Syariah untuk hasil pemeriksaan syariah. sharia findings.
f. SKAI melakukan pengkinian Kebijakan dan Prosedur f. Internal Audit has updated Internal Audit Policy and
Internal Audit secara berkala. Procedures regularly.
8. Penerapan Fungsi Audit Ekstern: 8. Implementation of External Audit Function:
a. Pelaksanaan audit atas laporan keuangan a. The audit of Permata Bank’s financial report is
Permata Bank dilakukan oleh Akuntan Publik dan KAP conducted by the Public Accountant and KAP
yang terdaftar di Otoritas Jasa Keuangan. registered in Financial Services Authority.
b. Dengan memperhatikan ketentuan yang berlaku, b. In accordance with the prevailing regulations,
Permata Bank telah melakukan penunjukan KAP Permata Bank has appointed KAP Rintis, Jumadi,
Rintis, Jumadi, Rianto & Rekan guna melakukan audit Rianto & Rekan to audit the financial statements for
terhadap laporan keuangan untuk tahun buku yang fiscal year ending 31 December 2025.
berakhir pada 31 Desember 2025.
c. Penunjukkan KAP telah memperoleh persetujuan c. The appointment of KAP has obtained the approval of
RUPS berdasarkan rekomendasi dari Komite Audit AGMS based on the recommendation from the Audit
dan Dewan Komisaris dan senantiasa memperhatikan Committee and BOC and in accordance with the
peraturan perundang-undangan yang berlaku. prevailing laws and regulations.
2025 Annual Report PT Bank Permata Tbk 571
Page 574
Tata Kelola Perusahaan
Good Corporate
Governance
d. Akuntan Publik dan KAP yang ditunjuk mampu d. The appointed Public Accountant and KAP are
bekerja secara independen dan memenuhi standar capable to work independently and fulfill the
profesional akuntan publik serta menyampaikan professional standards for the Public Accountant and
laporan-laporan kepada Otoritas Jasa Keuangan submit the reports to Financial Services Authority on a
dengan tepat waktu. timely manner.
e. Akuntan Publik secara rutin melakukan komunikasi e. The Public Accountant has routine communications
dengan Otoritas Jasa Keuangan mengenai kondisi with Financial Services Authority on the condition
Permata Bank dalam rangka persiapan dan of Bank Permata in the preparation and execution
pelaksanaan audit. of audit.
9. Penerapan Fungsi Manajemen Risiko dan 9. Implementation of Risk Management and Internal
Pengendalian Intern: Control Functions:
a. Direksi dan Dewan Komisaris Permata Bank telah a. The BOD and the BOC of Permata Bank have clear
memiliki tugas dan tanggung jawab yang jelas yang roles and responsibilities as stated in the ERMF, and
tertuang dalam ERMF, dan telah melaksanakan have successfully performed their functions through
fungsinya dengan baik melalui Komite Risiko di bawah the Risk Committees under the Board of Directors
Direksi dan Dewan Komisaris. Bank telah memiliki tata and Board of Commissioners. The Bank has adequate
kelola organisasi yang memadai untuk pengendalian organizational governance for internal control by
internal dengan mengadopsi pendekatan Model Tiga adopting the Three Lines Model approach. The Bank
Lini. Secara berkala Bank telah melakukan evaluasi periodically evaluates the implementation of risk
atas penerapan manajemen risiko untuk seluruh tipe management for all principle risk types, which is
risiko utama, yang dilaporkan ke Komite Manajemen reported to the Risk Management Committee and
Risiko dan Komite Pemantau Risiko, termasuk the Risk Monitoring Committee, including the country
diantaranya adalah pembahasan terkait country risk and transfer risk that has been discussed through
risk dan transfer risk melalui agenda ‘Annual Review the ‘Annual Review Country Risk Horizon (CRH) and
Country Risk Horizon (CRH) and Annual Review Annual Review Country Risk Limit’ agenda.
Country Risk Limit’.
b. Bank telah berkomitmen untuk mematuhi Undang- b. The Bank has committed to comply with the applicable
Undang dan Peraturan Anti Pencucian Uang Anti-Money Laundering (AML), Counter-Terrorism
(APU), Pencegahan Pendanaan Terorisme (PPT), Financing (CTF), and Counter Proliferation Financing
dan Pencegahan Pendanaan Proliferasi Senjata of Weapons of Mass Destruction (CPF-WMD) laws and
Pemusnah Massal (PPPSPM) yang berlaku di Indonesia regulations in Indonesia, and to taking the necessary
dan mengambil tindakan yang diperlukan untuk actions to prevent, detect, and report to the relevant
mencegah, mendeteksi, dan melaporkan kepada authorities, within the applicable legal framework,
pihak berwenang, dalam kerangka undang-undang any known or suspected activities related to money
yang berlaku, segala tindakan terkait Pencucian laundering, terrorism financing, and proliferation
Uang, Pendanaan Terorisme, dan Pendanaan financing of weapons of mass destruction, as well as
Proliferasi Senjata Pemusnah Massal yang diketahui other criminal activities and suspicious transactions.
atau dicurigai, aktivitas kriminal lainnya dan transaksi
mencurigakan.
c. Terkait Tata Kelola Syariah, peran dan tanggung c. In regards to Sharia Governance, the roles and
jawab Fungsi Manajemen Risiko Syariah telah diatur responsibilities of the Sharia Risk Management
dalam Enterprise Risk Management Framework Function are stipulated in the ERMF. Sharia risk
(ERMF). Penerapan manajemen risiko syariah untuk management for the Sharia Business Unit (SBU) is
Unit Usaha Syariah (UUS) dilaksanakan secara implemented in an integrated manner and supported
terintegrasi dan didukung oleh Pejabat Eksekutif by the Sharia Risk Management Executive Officer
Fungsi Manajemen Risiko Syariah yang melapor reporting directly to the Risk Director, ensuring
langsung kepada Direktur Risiko, guna memastikan alignment with the Bank’s overall risk management
keselarasan dengan manajemen risiko Bank secara while maintaining compliance with sharia principles.
keseluruhan dengan tetap menjaga kepatuhan
terhadap prinsip syariah.
572 PT Bank Permata Tbk Laporan Tahunan 2025
Page 575
10. Pemberian Remunerasi: 10. Remuneration:
a. Pelaksanaan kebijakan Remunerasi dan Nominasi a. The implementation of the Remuneration and
diawasi dengan GCG yang baik oleh Komite Nomination policy is supervised by the Remuneration
Remunerasi dan Nominasi. and Nomination Committee with good GCG principles.
b. Rekomendasi yang diterapkan mempertimbangkan b. The recommendations implemented take into account
prinsip kehati-hatian dan juga risiko untuk the principle of prudence and risks to the Bank’s
keberlangsungan Bank. sustainability.
c. Evaluasi kebijakan Remunerasi dan Nominasi c. The Remuneration and Nomination policy is evaluated
dilakukan secara berkala melalui Rapat Komite periodically through Committee Meetings to oversee
dalam hal pengawasan terhadap implementasi the implementation of the Remuneration policy.
kebijakan Remunerasi.
11. Penyediaan Dana kepada Pihak Terkait (Related Party) 11. Provision of Funds to Related Party and Large Exposures:
dan Penyediaan Dana Besar (Large Exposures):
Kaji ulang atas kebijakan, sistem dan prosedur, dan Periodic review of policies, system and procedure is in
pengawasan eksposur penyediaan dana telah dijalankan place, and monitoring of provision of fund is adequate and
secara memadai agar sesuai dengan ketentuan peraturan aligned with external regulation. Selective review process
perundang-undangan. Proses pemilihan dan pengkajian of the debtor is continually improved through the update
debitur telah ditingkatkan dengan pembaharuan kriteria of underwriting criteria and credit policy, and credit grade
underwriting dan penetapan panduan nilai fasilitas tiering prevents large exposures to poor quality debtors.
berdasarkan Credit Grading mencegah pemberian dana Furthermore, credit decision is done independently
besar terhadap debitur berkualitas rendah. Pengambilan without the intervention or influence from related parties
keputusan kredit telah dilakukan secara independen and/or other parties. Furthermore, currently reporting
tanpa intervensi dari pihak terkait dan/atau pihak lain. for provision of funds to related parties and/or large
Selanjutnya, saat ini sudah ada mekanisme untuk exposures has been automated through BMPK system.
proses pelaporan penyediaan dana pihak terkait dan/
atau penyediaan dana besar yang terotomasi melalui
sistem BMPK.
12. Integritas Pelaporan dan Sistem Teknologi Informasi: 12. Reporting Integrity and Information Technology Systems:
a. Laporan pelaksanaan GCG Permata Bank telah a. The implementation of GCG report of Permata Bank
disampaikan secara lengkap, akurat, kini, dan utuh. has been submitted in a complete, accurate, updated,
and comprehensive manner.
b. Permata Bank telah mentransparansikan kondisi b. Permata Bank has provided transparent information
keuangan dan non-keuangan, tata cara pengaduan on the financial and non-financial condition, the
nasabah dan penyelesaian sengketa, informasi procedure for complaints and the dispute resolution,
produk, serta informasi lain sesuai dengan ketentuan product information, and other information pursuant
yang berlaku. to the prevailing regulation.
13. Rencana Strategis Bank: 13. Bank’s Strategic Plan:
a. Penyusunan, pelaksanaan dan pemantauan atas a. The preparation, implementation and monitoring of
rencana strategis Permata Bank telah disusun oleh Permata Bank’s strategic plan has been prepared by
Direksi dan dilaksanakan sesuai dengan prinsip the Board of Directors and carried out in accordance
kehati-hatian perbankan dan mempertimbangkan with the principles of banking prudence and fully
secara penuh segala risiko yang mungkin timbul dari considering all risks that may arise from internal and
faktor internal dan eksternal. external factors.
b. Rencana Korporasi dan Rencana Bisnis Bank beserta b. The Bank’s Corporate Plan and Business Plan and its
realisasinya telah dikomunikasikan oleh Direksi realization have been communicated by the Board of
kepada Pemegang Saham Pengendali (melalui Directors to the Controlling Shareholders (through its
perwakilannya di Dewan Komisaris) dan seluruh representatives in the Board of Commissioners) and
Pejabat Senior, serta menyampaikan informasi all Senior Officials, as well as conveying important
penting terkait dengan rencana strategis Bank information related to the Bank’s strategic plan to
kepada semua karyawan melalui forum diskusi online all employees through on line discussion forums
maupun e-mail. and e-mail.
2025 Annual Report PT Bank Permata Tbk 573
Page 576
Tata Kelola Perusahaan
Good Corporate
Governance
c. Bangkok Bank Public Company Limited selaku c. Bangkok Bank Public Company Limited as the
pemegang saham pengendali menunjukkan controlling shareholder shows its commitment
komitmennya untuk memperkuat permodalan Bank to strengthen the Bank’s capital and strengthen
dan memperkuat manajemen di Dewan Komisaris management in the Board of Commissioners and
dan Direksi untuk mendukung pertumbuhan Board of Directors to support long-term growth.
jangka panjang.
14. Aspek Pemegang Saham: 14. Shareholders Aspect:
a. Penetapan pembagian dividen Bank senantiasa a. The Bank’s dividend distribution determination
mempertimbangkan sejumlah faktor utama, seperti consistently considers several key factors, such
tingkat kesehatan bank, posisi permodalan, target as the bank’s health, capital position, target ratios,
rasio yang harus dipenuhi, proyeksi kebutuhan modal projected future capital requirements, compliance
di masa depan, kepatuhan terhadap peraturan with applicable laws and regulations, profitability,
hukum yang berlaku, tingkat profitabilitas, kondisi macroeconomic conditions and prospects, external
dan prospek ekonomi makro, faktor risiko eksternal, risk factors, and Permata Bank’s future business plans
serta rencana dan prospek usaha Permata Bank di and prospects.
masa depan.
b. Pemegang saham tidak melakukan intervensi, b. Shareholders do not intervene, seek personal or group
mengambil keuntungan pribadi atau golongan benefits, or have conflicts of interest in strategic
tertentu, dan memiliki benturan kepentingan decisions, including the appointment, replacement,
dalam menetapkan keputusan strategis antara and/or dismissal of members of the Board of Directors,
lain pengangkatan, penggantian, dan/atau Board of Commissioners, and/or Sharia Supervisory
pemberhentian anggota Direksi, Dewan Komisaris, Board (SSB), nor do they intervene in the Bank’s
dan/atau DPS serta tidak melakukan intervensi operational activities that could reduce the Bank’s
terhadap kegiatan operasional Bank yang berdampak profits and/or cause losses.
pada berkurangnya keuntungan Bank dan/atau
menyebabkan kerugian Bank.
c. Bank menerapkan Tata Kelola yang Baik dan c. The Bank implements Good Governance and
manajemen risiko yang memadai dalam adequate risk management in carrying out its equity
melaksanakan kegiatan penyertaan modal Bank participation activities in associates and investees
pada entitas asosiasi dan investee sesuai dengan in accordance with the Financial Services Authority
Peraturan Otoritas Jasa Keuangan mengenai Regulation concerning equity participation activities
kegiatan penyertaan modal oleh bank umum. by commercial banks.
15. Penerapan Strategi Anti-Fraud termasuk Anti Penyuapan: 15. Implementation of Anti-Fraud Strategy including
Anti Bribery:
Proses pelaporan serta pengkinian laporan penerapan The reporting process, including updates on the
strategi anti-fraud dan/atau laporan kejadian fraud implementation of the anti-fraud strategy and/or reports
berdampak signifikan telah tertuang dalam Prosedur on significant fraud incidents, is stipulated in the Fraud
Panduan Pelaporan Fraud ke Regulator. Reporting Guidelines and Procedures to the Regulator.
16. Penerapan Keuangan Berkelanjutan termasuk Penerapan 16. Implementation of Sustainable Finance including
Tanggung Jawab Sosial dan Lingkungan: Implementation of Social and Environmental
Responsibility:
a. Prinsip Keuangan Berkelanjutan telah diterapkan a. Sustainable Finance principles have been
dan diintegrasikan ke dalam ranah bisnis dan implemented and integrated into the Bank’s business
operasional Bank. and operational domains.
b. Laporan Keberlanjutan (Sustainability Report) telah b. Sustainability Report has been prepared annually in
disusun setiap tahun sesuai dengan POJK 51/2017. accordance with POJK 51/2017.
c. Bank telah mengomunikasikan RAKB kepada c. Bank has communicated the SFAP to shareholders
pemegang saham melalui rapat dan Laporan through meetings and the Sustainability Report, as
Keberlanjutan, serta kepada karyawan melalui well as to employees through internal socialization
sosialisasi dan publikasi internal. and publications.
d. Bank telah mengembangkan CRMS dan d. Bank has developed a CRMS and implemented
melaksanakan CRST, di mana mitigasi dan potensi a CRST, which identifies mitigation and potential
dampak risiko iklim telah teridentifikasi. impacts of climate risks.
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III. Governance Outcome: III. Governance Outcome:
1. Pelaksanaan Tugas dan Tanggung Jawab Direksi: 1. Performance of Duties and Responsibilities by the Board
of Directors:
a. Rapat Direksi telah terselenggara secara efektif dan a. Meetings of the Board of Directors have been held
efisien, dan hasil rapat Direksi telah didokumentasikan effectively and efficiently, and the result of meeting of
dengan baik. the Board of Directors has been properly documented.
b. Aspek transparansi seluruh anggota Direksi b. Transparency aspect of all members of the Board of
dilaksanakan dengan baik sesuai dengan ketentuan Directors has been properly conducted pursuant to
yang berlaku. the prevailing regulations.
2. Pelaksanaan Tugas dan Tanggung Jawab 2. Performance of Duties and Responsibilities by the Board
Dewan Komisaris: of Commissioners:
a. Hasil kinerja Dewan Komisaris, berupa hasil rapat a. The outcome of the Board of Commissioners’
Dewan Komisaris telah didokumentasikan dengan performance, namely the result of meeting of
baik dan merupakan rekomendasi dan arahan yang the Board of Commissioners has been properly
dapat diimplementasikan oleh RUPS dan Direksi. documented and constitutes recommendations and
directions that can be implemented by the GMS and
the Board of Directors.
b. Aspek transparansi seluruh anggota Dewan Komisaris b. Transparency aspect of all members of the Board
telah dilaksanakan dengan baik sesuai dengan of Commissioners has been properly conducted
ketentuan yang berlaku. pursuant to the prevailing regulations.
3. Pelaksanaan Tugas dan Tanggung Jawab Dewan 3. Performance of Duties and Responsibilities by the Sharia
Pengawas Syariah: Supervisory Board:
a. Seluruh hasil rapat terdokumentasi dengan baik a. All meeting results are well documented through
melalui risalah lengkap, termasuk perbedaan complete minutes, including any dissenting opinions,
pendapat bila ada, dan telah dibagikan kepada and have been distributed to the Board of Directors for
Direksi untuk ditindaklanjuti sesuai komitmen. follow-up, as committed.
b. DPS juga memenuhi kewajiban pengungkapan b. The SSB also fulfills its disclosure obligations (share
(kepemilikan saham, hubungan keuangan/keluarga, ownership, financial/family relationships, concurrent
rangkap jabatan, dan remunerasi) dalam laporan tata positions, and remuneration) in the Bank’s governance
kelola dan laporan tahunan Bank. report and annual report.
c. Tingkat risiko ketidakpatuhan syariah tetap berada c. The risk level of sharia non-compliance remains
pada level rendah, menunjukkan efektivitas low, demonstrating effective supervision and the
pengawasan dan peningkatan kompetensi increasing competence of SSB members.
anggota DPS.
d. Laporan hasil pengawasan disampaikan kepada OJK d. Supervisory reports are submitted to the OJK in a
secara lengkap, akurat, dan tepat waktu, serta opini complete, accurate, and timely manner, and SSB
DPS diberikan sesuai tenggat dalam pedoman kerja. opinions are provided within the deadlines set forth in
the work guidelines.
4. Kelengkapan dan Pelaksanaan Tugas Komite: 4. Adequacy and Performance of Duties by the Committees:
Masing-masing komite telah melaksanakan fungsinya Each committee has performed its function pursuant to
sesuai ketentuan yang berlaku dan hasil rapat komite telah the prevailing regulations and the result of meeting of
dituangkan dalam risalah rapat dan didokumentasikan the committee has been incorporated into the minutes of
dengan baik oleh masing-masing komite. meeting and properly documented by each committee.
5. Penanganan Benturan Kepentingan: 5. Management of Transactions with Conflict of Interest:
Tidak ada transaksi yang mengandung benturan There is no transaction containing conflict of interest that
kepentingan yang dapat merugikan atau mengurangi is detrimental to the Bank or reduces the Bank’s profits.
keuntungan Bank.
6. Penerapan Fungsi Kepatuhan Bank: 6. Implementation of Bank’s Compliance Function:
a. Permata Bank selalu menyampaikan Laporan a. Permata Bank consistently submits Compliance
Kepatuhan, Pihak Terkait dan laporan regulator Reports, Related Party Reports, and other regulatory
lainnya kepada OJK/BI secara tepat waktu, dengan reports to the OJK/BI in a timely manner, with coverage
cakupan yang telah sesuai dengan ketentuan OJK/BI that complies with applicable OJK/BI regulations.
yang berlaku.
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Tata Kelola Perusahaan
Good Corporate
Governance
b. Cakupan laporan pelaksanaan tugas Direktur b. The scope of the Compliance Director’s report on
Kepatuhan, batas waktu penyampaian ke OJK the implementation of his duties and the deadline
telah sesuai dengan ketentuan OJK. Demikian juga for submission to the OJK are in accordance with
dengan Laporan Kepatuhan yang disampaikan ke OJK regulations. Likewise, the Compliance Report
Dewan Komisaris telah sesuai dengan ketentuan submitted to the Board of Commissioners complies
yang berlaku. with applicable regulations.
c. Permata Bank menyusun gap analisis atas peraturan- c. Permata Bank compiles a gap analysis of new
peraturan regulator yang baru dan terus menerus regulatory regulations and continuously disseminates
melakukan sosialisasi peraturan-peraturan baik yang information on both new and significant regulations,
baru maupun yang signifikan bagi Bank sehingga thereby reducing the level of violations of
menurunkan tingkat pelanggaran terhadap ketentuan applicable regulations.
yang berlaku.
d. Permata Bank telah berhasil membangun dan d. Permata Bank has successfully built and maintained
memiliki kesadaran atas budaya Kepatuhan dalam an awareness of a Compliance culture in decision-
pengambilan keputusan dan dalam kegiatan making and operational activities.
operasional.
7. Penerapan Fungsi Audit Intern: 7. Implementation of Internal Audit Function:
a. Direksi telah memastikan pelaksanaan fungsi audit a. The Board of Directors has ensured that Internal Audit
intern Bank disampaikan di RUPS. activities are reported to GMS.
b. Temuan pemeriksaan SKAI telah ditindaklanjuti dan b. The audit findings have been followed up and there
tidak terdapat temuan signifikan yang berulang. are no significant repeated findings.
c. SKAI bertindak independen dan objektif pada saat c. Internal Audit act independently and objectively
pelaksanaan pemeriksaan sesuai Piagam Internal during engagement, in line with Internal Audit Charter
Audit dan Kode Etik. and Code of Ethics.
Seluruh auditor SKAI Permata Bank telah All auditors of Internal Audit Permata Bank have signed
menandatangani Kode Etik terkini dan Kepala the updated Code of Ethic and Chief of Internal Audit
SKAI telah melakukan konfirmasi independensi have confirmed organization independence of Internal
atas organisasi SKAI kepada Presiden Direktur dan Audit to President Director and Audit Committee in
Komite Audit di bulan Juli 2025. Dengan demikian July 2025. Internal Audit has implemented POJK No. 1/
SKAI Permata Bank telah menerapkan POJK No. 1/ POJK.03/2019 concerning the Internal Audit Function
POJK.03/2019 tentang Fungsi Audit Intern pada Bank at Commercial Banks and Professional Standard.
Umum dan Standar Profesional.
8. Penerapan Fungsi Audit Ekstern: 8. Implementation of External Audit Function:
Dalam melakukan audit, auditor telah bertindak objektif In conducting the audit, the auditor has performed
dan hasil audit telah sesuai dengan ruang lingkup objectively and the audit result is consistent with the
audit, serta menggambarkan kondisi Permata Bank dan scope of audit and describes the condition of Permata
hasil tersebut telah disampaikan kepada Otoritas Jasa Bank and such result has been submitted to Financial
Keuangan secara tepat waktu. Services Authority on a timely manner.
9. Penerapan Fungsi Manajemen Risiko dan 9. Implementation of Risk Management and Internal Control
Pengendalian Intern: Functions:
a. Secara umum, kerangka kerja manajemen risiko dan a. In general, the risk management framework and risk
proses manajemen risiko telah dilaksanakan sesuai management processes have been implemented in
dengan tujuan bisnis, kebijakan, ukuran, kompleksitas accordance with Permata Bank’s business objectives,
bisnis, dan kemampuan Permata Bank. policies, size, complexity and business capabilities.
b. Komite tata kelola risiko yang berada pada tingkat b. The risk governance committee at the Board of
Dewan Komisaris dan Direksi telah melakukan Commissioners and Board of Directors level has
pengawasan secara aktif terhadap pelaksanaan actively supervises the implementation of risk
manajemen risiko di Permata Bank. management at Permata Bank.
c. Berdasarkan laporan penilaian peringkat risiko Bank c. Based on the Bank’s risk rating report for Q4/2025,
Kuartal 4/2025, peringkat risiko Bank sama dengan the Bank’s risk rating is the same as the previous
periode sebelumnya, yakni tetap pada peringkat dua period, which is at two (Low to Moderate). Although
(Low to Moderate). Meskipun peringkat risiko inheren inherent risk ratings for each risk type remained
pada masing-masing jenis risiko tidak mengalami unchanged, marginal score movements resulted in
576 PT Bank Permata Tbk Laporan Tahunan 2025
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perubahan, pergerakan skor yang bersifat marginal the Bank’s composite inherent risk rating changing
menyebabkan peringkat risiko inheren komposit from Low to Moderate to Moderate. The overall
Bank mengalami perubahan dari Low to Moderate quality of risk management implementation is at
menjadi Moderate. Kualitas penerapan manajemen the Satisfactory level, the same as the previous
risiko secara keseluruhan berada pada tingkat period. The Bank has taken adequate risk mitigation
Satisfactory, sama dengan periode sebelumnya. Bank measures to maintain the level of risk from potential
telah mengambil langkah-langkah mitigasi risiko risks of facing uncertainty due to global and domestic
yang memadai untuk menjaga level risiko dari potensi macroeconomics situation.
risiko menghadapi ketidakpastian akibat situasi
makroekonomi global dan domestik.
d. Permata Bank hanya mengambil risiko yang sesuai d. Permata Bank only takes risk position that is in line
dengan risk appetite dan toleransi risiko, serta with risk appetite and risk tolerance, and overall
keseluruhan strategi bisnis. business strategy.
e. Direksi dan Dewan Komisaris melakukan pengawasan e. The Board of Directors and the Board of Commissioners
secara aktif terhadap pelaksanaan kebijakan dan actively oversee the implementation of the Bank’s
strategi manajemen risiko, termasuk yang berkaitan risk management policies and strategies, including
dengan country risk dan transfer risk serta pengelolaan those related to country risk and transfer risk, as
aset bermasalah, penyisihan, dan pencadangan well as the management of non-performing assets,
dalam pengelolaan risiko kredit. Pengawasan berkala provisioning, and reserves in credit risk management.
atas pengelolaan aset bermasalah, penyisihan, Periodic supervision over the management of non-
dan pencadangan dalam pengelolaan risiko kredit performing assets, provisioning, and reserves in
dilakukan oleh Direksi melalui Komite Manajemen credit risk management is carried out by the Board of
Risiko dan oleh Dewan Komisaris melalui Komite Directors through the Risk Management Committee
Pemantau Risiko. and by the Board of Commissioners through the Risk
Monitoring Committee.
10. Pemberian Remunerasi: 10. Remuneration:
a. Masing-masing komite telah melaksanakan a. Each committee has carried out its functions in
fungsinya sesuai ketentuan yang berlaku dan accordance with applicable regulations, and the
laporan remunerasi telah memenuhi perundangan remuneration report complies with applicable laws.
yang berlaku.
b. Hasil Remunerasi disampaikan dalam RUPS dengan b. Remuneration results are presented at the GMS, taking
mempertimbangkan prinsip kehati-hatian dan juga into account the principle of prudence and risks to the
risiko untuk keberlangsungan Bank. Bank’s sustainability.
11. Penyediaan Dana kepada Pihak Terkait (Related Party) 11. Provision of Funds to Related Party and Large Exposures:
dan Penyediaan Dana Besar (Large Exposures):
Permata Bank telah melakukan monitoring terhadap Permata Bank has been monitoring the provision of fund to
penyediaan dana kepada pihak terkait dan tidak terdapat related parties and large exposures closely and has neither
pelampauan maupun pelanggaran BMPK untuk periode exceed nor breached the legal lending limit stipulated by
Januari–Desember 2025. Laporan telah diberikan kepada the regulator for the period of January– December 2025.
regulator secara berkala dan tepat waktu. Timely reports are also given to the regulator periodically.
12. Integritas Pelaporan dan Sistem Teknologi Informasi: 12. Reporting Integrity and Information Technology Systems:
a. Laporan Tahunan, laporan terstruktur, laporan a. Annual Reports, structured reports, unstructured
tidak terstruktur dan/atau laporan keberlanjutan, reports, and/or sustainability reports, published
publikasi Laporan Keuangan, prospektus, laporan Financial Statements, prospectuses, GCG
pelaksanaan GCG serta Laporan mengenai Aksi implementation reports, and Corporate Action
Korporasi telah disampaikan secara tepat waktu Reports have been submitted in a timely manner
kepada stakeholders, termasuk kepada Otoritas Jasa to stakeholders, including the Financial Services
Keuangan (atau regulator terkait) sesuai ketentuan Authority (or related regulators), in accordance with
yang berlaku. applicable regulations.
b. Permata Bank secara transparan menyampaikan b. Permata Bank transparently communicates product
informasi produk dan jasa, menerapkan pengelolaan and service information, implements effective
pengaduan nasabah dengan efektif serta memelihara customer complaint management, and maintains
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Tata Kelola Perusahaan
Good Corporate
Governance
data dan informasi pribadi nasabah sesuai dengan customer data and personal information in
ketentuan yang berlaku. accordance with applicable regulations.
13. Rencana Strategis Bank: 13. Bank’s Strategic Plan:
a. Rencana Korporasi dan Rencana Bisnis Bank telah a. The Bank’s Corporate Plan and Business Plan have
disusun oleh Direksi dan telah dikomunikasikan serta been prepared by the Board of Directors and have
disetujui oleh Dewan Komisaris untuk menghadapi been communicated and approved by the Board of
segala kendala eksternal maupun internal yang dapat Commissioners to deal with all external and internal
terjadi di masa depan. obstacles that may occur in the future.
b. Rencana Korporasi dan Rencana Bisnis Bank beserta b. The Bank’s Corporate Plan and Business Plan along
realisasinya telah dikomunikasikan oleh Direksi with their realization have been communicated by
kepada Pemegang Saham Pengendali dan seluruh the Board of Directors to the Controlling Shareholder
jajaran manajemen dalam organisasi Permata and all levels of management in the Permata Bank
Bank termasuk penjelasan singkat kepada seluruh organization including brief explanations to all
karyawan melalui surat elektronik (e-mail) atau employees via electronic mail (e-mail) or through
melalui forum diskusi online termasuk penjelasan online discussion forums including explanations of the
mengenai arahan strategi bisnis dan pencapaian Bank’s business strategy direction and performance
kinerja Bank secara berkala. achievements periodically.
c. Bank menyadari bahwa pertumbuhan bisnis yang c. The Bank realizes that sustainable business growth
berkelanjutan harus didukung oleh perkembangan must be supported by the development of supporting
faktor pendukung (SDM, TI, manajemen risiko, factors (HR, IT, risk management, branches,
cabang, proses, dll). Untuk itu, Bank secara konsisten processes, etc.). To that end, the Bank consistently
mengkaji dan berinvestasi dalam mengembangkan reviews and invests in developing and continuously
dan terus meningkatkan faktor-faktor pendukung improving these supporting factors including the
tersebut termasuk penyediaan infrastruktur yang provision of adequate infrastructure to support the
memadai untuk mendukung operasional Bank dalam Bank’s operations in facing all external and internal
menghadapi segala kendala eksternal maupun constraints that may occur in the future.
internal yang dapat terjadi di masa depan.
14. Aspek Pemegang Saham: 14. Shareholders Aspect:
a. Pemegang saham Bank telah mendukung a. Bank’s shareholders have supported the Bank’s sound
pelaksanaan kegiatan usaha Bank yang sehat dan business operations in accordance with prudent
sesuai dengan prinsip kehati-hatian dan prinsip principles and Sharia principles by accepting the
syariah dengan diterimanya laporan tahunan Bank’s annual report and granting release and
Bank dan pemberian pelunasan dan pembebasan discharge to members of the Board of Directors for
tanggung jawab kepada anggota Direksi atas their management actions and to members of the
tindakan pengurusan dan kepada anggota Dewan Board of Commissioners for their supervisory actions.
Komisaris Perseroan atas tindakan pengawasan
yang dilakukan.
b. Pembagian dividen Bank telah mempertimbangkan b. Bank’s dividend distribution has taken into account
sejumlah faktor internal dan eksternal, yang dapat a number of internal and external factors that could
mengganggu kelangsungan usaha Bank atau disrupt the Bank’s business continuity or cause the
menyebabkan Bank mengalami permasalahan Bank to experience financial problems and/or losses.
keuangan dan/atau kerugian.
c. Bank telah memiliki pedoman terkait larangan atas c. Bank has guidelines regarding the prohibition of
aksi insider trading dan/atau insider information insider trading and/or insider information and
dan pedoman terkait hak-hak pemegang saham guidelines regarding shareholder rights through the
melalui Kebijakan Komunikasi Pemegang Saham & Shareholder Communication & Investor Relations
Investor Relation. Policy.
15. Penerapan Strategi Anti-Fraud termasuk Anti Penyuapan: 15. Implementation of Anti-Fraud Strategy including
Anti Bribery:
Direksi dan Dewan Komisaris mampu memastikan The Board of Directors and the Board of Commissioners
penerapan strategi anti-fraud telah berjalan secara ensure the effective implementation of the anti-fraud
efektif melalui laporan yang disampaikan secara strategy through periodic reports presented by the
578 PT Bank Permata Tbk Laporan Tahunan 2025
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berkala oleh Divisi Fraud Risk Management dalam rapat Fraud Risk Management Division during meetings of the
Fraud Oversight Committee (FOC), Risk Management Fraud Oversight Committee (FOC), Risk Management
Committee (RMC), Risk Monitoring Committee (RMOC), Committee (RMC), Risk Monitoring Committee (RMOC),
dan Audit Committee. and Audit Committee.
16. Penerapan Keuangan Berkelanjutan termasuk Penerapan 16. Implementation of Sustainable Finance including
Tanggung Jawab Sosial dan Lingkungan: Implementation of Social and Environmental
Responsibility:
a. Bank telah menerapkan keuangan berkelanjutan a. Bank has implemented sustainable finance and
dan menyalurkan dana TJSL untuk mendukung distributed TJSL funds to support sustainability.
pencapaian sustainability.
b. RAKB telah memuat strategi dan target waktu b. The SFAP includes strategies and implementation
penerapan, RAKB telah disampaikan ke OJK tepat timelines. The SFAP has been submitted to the
waktu setiap tahun dan telah disampaikan kepada Financial Services Authority (OJK) on time every
pemegang saham dan seluruh karyawan. year and communicated to shareholders and
all employees.
c. Bank telah memiliki unit khusus untuk mengelola risiko c. The Bank has a dedicated unit to manage climate risk.
iklim.
d. Dana TJSL dikelola dan disalurkan berdasarkan d. TJSL funds are managed and distributed based on
strategi keberlanjutan Bank, terlepas dari kepentingan the Bank’s sustainability strategy, regardless of the
pihak mana pun. interests of any party.
Kelemahan Pelaksanaan Tata Kelola Good Corporate Governance Weakness and
Perusahaan yang Baik dan Penyebabnya: Its Factors:
Terdapat kelemahan dalam pelaksanaan Tata Kelola Perusahaan There are weaknesses in the implementation of the Good
yang Baik, namun secara umum kelemahan tersebut tidak Corporate Governance, but in general these weaknesses are
mengganggu kelangsungan usaha Permata Bank, yaitu: less significant and can be solved through normal action by
Permata Bank’s management, such as:
1. Masih terdapat tidak lanjut hasil pemeriksaan regulator yang 1. There are still follow-up results of regulatory audit that are still
masih dalam proses penyelesaian. in the process of being completed.
2. Masih terdapat hasil gap analisys atas ketentuan regulator 2. There are still gap analysis results on regulatory provisions,
yang action plan-nya masih dalam proses pemenuhan. whose action plans are still in the process of being fulfilled.
3. Terdapat pelanggaran yang mengakibatkan Bank menerima 3. There were violations that resulted in the Bank receiving a
surat teguran terkait Tindak Lanjut Pengawasan atas Insiden warning letter regarding the Follow-up Supervision of a Cyber
Siber dengan Modus Pencairan Dana Rekening Dana Nasabah Incident involving Fund Disbursement from Customer Accounts
dan Rekening Operasional PT RHB Sekuritas Indonesia pada and Operational Accounts of PT RHB Sekuritas Indonesia at
Penyedia Jasa Pembayaran PT Bank Permata Tbk. the Payment Services Provider PT Bank Permata Tbk.
Keterangan: Notes:
Per 31 Desember 2025 tidak terdapat informasi di luar 16 As per 31 December 2025, there is no other information other than
faktor tersebut di atas yang mungkin berdampak mengganggu 16 factors above mentioned that may impact the operational and
operasional dan/atau kelangsungan usaha Permata Bank. business of Permata Bank.
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Page 582
Tata Kelola Perusahaan
Good Corporate
Governance
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) merupakan forum The General Meeting of Shareholders (GMS) is the decision-making
pengambilan keputusan bagi pemegang saham, yang memiliki forum for shareholders, with exclusive authority in accordance
wewenang eksklusif sesuai ketentuan peraturan perundang- with the laws and Permata Bank’s Articles of Association that
undangan yang berlaku dan Anggaran Dasar Permata Bank dan cannot be transferred to the Board of Directors or the Board of
tidak dapat dialihkan kepada Direksi maupun Dewan Komisaris. Commissioners.
Kebijakan Policy
RUPS merupakan organ dengan kewenangan tertinggi dalam The GMS is a body with the highest authority in decision-making
pengambilan keputusan, yang terdiri atas RUPS Tahunan (RUPST) and comprises an Annual GMS (AGMS) and an Extraordinary GMS
dan RUPS Luar Biasa (RUPSLB). Direksi wajib menyelenggarakan (EGMS). The Board of Directors must convene the AGMS every year,
RUPST setiap tahun dalam jangka waktu enam bulan setelah within at least six months after the conclusion of Permata Bank’s
tahun buku Permata Bank ditutup atau dalam jangka waktu yang financial year or in a period as determined by OJK. The EGMS can
ditetapkan oleh OJK. Sedangkan RUPSLB dapat diselenggarakan be convened at any time as required and refers to the prevailing
sewaktu-waktu sesuai dengan kebutuhan berdasarkan peraturan regulations and Permata Bank’s Articles of Association.
yang berlaku serta Anggaran Dasar Permata Bank.
Dewan Komisaris atau satu orang atau lebih pemegang saham The Board of Commissioners or one or more shareholders represent
yang mewakili minimal 1/10 (satu per sepuluh) bagian dari jumlah at least 1/10 (one-tenth) of total shares with legitimate voting rights
semua saham dengan hak suara yang sah yang telah dikeluarkan issued by Permata Bank may submit a written request to the Board
oleh Permata Bank dapat mengajukan permintaan secara of Directors to convene EGMS with regards to the requirements as
tertulis kepada Direksi untuk diselenggarakan RUPSLB dengan stipulated in the Articles of Association and prevailing laws.
memperhatikan ketentuan Anggaran Dasar serta peraturan
perundang-undangan yang berlaku.
Sesuai ketentuan Peraturan OJK No. 14 Tahun 2025 tentang In accordance with the provisions of OJK Regulation No. 14 Year
Pelaksanaan Rapat Umum Pemegang Saham, Rapat Umum 2025 concerning the Electronic General Meetings of Shareholders,
Pemegang Obligasi, dan Rapat Umum Pemegang Sukuk secara Bondholders, and Sukuk Holders (POJK 14/2025) and the Articles
Elektronik (POJK 14/2025) dan Anggaran Dasar Permata Bank, of Association of Permata Bank, the Company may hold GMS
Perseroan dapat menyelenggarakan RUPS secara elektronik electronically, enabling shareholders to participate easily and
sehingga memungkinkan para pemegang saham untuk effectively.
berpartisipasi secara mudah dan efektif.
Berdasarkan Anggaran Dasar Permata Bank, hal-hal yang According to Permata Bank’s Articles of Associations, the AGMS
diputuskan dalam RUPST, di antaranya adalah: shall resolve the following:
1. Pengesahan Laporan Keuangan untuk tahun buku yang 1. Ratification of Financial Statements for the financial year
berakhir tanggal 31 Desember yang telah diperiksa oleh ending 31 December which has been audited by Public
Akuntan Publik yang terdaftar di OJK. Accountant registered in OJK.
2. Persetujuan Laporan Tahunan Permata Bank mengenai 2. Approval of Permata Bank’s Annual Report regarding
laporan kegiatan Permata Bank, laporan pelaksanaan Permata Bank’s activities report, the environmental and social
tanggung jawab sosial dan lingkungan, rincian masalah yang responsibilities report, details of matters arising during the
timbul selama tahun buku yang mempengaruhi kegiatan financial year that affect Permata Bank’s business activities,
usaha Permata Bank, laporan mengenai tugas pengawasan the Board of Commissioners’ supervisory duties report during
yang telah dilaksanakan oleh Dewan Komisaris selama tahun the past financial year, as well as the remuneration of the Board
buku yang lampau, serta remunerasi bagi Direksi dan Dewan of Directors and the Board of Commissioners of Permata Bank
Komisaris Permata Bank untuk tahun buku per 31 Desember. as of 31 December.
580 PT Bank Permata Tbk Laporan Tahunan 2025
Page 583
3. Keputusan penggunaan laba bersih Permata Bank. 3. Decision on the utilization of Permata Bank’s net profit.
4. Penunjukan Akuntan Publik dan/atau Kantor Akuntan Publik 4. Appointment of the Public Accountant and/or Public
yang akan mengaudit Laporan Keuangan Permata Bank. Accounting Firm who will audit Permata Bank’s Financial
Statements.
5. Pengangkatan anggota Direksi dan anggota Dewan Komisaris 5. Appointment of members of the Board of Directors and
(jika diperlukan). members of the Board of Commissioners (if necessary).
6. Hal-hal lainnya yang diajukan dalam RUPST sesuai dengan 6. Other matters proposed at the AGMS in compliance with
ketentuan Anggaran Dasar Permata Bank. Permata Bank’s Articles of Association.
Hak dan Wewenang Pemegang Saham Shareholders’ Rights and Authorities
Sesuai Anggaran Dasar Permata Bank, pemegang saham In accordance with Permata Bank’s Articles of Association,
Perseroan terdiri dari pemegang saham Kelas A dan pemegang the Company’s shareholders consist of Class A and Class B
saham Kelas B, di mana setiap saham kelas A dan saham shareholders, where each Class A share and Class B share grants
kelas B memberikan hak-hak yang sama dan sederajat kepada equal and equivalent rights to its holder. In the conduct of the GMS,
pemiliknya. Dalam pelaksanaan RUPS, tiap saham (tanpa each share (regardless of its nominal value) entitles its holder to
memperhatikan perbedaan nilai nominal saham) memberikan cast one vote, and the vote cast by a shareholder applies to all
hak kepada pemiliknya untuk mengeluarkan satu suara dan suara shares owned by that shareholder (one-share, one-vote).
yang dikeluarkan oleh pemegang saham berlaku untuk seluruh
saham yang dimilikinya (one-share, one-vote).
Permata Bank berkomitmen menjalankan prinsip kesetaraan dan Permata Bank is committed to upholding the principle of equality
memastikan perlakuan yang adil bagi seluruh pemegang saham. and ensuring fair treatment for all shareholders. The rights of
Hak-hak yang dimiliki pemegang saham, termasuk pemegang shareholders, including minority shareholders, are as follows:
saham minoritas, sebagai berikut:
1. Pemegang saham dengan hak suara yang sah atau melalui 1. Shareholders with legitimate voting rights or by legal proxy
kuasanya yang sah berhak menghadiri RUPS. have the right to attend the GMS.
2. Pemegang saham berhak untuk memperoleh materi serta 2. Shareholders have the right to obtain materials and
informasi baik yang terkait dengan hal-hal yang akan information, both related to matters to be decided at the GMS
diputuskan dalam RUPS maupun informasi lainnya yang and other material information.
bersifat material.
3. Pemegang saham berhak untuk mengajukan pertanyaan dan 3. Shareholders have the right to ask questions and convey
memberikan pandangan dalam RUPS. opinions during the GMS.
4. Pemegang saham berhak untuk mengeluarkan satu suara 4. Shareholders may exercise the right of one-share one-vote.
untuk tiap saham yang dimilikinya (one-share one-vote).
5. Pemegang saham berhak menerima dividen dalam hal 5. Shareholders have the right to receive dividends promptly
Permata Bank memperoleh laba yang positif dan telah when Permata Bank generates positive net income and must
diputuskan dalam RUPS serta dibayarkan tepat waktu. be approved by the GMS.
6. Mengangkat dan memberhentikan Direksi dan 6. Appoint and discharge the Board of Directors and the Board of
Dewan Komisaris. Commissioners.
7. Pemegang saham dapat mengajukan usul secara tertulis 7. Shareholders may submit written proposals on the Meeting
mengenai mata acara Rapat yang akan dimasukkan dalam agenda which will be included in the GMS, in accordance with
RUPS dengan memperhatikan ketentuan Anggaran Dasar Permata Bank’s Articles of Association and prevailing laws.
Permata Bank dan peraturan yang berlaku.
8. Memperoleh informasi mengenai rencana pelaksanaan, mata 8. Receiving information on the GMS schedule, agenda, and
acara, serta hasil RUPS secara jelas dan tepat waktu. resolutions clearly and on time.
9. Pemegang saham dapat mengajukan permintaan tertulis 9. Shareholders may submit a written request to hold a GMS, in
untuk menyelenggarakan RUPS dengan memperhatikan accordance with Permata Bank’s Articles of Association and
ketentuan Anggaran Dasar Permata Bank dan peraturan prevailing regulations.
perundang-undangan yang berlaku.
10. Pemegang saham berhak untuk memperoleh informasi 10. Shareholders have the right to obtain material corporate
korporasi yang bersifat material secara tepat waktu. information promptly.
2025 Annual Report PT Bank Permata Tbk 581
Page 584
Tata Kelola Perusahaan
Good Corporate
Governance
11. Pemegang saham berhak untuk mengajukan calon anggota 11. Shareholders have the right to nominate candidates
Direksi dan/atau Dewan Komisaris sesuai dengan ketentuan for members of the Board of Directors and/or the
Anggaran Dasar Permata Bank dan peraturan yang berlaku. Board of Commissioners in accordance with the
provisions of Permata Bank’s Articles of Association and
prevailing regulations.
Akses Informasi kepada Pemegang Saham Access to Shareholder Information and
dan Kegiatan yang Melibatkan Pemegang Shareholder Engagement Activities
Saham
Permata Bank berkomitmen untuk menyediakan informasi kepada Permata Bank is committed to ensuring that shareholders
pemegang saham secara tepat waktu dan memadai. Informasi receive timely and adequate information. All shareholder-related
kepada pemegang saham disediakan melalui saluran komunikasi information is communicated through official channels established
resmi. Penyediaan saluran komunikasi resmi ini bertujuan untuk by Permata Bank. These channels are designed to enhance
meningkatkan partisipasi pemegang saham baik di dalam shareholder participation both during and outside GMS, while
maupun di luar RUPS, sekaligus memastikan setiap pemegang ensuring that all shareholders, including minority shareholders,
saham termasuk pemegang saham minoritas memperoleh have access to the latest and most relevant information.
informasi yang terkini.
Berikut adalah sejumlah saluran komunikasi resmi yang The following official communication channels are provided by
disediakan Perseroan dan dapat diakses oleh pemegang saham: the Company and are accessible to shareholders:
Media Keterangan Description
RUPS Media komunikasi dengan pemegang saham Communication channels with shareholders to
GMS untuk menyampaikan laporan dan informasi deliver reports and material information, allowing
material di mana pemegang saham dapat shareholders to participate in decision-making.
berpartisipasi dalam pengambilan keputusan.
Situs Web Perseroan selain mengumumkan informasi In addition to announcing material information
Website material kepada pemegang saham melalui to shareholders through the Company’s
situs web Perseroan (www.permatabank.com) official website (www.permatabank.com), such
juga diumumkan dalam situs web Bursa Efek information is also published on the Indonesia
Indonesia [www.idx.co.id (kode saham “BNLI”)] Stock Exchange website [(www.idx.co.id, stock
dan situs web Kustodian Sentral Efek Indonesia code: “BNLI”)] and the Indonesian Central
(www.ksei. co.id). Securities Depository website (www.ksei.co.id).
Media Cetak Media cetak berupa surat kabar/koran, majalah, Print media such as newspapers, magazines, and
Print Media dan sebagainya, baik berskala nasional ataupun similar publications, both national and global in
global yang menyampaikan informasi terkini scope, that provide the latest information about
mengenai Perseroan. the Company.
Media Elektronik Media elektronik berupa televisi, radio, portal Electronic media such as news television, radio,
Electronic Media berita, dan sebagainya, baik berskala nasional news portals, and similar platforms, both national
ataupun global, yang menyampaikan informasi and global in scope, that provide the latest
terkini mengenai Perseroan. information about the Company.
Selain menyediakan akses informasi secara luas, Perseroan juga In addition to providing broad access to information, the Company
terus berupaya meningkatkan partisipasi pemegang saham dalam continuously strives to enhance shareholder participation in
berbagai kegiatan di luar RUPS melalui sejumlah acara. Inisiatif various activities outside GMS through a series of events. These
ini bertujuan untuk memperkuat komunikasi dan transparansi, initiatives are aimed at strengthening communication and
sekaligus memberikan kesempatan bagi pemegang saham untuk transparency while offering shareholders the opportunity to
lebih memahami kinerja, strategi, dan kebijakan Bank. gain deeper insights into the Bank’s performance, strategies,
and policies.
Berikut adalah daftar kegiatan yang diselenggarakan Perseroan Below is a list of activities organized by the Company throughout
sepanjang tahun 2025 yang melibatkan partisipasi pemegang 2025 that involved shareholders and other stakeholders
saham maupun pemangku kepentingan lainnya: participation:
582 PT Bank Permata Tbk Laporan Tahunan 2025
Page 585
Tanggal Mekanisme
Nama Kegiatan Pelaksanaan Tempat Pelaksanaan Deskripsi Acara Pelaksanaan
Activity Name Date of Venue Event Description Event Execution
Implementation Mechanism
Paparan Publik 7 Maret 2025 • Fisik: Nusantara Room, Paparan Publik tahunan untuk Hybrid (secara
Tahunan Gedung WTC II Lantai 21 memaparkan kinerja tahunan daring dan luring).
Jl. Jend. Sudirman Kav. 29–31, Perseroan.
Jakarta.
• Elektronik: melalui Microsoft
Teams.
Annual Public 7 March 2025 • Physical: Nusantara Room, Annual Public Expose to Hybrid (online and
Expose WTC Building II 21st Floor, present the Company’s annual offline).
Jl. Jend. Sudirman Kav. 29–31, performance.
Jakarta.
• Electronic: via Microsoft
Teams.
Tata Tertib RUPS dan Mekanisme Perhitungan Rules of Procedure for the GMS and Voting
Suara Mechanism
Penyelenggaraan RUPS Permata Bank dilaksanakan dengan The GMS of Permata Bank is conducted in accordance with
mengacu pada ketentuan Peraturan No. 15/POJK.04/2020 Regulation No. 15/POJK.04/2020 concerning the Planning
tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang and Implementation of the General Meeting of Shareholders
Saham Perusahaan Terbuka (POJK 15/2020) dan Anggaran of Public Companies (POJK 15/2020) and the Company’s
Dasar Perseroan. Berdasarkan ketentuan tersebut, Perseroan Articles of Association. Based on these provisions, the
menetapkan tata tertib RUPS, baik untuk RUPST maupun RUPSLB, Company establishes rules of procedure for both AGMS and
guna memastikan rapat berlangsung tertib dan efisien bagi seluruh EGMS to ensure that meetings are orderly and efficient for all
pemegang saham. Tata tertib RUPS dipublikasikan melalui situs shareholders. The GMS rules of procedure are published on the
web Perseroan dan dapat diakses oleh seluruh pemegang saham Company’s website and can be accessed by all shareholders at:
pada laman berikut: https://www.permatabank.com/id/tentang- https://www.permatabank.com/en/tentang-kami/hubungan-
kami/hubungan-investor#!/Rapat-Umum-Pemegang- Saham. investor#!/Rapat-Umum-Pemegang-Saham.
Sesuai tata tertib RUPS, pokok-pokok tata tertib secara In accordance with the rules of procedure, key points are briefly
singkat dibacakan di hadapan pemegang saham sebelum read out before the meeting begins to ensure that all participants
rapat dimulai agar seluruh peserta memahami prosedur dan understand the decision-making process. Generally, the rules
mekanisme pengambilan keputusan RUPS. Secara umum, tata cover matters such as the mechanism for submitting proposals,
tertib RUPS mengatur hal-hal terkait mekanisme penyampaian raising questions, attendance quorum, decision-making quorum,
usul, pengajuan pertanyaan, kuorum kehadiran dan kuorum and voting procedures.
pengambilan keputusan serta proses pengambilan keputusan.
Ketentuan Kuorum Kehadiran dan Keputusan Quorum Requirements for Attendance and
RUPS Decision-Making
A. Kuorum Kehadiran A. Attendance Quorum
Kecuali ditentukan lain dalam Anggaran Dasar Perseroan, Unless otherwise stipulated in the Articles of Association,
RUPS adalah sah dan berhak mengambil keputusan yang GMS is valid and entitled to make binding decisions if
sah dan mengikat jika para pemegang saham yang mewakili shareholders representing more than 1/2 (half) of the total
lebih dari 1/2 (satu per dua) bagian dari jumlah seluruh saham shares with valid voting rights issued by the Company are
dengan hak suara yang sah yang telah dikeluarkan Perseroan present or represented at the meeting. For amendments to the
hadir atau diwakili dalam rapat. Terkait dengan perubahan Articles of Association, a higher quorum is required, namely
Anggaran Dasar diperlukan kuorum yang lebih besar, yaitu shareholders representing at least 2/3 (two-thirds) of the total
dihadiri oleh pemegang saham yang mewakili sedikitnya 2/3 shares with valid voting rights issued by the Company or their
(dua per tiga) bagian dari jumlah seluruh saham dengan hak authorized proxies.
suara yang sah yang telah dikeluarkan oleh Perseroan atau
kuasa mereka yang sah.
2025 Annual Report PT Bank Permata Tbk 583
Page 586
Tata Kelola Perusahaan
Good Corporate
Governance
Beberapa aksi korporasi yang wajib disetujui oleh RUPS Certain corporate actions that must be approved by the GMS,
antara lain: such as:
1. penggabungan, peleburan, pengambilalihan, dan 1. mergers, consolidations, acquisitions, and spin-offs;
pemisahan;
2. pembubaran; 2. dissolution;
3. pengalihan hak atas atau mengagunkan untuk menjadi 3. transfer or pledge of Company assets valued at more than
jaminan kekayaan Perseroan yang bernilai lebih dari 50% 50% (fifty percent) of the Company’s net assets;
(lima puluh persen) dari nilai kekayaan bersih Perseroan;
harus memenuhi kuorum yang lebih tinggi lagi yaitu dihadiri must meet an even higher quorum, with shareholders
oleh pemegang saham yang mewakili sedikitnya 3/4 (tiga per representing at least 3/4 (three-fourths) of the total shares with
empat) bagian dari jumlah seluruh saham dengan hak suara valid voting rights.
yang sah.
B. Keputusan RUPS B. GMS Decisions
Semua keputusan diambil berdasarkan musyawarah untuk All decisions are taken based on deliberation to reach
mufakat. Dalam hal keputusan berdasarkan musyawarah consensus. If consensus cannot be achieved, decisions are
untuk mufakat tidak tercapai maka keputusan diambil dengan made by voting, requiring more than 1/2 (half) of the valid votes
pemungutan suara berdasarkan suara setuju lebih dari 1/2 cast at the GMS, unless otherwise stipulated by prevailing laws
(satu per dua) bagian dari jumlah suara yang dikeluarkan or the Articles of Association.
dengan sah dalam RUPS, kecuali apabila dalam peraturan
perundang-undangan yang berlaku atau dalam Anggaran
Dasar ditentukan lain.
Terkait dengan perubahan Anggaran Dasar wajib disetujui Amendments to the Articles of Association must be approved
oleh lebih dari 2/3 (dua per tiga) bagian dari jumlah suara by more than 2/3 (two-thirds) of the votes cast at the meeting.
yang dikeluarkan dalam rapat yang bersangkutan. Serta Certain corporate actions such as:
untuk pengambilan keputusan atas aksi korporasi sebagai
berikut:
1. penggabungan, peleburan, pengambilalihan, dan 1. mergers, consolidations, acquisitions, and spin-offs;
pemisahan;
2. pembubaran; 2. dissolution;
3. pengalihan hak atas atau mengagunkan untuk menjadi 3. transfer or pledge of Company assets valued at more than
jaminan kekayaan Perseroan yang bernilai lebih dari 50% 50% (fifty percent) of the Company’s net assets;
(lima puluh persen) dari nilai kekayaan bersih Perseroan;
wajib disetujui oleh lebih dari 3/4 (tiga per empat) bagian dari must be approved by more than 3/4 (three-fourths) of the valid
jumlah suara yang dikeluarkan dengan sah dalam rapat. votes cast.
Penerapan Prinsip One-Share, One-Vote (Satu Implementation of the One-Share, One-Vote
Saham Satu Suara) Principle
Permata Bank menerapkan prinsip One-Share, One-Vote Permata Bank applies the One-Share, One-Vote principle at
dalam setiap RUPS yang berarti setiap saham memberikan every GMS, meaning each share carries equal voting rights for its
hak suara yang sama bagi pemegangnya. Dengan prinsip ini, holder. This principle ensures that all shareholders have an equal
setiap pemegang saham memiliki kesempatan yang setara opportunity to express opinions and vote on Company decisions,
untuk menyampaikan pendapat dan memberikan suara dalam regardless of share class.
pengambilan keputusan Perseroan, tanpa membedakan
kelas saham.
584 PT Bank Permata Tbk Laporan Tahunan 2025
Page 587
Pemberian Kuasa Konvensional, Pemberian Kuasa Granting of Conventional Proxy, Electronic Proxy,
secara Elektronik, dan Pemberian Kesempatan and Opportunity to Submit Questions and/or
untuk Mengajukan Pertanyaan, dan/atau Comments
Tanggapan
Sebagaimana diatur dalam POJK 15/2020, POJK 14/2025, dan As stipulated in POJK 15/2020, POJK 14/2025, and the Company’s
Anggaran Dasar Perseroan, Perseroan dapat menyelenggarakan Articles of Association, the GMS may be held in a hybrid format
RUPS secara hybrid (elektronik dan fisik). Sesuai dengan ketentuan (electronic and physical). In accordance with Articles 14 and 16
dalam Pasal 14 dan Pasal 16 Anggaran Dasar Perseroan, of the Articles of Association, the Company provides facilities
Perseroan menyediakan sarana bagi pemegang saham untuk for shareholders to grant proxies electronically (in addition to
memberikan kuasa secara elektronik (selain pemberian kuasa conventional proxies) and to vote electronically. This arrangement
secara konvensional) dan melakukan pemungutan suara secara facilitates shareholders who are unable to attend physically.
elektronik. Pelaksanaan RUPS elektronik dan sarana pemberian
kuasa secara elektronik memberikan kemudahan bagi pemegang
saham yang tidak dapat menghadiri RUPS secara fisik.
Dalam pelaksanaan RUPS secara elektronik, Perseroan For electronic GMS implementation, the Company uses the
menggunakan aplikasi eASY.KSEI yang disediakan oleh eASY.KSEI application provided by PT Kustodian Sentral Efek
PT Kustodian Sentral Efek Indonesia (KSEI) yang memfasilitasi Indonesia (KSEI), which enables electronic proxy granting and
pemberian kuasa elektronik dan pemungutan suara elektronik. electronic voting.
Perseroan juga telah menginformasikan kepada para pemegang The Company informs shareholders about the facilities
saham mengenai sarana dan mekanisme pemberian kuasa and mechanisms for granting proxies (both electronic and
elektronik maupun pemberian kuasa secara konvensional, tata conventional), procedures for submitting questions or opinions
cara pengajuan pertanyaan atau pendapat dalam RUPS, serta tata during GMS, and voting procedures (electronic and conventional)
cara pemungutan suara elektronik maupun secara konvensional through announcements and the GMS rules published on the
dalam pengumuman dan tata tertib RUPS yang dimuat dalam Company’s website and the Indonesia Stock Exchange website.
situs web Perseroan dan situs web Bursa Efek Indonesia.
Seluruh proses pemungutan suara elektronik melalui aplikasi All electronic voting processes via eASY.KSEI application are
eASY.KSEI dilaksanakan secara aman, realtime, dan in-absentia, conducted securely, in realtime, and in absentia, with transparent
dengan penghitungan yang transparan, akurat, serta diverifikasi and accurate counting verified by a Notary assisted by the
oleh Notaris dibantu oleh Biro Administrasi Efek yang ditunjuk appointed Share Registrar.
oleh Perseroan.
Selanjutnya, seluruh proses pelaksanaan RUPS mulai dari mata Furthermore, all GMS proceedings from the agenda items,
acara, pertanyaan yang diajukan dalam RUPS, sampai keputusan questions raised to decisions made and vote counts are recorded
yang diambil, serta jumlah suara dimuat secara lengkap dalam in the official minutes of the GMS, with a summary published on the
berita acara RUPS dan ringkasannya dimuat dalam situs web Company’s website and the Indonesia Stock Exchange website.
Perseroan dan situs web Bursa Efek Indonesia.
Frekuensi dan Kehadiran Dewan Komisaris, Direksi, Frequency and Attendance of the Board of
dan Dewan Pengawas Syariah dalam RUPS Commissioners, the Board of Directors, and the
Sharia Supervisory Board, in the GMS
Penyelenggaraan RUPS selama tahun 2025 dihadiri dan diikuti The GMS convening in 2025 were attended physically by members
secara fisik oleh anggota Dewan Komisaris, Direksi, dan Dewan of the Board of Commissioners, the Board of Directors, and the
Pengawas Syariah Perseroan, sebagai berikut: Sharia Supervisory Board of the Company, as follows:
2025 Annual Report PT Bank Permata Tbk 585
Page 588
Tata Kelola Perusahaan
Good Corporate
Governance
Jumlah
Nama Jumlah RUPS Jumlah Kehadiran Kehadiran (%)
Ketidakhadiran
Name Total GMS Total Attendance Attendance (%)
Total Absence
Dewan Komisaris
Board of Commissioners
Chartsiri Sophonpanich 2 1 1 50
Chong Toh 2 1 1 50
Niramarn Laisathit 2 2 0 100
Chalit Tayjasanant 2 1 1 50
Haryanto Sahari 2 2 0 100
Yap Tjay Soen 2 2 0 100
Goei Siauw Hong 2 2 0 100
Riswinandi 2 2 0 100
Direksi
Board of Directors
Meliza Musa Rusli 2 2 0 100
Abdy Dharma Salimin 2 2 0 100
Dhien Tjahajani 2 2 0 100
Djumariah Tenteram 2 2 0 100
Dayan Sadikin 2 2 0 100
Setiatno Budiman 2 2 0 100
Rudy Basyir Ahmad 2 2 0 100
Eddie Sajoga 2 2 0 100
Evi 2 2 0 100
Dewan Pengawas Syariah
Sharia Supervisory Board
Prof. Dr. H. Jaih, S.E., M.H., M. Ag 2 2 0 100
Asep Supyadillah 2 2 0 100
Informasi Penyelenggaraan RUPS selama Information Regarding GMS Convening within
Tahun 2025 2025
I. Informasi Pelaksanaan RUPST tanggal 9 April 2025 yang I. Information of the AGMS on 9 April 2025 which have been
telah Direalisasikan pada Tahun Buku 2025 Realized in Financial Year of 2025
Tanggal dan tempat • Hari/Tanggal: Rabu, 9 April 2025 • Day/Date: Wednesday, 9 April 2025
pelaksanaan • Pukul: 10.21–11.30 WIB • Time: 10.21–11.30 Western Indonesia Time
Date and venue • Tempat: World Trade Center II (WTC II) Lantai 21 • Venue: World Trade Center II (WTC II), 21st Floor
Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920 Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920
Jadwal terkait pelaksanaan • Pemberitahuan rencana penyelenggaran • Notification to OJK regarding the AGMS
RUPST RUPST kepada OJK: 18 Februari 2025 planning: 18 February 2025
Schedule related to AGMS • Pengumuman RUPST: 25 Februari 2025 • AGMS announcement: 25 February 2025
• Recording date: 11 Maret 2025 • Recording date: 11 March 2025
• Pemanggilan RUPST (28 hari sebelum • AGMS invitation (28 days before the AGMS):
pelaksanaan RUPST): 12 Maret 2025 12 March 2025
• Pengumuman ringkasan risalah RUPST: 10 April • Announcement of AGMS summary: 10 April
2025 2025
586 PT Bank Permata Tbk Laporan Tahunan 2025
Page 589
Pemegang saham yang Dengan memperhatikan Daftar Pemegang Referring to the Shareholders Register as of
hadir Saham (DPS) sampai dengan tanggal 11 Maret 11 March 2025, the Meeting was attended or
Shareholders in attendance 2025, Rapat telah dihadiri atau diwakili oleh para represented by shareholders of 32,607,267,752
pemegang saham yang memiliki 32.607.267.752 shares or equal to 90.122% of total shares with
saham atau sama dengan 90,122% dari total legal voting rights issued by the Company
36.181.312.782 saham dengan hak suara yang amounting to 36,181,312,782 shares, which total
sah yang telah dikeluarkan oleh Perseroan yang has been deducted with treasury stock of 46,738
merupakan hasil pengurangan dari saham shares.
treasury sejumlah 46.738 saham.
Anggota Dewan Komisaris, Rapat dihadiri dan diikuti secara fisik oleh anggota The Meeting was physically attended by members
Direksi, dan Dewan Dewan Komisaris, Direksi, dan Dewan Pengawas of the Board of Commissioners, the Board of
Pengawas Syariah yang Syariah Perseroan sebagai berikut: Directors, and the Sharia Supervisory Board of the
hadir dalam Rapat Company as follows:
Members of the Board of
Nama
Commissioners, the Board Jabatan Position
Name
of Directors, and the Sharia
Supervisory Board in Dewan Komisaris Board of Commissioners
attendance Komisaris Chong Toh Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Independen Haryanto Sahari*) Independent Commissioner
Komisaris Independen Goei Siauw Hong*) Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi*) Independent Commissioner
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli President Director
Direktur Abdy Dharma Salimin Director
Direktur Kepatuhan Dhien Tjahajani Compliance Director
Direktur Djumariah Tenteram Director
Direktur Dayan Sadikin Director
Direktur Setiatno Budiman Director
Direktur Rudy Basyir Ahmad Director
Direktur Eddie Sajoga Director
Direktur Evi Director
Dewan Pengawas Syariah Sharia Supervisory Board
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag Chairman
Anggota Asep Supyadillah Member
*)
Merangkap sebagai Ketua Komite Audit, Komite Pemantau *)
Concurrent as a Chairman of the Audit Committee, Risk
Risiko, dan Komite Remunerasi dan Nominasi. Monitoring Committee, and Remuneration and Nomination
Committee.
Pimpinan RUPST Rapat dipimpin oleh Bapak Haryanto Sahari The Meeting was chaired by Mr. Haryanto
AGMS Chairman selaku Komisaris Independen Perseroan, Sahari as the Independent Commissioner of the
berdasarkan Keputusan Dewan Komisaris tanggal Company, based on the Decision of the Board of
17 Februari 2025. Commissioners dated 17 February 2025.
Pengajuan pertanyaan a. Dalam setiap pembahasan mata acara a. During the discussion on the Meeting
dan/atau penyampaian Rapat, para pemegang saham telah agenda, all shareholders have been given the
pendapat diberikan kesempatan untuk menyampaikan opportunity to submit their inquiries and/or
Enquiries and/or opinions pandangannya dan/atau pertanyaan terkait opinions only related to the Meeting agenda.
submitted dengan usulan mata acara yang dibahas
dalam Rapat.
b. Terdapat pertanyaan yang diajukan pada b. There was a question conveyed for the first
pembahasan mata acara pertama Rapat. agenda of the Meeting.
Pihak independen Perseroan telah menunjuk pihak independen, The Company has appointed an independent
penghitung suara yaitu Notaris Aulia Taufani, S.H. dan dibantu oleh party, namely Notary Aulia Taufani, S.H., assisted
Independent party to PT Raya Saham Registra sebagai Biro Administrasi by PT Raya Saham Registra as the Securities
validate the vote Efek Perseroan dalam melakukan perhitungan Administration Bureau of the Company to count
dan/atau validasi suara. the vote and/or to validate the vote.
2025 Annual Report PT Bank Permata Tbk 587
Page 590
Tata Kelola Perusahaan
Good Corporate
Governance
Mekanisme pengambilan Keputusan atas setiap mata acara Rapat diambil Resolutions on each Meeting agenda were
keputusan dan kuorum berdasarkan musyawarah untuk mufakat. Namun, adopted by deliberation to reach a consensus. If
Decision-making jika musyawarah untuk mufakat tidak tercapai, the consensus is not reached, then the resolution
mechanisms and quorums maka pengambilan keputusan akan diambil of the Meeting agenda shall be adopted by voting.
dengan pemungutan suara. Dalam hal keputusan In the event the decision of the Meeting is adopted
Rapat diambil dengan pemungutan suara, maka by voting, the resolution of the Meeting is valid if
keputusan Rapat adalah sah jika disetujui lebih it is approved by more than 1/2 (half) of the legal
dari 1/2 (satu per dua) bagian dari jumlah suara votes cast in the Meeting, in accordance with
yang dikeluarkan dengan sah dalam Rapat sesuai Article 16 paragraph (8) of the Company’s Articles
dengan ketentuan Pasal 16 ayat (8) Anggaran of Association.
Dasar Perseroan.
Jumlah pemegang Satu pemegang saham yang mengajukan There was one shareholder who raised a question
saham yang mengajukan pertanyaan pada mata acara pertama RUPST. during the discussion of the first agenda item at
pertanyaan dan/atau the AGMS.
pendapat
Total number of
shareholders who submitted
questions and/or opinions
Keputusan RUPS Tahunan Tanggal 9 April 2025 yang telah Direalisasikan
Resolutions of Annual GMS on 9 April 2025 which have been Realized
Keputusan RUPST 2025 telah dimuat dalam Akta Berita Acara The resolutions of the 2025 AGMS have been recorded in the
Rapat Umum Pemegang Saham Tahunan No. 1 tanggal 9 April Minutes of the Annual General Meeting of Shareholders Deed No.
2025 yang dibuat oleh dan di hadapan Aulia Taufani. S.H., Notaris 1 dated 9 April 2025, drawn up by and before Aulia Taufani, S.H.,
di Kota Administrasi Jakarta Selatan. Rincian keputusan RUPST Notary in the Administrative City of South Jakarta. The details of
tertanggal 9 April 2025, sebagai berikut: the resolutions of the AGMS dated 9 April 2025 are as follows:
Mata Acara 1 Agenda 1
Persetujuan atas Laporan Tahunan 2024 dan pengesahan Approval of the 2024 Annual Report and ratification of the
atas Laporan Keuangan untuk tahun buku yang berakhir pada Financial Statements for the year ended 31 December 2024.
tanggal 31 Desember 2024.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Terdapat satu orang pemegang saham yang mengajukan A total of one shareholder submitted questions.
pertanyaan.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or authorized shareholder
memberikan suara abstain dan suara tidak setuju, sehingga representatives who cast abstain or dissenting votes, therefore
sebanyak 32.607.267.752 saham atau sebesar 100% dari total a total of 32,607,267,752 shares or 100% of the total valid shares
seluruh saham yang sah yang hadir dalam Rapat memutuskan present at the Meeting unanimously resolved to approve the
menyetujui keputusan mata acara pertama Rapat dengan decision on the first agenda item of the Meeting.
suara bulat.
Keputusan Resolutions
1. Menyetujui Laporan Tahunan Perseroan untuk tahun buku 1. Approved the Annual Report of the Company for the financial
yang berakhir pada tanggal 31 Desember 2024, termasuk year as of 31 December 2024, including ratified the Board of
mengesahkan Laporan Tugas Pengawasan Dewan Komisaris Commissioners’ Supervisory Report;
Perseroan;
2. Mengesahkan Laporan Keuangan Perseroan untuk tahun 2. Ratified the Financial Report of the Company for the financial
buku yang berakhir pada tanggal 31 Desember 2024 yang year as of 31 December 2024 which has been audited by Public
telah diaudit oleh Kantor Akuntan Publik Rintis, Jumadi, Accounting Office Rintis, Jumadi, Rianto & Rekan with the
Rianto & Rekan dengan opini “wajar, dalam semua hal yang opinion “fairly, in all material respects”, as stated in its report
material” sebagaimana dinyatakan dalam laporannya tanggal dated on 14 February 2025; and
14 Februari 2025; dan
588 PT Bank Permata Tbk Laporan Tahunan 2025
Page 591
3. Dengan disetujuinya Laporan Tahunan serta disahkannya 3. With the approval of the Annual Report and ratification of the
Laporan Tugas Pengawasan Dewan Komisaris Perseroan Board of Commissioners’ Supervisory Report and Financial
dan Laporan Keuangan Perseroan untuk tahun buku 2024, Statement of the Company, granted the full acquittal and
diberikan pelunasan dan pembebasan tanggung jawab discharge (volledig acquite et de charge) to all members of the
sepenuhnya (volledig acquit et de charge) kepada segenap Board of Directors, the Board of Commissioners, and the Sharia
anggota Direksi Perseroan atas tindakan kepengurusan dan Supervisory Board of the Company who served in the financial
anggota Dewan Komisaris, serta anggota Dewan Pengawas year of 2024 for their management and supervisory duties
Syariah Perseroan yang menjabat di tahun buku 2024 atas exercised during the financial year of 2024, provided that
tindakan pengawasan yang telah mereka jalankan selama such duties are reflected in the Annual Report and Financial
tahun buku 2024, sejauh tindakan tersebut tercermin dalam Statements of the Company for the financial year of 2024,
Laporan Tahunan dan Laporan Keuangan Perseroan untuk except for the fraud, embezzlement, and other criminals.
tahun buku 2024, kecuali untuk perbuatan penggelapan,
penipuan, dan tindak pidana lainnya.
Mata Acara 2 Agenda 2
Penetapan penggunaan keuntungan bersih Perseroan untuk Approval of the allocation of net profit for the financial year ended
tahun buku yang berakhir pada tanggal 31 Desember 2024. 31 December 2024.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Tidak ada pemegang saham atau kuasanya yang mengajukan No shareholders or their proxies submitted questions or provided
pertanyaan atau memberikan tanggapan pada mata acara ini. comments on this agenda item.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or authorized shareholder
memberikan suara abstain dan suara tidak setuju, sehingga representatives who cast abstain or dissenting votes, therefore
sebanyak 32.607.267.752 saham atau sebesar 100% dari total a total of 32,607,267,752 shares or 100% of the total valid shares
seluruh saham yang sah yang hadir dalam Rapat memutuskan present at the Meeting unanimously resolved to approve the
menyetujui keputusan mata acara kedua Rapat dengan suara decision on the second agenda item of the Meeting.
bulat.
Keputusan Resolutions
Menyetujui penggunaan Laba Bersih Perseroan untuk tahun buku Approved the use of net profit of the Company as of 31 December
yang berakhir 31 Desember 2024 sebesar Rp3.566.519.056.515 2024 amounting to Rp3,566,519,056,515 (three trillion five
(tiga triliun lima ratus enam puluh enam miliar lima ratus sembilan hundred sixty-six billion five hundred nineteen million fifty-six
belas juta lima puluh enam ribu lima ratus lima belas Rupiah) thousand five hundred and fifteen Rupiah) with the following use:
dengan peruntukannya sebagai berikut:
1. Dibagikan sebagai dividen, yaitu: 1. Distributed as dividends as follows:
a. Sebesar kurang lebih Rp1.085.439.383.460 (satu triliun a. An amount of approximately Rp1,085,439,383,460 (one
delapan puluh lima miliar empat ratus tiga puluh sembilan trillion eighty-five billion four hundred thirty-nine million
juta tiga ratus delapan puluh tiga ribu empat ratus enam three hundred eighty-three thousand four hundred and
puluh Rupiah) (gross) atau sebesar Rp30 (tiga puluh sixty Rupiah) (gross) or Rp30 (thirty Rupiah) per share is
Rupiah) per saham dibagikan sebagai dividen tunai final distributed as a final cash dividend for the financial year as
untuk tahun buku yang berakhir pada tanggal 31 Desember of 31 December 2024 to shareholders who have the right to
2024 kepada para pemegang saham yang memiliki hak receive final cash dividends.
untuk menerima dividen final tunai.
b. Memberikan wewenang dan kuasa kepada Direksi b. Grant authority and power to the Company’s Board of
Perseroan dengan hak substitusi untuk menetapkan jadwal Directors with substitution rights to determine the schedule
dan tata cara pembagian dividen final tunai untuk tahun and procedures for distribution of final cash dividends for
buku yang berakhir pada tanggal 31 Desember 2024 sesuai the financial year as of 31 December 2024 in accordance
dengan ketentuan yang berlaku. with applicable regulations.
2. Sisa laba bersih Perseroan untuk tahun buku yang berakhir 2. The remaining net profit of the Company for the financial year as
pada tanggal 31 Desember 2024 setelah dikurangi dengan of 31 December 2024 after deducted with final cash dividends
dividen final tunai kepada pemegang saham dibukukan to shareholders, recorded as the Company’s retained earnings.
sebagai laba ditahan Perseroan.
Mata Acara 3 Agenda 3
Penunjukan Kantor Akuntan Publik dan/atau Akuntan Publik Appointment of the Public Accounting Firm and/or Public
yang akan mengaudit buku-buku Perseroan untuk tahun buku Accountant to audit the Company’s books for the financial year
2025 dan penetapan honorarium bagi Kantor Akuntan Publik 2025, along with the determination of their honorarium and other
dan/atau Akuntan Publik tersebut serta persyaratan lain untuk requirements regarding their appointment.
penunjukannya.
2025 Annual Report PT Bank Permata Tbk 589
Page 592
Tata Kelola Perusahaan
Good Corporate
Governance
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Tidak ada pemegang saham atau kuasanya yang mengajukan No shareholders or their proxies submitted questions or provided
pertanyaan atau memberikan tanggapan pada mata acara ini. comments on this agenda item.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or authorized shareholder
memberikan suara abstain dan suara tidak setuju, sehingga representatives who cast abstain or dissenting votes, therefore
sebanyak 32.607.267.752 saham atau sebesar 100% dari total a total of 32,607,267,752 shares or 100% of the total valid shares
seluruh saham yang sah yang hadir dalam Rapat memutuskan present at the Meeting unanimously resolved to approve the
menyetujui keputusan mata acara ketiga Rapat dengan decision on the third agenda item of the Meeting.
suara bulat.
Keputusan Resolutions
1. Menyetujui penunjukan kembali Kantor Akuntan Publik (KAP) 1. Approved the reappointment of the Public Accounting Firm
Rintis, Jumadi, Rianto & Rekan, anggota jaringan firma global Rintis, Jumadi, Rianto & Rekan, member firm of PwC global
PwC, dan penunjukan Eddy Rintis, S.E., CPA yang merupakan network, and the appointment of Eddy Rintis, S.E., CPA, which
Kantor Akuntan Publik dan Akuntan Publik yang terdaftar di are Public Accounting Firm and Public Accountant registered
Otoritas Jasa Keuangan untuk melakukan audit atas Laporan in the Financial Services Authority to audit the Company’s
Keuangan Perseroan untuk tahun buku 2025. Financial Statement for 2025 financial year.
2. Memberikan wewenang kepada Dewan Komisaris Perseroan 2. Granted authority to the Board of Commissioners of the
untuk menetapkan besarnya honorarium profesional yang Company to determine a reasonable professional honorarium
wajar sehubungan dengan penunjukan Kantor Akuntan Publik in connection with the appointment of the Public Accounting
dan Akuntan Publik tersebut. Firm and the Public Accountant.
3. Memberikan kuasa kepada Dewan Komisaris atas dasar 3. Granted authority to the Board of Commissioners based on
rekomendasi dari Komite Audit untuk menunjuk Kantor Akuntan the recommendation from the Audit Committee to appoint
Publik dan/atau Akuntan Publik lain yang terdaftar di Otoritas another Public Accounting Firm and/or Public Accountant who
Jasa Keuangan, dengan mempertimbangkan pengalaman is registered in the Financial Services Authority, has experience
dalam audit perbankan dan berafiliasi dengan Kantor Akuntan in banking audit as well as affiliated with the International
Publik Internasional yang diakui, dalam hal Kantor Akuntan Public Accounting Firm, if the appointed Public Accounting
Publik dan/atau Akuntan Publik tersebut karena alasan apapun Firm and/or Public Accountant for whatever reason, cannot
tidak dapat melaksanakan tugasnya sesuai dengan ketentuan fulfill its duties.
yang berlaku.
Mata Acara 4 Agenda 4
Pengangkatan anggota Dewan Pengawas Syariah (DPS). Appointment of the Sharia Supervisory Board (SSB) member.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Tidak ada pemegang saham atau kuasanya yang mengajukan No shareholders or their proxies submitted questions or provided
pertanyaan atau memberikan tanggapan pada mata acara ini. comments on this agenda item.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or authorized shareholder
memberikan suara abstain dan suara tidak setuju, sehingga representatives who cast abstain or dissenting votes, therefore
sebanyak 32.607.267.752 saham atau sebesar 100% dari total a total of 32,607,267,752 shares or 100% of the total valid shares
seluruh saham yang sah yang hadir dalam Rapat memutuskan present at the Meeting unanimously resolved to approve the
menyetujui keputusan mata acara keempat Rapat dengan decision on the fourth agenda item of the Meeting.
suara bulat.
Keputusan Resolutions
1. Dengan memperhatikan rekomendasi Komite Remunerasi dan 1. Referring to the recommendation from the Remuneration
Nominasi Perseroan serta rekomendasi dari Dewan Syariah and Nomination Committee and recommendation from
Nasional Majelis Ulama Indonesia (DSN-MUI), menyetujui the National Sharia Board of the Indonesian Ulema Council
untuk mengangkat Bapak Habibullah sebagai Anggota Dewan (DSN-MUI), approved the appointment of Mr. Habibullah as a
Pengawas Syariah Perseroan dengan masa jabatan setelah Member of the Sharia Supervisory Board of the Company, for
seluruh persyaratan pengangkatannya terpenuhi termasuk a term of office after all the requirements for his appointment
diperolehnya persetujuan kemampuan dan kepatutan dari have been fulfilled including the approval of the fit and proper
Regulator terkait menjadi efektif atau tidak melebihi tanggal test from the relevant Regulator becomes effective or no later
1 Januari 2026 sampai dengan penutupan RUPS Tahunan yang than 1 January 2026 until the closing of the third Annual General
ketiga setelah pengangkatannya, dengan tidak mengurangi Meeting of Shareholders of the Company, without prejudice to
hak RUPS untuk memberhentikan sewaktu waktu sesuai the rights of the GMS to dismiss at any time in accordance with
dengan peraturan perundang-undangan. the applicable laws and regulations.
590 PT Bank Permata Tbk Laporan Tahunan 2025
Page 593
2. Dengan demikian susunan Dewan Komisaris, Direksi, dan 2. Thus, the composition of the Board of Commissioners, the
Dewan Pengawas Syariah Perseroan menjadi sebagai berikut: Board of Directors, and the Sharia Supervisory Board of the
Company shall be as follows:
Nama
Jabatan Position
Name
Dewan Komisaris Board of Commissioners
Komisaris Chartsiri Sophonpanich Commissioner
Komisaris Chong Toh Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Chalit Tayjasanant Commissioner
Komisaris Independen Haryanto Sahari Independent Commissioner
Komisaris Independen Goei Siauw Hong Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi Independent Commissioner
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli President Director
Direktur Abdy Dharma Salimin Director
Direktur Kepatuhan Dhien Tjahajani Compliance Director
Direktur Djumariah Tenteram Director
Direktur Dayan Sadikin Director
Direktur Setiatno Budiman Director
Direktur yang juga membidangi Unit Rudy Basyir Ahmad Director who also oversees the Sharia
Usaha Syariah Business Unit
Direktur Eddie Sajoga Director
Direktur Evi Director
Dewan Pengawas Syariah Sharia Supervisory Board
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag Chairman
Anggota Asep Supyadillah Member
Anggota Habibullah*) Member
Dengan penjelasan sebagai berikut: With the following explanation:
*)
Dengan masa jabatan setelah seluruh persyaratan pengangkatannya terpenuhi *)
With the term of office after all the requirements for his appointment have been
termasuk diperolehnya persetujuan kemampuan dan kepatutan dari Regulator fulfilled including the approval of the fit and proper test from the relevant Regulator
terkait menjadi efektif atau tidak melebihi tanggal 1 Januari 2026. becomes effective or no later than 1 January 2026.
3. Memberikan kuasa kepada Direksi Perseroan dengan hak 3. Granted authority to the Board of Directors of the Company with
substitusi, untuk menyatakan kembali keputusan Rapat the right of substitution, to restate the resolution of the Meeting
berkenaan dengan perubahan susunan Dewan Komisaris, regarding changes in the composition of the Company’s Board
Direksi, dan Dewan Pengawas Syariah dalam akta notaris dan of Commissioners, the Board of Directors, and the Sharia
selanjutnya menyampaikan pemberitahuan susunan Dewan Supervisory Board in a notarial deed and further submit a notice
Komisaris, Direksi, dan Dewan Pengawas Syariah Perseroan of the composition of the Company’s Board of Commissioners,
tersebut kepada Menteri Hukum Republik Indonesia dan the Board of Directors, and the Sharia Supervisory Board to
mendaftarkannya pada Daftar Perseroan serta melakukan the Minister of Law of the Republic of Indonesia and register
segala tindakan yang diperlukan sesuai dengan peraturan it in the Company’s Register and take all necessary actions in
perundangan yang berlaku. accordance with applicable laws and regulations.
Mata Acara 5 Agenda 5
Penetapan besar dan jenis remunerasi serta fasilitas lain yang Determination of the remuneration and other allowances for the
diberikan Perseroan kepada anggota Dewan Komisaris, anggota members of the Board of Commissioners, the Board of Directors,
Direksi, dan Dewan Pengawas Syariah. and the Sharia Supervisory Board.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Tidak ada pemegang saham atau kuasanya yang mengajukan No shareholders or their proxies submitted questions or provided
pertanyaan atau memberikan tanggapan pada mata acara ini. comments on this agenda item.
2025 Annual Report PT Bank Permata Tbk 591
Page 594
Tata Kelola Perusahaan
Good Corporate
Governance
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or authorized shareholder
memberikan suara abstain dan suara tidak setuju, sehingga representatives who cast abstain or dissenting votes, therefore
sebanyak 32.607.267.752 saham atau sebesar 100% dari total a total of 32,607,267,752 shares or 100% of the total valid shares
seluruh saham yang sah yang hadir dalam Rapat memutuskan present at the Meeting unanimously resolved to approve the
menyetujui keputusan mata acara kelima Rapat dengan decision on the fifth agenda item of the Meeting.
suara bulat.
Keputusan Resolutions
1. Dengan memperhatikan saran/pendapat yang diberikan oleh 1. Referring to the suggestions and opinions provided by the
Komite Remunerasi dan Nominasi Perseroan, menetapkan Company’s Remuneration and Nomination Committee, the
besarnya remunerasi serta fasilitas lain bagi seluruh anggota amount of remuneration and other facilities for all members
Dewan Komisaris Perseroan untuk tahun buku 2025 sebesar- of the Company’s Board of Commissioners for the 2025
besarnya Rp41.646.660.762 (empat puluh satu miliar enam financial year has been determined to be a maximum of
ratus empat puluh enam juta enam ratus enam puluh ribu tujuh Rp41,646,660,762 (forty-one billion six hundred forty-six
ratus enam puluh dua Rupiah) per tahun. million six hundred sixty thousand seven hundred and sixty-two
Rupiah) per year.
2. Memberikan kuasa kepada Dewan Komisaris Perseroan untuk 2. Granted the power of attorney to the Board of Commissioners
menetapkan rincian pembagian jumlah remunerasi serta of the Company to define the details of the distribution of
fasilitas lain yang akan diberikan diantara masing-masing remuneration and other facilities among each member of the
anggota Dewan Komisaris Perseroan yang bersangkutan Company’s Board of Commissioners, taking into account the
dengan memperhatikan saran/pendapat yang diberikan suggestions and opinions provided by the Remuneration and
oleh Komite Remunerasi dan Nominasi Perseroan. Besarnya Nomination Committee. The amount of remuneration and other
remunerasi serta fasilitas lain tersebut wajib dicantumkan facilities must be reported in the 2025 Annual Report of the
dalam Laporan Tahunan Perseroan tahun 2025. Company.
3. Memberikan kuasa kepada Dewan Komisaris Perseroan untuk 3. Granted the power of attorney to the Company’s Board of
menetapkan besarnya remunerasi serta fasilitas lain bagi Commissioners to determine the amount of remuneration and
setiap anggota Direksi Perseroan dengan memperhatikan other facilities for each member of the Company’s Board of
saran/pendapat yang diberikan oleh Komite Remunerasi Directors, considering the suggestions and opinions provided
dan Nominasi Perseroan. Besarnya remunerasi serta fasilitas by the Company’s Remuneration and Nomination Committee.
lain tersebut wajib dicantumkan dalam Laporan Tahunan This amount of remuneration and other facilities must also be
Perseroan tahun 2025. reported in the 2025 Annual Report of the Company.
4. Dengan memperhatikan saran/pendapat yang diberikan oleh 4. Referring to the suggestions and opinions provided by the
Komite Remunerasi dan Nominasi Perseroan, menetapkan Company’s Remuneration and Nomination Committee, the
besarnya honorarium dan/atau tunjangan bagi anggota number of honoraria and/or allowances for the members of
Dewan Pengawas Syariah Perseroan untuk tahun buku 2025 the Company’s Sharia Supervisory Board for the 2025 financial
sebesar-besarnya Rp1.895.035.714 (satu miliar delapan year has been stipulated to be a maximum of Rp1,895,035,714
ratus sembilan puluh lima juta tiga puluh lima ribu tujuh ratus (one billion eight hundred ninety-five million thirty-five thousand
empat belas Rupiah) per tahun. Besarnya honorarium dan/ seven hundred and fourteen Rupiah) per year. The number of
atau tunjangan tersebut wajib dicantumkan dalam Laporan honoraria and/or allowances must be reported in the 2025
Tahunan Perseroan tahun 2025. Annual Report of the Company.
Mata Acara 6 Agenda 6
Persetujuan Rencana Aksi Pemulihan (Recovery Action Plan) Approval of the 2024 Recovery Action Plan.
2024.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Tidak ada pemegang saham atau kuasanya yang mengajukan No shareholders or their proxies submitted questions or provided
pertanyaan atau memberikan tanggapan pada mata acara ini. comments on this agenda item.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or authorized shareholder
memberikan suara abstain dan suara tidak setuju, sehingga representatives who cast abstain or dissenting votes, therefore
sebanyak 32.607.267.752 saham atau sebesar 100% dari total a total of 32,607,267,752 shares or 100% of the total valid shares
seluruh saham yang sah yang hadir dalam Rapat memutuskan present at the Meeting unanimously resolved to approve the
menyetujui keputusan mata acara keenam Rapat dengan decision on the sixth agenda item of the Meeting.
suara bulat.
592 PT Bank Permata Tbk Laporan Tahunan 2025
Page 595
Keputusan Resolutions
Menyetujui Rencana Aksi Pemulihan (Recovery Action Plan) Approved the Company’s 2024 Recovery Action Plan as
Perseroan tahun 2024 sebagai pemenuhan ketentuan Pasal compliance with the provisions of Article 15 of OJK Regulation
15 Peraturan OJK No. 5 Tahun 2024 tentang Penetapan Status No. 5 Year 2024 concerning the Determination of Supervision
Pengawasan dan Penanganan Permasalahan Bank Umum serta Status and Handling of Issues in Commercial Banks and granted
memberikan kuasa dan wewenang kepada Dewan Komisaris dan power of attorney to the Company’s Board of Commissioners
Direksi Perseroan untuk melaksanakan Rencana Aksi Pemulihan and Board of Directors to implement the Recovery Action Plan in
(Recovery Action Plan) Perseroan sesuai dengan ketentuan yang accordance with applicable regulations.
berlaku.
II. Informasi Pelaksanaan RUPSLB tanggal 30 September II. Information of the EGMS on 30 September 2025 which have
2025 yang telah Direalisasikan pada Tahun Buku 2025 been Realized in Financial Year of 2025
Tanggal dan tempat • Hari/Tanggal: Selasa, 30 September 2025 • Day/Date: Tuesday, 30 September 2025
pelaksanaan • Pukul: 10.20–10.50 WIB • Time: 10.20–10.50 Western Indonesia Time
Date and venue • Tempat: World Trade Center II (WTC II) Lantai 21 • Venue: World Trade Center II (WTC II), 21st Floor
Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920 Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920
Jadwal terkait pelaksanaan • Pemberitahuan rencana penyelenggaraan • Notification to OJK regarding the EGMS
RUPSLB RUPSLB kepada OJK: 15 Agustus 2025 planning: 15 August 2025
Schedule related to EGMS • Pengumuman RUPSLB: 22 Agustus 2025 • EGMS announcement: 22 August 2025
• Recording date: 4 September 2025 • Recording date: 4 September 2025
• Pemanggilan RUPSLB: 8 September 2025 • EGMS invitation: 8 September 2025
• Pengumuman ringkasan risalah RUPSLB: • Announcement of EGMS summary: 1 October
1 Oktober 2025 2025
Pemegang saham yang Dengan memperhatikan DPS sampai dengan Based on the Shareholders Register as of 4
hadir tanggal 4 September 2025, Rapat telah dihadiri September 2025, the Meeting was attended
Shareholders in attendance atau diwakili oleh para pemegang saham yang or represented by shareholders holding
memiliki 32.607.154.068 saham atau sama 32,607,154,068 shares, equivalent to 90.1215% of
dengan 90,1215% dari total 36.181.312.782 the total 36,181,312,782 shares with valid voting
saham dengan hak suara yang sah yang telah rights issued by the Company, after deducting
dikeluarkan oleh Perseroan yang merupakan 46,738 treasury shares.
hasil pengurangan dari saham treasury sejumlah
46.738 saham.
2025 Annual Report PT Bank Permata Tbk 593
Page 596
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Dewan Komisaris, RUPSLB dihadiri dan diikuti secara fisik oleh EGMS was attended and participated in
Direksi, dan Dewan anggota Dewan Komisaris, Direksi, dan Dewan physical by members of the Company’s Board of
Pengawas Syariah yang Pengawas Syariah Perseroan sebagai berikut: Commissioners, Board of Directors, and Sharia
hadir dalam Rapat Supervisory Board as follows:
Members of the Board of
Commissioners, the Board
Nama
of Directors, and the Sharia Jabatan Position
Name
Supervisory Board in
attendance Dewan Komisaris Board of Commissioners
Komisaris Chartsiri Sophonpanich Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Chalit Tayjasanant Commissioner
Komisaris Independen Haryanto Sahari *)
Independent Commissioner
Komisaris Independen Goei Siauw Hong*) Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi*) Independent Commissioner
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli President Director
Direktur Abdy Dharma Salimin Director
Direktur Kepatuhan Dhien Tjahajani Compliance Director
Direktur Djumariah Tenteram Director
Direktur Dayan Sadikin Director
Direktur Setiatno Budiman Director
Direktur yang juga Rudy Basyir Ahmad Director who also oversees
membidangi Unit Usaha the Sharia Business Unit
Syariah
Direktur Eddie Sajoga Director
Direktur Evi Director
Dewan Pengawas Syariah Sharia Supervisory Board
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag Chairman
Anggota Asep Supyadillah Member
*)
Merangkap sebagai Ketua Komite Audit, Komite Pemantau *)
Concurrent as a Chairman of the Audit Committee, Risk
Risiko, dan Komite Remunerasi dan Nominasi. Monitoring Committee, and Remuneration and Nomination
Committee.
Pimpinan RUPSLB Rapat dipimpin oleh Bapak Haryanto Sahari The Meeting was chaired by Mr. Haryanto
EGMS Chairman selaku Komisaris Independen Perseroan, Sahari, serving as the Company’s Independent
berdasarkan Keputusan Dewan Komisaris tanggal Commissioner, pursuant to the Resolution of the
13 Agustus 2025. Board of Commissioners dated 13 August 2025.
Pengajuan pertanyaan a. Dalam setiap pembahasan mata acara a. During the discussion on the Meeting
dan/atau penyampaian Rapat, para pemegang saham telah agenda, all shareholders have been given the
pendapat diberikan kesempatan untuk menyampaikan opportunity to submit their inquiries and/or
Enquiries and/or opinions pandangannya dan/atau pertanyaan terkait opinions only related to the Meeting agenda.
submitted dengan usulan mata acara yang dibahas
dalam Rapat.
b. Terdapat pertanyaan yang diajukan pada b. There was a question conveyed for the first
pembahasan mata acara pertama Rapat. agenda of the Meeting.
Pihak independen Perseroan telah menunjuk pihak independen, The Company has appointed an independent
penghitung suara yaitu Notaris Aulia Taufani, S.H. dan dibantu oleh party, namely Notary Aulia Taufani, S.H., assisted
Independent party to PT Raya Saham Registra sebagai Biro Administrasi by PT Raya Saham Registra as the Securities
validate the vote Efek Perseroan dalam melakukan perhitungan Administration Bureau of the Company to count
dan/atau validasi suara. the vote and/or to validate the vote.
594 PT Bank Permata Tbk Laporan Tahunan 2025
Page 597
Mekanisme pengambilan Keputusan atas setiap mata acara Rapat diambil Resolutions for each agenda item of the Meeting
keputusan dan kuorum berdasarkan musyawarah untuk mufakat. Namun, were made based on deliberation to reach
Decision-making jika musyawarah untuk mufakat tidak tercapai, consensus. However, if consensus could not be
mechanisms and quorums maka pengambilan keputusan akan diambil reached, decisions would be made by voting. In
dengan pemungutan suara. Dalam hal keputusan the event that resolutions were made by voting,
Rapat diambil dengan pemungutan suara, maka the resolutions would be valid if they met the
keputusan Rapat adalah sah jika memenuhi following requirements:
ketentuan sebagai berikut:
i. Untuk mata acara pertama Rapat, keputusan i. For the first agenda of the Meeting, the
Rapat adalah sah jika disetujui lebih dari 2/3 resolution is valid if approved by more than
(dua per tiga) bagian dari jumlah suara yang 2/3 (two-thirds) of the total votes cast in the
dikeluarkan dalam Rapat sesuai dengan Meeting in accordance with the provisions
ketentuan Pasal 27 ayat (1) Anggaran Dasar of Article 27 paragraph (1) of the Company’s
Perseroan. Articles of Association.
ii. Untuk mata acara kedua Rapat, keputusan ii. For the second agenda of the Meeting, the
Rapat adalah sah jika disetujui lebih dari 1/2 resolution is valid if approved by more than 1/2
(satu per dua) bagian dari jumlah suara yang (half) of the total valid votes cast in the Meeting
dikeluarkan dengan sah dalam Rapat sesuai in accordance with the provisions of Article
dengan ketentuan Pasal 16 ayat (8) Anggaran 16 paragraph (8) of the Company’s Articles of
Dasar Perseroan. Association.
Jumlah pemegang Satu pemegang saham yang mengajukan There was one shareholder who raised a question
saham yang mengajukan pertanyaan pada mata acara pertama RUPSLB. during the discussion of the first agenda item at
pertanyaan dan/atau the EGMS.
pendapat
Total number of
shareholders who submitted
questions and/or opinions
Keputusan RUPSLB Tahunan Tanggal 30 September 2025 yang telah Direalisasikan
Resolutions of EGMS on 30 September 2025 which have been Realized
Keputusan RUPSLB telah dimuat dalam Akta Berita Acara Rapat The resolutions of the EGMS have been recorded in the Minutes of
Umum Pemegang Saham Luar Biasa No. 55 tanggal 30 September the Extraordinary General Meeting of Shareholders Deed No. 55
2025 yang dibuat oleh dan di hadapan Aulia Taufani, S.H., Notaris dated 30 September 2025, drawn up by and before Aulia Taufani,
di Kota Administrasi Jakarta Selatan. Rincian keputusan RUPSLB S.H., Notary in the Administrative City of South Jakarta. The details
tanggal 30 September 2025, sebagai berikut: of the resolutions of the EGMS dated 30 September 2025 are
as follows:
Mata Acara 1 Agenda 1
Perubahan Anggaran Dasar Perseroan. Amendments of the Company’s Articles of Association.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Tidak ada pemegang saham atau kuasanya yang mengajukan No shareholders or their proxies submitted questions or provided
pertanyaan atau memberikan tanggapan pada mata acara ini. comments on this agenda item.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or shareholder proxies who
memberikan suara abstain dan suara tidak setuju, sehingga cast abstain votes or dissenting votes; therefore, a total of
sebanyak 32.607.154.068 saham atau sebesar 100% dari total 32,607,154,068 shares or 100% of all valid shares present at the
seluruh saham yang sah yang hadir dalam Rapat memutuskan Meeting unanimously approved the resolution of the first agenda
menyetujui keputusan mata acara pertama Rapat dengan item of the Meeting.
suara bulat.
2025 Annual Report PT Bank Permata Tbk 595
Page 598
Tata Kelola Perusahaan
Good Corporate
Governance
Keputusan Resolutions
1. Menyetujui perubahan Anggaran Dasar Perseroan, yaitu: 1. Approved the amendments of Articles of Association of the
Company as follows:
• menghapus Pasal 17 ayat (9) dan Pasal 20 ayat (10); dan • removing Article 17 paragraph (9) and Article 20
paragraph (10); and
• mengubah Pasal 22 ayat (5); • amending Article 22 paragraph (5);
sebagaimana termuat dalam Tambahan Penjelasan Mata as described in the Additional Information on the Agenda of the
Acara Rapat Umum Pemegang Saham Luar Biasa yang Extraordinary General Meeting of Shareholders which has been
telah disediakan bagi para pemegang saham atau kuasanya made available to shareholders or their proxies as Meeting
sebagai materi Rapat, dan karenanya menyatakan kembali materials and therefore restated all Articles of Association of
seluruh Anggaran Dasar Perseroan. the Company.
2. Menyetujui pemberian kuasa dan wewenang kepada Direksi 2. Approved the granting of power and authority to the
Perseroan dengan hak substitusi, untuk menyatakan perubahan Company’s Board of Directors with the right of substitution,
dan menyusun kembali seluruh Anggaran Dasar Perseroan dan to state the amendments and restate the whole Articles of
melakukan setiap dan seluruh tindakan sehubungan dengan Association of the Company and to undertake any actions in
hal-hal yang berkaitan dengan perubahan Anggaran Dasar relation to matters pertaining to the amendment of the Articles
ini dengan memperhatikan Anggaran Dasar Perseroan dan of Association with due observance of the Company’s Articles
peraturan perundang-undangan yang berlaku, termasuk untuk of Association and prevailing laws and regulations, including
membuat atau meminta dibuatkan segala akta-akta, surat- to prepare or cause to be prepared all necessary deeds,
surat maupun dokumen yang diperlukan, hadir di hadapan letters, or documents, to appear before authorized parties/
pihak/pejabat yang berwenang, memperoleh tanda terima officials, to obtain the notification receipt for the amendment
pemberitahuan atas perubahan Anggaran Dasar termasuk of the Articles of Association from the Ministry of Law of
dari Menteri Hukum Republik Indonesia dan mendaftarkannya the Republic of Indonesia, and to register it in the Company
dalam Daftar Perseroan sesuai dengan ketentuan peraturan Register in accordance with the provisions of prevailing laws
perundang-undangan yang berlaku, dan untuk membuat and regulations, and to make amendments and/or additions in
pengubahan dan/atau tambahan dalam bentuk yang forms that are required to obtain.
diperlukan untuk memperoleh diterimanya pemberitahuan
tersebut, dan untuk melaksanakan tindakan lainnya yang
mungkin diperlukan tanpa ada yang dikecualikan.
Mata Acara 2 Agenda 2
Perubahan Susunan Pengurus Perseroan. Changes in the Management of the Company.
Jumlah Pemegang Saham yang Bertanya Number of Shareholders Raising Questions
Terdapat satu orang pemegang saham yang mengajukan A total of one shareholder submitted questions.
pertanyaan.
Jumlah Suara Total Voting
Tidak ada pemegang saham atau kuasa pemegang saham yang There were no shareholders or shareholder proxies who
memberikan suara abstain dan suara tidak setuju, sehingga cast abstain votes or dissenting votes; therefore, a total of
sebanyak 32.607.154.068 saham atau sebesar 100% dari total 32,607,154,068 shares or 100% of all valid shares present at the
seluruh saham yang sah yang hadir dalam Rapat memutuskan Meeting unanimously approved the resolution of the second
menyetujui keputusan mata acara kedua Rapat dengan suara agenda of the Meeting.
bulat.
Keputusan Resolutions
1. Menerima dengan baik pengunduran diri Bapak Abdy 1. Accepted the resignation of Mr. Abdy Dharma Salimin from
Dharma Salimin dari jabatannya sebagai Direktur Perseroan his position as Director of the Company, effective upon
yang berlaku efektif setelah ditutupnya Rapat, dengan the conclusion of the Meeting, with the note that the full
catatan bahwa pelunasan dan pembebasan tanggung settlement and discharge of responsibilities for the execution
jawab sepenuhnya atas pelaksanaan tugasnya dari tanggal of his duties from 1 January 2025, until the effective date of his
1 Januari 2025 sampai dengan tanggal efektif pengunduran resignation shall be addressed at the Annual General Meeting
dirinya dari jabatannya tersebut akan dibahas dalam Rapat of Shareholders to be held in 2026.
Umum Pemegang Saham Tahunan Perseroan yang akan
dilaksanakan dalam tahun 2026.
596 PT Bank Permata Tbk Laporan Tahunan 2025
Page 599
2. Menyetujui untuk mengangkat Bapak Ahmad Mikail Madjid 2. By considering the recommendation of the Remuneration and
sebagai Direktur Perseroan untuk masa jabatan setelah Nomination Committee of the Company approved to appoint
seluruh persyaratan pengangkatannya terpenuhi termasuk Mr. Ahmad Mikail Madjid as Director of the Company for the
diperolehnya persetujuan kemampuan dan kepatutan dari term of office after all the requirements for his appointment
Regulator terkait menjadi efektif, sampai dengan penutupan have been fulfilled including the approval of the fit and
Rapat Umum Pemegang Saham Tahunan Perseroan yang proper test from the relevant Regulator becomes effective,
akan dilaksanakan dalam tahun 2028 atau sewaktu-waktu until the closing of the Company’s Annual General Meeting
dalam Rapat Umum Pemegang Saham sesuai dengan of Shareholders which will be held in 2028 or at any time in
ketentuan Anggaran Dasar Perseroan. the General Meeting of Shareholders in accordance with the
provisions of the Company’s Articles of Association.
3. Dengan demikian susunan Dewan Komisaris, Direksi, dan 3. Based on those explanations, the composition of the Board
Dewan Pengawas Syariah Perseroan menjadi sebagai berikut: of Commissioners, the Board of Directors, and the Sharia
Supervisory Board of the Company shall be as follows:
Nama
Jabatan Position
Name
Dewan Komisaris Board of Commissioners
Komisaris Chartsiri Sophonpanich Commissioner
Komisaris Chong Toh Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Chalit Tayjasanant Commissioner
Komisaris Independen Haryanto Sahari Independent Commissioner
Komisaris Independen Goei Siauw Hong Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi Independent Commissioner
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli President Director
Direktur Kepatuhan Dhien Tjahajani Compliance Director
Direktur Djumariah Tenteram Director
Direktur Dayan Sadikin Director
Direktur Setiatno Budiman Director
Direktur yang juga membidangi Unit Rudy Basyir Ahmad Director who also oversees the Sharia
Usaha Syariah Business Unit
Direktur Eddie Sajoga Director
Direktur Evi Director
Direktur Ahmad Mikail Madjid*) Director
Dewan Pengawas Syariah Sharia Supervisory Board
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag Chairman
Anggota Asep Supyadillah Member
Dengan penjelasan sebagai berikut: With the following explanation:
*)
Dengan masa jabatan setelah seluruh persyaratan pengangkatannya terpenuhi *)
With the term of office after all the requirements for his appointment have been
termasuk diperolehnya persetujuan kemampuan dan kepatutan dari Regulator fulfilled including the approval of the fit and proper test from the relevant Regulator
terkait menjadi efektif. becomes effective.
4. Memberikan kuasa kepada Direksi Perseroan dengan hak 4. Granted authority to the Board of Directors of the Company with
substitusi, untuk menyatakan kembali keputusan Rapat the right of substitution, to restate the resolution of the Meeting
berkenaan dengan perubahan susunan Dewan Komisaris, regarding changes in the composition of the Company’s Board
Direksi, dan Dewan Pengawas Syariah dalam akta notaris dan of Commissioners, the Board of Directors, and the Sharia
selanjutnya menyampaikan pemberitahuan susunan Dewan Supervisory Board in a notarial deed and further submit a notice
Komisaris, Direksi, dan Dewan Pengawas Syariah Perseroan of the composition of the Company’s Board of Commissioners,
tersebut kepada Menteri Hukum Republik Indonesia dan the Board of Directors, and the Sharia Supervisory Board to
mendaftarkannya pada Daftar Perseroan serta melakukan the Minister of Law of the Republic of Indonesia and register
segala tindakan yang diperlukan sesuai dengan peraturan it in the Company’s Register and take all necessary actions in
perundangan yang berlaku. accordance with applicable laws and regulations.
2025 Annual Report PT Bank Permata Tbk 597
Page 600
Tata Kelola Perusahaan
Good Corporate
Governance
Pelaksanaan RUPS pada Tahun Buku Implementation of GMS in Previous Financial
Sebelumnya (Tahun Buku 2024) Year (Financial Year of 2024)
I. Keputusan RUPST Tanggal 3 April 2024 yang telah I. Resolutions of AGMS on 3 April 2024 which has been
Direalisasikan pada Tahun Buku 2024 Realized in Financial Year of 2024
Mata Acara 1 Agenda 1
Persetujuan atas Laporan Tahunan 2023 dan pengesahan The approval of the 2023 Annual Report and ratification of the
atas Laporan Keuangan untuk tahun buku yang berakhir pada Financial Statements year ended 31 December 2023.
tanggal 31 Desember 2023.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed first agenda of the Meeting.
acara pertama Rapat tersebut.
Keputusan Resolutions
1. Menyetujui Laporan Tahunan Perseroan untuk tahun buku 1. Approved the Annual Report of the Company for the financial
yang berakhir pada tanggal 31 Desember 2023, termasuk year as of 31 December 2023, including ratified the Board of
mengesahkan Laporan Tugas Pengawasan Dewan Komisaris Commissioners’ Supervisory Report.
Perseroan.
2. Mengesahkan Laporan Keuangan Perseroan untuk tahun buku 2. Ratified the Financial Report of the Company for the financial
yang berakhir pada tanggal 31 Desember 2023 yang telah year as of 31 December 2023 which has been audited by Public
diaudit oleh Kantor Akuntan Publik Tanudiredja, Wibisana, Accounting Office Tanudiredja, Wibisana, Rintis & Rekan with
Rintis & Rekan dengan opini “wajar, dalam semua hal yang the opinion “fairly, in all material respects”, as stated in its report
material” sebagaimana dinyatakan dalam laporannya tanggal dated on 13 February 2024.
13 Februari 2024.
3. Dengan disetujuinya Laporan Tahunan serta disahkannya 3. With the approval of the Annual Report and ratification of the
Laporan Tugas Pengawasan Dewan Komisaris Perseroan dan Board of Commissioners’ Supervisory Report and Financial
Laporan Keuangan Perseroan untuk tahun buku 2023, diberikan Statement of the Company, granted the full acquittal and
pelunasan dan pembebasan tanggung jawab sepenuhnya discharge (volledig acquite et de charge) to all members of
(volledig acquit et de charge) kepada segenap anggota Direksi, the Board of Directors, the Board of Commissioners, and the
anggota Dewan Komisaris, dan anggota Dewan Pengawas Sharia Supervisory Board of the Company who served in the
Syariah Perseroan yang menjabat di tahun buku 2023 atas financial year of 2023 for their management and supervisory
tindakan kepengurusan dan pengawasan yang telah mereka duties exercised during the financial year of 2023, provided
jalankan selama tahun buku 2023, sejauh tindakan tersebut that such acts are reflected in the Annual Report and Financial
tercermin dalam Laporan Tahunan dan Laporan Keuangan Statements of the Company for the financial year of 2023,
Perseroan untuk tahun buku 2023, kecuali untuk perbuatan except for the fraud, embezzlement, and other criminals.
penggelapan, penipuan, dan tindak pidana lainnya.
Mata Acara 2 Agenda 2
Penetapan penggunaan keuntungan bersih Perseroan untuk The approval for the allocation of net profit for the financial year
tahun buku yang berakhir pada tanggal 31 Desember 2023. ended 31 December 2023.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed second agenda of the Meeting.
acara kedua Rapat tersebut.
598 PT Bank Permata Tbk Laporan Tahunan 2025
Page 601
Keputusan Resolutions
Menyetujui penggunaan laba bersih Perseroan untuk tahun buku Approved the use of net profit of the Company as of 31 December
yang berakhir 31 Desember 2023 sebesar Rp2.585.217.889.077 2023 amounting to Rp2,585,217,889,077 (two trillion five hundred
(dua triliun lima ratus delapan puluh lima miliar dua ratus tujuh and eighty-five billion two hundred seventeen million eight
belas juta delapan ratus delapan puluh sembilan ribu tujuh puluh hundred eighty-nine thousand and seventy-seven Rupiah) with the
tujuh Rupiah) dengan peruntukannya sebagai berikut: following use:
1. Menyetujui pembagian dividen sebagai berikut: 1. Approved the distribution of dividends as follows:
a. Sebesar kurang lebih Rp904.532.819.550 (sembilan ratus a. A total of approximately Rp904,532,819,550 (nine hundred
empat miliar lima ratus tiga puluh dua juta delapan ratus and four billion five hundred and thirty-two million eight
sembilan belas ribu lima ratus lima puluh Rupiah (gross) hundred and nineteen thousand five hundred and fifty
atau sebesar Rp25 (dua puluh lima Rupiah) per saham Rupiah) (gross) or Rp25 (twenty-five Rupiah) per share is
dibagikan sebagai dividen tunai final untuk tahun buku distributed as cash dividend for the financial year ended
yang berakhir pada tanggal 31 Desember 2023 kepada 31 December 2023 to all shareholders who are entitled to
para pemegang saham yang memiliki hak untuk menerima receive cash dividend.
dividen final tunai.
b. Memberikan wewenang dan kuasa kepada Direksi b. Granted authority and power to the Board of Directors of the
Perseroan dengan hak substitusi untuk menetapkan jadwal Company with substitution rights to determine the schedule
dan tata cara pembagian dividen final tunai untuk tahun and procedure for the distribution of cash dividends for the
buku yang berakhir pada tanggal 31 Desember 2023 sesuai financial year as of 31 December 2023 in accordance with
dengan ketentuan yang berlaku. prevailing regulations.
2. Sisa laba bersih Perseroan untuk tahun buku yang berakhir 2. The remaining net profit of the Company for the financial year
pada tanggal 31 Desember 2023 setelah dikurangi dividen as of 31 December 2023 after deducted with cash dividends to
tunai kepada pemegang saham dibukukan sebagai laba shareholders, recorded as the Company’s retained earnings.
ditahan Perseroan.
Mata Acara 3 Agenda 3
Penunjukan Kantor Akuntan Publik dan/atau Akuntan Publik The appointment of the Public Accounting Firm and/or Public
yang akan mengaudit buku-buku Perseroan untuk tahun buku Accountant which will audit the Company’s books for the financial
2024 dan penetapan honorarium bagi Kantor Akuntan Publik year 2024 and the determination of honorarium of the said
dan/atau Akuntan Publik tersebut serta persyaratan lain untuk Public Accounting Firm and/or Public Accountant as well as other
penunjukannya. requirements regarding its appointment.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed third agenda of the Meeting.
acara ketiga Rapat tersebut.
Keputusan Resolutions
1. Menyetujui penunjukan kembali Kantor Akuntan Publik 1. Approved the reappointment of the Public Accounting Firm
Tanudiredja, Wibisana, Rintis & Rekan, anggota jaringan Tanudiredja, Wibisana, Rintis & Rekan, member of global
firma global PricewaterhouseCoopers dan penunjukan Eddy firm PricewaterhouseCoopers, and the appointment of Eddy
Rintis, S.E., CPA., yang merupakan Kantor Akuntan Publik dan Rintis, S.E., CPA, which is a Public Accounting Firm and Public
Akuntan Publik yang terdaftar di Otoritas Jasa Keuangan untuk Accountant registered in the Financial Services Authority to
melakukan audit atas Laporan Keuangan Perseroan untuk audit the Company’s Financial Statement for 2024 financial
tahun buku 2024. year.
2. Memberikan wewenang kepada Dewan Komisaris Perseroan 2. Granted authority to the Board of Commissioners of the
untuk menetapkan besarnya honorarium profesional yang Company to determine a reasonable professional honorarium
wajar sehubungan dengan penunjukan Kantor Akuntan Publik in connection with the appointment of the Public Accounting
dan Akuntan Publik tersebut. Firm and the Public Accountant.
3. Memberikan kuasa kepada Dewan Komisaris atas dasar 3. Granted authority to the Board of Commissioners based on the
rekomendasi dari Komite Audit untuk menunjuk Kantor Akuntan recommendation from the Audit Committee to appoint another
Publik dan/atau Akuntan Publik lain yang terdaftar di Otoritas Public Accounting Firm and/or Public Accountant who is
Jasa Keuangan, dengan mempertimbangkan pengalaman registered in the Financial Services Authority, has experiences
dalam audit perbankan dan berafiliasi dengan Kantor Akuntan in banking audit as well as affiliated with the International
Publik Internasional yang diakui, dalam hal Kantor Akuntan Public Accounting Firm if the appointed Public Accounting Firm
Publik dan/atau Akuntan Publik tersebut di atas karena alasan and/or Public Accountant for whatever reason, cannot fulfill its
apa pun tidak dapat melaksanakan tugasnya sesuai dengan duties.
ketentuan yang berlaku.
2025 Annual Report PT Bank Permata Tbk 599
Page 602
Tata Kelola Perusahaan
Good Corporate
Governance
Mata Acara 4 Agenda 4
Pengangkatan Dewan Pengawas Syariah (DPS) untuk periode Appointment of Sharia Supervisory Board (SSB) for the period of
2024– 2026. 2024– 2026.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed fourth agenda of the Meeting.
acara keempat Rapat tersebut.
Keputusan Resolutions
1. Menyetujui untuk mengangkat kembali Bapak Prof. Dr. H. Jaih, 1. Approved the reappointment of Mr. Prof. Dr. H. Jaih, S.E., M.H.,
S.E., M.H., M.Ag. sebagai anggota Dewan Pengawas Syariah M.Ag. as a member of the Sharia Supervisory Board of the
Perseroan, untuk masa jabatan efektif sejak ditutupnya Rapat Company, for a term of office effective from the closing of the
ini, sampai dengan penutupan Rapat Umum Pemegang Saham Meeting, until the closing of the Annual General Meeting of
Tahunan Perseroan yang akan dilaksanakan dalam tahun Shareholders of the Company which will be held in 2026 or at
2026 atau sewaktu-waktu dalam Rapat Umum Pemegang any time in the General Meeting of Shareholders in accordance
Saham sesuai dengan ketentuan Anggaran Dasar Perseroan. with the provisions of the Company’s Articles of Association.
2. Berdasarkan hal-hal tersebut di atas, maka susunan Dewan 2. Based on the above explanations, the composition of the
Pengawas Syariah Perseroan menjadi sebagai berikut: Sharia Supervisory Board of the Company shall be as follows:
Dewan Pengawas Syariah Sharia Supervisory Board
Anggota: Prof. Dr. H. Jaih, S.E., M.H., M.Ag. Member: Prof. Dr. H. Jaih, S.E., M.H., M.Ag.
3. Memberikan kuasa kepada Direksi Perseroan dengan hak 3. Granted the power of attorney to the Board of Directors of the
substitusi, untuk menyatakan kembali keputusan Rapat Company with the right of substitution, to restate the decision
berkenaan dengan perubahan Dewan Pengawas Syariah of the Meeting regarding the change in the composition of the
Perseroan dalam akta notaris dan selanjutnya menyampaikan Company’s Sharia Supervisory Board in a notarial deed and
pemberitahuan susunan Dewan Pengawas Syariah Perseroan subsequently submit notification of the composition of the
tersebut kepada Menteri Hukum dan Hak Asasi Manusia Sharia Supervisory Board of the Company to the Minister of Law
Republik Indonesia, dan mendaftarkannya pada Daftar and Human Rights of the Republic of Indonesia, and register it
Perseroan serta melakukan segala tindakan yang diperlukan in the Company Register and to take all necessary actions in
sesuai dengan peraturan-perundangan yang berlaku. accordance with the applicable laws and regulations.
Mata Acara 5 Agenda 5
Perubahan susunan Pengurus Perseroan. Changes in the Management of the Company.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed fifth agenda of the Meeting.
acara kelima Rapat tersebut.
Keputusan Resolutions
1. Menyetujui untuk mengangkat Bapak Eddie Sajoga 1. Approved the appointment of Mr. Eddie Sajoga as Director of
sebagai Direktur Perseroan untuk masa jabatan setelah the Company for the term of office after all the requirements
seluruh persyaratan pengangkatannya terpenuhi termasuk for his appointment have been fulfilled including the approval
diperolehnya persetujuan kemampuan dan kepatutan dari of the fit and proper test from the relevant Regulator becomes
Regulator terkait menjadi efektif, sampai dengan penutupan effective, until the closing of the Company’s Annual General
Rapat Umum Pemegang Saham Tahunan Perseroan yang Meeting of Shareholders which will be held in 2027 or at any
akan dilaksanakan dalam tahun 2027 atau sewaktu-waktu time in the General Meeting of Shareholders in accordance
dalam Rapat Umum Pemegang Saham sesuai dengan with the provisions of the Company’s Articles of Association.
ketentuan Anggaran Dasar Perseroan.
600 PT Bank Permata Tbk Laporan Tahunan 2025
Page 603
2. Menerima dengan baik pengunduran diri Bapak Herwin 2. Accepted the resignation of Mr. Herwin Bustaman from his
Bustaman dari jabatannya sebagai Direktur Unit Usaha position as Sharia Business Unit Director of the Company which
Syariah Perseroan yang berlaku efektif setelah ditutupnya shall be effective as of the closing of the Meeting, with a note
Rapat, dengan catatan bahwa pelunasan dan pembebasan that the full acquittal and discharge of his duties from 1 January
tanggung jawab sepenuhnya atas pelaksanaan tugasnya 2024 until the effective date of his resignation from his position
dari tanggal 1 Januari 2024 sampai dengan tanggal efektif will be discussed in the Company’s Annual General Meeting of
pengunduran dirinya dari jabatannya tersebut akan dibahas Shareholders which will be held in 2025.
dalam Rapat Umum Pemegang Saham Tahunan Perseroan
yang akan dilaksanakan dalam tahun 2025.
3. Menetapkan Bapak Rudy Basyir Ahmad merangkap sebagai 3. Determined Mr. Rudy Basyir Ahmad to hold a concurrent
Direktur Unit Usaha Syariah Perseroan, dengan masa position as Sharia Business Unit Director of the Company, for
jabatan sebagai Direktur Unit Usaha Syariah setelah seluruh the term of office as a Sharia Business Unit Director after all the
persyaratan penetapannya terpenuhi termasuk diperolehnya requirements for his determination have been fulfilled including
persetujuan kemampuan dan kepatutan dari Regulator the approval of the fit and proper test from the relevant
terkait menjadi efektif, sampai dengan penutupan Rapat Regulator becomes effective, until the closing of the Company’s
Umum Pemegang Saham Tahunan Perseroan yang akan Annual General Meeting of Shareholders which will be held in
dilaksanakan dalam tahun 2026 atau sewaktu-waktu dalam 2026 or at any time in the General Meeting of Shareholders in
Rapat Umum Pemegang Saham sesuai dengan ketentuan accordance with the provisions of the Company’s Articles of
Anggaran Dasar Perseroan. Association.
4. Berdasarkan hal-hal tersebut di atas, maka susunan 4. Referring to the above matters, the compositions of the Board
Dewan Komisaris Perseroan dan Direksi Perseroan menjadi of Commissioners and the Board of Directors of the Company
sebagai berikut: are as follows:
Nama
Jabatan Position
Name
Dewan Komisaris Board of Commissioners
Komisaris Utama Chartsiri Sophonpanich President Commissioner
Komisaris Chong Toh Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Chalit Tayjasanant Commissioner
Komisaris Independen Haryanto Sahari Independent Commissioner
Komisaris Independen Goei Siauw Hong Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi Independent Commissioner
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli President Director
Direktur Abdy Dharma Salimin Director
Direktur Kepatuhan Dhien Tjahajani Compliance Director
Direktur Djumariah Tenteram Director
Direktur Dayan Sadikin Director
Direktur Setiatno Budiman Director
Direktur merangkap Direktur Unit Usaha Rudy Basyir Ahmad*) Director concurrent as Sharia Business
Syariah Unit Director
Direktur Eddie Sajoga**) Director
Dengan penjelasan sebagai berikut: With the following explanation:
*)
Penetapan Bapak Rudy Basyir Ahmad merangkap sebagai Direktur Unit *)
Determination of Mr. Rudy Basyir Ahmad concurrently as the Sharia Business Unit
Usaha Syariah Perseroan untuk masa jabatan setelah seluruh persyaratan Director of the Company for the term of office after all the requirements for his
penetapannya terpenuhi termasuk diperolehnya persetujuan kemampuan dan determination have been fulfilled including obtaining fit and proper test approval
kepatutan dari Regulator terkait menjadi efektif. from the relevant Regulator become effective.
**)
Pengangkatan Bapak Eddie Sajoga sebagai Direktur Perseroan untuk masa **)
Appointment of Mr. Eddie Sajoga as Director of the Company for the term of office
jabatan setelah seluruh persyaratan pengangkatannya terpenuhi termasuk after all the requirements for his appointment have been fulfilled including obtaining
diperolehnya persetujuan kemampuan dan kepatutan dari Regulator terkait fit and proper test approval from the relevant Regulator become effective.
menjadi efektif.
2025 Annual Report PT Bank Permata Tbk 601
Page 604
Tata Kelola Perusahaan
Good Corporate
Governance
5. Memberikan kuasa kepada Direksi Perseroan dengan hak 5. Granted authority to the Board of Directors of the Company with
substitusi, untuk menyatakan kembali keputusan Rapat the right of substitution, to restate the resolution of the Meeting
berkenaan dengan perubahan susunan Direksi Perseroan regarding changes in the composition of the Company’s Board
dalam akta notaris dan selanjutnya menyampaikan of Directors in a notarial deed and further submit a notice of
pemberitahuan susunan Direksi Perseroan tersebut kepada the composition of the Company’s Board of Directors to the
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia Minister of Law and Human Rights of the Republic of Indonesia
dan mendaftarkannya pada Daftar Perseroan serta melakukan and register it in the Company’s Register and take all necessary
segala tindakan yang diperlukan sesuai dengan peraturan actions in accordance with applicable laws and regulations.
perundangan yang berlaku.
Mata Acara 6 Agenda 6
Penetapan besar dan jenis remunerasi serta fasilitas lain yang The determination of the remuneration and other allowances
diberikan Perseroan kepada anggota Dewan Komisaris, anggota granted by the Company to the members of the Board of
Direksi, dan Dewan Pengawas Syariah. Commissioners, the Board of Directors, and the Sharia Supervisory
Board.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed sixth agenda of the Meeting.
acara keenam Rapat tersebut.
Keputusan Resolutions
1. Dengan memperhatikan saran/pendapat yang diberikan oleh 1. Referring to the suggestions/opinions provided by the
Komite Remunerasi dan Nominasi Perseroan, menetapkan Company’s Remuneration and Nomination Committee,
besarnya remunerasi serta fasilitas lain bagi seluruh anggota determined the amount of remuneration and other facilities
Dewan Komisaris Perseroan untuk tahun buku 2024 sebesar- for all members of the Company’s Board of Commissioners for
besarnya Rp40.000.000.000 (empat puluh miliar Rupiah) per the 2024 financial year of a maximum of Rp40,000,000,000
tahun. Besarnya remunerasi serta fasilitas lain tersebut wajib (forty billion Rupiah) per year. The amount of remuneration and
dicantumkan dalam Laporan Tahunan Perseroan tahun 2024. other facilities must be reported in the 2024 Annual Report of
the Company.
2. Memberikan kuasa kepada Dewan Komisaris Perseroan untuk 2. Granted the power of attorney to the Board of Commissioners of
menetapkan rincian pembagian jumlah remunerasi serta the Company to determine the details of the distribution of the
fasilitas lain yang akan diberikan di antara masing-masing remuneration and other facilities to be provided among each
anggota Dewan Komisaris Perseroan yang bersangkutan member of the Board of Commissioners of the Company by
dengan memperhatikan saran/pendapat yang diberikan oleh taking into account the suggestions/opinions provided by the
Komite Remunerasi dan Nominasi Perseroan. Remuneration and Nomination Committee of the Company.
3. Memberikan kuasa kepada Dewan Komisaris Perseroan untuk 3. Granted the power of attorney to the Company’s Board of
menetapkan besarnya remunerasi serta fasilitas lain bagi Commissioners to determine the amount of remuneration
setiap anggota Direksi Perseroan dengan memperhatikan and other facilities for each member of the Company’s Board
saran/pendapat yang diberikan oleh Komite Remunerasi dan of Directors by taking into account the suggestions/opinions
Nominasi Perseroan dan besarnya remunerasi serta fasilitas provided by the Company’s Remuneration and Nomination
lain tersebut wajib dicantumkan dalam Laporan Tahunan Committee and such amount of remuneration and other
Perseroan tahun 2024. facilities must be reported in the 2024 Annual Report of
the Company.
4. Dengan memperhatikan saran/pendapat yang diberikan oleh 4. Referring to the suggestions/opinions provided by the
Komite Remunerasi dan Nominasi Perseroan, menetapkan Company’s Remuneration and Nomination Committee,
besarnya honorarium dan/atau tunjangan bagi anggota stipulated the amount of honorarium and/or allowances for
Dewan Pengawas Syariah Perseroan untuk tahun buku 2024 the member of the Company’s Sharia Supervisory Board for
sebesar-besarnya Rp578.664.498 (lima ratus tujuh puluh the 2024 financial year of a maximum of Rp578,664,498 (five
delapan juta enam ratus enam puluh empat ribu empat hundred and seventy-eight million six hundred and sixty-four
ratus sembilan puluh delapan Rupiah) per tahun. Besarnya thousand four hundred and ninety-eight Rupiah) per year. The
honorarium dan/atau tunjangan tersebut wajib dicantumkan amount of the honorarium and/or allowances must be reported
dalam Laporan Tahunan Perseroan tahun 2024. in the 2024 Annual Report of the Company.
602 PT Bank Permata Tbk Laporan Tahunan 2025
Page 605
Mata Acara 7 Agenda 7
Perubahan Anggaran Dasar Perseroan. Amendments of the Company’s Articles of Association.
Jumlah Suara Total Voting
Tidak ada pemegang saham yang mengeluarkan suara tidak No shareholder voted against or abstained from the proposed
setuju atau abstain terhadap usulan keputusan mata acara Rapat, decision on the Meeting agenda, so the decision was taken based
sehingga keputusan diambil berdasarkan musyawarah untuk on deliberation to reach a consensus among all shareholders
mufakat dari seluruh pemegang saham yang hadir atau sejumlah present or a total of 35,715,987,449 shares and approved the
35.715.987.449 saham dan memutuskan menyetujui usulan mata proposed seventh agenda of the Meeting.
acara ketujuh Rapat tersebut.
Keputusan Resolutions
1. Menyetujui perubahan pasal-pasal Anggaran Dasar Perseroan 1. Approved the amendment of articles of the Articles of
sebagaimana termuat dalam Usulan Perubahan Anggaran Association of the Company as described in the Proposed
Dasar yang telah disediakan bagi para pemegang saham atau Amendment of Articles of Association of the Company which
kuasanya sebagai materi Rapat serta menyatakan kembali have been made available to shareholders as Meeting materials
seluruh Anggaran Dasar Perseroan. and restated all Articles of Association of the Company.
2. Menyetujui pemberian kuasa dan wewenang kepada Direksi 2. Approved the granting of power and authority to the
Perseroan dengan hak substitusi, untuk menyusun kembali Company’s Board of Directors with the right of substitution,
seluruh Anggaran Dasar Perseroan dan melakukan setiap to restate the whole Articles of Association of the Company
dan seluruh tindakan sehubungan dengan hal-hal yang and to undertake any actions in relation to matters about the
berkaitan dengan perubahan Anggaran Dasar ini dengan amendment of the Articles of Association with due observance
memperhatikan Anggaran Dasar Perseroan dan peraturan of the Company’s Articles of Association and prevailing laws
perundang-undangan yang berlaku, termasuk untuk membuat and regulations, including to prepare or cause to be prepared
atau meminta dibuatkan segala akta-akta, surat-surat maupun all necessary deeds, letters, or documents, to appear before
dokumen yang diperlukan, hadir di hadapan pihak/pejabat authorized parties/officials, to obtain the notification receipt
yang berwenang, memperoleh tanda terima pemberitahuan for the amendment of the Articles of Association from the
atas perubahan Anggaran Dasar termasuk dari Menteri Hukum Ministry of Law and Human Rights (MOLHR), and to register
dan HAM (Menkumham), dan mendaftarkannya dalam Daftar it in the Company Register in accordance with the provisions
Perseroan sesuai dengan ketentuan peraturan perundang- of prevailing laws and regulations, and to make amendments
undangan yang berlaku, dan untuk membuat pengubahan and/or additions in forms that are required to obtain such
dan/atau tambahan dalam bentuk yang diperlukan untuk approval or notification receipt, and to undertake other actions
memperoleh diterimanya pemberitahuan tersebut, dan untuk that may be necessary without any exception.
melaksanakan tindakan lainnya yang mungkin diperlukan
tanpa ada yang dikecualikan.
II. Keputusan RUPSLB tanggal 27 September 2024 yang telah II. Resolutions of EGMS on 27 September 2024 which has been
Direalisasikan pada Tahun Buku 2024 Realized in Financial Year of 2024
Mata Acara 1 Agenda 1
Perubahan Anggaran Dasar Perseroan. Amendments of the Company’s Articles of Association.
Jumlah Suara Total Voting
Terdapat pemegang saham yang mengeluarkan suara tidak There were shareholders who voted against and abstained, thus
setuju dan abstain, dengan demikian hasil pemungutan suara the voting results for the first agenda of the Meeting were as
untuk mata acara pertama Rapat sebagai berikut: follows:
Jumlah Suara Jumlah Suara Setuju Jumlah Suara Tidak Setuju
Abstain
Total Voting Total Approve Total Against
32.606.881.609 saham atau 32.606.847.009 saham atau 194 saham atau 0,000001% 34.600 saham atau 0,000106%
99,999999% 99,999893%
32,606,881,609 shares or 32,606,847,009 shares or 194 shares or 0.000001% 34,600 shares or 0.000106%
99.999999% 99.999893%
2025 Annual Report PT Bank Permata Tbk 603
Page 606
Tata Kelola Perusahaan
Good Corporate
Governance
Keputusan Resolutions
1. Menyetujui perubahan Pasal 23 ayat (2) Anggaran Dasar 1. Approved the amendment of Article 23 paragraph (2) of
Perseroan sebagaimana termuat dalam Usulan Perubahan the Articles of Association of the Company as described in
Anggaran Dasar yang telah disediakan bagi para pemegang the Proposed Amendment of Articles of Association of the
saham atau kuasanya sebagai materi Rapat serta menyatakan Company which has been made available to shareholders as
kembali seluruh Anggaran Dasar Perseroan. Meeting materials and restated all Articles of Association of
the Company.
2. Menyetujui pemberian kuasa dan wewenang kepada Direksi 2. Approved the granting of power and authority to the
Perseroan dengan hak substitusi, untuk menyusun kembali Company’s Board of Directors with the right of substitution, to
seluruh Anggaran Dasar Perseroan dan melakukan setiap restate the whole Articles of Association of the Company and
dan seluruh tindakan sehubungan dengan hal-hal yang to undertake any actions in relation to matters pertaining to the
berkaitan dengan perubahan Anggaran Dasar ini dengan amendment of the Articles of Association with due observance
memperhatikan Anggaran Dasar Perseroan dan peraturan of the Company’s Articles of Association and prevailing laws
perundang-undangan yang berlaku, termasuk untuk membuat and regulations, including to prepare or cause to be prepared
atau meminta dibuatkan segala akta-akta, surat-surat maupun all necessary deeds, letters, or documents, to appear before
dokumen yang diperlukan, hadir di hadapan pihak/pejabat authorized parties/officials, to obtain the notification receipt
yang berwenang, memperoleh tanda terima pemberitahuan for the amendment of the Articles of Association from the
atas perubahan Anggaran Dasar termasuk dari Menteri Hukum Ministry of Law and Human Rights (MoLHR), and to register
dan HAM (Menkumham), dan mendaftarkannya dalam Daftar it in the Company Register in accordance with the provisions
Perseroan sesuai dengan ketentuan peraturan perundang- of prevailing laws and regulations, and to make amendments
undangan yang berlaku, dan untuk membuat perubahan and/or additions in forms that are required to obtain such
dan/atau tambahan dalam bentuk yang diperlukan untuk approval or notification receipt, and to undertake other actions
memperoleh diterimanya pemberitahuan tersebut, dan untuk that may be necessary without any exception.
melaksanakan tindakan lainnya yang mungkin diperlukan
tanpa ada yang dikecualikan.
Mata Acara 2 Agenda 2
Pengangkatan anggota Dewan Pengawas Syariah (DPS). Appointment of the Sharia Supervisory Board (SSB) member.
Jumlah Suara Total Voting
Terdapat pemegang saham yang mengeluarkan suara tidak There were shareholders who voted against and abstained, thus
setuju dan abstain, dengan demikian hasil pemungutan suara the voting results for the second agenda of the Meeting were as
untuk mata acara kedua Rapat sebagai berikut: follows:
Jumlah Suara Jumlah Suara Setuju Jumlah Suara Tidak Setuju
Abstain
Total Voting Total Approve Total Against
32.606.881.609 saham atau 32.606.847.009 saham atau 194 saham atau 0,000001% 34.600 saham atau 0,000106%
99,999999% 99,999893%
32,606,881,609 shares or 32,606,847,009 shares or 194 shares or 0.000001% 34,600 shares or 0.000106%
99.999999% 99.999893%
Keputusan Resolutions
1. Dengan memperhatikan rekomendasi Komite Remunerasi dan 1. Refer to the recommendations of the Company’s Remuneration
Nominasi Perseroan diputuskan sebagai berikut: and Nomination Committee, it is decided as follows:
i. Menyetujui untuk mengangkat Bapak Asep Supyadillah i. Approved to appoint Mr. Asep Supyadillah as a member of
sebagai anggota Dewan Pengawas Syariah Perseroan, the Sharia Supervisory Board, for the term of office after all
untuk masa jabatan setelah seluruh persyaratan the requirements for his appointment have been fulfilled
pengangkatannya terpenuhi termasuk diperolehnya including the approval of the fit and proper test from the
persetujuan kemampuan dan kepatutan dari Regulator relevant Regulator become effective, until the closing of the
terkait menjadi efektif sampai dengan penutupan Rapat Company’s Annual General Meeting of Shareholders which
Umum Pemegang Saham Tahunan Perseroan yang akan will be held in 2027 or at any time in the General Meeting
dilaksanakan dalam tahun 2027 atau sewaktu-waktu of Shareholders in accordance with the provisions of the
dalam Rapat Umum Pemegang Saham sesuai dengan Company’s Articles of Association.
ketentuan Anggaran Dasar Perseroan.
604 PT Bank Permata Tbk Laporan Tahunan 2025
Page 607
ii. Menetapkan Bapak Prof. Dr. H. Jaih, S.E., M.H., M.Ag yang ii. Determined Mr. Prof. Dr. H. Jaih, S.E., M.H., M.Ag who at the
saat ini menjabat sebagai anggota Dewan Pengawas moment serves as a member of the Sharia Supervisory
Syariah Perseroan diangkat berdasarkan Keputusan RUPS Board of the Company appointed based on the Annual
Tahunan tanggal 3 April 2024, menjadi Ketua Dewan GMS Decision on 3 April 2024, as the Chairman of the
Pengawas Syariah Perseroan dan masa jabatan Bapak Sharia Supervisory Board of the Company and term of
Prof. Dr. H. Jaih, S.E., M.H., M.Ag. disesuaikan dengan office of Mr. Prof. Dr. H. Jaih, SE., MH., M.Ag. is adjusted with
perubahan masa jabatan Dewan Pengawas Syariah the amendment of Sharia Supervisory Board term of office
yang telah diputuskan dalam Rapat ini sehingga menjadi which has been approved in this Meeting to become until
sampai dengan penutupan Rapat Umum Pemegang the closing of the Annual General Meeting of Shareholders
Saham Tahunan Perseroan yang akan dilaksanakan dalam of the Company which will be convened in 2027 or at any
tahun 2027 atau sewaktu-waktu dalam Rapat Umum time at the General Meeting of Shareholders in accordance
Pemegang Saham sesuai dengan ketentuan Anggaran with Articles of Association of the Company.
Dasar Perseroan.
iii. Berdasarkan hal-hal tersebut, maka susunan Dewan iii. Refer to those matters, the composition of the Sharia
Pengawas Syariah Perseroan menjadi sebagai berikut: Supervisory Board of the Company shall be as follows:
Nama
Jabatan Position
Name
Dewan Pengawas Syariah Sharia Supervisory Board
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag.*) Chairman
Anggota Asep Supyadillah**) Member
Dengan penjelasan sebagai berikut: With explanation as follows:
*)
Penetapan Bapak Prof. Dr. H. Jaih, S.E., M.H., M.Ag., sebagai Ketua Dewan *)
The determination of Mr. Prof. Dr. H. Jaih, S.E., M.H., M.Ag as Chairman of the
Pengawas Syariah berlaku setelah diperolehnya persetujuan kemampuan Sharia Supervisory Board shall be valid after obtaining the fit and proper test
dan kepatutan dari Regulator terkait menjadi efektif atas pengangkatan approval from the relevant Regulator to become effective upon the appointment
Bapak Asep Supyadillah sebagai anggota Dewan Pengawas Syariah. of Mr. Asep Supyadillah as a member of the Sharia Supervisory Board.
**)
Pengangkatan Bapak Asep Supyadillah sebagai anggota Dewan Pengawas **)
The appointment Mr. Asep Supyadillah as a member of the Sharia Supervisory
Syariah Perseroan setelah seluruh persyaratan pengangkatannya Board of the Company after all the requirements for his appointment has been
terpenuhi termasuk diperolehnya persetujuan kemampuan dan kepatutan fulfilled including obtaining fit and proper test approval from the relevant
dari Regulator terkait menjadi efektif. Regulator becomes effective.
2. Memberikan kuasa kepada Direksi Perseroan dengan hak 2. Granted authority to the Board of Directors of the Company with
substitusi, untuk menyatakan kembali keputusan Rapat the right of substitution, to restate the resolution of the Meeting
berkenaan dengan perubahan susunan Dewan Pengawas regarding changes in the composition of the Company’s Sharia
Syariah Perseroan dalam akta notaris dan selanjutnya Supervisory Board in a notarial deed and further submit a
menyampaikan pemberitahuan susunan Dewan Pengawas notice of the composition of the Company’s Sharia Supervisory
Syariah Perseroan tersebut kepada Menteri Hukum dan Hak Board to the Minister of Law and Human Rights of the Republic
Asasi Manusia Republik Indonesia dan mendaftarkannya of Indonesia and register it in the Company’s Register and
pada Daftar Perseroan serta melakukan segala tindakan take all necessary actions in accordance with applicable laws
yang diperlukan sesuai dengan peraturan perundangan and regulations.
yang berlaku.
3. Dengan memperhatikan saran/pendapat yang diberikan oleh 3. By considering the suggestion/opinion from the Remuneration
Komite Remunerasi dan Nominasi Perseroan, menyesuaikan and Nomination Committee of the Company, adjust the
besarnya honorarium dan/atau tunjangan bagi Dewan honorarium and/or allowances for the Sharia Supervisory
Pengawas Syariah Perseroan untuk tahun buku 2024 menjadi Board of the Company for the 2024 financial year to become
sebesar Rp1.260.000.000,00 (satu miliar dua ratus enam Rp1,260,000,000.00 (one billion two hundred and sixty million
puluh juta Rupiah) per tahun. Besarnya honorarium dan/ Rupiah) per year. The amount of the honorarium and/or
atau tunjangan tersebut wajib dicantumkan dalam Laporan allowances must be disclosed in the 2024 Annual Report of the
Tahunan Perseroan tahun 2024. Company.
4. Memberikan kuasa kepada Dewan Pengawas Syariah 4. Granted authority to the Sharia Supervisory Board of the
Perseroan untuk menetapkan pembagian jumlah honorarium Company to determine the distribution of the total honorarium
dan/atau tunjangan yang akan diberikan diantara masing- and/or allowances which shall be given to each member of the
masing anggota Dewan Pengawas Syariah Perseroan yang Sharia Supervisory Board of the Company by considering the
bersangkutan dengan memperhatikan saran/pendapat yang suggestion/opinion from the Remuneration and Nomination
diberikan oleh Komite Remunerasi dan Nominasi Perseroan. Committee of the Company.
2025 Annual Report PT Bank Permata Tbk 605
Page 608
Tata Kelola Perusahaan
Good Corporate
Governance
Mata Acara 3 Agenda 3
Pengangkatan Direktur Perseroan. Appointment of the Director of the Company.
Jumlah Suara Total Voting
Terdapat pemegang saham yang mengeluarkan suara tidak There were shareholders who voted against and abstained,
setuju dan abstain, dengan demikian hasil pemungutan suara thus the voting results for the third agenda of the Meeting were
untuk mata acara ketiga Rapat sebagai berikut: as follows:
Jumlah Suara Jumlah Suara Setuju Jumlah Suara Tidak Setuju
Abstain
Total Voting Total Approve Total Against
32.606.881.609 saham atau 32.606.847.009 saham atau 194 saham atau 0,000001% 34.600 saham atau 0,000106%
99,999999% 99,999893%
32,606,881,609 shares or 32,606,847,009 shares or 194 shares or 0.000001% 34,600 shares or 0.000106%
99.999999% 99.999893%
Keputusan Resolutions
1. Dengan memperhatikan rekomendasi Komite Remunerasi 1. By considering the recommendation of the Remuneration and
dan Nominasi Perseroan menyetujui untuk mengangkat Ibu Nomination Committee of the Company approved to appoint
Evi sebagai Direktur Perseroan untuk masa jabatan setelah Mrs. Evi as Director of the Company for the term of office after
seluruh persyaratan pengangkatannya terpenuhi termasuk all the requirements for her appointment have been fulfilled
diperolehnya persetujuan kemampuan dan kepatutan dari including the approval of the fit and proper test from the relevant
Regulator terkait menjadi efektif, sampai dengan penutupan Regulator becomes effective, until the closing of the Company’s
Rapat Umum Pemegang Saham Tahunan Perseroan yang Annual General Meeting of Shareholders which will be held in
akan dilaksanakan dalam tahun 2027 atau sewaktu-waktu 2027 or at any time in the General Meeting of Shareholders in
dalam Rapat Umum Pemegang Saham sesuai dengan accordance with the provisions of the Company’s Articles of
ketentuan Anggaran Dasar Perseroan. Association.
2. Berdasarkan hal-hal tersebut, maka susunan Dewan Komisaris 2. Based on those explanations, the composition of the Board of
Perseroan dan Direksi Perseroan menjadi sebagai berikut: Commissioners and the Board of Directors of the Company
shall be as follows:
Nama
Jabatan Position
Name
Dewan Komisaris Board of Commissioners
Komisaris Utama Chartsiri Sophonpanich President Commissioner
Komisaris Chong Toh Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Chalit Tayjasanant Commissioner
Komisaris Independen Haryanto Sahari Independent Commissioner
Komisaris Independen Goei Siauw Hong Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi Independent Commissioner
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli President Director
Direktur Abdy Dharma Salimin Director
Direktur Kepatuhan Dhien Tjahajani Compliance Director
Direktur Djumariah Tenteram Director
Direktur Dayan Sadikin Director
Direktur Setiatno Budiman Director
Direktur merangkap Direktur Unit Usaha Rudy Basyir Ahmad Director concurrent as Sharia Business
Syariah Unit Director
Direktur Eddie Sajoga Director
Direktur Evi*) Director
Dengan penjelasan sebagai berikut: With explanations as follows:
*)
Pengangkatan Ibu Evi sebagai Direktur Perseroan setelah seluruh persyaratan *)
Appointment of Mrs. Evi as Director of the Company after all the requirements for her
pengangkatannya terpenuhi termasuk diperolehnya persetujuan kemampuan appointment have been fulfilled including obtaining fit and proper test approval from
dan kepatutan dari Regulator terkait menjadi efektif. the relevant Regulator becomes effective.
606 PT Bank Permata Tbk Laporan Tahunan 2025
Page 609
3. Memberikan kuasa kepada Direksi Perseroan dengan hak 3. Granted authority to the Board of Directors of the Company with
substitusi, untuk menyatakan kembali keputusan Rapat the right of substitution, to restate the resolution of the Meeting
berkenaan dengan perubahan susunan Direksi Perseroan regarding changes in the composition of the Company’s Board
dalam akta notaris dan selanjutnya menyampaikan of Directors in a notarial deed and further submit a notice of
pemberitahuan susunan Direksi Perseroan tersebut kepada the composition of the Company’s the Board of Directors to the
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia Minister of Law and Human Rights of the Republic of Indonesia
dan mendaftarkannya pada Daftar Perseroan serta melakukan and register it in the Company’s Register and take all necessary
segala tindakan yang diperlukan sesuai dengan peraturan actions in accordance with applicable laws and regulations.
perundangan yang berlaku.
Data Pemegang Saham Utama dan Pengendali,
Langsung maupun Tidak Langsung hingga
Pemilik Individu
Main and Controlling Shareholders, Direct or Indirect, to Individual
Owners
Struktur pemegang saham Permata Bank pada posisi The shareholders structure as of 31 December 2025 as follows:
31 Desember 2025 sebagai berikut:
Bangkok Bank Masyarakat
Public Company Limited Public
89,12% 10,88%
PT Bank Permata Tbk
Berdasarkan skema pemegang saham di atas, Bangkok Based on the shareholder structure above, Bangkok Bank Public
Bank Public Company Limited merupakan Pemegang Company Limited is the Controlling Shareholder of the Bank,
Saham Pengendali Bank dengan porsi kepemilikan saham holding 89.12% of the total issued and paid-up share capital.
mencapai 89,12%.
Sementara itu, struktur kepemilikan sepuluh pemegang saham Meanwhile, the ownership structure of the ten largest shareholders
terbesar Bangkok Bank Public Company Limited per tanggal of Bangkok Bank Public Company Limited as of 11 September
11 September 2025 sebagai berikut: 2025 as follows:
Pemegang Saham Total (saham) Proporsi (%)
No.
Shareholders Amount (share) Proportion (%)
1 Thai NVDR Company Limited 443.635.979 23,24
2 City Realty Co., Ltd. 90.975.500 4,77
3 Social Security Office 82.148.040 4,30
4 South East Asia UK (Type C) Nominees Limited 71.950.386 3,77
5 State Street Bank and Trust Company 49.973.124 2,62
6 UOB Kay Hian (Hong Kong) Limited - Client Account 39.313.670 2,06
2025 Annual Report PT Bank Permata Tbk 607
Page 610
Tata Kelola Perusahaan
Good Corporate
Governance
Pemegang Saham Total (saham) Proporsi (%)
No.
Shareholders Amount (share) Proportion (%)
7 State Street Europe Limited 39.042.843 2,05
8 Vayupak Fund 1 37.189.600 1,95
9 The Bank of New York Mellon 36.971.256 1,94
10 Bangkok Insurance Public Company Limited 34.582.130 1,81
Pemegang Saham Lainnya 983.060.366 51,49
Other Shareholders
Total Modal Disetor 1.908.842.894 100,00
Total Paid-Up Capital
Pihak yang menjadi penerima manfaat Permata Bank adalah The ultimate beneficial owner of Permata Bank is Bangkok
Bangkok Bank Public Company Limited selaku Pemegang Bank Public Company Limited, in its capacity as the Controlling
Saham Pengendali Permata Bank, serta memiliki kewenangan Shareholder of Permata Bank. As such, it possesses the authority
atau kekuasaan untuk mempengaruhi maupun mengendalikan or power to influence or control Permata Bank without requiring
Permata Bank tanpa memerlukan otorisasi dari pihak mana pun, authorization from any other party. In this regard, Bangkok Bank
dalam hal ini Bangkok Bank Public Company Limited diwakili oleh Public Company Limited is represented by Deja Tulananda and
Deja Tulananda dan Chartsiri Sophonpanich. Chartsiri Sophonpanich.
Dewan Komisaris
Board of Commissioners
Dewan Komisaris Permata Bank merupakan salah satu organ Permata Bank’s Board of Commissioners is one of the company’s
perusahaan dengan tugas utama yaitu mengawasi jalannya organs collectively tasked with the supervision functions of the
pengelolaan Permata Bank serta memberikan nasihat kepada Permata Bank’s management and has the authority to advise the
Direksi dalam menjalankan perusahaan untuk memastikan arah Board of Directors, ensuring that the direction of Permata Bank’s
pengelolaan Permata Bank telah sesuai dengan tujuan yang management is in line with the established goals. In its
ditetapkan. Dalam pelaksanaan tugasnya, Dewan Komisaris juga implementation, the Board of Commissioners is assisted by the
dibantu oleh komite-komite yang dibentuk oleh Dewan Komisaris committees established by the Board of Commissioners which are
yaitu Komite Audit, Komite Remunerasi dan Nominasi, serta Audit Committee, Remuneration and Nomination Committee, and
Komite Pemantau Risiko. Risk Monitoring Committee.
Dasar Hukum Legal Basis
Setiap pengangkatan, pemberhentian, maupun pengunduran Every appointment, dismissal, or resignation of members of the
diri anggota Dewan Komisaris diputuskan oleh RUPS dengan Board of Commissioners is decided by the GMS by observing the
memperhatikan ketentuan Anggaran Dasar Permata Bank dan Articles of Association of Permata Bank and prevailing regulations.
peraturan perundangan yang berlaku.
Prosedur Pengangkatan Anggota Dewan Appointment Procedures for Members of the
Komisaris Board of Commissioners
Komite Remunerasi dan Nominasi memberikan rekomendasi The Remuneration and Nomination Committee shall provide
kandidat calon anggota Dewan Komisaris dengan mekanisme recommendation of a candidate for the position of members of the
sebagai berikut: Board of Commissioners by means of the following mechanism:
1. Komite akan menerima surat dari pemegang saham 1. The Committee receives nomination letter from shareholders
mengenai pergantian/pengangkatan Dewan Komisaris. regarding replacement/appointment of the Board of
Commissioners.
608 PT Bank Permata Tbk Laporan Tahunan 2025
Page 611
2. Setelah mengevaluasi pengalaman dan rekam jejak kandidat 2. After evaluating the candidate’s experience and track
serta mengidentifikasi keselarasan kandidat dengan arahan record and identifying the candidate’s alignment with the
strategis Perusahaan, komite selanjutnya akan memberikan Company’s strategic direction, the committee will then
rekomendasi kepada Dewan Komisaris untuk disampaikan provide recommendations of the candidate to the Board of
dalam Rapat Umum Pemegang Saham, serta mendapatkan Commissioners to be submitted at the General Meeting of
persetujuan dari Regulator. Shareholders and obtain approval from the Regulator.
3. Sebelum efektif menjadi anggota Dewan Komisaris dan dapat 3. Before effectively becoming a member of the Board of
menjalankan tugasnya, calon anggota Dewan Komisaris Commissioners and performing the duties, the candidate
tersebut wajib melalui proses uji penilaian kemampuan dan members of the Board of Commissioners shall pass the fit and
kepatutan (fit and proper test) oleh OJK. proper test conducted by OJK.
Penunjukan, Kriteria, dan Komposisi Dewan Appointment, Criteria, and Composition of the
Komisaris Board of Commissioners
Untuk menjadi anggota Dewan Komisaris, seseorang wajib To become a member of the Board of Commissioners, a person
memenuhi ketentuan-ketentuan sebagaimana yang diatur must fulfill the requirements as stipulated in the prevailing
dalam peraturan perundang-undangan yang berlaku dengan laws and priorities the board composition professionally,
mengedepankan komposisi secara profesional, independensi, independency, appropriate competence, and pay attention to the
kesesuaian kompetensi, dan memperhatikan keberagaman yang diversity in carrying out the duties and responsibilities of the Board
dibutuhkan secara tepat dalam pelaksanaan tugas dan tanggung of Commissioners. The requirements for candidate of the Board
jawab Dewan Komisaris. Ketentuan persyaratan untuk calon of Commissioners among others must fulfill the requirements of
anggota Dewan Komisaris di antaranya memenuhi persyaratan integrity, reputation, and/or financial feasibility.
integritas, reputasi dan/atau kelayakan keuangan.
Selama menjabat, anggota Dewan Komisaris Permata Bank During their terms of office, members of Permata Bank’s Board
harus selalu memenuhi ketentuan-ketentuan sebagaimana yang of Commissioners must always meet the following criteria as
diatur dalam peraturan perundang-undangan yang berlaku, di stipulated in prevailing laws and regulations, among others,
antaranya wajib memiliki integritas, kompetensi, dan reputasi integrity, competency, and a good reputation.
yang baik.
Selain memenuhi persyaratan tersebut, calon anggota Dewan Aside from fulfilling the requirements, the candidate members
Komisaris juga harus memenuhi persyaratan kepengurusan/ of the Board of Commissioners must also fulfill the requirements
pengelolaan Bank dan ketentuan terkait pasar modal related to the Bank’s management and the capital markets
sebagaimana diatur dalam ketentuan peraturan perundang- regulations as stipulated in the prevailing laws, among others:
undangan yang berlaku, di antaranya:
1. Tidak pernah menjadi anggota Direksi atau Dewan Komisaris 1. Never having been a member of the Board of Directors or the
yang dinyatakan bersalah menyebabkan suatu perusahaan Board of Commissioners who is responsible for the bankruptcy
dinyatakan pailit dalam waktu lima tahun sebelum of another company within five years before the current
pengangkatannya. nomination.
2. Tidak pernah dihukum karena melakukan tindak pidana di 2. Never having been convicted of a criminal action in finance or
bidang keuangan yang merugikan keuangan negara dalam having caused a loss to the state within five years before the
waktu lima tahun sebelum pengangkatannya. current nomination.
3. Tidak pernah menjadi anggota Direksi dan/atau anggota 3. Never having been a member of the Board of Directors and/or
Dewan Komisaris yang selama menjabat: member of the Board of Commissioners during the tenure:
a. Pernah tidak menyelenggarakan RUPST. a. Failed to conduct an AGMS.
b. Pertanggungjawabannya sebagai anggota Direksi b. Had his/her accountability as a member of the Board of
dan/atau anggota Dewan Komisaris pernah tidak Directors and/or a member of the Board of Commissioners
diterima oleh RUPS atau pernah tidak memberikan rejected by the GMS or failed to provide his/her
pertanggungjawaban sebagai anggota Direksi dan/atau accountability as a member of the Board of Directors and/
anggota Dewan Komisaris kepada RUPS. or a member of the Board of Commissioners to the GMS.
c. Pernah menyebabkan perusahaan yang memperoleh izin, c. Caused a company that obtained a license, approval, or
persetujuan, atau pendaftaran dari OJK tidak memenuhi registration from the OJK to not fulfill its obligations to
kewajiban menyampaikan laporan tahunan dan/atau submit an annual report and/or financial statements to
laporan keuangan kepada OJK. the OJK.
2025 Annual Report PT Bank Permata Tbk 609
Page 612
Tata Kelola Perusahaan
Good Corporate
Governance
4. Dilarang saling memiliki hubungan keluarga sampai dengan 4. Prohibited from having family relationships up to the second
derajat kedua dengan sesama anggota Dewan Komisaris, level with other members of the Board of Commissioners, the
anggota Direksi dan/atau anggota Dewan Pengawas Syariah. Board of Directors and/or the Sharia Supervisory Board.
5. Memperoleh persetujuan OJK (lulus fit and proper test). 5. Obtaining the approval from OJK (passing the fit and
Anggota Dewan Komisaris yang belum memperoleh proper test). Members of the Board of Commissioners who
persetujuan dari OJK tidak dapat membuat keputusan have not obtained the approval from OJK cannot make
yang secara hukum mengikat dan mempengaruhi kondisi any legally binding decision or impact the Permata Bank’s
keuangan Permata Bank. financial condition.
6. Diangkat oleh RUPS dengan memperhatikan rekomendasi 6. Appointed by the GMS by taking into account the
dari Komite Remunerasi dan Nominasi. recommendation from the Remuneration and
Nomination Committee.
7. Dalam hal terdapat benturan kepentingan atau potensi 7. If there is a conflict of interest or potential conflict of interest
benturan kepentingan dari calon Komisaris Independen from a prospective Independent Commissioner or Non-
atau calon Komisaris Non Independen yang terkait dengan Independent Commissioner candidate related to the Bank
Bank sehubungan dengan pencalonan yang bersangkutan in connection with the relevant nomination, the relevant
pada Bank, calon yang bersangkutan mengungkapkan candidate shall disclose the conflict of interest in the fit and
benturan kepentingan dalam proses penilaian kemampuan proper test process.
dan kepatutan.
8. Komisaris Non Independen dapat beralih menjadi Komisaris 8. Non-Independent Commissioners may switch to become
Independen pada Bank atau kelompok usaha bank yang Independent Commissioners at the Bank or the Bank’s
bersangkutan dengan memenuhi persyaratan sebagai business group concerned by fulfilling the requirements as
Komisaris Independen dan menjalani masa tunggu an Independent Commissioner and undergoing a cooling off
(cooling off) paling singkat satu tahun. period of at least one year.
Komposisi dan Jumlah Dewan Komisaris Board of Commissioners Composition and
Tahun 2025 Total in 2025
Sampai dengan tanggal 31 Desember 2025, komposisi Dewan As of 31 December 2025, Permata Bank’s Board of Commissioners
Komisaris Permata Bank berjumlah delapan anggota, dengan comprised eight members, of whom four were Independent
empat anggota Dewan Komisaris merupakan Komisaris Commissioners. This composition was in line with the
Independen. Komposisi ini telah sesuai dengan peraturan yang prevailing regulations, where the total members of the Board of
berlaku, yaitu tidak melampaui jumlah anggota Direksi serta telah Commissioners do not exceed the total members of the Board of
memenuhi ketentuan minimal 50% dari jumlah anggota Dewan Directors. It also met the requirement that at least 50% of members
Komisaris merupakan Komisaris Independen. of the Board of Commissioners are Independent Commissioners.
Selama tahun 2025, tidak terdapat perubahan komposisi anggota In 2025, there was no change in the composition of the Board
Dewan Komisaris. of Commissioners.
Adapun komposisi Dewan Komisaris per tanggal 31 Desember The following is the composition of the Board of Commissioners as
2025, adalah: of 31 December 2025:
Nama Jabatan Dasar Pengangkatan Tanggal Efektif Periode Pengangkatan
Name Position Legal Basis Appointment Effective Date Appointment Period
Chartsiri Sophonpanich Komisaris • Pengangkatan pertama kali: 20 Mei 2020 • Periode 1: 2020–2023
Utama RUPSLB tanggal 23 April 2020 • Periode 2: 2023–2026
• Diangkat kembali: RUPST
tanggal 6 April 2023
President • First appointment: EGMS on 20 May 2020 • First period: 2020–2023
Commissioner 23 April 2020 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
610 PT Bank Permata Tbk Laporan Tahunan 2025
Page 613
Nama Jabatan Dasar Pengangkatan Tanggal Efektif Periode Pengangkatan
Name Position Legal Basis Appointment Effective Date Appointment Period
Chong Toh Komisaris • Pengangkatan pertama kali: 26 Mei 2020 • Periode 1: 2020–2023
RUPSLB tanggal 23 April 2020 • Periode 2: 2023–2026
• Diangkat kembali: RUPST
tanggal 6 April 2023
Commissioner • First appointment: EGMS on 26 May 2020 • First period: 2020–2023
23 April 2023 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
Niramarn Laisathit Komisaris • Pengangkatan pertama kali: 20 Mei 2020 • Periode 1: 2020–2023
RUPSLB tanggal 23 April 2020 • Periode 2: 2023–2026
• Diangkat kembali: RUPST
tanggal 6 April 2023
Commissioner • First appointment: EGMS on 23 20 May 2020 • First period: 2020–2023
April 2020 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
Chalit Tayjasanant Komisaris • Pengangkatan pertama kali • 20 Mei 2020 • Periode 1 sebagai
sebagai Komisaris: RUPSLB sebagai Komisaris: 2020–2022
tanggal 23 April 2020 Komisaris • Periode 1 sebagai Direktur
• Pengangkatan sebagai Direktur pertama kali Utama: 2021–2022
Utama: RUPST tanggal 27 April • 9 Juni 2021 • Periode 2 sebagai
2021 sebagai Direktur Komisaris: 2022–2023
• Pengangkatan sebagai Utama • Periode 3 sebagai
Komisaris: RUPST tanggal • 27 Juni 2022 Komisaris: 2023–2026
20 Mei 2022 sebagai
• Pengangkatan kembali sebagai Komisaris
Komisaris: RUPST tanggal
6 April 2023
Commissioner • First Appointment as • 20 May 2020 as • First period as
Commissioner: EGMS on Commissioner for Commissioner: 2020–2022
23 April 2020 the first time • First period as President
• Appointment as President • 9 June 2021 Director: 2021–2022
Director: AGMS on 27 April 2021 as President • Second period as
• Appointment as Commissioner: Director Commissioner: 2022–2023
AGMS on 20 May 2022 • 27 June 2022 as • Third period as
• Reappointment as Commissioner Commissioner: 2023–2026
Commissioner: AGMS on 6 April
2023
Haryanto Sahari Komisaris • Pengangkatan pertama kali: 8 November 2017 • Periode 1: 2017–2020
Independen RUPSLB tanggal 26 September • Periode 2: 2020–2023
2017 • Periode 3: 2023–2026
• Pengangkatan kembali: RUPST
tanggal 14 April 2020 dan
RUPST tanggal 6 April 2023
Independent • First appointment: EGMS on 26 8 November 2017 • First period: 2017–2020
Commissioner September 2017 • Second period: 2020–2023
• Reappointments: AGMS on 14 • Third period: 2023–2026
April 2020 and AGMS on 6 April
2023
Goei Siauw Hong Komisaris • Pengangkatan pertama kali: 20 Mei 2020 • Periode 1: 2020–2023
Independen RUPST tanggal 14 April 2020 • Periode 2: 2023–2026
• Diangkat kembali: RUPST
tanggal 6 April 2023
Independent • First appointment: AGMS on 20 May 2020 • First period: 2020–2023
Commissioner 14 April 2020 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
2025 Annual Report PT Bank Permata Tbk 611
Page 614
Tata Kelola Perusahaan
Good Corporate
Governance
Nama Jabatan Dasar Pengangkatan Tanggal Efektif Periode Pengangkatan
Name Position Legal Basis Appointment Effective Date Appointment Period
Yap Tjay Soen Komisaris • Pengangkatan pertama kali: 10 Juli 2020 • Periode 1: 2020–2023
Independen RUPST tanggal 14 April 2020 • Periode 2: 2023–2026
• Diangkat kembali: RUPST
tanggal 6 April 2023
Independent • First appointment: AGMS on 10 July 2020 • First period: 2020–2023
Commissioner 14 April 2020 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
Riswinandi Komisaris Pengangkatan pertama kali: 25 Oktober 2023 Periode 1: 2023–2026
Independen RUPSLB tanggal 23 Agustus 2023
Independent First appointment: EGMS on 25 October 2023 First period: 2023–2026
Commissioner 23 August 2023
Masa Jabatan Terms of Office
Masa jabatan Dewan Komisaris berdasarkan Anggaran Dasar The terms of office of members of the Board of Commissioners
Permata Bank adalah terhitung sejak tanggal yang ditentukan are stipulated in Permata Bank’s Articles of Association, effective
pada RUPS yang mengangkatnya sampai penutupan RUPS as of the date as determined by the GMS, in which a member is
Tahunan yang ketiga setelah efektif pengangkatannya. Anggota appointed until the conclusion of the third Annual GMS after the
Dewan Komisaris yang bersangkutan dapat diangkat kembali appointment. The same member of the Board of Commissioners
dengan catatan telah memenuhi persyaratan berdasarkan may be reappointed as long as all requirements according to
Anggaran Dasar Permata Bank dan peraturan yang berlaku. Permata Bank’s Articles of Association and applicable regulations
are satisfied.
Masa jabatan anggota Dewan Komisaris dengan sendirinya The terms of office of members of the Board of Commissioners
berakhir apabila yang bersangkutan: end automatically should any of the following events take place:
a. mengundurkan diri; a. tendering a resignation;
b. meninggal dunia; b. passing away;
c. masa jabatannya telah berakhir dan tidak diangkat kembali; c. end of tenure without reappointment;
d. diberhentikan atau digantikan berdasarkan keputusan d. dismissal or replacement based on the GMS resolution; or
RUPS; atau
e. tidak lagi memenuhi persyaratan perundang-undangan yang e. the requirements of existing regulations are no longer met,
berlaku termasuk karena dinyatakan pailit atau ditaruh di including bankruptcy or being placed under custodianship
bawah pengampuan berdasarkan putusan pengadilan. under a court’s order.
Tugas dan Tanggung Jawab Duties and Responsibilities
Dewan Komisaris wajib melaksanakan tugas dan tanggung The Board of Commissioners shall implement its duties and
jawabnya secara independen, di antaranya, sebagai berikut: responsibilities independently, including:
1. Melaksanakan pengawasan untuk kepentingan Perseroan 1. Conduct supervisory duties for the interests of the Company
atas kebijakan dan jalannya pengurusan oleh Direksi, over the policies and the management by the Board of
memberikan nasihat kepada Direksi, dan bertanggung jawab Directors, provide advice to the Board of Directors, and be
atas pengawasan tersebut, sesuai dengan maksud dan responsible for such supervision, in accordance with the
tujuan Perseroan yang ditetapkan dalam ketentuan peraturan Company’s mission and objectives as stipulated in the
perundang-undangan, Anggaran Dasar, dan keputusan RUPS. statutory regulations, the Articles of Association, and the
resolutions of the GMS.
2. Dewan Komisaris wajib melakukan tugas, wewenang, dan 2. The Board of Commissioners is obligated to carry out the
tanggung jawab dengan itikad baik dan dengan prinsip duties, authority, and responsibilities in good faith and with the
kehati-hatian. principle of prudence.
3. Dewan Komisaris menerima dan melaksanakan kewenangan 3. The Board of Commissioners accepts and implements
yang diserahkan dan/atau diberikan kepada Dewan Komisaris the authority delegated and/or granted to the Board of
sesuai dengan ketentuan peraturan perundang-undangan, Commissioners in accordance with the statutory regulations,
anggaran dasar, dan/atau keputusan RUPS. the Articles of Association, and/or GMS decisions.
612 PT Bank Permata Tbk Laporan Tahunan 2025
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4. Dewan Komisaris dapat melaksanakan tugas dan 4. The Board of Commissioners can carry out other supervisory
kewenangan pengawasan lain. duties and authority.
5. Melaksanakan pengawasan atas risiko usaha Perseroan dan 5. To supervise the risk of the Company’s business and the
upaya manajemen melakukan pengendalian internal. management’s effort in conducting internal control.
6. Memberikan tanggapan dan rekomendasi atas usulan 6. To provide advice and recommendations towards the proposal
dan rencana pengembangan strategis Perseroan yang and the Company’s strategic development plan proposed by
diajukan Direksi. the Board of Directors.
7. Memastikan bahwa Direksi telah memperhatikan kepentingan 7. To ensure the Board of Directors has considered the
pemegang saham. shareholder’s interest.
8. Dalam melakukan pengawasan tersebut, Dewan Komisaris 8. In performing the supervisory function, the Board of
wajib mengarahkan, memantau, dan mengevaluasi Commissioners must direct, monitor, and evaluate the
pelaksanaan kebijakan strategis Perseroan serta menyetujui implementation of the Company’s strategic policies and
misi, visi, dan strategi korporasi yang dirumuskan oleh Direksi. approve the mission, vision, and corporate strategy formulated
by the Board of Directors.
9. Dewan Komisaris meninjau, memberikan saran, dan 9. The Board of Commissioners reviews, provides advice, and
menyetujui rencana bisnis dan rencana keuangan jangka approves the business plan and long-term financial plans as
panjang serta rencana keuangan jangka pendek. Dewan well as short-term financial plans. The Board of Commissioners
Komisaris juga wajib memberikan nasihat dan melakukan is also required to provide advice and monitor the Board of
pemantauan kepada Direksi atas pengelolaan implementasi Directors regarding the management of the Bank’s business
rencana bisnis dan rencana keuangan jangka panjang dan plan as well as the long and short-term financial plans.
pendek Bank.
10. Di dalam melakukan pengawasan, Dewan Komisaris dilarang 10. In performing the supervisory function, the Board of
terlibat dalam pengambilan keputusan kegiatan operasional Commissioner is prohibited from being involved in decision-
Perseroan, kecuali: making related to the Company’s operational activities, except:
a. penyediaan dana kepada pihak terkait sesuai dengan a. providing funds to related parties in accordance with the
Peraturan OJK mengenai batas maksimum pemberian OJK Regulations regarding the legal lending limit and
kredit dan penyediaan dana besar bagi bank umum; dan providing large funds for commercial banks; and
b. hal lain yang ditetapkan dalam Anggaran Dasar Bank b. other matters stipulated in the Bank’s Articles of
atau ketentuan peraturan perundang-undangan. Association or statutory provisions.
11. Dewan Komisaris mengawasi efektivitas kebijakan Tata 11. The Board of Commissioners supervise the effectivity
Kelola yang Baik pada Bank serta implementasinya dalam of Good Corporate Governance within the Bank and its
setiap kegiatan usaha pada seluruh tingkatan atau jenjang implementations in every business on each organizational
organisasi serta mengusulkan perubahan jika diperlukan. level and propose any advice if needed.
12. Membuat dan menyampaikan laporan pertanggungjawaban 12. Prepare and deliver the accountability report on supervision of
pengawasan atas pengelolaan Perseroan oleh Direksi kepada the management of the Company by the Board of Directors to
RUPS untuk memperoleh persetujuan. GMS to obtain approval.
13. Dewan Komisaris wajib melakukan pengawasan terhadap 13. The Board of Commissioners must supervise the Compliance
pelaksanaan Fungsi Kepatuhan. Function implementation.
14. Dewan Komisaris harus menjamin agar SKAI dapat 14. The Board of Commissioners must ensure that Internal Audit
melaksanakan tugas secara independen. can conduct their duties independently.
15. Dewan Komisaris wajib melakukan pengawasan terhadap 15. The Board of Commissioners must supervise the follow up
tindak lanjut Direksi atas temuan audit atau pemeriksaan action by the Board of Directors regarding audit finding and
dan rekomendasi dari SKAI Bank, auditor eksternal, hasil recommendation from the Bank’s Internal Audit, external
pengawasan OJK, dan/atau hasil pengawasan otoritas dan auditor, OJK supervisory report, and/or supervisory report from
lembaga lain. other authority and institutions.
16. Dewan Komisaris Bank bertanggung jawab atas kelengkapan 16. The Bank’s Board of Commissioners is responsible for the
dan kebenaran isi Laporan Publikasi. complete and accuracy of the Publication Report.
17. Dewan Komisaris bertanggung jawab untuk memelihara 17. The Board of Commissioners is responsible for maintaining
dan memantau Tingkat Kesehatan Bank serta mengambil and supervising the Soundness Level of the Bank and to
langkah-langkah yang diperlukan untuk memelihara dan/ take necessary steps to maintain and/or increase the Bank’s
atau meningkatkan Tingkat Kesehatan Bank. Soundness Level.
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Tata Kelola Perusahaan
Good Corporate
Governance
18. Dewan Komisaris bertanggung jawab menyetujui Rencana 18. The Board of Commissioners is responsible to approve the
Aksi Keuangan Berkelanjutan (RAKB) yang disusun Sustainable Finance Action Plan (SFAP) prepared by the
oleh Direksi. Board of Directors.
19. Dewan Komisaris bertanggung jawab menyetujui rencana 19. The Board of Commissioners is responsible to approve
korporasi (corporate plan) termasuk perubahannya (jika ada) corporate plan including its amendments (if any) prepared by
yang disusun oleh Direksi. the Board of Directors.
20. Dewan Komisaris bertanggung jawab terhadap 20. The Board of Commissioners is responsible for the
pengembangan Unit Usaha Syariah yang dimiliki oleh Bank development of the Bank’s Sharia Business Unit in accordance
sesuai dengan ketentuan yang berlaku. with prevailing regulations.
21. Terkait dengan perlindungan konsumen, Dewan Komisaris 21. In relation to consumer protection, the Board of Commissioners
wajib melakukan pengawasan atas pelaksanaan tanggung is required to supervise the implementation of the Board of
jawab Direksi terhadap kepatuhan pelaksanaan ketentuan Directors’ responsibility for compliance with the provisions of
POJK yang mengatur tentang Perlindungan Konsumen the OJK Regulation governing Consumer and Public Protection
dan Masyarakat di Sektor Jasa Keuangan. Pengawasan in the Financial Services Sector. Such supervision by the Board
yang dilakukan oleh Dewan Komisaris antara lain dengan of Commissioners includes ensuring that the Company’s
memastikan Direksi Perseroan memiliki dan melaksanakan Board of Directors has and implements consumer protection
prosedur perlindungan konsumen sebagaimana diatur dalam procedures as stipulated in the applicable OJK regulations.
POJK yang berlaku.
22. Dewan Komisaris wajib secara aktif melakukan pengawasan 22. The Board of Commissioners must actively supervise the
terhadap pelaksanaan pengelolaan aset bermasalah, implementation of the management of non-performing assets,
penyisihan, dan pencadangan yang dilakukan Bank dalam provisions, and reserves carried out by the Bank in managing
pengelolaan risiko kredit. credit risk.
23. Dewan Komisaris Perseroan wajib melakukan pengawasan 23. The Company’s Board of Commissioners must supervise the
atas penerapan kebijakan dan prosedur pengendalian implementation of policies and procedures for internal control
internal dalam proses pelaporan keuangan Perseroan. in the Company’s financial reporting process.
Pembidangan Tugas Anggota Dewan Division of Duties of Members of the Board of
Komisaris Commissioners
Beberapa anggota Dewan Komisaris mengemban tugas sesuai Members of the Board of Commissioners carry out their duties in
dengan kompetensi dan bidangnya masing-masing serta accordance with their respective competencies and expertise.
merangkap jabatan sebagai ketua maupun anggota dari komite- They also serve as chairpersons or members of the following
komite yang berada di bawah Dewan Komisaris, dengan rincian committees of the Board of Commissioners:
sebagai berikut:
Keanggotaan Komite oleh Anggota Dewan Komisaris
Komite Jabatan
Membership in Committee Held by Members of the
Committee Position
Board of Commissioners
Komite Audit • Ketua | Chairman • Goei Siauw Hong
Audit Committee (Komisaris Independen | Independent Commissioner)
• Anggota | Member • Yap Tjay Soen
(Komisaris Independen | Independent Commissioner)
Komite Pemantau Risiko • Ketua | Chairman • Haryanto Sahari
Risk Monitoring Committee (Komisaris Independen | Independent Commissioner)
• Anggota | Member • Riswinandi
(Komisaris Independen | Independent Commissioner)
• Anggota | Member • Goei Siauw Hong
(Komisaris Independen | Independent Commissioner)
• Anggota | Member • Yap Tjay Soen
(Komisaris Independen | Independent Commissioner)
• Anggota | Member • Niramarn Laisathit (Komisaris | Commissioner)
• Anggota | Member • Chong Toh (Komisaris | Commissioner)
• Anggota | Member • Chalit Tayjasanant (Komisaris | Commissioner)
614 PT Bank Permata Tbk Laporan Tahunan 2025
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Keanggotaan Komite oleh Anggota Dewan Komisaris
Komite Jabatan
Membership in Committee Held by Members of the
Committee Position
Board of Commissioners
Komite Remunerasi dan Nominasi • Ketua | Chairman • Riswinandi
Remuneration and Nomination (Komisaris Independen | Independent Commissioner)
Committee • Anggota | Member • Haryanto Sahari
(Komisaris Independen | Independent Commissioner)
• Anggota | Member • Chalit Tayjasanant (Komisaris | Commissioner)
• Anggota | Member • Chong Toh (Komisaris | Commissioner)
Tindakan-Tindakan Direksi yang Memerlukan Actions of the Board of Directors Requiring
Persyaratan Persetujuan Dewan Komisaris Approval from the Board of Commissioners
Anggaran Dasar Permata Bank telah secara tegas mengatur The Articles of Association of Permata Bank clearly stipulate the
klasifikasi tindakan Direksi yang wajib memperoleh persetujuan classification of actions by the Board of Directors that must first
terlebih dahulu dari Dewan Komisaris, baik melalui Rapat Dewan obtain approval from the Board of Commissioners, either through
Komisaris maupun persetujuan seluruh anggota Dewan Komisaris. a Board of Commissioners Meeting or through the consent of
Ketentuan ini ditetapkan untuk memastikan pengendalian yang all members of the Board of Commissioners. These provisions
memadai, penerapan prinsip kehati-hatian, serta perlindungan are established to ensure adequate control, the application of
terhadap kepentingan Bank dan para pemangku kepentingan. prudential principles, and the protection of the interests of the
Berikut ini adalah jenis tindakan Direksi yang memerlukan Bank and its stakeholders. The following are the types of actions
persetujuan Dewan Komisaris: by the Board of Directors that require approval from the Board
of Commissioners:
1. Membeli atau dengan cara lain memperoleh/mendapatkan 1. To purchase or otherwise acquire/obtain the rights upon
hak atas tanah dan/atau bangunan yang mempunyai nilai land and/or real property having the value in excess of the
melebihi jumlah yang ditetapkan oleh Dewan Komisaris, amount determined by the Board of Commissioners, unless
kecuali dalam rangka membeli agunan, baik seluruhnya in the course of purchasing collateral, both entirely and in
maupun sebagian, melalui pelelangan atau dengan cara lain, part, through auctions or other means in a situation where a
dalam hal debitur tidak memenuhi kewajibannya kepada borrower has failed to fulfill its obligations to the Company,
Perseroan, dengan ketentuan agunan yang dibeli tersebut subject to the provision that such collateral must be realized
wajib dicairkan secepatnya. as expeditiously as possible.
2. Menjual atau mengalihkan atau melepaskan hak atau 2. To sell or assign or dispose the right or create encumbrance/
mengagunkan/menjaminkan dengan cara apa pun hak atas security in any manner upon the Company’s real property in
tanah dan bangunan kepunyaan Perseroan untuk jumlah such amount exceeding the amount determined by the Board
yang melebihi jumlah yang ditetapkan oleh Dewan Komisaris, of Commissioners, unless to sell or assign or dispose the right
kecuali untuk menjual atau mengalihkan atau melepaskan hak upon real property being the collateral taken over or derived
atas tanah dan bangunan yang merupakan barang jaminan from credit recovery.
diambil alih atau yang berasal dari penyelamatan kredit.
3. Meminjamkan uang atau memberikan fasilitas kredit atau 3. To lend money or provide a credit facility or other banking
fasilitas perbankan lain yang menyerupai atau mengakibatkan facilities similar to or causing a loan either new, modification
timbulnya pinjaman uang baik fasilitas baru, perubahan dan and or extension thereof to the related party as provided under
atau perpanjangannya kepada pihak terkait sebagaimana banking regulations.
diatur dalam peraturan perbankan.
4. Mengeluarkan surat jaminan atau menjadi penjamin atau 4. To issue guarantee or become a guarantor or borgtoch or
menjadi penanggungan utang (borgtocht atau avalist) guna avalist to secure the related party’s payment obligation to
menjamin kewajiban pembayaran pihak terkait kepada pihak another party as provided under banking regulations.
lain sebagaimana diatur dalam peraturan perbankan.
5. Mengambil bagian atau ikut serta atau melepaskan hak baik 5. To subscribe for or participate in or dispose the right partially
sebagian dan/atau ikut serta dalam suatu Perseroan atau and/or participate in a company or other entities, including
badan lain termasuk tetapi tidak terbatas untuk mendirikan but not limited to setting up a new company or dissolving
perusahaan baru atau membubarkan anak perusahaan, subsidiary, except for equity participation in the course of
kecuali penyertaan modal dalam rangka penyelamatan credit recovery; subject always to the prevailing laws.
kredit; dengan tetap memperhatikan peraturan perundang-
undangan yang berlaku.
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Tata Kelola Perusahaan
Good Corporate
Governance
6. Meminjam uang atau menerbitkan surat utang yang tidak 6. To borrow money or issue notes not included in point (a) section
termasuk dalam butir (a) bagian A ayat (2) Pasal 3 Anggaran A paragraph (2) Article 3 of Articles of Association which
Dasar yaitu menghimpun dana dari masyarakat dalam bentuk is collecting funds from the public in the form of deposits,
simpanan berupa giro, deposito berjangka, sertifikat deposito, including demand deposits, time deposits, certificates of
tabungan dan/atau bentuk lainnya yang dipersamakan deposit, savings, and/or other similar forms and/or not included
dengan itu, dan/atau yang tidak termasuk kegiatan usaha in day-to-day business activities, in such amount exceeding
sehari-hari, untuk suatu jumlah yang melebihi jumlah yang the amount determined by the Board of Commissioners.
ditetapkan oleh Dewan Komisaris.
7. Menghapusbukukan/mengeluarkan piutang Perseroan dari 7. To write-off/remove the Company’s receivables from the
pembukuan dan melepaskan/mengalihkan hak Perseroan book and dispose/assign the Company’s right to collect bad
untuk menagih piutang macet yang telah dihapusbukukan, debt being written-off, in such amount exceeding the amount
untuk suatu jumlah yang melebihi jumlah yang ditetapkan determined by the Board of Commissioners.
oleh Dewan Komisaris.
Pedoman Dewan Komisaris dan Direksi (Board Board Manual for the Board of Commissioners
Manual) and the Board of Directors
Permata Bank telah memiliki Pedoman Dewan Komisaris dan Permata Bank has in place the Board Manual for the Board of
Direksi (Board Manual) yang berisikan kompilasi dari prinsip- Commissioners and the Board of Directors. The Board Manual
prinsip hukum korporasi, peraturan perundang-undangan yang consists of corporate law principles, prevailing regulations, and
berlaku, dan ketentuan Anggaran Dasar yang mengatur tata kerja the Articles of Association to regulate working rules for the Board
Dewan Komisaris dan Direksi. of Commissioners and the Board of Directors.
Tujuan Board Manual adalah untuk mempermudah Dewan The objective of the Board Manual is to assist the Board of
Komisaris dan Direksi dalam memahami peraturan-peraturan Commissioners and the Board of Directors in comprehending
yang terkait dengan tata kerja Dewan Komisaris dan Direksi. the relevant regulations and working rules of the Board of
Commissioners and the Board of Directors.
Isi Board Manual terkait dengan Dewan Komisaris The Board Manual related to the Board of Commissioners
mengatur mengenai: regulates the following:
Dewan Komisaris Board of Commissioners
1. Tugas, pelaporan, dan pertanggungjawaban Dewan 1. Duties, reporting, and responsibility of the Board of
Komisaris. Commissioners.
2. Kewajiban anggota Dewan Komisaris. 2. Obligations of the Board of Commissioners.
3. Pengangkatan anggota Dewan Komisaris. 3. Appointment of the Board of Commissioners.
4. Komposisi Dewan Komisaris. 4. Composition of the Board of Commissioners.
5. Masa jabatan anggota Dewan Komisaris. 5. Terms of office of the Board of Commissioners.
6. Hak dan wewenang Dewan Komisaris. 6. Rights and authorities of the Board of Commissioners.
7. Penilaian kinerja anggota Dewan Komisaris. 7. Performance assessment of the Board of Commissioners.
8. Remunerasi anggota Dewan Komisaris. 8. Remuneration of the Board of Commissioners
9. Rapat Dewan Komisaris. 9. Meetings of the Board of Commissioners.
10. Waktu kerja anggota Dewan Komisaris. 10. Working time of the Board of Commissioners.
11. Pelaporan pelanggaran. 11. Violation reporting.
12. Nilai-nilai. 12. Values.
13. Etika. 13. Ethics.
Komisaris Independen Independent Commissioners
1. Kriteria Komisaris Independen. 1. Independent Commissioner’s Criteria.
2. Keanggotaan Komisaris Independen. 2. Membership of Independent Commissioner.
3. Wewenang Komisaris Independen. 3. Authorities of Independent Commissioner.
4. Proses nominasi (pencalonan) Komisaris Independen. 4. Nomination process of Independent Commissioner.
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Rangkap Jabatan Dewan Komisaris The Board of Commissioners, Concurrent
Position
Kebijakan rangkap jabatan anggota Dewan Komisaris telah diatur The Board of Commissioners’ concurrent position policy is
dalam Pedoman Dewan Komisaris dan Direksi. Informasi lebih stipulated in the Board Manual. The information on the Board of
lanjut mengenai rangkap jabatan anggota Dewan Komisaris Commissioners’ concurrent position as of 31 December 2025 is
Permata Bank per 31 Desember 2025 dapat dilihat di bagian Profil presented under the Board of Commissioners’ profile section on
Dewan Komisaris pada halaman 110–125. page 110–125.
Pengungkapan Kepemilikan Saham Dewan Disclosure of Share Ownership by the Board of
Komisaris Commissioners
Sesuai Pasal 57 POJK 17/2023 mengatur bahwa anggota Dewan Pursuant to Article 57 of OJK Regulation No. 17/2023, members
Komisaris wajib mengungkapkan kepemilikan saham yang of the Board of Commissioners shall disclose ownership of 5%
mencapai 5% atau lebih pada Permata Bank maupun pada of shares or more either in Permata Bank or in other companies
perusahaan lain, yang berkedudukan di dalam dan di luar negeri. domiciled both within the country and abroad.
Permata Bank juga memiliki Kebijakan Perdagangan Saham Permata Bank also has a Shares Trading Policy for members of
Permata Bank oleh anggota Dewan Komisaris dan Direksi yang the Board of Commissioners and the Board of Directors which is
masih berlaku. still valid.
Per 31 Desember 2025, tidak ada satu pun anggota Dewan As of 31 December 2025, none of the members of Permata Bank’s
Komisaris Permata Bank yang memiliki saham di Permata Bank Board of Commissioners hold shares in Permata Bank, either
baik secara langsung maupun tidak langsung. directly or indirectly.
Independensi Dewan Komisaris Independence of the Board of Commissioners
Sebagaimana diatur dalam Board Manual, Dewan Komisaris The Board of Commissioners is required to perform its duties and
wajib melaksanakan tugas dan tanggung jawabnya secara responsibilities independently, in accordance with the guidelines
independen dengan kewenangan yang diberikan sesuai dengan outlined in the Board Manual, and to exercise the authority
ketentuan peraturan perundang-undangan, Anggaran Dasar, granted in accordance with relevant laws and regulations, Articles
dan/atau keputusan RUPS. of Association, and/or resolutions of GMS.
Pengelolaan Benturan Kepentingan Dewan Management of Conflict of Interest of the
Komisaris Board of Commissioners
Permata Bank memiliki kebijakan benturan kepentingan yang Permata Bank has a conflict of interest policy applied to the Board
berlaku bagi Dewan Komisaris dengan ketentuan sebagai berikut: of Commissioners with stipulations as follows:
1. Anggota Dewan Komisaris wajib menghindari potensi 1. Members of the Board of Commissioners must avoid
benturan kepentingan dalam pelaksanaan tugas dan potential conflicts of interest in carrying out their duties and
tanggung jawab serta pengawasan terhadap Perseroan. responsibilities and supervising the Company.
Dalam hal terdapat benturan kepentingan, anggota Dewan In the event of a conflict of interest, members of the Board of
Komisaris dilarang mengambil tindakan yang dapat Commissioners are prohibited from taking actions that may
merugikan atau mengurangi keuntungan Perseroan dan wajib harm or reduce the Company’s profits and must disclose the
mengungkapkan benturan kepentingan dimaksud dalam conflict of interest in each decision.
setiap keputusan.
2. Anggota Dewan Komisaris harus tunduk pada ketentuan 2. Members of the Board of Commissioners must comply with
terkait benturan kepentingan yang mengacu kepada provisions related to conflict of interest that refer to the OJK
peraturan OJK mengenai Transaksi Afiliasi dan Transaksi regulation on the Affiliated Transaction and Conflict of Interest
Benturan Kepentingan, Kebijakan Kredit dan ketentuan terkait Transaction, Credit Policy and other relevant provisions
lainnya yang berlaku bagi Perseroan. applicable to the Company.
3. Prosedur yang harus dilalui oleh anggota Dewan Komisaris 3. The procedures that must be followed by members of the
apabila terjadi benturan kepentingan adalah sebagai berikut: Board of Commissioners in the event of a conflict of interest
are as follows:
2025 Annual Report PT Bank Permata Tbk 617
Page 620
Tata Kelola Perusahaan
Good Corporate
Governance
a. Melaporkan secara tertulis kepada Dewan Komisaris a. Report in writing to the Board of Commissioners on
mengenai semua hal yang berpotensi benturan all matters of potential conflict of interest that have
kepentingan yang berdampak signifikan bagi Perseroan, a significant impact on the Company, the Board of
Dewan Komisaris, Dewan Pengawas Syariah, dan Direksi. Commissioners, the Sharia Supervisory Board, and the
Board of Directors.
b. Tidak diperbolehkan untuk turut serta dalam proses b. Not allowed to participate in the assessment process of all
penilaian terhadap semua kegiatan yang mengandung activities that contain the conflict of interest.
benturan kepentingan tersebut.
c. Dapat hadir dalam rapat, namun tidak diperkenankan c. May participate in meetings, but not allowed to participate
untuk ikut serta dalam pengambilan keputusan atas in decision making on agenda or matters discussed in the
agenda atau hal-hal yang dibicarakan dalam rapat yang meeting that have conflict of interest.
mengandung benturan kepentingan.
d. Memastikan Direksi memenuhi ketentuan yang berlaku, d. Ensure that the Board of Directors complies with applicable
termasuk namun tidak terbatas pada melakukan regulations, including but not limited to conducting
keterbukaan informasi dan mendapat persetujuan information disclosure and obtaining Independent
Pemegang Saham Independen melalui RUPS dengan Shareholder approval through the GMS by following the
prosedur sebagaimana diatur dalam Peraturan OJK procedures as stipulated in the OJK Regulation regarding
yang mengatur mengenai Transaksi Afiliasi dan Transaksi Affiliate Transaction and Conflict of Interest Transaction, if
Benturan Kepentingan, jika diperlukan. necessary.
4. Dalam hal anggota Dewan Komisaris yang ditunjuk oleh 4. If the member of the Board of Commissioners appointed by
Dewan Komisaris untuk memimpin RUPS mempunyai the Board of Commissioners to chair the GMS has a conflict of
benturan kepentingan atas hal yang akan diputuskan dalam interest over the matter to be decided in the GMS, the GMS shall
RUPS, maka RUPS dipimpin oleh anggota Dewan Komisaris be chaired by another member of the Board of Commissioners
lainnya yang ditunjuk oleh Dewan Komisaris yang tidak appointed by the Board of Commissioners who has no conflict
mempunyai benturan kepentingan. of interest.
5. Apabila semua anggota Dewan Komisaris mempunyai 5. If all members of the Board of Commissioners have a conflict
benturan kepentingan atas hal yang akan diputuskan dalam of interest over the matter to be decided in the GMS, the GMS
RUPS, maka RUPS dipimpin oleh Direktur Utama. shall be chaired by the President Director.
6. Apabila semua anggota Dewan Komisaris dan Direksi 6. If all members of the Board of Commissioners and the Board
mempunyai benturan kepentingan, maka RUPS akan of Directors have a conflict of interest, the GMS shall be
dipimpin oleh salah seorang pemegang saham independen, chaired by one of the independent shareholders, namely a
yaitu pemegang saham yang tidak mempunyai benturan shareholder who has no conflict of interest, elected from and
kepentingan, yang dipilih dari dan oleh pemegang saham by the independent shareholders present at the GMS.
independen yang hadir dalam RUPS.
7. Anggota Dewan Komisaris yang juga merupakan anggota 7. Members of the Board of Commissioners who are also a
Komite Remunerasi dan Nominasi Perseroan yang memiliki member of the Remuneration and Nomination of the Company
benturan kepentingan dengan usulan yang direkomendasikan who have a conflict of interest with the recommended proposal
wajib mengungkapkan dalam usulan yang direkomendasikan. must be disclosed in the recommended proposal.
Selama tahun 2025, tidak terdapat tindakan maupun transaksi During 2025, there were no actions or transactions involving
benturan kepentingan yang dilakukan oleh Dewan Komisaris. conflicts of interest conducted by the Board of Commissioners.
Pelatihan dan Peningkatan Kompetensi Competency Enhancement and Training for
Dewan Komisaris serta Program Orientasi bagi the Board of Commissioners and Orientation
Komisaris Baru Program for New Commissioners
Kebijakan Pelatihan Peningkatan Kompetensi Continuous Competency Improvement Training
Berkesinambungan Policy
Sebagaimana diatur dalam Board Manual, Dewan Komisaris According to the Board Manual, the Board of Commissioners
wajib untuk selalu meningkatkan kompetensinya sebagai berikut: is required to constantly improve its competence in the
following ways:
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1. Anggota Dewan Komisaris yang baru diangkat menerima 1. Newly appointed members of the Board of Commissioners
program pengenalan yang formal dan memadai serta receive a formal and adequate induction program and all
semua informasi yang relevan dengan peran dan tanggung information relevant to their roles and responsibilities.
jawab mereka.
2. Anggota Dewan Komisaris secara teratur menerima program 2. Members of the Board of Commissioners regularly receive
pelatihan dan pengembangan pengetahuan yang relevan, relevant, adequate and ongoing training and knowledge
memadai dan berkelanjutan. development programs.
3. Anggota Dewan Komisaris secara reguler menerima informasi 3. Members of the Board of Commissioners regularly receive
yang akurat, tepat waktu dan jelas mengenai perkembangan accurate, timely and clear information on the latest
terakhir peraturan perundang-undangan dan standar developments in relevant laws, regulations and standards,
yang relevan, kewajiban lain yang berlaku, faktor risiko, dan other applicable obligations, risk factors and the corporate
lingkungan bisnis korporasi. business environment.
Pelatihan dan/atau Peningkatan Kompetensi Training and/or Competency Improvement in
pada Tahun Buku 2025 Financial Year 2025
Pada tahun 2025, Permata Bank mengadakan program pelatihan In 2025, Permata Bank held training programs for members of
bagi anggota Dewan Komisaris sebagai wujud komitmen Bank the Board of Commissioners, reflecting the Bank’s commitment
untuk menunjang pelaksanaan fungsi pengawasan Dewan to improving the board’s oversight role. This commitment is
Komisaris. Komitmen tersebut juga tercermin dari pelatihan yang apparent in the training sessions attended by each the Board of
diikuti oleh masing-masing anggota Dewan Komisaris dapat Commissioners members, which are mentioned in the Company
dilihat pada bab Profil Perusahaan pada Laporan Tahunan 2025, Profile section of the 2025 Annual Report, page 110–125.
halaman 110–125.
Pelaksanaan Tugas dan Tanggung Jawab Duties and Responsibilities of the Board of
Dewan Komisaris Tahun 2025 Commissioners Implementation in 2025
Dewan Komisaris telah secara aktif mengawasi pengelolaan The Board of Commissioners actively supervises Permata Bank’s
dan operasional Permata Bank serta memberikan nasihat administration and operations and advises the Board of
kepada Direksi. Pengawasan dilakukan secara langsung Directors. Direct supervision was carried out via monitoring the
melalui pemantauan terhadap tindak lanjut atas rekomendasi implementation of proposals from the Board of Commissioners to
Dewan Komisaris kepada Direksi, maupun melalui komite- the Board of Directors, as well as through committees. In 2025, the
komite yang dibentuk. Sepanjang tahun 2025, Dewan Komisaris Board of Commissioners oversaw, made recommendations, and
telah melakukan pengawasan, memberikan rekomendasi dan approved the following:
persetujuan, di antaranya:
1. Mengawasi tugas dan tanggung jawab dari masing- 1. Supervision of duties and responsibilities of each member of
masing Direksi. the Board of Directors.
2. Mengawasi kinerja keuangan Permata Bank. 2. Supervision of Permata Bank’s financial performance.
3. Menyetujui kerangka kerja manajemen risiko dan tinjauan 3. Approved the risk management framework and
portofolio. portfolio review.
4. Mengkaji Laporan Kepatuhan dan Laporan Bisnis. 4. Reviewed the Compliance and Business Reports.
5. Menyetujui kredit kepada Pihak Terkait. 5. Approved funding to Related Parties.
6. Mengkaji dan menyetujui Rencana Bisnis dan 6. Reviewed and approved Business Plan and Annual Budget.
Anggaran Tahunan.
7. Mengkaji kecukupan sistem pengendalian internal. 7. Reviewed the adequacy of the internal control system.
8. Mengawasi perkembangan tindak lanjut atas temuan audit 8. Supervised the follow-up actions of internal and external audit
internal dan eksternal. findings.
9. Menelaah Laporan Komite Audit, Laporan Komite Pemantau 9. Reviewed the reports from the Audit Committee, Risk
Risiko, dan Laporan Komite Remunerasi dan Nominasi. Monitoring Committee, as well as Remuneration and
Nomination Committee.
10. Memberikan usulan atas penunjukan Kantor Akuntan Publik 10. Proposed the candidate of Public Accountant Firm and/or
dan/atau Akuntan Publik yang akan bertugas mengaudit Public Accountant which will audit Permata Bank’s Financial
Laporan Keuangan Permata Bank untuk tahun buku 2025. Statements for 2025 financial year.
11. Menyetujui RAKB Permata Bank untuk periode tahun 2025. 11. Approved SFAP of Permata Bank for the period of 2025.
2025 Annual Report PT Bank Permata Tbk 619
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Tata Kelola Perusahaan
Good Corporate
Governance
12. Melakukan pengawasan atas penerapan kebijakan dan 12. Conduct supervision over the implementation of policies
prosedur pengendalian internal dalam proses pelaporan and procedures for internal control in the financial reporting
keuangan yang hasilnya dituangkan dalam laporan process, with the results documented in the business plan
pengawasan rencana bisnis sesuai dengan POJK tentang monitoring report in accordance with the POJK on the Bank’s
rencana bisnis Bank. business plan.
Penilaian Kinerja Dewan Komisaris Performance Assessment of the Board of
Commissioners
Penilaian terhadap kinerja anggota Dewan Komisaris Permata Performance assessment of members of the Board of
Bank pada dasarnya dilakukan oleh pemegang saham melalui Commissioners of Permata Bank is carried out by the shareholders
mekanisme penilaian kinerja individu dan selanjutnya dilakukan through individual performance assessment and furthermore
penilaian oleh wakil pemegang saham utama (Komisaris Utama). conducted by the representation of the main shareholder
Dalam pelaksanaannya, Permata Bank melalui Komite Remunerasi (President Commissioner). In its implementation, Permata Bank,
dan Nominasi melakukan penilaian tahunan terhadap kinerja through the Remuneration and Nomination Committee, conducts
Dewan Komisaris di mana pengungkapan kriteria dan proses an annual assessment of the performance of the Board of
dilakukan setiap penilaian tahunan, sebagaimana ditetapkan Commissioners, where the disclosure of criteria and processes
dalam piagam Komite Remunerasi dan Nominasi. is carried out every year, as stipulated in the Remuneration and
Nomination Committee charter.
Informasi mengenai Penilaian Kinerja Dewan Komisaris terdapat Information related to Performance Assessment of the Board of
dalam bagian Tata Kelola Remunerasi, halaman 679. Commissioners is presented in the Remuneration Governance
chapter, page 679.
Penilaian Penerapan GCG Aspek Dewan Komisaris GCG Implementation Assessment of the Board of
Commissioners’ Aspect
OJK telah menerbitkan SEOJK 14/2025 yang berlaku pada tanggal OJK issued SEOJK 14/2025, effective as of 24 June 2025, replacing
24 Juni 2025 menggantikan SEOJK No. 13/SEOJK.03/2017. Sesuai SEOJK No. 13/SEOJK.03/2017. In accordance with SEOJK 14/2025,
dengan SEOJK 14/2025, per 31 Desember 2025, Permata Bank as of 31 December 2025, Permata Bank conducted a self-
melaksanakan penilaian sendiri (self-assessment) Tata Kelola assessment of Governance, which covers at least 16 assessment
yang paling sedikit meliputi 16 faktor penilaian penerapan tata factors related to the implementation of governance practices.
kelola. Dalam penilaian tersebut termasuk di dalamnya mencakup This assessment includes aspects concerning the Board of
aspek Dewan Komisaris yang tertuang dalam faktor pelaksanaan Commissioners, as reflected in the factor of carrying out duties,
tugas, tanggung jawab, dan wewenang Dewan Komisaris. responsibilities, and authorities of the Board of Commissioners.
Prosedur Pelaksanaan Penilaian Kinerja Procedure for Performance Appraisal
Setiap semester, Permata Bank melakukan penilaian terhadap Every semester, Permata Bank undertakes an evaluation of
kinerja Dewan Komisaris yang termasuk di dalam pelaksanaan the Board of Commissioners’ performance as part of the GCG
self-assessment GCG. Posisi penilaian dilakukan setiap bulan Juni self-assessment process. The assessment occurs biannually,
dan Desember pada tahun berjalan. specifically in June and December of the current year.
Kriteria Penilaian Kinerja Dewan Komisaris Criteria for Performance Assessment of the Board
of Commissioners
Kriteria yang digunakan dalam pelaksanaan penilaian kinerja The criteria employed in conducting the performance assessment
Dewan Komisaris tersusun ke dalam sistem Tata Kelola yang of the Board of Commissioners are structured within a Governance
dikelompokkan menjadi tiga aspek penilaian yakni Governance system, categorized into three aspects of evaluation: Governance
Structure, Governance Process, dan Governance Outcome. Structure, Governance Process, and Governance Outcome.
Pihak yang Melakukan Penilaian Sendiri Dewan Parties Conducting the Board of Commissioners
Komisaris Self-Assessment
Pelaksanaan penilaian sendiri GCG melibatkan Dewan Komisaris, The implementation of GCG self-assessment involves the Board of
Direksi, dan unit kerja lainnya yang terkait. Commissioners, Board of Directors, and other related work units.
620 PT Bank Permata Tbk Laporan Tahunan 2025
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Hasil Penilaian Sendiri (Self-Assessment) Results of Self-Assessment of GCG Implementation
Pelaksanaan GCG Terkait Kinerja Dewan Komisaris of the Board of Commissioners’ Performance in
Tahun 2025 2025
Hasil penilaian sendiri (self-assessment) pelaksanaan GCG The outcomes of the self-assessment of GCG implementation
periode 31 Desember 2025, menunjukkan peringkat untuk faktor as of 31 December 2025, indicate a rating of one for the factor
Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris concerning the Implementation of Duties and Responsibilities of
adalah satu. the Board of Commissioners.
Penilaian Kinerja Komite-Komite di Bawah Performance Assessment of the Board of
Dewan Komisaris Commissioners Committees
Berdasarkan ketentuan SEOJK 14/2025, Permata Bank telah In accordance with SEOJK 14/2025, Permata Bank conducted
melaksanakan penilaian sendiri (self-assessment) tata kelola self-assessment on governance as of 31 December 2025 and
periode 31 Desember 2025 dan memperoleh peringkat dua untuk received two rating for Adequacy and Performance of Duties by
faktor Kelengkapan dan Pelaksanaan Tugas Komite. the Committees factor.
Prosedur Penilaian Kinerja Performance Evaluation Procedure
Penilaian kinerja komite-komite di bawah Dewan Komisaris The Board of Commissioners evaluates committee performance at
dilakukan setiap tahun (minimum satu kali setahun). Pada tahun least once a year. In 2025, the Board of Commissioners assessed
2025, Dewan Komisaris menilai kinerja komite-komite yang that the committees within its purview had accomplished
berada di bawah Dewan Komisaris telah menjalankan tugasnya their obligations by each committee’s mandate, adding to the
sesuai dengan pedoman (charter) masing-masing komite serta Board of Commissioners’ supervisory role. During the Board
membantu Dewan Komisaris dalam melakukan pengawasan. of Commissioners’ sessions, there was discussion over the
Pembahasan mengenai kinerja komite Dewan Komisaris telah committee’s performance.
dilaksanakan pada rapat Dewan Komisaris.
Kriteria yang Digunakan untuk Penilaian Criteria for Assessing Committees under the
Komite-Komite di bawah Dewan Komisaris Board of Commissioners
Secara garis besar, kriteria penilaian terhadap komite-komite di In general, the criteria for assessing committees under the Board
bawah Dewan Komisaris berdasarkan: of Commissioners are rooted in:
• Governance Structure • Governance Structure
• Governance Process • Governance Process
• Governance Outcome • Governance Outcome
Penilaian kinerja komite-komite di tingkat Dewan Komisaris The evaluation of committee performance at the Board of
mempertimbangkan aspek sebagai berikut: Commissioners level takes into account the following aspects:
1. Komposisi dan kompetensi anggota komite yang disesuaikan 1. The composition and competence of committee members
dengan ukuran dan kompleksitas usaha Permata Bank serta adjusted to the scale and intricacy of Permata Bank’s
pemenuhan dengan peraturan OJK. operations, complying with OJK regulations.
2. Efektivitas pelaksanaan rapat komite yang dilakukan sesuai 2. The effectiveness of committee meetings in line with the
dengan pedoman komite. committee guidelines.
3. Efektivitas pelaksanaan tugas dan tanggung jawab komite 3. The effectiveness in fulfilling the duties and responsibilities of
dalam membantu tugas Dewan Komisaris. the committee to support the Board of Commissioners.
Secara garis besar hasil penilaian komite-komite di bawah Dewan In general, the results of the assessment of the committees under
Komisaris sebagai berikut: the Board of Commissioners are as follows:
1. Governance Structure 1. Governance Structure
Secara umum komposisi dan struktur Komite Audit, Komite In general, the composition and structure of the Audit
Pemantau Risiko, dan Komite Remunerasi dan Nominasi telah Committee, Risk Monitoring Committee, and Remuneration
sesuai dan memenuhi ketentuan yang berlaku. and Nomination Committee has followed and complied with
applicable regulations.
2. Governance Process 2. Governance Process
Baik Komite Audit, Komite Pemantau Risiko, dan Komite The Audit Committee, Risk Monitoring Committee, and
Remunerasi dan Nominasi telah melakukan tugas dan Remuneration and Nomination Committee have carried
2025 Annual Report PT Bank Permata Tbk 621
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Tata Kelola Perusahaan
Good Corporate
Governance
tanggung jawabnya sesuai dengan piagam dan peraturan out their duties and responsibilities following the applicable
yang berlaku. Jumlah rapat masing-masing komite telah charter and regulations. The number of meetings of each
sesuai dengan jumlah rapat yang diatur dalam peraturan committee is in accordance with the number of meetings
yang berlaku. regulated in the applicable regulations.
3. Governance Outcome 3. Governance Outcomes
Hasil rapat komite-komite telah dimuat dalam Risalah Rapat The results of committee meetings have been recorded in the
dan didokumentasikan dengan baik. Minutes of Meeting and are well documented.
Komisaris Independen
Independent Commissioners
Persyaratan dan Kriteria Komisaris Independent Commissioners’ Requirements
Independen and Criteria
Independensi Dewan Komisaris Permata Bank juga didukung The independence of Permata Bank’s Board of Commissioners
melalui ditunjuknya empat anggota Komisaris Independen, yang is supported by the appointment of four Independent
menunjukkan dipenuhinya peraturan mengenai jumlah Komisaris Commissioners, which demonstrates regulatory compliance
Independen dari jumlah seluruh anggota Dewan Komisaris. concerning the number of Independent Commissioners among
the total members of the Board of Commissioners.
Komisaris Independen tidak memiliki hubungan keuangan, An Independent Commissioner has no financial, management,
kepengurusan, kepemilikan saham dan/atau hubungan keluarga shareholding, and/or familial relations until second degree with
sampai dengan derajat kedua dengan anggota Dewan Komisaris other members of the Board of Commissioners, members of the
lainnya, dengan anggota Direksi, dan/atau pemegang saham Board of Directors, and/or controlling shareholders or a relationship
pengendali atau hubungan dengan Permata Bank, yang dapat with Permata Bank that may disrupt his/her independence.
mempengaruhi kemampuannya untuk bertindak independen.
Seluruh kriteria Komisaris Independen yang dipersyaratkan oleh Permata Bank’s Independent Commissioners have fulfilled all
peraturan telah dipenuhi oleh seluruh Komisaris Independen criteria required by regulations, as well as the following additional
Permata Bank, termasuk persyaratan tambahan untuk Komisaris criteria specifically set out for the Independent Commissioners:
Independen sebagai berikut:
1. Bukan merupakan orang yang bekerja atau mempunyai 1. Have not worked at or had the authority or responsibility for the
wewenang dan tanggung jawab untuk merencanakan, planning, leadership, control, or supervision of Permata Bank’s
memimpin, mengendalikan, atau mengawasi kegiatan activities in the last six months, except the re-appointment as
Permata Bank dalam waktu enam bulan terakhir, kecuali Permata Bank’s Independent Commissioner.
untuk pengangkatan kembali sebagai Komisaris Independen
Permata Bank.
2. Tidak mempunyai saham baik langsung maupun tidak 2. Do not have shares in Permata Bank directly or indirectly.
langsung pada Permata Bank.
3. Tidak mempunyai hubungan afiliasi dengan Permata Bank, 3. Do not have affiliations with Permata Bank, members of the
anggota Dewan Komisaris, anggota Direksi, atau pemegang Board of Commissioners, members of the Board of Directors,
saham utama Permata Bank. or main shareholders of Permata Bank.
4. Tidak mempunyai hubungan usaha baik langsung maupun 4. Do not have business relations, direct or indirect, related to
tidak langsung yang berkaitan dengan kegiatan usaha Permata Bank’s business activities.
Permata Bank.
5. Mantan anggota Direksi atau Pejabat Eksekutif Permata 5. Former members of the Board of Directors or Executives
Bank atau pihak-pihak yang mempunyai hubungan dengan or parties related to Permata Bank, which may impact the
Permata Bank, yang dapat mempengaruhi kemampuannya ability to act independently, can only serve as Independent
622 PT Bank Permata Tbk Laporan Tahunan 2025
Page 625
untuk bertindak independen tidak dapat menjadi Komisaris Commissioner of Permata Bank after completing a cooling off
Independen di Permata Bank yang bersangkutan, sebelum period of one year.
menjalani masa tunggu (cooling off) selama satu tahun.
6. Masa tunggu sebagaimana dimaksud pada poin 5 di atas 6. The cooling off period as referred to in point 5 above is a
adalah paling singkat enam bulan sebelum menjadi Komisaris minimum of six months before becoming an Independent
Independen Bank bagi: Commissioner of the Bank for:
a. mantan Direktur Utama pada Bank; dan a. former President Director at the Bank; and
b. mantan anggota Direksi yang membawahkan fungsi b. former member of the Board of Directors who supervised
pengawasan atau Pejabat Eksekutif yang melakukan the supervisory function or Executive Officer who carried
fungsi pengawasan pada Bank. out the supervisory function at the Bank.
7. Telah melewati masa tunggu (cooling off) selama satu tahun 7. Have passed a one-year cooling off period for candidate
bagi calon anggota Komisaris Independen yang merupakan Independent Commissioner who formerly served as members
mantan anggota Direksi atau Pejabat Eksekutif serta pihak- of the Board of Directors and Executives of Permata Bank,
pihak lain yang mempunyai hubungan dengan Permata Bank. as well as any other parties that have prior relationships
Pengecualian ketentuan ini adalah bagi mantan Direksi atau with Permata Bank. The exception to this requirement is for
Pejabat Eksekutif yang tugasnya hanya melakukan fungsi the former member of the Board of Directors or Executives
pengawasan paling kurang satu tahun. whose prior duties are limited to at least one year of
supervisory function.
8. Komisaris Independen yang telah menjabat selama dua 8. Independent Commissioner who have served two terms of
periode masa jabatan dapat diangkat kembali pada periode office may be reappointed in the subsequent period by taking
selanjutnya dengan mempertimbangkan: into consideration of:
a. hasil penilaian kinerja Komisaris Independen; a. Independent Commissioner performance
assessment results;
b. hasil penilaian rapat Dewan Komisaris yang menyatakan b. the results of the assessment of the Board of
bahwa Komisaris Independen tetap dapat bertindak Commissioners meeting which stated that Independent
independen; Commissioners could still act independently;
c. hasil penilaian oleh kepala satuan kerja audit intern dan c. the results of the assessment by the head of the
Pejabat Eksekutif yang membawahkan fungsi sumber internal audit work unit and the Executive Officer in
daya manusia yang menyatakan bahwa Komisaris charge of the human resources function which states
Independen tetap dapat bertindak independen; dan that the Independent Commissioner can still act
independently; and
d. pernyataan Komisaris Independen dalam RUPS mengenai d. Independent Commissioner’s statement at the GMS
independensi yang bersangkutan. regarding the independence concerned.
Pengangkatan Kembali Komisaris Independen Reappointment of Independent Commissioner
Lebih dari Dua Periode More than Two Terms of Office
Sebagaimana diatur dalam Pedoman Dewan Komisaris dan As stipulated in the Board of Commissioners and the Board of
Direksi serta peraturan OJK yang berlaku, Komisaris Independen Directors Charter as well as prevailing OJK regulation, Independent
yang telah menjabat selama dua periode masa jabatan berturut- Commissioner who has served for two consecutive terms may be
turut dapat diangkat kembali pada periode selanjutnya dengan reappointed in the following period with consideration of:
mempertimbangkan sebagai berikut:
1. Hasil penilaian kinerja Komisaris Independen. 1. Independent Commissioner performance assessment result.
2. Hasil penilaian rapat Dewan Komisaris yang menyatakan 2. The assessment from the Board of Commissioners meeting
bahwa Komisaris Independen tetap dapat bertindak stated that the Independent Commissioner can still act
independen. independently.
3. Hasil penilaian oleh Kepala Satuan Kerja Audit Intern dan 3. The assessment from the Head of the Internal Audit and the
Pejabat Eksekutif yang membawahkan fungsi sumber daya Executive Officer in charge of the human resources function
manusia yang menyatakan bahwa Komisaris Independen which states that the Independent Commissioner can still act
tetap dapat bertindak independen. independently.
4. Pernyataan Komisaris Independen dalam RUPS mengenai 4. Independent Commissioner’s statement at the GMS regarding
independensi yang bersangkutan. his/her independence.
2025 Annual Report PT Bank Permata Tbk 623
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Tata Kelola Perusahaan
Good Corporate
Governance
Pemberhentian atau Penggantian Komisaris Dismissal or Replacement of Independent
Independen Commissioner
Terkait dengan pemberhentian atau penggantian Komisaris In relation to the dismissal or replacement of the Independent
Independen sebelum berakhirnya masa jabatan, termasuk Commissioner before the end of term of office, including temporary
pemberhentian sementara, wajib mendapatkan terlebih dahulu dismissal, prior approval from OJK must be obtained before being
persetujuan dari OJK sebelum dapat diputuskan dalam RUPS. decided at the GMS.
Pernyataan Independensi Komisaris Independence Statement of Independent
Independen Commissioners
Selama menjabat, semua Komisaris Independen telah memenuhi During their tenure, all Independent Commissioners have
kriteria independen sebagaimana diatur dalam peraturan fulfilled the independence criteria as stipulated in the prevailing
yang berlaku serta telah dimuat dalam surat pernyataan yang regulations and have been covered in the statement letter signed
ditandatangani oleh masing-masing Komisaris Independen. by each Independent Commissioner.
Saat ini, Permata Bank memiliki empat orang Komisaris Currently, Permata Bank has four Independent Commissioners,
Independen sebagai berikut: as follows:
Nama
Jabatan Position
Name
Komisaris Independen Haryanto Sahari Independent Commissioner
Komisaris Independen Goei Siauw Hong Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Komisaris Independen Riswinandi Independent Commissioner
Sampai dengan tanggal 31 Desember 2025, Permata Bank As of 31 December 2025, Permata Bank has one Independent
memiliki satu Komisaris Independen yang telah menjabat lebih Commissioner who has served more than two consecutive terms,
dari dua periode masa jabatan berturut-turut, yaitu Bapak namely Mr. Haryanto Sahari. As for his re-appointment, he has
Haryanto Sahari. Adapun dalam pengangkatannya kembali, telah complied with applicable regulatory provisions and declared his
memenuhi ketentuan peraturan yang berlaku serta beliau telah independence at the Permata Bank AGMS on 6 April 2023.
menyatakan independensinya pada RUPST Permata Bank yang
diadakan pada tanggal 6 April 2023.
Direksi
Board of Directors
Direksi merupakan organ Permata Bank yang bertanggung jawab The Board of Directors is Permata Bank’s organ that holds full
penuh atas pengurusan Permata Bank untuk kepentingan dan responsibility in managing Permata Bank in accordance with the
tujuan Permata Bank serta mewakili Permata Bank. Direksi juga set objectives, and in prioritizing the interests of Permata Bank.
mewakili Permata Bank baik di dalam maupun di luar pengadilan, The Board of Directors also represents Permata Bank in both legal
sesuai dengan ketentuan Anggaran Dasar Permata Bank dan and non-legal situations with due observance to Permata Bank’s
peraturan yang berlaku. Articles of Association and prevailing regulations.
Dasar Hukum Legal Basis
Setiap pengangkatan, pemberhentian, pergantian, maupun Every appointment, dismissal, replacement, or resignation of
pengunduran diri anggota Direksi diputuskan oleh RUPS dengan a member of the Board of Directors is decided by the GMS by
624 PT Bank Permata Tbk Laporan Tahunan 2025
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memperhatikan ketentuan Anggaran Dasar Permata Bank dan observing the Articles of Association of Permata Bank and
peraturan perundangan yang berlaku. prevailing regulations.
Prosedur Pengangkatan Anggota Direksi Appointment Procedures for Members of the
Board of Directors
Komite Remunerasi dan Nominasi memberikan rekomendasi The Nomination and Remuneration Committee shall provide
kandidat calon anggota Direksi dengan mekanisme recommendation of a candidate for the position of members of the
sebagai berikut: Board of Directors by means of the following mechanism:
1. Komite Remunerasi dan Nominasi akan menerima 1. The Nomination and Remuneration Committee receives
surat dari pemegang saham mengenai pergantian/ nomination letter from shareholders regarding replacement/
pengangkatan Direktur. appointment of the Director.
2. Setelah mengevaluasi pengalaman dan rekam jejak kandidat 2. After evaluating the candidate’s experience and track
serta mengidentifikasi keselarasan kandidat dengan arahan record and identifying the candidate’s alignment with the
strategis Perusahaan, komite selanjutnya akan memberikan Company’s strategic direction, the committee will then
rekomendasi kepada Dewan Komisaris untuk disampaikan provide recommendations of the candidate to the Board of
dalam Rapat Umum Pemegang Saham, serta mendapatkan Commissioners to be submitted at the General Meeting of
persetujuan dari Regulator. Shareholders and obtain approval from the Regulator.
3. Sebelum efektif menjadi anggota Direksi dan dapat 3. Before effectively becoming members of the Board of Directors
menjalankan tugasnya, calon anggota Direksi tersebut wajib and performing his/her duties, the candidate members of the
melalui proses uji penilaian kemampuan dan kepatutan Board of Directors must pass fit and proper test conducted by
(fit and proper test) oleh OJK. the OJK.
Penunjukan, Kriteria, dan Komposisi Direksi Appointment, Criteria, and Composition of the
Board of Directors
Selama menjabat, anggota Direksi Permata Bank wajib memenuhi During the terms of office, members of Permata Bank’s Board of
ketentuan-ketentuan sebagaimana yang diatur dalam peraturan Directors shall meet the following criteria as stipulated in prevailing
perundang-undangan yang berlaku serta wajib memiliki integritas, laws and regulations and must have integrity, competency, and
kompetensi, dan reputasi yang baik. good reputation.
Selain memenuhi persyaratan integritas, reputasi keuangan, Apart from fulfilling the requirements of integrity, financial
dan kompetensi, calon anggota Direksi juga harus memenuhi reputation, and competence, the candidate members of the
persyaratan kepengurusan atau pengelolaan Bank dan ketentuan Board of Directors must also fulfill the requirements of the Bank’s
terkait pasar modal sebagaimana diatur dalam ketentuan management and the capital markets regulations as stipulated in
peraturan perundang-undangan yang berlaku, di antaranya: the prevailing laws, among others:
1. Tidak pernah menjadi anggota Direksi atau Dewan Komisaris 1. Never having been a member of the Board of Directors or
yang dinyatakan bersalah menyebabkan suatu perusahaan the Board of Commissioners that was responsible for the
dinyatakan pailit dalam waktu lima tahun sebelum bankruptcy of another company within five years prior to the
pengangkatannya. current nomination.
2. Tidak pernah dihukum karena melakukan tindak pidana di 2. Never having been convicted of a criminal action in finance or
bidang keuangan atau yang merugikan keuangan negara having caused a loss to the state within five years prior to the
dalam waktu lima tahun sebelum pengangkatannya. current nomination.
3. Tidak pernah menjadi anggota Direksi dan/atau anggota 3. Never having been a member of the Board of Directors and/or
Dewan Komisaris yang selama menjabat: member of the Board of Commissioners that during the tenure:
a. pernah tidak menyelenggarakan RUPS tahunan; a. failed to conduct an annual GMS;
b. pertanggungjawaban sebagai anggota Direksi b. had his/her accountability as a member of the Board of
dan/atau anggota Dewan Komisaris pernah tidak Directors and/or a member of the Board of Commissioners
diterima oleh RUPS atau pernah tidak memberikan rejected by the GMS or failed to provide his/her
pertanggungjawaban sebagai anggota Direksi dan/atau accountability as a member of the Board of Directors
anggota Dewan Komisaris kepada RUPS; dan/atau and/or a member of the Board of Commissioners to the
GMS; and/or
c. pernah menyebabkan perusahaan yang memperoleh izin, c. caused a company that obtained a license, approval,
persetujuan, atau pendaftaran dari OJK tidak memenuhi or registration from the OJK to not fulfil its obligations
2025 Annual Report PT Bank Permata Tbk 625
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Tata Kelola Perusahaan
Good Corporate
Governance
kewajiban menyampaikan laporan tahunan dan/atau to submit an annual report and/or financial statement
laporan keuangan kepada OJK. to OJK.
4. Setiap usulan pergantian dan/atau pengangkatan 4. Each recommendation to replace and/or appoint members
anggota Direksi oleh Dewan Komisaris kepada RUPS, harus of the Board of Directors by the Board of Commissioners to
memperhatikan rekomendasi dari Komite Remunerasi the GMS must consider the Remuneration and Nomination
dan Nominasi. Committee’s recommendations.
5. Mayoritas anggota Direksi wajib memiliki pengalaman lima 5. The majority of the Board of Directors’ members shall have at
tahun di bidang operasional sebagai Pejabat Eksekutif bank. least five years of experience in operations as an Executive
Officers in a bank.
6. Memperoleh persetujuan OJK (lulus fit and proper test). 6. Obtaining the OJK’s approval (passing the fit and proper test).
Anggota Direksi yang belum memperoleh persetujuan A member of the Board of Directors who has not obtained
dari OJK tidak dapat membuat keputusan yang secara approval from the OJK cannot make any decision that is
hukum mengikat dan mempengaruhi kondisi keuangan legally binding or affects Permata Bank’s financial condition.
Permata Bank.
7. Anggota Direksi dilarang merangkap jabatan sebagai: 7. Members of the Board of Directors are prohibited to hold
concurrent positions as:
a. sebagai Direksi, anggota Dewan Komisaris, anggota a. as a member of the Board of Directors, member of the Board
Dewan Pengawas Syariah, atau pejabat eksekutif pada of Commissioners, member of the Sharia Supervisory
Bank, perusahaan, dan/atau lembaga lain; Board, or executive officer at a Bank, company, and/or
other institution;
b. pada bidang tugas fungsional pada bank dan/atau b. in the area of functional duties at banks and/or non-bank
lembaga keuangan bukan bank yang berkedudukan di financial institutions located at home or abroad;
dalam maupun di luar negeri;
c. pada jabatan lain yang dapat menimbulkan benturan c.
in other positions that may give rise to a conflict of interest
kepentingan dalam pelaksanaan tugas sebagai anggota in carrying out their duties as a member of the Board of
Direksi; dan/atau Directors; and/or
d. pada jabatan lain sesuai dengan ketentuan peraturan d. in other positions in accordance with the provisions of
perundang-undangan. statutory regulations.
8. Tidak termasuk rangkap jabatan sebagaimana dimaksud 8. The concurrent position as referred to in No. 7 above does not
pada No. 7 di atas apabila: apply if:
a. bertanggung jawab terhadap pengawasan atas a. responsible for supervising the Bank’s investment in
penyertaan Bank pada perusahaan anak, menjalankan subsidiary companies, carrying out functional duties as
tugas fungsional menjadi anggota Dewan Komisaris a member of the Board of Commissioners in non-bank
pada perusahaan anak bukan bank yang dikendalikan subsidiary companies controlled by the Bank;
oleh Bank;
b. bertanggung jawab terhadap pengawasan dana pensiun b. responsible for supervising pension funds or carrying out
atau menjalankan tugas sebagai dewan pengawas dana duties as a supervisory board for pension funds owned by
pensiun, yang dimiliki oleh Bank; the Bank;
c. melaksanakan tugas sebagai direktur pengganti; c. carry out duties as substitute director; and/or
dan/atau
d. menduduki jabatan pada organisasi atau lembaga nirlaba, d. holding positions in non-profit organizations or institutions,
sepanjang tidak mengakibatkan yang bersangkutan as long as it does not result in the person concerned
mengabaikan pelaksanaan tugas dan tanggung jawab neglecting the implementation of their duties and
sebagai anggota Direksi. responsibilities as a member of the Board of Directors.
9. Anggota Direksi, baik secara sendiri-sendiri atau bersama- 9. Each member of the Board of Directors, both individually or
sama, dilarang memiliki saham sebesar 25% (dua puluh jointly, is prohibited from owning 25% (twenty-five percent)
lima persen) atau lebih dari modal disetor pada perusahaan or more shares from the paid-up capital in another company.
lain. Pengecualiannya adalah dalam hal kepemilikan saham The exception is in the case of share ownership of members
anggota Direksi secara sendiri-sendiri atau bersama-sama of the Board of Directors individually or jointly in connection
626 PT Bank Permata Tbk Laporan Tahunan 2025
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sehubungan penerimaan bonus dan/atau tantiem dalam with receiving bonuses and/or tantiem in the form of shares
bentuk saham yang mengakibatkan kepemilikan saham which results in share ownership of 25% (twenty-five percent)
sebesar 25% (dua puluh lima persen) atau lebih. or more.
10. Mayoritas anggota Direksi dilarang saling memiliki hubungan 10. The majority of members of the Board of Directors are
keluarga sampai dengan derajat kedua dengan sesama prohibited from having family relationships up to the second
anggota Direksi, anggota Dewan Komisaris dan/atau dengan level with other members of the Board of Directors, members
anggota Dewan Pengawas Syariah. of the Board of Commissioners, and/or members of the Sharia
Supervisory Board.
11. Setiap anggota Direksi memiliki sikap kerja profesional dan 11. Each member of the Board of Directors must display
beretika untuk meningkatkan nilai Permata Bank terhadap professional behavior and ethics to increase Permata Bank’s
pemegang saham dan pemangku kepentingan. value to the shareholders and stakeholders.
12. Memiliki motivasi yang tinggi dalam bekerja sebagai tim untuk 12. Having high motivation to work as a group to bring about
menghasilkan kinerja yang luar biasa (strive for excellence). remarkable performance (strive for excellence).
13. Anggota Direksi dilarang memberikan kuasa umum kepada 13. Members of the Board of Directors are prohibited from
pihak lain yang mengakibatkan pengalihan tugas dan providing a general power of attorney to other parties that
fungsi Direksi. would result in the transfer of the duties and functions of the
Board of Directors.
14. Keputusan Direksi yang diambil sesuai dengan pedoman 14. Decisions of the Board of Directors that are taken in
dan tata tertib kerja mengikat dan menjadi tanggung jawab accordance with the board manual are binding and shall be
seluruh anggota Direksi. the responsibility of all members of the Board of Directors.
Kriteria Khusus terkait Direktur Utama Specific Requirements related to President Director
Selain kriteria dan persyaratan di atas, bagi Direktur Utama Other than criteria and requirements as mentioned above, for
terdapat persyaratan khusus yaitu Direktur Utama harus berasal President Director there are specific requirements which is
dari pihak yang independen terhadap pemegang saham President Director must be independent from the controlling
pengendali Perseroan. Independensi Direktur Utama dapat shareholder of the Company. The independence of the President
dipenuhi dalam hal yang bersangkutan tidak memiliki hubungan Director can be fulfilled if the individual does not have financial,
keuangan, hubungan kepengurusan, hubungan kepemilikan, managerial, ownership, and/or family relationships with the
dan/atau hubungan keluarga dengan pemegang saham controlling shareholder of the Company.
pengendali Perseroan.
Komposisi dan Jumlah Anggota Direksi Tahun 2025 The Board of Directors’ Composition and Total
Members in 2025
Sampai dengan tanggal 31 Desember 2025, komposisi Direksi As of 31 December 2025, Permata Bank’s Board of Directors
Permata Bank berjumlah sembilan anggota. consisted of nine members.
Perubahan susunan Direksi Permata Bank yang terjadi selama The changes of the composition of the Board of Directors of
tahun 2025 adalah sebagai berikut: Permata Bank in 2025 were as follows:
1. Pengunduran diri Bapak Abdy Dharma Salimin sebagai 1. The resignation of Mr. Abdy Dharma Salimin as Director of
Direktur Permata Bank yang pengunduran dirinya Permata Bank, which was duly accepted by the EGMS of
telah diterima dengan baik oleh RUPSLB pada tanggal Shareholders on 30 September 2025.
30 September 2025.
2. Pengangkatan Bapak Ahmad Mikail Madjid sebagai Direktur 2. Appointment of Mr. Ahmad Mikail Madjid as Director of
Permata Bank pada RUPSLB pada tanggal 30 September Permata Bank based on the decision of the EGMS on
2025 dengan masa jabatan efektif pada tanggal 30 September 2025 with an effective term of office on
24 Oktober 2025. 24 October 2025.
2025 Annual Report PT Bank Permata Tbk 627
Page 630
Tata Kelola Perusahaan
Good Corporate
Governance
Adapun komposisi Direksi per 31 Desember 2025, sebagai berikut: The following is the composition of the Board of Directors as of
31 December 2025:
Nama Jabatan Dasar Pengangkatan Tanggal Efektif Periode Pengangkatan
Name Title Basis of Appointment Effective Date Appointment Date
Meliza Musa Rusli Direktur Utama • Pengangkatan pertama 20 Mei 2022 • Periode 1: 2022–2023
kali: RUPST tanggal 20 Mei • Periode 2: 2023–2026
2022
• Diangkat kembali: RUPST
tanggal 6 April 2023
President Director • First appointment: AGMS 20 May 2022 • First period: 2022–2023
on 20 May 2022 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
Dhien Tjahajani Direktur Kepatuhan • Pengangkatan pertama 4 September 2018 • Periode 1: 2018–2020
kali: RUPST tanggal • Periode 2: 2020–2023
24 April 2018 • Periode 3: 2023–2026
• Pengangkatan kembali:
RUPST tanggal 14 April
2020 dan RUPST tanggal
6 April 2023
Compliance Director • First appointment: AGMS 4 September 2018 • First period: 2018–2020
on 24 April 2018 • Second period: 2020–2023
• Reappointments: AGMS on • Third period: 2023–2026
14 April 2020 and AGMS
6 April 2023
Djumariah Tenteram Direktur • Pengangkatan pertama 16 Januari 2019 • Periode 1: 2019–2020
kali: RUPSLB tanggal • Periode 2: 2020–2023
25 September 2018 • Periode 3: 2023–2026
• Pengangkatan kembali:
RUPST tanggal 14 April
2020 dan RUPST tanggal
6 April 2023
Director • First appointment: EGMS 16 January 2019 • First period: 2019–2020
on 25 September 2018 • Second period: 2020–2023
• Reappointments: AGMS on • Third period: 2023–2026
14 April 2020 and AGMS
on 6 April 2023
Dayan Sadikin Direktur • Pengangkatan pertama 23 April 2019 • Periode 1: 2019–2020
kali: RUPST tanggal • Periode 2: 2020–2023
23 April 2019 • Periode 3: 2023–2026
• Pengangkatan kembali:
RUPST tanggal 14 April
2020 dan RUPST tanggal
6 April 2023
Director • First Appointment: AGMS 23 April 2019 • First period: 2019-2020
23 April 2019 • Second period: 2020-2023
• Reappointments: AGMS on • Third period: 2023-2026
14 April 2020 and AGMS
on 6 April 2023
Setiatno Budiman Direktur • Pengangkatan pertama 1 Juli 2022 • Periode 1: 2022–2023
kali: RUPST tanggal 20 Mei • Periode 2: 2023–2026
2022
• Pengangkatan kembali:
RUPST tanggal 6 April
2023
Director • First appointment: AGMS 1 July 2022 • First period: 2022–2023
on 20 May 2022 • Second period: 2023–2026
• Reappointment: AGMS on
6 April 2023
628 PT Bank Permata Tbk Laporan Tahunan 2025
Page 631
Nama Jabatan Dasar Pengangkatan Tanggal Efektif Periode Pengangkatan
Name Title Basis of Appointment Effective Date Appointment Date
Rudy Basyir Ahmad Direktur yang juga Pengangkatan pertama kali: 25 Oktober 2023 Periode 1: 2023–2026
membidangi Unit RUPSLB tanggal 23 Agustus
Usaha Syariah 2023
Director who also First appointment: EGMS on 25 October 2023 First period: 2023–2026
oversees the Sharia 23 August 2023
Business Unit
Eddie Sajoga Direktur Pengangkatan pertama kali: 15 Juli 2024 Periode 1: 2024–2027
RUPST tanggal 3 April 2024
Director First appointment: AGMS on 15 July 2024 First Period: 2024–2027
3 April 2024
Evi Direktur Pengangkatan pertama 1 Desember 2024 Periode 1: 2024–2027
kali: RUPSLB tanggal
27 September 2024
Director First appointment: EGMS on 1 December 2024 First Period: 2024–2027
27 September 2024
Ahmad Mikail Madjid Direktur Pengangkatan pertama 24 Oktober 2025 Periode 1: 2025–2028
kali: RUPSLB tanggal 30
September 2025
Director First appointment: EGMS on 24 October 2025 First Period: 2025–2028
30 September 2025
Masa Jabatan Terms of Office
Masa jabatan Direksi berdasarkan Anggaran Dasar Permata Bank The term of office of the Board of Directors is stipulated in
adalah terhitung sejak tanggal yang ditentukan pada RUPS yang Permata Bank’s Articles of Association, effective as of the date as
mengangkatnya sampai dengan penutupan RUPS Tahunan yang determined by the GMS in which the member is appointed until
ketiga setelah tanggal efektif pengangkatannya. Anggota Direksi the conclusion of the third Annual GMS after the appointment. The
yang bersangkutan dapat diangkat kembali dengan catatan same member of the Board of Directors may be reappointed as
telah memenuhi persyaratan berdasarkan Anggaran Dasar long as all requirements according to Permata Bank’s Articles of
Permata Bank dan peraturan yang berlaku serta memperhatikan Association and applicable regulations are satisfied, taking into
rekomendasi Komite Remunerasi dan Nominasi Permata Bank. account the recommendations of Permata Banks’s Remuneration
and Nomination Committee.
Masa jabatan anggota Direksi dengan sendirinya berakhir apabila The term of members of the Board of Directors ends automatically
yang bersangkutan: should any of the following events take place:
a. mengundurkan diri; a. the tendering of a resignation;
b. meninggal dunia; b. passing away;
c. masa jabatannya telah berakhir dan tidak diangkat kembali; c. the end of tenure without reappointment;
d. diberhentikan atau digantikan berdasarkan keputusan d. dismissal or replacement based on the GMS’ resolution; or
RUPS; atau
e. tidak lagi memenuhi persyaratan perundang-undangan yang e. the requirements of existing regulations are no longer met,
berlaku termasuk karena dinyatakan pailit atau ditaruh di including bankruptcy or being placed under custodianship
bawah pengampuan berdasarkan putusan pengadilan. pursuant to a court’s order.
Pemberhentian atau Penggantian Direktur Dismissal or Replacement of President Director
Utama dan/atau Direktur Kepatuhan and/or Compliance Director
Terkait dengan pemberhentian atau penggantian Direktur Utama In relation to the dismissal or replacement of the President Director
dan/atau Direktur Kepatuhan sebelum berakhirnya masa jabatan, and/or Compliance Director before the end of term of office,
termasuk pemberhentian sementara, wajib mendapatkan including temporary dismissal, prior approval from OJK must be
terlebih dahulu persetujuan dari OJK sebelum dapat diputuskan obtained before being decided at the GMS.
dalam RUPS.
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Tata Kelola Perusahaan
Good Corporate
Governance
Tugas dan Tanggung Jawab Direksi Duties and Responsibilities of the Board of
Directors
Secara umum, tugas pokok Direksi sebagai berikut: In general, main duties of the Board of Directors as follows:
1. Direksi bertugas menjalankan dan bertanggung jawab atas 1. The Board of Directors is responsible for managing the Bank
pengurusan Bank untuk kepentingan Bank sesuai dengan for the Bank’s interest in accordance with the Bank’s objective
maksud dan tujuan Bank yang ditetapkan dalam ketentuan and purpose as stipulated in regulation, the Articles of
peraturan perundang-undangan, Anggaran Dasar, dan Association, and the GMS decision.
keputusan RUPS.
2. Direksi wajib menyelenggarakan RUPS tahunan dan RUPS 2. The Board of Directors must convene annual GMS and
lainnya sebagaimana diatur dalam peraturan perundang- other GMS as stipulated in the regulations and Articles of
undangan dan Anggaran Dasar. Association.
3. Mengelola Bank sesuai dengan kewenangan dan tanggung 3. To manage the Bank in accordance with their responsibilities,
jawabnya sesuai Anggaran Dasar, ketentuan peraturan based on prevailing regulations, Articles of Association, and
perundang-undangan yang berlaku, dan prinsip-prinsip Tata Good Corporate Governance principles.
Kelola Perusahaan yang Baik.
4. Menyusun visi, misi, dan nilai-nilai serta rencana strategis 4. To conceptualize the Bank’s vision, mission, values, and
Bank dalam bentuk rencana korporasi (corporate plan) dan strategic plan both in the corporate plan and business plan.
rencana bisnis (business plan).
5. Direksi wajib melaksanakan rencana bisnis secara efektif. 5. The Board of Directors is required to implement the business
plan effectively.
6. Menyelenggarakan rapat Direksi secara berkala dan dengan 6. To carry out the Board of Directors’ meeting periodically and in
waktu yang memadai. adequate time.
7. Menciptakan sistem pengendalian intern, manajemen risiko, 7. To construct an internal control and risk management system,
menjamin terselenggaranya fungsi audit intern Bank dalam to ensure the Bank’s internal audit at any hierarchy, and to
setiap tingkatan manajemen dan menindaklanjuti temuan follow up the Bank’s internal audit findings in accordance with
audit intern Bank sesuai dengan kebijakan atau pengarahan the policy or guidance given by the Board of Commissioners.
yang diberikan Dewan Komisaris.
8. Memperhatikan kepentingan yang wajar dari pemangku 8. To consider the Company’s stakeholders’ proper interest.
kepentingan Perseroan (stakeholders).
9. Direksi wajib menumbuhkan dan mewujudkan terlaksananya 9. The Board of Directors shall encourage and realize the
Budaya Kepatuhan pada semua tingkatan organisasi dan implementation of the Compliance Culture at all levels of the
kegiatan usaha Bank. organization and business activities of the Bank.
10. Direksi wajib memastikan terlaksananya Fungsi 10. The Board of Directors shall ensure the implementation of the
Kepatuhan Bank. Bank’s Compliance Function.
11. Direksi wajib menyusun dan menyetujui Rencana Aksi 11. The Board of Directors is required to prepare and approve the
Keuangan Berkelanjutan (RAKB). Sustainable Finance Action Plan (SFAP).
12. Direksi bertanggung jawab terhadap pengembangan 12. The Board of Directors is responsible for the development of
Unit Usaha Syariah yang dimiliki oleh Bank sesuai dengan the Sharia Business Unit owned by the Bank in accordance
ketentuan mengenai Unit Usaha Syariah yang berlaku. with the provisions concerning Sharia Business Units.
13. Direksi bertanggung jawab untuk memelihara dan memantau 13. The Board of Directors is responsible for maintaining and
Tingkat Kesehatan Bank serta mengambil langkah-langkah monitoring the Bank’s Soundness Level and taking necessary
yang diperlukan untuk memelihara dan/atau meningkatkan steps to maintain and take necessary steps to maintain and/or
Tingkat Kesehatan Bank. improve the Bank’s Soundness Level.
Tugas dan Tanggung Jawab Masing-masing Duties and Responsibilities of Each Members
Direksi of the Board of Directors
Tugas dan tanggung jawab masing-masing anggota Direksi The duties and responsibilities of each member of the Board of
adalah sebagai berikut: Directors are as follows:
630 PT Bank Permata Tbk Laporan Tahunan 2025
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Nama
Ruang Lingkup dan Tugas Scopes of Duties
Name
Direktur Utama • Mengarahkan operasional Permata Bank • Directing Permata Bank’s operation
President Director untuk memastikan kelancaran dan efektivitas to ensure efficient and effective
pelaksanaannya. operational implementation.
• Mengkoordinasikan pengembangan dan • Coordinating the development and
pelaksanaan strategi Permata Bank. implementation of Permata Bank’s strategies.
• Mengelola Permata Bank dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawabnya the assigned authorities and responsibilities,
sesuai dengan Anggaran Dasar, peraturan and in compliance with the Articles of
perundang-undangan yang berlaku, dan Association, prevailing regulations, and
prinsip-prinsip GCG. GCG principles.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number
sejumlah Divisi (sesuai struktur organisasi). of Divisions (in accordance with the
organization structure).
• Meningkatkan citra Permata Bank baik di • Promoting Permata Bank’s image both
tingkat nasional maupun internasional dan nationally and internationally and to nurture
turut membina hubungan baik dengan pihak- good relationships with related parties.
pihak terkait.
Direktur Hukum dan • Memimpin dan mengarahkan persiapan • Leading and directing the preparation,
Kepatuhan penyusunan, perumusan dan pelaksanaan formulation, and delivery of policies and
Legal and Compliance kebijakan dan strategi di Direktorat Hukum strategies at the Legal and Compliance
Director dan Kepatuhan. Directorate.
• Merumuskan strategi guna mendorong • Formulating strategies to promote a
terciptanya Budaya Kepatuhan di Compliance Culture in Permata Bank.
Permata Bank.
• Mengusulkan kebijakan kepatuhan atau • Proposing the compliance policy or
prinsip-prinsip kepatuhan yang akan compliance principles to be established by the
ditetapkan oleh Direksi. Board of Directors.
• Memetakan sistem dan prosedur • Establishing compliance systems and
kepatuhan yang akan digunakan untuk procedures applicable to Permata Bank’s
menyusun ketentuan dan pedoman internal internal rules and guidelines.
Permata Bank.
• Memastikan bahwa seluruh kebijakan, • Ensuring that all policies, rules, systems, and
ketentuan, sistem, prosedur, serta kegiatan procedures, as well as business activities
usaha yang dilakukan Permata Bank telah conducted by Permata Bank are in compliance
sesuai dengan ketentuan OJK dan peraturan with OJK and other prevailing regulations,
perundang-undangan yang berlaku, termasuk including sharia principles for the Sharia
prinsip syariah bagi Unit Usaha Syariah. Business Unit.
• Meminimalkan Risiko Kepatuhan • Minimizing Permata Bank’s Compliance Risk.
Permata Bank.
• Melakukan tindakan pencegahan agar • Taking precautionary measures so that the
kebijakan dan/atau keputusan yang diambil policies and decisions of the Board of Directors
Direksi tidak menyimpang dari ketentuan do not deviate from the OJK regulations and
OJK dan peraturan perundang-undangan other prevailing regulations.
yang berlaku.
• Melakukan tugas-tugas lainnya yang terkait • Performing other duties related to the
dengan fungsi Kepatuhan. Compliance function.
• Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and GCG
prinsip GCG. principles.
• Membantu Direktur Utama dalam • Assisting the President Director in promoting
meningkatkan citra Permata Bank baik di Permata Bank’s image, both nationally
tingkat nasional maupun internasional dan and internationally, and to nurture good
turut membina hubungan baik dengan pihak- relationships with related parties.
pihak terkait.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number
sejumlah Divisi (sesuai struktur organisasi). of Divisions (in accordance with the
organization structure).
2025 Annual Report PT Bank Permata Tbk 631
Page 634
Tata Kelola Perusahaan
Good Corporate
Governance
Nama
Ruang Lingkup dan Tugas Scopes of Duties
Name
Direktur Keuangan dan Unit • Memimpin dan mengarahkan penyusunan • Leading and directing the preparation and
Usaha Syariah serta perumusan kebijakan dan strategi di formulation of policies and strategies at the
Finance and Sharia Business Direktorat Keuangan dan Unit Usaha Syariah. Finance and Sharia Business Unit Directorate.
Unit Director • Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and
prinsip GCG. GCG principles.
• Memimpin dan mengarahkan strategi, tujuan • Leading and directing Permata Bank’s
dan target finansial jangka pendek, jangka short, medium and long-term financial
menengah dan jangka panjang dari Permata strategies, objectives, and targets in a
Bank secara komprehensif. comprehensive manner.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number
sejumlah Divisi (sesuai struktur organisasi). of Divisions (in accordance with the
organization structure).
• Memimpin dan mengkoordinasikan • Leading and coordinating the formulation of
penyusunan business plan dan action plan short, medium, and long-term business plan
untuk jangka pendek, jangka menengah dan and action plans of Sharia Business Unit.
jangka panjang dari Unit Usaha Syariah.
• Memimpin dan mengarahkan serta • Leading, directing and coordinating the
mengkoordinasikan pengembangan serta development and distribution of the best Sharia
penawaran produk-produk Unit Usaha Business Unit products, and to ensure the
Syariah yang terbaik dan memastikan competitiveness of products over competitors.
kualitas daya saing produk tersebut
dibandingkan kompetitor.
• Mengkoordinasikan secara efektif promosi • Coordinating the effective promotion of Sharia
dari produk-produk Unit Usaha Syariah Business Unit products in accordance with the
sesuai dengan kebutuhan pasar dan market needs and customer segmentation.
segmentasi nasabah.
Direktur Consumer Banking • Memimpin dan mengarahkan penyusunan • Leading and directing the preparation,
Consumer Banking Director serta perumusan kebijakan dan strategi, formulation and delivery of policies and
serta penyampaiannya di Direktorat strategies at the Consumer Banking
Consumer Banking. Directorate.
• Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and GCG
prinsip GCG. principles.
• Memimpin dan mengkoordinasikan • Leading and coordinating the formulation of
penyusunan business plan dan action plan short, medium, and long-term business and
untuk jangka pendek, jangka menengah, action plans of Consumer Banking Directorate.
dan jangka panjang dari Direktorat
Consumer Banking.
• Memimpin dan mengarahkan serta • Leading, directing and coordinating the
mengkoordinasikan pengembangan serta development and distribution of the best
penawaran produk-produk Consumer Banking Consumer Banking products, and to ensure the
yang terbaik dan memastikan kualitas competitiveness of products over competitors.
daya saing produk tersebut dibandingkan
kompetitor.
• Mengkoordinasikan secara efektif promosi • Coordinating effective promotion of Consumer
dari produk-produk Consumer Banking Banking products in accordance with market
sesuai dengan kebutuhan pasar dan needs and customer segmentation.
segmentasi nasabah.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number of
sejumlah Divisi (sesuai struktur organisasi). Divisions (in accordance with the organization
structure).
632 PT Bank Permata Tbk Laporan Tahunan 2025
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Nama
Ruang Lingkup dan Tugas Scopes of Duties
Name
Direktur Corporate Banking • Memimpin dan mengarahkan penyusunan • Leading and directing the preparation,
Corporate Banking Director serta perumusan kebijakan dan strategi, formulation, and delivery of policies and
serta penyampaiannya di Direktorat strategies at the Corporate Banking
Corporate Banking. Directorate.
• Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and GCG
prinsip GCG. principles.
• Memimpin dan mengkoordinasikan • Leading and coordinating the formulation
penyusunan business plan dan action plan of short, medium and long-term business
untuk jangka pendek, jangka menengah plans and action plans of Corporate Banking
dan jangka panjang dari Direktorat Directorate.
Corporate Banking.
• Memimpin dan mengarahkan serta • Leading, directing and coordinating the
mengkoordinasikan pengembangan serta development and distribution of the best
penawaran produk-produk Corporate Corporate Banking products, and to ensure the
Banking yang terbaik dan memastikan competitiveness of products over competitors.
kualitas daya saing produk tersebut
dibandingkan kompetitor.
• Mengkoordinasikan secara efektif promosi • Coordinating effective promotion of Corporate
dari produk-produk Corporate Banking Banking products in accordance with market
sesuai dengan kebutuhan pasar dan needs and customer segmentation.
segmentasi nasabah.
• Membawahi dan bertanggung jawab atas • Overseeing and be in charge of a number of
sejumlah Divisi (sesuai struktur organisasi). Divisions (in accordance with the organization
structure).
Direktur Branch Network • Memimpin dan mengarahkan penyusunan • Lead and direct the preparation and
Branch Network Director serta perumusan kebijakan dan strategi, formulation of policies and strategies, as
serta penyampaiannya di Direktorat well as their delivery in the Branch Network
Branch Network. Directorate.
• Mengelola Permata Bank sesuai dengan • Manage Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the authority and responsibility in accordance
Anggaran Dasar, peraturan perundang- with the Articles of Association, laws and
undangan yang berlaku, dan prinsip- regulations, and GCG principles.
prinsip GCG.
• Memimpin dan mengkoordinasikan • Lead and coordinate the preparation of
penyusunan business plan dan action plan business plans and action plans for the short,
untuk jangka pendek, jangka menengah medium and long term of the Branch Network
dan jangka panjang dari Direktorat Directorate.
Branch Network.
• Memimpin implementasi strategi dan prioritas • Lead the implementation of strategies and
kerja jaringan cabang dalam mencapai work priorities for the branch network in
target penjualan dan pertumbuhan portofolio achieving sales targets and customer portfolio
nasabah serta pertumbuhan pendapatan growth as well as Bank revenue growth and
Bank dan pengelolaan biaya secara efisien efficient cost management in supporting the
dalam mendukung pencapaian tujuan achievement of Permata Bank’s goals.
Permata Bank.
• Memastikan kualitas layanan jaringan cabang • Ensure the quality of branch network services
sesuai dengan standar layanan yang berlaku in accordance with applicable service
dan menjaga tingkat kepuasan nasabah standards and maintain the level of customer
dalam mengupayakan memberikan solusi satisfaction in striving to provide the best
terbaik kepada nasabah. solutions to customers.
• Mengawasi dan memastikan keselarasan • Supervise and ensure the alignment of the
implementasi strategi Direktorat Branch implementation of the Branch Network
Network khususnya dengan segmen Directorate strategy, especially with the
Commercial Banking, termasuk di Commercial Banking segment, including
antaranya sebagai anggota Komite Kredit as a member of the Credit Committee
yang menyetujui proposal kredit terkait that approves credit proposals related to
Commercial Banking. Commercial Banking.
• Membawahi dan bertanggung jawab atas • Supervise and be responsible for a number
sejumlah Divisi (sesuai struktur organisasi). of Divisions (according to the organizational
structure).
2025 Annual Report PT Bank Permata Tbk 633
Page 636
Tata Kelola Perusahaan
Good Corporate
Governance
Nama
Ruang Lingkup dan Tugas Scopes of Duties
Name
Direktur People & Culture • Memimpin dan mengarahkan penyusunan • Leading and directing the preparation and
People & Culture Director serta perumusan kebijakan dan strategi formulation of Human Resource (HR) policies
Sumber Daya Manusia (SDM) serta and strategies and its implementation.
pelaksanaannya.
• Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and
prinsip GCG. GCG principles.
• Memastikan ketersediaan SDM dalam jumlah • Ensuring the adequate availability of HR in
dan kualitas yang memadai untuk mendukung quality and quantity to support Permata Bank’s
operasional Permata Bank. business operations.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number
sejumlah Divisi (sesuai struktur organisasi). of Divisions (in accordance with the
organization structure).
Direktur Teknologi • Memimpin dan mengarahkan penyusunan • Leading and directing the preparation,
Technology Director serta perumusan kebijakan dan strategi serta formulation and delivery of policies and
penyampaiannya di Direktorat Teknologi. strategies at the Technology Directorate.
• Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and GCG
prinsip GCG. principles.
• Memastikan kelancaran dan efektivitas • Ensuring the continuity and effectiveness of
operasional Permata Bank. Permata Bank’s operational activities.
• Meningkatkan produktivitas unit kerja, melalui • Improving the productivity of work units
penerapan sistem Teknologi Informasi yang through the implementation of adequate
memadai. Information Technology systems.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number of
sejumlah Divisi (sesuai struktur organisasi). Divisions (in accordance with the organization
structure).
Direktur Risiko • Memimpin dan mengarahkan penyusunan • Leading and directing the preparation,
Risk Director serta perumusan kebijakan dan strategi serta formulation and delivery of policies and
penyampaiannya di Direktorat Risiko. strategies at the Risk Directorate.
• Mengelola Permata Bank sesuai dengan • Managing Permata Bank in accordance with
kewenangan dan tanggung jawab sesuai the assigned authorities and responsibilities,
Anggaran Dasar, peraturan perundang- and in compliance with the Articles of
undangan yang berlaku, dan prinsip- Association, prevailing regulations, and GCG
prinsip GCG. principles.
• Menyusun kebijakan manajemen risiko • Formulating Permata Bank’s risk management
serta bertanggung jawab atas pelaksanaan policies and responsible for their
kebijakan manajemen risiko Permata Bank. implementation.
• Melaksanakan kaji ulang secara berkala untuk • Conducting periodic reviews in order to
memastikan ketepatan metodologi penilaian ascertain the suitability of a risk assessment
risiko dan ketepatan kebijakan. methodology and risk management policies.
• Membawahi dan bertanggung jawab atas • Overseeing and in charge of a number
sejumlah Divisi (sesuai struktur organisasi). of Divisions (in accordance with the
organization structure).
Pedoman Dewan Komisaris dan Direksi (Board Board Manual for the Board of Commissioners
Manual) and the Board of Directors
Permata Bank telah memiliki Pedoman Dewan Komisaris dan Permata Bank has in place the Board Manual for the Board of
Direksi (Board Manual) yang berisikan kompilasi dari prinsip- Commissioners and the Board of Directors. The Manual consists
prinsip hukum korporasi, peraturan perundang-undangan yang of corporate law principles, prevailing regulations, and the Articles
berlaku, dan ketentuan Anggaran Dasar yang mengatur tata kerja of Associations to regulate the working rules of the Board of
Dewan Komisaris dan Direksi. Commissioners and the Board of Directors.
634 PT Bank Permata Tbk Laporan Tahunan 2025
Page 637
Tujuan Board Manual adalah untuk mempermudah Dewan The objective of the Board Manual is to assist the Board of
Komisaris dan Direksi dalam memahami peraturan-peraturan Commissioners and the Board of Directors in comprehending the
yang terkait dengan tata kerja Dewan Komisaris dan Direksi. relevant regulations with respect to the working rules of the Board
of Commissioners and the Board of Directors.
Isi Board Manual yang terkait dengan Direksi mengatur mengenai: The Board Manual related to the Board of Directors regulates the
following:
Direksi Board of Directors
1. Tugas, pelaporan, dan pertanggungjawaban Direksi. 1. Duties, reporting, and responsibilities of the Board of Directors.
2. Kewajiban anggota Direksi. 2. Obligation of members of the Board of Directors.
3. Pengangkatan anggota Direksi. 3. Appointment of members of the Board of Directors.
4. Komposisi Direksi. 4. Composition of the Board of Directors.
5. Masa jabatan anggota Direksi. 5. Terms of office of members of the Board of Directors.
6. Hak dan wewenang Direksi. 6. Rights and authorities of the Board of Directors.
7. Penilaian kinerja anggota Direksi. 7. Performance assessment of members of the Board of
Directors.
8. Remunerasi anggota Direksi. 8. Remuneration of members of the Board of Directors.
9. Rapat Direksi. 9. Board of Directors meetings.
10. Waktu kerja anggota Direksi. 10. Working time of members of the Board of Directors.
11. Pelaporan pelanggaran. 11. Violations report.
12. Nilai-nilai. 12. Values.
13. Etika. 13. Ethics.
Direktur Kepatuhan Compliance Director
1. Tugas dan pertanggungjawaban Direktur Kepatuhan. 1. Duties and responsibilities of the Compliance Director.
2. Persyaratan untuk menjadi Direktur Kepatuhan. 2. Requirements for the Compliance Director.
Pada tahun 2025, Permata Bank telah memperbarui Pedoman In 2025, Permata Bank have amended the Board Manual to
Dewan Komisaris dan Direksi untuk menyesuaikan dengan adjust it with the provisions of SEOJK No. 14/SEOJK.03/2025
ketentuan SEOJK No. 14/SEOJK.03/2025 tentang Penerapan regarding Implementation of Governance for Commercial Banks
Tata Kelola bagi Bank Umum (SEOJK 14/2025) serta ketentuan- (SEOJK 14/2025) and other newest OJK regulations.
ketentuan OJK terkini lainnya.
Rangkap Jabatan Direksi The Board of Directors’ Concurrent Position
Kebijakan rangkap jabatan anggota Direksi telah diatur dalam The policy of the Board of Directors’ concurrent position as
Pedoman Dewan Komisaris dan Direksi. Direksi Permata Bank stipulated in the Board Manual. The Board of Directors of
berkomitmen taat dan patuh pada ketentuan yang berlaku Permata Bank are committed to complying with prevailing
mengenai rangkap jabatan Direksi. Per 31 Desember 2025, seluruh regulations concerning concurrent positions. As of 31 December
anggota Direksi Permata Bank, tidak memiliki rangkap jabatan di 2025, no members of the Board of Directors of Permata Bank held
perusahaan-perusahaan lain. Informasi lebih lanjut mengenai any concurrent positions in other companies. Further information
rangkap jabatan anggota Direksi Permata Bank per 31 Desember regarding the concurrent position of the Board of Directors of
2025 dapat dilihat di bagian Profil Direksi pada halaman 128–145. Permata Bank as of 31 December 2025 can be viewed in the Board
of Directors’ profile section page 128–145.
Pengungkapan Kepemilikan Saham Direksi Disclosure of the Board of Directors’ Shares
Ownership
Sesuai dengan ketentuan Pasal 32 Peraturan OJK No. 17/2023 In accordance with Article 32 of OJK Regulation No. 17/2023,
disebutkan bahwa anggota Direksi wajib mengungkapkan members of the Board of Directors must disclose ownership of
kepemilikan saham yang mencapai 5% atau lebih, baik pada 5% or more shares either in Permata Bank or in other banks and
Permata Bank maupun pada bank dan perusahaan lain, yang companies domiciled in both within the country and abroad.
berkedudukan di dalam dan di luar negeri.
2025 Annual Report PT Bank Permata Tbk 635
Page 638
Tata Kelola Perusahaan
Good Corporate
Governance
Permata Bank juga memiliki Kebijakan Perdagangan Saham Permata Bank also has a Shares Trading Policy for members of
Permata Bank oleh anggota Dewan Komisaris dan Direksi yang the Board of Commissioners and the Board of Directors which is
masih berlaku. still valid.
Per 31 Desember 2025, tidak ada anggota Direksi Permata Bank As of 31 December 2025, no members of the Board of Directors held
yang mempunyai kepemilikan saham mencapai 5% (lima persen) shares ownership reaching 5% (five percent) in other companies.
di perusahaan lain.
Adapun kepemilikan saham oleh anggota Direksi di Permata Bank The share ownership by members of the Board of Directors at
sebagai berikut: Permata Bank is as follows:
Nama Jabatan Jumlah Saham Kepemilikan Saham (%)
No.
Name Position Total Share Shareholding (%)
1 Meliza M. Rusli Direktur Utama 399.300 0,00110
President Director
Independensi Direksi The Board of Directors’ Independence
Untuk menjaga independensi, anggota Direksi Permata Bank To maintain independence, members of the Board of Directors
telah memenuhi ketentuan-ketentuan sebagaimana yang diatur of Permata Bank have complied with the prevailing rules and
dalam peraturan perundang-undangan yang berlaku. regulations.
Direktur Utama Permata Bank saat ini merupakan pihak yang The President Director of Permata Bank is currently an independent
independen dari pemegang saham pengendali Permata party from the controlling shareholder of Permata Bank. She has
Bank. Beliau tidak memiliki hubungan keuangan, hubungan no financial, managerial, ownership, and/or family relationship
kepengurusan, hubungan kepemilikan, dan/atau hubungan with Permata Bank’s controlling shareholder.
keluarga dengan pemegang saham pengendali Permata Bank.
Begitu juga dengan Direktur Kepatuhan Permata Bank saat Similarly, the Compliance Director of Permata Bank is currently a
ini merupakan pihak yang telah memenuhi persyaratan party who meets the independence requirements, namely having
independensi yaitu tidak memiliki hubungan keuangan, hubungan no financial, managerial, ownership, and/or family relationship
kepengurusan, hubungan kepemilikan, dan/atau hubungan up to the second degree with members of the Board of Directors,
keluarga sampai dengan derajat kedua dengan anggota Direksi, Board of Commissioners, Sharia Supervisory Board, and/or
anggota Dewan Komisaris, anggota DPS, dan/atau pemegang controlling shareholders, nor any relationship with Permata Bank
saham pengendali ataupun hubungan dengan Permata Bank that could affect her ability to act independently.
yang dapat mempengaruhi kemampuan bersangkutan untuk
bertindak independen.
Pengelolaan Benturan Kepentingan Direksi Management of Conflict of Interest of the
Board of Directors
Pengelolaan benturan kepentingan Direksi diatur dalam The management of conflicts of interest by the Board of Directors
Pedoman Dewan Komisaris dan Direksi serta Kebijakan Benturan is regulated in the Board Manual and Policy of Conflict of Interest
Kepentingan Anggota Dewan Komisaris, Dewan Pengawas of the Board of Commissioners, Sharia Supervisory Board, and
Syariah, dan Direksi, yaitu: Board of Directors as follows:
1. Anggota Direksi, anggota Dewan Komisaris, anggota komite 1. Members of the Board of Directors, members of the Board
Bank, anggota Dewan Pengawas Syariah, Pejabat Eksekutif, of Commissioners, members of the Bank’s committees,
dan pegawai Bank harus menghindari segala bentuk members of the Sharia Supervisory Board, Executive Officers,
benturan kepentingan dalam pelaksanaan tugas pengelolaan and employees of the Bank must avoid any form of conflict of
dan pengawasan Bank. interest in the implementation of the Bank’s management and
supervisory duties.
2. Dalam hal terjadi benturan kepentingan, anggota Direksi, 2. In the event of a conflict of interest, members of the Board of
anggota Dewan Komisaris, anggota komite Bank, anggota Directors, members of the Board of Commissioners, members
636 PT Bank Permata Tbk Laporan Tahunan 2025
Page 639
Dewan Pengawas Syariah, Pejabat Eksekutif dan pegawai of the Bank’s committees, members of the Sharia Supervisory
Bank wajib mengungkapkan benturan kepentingan Board, Executive Officers and employees of the Bank must
dalam setiap keputusan yang memenuhi kondisi adanya disclose the conflict of interest in every decision that fulfills the
benturan kepentingan. conditions of a conflict of interest.
3. Selain mengungkapkan benturan kepentingan sebagaimana 3. In addition to disclosing conflicts of interest as referred to in
dimaksud pada poin 2 di atas, anggota Direksi, anggota point 2 above, members of the Board of Directors, members
Dewan Komisaris, anggota komite Bank, anggota Dewan of the Board of Commissioners, members of the Bank
Pengawas Syariah, Pejabat Eksekutif, dan pegawai Bank committees, members of the Sharia Supervisory Board,
dilarang mengambil tindakan yang berpotensi merugikan Executive Officers, and employees of the Bank are prohibited
Bank atau mengurangi keuntungan Bank. from taking actions that could potentially harm the Bank or
reduce the Bank’s profits.
Pelatihan dan Peningkatan Kompetensi Direksi Training and Competency Development for the
serta Program Orientasi bagi Direktur Baru Board of Directors and Orientation Program
for Newly Appointed Directors
Kebijakan Pelatihan dan Peningkatan Kompetensi Continuous Competency Improvement and
Berkesinambungan Training Policy
Sebagaimana diatur dalam Board Manual, kewajiban Direksi According to the Board Manual, the Board of Directors is required
untuk selalu meningkatkan kompetensi sebagai berikut: to constantly develop its competence in the following ways:
1. Anggota Direksi yang baru diangkat menerima program 1. Newly appointed Directors receive a formal and adequate
pengenalan yang formal dan memadai serta semua informasi induction programs and all information relevant to their roles
yang relevan dengan peran dan tanggung jawab mereka. and responsibilities.
2. Anggota Direksi secara teratur menerima program pelatihan 2. Directors regularly receive relevant, adequate and ongoing
dan pengembangan pengetahuan yang relevan, memadai training and knowledge development programs.
dan berkelanjutan.
3. Anggota Direksi secara reguler menerima informasi yang 3. Directors regularly receive accurate, timely and clear
akurat, tepat waktu dan jelas mengenai perkembangan information on the latest developments in relevant laws,
terakhir peraturan perundang-undangan dan standar regulations and standards, other applicable obligations, risk
yang relevan, kewajiban lain yang berlaku, faktor risiko, dan factors and the corporate business environment.
lingkungan bisnis korporasi.
Selain itu, bagi anggota Direksi yang baru diangkat juga diberikan In addition, newly appointed Board of Directors members get an
program orientasi di antaranya berupa penjelasan rencana bisnis, orientation session that includes an explanation of the business
tata kelola perusahaan, tata cara rapat, serta penjelasan atas plan, corporate governance, meeting procedures, and an
Board Manual. explanation of the Board Manual.
Selama tahun 2025, telah diadakan program orientasi untuk During 2025, an orientation program was conducted for the newly
Direktur yang baru diangkat yaitu Bapak Ahmad Mikail Madjid, appointed Director, Mr. Ahmad Mikail Madjid, which took place
yang dilaksanakan pada bulan Desember. in December.
Pelatihan dan/atau Peningkatan Kompetensi pada Training and/or Competency Improvement in
Tahun Buku 2025 Financial Year 2025
Pada tahun 2025, Permata Bank mengadakan program pelatihan During 2025, Permata Bank provides training programs for
bagi anggota Direksi untuk mendukung pelaksanaan tugas members of the Board of Directors in order to improve their
dan tanggung jawab Direksi dalam mengelola Bank sehingga performance in carrying out their duties and obligations in
diharapkan dapat mencapai pertumbuhan yang berkelanjutan. managing the Bank for long-term growth. This dedication is
Komitmen tersebut juga tercermin dari pelatihan yang diikuti oleh obvious in the training sessions attended by each Board of
masing-masing anggota Direksi yang dapat dilihat pada bab Profil Directors member, as mentioned on page 128–145 of the 2025
Perusahaan dalam Laporan Tahunan 2025 halaman 128–145. Annual Report in the Company Profile chapter.
2025 Annual Report PT Bank Permata Tbk 637
Page 640
Tata Kelola Perusahaan
Good Corporate
Governance
Penilaian Kinerja Direksi Performance Assessment of the Board of
Directors
Prosedur Pelaksanaan Penilaian Kinerja Performance Appraisal Implementation Procedure
Penilaian terhadap kinerja anggota Direksi Permata Bank dilakukan The assessment of Permata Bank’s Board of Directors (BOD)
oleh Komite Remunerasi dan Nominasi, yang pengungkapan members’ performance is overseen by the Remuneration and
kriteria dan proses penilaian dilakukan setiap tahun. Komite Nomination Committee, with an annual disclosure of criteria and
Remunerasi dan Nominasi juga melakukan penilaian kinerja assessment procedures. Additionally, the committee conducts an
tahunan bagi Direktur Utama. Tinjauan kinerja Direktur Utama annual performance assessment for the President Director. The
bersama dengan anggota Direksi lainnya dipresentasikan dan collective performance review of the President Director and other
dibahas dalam Rapat Komite Remunerasi dan Nominasi. members of the Board of Directors is presented and discussed
during the Remuneration and Nomination Committee Meeting.
Kriteria Penilaian Kinerja Direksi Board of Directors’ Performance Assessment
Criteria
Penilaian terhadap kinerja Direksi baik secara kolegial maupun Assessment of the performance of the Board of Directors both
masing-masing individu mengacu pada kriteria berikut ini: collegially and individually refers to the following criteria:
1. Performance Planning 1. Performance Planning
Performance planning digunakan setiap awal tahun. Performance planning by the Board of Directors is devised at
Performance planning Direksi merupakan pelaksanaan dari the beginning of each year, which is the implementation of
Visi dan Misi Permata Bank serta rencana strategis tahunan Permata Bank’s Vision and Mission as well as Permata Bank’s
Permata Bank. annual strategic plan.
2. Performance Feedback dan Coaching 2. Performance Feedback and Coaching
Performance Feedback dan Coaching merupakan suatu Performance Feedback and Coaching is an interactive
proses interaktif melalui rapat antara Direksi dan Dewan process through meetings between the Board of Directors and
Komisaris untuk mendapatkan masukan sehubungan dengan the Board of Commissioners to obtain input in connection with
penilaian kinerja Direksi dalam kurun waktu tertentu. the assessment of the performance of the Board of Directors
within a certain period of time.
3. Penilaian Tengah Tahun dan Akhir tahun 3. Mid-Year and Year-End Appraisal
Penilaian atas kinerja Direksi dilakukan dua kali dalam Assessment of the performance of the Board of Directors is
setahun. conducted two times a year.
Secara umum, kriteria penilaian atas kinerja Direksi dilakukan In general, the criteria for assessing the performance of the Board
berdasarkan capaian kinerja dari sisi keuangan, kualitas tata of Directors are based on performance achievements in terms
kelola, efektivitas operasional, serta pengembangan sumber daya of finance, quality of governance, operational effectiveness and
manusia selama tahun buku. human resource development during the fiscal year.
Penilaian Penerapan GCG Aspek Direksi Assessment of GCG Implementation of the
Board of Directors’ Aspect
OJK telah menerbitkan SEOJK 14/2025 yang berlaku pada tanggal OJK issued SEOJK 14/2025, effective as of 24 June 2025, replacing
24 Juni 2025 menggantikan SEOJK No. 13/SEOJK.03/2017. Sesuai SEOJK No. 13/SEOJK.03/2017. In accordance with SEOJK 14/2025,
dengan SEOJK 14/2025, per 31 Desember 2025, Permata Bank as of 31 December 2025, Permata Bank conducted a self-
melaksanakan penilaian sendiri (self-assessment) Tata Kelola assessment of Governance, which covers at least 16 assessment
yang paling sedikit meliputi 16 faktor penilaian penerapan tata factors related to the implementation of governance practices. This
kelola. Dalam penilaian tersebut termasuk di dalamnya mencakup assessment includes aspects concerning the Board of Directors,
aspek Direksi yang tertuang dalam faktor pelaksanaan tugas, as reflected in the factor of carrying out duties, responsibilities,
tanggung jawab, dan wewenang Direksi. and authorities of the Board of Directors.
Prosedur Pelaksanaan Penilaian Kinerja Performance Assessment Implementation
Procedure
Setiap semester, Permata Bank melakukan penilaian Each semester, Permata Bank conducts an assessment of the
terhadap kinerja Direksi yang termasuk di dalam pelaksanaan performance of the Board of Directors, which is included in the
self-assessment GCG. Posisi penilaian dilakukan setiap bulan Juni GCG self-assessment implementation. The assessment position is
dan Desember pada tahun berjalan. carried out every June and December of the current year.
638 PT Bank Permata Tbk Laporan Tahunan 2025
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Kriteria Penilaian Kinerja Direksi Board of Directors’ Performance Assessment
Criteria
Kriteria yang digunakan dalam pelaksanaan penilaian kinerja The criteria used in the implementation of the performance
Direksi tersusun ke dalam sistem Tata Kelola yang dikelompokkan assessment of the Board of Directors are organized into the
menjadi tiga aspek penilaian yakni struktur tata kelola (governance Governance system which is grouped into three aspects of
structure), proses tata kelola (governance process), dan hasil assessment, namely Governance Structure, Governance Process,
penerapan tata kelola (governance outcome). and Governance Outcome.
Pihak yang Melakukan Penilaian Kinerja Direksi Parties Conducting Performance Assessment of
the Board of Directors
Pelaksanaan penilaian sendiri GCG melibatkan Dewan Komisaris, The implementation of GCG self-assessment involves the Board of
Direksi, dan unit kerja lainnya yang terkait. Commissioners, Board of Directors, and other related work units.
Hasil Penilaian Sendiri (Self-Assessment) Results of Self-Assessment of GCG Implementation
Pelaksanaan Tata Kelola (GCG) Kinerja Direksi of the Board of Directors’ Performance in 2025
Tahun 2025
Hasil penilaian sendiri (self-assessment) pelaksanaan GCG The results of the self-assessment of the implementation of GCG
periode 31 Desember 2025 adalah mendapat peringkat for the period of 31 December 2025, where the rating for the
satu untuk faktor Pelaksanaan Tugas, Tanggung Jawab, dan Implementation of Duties, Responsibilities, and Authorities of the
Wewenang Direksi. Board of Directors factor is one.
Penilaian Kinerja Komite-Komite di Bawah Performance Assessment of the Board of
Direksi Directors’ Committees
Berdasarkan ketentuan SEOJK 14/2025, Permata Bank telah In accordance with SEOJK 14/2025, Permata Bank conducted
melaksanakan penilaian sendiri (self-assessment) tata kelola self-assessment on governance as of 31 December 2025 and
periode 31 Desember 2025 dan memperoleh peringkat dua untuk received two rating for Adequacy and Performance of Duties by
faktor Kelengkapan dan Pelaksanaan Tugas Komite. the Committees factor.
Direksi menilai bahwa selama tahun 2025, komite-komite yang In 2025, committees under the Board of Directors have performed
berada di bawah Direksi telah menjalankan tugasnya sesuai their duties in accordance with the charter from each committee
dengan pedoman kerja masing-masing komite serta membantu and have assisted the Board of Directors. The discussion of the
Direksi. Pembahasan mengenai kinerja komite Direksi telah Board of Directors’ committees was conducted in the Board of
dilaksanakan pada rapat Direksi. Directors’ meeting.
Kriteria yang Digunakan untuk Penilaian Komite- Criteria for the Assessment of the Board of Directors’
Komite di bawah Direksi Committees
Kriteria penilaian komite-komite Direksi adalah berdasarkan: Criteria for the assessment of the Board of Directors’ committees
are based on:
• Governance Structure • Governance Structure
• Governance Process • Governance Process
• Governance Outcome • Governance Outcome
Selama tahun 2025, Direksi menilai pelaksanaan tugas, Throughout the year 2025, the Board of Directors assessed that
tanggung jawab, serta pembahasan rapat yang dilakukan oleh the execution of tasks, responsibilities, and discussions conducted
seluruh komite di bawah Direksi telah berjalan dengan baik dan by all committees under the Board of Directors had proceeded
efektif. Partisipasi kehadiran anggota Direksi pada rapat komite well and effectively. The attendance participation of the Board
sepanjang tahun 2025, termasuk keputusan yang diambil saat of Directors’ members in committee meetings throughout the
pembahasan rapat juga digunakan menjadi acuan atau kriteria year 2025, including the decisions made during the discussions,
penilaian kinerja komite. is also utilized as a reference or criteria for assessing the
committee’s performance.
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Tata Kelola Perusahaan
Good Corporate
Governance
Dewan Pengawas Syariah
Sharia Supervisory Board
Sesuai dengan Anggaran Dasar Permata Bank, salah satu kegiatan In line with Permata Bank’s Articles of Association, one of the
usaha Permata Bank adalah berdasarkan pada prinsip syariah. Bank’s business activities is conducted based on sharia principles.
Untuk itu, Permata Bank memiliki Dewan Pengawas Syariah yang To ensure compliance, Permata Bank has established a Sharia
bertugas melakukan pengawasan untuk kepentingan Perseroan Supervisory Board (DPS), which is responsible for overseeing the
atas kebijakan dan jalannya pengurusan oleh Direksi agar sesuai policies and management carried out by the Board of Directors to
dengan prinsip syariah dan bertanggung jawab atas pengawasan ensure alignment with sharia principles. The DPS is accountable
tersebut, serta memberikan nasihat kepada Direksi termasuk for this oversight and provides advice to the Board of Directors,
memberikan opini syariah terkait kegiatan Perseroan. including issuing sharia opinions on the Bank’s activities.
Sejak berlakunya POJK No. 2 Tahun 2024 tentang Penerapan Tata Following the enactment of POJK No. 2 Year 2024 on the
Kelola Syariah Bagi Bank Umum Syariah dan Unit Usaha Syariah Implementation of Sharia Governance for Sharia Commercial
(POJK 2/2024), anggota Dewan Pengawas Syariah (DPS) telah Banks and Sharia Business Units (POJK 2/2024), members of the
ditetapkan sebagai pihak utama bank. Sharia Supervisory Board (SSB) have been formally designated as
key parties within the Bank’s governance structure.
Dasar Hukum Legal Basis
Setiap pengangkatan, pemberhentian, maupun pengunduran diri Every appointment, dismissal, or resignation of members of the
anggota Dewan Pengawas Syariah diputuskan oleh RUPS dengan Sharia Supervisory Board is decided by the GMS by observing the
memperhatikan ketentuan Anggaran Dasar Permata Bank dan Articles of Association of Permata Bank and prevailing regulations.
peraturan perundangan yang berlaku.
Prosedur Pengangkatan Anggota DPS Appointment Procedures for Members of the
SSB
Mekanisme pengangkatan calon anggota DPS, adalah The mechanism for appointing prospective members of the SSB
sebagai berikut: is as follows:
1. Komite Remunerasi dan Nominasi memberikan rekomendasi 1. The Remuneration and Nomination Committee provides
calon anggota DPS kepada Dewan Komisaris untuk selanjutnya recommendations for prospective DPS members to the Board
disampaikan oleh Dewan Komisaris kepada RUPS. of Commissioners, which will then be submitted by the Board
of Commissioners to the GMS.
2. Berdasarkan rekomendasi Komite Remunerasi dan Nominasi 2. Based on the recommendation of the Remuneration and
tersebut, calon anggota DPS wajib memperoleh rekomendasi Nomination Committee, the prospective SSB member must
kepada Dewan Syariah Nasional Majelis Ulama Indonesia. obtain a recommendation from the National Sharia Board of
the Indonesian Ulema Council.
3. Bank mengajukan permohonan persetujuan kepada OJK atas 3. The Bank submits an application for approval to the OJK
calon anggota DPS yang telah mendapatkan rekomendasi for the prospective SSB member who has received a
Dewan Syariah Nasional Majelis Ulama Indonesia (fit and recommendation from the National Sharia Board of the
proper test). Indonesian Ulema Council (fit and proper test).
4. Selanjutnya RUPS mengangkat anggota DPS yang 4. Subsequently, the GMS appoints SSB members who have
telah mendapat rekomendasi Dewan Syariah Nasional received recommendations from the National Sharia Board
Majelis Ulama Indonesia dan persetujuan OJK. Dalam hal of the Indonesian Ulema Council and approval from OJK. In
pengangkatan anggota DPS oleh RUPS tersebut dilakukan the event that the appointment of SSB members by the GMS
sebelum adanya persetujuan OJK, maka pengangkatan is made before obtaining OJK approval, such appointment
tersebut baru akan efektif jika anggota DPS tersebut telah will only become effective once the SSB member has been
disetujui oleh OJK. approved by OJK.
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Penunjukan, Kriteria, dan Komposisi DPS Appointment, Criteria, and Composition of the
Sharia Supervisory Board
Untuk menjadi anggota DPS, seseorang wajib memenuhi To become a member of the SSB, a person must fulfil the
ketentuan-ketentuan sebagaimana yang diatur dalam peraturan requirements as stipulated in the prevailing laws and priorities
perundang-undangan yang berlaku dengan mengedepankan the board composition professionally, independency, appropriate
komposisi secara profesional, independensi, kesesuaian competence, and pay attention to the diversity in carrying out
kompetensi, dan memperhatikan keberagaman yang dibutuhkan the duties and responsibilities of the SSB. The requirements for
secara tepat dalam pelaksanaan tugas dan tanggung jawab candidate of the SSB among others must fulfill the requirements of
DPS. Ketentuan persyaratan untuk calon anggota DPS di integrity, competency, and financial reputation.
antaranya memenuhi persyaratan integritas, kompetensi, dan
reputasi keuangan.
Selama menjabat, anggota DPS Permata Bank harus selalu During their terms of office, members of Permata Bank’s SSB
memenuhi ketentuan-ketentuan sebagaimana yang diatur dalam must always meet the following criteria as stipulated in prevailing
peraturan perundang-undangan yang berlaku, di antaranya wajib laws and regulations, among others, integrity, competency, and a
memiliki integritas, kompetensi, dan reputasi yang baik. good reputation.
Komposisi dan Jumlah DPS SSB Composition and Total
Sampai dengan tanggal 1 Januari 2026, komposisi DPS As of 1 January 2026, the composition of Permata Bank’s
Permata Bank berjumlah tiga anggota. Komposisi ini telah sesuai SSB consists of three members. This composition complies
dengan peraturan yang berlaku, yaitu anggota DPS minimal with the prevailing regulations, which require a minimum of
berjumlah tiga orang. three members.
Adapun komposisi DPS per tanggal 1 Januari 2026, adalah: The following is the composition of the SSB as of 1 January 2026:
Nama Jabatan Dasar Pengangkatan Tanggal Efektif Periode Pengangkatan
Name Position Legal Basis Appointment Effective Date Appointment Period
Prof. Dr. H. Jaih, S.E., M.H., Ketua • Pengangkatan pertama kali: 29 Agustus 2014 • Periode 1: 2014–2016
M.Ag RUPSLB tanggal 29 Agustus 2014 • Periode 2: 2016–2018
• Diangkat kembali: RUPST tanggal • Periode 3: 2018–2020
3 April 2024 • Periode 4: 2020–2022
• Periode 5: 2022–2024
• Periode 6: 2024–2027
Chairman • First appointment: EGMS on 29 29 August 2014 • First period: 2014–2016
August 2014 • Second period: 2016–
• Reappointment: AGMS on 6 April 2018
2024 • Third period: 2018–2020
• Fourth period: 2020–
2022
• Fifth period: 2022–2024
• Sixth period: 2024–
2026
Asep Supyadillah Anggota Pengangkatan pertama kali: RUPSLB 7 November 2024 Periode 1: 2024–2027
tanggal 27 September 2024
Member First appointment: EGMS on 27 7 November 2024 First period: 2024–2027
September 2024
Habibullah Anggota Pengangkatan pertama kali: RUPST 1 Januari 2026 Periode 1: 2026–2029
tanggal 9 April 2025
Member First appointment: AGMS on 9 April 1 January 2026 First period: 2026–2029
2025
2025 Annual Report PT Bank Permata Tbk 641
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Tata Kelola Perusahaan
Good Corporate
Governance
Masa Jabatan Terms of Office
Masa jabatan DPS berdasarkan Anggaran Dasar Permata Bank The terms of office of members of the SSB are stipulated in
adalah terhitung sejak tanggal yang ditentukan pada RUPS Permata Bank’s Articles of Association, effective as of the date
yang mengangkatnya sampai penutupan RUPS Tahunan yang as determined by the GMS, in which a member is appointed until
ketiga setelah efektif pengangkatannya. Anggota DPS yang the conclusion of the third Annual GMS after the appointment.
bersangkutan dapat diangkat kembali dengan catatan telah The same member of the SSB may be reappointed as long as all
memenuhi persyaratan berdasarkan Anggaran Dasar Permata requirements according to Permata Bank’s Articles of Association
Bank dan peraturan yang berlaku. and applicable regulations are satisfied.
Masa jabatan anggota DPS dengan sendirinya berakhir apabila The terms of office of members of the SSB end automatically
yang bersangkutan: should any of the following events take place:
a. mengundurkan diri; a. tendering a resignation;
b. meninggal dunia; b. passing away;
c. diberhentikan atau digantikan berdasarkan keputusan c. dismissal or replacement based on the GMS’ resolution; or
RUPS; atau
d. tidak lagi memenuhi persyaratan perundang-undangan yang d. the requirements of existing regulations are no longer met,
berlaku termasuk karena dinyatakan pailit atau ditaruh di including bankruptcy or being placed under custodianship
bawah pengampuan berdasarkan putusan pengadilan. under a court’s order.
Pemberhentian atau Penggantian Anggota DPS Dismissal or Replacement of SSB Member
Terkait dengan pemberhentian atau penggantian anggota DPS In relation to the dismissal or replacement of the SSB member
sebelum berakhirnya masa jabatan, termasuk pemberhentian before the end of term of office, including temporary dismissal,
sementara, wajib mendapatkan terlebih dahulu persetujuan dari prior approval from OJK must be obtained before being decided
OJK sebelum dapat diputuskan dalam RUPS. at the GMS.
Pedoman Dewan Pengawas Syariah (DPS) Sharia Supervisory Board (SSB) Manual
Dalam melaksanakan tugasnya, DPS telah memiliki Pedoman In carrying out its duties, the SSB already has SSB Guidelines that
DPS yang masih berlaku dan telah disesuaikan dengan ketentuan remain in effect and have been adjusted to comply with the latest
POJK yang terkini. OJK regulations.
Tugas dan Tanggung Jawab Duties and Responsibilities
DPS wajib melaksanakan tugas dan tanggung jawabnya secara The SSB shall implement its duties and responsibilities
independen, di antaranya, sebagai berikut: independently, including:
1. DPS bertugas melakukan pengawasan untuk kepentingan 1. The SSB is responsible for overseeing the Company’s policies
Perseroan atas kebijakan dan jalannya pengurusan oleh and the management carried out by the Board of Directors to
Direksi agar sesuai dengan prinsip syariah dan bertanggung ensure compliance with sharia principles and is accountable
jawab atas pengawasan tersebut, serta memberikan nasihat for such supervision, as well as providing advice to the Board
kepada Direksi termasuk memberikan opini syariah terkait of Directors, including issuing sharia opinions related to the
kegiatan Perseroan. Company’s activities.
2. Memberikan nasihat dan saran kepada Direksi serta 2. Provide advice and recommendations to the Board of Directors
mengawasi kegiatan Perseroan agar sesuai dengan and supervise the Company’s activities to ensure compliance
Prinsip Syariah. with Sharia Principles.
3. Menilai dan memastikan pemenuhan prinsip syariah atas 3. Assess and ensure the fulfillment of sharia principles in the
pedoman operasional dan produk yang dikeluarkan Perseroan. Company’s operational guidelines and products.
4. Mengawasi proses pengembangan produk baru Perseroan 4. Supervise the process of developing new Company products
agar sesuai dengan Fatwa Dewan Syariah Nasional-Majelis to ensure compliance with the Fatwas of the National Sharia
Ulama Indonesia (DSN-MUI). Board-Indonesian Ulema Council (DSN-MUI).
5. Memberikan opini Syariah terhadap produk baru dan/atau 5. Provide Sharia opinions on new products and/or restructured
pembiayaan yang direstrukturisasi yang terkait Syariah financing related to Sharia, referring among others to DSN-
dengan mengacu antara lain pada Fatwa DSN-MUI dan MUI Fatwas and regulations governing the implementation of
ketentuan yang mengatur mengenai pelaksanaan prinsip sharia principles and UUS business activities.
syariah dan kegiatan usaha UUS.
642 PT Bank Permata Tbk Laporan Tahunan 2025
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6. Meminta fatwa kepada DSN-MUI Indonesia untuk produk 6. Request fatwas from the DSN-MUI for new Company products
baru Perseroan yang belum ada fatwanya. that do not yet have a fatwa.
7. Melakukan reviu secara berkala atas pemenuhan prinsip 7. Conduct periodic reviews of compliance with sharia principles
syariah terhadap mekanisme penghimpunan dana dan in the mechanisms for fund collection, fund distribution, and
penyaluran dana serta pelayanan jasa Perseroan. the Company’s service activities.
8. Mengawasi kesesuaian kegiatan operasional Perseroan 8. Supervise the conformity of the Company’s operational
terhadap fatwa yang dikeluarkan oleh DSN. activities with fatwas issued by DSN.
9. Mengevaluasi kebijakan Manajemen Risiko yang terkait 9. Evaluate risk management policies related to compliance with
dengan pemenuhan prinsip syariah dilakukan paling sedikit sharia principles at least once a year.
satu kali dalam satu tahun.
10. Mengevaluasi pertanggungjawaban Direksi atas pelaksanaan 10. Evaluate the accountability of the Board of Directors for
kebijakan Manajemen Risiko yang terkait dengan pemenuhan the implementation of risk management policies related to
prinsip syariah paling sedikit secara triwulanan. compliance with sharia principles at least quarterly.
11. DPS wajib melakukan pengawasan terhadap tindak lanjut 11. SSB must supervise the follow-up actions of the Board
Direksi atas temuan audit atau pemeriksaan dan rekomendasi of Directors on audit findings or examinations and
dari satuan kerja audit intern Bank, auditor ekstern, hasil recommendations from the Bank’s internal audit unit,
pengawasan OJK, dan/atau hasil pengawasan otoritas dan external auditors, OJK supervision results, and/or supervision
lembaga lain terkait penerapan prinsip syariah. results from other authorities and institutions related to the
implementation of sharia principles.
Rangkap Jabatan DPS The SSB’s Concurrent Position
Informasi lebih lanjut mengenai rangkap jabatan anggota DPS The information on the SSB’s concurrent position as of 31 December
Permata Bank per 31 Desember 2025 dapat dilihat di bagian Profil 2025 is presented under the Sharia Supervisory Board’s profile
DPS pada halaman 148–153. section on page 148–153.
Pengungkapan Kepemilikan Saham DPS Disclosure of the SSB’s Shares Ownership
Per 31 Desember 2025, tidak ada satu pun anggota DPS As of 31 December 2025, none of the members of Permata Bank’s
Permata Bank yang memiliki saham di Permata Bank baik secara SSB hold shares in Permata Bank, either directly or indirectly.
langsung maupun tidak langsung.
Independensi DPS Independence of the SSB
Sebagaimana diatur dalam Pedoman DPS, anggota DPS wajib The SSB member is required to perform its duties and
melaksanakan tugas dan tanggung jawabnya secara independen responsibilities independently, in accordance with the guidelines
dengan kewenangan yang diberikan sesuai dengan ketentuan outlined in the SSB Manual, and to exercise the authority granted
peraturan perundang-undangan, Anggaran Dasar, dan/atau in accordance with relevant laws and regulations, Articles of
keputusan RUPS. Association, and/or resolutions of GMS.
Pengelolaan Benturan Kepentingan DPS Management of Conflict of Interest of the SSB
Permata Bank memiliki kebijakan benturan kepentingan yang Permata Bank has a conflict of interest policy applied to the SSB
berlaku bagi DPS dengan pengaturan sebagai berikut: with stipulations as follows:
1. Anggota DPS wajib menghindari potensi benturan 1. Members of the SSB must avoid potential conflicts of interest
kepentingan dalam pelaksanaan tugas dan tanggung jawab in carrying out their duties and responsibilities and supervising
serta pengawasan terhadap Perseroan. the Company.
Dalam hal terdapat benturan kepentingan, anggota DPS In the event of a conflict of interest, members of the SSB are
dilarang mengambil tindakan yang dapat merugikan prohibited from taking actions that may harm or reduce the
atau mengurangi keuntungan Perseroan dan wajib Company’s profits and must disclose the conflict of interest in
mengungkapkan benturan kepentingan dimaksud dalam each decision.
setiap keputusan.
2. Anggota DPS harus tunduk pada ketentuan terkait benturan 2. Members of the SSB must comply with provisions related
kepentingan yang mengacu kepada peraturan OJK mengenai to conflict of interest that refer to the OJK regulation on the
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Tata Kelola Perusahaan
Good Corporate
Governance
Transaksi Afiliasi dan Transaksi Benturan Kepentingan, Affiliated Transaction and Conflict of Interest Transaction,
Kebijakan Kredit dan ketentuan terkait lainnya yang berlaku Credit Policy and other relevant provisions applicable to
bagi Perseroan. the Company.
3. Prosedur yang harus dilalui oleh anggota DPS apabila terjadi 3. The procedures that must be followed by members of the SSB
benturan kepentingan adalah sebagai berikut: in the event of a conflict of interest are as follows:
a. Melaporkan secara tertulis kepada Dewan Komisaris a. Report in writing to the SSB on all matters of potential
mengenai semua hal yang berpotensi benturan conflict of interest that have a significant impact on
kepentingan yang berdampak signifikan bagi Perseroan, the Company, the Board of Commissioners, the Sharia
Dewan Komisaris, Dewan Pengawas Syariah, dan Direksi. Supervisory Board, and the Board of Directors.
b. Tidak diperbolehkan untuk turut serta dalam proses b. Not allowed to participate in the assessment process of all
penilaian terhadap semua kegiatan yang mengandung activities that contain the conflict of interest.
benturan kepentingan tersebut.
c. Dapat hadir dalam rapat, namun tidak diperkenankan c. May participate in meetings, but not allowed to participate
untuk ikut serta dalam pengambilan keputusan atas in decision making on agenda or matters discussed in the
agenda atau hal-hal yang dibicarakan dalam rapat yang meeting that have conflict of interest.
mengandung benturan kepentingan.
d. Memastikan Direksi memenuhi ketentuan yang berlaku, d. Ensure that the Board of Directors complies with applicable
termasuk namun tidak terbatas pada melakukan regulations, including but not limited to conducting
keterbukaan informasi dan mendapat persetujuan information disclosure and obtaining Independent
Pemegang Saham Independen melalui RUPS dengan Shareholder approval through the GMS by following the
prosedur sebagaimana diatur dalam Peraturan OJK procedures as stipulated in the OJK Regulation regarding
yang mengatur mengenai Transaksi Afiliasi dan Transaksi Affiliate Transaction and Conflict of Interest Transaction,
Benturan Kepentingan, jika diperlukan. if necessary.
Pelatihan dan Peningkatan Kompetensi DPS Competency Enhancement and Training for
serta Program Orientasi bagi Anggota DPS the SSB and Orientation Program for New SSB
Baru Member
Dalam rangka meningkatkan kompetensinya, anggota DPS harus To enhance their competencies, SSB members must be willing
bersedia secara terus menerus melalui pendidikan dan pelatihan to continuously participate in education and training, including
termasuk mengikuti program orientasi (induction program) attending orientation programs (induction programs) aimed at
yang bertujuan untuk memberikan masukan kepada yang providing them with insights to gain an understanding of the
bersangkutan agar memperoleh pemahaman tentang Perseroan Company in a relatively short time, enabling them to perform their
dalam waktu relatif singkat sehingga dapat melaksanakan duties effectively and efficiently.
tugasnya secara efektif dan efisien.
Pelatihan dan/atau Peningkatan Kompetensi pada Training and/or Competency Development
Tahun Buku 2025 Program in Financial Year 2025
Pada tahun 2025, Permata Bank mengadakan program In 2025, Permata Bank held training programs for members
pelatihan bagi anggota DPS sebagai wujud komitmen Bank untuk of the SSB, reflecting the Bank’s commitment to improving
menunjang pelaksanaan fungsi pengawasan DPS. Komitmen the board’s oversight role. This commitment is apparent in the
tersebut juga tercermin dari pelatihan yang diikuti oleh masing- training sessions attended by each the SSB members, which are
masing anggota DPS dapat dilihat pada bab Profil Perusahaan mentioned in the Company Profile section of the 2025 Annual
pada Laporan Tahunan 2025, halaman 148–153. Report, page 148–153.
Penilaian Penerapan GCG Aspek DPS Assessment of GCG Implementation in SSB
Aspects
OJK telah menerbitkan SEOJK 14/2025 yang berlaku pada tanggal OJK issued SEOJK 14/2025, effective as of 24 June 2025, replacing
24 Juni 2025 menggantikan SEOJK No. 13/SEOJK.03/2017. Sesuai SEOJK No. 13/SEOJK.03/2017. In accordance with SEOJK 14/2025,
dengan SEOJK 14/2025, per 31 Desember 2025, Permata Bank as of 31 December 2025, Permata Bank conducted a self-
melaksanakan penilaian sendiri (self-assessment) Tata Kelola assessment of Governance, which covers at least 16 assessment
yang paling sedikit meliputi 16 faktor penilaian penerapan tata factors related to the implementation of governance practices.
kelola. Dalam penilaian tersebut termasuk di dalamnya mencakup This assessment includes aspects concerning the SSB, as reflected
644 PT Bank Permata Tbk Laporan Tahunan 2025
Page 647
aspek DPS yang tertuang dalam faktor pelaksanaan tugas, in the factor of carrying out duties, responsibilities, and authorities
tanggung jawab, dan wewenang Dewan Pengawas Syariah (DPS). of the Sharia Supervisory Board (SSB).
Prosedur Pelaksanaan Penilaian Kinerja Procedure for Performance Appraisal
Implementation
Setiap semester, Permata Bank melakukan penilaian terhadap Every semester, Permata Bank undertakes an evaluation of the
kinerja DPS yang termasuk di dalam pelaksanaan self-assessment SSB’s performance as part of the GCG self-assessment process.
GCG. Posisi penilaian dilakukan setiap bulan Juni dan Desember The assessment occurs biannually, specifically in June and
pada tahun berjalan. December of the current year.
Kriteria Penilaian Kinerja DPS Criteria for Performance Assessment of the SSB
Kriteria yang digunakan dalam pelaksanaan penilaian kinerja The criteria employed in conducting the performance assessment
DPS tersusun ke dalam sistem Tata Kelola yang dikelompokkan of the SSB are structured within a Governance system, categorized
menjadi tiga aspek penilaian yakni Governance Structure, into three aspects of evaluation: Governance Structure,
Governance Process, dan Governance Outcome. Governance Process, and Governance Outcome.
Pihak yang Melakukan Penilaian Sendiri DPS Parties Conducting the SSB Self-Assessment
Pelaksanaan penilaian sendiri GCG melibatkan DPS dan unit kerja The implementation of GCG self-assessment involves the SSB and
lainnya yang terkait. other related work units.
Hasil Penilaian Sendiri (Self-Assessment) Results of Self-Assessment of GCG Implementation
Pelaksanaan Tata Kelola (GCG) Kinerja DPS Tahun of the SSB’s Performance in 2025
2025
Hasil penilaian sendiri (self-assessment) pelaksanaan GCG The outcomes of the self-assessment of GCG implementation
periode 31 Desember 2025, menunjukkan peringkat satu untuk as of 31 December 2025, indicate a rating of one for the factor
faktor Pelaksanaan Tugas, Tanggung Jawab, dan Wewenang concerning Carrying Out Duties, Responsibilities, And Authorities
Dewan Pengawas Syariah (DPS). of the Sharia Supervisory Board (SSB).
Keberagaman Komposisi Dewan Komisaris dan
Direksi
Diversity in the Composition of the Board of Commissioners and the
Board of Directors
Keberagaman Komposisi Dewan Komisaris The Board of Commissioners’ Diversity
Dewan Komisaris memiliki Board Manual yang memuat ketentuan The Board of Commissioners has a Board Manual which
bahwa penentuan komposisi anggota Dewan Komisaris stipulates that the determination of composition of the Board of
Permata Bank memperhatikan keberagaman antara lain karier, Commissioners’ members shall consider among others career,
pengalaman, riwayat pendidikan, dan jenis kelamin. experience, educational background, and gender.
Keberagaman Dewan Komisaris Permata Bank berdasarkan The diversity of Permata Bank’s Board of Commissioners is based
komposisi yang terdiri dari para ahli dengan latar belakang on the composition of expertise with university backgrounds and
pendidikan tinggi dan pengalaman kerja selama bertahun- intensive years of professional experiences in the finance and
tahun di bidang keuangan dan industri perbankan serta di banking industry, including risk management. Other than that,
bidang manajemen risiko. Selain itu dalam komposisi Dewan there is one female member in the composition of the Board of
Komisaris Permata Bank terdapat satu orang anggota yang Commissioners of Permata Bank.
merupakan wanita.
2025 Annual Report PT Bank Permata Tbk 645
Page 648
Tata Kelola Perusahaan
Good Corporate
Governance
Keberagaman Dewan Komisaris Permata Bank dapat dilihat The diversity of Permata Bank’s Board of Commissioners is
di bagian profil Dewan Komisaris pada halaman 110–125 yang presented under the Board of Commissioners’ profile section
memuat latar belakang pendidikan tinggi, karier, dan pengalaman on page 110–125, which describes the expertise with university
kerja para anggota Dewan Komisaris. backgrounds, career, and professional experience of the Board
of Commissioners.
Keberagaman Dewan Komisaris Permata Bank yang The diversity of Permata Bank’s Board of Commissioners, which
tepat dan sesuai dengan kebutuhan Permata Bank akan is appropriate and in accordance with Permata Bank’s needs, will
mendukung efektivitas pelaksanaan tugas dan tanggung jawab support the effectiveness of implementation of the duties and
Dewan Komisaris. responsibilities of the Board of Commissioners.
Keberagaman Komposisi Direksi Diversity of the Board of Directors’ Composition
Direksi memiliki Board Manual yang memuat ketentuan bahwa The Board of Directors has a Board Manual which stipulates that
penentuan komposisi anggota Direksi memperhatikan antara lain the determination of composition of Board of Directors’ members
karier, pengalaman, riwayat pendidikan, dan jenis kelamin. shall consider among others career, experience, educational
background, and gender.
Keberagaman Direksi Permata Bank berdasarkan komposisi The diversity of Permata Bank’s Board of Directors is based on
yang terdiri dari para ahli dengan latar belakang pendidikan the composition of expertise with university backgrounds and
tinggi dan pengalaman kerja selama bertahun-tahun di bidang intensive years of professional experience in the finance and
keuangan dan industri perbankan. Komposisi Direksi Permata banking industry. The composition of the Board of Directors as of
Bank per 31 Desember 2025 terdapat empat anggota Direksi 31 December 2025 consisted of four female members from nine
yang merupakan wanita dari sembilan anggota Direksi. Selain members of the Board of Directors. Moreover, the President Director
itu, Direktur Utama Permata Bank adalah seorang wanita yaitu of Permata Bank is a female, namely Mrs. Meliza Musa Rusli.
Ibu Meliza Musa Rusli.
Keberagaman Direksi Permata Bank dapat dilihat di bagian The diversity of Permata Bank’s Board of Directors is presented
Profil Direksi pada halaman 128–145, yang memuat latar under the Board of Directors’ Profile section on page 128–145,
belakang pendidikan tinggi, karier, dan pengalaman kerja para which describes the expertise with university backgrounds, career,
anggota Direksi. and professional experiences.
Keberagaman Direksi Permata Bank yang tepat dan sesuai The diversity of Permata Bank’s Board of Directors that is
dengan kebutuhan Permata Bank akan mendukung efektivitas appropriate and in accordance with Permata Bank’s needs,
pelaksanaan tugas dan tanggung jawab Direksi serta menunjang will support the effectiveness of implementation of the duties
pencapaian visi dan misi Permata Bank. and responsibilities of the Board of Directors and supporting
achievement of Permata Bank’s vision and mission.
646 PT Bank Permata Tbk Laporan Tahunan 2025
Page 649
Latar Belakang Pendidikan Dewan Komisaris dan Direksi Kewarganegaraan Dewan Komisaris dan Direksi
Education Background of the Board of Commissioners Nationality of the Board of Commissioners and the Board
and the Board of Directors of Directors
S1 (Bachelors) S2 (Masters) Non-Indonesia Indonesia
23,5% 76,5% Non-Indonesian Indonesian
17,6% 82,4%
Usia Dewan Komisaris Usia Direksi
Age of the Board of Commissioners Age of the Board of Directors
50–59 60–69 40–49 50–59
tahun | years old tahun | years old tahun | years old tahun | years old
25,0% 50,0% 22,2% 77,8%
≥70
tahun | years old
25,0%
Jenis Kelamin Dewan Komisaris dan Direksi
Gender of the Board of Commissioners and the Board of Directors
Perempuan | Female Laki-laki | Male
29,4% 70,6%
2025 Annual Report PT Bank Permata Tbk 647
Page 650
Tata Kelola Perusahaan
Good Corporate
Governance
Pelaksanaan Rapat Dewan Komisaris dan
Direksi
The Board of Commissioners’ and the Board of Directors’s Meetings
Implementation
Rapat Dewan Komisaris The Board of Commissioners’ Meetings
Berikut adalah pembahasan mengenai kebijakan dan frekuensi The following is the discussion of the policy and frequency of the
rapat Dewan Komisaris, rapat bersama Direksi, rapat bersama Board of Commissioners Meetings, joint meetings with the Board
Dewan Pengawas Syariah, dan tingkat kehadiran anggota of Directors, joint meeting with the Sharia Supervisory Board, and
Dewan Komisaris. the attendance rate of the Board of Commissioners’ members.
Kebijakan Policy
Sebagaimana diatur dalam Anggaran Dasar dan kebijakan As stipulated in Permata Bank’s Articles of Association and policy,
Permata Bank, rapat Dewan Komisaris wajib untuk dijadwalkan the Board of Commissioners’ meetings must be scheduled in
terlebih dahulu untuk tahun berikutnya sebelum berakhirnya advance for the following year before the end of the year book.
tahun buku.
Rapat Dewan Komisaris wajib diselenggarakan secara berkala Meetings of the Board of Commissioners shall be convened at
setidaknya satu kali dalam dua bulan. Rapat dapat juga least one every two months. The meetings can be convened at
dilaksanakan setiap waktu bilamana dianggap perlu oleh dua any time whenever deemed necessary by two members of the
orang anggota Dewan Komisaris atau atas permintaan tertulis Board of Commissioners or upon written request from the Board
dari Direksi atau seorang pemegang saham atau lebih yang of Directors or one or more shareholders jointly representing
bersama-sama mewakili sedikitnya 1/10 (satu per sepuluh) at least 1/10 (one tenth) of the total shares with lawful voting
bagian dari seluruh jumlah saham dengan hak suara dan dengan rights with due observance of the laws. In addition, the Board of
memperhatikan ketentuan peraturan perundang-undangan. Commissioners must convene joint meetings with the Board of
Selain itu, Dewan Komisaris wajib mengadakan rapat bersama Directors periodically at least once every four months.
Direksi secara berkala paling kurang satu kali dalam empat bulan.
Rapat Dewan Komisaris adalah sah dan berhak mengambil Meetings of the Board of Commissioners shall be lawful and
keputusan-keputusan yang mengikat jika dihadiri atau diwakili entitled to adopt binding resolutions if more than 2/3 (two thirds)
oleh lebih dari 2/3 (dua per tiga) dari keseluruhan anggota of the total members of the Board of Commissioners are present
Dewan Komisaris. and or represented at the meeting.
Keputusan rapat Dewan Komisaris harus diambil berdasarkan The resolutions of the Board of Commissioners meeting shall be
musyawarah untuk mufakat. Jika keputusan berdasarkan adopted by deliberation to reach a consensus. In the event that the
musyawarah untuk mufakat tidak tercapai, maka keputusan harus deliberation to reach a consensus is not achieved, the resolutions
diambil berdasarkan suara setuju lebih dari 2/3 (dua per tiga) shall be adopted based on the affirmative vote of more than 2/3
bagian dari jumlah suara yang sah yang dikeluarkan dalam rapat (two third) of the total votes lawfully cast at the relevant meeting.
yang bersangkutan.
Sepanjang tahun 2025, Dewan Komisaris telah melaksanakan In 2025, the Board of Commissioners had convened five internal
lima kali rapat internal, 11 kali rapat bersama Direksi, serta dua kali meetings, 11 joint meetings with the Board of Directors, and two
rapat bersama Dewan Pengawas Syariah. joint meetings with the Sharia Supervisory Board.
Frekuensi dan Kehadiran Rapat Dewan Komisaris Frequency and Attendance of the Board of
Commissioners’ Meetings
Sesuai dengan Anggaran Dasar Permata Bank, bahwa In accordance with the Articles of Association of Permata Bank,
dimungkinkan rapat dilaksanakan melalui konferensi video. it is permitted that the meeting be held via video conference.
Sampai dengan tanggal 31 Desember 2025, rapat Dewan As of 31 December 2025, the Board of Commissioners’ meeting
Komisaris yang dihadiri secara fisik oleh seluruh anggota Dewan that were physically attended by all members of the Board of
648 PT Bank Permata Tbk Laporan Tahunan 2025
Page 651
Komisaris sebanyak dua rapat atau sekitar 40% dari keseluruhan Commissioners consisted of two meetings, or 40% of all meetings
rapat Dewan Komisaris. of the Board of Commissioners.
Tingkat kehadiran anggota Dewan Komisaris adalah The attendance rate of the Board of Commissioners’ members
sebagai berikut: was as follows:
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Chartsiri Sophonpanich 5 5 0 100
Chong Toh 5 5 0 100
Niramarn Laisathit 5 5 0 100
Chalit Tayjasanant 5 5 0 100
Haryanto Sahari 5 5 0 100
Yap Tjay Soen 5 5 0 100
Goei Siauw Hong 5 5 0 100
Riswinandi 5 5 0 100
Catatan | Note:
*)
Kehadiran anggota Dewan Komisaris memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners took into account the Power of Attorney mechanism
Agenda Rapat Dewan Komisaris The Board of Commissioners’ Meeting Agenda
Agenda rapat yang dibahas pada tahun 2025 dalam rapat Dewan The meeting agendas discussed in 2025 at the Board of
Komisaris adalah sebagai berikut: Commissioners’ meeting were as follows:
Anggota Dewan
Komisaris yang
Hadir*)
Tanggal Members of
No Agenda
Date the Board of
Commissioners
Attended the
Meeting*)
1 31 Januari 2025 1. Chartsiri 1. Persetujuan atas Notulen Rapat 1. Approval on the Minutes of
31 January 2025 Sophonpanich tanggal 29 Oktober 2024. Meeting dated 29 October 2024.
2. Chong Toh 2. Pembahasan Isu Penting. 2. Matters Arising.
3. Chalit 3. Rencana Kerja 2025 Komite 3. Risk Monitoring Committee
Tayjasanant Pemantauan Risiko (RMOC). (RMOC) Work Plan 2025.
4. Niramarn 4. Anggaran Dasar RMOC 2025. 4. RMOC Charter 2025.
Laisathit 5. Risalah Rapat RMOC. 5. RMOC Minutes of Meeting.
5. Haryanto Sahari 6. Laporan Komite Audit kepada 6. Audit Committee Report to BOC
6. Goei Siauw Hong Dewan Komisaris kuartal keempat Q4 2024.
7. Yap Tjay Soen 2024.
8. Riswinandi 7. Rencana Kerja dan Jadwal Komite 7. Audit Committee Working Plan &
Audit 2025. Schedule 2025.
8. Laporan Audit Internal kepada 8. Internal Audit Report to BOC Q4
Dewan Komisaris kuartal keempat 2024.
2024.
9. Gaji dan Bonus Audit Internal 9. Internal Audit Remuneration and
2024. Bonus 2024.
10. Self-Assessment untuk Komite 10. Self-Assessment for the
Dewan Komisaris PT Bank BOC Committee of PT Bank
Permata Tbk. Permata Tbk.
12. Pembahasan Lainnya. 12. Any Other Business.
2025 Annual Report PT Bank Permata Tbk 649
Page 652
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Dewan
Komisaris yang
Hadir*)
Tanggal Members of
No Agenda
Date the Board of
Commissioners
Attended the
Meeting*)
2 28 Februari 2025 1. Chartsiri 1. Persetujuan atas Risalah Rapat 1. Approval on the Minutes of
28 February 2025 Sophonpanich tanggal 31 Januari 2025. Meeting dated 31 January 2025.
2. Chong Toh 2. Pembahasan Isu Penting. 2. Matters Arising.
3. Chalit 3. Laporan Pengawasan Dewan 3. BOC Supervisory Report
Tayjasanant Komisaris mengenai Pelaksanaan on Business Plan (RBB)
4. Niramarn Rencana Bisnis (RBB) (termasuk Implementation (incl. Sharia
Laisathit Bisnis Syariah). Business).
5. Haryanto Sahari 4. Laporan Komite Remunerasi dan 4. Remuneration & Nomination
6. Goei Siauw Hong Nominasi (REMCO). Committee (REMCO) Report.
7. Yap Tjay Soen 5. Pembahasan Lainnya. 5. Any Other Business.
8. Riswinandi
3 26 Mei 2025 1. Chartsiri 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
26 May 2025 Sophonpanich 2. Pembahasan Isu Penting. 2. Matters Arising.
2. Chong Toh 3. Laporan Komite Audit kepada 3. Audit Committee Report to BOC
3. Chalit Dewan Komisaris kuartal pertama Q1 2025.
Tayjasanant 2025.
4. Niramarn 4. Pembaruan Audit Internal kuartal 4. Q1 2025 Internal Audit Update.
Laisathit pertama 2025.
5. Haryanto Sahari 5. Risalah Rapat RMOC. 5. RMOC Minutes of Meeting.
6. Goei Siauw Hong 6. Pembahasan Lainnya. 6. Any Other Business.
7. Yap Tjay Soen
8. Riswinandi
4 28 Juli 2025 1. Chartsiri 1. Persetujuan Risalah Rapat Internal 1. Approval of Minutes of Meeting
28 July 2025 Sophonpanich Dewan Komisaris tanggal 26 Mei of Internal BOC Meeting dated
2. Chong Toh 2025. 26 May 2025.
3. Chalit 2. Pembahasan Isu Penting. 2. Matters Arising.
Tayjasanant 3. Laporan Komite Audit kepada 3. Audit Committee Report to BOC
4. Niramarn Dewan Komisaris kuartal kedua Q2 2025.
Laisathit 2025.
5. Haryanto Sahari 4. Risalah Rapat RMOC. 4. RMOC Minutes of Meeting.
6. Goei Siauw Hong 5. Pembaruan Audit Internal kuartal 5. Q2 2025 Internal Audit Update.
7. Yap Tjay Soen kedua 2025.
8. Riswinandi 6. Pembahasan Lainnya. 6. Any Other Business.
5 28 November 2025 1. Chartsiri 1. Persetujuan Risalah Rapat Internal 1. Approval of Minutes of Meeting
28 November 2025 Sophonpanich Dewan Komisaris tanggal 25 Juli of Internal BOC Meeting dated
2. Chong Toh 2025. 25 July 2025.
3. Chalit 2. Pembahasan Isu Penting Rapat 2. Internal BOC Meeting Matters
Tayjasanant Dewan Komisaris Internal. Arising.
4. Niramarn 3. Struktur Organisasi 2026 Daftar 3. Organization Structure 2026
Laisathit Tenaga Kerja Asing dalam RBB Expatriate List in RBB 2026–2028.
5. Haryanto Sahari 2026-2028.
6. Goei Siauw Hong 4. Laporan Komite Audit kepada 4. Audit Committee Report to BOC
7. Yap Tjay Soen Dewan Komisaris kuartal ketiga Q3 2025.
8. Riswinandi 2025.
5. Pembaruan Audit Internal kuartal 5. Q3 2025 Internal Audit Update.
ketiga 2025.
6. Risalah Rapat RMOC. 6. RMOC Minutes of Meeting.
7. Pembahasan Lainnya. 7. Any Other Business.
Catatan | Note:
*)
Kehadiran anggota Dewan Komisaris memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners took into account the Power of Attorney mechanism
650 PT Bank Permata Tbk Laporan Tahunan 2025
Page 653
Rapat Direksi The Board of Directors’ Meetings
Berikut adalah pembahasan mengenai kebijakan dan frekuensi The following is the discussion of the Board of Directors’
rapat Direksi, rapat bersama Dewan Komisaris, rapat bersama meetings policy and frequency, joint meetings with the Board of
Dewan Pengawas Syariah, dan tingkat kehadiran anggota Direksi. Commissioners, joint meetings with Sharia Supervisory Board, and
attendance rate of the Board of Directors’ members.
Kebijakan Policy
Sebagaimana diatur dalam Anggaran Dasar dan kebijakan As stipulated in Permata Bank’s Articles of Association and policy,
Permata Bank, rapat Direksi wajib untuk dijadwalkan terlebih the Board of Directors’ meetings must be scheduled in advance for
dahulu untuk tahun berikutnya sebelum berakhirnya tahun buku. the following year before the end of the year book.
Rapat Direksi Permata Bank diselenggarakan setidaknya satu Permata Bank’s Board of Directors’ meetings are convened at
kali dalam dua minggu. Rapat dapat juga dilaksanakan setiap least once in two weeks. The meetings could also be convened
waktu bilamana dianggap perlu oleh dua orang anggota Direksi at any time whenever deemed necessary by two members of
atau atas permintaan tertulis dari Dewan Komisaris atau seorang the Board of Directors or upon written request from the Board of
pemegang saham atau lebih yang bersama-sama mewakili Commissioners or one or more shareholders who jointly represent
sedikitnya 1/10 (satu per sepuluh) bagian dari seluruh jumlah at least 1/10 (one tenth) of the total shares with lawful voting rights
saham dengan hak suara dan dengan memperhatikan ketentuan and taking into account the prevailing regulations.
yang berlaku.
Rapat Direksi adalah sah dan berhak mengambil keputusan- Meetings of the Board of Directors’ shall be lawful and entitled to
keputusan yang mengikat jika dihadiri atau diwakili oleh lebih dari adopt binding resolutions if more than 2/3 (two third) of the total
2/3 (dua per tiga) dari keseluruhan anggota Direksi. members of the Board of Directors are present and or represented
at the meeting.
Keputusan rapat Direksi harus diambil berdasarkan musyawarah The resolutions of the Board of Directors meeting shall be adopted
untuk mufakat. Jika keputusan berdasarkan musyawarah by deliberation to reach a consensus. In the event that the
untuk mufakat tidak tercapai, maka keputusan harus diambil deliberation to reach a consensus is not achieved, the resolutions
berdasarkan suara setuju lebih dari 2/3 (dua per tiga) bagian shall be adopted based on the affirmative vote of more than 2/3
dari jumlah suara yang sah yang dikeluarkan dalam rapat (two third) of the total votes lawfully cast at the relevant meeting.
yang bersangkutan.
Frekuensi dan Kehadiran Rapat Direksi selama Frequency and Attendance of the Board of
tahun 2025 Directors’ Meetings in 2025
Rapat Direksi telah diselenggarakan sebanyak 40 (empat puluh) The Board of Directors’ Meetings had been convened 40 (forty)
kali selama tahun 2025 dengan tingkat kehadiran masing-masing times in 2025, with the attendance rate of each Board of Directors’
Direktur sebagai berikut: members as follows:
Daftar Kehadiran Rapat Direksi
The Attendance List of the Board of Directors’ Meetings
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Meliza Musa Rusli 40 40 – 100
Abdy Dharma Salimin1) 29 29 – 100
Dhien Tjahajani 40 40 – 100
Djumariah Tenteram 40 40 - 100
Dayan Sadikin 40 39 1 98
Setiatno Budiman 40 40 – 100
2025 Annual Report PT Bank Permata Tbk 651
Page 654
Tata Kelola Perusahaan
Good Corporate
Governance
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Rudy Basyir Ahmad 40 40 – 100
Eddie Sajoga 40 40 – 100
Evi 40 40 – 100
Ahmad Mikail Madjid 2)
8 8 – 100
Catatan | Note:
*) Kehadiran anggota Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors took into account the Power of Attorney mechanism
1)
Efektif mengundurkan diri pada tanggal 30 September 2025 | Resignation effective on 30 September 2025
2)
Masa jabatan efektif pada tanggal 24 Oktober 2025 | The term of office effective on 24 October 2025
Agenda Rapat Direksi The Board of Directors’ Meeting Agenda
Berikut rincian pembahasan agenda rapat Direksi di tahun 2025: The followings are the detailed discussions of the Board of
Directors’ meeting agendas in 2025:
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
1 6 Januari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
6 January 2025 2. Abdy D. Salimin 2. Penilaian Kinerja Akhir Tahun 2024. 2. Year End Performance Appraisal
3. Dhien Tjahajani 2024.
4. Djumariah 3. Pembahasan Promosi Jabatan. 3. Promotion Discussion.
Tenteram 4. Bonus Kinerja 2024 & Rencana 4. 2024 Performance Bonus & 2025
5. Dayan Sadikin Kenaikan Gaji 2025. Salary Increase Plan.
6. Setiatno Budiman 5. Pencapaian Target KPI Bank 5. 2024 KPI Bankwide Outlook
7. Rudy Basyir secara 2024 dan Usulan Target KPI Achievement and 2025 Bankwide
Ahmad Bank 2025. KPI Proposal.
8. Eddie Sajoga 6. Peninjauan dan Pengesahan Visi 6. Review and Confirmation of Vision
9. Evi dan Misi Permata Bank. and Mission of Permata Bank.
7. Sorotan Utama atas SEOJK 7. Key Highlights on SEOJK No. 15/
No. 15/SEOJK.03/2024 mengenai SEOJK.03/2024 regarding
Implementasi Tata Kelola Syariah Implementation of Sharia
untuk Bank Syariah dan Unit Bisnis Governance for Sharia Bank and
Syariah. Sharia Business Unit.
8. Peninjauan Poin Tindakan Rapat 8. Review of the Previous BOD
Direksi Sebelumnya. Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
2 13 Januari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
13 January 2025 2. Abdy D. Salimin 2. Pembahasan Struktur Organisasi. 2. Organization Structure Discussion.
3. Dhien Tjahajani 3. Pencapaian KPI Bank tahun 2024 3. 2024 KPI Bankwide Outlook
4. Djumariah dan Usulan KPI Bank tahun 2025. Achievement and 2025 Bankwide
Tenteram KPI Proposal.
5. Dayan Sadikin 4. Profil Risiko (Bank saja dan UUS) 4. Risk Profile (Bank Only and UUS) as
6. Setiatno Budiman per kuartal keempat 2024. of Q4 2024.
7. Rudy Basyir 5. Pembahasan Anggaran. 5. Budget Discussion.
Ahmad 6. Serah Terima Parsial Lahan 6. Partial Handover of Thamrin Land
8. Eddie Sajoga Thamrin yang Terpengaruh Impacted by The Road Plan.
9. Evi Rencana Jalan.
7. Temuan Audit. 7. Audit Finding.
8. Permata e-Business. 8. Permata e-Business.
9. Review Poin Tindakan Rapat 9. Review of the Previous BOD
Direksi Sebelumnya. Meeting Action Points.
10. Pembahasan Lainnya. 10. Any Other Business.
652 PT Bank Permata Tbk Laporan Tahunan 2025
Page 655
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
3 20 & 23 Januari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
20 & 23 January 2. Abdy D. Salimin 2. Self-Assessment Tingkat 2. Bank Soundness Rating Self-
2025 3. Dhien Tjahajani Kesehatan Bank. Assessment.
4. Djumariah 3. Layanan Agen. 3. Agency Services.
Tenteram 4. Usulan Jakarta Premium Outlet. 4. Proposal Jakarta Premium Outlet.
5. Dayan Sadikin 5. Strategi Kebijakan Anti-Fraud. 5. Policy Strategy Anti-Fraud.
6. Setiatno Budiman 6. Pembaruan Speak Up. 6. Speak Up Update.
7. Rudy Basyir 7. Pembaruan Implementasi Tata 7. The implementation of Sharia
Ahmad Kelola Syariah. Governance Update.
8. Eddie Sajoga 8. Penjualan Pinjaman Massal SAM 8. SAM and Collection Bulk Loan
9. Evi dan Penagihan. Sale.
9. Pembaruan Poin POJK No. 26 9. Points Update of POJK No. 26 Year
Tahun 2024 Mengenai Perluasan 2024 Concerning the Expansion of
Kegiatan Usaha Perbankan. Banking Business Activities.
10. Metodologi Penilaian Audit 10. Internal Audit Grading
Internal. Methodology.
11. Ringkasan Notulen Rapat Komite 11. Summary of Minutes of Board of
Direksi dan Kehadiran. Directors Committees Meeting and
Attendance.
12. Peninjauan Poin Tindakan Rapat 12. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
13. Pembahasan Lainnya. 13. Any Other Business.
4 6 Februari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
6 February 2025 2. Abdy D. Salimin 2. Persiapan untuk Diskusi RBB 2. Preparation for the 2025–2027
3. Dhien Tjahajani 2025–2027 dengan OJK. RBB Discussion with OJK.
4. Djumariah 3. Write Off Accounting. 3. Write Off Accounting.
Tenteram 4. Rancangan Agenda Rapat Dewan 4. Draft Agenda of Board of
5. Dayan Sadikin Komisaris dan Hal-hal yang akan Commissioners Meeting and
6. Setiatno Budiman Didiskusikan. Matters Arising.
7. Rudy Basyir 5. Peninjauan Poin Tindakan Rapat 5. Review of the Previous Board of
Ahmad Direksi Sebelumnya. Directors Meeting Action Points.
8. Eddie Sajoga 6. Pembaruan PwC mengenai 6. PwC Update on the Bank’s
9. Evi Laporan Keuangan Auditan Bank Audited Financial Statements as of
per 31 Desember 2024. 31 December 2024.
7. Audit Laporan Keuangan per 7. Audit Financial Statements as of
31 Desember 2024. 31 December 2024.
8. Pengajuan Laporan Bangkok Bank 8. Submission of Bangkok Bank
(Teraudit) per 31 Desember 2024. Reporting Package (Audited) as of
31 December 2024.
9. Pembahasan Lainnya. 9. Any Other Business.
5 10 Februari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
10 February 2025 2. Abdy D. Salimin 2. Penggunaan Laba Tahun 2024. 2. Usage of 2024 Profit.
3. Dhien Tjahajani 3. Rapat Umum Pemegang Saham 3. The 2025 Annual General Meeting
4. Djumariah Tahunan PT Bank Permata Tbk of Shareholders of PT Bank
Tenteram Tahun 2025. Permata Tbk.
5. Dayan Sadikin 4. Pembahasan Proyek. 4. Project Discussion.
6. Setiatno Budiman 5. Peninjauan Poin Tindakan Rapat 5. Review of the Previous Board of
7. Rudy Basyir Direksi Sebelumnya. Directors Meeting Action Points.
Ahmad 6. Pembahasan Lainnya. 6. Any Other Business.
8. Eddie Sajoga
9. Evi
2025 Annual Report PT Bank Permata Tbk 653
Page 656
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
6 17 Februari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
17 February 2025 2. Abdy D. Salimin 2. Layanan NielsenIQ Indonesia 2. NPS NielsenIQ Services Indonesia
3. Dhien Tjahajani (NIQ). (NIQ).
4. Djumariah 3. Pembahasan Proposal. 3. Proposal Discussion.
Tenteram 4. Pembahasan Perpanjangan 4. Contract Renewal Discussion.
5. Dayan Sadikin Kontrak.
6. Setiatno Budiman 5. Penggantian AML. 5. AML Replacement.
7. Rudy Basyir 6. EBB-Tinjauan Laporan MMSE dan 6. EBB-MMSE Reporting Review &
Ahmad Rencana Aksi. Action Plan.
8. Eddie Sajoga 7. Pembaruan Poin POJK No. 31 7. Points Update of POJK No. 31 Year
9. Evi Tahun 2024 Mengenai Perintah 2024 Concerning Written Orders.
Tertulis.
8. Pembaruan Poin POJK No. 44 8. Points Update of POJK No. 44 Year
Tahun 2024 mengenai 2024 Concerning Bank Secrecy.
Kerahasiaan Bank.
9. Rencana Suksesi KPI 2025. 9. KPI Succession Plan 2025.
10. PEB. 10. PEB.
11. Tinjauan Poin Tindakan Rapat 11. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
12. Pembahasan Lainnya. 12. Any Other Business.
7 24 Februari 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
24 February 2025 2. Abdy D. Salimin 2. Hasil NPS 2024-Consumer dan 2. NPS Readout Result
3. Dhien Tjahajani UMKM. 2024-Consumer and SME.
4. Djumariah 3. Kinerja Keuangan Bank secara 3. Bankwide Financial Performance.
Tenteram Keseluruhan.
5. Dayan Sadikin 4. Perbandingan Peraturan 4. Comparison of Bank Secrecy
6. Setiatno Budiman Kerahasiaan Bank di Indonesia Regulation in Indonesia and
7. Rudy Basyir dan Thailand. Thailand.
Ahmad 5. Peninjauan Poin Tindakan Rapat 5. Review of the Previous Board of
8. Eddie Sajoga Direksi Sebelumnya. Directors Meeting Action Points.
9. Evi 6. Pembahasan Lainnya. 6. Any Other Business.
7. Ketahanan Operasional 7. Operational Resilience and
dan Kesiapan Menghadapi Ransomware Readiness.
Ransomware.
8 3 Maret 2025 1. Meliza Musa Rusli 1. Insiden Teknologi Informasi- 1. IT Incident-Crisis Communication
3 March 2025 2. Abdy D. Salimin Laporan Komunikasi Krisis. Report.
3. Dhien Tjahajani
4. Djumariah
Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir
Ahmad
8. Eddie Sajoga
9. Evi
654 PT Bank Permata Tbk Laporan Tahunan 2025
Page 657
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
9 10 Maret 2025 1. Meliza Musa Rusli 1. Tim Tugas Artificial Intelligence 1. Gen AI Taskforce.
10 March 2025 2. Abdy D. Salimin (Gen AI).
3. Dhien Tjahajani 2. Rancangan Agenda Rapat Dewan 2. Draft Agenda of Board of
4. Djumariah Komisaris dan Hal-hal yang Commissioners Meeting and
Tenteram Muncul. Matters Arising.
5. Dayan Sadikin 3. Bantuan Transaksi Digital (DiTA). 3. Digital Transaction Assistance
6. Setiatno Budiman (DiTA).
7. Rudy Basyir 4. Strategi Tempat Kerja untuk Kantor 4. Workplace Strategy for
Ahmad Permata Bank. Permata Bank Premises.
8. Eddie Sajoga 5. Pembahasan Proyek. 5. Project Discussion.
9. Evi 6. Peninjauan Poin Tindakan Rapat 6. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
7. Pembahasan Lainnya. 7. Any Other Business.
10 17 Maret 2025 1. Meliza Musa Rusli 1. Diskusi internal. 1. Internal discussion.
17 March 2025 2. Abdy D. Salimin 2. Pembahasan Proyek. 2. Project Discussion.
3. Dhien Tjahajani 3. Pengelolaan Pengembangan 3. Product Development Governance.
4. Djumariah Produk.
Tenteram 4. Otomatisasi Rekonsiliasi dan 4. Reconciliation and Settlement
5. Dayan Sadikin Penyelesaian. Automation.
6. Setiatno Budiman 5. Laporan Perubahan Rencana 5. Report of Changes on Information
7. Rudy Basyir Pengembangan Teknologi Technology Development Plan
Ahmad Informasi 2025. 2025.
8. Eddie Sajoga 6. Pembahasan Proyek. 6. Project Discussion.
9. Evi 7. Peraturan OJK No. 28/2024 7. New OJK Regulation No. 28/2024
tentang SIPELAKU (Sistem regarding SIPELAKU (Sistem
Informasi Pelaku di Sektor Jasa Informasi Pelaku di Sektor Jasa
Keuangan/Information System Keuangan/Information System
of Perpetrator in the Financial of Perpetrator in the Financial
Services Sector). Services Sector).
8. Peninjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
11 14 April 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
14 April 2025 2. Abdy D. Salimin 2. Rencana Pemulihan Bencana 2. SAS AML Disaster Recovery Plan
3. Dhien Tjahajani (DRP) SAS AML. (DRP).
4. Djumariah 3. Pembahasan Proyek. 3. Project Discussion.
Tenteram 4. Penilaian Biaya Transfer Cepat BI. 4. BI Fast Transfer Fee Assessment.
5. Dayan Sadikin 5. Kerangka Kerja Manajemen 5. Project Management Framework.
6. Setiatno Budiman Proyek.
7. Rudy Basyir 6. Rancangan Agenda Rapat Dewan 6. Draft Agenda of Board of
Ahmad Komisaris dan Hal-hal yang akan Commissioners Meeting and
8. Eddie Sajoga Dibahas. Matters Arising.
9. Evi 7. Peninjauan Poin Tindakan Rapat 7. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
8. Pembahasan Lainnya. 8. Any Other Business.
12 21 April 2025 1. Meliza Musa Rusli 1. Pembahasan Proyek. 1. Project Discussion.
21 April 2025 2. Abdy D. Salimin 2. Profil Risiko (Bank Saja dan UUS) 2. Risk Profile (Bank Only and UUS) as
3. Dhien Tjahajani per kuartal pertama 2025. of Q1 2025.
4. Djumariah 3. Peninjauan Poin Tindakan Rapat 3. Review of the Previous Board of
Tenteram Direksi Sebelumnya. Directors Meeting Action Points.
5. Setiatno Budiman 4. Pembahasan Lainnya. 4. Any Other Business.
6. Rudy Basyir
Ahmad
7. Eddie Sajoga
8. Evi
2025 Annual Report PT Bank Permata Tbk 655
Page 658
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
13 28 April 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
28 April 2025 2. Abdy D. Salimin 2. Perpanjangan Polis Asuransi 2. Renewal Director and Officer’s
3. Dhien Tjahajani Tanggung Jawab Direksi dan Liability Insurance Policy
4. Djumariah Pejabat 2025–2026. 2025–2026.
Tenteram 3. Pembaruan Masalah Audit yang 3. Significant Audit Issue update.
5. Dayan Sadikin Signifikan.
6. Setiatno Budiman 4. Pembahasan Proyek. 4. Project Discussion.
7. Rudy Basyir 5. Laporan Direktur Keuangan. 5. Finance Directors Report.
Ahmad 6. Usulan Renovasi. 6. Renovation Proposal.
8. Eddie Sajoga 7. Dashboard PMO. 7. PMO Dashboard.
9. Evi 8. Peninjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
14 5 Mei 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
5 May 2025 2. Abdy D. Salimin 2. Pembaruan PWC mengenai 2. PWC Update on the Bank’s
3. Dhien Tjahajani Laporan Keuangan yang telah Reviewed Financial Statements as
4. Djumariah Di- review Bank per 31 Maret 2025. of 31 March 2025.
Tenteram 3. Pengajuan Laporan Bangkok Bank 3. Submission of Reviewed Bangkok
5. Dayan Sadikin yang Telah Di- review per 31 Maret Bank Reporting Package as of
6. Setiatno Budiman 2025. 31 March 2025.
7. Rudy Basyir 4. Pembahasan Proposal. 4. Proposal Discussion.
Ahmad 5. Manajemen Kinerja. 5. Performance Management.
8. Eddie Sajoga 6. Perpanjangan Kebijakan APU 6. Renewal Kebijakan APU PPT
9. Evi PPT PPPSPM dan Penilaian Risiko PPPSPM and Individual Risk
Individu Permata Bank. Assessment Permata Bank.
7. Pembahasan Proyek. 7. Project Discussion.
8. Peninjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
15 19 Mei 2025 1. Meliza Musa Rusli 1. Integritas Laporan Keuangan Bank 1. The Integrity of The Bank’s
19 May 2025 2. Abdy D. Salimin melalui Implementasi ICOFR. Financial Reporting through the
3. Dhien Tjahajani Implementation of ICOFR.
4. Djumariah 2. Rencana PINNACLE 2025. 2. PINNACLE 2025 Plan.
Tenteram 3. Persiapan Negosiasi CLA 2025. 3. Preparation of CLA Negotiation
5. Dayan Sadikin 2025.
6. Setiatno Budiman 4. Pembaruan Sumber Daya 4. HR Update.
7. Rudy Basyir Manusia.
Ahmad 5. Permata e-Business. 5. Permata e-Business.
8. Eddie Sajoga 6. Pembaruan Direktorat Operasional. 6. Operations Directorate Update.
9. Evi
656 PT Bank Permata Tbk Laporan Tahunan 2025
Page 659
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
16 2 Juni 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
2 June 2025 2. Abdy D. Salimin 2. Presentasi Hasil Survei MRI 2025 2. MRI Survey 2025 Result
3. Dhien Tjahajani kepada Permata Bank. Presentation to Permata Bank.
4. Djumariah 3. Revisi Rencana Bisnis dan 3. 2025–2027 RBB Revision for
Tenteram Anggaran (RBB) 2025–2027 untuk Submission to OJK in June 2025.
5. Dayan Sadikin diajukan ke OJK pada Juni 2025.
6. Setiatno Budiman 4. Proyeksi Keuangan FY2025. 4. FY2025 Financial Outlook.
7. Rudy Basyir 5. Penilaian Talenta 2025-Klasifikasi 5. Talent Review 2025-Talent
Ahmad Talenta. Classification.
8. Eddie Sajoga 6. Pengelolaan dan Kinerja Dana 6. Pension Funds Management &
9. Evi Pensiun FY 2024 & kuartal Performance FY 2024 & Q1 2025.
pertama 2025.
7. Pembahasan Proyek. 7. Project Discussion.
8. Sistem dan Infrastruktur Risiko 8. Credit Risk System &
Kredit. Infrastructures.
9. EBB-Platform Digital UMKM. 9. EBB-Digital SME Platform.
10. Penilaian ACL. 10. ACL Assessment.
11. Pembahasan Proyek. 11. Project Discussion.
12. Peninjauan Poin Tindakan Rapat 12. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
13. Pembahasan Lainnya. 13. Any Other Business.
17 9 Juni 2025 1. Meliza Musa Rusli 1. Pembaruan mengenai Berbagai 1. Update on Various Fraud Cases in
9 June 2025 2. Abdy D. Salimin Kasus Penipuan pada Nasabah Consumer Banking Customers.
3. Dhien Tjahajani Consumer Banking.
4. Djumariah
Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir
Ahmad
8. Eddie Sajoga
9. Evi
18 16 Juni 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
16 June 2025 2. Abdy D. Salimin 2. Laporan Perubahan Rencana 2. Report of Changes on Information
3. Dhien Tjahajani Pengembangan Teknologi Technology Development Plan
4. Djumariah Informasi 2025. 2025.
Tenteram 3. Evaluasi Tahunan Kerangka Kerja 3. Annual Review Enterprise Risk
5. Dayan Sadikin Manajemen Risiko Perusahaan Management Framework (ERMF)
6. Setiatno Budiman (ERMF) dan Kerangka Kerja Jenis and Risk Type Framework (RTF)
7. Rudy Basyir Risiko (RTF) 2025 2025.
Ahmad 4. Layanan Sekuritas. 4. Securities Services.
8. Eddie Sajoga 5. Penilaian Audit OJK. 5. OJK Audit Grading.
9. Evi 6. Permata e-Business. 6. Permata e-Business.
7. Pembaruan PMO. 7. PMO Update.
8. Tinjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
2025 Annual Report PT Bank Permata Tbk 657
Page 660
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
19 23 Juni 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
23 June 2025 2. Abdy D. Salimin 2. Laporan Direktur Keuangan. 2. Financial Director Report.
3. Dhien Tjahajani 3. Pembaruan Direktorat Teknologi. 3. Technology Directorate Update.
4. Djumariah 4. Pembaruan Dewan Pengawas 4. Triannual Sharia Supervisory
Tenteram Syariah Triwulanan (SSB/DPS). Board (SSB/DPS) Update.
5. Dayan Sadikin 5. Pembahasan Anggaran. 5. Budget Discussion.
6. Setiatno Budiman 6. Kebijakan Manajemen Proyek. 6. Project Management Policy.
7. Rudy Basyir 7. Kebijakan Keberlanjutan. 7. Sustainability Policy.
Ahmad 8. Peninjauan Poin Tindakan Rapat 8. Review of the Previous Board of
8. Eddie Sajoga Direksi Sebelumnya. Directors Meeting Action Points.
9. Evi 9. Pembahasan Lainnya. 9. Any Other Business.
20 7 Juli 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
7 July 2025 2. Abdy D. Salimin 2. Rancangan Agenda Rapat Dewan 2. Draft Agenda of Board of
3. Dhien Tjahajani Komisaris dan Hal-hal yang akan Commissioners Meeting and
4. Djumariah Dibicarakan. Matters Arising.
Tenteram 3. Peningkatan Manfaat Kesehatan. 3. Health Benefit Improvement.
5. Dayan Sadikin 4. Pembaruan Proyek. 4. Projects update.
6. Setiatno Budiman 5. Peninjauan Poin Tindakan Rapat 5. Review of the Previous Board of
7. Rudy Basyir Direksi Sebelumnya. Directors Meeting Action Points.
Ahmad 6. Pembahasan Lainnya. 6. Any Other Business.
8. Eddie Sajoga
9. Evi
21 21 Juli 2025 1. Meliza Musa Rusli 1. Laporan Penilaian Tingkat 1. Soundness Rating Report 1H 2025.
21 July 2025 2. Abdy D. Salimin Kesehatan 1H 2025.
3. Dhien Tjahajani 2. Rasio Kecukupan Modal Minimum 2. Minimum Capital Adequacy Ratio
4. Djumariah (CAR) Berdasarkan Profil Risiko per (CAR) Based on Risk Profile as of
Tenteram 1H-2025. 1 H-2025.
5. Dayan Sadikin 3. Kinerja Keuangan Bank secara 3. Bankwide Financial Performance.
6. Setiatno Budiman Keseluruhan.
7. Rudy Basyir 4. Pembaruan Mengenai Persiapan 4. Update on the Preparation of
Ahmad Negosiasi Perjanjian Kerja Collective Labor Agreement (CLA)
8. Eddie Sajoga Bersama (PKB) 2025. Negotiation 2025.
9. Evi 5. Pengajuan Anggaran. 5. Budget Submission.
6. Peninjauan Poin Tindakan Rapat 6. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
7. Pembahasan Lainnya. 7. Any Other Business.
22 27 Juli 2025 1. Meliza Musa Rusli 1. Pembahasan Proyek. 1. Project Discussion.
27 July 2025 2. Abdy D. Salimin
3. Dhien Tjahajani
4. Djumariah
Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir
Ahmad
8. Eddie Sajoga
9. Evi
658 PT Bank Permata Tbk Laporan Tahunan 2025
Page 661
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
23 28 Juli 2025 1. Meliza Musa Rusli 1. Persiapan Perjanjian Kerja Kolektif 1. Collective Labor Agreement (CLA)
28 July 2025 2. Abdy D. Salimin (CLA)-Penghargaan Masa Kerja Preparation-Long Service Award.
3. Dhien Tjahajani Panjang.
4. Djumariah
Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir
Ahmad
8. Eddie Sajoga
9. Evi
24 4 Agustus 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
4 August 2025 2. Abdy D. Salimin 2. Pembahasan Proyek. 2. Project Discussion.
3. Dhien Tjahajani 3. Pembaruan Speak Up. 3. Speak Up update.
4. Djumariah 4. Permata e-Business. 4. Permata e-Business.
Tenteram 5. Rancangan Agenda Rapat Dewan 5. Draft Agenda of Board of
5. Dayan Sadikin Komisaris dan Hal-hal yang Commissioners Meeting and
6. Setiatno Budiman Muncul. Matters Arising.
7. Rudy Basyir 6. Pembaruan Proyek. 6. Projects Update.
Ahmad 7. Tinjauan Poin Aksi Rapat Direksi 7. Review of the Previous Board of
8. Eddie Sajoga Sebelumnya. Directors Meeting Action Points.
9. Evi 8. Pembahasan Lainnya. 8. Any Other Business.
25 11 Agustus 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
11 August 2025 2. Abdy D. Salimin 2. Hasil Voice of PermataBankers 2. Voice of PermataBankers 2025
3. Dhien Tjahajani 2025. Result.
4. Djumariah 3. Pembaruan PwC tentang Hasil 3. PwC Update on Audited Result of
Tenteram Audit Pelaporan Grup BBL per BBL Group Reporting Package as
5. Dayan Sadikin 30 Juni 2025. of 30 June 2025.
6. Setiatno Budiman 4. Penyerahan Paket Pelaporan Grup 4. Submission of Audited BBL Group
7. Rudy Basyir BBL yang Telah Diaudit per 30 Juni Reporting Package as of 30 June
Ahmad 2025. 2025.
8. Eddie Sajoga 5. Persetujuan Anggaran. 5. Budget Approval.
9. Evi 6. Rapat Umum Pemegang Saham 6. The Extraordinary General Meeting
Luar Biasa PT Bank Permata Tbk. of Shareholders of PT Bank
7. Pembaruan Manajemen Permata Tbk.
Pencegahan Penipuan di Seluruh 7. Bankwide Fraud Management
Bank. Update.
8. Tinjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
26 25 Agustus 2025 1. Meliza Musa Rusli 1. Hasil Survei NPS Perbankan 1. Consumer Banking NPS H1 2025
25 August 2025 2. Abdy D. Salimin Konsumen Semester 1 2025. Survey Result.
3. Dhien Tjahajani 2. Keuangan Seluruh Bank. 2. Bankwide Financial.
4. Djumariah 3. Pembaruan Operasional. 3. Operations Update.
Tenteram 4. Usulan Branding Cabang di 4. Branch Branding Proposal in Office
5. Dayan Sadikin Gedung Kantor & Properti Milik Building & Owned Property.
6. Setiatno Budiman Sendiri.
7. Rudy Basyir 5. Strategi Tempat Kerja untuk Kantor 5. Work Place Strategy for
Ahmad Permata Bank. Permata Bank Premises.
8. Eddie Sajoga 6. Usulan Restrukturisasi. 6. Restructuring Proposal.
9. Evi 7. Usulan Tema Seluruh Bank untuk 7. Bankwide Theme Proposal for
Rencana Intervensi berdasarkan Intervention Plans based on Voice
hasil Suara PermataBankers 2025. of PermataBankers 2025 result.
8. Tinjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
2025 Annual Report PT Bank Permata Tbk 659
Page 662
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
27 8 September 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
8 September 2025 2. Abdy D. Salimin 2. Rancangan Agenda Rapat Dewan 2. Draft Agenda of Board of
3. Dhien Tjahajani Komisaris dan Hal-hal yang Commissioners Meeting and
4. Djumariah Muncul. Matters Arising.
Tenteram 3. Kartu Debit Korporat. 3. Corporate Debit Card.
5. Dayan Sadikin 4. Model Bisnis Sekuritas & RDN. 4. Sekuritas & RDN Business Model.
6. Setiatno Budiman 5. Laporan Fungsi Kepatuhan Anti- 5. Anti-Bribery Compliance
7. Rudy Basyir Suap (ABCF) tentang Implementasi Function (ABCF) Report on the
Ahmad Sistem Manajemen Anti-Suap Implementation of the Bank’s Anti
8. Eddie Sajoga (ABMS) Bank. Bribery Management System
9. Evi (ABMS).
6. Pembaruan PeB. 6. PeB Update.
7. Dashboard PMO. 7. PMO Dashboard.
8. Tinjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
28 15 September 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
15 September 2025 2. Abdy D. Salimin 2. Pembahasan Promosi. 2. Promotion Discussion.
3. Dhien Tjahajani 3. Usulan Renovasi Cabang 3. Modernized Branch Renovation
4. Djumariah yang Dimodernisasi (Menteng Proposal (Menteng Gondangdia
Tenteram Gondangdia Jakarta & Grand Puri Jakarta & Grand Puri Niaga
5. Dayan Sadikin Niaga Jakarta). Jakarta).
6. Setiatno Budiman 4. Laporan Perubahan Rencana 4. Report of Changes on Information
7. Rudy Basyir Pengembangan Teknologi Technology Development Plan
Ahmad Informasi 2025. 2025.
8. Eddie Sajoga 5. Pembaruan SAS-AML. 5. SAS-AML Update.
9. Evi 6. Pembaruan RDN. 6. RDN Update.
7. Penilaian Kelayakan Pelanggan 7. Feasibility Assessment of PEB
PEB PermataNet. Customers of PermataNet.
8. Mekanisme Surat Kuasa 8. Power of Attorney of the Board of
Direksi di PT Bank Permata Tbk Directors Mechanism in PT Bank
(Permata Bank). Permata Tbk (Permata Bank).
9. Tinjauan Poin Tindakan Rapat 9. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
10. Pembahan Lainnya. 10. Any Other Business.
29 22 September 2025 1. Meliza Musa Rusli 1. Kinerja Keuangan Seluruh Bank. 1. Bankwide Financial Performance.
22 September 2025 2. Abdy D. Salimin 2. Usulan Pembaruan dan 2. Proposal for Update and Approval
3. Dhien Tjahajani Persetujuan Properti Terbengkalai. of Abandoned Properties.
4. Djumariah 3. Usulan Perpanjangan Asuransi 3. Proposal of Health Insurance
Tenteram Kesehatan untuk Direksi dan Renewal for Board of Directors and
5. Dayan Sadikin Karyawan. Employees.
6. Setiatno Budiman
7. Rudy Basyir
Ahmad
8. Eddie Sajoga
9. Evi
660 PT Bank Permata Tbk Laporan Tahunan 2025
Page 663
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
30 6 Oktober 2025 1. Meliza Musa 1. Diskusi Internal. 1. Internal Discussion.
6 October 2025 Rusli*) 2. Rancangan Agenda Rapat Dewan 2. Draft Agenda of Board of
2. Dhien Tjahajani Komisaris dan Hal-hal yang Commissioners Meeting and
3. Djumariah Muncul. Matters Arising.
Tenteram 3. Pembahasan Anggaran. 3. Budget Discussion.
4. Dayan Sadikin 4. Pembaruan Proyek PMO. 4. PMO Projects Update.
5. Setiatno Budiman 5. Pembaruan Pemeriksaan 5. KYE Financial Checking Update
Keuangan KYE Agustus 2025. August 2025.
6. Rudy Basyir
6. Tinjauan Tahunan Alokasi Batas 6. Annual Review of Legal Lending
Ahmad
Pinjaman Legal (LLL) untuk Pihak Limit (LLL) Allocation for Related
7. Eddie Sajoga Terkait. Parties.
8. Evi 7. Tinjauan Poin Tindakan Rapat 7. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
*)
Ibu Meliza juga
menjabat sebagai 8. Implementasi Tata Kelola Syariah 8. The Implementation of
Direktur Teknologi per September 2025. Sharia Governance as of
Sementara. September 2025.
Mrs. Meliza also as 9. Tinjauan Dewan Pengawas 9. Sharia Supervisory Board (SSB)
Interim Director of
Technology Syariah (SSB) tentang Review on The Implementation of
Implementasi Tata Kelola Syariah Sharia Governance During Q2–Q3
Selama kuartal kedua–kuartal 2025.
ketiga 2025.
10. Pembahasan Lainnya. 10. Any Other Business.
31 13 Oktober 2025 1. Meliza Musa 1. Strategi Tempat Kerja untuk 1. Workplace Strategy for
13 October 2025 Rusli*) Gedung Permata Bank. Permata Bank Premises.
2. Dhien Tjahajani 2. Rencana Aksi Pemulihan 2025. 2. 2025 Recovery Action Plan.
3. Djumariah 3. Penghargaan Keunggulan. 3. The Excellence Award.
Tenteram 4. Rapat Umum Pemegang Saham 4. Extraordinary General Meeting of
4. Dayan Sadikin Luar Biasa PT KPEI-Agenda dan Shareholders of PT KPEI-Agenda
5. Setiatno Budiman Usulan. and Proposal.
6. Rudy Basyir 5. Diskusi Internal. 5. Internal Discussion.
Ahmad 6. Diskusi RBB/Perencanaan Bisnis 6. 2nd cut RBB/Business Planning
7. Eddie Sajoga 2026–2028. 2026–2028 Discussion.
8. Evi 7. Laporan Profil Risiko Permata Bank 7. Risk Profile Report Permata Bank
(Individu dan UUS) per kuartal (Individual and UUS) as of
*)
Ibu Meliza juga ketiga 2025. Q3 2025.
menjabat sebagai
Direktur Teknologi 8. Pembahasan Lainnya. 8. Any Other Business.
Sementara. 9. Tinjauan Poin Tindakan Rapat 9. Review of the Previous Board of
Mrs. Meliza also as Direksi Sebelumnya. Directors Meeting Action Points.
Interim Director of
Technology
32 20 Oktober 2025 1. Meliza Musa 1. Diskusi Internal. 1. Internal Discussion.
20 October 2025 Rusli*) 2. Laporan Keuangan per 2. Financial Statements as of
2. Dhien Tjahajani 30 September 2025. 30 September 2025.
3. Djumariah 3. Diskusi Anggaran. 3. Budget Discussion.
Tenteram 4. Tinjauan Poin Tindakan Rapat 4. Review of the Previous Board of
4. Dayan Sadikin Direksi Sebelumnya. Directors Meeting Action Points.
5. Setiatno Budiman 5. Struktur Organisasi RBB 2026. 5. Organization Structure RBB 2026.
6. Rudy Basyir 6. Pembaruan Proyek. 6. Project Update.
Ahmad 7. Pembahasan Lainnya. 7. Any Other Business.
7. Eddie Sajoga
8. Evi
*)
Ibu Meliza juga
menjabat sebagai
Direktur Teknologi
Sementara.
Mrs. Meliza also as
Interim Director of
Technology
2025 Annual Report PT Bank Permata Tbk 661
Page 664
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
33 5 November 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
5 November 2025 2. Dhien Tjahajani 2. Rancangan Agenda Rapat Dewan 2. Draft Agenda of Board of
3. Djumariah Komisaris dan Hal-Hal yang Commissioners Meeting and
Tenteram Timbul. Matters Arising.
4. Dayan Sadikin 3. Rencana Aksi Keuangan 3. Rencana Aksi Keuangan
5. Setiatno Budiman Berkelanjutan (RAKB) 2026 Berkelanjutan (RAKB) 2026 of
6. Rudy Basyir PT Bank Permata Tbk. PT Bank Permata Tbk.
Ahmad 4. Perencanaan Sumber Daya 4. Man People Planning.
7. Eddie Sajoga Manusia.
8. Evi 5. Hubungan Industrial. 5. Industrial Relations.
9. Ahmad Mikail 6. Review Action Point Rapat Direksi 6. Review of the Previous Board of
Madjid Sebelumnya. Directors Meeting Action Points.
7. Pembahasan Lainnya. 7. Any Other Business.
34 10 November 2025 1. Meliza Musa Rusli 1. Persetujuan Perencanaan RBB & 1. RBB & Corporate Planning
10 November 2025 2. Dhien Tjahajani Korporasi 2026–2028. 2026–2028 Approval.
3. Djumariah 2. Hasil Survei Bain NPS 2025 2. Corporate and Commercial
Tenteram untuk Perbankan Korporasi dan Banking Bain NPS 2025 Survey
4. Dayan Sadikin Komersial. Result.
5. Setiatno Budiman 3. Pembaruan PwC tentang Hasil 3. PwC update on reviewed result
6. Rudy Basyir Peninjauan Pelaporan BBL per of BBL Reporting Package as of
Ahmad 30 September 2025. 30 September 2025.
7. Eddie Sajoga 4. Pengajuan Pelaporan BBL yang 4. The Submission of Reviewed
8. Evi telah ditinjau per 30 September BBL Reporting Package as of
9. Ahmad Mikail 2025. 30 September 2025.
Madjid 5. Peningkatan Sistem IFRS 9 untuk 5. IFRS 9 SYSTEM Enhancement for
PSAK 413. PSAK 413.
6. Tinjauan Transportasi Online 6. Corporate Online Transportation
Korporasi (Tahun Fiskal 2024). Review (FY 2024).
7. Tinjauan Tahunan Pernyataan Risk 7. Annual Review Risk Appetite
Appetite (RAS) dan Toleransi Risiko Statement (RAS) and Risk
2026. Tolerance 2026.
8. Struktur Organisasi 2026. 8. Structure Organization 2026.
9. Rencana Pembelajaran & 9. 2026 Learning Plan & Budget
Rekomendasi Anggaran 2026. Recommendation.
10. Peningkatan Laptop PC. 10. PC Laptop Upgrade.
11. Dashboard PMO. 11. PMO Dashboard.
12. Tinjauan Poin Tindakan Rapat 12. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
13. Pembahasan Lainnya. 13. Any Other Business.
35 17 November 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
17 November 2025 2. Dhien Tjahajani 2. Pembaruan Direktorat Operasi. 2. Operations Directorate Update.
3. Djumariah 3. Permata Gold Services. 3. Permata Gold Services.
Tenteram 4. Tinjauan Poin Tindakan Rapat 4. Review of the Previous Board of
4. Dayan Sadikin Direksi Sebelumnya. Directors Meeting Action Points.
5. Setiatno Budiman 5. Pembahasan Lainnya. 5. Any Other Business.
6. Rudy Basyir
Ahmad
7. Eddie Sajoga
8. Evi
9. Ahmad Mikail
Madjid
662 PT Bank Permata Tbk Laporan Tahunan 2025
Page 665
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
36 21 November 2025 1. Meliza Musa Rusli 1. Pembaruan Teknologi-Laporan 1. Technology Update-Risk
21 November 2025 2. Dhien Tjahajani Penerapan Manajemen Risiko. Management Implementation
3. Djumariah Report
Tenteram 2. Rencana Strategis Teknologi 2. Information Technology Strategic
4. Dayan Sadikin Informasi (ITSP) 2023–2026. Plan (ITSP) 2023–2026
5. Setiatno Budiman 3. Laporan Rencana Pengembangan 3. Information Technology
6. Rudy Basyir Teknologi Informasi Tahun Development Plan Report 2026
Ahmad 2026 (Laporan Rencana (Laporan Rencana Pengembangan
7. Eddie Sajoga Pengembangan Teknologi Teknologi Informasi 2026)
8. Evi Informasi 2026).
9. Ahmad Mikail 4. Permata e-Business. 4. Permata e-Business
Madjid 5. KPI Bankwide 2026 & Timeline KPI 5. KPI Bankwide 2026 & Overall KPI
Keseluruhan. Timeline
6. Pembaruan AML. 6. AML Update
7. Pembahasan Lainnya. 7. Any Other Business
37 1 Desember 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
1 December 2025 2. Dhien Tjahajani 2. Pembahasasn Proyek. 2. Project Discussion.
3. Djumariah 3. Pembaruan Audit Internal kepada 3. Internal Audit Update to Board of
Tenteram Direksi per 30 November 2025. Directors as of 30 November 2025.
4. Dayan Sadikin 4. Proposal Pencapaian 2025 & KPI 4. 2025 Achievement & 2026 KPI
5. Setiatno Budiman 2026 untuk Seluruh Bank. Bankwide Proposal.
6. Rudy Basyir 5. Tinjauan Poin Tindakan Rapat 5. Review of the Previous Board of
Ahmad Direksi Sebelumnya. Directors Meeting Action Points.
7. Eddie Sajoga 6. Pembahasan Lainnya. 6. Any Other Business.
8. Evi
9. Ahmad Mikail
Madjid
38 8 Desember 2025 1. Meliza Musa Rusli 1. Tinjauan Strategis Penitipan. 1. Custody Strategic Review.
8 December 2025 2. Dhien Tjahajani 2. Persetujuan Pengajuan Proyek. 2. Approval of Project Submission.
3. Djumariah 3. Proposal Renovasi. 3. Renovation Proposal.
Tenteram 4. Perubahan Struktur Organisasi 4. Organization Structure Changes
4. Dayan Sadikin 2026. 2026.
5. Setiatno Budiman 5. Gambaran Umum dan Rencana 5. Serikat Pekerja Bank Permata
6. Rudy Basyir Kerja Serikat Pekerja Bank (SPBP) Overview and Work Plan.
Ahmad Permata (SPBP).
7. Eddie Sajoga
8. Evi
9. Ahmad Mikail
Madjid
2025 Annual Report PT Bank Permata Tbk 663
Page 666
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi
yang Hadir *)
Tanggal Members of the
No Agenda
Date Board of Directors
Attended the
Meeting*)
39 15 Desember 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
15 December 2025 2. Dhien Tjahajani 2. Rancangan Agenda Rapat Dewan 2. Draft Agenda of Board of
3. Djumariah Komisaris & Hal-hal yang Muncul. Commissioners Meeting & Matters
Tenteram Arising.
4. Dayan Sadikin 3. Manajemen Talenta 2026. 3. Talent Management 2026.
5. Setiatno Budiman 4. Perencanaan SDM 2026. 4. People Planning 2026.
6. Rudy Basyir 5. Laporan Tahunan dan Laporan 5. The Annual Report and
Ahmad Keberlanjutan Permata Bank untuk Sustainability Report of
7. Eddie Sajoga Tahun 2025. Permata Bank for the Year of 2025.
8. Evi 6. Dashboard PMO. 6. PMO Dashboard.
9. Ahmad Mikail 7. Diskusi Awal tentang Anggaran 7. Initial Discussion on 2026 Internal
Madjid Internal 2026. Budget.
8. Tinjauan Poin Tindakan Rapat 8. Review of the Previous Board of
Direksi Sebelumnya. Directors Meeting Action Points.
9. Pembahasan Lainnya. 9. Any Other Business.
40 22 Desember 2025 1. Meliza Musa Rusli 1. Diskusi Internal. 1. Internal Discussion.
22 December 2025 2. Dhien Tjahajani 2. Studi Pra-Implementasi 2. Bank Trade Pre Implementation
3. Djumariah Perdagangan Bank. Study.
Tenteram 3. Permata e-Business. 3. Permata e-Business.
4. Dayan Sadikin 4. Tinjauan Poin Tindakan Rapat 4. Review of the Previous Board of
5. Setiatno Budiman Direksi Sebelumnya. Directors Meeting Action Points.
6. Rudy Basyir 5. Pembahasan Lainnya. 5. Any Other Business.
Ahmad
7. Eddie Sajoga
8. Evi
9. Ahmad Mikail
Madjid
Catatan | Note:
*)
Kehadiran anggota Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors members took into account the Power of Attorney mechanism
Rapat Gabungan Dewan Komisaris dan Direksi Joint the Board of Commissioners and the
Board of Directors’ Meeting
Sebagaimana diatur dalam Anggaran Dasar dan kebijakan As stipulated in Permata Bank’s Articles of Association and policy,
Permata Bank, Dewan Komisaris juga wajib mengadakan rapat the Board of Commissioners is required to convene joint meetings
Dewan Komisaris bersama Direksi secara berkala setidaknya satu with the Board of Directors on a regular basis at least once every
kali dalam empat bulan. four months.
Selama tahun 2025, frekuensi rapat gabungan Dewan Komisaris In 2025, the joint Board of Commissioners and Board of Directors
dan Direksi diselenggarakan sebanyak 12 kali. Tingkat kehadiran meetings had been convened 12 times. The attendance of each
masing-masing Komisaris dan Direktur dalam rapat gabungan Commissioner and Director in the joint meetings were as follows:
tersebut sebagai berikut:
664 PT Bank Permata Tbk Laporan Tahunan 2025
Page 667
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Chartsiri Sophonpanich 12 12 0 100
Chong Toh 12 12 0 100
Niramarn Laisathit 12 12 0 100
Chalit Tayjasanant 12 12 0 100
Haryanto Sahari 12 12 0 100
Yap Tjay Soen 12 12 0 100
Goei Siauw Hong 12 12 0 100
Riswinandi 12 12 0 100
Catatan | Note:
*)
Kehadiran anggota Dewan Komisaris memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners took into account the Power of Attorney mechanism
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Meliza Musa Rusli 12 12 0 100
Abdy Dharma Salimin 1)
8 7 1 88
Dhien Tjahajani 12 12 0 100
Djumariah Tenteram 12 12 0 100
Dayan Sadikin 12 12 0 100
Setiatno Budiman 12 11 1 92
Rudy Basyir Ahmad 12 12 0 100
Eddie Sajoga 12 12 0 100
Evi 12 12 0 100
Ahmad Mikail Madjid 2)
4 4 0 100
Catatan | Note:
*)
Kehadiran anggota Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors took into account the Power of Attorney mechanism
1)
Efektif mengundurkan diri pada tanggal 30 September 2025 | Resignation effective on 30 September 2025
2)
Masa jabatan efektif pada tanggal 24 Oktober 2025 | The term of office effective on 24 October 2025
Agenda Rapat Gabungan Dewan Komisaris The Board of Commissioners and the Board of
dan Direksi Directors Joint Meeting Agenda
Berikut rincian pembahasan agenda di tahun 2025 dalam rapat The following are the detailed discussions of the agendas in 2025
gabungan Dewan Komisaris dan Direksi: for the Board of Commissioners and the Board of Directors joint
meetings:
2025 Annual Report PT Bank Permata Tbk 665
Page 668
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Dewan Komisaris
dan Direksi yang Hadir *)
Tanggal Members of the Board
No Agenda
Date of Commissioners and
the Board of Directors
Attended the Meeting*)
1 31 Januari 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
31 January 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Profil Risiko CAR Minimum 4. Minimum CAR Risk Profile
3. Chalit Tayjasanant Semester Kedua 2024. 2H-2024.
4. Niramarn Laisathit 5. Pembaruan Kondisi Ekonomi & 5. Economic & Markets Update.
5. Haryanto Sahari Pasar.
6. Goei Siauw Hong 6. Laporan Direktur Keuangan. 6. Finance Director’s Report.
7. Yap Tjay Soen 7. Pembaruan Bisnis Perbankan 7. Corporate Banking Business
8. Riswinandi Korporasi. Update.
8. Pembaruan Bisnis Perbankan 8. Commercial Banking Business
Direksi Komersial. Update.
Board of Directors 9. Pembaruan Bisnis Perbankan 9. Consumer Banking Business
1. Meliza Musa Rusli Konsumen. Update.
2. Abdy D. Salimin 10. Laporan Direktur Hukum & 10. Legal & Compliance Director
3. Dhien Tjahajani Kepatuhan. Report.
4. Djumariah Tenteram 11. Laporan Direktur Risiko. 11. Risk Director’s Report.
5. Dayan Sadikin 12. Laporan Dewan Pengawas 12. The Sharia Supervisory Board
6. Setiatno Budiman Syariah-Semester Kedua 2024. Report-2nd Half Year 2024.
7. Rudy Basyir Ahmad 13. Pembahasan Lainnya. 13. Any Other Business.
8. Eddie Sajoga
9. Evi
2 28 Februari 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
28 February 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Keuangan. 3. Finance Director’s Report.
2. Chong Toh 4. Pembaruan Treasury. 4. Treasury Update.
3. Chalit Tayjasanant 5. Penggunaan Laba Bersih setelah 5. Utilization of FY 2024 Net Profit
4. Niramarn Laisathit Pajak Tahun Fiskal 2024. After Tax.
5. Haryanto Sahari 6. Laporan Direktur Utama. 6. President Director’s Report.
6. Goei Siauw Hong 7. Pembaruan Bisnis Perbankan 7. Corporate Banking Business
7. Yap Tjay Soen Korporasi. Update.
8. Riswinandi 8. Pembaruan Bisnis Perbankan 8. Commercial Banking Business
Komersial. Update.
Direksi 9. Pembaruan Bisnis Perbankan 9. Consumer Banking Business
Board of Directors Konsumen. Update.
1. Meliza Musa Rusli 10. Laporan Direktur Hukum & 10. Legal & Compliance Director
2. Dhien Tjahajani Kepatuhan. Report.
3. Djumariah Tenteram 11. Laporan Direktur Risiko. 11. Risk Director’s Report.
4. Dayan Sadikin 12. Pembaruan Jaringan Cabang. 12. Branch Network Update.
5. Setiatno Budiman 13. Pembaruan Unit Bisnis Syariah. 13. Sharia Business Unit Update.
6. Rudy Basyir Ahmad 14. Pembahasan Lainnya. 14. Any Other Business.
7. Eddie Sajoga
8. Evi
666 PT Bank Permata Tbk Laporan Tahunan 2025
Page 669
Anggota Dewan Komisaris
dan Direksi yang Hadir *)
Tanggal Members of the Board
No Agenda
Date of Commissioners and
the Board of Directors
Attended the Meeting*)
3 8 April 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
8 April 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Laporan Direktur Keuangan. 4. Finance Director’s Report.
3. Chalit Tayjasanant 5. Pembaruan Bisnis Treasury. 5. Treasury Business Update.
4. Niramarn Laisathit 6. Pembaruan Bisnis Perbankan 6. Corporate Banking Business
5. Haryanto Sahari Korporasi. Update.
6. Goei Siauw Hong 7. Pembaruan Bisnis Perbankan 7. Commercial Banking Business
7. Yap Tjay Soen Komersial. Update.
8. Riswinandi 8. Pembaruan Bisnis Perbankan 8. Consumer Banking Business
Konsumen. Update.
Direksi 9. Laporan Direktur Hukum & 9. Legal & Compliance Director
Board of Directors Kepatuhan. Report.
1. Meliza Musa Rusli 10. Laporan Direktur Risiko. 10. Risk Director’s Report.
2. Abdy D. Salimin 11. Pembaruan Direktorat Urusan 11. Corporate Affairs & Sustainability
3. Dhien Tjahajani Korporasi & Keberlanjutan. Directorate Update.
4. Djumariah Tenteram 12. Proyek Penilaian Ketahanan & 12. Resilience Assessment Project &
5. Dayan Sadikin Proyek Penilaian Independen. Independent Assessment Project.
6. Setiatno Budiman 13. Pembahasan Lainnya. 13. Any Other Business.
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
4 26 Mei 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
26 May 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Pembaruan Pasar Indonesia. 4. Indonesia Market Update.
3. Chalit Tayjasanant 5. Laporan Direktur Keuangan. 5. Finance Director’s Report.
4. Niramarn Laisathit 6. Pembaruan Bisnis Treasury. 6. Treasury Business Update.
5. Haryanto Sahari 7. Pembaruan Bisnis Perbankan 7. Corporate Banking Business
6. Goei Siauw Hong Korporasi. Update.
7. Yap Tjay Soen 8. Pembaruan Bisnis Perbankan 8. Commercial Banking Business
8. Riswinandi Komersial. Update.
9. Pembaruan Bisnis Perbankan 9. Consumer Banking Business
Direksi Konsumen. Update.
Board of Directors 10. Laporan Direktur Hukum & 10. Legal & Compliance Director
1. Meliza Musa Rusli Kepatuhan. Report.
2. Abdy D. Salimin 11. Laporan Direktur Risiko. 11. Risk Director’s Report.
3. Dhien Tjahajani 12. Pembaruan Direktorat Operasi. 12. Operations Directorate Update.
4. Djumariah Tenteram 13. Pembaruan SDM April 2025. 13. People Update April 2025.
5. Dayan Sadikin 14. Jaringan Cabang. 14. Branch Network.
6. Setiatno Budiman 15. Pembahasan Lainnya. 15. Any Other Business.
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
2025 Annual Report PT Bank Permata Tbk 667
Page 670
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Dewan Komisaris
dan Direksi yang Hadir *)
Tanggal Members of the Board
No Agenda
Date of Commissioners and
the Board of Directors
Attended the Meeting*)
5 30 Juni 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
30 June 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Laporan Direktur Keuangan. 4. Finance Director’s Report.
3. Chalit Tayjasanant 5. Pembaruan Bisnis Treasury. 5. Treasury Business Update.
4. Niramarn Laisathit 6. Pembaruan Bisnis Perbankan 6. Corporate Banking Business
5. Haryanto Sahari Korporasi. Update.
6. Goei Siauw Hong 7. Pembaruan Bisnis Perbankan 7. Commercial Banking Business
7. Yap Tjay Soen Komersial. Update.
8. Riswinandi 8. Pembaruan Bisnis Perbankan 8. Consumer Banking Business
Konsumen. Update.
Direksi 9. Laporan Direktur Hukum & 9. Legal & Compliance Director
Board of Directors Kepatuhan. Report.
1. Meliza Musa Rusli 10. Laporan Direktur Risiko. 10. Risk Director’s Report.
2. Abdy D. Salimin 11. Pembaruan Pengembangan 11. International Business
3. Dhien Tjahajani Bisnis Internasional & Konsultasi. Development & Advisory Update.
4. Djumariah Tenteram 12. Pembaruan Direktorat Teknologi. 12. Technology Directorate Update.
5. Dayan Sadikin 13. Laporan Perubahan Rencana 13. Report of Changes on
6. Setiatno Budiman Pengembangan Teknologi Information Technology
7. Rudy Basyir Ahmad Informasi 2025. Development Plan 2025.
8. Eddie Sajoga 14. Pembaruan Direktorat Urusan 14. Corporate Affairs & Sustainability
9. Evi Korporasi & Keberlanjutan. Directorate Update.
15. Usulan Penurunan Nilai HFT. 15. HFT Sell Down Proposal.
16. Pembaruan Triwulan Badan 16. Triannual Sharia Supervisory
Pengawas Syariah (SSB/DPS). Board (SSB/DPS Update).
17. Penilaian Audit OJK. 17. OJK Audit Grading.
18. Pembahasan Lainnya. 18. Any Other Business.
6 28 Juli 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
28 July 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Laporan Direktur Keuangan. 4. Finance Director’s Report.
3. Chalit Tayjasanant 5. Pembaruan Bisnis Treasury. 5. Treasury Business Update.
4. Niramarn Laisathit 6. Pembaruan Bisnis Perbankan 6. Corporate Banking Business
5. Haryanto Sahari Korporasi. Update.
6. Goei Siauw Hong 7. Pembaruan Bisnis Perbankan 7. Commercial Banking Business
7. Yap Tjay Soen Komersial. Update.
8. Riswinandi 8. Pembaruan Bisnis Perbankan 8. Consumer Banking Business
Konsumen. Update.
Direksi 9. Laporan Direktur Hukum & 9. Legal & Compliance Director
Board of Directors Kepatuhan. Report.
1. Meliza Musa Rusli 10. Laporan Direktur Risiko. 10. Risk Director’s Report.
2. Abdy D. Salimin 11. Pembaruan Pengembangan 11. International Business
3. Dhien Tjahajani Bisnis Internasional & Konsultasi. Development & Advisory Update.
4. Djumariah Tenteram 12. Pembaruan Direktorat Teknologi. 12. Technology Directorate Update.
5. Dayan Sadikin 13. Laporan Perubahan Rencana 13. Report of Changes on
6. Setiatno Budiman Pengembangan Teknologi Information Technology
7. Rudy Basyir Ahmad Informasi 2025. Development Plan 2025.
8. Eddie Sajoga 14. Pembaruan Direktorat Urusan 14. Corporate Affairs & Sustainability
9. Evi Korporasi & Keberlanjutan. Directorate Update.
15. Usulan Penurunan Nilai HFT. 15. HFT Sell Down Proposal.
16. Pembaruan Triwulan Badan 16. Triannual Sharia Supervisory
Pengawas Syariah (SSB/DPS). Board (SSB/DPS Update).
17. Penilaian Audit OJK. 17. OJK Audit Grading.
18. Pembahasan Lainnya. 18. Any Other Business.
668 PT Bank Permata Tbk Laporan Tahunan 2025
Page 671
Anggota Dewan Komisaris
dan Direksi yang Hadir *)
Tanggal Members of the Board
No Agenda
Date of Commissioners and
the Board of Directors
Attended the Meeting*)
7 29 Agustus 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
29 August 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Laporan Direktur Keuangan. 4. Finance Director’s Report.
3. Chalit Tayjasanant 5. Pembaruan Pasar Indonesia. 5. Indonesia Market Update.
4. Niramarn Laisathit 6. Pembaruan Bisnis Treasury. 6. Treasury Business Update.
5. Haryanto Sahari 7. Pembaruan Bisnis Perbankan 7. Corporate Banking Business
6. Goei Siauw Hong Korporasi. Update.
7. Yap Tjay Soen 8. Pembaruan Bisnis Perbankan 8. Commercial Banking Business
8. Riswinandi Komersial. Update.
9. Pembaruan Bisnis Perbankan 9. Consumer Banking Business
Direksi Konsumen. Update.
Board of Directors 10. Laporan Direktur Hukum & 10. Legal & Compliance Director
1. Meliza Musa Rusli Kepatuhan. Report.
2. Abdy D. Salimin 11. Laporan Direktur Risiko. 11. Risk Director’s Report.
3. Dhien Tjahajani 12. Pembaruan Direktorat Operasi. 12. Operations Directorate Update.
4. Djumariah Tenteram 13. Pembaruan Direktorat Urusan 13. Corporate Affairs & Sustainability
5. Dayan Sadikin Korporasi & Keberlanjutan. Directorate Update.
6. Setiatno Budiman 14. Pembahasan Lainnya. 14. Any Other Business.
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
8 29 September 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1. Approval of Minutes of Meeting.
29 September 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2. Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3. President Director’s Report.
2. Chong Toh 4. Laporan Direktur Keuangan. 4. Finance Director’s Report.
3. Chalit Tayjasanant 5. Pembaruan Bisnis Treasury. 5. Treasury Business Update.
4. Niramarn Laisathit 6. Pembaruan Bisnis Perbankan 6. Corporate Banking Business
5. Haryanto Sahari Korporasi. Update.
6. Goei Siauw Hong 7. Pembaruan Bisnis Perbankan 7. Commercial Banking Business
7. Yap Tjay Soen Komersial. Update.
8. Riswinandi 8. Pembaruan Bisnis Perbankan 8. Consumer Banking Business
Konsumen. Update.
Direksi 9. Laporan Direktur Hukum & 9. Legal & Compliance Director
Board of Directors Kepatuhan. Report.
1. Meliza Musa Rusli 10. Laporan Direktur Risiko. 10. Risk Director’s Report.
2. Abdy D. Salimin 11. Pembaruan SDM. 11. People Update.
3. Dhien Tjahajani 12. Laporan Perubahan Rencana 12. Report of Changes on
4. Djumariah Tenteram Pengembangan Teknologi Information Technology
5. Dayan Sadikin Informasi 2025. Development Plan 2025.
6. Setiatno Budiman 13. Laporan Fungsi Kepatuhan 13. Anti-Bribery Compliance
7. Rudy Basyir Ahmad Anti-Suap (ABCF) tentang Function (ABCF) Report on the
8. Eddie Sajoga Implementasi Sistem Manajemen Implementation of The Bank’s
9. Evi Anti-Suap (ABMS) Bank. Anti Bribery Management
System (ABMS).
14. Pembahasan Lainnya. 14. Any Other Business.
2025 Annual Report PT Bank Permata Tbk 669
Page 672
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Dewan Komisaris
dan Direksi yang Hadir *)
Tanggal Members of the Board
No Agenda
Date of Commissioners and
the Board of Directors
Attended the Meeting*)
9 27 Oktober 2025 Dewan Komisaris 1. Laporan Direktur Utama. 1. President Director’s Report.
27 October 2025 Board of Commissioners 2. Laporan Direktur Keuangan. 2. Finance Director’s Report.
1. Chartisiri Sophonpanich 3. Diskusi RBB/Perencanaan Bisnis 3. RBB/Business Planning
2. Chong Toh 2026–2028. 2026–2028 Discussion.
3. Chalit Tayjasanant 4. Persetujuan Risalah Rapat. 4. Approval of Minutes of Meeting.
4. Niramarn Laisathit 5. Tindak lanjut rapat sebelumnya. 5 Matters Arising.
5. Haryanto Sahari 6. Pembaruan Bisnis Treasury. 6. Treasury Business Update.
6. Goei Siauw Hong 7. Pembaruan Bisnis Perbankan 7. Corporate Banking Business
7. Yap Tjay Soen Korporasi. Update.
8. Riswinandi 8. Pembaruan Bisnis Perbankan 8. Commercial Banking Business
Komersial. Update.
Direksi 9. Pembaruan Bisnis Perbankan 9. Consumer Banking Business
Board of Directors Konsumen. Update.
1. Meliza Musa Rusli 10. Laporan Direktur Hukum & 10. Legal & Compliance Director
2. Dhien Tjahajani Kepatuhan. Report.
3. Djumariah Tenteram 11. Laporan Direktur Risiko. 11. Risk Director’s Report.
4. Dayan Sadikin 12. Pembaruan Jaringan Cabang. 12. Branch Network Update.
5. Setiatno Budiman 13. Pembaruan Direktorat 13. International Business
6. Rudy Basyir Ahmad Pengembangan Bisnis Development & Advisory
7. Eddie Sajoga Internasional & Konsultasi. Directorate Update.
8. Evi 14. Pembahasan Lainnya. 14. Any Other Business.
9. Ahmad Mikail Madjid
10 12 November 2025 Dewan Komisaris 1. Rencana Bisnis (RBB) 1. 2026–2028 Business Plan (RBB)
12 November 2025 Board of Commissioners 2026–2028 untuk Penyampaian for Submission to Otoritas Jasa
1. Chartisiri Sophonpanich ke Otoritas Jasa Keuangan (OJK). Keuangan (OJK).
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
Direksi
Board of Directors
1. Meliza Musa Rusli
2. Dhien Tjahajani
3. Djumariah Tenteram
4. Dayan Sadikin
5. Setiatno Budiman
6. Rudy Basyir Ahmad
7. Eddie Sajoga
8. Evi
9. Ahmad Mikail Madjid
670 PT Bank Permata Tbk Laporan Tahunan 2025
Page 673
Anggota Dewan Komisaris
dan Direksi yang Hadir *)
Tanggal Members of the Board
No Agenda
Date of Commissioners and
the Board of Directors
Attended the Meeting*)
11 20 November 2025 Dewan Komisaris 1. Rencana Bisnis (RBB) 1. 2026–2028 Business Plan (RBB)
20 November 2025 Board of Commissioners 2026–2028 untuk Penyampaian for Submission to Otoritas Jasa
1. Chartisiri Sophonpanich ke Otoritas Jasa Keuangan (OJK). Keuangan (OJK).
2. Chong Toh 2. Rencana Aksi Keuangan 2. Rencana Aksi Keuangan
3. Chalit Tayjasanant Berkelanjutan (RAKB) 2026. Berkelanjutan (RAKB) 2026.
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
Direksi
Board of Directors
1. Meliza Musa Rusli
2. Dhien Tjahajani
3. Djumariah Tenteram
4. Dayan Sadikin
5. Setiatno Budiman
6. Rudy Basyir Ahmad
7. Eddie Sajoga
8. Evi
9. Ahmad Mikail Madjid
12 28 November 2025 Dewan Komisaris 1. Persetujuan Risalah Rapat. 1.
Approval of Minutes of Meeting.
28 November 2025 Board of Commissioners 2. Tindak lanjut rapat sebelumnya. 2.
Matters Arising.
1. Chartisiri Sophonpanich 3. Laporan Direktur Utama. 3.
President Director’s Report.
2. Chong Toh 4. Pembaruan Pasar Indonesia. 4.
Indonesia Market Update.
3. Chalit Tayjasanant 5. Laporan Direktur Keuangan. 5.
Finance Director’s Report.
4. Niramarn Laisathit 6. Pembaruan Bisnis Treasury. 6.
Treasury Business Update.
5. Haryanto Sahari 7. Pembaruan Bisnis Perbankan 7.
Corporate Banking Business
6. Goei Siauw Hong Korporasi. Update.
7. Yap Tjay Soen 8. Pembaruan Bisnis Perbankan 8. Commercial Banking Business
8. Riswinandi Komersial. Update.
9. Pembaruan Bisnis Perbankan 9. Consumer Banking Business
Direksi Konsumen. Update.
Board of Directors 10. Laporan Direktur Hukum & 10. Legal & Compliance Director
1. Meliza Musa Rusli Kepatuhan. Report.
2. Dhien Tjahajani 11. Laporan Direktur Risiko. 11. Risk Director’s Report.
3. Djumariah Tenteram 12. Pembaruan Teknologi. 12. Technology Update.
4. Dayan Sadikin 13. Rencana Strategis Teknologi 13. Information Technology Strategic
5. Rudy Basyir Ahmad Informasi (ITSP) 2023–2026. Plan (ITSP) 2023–2026.
6. Eddie Sajoga 14. Laporan Rencana 14. Information Technology
7. Evi Pengembangan Teknologi Development Plan Report
8. Ahmad Mikail Madjid Informasi 2026. 2026 (Laporan Rencana
Pengembangan Teknologi
Informasi 2026).
15. Tinjauan Badan Pengawas 15. Sharia Supervisory Board (SSB)
Syariah (SSB) tentang Review on The Implementation of
Implementasi Tata Kelola Syariah Sharia Governance During Q2–
Selama Q2–Q3 2025 Q3 2025.
16. Pembaruan Operasional 16. Operation Update.
17. Pembaruan Urusan Korporasi & 17. Corporate Affairs & Sustainability
Keberlanjutan Update.
18. Jadwal Rapat Dewan Komisaris 18. 2026 Board of Commissioners
2026 dan Agenda Bergulir Meeting Schedule and Rolling
Agenda.
19. Pembahasan Lainnya. 19. Any Other Business.
Catatan | Note:
*) Kehadiran anggota Direksi dan Dewan Komisaris memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors and the Board of Commissioners members took into account the Power of Attorney mechanism
2025 Annual Report PT Bank Permata Tbk 671
Page 674
Tata Kelola Perusahaan
Good Corporate
Governance
Rapat Gabungan Dewan Komisaris dan Dewan Joint the Board of Commissioners and the
Pengawas Syariah Sharia Supervisory Board Meeting
Selama tahun 2025, frekuensi rapat gabungan Dewan Komisaris In 2025, the joint Board of Commissioners and the Sharia
dan Dewan Pengawas Syariah diselenggarakan sebanyak Supervisory Board meetings had been convened three times. The
tiga kali. Tingkat kehadiran masing-masing Komisaris dan attendance of each Commissioner and Sharia Supervisory Board
Dewan Pengawas Syariah dalam rapat gabungan tersebut in the joint meetings were as follows:
sebagai berikut:
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Chartsiri Sophonpanich 3 3 0 100
Chong Toh 3 3 0 100
Niramarn Laisathit 3 3 0 100
Chalit Tayjasanant 3 3 0 100
Haryanto Sahari 3 3 0 100
Yap Tjay Soen 3 3 0 100
Goei Siauw Hong 3 3 0 100
Riswinandi 3 3 0 100
Catatan | Note:
*)
Kehadiran anggota Dewan Komisaris memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners took into account the Power of Attorney mechanism
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag. 3 3 0 100
Dr. Asep Supyadillah, M.Ag .
3 3 0 100
Catatan | Note:
*)
Kehadiran anggota Dewan Pengawas Syariah memperhitungkan mekanisme Surat Kuasa
The attendance of the Sharia Supervisory Board took into account the Power of Attorney mechanism
Agenda Rapat Gabungan Dewan Komisaris dan The Board of Commissioners and the Sharia
Dewan Pengawas Syariah Supervisory Boards’ Joint Meeting Agenda
Berikut rincian pembahasan agenda di tahun 2025 dalam rapat The following are the detailed discussions of the agendas in 2025
gabungan Dewan Komisaris dan Dewan Pengawas Syariah: for the Board of Commissioners and the Sharia Supervisory Board
joint meetings:
672 PT Bank Permata Tbk Laporan Tahunan 2025
Page 675
Anggota Dewan Komisaris dan Dewan
Pengawas Syariah yang Hadir*)
Tanggal
No Members of the Board of Commissioners Agenda
Date
and the Sharia Supervisory Board Attended
the Meeting*)
1 31 Januari 2025 Dewan Komisaris Laporan Dewan Pengawas The Sharia Supervisory
31 January 2025 Board of Commissioners Syariah-Semester Kedua Board Report-2nd Half Year
1. Chartisiri Sophonpanich Tahun 2024. 2024.
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
Dewan Pengawas Syariah
Sharia Supervisory Board
1. Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
2. Dr. Asep Supyadillah, M.Ag
2 30 Juni 2025 Dewan Komisaris Pembaruan Dewan Triannual Sharia
30 June 2025 Board of Commissioners Pengawas Syariah Supervisory Board (SSB/
1. Chartisiri Sophonpanich Triwulanan (SSB/DPS) DPS) Update
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
Dewan Pengawas Syariah
Sharia Supervisory Board
1. Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
2. Dr. Asep Supyadillah, M.Ag
3 28 November 2025 Dewan Komisaris Tinjauan Dewan Pengawas Sharia Supervisory Board
28 November 2025 Board of Commissioners Syariah (DPS) terhadap (SSB) Review on The
1. Chartisiri Sophonpanich Pelaksanaan Tata Kelola Implementation of Sharia
2. Chong Toh Syariah pada Q2–Q3 Tahun Governance During Q2–Q3
3. Chalit Tayjasanant 2025 2025
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
Dewan Pengawas Syariah
Sharia Supervisory Board
1. Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
2. Dr. Asep Supyadillah, M.Ag
Catatan | Note:
*)
Kehadiran anggota Dewan Komisaris dan Dewan Pengawas Syariah memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners and Sharia Supervisory Board took into account the Power of Attorney mechanism
2025 Annual Report PT Bank Permata Tbk 673
Page 676
Tata Kelola Perusahaan
Good Corporate
Governance
Rapat Gabungan Direksi dan Dewan Komisaris The Joint the Board of Directors and the Board
of Commissioners’ Meetings
Sebagaimana diatur dalam Anggaran Dasar Permata Bank, Direksi As stipulated in Permata Bank’s Articles of Association, the Board
juga wajib mengadakan rapat Direksi bersama Dewan Komisaris of Directors is required to convene joint meetings with the Board of
secara berkala paling kurang satu kali dalam empat bulan. Commissioners periodically at least one time in four months.
Frekuensi rapat gabungan Direksi dan Dewan Komisaris The joint meetings of the Board of Directors and the Board of
diselenggarakan sebanyak empat kali di tahun 2025. Tingkat Commissioners were convened four times in year 2025. The
kehadiran masing-masing Direktur dan Komisaris dalam rapat attendance of each Director and Commissioner in the joint
gabungan tersebut sebagai berikut: meetings were as follows:
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Meliza Musa Rusli 4 4 0 100
Abdy Dharma Salimin 1)
3 3 0 100
Dhien Tjahajani 4 4 0 100
Djumariah Tenteram 4 4 0 100
Dayan Sadikin 4 4 0 100
Setiatno Budiman 4 4 0 100
Rudy Basyir Ahmad 4 4 0 100
Eddie Sajoga 4 4 0 100
Evi 4 4 0 100
Ahmad Mikail Madjid 2)
1 1 0 100
Catatan | Note:
*)
Kehadiran anggota Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors took into account the Power of Attorney mechanism
1)
Efektif mengundurkan diri pada tanggal 30 September 2025 | Resignation effective on 30 September 2025
2)
Masa jabatan efektif pada tanggal 24 Oktober 2025 | The term of office effective on 24 October 2025
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Chartsiri Sophonpanich 4 4 0 100
Chong Toh 4 4 0 100
Niramarn Laisathit 4 4 0 100
Chalit Tayjasanant 4 4 0 100
Haryanto Sahari 4 4 0 100
Yap Tjay Soen 4 4 0 100
Goei Siauw Hong 4 4 0 100
Riswinandi 4 4 0 100
Catatan | Note:
*)
Kehadiran anggota Dewan Komisaris memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners took into account the Power of Attorney mechanism
674 PT Bank Permata Tbk Laporan Tahunan 2025
Page 677
Agenda Rapat Gabungan Direksi dan Dewan The Joint Board of Directors and Board of
Komisaris Commissioners’ Meeting Agenda
Berikut rincian pembahasan agenda di tahun 2025 dalam rapat The following are the detailed discussions of the agendas in year
gabungan Direksi dan Dewan Komisaris: 2025 for the joint meetings of the Board of Directors and Board of
Commissioners:
Anggota Direksi dan Dewan
Komisaris yang Hadir*)
Tanggal Members of the Board of
No Agenda
Date Directors and the Board of
Commissioners Attended
the Meeting*)
1 31 Januari 2025 Direksi 1. Arahan Stratejik. 1. Strategic Direction.
31 January 2025 Board of Directors
1. Meliza Musa Rusli
2. Abdy D. Salimin
3. Dhien Tjahajani
4. Djumariah Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
Dewan Komisaris
Board of Commissioners
1. Chartisiri Sophonpanich
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
2 8 April 2025 Direksi 1. Hasil Consumer Banking, SME, 1. Consumer Banking, SME, and
8 April 2025 Board of Directors dan Syariah tahun 2024. Sharia 2024 Result.
1. Meliza Musa Rusli
2. Abdy D. Salimin
3. Dhien Tjahajani
4. Djumariah Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
Dewan Komisaris
Board of Commissioners
1. Chartisiri Sophonpanich
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
2025 Annual Report PT Bank Permata Tbk 675
Page 678
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi dan Dewan
Komisaris yang Hadir*)
Tanggal Members of the Board of
No Agenda
Date Directors and the Board of
Commissioners Attended
the Meeting*)
3 29 Agustus 2025 Direksi 1. Hasil H1 2025 Consumer 1. Consumer Banking NPS Result
29 August 2025 Board of Directors Banking NPS. H1 2025.
1. Meliza Musa Rusli
2. Abdy D. Salimin
3. Dhien Tjahajani
4. Djumariah Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
Dewan Komisaris
Board of Commissioners
1. Chartisiri Sophonpanich
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
4 27 Oktober 2025 Direksi 1. Arahan Stratejik. 1. Strategic Direction.
27 October 2025 Board of Directors
1. Meliza Musa Rusli
2. Dhien Tjahajani
3. Djumariah Tenteram
4. Dayan Sadikin
5. Setiatno Budiman
6. Rudy Basyir Ahmad
7. Eddie Sajoga
8. Evi
9. Ahmad Mikail Madjid
Dewan Komisaris
Board of Commissioners
1. Chartisiri Sophonpanich
2. Chong Toh
3. Chalit Tayjasanant
4. Niramarn Laisathit
5. Haryanto Sahari
6. Goei Siauw Hong
7. Yap Tjay Soen
8. Riswinandi
Catatan | Note:
*) Kehadiran anggota Dewan Komisaris dan Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Commissioners and the Board of Directors members took into account the Power of Attorney mechanism
676 PT Bank Permata Tbk Laporan Tahunan 2025
Page 679
Rapat Gabungan Direksi dan Dewan Pengawas The Joint Board of Directors and Sharia
Syariah Supervisory Boards’ Meetings
Frekuensi rapat gabungan Direksi dan Dewan Pengawas Syariah The joint meetings of the Board of Directors and the Sharia
diselenggarakan sebanyak tiga kali di tahun 2025. Tingkat Supervisory Board were convened three times in the year 2025.
kehadiran masing-masing Direktur dan Dewan Pengawas Syariah The attendance of each Director and Sharia Supervisory Board in
dalam rapat gabungan tersebut sebagai berikut: the joint meetings were as follows:
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Meliza Musa Rusli 3 3 0 100
Abdy Dharma Salimin 1)
3 3 0 100
Dhien Tjahajani 3 3 0 100
Djumariah Tenteram 3 3 0 100
Dayan Sadikin 3 3 0 100
Setiatno Budiman 3 3 0 100
Rudy Basyir Ahmad 3 3 0 100
Eddie Sajoga 2 2 0 100
Evi 1 1 0 100
Ahmad Mikail Madjid2) – – – –
Catatan | Note:
*)
Kehadiran anggota Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors took into account the Power of Attorney mechanism
1)
Efektif mengundurkan diri pada tanggal 30 September 2025 | Resignation effective on 30 September 2025
2)
Masa jabatan efektif pada tanggal 24 Oktober 2025 | The term of office effective on 24 October 2025
Jumlah Jumlah Kehadiran
Nama Jumlah Rapat
Kehadiran*) Ketidakhadiran*) Attendance
Name Total Meeting
Total Attendance*) Total Absence*) (%)
Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag. 3 3 0 100
Dr. Asep Supyadillah, M.Ag. 3 3 0 100
Catatan | Note:
*)
Kehadiran anggota Dewan Pengawas Syariah memperhitungkan mekanisme Surat Kuasa
The attendance of the Sharia Supervisory Board took into account the Power of Attorney mechanism
Agenda Rapat Gabungan Direksi dan Dewan The Joint Board of Directors and Sharia Supervisory
Pengawas Syariah Boards’ Meeting Agenda
Berikut rincian pembahasan agenda di tahun 2025 dalam rapat The following are the detailed discussions of the agendas in year
gabungan Direksi dan Dewan Pengawas Syariah: 2025 for the joint meetings of the Board of Directors and Sharia
Supervisory Board:
2025 Annual Report PT Bank Permata Tbk 677
Page 680
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Direksi dan Dewan Pengawas
Syariah yang Hadir *)
Tanggal
No Members of the Board of Directors and the Agenda
Date
Sharia Supervisory Board Attended the
Meeting*)
1 20 & 23 Januari 2025 Direksi 1. Pelaksanaan 1. The implementation
20 & 23 January 2025 Board of Directors Pembaruan Tata Kelola of Sharia Governance
1. Meliza Musa Rusli Syariah. Update.
2. Abdy D. Salimin
3. Dhien Tjahajani
4. Djumariah Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
Dewan Pengawas Syariah
Sharia Supervisory Board
1. Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
2. Dr. Asep Supyadillah, M.Ag
2 23 Juni 2025 Direksi 1. Pembaruan Dewan 1. Triannual Sharia
23 June 2025 Board of Directors Pengawas Syariah Supervisory Board
1. Meliza Musa Rusli Triwulanan (SSB/DPS). (SSB/DPS) Update.
2. Abdy D. Salimin
3. Dhien Tjahajani
4. Djumariah Tenteram
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
Dewan Pengawas Syariah
Sharia Supervisory Board
1. Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
2. Dr. Asep Supyadillah, M.Ag
3 6 Oktober 2025 Direksi 1. Tinjauan Dewan 1. Sharia Supervisory
6 October 2025 Board of Directors Pengawas Syariah Board (SSB) Review on
1. Meliza Musa Rusli*) (SSB) terhadap The Implementation
2. Abdy D. Salimin Pelaksanaan Tata of Sharia Governance
3. Dhien Tjahajani Kelola Syariah pada During Q2–Q3 2025.
4. Djumariah Tenteram Q2–Q3 2025.
5. Dayan Sadikin
6. Setiatno Budiman
7. Rudy Basyir Ahmad
8. Eddie Sajoga
9. Evi
*)
Ibu Meliza juga menjabat sebagai Direktur Teknologi
Sementara.
Mrs. Meliza also as Interim Director of Technology
Dewan Pengawas Syariah
Sharia Supervisory Board
1. Prof. Dr. H. Jaih Mubarok, S.E., M.H., M.Ag
2. Dr. Asep Supyadillah, M.Ag
Catatan | Note:
*)
Kehadiran anggota Direksi memperhitungkan mekanisme Surat Kuasa
The attendance of the Board of Directors took into account the Power of Attorney mechanism
678 PT Bank Permata Tbk Laporan Tahunan 2025
Page 681
Tata Kelola Remunerasi
Remuneration Governance
Komite Remunerasi dan Nominasi Remuneration and Nomination Committee
Dewan Komisaris telah membentuk Komite Remunerasi dan The Board of Commissioners has established the Remuneration
Nominasi yang bertugas membantu Dewan Komisaris dalam and Nomination Committee tasked with assisting the Board of
melaksanakan fungsi dan tugasnya di bidang yang berkaitan Commissioners in carrying out its functions and duties related
dengan remunerasi dan nominasi terhadap anggota Direksi dan to remuneration and nomination for members of the Board of
Dewan Komisaris. Directors and the Board of Commissioners.
Nama Anggota dan Komposisi Komite Member Name and Composition of the
Remunerasi dan Nominasi Remuneration and Nomination Committee
Nama anggota dan komposisi Komite Remunerasi dan Nominasi Member name and composition of the Remuneration and
dapat dilihat pada halaman 706. Nomination Committee can be viewed on page 706.
Jumlah Rapat Komite Remunerasi dan Number of Remuneration and Nomination
Nominasi Tahun 2025 Committee Meetings Conducted in 2025
Pada tahun 2025, Komite Remunerasi dan Nominasi telah There were five meetings conducted by the Remuneration and
mengadakan lima kali rapat. Nomination Committee during 2025.
Remunerasi yang Telah Dibayarkan kepada Remuneration Paid to Remuneration and
Anggota Komite Remunerasi dan Nominasi Nomination Committee Members for One Year
selama Satu Tahun
Tidak ada remunerasi yang dibayarkan kepada anggota Komite No remuneration is paid to members of the Remuneration
Remunerasi dan Nominasi selain yang dibayarkan setiap bulan and Nomination Committee other than monthly payment as
sebagai Komisaris Independen atau Pejabat Eksekutif. Independent Commissioner or Executive Officer.
Tugas dan Tanggung Jawab Komite Duties and Responsibilities of the Remuneration
Remunerasi dan Nominasi and Nomination Committee
Uraian terkait Komite Remunerasi dan Nominasi telah dijelaskan Details of the duties and responsibilities of the Remuneration and
pada bagian Komite Remunerasi dan Nominasi, Bab Tata Kelola Nomination Committee can be viewed on Corporate Governance
Perusahaan halaman 708. Chapter page 708.
Proses Penyusunan Kebijakan Remunerasi Remuneration Policy Preparation Process
Pengelolaan Remunerasi merupakan hal mendasar dan Remuneration management is fundamental and strategic in the
sekaligus strategis dalam pengelolaan perusahaan. Pengelolaan scope of corporate management. Remuneration management
Remunerasi harus sejalan dengan peraturan perundang- is aligned with prevailing laws and regulations, the Company’s
undangan yang berlaku, falsafah dan tata nilai Perseroan, prinsip philosophy and values, prudential principles and supportive
kehati-hatian serta mendukung pelaksanaan strategi bisnis implementation and achievement of business strategy in short-
dan pencapaian sasaran jangka pendek dan jangka panjang term and long-term objectives.
Perusahaan.
Kebijakan Remunerasi Permata Bank disusun dalam rangka Permata Bank’s Remuneration Policy is prepared to maintain and
menjaga dan meningkatkan motivasi karyawan serta menciptakan improve employees’ motivation and create a favorable working
iklim kerja yang kondusif, dengan tujuan mencapai kondisi environment, with the objective of achieving sound competitive
remunerasi yang bersaing sehat di industri perbankan dalam remuneration conditions in the banking industry in order to retain
rangka mempertahankan karyawan serta menjaga kemampuan employees and maintain the Bank’s capabilities to attract the best
Bank untuk menarik talenta terbaik perbankan. talents in banking.
2025 Annual Report PT Bank Permata Tbk 679
Page 682
Tata Kelola Perusahaan
Good Corporate
Governance
Permata Bank menerapkan kebijakan pengelolaan remunerasi Permata Bank implements the remuneration management
sejalan dengan Peraturan Otoritas Jasa Keuangan (POJK) No. 45/ policy based on Financial Services Authority Regulation (POJK)
POJK.03/2015 (POJK Remunerasi) dan Surat Edaran OJK No. 40/ No. 45/POJK.03/2015 (POJK Remuneration) and OJK Circular
SEOJK.03/2016 tentang Penerapan Tata Kelola dalam Pemberian Letter No. 40/SEOJK.03/2016 regarding the Governance
Remunerasi bagi Bank Umum, salinan POJK No. 59/POJK.03/2017 Practice in Providing Remuneration for Commercial Banks, POJK
tentang Penerapan Tata Kelola dalam Pemberian Remunerasi No. 59/POJK.03/2017 on the Governance Practice in Providing
bagi Bank Umum Syariah dan Unit Usaha Syariah, dan POJK No. 17 Remuneration for Sharia Commercial Banks and Sharia Business
Tahun 2023 tentang Penerapan Tata Kelola bagi Bank Umum. Units, and POJK No. 17 Year 2023 regarding the Application of
Governance for Commercial Banks.
Dalam pengelolaan remunerasi, Permata Bank melakukan In managing remuneration, Permata Bank conducts routine annual
kaji ulang secara rutin setiap tahun dan melakukan penginian reviews and makes updates on remuneration policies based on
atas kebijakan remunerasi yang dilakukan berdasarkan pada changes in government regulations, business strategy and industry
perubahan peraturan pemerintah, penginian strategi bisnis dan development updates according to company’s capability. The
perkembangan industri sesuai kemampuan perusahaan. Hal ini objective is to ensure that Permata Bank’s remuneration system
dilakukan agar sistem remunerasi Permata Bank secara kontinu continues to be soundly competitive compared to industry peers
tetap berada dalam tingkat kompetitif yang sehat dibandingkan and compliant with government regulations. Thus, it is expected
dengan peer dalam industri dan menjaga kepatuhan terhadap that the Bank can both maintain an internal balance and respond
peraturan pemerintah. Dengan demikian, diharapkan Bank to external challenges.
dapat menjaga keseimbangan internal dan menjawab
tantangan eksternal.
Kebijakan Remunerasi saat ini tidak membedakan antara The current Remuneration Policy does not differentiate between
unit kontrol dengan unit kerja yang diawasi. Mekanisme yang the control unit and the supervised work unit. The mechanism
diterapkan untuk memastikan independensi antara unit kontrol applied to ensure independence between control units and work
dan unit kerja yang diawasinya adalah melalui indikator kinerja units it oversees is through different performance indicators, while
yang berbeda dan pengambilan keputusan atas remunerasi decision-making on remuneration for employees in the control unit
bagi karyawan di unit kontrol yang tidak melibatkan unit kerja does not involve the work units it supervises.
yang diawasinya.
Cakupan Kebijakan Remunerasi dan Scope of Remuneration Policy and its
Implementasinya Implementation
Sistem Remunerasi Permata Bank mencakup seluruh karyawan Permata Bank’s Remuneration System covers all employees,
baik yang berada di kantor pusat dan kantor cabang. Permata located at the head office and branch offices. Permata Bank
Bank memastikan bahwa kebijakan diterapkan dengan merata, ensures that policies are applied equitably, fairly and balanced to
adil, dan seimbang agar setiap karyawan mendapatkan imbal ensure that each employee receives suitable rewards.
jasa yang sesuai dan sepantasnya.
Remunerasi Dikaitkan dengan Risiko Remuneration Related to Risk
Permata Bank senantiasa menjalankan bisnis dengan asas Permata Bank continually performs its businesses with prudent
prudent sehingga analisis risiko menjadi suatu parameter yang principles where risk analysis is considered as a parameter that
memengaruhi semua kebijakan yang dibuat. influences all policies.
Dalam Kebijakan Remunerasi Permata Bank, profil risiko ditentukan In the Permata Bank Remuneration Policy, a risk profile is
berdasarkan cakupan tugas dan tanggung jawab pejabat Bank determined based on the scope of duties and responsibilities of
yang berdampak signifikan terhadap profil risiko Bank. Semakin the executives who have a significant impact on the Bank’s risk
senior suatu posisi, semakin besar porsi remunerasi variabel yang profile. The more senior a position, the greater the portion of the
pembayarannya dikaitkan dengan kinerja dan risiko. variable remuneration where the amount of remuneration is linked
to performance and risk.
Berkenaan dengan kebijakan remunerasi yang memperhitungkan With regard to remuneration policy that accounts for a company’s
kinerja perusahaan melebihi kinerja keuangan jangka pendek performance beyond short-term financial measurement, as
seperti yang telah diatur di POJK No. 45/POJK.03/2015 tentang regulated in POJK No. 45/POJK.03/2015 on the Implementation
680 PT Bank Permata Tbk Laporan Tahunan 2025
Page 683
Penerapan Tata Kelola dalam Pemberian Remunerasi Bank of Governance in the Remuneration of Commercial Banks,
Umum, Permata Bank memiliki kebijakan Remunerasi, yang Permata Bank has established a Remuneration policy that
mengatur bonus yang ditangguhkan. Peraturan yang berlaku regulates deferred bonuses. Prevailing regulations require the
mengharuskan Bank untuk menentukan posisi Material Risk Bank to determine the position of Material Risk Taker (MRT) related
Taker (MRT) terkait dengan penerapan remunerasi berbasis risiko. to the implementation of risk-based remuneration. The Bank has
Bank telah menetapkan kategori MRT dengan metode kualitatif, also established the category of MRT with a qualitative method,
yakni kategori tersebut ditentukan berdasarkan cakupan tugas where the category is determined based on the scope of duties
dan tanggung jawab pejabat bank yang berdampak signifikan and responsibilities of the executives that have a significant
terhadap profil risiko Bank. impact on the Bank’s risk profile.
Bonus kinerja untuk MRT tunduk pada ketentuan berikut: Performance bonus for MRT is subject to the following:
1. Penangguhan sebagian. 1. Partially deferred.
2. Sebagian dibayarkan dalam bentuk instrumen berbasis 2. Partial bonus paid in a shares-based instrument.
saham.
Selain itu, Bank memberlakukan sistem claw back dalam In addition, the Bank regulates bonuses with a claw back system
pemberian Sign-on Bonus (SOB) bagi karyawan yang baru in the form of a Sign-on Bonus (SOB) for employees who have
bergabung dengan Bank, sebagai kompensasi atas manfaat just joined the Bank, as compensation for financial benefits they
finansial yang tidak bisa diterima karyawan dari perusahaan cannot receive from their previous company, due to joining the
sebelumnya, sehubungan dengan bergabungnya karyawan Bank. SOB recipients must return the SOB fully (net) should he/she
dengan Bank. Penerima SOB diharuskan untuk mengembalikan leaves the Bank within the claw back period.
SOB secara penuh (net) apabila berhenti bekerja dari Bank
sebelum berakhirnya masa claw back.
Jenis risiko utama yang digunakan dalam menerapkan remunerasi The main types of risk used in implementing remuneration are
adalah Risiko Kredit dan Risiko Operasional. Belum ada perubahan Credit Risk and Operational Risk. There has been no change
penentuan jenis risiko utama dibandingkan dengan tahun lalu. in the determination of the main types of risk compared to the
previous year.
Pengukuran Kinerja Dikaitkan dengan Performance Measurement Related to
Remunerasi Remuneration
Penilaian kinerja dibuat berdasarkan pencapaian hasil kerja Performance assessment is made based on achievement
dibandingkan dengan target yang sudah disepakati di awal compared to the agreed targets at the beginning of the year. In
tahun. Dalam penerapan remunerasi yang ideal, karyawan akan the application of ideal remuneration, employees will receive the
menerima jumlah remunerasi yang sesuai dengan hasil penilaian amount of remuneration in line with the results of their performance.
kinerjanya. Penyesuaian remunerasi atas hasil kinerja disampaikan Remuneration adjustments for performance results are delivered
oleh manajer lini kepada karyawan di unit masing- masing. by line managers to employees in their respective units.
Setiap anggota Direksi dan karyawan memiliki target sebagai Each member of the Board of Directors and each employee
dasar untuk menilai kinerja. Target Direktorat secara berjenjang have individual targets as a basis for individual performance
diturunkan menjadi target unit kerja terkecil dan target individu assessment. The target of Directorates is cascaded down to the
karyawan pada lapisan paling bawah. Besarnya penyesuaian smallest unit targets, with individual targets at the final layer.
remunerasi berdasarkan penilaian kinerja individu. The amount of remuneration adjustment is based on individual
performance assessment.
Penyesuaian Remunerasi Dikaitkan dengan Remuneration Adjustments Related to
Kinerja dan Risiko Performance and Risk
Kebijakan pembayaran remunerasi variabel yang ditangguhkan The policy of deferred variable remuneration payment is applied to
diaplikasikan pada karyawan dengan kategori MRT, sehingga employees in the MRT category, for which the performance bonus
pembayaran bonus kinerja kepada pemegang posisi MRT tunduk payout to the incumbent MRT position is subject to Article 23 of the
pada ketentuan sesuai Pasal 23 POJK Remunerasi. POJK Remuneration guideline.
Besarnya persentase ditetapkan oleh Direksi dari tahun ke tahun The percentage is determined annually by the Board of Directors
dengan mempertimbangkan antara lain proyeksi kinerja finansial with consideration to the Bank’s financial performance outlook and
Bank dan pandangan Komite Remunerasi dan Nominasi. the perspectives of the Remuneration and Nomination Committee.
2025 Annual Report PT Bank Permata Tbk 681
Page 684
Tata Kelola Perusahaan
Good Corporate
Governance
Konsultan Eksternal External Consultants
Dalam upaya memberikan remunerasi yang optimal kepada In an effort to provide optimal remuneration to employees, the Bank
karyawan, Bank perlu melihat berbagai aspek, salah satunya needs to observe various aspects, one of which is the position of
adalah posisi Permata Bank di dalam industri dan di antara Permata Bank within the industry and among competitors. To that
para bank pesaing. Untuk itu, Bank menjalin kerja sama dengan end, the Bank collaborates with consultant Willis Towers Watson to
konsultan Willis Towers Watson dalam rangka mendapatkan obtain information on the latest remuneration market data.
informasi mengenai data-data remunerasi terkini pada market.
Paket Remunerasi dan Fasilitas yang Diterima oleh Direksi, Dewan Komisaris, dan Dewan Pengawas Syariah Mencakup
Struktur Remunerasi dan Rincian Jumlah Nominal
Remuneration Package and Facilities Received by the Board of Directors, the Board of Commissioners, and the Sharia
Supervisory Board Including Remuneration Structure and the Amount
Jumlah Diterima dalam Satu Tahun
Total Received in One Year
Direksi*) Dewan Komisaris*) Dewan Pengawas Syariah*)
Jenis Remunerasi dan Fasilitas
Board of Directors*) Board of Commissioners*) Sharia Supervisory Board*)
Type of Remuneration and Facilities
Jumlah Jumlah Jumlah
Rp Juta Rp Juta Rp Juta
Orang Orang Orang
Rp Million Rp Million Rp Million
Total Person Total Person Total Person
Gaji, bonus, tunjangan rutin, tantiem, 10 123.264,8 8 41.906,8 2 1.260,0
dan fasilitas lainnya dalam bentuk
non natura
Salary, bonus, regular allowance,
tantiem, and other non-natura
facilities
Fasilitas lain dalam bentuk natura – – –
(perumahan, asuransi kesehatan, dan
sebagainya) yang:
Other natura facilities (housing,
health insurance, and others) which:
a. dapat dimiliki | can be owned; 1.998,0 411,0 –
b. tidak dapat dimiliki | can not be 1.135,5 331,4 53,1
owned;
Jumlah | Total 10 126.398,3 8 42.649,2 2 1.313,1
Catatan | Note:
*)
Terjadi perubahan susunan Direksi di tahun 2025. Data termasuk seluruh Direksi dengan masa kerja berakhir pada tahun 2025
There were changes to the composition of the Board of Directors in 2025. Data includes the Board of Directors with end of tenure in 2025
Paket Remunerasi yang Dikelompokkan dalam Tingkat Penghasilan yang Diterima oleh Direksi, Anggota Dewan
Komisaris, dan Dewan Pengawas Syariah dalam Satu Tahun
Remuneration Package Grouped in the Level of Income Received by the Board of Directors, the Board of Commissioners,
and the Sharia Supervisory Board in One Year
Jumlah Komisaris Jumlah Dewan
Jumlah Direksi
Jumlah Remunerasi per Orang dalam Satu Tahun Number of Pengawas Syariah
Number of the
Total Remuneration per Person in One Year the Board of Number of Sharia
Board of Directors
Commissioners Supervisory Board
Di atas Rp2 miliar | Above Rp2 billion 10 8 –
Di atas Rp1 miliar–Rp2 miliar | Above Rp1 billion–Rp2 billion – – –
Di atas Rp500 juta–Rp1 miliar | Above Rp500 million–Rp1 billion – – 1
Rp500 juta ke bawah | Rp500 million to below – – 1
Catatan | Note:
*)
Terjadi perubahan susunan Direksi di tahun 2025. Data termasuk seluruh Direksi dengan masa kerja berakhir pada tahun 2025
There were changes to the composition of the Board of Directors in 2025. Data includes the Board of Directors with end of tenure in 2025
682 PT Bank Permata Tbk Laporan Tahunan 2025
Page 685
Remunerasi yang Bersifat Variabel Variable Remuneration
Pemberian remunerasi dalam bentuk variabel dikaitkan dengan The payment of variable remuneration is based on the achievement
pencapaian target tertentu serta dengan mempertimbangkan of specific targets by considering the risks that may occur in the
risiko yang bisa terjadi di hari kemudian; terdiri dari insentif untuk future; consisting of incentives for incentive-based employee
kelompok pekerjaan berbasis insentif dan bonus kinerja untuk groups and performance bonuses for other work groups.
kelompok pekerjaan lainnya.
Keputusan terkait pemberian remunerasi yang bersifat Decisions of the variable remuneration provision are the full right
variabel merupakan hak penuh institusi yang diambil dengan of the Company with consideration on the Bank’s comprehensive
mempertimbangkan kinerja Bank secara keseluruhan, kinerja unit performance, unit performance, individual performance, and risk
kerja terkait, kinerja individu, dan potensi risiko yang bisa terjadi that may eventuate in the future.
pada waktu yang akan datang.
Jumlah Direksi, Dewan Komisaris, Dewan Pengawas Syariah, dan Pegawai yang Menerima Remunerasi yang Bersifat
Variabel Selama Satu Tahun
Number of the Board of Directors, the Board of Commissioners, the Sharia Supervisory Board, and Employees who
Received Variable Remunerations in One Year
Jumlah Diterima dalam Satu Tahun
Total Received in One Year
Remunerasi yang Direksi Dewan Komisaris Dewan Pengawas Syariah Pegawai
Bersifat Variabel Board of Directors Board of Commissioners Sharia Supervisory Board Employee
Variable
Remunerations Jumlah Jumlah Jumlah Jumlah
Rp Juta Rp Juta Rp Juta Rp Juta
Orang Orang Orang Orang
Rp Million Rp Million Rp Million Rp Million
Total Person Total Person Total Person Total Person
Total 10 59.475 8 8.476 2 Nihil | Nil 7.837 508.007
Jabatan yang Menjadi Material Risk Taker Positions of Material Risk Taker
Bank memberi kategori MRT untuk seluruh pejabat Direksi dan The Bank set the MRT category to all members of the Board of
Pejabat Eksekutif yang membawahi bidang terkait dengan Kredit Directors and Executive Officers who are in charge in the areas
Korporasi, sebagai berikut: related to Corporate Credit, as follows:
• Board of Management (Direksi dan Chief). • Board of Management (Board of Directors and Chief).
• Corporate Banking Business Head. • Corporate Banking Business Head.
• Commercial Banking Business Head. • Commercial Banking Business Head.
• Credit Division Head. • Credit Division Head.
• Credit Analyst Division Head. • Credit Analyst Divison Head.
• Treasury Business Head. • Treasury Business Head.
Shares Options yang Dimiliki Direksi, Dewan Shares Options of the Board of Directors,
Komisaris, Dewan Pengawas Syariah, dan the Board of Commissioners, the Sharia
Pejabat Eksekutif Supervisory Board, and Executive Officers
Pada tahun 2025, Bank belum menerapkan kebijakan pemberian In 2025, the Bank did not implement a remuneration policy for
remunerasi dalam bentuk shares option. shares option.
Jumlah Penerima dan Jumlah Total Number of Recipients and Total Amount
Remunerasi yang Bersifat Variabel yang of Variable Remuneration Guaranteed
Dijamin Tanpa Syarat akan Diberikan oleh Unconditionally to be Provided by the Bank
Bank
Bank tidak memberikan remunerasi yang bersifat variabel yang The Bank does not provide any variable remuneration that is
dijamin tanpa syarat akan diberikan oleh Bank kepada calon guaranteed without conditions to be provided by the Bank for
Direksi, calon Dewan Komisaris, dan/atau calon pegawai selama candidates of the Board of Directors, the Board of Commissioners,
satu tahun pertama bekerja sebagaimana dimaksud dalam and/or employees for the first one working year as referred to in
Pasal 21 POJK Remunerasi. Article 21 of POJK Remuneration guideline.
2025 Annual Report PT Bank Permata Tbk 683
Page 686
Tata Kelola Perusahaan
Good Corporate
Governance
Rasio Gaji Tertinggi dan Terendah
Highest and Lowest Salary Ratio
Uraian Rasio | Ratio Description
Gaji pegawai yang tertinggi dan terendah 93 : 1 Highest and lowest salary of employee
Gaji Direksi yang tertinggi dan terendah 2,23 : 1 Highest and lowest salary of the Board of
Directors
Gaji Dewan Komisaris yang tertinggi dan 1,39 : 1 Highest and lowest salary of the Board of
terendah Commissioners
Gaji Dewan Pengawas Syariah yang tertinggi dan 1,25 : 1 Highest and lowest salary of the Sharia
terendah Supervisory Board
Gaji Direksi tertinggi dan pegawai tertinggi 2,23 : 1 Highest of the Board of Directors and employee
Jumlah Pegawai yang Terkena Pemutusan Number of Terminated Employees and Total
Hubungan Kerja dan Total Nominal Pesangon Nominal of Severance Paid
yang Dibayarkan
Tidak terdapat pegawai yang terkena pemutusan hubungan kerja No employee was subject to termination of employment in
sesuai dengan kriteria yang tercantum di dalam POJK No. 45/ accordance with the criteria set forth in the POJK No. 45/
POJK.03/2015 tentang Penerapan Tata Kelola dalam Pemberian POJK.03/2015 on the Implementation of Governance in the
Remunerasi Bank Umum. Remuneration of Commercial Banks.
Jumlah Total Remunerasi yang Bersifat Variabel yang Ditangguhkan
Total Amount of Deferred Variable Remuneration
dalam jutaan Rupiah | in million Rupiah
Uraian 2025 **)
2024 *)
Description
Remunerasi Variabel yang ditangguhkan 30.126 44.743 Deferred Variable Remuneration
*)
Remunerasi Variabel diperjanjikan pada tahun 2024 yang dibayarkan setelah tahun 2024 | Variable Remuneration agreed in 2024 paid after 2024
**)
Remunerasi Variabel diperjanjikan pada tahun 2025 yang dibayarkan setelah tahun 2025 | Variable Remuneration agreed in 2025 paid after 2025
Jumlah Total Remunerasi yang Bersifat Variabel yang Ditangguhkan yang Dibayarkan selama Satu Tahun
Total Amount of Deferred Variable Remuneration Paid in One Year
dalam jutaan Rupiah | in million Rupiah
Uraian 2025 **)
2024 *)
Description
Remunerasi Variabel yang ditangguhkan 32.396,2 19.836,3 Deferred Variable Remuneration
*)
Remunerasi Variabel diperjanjikan pada tahun 2024 yang dibayarkan setelah tahun 2024 | Variable Remuneration agreed in 2024 paid after 2024
**)
Remunerasi Variabel diperjanjikan pada tahun 2025 yang dibayarkan setelah tahun 2025 | Variable Remuneration agreed in 2025 paid after 2025
Rincian Remunerasi yang Diberikan dalam Satu Tahun untuk MRT
Detail of Remuneration Provided in One Year for MRT
dalam jutaan Rupiah | in million Rupiah
Remunerasi yang Bersifat Tetap Fixed Remuneration
1. Tunai 119.838 Cash
2. Saham atau instrumen yang Nihil | Nil Shares or share-based instruments
berbasis saham yang diterbitkan issued by the Bank
bank
Remunerasi yang Bersifat Variabel Variable Remuneration
Tidak Ditangguhkan Ditangguhkan
Non-deferred Deferred
1. Tunai 50.204,9 6.242,5 Cash
2. Saham atau instrumen yang – 4.853,1 Shares or share-based instruments
berbasis saham yang diterbitkan issued by the Bank
bank
684 PT Bank Permata Tbk Laporan Tahunan 2025
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Informasi Kuantitatif mengenai Remunerasi Variabel untuk MRT
Quantitative Information about Variable Remuneration for MRT
Total Pengurangan selama Periode Laporan
Total Deductions during the Reporting Period
Jenis Remunerasi yang Bersifat Sisa yang Masih
Disebabkan Disebabkan
Variabel Ditangguhkan
Penyesuaian Penyesuaian Implisit
Type of Variable Remuneration Remaining Deferred Total (A+B)
Eksplisit (A) (B)
Total (A+B)
Caused by Explicit Caused by Implicit
Adjustments (A) Adjustments (B)
1. Tunai (dalam jutaan Rupiah) 3.546,3 Nihil | Nil Nihil | Nil Nihil | Nil
Cash (in million Rupiah)
2. Saham atau instrumen yang 3.546,3 Nihil | Nil (317,6) (317,6)
berbasis saham yang diterbitkan
Bank (dalam lembar saham dan
nominal jutaan Rupiah yang
merupakan konversi dari lembar
saham tersebut)
Shares or equity-based
instruments issued by the Bank
(in shares and nominal millions of
Rupiah, which are a conversion
from those shares)
Total 7.092,6 Nihil | Nil (317,6) (317,6)
Paket Remunerasi dan Fasilitas yang Diterima oleh Komite Mencakup Struktur Remunerasi dan Rincian Jumlah Nominal
Remuneration Packages and Facilities Received by Committees Including Remuneration Structure and Details of
Nominal Amount
Jumlah Diterima dalam Satu Tahun
Total Received in One Year
Komite Remunerasi dan
Komite Audit Nominasi Komite Pemantau Risiko*)
Jenis Remunerasi dan Fasilitas
Audit Committee Remuneration and Risk Monitoring Committee*)
Type of Remuneration and Facilities
Nomination Committee
Jumlah Jumlah Jumlah
Rp Juta Rp Juta Rp Juta
Orang Orang Orang
Rp Million Rp Million Rp Million
Total Person Total Person Total Person
Gaji, bonus, tunjangan rutin, tantiem, 2 1.003,5 Nihil | Nil 4 869,8
dan fasilitas lainnya dalam bentuk
non natura
Salary, bonus, regular allowance,
tantiem, and other non-natura
facilities
Fasilitas lain dalam bentuk natura Nihil | Nil
(perumahan, asuransi kesehatan, dan
sebagainya) yang:
Other natura facilities (housing,
health insurance, and others) which:
a. dapat dimiliki | can be owned; Nihil | Nil Nihil | Nil Nihil | Nil
b. tidak dapat dimiliki | can not be 49,5 Nihil | Nil 39,5
owned;
Jumlah | Total 2 1.053,0 4 909,3
Catatan | Note:
*)
Terjadi perubahan susunan Komite Pemantau Risiko di tahun 2025. Data termasuk seluruh Komite Pemantau Risiko dengan masa kerja berakhir pada tahun 2025
There were changes to the composition of the Risk Monitoring Committee in 2025. Data includes the Risk Monitoring Committee with end of tenure in 2025
2025 Annual Report PT Bank Permata Tbk 685
Page 688
Tata Kelola Perusahaan
Good Corporate
Governance
Penilaian Dewan Komisaris dan Kebijakan The Board of Commissioners’ Assessment as
Remunerasi serta Nominasi Dewan Komisaris well as Remuneration and Nomination Policy
of the Board of Commissioners
Kriteria dan Penilaian Dewan Komisaris The Board of Commissioners’ Assessment
Penilaian terhadap kinerja anggota Dewan Komisaris Perseroan The performance assessment of members of the Company’s
pada dasarnya dilakukan oleh Pemegang Saham melalui Board of Commissioners is carried out by the shareholders
mekanisme penilaian kinerja individu dan selanjutnya dilakukan through an individual performance assessment mechanism and
penilaian oleh wakil pemegang saham utama (Komisaris Utama). subsequently assessed by representatives of the main shareholder
(President Commissioner).
Dalam pelaksanaannya, Permata Bank melalui Komite Remunerasi In its implementation, Permata Bank through the Remuneration
dan Nominasi melakukan penilaian tahunan bagi kinerja Dewan and Nomination Committee conducts an annual assessment
Komisaris dan pengungkapan kriteria dan proses dilakukan on the performance of the Board of Commissioners and the
pada setiap penilaian tahunan, sebagaimana ditetapkan dalam disclosure of criteria and processes is conducted at each annual
piagam Komite Remunerasi dan Nominasi. assessment, as stipulated in the Remuneration and Nomination
Committee Charter.
Balanced Scorecard yang digunakan dalam penilaian tahunan The Balanced Scorecard used for the annual performance
bagi kinerja Dewan Komisaris terdiri dari tiga aspek, yaitu assessment of the Board of Commissioners consists of three
Governance, Internal Process, dan Learning & Growth. aspects: Governance, Internal Process, and Learning & Growth.
Aspek Governance memiliki bobot sebesar 40%, aspek Internal The Governance aspect has a weight of 40%, the Internal Process
Process memiliki bobot sebesar 40% dan aspek Learning & Growth aspect has a weight of 40%, the Learning & Growth aspect has a
memiliki bobot sebesar 20% dari total Balanced Scorecard yang weight of 20% of the total Balanced Scorecard used.
digunakan.
Indikator dan parameter yang digunakan dalam penilaian tahunan The indicators and parameters used for the 2025 annual
bagi kinerja Dewan Komisaris di tahun 2025, sebagai berikut: performance assessment of the Board of Commissioners are
as follows:
Indikator Parameter Nilai
%
Indicator Parameters Score
Tata Kelola | Governance
Struktur Struktur Organisasi Struktur organisasi memenuhi persyaratan 5 10
Structure Organization Structure Organizational structure meets the requirement
Komite Dewan Komisaris Komite Dewan Komisaris telah memenuhi 5 10
persyaratan
BOC Committee BOC Committee meet the requirement
Proses Jumlah Rapat • Rapat Dewan Komisaris minimal sekali dalam 5 10
Process sebulan
• Rapat gabungan Dewan Komisaris-Direksi
minimal sekali setiap empat bulan
Number of Meetings • BOC Meeting at least once a month
• Joint BOC-BOD at least once every four months
Kehadiran Rapat Sedikitnya 75% per tahun 5 10
Meeting Attendance At least 75% per year
Risalah Rapat 30 hari kalender setelah rapat 5 10
Meeting Minutes 30 calendar day after meetings
686 PT Bank Permata Tbk Laporan Tahunan 2025
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Indikator Parameter Nilai
%
Indicator Parameters Score
Hasil Laporan Tahunan Dipublikasi 28 hari sebelum RUPST 5 10
Outcome Annual Report Release 28 days before AGMS
Laporan Keuangan Auditan Persetujuan Laporan Keuangan 5 10
Audited Financial Report Financial Report approval
Piagam Kerja Komite Dewan Meninjau Piagam Kerja Komite Dewan Komisaris 5 10
Komisaris
BOC Committee Charter Review of BOC Committee Charter
GCG Self-Assessment Dewan Mendapatkan peringkat “Baik” 5 10
Komisaris
BOC GCG Self-Assessment Rating “Good”
Opini Auditor Opini Wajar Tanpa Pengecualian 5 10
Auditor’s Opinion Unqualified opinion
Proses Internal | Internal Process
Strategi Rencana Bisnis Bank (RBB) Penyampaian RBB/Rev. RBB (jika ada) 5 10
Strategy Bank Business Plan RBB Submission/Rev. RBB Submission (if any)
Rencana Aksi Keuangan Penyampaian RAKB 5 10
Berkelanjutan (RAKB)
Sustainable Finance Action SFAB Submission
Plan (SFAB)
Rencana Pemulihan dan • Rencana Pemulihan setiap satu tahun sekali 5 5
Rencana Resolusi • Rencana Resolusi setiap dua tahun sekali
Recovery Plan and Resolution • Recovery Plan every one year
Plan • Resolution Plan every two year
Pemberian Pemberian nasihat ke Direksi Rapat Gabungan/Konsultasi Dewan Komisaris 5 10
Nasihat Advice to BOD Joint Meeting/BOC Consultation
Advisory Kebijakan Nominasi Tinjauan kebijakan nominasi 5 5
Nomination Policy Review of nomination policy
Struktur Remunerasi Proposal struktur remunerasi ke RUPST 5 10
Remuneration Structure Remuneration structure proposal for AGMS
Penunjukan Akuntan Publik Proposal akuntan publik ke RUPST 5 10
Public Accountant Public accountant proposal for AGMS
Appointment
Fungsi Kepatuhan Tinjauan fungsi kepatuhan setiap semester 5 5
Compliance Function Review of the compliance function every
semester
Persetujuan Aksi Korporasi Tidak lebih dari 15 hari kerja – –
Approval Corporate Action No later than 15 working days
Legal Lending Limit Tinjauan legal lending limit (jika ada) – –
Legal Lending Limit Review of the legal lending limit (if any)
Laporan Pengawasan Laporan pengawasan untuk RUPST 5 10
Tahunan
Annual Supervision Report Supervision report for AGMS
Program Satuan Kerja Tinjauan Program Kerja Audit setiap tahun 5 10
Internal Audit
Internal Audit Work Program Review of the Audit Work Program every year
Laporan Profil Risiko Tinjauan Laporan Profil Risiko setiap tiga bulan 5 10
Risk Profile Report Review of the Risk Profile Report every three
months
Kerangka Manajemen Risiko Tinjauan Kerangka Manajemen Risiko setiap 5 10
tahun
Risk Management Review of Risk Management Framework every
Framework year
2025 Annual Report PT Bank Permata Tbk 687
Page 690
Tata Kelola Perusahaan
Good Corporate
Governance
Indikator Parameter Nilai
%
Indicator Parameters Score
Learning & Growth
Orientasi Dewan Komisaris Partisipasi anggota baru Dewan Komisaris – –
BOC Orientation Participation of new member of the BOC
Pendidikan/Pelatihan/Seminar Sedikitnya satu tahun sekali 5 50
Education/Training/Seminar At least one per year
Sertifikasi/Keahlian Memenuhi kualifikasi/keahlian 5 50
Certification/Skills Meet the qualifications/skills
Skor Penilaian | Assessment Score
5: Istimewa | Exceptional
4: Sangat Baik | Very Good
3: Melampaui Harapan | Exceeds Expectations
2: Sesuai Harapan | Meets Expectations
1: Perlu Peningkatan | Improvement Required
Prosedur Penetapan Remunerasi Dewan The Board of Commissioners’ Remuneration
Komisaris Procedure
Pengertian remunerasi untuk Dewan Komisaris bagi Permata Remuneration for the Board of Commissioners is compensation
Bank adalah kompensasi yang diberikan oleh Bank berdasarkan provided by the Bank for the contribution of members of the Board
kontribusi anggota Dewan Komisaris selama periode tertentu. of Commissioners during a certain period. The remuneration
Penentuan nilai remunerasi dan fasilitas yang didapat oleh value and facilities entitled by the Board of Commissioners are
Dewan Komisaris ditentukan oleh RUPS Tahunan. Permata Bank determined by the Annual GMS. The remuneration for the Board
menganut prinsip-prinsip di bawah ini untuk menentukan nilai of Commissioners of Permata Bank is determined by the following
remunerasi Dewan Komisaris: principles:
1. Remunerasi ditentukan sesuai dengan peraturan perundang- 1. Remuneration is determined in compliance with prevailing
undangan yang berlaku. laws and regulations.
2. Remunerasi ditentukan berdasarkan asas keterbukaan, 2. Remuneration is determined based on the principle of
keseimbangan internal serta bersaing dengan tingkat transparency, internal balance, and competitiveness with
remunerasi di industri perbankan. remuneration in the banking industry.
3. Remunerasi ditentukan selaras dengan independensi Dewan 3. Remuneration is determined in line with the independency
Komisaris sesuai dengan perannya dalam mengawasi of the Board of Commissioners with regard to their roles in
jalannya pengelolaan Permata Bank. supervising the management of Permata Bank.
4. Remunerasi ditentukan sesuai dengan kontribusi individu. 4. Remuneration is determined by individual contributions.
Prosedur Nominasi Dewan Komisaris Nomination Procedures of the Board of
Commissioners
Dalam proses nominasi anggota Dewan Komisaris, Komite In the nomination process of the Board of Commissioners
Nominasi dan Remunerasi akan memberikan rekomendasi members, the Nomination and Remuneration Committee will
mengenai kandidat untuk posisi Komisaris dengan mekanisme provide recommendations for a Commissioner position with the
sebagai berikut; following mechanisms:
1. Komite akan menerima surat dari Pemegang Saham 1. The Committee will receive a letter from Shareholders
mengenai pergantian/pengangkatan anggota Komisaris. regarding the replacement/appointment of members of the
Board of Commissioners.
2. Setelah mengevaluasi pengalaman dan rekam jejak kandidat, 2. After evaluating the experience and track records of the
komite selanjutnya akan memberikan rekomendasi kepada candidate, the Committee will then provide recommendations
Dewan Komisaris untuk disampaikan dalam Rapat Umum to the Board of Commissioners to be submitted at the General
Pemegang Saham, serta mendapatkan persetujuan dari Meeting of Shareholders, as well as obtaining approval from
Regulator. the Regulators.
688 PT Bank Permata Tbk Laporan Tahunan 2025
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Penilaian Direksi dan Kebijakan Remunerasi The Board of Directors’ Assessment as well as
serta Nominasi Direksi Remuneration and Nomination Policy of the
Board of Directors
Kriteria dan Penilaian Direksi The Board of Directors’ Assessment
Penilaian terhadap kinerja Direksi, baik Direksi maupun masing- The Board of Directors’ performance assessment, both the Board of
masing anggota Direksi Permata Bank pada dasarnya mencakup: Directors collectively as well as each Director individually includes:
• Performance Planning • Performance Planning
Performance planning digunakan setiap awal tahun. Performance planning is implemented at the beginning of
Performance planning Direksi merupakan pelaksanaan dari each year. The Board of Directors’ performance planning is the
Visi dan Misi Permata Bank serta rencana strategis tahunan implementation of Permata Bank’s Vision and Mission as well
Permata Bank. as Permata Bank’s annual strategic plan.
• Performance Feedback dan Coaching • Performance Feedback and Coaching
Performance Feedback dan Coaching merupakan suatu Performance Feedback and Coaching is an interactive
proses interaktif melalui rapat antara Direksi dan Dewan process that takes place through meetings between the
Komisaris untuk mendapatkan masukan sehubungan dengan Board of Directors and the Board of Commissioners to obtain
penilaian kinerja Direksi dalam kurun waktu tertentu. feedback on the Board of Directors’ performance assessment
in a certain period.
• Penilaian Tengah Tahun dan Akhir tahun • Mid-Year and End-Year Assessments
Umumnya, penilaian atas kinerja Direksi dilakukan dua kali Generally, assessments of Board of Directors’ performance are
dalam setahun. conducted twice a year.
Dalam pelaksanaannya, Permata Bank melalui Komite Remunerasi In implementation, Permata Bank through the Remuneration
dan Nominasi melakukan penilaian tahunan bagi kinerja Direksi and Nomination Committee conducts an annual assessment of
dan pengungkapan kriteria dan proses dilakukan pada setiap the performance of the Board of Directors and the disclosure of
penilaian tahunan. Kriteria penilaian dilakukan berdasarkan criteria and processes is conducted at each annual assessment.
capaian kinerja dari sisi keuangan, kualitas tata kelola, efektivitas The assessment criteria are carried out based on performance
operasional serta pengembangan sumber daya manusia selama achievements in terms of finance, quality of governance,
tahun buku. operational effectiveness, as well as human resources
development during the fiscal year.
Seperti halnya penilaian kinerja kepada Direksi, Komite Similar with the performance assessment of the Board of Directors,
Remunerasi dan Nominasi juga melakukan penilaian kinerja the Remuneration and Nomination Committee also conducts
tahunan bagi Direktur Utama. Tinjauan kinerja Direktur Utama an annual performance assessment for the President Director.
bersama dengan anggota Direksi lainnya dipresentasikan dan A review of the performance of the President Director and other
dibahas dalam Rapat Komite Remunerasi dan Nominasi. Hasil members of the Board of Directors is presented and discussed
penilaian tersebut menjadi dasar dalam penentuan besaran at the Remuneration and Nomination Committee Meeting. The
remunerasi variabel yang akan diterima oleh Direksi. results of this assessment shall be used as basis for determining
the amount of variable remuneration that will be received by the
Board of Directors.
Prosedur Penetapan Remunerasi Direksi The Board of Directors’ Remuneration
Procedure
Permata Bank memberikan remunerasi untuk Direksi atas dasar Permata Bank provides remuneration for the Board of Directors
kinerja Direksi baik individual maupun kolektif selama periode based on collective and individual performance during a certain
tertentu dengan mempertimbangkan perbandingan tingkat period, which takes into account fair-value consideration with
remunerasi Direksi industri perbankan. Seperti penentuan the Board of Directors in the banking industry. In line with the
remunerasi Dewan Komisaris, remunerasi dan fasilitas yang remuneration determination of the Board of Commissioners, the
didapat oleh Direksi juga ditetapkan oleh RUPS Tahunan. remuneration and other facilities entitled by the Board of Directors
Kewenangan RUPS dapat dilakukan oleh Dewan Komisaris are deliberated by the Annual GMS. The GMS may delegate the
atas nama RUPS setelah mendapatkan pendelegasian authority to the Board of Commissioners, who will then exercise
kewenangan RUPS. the authority on behalf of the GMS.
2025 Annual Report PT Bank Permata Tbk 689
Page 692
Tata Kelola Perusahaan
Good Corporate
Governance
Remunerasi untuk Direksi dirumuskan dalam sistem kompensasi The Board of Directors’ remuneration is formulated in the
yang diusulkan oleh Komite Remunerasi dan Nominasi compensation system as proposed by the Remuneration
yang terdiri dari Komisaris Independen yang menjadi Ketua, and Nomination Committee consisting of an Independent
Komisaris Independen, dua Komisaris dan Pejabat Eksekutif Commissioner as Chairman, Independent Commissioner, two
yang mempunyai kapabilitas dalam pengelolaan sumber daya Commissioners and Executive Officer with capabilities in human
manusia. Hasil dari perumusan tersebut selanjutnya diusulkan resource management. The proposal from the Remuneration
dalam RUPS Tahunan untuk mendapatkan persetujuan. and Nomination Committee is submitted to the Annual GMS
for approval.
Remunerasi yang diterima oleh Direksi dapat berupa: The remuneration received by the Board of Directors can be in the
form of:
1. Remunerasi Tetap: gaji pokok, tunjangan tetap, tunjangan hari 1. Fixed Remuneration: basic salary, fixed allowance, holiday
raya, dan tunjangan akhir tahun. allowance, and end of year allowance.
2. Remunerasi Variabel: yaitu remunerasi tidak tetap serta 2. Variable Remuneration: non-fixed remuneration that can be in
variabel yang dapat berupa bonus dan/atau insentif the form of bonuses and/or long-term incentives.
jangka panjang.
Indikator Penetapan Remunerasi Direksi The Board of Directors’ Remuneration
Indicators
Penetapan remunerasi untuk Direksi terkait erat dengan kinerja Determination of the Board of Directors’ remuneration is closely
Permata Bank. Selain itu, remunerasi juga didasarkan pada related to the performance of Permata Bank. Remuneration
perkembangan kondisi perekonomian dalam negeri. Penentuan also takes into account the development of domestic economic
remunerasi Direksi berdasarkan prinsip-prinsip berikut ini: conditions. Remuneration of the Board of Directors is determined
based on the following principles:
1. Nilai remunerasi Direksi bersaing dan senantiasa 1. Remuneration of the Board of Directors is competitive and
dibandingkan dengan kompensasi yang berlaku pada pasar periodically compared to remuneration in the banking
industri perbankan secara berkala. industry.
2. Nilai remunerasi bergantung pada komponen tetap dan 2. Remuneration consists of fixed and variable components,
variabel yang relatif terhadap kinerja Bank baik dalam jangka which take into account the Bank’s short and long-term
pendek dan panjang serta perekonomian dalam negeri. performance, as well as domestic economic conditions.
Prosedur Nominasi Direksi Nomination Procedure of the Board of Directors
Dalam proses nominasi Direksi, Komite Nominasi dan Remunerasi In the nomination process of Directors, the Nomination and
akan memberikan rekomendasi mengenai kandidat untuk posisi Remuneration Committee will provide recommendations for the
Direksi dengan mekanisme sebagai berikut: Director position with the following mechanisms:
1. Komite akan menerima surat dari pemegang saham 1. The Committee will receive a letter from shareholders
mengenai pergantian/pengangkatan anggota Direksi. regarding the replacement/appointment of a member of the
Board of Directors.
2. Setelah mengevaluasi pengalaman, rekam jejak serta 2. After evaluating the experience and track records of the
kesesuaian kandidat dengan visi misi Bank, komite selanjutnya candidate, as well as the candidates’ conformity with the
akan memberikan rekomendasi kepada Dewan Komisaris Bank’s vision and mission, the Committee will then provide
untuk disampaikan dalam Rapat Umum Pemegang Saham, recommendations to the Board of Commissioners to be
serta mendapatkan persetujuan dari Regulator. submitted at the General Meeting of Shareholders, as well as
obtaining approval from the Regulators.
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Hubungan Afiliasi
Affiliated Relationship
Kriteria penentuan hubungan Afiliasi Perseroan mengacu pada The criteria for determining the Company’s affiliated relationships
Peraturan OJK No. 42/POJK.04/2020 tentang Transaksi Afiliasi refer to OJK Regulation No. 42/POJK.04/2020 on Affiliated
dan Transaksi Benturan Kepentingan (POJK 42/2020) serta Transactions and Conflict of Interest Transactions (POJK 42/2020)
Peraturan OJK No. 17 Tahun 2023 tentang Penerapan Tata Kelola and OJK Regulation No. 17 of 2023 on the Implementation of
bagi Bank Umum (POJK 17/2023). Governance for Commercial Banks (POJK 17/2023).
Secara berkala, Perseroan melakukan pengkinian informasi On a periodic basis, the Company updates information relating to
keluarga, kepemilikan saham, maupun jabatan yang di luar familial relationships, share ownership, and positions held outside
Perseroan dari masing-masing anggota Dewan Komisaris, Direksi, the Company for each member of the Board of Commissioners,
dan Dewan Pengawas Syariah Perseroan. Dari pengkininan the Board of Directors, and the Sharia Supervisory Board. Based
informasi tersebut, selanjutnya Perseroan melakukan indentifikasi on these updates, the Company subsequently identifies affiliated
hubungan Afiliasi antar anggota Dewan Komisaris, Direksi, dan relationships among members of the Board of Commissioners, the
Dewan Pengawas Syariah. Board of Directors, and the Sharia Supervisory Board.
Hubungan Afiliasi Dewan Komisaris Affiliated Relationship of the Board of
Commissioners
Anggota Dewan Komisaris tidak memiliki hubungan keuangan Members of the Board of Commissioners did not have financial
dan tidak memiliki hubungan keluarga sampai derajat kedua and familial relations up to the second level with other members
dengan anggota lain dari Dewan Komisaris, Dewan Pengawas of the Board of Commissioners, the Sharia Supervisory Board, and
Syariah, dan Direksi. the Board of Directors.
Namun, terdapat beberapa anggota Dewan Komisaris Perseroan However, several members of the Company’s Board of
juga menjabat sebagai anggota Direksi pada Bangkok Bank Commissioners also hold positions as members of the Board of
(pemegang saham pengendali Perseroan) maupun dalam Directors at Bangkok Bank (the Company’s controlling shareholder)
perusahaan grup Bangkok Bank. Adapun rangkap jabatan and/or within companies of the Bangkok Bank group. Such
tersebut dikarenakan peran mereka sebagai Komisaris Non concurrent positions arise from their roles as Non-Independent
Independen yang menjalankan tugas fungsional dari Bangkok Commissioners, through which they perform functional duties
Bank sesuai dengan ketentuan POJK 17/2023. on behalf of Bangkok Bank in accordance with the provisions of
POJK No. 17/2023.
Hubungan afiliasi anggota Dewan Komisaris dengan pemegang Affiliated relationship between members of the Board of
saham pengendali (pemegang saham utama) Permata Bank Commissioners and Permata Bank’s controlling shareholders
juga dapat dilihat di bagian Profil Dewan Komisaris pada (main shareholders) is also presented under the Board of
halaman 110–125. Commissioners Profile section on page 110–125.
Tabel hubungan afiliasi anggota Dewan Komisaris Permata Bank The table of affiliated relationships of members of the
disajikan sebagai berikut: Permata Bank Board of Commissioners is presented as follows:
2025 Annual Report PT Bank Permata Tbk 691
Page 694
Tata Kelola Perusahaan
Good Corporate
Governance
Hubungan Keluarga dengan Hubungan Keuangan dengan
Family Relationship with Financial Relationship with
Dewan Dewan
Pemegang Pemegang
Dewan Pengawas Dewan Pengawas
Direksi Saham Direksi Saham
Nama Komisaris Syariah Komisaris Syariah
Board of Pengendali Board of Pengendali
Name Board of Sharia Board of Sharia
Directors Controlling Directors Controlling
Commissioners Supervisory Commissioners Supervisory
Shareholders Shareholders
Board Board
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Chartsiri – √ – √ – √ – √ – √ – √ – √ √ –
Sophonpanich
Chong Toh – √ – √ – √ – √ – √ – √ – √ √ –
Niramarn Laisathit – √ – √ – √ – √ – √ – √ – √ √ –
Chalit Tayjasanant – √ – √ – √ – √ – √ – √ – √ – √
Haryanto Sahari – √ – √ – √ – √ – √ – √ – √ – √
Goei Siauw Hong – √ – √ – √ – √ – √ – √ – √ – √
Yap Tjay Soen – √ – √ – √ – √ – √ – √ – √ – √
Riswinandi – √ – √ – √ – √ – √ – √ – √ – √
Hubungan Afiliasi Dewan Pengawas Syariah Affiliated Relationship of the Sharia
Supervisory Board
Anggota Dewan Pengawas Syariah tidak memiliki hubungan Members of the Sharia Supervisory Board did not have financial
keuangan dan tidak memiliki hubungan keluarga sampai derajat and familial relations up to the second level with other members
kedua dengan anggota lain dari Dewan Pengawas Syariah, of the Sharia Supervisory Board, the Board of Commissioners, and
Dewan Komisaris, dan Direksi. the Board of Directors.
Tabel hubungan afiliasi anggota Dewan Pengawas Syariah The table of affiliated relationships of members of Permata Bank’s
Permata Bank disajikan sebagai berikut: Sharia Supervisory Board is presented as follows:
Hubungan Keluarga dengan Hubungan Keuangan dengan
Family Relationship with Financial Relationship with
Dewan Dewan
Pemegang Pemegang
Dewan Pengawas Dewan Pengawas
Direksi Saham Direksi Saham
Nama Komisaris Syariah Komisaris Syariah
Board of Pengendali Board of Pengendali
Name Board of Sharia Board of Sharia
Directors Controlling Directors Controlling
Commissioners Supervisory Commissioners Supervisory
Shareholders Shareholders
Board Board
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Prof. Dr. H. Jaih, SE., – √ – √ – √ – √ – √ – √ – √ – √
MH., M.Ag.
Asep Supyadillah – √ – √ – √ – √ – √ – √ – √ – √
Habibullah *)
– √ – √ – √ – √ – √ – √ – √ – √
Catatan | Note:
*)
Efektif pengangkatan sebagai anggota Dewan Pengawas Syariah berlaku efektif tanggal 1 Januari 2026.
Effective appointment of the member of Sharia Supervisory Board is effective on 1 January 2026.
Hubungan Afiliasi Direksi Affiliated Relationship of the Board of Directors
Anggota Direksi tidak memiliki hubungan keuangan dan tidak Members of the Board of Directors did not have financial and
memiliki hubungan keluarga sampai derajat kedua dengan familial relations up to the second level with other members of
anggota lain dari Direksi, Dewan Komisaris, Dewan Pengawas the Board of Directors, the Board of Commissioners, the Sharia
Syariah, dan/atau pemegang saham pengendali (pemegang Supervisory Board, and/or with Permata Bank’s controlling
saham utama) Permata Bank. shareholders (main shareholders).
692 PT Bank Permata Tbk Laporan Tahunan 2025
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Tabel hubungan afiliasi anggota Direksi Permata Bank disajikan The table of affiliated relationships of members of the
sebagai berikut: Permata Bank Board of Directors is presented as follows:
Hubungan Keluarga dengan Hubungan Keuangan dengan
Family Relationship with Financial Relationship with
Dewan Dewan
Pemegang Pemegang
Dewan Pengawas Dewan Pengawas
Direksi Saham Direksi Saham
Nama Komisaris Syariah Komisaris Syariah
Board of Pengendali Board of Pengendali
Name Board of Sharia Board of Sharia
Directors Controlling Directors Controlling
Commissioners Supervisory Commissioners Supervisory
Shareholders Shareholders
Board Board
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Meliza M. Rusli – √ – √ – √ – √ – √ – √ – √ – √
Dhien Tjahajani – √ – √ – √ – √ – √ – √ – √ – √
Djumariah – √ – √ – √ – √ – √ – √ – √ – √
Tenteram
Dayan Sadikin – √ – √ – √ – √ – √ – √ – √ – √
Setiatno Budiman – √ – √ – √ – √ – √ – √ – √ – √
Rudy Basyir – √ – √ – √ – √ – √ – √ – √ – √
Ahmad
Eddie Sajoga – √ – √ – √ – √ – √ – √ – √ – √
Evi – √ – √ – √ – √ – √ – √ – √ – √
Ahmad Mikail – √ – √ – √ – √ – √ – √ – √ – √
Madjid*)
Catatan | Note:
*)
Efektif pengangkatan sebagai anggota Direksi berlaku efektif tanggal 24 Oktober 2025.
Effective appointment of the member of Board of Directors is effective on 24 October 2025.
Komite-Komite di Bawah Dewan Komisaris
Committees of the Board of Commissioners
Komite Audit Audit Committee
Komite Audit merupakan komite yang dibentuk untuk membantu The Audit Committee is established to assist the Board of
Dewan Komisaris dalam melaksanakan fungsi, tugas dan Commissioners in performing its supervisory functions, duties and
tanggung jawab pengawasan secara efektif dan independen responsibilities effectively and independently, particularly on the
di bidang pelaksanaan dan pelaporan pencatatan keuangan, implementation and reporting of financial records, the adequacy of
kecukupan pengelolaan risiko, pengendalian internal secara risk management, the effectiveness and independence of internal
efektif dan independen, dan efektivitas pemeriksaan oleh auditor controls, and effectiveness of audits conducted by external and
eksternal dan internal. internal auditors.
Dasar Hukum Legal Basis
Pembentukan Komite Audit berdasarkan peraturan-peraturan The Audit Committee was established based on the following
sebagai berikut: regulations:
1. Undang-undang Republik Indonesia No. 40 tahun 2007 1. Law of the Republic of Indonesia No. 40 Year 2007 concerning
tentang Perseroan Terbatas. Limited Liability Company.
2. POJK No. 55/POJK.04/2015 tanggal 29 Desember 2015 2. POJK No. 55/POJK.04/2015 dated 29 December 2015
tentang Pembentukan dan Pedoman Pelaksanaan Kerja concerning Formation and Implementation Guidelines of
Komite Audit. Audit Committee.
2025 Annual Report PT Bank Permata Tbk 693
Page 696
Tata Kelola Perusahaan
Good Corporate
Governance
3. POJK No. 1/POJK.03/2019 tanggal 28 Januari 2019 tentang 3. POJK No. 1/POJK.03/2019 dated 28 January 2019
Penerapan Fungsi Audit Intern pada Bank Umum. concerning the Implementation of Internal Audit Function in
Commercial Banks.
4. POJK No. 42/POJK.04/2020 tanggal 2 Juli 2020 tentang 4. POJK No. 42/POJK.04/2020 dated 2 July 2020 concerning
Transaksi Afiliasi dan Transaksi Benturan Kepentingan. Affiliated Transaction and Conflict of Interest Transaction.
5. POJK No. 17/POJK.04/2020 tanggal 21 April 2020 tentang 5. POJK No. 17/POJK.04/2020 dated 21 April 2020 concerning
Transaksi Material dan Perubahan Kegiatan Usaha Utama. Material Transactions and Changes in Main Business
Activities.
6. POJK No. 42/POJK.04/2020 tanggal 1 Juli 2020 tentang 6. POJK No. 42/POJK.04/2020 dated 1 July 2020 concerning
Transaksi Afiliasi dan Transaksi Benturan Kepentingan. Affiliated Transaction and Conflict of Interest Transaction.
7. Pedoman Dewan Komisaris dan Direksi 7. Board of Commissioners and Board of Directors Manual
No. POLCL2021014-1 September 2021 Bab IV. Bagian A. No. POLCL2021014-1 September 2021 Chapter IV. Section
Dewan Komisaris poin 1. Tugas, Pelaporan, dan A. Board of Commissioners point 1. Duties, Reporting and
Pertanggungjawaban Dewan Komisaris berkaitan dengan Responsibilities of Board of Commissioners, in relation to the
fungsi Satuan Kerja Audit Intern dalam Kelompok Usaha. function of the Internal Audit Work Unit in the Business Group.
8. POJK No. 9 tahun 2023 tanggal 11 Juli 2023 tentang 8. POJK No. 9 Year 2023 dated 11 July 2023 concerning the
Penggunaan Jasa Akuntan Publik dan Kantor Akuntan Publik Use of Public Accountant and Auditing Firm in Financial
dalam Kegiatan Jasa Keuangan. Services Activities.
9. POJK No. 17 Tahun 2023 tanggal 14 September 2023 tentang 9. POJK No. 17 Year 2023 dated 14 September 2023 concerning
Penerapan Tata Kelola bagi Bank Umum. The Implementation of Good Corporate Governance for
Commercial Bank.
10. POJK No. 2 Tahun 2024 tentang Penerapan Tata Kelola 10. POJK No. 2 Year 2024 on The implementation of Sharia
Syariah bagi Bank Umum dan Unit Usaha Syariah. Governance for Sharia Commercial Banks (BUS) and Sharia
Business Units (UUS).
11. Surat Edaran Otoritas Jasa Keuangan (SEOJK) No. 18/ 11. Financial Services Authority Circular Letter (SEOJK) No. 18/
SEOJK.03/2023 tanggal 6 November 2023 tentang Tata Cara SEOJK.03/2023 dated 6 November 2023 concerning
Penggunaan Jasa Akuntan Publik dan Kantor Akuntan Publik Procedure for the Use of Public Accountant and Auditing Firm
dalam Kegiatan Jasa Keuangan. in Financial Services Activities.
12. SEOJK No. 14/SEOJK.03/2015 tanggal 24 Juni 2025 tentang 12. SEOJK No. 14/SEOJK.03/2025 dated 24 June 2025 concerning
Penerapan Tata Kelola bagi Bank Umum. the Implementation of Good Corporate Governance for
Commercial Banks.
13. Anggaran Dasar PT Bank Permata Tbk mengenai Tugas, 13. Articles of Association of PT Bank Permata Tbk concerning
Tanggung Jawab, dan Wewenang Dewan Komisaris. the Roles, Responsibilities, and Authorities of the Board
of Commissioners.
14. Sirkuler Dewan Komisaris No. 011/BOC-CIRC/IV/2023 14. Board of Commissioners Circular No. 011/BOC-CIRC/
tanggal 6 April 2023 mengenai Susunan Baru Keanggotaan IV/2023 dated 6 April 2023 concerning the New Membership
Komite Audit, Komite Remunerasi dan Nominasi, Komite Composition of the Audit Committee, the Remuneration
Risk Monitoring dan Komite Tata Kelola Terintegrasi and Nomination Committee, the Risk Monitoring
PT Bank Permata Tbk. Committee, and the Integrated Governance Committee of
PT Bank Permata Tbk.
15. Surat Keputusan Direksi PT Bank Permata Tbk No. 002/2023 15. Decree of the Board of Directors of PT Bank Permata Tbk
tanggal 10 April 2023 tentang Susunan Anggota Komite Audit No. 002/2023 dated 10 April 2023 concerning the Composition
PT Bank Permata Tbk. of Members of the Audit Committee of PT Bank Permata Tbk.
16. Standar Audit Internal yang berlaku secara internasional yang 16. International Professional Practices Framework from the
dikeluarkan oleh the Institute of Internal Auditors. Institute of Internal Auditors.
17. ASEAN Corporate Governance Scorecard (ACGS). 17. ASEAN Corporate Governance Scorecard (ACGS)
Pedoman Kerja Working Guide
Komite Audit dalam bekerja mengacu kepada Piagam Komite The Audit Committee refers to the Audit Committee Charter
Audit tanggal 20 Agustus 2024 yang ditandatangani oleh dated 20 August 2024 signed by the President Commissioner and
Komisaris Utama dan Ketua Komite Audit. Piagam Komite Audit Chairman of the Audit Committee. The Audit Committee Charter
diperbarui dengan mengacu pada referensi dari rekomendasi has been updated with reference from ACGS recommendation
694 PT Bank Permata Tbk Laporan Tahunan 2025
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ACGS dan Pedoman Pelaksanaan Kerja Komite Audit dan POJK and POJK No. 1/POJK.03/2019 concerning the Implementation of
No. 1/ POJK.03/2019 tentang Penerapan Fungsi Audit Intern pada the Internal Audit Function in Commercial Banks.
Bank Umum.
Piagam Komite Audit mengatur mengenai: The Audit Committee Charter regulates the following:
1. Visi dan Misi. 1. Vision and Mission.
2. Tujuan dan Dasar Hukum. 2. Objectives and Legal Basis.
3. Organisasi dan Keanggotaan. 3. Organization and Memberships.
4. Wewenang dan Batasan Tugas. 4. Authority and Limitation of Duties.
5. Tugas dan Tanggung Jawab. 5. Roles and Responsibilities.
6. Tata Tertib Kerja. 6. Work Stipulations.
7. Penjaminan Mutu. 7. Quality Assurance.
Struktur dan Keanggotaan Structure and Membership
Keanggotaan dan komposisi serta independensi anggota Komite The membership and composition, as well as the independence
Audit telah memenuhi ketentuan dari otoritas yang berwenang. of the Audit Committee, have met the requirements of relevant
Pada tahun 2025, Komite Audit terdiri dari satu orang Ketua yang authorities. In 2025, the Audit Committee consisted of one
merupakan Komisaris Independen, satu orang anggota yang Chairman as an Independent Commissioner, one member as an
merupakan Komisaris Independen dan dua orang anggota dari Independent Commissioner and two members from Independent
Pihak Independen dengan kompetensi dan kualifikasi di bidang Parties with competencies and qualifications in finance/
keuangan/akuntansi dan perbankan syariah. accounting and sharia banking.
Sesuai dengan ketentuan Regulator, struktur dan keanggotaan In accordance with Regulatory requirements, the Audit
Komite Audit telah ditetapkan dalam Surat Keputusan Direksi Committee’s structure and membership have been stipulated on
Permata Bank No. 002/2023 tanggal 10 April 2023 perihal Permata Bank’s Board of Directors Decree No. 002/2023 dated
Susunan Anggota Komite Audit PT Bank Permata Tbk dengan 10 April 2023 concerning the Composition of Audit Committee
periode jabatan anggota Komite Audit adalah tanggal 6 April Members of PT Bank Permata Tbk with the term period from
2023 sampai dengan penutupan RUPST 2026. 6 April 2023 until the closing of the 2026 AGMS.
Susunan Anggota Komite Audit per tanggal 31 Desember 2025 The Audit Committee Membership Composition as of 31 December
sebagai berikut: 2025 is as follows:
Susunan Anggota Komite Audit per tanggal 31 Desember 2025
The Audit Committee Membership Composition as of 31 December 2025
Jabatan Nama Kedudukan Periode*)
Position Name Position Period*)
Ketua Goei Siauw Hong Komisaris Independen 6 April 2023–Penutupan RUPST 2026
Chairman Independent Commissioner 6 April 2023–Closing of AGMS 2026
Anggota Yap Tjay Soen Komisaris Independen 6 April 2023–Penutupan RUPST 2026
Member Independent Commissioner 6 April 2023–Closing of AGMS 2026
Anggota Mieke S. Djalil Pihak Independen 6 April 2023–Penutupan RUPST 2026
Member Independent Party 6 April 2023–Closing of AGMS 2026
Anggota Timotius Pihak Independen 6 April 2023–Penutupan RUPST 2026
Member Independent Party 6 April 2023–Closing of AGMS 2026
Catatan | Note:
*)
Sesuai masa tugas terakhir. | In accordance with the latest term of office.
Masa Jabatan Term of Office
Ketentuan yang berlaku menjelaskan bahwa masa jabatan The prevailing regulation stipulates that the Audit Committee’s
Komite Audit tidak boleh lebih lama dari masa jabatan Dewan term of office shall be no longer than that of the Board of
Komisaris sesuai dengan POJK No. 55/POJK.04/2015 dan Piagam Commissioners, in accordance with POJK No. 55/POJK.04/2015
Komite Audit, serta dapat dipilih kembali hanya untuk satu periode and the Audit Committee Charter, and that member may only
2025 Annual Report PT Bank Permata Tbk 695
Page 698
Tata Kelola Perusahaan
Good Corporate
Governance
berikutnya. Masa tugas anggota Komite yang diangkat di antara be re-elected for one subsequent period. The term of office for
masa jabatan Dewan Komisaris akan berakhir bersamaan dengan Committee members appointed during their term of office on the
berakhirnya masa jabatan Dewan Komisaris tersebut. Board of Commissioners shall end when their term of office as
members of the Board of Commissioners ends.
Sesuai dengan rekomendasi ASEAN Corporate Governance The recommendations of the ASEAN Corporate Governance
Scorecard (ACGS), terdapat ketentuan yang mengatur bahwa Scorecard (ACGS) have a provision governing that the position
posisi ketua Komite Audit tidak boleh dijabat oleh Komisaris of the chairman of the Audit Committee shall not be held by the
Utama, kecuali dalam keadaan luar biasa yang harus dijelaskan President Commissioner, except under certain circumstances that
dalam laporan tahunan. Pada tahun 2025, posisi Ketua Komite must be explained in the annual report. In 2025, the position of
Audit dijabat oleh Komisaris Independen, bukan Komisaris Utama. Chairman of the Audit Committee was held by an Independent
Dengan demikian ketentuan ini telah terpenuhi. Commissioner, meaning that this provision has been fulfilled.
Profil Anggota Komite Audit
Profile of the Audit Committee’s Member
Nama
Keterangan Description
Name
Goei Siauw Hong Informasi mengenai Riwayat Pendidikan, Riwayat Information related to Educational Background,
Jabatan, Rangkap Jabatan, Pengalaman Kerja, Professional Background, Multiple Board
Hubungan Afiliasi dapat dilihat pada bagian Membership, Professional Experience, Affiliate
profil Dewan Komisaris pada halaman 120–121. Relations is presented under the Board of
Commissioners’ profile section on page 120–121.
Yap Tjay Soen Informasi mengenai Riwayat Pendidikan, Riwayat Information related to Educational Background,
Jabatan, Rangkap Jabatan, Pengalaman Kerja, Professional Background, Multiple Board
Hubungan Afiliasi dapat dilihat pada bagian Membership, Professional Experience, Affiliate
profil Dewan Komisaris pada halaman 122–123. Relations is presented under the Board of
Commissioners’ profile section on page 122–123.
Mieke S. Djalil Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Pengalaman Kerja, dapat dilihat pada bagian Professional Experience, is presented under the
profil Anggota Komite pada halaman 156. Committee Member’s profile section on page 156.
Timotius Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Pengalaman Kerja, dapat dilihat pada bagian Professional Experience, is presented under the
profil Anggota Komite pada halaman 156. Committee Member’s profile section on page 156.
Aspek Independensi Goei Siauw Yap Tjay Mieke S.
Timotius
Independency Aspect Hong Soen Djalil
Tidak memiliki hubungan usaha maupun afiliasi baik langsung √ √ √ √
maupun tidak langsung dengan Bank, Direktur, Dewan Komisaris, dan
pemegang saham utama.
Has no business relationship or affiliation directly or indirectly with the
Bank, the Board of Directors, the Board of Commissioners, and majority
shareholder.
Tidak bekerja rangkap sebagai Komisaris, Direktur, atau Eksekutif pada √ √ √ √
perusahaan yang terafiliasi dengan Bank.
Has no concurrent position as a Commissioner, Director, or an Executive
in the affiliated company of the Bank.
Tidak memiliki hubungan keluarga sampai dengan derajat kedua √ √ √ √
termasuk hubungan suami/istri, menantu/mertua, dan ipar dengan
Dewan Komisaris, Direksi Bank, atau pemegang saham utama.
Has no family relationship up to the second degree, including the
relationship of husband/wife, son/daughter in- law/parents inlaw, and
brother/sister in-law with the Board of Commissioners, the Board of
Directors of the Bank, or the majority shareholders.
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Aspek Independensi Goei Siauw Yap Tjay Mieke S.
Timotius
Independency Aspect Hong Soen Djalil
Tidak menerima kompensasi apa pun dari Bank maupun afiliasinya, √ √ √ √
kecuali imbalan sebagai anggota Komite Audit.
Has not receive any compensation from the Bank and its affiliate, with
the exception of remuneration as a member of the Audit Committee.
Membuat surat pernyataan independen di atas kertas bermeterai dan √ √ √ √
diperbarui setiap tahun.
Has submit annual signed letter of independence with stamped duty.
Bukan merupakan orang dalam Kantor Akuntan Publik, Kantor √ √ √ √
Konsultan Hukum, Kantor Jasa Penilai Publik, atau pihak lain yang
memberikan jasa assurance, jasa non-assurance, jasa penilai, dan/
atau jasa konsultasi pada Bank dalam enam bulan terakhir sebelum
ditunjuk sebagai anggota Komite Audit.
Not a Public Accountant, Legal Consultant, Public Appraisal Services, or
other third party providing assurance, non-assurance, appraisal, and/
or consulting services to the Bank within the last six months prior to the
appointment as a member to the Audit Committee.
Bukan merupakan orang yang bekerja atau memiliki wewenang dan √ √ √ √
tanggung jawab untuk merencanakan, memimpin, mengendalikan,
atau mengawasi kegiatan Bank dalam waktu enam bulan terakhir
kecuali Komisaris lndependen.
Not a person who had the authority and responsibility to plan, direct,
control, or supervise the Bank’s activities within the last six months
except for Independent Commissioner.
Tidak memiliki saham baik langsung maupun tidak langsung pada √ √ √ √
Bank. Dalam hal anggota Komite Audit memperoleh saham akibat
suatu peristiwa hukum maka dalam jangka waktu paling lama enam
bulan setelah pengangkatannya wajib mengalihkan sahamnya
kepada pihak lain.
Has no direct or indirect share ownership in the Bank. In case an Audit
Committee member receive shares due to a legal event, he/she must
transfer the shares to other party no later than six month after his/her
appointment.
Kualifikasi, Pendidikan, dan Pengalaman Kerja Audit Committee Qualifications, Education, and
Komite Audit Work Experience
Persyaratan keanggotaan Komite Audit sebagaimana tertuang The Audit Committee membership requirements as stated in the
dalam Piagam Komite Audit adalah sebagai berikut: Audit Committee Charter are as follows:
1. Komite Audit wajib mematuhi kode etik yang ditetapkan oleh 1. The Audit Committee must comply with the code of ethics
Permata Bank. stipulated by Permata Bank.
2. Anggota Komite Audit harus memiliki reputasi baik: 2. The Audit Committee members must possess a good
reputation:
• Tidak pernah dinyatakan bersalah sehingga • Have never been convicted guilty of causing the
menyebabkan perusahaan yang pernah atau sedang bankruptcy of a firm he/she has led or is currently running.
dipimpinnya dinyatakan pailit.
• Tidak masuk dalam daftar orang tercela di bidang • Have not been listed as an ineligible person in the banking
perbankan, antara lain tidak termasuk dalam Daftar Tidak industry, such as failing the OJK Fit and Proper Test, and
Lulus OJK dan daftar kredit macet, yang didukung dengan failing to settle loans, as supported by his/her personal
surat pernyataan pribadi. declaration.
3. Anggota Komite Audit dari pihak eksternal yang independen: 3. The Audit Committee member from an independent
external party:
• Tidak memiliki hubungan usaha maupun afiliasi baik • Shall not have any business relationship or affiliation,
langsung maupun tidak langsung dengan Bank, Direktur, either directly or indirectly, with the Bank, Director,
Komisaris, dan pemegang saham utama. Commissioner, and main shareholder.
• Tidak bekerja rangkap sebagai Komisaris, Direktur, atau • Shall not assume any other position as a Commissioner,
Eksekutif pada perusahaan yang terafiliasi dengan Bank. Director, or Executive in the affiliated company of the Bank.
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Page 700
Tata Kelola Perusahaan
Good Corporate
Governance
• Tidak memiliki hubungan keluarga sampai dengan • Shall not have any family relationship up to the second
derajat kedua termasuk hubungan suami/istri, menantu/ degree, including the relationship of husband/wife, son/
mertua dan ipar dengan Dewan Komisaris, Direksi Bank daughter-in-law/parents’ in-law, or brother/sister-in-law
atau pemegang saham utama. with the Board of Commissioners, the Board of Directors of
the Bank, or the main shareholder.
• Tidak menerima kompensasi apa pun dari Bank maupun • Shall not receive any compensation from the Bank and
afiliasinya, kecuali imbalan sebagai anggota Komite Audit. its affiliate, except the remuneration as a member of the
Audit Committee.
• Membuat surat pernyataan independen di atas kertas • Shall submit an annual signed letter of independence with
bermeterai dan diperbarui setiap tahun. stamped duty.
• Bukan merupakan orang dalam Kantor Akuntan Publik, • Shall not be a Public Accountant, Legal Consultant,
Kantor Konsultan Hukum, Kantor Jasa Penilai Publik Public Appraisal Services, or other third party providing
atau pihak lain yang memberikan jasa assurance, jasa assurance, non-assurance, appraisal, and/or consulting
non-assurance, jasa penilai dan/atau jasa konsultasi pada services to the Bank within the last six)months prior to the
Bank dalam waktu enam bulan terakhir sebelum ditunjuk appointment as a member to the Audit Committee.
sebagai anggota Komite Audit.
• Bukan merupakan orang yang bekerja atau memiliki • Shall not be anyone who had the authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, direct, control, or supervise the
memimpin, mengendalikan atau mengawasi kegiatan Bank’s activities within the last six months, except for the
Bank dalam waktu enam bulan terakhir kecuali Komisaris Independent Commissioner.
Independen.
• Tidak memiliki saham baik langsung maupun tidak • Shall not have any direct or indirect share ownership in
langsung pada Bank. Dalam hal anggota Komite Audit the Bank. In case an Audit Committee member receives
memperoleh saham akibat suatu peristiwa hukum maka shares due to a legal event, he/she must transfer the
dalam jangka waktu paling lama enam bulan setelah shares to another party no later than six months after his/
pengangkatannya wajib mengalihkan sahamnya kepada her appointment.
pihak lain.
4. Memiliki dedikasi dan integritas. 4. Shall have dedication and integrity.
5. Anggota Komite Audit secara kolektif harus memiliki 5. Collectively, the Audit Committee members must have the
kompetensi yang dibutuhkan dalam pelaksanaan seluruh required competence to perform their responsibilities:
tanggung jawabnya:
• Pemahaman tentang usaha, produk, dan jasa Bank. • Understanding of the Bank’s business, products, and
services.
• Pengetahuan tentang proses audit, manajemen risiko, dan • Knowledge of the Bank’s audit process, risk management,
sistem pengendalian internal Bank. and internal control.
• Pemahaman tentang peraturan perundang-undangan • Understanding of the prevailing laws and regulations
yang berlaku di bidang perbankan, pasar modal, dan in banking, capital markets, and other related laws and
peraturan perundang-undangan terkait lainnya. regulations.
• Kemampuan menganalisis laporan keuangan Bank. • Ability to analyze the Bank’s financial statements.
• Kemampuan memberikan masukan yang konstruktif • Ability to provide constructive recommendations on
mengenai permasalahan yang bersifat strategis. strategic matters.
• Kemampuan berkomunikasi dan menciptakan hubungan • Ability to communicate and establish effective and
kerja yang efektif dan konstruktif dengan sesama anggota constructive working relationships with other Audit
Komite Audit maupun dengan pihak lain. Committee members as well as with other parties.
• Sekurang-kurangnya satu orang di antara anggota • At least one of the Audit Committee members has a
Komite Audit memiliki latar belakang keahlian di bidang finance/accounting background, and the other one has a
keuangan/akuntansi dan satu orang lainnya memiliki sharia banking background.
latar belakang di bidang perbankan syariah.
6. Anggota Direksi Bank maupun bank lain tidak diperbolehkan 6. Members of the Board of Directors of the Bank or other bank
menjabat sebagai anggota Komite Audit. shall refrain from sitting as a member of the Audit Committee.
7. Ketua Komite Audit hanya dapat merangkap jabatan sebagai 7. Chairman of the Audit Committee shall only act as chairman
ketua paling banyak satu komite lainnya. at a maximum of one other committee.
698 PT Bank Permata Tbk Laporan Tahunan 2025
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8. Komite Audit bersedia meningkatkan kompetensinya melalui 8. The Audit Committee shall be willing to enhance its competence
pendidikan dan pelatihan selaras dengan bertambahnya through the education and training commensurate with the
kompleksitas operasional perbankan, serta melaksanakan increasing complexity of banking operations and to organize
program orientasi bagi anggota Komite Audit yang baru an orientation program for a newly appointed Audit Committee
bergabung. member.
9. Komite Audit wajib memastikan bahwa pengetahuan dan 9. The Audit Committee shall ensure that its knowledge and
keahliannya tetap memadai dan diperbarui selaras dengan expertise remain appropriate and updated in line with the
perkembangan usaha dan kondisi Bank. Bank’s condition and business growth.
Tugas, Tanggung Jawab, dan Wewenang Duties, Responsibilities, and Authority
Tugas dan Tanggung Jawab Duties and Responsibilities
Sebagaimana diatur dalam Piagam Komite Audit Permata Bank, In accordance with the Audit Committee Charter of Permata Bank,
Komite Audit memiliki tugas dan tanggung jawab sebagai berikut: the Audit Committee shall carry out the following duties and
responsibilities:
1. Pengendalian Internal 1. Internal Control
• Mengkaji kecukupan dan efektivitas pengendalian • To review the adequacy and effectiveness of the Bank’s
internal Bank. internal control.
• Mengkaji kecukupan upaya Manajemen dalam • To review the adequacy of follow-up actions taken by the
menindaklanjuti rekomendasi dari Auditor Internal Management on recommendations from the Internal and
maupun Auditor Eksternal serta hasil pengawasan OJK External Auditors as well as from OJK or other Regulators.
atau Regulator lainnya.
• Mengevaluasi kecukupan upaya Manajemen dalam • To evaluate the adequacy of Management’s efforts in
mengembangkan budaya kontrol. developing a control culture.
• Mengkaji dan melaporkan kepada Dewan Komisaris • To review and report to the Board of Commissioners in
pengaduan penting yang berkaitan dengan kegiatan regard to major complaints related to the Bank’s activities
Bank (jika relevan). (if relevant).
• Komite Audit memberikan saran atas permintaan • The Audit Committee provides recommendations at
Dewan Komisaris yang meliputi ada atau tidaknya the request of the Board of Commissioners that include
potensi benturan kepentingan terhadap pengajuan assessments of whether there is a potential conflict of
rencana transaksi afiliasi yang bernilai material yang interest in the submission of material affiliated transaction
disampaikan oleh Manajemen kepada Dewan Komisaris. plans submitted by Management to the Board of
Definisi transaksi afiliasi mengacu pada Peraturan OJK Commissioners. The definition of affiliated transactions
yang berlaku. refers to prevailing OJK Regulations.
• Melakukan pemeriksaan terhadap dugaan adanya • To check on the indication of a mistake in the decree of the
kesalahan dalam keputusan rapat Direksi atau Board of Directors or deviation from its implementation.
penyimpangan dalam pelaksanaan hasil keputusan Checking could be performed by the Audit Committee or
rapat Direksi. Pemeriksaan tersebut dapat dilakukan oleh any independent party appointed by the Audit Committee
Komite Audit atau pihak independen yang ditunjuk oleh at the cost of the Bank.
Komite Audit atas biaya Bank.
• Menjaga kerahasiaan dokumen, data, dan informasi Bank. • To keep the Bank’s documents, data, and
information confidential.
2. Laporan Keuangan 2. Financial Statements
• Mengkaji atas informasi keuangan yang akan dikeluarkan • To review the financial information to be issued by the Bank
Bank kepada publik dan/atau pihak otoritas, antara lain to the public and/or authority party including, financial
laporan keuangan, proyeksi, dan laporan lainnya terkait statements, projections, and other reports related to the
dengan informasi keuangan Bank. Bank’s financial information.
• Mengkaji laporan keuangan tahunan dan memastikan • To review the annual financial statements and ensure the
laporan tersebut telah lengkap dan konsisten dengan reports are complete and consistent with the previous
laporan keuangan sebelumnya. financial statements.
• Mengkaji hasil pemeriksaan laporan keuangan yang • To review the financial statements audited by the
dibuat oleh Auditor Eksternal. External Auditor.
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Tata Kelola Perusahaan
Good Corporate
Governance
• Mengkaji pengaduan yang berkaitan dengan proses • To review the complaint related to the Bank’s accounting
akuntansi dan pelaporan keuangan Bank. Tata cara and financial reporting processes. The handling
penanganan pengaduan atau pelaporan sehubungan procedures on complaints or reporting related to
dugaan pelanggaran terkait laporan keuangan mengacu suspicions over the Bank’s financial statements refer to the
pada ketentuan Bank. Bank’s prevailing policy.
3. Satuan Kerja Audit Internal 3. Internal Audit
• Mengkaji kualitas pelaksanaan fungsi SKAI, yaitu dengan • To review the quality of the work of Internal Audit by way
mengkaji perencanaan, pelaksanaan, hasil dan efektivitas of evaluating the plan, the execution, the report of the
tindak lanjut atas temuan audit. Internal Audit, as well as the effectiveness of the follow-up
actions on the audit findings.
• Mengkaji laporan SKAI yang akan disampaikan kepada • To review the Internal Audit reports submitted to the Board
Dewan Komisaris. of Commissioners.
• Mengkaji laporan pelaksanaan dan pokok-pokok hasil • To review the report on the execution of the internal audit
SKAI sebelum disampaikan kepada OJK. plan and key audit findings before submission to OJK.
• Mengevaluasi kinerja SKAI. • To evaluate the performance of the Internal Audit.
• Memastikan SKAI melakukan komunikasi dengan Direksi, • To ensure Internal Audit communicates with the Board of
Dewan Komisaris, Dewan Pengawas Syariah, Auditor Directors, Board of Commissioners, Sharia Supervisory
Ekstern, dan OJK. Board, External Auditors, and OJK.
• Memastikan SKAI menjunjung tinggi independensi dan • To ensure Internal Audit upholds independence and
integritas dalam pelaksanaan tugas. integrity in carrying out assignments.
• Memberikan rekomendasi kepada Dewan Komisaris • To provide recommendations to the Board of
terkait pengangkatan dan pemberhentian Kepala SKAI, Commissioners regarding the appointment and dismissal
Piagam SKAI, Rencana Audit Tahunan, ruang lingkup of the Chief of Internal Audit, Internal Audit Charter, Annual
dan anggaran SKAI termasuk pemberian remunerasi dan Audit Plan, Audit Scope and budget as well as Internal
penghargaan kinerja. Audit annual remuneration and performance awards.
• Memberikan rekomendasi kepada Dewan Komisaris untuk • To provide recommendations to the Board of
penunjukan pengendali mutu independen dari pihak Commissioners regarding the appointment of an external
ekstern untuk melakukan kaji ulang terhadap kinerja SKAI. independent party to review Internal Audit performance.
• Memastikan Direksi mengambil tindakan perbaikan yang • To ensure that the Board of Directors takes immediate
diperlukan secara cepat untuk mengatasi kelemahan corrective actions to overcome weaknesses in internal
pengendalian internal, fraud, masalah kepatuhan control, fraud, compliance issues toward the existing
terhadap kebijakan, undang-undang, dan peraturan, atau policies, laws and regulations, or other issues identified
temuan lain yang diidentifikasi dan dilaporkan oleh SKAI and reported by the Internal Audit that may jeopardize
yang diperkirakan dapat membahayakan Bank. the Bank.
• Bagi Bank yang merupakan perusahaan induk, Dewan • For the Bank that is the parent company, the Board of
Komisaris/Komite Audit memastikan pelaksanaan Commissioners/Audit Committee to ensure that the
audit intern di perusahaan anak dilakukan dengan internal Audit in the subsidiary company is carried out
menggunakan standar audit pada Bank. using the audit standards of the Bank.
4. Akuntan Publik (AP) dan/atau Kantor Akuntan Publik (KAP) 4. Public Accountant (AP) and/or Public Accounting Firm (KAP)
• Komite Audit memberikan rekomendasi atas usulan • The Audit Committee to provide recommendations in
penunjukan dan/atau pemberhentian AP dan/atau KAP regard to AP and/or KAP appointment and/or dismissal by
yang diajukan oleh Dewan Komisaris dalam Rapat Umum the Board of Commissioner in the Annual General Meeting
Pemegang Saham Tahunan. of Shareholders.
• Rekomendasi Komite Audit mempertimbangkan • The Audit Committee recommendation may consider
persyaratan berikut: below requirements:
– lndependensi Akuntan Publik, Kantor Akuntan Publik, – Independence of Public Accountant, Public
dan orang dalam Kantor Akuntan Publik; Accountant Office, and people within the Public
Accountant Office;
– ruang lingkup audit; – scope of audit;
– imbalan jasa audit; – audit fee;
– keahlian dan pengalaman Akuntan Publik, – expertise and experience of Public Accountant,
Kantor Akuntan Publik, dan Tim Audit dari Kantor Public Accountant Office, and Audit Team from Public
Akuntan Publik; Accountant Office;
700 PT Bank Permata Tbk Laporan Tahunan 2025
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– metodologi, teknik, dan sarana audit yang digunakan – audit methodology, technique, and platform used by
Kantor Akuntan Publik; the Public Accountant Office;
– manfaat fresh eye perspectives yang akan diperoleh – benefits of fresh eye perspectives obtained from
melalui penggantian Akuntan Publik, Kantor Akuntan replacement of the Public Accountant, Public
Publik, dan Tim Audit dari Kantor Akuntan Publik; Accountant Office, and Audit Team from Public
Accountant Office;
– potensi risiko atas penggunaan jasa audit oleh Kantor – potential risk of using audit services from the same
Akuntan Publik yang sama secara berturut-turut untuk Public Accountant Office in some consecutive
kurun waktu yang cukup panjang; dan period; and
– hasil evaluasi terhadap pelaksanaan pemberian – the result of audit service evaluation in the previous
jasa audit atas informasi keuangan historis tahunan period on the annual historical financial information
oleh Akuntan Publik dan Kantor Akuntan Publik pada provided by the Public Accountant and Public
periode sebelumnya. Accountant Office.
• Komite Audit melakukan evaluasi terhadap pelaksanaan • The Audit Committee evaluates the audit services of
pemberian jasa audit atas informasi keuangan historis annual historical financial information provided by AP
tahunan oleh AP dan/atau KAP. and/or KAP.
• Evaluasi terhadap pelaksanaan pemberian jasa audit • Evaluation of the audit services for annual historical
atas informasi keuangan historis tahunan oleh AP dan/ financial information provided by AP and/or KAP
atau KAP sebagaimana dimaksud pada No. 3 dilakukan as mentioned in No. 3, at minimum shall be carried
paling sedikit melalui: out through:
– kesesuaian pelaksanaan audit oleh AP dan/atau KAP – the conformity of audit provided by AP and/or KAP
dengan standar audit yang berlaku; with applicable audit standards;
– kecukupan waktu pekerjaan lapangan; – time adequacy for the completion of fieldwork
assignments;
– pengkajian cakupan jasa yang diberikan dan – review on the scope of services provided and the
kecukupan uji petik; dan adequacy of sampling test; and
– rekomendasi perbaikan yang diberikan oleh AP dan/ – recommendation for improvements provided by AP
atau KAP. and/or KAP.
• Hasil evaluasi Komite Audit terhadap pelaksanaan • The Audit Committee evaluation result of audit services on
pemberian jasa audit atas informasi keuangan historis the annual historical financial information provided by the
tahunan oleh Akuntan Publik dan/atau Kantor Akuntan Public Accountant and/or Public Accountant Office, is no
Publik paling lama enam bulan setelah tahun buku later than six months after the end of the accounting year
berakhir kepada OJK. to OJK.
5. Perundang-undangan dan Peraturan yang berlaku 5. Prevailing Laws and Regulations
• Mengkaji ketaatan Bank terhadap peraturan perundang- • To review the Bank’s compliance with the prevailing laws
undangan di bidang pasar modal, perbankan, dan and regulations on capital market, banking, and other laws
peraturan perundang-undangan lainnya. and regulations.
• Mengkaji hasil audit atas kepatuhan Bank terhadap • To monitor the audit results on the Bank’s compliance with
peraturan perundang-undangan yang berlaku. the prevailing laws and regulations.
6. Kebijakan Bank 6. The Bank’s Policy
• Mengkaji Rencana Strategis. • To review the Strategic Plan.
• Mengkaji Rencana Bisnis. • To review the Business Plan.
• Mengkaji Laporan Tahunan. • To review the Annual Report.
• Mengkaji Laporan Tata Kelola Perusahaan yang Baik • To review the Report of Good Corporate Governance
yang disampaikan kepada OJK. submitted to OJK.
Wewenang Authority
Untuk menjalankan tugas dan tanggung jawabnya, Komite Audit To carry out its roles and responsibilities, the Audit Committee
harus diberi wewenang sebagai berikut: shall be authorized to:
1. Berkomunikasi langsung dengan karyawan, termasuk Direksi 1. Direct communication to the employee, including Board of
dan pihak yang menjalankan fungsi audit internal, manajemen Directors and party who conducts the function of audit intern,
risiko, dan Akuntan Publik terkait tugas dan tanggung jawab risk management, and Public Accountant related to Audit
Komite Audit. Committee roles and responsibilities.
2025 Annual Report PT Bank Permata Tbk 701
Page 704
Tata Kelola Perusahaan
Good Corporate
Governance
2. Menugaskan kepada Satuan Kerja Audit Intern (SKAI) 2. Assign the Internal Audit and/or independent third party
dan/atau pihak ketiga (profesional) yang independen dan (professional) deemed to be competent to conduct an
dianggap kompeten/ahli untuk melakukan pengujian dan examination and give an opinion over an issue related to
memberikan pendapat atas suatu masalah yang terkait the Bank.
dengan Bank.
3. Mengakses dokumen, data, dan informasi Bank tentang 3. Access the Bank’s documents, data, and information in
karyawan, dana, aset, serta sumber daya Bank lainnya regard to employees, funds, assets, and other required
yang diperlukan. Bank resources.
4. Dalam melaksanakan tugasnya, Komite Audit tidak melakukan 4. In performing its roles, the Audit Committee shall refrain from
audit langsung terhadap kegiatan usaha Bank. direct auditing of the Bank’s business activities.
5. Melibatkan pihak independen di luar anggota Komite Audit 5. Involve independent parties outside the Audit Committee, if
yang diperlukan untuk membantu pelaksanaan tugasnya required, to assist the Audit Committee in implementing its
(jika diperlukan). duties (where necessary).
6. Melakukan kewenangan lain yang diberikan oleh 6. Perform other authorities granted by the Board
Dewan Komisaris. of Commissioners.
Pelaporan Komite Audit Audit Committee Reporting
Komite Audit harus menyampaikan laporan berkala kepada The Audit Committee shall submit a periodic report to the Board
Dewan Komisaris mengenai kegiatan Komite Audit, sekurang- of Commissioners regarding its activities, at least once every three
kurangnya sekali dalam tiga bulan. Komite Audit harus membuat months. The Audit Committee must prepare reports for the Board
laporan kepada Dewan Komisaris atas setiap penugasan of Commissioners on any given assignment and/or for any issues
yang diberikan dan/atau untuk setiap masalah-masalah yang identified that require the Board of Commissioners’ attention.
diidentifikasi memerlukan perhatian Dewan Komisaris.
Rapat Komite Audit Audit Committee Meetings
Kebijakan Rapat Meeting Policy
Piagam Komite Audit mengatur bahwa Komite Audit wajib The Audit Committee Charter stipulates that the Audit Committee
menyelenggarakan rapat sekurang-kurangnya satu kali dalam shall hold at least one meeting in one month attended by at least
satu bulan dan dihadiri oleh sekurang-kurangnya 51% dari 51% of the total members, including Independent Commissioners
anggota, termasuk Komisaris Independen dan pihak eksternal and independent external parties.
yang independen.
Berdasarkan Peraturan OJK No. 17 tahun 2023 tentang Penerapan According to OJK Regulation No. 17 Year 2023 concerning The
Tata Kelola bagi Bank Umum Pasal 77 ayat (1) menyebutkan Implementation of Good Corporate Governance for Commercial
rapat Komite Audit diselenggarakan paling sedikit satu kali dalam Bank Article 77 paragraph (1) states Audit Committee must
satu bulan. conduct one meeting in one month.
Frekuensi dan Tingkat Kehadiran Meeting Frequency and Attendance
Sepanjang tahun 2025, Komite Audit telah mengadakan rapat During 2025, the Audit Committee held 15 meetings, 11 regular
sebanyak 15 kali, yaitu 11 kali rapat reguler dan empat kali rapat meetings, and four ad-hoc meetings. The Audit Committee
ad-hoc. Rapat Komite Audit dilaksanakan melalui daring dan/atau conducted the meetings through a hybrid system (online and/or
tatap muka sejak bulan Januari hingga bulan Desember 2025. offline media) from January until December 2025.
Frekuensi dan tingkat kehadiran Komite Audit dalam Rapat Komite The frequency and level of attendance of the Audit Committee in
Audit tahun 2025 adalah sebagai berikut: the 2025 Audit Committee Meeting are as follows:
702 PT Bank Permata Tbk Laporan Tahunan 2025
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Jumlah Kehadiran (%)
Nama Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Name Total Meeting Total Attendance
Total Absence (%)
Goei Siauw Hong 15 15 0 100
Yap Tjay Soen 15 13 2 87
Mieke S. Djalil 15 13 2 87
Timotius 15 15 0 100
Sertifikasi Komite Audit Audit Committee Certification
Permata Bank memastikan bahwa seluruh personel Komite Audit Permata Bank ensures that all Audit Committee personnel have
telah memenuhi standar kualifikasi dan sertifikasi kompetensi met the qualification and competency certification standards
sesuai dengan ketentuan yang berlaku. Pada tahun 2025, Komite in accordance with applicable provisions. In 2025, the Audit
Audit telah mengikuti program sertifikasi. Committee participated in certification programs.
Pelatihan Komite Audit selama Tahun 2025
Training for Audit Committee in 2025
Nama Tanggal
Training/Seminar/Workshop/Sharing Knowledge
Name Date
Goei Siauw Hong Inaugurasi Certified Risk Manager (CRM) Inauguration Certified Risk Manager 18 Juni 2025
BSMR dan Seminar Nasional “Kesiapan (CRM) BSMR dan National Seminar “The 18 June 2025
Industri Perbankan dalam Merespons Readiness of the Banking Industry in
Eskalasi Climate Risk & Cyber Risk” oleh Responding to the Escalation of Climate
Indonesian Risk Professional Association Risk & Cyber Risk” by Indonesian Risk
Professional Association
Global Banking Summit 2025 London Global Banking Summit 2025 2–4 Desember 2025
“Menavigasi Kompleksitas, Mendorong “Navigating Complexity, Driving 2–4 December 2025
Inovasi”–London, oleh Financial Times Innovation”–London, by Financial Times
Yap Tjay Soen Indonesian Risk Professional Association Indonesian Risk Professional Association 8 Oktober 2025
(IRPA)–Refreshment Manajemen Risiko (IRPA)–Refreshment Risk Management 8 October 2025
Jenjang 6, Menganalisis Risk Coverage, Level 6, Risk Coverage, Risk Governance,
Risk Governance, Independent Risk Independent Risk Review Analysis
Review
Financial Times–Global Banking Summit Financial Times–Global Banking Summit 2–4 Desember 2025
2–4 December 2025
Mieke S. Djalil Pelatihan dan Sertifikasi Risk Training & Certification Risk Management 12 Agustus 2025
Management Training “The Risk Training “The Risk Exposure of Illusion 12 August 2025
Exposure of Illusion Control in The Control in the Business Development–
Business Development–PT Chubb PT Chubb General Insurance” by
General Insurance” oleh Lembaga Lembaga Pengembangan Manajemen
Pengembangan Manajemen Asuransi– Asuransi–STMA Trisakti
STMA Trisakti
Timotius Seminar Nasional Internal Audit “Apa National Internal Audit Seminar “What’s 3–4 Desember 2025
yang Mendorong Peluang untuk Tetap Driving Chance to Stay Ahead of The 3–4 December 2025
Unggul bagi Auditor Internal di Tahun- Curve for Internal Auditors in The Coming
Tahun Mendatang?”–Bali oleh Yayasan Years?”–Bali organized by Yayasan
Pendidikan Internal Audit (YPIA) Pendidikan Internal Audit (YPIA)
“Peluang dan Risiko untuk Kawasan, “Opportunities and Risks for the Region, 8 Desember 2025
Indonesia, dan Indofood dalam Lima Indonesia and Indofood Over the Next 8 December 2025
hingga Sepuluh Tahun ke Depan”– Five to Ten Years”–George Yeo Yong
George Yeo Yong Bun, Jakarta oleh Boon, Jakarta, organized by Indofood
Indofood
Memimpin Transformasi Organisasi– Leading Organization Transformation– 11 Desember 2025
Dr. Irham Dilmy, MBA, Jakarta Dr. Irham Dilmy MBA, Jakarta 11 December 2025
2025 Annual Report PT Bank Permata Tbk 703
Page 706
Tata Kelola Perusahaan
Good Corporate
Governance
Remunerasi Anggota Komite Audit Remuneration of the Audit Committee Members
Seluruh anggota Komite Audit tidak menerima remunerasi yang None of the members of the Audit Committee receives variable
bersifat variabel (saham) atau bonus, baik bonus kinerja, bonus remuneration (stocks or bonuses, whether performance bonuses,
non kinerja, maupun opsi saham. non-performance bonuses, or stock options).
Pernyataan Komite Audit atas Efektivitas Sistem Statement of the Audit Committee on the
Pengendalian Intern dan Manajemen Risiko Effectiveness of Internal Control System and Risk
Management
Sistem pengendalian intern yang dilakukan oleh Permata Bank The internal control system performed by Permata Bank
dinilai telah berjalan efektif dan memadai tercermin dari was considered effective and adequate, as reflected in the
efektivitas pelaksanaan fungsi-fungsi pengendalian intern, antara effectiveness of the implementation of internal control functions,
lain fungsi audit internal, manajemen risiko, kepatuhan, finansial, including internal audit functions, risk management, compliance,
dan operasional kontrol. financial, and operational controls.
Laporan Pelaksanaan Kegiatan Komite Audit Activities Report from the Audit Committee in 2025
Tahun 2025
Komite Audit telah melaksanakan beberapa kegiatan sesuai The Audit Committee has conducted activities in accordance with
dengan fungsi, tugas dan tanggung jawab Komite antara its functions, duties, and responsibilities among others:
lain, yaitu:
1. Komite Audit mengadakan pertemuan rutin dengan Kantor 1. The Audit Committee conducted regular meetings with the
Akuntan Publik (KAP) termasuk jika diperlukan pendapat atau Public Accounting Firm (KAP) including discussion on the
diskusi lebih lanjut dalam hal terdapat suatu isu yang perlu issues that required more attention. The Audit Committee
mendapat perhatian lebih. Komite Audit juga melakukan has reviewed the competence of KAP by referring to its skills,
penelaahan kompetensi KAP dengan mengacu kepada performance, and regulations.
keahlian, kinerja, dan regulasi.
2. Berdasarkan hasil telaah tersebut, Komite Audit memberikan 2. Based on the review results, the Audit Committee provided
rekomendasi penunjukan KAP dan menyampaikannya recommendations and submitted them to the Board of
kepada Dewan Komisaris untuk disetujui oleh Rapat Umum Commissioners to seek approval in the Annual General
Pemegang Saham Tahunan (RUPS). Meeting of Shareholders (AGMS).
3. Komite Audit mengadakan pertemuan dengan KAP dan 3. The Audit Committee met KAP and discussed their 2025 audit
diskusi terkait rencana audit dan hasil audit (interim) untuk plan and interim audit result.
tahun 2025.
4. Komite Audit telah melakukan pemantauan dan evaluasi 4. The Audit Committee monitored and evaluated the audit
terhadap perencanaan dan pelaksanaan audit serta planning and execution as well as follow-up actions on
tindak lanjut hasil audit dan melakukan kajian atas laporan the audit results and reviews of Permata Bank’s financial
keuangan Permata Bank. Komite Audit telah melakukan kajian statements. The Audit Committee reviewed the above
terhadap hal-hal tersebut melalui mekanisme rapat dengan issues by conducting meetings with the related parties and
pihak-pihak terkait dan laporan-laporan yang disampaikan. receiving reports.
5. Komite Audit telah melakukan review dan menyetujui 5. The Audit Committee reviewed and approved the 2025 Audit
pengajuan Rencana Kerja Audit, Perencanaan Sumber Daya Plan, Manpower Planning, and Internal Audit Budget.
Manusia dan Anggaran Audit tahun 2025.
6. Komite Audit memperoleh update atas pelaksanaan fungsi 6. The Audit Committee was updated on the Internal Audit
SKAI Advisory. Advisory function.
7. Komite Audit melakukan diskusi atas masukan, pertimbangan 7. The Audit Committee discussed the concerns and feedback
atau pertanyaan dari berbagai Direktorat di Permata raised by Directorates in Permata Bank related to audit
Bank mengenai pelaksanaan audit melalui pertemuan assignments during the Audit Committee meeting.
Komite Audit.
8. Komite Audit melakukan review dan diskusi serta persetujuan 8. The Audit Committee reviewed, discussed, and approved
atas pengajuan jasa non-assurance yang akan dilaksanakan the proposal for Non-Assurance Services (NAS) that will be
oleh Kantor Akuntan Publik (KAP). performed by the Public Accountant Office (Kantor Akuntan
Publik-KAP).
9. Komite Audit melakukan review dan menyetujui Laporan 9. The Audit Committee reviewed and approved the draft of
keuangan setiap kuartal. financial statement Quarterly
704 PT Bank Permata Tbk Laporan Tahunan 2025
Page 707
Rencana Kerja Komite Audit Tahun 2026 Audit Committee Work Plans for 2026
Untuk tahun 2026, Komite Audit telah menetapkan rencana kerja For 2026, the Audit Committee has established work plans by
dengan memberikan prioritas strategis sebagai berikut: prioritizing the following strategic priorities:
1. Kajian terhadap akuntabilitas dan transparansi laporan 1. Accountability and transparency of financial
keuangan. statements review.
2. Kajian terhadap ketahanan struktur kepatuhan dan 2. Resilience of the Bank’s compliance structure and internal
pengendalian intern Bank, terutama area terkait control review, particularly related to the digital banking area.
perbankan digital.
3. Kajian terhadap efektivitas Dewan Pengawas Syariah (DPS). 3. Effectiveness of Sharia Board Supervisory (DPS).
Secara rinci, Bank menyediakan informasi mengenai komposisi, The Bank provides detailed information concerning the Audit
struktur dan persyaratan keanggotaan, tugas dan tanggung Committee composition, membership structure and requirements,
jawab, wewenang, penyelenggaraan rapat dan pelaporan Komite roles and responsibilities, authority, meetings, and reports in
Audit tercantum pada Piagam Komite Audit yang telah diunggah the Audit Committee Charter that has been uploaded on the
pada situs web Bank. Bank’s website.
Komite Remunerasi dan Nominasi Remuneration and Nomination Committee
Komite Remunerasi dan Nominasi dibentuk dengan tujuan The Remuneration and Nomination Committee was established
membantu Dewan Komisaris melaksanakan tugas dan tanggung for the purpose of assisting the Board of Commissioners in
jawab Dewan Komisaris. implementing their duties and responsibilities.
Dasar Hukum Legal Basis
Pembentukan Komite Remunerasi dan Nominasi berdasarkan The Remuneration and Nomination Committee was established
peraturan-peraturan sebagai berikut: based on the following regulations:
1. Undang-Undang No. 7 Tahun 1992 sebagaimana diubah 1. Law No. 7 Year 1992, which was amended with Law No. 10 Year
dengan Undang-Undang No. 10 Tahun 1998 tentang 1998 concerning Banking.
Perbankan.
2. POJK No. 34/POJK.04/2014 tentang Komite Nominasi dan 2. POJK No. 34/POJK.04/2014 concerning Remuneration and
Remunerasi Emiten atau Perusahaan Publik. Nomination Committee for Public Companies.
3. POJK No. 21/POJK.04/2015 tentang Penerapan Pedoman 3. POJK No. 21/POJK.04/2015 regarding implementation
Tata Kelola Perusahaan Terbuka. guideline of Good Corporate Governance.
4. POJK No. 17 Tahun 2023 tanggal 14 September 2023 tentang 4. POJK No. 17 Year 2023 dated 14 September 2023
Penerapan Tata Kelola bagi Bank Umum. on the Implementation of Corporate Governance by
Commercial Banks.
5. SEOJK No. 13/SEOJK.03/2017 tanggal 17 Maret 2017 tentang 5. SEOJK No. 13/SEOJK.03/2017 dated 17 March 2017
Penerapan Tata Kelola bagi Bank Umum. on the Implementation of Corporate Governance by
Commercial Banks.
6. Anggaran Dasar Bank mengenai Tugas dan Wewenang 6. Articles of Association of the Bank concerning the Roles and
Dewan Komisaris. Authorities of the Board of Commissioners.
Pedoman Kerja Working Guideline
Komite Remunerasi dan Nominasi memiliki pedoman kerja yang The Remuneration and Nomination Committee has working
dituangkan dalam dokumen Piagam Komite Remunerasi dan guidelines in the form of the Remuneration and Nomination
Nominasi, yang terakhir diperbarui pada tanggal 26 Juni 2024. Committee Charter document, which was last amended on
26 June 2024.
Struktur dan Keanggotaan Komite Remunerasi dan Structure and Membership of Remuneration and
Nominasi Nomination Committee
Struktur dan keanggotaan Komite Remunerasi dan Nominasi The structure and membership of the Remuneration and
telah sesuai dengan ketentuan Otoritas Jasa Keuangan. Komite Nomination Committee is formulated pursuant to regulations of
Remunerasi dan Nominasi diketuai oleh Komisaris Independen Financial Services Authority. The Remuneration and Nomination
dengan anggota satu orang Komisaris Independen, dua orang Committee is chaired by an Independent Commissioner and its
2025 Annual Report PT Bank Permata Tbk 705
Page 708
Tata Kelola Perusahaan
Good Corporate
Governance
Komisaris, dan satu orang Pejabat Eksekutif yang memiliki membership comprises of one Independent Commissioner, two
pengetahuan sistem remunerasi dan nominasi. Commissioner, and one Executive Officer who has expertise in
remuneration and nominations.
Susunan anggota Remunerasi dan Nominasi per tanggal The Remuneration and Nomination Committee Membership
31 Desember 2025 adalah sebagai berikut: Composition as of 31 December 2025 is as follows:
Susunan Anggota Komite Remunerasi dan Nominasi per tanggal 31 Desember 2025
The Remuneration and Nomination Committee Membership Composition as of 31 December 2025
Jabatan Nama Kedudukan Periode*)
Position Name Position Period*)
Ketua Riswinandi Komisaris Independen 21 November 2023–Penutupan RUPST 2026
Chairman Independent Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Haryanto Sahari Komisaris Independen 21 November 2023–Penutupan RUPST 2026
Member Independent Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Chalit Tayjasanant Komisaris 21 November 2023–Penutupan RUPST 2026
Member Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Chong Toh Komisaris 21 November 2023–Penutupan RUPST 2026
Member Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Devina Renata Sianipar Pejabat Eksekutif 21 November 2023–Penutupan RUPST 2026
Member Executive Officer 21 November 2023–Closing of AGMS 2026
Catatan | Note:
*)
Sesuai masa tugas terakhir | In accordance with the latest term of office
Masa Jabatan Term of Office
Sesuai Surat Keputusan Direksi Permata Bank No. 013/2023 In accordance with Permata Bank’s Board of Directors Decree
tanggal 21 November 2023 perihal Susunan Anggota Komite No. 013/2023 dated on 21 November 2023 regarding the
Remunerasi dan Nominasi PT Bank Permata Tbk, periode jabatan Composition of Members of the Remuneration and Nomination
anggota Komite Remunerasi dan Nominasi adalah sampai Committee of PT Bank Permata Tbk, the tenure of the Remuneration
dengan penutupan RUPS Tahunan 2026. and Nomination Committee members is until the closing of 2026
Annual GMS.
Independensi Komite Remunerasi dan Nominasi Remuneration and Nomination Committee
Independency
Komite Remunerasi dan Nominasi memiliki kedudukan yang The Remuneration and Nomination Committee shall keep its
independen, oleh karena itu: independence:
1. Ketua dan anggota Komite Remunerasi dan Nominasi 1. The Chairman and members of the Remuneration and
diangkat dan diberhentikan oleh Dewan Komisaris. Nomination Committee are appointed and dismissed by the
Board of Commissioners.
2. Ketua dan anggota Komite Remunerasi dan Nominasi harus 2. The Chairman and members of the Remuneration and
bebas dari pengaruh Direksi dan pihak lain yang direkrut Nomination Committee shall be independent from the Board
oleh Bank. of Directors’ influence and other parties employed by the Bank.
3. Komite Remunerasi dan Nominasi hanya menerima 3. The Remuneration and Nomination Committee only receives
penugasan dari Dewan Komisaris dan bertanggung jawab tasks from the Board of Commissioners and is accountable to
kepada Dewan Komisaris. the Board of Commissioners.
4. Ketua Komite Remunerasi dan Nominasi hanya dapat 4. The Chairman of the Remuneration and Nomination
merangkap jabatan sebagai ketua komite pada paling banyak Committee shall only be allowed to hold dual positions as the
satu komite lainnya. chairman of no more than one other committee.
5. Bank wajib mendokumentasikan keputusan pengangkatan 5. Bank is required to document the decision of appointment
dan pemberhentian anggota Komite Remunerasi and dismissal of members of the Remuneration and
dan Nominasi. Nomination Committee.
706 PT Bank Permata Tbk Laporan Tahunan 2025
Page 709
Profil Anggota Komite Remunerasi dan Nominasi
Profile of the Remuneration and Nomination Committee Member
Nama
Keterangan Description
Name
Riswinandi Informasi mengenai Riwayat Pendidikan, Riwayat Information related to Educational Background,
Jabatan, Rangkap Jabatan, Pengalaman Kerja, Professional Background, Multiple Board
Hubungan Afiliasi dapat dilihat pada bagian Membership, Professional Experience, Affiliate
profil Dewan Komisaris pada halaman 124–125. Relations is presented under the Board of
Commissioners’ profile section on page 124–125.
Haryanto Sahari Informasi mengenai Riwayat Pendidikan, Riwayat Information related to Educational Background,
Jabatan, Rangkap Jabatan, Pengalaman Kerja, Professional Background, Multiple Board
Hubungan Afiliasi dapat dilihat pada bagian Membership, Professional Experience, Affiliate
profil Dewan Komisaris pada halaman 118–119. Relations is presented under the Board of
Commissioners’ profile section on page 118–119.
Chalit Tayjasanant Informasi mengenai Riwayat Pendidikan, Riwayat Information related to Educational Background,
Jabatan, Rangkap Jabatan, Pengalaman Kerja, Professional Background, Multiple Board
Hubungan Afiliasi dapat dilihat pada bagian Membership, Professional Experience, Affiliate
profil Dewan Komisaris pada halaman 116–117. Relations is presented under the Board of
Commissioners’ profile section on page 116–117.
Chong Toh Informasi mengenai Riwayat Pendidikan, Riwayat Information related to Educational Background,
Jabatan, Rangkap Jabatan, Pengalaman Kerja, Professional Background, Multiple Board
Hubungan Afiliasi dapat dilihat pada bagian Membership, Professional Experience, Affiliate
profil Dewan Komisaris pada halaman 112–113. Relations is presented under the Board of
Commissioners’ profile section on page 112–113.
Devina Renata Sianipar Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Pengalaman Kerja, dapat dilihat pada bagian Professional Experience, is presented under
profil Anggota Komite pada halaman 158. the profile of Committee Member section on
page 158.
Pelatihan Komite Remunerasi dan Nominasi selama Tahun 2025
Training for the Remuneration and Nomination Committee in 2025
Nama
Keterangan Description
Name
Riswinandi • Refreshment Manajemen Risiko • Refreshment Risk Management
Jenjang 7-Menyusun Risk Appetite Framework Level 7-Developing Risk Appetite Framework
(28 Agustus 2025) (28 August 2025)
• Global Banking Summit (2–4 Desember 2025) • Global Banking Summit (2–4 December 2025)
Haryanto Sahari • Refreshment Manajemen Risiko • Refreshment Risk Management
Jenjang 6-Menganalisis Risk Coverage, Level 6-Analyzing Risk Coverage, Risk
Risk Governance, Independent Risk Review Governance, Independent Risk Review
(14 Agustus 2025) (14 August 2025)
• Global Banking Summit (2–4 Desember 2025) • Global Banking Summit (2–4 December 2025)
Chalit Tayjasanant • Refreshment Manajemen Risiko Jenjang 7-Risk • Refreshment Risk Management Level 7-Risk
Appetite Framework, Mengembangkan Sistem Appetite Framework, Developing a Risk
Pengendalian Manajemen Risiko, Risk Culture, Management Control System, Risk Culture,
Risk Response (8 Oktober 2025) Risk Response (8 October 2025)
Chong Toh • Refreshment Manajemen Risiko • Refreshment Risk Management
Jenjang 6-Menganalisis Risk Coverage, Level 6-Analyzing Risk Coverage, Risk
Risk Governance, Independent Risk Review Governance, Independent Risk Review
(14 Agustus 2025) (14 August 2025)
• Global Banking Summit (2–4 Desember 2025) • Global Banking Summit (2–4 December 2025)
Devina Renata Sianipar • The Leaders League Senior Leaders Workshop • The Leaders League Senior Leaders Workshop,
(Agustus 2025) (August 2025)
• Bangkok Bank Group Leadership Academy- • Bangkok Bank Group Leadership Academy-
Project (September 2025) Project (September 2025)
• Change Management (Desember 2025) • Change Management (December 2025)
2025 Annual Report PT Bank Permata Tbk 707
Page 710
Tata Kelola Perusahaan
Good Corporate
Governance
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas dan tanggung jawab Komite Remunerasi dan Nominasi The Remuneration and Nomination Committee duties and
diatur menurut bidang masing-masing, yaitu: responsibilities are stipulated based on each field, as follows:
Remunerasi Remuneration
1. Melakukan evaluasi terhadap kebijakan remunerasi Dewan 1. Evaluating the remuneration policy of the Board of
Komisaris, Direksi, Dewan Pengawas Syariah serta anggota Commissioners, the Board of Directors, Sharia Supervisory
independen komite Dewan Komisaris paling kurang satu Board and independent member of the Board of
tahun sekali. Commissioners’ committee at least once a year.
2. Melakukan evaluasi periodik terhadap kinerja Dewan 2. Conducting a periodic review on the Board of Commissioners’
Komisaris dan Direksi secara keseluruhan untuk periode tahun and Board of Directors’ overall performance for the respective
yang terkait. period.
3. Memberikan rekomendasi kepada Dewan Komisaris 3. Providing recommendations to the Board of Commissioners
mengenai remunerasi Dewan Komisaris dan Direksi untuk on the remuneration of the Board of Commissioners and
disampaikan dalam RUPS. Board of Directors to be proposed to the GMS.
4. Memberikan rekomendasi mengenai remunerasi Dewan 4. Providing recommendations on the remuneration of the Sharia
Pengawas Syariah untuk disampaikan dalam RUPS. Supervisory Board to be proposed to the GMS.
5. Komite Remunerasi dan Nominasi memberikan rekomendasi 5. The Remuneration and Nomination Committee provides
kepada Dewan Komisaris mengenai: recommendations to the Board of Commissioners regarding:
a. Terkait fungsi remunerasi: a. Remuneration function:
i. struktur remunerasi termasuk: i. remuneration structure including:
– gaji; – salary;
– honorarium; – honorarium;
– insentif; dan/atau – incentive; and/or
– tunjangan yang bersifat tetap dan/atau variabel. – fixed and/or variable allowance.
ii. kebijakan remunerasi; dan ii. remuneration policy; and
iii. besaran remunerasi. iii. remuneration amount.
b. Membantu Dewan Komisaris melakukan penilaian b. Assisting the Board of Commissioners to review
kinerja dengan kesesuaian yang diterima masing-masing performance appraisal with acceptable conformity of
anggota Direksi dan/atau anggota Dewan Komisaris. each member of the Board of Directors and/or the Board
of Commissioners.
6. Memastikan bahwa kebijakan remunerasi paling kurang 6. Ensuring that the remuneration policy is at least in line with:
sesuai dengan:
a. Peraturan perundang-undangan dan regulasi a. Prevailing laws and regulations;
yang berlaku;
b. Kinerja keuangan dan pemenuhan cadangan b. The financial performance and fulfilment of reserves as
sebagaimana diatur dalam peraturan dan perundang- stipulated in the prevailing laws and regulations;
undangan yang berlaku; c. Individual performance;
c. Prestasi kerja individual; d. Applicable remuneration to Banking industry; and
d. Remunerasi yang berlaku pada industri Perbankan; dan e. The overall Bank’s performance target and the Board of
e. Target kinerja Bank secara keseluruhan dan target kinerja Directors’ performance target link with the Bank’s overall
masing-masing anggota Direksi yang dikaitkan dengan achievement and the Board of Directors’ achievements.
pencapaian Bank dan pencapaian anggota Direksi.
Nominasi Nomination
1. Memberikan rekomendasi kepada Dewan Komisaris 1. Providing recommendations to the Board of
mengenai: Commissioners on:
a. Komposisi jabatan anggota Direksi dan/atau anggota a. Composition of office of the Board of Directors and/or
Dewan Komisaris; members of the Board of Commissioners;
b. Kebijakan dan kriteria yang dibutuhkan dalam proses b. Policy and criteria required in the Nomination process;
Nominasi; dan and
708 PT Bank Permata Tbk Laporan Tahunan 2025
Page 711
c. Kebijakan evaluasi kinerja bagi anggota Direksi dan/atau c. Performance assessment policy for members of the
anggota Dewan Komisaris. Board of Directors and/or members of the Board
of Commissioners.
2. Menominasikan calon anggota Dewan Komisaris dan Direksi 2. Nominating candidates of the Board of Commissioners
kepada Dewan Komisaris untuk disampaikan kepada RUPS. and Board of Directors to the Board of Commissioners to be
proposed at the GMS.
3. Membantu Dewan Komisaris melakukan penilaian kinerja 3. Assisting the Board of Commissioners on performance
anggota Direksi dan/atau anggota Dewan Komisaris assessment of members of the Board of Directors and/or
berdasarkan tolok ukur yang telah disusun sebagai bahan members of the Board of Commissioners based on the set
evaluasi paling kurang satu kali dalam satu tahun. objectives as evaluation material at least once per annum.
4. Memberikan rekomendasi kepada Dewan Komisaris 4. Providing recommendations to the Board of Commissioners on
mengenai program pengembangan kemampuan anggota development program for members of the Board of Directors
Direksi dan/atau anggota Dewan Komisaris. and/or members of the Board of Commissioners.
5. Menominasikan calon anggota Dewan Pengawas Syariah 5. Nominating candidates of the Sharia Supervisory Board to be
untuk disampaikan kepada RUPS. proposed to the GMS.
6. Memberikan rekomendasi kepada Dewan Komisaris 6. Providing recommendations to the Board of Commissioners
mengenai pihak independen yang akan menjadi anggota: on independent members of:
a. Komite Audit a. Audit Committee
b. Komite Pemantau Risiko b. Risk Monitoring Committee
Suksesi Direksi The Board of Directors’ Succession
1. Komite Remunerasi dan Nominasi menyusun dan memberikan 1. The Remuneration and Nomination Committee shall prepare
rekomendasi mengenai sistem serta prosedur pemilihan dan/ and provide recommendations on the system and procedures
atau penggantian anggota Dewan Komisaris dan Direksi for the selection and/or replacement of members of the Board
untuk disampaikan kepada RUPS. of Commissioners and Board of Directors to be submitted to
the GMS.
2. Memberikan rekomendasi mengenai calon anggota Dewan 2. Providing recommendation regarding candidates for the
Komisaris dan/atau Direksi kepada Dewan Komisaris untuk Board of Commissioners and/or the Board of Directors to the
disampaikan kepada RUPS. Board of Commissioners to be submitted in the GMS.
3. Menyusun kebijakan suksesi Direksi. 3. Establishing a policy for the Board of Directors’ succession.
4. Melakukan kajian minimal satu tahun sekali atas talenta 4. Establishing a Bank talent review at least once a year for
Bank yang dikategorikan sebagai calon suksesi Direksi dan those categorized as the Board of Directors’ succession and
melakukan evaluasi perkembangan calon suksesi Direksi. evaluate development of candidate for the Board of Directors’
succession.
5. Komite mengutamakan calon dari internal Bank apabila 5. The Committee shall prioritize candidates internally in the
terdapat perubahan Direksi sebelum mencari calon dari Bank if there is a change of the Board of Directors prior to
luar Bank. seeking the external candidates.
Pelaporan Komite Remunerasi dan Nominasi Remuneration and Nomination Committee
Reporting
Komite Remunerasi dan Nominasi menyusun dan menyampaikan The Remuneration and Nomination Committee shall prepare and
laporan atas kegiatannya kepada Dewan Komisaris. submit a report on its activities to the Board of Commissioners.
Frekuensi Rapat Komite Remunerasi dan Nominasi Remuneration and Nomination Committees’
Meeting Frequency and Attendance
Sepanjang tahun 2025, Komite Remunerasi dan Nominasi In 2025, the Remuneration and Nomination Committee held five
telah mengadakan lima kali rapat, dengan tingkat kehadiran meetings, with the following attendance:
sebagai berikut:
2025 Annual Report PT Bank Permata Tbk 709
Page 712
Tata Kelola Perusahaan
Good Corporate
Governance
Jumlah Kehadiran (%)
Nama Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Name Total Meeting Total Attendance
Total Absence (%)
Riswinandi 5 5 0 100
Haryanto Sahari 5 5 0 100
Chalit Tayjasanant 5 5 0 100
Chong Toh 5 5 0 100
Devina Renata Sianipar 5 5 0 100
Agenda Rapat Komite Remunerasi dan Nominasi Agenda of Remuneration and Nomination
Committee Meeting
Sepanjang tahun 2025 tanggal pelaksanaan, agenda rapat dan The following are dates, agendas and participants of the
peserta rapat Komite Remunerasi dan Nominasi sebagai berikut: Remuneration and Nomination Committee meetings in 2025:
Anggota Komite
Remunerasi dan Nominasi
yang Hadir
Tanggal
No. Agenda Members of
Date
Remuneration and
Nomination Committee
Attended the Meeting
1 17 Januari 2025 Pembahasan Remunerasi: Remuneration Discussion: 1. Riswinandi
17 January 2025 • KPI 2025. • KPI 2025 2. Haryanto Sahari
• Tinjauan dan bonus Direksi atas • The Board of Directors individual 3. Chalit Tayjasanant
kinerja tahun 2024 rating & performance bonus for 4. Chong Toh
performance year 2024 5. Devina Renata Sianipar
2 26 Februari 2025 Pembahasan Remunerasi: Remuneration Discussion: 1. Riswinandi
26 February 2025 • Remunerasi untuk Dewan • Remunerations for the Board of 2. Haryanto Sahari
Komisaris Commissioners 3. Chalit Tayjasanant
• Remunerasi untuk Dewan • Remunerations for the Sharia 4. Chong Toh
Pengawas Syariah Supervisory Board 5. Devina Renata Sianipar
• LTIP payout untuk Direksi • LTIP Payout for the Board of
Directors
Pembahasan Nominasi: Nomination Discussion:
• Perpanjangan kontrak Ibu Meliza • Contract extension of Mrs. Meliza
M. Rusli selaku Direktur Utama. M. Rusli as President Director.
• Perpanjangan kontrak Bapak • Contract extension of Mr. Setiatno
Setiatno Budiman selaku Direktur Budiman as Director of Risk.
Risiko
3 25 Juni 2025 Pembahasan Nominasi: Nomination Discussion: 1. Riswinandi
25 June 2025 • Nominasi Bapak Ahmad Mikail • Mr. Ahmad Mikail Madjid 2. Haryanto Sahari
Madjid untuk Direktur Teknologi Nomination for Technology 3. Chalit Tayjasanant
Director 4. Chong Toh
• Suksesi Direksi • The Board of Directors’ Succession 5. Devina Renata Sianipar
4 27 Agustus 2025 Pembahasan Remunerasi: Remuneration Discussion: 1. Riswinandi
27 August 2025 • Pencapaian KPI Bankwide dan • 2025 midyear Bankwide & 2. Haryanto Sahari
Direktorat tengah tahun 2025 Directorate’s KPI Achievement 3. Chalit Tayjasanant
• Meninjau Kebijakan Remunerasi • Remuneration Policy Review 4. Chong Toh
5. Devina Renata Sianipar
710 PT Bank Permata Tbk Laporan Tahunan 2025
Page 713
Anggota Komite
Remunerasi dan Nominasi
yang Hadir
Tanggal
No. Agenda Members of
Date
Remuneration and
Nomination Committee
Attended the Meeting
5 17 Desember 2025 Pembahasan Remunerasi: Remuneration Discussion: 1. Riswinandi
17 December 2025 • Pencapaian KPI 2025 • KPI Achievement 2025 2. Haryanto Sahari
• Rencana KPI 2026 • KPI Plan 2026 3. Chalit Tayjasanant
• Bonus Kinerja Karyawan 2025 • 2025 Employee Performance 4. Chong Toh
(dibayarkan di tahun 2026) dan Bonus (paid in 2026) and 2026 5. Devina Renata Sianipar
Proposal Kenaikan Upah 2026 Wages Increase Proposal
Pembahasan Nominasi: Nomination Discussion:
• Update Organisasi 2026 • 2026 Organization Update
Laporan Pelaksanaan Kerja Komite Remunerasi Report from the Remuneration and Nomination
dan Nominasi Tahun 2025 Committee in 2025
Beberapa rekomendasi yang dikeluarkan oleh Komite Remunerasi The Remuneration and Nomination Committee generated
dan Nominasi di tahun 2025 terdiri dari: a number of recommendations in 2025, which consisted of
the following:
1. Penilaian kinerja Dewan Komisaris. 1. Board of Commissioners’ performance review.
2. Penilaian kinerja Direksi. 2. Board of Directors’ performance review.
3. Penginian remunerasi Direksi. 3. Review of remuneration for the Board of Directors.
4. Penginian remunerasi Dewan Komisaris. 4. Review of the remuneration of the Board of Commissioners.
5. Bonus kinerja dan kenaikan gaji untuk karyawan. 5. Employee performance bonus and salary adjustment.
6. Nominasi anggota Direksi, Komite Independen, dan 6. Nomination for new members of the Board of Directors, RMOC
Dewan Pengawas Syariah (DPS), baik kandidat internal Independent and Sharia Supervisory Board, from internal and
maupun eksternal. external candidate.
Rencana Kerja Komite Remunerasi dan Nominasi Remuneration and Nomination Committee Work
Tahun 2026 Plans in 2026
Untuk tahun 2026, Komite Remunerasi dan Nominasi telah For 2026, the Remuneration and Nomination Committee has
menetapkan rencana kerja dengan memberikan prioritas strategis established work plan with the following strategic priorities:
sebagai berikut:
1. Tinjauan kinerja Direksi dan bonus kinerja 2025. 1. The Board of Directors performance review and performance
bonus 2025.
2. KPI Bankwide dan Direktorat 2026 . 2. Bankwide and Directorates KPI plan 2026.
3. RUPS Tahunan. 3. Annual GMS.
4. Tinjauan kinerja Bank dan Direktorat tengah tahun 2026. 4. Bankwide and Directorates KPI mid-year review 2026.
5. Tinjauan talenta Bank tahun 2026. 5. The Bank’s talent review 2026.
6. Tinjauan kinerja Bank dan Direktorat tahun 2026. 6. Bankwide and Directorates KPI review 2026.
7. Rencana KPI 2027. 7. KPI plan 2027.
Komite Pemantau Risiko (KPR) Risk Monitoring Committee (RMOC)
Komite Pemantau Risiko (KPR) dibentuk dengan tujuan The Risk Monitoring Committee (RMOC) was established for
membantu Dewan Komisaris melaksanakan tugas dan tanggung the purpose of assisting the Board of Commissioners (BOC) in
jawab Dewan Komisaris untuk pengawasan implementasi the implementation of the BOC’s duties and responsibilities to
manajemen risiko. implement risk management oversight.
2025 Annual Report PT Bank Permata Tbk 711
Page 714
Tata Kelola Perusahaan
Good Corporate
Governance
Dasar Hukum Legal Basis
KPR dibentuk oleh Dewan Komisaris Permata Bank berdasarkan: The RMOC is established by the Board of Commissioners of
PT Bank Permata Tbk based on:
1. POJK No. 17 Tahun 2023 tentang Penerapan Tata Kelola bagi 1. POJK No. 17 Year 2023 concerning Good Corporate
Bank Umum. Governance Implementation by Commercial Banks.
2. POJK No. 42/POJK.03/2017 tentang Kewajiban Penyusunan 2. POJK No. 42/POJK.03/2017 concerning Obligation for
dan Pelaksanaan Kebijakan Perkreditan atau Pembiayaan Preparation and Implementation of Credit Policy or Financing
Bank bagi Bank Umum. for Commercial Banks.
3. POJK No. 18/POJK.03/2016 tentang Penerapan Manajemen 3. POJK No. 18/POJK.03/2016 concerning Implementation of
Risiko bagi Bank Umum. Risk Management for Commercial Banks.
4. POJK No. 15 Tahun 2024 tentang Integritas Pelaporan 4. POJK No. 15 Year 2024 concerning Integrity of Financial
Keuangan Bank. Reporting by Banks.
5. SEOJK No. 34/SEOJK.03/2016 tentang Penerapan 5. SEOJK No. 34/SEOJK.03/2016 concerning Implementation of
Manajemen Risiko bagi Bank Umum. Risk Management for Commercial Banks.
6. SEOJK No. 13/SEOJK.03/2017 tentang Penerapan Tata Kelola 6. SEOJK No. 13/SEOJK.03/2017 concerning Good Corporate
bagi Bank Umum. Governance Implementation by Commercial Banks.
7. Anggaran Dasar Bank mengenai tugas dan wewenang 7. Articles of Association of the Bank concerning the duties and
Dewan Komisaris. authorities of the Board of Commissioners.
8. Surat Keputusan Direksi Bank No. 021/2007 tanggal 13 Juni 8. Decree of the Board of Directors of the Bank No. 021/2007
2007 tentang Pembentukan Komite Pemantau Risiko PT Bank dated 13 June 2007 concerning the establishment of the Risk
Permata Tbk. Monitoring Committee of PT Bank Permata Tbk.
9. Surat Keputusan Direksi PT Bursa Efek Indonesia (BEI) 9. Decree of the Directors of Indonesian Stock Exchange No.
No. Kep-00101/BEI/12-2021 tanggal 21 Desember 2021 perihal Kep-00101/BEI/12-2021 dated 21 December 2021 concerning
Perubahan Peraturan No. I-A tentang Pencatatan Saham dan the Amendment on Regulation No. I-A on the Listing of Stock
Efek bersifat Ekuitas selain Saham yang diterbitkan oleh and Non-Stock Equities issued by Public Listed Companies.
Perusahaan Tercatat.
Pedoman Kerja Working Guideline
KPR memiliki pedoman kerja yang dituangkan dalam dokumen The RMOC has working guidelines in the form of the Risk Monitoring
Piagam Komite Pemantau Risiko, yang terakhir diperbarui pada Committee Charter document, which was last amended on
tanggal 31 Januari 2025. 31 January 2025.
Struktur dan Keanggotaan Structure and Membership
1. Komite Pemantau Risiko sekurang-kurangnya terdiri atas: 1. The Risk Monitoring Committee shall consist at least of:
a. Satu orang Komisaris Independen; a. One Independent Commissioner;
b. Satu orang Pihak Independen yang memiliki keahlian b. One Independent Party with expertise in risk management
bidang manajemen risiko dan memiliki pengalaman kerja and has working experience of at least two years on
minimal dua tahun di bidang tersebut; that subject;
c. Satu orang Pihak Independen yang memiliki keahlian di c. One Independent Party with expertise in economics,
bidang ekonomi, bidang keuangan, dan/atau perbankan finance, and/or banking and has working experience of at
dan memiliki pengalaman kerja minimal lima tahun di least five years on that subject; and
bidang tersebut; dan
d. Satu orang Pihak Independen tersebut (poin b atau c) d. One of the Independent Party (point b or c) has expertise
memiliki keahlian di bidang perbankan syariah. in sharia banking.
2. Satu orang anggota Dewan Pengawas Syariah dapat menjadi 2. One member of Sharia Supervisory Board can become the
anggota Komite Pemantau Risiko. Risk Monitoring Committee member.
3. Ketua Komite Pemantau Risiko dijabat oleh Komisaris 3. The Chairman of the Risk Monitoring Committee must be an
Independen. Independent Commissioner.
4. Ketua Komite Pemantau Risiko hanya bisa merangkap jabatan 4. The Chairman of the Risk Monitoring Committee can only
sebagai ketua pada satu komite lain. assume concurrent office as chairman of one other committee.
5. Anggota Direksi dilarang menjadi anggota Komite Pemantau 5. Members of the Board of Directors are prohibited from taking
Risiko, baik pada Bank, maupun pada bank lainnya, dan the position of Committee member, neither at the Bank, nor at
demikian pula sebaliknya. other banks, and vice versa.
712 PT Bank Permata Tbk Laporan Tahunan 2025
Page 715
6. Sekurang-kurangnya dua orang anggota harus merupakan 6. A minimum of two members shall constitute independent
pihak eksternal yang independen, sedangkan posisi anggota external parties, whereas the position of other members
lainnya bisa dirangkap oleh Komisaris Bank. Komisaris may be concurrently held by the Commissioners of the
Independen dan Pihak Independen yang menjadi anggota Bank. The Independent Commissioners and the Independent
Komite paling kurang 51% dari jumlah anggota Komite. Parties assuming the positions of the Committee members
shall constitute at least 51% of the total number of
Committee members.
7. Struktur dan keanggotaan Komite harus sesuai dengan 7. Committee structure and membership shall be in accordance
Perundang-undangan dan Peraturan yang berlaku. with the prevailing Laws and Regulations.
Sesuai dengan ketentuan Regulator, struktur dan keanggotaan In accordance with regulatory requirement, the Risk Monitoring
KPR telah ditetapkan dalam Surat Keputusan Direksi PT Bank Committee’s structure and membership have been stipulated by
Permata Tbk No. 008/2025 tanggal 20 Mei 2025 perihal Susunan the Board of Directors Decree No. 008/2025 dated on 20 May
Anggota Komite Pemantau Risiko PT Bank Permata Tbk. 2025 concerning the Composition of Members of the Risk
Monitoring Committee of PT Bank Permata Tbk.
Susunan Anggota KPR per tanggal 31 Desember 2025 The composition of RMOC members as of 31 December 2025 is
sebagai berikut: as follows:
Susunan Anggota Komite Pemantau Risiko per tanggal 31 Desember 2025
The Risk Monitoring Committee Membership Composition as of 31 December 2025
Jabatan Nama Kedudukan Periode*)
Position Name Position Period*)
Ketua Haryanto Sahari Komisaris Independen 21 November 2023–Penutupan RUPST 2026
Chairman Independent Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Riswinandi Komisaris Independen 21 November 2023–Penutupan RUPST 2026
Member Independent Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Goei Siauw Hong Komisaris Independen 21 November 2023–Penutupan RUPST 2026
Member Independent Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Yap Tjay Soen Komisaris Independen 21 November 2023–Penutupan RUPST 2026
Member Independent Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Niramarn Laisathit Komisaris 21 November 2023–Penutupan RUPST 2026
Member Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Chong Toh Komisaris 21 November 2023–Penutupan RUPST 2026
Member Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Chalit Tayjasanant Komisaris 21 November 2023–Penutupan RUPST 2026
Member Commissioner 21 November 2023–Closing of AGMS 2026
Anggota Saisyarpati Pihak Independen 20 Mei 2025–Penutupan RUPST 2026
Member Independent Party 20 May 2025–Closing of AGMS 2026
Anggota Budijanto Soedarpo Pihak Independen 20 Mei 2025–Penutupan RUPST 2026
Member Independent Party 20 May 2025–Closing of AGMS 2026
Catatan | Note:
*)
Sesuai masa tugas terakhir. | In accordance with the latest term of office.
Masa Jabatan Term of Office
Masa tugas anggota Komite Pemantau Risiko adalah sama The term of service of members of the Risk Monitoring Committee
dengan masa jabatan Komisaris, dan dapat dipilih kembali untuk shall be equal to the term of service of the Commissioners and can
masa tugas selanjutnya. be reelected for the next term of service.
2025 Annual Report PT Bank Permata Tbk 713
Page 716
Tata Kelola Perusahaan
Good Corporate
Governance
Sesuai Surat Keputusan Direksi PT Bank Permata Tbk No. 008/2025 In accordance with PT Bank Permata Tbk’s Board of Directors
tanggal 20 Mei 2025, perihal Susunan Anggota Komite Pemantau Decree No. 008/2025 dated 20 May 2025, concerning the
Risiko PT Bank Permata Tbk, periode jabatan anggota Komite Composition of Members of the Risk Monitoring Committee of
Pemantau Risiko adalah sampai dengan penutupan RUPST 2026. PT Bank Permata Tbk, the tenure of the Risk Monitoring Committee
members is until the closing of the 2026 AGMS.
Independensi Komite Pemantau Risiko Risk Monitoring Committee Independency
Komite Pemantau Risiko memiliki kedudukan yang independen, The Risk Monitoring Committee has an independent position,
oleh karena itu: therefore:
1. Ketua dan anggota Komite Pemantau Risiko diangkat dan 1. The Chairman and members of the Risk Monitoring
diberhentikan oleh Dewan Komisaris berdasarkan keputusan Committee shall be appointed and dismissed by the Board of
rapat Dewan Komisaris dan dituangkan dalam Surat Commissioners based on the Board of Commissioners’ meeting
Keputusan Direksi; resolution and stipulated in the Board of Directors’ Decree;
2. Ketua dan anggota Komite Pemantau Risiko harus bebas dari 2. The Chairman and members of the Risk Monitoring Committee
pengaruh Direksi dan pihak lain yang digunakan Bank; dan must be free from any influences of the Board of Directors and
other parties retained by the Bank; and
3. Komite Pemantau Risiko hanya menerima penugasan 3. The Risk Monitoring Committee shall receive assignments
dari Dewan Komisaris dan bertanggung jawab kepada solely from the Board of Commissioners and be held
Dewan Komisaris. accountable to the Board of Commissioners.
Profil Anggota Komite Pemantau Risiko
Profile of the Risk Monitoring Committee’s Member
Nama
Keterangan Description
Name
Haryanto Sahari Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board Membership,
Pengalaman Kerja, Hubungan Afiliasi dapat Professional Experience, Affiliate Relations is
dilihat pada bagian profil Dewan Komisaris presented under the Board of Commissioners’ profile
pada halaman 118–119. section on page 118–119.
Riswinandi Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board Membership,
Pengalaman Kerja, Hubungan Afiliasi dapat Professional Experience, Affiliate Relations is
dilihat pada bagian profil Dewan Komisaris presented under the Board of Commissioners’ profile
pada halaman 124–125. section on page 124–125.
Goei Siauw Hong Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board Membership,
Pengalaman Kerja, Hubungan Afiliasi dapat Professional Experience, Affiliate Relations is
dilihat pada bagian profil Dewan Komisaris presented under the Board of Commissioners’ profile
pada halaman 120–121. section on page 120–121.
Yap Tjay Soen Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board Membership,
Pengalaman Kerja, Hubungan Afiliasi dapat Professional Experience, Affiliate Relations is
dilihat pada bagian profil Dewan Komisaris presented under the Board of Commissioners’ profile
pada halaman 122–123. section on page 122–123.
Niramarn Laisathit Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board Membership,
Pengalaman Kerja, Hubungan Afiliasi dapat Professional Experience, Affiliate Relations is
dilihat pada bagian profil Dewan Komisaris presented under the Board of Commissioners’ profile
pada halaman 114–115. section on page 114–115.
Chong Toh Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board Membership,
Pengalaman Kerja, Hubungan Afiliasi dapat Professional Experience, Affiliate Relations is
dilihat pada bagian profil Dewan Komisaris presented under the Board of Commissioners’ profile
pada halaman 112–113. section on page 112–113.
714 PT Bank Permata Tbk Laporan Tahunan 2025
Page 717
Nama
Keterangan Description
Name
Chalit Tayjasanant Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Riwayat Jabatan, Rangkap Jabatan, Professional Background, Multiple Board
Pengalaman Kerja, Hubungan Afiliasi dapat Membership, Professional Experience, Affiliate
dilihat pada bagian profil Dewan Komisaris Relations can be viewed under the profile of the Board
pada halaman 116–117. of Commissioners’ profile section on page 116–117.
Saisyarpati Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Pengalaman Kerja dapat dilihat pada bagian Professional Experience can be viewed under the
profil Anggota Komite pada halaman 157. profile of the Committee Members’ profile section on
page 157.
Budijanto Soedarpo Informasi mengenai Riwayat Pendidikan, Information related to Educational Background,
Pengalaman Kerja dapat dilihat pada bagian Professional Experience can be viewed under the
profil Anggota Komite pada halaman 157. profile of the Committee Members’ profile section on
page 157.
Wewenang Authority
Komite Pemantau Risiko memiliki wewenang yang diperlukan The Risk Monitoring Committee has the authorities required to
untuk menjalankan tugas dan tanggung jawabnya, antara lain: implement all its duties and responsibilities, among others:
1. Meminta dan memperoleh keterangan dari Direksi, pejabat 1. To request and procure information from the Board of
maupun karyawan Bank. Directors, executives, as well as the employees of the Bank.
2. Memperoleh informasi yang dibutuhkan dari auditor internal 2. To procure the necessary information from the internal or
maupun eksternal Bank. external auditors of the Bank.
3. Merekomendasikan pelaksanaan pemeriksaan khusus 3. To recommend a special audit with respect to the result of the
terkait dengan hasil audit internal maupun eksternal Bank, Bank’s internal as well as external audit, if necessary.
bilamana diperlukan.
4. Mengakses secara penuh, bebas, dan tidak terbatas terhadap 4. To have full, free, and unlimited access to the Management
Sistem Informasi Manajemen (SIM) serta sumber daya Bank Information System (MIS), as well as other resources of the
lainnya yang berkaitan dengan pelaksanaan tugasnya, Bank in relation to implementation of its duties to the extent
apabila dibutuhkan dan sejalan dengan penugasan dari necessary and in accordance with the assignment from the
Dewan Komisaris. Board of Commissioners.
Tugas dan Tanggung Jawab Komite Pemantau Duties and Responsibilities of Risk Monitoring
Risiko Committee
1. Mengevaluasi konsistensi antara kebijakan manajemen 1. To evaluate the consistency between risk management
risiko dengan pelaksanaan kebijakan Bank dalam rangka policies with the implementation of the Bank’s policies, in order
memberikan rekomendasi kepada Dewan komisaris. to give recommendation to the Board of Commissioners.
2. Memantau dan mengevaluasi pelaksanaan tugas Komite 2. To monitor and evaluate the implementation of the Risk
Manajemen Risiko dan Satuan Kerja Manajemen Risiko dalam Management Committee’s and the Risk Management
rangka memberikan rekomendasi kepada Dewan Komisaris. Unit, in order to provide recommendations to the Board of
Commissioners.
3. Menjaga kerahasiaan seluruh dokumen, data, dan informasi 3. To maintain confidentiality of all obtained documents, data,
Bank yang diperoleh. and information of the Bank.
4. Tugas-tugas lain selain yang disebutkan di atas, yang diberikan 4. Other duties, in addition to the above, the Committee will
oleh Dewan Komisaris kepada Komite sesuai dengan fungsi carry out its functions and other matters, as from time to time
dan tugasnya dari waktu ke waktu sesuai dengan kebutuhan. required by the Board of Commissioners.
Rapat Meetings
1. Komite Pemantau Risiko mengadakan rapat sesuai dengan 1. The Risk Monitoring Committee shall convene a meeting when
kebutuhan, paling sedikit satu kali dalam satu bulan. it is deeming necessary, at minimum one time in one month.
2025 Annual Report PT Bank Permata Tbk 715
Page 718
Tata Kelola Perusahaan
Good Corporate
Governance
2. Rapat Komite Pemantau Risiko dihadiri oleh sekurang- 2. The meeting of the Risk Monitoring Committee must be
kurangnya 51% dari jumlah anggota komite termasuk attended by no less than 51% of the number of committee
satu orang Komisaris Independen dan satu orang Pihak members and shall include one Independent Commissioner
Independen. and one an Independent Party.
Frekuensi dan Kehadiran Rapat Meetings Frequency and Attendance
Sepanjang tahun 2025, Komite Pemantau Risiko telah melakukan Throughout 2025, the Risk Monitoring Committee has convened
pertemuan sebanyak 12 kali rapat reguler, dengan frekuensi 12 regular meetings, with members’ attendance as follows:
kehadiran masing-masing anggota sebagai berikut:
Jumlah Kehadiran (%)
Nama Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Name Total Meeting Total Attendance
Total Absence (%)
Haryanto Sahari 12 12 0 100
Riswinandi 12 12 0 100
Goei Siauw Hong 12 12 0 100
Yap Tjay Soen 12 11 1 92
Niramarn Laisathit 12 12 0 100
Chong Toh 12 10 2 83
Chalit Tayjasanant 12 12 0 100
Taufik Hakim1) 4 4 0 100
Eddy Rainal Sinulingga2) 4 0 4 0
Saisyarpati 3)
8 8 0 100
Budijanto Soedarpo 3)
8 8 0 100
Catatan | Note:
1)
Tidak lagi menjadi anggota Komite Pemantau Risiko efektif sejak 7 Mei 2025| No longer serves as RMOC Member effective since 7 May 2025
2)
Tidak lagi menjadi anggota Komite Pemantau Risiko efektif sejak 28 April 2025 dan absen karena alasan kesehatan | No longer serves as RMOC Member effective since
28 April 2025 and absence due to medical reason
3)
Efektif sebagai anggota Komite Pemantau Risiko sejak 20 Mei 2025 | Effective as RMOC Member since 20 May 2025
Agenda Rapat Komite Pemantau Risiko Agenda of Risk Monitoring Committee Meeting
Sepanjang tahun 2025, telah diselenggarakan 12 kali rapat Throughout 2025, 12 meetings were held, with the following
dengan tanggal pelaksanaan, agenda rapat dan peserta rapat dates, agendas and participants of the Risk Monitoring
KPR adalah sebagai berikut: Committee meeting
716 PT Bank Permata Tbk Laporan Tahunan 2025
Page 719
Anggota Komite
Pemantau Risiko yang
Tanggal Hadir
No. Agenda
Date Members of the Risk
Monitoring Committee
Attended the Meeting
1 22 Januari 2025 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
22 January 2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
Risiko. Monitoring. 3. Goei Siauw Hong
2. IFRS 1 and 2 Sustainability 2. IFRS 1 and 2 Sustainability 4. Yap Tjay Soen
Disclosures. Disclosures. 5. Niramarn Laisathit
3. Kajian Tahunan Piagam Komite 3. Annual Review RMOC Charter 6. Chong Toh
Pemantau Risiko tahun 2025. 2025. 7. Chalit Tayjasanant
4. Debitur Top 20 Good Book 4. Top 20 Corporate Banking Good 8. Taufik Hakim
Corporate Banking. Book Debtor.
5. Update Digital Onboarding . 5. Digital Onboarding Update.
6. Laporan Penerapan Manajemen 6. Strategic Risk Management
Risiko Stratejik. Implementation Report.
7. Laporan Profil Risiko (Bank 7. Risk Profile (Bank Only and UUS)
Indiviual dan UUS) periode Report Q4/2024.
kuartal 4/2024.
2 26 Februari 2025 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
26 February Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
2025 Risiko. Monitoring. 3. Goei Siauw Hong
2. Laporan Penerapan Manajemen 2. Sharia: Rate of Return Risk, Equity 4. Yap Tjay Soen
Risiko Imbal Hasil, Risiko Investasi, Investment Risk, and Compliance 5. Niramarn Laisathit
dan Risiko Kepatuhan. Risk Management Implementation 6. Chong Toh
Report. 7. Chalit Tayjasanant
3. Laporan Penerapan Manajemen 3. Operational Risk Management 8. Taufik Hakim
Risiko Operasional. Implementation Report.
4. Laporan Penerapan Manajemen 4. Fraud & Bribery Risk Management
Risiko Fraud dan Risiko Penyuapan Implementation Report.
(Bribery).
5. Laporan Assurance Risiko Kredit 5. Credit Risk Assurance (CRA) Report
(Credit Risk Assurance/CRA) untuk on Corporate, Commercial, EBB,
Corporate, Commercial, EBB, dan and Consumer Banking Q4/2024.
Consumer periode kuartal 4/2024.
3 26 Maret 2025 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
26 March 2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
Risiko. Monitoring. 3. Goei Siauw Hong
2. Kajian Tahunan Country Risk 2. Annual Review Country Risk 4. Yap Tjay Soen
Horizon (CRH) dan Country Risk Horizon (CRH) & Annual Review 5. Niramarn Laisathit
Limit. Country Risk Limit. 6. Chalit Tayjasanant
3. Laporan Penerapan Manajemen 3. Reputational Risk Management 7. Taufik Hakim
Risiko Reputasi. Implementation Report.
4. Update atas Taksonomi untuk 4. TKBI version 2 Update.
Keuangan Berkelanjutan Indonesia
(TKBI) versi 2.
4 25 April 2025 1. Hasil Stres Tes Internal Capital 1. ICAAP Stress Testing Result 2025. 1. Haryanto Sahari
25 April 2025 Adequacy Assessment Process 2. Riswinandi
(ICAAP) 2025. 3. Goei Siauw Hong
2. Dashboard Bulanan Direktorat 2. Monthly Risk Directorate 4. Yap Tjay Soen
Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 5. Niramarn Laisathit
Risiko. Monitoring. 6. Chong Toh
3. Kajian Tahunan Prioritas dan 3. Annual Review of Risk Directorate 7. Chalit Tayjasanant
Infrastruktur (Manusia & Sistem) Priorities & Infrastructure (People & 8. Taufik Hakim
pada Direktorat Risiko. System).
4. Hasil Pencapaian Finansial 4. Q1 2025 Actual Financial Results
Aktual dibandingkan dengan versus Bank’s Business Plan (RBB).
Rencana Bisnis Bank (RBB) periode
kuartal 1/2025.
2025 Annual Report PT Bank Permata Tbk 717
Page 720
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Komite
Pemantau Risiko yang
Tanggal Hadir
No. Agenda
Date Members of the Risk
Monitoring Committee
Attended the Meeting
5 23 Mei 2025 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
23 May 2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
Risiko. Monitoring. 3. Goei Siauw Hong
2. Laporan Assurance Risiko Kredit 2. Credit Risk Assurance (CRA) Report 4. Yap Tjay Soen
(Credit Risk Assurance/CRA) untuk on Corporate, Commercial, EBB, 5. Niramarn Laisathit
Corporate, Commercial, EBB, dan and Consumer Banking Q1/2025. 6. Chong Toh
Consumer periode kuartal 1/2025. 7. Chalit Tayjasanant
3. Laporan Penerapan Manajemen 3. Corporate, Commercial, 8. Saisyarpati
Risiko Kredit Corporate, EBB, & Consumer Credit Risk 9. Budijanto Soedarpo
Commercial, EBB, dan Consumer. Management Implementation
Report.
4. Laporan Profil Risiko (Bank 4. Risk Profile (Bank Only & UUS)
Individual dan UUS) periode Report Q1/2025.
kuartal 1/2025.
6 25 Juni 2025 1. Update atas Penilaian Dampak 1. US Tariff War Impact Assessment 1. Haryanto Sahari
25 June 2025 Tarif AS. Update. 2. Riswinandi
2. Dashboard Bulanan Direktorat 2. Monthly Risk Directorate 3. Goei Siauw Hong
Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 4. Yap Tjay Soen
Risiko. Monitoring. 5. Niramarn Laisathit
3. Kajian Tahunan Kerangka Kerja 3. Annual Review of ERMF & Risk 6. Chong Toh
Manajemen Risiko (ERMF) dan Type Framework (RTF) 2025. 7. Chalit Tayjasanant
Kerangka Kerja Tipe Risiko (RTF) 8. Saisyarpati
tahun 2025. 9. Budijanto Soedarpo
4. Laporan Penerapan Manajemen 4. Technology Risk Management
Risiko Teknologi. Implementation Report.
5. Laporan Penerapan Manajemen 5. Information Security Risk
Risiko Keamanan Informasi. Management Implementation
Report.
6. Debitur Top 20 Good Book 6. Top 20 Corporate Banking Good
Corporate Banking. Book Debtor.
7 25 Juli 2025 1. Hasil Pencapaian Finansial 1. Q2/2025 Actual Financial Results 1. Haryanto Sahari
25 July 2025 Aktual dibandingkan dengan versus Bank’s Business Plan (RBB). 2. Riswinandi
Rencana Bisnis Bank (RBB) periode 3. Goei Siauw Hong
kuartal 2/2025. 4. Niramarn Laisathit
2. Dashboard Bulanan Direktorat 2. Monthly Risk Directorate 5. Chong Toh
Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 6. Chalit Tayjasanant
Risiko. Monitoring. 7. Saisyarpati
3. Laporan Penerapan Manajemen 3. Market, Liquidity (Short term 8. Budijanto Soedarpo
Risiko Pasar, Likuiditas (Jangka and Structural) and Capital Risk
Pendek dan Struktural) dan Modal. Management Implementation
Report.
4. Laporan Profil Risiko (Bank 4. Risk Profile (Bank Only & UUS)
Individual dan UUS) periode Report Q2/2025.
kuartal 2/2025.
718 PT Bank Permata Tbk Laporan Tahunan 2025
Page 721
Anggota Komite
Pemantau Risiko yang
Tanggal Hadir
No. Agenda
Date Members of the Risk
Monitoring Committee
Attended the Meeting
8 27 Agustus 2025 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
27 August 2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
Risiko. Monitoring. 3. Goei Siauw Hong
2. Laporan Penerapan Manajemen 2. Climate Risk Management 4. Yap Tjay Soen
Risiko Iklim dan Update atas Hasil Implementation Report and 5. Niramarn Laisathit
Climate Risk Management & Update Climate Risk Management 6. Chong Toh
Scenario (CRMS) Analysis 2025. & Scenario (CRMS) Analysis) 2025 7. Chalit Tayjasanant
Result. 8. Saisyarpati
3. Update atas Keberlanjutan 3. Sustainability Update. 9. Budijanto Soedarpo
(Sustainability). 4. Sharia: Rate of Return Risk, Equity
4. Laporan Penerapan Manajemen Investment Risk, and Compliance
Risiko Imbal Hasil, Risiko Investasi, Risk Management Implementation
dan Risiko Kepatuhan. Report.
5. Laporan Penerapan Manajemen 5. Operational Risk Management
Risiko Operasional (termasuk Implementation Report (including
Update atas Risiko Fraud dan Fraud and Bribery Risk Update).
Penyuapan).
9 25 September 1. Laporan Penerapan Manajemen 1. People Risk Management 1. Haryanto Sahari
2025 Risiko Manusia. Implementation Report. 2. Riswinandi
25 September 2. Dashboard Bulanan Direktorat 2. Monthly Risk Directorate 3. Goei Siauw Hong
2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 4. Yap Tjay Soen
Risiko. Monitoring. 5. Niramarn Laisathit
3. Laporan Assurance Risiko Kredit 3. Credit Risk Assurance (CRA) Report 6. Chong Toh
(Credit Risk Assurance/CRA) untuk on Corporate, Commercial, EBB, 7. Chalit Tayjasanant
Corporate, Commercial, EBB, dan and Consumer Banking Q2/2025. 8. Saisyarpati
Consumer periode kuartal 2/2025. 9. Budijanto Soedarpo
4. Kajian Portofolio Multifinance 4. Multifinance Portfolio Review 2025.
2025.
5. Laporan Penerapan Manajemen 5. Legal Risk Management
Risiko Hukum dan Data Protection Implementation Report and Data
(DP). Protection (DP).
6. Laporan Penerapan Manajemen 6. Compliance and Anti Money
Risiko Kepatuhan dan Anti Money Laundering (AML) Risk
Laundering (AML). Management Implementation
Report.
7. Laporan Penerapan Manajemen 7. Reputational Risk Management
Risiko Reputasi. Implementation Report.
10 24 Oktober 2025 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
24 October 2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
Risiko. Monitoring. 3. Goei Siauw Hong
2. Hasil Pencapaian Finansial 2. Q3 2025 Actual Financial Results 4. Yap Tjay Soen
Aktual dibandingkan dengan versus Bank’s Business Plan (RBB). 5. Niramarn Laisathit
Rencana Bisnis Bank (RBB) periode 6. Chong Toh
kuartal 3/2025. 7. Chalit Tayjasanant
3. Laporan Penerapan Manajemen 3. Information Security Risk 8. Saisyarpati
Risiko Keamanan Informasi. Management Implementation 9. Budijanto Soedarpo
Report.
4. Update terkait Basel 2025. 4. Basel Update 2025.
5. Laporan Profil Risiko (Bank 5. Risk Profile (Bank Only & UUS)
Individual dan UUS) periode Report Q3/2025.
kuartal 3/2025.
2025 Annual Report PT Bank Permata Tbk 719
Page 722
Tata Kelola Perusahaan
Good Corporate
Governance
Anggota Komite
Pemantau Risiko yang
Tanggal Hadir
No. Agenda
Date Members of the Risk
Monitoring Committee
Attended the Meeting
11 26 November 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
26 November Risiko. Monitoring. 3. Goei Siauw Hong
2025 2. Kajian Tahunan Risk Appetite 2. Annual Review of Risk Appetite 4. Yap Tjay Soen
Statement (RAS) dan Toleransi Statement (RAS) and Risk 5. Niramarn Laisathit
Risiko 2026. Tolerance 2026. 6. Chong Toh
3. Update atas Keberlanjutan 3. Sustainability Update. 7. Chalit Tayjasanant
(Sustainability). 8. Saisyarpati
4. Update atas Rencana Bisnis Bank 4. Bank’s Business Plan (RBB) Update 9. Budijanto Soedarpo
(RBB) 2026–2028. 2026–2028.
5. Laporan Penerapan Manajemen 5. Technology Risk Management
Risiko Teknologi. Implementation Report.
6. Debitur Top 20 Good Book 6. Top 20 Corporate Banking Good
Corporate Banking. Book Debtor.
12 19 Desember 1. Dashboard Bulanan Direktorat 1. Monthly Risk Directorate 1. Haryanto Sahari
2025 Risiko dan Pemantauan Toleransi Dashboard and Risk Tolerance 2. Riswinandi
19 December Risiko. Monitoring. 3. Goei Siauw Hong
2025 2. Rencana Kerja Komite Pemantau 2. RMOC Work Plan 2026. 4. Yap Tjay Soen
Risiko (KPR) tahun 2026. 5. Niramarn Laisathit
3. Kajian Tahunan Piagam Komite 3. Annual Review RMOC Charter 6. Chong Toh
Pemantau Risiko tahun 2026. 2026. 7. Chalit Tayjasanant
4. Laporan Assurance Risiko Kredit 4. Credit Risk Assurance (CRA) Report 8. Saisyarpati
(Credit Risk Assurance/CRA) untuk on Corporate, Commercial, EBB, 9. Budijanto Soedarpo
Corporate, Commercial, EBB, dan and Consumer Banking Q3/2025.
Consumer periode kuartal 3/2025.
5. Laporan Penerapan Manajemen 5. Corporate, Commercial, EBB,
Risiko Kredit Corporate, and Consumer Credit Risk
Commercial, EBB, dan Consumer. Management Implementation
Report.
6. Update atas Internal Control over 6. Internal Control over Financial
Financial Reporting (ICOFR) oleh Reporting (ICOFR) Update by
KPMG. KPMG.
Laporan Pelaksanaan Kegiatan Komite Pemantau Risk Monitoring Committee Activities Report in
Risiko di Tahun 2025 2025
Komite Pemantau Risiko telah melaksanakan tugas dan fungsinya The Risk Monitoring Committee has carried out its duties and
dengan baik sesuai yang diatur pada Piagam Komite Pemantau functions properly as stipulated in the Risk Monitoring Committee
Risiko dan sesuai dengan rencana kerja tahun 2025 yang telah Charter and in accordance with the 2025 work plan that has been
disetujui oleh Dewan Komisaris. approved by the Board of Commissioners.
Komite juga telah melakukan evaluasi penerapan manajemen Furthermore, the Risk Monitoring Committee has also conducted
risiko, serta pemantauan dan evaluasi terhadap tugas dan evaluations of risk management implementation, as well
tanggung jawab Komite Manajemen Risiko (KMR) dan Satuan as monitored and evaluated the implementation of the Risk
Kerja Manajemen Risiko (SKMR) untuk kemudian memberikan Management Committee (RMC) and Risk Management Unit
rekomendasi kepada Dewan Komisaris berkenaan dengan (RMU) roles and responsibilities to provide recommendations to
beberapa agenda penting sebagai berikut: the Board of Commissioners on the following key agendas items:
1. Kajian secara komprehensif atas kecukupan penerapan 1. Comprehensive review of the adequacy of risk management
manajemen risiko melalui laporan penerapan manajemen implementation through risk management implementation
risiko dari Risk Framework Owner (RFO) terhadap masing- reports from Risk Framework Owner (RFO) on respective
masing risiko utama (risiko kredit, pasar, likuiditas, operasional, principle risks (credit, market, liquidity, operational,
720 PT Bank Permata Tbk Laporan Tahunan 2025
Page 723
keamanan informasi, hukum (termasuk Pelindungan Data), information security, legal (including Data Protection),
stratejik, kepatuhan, reputasi, imbal hasil, dan investasi untuk strategic, compliance, reputational, rate of return and equity
Unit Usaha Syariah, serta risiko Anti-Money Laundering (AML), investment risks for the Sharia Business Unit, as well as Anti-
fraud, penyuapan, teknologi, manusia, dan iklim). Money Laundering (AML), fraud, bribery, technology, people,
and climate risks).
2. Kaji ulang atas Kerangka Kerja Manajemen Risiko (ERMF) 2. Review the Enterprise Risk Management Framework (ERMF)
dan Kerangka Kerja Tipe Risiko (RTF) seluruh tipe risiko utama and Risk Type Framework (RTF) for all principal risk types
yang dikelola Bank. managed by the Bank.
3. Kaji ulang atas Risk Appetite Statement dan Toleransi 3. Review of the Risk Appetite Statement and Risk Tolerance of
Risiko Bank. the Bank.
4. Evaluasi atas Laporan Profil Risiko, Laporan Dashboard 4. Evaluate on Risk Profile Report, Monthly Risk Directorate
bulanan Direktorat Risiko dan pemantauan toleransi risiko Dashboard and risk tolerance monitoring, Stress Testing result,
Risiko, hasil pelaksanaan Stress Testing, Top 20 Good Book Top 20 Corporate Banking Good Book, Credit Risk Assurance
Corporate Banking, Laporan Credit Risk Assurance untuk Report for Corporate, Commercial, EBB, and Consumer,
Corporate, Commercial, EBB, dan Consumer, Rencana Bisnis Bank’s Business Plan (RBB), Country Risk Limit, and Country
Bank (RBB), Country Risk Limit, dan Country Risk Horizon. Risk Horizon.
5. Evaluasi atas neraca valas (FCY) dan rencana pendanaan, 5. Evaluate on the foreign exchange balance sheet (FCY) and
serta portofolio Multifinance di Bank. funding plan, as well as the Bank’s multifinance portfolio.
6. Pengkajian dampak atas regulasi terkini, seperti regulasi 6. Review impact on the latest regulations, such as regulations
terkait keberlanjutan (sustainability) dan Internal Control over related to sustainability and Internal Control over Financial
Financial Reporting (ICOFR). Reporting (ICOFR).
7. Pengkajian atas update isu-isu terkait perkembangan terkini 7. Assessment of updates on specific issues related to the recent
atas kondisi global dan domestik seperti dampak tarif Amerika developments in global and domestic conditions, such as the
Serikat dan dampak banjir Sumatra pada portofolio Bank. impact of US tariffs and the impact of flooding in Sumatra on
the Bank’s portfolio.
Rencana Kerja Komite Pemantau Risiko Tahun Risk Monitoring Committee Work Plans for 2026
2026
Pada bulan Desember 2025, Komite Pemantau Risiko telah In December 2025, the Risk Monitoring Committee has set the
menetapkan rencana kerja untuk tahun 2026 yang terbagi Committee agenda for 2026, which is divided into two Regular
menjadi dua aktivitas Reguler dan Non-Reguler, yakni and Non-Regular activities, as follows:
sebagai berikut:
1. Reguler 1. Regular
Mencakup evaluasi kerangka kerja dan kebijakan manajemen Covers evaluation of the risk management framework and
risiko, penelaahan profil risiko secara berkala, penelaahan policy, periodic review of the risk profile, review of reports on
laporan atas penerapan manajemen risiko untuk semua risiko the implementation of risk management for all principal risks
utama Bank, penelaahan pengelolaan Risk Appetite dan of the Bank, review Risk Appetite and Risk Tolerance, and risk
Toleransi Risiko, limit risiko, serta evaluasi pelaksanaan Credit limits management, and evaluation of the implementation of
Risk Assurance di Corporate, Commercial, EBB dan Consumer Credit Risk Assurance of Corporate, Commercial, EBB and
Banking. Bank juga menambahkan pembahasan terkait Consumer Banking. The Bank has added Sustainability and
Keberlanjutan dan ICOFR menjadi pembahasan reguler di ICOFR discussion as regular agenda in 2026.
tahun 2026.
2. Non-Reguler 2. Non-Regular
Mencakup hal-hal yang menjadi perhatian dan fokus Komite Covers the Risk Monitoring Committee’s focus and concern,
Pemantau Risiko, antara lain pemantauan atas penerapan including monitoring the implementation of risk mitigation,
mitigasi risiko atas dampak dari kondisi eksternal baik global particularly on the impact of external condition from both
maupun domestik, kepatuhan terhadap perubahan ketentuan. global and domestic, adherence to the regulatory changes.
2025 Annual Report PT Bank Permata Tbk 721
Page 724
Tata Kelola Perusahaan
Good Corporate
Governance
Komite-Komite di Bawah Direksi
Committees of the Board of Directors
Komite Manajemen Risiko (KMR) Risk Management Committee (RMC)
Komite Manajemen Risiko (KMR) merupakan salah satu komite The Risk Management Committee (RMC) is one of Permata Bank’s
utama di Permata Bank yang dibentuk untuk membantu Direksi key committees, established to assist the Board of Directors in
dalam menjalankan fungsi pengelolaan risiko secara efektif. KMR effectively implementing risk management functions. The RMC
berperan sebagai forum koordinasi dan pengambilan keputusan serves as a coordination and decision-making forum for risk
terkait strategi, kebijakan, dan praktik manajemen risiko di seluruh management strategies, policies, and practices across all of the
lini bisnis Bank. Bank’s business lines.
Struktur dan Keanggotaan Structure and Membership
Sesuai Surat Keputusan Direksi No. 004/2025 tanggal 10 Februari Based on the Board of Directors Decree No. 004/2025 dated
2025, susunan anggota KMR per 31 Desember 2025 adalah 10 February 2025, structure of the RMC is as follows (as of
sebagai berikut: 31 December 2025):
Anggota Tetap dengan Hak 1. Direktur Risiko (Ketua) 1. Risk Director (Chairman)
Suara 2. Direktur Utama (Ketua Pengganti) 2. President Director (Alternate Chairman)
Permanent Voting Members 3. Direktur Teknologi 3. Technology Director
4. Direktur Keuangan dan Unit Usaha Syariah 4. Finance and Sharia Business Unit Director
5. Direktur Hukum dan Kepatuhan 5. Legal and Compliance Director
6. Direktur Consumer Banking 6. Consumer Banking Director
7. Direktur Manusia dan Budaya 7. People and Culture Director
8. Direktur Branch Network 8. Branch Network Director
9. Direktur Corporate Banking 9. Corporate Banking Director
Anggota Tetap Tanpa Hak 1. Chief of Internal Audit 1. Chief of Internal Audit
Suara 2. Chief of Treasury 2. Chief of Treasury
Permanent Non-Voting 3. Chief of Commercial Banking 3. Chief of Commercial Banking
Members 4. Chief of International Business Development 4. Chief of International Business Development
& Advisory & Advisory
5. Chief of Corporate Affairs and Sustainability 5. Chief of Corporate Affairs and Sustainability
6. Chief of Operations 6. Chief of Operations
7. Head, Market & Enterprise Risk Management 7. Head, Market & Enterprise Risk Management
8. Head, Corporate, Commercial & EBB Credit 8. Head, Corporate, Commercial & EBB Credit
Risk Management Risk Management
9. Head, Consumer Credit Risk Management 9. Head, Consumer Credit Risk Management
10. Head, Operational Risk Management 10. Head, Operational Risk Management
11. Head, Collection & Recovery 11. Head, Collection & Recovery
12. Head, Information Security Risk Management 12. Head, Information Security Risk Management
13. Head, Risk Governance 13. Head, Risk Governance
14. Head, Special Asset Management 14. Head, Special Asset Management
15. Head, Credit 15. Head, Credit
16. Head, Bankwide Performance & BBL Desk 16. Head, Bankwide Performance & BBL Desk
Lainnya Pejabat setingkat Kepala Divisi Permata Bank Permata Bank Division Head level on invitation
Others yang diundang berdasarkan pada undangan basis depending on the topics to be discussed at
Komite, sesuai dengan topik yang didiskusikan di the meeting of the Risk Management Committee.
rapat Komite Manajemen Risiko.
Pedoman Kerja Komite Manajemen Risiko RMC Term of Reference
KMR memiliki pedoman kerja yang dituangkan dalam dokumen The RMC has working guidelines in the form of a Terms of Reference
Terms of Reference, yang terakhir diperbarui pada tanggal document, which was last amended on 4 February 2025.
4 Februari 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
KMR mempunyai tugas dan tanggung jawab utama untuk The primary duties and responsibilities of the RMC are to ensure the
memastikan efektivitas kerangka kerja manajemen risiko dan effectiveness of risk management framework and implementation
implementasi dalam mendukung strategi bisnis. KMR juga in supporting business strategy. The RMC is also responsible
722 PT Bank Permata Tbk Laporan Tahunan 2025
Page 725
bertanggung jawab untuk mengevaluasi dan merekomendasikan to evaluate and recommend risk management framework and
kerangka kerja dan kebijakan manajemen risiko, strategi, risk policies, strategies, risk appetite, risk tolerance, and risk limits, to
appetite, toleransi risiko, dan limit risiko untuk mengantisipasi anticipate abnormal conditions, to ensure the risk exposure for all
kondisi abnormal, memastikan eksposur risiko untuk semua jenis types of risk across the Bank remain within the overall risk appetite
risiko di Bank tetap sesuai dengan risk appetite dan toleransi and risk tolerance, as well as to monitor all material risk exposure
risiko yang telah disetujui, serta memantau semua eksposur risiko (including country risk, transfer risk, and climate risk), adequacy of
material (termasuk country risk, transfer risk, dan risiko iklim), impairment provision and key external trends, including to initiate
kecukupan pencadangan kerugian, dan tren eksternal utama, stress testing.
termasuk menginisiasi stress testing.
Pelaksanaan Rapat KMR Implementation of the RMC Meeting
Frekuensi Rapat dan Kehadiran Rapat KMR Meeting Frequency and Attendance of RMC
Sepanjang tahun 2025, KMR telah mengadakan 13 kali rapat, During 2025, the RMC has convened 13 meetings, i.e.: 12 regular
yaitu 12 kali rapat reguler dan satu kali rapat ad-hoc, dengan meetings and one ad-hoc meeting, with the following attendance:
tingkat kehadiran sebagai berikut:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Risiko 13 13 0 100
Risk Director
Direktur Utama 13 13 0 100
President Director
Direktur Teknologi 13 12 1 92
Technology Director
Direktur Keuangan dan Unit Usaha 13 13 0 100
Syariah
Finance and Sharia Business Unit
Director
Direktur Hukum dan Kepatuhan 13 13 0 100
Legal and Compliance Director
Direktur Consumer Banking 13 13 0 100
Consumer Banking Director
Direktur Manusia dan Budaya 13 13 0 100
People and Culture Director
Direktur Branch Network 13 13 0 100
Brand Network Director
Direktur Corporate Banking*) 11 11 0 100
Corporate Banking Director*)
Catatan | Note:
*)
Merupakan anggota Komite Manajemen Risiko efektif pada tanggal 10 Februari 2025
Members of Risk Management Committee effective on 10 February 2025
Agenda Rapat KMR RMC Meeting Agenda
Beberapa agenda penting yang dibahas dalam rapat KMR adalah Key issues discussed in the RMC meetings were as follows:
sebagai berikut:
1. Persetujuan atas dokumen Kerangka Kerja Manajemen Risiko 1. Approval of the Enterprise Risk Management Framework
dan Kerangka Kerja Tipe Risiko. (ERMF) and Risk Type Framework (RTF).
2. Kajian tahunan atas Risk Appetite Statement dan Toleransi 2. Annual review of the Risk Appetite Statement and Risk
Risiko. Tolerance.
3. Kajian prioritas Direktorat Risiko untuk tahun 2025. 3. Review of Risk Directorate priorities for 2025.
2025 Annual Report PT Bank Permata Tbk 723
Page 726
Tata Kelola Perusahaan
Good Corporate
Governance
4. Persetujuan rencana kerja Komite Manajemen Risiko (KMR) 4. Approval of Risk Management Committee (RMC) meeting
tahun 2026. work plan for 2026.
5. Kajian Pendelegasian Wewenang (Delegation of Authority/ 5. Review of Delegation of Authority (DOA) Senior Management
DOA) Senior Management Consumer Banking. of Consumer Banking.
6. Kajian tahunan atas Delegation of Authority (DOA) untuk 6. Annual review of Delegation of Authority (DOA) for Corporate,
Corporate, Commercial, dan EBB. Commercial, and EBB.
7. Kajian atas limit risiko (market risk limit, short-term liquidity 7. Review of risk limits (market risk limit, short-term liquidity limit,
limit, country risk limit). country risk limit).
8. Kajian atas Country Risk Horizon (CRH). 8. Review of the Country Risk Horizon (CRH).
9. Kajian dan persetujuan skenario dan hasil stress test 9. Review and approval of the ICAAP 2025 stress test scenarios
ICAAP 2025. and results.
10. Kajian dan persetujuan Kebijakan Risiko Pasar. 10. Review and approval of Market Risk Policy.
11. Kajian secara komprehensif atas kecukupan penerapan 11. Comprehensive review of the adequacy of risk management
manajemen risiko melalui laporan penerapan manajemen implementation through risk management implementation
risiko dari Risk Framework Owner (RFO) terhadap masing- reports from Risk Framework Owner (RFO) on respective
masing risiko utama (risiko kredit, pasar, likuiditas, operasional, principle risks (credit, market, liquidity, operational,
keamanan informasi, hukum (termasuk Pelindungan Data), information security, legal (including Data Protection),
stratejik, kepatuhan, reputasi, imbal hasil dan investasi untuk strategic, compliance, reputational, rate of return and equity
Unit Usaha Syariah, serta risiko Anti-Money Laundering (AML), investment risks for the Sharia Business Unit, as well as Anti-
fraud, penyuapan, teknologi, manusia, dan iklim). Money Laundering (AML), fraud, bribery, technology, people,
and climate risks).
12. Kajian kecukupan atas kebijakan, sumber daya manusia, dan 12. Review of the adequacy of policies, people, and systems for
sistem untuk pengelolaan manajemen risiko. risk management implementation.
13. Kajian atas Laporan Profil Risiko Bank. 13. Review of the Bank’s Risk Profile Reports.
14. Kajian dampak standar Basel terkini atas Bank. 14. Review of the impact of Basel Standards update to the Bank.
15. Kajian atas Top 20 Debitur Good Book Corporate Banking. 15. Review of the Top 20 Good Book Corporate Banking Debtor.
16. Kajian atas portofolio Multifinance di Bank. 16. Review of the Bank’s Multifinance portfolio.
17. Kajian atas Laporan Credit Risk Assurance untuk 17. Review of the Credit Risk Assurance Reports for Corporate,
Corporate, Commercial, Emerging Business Banking (EBB), Commercial, Emerging Business Banking (EBB), and
dan Consumer. Consumer.
18. Kajian Terms of Reference KMR dan sub-komite yang 18. Review of the Terms of Reference of the RMC and sub-
berada di bawah KMR (Komite Kebijakan Kredit, Komite committees under the RMC (Credit Policy Committee,
Risiko Operasional, Komite Penilaian Model, dan Komite Operational Risk Committee, Model Assessment Committee,
Advokasi Konsumen). and Customer Advocacy Committee).
19. Update atas keberlanjutan dan risiko iklim, termasuk 19. Update on Sustainability and Climate risk, including Indonesia
Taksonomi untuk Keuangan Berkelanjutan (TKBI) versi 2 Sustainable Finance Taxonomy (TKBI) version 2 and Climate
dan hasil Climate Risk Management & Scenario Analysis Risk Management & Scenario Analysis (CRMS) 2025 result.
(CRMS 2025).
20. Update atas Internal Control over Financial Reporting (ICOFR). 20. Update on Internal Control over Financial Reporting (ICOFR).
21. Kajian atas hasil pencapaiannya Rencana Bisnis Bank 21. Review on the Bank’s Business Plan (RBB) 2025
(RBB) 2025. achievements result.
22. Kajian atas RBB tahun 2026–2028. 22. Review on the RBB 2026–2028.
23. Kajian atas isu-isu spesifik terkait perkembangan kondisi 23. Review of specific issues related to recent global and domestic
global dan domestik terkini, seperti dampak tarif Amerika developments, such as the Impact of US Tariffs to the Bank.
Serikat bagi Bank.
24. Kajian atas isu-isu pada Bank, seperti fasilitas jaminan tunai 24. Review of issues within the Bank, such as cash collateral
(cash collateral), dan dampak media sosial pada risiko facilities and the impact of social media on reputational risk.
reputasi.
724 PT Bank Permata Tbk Laporan Tahunan 2025
Page 727
KMR memiliki beberapa sub komite: RMC has sub committees as follows:
1. Komite Risiko Operasional (ORC) 1. Operational Risk Committee (ORC)
ORC merupakan suatu komite yang bertanggung jawab ORC is a committee that is responsible to ensure that a
untuk memastikan penerapan manajemen risiko operasional comprehensive and effective operational risk management is
berjalan dengan komprehensif dan efektif di Permata implemented in Permata Bank to support the Bank’s strategy,
Bank dalam mendukung strategi Bank, dan memberikan and to provide oversight for Information Security risk, and
pengawasan terhadap risiko Keamanan Informasi, dan Fraud and Bribery risk, and regulatory reporting-related risk.
risiko Kecurangan dan Penyuapan, dan risiko terkait
pelaporan regulator.
Struktur dan Keanggotaan Structure and Membership
Keanggotaan ORC adalah sebagai berikut (per tanggal Membership of ORC is as follows (as of 31 December 2025):
31 Desember 2025):
Anggota Tetap dengan 1. Direktur Risiko (Ketua) 1. Risk Director (Chairman)
Hak Suara 2. Direktur Utama (Ketua Pengganti I) 2. President Director (Alternate Chairman I)
Permanent Voting 3. Direktur Keuangan dan Unit Usaha Syariah 3. Finance and Sharia Business Unit Director
Members (Ketua Pengganti II) (Alternate Chairman II)
4. Direktur Hukum dan Kepatuhan 4. Legal and Compliance Director
5. Direktur Consumer Banking 5. Consumer Banking Director
6. Direktur Corporate Banking 6. Corporate Banking Director
7. Direktur Branch Network 7. Branch Network Director
8. Direktur People & Culture 8. People & Culture Director
9. Direktur Teknologi 9. Technology Director
Anggota Tetap Tanpa 1. Chief of Commercial Banking 1. Chief of Commercial Banking
Hak Suara 2. Chief of Treasury 2. Chief of Treasury
Permanent Non-Voting 3. Chief of Internal Audit 3. Chief of Internal Audit
Members 4. Chief of Corporate Affairs & Sustainability 4. Chief of Corporate Affairs & Sustainability
5. Chief of International Business Development 5. Chief of International Business Development
& Advisory & Advisory
6. Chief of Operations 6. Chief of Operations
7. Head BORM Consumer Banking 7. Head BORM Consumer Banking
8. Head BORM Corporate Banking 8. Head BORM Corporate Banking
9. Head BORM Commercial Banking 9. Head BORM Commercial Banking
10. Head BORM Sharia 10. Head BORM Sharia
11. Head BORM Network 11. Head BORM Network
12. Head FORM Technology 12. Head FORM Technology
13. Head FORM Operations 13. Head FORM Operations
14. Head FORM People & Culture 14. Head FORM People & Culture
15. Head FORM Legal & Compliance 15. Head FORM Legal & Compliance
16. Head FORM Finance 16. Head FORM Finance
17. Head FORM Corporate Affairs & 17. Head FORM Corporate Affairs &
Sustainability Sustainability
18. Head FORM Internal Audit 18. Head FORM Internal Audit
19. Head BORM Treasury 19. Head BORM Treasury
20. Head Information Security Risk Management 20. Head Information Services & Operations
Sekretaris (Tanpa Hak Head, Operational Risk Management Head, Operational Risk Management
Suara)
Secretary (Non-Voting
Right)
Pedoman Kerja Komite Risiko Operasional Operational Risk Committee Terms of Reference
ORC memiliki pedoman kerja yang dituangkan dalam ORC has working guidelines in the form of Terms of Reference
dokumen Terms of Reference, yang terakhir diperbarui pada document, which was amended in November 2025.
bulan November 2025.
2025 Annual Report PT Bank Permata Tbk 725
Page 728
Tata Kelola Perusahaan
Good Corporate
Governance
Tugas dan Tanggung Jawab Duties and Responsibilities
• Memastikan identifikasi dan pengukuran risiko operasional • To ensure operational risk identification and measurement
yang objektif, konsisten, dan sesuai dengan standar Bank capabilities are objective, consistent, and compliant with
serta peraturan yang berlaku, dan bahwa keputusan the Bank’s standards and applicable regulations, and that
pengendalian risiko diinformasikan dengan benar. risk control decisions are properly informed.
• Memelihara dan meninjau daftar risiko operasional • To maintain and review a register of material operational
material di Permata Bank. risks in Permata Bank.
• Memastikan bahwa terdapat mekanisme untuk • To ensure that there are mechanisms in place to identify
mengidentifikasi dan mematuhi seluruh hukum dan and comply with all applicable laws and regulations
peraturan yang berlaku kecuali yang tanggung jawabnya excepting those for which responsibility is explicitly
secara eksplisit dipegang oleh Komite Manajemen Risiko retained by the Risk Management Committee or has been
atau telah didelegasikan ke badan lain yang berwenang. otherwise delegated to another authorized body.
• Memastikan pengelolaan Operational Risk Type • To ensure effective management of the Operational
Framework (ORTF) yang efektif sebagai bukti bahwa Risk Type Framework (ORTF) as evidence that existing
proses tata kelola dan pengendalian risiko yang ada governance and risk control processes are effectively
telah diterapkan dan dipatuhi secara efektif di seluruh implemented and are being adhered to across
Permata Bank. Permata Bank.
• Memastikan penilaian risiko operasional fokus ke masa • To ensure that operational risk assessments are forward
depan untuk mengantisipasi risiko dan mencegah focused to anticipate risks and prevent events.
kejadian operasional.
• Menindaklanjuti masalah yang muncul dari Unit • To act upon issues escalated from the Business Unit or
Bisnis atau fungsi dan badan tata kelola lainnya yang functions and other governance bodies that derive their
memperoleh wewenangnya dari komite ini. authority from this committee.
• Memastikan bahwa pembelajaran atas kejadian dan • To ensure that lessons learnt exercises are conducted on
temuan internal yang bersifat material dibagikan dan material internal events and the findings are shared and
ditindaklanjuti. acted upon.
• Memberikan pengawasan terkait risiko Keamanan • To provide oversight for Information Security risk.
Informasi.
• Memberikan pengawasan terkait risiko Kecurangan, • To provide oversight for Fraud, Bribery, and Corruption risk.
Korupsi, dan Penyuapan.
• Memastikan bahwa wewenang komite didelegasikan • To ensure that the committee’s authorities are effectively
secara efektif kepada sub-komite atau individu yang delegated to properly constituted sub-committees or
berwenang, untuk mencapai keseimbangan yang tepat authorized individuals, to achieve the right balance
antara efisiensi bisnis dan pengendalian risiko. between business efficiency and risk control.
Frekuensi, Kehadiran, dan Agenda Rapat Meeting Frequency, Attendance, and Agenda
Sepanjang tahun 2025, ORC telah mengadakan 12 kali rapat During 2025, ORC held 12 meetings, with the following record
dan tingkat kehadiran dalam rapat tersebut sebagai berikut: of attendance:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Utama 12 12 0 100
President Director
Direktur Risiko 12 12 0 100
Risk Director
Direktur Hukum dan Kepatuhan 12 12 0 100
Legal and Compliance Director
Direktur Consumer Banking 12 12 0 100
Consumer Banking Director
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Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Keuangan & Unit Usaha 12 12 0 100
Syariah
Finance & Sharia Business Unit Director
Direktur Sumber Daya Manusia 12 12 0 100
Human Resources Director
Direktur Teknologi 12 12 0 100
Technology Director
Direktur Branch Network 12 12 0 100
Branch Network Director
Direktur Corporate Banking 12 11 1 92
Corporate Banking Director
Beberapa agenda penting yang menjadi pembahasan dan/ Several important agenda discussed and/or business issues
atau isu bisnis yang dikaji di dalam rapat, antara lain: reviewed in the meetings such as:
• Kejadian dan/atau isu Risiko Operasional dengan rating • Operational Risk Events and/or issues rated moderate and
moderate dan lebih tinggi. above.
• Insiden IT Severity 1. • IT Incident Severity 1.
• Data/Tren Kerugian Operasional. • Operational Loss Data/Trend.
• Operational Risk Tolerance bulanan. • Monthly Operational Risk Tolerance.
• Hasil pengujian Key Control self-assessment. • Key Control self-assessment testing result.
• Dashboard Risiko Operasional dan Keamanan Informasi • Operational and Information & Cyber Security Risk
& Cyber. Dashboard.
• Dashboard Teknologi • Technology Dashboard.
• Inisiatif-inisiatif dan implementasi Pengamanan Informasi • Information & Cyber security implementation and
& Cyber. initiatives.
• Regulasi baru atau perubahan persyaratan regulator • Significant new or changes in regulatory requirement (if
yang signifikan (jika ada). any).
• Pengelolaan keluhan nasabah. • Customer complaint management.
• Inisiatif-inisiatif dan implementasi Anti Penyuapan dan • Fraud Prevention and Anti-Bribery and Corruption (ABC)
Korupsi, serta pencegahan kecurangan. implementation and initiatives.
• Implementasi Perlindungan Nasabah (tahunan). • Customer protection implementation (annually).
• Outsourcing Risk (semi-annually). • Outsourcing Risk (semi-annually).
• Emerging Risk. • Emerging Risk.
• Temuan Internal Audit yang signifikan. • Significant Internal Audit finding.
• Temuan Audit Regulator yang signifikan. • Significant Regulatory Audit finding.
Fraud Oversight Committee (FOC) Fraud Oversight Committee (FOC)
FOC bertujuan untuk mengawasi penerapan Strategi Anti- The FOC was established to oversee the implementation of
Fraud dan Sistem Manajemen Anti-Penyuapan (ABMS) Anti-Fraud Strategy and Anti-Bribery Management System
sebagaimana dituangkan di dalam Kebijakan Strategi Anti- (ABMS) as stated in Permata Bank’s Strategy Anti-Fraud (SAF)
Fraud (SAF) dan Kebijakan Anti Penyuapan Permata Bank Policy and Anti Bribery Policy and to ensure the appropriate
dan untuk memastikan penanganan permasalahan/insiden handling of fraud included bribery issues/incidents. The FOC
fraud termasuk penyuapan secara tepat. FOC merupakan sub is a sub committee under the ORC.
komite di bawah ORC.
Struktur dan Keanggotaan Structure and Membership
Sesuai Terms of Reference (TOR) FOC per bulan Maret 2024, Based on the Terms of Reference (TOR) of the FOC as of
sesuai dengan Peraturan OJK No. 12 Tahun 2024 tanggal March 2024, in accordance with the OJK Regulation No. 12 of
31 Oktober 2024 perihal Penerapan Strategi Anti-Fraud bagi 2024 dated 31 October 2024 regarding Anti-Fraud Strategy
2025 Annual Report PT Bank Permata Tbk 727
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Tata Kelola Perusahaan
Good Corporate
Governance
Lembaga Jasa Keuangan, serta berdasarkan Surat Keputusan Implementation for Financial Services Institution and in
Direksi No. 006/2019 tanggal 4 Desember 2019, susunan accordance with the Board of Directors Decree No. 006/2019
anggota FOC adalah sebagai berikut: dated 4 December 2019, structure of the FOC is as follows:
Anggota Tetap dengan 1. Direktur Utama 1. President Director
Hak Suara 2. Direktur Hukum dan Kepatuhan 2. Legal & Compliance Director
Permanent Voting 3. Direktur Manusia dan Budaya 3. People & Culture Director
Members
Anggota Tetap Tanpa 1. Direktur Risk Management 1. Risk Management Director
Hak Suara 2. Kepala Divisi, Fraud Risk Management 2. Division Head, Fraud Risk Management
Permanent Non-Voting 3. Chief of Internal Audit 3. Chief of Internal Audit
Members 4. Kepala Divisi, Industrial Relation & 4. Division Head, Industrial Relation &
Governance Governance
5. Kepala Divisi, Litigation 5. Division Head, Litigation
6. Kepala Divisi, Operational Risk Management 6. Division Head, Operational Risk Management
(ORM) (ORM)
7. Kepala Divisi, BORM – Network 7. Division Head, BORM – Network
8. Kepala Divisi, BORM – Consumer Banking 8. Division Head, BORM – Consumer Banking
9. Kepala Divisi, BORM – Corporate Banking 9. Division Head, BORM – Corporate Banking
10. Kepala Divisi, BORM – Commercial Banking 10. Division Head, BORM – Commercial Banking
11. Kepala Divisi, BORM – Shariah Business 11. Division Head, BORM – Sharia Business
12. Kepala Divisi, BORM – Network 12. Division Head, BORM – Network
13. Kepala Divisi, BORM – Technology & 13. Division Head, BORM – Technology &
Operation Operation
14. Kepala Divisi, Anti Penyuapan & Korupsi 14. Division Head, Anti Bribery & Corruption
Undangan 1. Direktur terkait 1. Relevant Directors
Invitee 2. Heads of Business/Function terkait 2. Relevant Heads of Business/Function
3. Business/Function Operational Risk Managers 3. Relevant Business/Function Operational Risk
(B/FORMs) yang terkait Managers (B/FORMs)
4. Pihak-pihak terkait lainnya, termasuk pihak 4. Other relevant parties, including external
eksternal (contoh: konsultan) sepanjang parties (e.g. consultant) as long as relevant to
relevan dengan pembahasan topik the topic discussed
Pedoman Kerja Working Guideline
FOC memiliki pedoman kerja yang dituangkan dalam The FOC has working guideline in the form of Terms of
dokumen Terms of Reference, yang terakhir diperbarui pada Reference document, which was last amended in March 2024.
bulan Maret 2024.
Wewenang dan Tanggung Jawab FOC Authority and Responsibilities of the FOC
1. Memutuskan secara bersama dengan Direktur terkait 1. Along with Director in charge, decide the disciplinary
atas tindakan sanksi terhadap pihak internal yang terlibat actions for internal parties involved in the fraud incidents
dalam insiden fraud dan penyuapan. Apabila Fraud and bribery. If Fraud Oversight Committee (FOC) and
Oversight Committee (FOC) dan Direktur terkait tidak Director in Charge do not agree on the disciplinary action,
menyepakati bentuk tindakan sanksi, permasalahan akan the matter will be escalated to Board of Directors (BOD) for
dieskalasi ke Direksi untuk mengambil keputusan akhir. final decision.
2. Memutuskan tindakan/proses hukum kepada pelaku 2. Based on analysis provided by Legal and/or other
fraud berdasarkan hasil analisis hukum dari tim Legal consideration, decide whether perpetrator(s) of the fraud
dan/atau pertimbangan lain. incidents will be criminally charged.
3. Memastikan pelaksanaan yang efektif dari Kebijakan 3. To ensure effective implementation of Strategy Anti-Fraud
Strategi Anti-Fraud (SAF) termasuk ketersediaan sumber (SAF) including availability of necessary resources to
daya untuk menjalankan komponen-komponen Strategi conduct the Anti-Fraud Strategic elements, i.e. Prevention,
Anti-Fraud yakni: Pencegahan, Deteksi, Respons, dan Detection, Response, and Monitoring are in place.
Pemantauan.
728 PT Bank Permata Tbk Laporan Tahunan 2025
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4. Memastikan pelaksanaan yang efektif dari Kebijakan 4. To ensure effective implementation of Anti-Bribery Policy
Anti Penyuapan termasuk ketersediaan sumber daya including availability of necessary resources to conduct
untuk menjalankan komponen-komponen Strategi Anti the Anti Bribery Strategic elements, i.e. Prevention,
Penyuapan yakni: Pencegahan, Deteksi, Respons, dan Detection, Response, are in place.
Penanganan.
5. Memantau insiden/kejadian fraud signifikan termasuk 5. Monitor significant reported fraud included bribery
penyuapan yang dilaporkan. Memastikan bahwa: akar incidents/events. Ensure that: root causes are identified,
penyebab diidentifikasi, para pelaku dikenakan sanksi perpetrators are subject to reprimand and remedial
dan langkah perbaikan untuk mencegah terulangnya actions to prevent recurrence are implemented.
kejadian dilaksanakan.
6. Mengawasi kegiatan investigasi yang dilakukan oleh 6. Oversee investigation process performed by internal
pihak-pihak internal dan/atau eksternal melalui laporan and/or external parties through the investigation report
yang diberikan dan/atau dipresentasikan oleh pihak- prepared by internal and/ or external parties during the
pihak internal dan/atau eksternal pada saat rapat Komite. Committee meeting.
7. Memastikan Direksi dan Dewan Komisaris mengetahui 7. Ensure the Board of Directors and Board of Commissioners
dan up-to-date mengenai permasalahan/insiden fraud are appraised and kept up to date of any fraud including
termasuk penyuapan yang memiliki dampak negatif yang bribery issues/incidents that have significant negative
signifikan dari sisi finansial, reputasi, atau lainnya. impact in financial, reputational and other aspects.
8. Memastikan pemilik masing-masing jenis/tipe fraud 8. To ensure that owner of various fraud types included
termasuk penyuapan serta peran dan tanggung bribery, including its roles and responsibilities in managing
jawab untuk mengelola risiko dan kejadian fraud, risk and fraud including bribery incidents, are in line with
penyuapan sesuai dengan Kebijakan SAF dan Kebijakan the SAF and Anti-Bribery Policy.
Anti Penyuapan.
Frekuensi, Kehadiran, dan Agenda Rapat Meeting Frequency, Attendance and Agenda
Sepanjang tahun 2025 FOC telah mengadakan enam kali In 2025, the FOC held six meetings with the following
rapat dengan tingkat kehadiran sebagai berikut: attendance:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Utama 6 6 0 100
President Director
Direktur Hukum dan Kepatuhan 6 6 0 100
Legal and Compliance Director
Direktur Manusia dan Budaya 6 6 0 100
People and Culture Director
Agenda Rapat Agenda
Selama rapat FOC dilaksanakan, anggota komite beserta During the FOC meetings, members of the Committee and the
Direktur terkait telah mengambil beberapa keputusan Directors in charge have taken several decisions regarding
mengenai tindakan indisipliner terhadap pelaku fraud disciplinary sanctions against fraudsters and improvement
dan tindak lanjut berupa perbaikan-perbaikan yang harus actions necessitated by related working units to prevent
dilakukan oleh unit terkait untuk mencegah fraud tidak recurrence of fraud.
terulang kembali.
2025 Annual Report PT Bank Permata Tbk 729
Page 732
Tata Kelola Perusahaan
Good Corporate
Governance
2. Komite Penilaian Model (KPM) 2. Model Assessment Committee (MAC)
Struktur dan Keanggotaan Structure and Membership
Sesuai dengan Terms of Reference (TOR) Komite Penilaian Referring to the Model Assessment Committee’s Terms of
Model pada tanggal 21 Januari 2025, susunan anggota KPM Reference (TOR) dated 21 January 2025, the structure of MAC
adalah sebagai berikut (per 31 Desember 2025): is as follows (as of 31 December 2025):
Anggota Tetap dengan 1. Direktur Risiko (Ketua) 1. Risk Director (Chairman)
Hak Suara 2. Direktur Keuangan dan Unit Usaha Syariah 2. Finance and Sharia Business Unit Director
Permanent Voting (Ketua Pengganti) (Alternate Chairman)
Members 3. Direktur Consumer Banking 3. Consumer Banking Director
4. Direktur Corporate Banking 4. Corporate Banking Director
5. Chief of Treasury 5. Chief of Treasury
6. Chief of Commercial Banking 6. Chief of Commercial Banking
Anggota Tetap Tanpa 1. Chief of Internal Audit 1. Chief of Internal Audit
Hak Suara 2. Head, Corporate, Commercial & EBB Credit 2. Head, Corporate, Commercial & EBB Credit
Permanent Non-Voting Risk Management Risk Management
Members 3. Head, Consumer Credit Risk Management 3. Head, Consumer Credit Risk Management
4. Head, Market & Enterprise Risk Management 4. Head, Market & Enterprise Risk Management
5. Head, Credit 5. Head, Credit
Lainnya Berdasarkan undangan, sesuai dengan topik yang On an invitation basis, depending on the topics to
Others didiskusikan oleh Komite Penilaian Model. be discussed at the Model Assessment Committee.
Pedoman Kerja KPM MAC Term of Reference
KPM memiliki pedoman kerja yang dituangkan dalam MAC has working guideline in the form of a Terms of Reference
dokumen Terms of Reference, yang terakhir diperbarui pada document, which was last amended on 21 January 2025.
tanggal 21 Januari 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
KPM memiliki tugas dan tanggung jawab utama untuk MAC has the primary duty and responsibility to conduct a
melakukan kajian secara menyeluruh terhadap seluruh model comprehensive review of all risk models used at Permata Bank.
risiko yang digunakan di Permata Bank.
Pelaksanaan Rapat KPM MAC Meeting Implementation
Frekuensi Rapat dan Kehadiran Rapat KPM MAC Meeting Frequency and Attendance
Sepanjang tahun 2025, KPM mengadakan lima kali rapat Throughout 2025, MAC held five meetings with the following
dengan tingkat kehadiran sebagai berikut: attendance levels:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Risiko 5 5 0 100
Risk Director
Direktur Keuangan dan Unit Usaha 5 5 0 100
Syariah
Finance and Sharia Business Unit
Director
Direktur Consumer Banking 5 5 0 100
Consumer Banking Director
Direktur Corporate Banking 5 5 0 100
Corporate Banking Director
Chief of Treasury 5 3 2 60
Chief of Commercial Banking 5 3 2 60
730 PT Bank Permata Tbk Laporan Tahunan 2025
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Agenda Rapat KPM MAC Meeting Agenda
Beberapa agenda penting yang dibahas dalam rapat KPM, The meetings addressed several key agendas, including
di antaranya: the following:
1. Kajian atas implementasi Liabilities Scorecard. 1. Review on the implementation of Liabilities Scorecard.
2. Kajian atas implementasi Distributor Financing (DF) Semi- 2. Review on the implementation of Distributor Financing
Expert Scorecard. (DF) Semi-Expert Scorecard.
3. Kajian atas Model Risk-Adjusted Return on Capital 3. Review on Risk-Adjusted Return on Capital (RAROC)
(RAROC). Model.
4. Kajian atas Model Financed Emission untuk laporan 4. Review on Financed Emissions Model for Climate Risk
Climate Risk Management & Scenario Analysis (CRMS). Management & Scenario Analysis (CRMS) Report.
5. Kaji ulang tahunan terhadap Behavior Scorecard (BScore) 5. Annual review of Behavior Scorecard (BScore) for
untuk Emerging Business Banking (EBB), Commercial, dan Emerging Business Banking (EBB), Commercial, and
Value Chain. Value Chain.
6. Kaji ulang tahunan terhadap Scorecard Consumer 6. Annual review of Consumer Banking Scorecard and
Banking dan Scorecard Pefindo. Pefindo Scorecard.
7. Kaji ulang tahunan atas Model Kerugian Kredit 7. Annual eeview of Expected Credit Loss (ECL) Model–
Ekspektasian (KKE)–Parameter PSAK 71. PSAK 71 Parameters.
8. Kaji ulang tahunan hasil uji tuntas rating eksternal untuk 8. Annual review of external rating due diligence results for
Aset Tertimbang Menurut Risiko (ATMR) Risiko Kredit. Credit Risk-Weighted Assets (RWA).
9. Kajian atas Validasi dan Penyempurnaan Credit Risk 9. Review on the Validation and Refinement of Credit Risk
Grading (CRG) Scorecard untuk segmen Commercial dan Grading (CRG) Scorecard for Commercial and Corporate
Corporate Banking. Banking segments.
10. Kajian atas Validasi Model Internal Risiko Pasar (Value 10. Review on the Validation of Internal Market Risk Model
at Risk/VaR) dan Risiko Suku Bunga dalam Banking (Value at Risk/VaR) and Interest Rate Risk in the Banking
Book (IRRBB). Book (IRRBB).
3. Komite Kebijakan Kredit 3. Credit Policy Committee
Struktur dan Keanggotaan Structure and Membership
Sesuai dengan Terms of Reference (TOR) Komite Kebijakan Based on the Terms of Reference (TOR) of the Credit Policy
Kredit bulan Januari 2025, susunan anggota Komite Committee January 2025, structure of the Credit Policy
Kebijakan Kredit adalah sebagai berikut (per tanggal Committee is as follows (as of 31 December 2025):
31 Desember 2025):
Anggota Tetap dengan 1. Direktur Utama (Ketua) 1. President Director (Chairman)
Hak Suara 2. Direktur Risiko (Ketua Pengganti) 2. Risk Director (Alternate Chairman)
Permanent Voting 3. Direktur Corporate Banking 3. Corporate Banking Director
Members 4. Direktur Consumer Banking 4. Consumer Banking Director
5. Direktur Hukum dan Kepatuhan 5. Legal and Compliance Director
6. Direktur Teknologi 6. Technology Director
7. Direktur Keuangan dan Unit Syariah 7. Finance and Sharia Director
8. Direktur Branch Network 8. Branch Network Director
Anggota Tetap Tanpa Hak 1. Chief of Internal Audit 1. Chief of Internal Audit
Suara 2. Chief of Commercial Banking 2. Chief of Commercial Banking
Permanent Non-Voting 3. Division Head Corporate, Commercial & EBB 3. Division Head, Corporate, Commercial & EBB
Members Credit Risk Management Credit Risk Management
4. Division Head, Consumer Credit Risk 4. Division Head, Consumer Credit Risk
Management Management
5. Division Head, Market & Enterprise Risk 5. Division Head, Market & Enterprise Risk
Management Management
6. Division Head, Credit 6. Division Head, Credit
7. Division Head, Operational Risk Management 7. Division Head, Operational Risk Management
8. Division Head, Collection and Recovery 8. Division Head, Collection and Recovery
9. Division Head, Special Asset Management 9. Division Head, Special Asset Management
10. Division Head, Risk Governance 10. Division Head, Risk Governance
Lainnya Pejabat level Division Head di Permata Bank Division Head level at Permata Bank are invited on
Others menghadiri rapat berdasarkan undangan invitation basis according to the topics discussed
sesuai dengan agenda yang didiskusikan dalam in the meeting.
rapat tersebut.
2025 Annual Report PT Bank Permata Tbk 731
Page 734
Tata Kelola Perusahaan
Good Corporate
Governance
Pedoman Kerja Working Guideline
Komite Kebijakan Kredit memiliki pedoman kerja yang The Credit Policy Committee has working guideline in the form
dituangkan dalam dokumen Terms of Reference, yang terakhir of Terms of Reference document, which was last amended on
diperbarui pada tanggal 21 Januari 2025. 21 January 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
Komite Kebijakan Kredit bertanggung jawab menyetujui The Credit Policy Committee is responsible to approve all credit
seluruh kebijakan dan parameter risiko kredit, serta policies and risk parameter, ensuring the implementation and
memastikan kepatuhan dan pelaksanaan atas kebijakan compliance of prevailing credit policies and including the
kredit yang berlaku, termasuk penyimpangan dan langkah deviation given and actions taken as mitigation as well as
yang diambil sebagai mitigasi dan pengembangan kebijakan development of credit risk parameters and policies.
dan parameter risiko kredit tersebut.
Frekuensi, Kehadiran, dan Agenda Rapat Meeting Frequency, Attendance, and Agenda
Sepanjang tahun 2025, Komite Kebijakan Kredit mengadakan In 2025, the Credit Policy Committee held two meetings, with
dua kali rapat dengan tingkat kehadiran sebagai berikut: the following attendance:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Utama 2 2 0 100
President Director
Direktur Risiko 2 2 0 100
Risk Director
Direktur Corporate Banking 2 1 1 50
Corporate Banking Director
Direktur Consumer Banking 2 2 0 100
Consumer Banking Director
Direktur Hukum dan Kepatuhan 2 2 0 100
Legal and Compliance Director
Direktur Teknologi 2 2 0 100
Technology and Operating Director
Direktur Keuangan dan Unit Syariah 2 2 0 100
Finance and Sharia Unit Business Director
Direktur Branch Network 2 1 1 50
Branch Network Director
Agenda Rapat Meeting Agenda
Beberapa agenda penting yang dibahas antara lain: Several agenda items discussed during the meetings include:
• Kajian dan persetujuan atas adendum Corporate and • Review and approval of addendum of Corporate and
Commercial Credit Policy, EBB Credit Policy, Problem Commercial Credit Policy, EBB Credit Policy, Problem
Account Management Policy, Treasury Policy, dan Account Management Policy, Treasury Policy, and
Consumer Credit Policy. Consumer Credit Policy.
4. Komite Advokasi Konsumen (KAK) 4. Customer Advocacy Committee (CAC)
Struktur dan Keanggotaan Structure and Membership
Sesuai dengan Terms of Reference (TOR) Komite Advokasi Referring to the Customer Advocacy Committee’s Terms of
Konsumen pada tanggal 3 Maret 2025, susunan anggota Reference (TOR) dated 3 March 2025, the structure of CAC is
Komite Advokasi Konsumen adalah sebagai berikut (per as follows (as of 3 March 2025):
tanggal 3 Maret 2025):
732 PT Bank Permata Tbk Laporan Tahunan 2025
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Anggota Tetap dengan 1. Presiden Direktur 1. President Director
Hak Suara 2. Direktur Branch Network (Ketua) 2. Branch Network Director (Chairman)
Permanent Voting 3. Direktur Consumer Banking 3. Consumer Banking Director
Members 4. Direktur Corporate Banking 4. Corporate Banking Director
5. Direktur Keuangan dan Unit Usaha Syariah 5. Finance and Sharia Business Unit Director
6. Direktur Teknologi 6. Technology Director
7. Direktur Manusia & Budaya 7. People & Culture Director
8. Direktur Risiko 8. Risk Director
9. Direktur Hukum dan Kepatuhan 9. Legal and Compliance Director
Anggota Tetap Tanpa 1. Chief of Treasury 1. Chief of Treasury
Hak Suara 2. Chief of Commercial Banking 2. Chief of Commercial Banking
Permanent Non-Voting 3. Chief of International Business Development 3. Chief of International Business Development
Members & Advisory & Advisory
4. Chief of Operations (Alternatif) 4. Chief of Operations (Alternate)
5. Chief of Internal Audit 5. Chief of Internal Audit
6. Chief of Corporate Affairs and Sustainability 6. Chief of Corporate Affairs and Sustainability
7. Division Head, Service Excellence and 7. Division Head, Service Excellence and
Customer Care Management Customer Care Management
8. Division Head, Business Development & 8. Division Head, Business Development &
Partnership Partnership
9. Division Head, Customer Experience 9. Division Head, Customer Experience
10. Division Head, Network Strategy & Sales 10. Division Head, Network Strategy & Sales
Management Management
11. Division Head, Project Management Office 11. Division Head, Project Management Office
12. Division Head, Procurement 12. Division Head, Procurement
13. Division Head, Digital Business 13. Division Head, Digital Business
14. Division Head, Consumer Banking Operations 14. Division Head, Consumer Banking Operations
15. Division Head, Corporate Banking Operations 15. Division Head, Corporate Banking Operations
16. Division Head, CB Ops Risk & Business 16. Division Head, CB Ops Risk & Business
Support Support
17. Division Head, Commercial Banking Ops Risk 17. Division Head, Commercial Banking Ops Risk
18. Division Head, Corporate Communications 18. Division Head, Corporate Communications
19. Division Head, Digital Delivery 19. Division Head, Digital Delivery
20. Division Head, Treasury Sales 20. Division Head, Treasury Sales
21. Division Head, People Partner 21. Division Head, People Partner
22. Department Head, Client Services Group 22. Department Head, Client Services Group
23. Department Head, Contact Center 23. Department Head, Contact Center
24. Department Head, Customer Care Center 24. Department Head, Customer Care Center
25. Department Head, CX Office 25. Department Head, CX Office
26. Department Head, Change Management 26. Department Head, Change Management
Transformation & PMO Transformation & PMO
27. Department Head, Branch Service Excellence 27. Department Head, Branch Service Excellence
and Transformation and Transformation
Anggota Berdasarkan undangan, sesuai dengan topik yang On an invitation basis, depending on the topics
Members didiskusikan oleh Komite Advokasi Konsumen. to be discussed at the Customer Advocacy
Committee.
Pedoman Kerja Komite Advokasi Konsumen Customer Advocacy Committee Term of Reference
Komite Advokasi Konsumen memiliki pedoman kerja yang Customer Advocacy Committee has working guideline in
dituangkan dalam dokumen Terms of Reference, yang terakhir the form of a Terms of Reference document, which was last
diperbarui pada tanggal 3 Maret 2025. amended on 3 March 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas dan tanggung jawab KAK adalah memastikan The duties and responsibilities of CAC are to ensure
penyelesaian akan keluhan nasabah, tindak lanjut atas resolution of customer complaints, follow-up to consumer
masukan dari nasabah, dan seluruh inisiatif yang berkaitan feedback, and initiatives related to Customer Experience run
dengan Customer Experience berjalan secara komprehensif comprehensively and effectively at Permata Bank to support
dan efektif di Permata Bank, dalam rangka mendukung Bank’s strategy, and to provide oversight for Reputational Risk.
terlaksananya strategi Bank, serta menyediakan pengawasan
akan Risiko Reputasi.
2025 Annual Report PT Bank Permata Tbk 733
Page 736
Tata Kelola Perusahaan
Good Corporate
Governance
Frekuensi, Kehadiran, dan Agenda Rapat Meeting Frequency, Attendance, and Agenda
Sepanjang tahun 2025, Komite Advokasi Konsumen In 2025, Customer Advocacy Committee held 11 meetings
mengadakan 11 kali rapat namun tidak ada keputusan yang without any decision making on any topic. The meeting
diambil. Agenda rapat fokus pada pemaparan pencapaian agendas focused on progress update and initiative/
dan rencana kerja/rencana perbaikan dari setiap unit usaha improvement plan on customer experience from each
yang diundang pada komite ini, dengan kehadiran Direksi business unit, with Directors to provide direction/view.
untuk memberikan masukan/arahan.
Beberapa agenda penting yang dibahas, di antaranya The meetings discussed several important issues, such as:
sebagai berikut:
• Tinjauan dan diskusi hasil survei NPS dari pihak eksternal • Review and Discussion on External NPS Survey Result
untuk segmen Consumer Banking, Corporate Banking, for Consumer, Corporate, and Commercial Banking from
dan Commercial Banking yang dilakukan oleh BAIN BAIN and MRI.
dan MRI.
• Tinjauan dan diskusi hasil survei NPS dari pihak internal • Review and Discussion on Internal NPS Survey Result
yang dilakukan melalui DORA maupun survei melalui (DORA Triggered and Phone Survey by CX Office).
telepon oleh CX Office.
• Pembahasan terkait rekapitulasi keluhan konsumen dari • Monthly Complaint Highlight from Consumer Banking,
segmen Consumer, Corporate, Commercial Banking. Corporate, and Commercial Banking Customers.
• Laporan kegiatan Monthly Immersion beserta rencana • Monthly Immersion Activity Report and Improvement Plan.
perbaikan atas temuan dari kegiatan tersebut.
• Diskusi rencana kegiatan Perayaan Hari Pelanggan • National Customer’s Day Celebration Activity Planning,
Nasional, beserta laporan kegiatan dan rencana Report, and Result.
perbaikan.
Komite Kredit Credit Committee
Struktur dan Keanggotaan Structure and Membership
Sesuai Surat Keputusan Direksi No. 003/2025 per tanggal Based on the Board of Directors Decree No. 003/2025 as of
16 Januari 2025 yang berlaku sejak bulan Januari 2025, susunan 16 January 2025 effective on January 2025, structure of the Credit
anggota Komite Kredit adalah sebagai berikut: Committee is as follows:
Anggota Tetap dengan Hak 1. Direktur Utama (Ketua Pengganti) 1. President Director (Alternate Chairman)
Suara 2. Direktur Branch Network 2. Branch Network Director
Permanent Voting Members 3. Direktur Corporate Banking 3. Corporate Banking Director
4. Chief of Commercial Banking 4. Chief of Commercial Banking
5. Chief of International Business Development & 5. Chief of International Business Development &
Advisory Advisory
6. Corporate Division Head yang tidak terkait 6. Non-related Corporate Banking Division
proposal*) Head*)
Anggota Tetap Tanpa Hak 1. Division Head Credit (Ketua) 1. Division Head, Credit (Chairman)
Suara 2. Chief of Treasury 2. Chief of Treasury
Permanent Non-Voting 3. Head, Credit Group 3. Head, Credit Group
Members
Catatan | Note:
*)
Corporate Banking Division Heads yang dimaksud adalah Head CB 1, Head CB 2, Head CB 3, Head CB 4 atau Head CB5 dan harus ditunjuk oleh Direktur, Corporate Banking.
Corporate Banking Division Heads are designated to Head CB 1, Head CB 2, Head CB 3, Head CB 4, or Head CB 5 and must be appointed by the Corporate Banking Director.
• Apabila terdapat usulan kredit yang berkaitan dengan Direktur Consumer Banking, maka Direktur yang bersangkutan wajib hadir sebagai undangan. Unit Bisnis yang
mengajukan usulan kredit terkait Consumer Banking atau Unit Usaha Syariah atau Treasury harus mendapat rekomendasi dari Direktur Consumer Banking atau Chief of
Treasury maksimum dalam Rapat Komite Kredit.
If there is a credit proposal that relates to Consumer Banking Director, the Director is required to be present as invitee. Business Unit who propose credit proposal related to
Consumer Banking or Sharia Business or Treasury must obtain recommendation from Consumer Banking Director or Chief of Treasury maximum in CC Meeting.
• Proposal yang berkaitan dengan Produk Syariah harus mendapatkan rekomendasi dari Direktur Bisnis terkait/Chief.
Proposal related to Sharia Product must obtain recommendation from related Business Director/Chief.
• Direktur/Chief of Business terkait akan menghadiri agenda terkait yang diajukan dalam Rapat Komite Kredit.
Related Director/Chief of Business would attend their related agenda tabled in CC meeting.
• Head, Consumer Credit Risk Management dapat diundang untuk mengajukan proposal terkait Consumer Lending Program.
Head, Consumer Credit Risk Management may be invited for proposal related to Consumer Lending Program.
734 PT Bank Permata Tbk Laporan Tahunan 2025
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Pedoman Kerja Working Guideline
Komite Kredit memiliki pedoman kerja yang tertuang dalam The Credit Committee has working guideline in the form of Terms
dokumen Terms of Reference, dengan pembaruan terakhir of Reference document, which was last amended in August 2025.
dilakukan pada bulan Agustus 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
Komite Kredit merupakan sub-komite di bawah Direksi yang The Credit Committee is a sub-committee of the Board of
ditugaskan untuk menilai dan menyetujui aplikasi kredit di Directors assigned to assess and approve credit applications at
level tertinggi. the highest level.
Frekuensi Rapat dan Kehadiran Rapat Komite Meeting Frequency and Attendance of Credit
Kredit Committee
Sepanjang tahun 2025, Komite Kredit telah mengadakan 80 kali In 2025, the Credit Committee held 80 meetings, with the
rapat dengan tingkat kehadiran sebagai berikut: following attendance:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Utama (Ketua Pengganti) 80 68 12 85
President Director (Alternate Chairman)
Direktur Network 80 23 57 29
Network Director
Direktur Corporate Banking 80 76 4 95
Corporate Banking Director
Chief of Commercial Banking 80 75 5 94
Chief of International Business Development 80 71 9 89
& Advisory
Division Head of Credit (Ketua) 80 72 8 90
Division Head of Credit (Chairman)
Keputusan yang diambil oleh Komite Kredit antara lain menyetujui Decisions rendered by the Credit Committee include the approval
Pengajuan Fasilitas Kredit dan Memorandum of Approval. of Credit Facility Applications and Memorandum of Approval.
Komite Kredit memiliki satu sub komite, yaitu: The Credit Committee has one sub committees:
Komite Special Asset Management (Komite SAM) Special Asset Management Committee (SAM
Committee)
Keanggotaan Komite SAM Membership of SAM Committee
Sesuai dengan Keputusan Rapat Komite Manajemen Risiko Based on the decision of the Risk Management Committee
pada rapat tanggal 20 Maret 2025, susunan anggota Komite meeting on 20 March 2025, the structure of the SAM Committee
Special Asset Management (Komite SAM) sebagai berikut (per (as of 31 March 2025) is as follows:
31 Maret 2025):
Anggota 1. Division Head, SAM (Ketua) 1. Division Head, SAM (Chairman)
Members 2. Division Head, Credit (Ketua Pengganti)1,2,3) 2. Division Head, Credit (Substitute
Chairman)1,2,3)
3. Direktur Corporate Banking Director 3. Corporate Banking Director (Member)1)
(Anggota)1)
4. Chief of Business, Commercial Banking 4. Chief of Business, Commercial Banking
(Anggota)2) (Member)2)
5. Direktur, Consumer Banking (Anggota)3) 5. Consumer Banking Director (Member)3)
Catatan I Note:
1)
Anggota Komite SAM dalam hal nasabah Corporate | Members of the SAM Committee in regards of Corporate accounts.
2)
Anggota Komite SAM dalam hal nasabah Commercial | Members of the SAM Committee in regards of Commercial accounts.
3)
Anggota Komite SAM dalam hal nasabah EBB | Members of the SAM Committee in regards of EBB accounts.
2025 Annual Report PT Bank Permata Tbk 735
Page 738
Tata Kelola Perusahaan
Good Corporate
Governance
Pedoman Kerja Working Guideline
Komite SAM memiliki pedoman kerja yang dituangkan dalam The SAM committee has working guideline in the form of Terms of
dokumen Terms of Reference, yang terakhir diperbarui pada Reference document, which was last amended on 20 March 2025.
tanggal 20 Maret 2025.
Tanggung Jawab Responsibilities
Komite SAM bertanggung jawab untuk meninjau setiap nasabah The SAM committee is responsible to reviewing each individual
dalam portofolio SAM dan meninjau setiap tindakan yang akan account within the SAM Portfolio and to review any action to be
diambil atau diajukan terhadap seluruh nasabah SAM. taken or proposed on all SAM accounts.
Pelaksanaan Tugas dan Frekuensi Rapat Duties Implementation and Meeting Frequency
Pertemuan diadakan triwulanan atau bisa lebih sering jika Meetings are held quarterly or more frequently as deemed
dianggap perlu oleh Ketua Komite SAM. appropriate by the SAM Committee Chairman.
Sepanjang tahun 2025, Komite SAM mengadakan rapat sebanyak In 2025, the SAM Committee held 21 meetings, discussing Non-
21 kali, membahas mengenai Non Performing Loans (NPL) Performing Loans (NPL) of Corporate Banking eight times, and
Corporate Banking sebanyak delapan kali dan NPL Commercial Commercial Banking NPL 13 times, focusing among others on the
Banking sebanyak 13 kali, dengan topik antara lain: following subjects:
• Performa NPL dan hasil restrukturisasi untuk periode tertentu. • NPL performance and results of restructuring in a certain
period.
• Penanganan nasabah-nasabah yang termasuk dalam • Handling of customers under the Special Asset Management
kategori Special Asset Management (SAM). (SAM) category.
• Perkembangan kasus-kasus yang melibatkan nasabah SAM. • Progress of cases involving SAM accounts.
• Pemulihan/eksekusi dari jaminan. • Collateral recovery/execution.
Komite Pengarah Teknologi Informasi Information Technology Steering Committee
Struktur dan Keanggotaan Structure and Membership
Sesuai Surat Keputusan Direksi No. 011/2025 tanggal 29 Agustus Based on the Board of Directors Decree No. 011/2025 dated
2025, susunan anggota Komite Pengarah Teknologi Informasi 29 August 2025, the structure of ITSC is as follows (as of
adalah sebagai berikut (per 31 Desember 2025) : 31 December 2025) :
Anggota Tetap dengan Hak 1. Direktur Teknologi (Ketua) 1. Technology Director (Chairman)
Suara 2. Direktur Risiko (Ketua Pengganti) 2. Risk Director (Alternate Chairman)
Permanent Voting Members 3. Direktur Consumer Banking 3. Consumer Banking Director
4. Direktur Keuangan dan Unit Usaha Syariah 4. Finance and Sharia Business Unit Director
5. Direktur Branch Network 5. Branch Network Director
6. Direktur Corporate Banking 6. Corporate Banking Director
Anggota Tetap Tanpa Hak 1. Chief of Commercial Banking 1. Chief of Commercial Banking
Suara 2. Chief of Treasury 2. Chief of Treasury
Permanent Non-Voting 3. Chief of Operations 3. Chief of Operations
Members 4. Head, Information, Services & Operations 4. Head, Information, Services & Operations
(Sekretaris I) (Secretary I)
5. Head, Digital Delivery (Sekretaris II) 5. Head, Digital Delivery (Secretary II)
6. Head, Enterprise Data Management & 6. Head, Enterprise Data Management &
Analytic Analytic
Pedoman Kerja Working Guideline
Komite Pengarah Teknologi Informasi memiliki pedoman kerja ITSC has working guidelines in the form of Terms of Reference
yang dituangkan dalam dokumen Terms of Reference, yang document, which was last amended on August 2025.
terakhir diperbarui pada bulan Agustus 2025.
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Tugas dan Tanggung Jawab Duties and Responsibilities
Komite Pengarah Teknologi Informasi bertanggung jawab Information Technology Steering Committee is responsible to
memberikan rekomendasi kepada Direksi mengenai: review and provide recommendations to the Board of Directors
a. Rencana strategis Teknologi Informasi (Information regarding:
Technology Strategic Plan) searah dengan rencana strategis a. Information Technology Strategic Plan in line with Bank’s
kegiatan usaha Bank; Business Strategic Plan;
b. Perumusan kebijakan, standar, dan prosedur Teknologi b. Formulation of Information Technology policies, standards
Informasi termasuk kebijakan dan prosedur yang terkait and procedures including those are related to Information
dengan Manajemen Risiko Teknologi Informasi; Technology Risk Management;
c. Kesesuaian antara rencana pengembangan Teknologi c. Alignment between Information Technology development
Informasi yang disetujui dengan Rencana Strategis Teknologi plan and Information Technology Strategic Plan;
Informasi;
d. Kesesuaian antara pelaksanaan pengembangan Teknologi d. Alignment between the execution of Information Technology
Informasi dengan rencana pengembangan Teknologi development and Information Technology development plan;
Informasi;
e. Mengevaluasi efektivitas investasi proyek terhadap tujuan e. Evaluate the effectiveness of Information Technology
dan manfaat proyek; investment towards its objectives and benefits;
f. Pemantauan atas kinerja Teknologi Informasi dan upaya f. Monitor Information Technology performance and
peningkatannya; improvement of the performance;
g. Upaya penyelesaian insiden Teknologi Informasi yang g. Information Technology high severity incident that also covers
juga mencakup proses analisis akar permasalahan, solusi, root cause analysis, work around solution, and permanent
sementara, dan solusi permanen; solution;
h. Kecukupan dan alokasi sumber daya terkait Teknologi h. Resources adequacy and allocation related to Information
Informasi yang dimiliki Bank. Technology owned by the Bank.
Frekuensi dan Kehadiran Rapat Meeting Frequency and Attendance
Sepanjang tahun 2025, Komite Pengarah Teknologi Informasi ITSC held four meetings in 2025 with the following
telah mengadakan empat kali rapat dengan tingkat kehadiran attendance record:
sebagai berikut:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Teknologi 4 3 0 75
Technology Director
Direktur Risiko 4 3 0 75
Risk Director
Direktur Consumer Banking 4 2 1 50
Consumer Banking Director
Direktur Keuangan & Unit Usaha Syariah 4 3 0 75
Finance & Sharia Business Unit Director
Direktur Branch Network 4 3 0 75
Branch Network Director
Direktur Corporate Banking 2 1 0 50
Corporate Banking Director
Agenda Rapat Meeting Agenda
Komite Pengarah Teknologi Informasi telah bertemu dan ITSC met and discussed information technology related matters
membahas hal-hal yang berhubungan dengan teknologi informasi as well as key business issues which may include following:
dan juga isu-isu kunci bisnis yang termasuk:
a. Penerimaan dan Tindak Lanjut dari Rapat ITSC Sebelumnya. a. Acceptance and Action from Previous ITSC Meeting..
b. Item untuk Persetujuan. b. Items for approval
c. Laporan Proyek Capex dan Pembiayaan Teknologi. c. Technology Capex Project and Financials Reports.
2025 Annual Report PT Bank Permata Tbk 737
Page 740
Tata Kelola Perusahaan
Good Corporate
Governance
d. Laporan Ketahanan Teknologi. d. Technology Resilience Update.
e. Laporan Audit dan Regulasi. e. Audit and Regulatory Reports.
f. Isu Lainnya. f. Others Issue.
Komite Asset Liability (ALCO) Asset Liability Committee (ALCO)
Struktur dan Keanggotaan Structure and Membership
Sesuai Surat Keputusan Direksi Permata Bank No. 009/2025 dan Based on Permata Bank Board of Directors Decree No. 009/2025
Board of Directors Circular No. 055/BOD-CIRC/VI/2025 tanggal and Board of Directors Circular No. 055/BOD-CIRC/VI/2025
5 Juni 2025, susunan anggota ALCO adalah sebagai berikut (per dated on 5 June 2025, the members of the ALCO as follows (as of
31 Desember 2025): 31 December 2025):
Anggota 1. Direktur Utama (Ketua) 1. President Director (Chairman)
Members 2. Chief of Treasury (Ketua Pengganti) 2. Chief of Treasury (Alternate Chairman)
3. Direktur Keuangan & Unit Usaha Syariah 3. Finance & Sharia Business Unit Director
4. Direktur Risiko 4. Risk Director
5. Direktur Consumer Banking 5. Consumer Banking Director
6. Direktur Branch Network 6. Branch Network Director
7. Direktur Corporate Banking 7. Corporate Banking Director
8. Chief of Commercial Banking 8. Chief of Commercial Banking
Standing Invitee 1. Chief of International Business Development 1. Chief of International Business Development
Standing Invitee & Advisory & Advisory
2. Head, Wealth Management Consumer 2. Head, Wealth Management Consumer
Deposit and Cash Management Deposit and Cash Management
3. Head, Transaction Banking 3. Head, Transaction Banking
4. Head, Asset Liability Management 4. Head, Asset Liability Management
5. Head, Market & Enterprise Risk Management 5. Head, Market & Enterprise Risk Management
6. Head, Consumer Lending 6. Head, Consumer Lending
7. Head, Economic Research 7. Head, Economic Research
8. Head, Credit 8. Head, Credit
9. Head, Sharia Business Performance, System 9. Head, Sharia Business Performance, System
& Operations Management & Operations Management
10. Head, Commercial Funding 10. Head, Commercial Funding
Sekretaris Head, Balance Sheet Management Head, Balance Sheet Management
Secretary
Catatan | Note:
Hak suara hanya dimiliki oleh anggota ALCO (Direksi dan Chief)
Voting rights only held by ALCO members (Board of Directors and Chief)
Pedoman Kerja Working Guideline
ALCO memiliki pedoman kerja yang dituangkan dalam dokumen ALCO has working guidelines in the form of Terms of Reference
Terms of Reference (TOR), yang terakhir diperbarui tanggal (TOR) document, which lastly amended on 5 June 2025.
5 Juni 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
1. ALCO bertanggung jawab dalam mengoptimalkan struktur 1. ALCO is responsible for optimizing the Bank’s balance sheet
neraca dan permodalan Bank serta mengelolanya sejalan and capital structure and managing it in accordance with the
dengan kebijakan risiko yang direkomendasikan dan telah recommended and approved risk policies as well as prevailing
disetujui sesuai dengan ketentuan yang berlaku serta laws and regulations and a forward-looking view of changes
pandangan masa mendatang terhadap perubahan dalam to economic, regulatory, and competitive actions; and
kondisi ekonomi, peraturan, serta kompetisi usaha; dan
2. Fokus dari ALCO adalah pada pengembangan yang 2. The focus of ALCO is on the profitable development of
menguntungkan bagi franchise Permata Bank dalam jangka Permata Bank’s franchise in the medium and the long term, in
menengah hingga jangka panjang, dengan tetap memenuhi compliance with prevailing laws and regulations.
kepatuhan terhadap peraturan yang berlaku.
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Frekuensi dan Kehadiran Rapat Meeting Frequency and Attendance
Sepanjang tahun 2025, ALCO telah mengadakan 19 kali rapat In 2025, ALCO held 19 meetings (seven ad-hoc ALCO meeting)
(tujuh kali rapat dengan agenda khusus) dengan tingkat kehadiran with record of attendance of members with voting right as follows:
anggota yang memiliki hak suara sebagai berikut:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Direktur Utama 19 19 0 100
President Director
Chief of Treasury 19 18 1 95
Direktur Keuangan & Unit Usaha Syariah 19 19 0 100
Finance & Sharia Business Unit Director
Direktur Consumer Banking 19 18 1 95
Consumer Banking Director
Direktur Risiko 19 19 0 100
Risk Director
Direktur Branch Network 19 19 0 100
Branch Network Director
Direktur Corporate Banking 19 19 0 100
Corporate Banking Director
Chief of Commercial Banking 19 17 2 89
Agenda Rapat Meeting Agenda
Selama tahun 2025, rapat ALCO membahas dan mengkaji During 2025, ALCO meetings discussed and reviewed several
beberapa agenda penting termasuk: important items and business issues, including:
• Mengelola posisi neraca, likuiditas, permodalan dan • Managed balance sheet position, liquidity, capital, profitability
profitabilitas, serta mengantisipasi perkembangan kondisi and anticipating external condition developments such as
eksternal seperti kondisi pasar, persaingan, dan peraturan. market condition, competition and regulatory.
• Mengkaji kepatuhan/compliance terhadap peraturan • Reviewed compliance with existing regulations, ALCO
yang berlaku, ALCO Guidelines dan Market Risk Guideline. Guidelines, Risk Market Guidelines. This includes the impact to
Termasuk di dalamnya pengaruh terhadap kinerja Bank. the Bank’s performance.
• Mengkaji, menetapkan, dan mengkinikan kebijakan • Reviewed, determined and updated liquidity management
manajemen likuiditas (short-term dan structural) antara lain policy (short-term and structural), among others liquidity risk
liquidity risk limits, capital, Funds Transfer Pricing policy. limits, capital, and Funds Transfer Pricing policy.
• Mengkaji dan menyetujui skenario dan hasil stress test Internal • Reviewed and approved Internal Capital Adequacy
Capital Adequacy Assessment Process (ICAAP), monitoring Assessment Process (ICAAP) scenario and its stress test
bulanan atas Early Warning Indicators. results, monthly monitor on Early Warning Indicators.
• Mengkaji dan menyetujui hasil kaji ulang tahunan Recovery • Reviewed and approved annual review of Recovery Plan and
Plan berikut stress test. its stress test.
Komite Pensiun Pension Committee
Komite Pensiun Permata Bank dibentuk untuk mendukung Direksi Permata Bank’s Pension Committee was established to assist the
dan Dewan Komisaris dalam pengelolaan program pensiun Board of Directors and the Board of Commissioners in ensuring the
bagi karyawan Bank secara efektif dan berkelanjutan. Komite ini effective and sustainable management of the Bank’s employee
bertanggung jawab untuk memastikan bahwa kebijakan, strategi, pension program. The Committee is responsible for overseeing
dan prosedur pengelolaan dana pensiun dijalankan sesuai that policies, strategies, and procedures related to pension fund
dengan peraturan yang berlaku, prinsip tata kelola yang baik, dan management are implemented in accordance with applicable
kepentingan peserta program pensiun. regulations, sound governance principles, and the best interests of
pension program participants.
2025 Annual Report PT Bank Permata Tbk 739
Page 742
Tata Kelola Perusahaan
Good Corporate
Governance
Dengan keberadaan Komite Pensiun, Bank menegaskan Through the establishment of the Pension Committee, the Bank
komitmennya untuk menjaga keberlanjutan manfaat pensiun reinforces its commitment to safeguarding the continuity of
bagi seluruh karyawan, sekaligus memastikan pengelolaan dana pension benefits for employees while ensuring that pension funds
pensiun yang prudent, terstruktur, dan selaras dengan praktik tata are managed prudently, systematically, and in alignment with
kelola yang baik. good governance practices.
Struktur dan Keanggotaan Structure and Membership
Sesuai Surat Keputusan Direksi Permata Bank No. 005/2025 In accordance with the Permata Bank Board of Directors Decree
dan Terms of Reference (TOR) Komite Pensiun tanggal 24 Maret No. 005/2025 and Terms of Reference (TOR) of the Pension
2025, susunan anggota Komite Pensiun per 5 Mei 2025 adalah Committee dated on 24 March 2025, members of the Pension
sebagai berikut: Committee as of 5 May 2025 are as follows:
Anggota 1. Chief of Treasury (Ketua) 1. Chief of Treasury (Chairman)
Members 2. Direktur People & Culture (Ketua Pengganti) 2. People & Culture Director (Alternate
Chairman)
3. Direktur Keuangan & Unit Usaha Syariah 3. Finance & Sharia Business Unit Director
4. Direktur Risiko 4. Risk Director
5. Division Head, Remuneration & Payroll 5. Division Head, Remuneration & Payroll
Catatan | Note:
Division Head Remuneration & Payroll merangkap sebagai Sekretaris Komite | Division Head, Remuneration & Payroll concurrently as the Committee Secretary
Pedoman Kerja Working Guideline
Komite Pensiun menjalankan seluruh fungsi dan tanggung The Pension Committee carries out all its functions and
jawabnya berdasarkan pedoman kerja yang tertuang dalam TOR responsibilities based on the work guidelines set out in the TOR,
yang terakhir diperbarui pada tanggal 5 Mei 2025. Pedoman which was last updated on 5 May 2025. These guidelines serve as
ini menjadi acuan dalam pelaksanaan rapat, pengambilan a reference in conducting meetings, making decisions, monitoring,
keputusan, pemantauan, dan pelaporan terkait program pensiun, and reporting related to the pension program, thus ensuring that
sehingga memastikan setiap aktivitas Komite berjalan secara all Committee activities are carried out in a structured, transparent,
terstruktur, transparan, dan akuntabel. and accountable manner.
Tugas dan Tanggung Jawab Komite Pensiun Duties and Responsibilities of Pension Committee
Uraian tugas dan tanggung jawab Komite Pensiun, antara lain The description of the duties and responsibilities of the Pension
sebagai berikut: Committee, among others, is as follows:
1. Mengawasi pengelolaan Dana Pensiun Bank untuk 1. Oversee the management of the Bank’s Pension Funds to
memastikan imbalan pascakerja di masa depan dibukukan ensure the future post-employment benefits are properly
dengan layak dan disediakan serta didanai secara memadai. recognized and sufficiently provided and funded.
2. Mengusulkan arahan investasi untuk mendapatkan 2. Propose the investment directives, taking into consideration
persetujuan Direksi dengan mempertimbangkan the proper balance between acceptable return and well
keseimbangan antara tingkat pengembalian yang layak managed investment risk for the Board of Directors’ approval.
dengan pengelolaan risiko investasi.
3. Mengkaji kinerja Penyelenggara Dana Pensiun Lembaga 3. Review the performance of Dana Pensiun Lembaga Keuangan
Keuangan (DPLK) dan/atau Program Pensiun Untuk (DPLK) and/or Program Pensiun Untuk Kompensasi Pesangon
Kompensasi Pesangon (PPUKP) sedikitnya secara kuartal dan (PPUKP) providers at a minimum on a quarterly basis and
melaporkan hasilnya kepada Direksi. report the results to the Board of Directors.
4. Mengusulkan pemilihan (termasuk pembaruan) dan 4. Propose the selection (including renewal) and termination of
penghentian DPLK dan/atau PPUKP berdasarkan penilaian DPLK and/or PPUKP Providers based on the assessment of
kinerjanya untuk mendapatkan persetujuan Direksi. their performance for the Board of Directors’ approval.
5. Mengkaji syarat dan ketentuan perjanjian dengan DPLK 5. Review the terms and conditions of the agreements with
dan/atau Penyelenggara PPUKP untuk memastikan DPLK and/or PPUKP Providers to ensure its alignment with the
keselarasannya dengan prinsip-prinsip manajemen risiko dan Bank’s risk management and governance principles.
tata kelola Bank.
6. Melaporkan kegiatan Komite kepada Direksi dengan 6. Report the Committee’s activities to the Board of Directors by
memberikan salinan risalah rapat Komite setiap tahun. providing copy of the Committee’s minutes of meetings on
annual basis.
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Pelaksanaan Rapat Komite Pensiun Implementation of Pension Committee Meetings
Frekuensi dan Kehadiran Rapat Komite Pensiun Frequency and Attendance of Pension Committee
Meetings
Sepanjang tahun 2025, Komite Pensiun telah mengadakan empat In 2025, the Pension Committee held four meetings with record of
kali rapat dengan tingkat kehadiran anggota yang memiliki hak attendance of members with voting rights as follows:
suara sebagai berikut:
Jumlah Jumlah Kehadiran
Direktur Jumlah Rapat
Kehadiran Ketidakhadiran Attendance
Director Total Meeting
Total Attendance Total Absence (%)
Suryadi Ong 4 4 0 100
Chief of Treasury (Ketua)
Chief of Treasury (Chairman)
Dayan Sadikin 4 3 1 75
Direktur People & Culture (Ketua Pengganti)
People & Culture Director (Alternate Chairman)
Rudy Basyir Ahmad 4 4 0 100
Direktur Keuangan & Unit Usaha Syariah
Finance & Sharia Business Director
Setiatno Budiman 4 4 0 100
Direktur Risiko
Risk Director
Devina Renata Sianipar*) 4 4 0 100
Division Head Remuneration & Payroll
Division Head, Remuneration & Payroll
Catatan | Note:
*)
Division Head Remuneration & Payroll merangkap sebagai Sekretaris Komite | Division Head, Remuneration & Payroll concurrently as the Committee Secretary
Agenda Rapat Komite Pensiun Meeting Agenda
Selama tahun 2025, rapat Komite Pensiun membahas dan During 2025, the Pension Committee meetings discussed and
mengkaji beberapa agenda penting di antaranya: reviewed several important items and business issues, including:
1. Komite pensiun telah melakukan tinjauan berkala terhadap 1. The pension committee has conducted periodic reviews of
kinerja pengelolaan dan investasi dana pensiun. Kinerja the management and investment performance of the pension
dana pensiun masih sedikit lebih baik daripada tolok funds. The performance of the pension funds were still slightly
ukur meski pun dipengaruhi oleh tekanan pasar. Strategi better than benchmark despite affected by market pressures.
pengelolaan investasi dan selera risiko selaras dengan The investment management strategy and risk appetite are
arahan Permata Bank. aligned with Permata Bank’s direction.
2. Pembahasan struktur baru untuk komposisi komite per 2. Discussions on the new committee structure as of 24 March
tanggal 24 Maret 2025, sebagai berikut: 2025, are as follows:
a. Menunjuk Chief of Treasury sebagai ketua untuk a. Chief of Treasury has been appointed as chairman to
memastikan pengelolaan dana pensiun diinvestasikan ensure that pension funds are invested with reasonable
dengan imbal hasil yang wajar dan risiko yang terkelola returns and manage risk in line with their objectives. People
sesuai tujuannya. Direktur People & Culture menjabat & Culture Director will serve as the alternate chairman.
sebagai ketua pengganti.
b. Division Head Remuneration & Payroll telah ditambahkan b. Division Head Remuneration & Payroll has been added
sebagai anggota komite, sebelumnya menjabat sebagai to the committee, having previously served as the
sekretaris komite. committee secretary.
c. Division Head Wealth Management telah digantikan c. Division Head Wealth Management has been replaced as
sebagai anggota komite. a committee member.
3. Pembahasan penambahan dana DKP. Dengan pertimbangan 3. Discussion on top up of DKP funds. Considering the gap
adanya kesenjangan antara DBO dan Aset yang cenderung between DBO and Assets which tends to widen every year, the
melebar setiap tahun, persentase cakupan Aset Nilai Masa percentage of Future Value Assets (FVA) coverage to DBO in
2025 Annual Report PT Bank Permata Tbk 741
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Tata Kelola Perusahaan
Good Corporate
Governance
Depan (FVA) terhadap DBO pada Laporan Penilaian Aktuaria the Actuarial Valuation Report and from an ROI perspective
dan dari perspektif ROI bahwa penambahan aset tetap that top up of fixed assets will provide wider space in
akan memberikan ruang yang lebih luas dalam mengelola managing the fund portfolio and produce higher (expected)
portofolio dana dan menghasilkan imbal hasil (yang returns, it has been planned to top up of DKP funds in stages.
diharapkan) yang lebih tinggi, maka telah direncanakan In June 2025, top up 50% of DKP funds of the total plan was
melakukan penambahan dana DKP secara bertahap. Pada carried out and the remaining addition of the total plan will be
bulan Juni 2025 telah dilakukan penambahan dana DKP implemented as needed.
sebesar 50% dari total rencana dan sisa penambahan dari
total rencana akan dilaksanakan sesuai kebutuhan.
4. Pembahasan Arah Investasi Baru untuk DKP. Panduan 4. Discussion of New Investment Directions for DKP. The previous
investasi sebelumnya memiliki beberapa batasan investment guidelines had several limitations due to limited
karena keterbatasan alokasi portofolio, yang membatasi portfolio allocations, which limited the BNI DPK investment
kemampuan tim investasi DPK BNI untuk memanfaatkan team’s ability to capitalize on profitable opportunities for
peluang menguntungkan bagi Permata Bank jika opsi Permata Bank if available bond options did not meet the
obligasi yang tersedia tidak memenuhi batasan yang established limits. Therefore, changes to the investment
ditetapkan. Oleh karena itu, perubahan dalam panduan guidelines were necessary to capitalize on opportunities
investasi diperlukan untuk memanfaatkan peluang ketika when potentially profitable bonds emerged. With the
obligasi yang berpotensi menguntungkan muncul. Dengan recommendation of the Pension Committee, the Board of
rekomendasi dari Komite Pensiun, Direksi telah menyetujui Directors approved the new investment guidelines.
arahan investasi baru.
Komite Keberlanjutan Sustainability Committee
Struktur dan Keanggotaan Structure and Membership
Sesuai Surat Keputusan Direksi Permata Bank No. 010/2025 dan In accordance with the Permata Bank Board of Directors Decree
Terms of Reference (TOR) Komite Keberlanjutan tanggal 27 Maret No. 010/2025 and Terms of Reference (TOR) of the Sustainability
2025, susunan anggota Komite Keberlanjutan adalah per tanggal Committee dated on 27 March 2025, members of the Sustainability
31 Desember 2025 sebagai berikut: Committee as of 31 December 2025 are as follows:
Anggota Tetap dengan Hak 1. Presiden Direktur 1. President Director
Suara 2. Direktur Risiko (Ketua) 2. Risk Director (Chairman)
Permanent Voting Members 3. Direktur Keuangan 3. Finance Director
Anggota Tetap Tanpa Hak 1. Direktur Consumer Banking 1. Director Consumer Banking
Suara 2. Direktur Corporate Banking 2. Director Corporate Banking
Permanent Non-Voting 3. Chief of Commercial Banking 3. Chief of Commercial Banking
Members 4. Chief of International Business Development 4. Chief of International Business Development
& Advisory & Advisory
5. Chief of Treasury 5. Chief of Treasury
6. Chief of Corporate Affairs & Sustainability 6. Chief of Corporate Affairs & Sustainability
(Ketua Pengganti) (alternate Chairman)
Undangan Pejabat setingkat Kepala Divisi Permata Bank Permata Bank Division Head level on
Invitee berdasarkan undangan Komite, sesuai dengan Committee’s invitation basis depending on the
topik yang akan didiskusikan di rapat. topics to be discussed in the meeting.
Catatan | Note:
Division Head, Sustainability ditunjuk sebagai Sekretariat Komite.
Division Head, Sustainability is appointed as the Committee Secretariat.
Pedoman Kerja Working Guideline
Komite Keberlanjutan memiliki pedoman kerja yang dituangkan The Sustainability Committee has a working guideline in the form
dalam Term of Reference (TOR), yang terakhir diperbarui tanggal of Term of Reference (TOR) document, which was last amended
27 Maret 2025. on 27 March 2025.
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Wewenang dan Tanggung Jawab Komite Authority and Responsibilities of Sustainability
Keberlanjutan Committee
Wewenang Authority
1. Menyetujui kerangka dan kebijakan keberlanjutan. 1. To approve sustainability framework and policy.
2. Menyetujui strategi, inisiatif, dan target keberlanjutan. 2. To approve sustainability strategies, initiatives, and targets.
Tanggung Jawab Responsibilities
1. Menyusun dan merekomendasikan kerangka dan menyiapkan 1. To develop and recommend the sustainability framework and
kebijakan pengelolaan Lingkungan, Sosial, dan Tata kelola preparing policies on Environmental, Social, and Governance
(LST) untuk memastikan keselarasan dengan bisnis Bank (ESG) management to ensure alignment with bank’s overall
secara keseluruhan. business.
2. Mengembangkan dan melaksanakan strategi dan inisiatif 2. Developing and executing the bank’s sustainability strategies
keberlanjutan Bank di lingkungan internal Bank, termasuk and initiatives within the Bank’s internal environment, including
Tanggung Jawab Sosial Perusahaan (CSR). Corporate Social Responsibility (CSR).
3. Menentukan prioritas dan target keberlanjutan. 3. To determine the sustainability priorities and target.
4. Memantau dan menilai risiko serta peluang bisnis utama yang 4. To monitor and assess key business risks and opportunities
timbul dari aspek LST. that arise from ESG aspects.
5. Memantau dan mengawasi kinerja keberlanjutan Bank 5. To monitor and oversee the Bank’s sustainability performance
serta memberikan rekomendasi perbaikan terhadap proses and give recommendation of improvements to the process for
penerapan prinsip-prinsip berkelanjutan secara berkala. sustainable principles implementation on a regular basis.
6. Meningkatkan kesadaran akan praktik dan budaya 6. To oversee and/or examine deviations from Sustainable
berkelanjutan. Policy.
7. Menyusun dan memantau implementasi Rencana Aksi 7. To develop and monitor the implementation of the Sustainable
Keuangan Berkelanjutan (RAKB). Finance Action Plan (SFAP).
8. Mengawasi dan/atau mengkaji penyimpangan dari Kebijakan 8. Raise the awareness of sustainable practices and culture.
Keberlanjutan.
9. Mengkaji Term of Reference (TOR) Komite Keberlanjutan 9. To review Sustainability Committee Terms of Reference
paling sedikit dua tahun sekali dan memberikan rekomendasi (TOR) at least every two years and recommend any changes
perubahan (jika diperlukan). (if necessary).
Frekuensi dan Kehadiran Rapat Meeting Frequency and Attendance
Sepanjang tahun 2025, Komite Keberlanjutan telah mengadakan In 2025, the Sustainability Committee held four meeting with
empat kali rapat dengan tingkat kehadiran anggota yang memiliki record of attendance of members with voting rights as follows:
hak suara sebagai berikut:
Jumlah Kehadiran
Direktur Jumlah Rapat Jumlah Kehadiran
Ketidakhadiran Attendance
Director Total Meeting Total Attendance
Total Absence (%)
Meliza M. Rusli 4 4 0 100
Setiatno Budiman 4 4 0 100
Rudy Basyir Ahmad 4 4 0 100
Agenda Rapat Meeting Agenda
Selama tahun 2025, rapat Komite Keberlanjutan membahas dan During 2025, the Sustainability Committee meetings
mengkaji beberapa agenda penting di antaranya: discussed and reviewed several important items and business
issues, including:
2025 Annual Report PT Bank Permata Tbk 743
Page 746
Tata Kelola Perusahaan
Good Corporate
Governance
Tanggal
No. Agenda
Date
1 12 Maret 2025 1. Rapat Evaluasi Notulen Rapat Sebelumnya. 1. Review Minutes from Previous Meeting.
12 March 2025 2. Pembahasan Hasil Rapat Sebelumnya. 2. Matter Arising from Previous Meeting.
3. Komite Persetujuan: TOR Komite Keberlanjutan 3. Committee to Approve: TOR Sustainability
2025. Committee 2025.
4. Komite untuk Mengesahkan: Garis Besar 4. Committee to Approve: Outline Sustainability
Kebijakan Keberlanjutan. Policy.
5. Komite untuk Mengesahkan: Tata Kelola 5. Committee to Approve: Sustainability
Keberlanjutan. Governance.
6. Pembaruan: Laporan Dashboard 6. Update: Sustainability Dashboard Report as of
Keberlanjutan per Januari 2025. January 2025.
7. Pembaruan: Inisiatif Utama Keberlanjutan 7. Update: Key Initiatives Sustainability 2025.
2025.
8. Pembaruan: Kerangka Kerja Keberlanjutan 8. Update: Framework Sustainability 2025.
2025.
9. Pembahasan Lainnya. 9. Any Other Business.
2 3 Juni 2025 1. Rapat Evaluasi Notulen Rapat Sebelumnya. 1. Review Minutes from Previous Meeting.
3 June 2025 2. Komite untuk Disetujui: Kebijakan 2. Committee to Approve: Sustainability Policy.
Keberlanjutan.
3. Komite untuk Dicatat: Laporan Dashboard 3. Committee to Note: Sustainability Dashboard
Keberlanjutan per Mei 2025. Report as of May 2025.
4. Komite untuk Dicatat: Pembaruan 4. Committee to Note: Update Sustainability
Pengembangan Produk Keberlanjutan. Product Development.
5. Komite untuk Dicatat: Pembaruan Kemajuan 5. Committee to Note: Update Progress CRMS
CRMS 2025. 2025.
6. Komite untuk Mencatat: Pembaruan Budaya 6. Committee to Note: Update Sustainability
Keberlanjutan. Culture.
7. Komite untuk Mencatat: Hasil Rencana 7. Committee to Note: Result of Project
Strategis Keberlanjutan. Sustainability Blueprint.
8. Pembahasan Lainnya. 8. Any Other Business.
3 19 Agustus 2025 1. Ringkasan Rapat Sebelumnya. 1. Review Minutes from Previous Meeting.
19 August 2025 2. Hal-hal yang Muncul. 2. Matters Arising.
3. Komite untuk Mencatat: Pembaruan 3. Committee to Note: Sustainable Product
Pengembangan Produk Berkelanjutan. Development Updates.
4. Komite untuk Mencatat: Pembaruan Standar 4. Committee to Note: IFRS Sustainability
Pengungkapan Keberlanjutan IFRS. Disclosure Standards Updates.
5. Komite untuk Mencatat: Pembaruan Budaya 5. Committee to Note: Sustainability Culture &
dan Peningkatan Kapasitas Keberlanjutan. Capacity Building Updates.
6. Komite untuk Mencatat: Pembaruan 6. Committee to Note: Sustainability Dashboard
Pengembangan Dashboard Keberlanjutan. Development Updates.
7. Komite untuk Mencatat: Pembaruan Strategi 7. Committee to Note: Strategy to Achieve Net
untuk Mencapai Emisi Nol Bersih (NZE) 2030. Zero Emissions (NZE) 2030 Updates.
8. Komite untuk Mencatat: Laporan Dashboard 8. Committee to Note: Sustainability Dashboard
Keberlanjutan per Kuartal 2 2025. Report as of Q2 2025.
9. Pembahasan Lainnya. 9. Any Other Business.
4 21 Oktober 2025 1. Rapat Evaluasi Notulen Rapat Sebelumnya. 1. Review Minutes from Previous Meeting.
21 October 2025 2. Hal-hal yang Muncul. 2. Matters Arising.
3. Komite untuk Mengesahkan: Rencana Aksi 3. Committee to Approve: Rencana Aksi
Keuangan Berkelanjutan (RAKB) 2025/2026. Keuangan Berkelanjutan (RAKB) 2025/2026.
4. Pembahasan Lainnya. 4. Any Other Business (AOB).
744 PT Bank Permata Tbk Laporan Tahunan 2025
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Sekretaris Perusahaan
Corporate Secretary
Sekretaris Perusahaan merupakan organ pendukung di bawah Corporate Secretary is a supporting organ under the Board
Direksi yang berperan sebagai penghubung utama antara of Directors and serves as the principal liaison between
Permata Bank, pemegang saham, regulator, dan para pemangku Permata Bank, shareholders, regulators, and other stakeholders.
kepentingan. Dalam menjalankan fungsinya, Sekretaris In performing this function, Corporate Secretary ensures that the
Perusahaan memastikan Perseroan selalu selaras dengan seluruh Company remains fully compliant with capital market, banking,
ketentuan pasar modal, regulasi perbankan, dan aturan lain yang and all other applicable laws and regulations, while also providing
relevan, sekaligus bertugas menyediakan informasi penting dan the Board of Directors and the Board of Commissioners with
terkini bagi Direksi dan Dewan Komisaris sebagai dasar dalam essential and up-to-date information as a basis for strategic
mengambil keputusan strategis. decision-making.
Permata Bank memastikan peran ini dijalankan oleh individu Permata Bank ensures that this role is carried out by an individual
dengan kualifikasi yang dipersyaratkan dalam POJK No. 35/ who meets the qualifications stipulated in OJK Regulation No. 35/
POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau POJK.04/2014 on Corporate Secretaries of Issuers or Public
Perusahaan Publik (POJK 35/2014), mencakup pemahaman yang Companies (POJK 35/2014), including an adequate understanding
memadai atas aspek hukum dan akuntansi serta kemampuan of legal and accounting aspects as well as proficiency in corporate
dalam praktik kesekretariatan perusahaan. secretarial practices.
Profil Sekretaris Perusahaan Corporate Secretary Profile
Katharine Grace
Chief of Corporate Affairs & Sustainability
Warga Negara Indonesia, berusia 53 tahun, berdomisili di Jakarta.
Indonesian Citizen, 53 years old, resides in Jakarta.
Riwayat Pendidikan Educational Background
• Lex Legibus Magister (LL.M), Queen Mary University of London, • Lex Legibus Magister (LL.M), Queen Mary University of London,
Inggris (2003). England (2003).
• Sarjana Hukum, Universitas Indonesia (1997). • Bachelor of Laws, University of Indonesia (1997).
Riwayat Jabatan, Dasar Hukum, dan Masa Jabatan Employment History, Legal Basis, and Term of
Office
Ditunjuk sebagai Sekretaris Perusahaan Permata Bank Appointed as Corporate Secretary of Permata Bank based on
berdasarkan Surat Ketetapan Direktur Sumber Daya Manusia Human Resources Director Decree No. 14997/SK/BI/I/2010
No. 14997/SK/BI/I/2010 sejak tanggal 15 Januari 2010. Penunjukan dated 15 January 2010. Her appointment as Corporate Secretary
beliau sebagai Sekretaris Perusahaan telah dilaporkan kepada has been reported to Bapepam-LK and the Indonesian Stock
Bapepam-LK serta Bursa Efek Indonesia berdasarkan Surat Exchange based on Permata Bank Letter No. 022/BP/DIR/I/10
Permata Bank No. 022/BP/DIR/I/10 tanggal 15 Januari 2010 dated 15 January 2010 and was announced to the public in the
dan telah diumumkan kepada publik dalam surat kabar Bisnis Bisnis Indonesia newspaper on 18 January 2010.
Indonesia pada tanggal 18 Januari 2010.
2025 Annual Report PT Bank Permata Tbk 745
Page 748
Tata Kelola Perusahaan
Good Corporate
Governance
Pengalaman Kerja Work Experience
Sebelum beliau menjadi Sekretaris Perusahaan Permata Bank, Prior to becoming Permata Bank Corporate Secretary, she worked
beliau pernah bekerja di Kantor Konsultan Hukum Hadiputranto, at the Hadiputranto, Hadinoto and Partners Legal Consultants
Hadinoto dan Partners sebagai Senior Associate sejak tahun 1996 Office as a Senior Associate from 1996 to 2010.
sampai dengan tahun 2010.
Pendidikan dan Pelatihan Tahun 2025 Education and Training in 2025
Selama tahun 2025, beliau telah mengikuti pelatihan peningkatan In 2025, she has participated in competence enhancement
kompetensi, sebagai berikut: trainings, as follows:
• Workshop Basic Finance Batch 1, diselenggarakan di Jakarta • Workshop Basic Finance Batch 1, held in Jakarta (4 February
(4 Februari 2025) 2025).
• CEO School-Management Inspiration Program • CEO School-Management Inspiration Program
(5 Februari 2025). (5 February 2025).
• Webinar POJK 14/2022-Penyampaian Laporan Keuangan • Webinar POJK 14/2022-Submission of Periodic Financial
Berkala Emiten atau Perusahaan Publik, dilaksanakan secara Reports by Issuers/Public Companies, held online
daring (18 Februari 2025). (18 February 2025).
• Indonesia Green Energy Investment Dialogue 2025 • Indonesia Green Energy Investment Dialogue 2025
(27 Februari 2025). (27 February 2025).
• Webinar-Langkah awal dalam membangun inisiatif ESG: • Webinar-First Steps in Building ESG Initiatives: A Practical
Panduan Praktis untuk Perusahaan (26 Maret 2025). Guide for Companies (26 March 2025).
• Workshop Basic Finance Batch 2 (22 Mei 2025). • Workshop Basic Finance Batch 2 (22 May 2025).
• Workshop From Policy to Practice: Embedding ESG into • Workshop From Policy to Practice: Embedding ESG into Business
Business Strategy (27 Mei 2025). Strategy (27 May 2025).
• IICD New Corporate Governance Leadership Program: • IICD New Corporate Governance Leadership Program:
Internalizing Integrated Mindset toward Sustainable Long- Internalizing Integrated Mindset toward Sustainable Long-
Term Value Creation (28 Mei 2025). Term Value Creation (28 May 2025).
• Sustainable Business Summit (30 Juli 2025). • Sustainable Business Summit (30 July 2025).
• Pendidikan Dasar Perbankan Sharia Executive • Executive Basic Sharia Banking Education (13 August 2025).
(13 Agustus 2025).
• Workshop Corporate Merger (10 September 2025). • Workshop Corporate Merger (10 September 2025).
• Media Training for Chief (11 September 2025). • Media Training for Chief (11 September 2025).
• Sosialisasi Surat Edaran OJK No. 14/SEOJK.03/2025 • Socialization of OJK Circular Letter No. 14/SEOJK.03/2025
(8 Oktober 2025). (8 October 2025).
• Permata Bank Economic Outlook 2026-Reviving Domestic • Permata Bank Economic Outlook 2026-Reviving Domestic
Growth, Navigating Global Shock (28 Oktober 2025). Growth, Navigating Global Shock (28 October 2025).
• ACMF-ISSB Technical Training Workshop for Corporate • ACMF-ISSB Technical Training Workshop for Corporate
Prepares & ACMF-Institute of Chartered Accountants of Prepares & ACMF-Institute of Chartered Accountants of
England and Wales Workshop (4 November 2025). England and Wales Workshop (4 November 2025).
• Certificate Program in Sustainable Finance (6–7 & 12–14 • Certificate Program in Sustainable Finance (6–7 & 12–14
November 2025). November 2025).
• ANTARA Business Forum (ABF) 2025-Outlook 2026: Driving • ANTARA Business Forum (ABF) 2025-Outlook 2026: Driving
Indonesia’s Sustainable Growth (19 November 2025). Indonesia’s Sustainable Growth (19 November 2025).
• Green Economic Outlook 2026-Strengthening Economic • Green Economic Outlook 2026-Strengthening Economic
Resilience through ESG Integration (11 Desember 2025). Resilience Through ESG Integration (11 December 2025).
Masa Jabatan Sekretaris Perusahaan Term of Office of Corporate Secretary
Masa jabatan Ibu Katharine Grace sebagai Sekretaris The term of office of Mrs. Katharine Grace as Corporate Secretary
Perusahaan Permata Bank ditetapkan melalui Surat Keputusan of Permata Bank was established pursuant to the Decree of the
Direktur Sumber Daya Manusia No. 14997/SK/BI/I/2010 tanggal Director of Human Resources No. 14997/SK/BI/I/2010 dated
15 Januari 2010. 15 January 2010.
746 PT Bank Permata Tbk Laporan Tahunan 2025
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Struktur dan Kedudukan Sekretaris Structure and Position of Corporate Secretary
Perusahaan
Fungsi dan peran Sekretaris Perusahaan Permata Bank saat ini The functions and role of Corporate Secretary of Permata Bank
dijalankan oleh Ibu Katharine Grace dengan posisi jabatan sebagai are currently performed by Mrs. Katharine Grace, who holds the
Chief of Corporate Affairs & Sustainability dan bertanggung jawab position of Chief of Corporate Affairs & Sustainability and reports
langsung kepada Direktur Utama. directly to the President Director.
Tugas dan Tanggung Jawab Duties and Responsibilities
Sesuai dengan ketentuan regulasi yang berlaku, Sekretaris In accordance with applicable regulations, Corporate Secretary
Perusahaan Permata Bank menjalankan tugas dan tanggung shall carry out the following duties and responsibilities:
jawab sebagai berikut:
1. Menyampaikan laporan berkala dan laporan insidental 1. Submitted periodic and incidental reports to the relevant
kepada Regulator terkait. Regulators.
2. Melakukan aksi korporasi seperti pembayaran dividen final. 2. Conducted corporate actions, such as final dividend
distribution.
3. Menghadiri setiap pelaksanaan Rapat Dewan Komisaris dan 3. Attended meetings of the Board of Commissioners and the
Rapat Direksi serta membuat risalah Rapat Dewan Komisaris Board of Directors, as well as generated the minutes of the
dan Rapat Direksi. Board of Commissioners and the Board of Directors Meetings.
4. Memberikan pelayanan atas setiap informasi yang 4. Provided services for all information required by shareholders
dibutuhkan pemegang saham dan publik berkaitan dengan and the public regarding Permata Bank’s condition.
kondisi Permata Bank.
5. Menyampaikan keterbukaan informasi kepada Regulator 5. Submitted disclosures of information to Regulators and the
dan publik. public.
6. Mengikuti perkembangan dalam ketentuan pasar modal 6. Followed updates in capital market regulation and provided
serta memberikan masukan kepada Dewan Komisaris, Direksi input to the Board of Commissioners, the Board of Directors,
dan unit kerja terkait dengan ketentuan pasar modal. and related working units regarding the capital market
regulations.
7. Mempersiapkan Daftar Khusus, yaitu daftar kepemilikan 7. Prepared Special Register, which describes the list of shares
saham Direksi dan Dewan Komisaris Permata Bank beserta owned by Permata Bank’s Board of Directors and Board of
keluarganya, baik yang ada di Permata Bank maupun yang Commissioners, as well as their families, either in Permata Bank
ada di perusahaan lain. or in any other companies.
8. Menghadiri setiap pelaksanaan rapat Komite Pemantau Risiko 8. Attended the Risk Monitoring Committee and the Audit
dan Komite Audit yang berada di bawah Dewan Komisaris. Committee meetings, which are under the Board of
Commissioners.
9. Menyelenggarakan RUPS Tahunan dan RUPS Luar Biasa. 9. Organized the Annual GMS and the Extraordinary GMS.
10. Memberikan orientasi terkait Tata Kelola Perusahaan yang 10. Provided orientation on Good Corporate Governance to newly
Baik kepada anggota Dewan Komisaris dan anggota Direksi appointed members of the Board of Commissioners and the
yang baru diangkat. Board of Directors.
Pelaksanaan Tugas Sekretaris Perusahaan Implementation of Corporate Secretary Duties
Selama Tahun 2025 in 2025
Sepanjang tahun 2025, Sekretaris Perusahaan telah Throughout 2025, Corporate Secretary carried out all duties
melaksanakan seluruh tugas sesuai tanggung jawab yang according to the agreed responsibilities, including convening the
telah ditetapkan, termasuk menyelenggarakan RUPS Tahunan Annual GMS on 9 April 2025 and the Extraordinary GMS on 30
pada tanggal 9 April 2025 dan RUPS Luar Biasa pada tanggal September 2025.
30 September 2025.
Keterbukaan Informasi Selama Tahun 2025 Disclosure of Information in 2025
Berikut ini adalah keterbukaan informasi yang disampaikan Below are disclosures of information submitted to the Financial
kepada Otoritas Jasa Keuangan dan Bursa Efek Indonesia Services Authority and Indonesia Stock Exchange in 2025:
selama 2025:
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Tata Kelola Perusahaan
Good Corporate
Governance
Bulan Tanggal
Keterangan Description
Month Date
Januari 6 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
January perubahan struktur pemegang saham periode the shareholders structure for the 31 December 2024
31 Desember 2024. period.
Februari 4 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
February perubahan struktur pemegang saham periode the shareholders structure for the 31 January 2025
31 Januari 2025. period.
15 Penyampaian Laporan Keuangan Tahunan posisi Submission of Financial Statements of 31 December
31 Desember 2024. 2024.
20 Rencana penyelenggaraan Public Expose tahunan. Annual Public Expose planning.
25 Pengumuman RUPS Tahunan. Announcement of Annual GMS.
26 Penyampaian bukti iklan Pengumuman RUPS. Submission of proof of GMS Announcement.
Maret 4 Penyampaian materi Public Expose Tahunan. Annual Public Expose material submission.
March
4 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
perubahan struktur pemegang saham periode 28 the shareholders structure for the 28 February 2025
Februari 2025. period.
11 Laporan hasil Public Expose Tahunan. Annual Public Expose report.
12 Pemanggilan RUPS Tahunan. Invitation to the Annual GMS.
12 Penyampaian Laporan Tahunan dan Laporan Submission of Annual Report and Sustainability
Keberlanjutan. Report.
13 Penyampaian bukti iklan Pemanggilan RUPS Proof of Annual GMS Invitation.
Tahunan.
April 8 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes
April perubahan struktur pemegang saham periode 31 in the shareholders structure for the 31 March 2025
Maret 2025. period.
10 Ringkasan risalah RUPS Tahunan. Summary of the Annual GMS.
10 Keterbukaan informasi terkait Aksi Korporasi-Dividen Information disclosure concerning Corporate Action-
Tunai. Cash Dividend.
11 Penyampaian bukti iklan hasil RUPS Tahunan. Submission of the Annual GMS result proof of
publication.
24 Penyampaian Laporan Keuangan Interim tidak Submission of Unaudited Interim Financial
Diaudit posisi tanggal 31 Maret 2025. Statements as of 31 March 2025.
Mei 5 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes
May perubahan struktur pemegang saham periode 30 in the shareholders structure for the 30 April 2025
April 2025. period.
14 Laporan Penunjukan/Perubahan Akuntan Publik Report on the Appointment/Change of Public
dan/atau Kantor Akuntan Publik Jasa audit atas Accountant and/or Public Accounting Firm for audit
informasi keuangan historis Tahunan. services of annual historical financial information.
Juni 5 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes
June perubahan struktur pemegang saham periode 31 Mei in the shareholders structure for the 31 May 2025
2025. period.
Juli 2 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes
July perubahan struktur pemegang saham periode in the shareholders structure for the 30 June 2025
30 Juni 2025. period.
2 Penjelasan atas Volatilitas Transaksi. Explanation on Volatility Transaction.
Agustus 4 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
August perubahan struktur pemegang saham periode 31 Juli the shareholders structure for the 31 July 2025 period.
2025.
22 Pengumuman RUPS Luar Biasa. Extraordinary GMS announcement.
748 PT Bank Permata Tbk Laporan Tahunan 2025
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Bulan Tanggal
Keterangan Description
Month Date
25 Penyampaian bukti iklan Pengumuman RUPS Luar Submission of Extraordinary GMS proof of
Biasa. Announcement.
September 8 Pemanggilan RUPS Luar Biasa. Invitation to Extraordinary GMS.
September
8 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
perubahan struktur pemegang saham periode the shareholders structure for the 31 August 2025.
31 Agustus 2025.
9 Penyampaian bukti iklan Pemanggilan RUPS Luar Submission of proof of Extraordinary GMS Invitation.
Biasa.
29 Informasi material atau fakta material Pengunduran Material information or facts report Resignation of
Diri Anggota Direksi. the Members of the Board of Directors.
Oktober 1 Ringkasan Risalah RUPS Luar Biasa. Summary of Minutes of Meeting of Extraordinary
October GMS.
1 Perubahan Pengurus. Change of the Management.
2 Penyampaian bukti iklan hasil RUPS Luar Biasa. Submission of proof of Extraordinary GMS results.
2 Rencana penyelenggaraan Public Expose-insidental. Incidental Public Expose planning.
3 Penyampaian materi Public Expose-insidental. Submission of incidental Public Expose presentation.
6 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes
perubahan struktur pemegang saham periode 30 in the shareholders structure for the 30 September
September 2025. 2025.
7 Laporan hasil Public Expose – incidental. Incidental Public Expose report.
24 Pengangkatan Direktur Perseroan berlaku efektif. Effective appointment of Director of the Company.
24 Perubahan Pengurus. Changes in the Board Members.
28 Penyampaian Laporan Keuangan Interim tidak Submission of Unaudited Interim Financial
Diaudit posisi tanggal 30 September 2025. Statements as of 30 September 2025.
November 4 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
November perubahan struktur pemegang saham periode the shareholders structure for the 31 October 2025.
31 Oktober 2025.
Desember 4 Laporan bulanan registrasi pemegang efek/ Monthly reports of shareholders register/changes in
December perubahan struktur pemegang saham periode the shareholders structure for the 30 November 2025.
30 November 2025.
Informasi laporan berkala dan laporan insidental secara lengkap The complete periodic report information can be viewed on
dapat dilihat pada situs web Permata Bank dengan tautan Permata Bank’s website with the link https://www.permatabank.
https://www.permatabank.com/id/tentang-kami/hubungan- com/en/tentang-kami/hubungan-investor or in the Indonesia
investor maupun situs web Bursa Efek Indonesia dengan tautan Stock Exchange website with the link https://www.idx.co.id/id
https://www.idx.co.id/id (kode saham: BNLI). (stock code: BNLI).
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Tata Kelola Perusahaan
Good Corporate
Governance
Satuan Kerja Audit Internal (SKAI)
Internal Audit
Satuan Kerja Audit Internal (SKAI) sebagai third line of defense The Internal Audit as the third line of defense has roles and
memiliki tugas dan tanggung jawab menjalankan fungsi audit responsibilities for carrying out the internal audit function at
intern di Permata Bank. Sejalan dengan visi, misi dan nilai Permata Permata Bank. In accordance with the vision, mission, and
Bank, SKAI berperan melaksanakan penugasan assurance dan Permata Bank values, Internal Audit plays a role of providing
advisory yang independen serta objektif yang dapat memberi independent and objective assurance and advisory engagements
nilai tambah dalam rangka membantu Bank mencapai tujuannya. that are designed to add value in order to help the Bank achieve
its objectives.
SKAI Permata Bank sebagai fungsi assurance memberikan analisis The Internal Audit of Permata Bank, as an assurance function,
yang mendalam terkait akar masalah temuan audit, membantu provides in-depth analysis related to audit findings root causes,
Manajemen dalam mengambil tindakan perbaikan dengan assisting Management in taking corrective actions by providing
memberikan rekomendasi yang berfokus pada perbaikan proses recommendations that focus on the continuous improvement
yang berkesinambungan serta memiliki Rencana Audit Tahunan process and establishing a dynamic Annual Audit Plan based on
yang dinamis berdasarkan penilaian risiko terkini. Sementara SKAI updated risk assessments. While the Internal Audit of Permata Bank
Permata Bank sebagai fungsi advisory lebih proaktif memberikan as a advisory function is more proactive in providing insight and
masukan, saran perbaikan serta re-positioning peran SKAI suggestions for improvement and repositioning Internal Audit’s
sebagai konsultan untuk membangun kepercayaan antara SKAI role as a consultant to build trust between Internal Audit and
dan para pemangku kepentingan. its stakeholders.
Dalam menjalankan pemeriksaan, SKAI melakukan evaluasi dan In carrying out its audit, Internal Audit performs evaluations and
penilaian terhadap efektivitas, efisiensi, dan kecukupan sistem engagement of the effectiveness, efficiency, and adequacy of
pengendalian intern, manajemen risiko dan tata kelola. SKAI juga the internal control system, risk management, and corporate
melakukan penilaian kualitas kinerja Bank serta evaluasi terhadap governance. Internal Audit also assesses the quality of the Bank’s
kepatuhan peraturan perundang-undangan termasuk kepatuhan performance and performs evaluation of compliance with laws
terhadap prinsip syariah. and regulations, including compliance with sharia principles.
Dasar Hukum dan Pedoman Pelaksanaan Legal Basis and Implementation Guidelines for
SKAI Internal Audit
Pelaksanaan seluruh kegiatan Internal Audit di lingkup Permata All internal audit activities within Permata Bank are carried out
Bank dilakukan dengan berpedoman pada sejumlah regulasi dan in accordance with a number of regulations and professional
standar profesional, antara lain: standards, including:
1. POJK No. 1/POJK.03/2019 (POJK 1/2019) tanggal 28 Januari 1. POJK No. 1/POJK.03/2019 (POJK 1/2019) dated 28 January
2019 tentang Penerapan Fungsi Audit Intern pada Bank Umum. 2019 concerning the Implementation of Internal Audit
Functions in Commercial Banks.
2. POJK No. 11/POJK.03/2022 (POJK 11/2022) tanggal 6 Juli 2. POJK No. 11/POJK.03/2022 (POJK 11/2022) dated 6 July 2022
2022 tentang Penyelenggaraan Teknologi Informasi oleh concerning the Implementation of Information Technology by
Bank Umum. Commercial Banks.
3. SEOJK No. 21/SEOJK.03/2017 tanggal 6 Juni 2017 tentang 3. SEOJK No. 21/SEOJK.03/2017 dated 6 June 2017 concerning
Penerapan Manajemen Risiko dalam Penggunaan Teknologi the Implementation of Risk Management in the Use of
Informasi oleh Bank Umum. Information Technology by Commercial Banks.
4. Global Internal Audit Standards (GIAS) dari The Institute of 4. Global Internal Audit Standards (GIAS) from The Institute of
Internal Audit (IIA). Internal Audit (IIA).
Dengan berpedoman pada regulasi dan standar ini, kegiatan Guided by these regulations and standards, internal audit activities
Internal Audit di Permata Bank dilaksanakan secara sistematis, at Permata Bank are carried out systematically, independently,
independen, dan objektif, untuk menilai efektivitas pengendalian and objectively to assess the effectiveness of internal controls, risk
internal, manajemen risiko, dan proses tata kelola di seluruh lini management, and governance processes across all lines of the
operasional Bank. Bank’s operations.
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Piagam Internal Audit Internal Audit Charter
Piagam Internal Audit merupakan bentuk pelaksanaan POJK No. 1/ The Internal Audit Charter was established to implement
POJK.03/2019 tentang Penerapan Fungsi Audit Intern Pada Bank the Financial Services Authority Regulation (POJK) No. 1/
Umum, POJK No. 56/POJK.04/2015 tentang Pembentukan dan POJK.03/2019 regarding the Implementation of Internal Audit
Pedoman Penyusunan Piagam Internal Audit, serta POJK No. 17/ Function in Commercial Banks, POJK No. 56/POJK.04/2015
POJK.03/2023 (POJK 17/2023) tentang Penerapan Fungsi Tata regarding the Establishment and Guidelines for the Internal Audit
Kelola bagi Bank Umum. Penyusunan Piagam Internal Audit Charter and POJK No. 17/POJK.03/2023 regarding Implementation
mengacu kepada POJK dan The Global Internal Audit Standards of Corporate Governance in Commercial Banks. The Internal Audit
(GIAS) dari The Institute of Internal Auditors (IIA). Charter was established based on POJK and The Global Internal
Audit Standards (GIAS) from The Institute for Internal Auditors (IIA).
Piagam Internal Audit Permata Bank ditinjau dan diperbarui The Internal Audit Charter is reviewed and updated periodically,
secara berkala, pembaruan terakhir dilaksanakan pada tanggal with the most recent update on 31 January 2025 based on
31 Januari 2025 berdasarkan Keputusan Sirkulasi Dewan the Board of Commissioners Circular Resolution of PT Bank
Komisaris PT Bank Permata Tbk No. 005/BOC-CIRC/I/2025 Permata Tbk No. 005/BOC-CIRC/I/2025 dated on 30 January
tanggal 30 Januari 2025 dan Surat Keputusan Direksi PT Bank 2025 and Decree of the Board of Directors of PT Bank Permata Tbk
Permata Tbk No. 001/2025 tanggal 31 Januari 2025. No. 001/2025 dated on 31 January 2025.
Piagam Internal Audit menjadi pedoman pelaksanaan penugasan The Internal Audit Charter is a guideline for the implementation of
SKAI untuk memastikan ruang lingkup kegiatan Audit Internal Internal Audit engagement to ensure the scope of Internal Audit
mencakup seluruh aspek dan kegiatan di Bank. Ruang lingkup activities covers all aspects and activities in the Bank. The scope
kegiatan Audit Internal adalah mengevaluasi proses tata of Internal Audit activities is to evaluate the corporate governance,
kelola, manajemen risiko dan pengendalian internal Bank risk management and Bank’s internal control to ensure:
untuk memastikan:
1. Risiko telah teridentifikasi dan dikelola secara memadai 1. Risks are properly identified and managed in line with the
sejalan dengan risk appetite Bank. Bank’s risk appetite.
2. Informasi signifikan terkait aspek keuangan, manajerial 2. Significant information on financial, managerial and
dan operasional telah disajikan secara akurat, andal, dan operational aspects is accurately, reliably, and timely
tepat waktu. presented.
3. Operasional perbankan telah sesuai dengan kebijakan, 3. Banking operations are in compliance with the prevailing
standar, prosedur serta peraturan dan/atau perundang- policies, standards, procedures, and regulations and/or laws,
undangan yang berlaku termasuk prinsip syariah. including sharia principles.
4. Program, rencana, dan tujuan dapat tercapai secara efektif 4. Programs, plans and objectives are effectively and efficiently
dan efisien. achieved.
5. Kualitas dan perbaikan yang berkesinambungan 5. Quality and continuous improvements are maintained with
selalu terpelihara dengan tetap memperhatikan proses attention given to the internal control process.
pengendalian internal.
6. Permasalahan regulasi signifikan yang berdampak pada 6. Significant regulatory issues impacting the Bank are
Bank diketahui dan ditangani dengan tepat. acknowledged and addressed appropriately.
Tugas dan Tanggung Jawab SKAI Internal Audit Roles and Responsibilities
Sesuai dengan ketentuan yang tercantum dalam Piagam Internal In accordance with the provisions set forth in the Internal Audit
Audit, ruang lingkup tugas dan tanggung jawab SKAI Permata Charter, the scope of duties and responsibilities of Internal Audit
Bank adalah sebagai berikut: Permata Bank is as follows:
1. Menyusun dan melaksanakan Rencana Kerja Tahunan Audit 1. Develop and execute the Annual Internal Audit Plan as well
Internal serta alokasi anggaran pelaksanaan fungsi Audit as budget allocation for the implementation of Internal
Internal. Rencana Kerja Tahunan Audit Internal serta alokasi Audit functions. The Annual Internal Audit Plan and budget
anggaran disetujui oleh Direktur Utama dan Dewan Komisaris allocation should be approved by the President Director and
dengan mempertimbangkan rekomendasi Komite Audit. the Board of Commissioners, taking into consideration the
recommendations of the Audit Committee.
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Tata Kelola Perusahaan
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Governance
2. Mengevaluasi dan menguji kecukupan, dan efektivitas 2. Evaluate and assess the adequacy, and effectiveness of the
pelaksanaan tata kelola, manajemen risiko, dan pengendalian implementation of governance processes, risk management,
internal. Hal ini juga mempertimbangkan apakah hasil yang and internal control. It also considers whether the outcomes
dicapai dan dengan proses bisnis yang dilakukan adalah achieved and the way business is conducted are in line with
sejalan dengan tujuan, risk appetite, dan perilaku dari the objectives, risk appetite, and valued behaviors of the
values organisasi. organization.
3. Menilai dan mengevaluasi efisiensi dan efektivitas di bidang 3. Assess and evaluate efficiency and effectiveness in finance,
keuangan, akuntansi, operasional, sumber daya manusia, accounting, operations, human resources, marketing,
pemasaran, teknologi informasi, dan kegiatan lainnya. information technology, and other activities.
4. Memberikan rekomendasi perbaikan dan informasi yang 4. Provide recommendations on improvements and objective
objektif tentang kegiatan yang diperiksa pada semua information on activities examined at all levels of management.
tingkatan manajemen.
5. Menyampaikan Laporan Hasil Audit kepada Direktur Utama 5. The Audit Report is submitted to the President Director with
dengan tembusan Dewan Komisaris, Komite Audit, dan copies to the Board of Commissioners, Audit Committee, and
Direktur Kepatuhan. Compliance Director.
6. Memantau, menganalisis, dan melaporkan pelaksanaan 6. Monitor, analyze and report on the implementation of follow-
tindak lanjut perbaikan yang telah disepakati. up improvements that have been agreed on.
7. Bekerja sama dengan Komite Audit. 7. Liaise with the Audit Committee.
8. Menyusun program untuk mengevaluasi mutu kegiatan 8. Develop a program to evaluate the quality of Internal Audit
Internal Audit yang dilakukan. activities undertaken.
9. Melakukan pemeriksaan khusus apabila diperlukan 9. Conduct special audits where necessary as long as they do
sepanjang tidak mempengaruhi independensi. not affect independence.
10. SKAI harus mengidentifikasi dan memperhatikan ekspektasi 10. The Internal Audit shall identify and observe the expectations
Direksi, Manajemen Senior, Dewan Komisaris, serta pemangku of the Board of Directors, Senior Management, the Board of
kepentingan lainnya terhadap opini dan kesimpulan yang Commissioners, and other stakeholders on the opinions and
diberikan oleh Audit Internal. conclusions provided by Internal Audit.
11. Membantu tugas Direktur Utama dan Dewan Komisaris 11. Assist the President Director and the Board of Commissioners
dalam melakukan pengawasan dengan cara menjabarkan by conducting bankwide supervision through audit planning,
secara operasional baik perencanaan, pelaksanaan, maupun fieldwork and monitoring of the management action plan.
pemantauan hasil audit.
12. Membuat analisis dan penilaian di bidang keuangan, 12. Prepare analysis, and assessments of finance, accounting,
akuntansi, operasional, dan kegiatan lain melalui audit. operations, and other activities through audit assignments.
13. Mengidentifikasi segala kemungkinan untuk memperbaiki dan 13. Identify all possibilities to improve the efficacy of resources
meningkatkan efisiensi penggunaan sumber daya dan dana. and funds.
14. Melaksanakan dan melaporkan hasil quality assurance 14. Conduct and report the result of the quality assurance and
and improvement program yang mencakup seluruh aspek improvement program that covers all aspects of the internal
kegiatan audit internal termasuk evaluasi kesesuaiannya audit activity, including its evaluation of conformance to the
dengan ketentuan yang berlaku. prevailing regulations.
15. Secara periodik membuat deklarasi kepatuhan fungsi SKAI 15. Periodically declare the independence and conformance of
terhadap Kode Etik dan Independensi dan dilaporkan kepada the Internal Audit function to the Code of Ethics. Furthermore,
Direktur Utama, Komite Audit, dan Dewan Komisaris minimal the declaration should be reported to the President Director,
1 (satu) tahun sekali. Audit Committee, and the Board of Commissioners at least
once a year.
Wewenang SKAI Internal Audit Authority
Dalam rangka mendukung efektivitas pelaksanaan tugasnya, In order to support the effectiveness of its duties, the Internal Audit
Satuan Kerja Audit Internal (SKAI) diberikan sejumlah kewenangan Unit is granted a number of authorities that enable this unit to carry
yang memungkinkan unit ini menjalankan fungsinya secara out its functions independently, objectively, and comprehensively.
independen, objektif, dan menyeluruh. Adapun kewenangan yang The authorities delegated to Internal Audit include:
dilimpahkan kepada SKAI meliputi:
1. Memiliki akses terhadap seluruh informasi Bank yang relevan 1. Access all Bank’s information that is relevant to the tasks and
terkait dengan tugas dan fungsinya. functions.
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2. Melakukan komunikasi secara langsung dengan Direksi, 2. Communicate directly with the Board of Directors, the Board
Dewan Komisaris, Komite Audit, dan Dewan Pengawas Syariah. of Commissioners, the Audit Committee, and the Sharia
Supervisory Board.
3. Mengadakan rapat secara berkala dan insidental dengan 3. Conduct regular and incidental meetings with the Board of
Direksi, Dewan Komisaris, Komite Audit, dan Dewan Pengawas Directors, the Board of Commissioners, the Audit Committee,
Syariah. and the Sharia Supervisory Board.
4. Melakukan koordinasi dengan ahli hukum dan auditor 4. Coordinate with a legal expert and an external auditor and the
eksternal yang mekanismenya akan diatur terpisah dalam mechanism will be regulated separately in the Internal Audit
Prosedur Internal Audit. Procedure.
5. Mengikuti rapat Bank yang bersifat strategis. 5. Attend the Bank’s strategic meetings.
6. Melakukan komunikasi dengan pengawas OJK minimal satu 6. To have communication with OJK at least once a year.
kali dalam setahun.
Sistem Informasi Internal Audit Internal Audit Information System
Untuk mendukung pelaksanaan kegiatan audit, SKAI telah To support the execution of audit activities, Internal Audit has
menggunakan Internal Audit System (IAS) yang terintegrasi utilized an integrated Internal Audit System (IAS), covering audit
mulai dari perencanaan audit, pelaksanaan proses audit, hingga planning, audit execution, and monitoring of follow‑up actions, all
pemantauan tindak lanjut perbaikan yang dapat dipantau of which can be viewed through a dashboard.
melalui dashboard.
Dengan IAS, SKAI dapat mengelola data audit secara terpusat With IAS, Internal Audit can manage audit data centrally so that
sehingga seluruh informasi terkait audit terdokumentasi dengan all audit-related information is well-documented and securely
rapi dan dapat diakses secara aman oleh pihak yang berwenang. accessible to authorized parties. IAS also facilitates the monitoring
IAS juga memfasilitasi pemantauan temuan audit dan tindak of audit findings and follow-up actions, ensuring that each finding
lanjut rekomendasi, memastikan setiap temuan mendapat receives appropriate attention and timely corrective action.
perhatian dan tindakan perbaikan yang tepat waktu.
Metodologi Audit Audit Methodology
Dalam rangka memastikan efektivitas dan objektivitas fungsi To ensure the effectiveness and objectivity of the internal audit
audit internal, Permata Bank menerapkan metodologi audit function, Permata Bank applies an internal audit methodology
internal yang sesuai dengan ketentuan yang berlaku. Metodologi that complies with applicable regulations. This methodology is
ini dirancang untuk mendukung penilaian yang menyeluruh designed to support comprehensive assessments of the Bank’s
terhadap pengendalian internal, manajemen risiko, dan kepatuhan internal controls, risk management, and operational compliance.
operasional Bank.
Metodologi audit internal dimulai dengan perencanaan audit, The internal audit methodology begins with audit planning,
di antaranya SKAI melakukan identifikasi risiko berdasarkan during which Internal Audit identifies risks based on the Bank’s
prioritas strategis Bank, kompleksitas operasional, dan hasil audit strategic priorities, operational complexity, and results of previous
sebelumnya. Tahap ini mencakup penentuan ruang lingkup, audits. This stage includes determining the scope, objectives, and
tujuan audit, dan sumber daya yang dibutuhkan, sehingga setiap resources required for each audit so that every engagement has a
audit memiliki fokus yang jelas dan relevan. clear and relevant focus.
Dalam menyusun Rencana Kerja Audit Tahunan (RKAT), SKAI In preparing the Annual Audit Work Plan (RKAT), Internal Audit
menggunakan pendekatan Risk Based Audit yang dimulai dengan adopts a Risk-Based Audit approach, beginning with the
identifikasi dan pemetaan audit universe serta auditable entity. identification and mapping of the audit universe and auditable
Setiap entitas dan unit kerja dievaluasi melalui risk assessment entities. Each entity and work unit is evaluated through risk
untuk menilai potensi risiko yang dapat memengaruhi operasional assessment to determine potential risks that may affect operations
dan pencapaian tujuan strategis Bank. Risk assessment dilakukan and the achievement of strategic objectives. Risk assessment
dengan merujuk pada POJK 1/2019, POJK No. 18/POJK.03/2016 refers to POJK 1/2019, POJK No. 18/POJK.03/2016 concerning the
tentang Penerapan Manajemen Risiko Bagi Bank Umum, dan Implementation of Risk Management for Commercial Banks, and
Good Internal Audit Standards (GIAS) sehingga prioritas audit Good Internal Audit Standards (GIAS), enabling audit priorities to
dapat ditetapkan secara sistematis dan berbasis risiko. be determined systematically and based on risk.
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Tata Kelola Perusahaan
Good Corporate
Governance
Selanjutnya pada tahap pelaksanaan audit, SKAI menentukan During the audit execution stage, Internal Audit sets the scope,
ruang lingkup, tujuan, dan sumber daya yang dibutuhkan untuk objectives, and required resources for each assignment, ensuring a
setiap audit, sehingga setiap kegiatan audit memiliki fokus yang focused and relevant audit. Reporting is carried out systematically,
jelas dan relevan. Kegiatan pelaporan hasil audit dilakukan with every finding and recommendation documented thoroughly
secara sistematis, di mana setiap temuan dan rekomendasi and communicated to the relevant management. Audit reports
didokumentasikan secara lengkap dan dikomunikasikan kepada include risk analysis, potential impacts, and specific improvement
manajemen terkait. Laporan hasil audit ini mencakup analisis recommendations to facilitate corrective action by management.
risiko, dampak potensial, dan saran perbaikan yang spesifik
untuk setiap temuan, sehingga memudahkan manajemen dalam
mengambil langkah-langkah korektif.
Selama proses tindak lanjut berlangsung, SKAI memantau Throughout the follow-up process, Internal Audit monitors
implementasi rekomendasi audit untuk memastikan bahwa the implementation of audit recommendations to ensure that
tindakan perbaikan dilaksanakan sesuai jadwal dan efektif dalam corrective actions are carried out on schedule and effectively
memperkuat pengendalian internal. Pemantauan ini dilakukan strengthen internal controls. Monitoring is performed periodically
secara berkala dan didukung oleh sistem informasi audit internal and supported by the internal audit information system, which
yang memungkinkan pelacakan real-time atas status tindak lanjut. allows real-time tracking of follow-up status.
Metodologi audit internal di Permata Bank menekankan prinsip Permata Bank’s internal audit methodology emphasizes
independensi, objektivitas, dan integritas, sehingga setiap penilaian independence, objectivity, and integrity, ensuring that every
dilakukan tanpa bias dan sesuai dengan standar profesional assessment is conducted without bias and in accordance with
internasional. Pendekatan ini tidak hanya meningkatkan kualitas international professional standards. This approach not only
pengawasan internal, tetapi juga menegaskan komitmen Bank enhances the quality of internal oversight but also reinforces the
untuk menjaga tata kelola yang transparan, akuntabel, dan sesuai Bank’s commitment to transparent, accountable, and regulation-
dengan regulasi yang berlaku. compliant governance.
Peran SKAI dalam Fungsi Advisory di Internal Audit’s Role in Advisory Functions at
Permata Bank Permata Bank
Selain menjalankan fungsi assurance atau penilaian independen In addition to performing assurance functions–providing
terhadap pengendalian internal, manajemen risiko, dan kepatuhan, independent assessments of internal controls, risk management,
SKAI juga berperan dalam fungsi advisory. Fungsi ini bertujuan and compliance Internal Audit also advisory service. This function
untuk memberikan dukungan konsultatif kepada manajemen is intended to provide consultative support to management in
dalam rangka meningkatkan efektivitas pengendalian internal, improving the effectiveness of internal controls, governance, and
tata kelola, dan praktik operasional yang sesuai dengan regulasi. operational practices in line with regulatory requirements.
Dalam menjalankan fungsi advisory, SKAI secara proaktif In carrying out its advisory role, Internal Audit proactively provides
memberikan rekomendasi terkait perbaikan proses bisnis, recommendations on business process improvements, control
penguatan sistem pengendalian, serta mitigasi risiko yang enhancements, and risk mitigation arising from regulatory,
mungkin timbul dari perubahan regulasi, teknologi, atau strategi technological, or strategic changes. This preventive approach
bisnis. Pendekatan ini bersifat preventif, sehingga membantu helps management identify and address potential issues before
manajemen mengidentifikasi dan mengatasi potensi masalah they develop into real risks that may affect operations or reputation.
sebelum menjadi risiko nyata yang dapat berdampak pada
operasional maupun reputasi Bank.
Selain itu, SKAI juga berperan sebagai konsultan internal yang Internal Audit also acts as an internal consultant, providing
memberikan opini dan saran terkait penerapan prosedur baru, opinions and advice on the implementation of new procedures,
implementasi sistem informasi, maupun perubahan kebijakan information systems, and operational policy changes. This support
operasional. Dukungan ini diberikan secara independen, objektif, is delivered independently, objectively, and evidence-based,
dan berbasis bukti, sehingga setiap rekomendasi yang diberikan ensuring that recommendations are relevant and reliable.
relevan dan dapat diandalkan oleh manajemen.
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Sebagai bagian dari pelaksanaan fungsi advisory, sepanjang As part of the advisory function, throughout 2025 the Advisory
tahun 2025, Divisi Advisory & Audit Methodology (AAM) secara & Audit Methodology (AAM) Division actively reviewed various
aktif melakukan kajian terhadap berbagai kebijakan dan Bank policies and procedures while serving as advisor in several
prosedur Bank serta memberikan dukungan sebagai advisor strategic projects. These activities underscore the Internal
dalam sejumlah proyek strategis. Kegiatan ini menegaskan Audit’s role in providing independent and objective advisory
peran SKAI dalam memberikan jasa advisory yang independen support, thereby enhancing the effectiveness of internal controls
dan objektif, sehingga setiap rekomendasi yang diberikan and governance.
mampu meningkatkan efektivitas pengendalian internal dan tata
kelola Bank.
Selain itu, Departemen IT Project Advisory juga melaksanakan In addition, the IT Project Advisory Department carried out
penugasan advisory dengan mendampingi berbagai proyek terkait advisory assignments by accompanying various technology-
teknologi informasi, mulai dari tahap inisiasi hingga rilis aplikasi. related projects from initiation through application release.
Pendampingan ini mencakup kaji ulang serta rekomendasi yang This involvement included review activities and independent,
berbasis bukti dan independen. Beberapa penugasan advisory evidence-based recommendations. Several advisory assignments
secara khusus diarahkan untuk memastikan pemenuhan pra- were specifically focused on ensuring fulfillment of product
syarat pengembangan produk dan aktivitas Sistem Pembayaran, development and Payment System activity prerequisites, in
sesuai dengan ketentuan PBI No. 23/6/PBI/2021 tentang Penyedia accordance with PBI No. 23/6/PBI/2021 on Payment Service
Jasa Pembayaran (PJP). Providers (PJP).
Melalui fungsi advisory ini, SKAI melalui Divisi AAMDA, dan Through these advisory functions, Internal Audit through the
Departemen IT Project Advisory berkontribusi secara nyata dalam AAMDA Division, and the IT Project Advisory Department
memperkuat budaya kepatuhan dan integritas, mendukung contribute significantly to strengthening a culture of compliance
pengambilan keputusan yang lebih efektif, serta memastikan and integrity, supporting more effective decision-making, and
seluruh proses operasional Bank berjalan terkontrol, transparan, ensuring that the Bank’s operations run in a controlled, transparent,
dan sesuai regulasi. Fungsi advisory ini tentunya melengkapi peran and regulation-compliant manner. These advisory functions
assurance sehingga Bank tidak hanya menilai dan mengawasi, complement assurance activities, enabling the Bank not only to
tetapi juga aktif mendukung perbaikan berkelanjutan di seluruh evaluate and supervise, but also to actively support continuous
lini operasional. improvement across all operational lines.
Independensi, Objektivitas, dan Kebijakan Independence, Objectivity, and Internal
Cooling-Off Period Auditor Internal Auditor Cooling-Off Policy
Dalam menjalankan fungsi audit internal, independensi dan In carrying out the internal audit function, independence and
objektivitas merupakan prinsip fundamental yang menjadi objectivity are fundamental principles underpinning all audit
landasan bagi seluruh kegiatan audit di Permata Bank. activities at Permata Bank. Independence ensures that internal
Independensi memastikan bahwa auditor internal dapat auditors can perform assessments free from pressure or influence
melaksanakan penilaian secara bebas dari tekanan atau from management or audited units, while objectivity requires
pengaruh pihak manajemen maupun unit operasional yang auditors to provide fair, unbiased, and evidence-based evaluations.
diaudit. Sedangkan objektivitas menuntut setiap auditor untuk
memberikan penilaian yang adil, tidak memihak, dan berbasis
bukti yang dapat dipertanggungjawabkan.
Permata Bank menempatkan independensi dan objektivitas Permata Bank prioritizes the independence and objectivity of
auditor internal sebagai prioritas utama dengan memisahkan internal auditors by separating the internal audit function from
fungsi audit internal dari area operasional atau manajemen lini. operational areas or line management. Internal auditors are not
Auditor internal tidak diberi tanggung jawab operasional yang assigned operational responsibilities that could create conflicts
dapat menimbulkan konflik kepentingan. Seluruh kegiatan audit of interest. All audit activities are conducted professionally, in line
dijalankan secara profesional, berdasarkan standar internasional with applicable international standards and POJK 1/2019.
yang berlaku, serta sesuai dengan ketentuan POJK 1/2019.
Selain itu, Permata Bank menerapkan kebijakan Cooling-Off Permata Bank also applies Cooling-Off Period policy to safeguard
Period untuk memastikan integritas dan independensi auditor auditor integrity and independence. In accordance with OJK
internal. Sesuai ketentuan OJK, auditor internal yang sebelumnya provisions, internal auditors who previously held responsibilities
2025 Annual Report PT Bank Permata Tbk 755
Page 758
Tata Kelola Perusahaan
Good Corporate
Governance
memiliki tanggung jawab di unit operasional tertentu diwajibkan in a particular operational unit must undergo a cooling-off period
menjalani masa cooling-off sebelum kembali melakukan audit before auditing or undertaking assignments related to that same
atau penugasan terkait unit tersebut. Kebijakan ini mencegah unit. This policy prevents conflicts of interest and enhances audit
potensi konflik kepentingan dan meningkatkan objektivitas dalam objectivity.
pelaksanaan audit.
Dengan penerapan prinsip independensi, objektivitas, dan By upholding independence, objectivity, and the cooling-off policy,
kebijakan cooling-off period, auditor internal dapat melaksanakan internal auditors can perform their duties with full professionalism.
tugasnya dengan profesionalisme penuh. Hal ini tidak hanya This not only strengthens the credibility of the internal audit function
memperkuat kredibilitas fungsi audit internal, tetapi juga but also supports GCG and ensures transparent, accountable, and
mendukung GCG serta memastikan tata kelola Bank berjalan regulation-compliant governance.
secara transparan, akuntabel, dan sesuai dengan regulasi
yang berlaku.
Struktur dan Kedudukan SKAI dalam Struktur Structure and Position of Internal Audit within
Organisasi Bank the Bank’s Organizational Structure
SKAI memiliki tanggung jawab langsung kepada Direktur Utama, Internal Audit reports directly to the President Director, ensuring
sehingga fungsi audit internal dapat dijalankan secara independen that the internal audit function is carried out independently and
dan objektif. Dalam pelaksanaan tugasnya, SKAI memiliki objectively. In performing its duties, Internal Audit has direct
akses untuk berkomunikasi secara langsung dengan Direksi, access to communicate with the Board of Directors, Board of
Dewan Komisaris, Komite Audit, serta Dewan Pengawas Syariah, Commissioners, Audit Committee, and Sharia Supervisory Board,
memungkinkan penyampaian temuan audit, rekomendasi, dan isu enabling timely and transparent communication of audit findings,
material secara tepat waktu dan transparan. recommendations, and material issues.
Struktur organisasi dan kedudukan SKAI di Permata Bank per The organizational structure and position of Internal Audit at
31 Desember 2025, adalah sebagai berikut: Permata Bank as of 31 December 2025 are as follows:
Board of Commissioners
and Audit Committee
President Director
Meliza Musa Rusli
Chief of Internal Audit
Dony Fabian Suratno
Division Head,
Division Head, Division Head, Advisory & Audit
Division Head, Credit Division Head,
Network & Operations Information Methodology & Data
Audit Head Office Audit
Audit Technology Audit Analytics
Anita Namira Ratih Wulan Indrawati Department
Bambang Supriyatno Andi Candra Jimmi Handoko Head, MIS, Quality
Assurance & Support
Yennie Kumalasari
Selain itu sebagai lini ketiga dalam sistem pengendalian internal, In addition, as the third line of internal control, the Internal Audit
SKAI juga melakukan koordinasi dan komunikasi dengan unit also coordinates and communicates with other work units and line
kerja atau fungsi lini lainnya. Kolaborasi ini memastikan bahwa functions. This collaboration ensures that all internal audit efforts
seluruh upaya audit internal selaras dengan kepentingan para align with stakeholder interests and contribute to the creation
pemangku kepentingan dan berkontribusi pada penciptaan and maintenance of values consistent with the Bank’s strategic
serta pemeliharaan nilai-nilai yang konsisten dengan tujuan objectives.
strategis Bank.
756 PT Bank Permata Tbk Laporan Tahunan 2025
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Pihak yang Mengangkat dan Memberhentikan Party Authorized to Appoint and Dismiss Chief
Kepala SKAI of Internal Audit
Kepala SKAI diangkat dan diberhentikan oleh Direktur Utama The Chief of Internal Audit is appointed and dismissed by the
setelah mendapat persetujuan dari Dewan Komisaris dengan President Director after receiving approval from the Board of
mempertimbangkan rekomendasi Komite Audit. Direktur Commissioners by taking into consideration recommendations
Utama dapat memberhentikan Kepala SKAI setelah mendapat from the Audit Committee. The President Director may dismiss the
persetujuan Dewan Komisaris jika Kepala SKAI dinilai tidak Chief of Internal Audit after receiving the approval from the Board
memenuhi persyaratan sebagaimana diatur dalam Piagam of Commissioners if the Chief of Internal Audit does not meet the
Internal Audit dan/atau tidak cakap dalam menjalankan tugas. requirements as set forth in the Internal Audit Charter and/or is
incompetent in carrying out the duties.
Profil Kepala SKAI Profile of Chief of Internal Audit
Dony Fabian Suratno
Chief of Internal Audit
Warga Negara Indonesia, berusia 48 tahun, berdomisili di Jakarta.
Indonesian Citizen, 48 years old, resides in Jakarta.
Riwayat Pendidikan Educational Background
• Master of International Business dari Macquarie University, • Master of International Business from the Macquarie
Australia (2012). University, Australia (2012).
• Magister Manajemen dari Binus Business School (2012). • Master in Management from the Binus Business School (2012).
• Sarjana Ekonomi jurusan Akuntansi dari Universitas Indonesia • Bachelor of Economics, majoring in Accounting from the
(2000). University of Indonesia (2000).
Sertifikasi Profesional Professional Certification
Beliau memiliki sertifikasi profesional, antara lain: He has professional certifications, including:
• Certified Internal Auditor (CIA). • Certified Internal Auditor (CIA).
• Financial Risk Manager (FRM). • Financial Risk Manager (FRM).
• Certified Anti-Money Laundering Specialist (CAMS). • Certified Anti-Money Laundering Specialist (CAMS).
• Chartered Accountant (CA). • Chartered Accountant (CA).
Dasar Hukum Pengangkatan Legal Basis of Appointment
Menjabat sebagai Chief of Internal Audit sesuai dengan Surat Serves as Chief of Internal Audit in accordance with Permata
Ketetapan Permata Bank No. 014/2024 tanggal 20 November Bank Decree No. 014/2024 dated 20 November 2024, effective on
2024, efektif tanggal 1 Desember 2024. 1 December 2024.
Pengalaman Kerja Work Experience
Beliau pernah menjabat berbagai posisi penting, antara lain He has held several important positions, including the following:
sebagai berikut:
• Division Head, Head Office Audit, PT Bank Permata Tbk • Division Head, Head Office Audit, PT Bank Permata Tbk
(Januari 2020–November 2024). (January 2020–November 2024).
• Senior Vice President-Group Head Audit Transaction Banking, • Senior Vice President-Group Head Audit Transaction Banking,
Risk Management, Treasury, & Product, PT Bank CIMB Niaga Risk Management, Treasury, & Product, PT Bank CIMB Niaga
Tbk (2016–2019). Tbk (2016–2019).
• Vice President-Division Head Product Audit, PT Bank CIMB • Vice President-Division Head Product Audit, PT Bank CIMB
Niaga Tbk (2015–2016). Niaga Tbk (2015–2016).
2025 Annual Report PT Bank Permata Tbk 757
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Tata Kelola Perusahaan
Good Corporate
Governance
• Senior Auditor, PT Bank CIMB Niaga Tbk (2013–2015). • Senior Auditor, PT Bank CIMB Niaga Tbk (2013–2015).
• Unit Head Monitoring Internal Audit, The Bank of Tokyo • Unit Head Monitoring Internal Audit, The Bank of Tokyo
Mitsubishi, UFJ Jakarta (2011– 2012). Mitsubishi, UFJ Jakarta (2011– 2012).
• Senior Auditor Treasury & Market Risk, The Bank of Tokyo • Senior Auditor Treasury & Market Risk, The Bank of Tokyo
Mitsubishi, UFJ Jakarta (2009– 2011). Mitsubishi, UFJ Jakarta (2009– 2011).
• Assistant Manager-Treasury Risk Control Unit, The Bank of • Assistant Manager-Treasury Risk Control Unit, The Bank of
Tokyo Mitsubishi UFJ Jakarta (2007–2009). Tokyo Mitsubishi, UFJ Jakarta (2007–2009).
• Interbank Spot Dealer Treasury, The Bank of Tokyo Mitsubishi • Interbank Spot Dealer Treasury, The Bank of Tokyo Mitsubishi
UFJ Jakarta (2006–2007). UFJ Jakarta (2006–2007).
• Foreign Exchange Dealer Treasury, Bangkok Bank PCL Jakarta • Foreign Exchange Dealer Treasury, Bangkok Bank PCL Jakarta
(2005–2006). (2005–2006).
• Money Market Dealer Treasury, Bangkok Bank PCL Jakarta • Money Market Dealer Treasury, Bangkok Bank PCL Jakarta
(2002–2005). (2002–2005).
• Accounting Staff, Bangkok Bank PCL Jakarta (2001–2002). • Accounting Staff, Bangkok Bank PCL Jakarta (2001–2002).
Pendidikan dan Pelatihan Tahun 2025 Education and Training in 2025
Beliau mengikuti pendidikan dan pelatihan di tahun 2025 He participated in the following education and training program
sebagai berikut: in 2025:
• What’s the Driving Change to Stay Ahead of the Curve for • What’s the Driving Change to Stay Ahead of The Curve for
Internal Auditors in the Coming Years-Seminar Nasional Internal Auditors in The Coming Years-Seminar Nasional
Internal Audit, Yayasan Pendidikan Internal Audit (2025). Internal Audit, Yayasan Pendidikan Internal Audit (2025).
Komposisi Sumber Daya Manusia di SKAI Human Resources Composition in Internal
Audit
Per 31 Desember 2025, Kepala SKAI Permata Bank membawahi As of 31 December 2025, the Head of Internal Audit supervises 103
103 staf audit dengan komposisi pembagian menurut level, audit staff, with the following composition by level/division: 19 staff
yaitu 19 staf di Divisi Network & Operations Audit, 24 staf di Divisi in the Network & Operations Audit Division, 24 staff in the Credit
Credit Audit, 20 staf di Divisi Head Office Audit, 23 staf di Divisi Audit Division, 20 staff in the Head Office Audit Division, 23 staff in
Information Technology Audit, 10 staf di Divisi Advisory, Audit the Information Technology Audit Division, 10 staff in the Advisory,
Methodology & Data Analytics dan tujuh staf di Departemen MIS, Audit Methodology & Data Analytics Division, and seven staff in
Quality Assurance & Support. the MIS, Quality Assurance & Support Department.
Kualifikasi atau Sertifikasi Profesi Audit Internal Audit Qualifications or Professional
Internal Certifications
Permata Bank secara rutin menyelenggarakan pelatihan soft Permata Bank routinely organizes soft-skills training as part of
skills sebagai upaya untuk meningkatkan profesionalisme dan its efforts to enhance long-term professionalism and employee
kompetensi karyawan dalam jangka panjang, termasuk bagi competence, including SKAI personnel. The Bank also encourages
personel SKAI. Selain itu, Bank juga mendorong seluruh auditor all internal auditors to participate in relevant professional
internal untuk mengikuti program sertifikasi profesi yang relevan, certification programs to ensure effective execution of duties and
guna memastikan efektivitas pelaksanaan tugas serta menjaga to keep their knowledge and skills in internal auditing up to date
agar pengetahuan dan keterampilan mereka mengenai audit with industry developments and regulatory changes.
internal selalu terkini sesuai perkembangan industri dan regulasi.
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Hingga 31 Desember 2025, jumlah sertifikasi yang dimiliki oleh As of 31 December 2025, the number of certifications held by SKAI
personel SKAI tercatat sebagai berikut: personnel is as follows:
Sertifikasi Internasional
International Certification
Sertifikasi Sertifikasi Jumlah
Certification Certification Total
Certified Internal Auditor CIA 5
Certified Information System Auditor CISA 7
Certified Information Security Manager CISM 1
Computer Hacking Forensic Investigator CHFI 1
Certified Ethical Hacker CEH 2
Financial Risk Manager FRM 1
Certified Anti-Money Laundering Specialist CAMS 3
Chartered Accountant CA 2
Certified in Risk Information System Control CRISC 1
Cybersecurity Foundation CSX-F 1
Certified Information Systems Security Professional CISSP 1
ASEAN Chartered Professional Accountant ASEAN CPA 2
Certified Associate Scrum Master CASM 2
Information Technology Infrastructure Library ITIL 1
Professional SCRUM Master 1 SCRUM 1 1
Sertifikasi Nasional
National Certification
Sertifikasi Sertifikasi Jumlah
Certification Certification Total
Sertifikasi Manajemen Risiko Level 4 | Risk Management Certification Level 4 SMR 4 | RMC 4 89
Sertifikasi Manajemen Risiko Level 5 | Risk Management Certification Level 5 SMR 5 | RMC 5 41
Qualified Internal Auditor QIA 13
Certified Bank Internal Audit Level Auditor CBIA Auditor 11
Certified Bank Internal Audit Level Supervisor CBIA Spv 6
Certified Risk Professional CRP 1
Akuntan Ak 5
Brevet Brevet 9
BNSP BNSP 1
Omega Omega 1
Certified Fraud Investigator Professional CFIP 4
Certified Auditor Professional Government CAPG 1
Certified Corporate Forensic Auditor CCFA 2
Certified Data Protection Officer CDPO 3
Indonesia Internal Audit Practitioner IIAP 1
2025 Annual Report PT Bank Permata Tbk 759
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Tata Kelola Perusahaan
Good Corporate
Governance
Kode Etik Auditor Auditor’s Code of Ethics
Kode Etik Auditor Internal di Permata Bank menetapkan prinsip- Permata Bank’s Internal Auditor Code of Ethics sets out the
prinsip dasar yang menjadi pedoman bagi seluruh personel SKAI fundamental principles that guide all Internal Audit Unit personnel
dalam menjalankan tugasnya. Auditor internal diwajibkan untuk in the performance of their duties. Internal auditors are required to
bertindak secara profesional, independen, dan objektif, menjaga act with professionalism, independence, and objectivity, safeguard
kerahasiaan informasi, serta mengedepankan integritas dalam the confidentiality of information, and uphold the highest standards
setiap aktivitas audit. Kode etik ini juga menekankan pentingnya of integrity in every audit activity. The Code also underscores the
kompetensi yang terus diperbarui melalui pelatihan dan sertifikasi, importance of continuous competence development through
sehingga auditor mampu memberikan penilaian yang akurat dan training and certification, enabling auditors to deliver accurate
relevan sesuai standar internasional. and relevant assessments in line with international standards.
Dalam pelaksanaan penugasan audit, termasuk audit Teknologi In conducting audit assignments, auditors, including IT auditors,
Informasi (TI), auditor mendapatkan dukungan penuh dari receive full support from management to perform their duties
manajemen agar dapat bekerja secara independen dan objektif, without interference from any party. Should there be any obstacles
tanpa campur tangan dari pihak mana pun. Apabila terdapat related to independency or objectivity, the constraints must be
kendala yang berpotensi memengaruhi independensi atau disclosed in detail to authorized parties.
objektivitas, kendala tersebut wajib diungkapkan secara rinci
kepada pihak-pihak yang berwenang.
Pelaporan kendala ini dilakukan dengan mengacu pada ketentuan Reporting of these issues is carried out in accordance with
yang berlaku, antara lain POJK 1/2019, POJK No. 38/ POJK.03/2016 applicable regulations, including POJK 1/2019, POJK No. 38/
(POJK 38/2016) tentang Penerapan Manajemen Risiko dalam POJK.03/2016 (POJK 38/2016) concerning the Implementation
Penggunaan Teknologi Informasi oleh Bank Umum, POJK No. 13/ of Risk Management in the Use of Information Technology by
POJK.03/2020 tentang Perubahan Atas Peraturan Otoritas Jasa Commercial Banks, POJK No. 13/POJK.03/2020 concerning
Keuangan No. 38/POJK.03/2016 tentang Penerapan Manajemen Amendments to OJK Regulation No. 38/POJK.03/2016 on the
Risiko dalam Penggunaan Teknologi Informasi oleh Bank Umum, Implementation of Risk Management in the Use of Information
serta dokumen internal seperti Piagam Internal Audit 2025 dan Technology by Commercial Banks, and internal documents such
GIAS 2024. as the 2025 Internal Audit Charter and GIAS 2024.
Dengan mekanisme ini, setiap auditor dapat menjalankan This mechanism allows each auditor to carry out their duties
tugasnya secara profesional, memastikan penilaian audit professionally, ensuring that audit assessments are accurate,
akurat, independen, dan sesuai standar internasional, sekaligus independent, and in accordance with international standards,
memperkuat tata kelola dan pengendalian internal Bank. Berikut while strengthening the Bank’s governance and internal control.
ini adalah pokok-pokok kode etik yang bersifat mengikat dan The following are the main points of the code of ethics, which
wajib dipatuhi oleh seluruh personel SKAI Permata Bank: are binding and must be adhered to by all Permata Bank Internal
Audit personnel:
1. Integritas 1. Integrity
• Bekerja dengan jujur, tekun, dan bertanggung jawab. • Work honestly, diligently and responsibly.
• Taat terhadap peraturan dan membuat pengungkapan • Obey the rules and make disclosures in accordance with
yang sesuai dengan peraturan. the regulations.
• Tidak melakukan kegiatan yang ilegal. • Do not perform any illegal activities.
• Menghormati dan berperan dalam mendukung • Respect and take part in supporting the objectives of
tujuan Bank. the Bank.
2. Objektivitas 2. Objectivity
• Tidak ikut berperan dalam kegiatan yang dapat • Do not participate in activities that may affect the
mempengaruhi objektivitas pelaksanaan tugas audit. objectivity of the audit.
• Tidak menerima apa pun yang dapat mempengaruhi • Do not accept anything that can affect the conduct of the
pelaksanaan tugas audit dan bekerja sesuai keahliannya. audit and work according to expertise.
• Mengungkapkan fakta sebagaimana yang ditemukan • Disclose the facts that are found in the audit.
dalam pelaksanaan tugas audit.
760 PT Bank Permata Tbk Laporan Tahunan 2025
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3. Kerahasiaan 3. Confidentiality
• Berhati-hati dalam penggunaan data atau informasi dan • Carefully in using data or information and protect data or
melindungi data atau informasi yang diperoleh dalam information obtained when conducting audits.
pelaksanaan tugas audit.
• Tidak menggunakan data atau informasi yang • Do not using data or information obtained for personal
diperoleh untuk kepentingan pribadi atau bertentangan gain or against the law.
dengan hukum.
4. Kompetensi 4. Competence
• Memiliki pengetahuan yang memadai. • Have sufficient knowledge.
• Melaksanakan tugas audit sesuai dengan standar yang • Carry out audit tasks in accordance with the standards set
ditetapkan oleh asosiasi profesi audit intern sebagaimana by internal audit professional association as regulated by
diatur oleh Regulator. Regulator.
• Berusaha terus menerus meningkatkan kemampuan • Trying to improve the ability to improve audit quality.
untuk meningkatkan kualitas audit.
5. Independensi 5. Independence
Mampu mengungkapkan pemikiran dan pandangan tanpa Able to express thoughts and views without influence or
pengaruh atau pun tekanan dari pihak mana pun. pressure from any party.
6. Kecermatan Profesional 6. Due Professional Care
Menggunakan sikap skeptis Ketika merencanakan dan Use a skeptical attitude when planning and implementing
melaksanakan fungsi Internal Audit. Internal Audit functions.
Standar Pelaksanaan dan Pengembangan Quality Implementation and Development
Mutu Standards
SKAI memiliki program Pengendalian Mutu Audit yang dirancang The Internal Audit of Permata Bank has the Audit Quality Assurance
untuk melakukan evaluasi atas kesesuaian aktivitas audit internal program designed to evaluate the conformity of internal audit
dengan standar dan ketentuan yang telah ditetapkan. Aktivitas activities with established standards and regulations. Audit Quality
Pengendalian Mutu Audit dilaksanakan melalui: Assurance program performed through:
1. Periodic Assessment. 1. Periodic Assessment.
2. External Assessment yang dilakukan oleh Kantor Akuntan 2. External Assessment conducted by an independent,
Publik/Konsultan yang independen, kompeten, dan competent, and qualified Public Accounting Firm/Consultant.
berkualitas.
Kaji ulang terhadap kesesuaian praktik SKAI Permata Bank telah A review of the compliance of Permata Bank’s Internal Audit
dilaksanakan oleh Kantor Akuntan Publik (KAP) Tanudiredja, practices was conducted by the Public Accounting Firm (KAP)
Wibisana, Rintis & Rekan pada tahun 2023. Hasil kaji ulang Tanudiredja, Wibisana, Rintis & Rekan in 2023. The review results
menunjukkan bahwa praktik SKAI “Umumnya Sesuai” dengan indicated that the Internal Audit practices were “Generally
ketentuan POJK serta standar internasional dari The Institute in Compliance” with the POJK provisions and international
of Internal Audit (IIA). Pelaksanaan kaji ulang berikutnya standards from The Institute of Internal Audit (IIA). The next
direncanakan pada tahun 2026, sebagai bagian dari upaya review is planned for 2026, as part of the Bank’s ongoing efforts
berkelanjutan Bank untuk memastikan bahwa fungsi audit internal to ensure that the internal audit function remains compliant
tetap mematuhi regulasi, standar profesional, dan praktik terbaik with applicable regulations, professional standards, and best
tata kelola yang berlaku. governance practices.
Hubungan SKAI dengan Pihak Eksternal Internal Audit Relations with External Parties
Dalam rangka menunjang efektivitas dan kualitas pelaksanaan To support the effectiveness and quality of internal audit
audit internal, SKAI Permata Bank menjalin kerja sama dengan implementation, Permata Bank’s Internal Audit Unit (SKAI)
pihak eksternal, yaitu KAP Rintis, Jumadi, Rianto & Rekan. collaborates with an external party, namely Rintis, Jumadi, Rianto
Penunjukan KAP eksternal ini dilakukan oleh Dewan Komisaris & Rekan Public Accounting Firm (KAP). The appointment of this
berdasarkan rekomendasi dari Komite Audit, guna memastikan external KAP was made by the Board of Commissioners based on
bahwa proses audit tahunan memperoleh data, informasi, dan the recommendation of the Audit Committee, to ensure that the
dukungan profesional yang memadai. annual audit process receives adequate data, information, and
professional support.
2025 Annual Report PT Bank Permata Tbk 761
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Tata Kelola Perusahaan
Good Corporate
Governance
Kerja sama dengan KAP sebagai pihak eksternal mencakup The collaboration with the KAP as external party includes the
penyediaan data dan dokumentasi yang relevan untuk provision of relevant data and documentation for the audit process,
pelaksanaan audit, termasuk konsultasi terkait metodologi audit, including consultations on audit methodology, risk assessment,
penilaian risiko, serta verifikasi temuan audit. Melalui mekanisme and verification of audit findings. Through this mechanism, the
ini, SKAI dapat memperkuat independensi, objektivitas, dan Internal Audit Unit (SKAI) can strengthen the independence,
akurasi penilaian audit internal, sekaligus memastikan bahwa objectivity, and accuracy of internal audit assessments, while
setiap temuan dan rekomendasi didukung oleh bukti yang sah ensuring that each finding and recommendation is supported by
dan dapat dipertanggungjawabkan. valid and accountable evidence.
Kolaborasi bersama pihak eksternal juga membantu SKAI dalam Collaboration with external parties also helps the Internal Audit
mengadopsi praktik terbaik internasional, menyesuaikan dengan Unit (SKAI) adopt international best practices, align with GIAS
standar GIAS, dan memastikan kepatuhan terhadap regulasi standards, and ensure compliance with applicable regulations.
yang berlaku. Dengan demikian, hubungan ini bukan hanya Thus, this relationship not only improves the quality of internal
meningkatkan kualitas audit internal, tetapi juga memperkuat tata audits but also strengthens the Bank’s overall governance and
kelola Bank secara keseluruhan serta mendukung transparansi supports transparency and accountability to all stakeholders.
dan akuntabilitas terhadap seluruh pemangku kepentingan.
Pelaksanaan Rapat SKAI dengan Direktur Meeting Implementation between President
Utama, Komite Audit, Dewan Pengawas Director, Audit Committee, Sharia Supervisory
Syariah, dan Dewan Komisaris Board, and Board of Commissioners
Kebijakan Rapat Meeting Policy
Sesuai dengan ketentuan yang berlaku, SKAI memiliki kewenangan In accordance with applicable provisions, the Internal Audit Unit
untuk berkomunikasi langsung dan menyelenggarakan rapat, is authorized to communicate directly and hold meetings, both
baik secara berkala maupun insidental, dengan Direksi, Dewan periodically and incidentally, with the Board of Directors, the Board
Komisaris, dan Komite Audit. Hal ini dilakukan dalam rangka of Commissioners, and the Audit Committee. The objective is to
mendukung pelaksanaan tugas dengan baik dan lancar. Rapat support effective and smooth task implementation. The meeting
tersebut menjadi bagian dari wewenang Satuan Internal Audit is part of the authority of the Internal Audit Unit to ensure effective
untuk memastikan efektivitas pelaksanaan penugasan. implementation of assignments.
SKAI secara berkala menyampaikan informasi mengenai The Internal Audit periodically provides updates regarding audit
progres kegiatan audit kepada Direktur Utama, Komite Audit, dan activity progress to the President Director, the Audit Committee,
Dewan Komisaris. and the Board of Commissioners.
Dalam hal penyampaian temuan terkait pelaksanaan In regard to audit issues related to sharia principles implementation,
pemenuhan prinsip syariah, SKAI mengirimkan Laporan Hasil Internal Audit submits the audit report to the Sharia Supervisory
Audit kepada Dewan Pengawas Syariah secara reguler. Dalam Board regularly. In order to fulfill Regulatory requirements, Internal
rangka memenuhi ketentuan Regulator, SKAI dan Komite Audit Audit and the Audit Committee conduct a meeting with the Sharia
mengadakan pertemuan dengan Dewan Pengawas Syariah satu Supervisory Board once a year.
kali dalam setahun.
Frekuensi Rapat dan Tingkat Kehadiran Meeting Frequency and Attendance Level
Selama tahun 2025, SKAI telah menyelenggarakan 16 kali rapat During 2025, the Internal Audit unit held 16 meetings with the Board
bersama Direksi, Dewan Komisaris, Komite Audit, dan Komite of Directors, the Board of Commissioners, the Audit Committee,
lainnya. Seluruh rapat tersebut dihadiri oleh personel SKAI. and other Committees. All meetings have been attended by
Internal Audit personnels.
Pelatihan dan/atau Pengembangan Kompetensi SKAI Competency Training and/or Development in
SKAI Tahun 2025 2025
SKAI mendorong seluruh auditor internalnya agar dapat The Internal Audit Unit encourages all of its internal auditors to
mengimplementasikan kompetensi dan pengetahuan yang implement their competencies and knowledge in carrying out
dimiliki dalam melaksanakan peran dan fungsinya di Bank. their roles and functions at the Bank. To support this, the Internal
Untuk mendukung hal ini, SKAI telah merancang program Audit Unit has designed a capability development program or
762 PT Bank Permata Tbk Laporan Tahunan 2025
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pengembangan kapabilitas atau refreshment period yang wajib refreshment period that must be followed by internal auditors
diikuti oleh auditor internal minimal sekali setiap tahun. Sepanjang at least once a year. Throughout 2025, all the Internal Audit Unit
tahun 2025, seluruh personel SKAI aktif mengikuti berbagai personnel actively participated in various training programs
program pelatihan sebanyak 29 jenis pelatihan yang setara totaling 29 type of trainings equivalent to 232 hours.
dengan 232 jam.
Berikut adalah pelaksanaan program pengembangan kompetensi The following is the implementation of the competency
yang diikuti SKAI selama tahun 2025: development program followed by the Internal Audit Unit
during 2025:
Pelatihan/Seminar/Workshop/Sharing Knowledge Periode
Training/Seminar/Workshop/Sharing Knowledge Period
Certified Fraud Examiner (CFE) Exam Preparation Training Januari | January 2025
Middle Management Leadership Academy Januari dan Februari 2025
January and February 2025
Project Management for Internal Audit Februari | February 2025
Fundamentals of Trade Finance from Audit Perspective Maret | March 2025
Leaders' Inspiring Talk: Driving Productivity Through the Value Chain Maret | March 2025
Industri Update 2025: Kelapa Sawit April | April 2025
ICoFR Perbankan: Meningkatkan Efektivitas Pengendalian Internal Mei | May 2025
Implementasi Internal Control Over Financial Reporting (ICOR) Mei | May 2025
Industry Update Mei | May 2025
LIL-Inspiring Talk Mei | May 2025
Litigation Sharing Session: Banking & Business Law in Indonesia Juni | June 2025
Litigation Sharing Session: Contract Law and Collateral, Suspension of Payment & Bankruptcy, Juni | June 2025
Cross Border Insolvency
Enterprise Risk Management: A Driver for Organizational Success Juni, dan Oktober 2025
June and October 2025
Partisipasi dalam Perhimpunan Profesi Participation in Internal Audit Professional
Internal Audit Associations
Dalam upaya memperluas wawasan dan meningkatkan To broaden the knowledge and enhance the professional
kompetensi profesional auditor, SKAI Permata Bank wajib competence of auditors, Permata Bank’s Internal Audit Unit (SKAI)
mengikutsertakan personelnya dalam berbagai perhimpunan is required to involve its personnel in various internal audit and risk
profesi internal audit dan manajemen risiko. Beberapa organisasi management professional associations. Some of the professional
profesional yang sudah diikuti, antara lain Institute of Internal organizations it has participated in include the Institute of Internal
Auditor (IIA)-Indonesia Chapter, Information Systems Audit and Auditors (IIA) – Indonesia Chapter, the Information Systems
Control Association (ISACA), Ikatan Akuntan Indonesia (IAI), Audit and Control Association (ISACA), the Indonesian Institute
Ikatan Auditor Intern Bank (IAIB), Association of Certified Fraud of Accountants (IAI), the Association of Bank Internal Auditors
Examiners (ACFE), The Association of Certified Anti-Money (IAIB), the Association of Certified Fraud Examiners (ACFE), the
Laundering Specialists (ACAMS), serta Global Association of Risk Association of Certified Anti-Money Laundering Specialists
Professionals (GARP). (ACAMS), and the Global Association of Risk Professionals (GARP).
Selain itu, Divisi Information Technology (IT) Audit secara Furthermore, the Information Technology (IT) Audit Division
berkelanjutan fokus pada pengembangan kualitas SDM agar continuously focuses on developing its human resources to stay
tetap mengikuti perkembangan teknologi dan industri, khususnya abreast of technological and industry developments, particularly
terkait isu cyber risk. Pengembangan tim IT Audit dimulai dengan regarding cyber risk issues. IT Audit team development begins with
memberikan pelatihan dan sertifikasi profesional, seperti Certified providing professional training and certifications, such as Certified
Ethical Hacker (CEH), Certified Information Systems Auditor (CISA), Ethical Hacker (CEH), Certified Information Systems Auditor (CISA),
dan Certified Information Systems Security Professional (CISSP) and Certified Information Systems Security Professional (CISSP) to
kepada seluruh anggota divisi. SKAI Permata Bank secara rutin all division members. Permata Bank’s Internal Audit Unit regularly
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Tata Kelola Perusahaan
Good Corporate
Governance
melaporkan hasil audit TI kepada OJK, sesuai dengan ketentuan reports IT audit results to the Financial Services Authority (OJK), in
dan regulasi yang berlaku. Pelaporan ini mencakup temuan audit, accordance with applicable rules and regulations. This reporting
penilaian risiko, serta rekomendasi perbaikan yang telah diberikan includes audit findings, risk assessments, and improvement
kepada manajemen. recommendations provided to management.
Melalui kombinasi keikutsertaan dalam organisasi profesional Through a combination of participation in professional
dan program pengembangan kompetensi internal, auditor SKAI organizations and internal competency development programs,
memperoleh akses terhadap pelatihan, sertifikasi, seminar, Internal Audit Unit auditors gain access to training, certification,
dan forum diskusi profesional. Hal ini tidak hanya memastikan seminars, and professional discussion forums. This not only ensures
kemampuan auditor tetap mutakhir sesuai praktik terbaik auditors’ capabilities remain up-to-date in line with international
internasional, tetapi juga mendukung pelaksanaan audit internal best practices, but also supports the implementation of effective,
yang efektif, independen, berbasis risiko, serta memperkuat independent, risk-based internal audits and strengthens a culture
budaya kepatuhan dan integritas di seluruh organisasi Bank. of compliance and integrity throughout the Bank’s organization.
Laporan Realisasi Pelaksanaan Audit dan Report on the Realization of Internal Audit
Advisory Internal Audit Tahun 2025 Implementation and Advisory in 2025
Pada tahun 2025, SKAI Permata Bank telah melaksanakan 72 In 2025, Permata Bank’s Internal Audit Unit conducted 72 audit
penugasan audit assurance dan 38 penugasan advisory (IT assurance assignments and 38 advisory assignments (IT and non-
dan Non-IT), yang mencakup penilaian pengendalian internal, IT), covering assessments of internal controls, risk management,
manajemen risiko, kepatuhan, serta pemberian dukungan and compliance, as well as providing consultative support
konsultatif kepada manajemen untuk meningkatkan efektivitas to management to improve the effectiveness of the Bank’s
tata kelola dan proses bisnis Bank. governance and business processes.
Setelah laporan audit disampaikan, SKAI memantau pelaksanaan Following the issuance of the audit report, the Internal Audit Unit
tindak lanjut, termasuk penyelesaian rekomendasi SKAI dan monitors the implementation of follow-up actions, including the
disposisi Direksi oleh auditee maupun pihak terkait. Setiap triwulan, completion of recommendations issued by the Internal Audit
SKAI menyampaikan Laporan Pending Tindak Lanjut Hasil Audit Unit and the execution of the Board of Directors’ directives by the
kepada Direksi, Dewan Pengawas Syariah, dan Dewan Komisaris auditee and relevant parties. On a quarterly basis, the Internal
melalui Komite Audit, untuk memastikan progres implementasi Audit Unit submits a Report on Outstanding Audit Findings
rekomendasi, mendorong percepatan penyelesaian, dan Follow-Up to the Board of Directors, the Sharia Supervisory
mendukung evaluasi kinerja Bank. Board, and the Board of Commissioners through the Audit
Committee. This report ensures progress in the implementation
of recommendations, promotes timely completion, and supports
the Bank’s overall performance evaluation.
Rencana Kerja Tahunan SKAI 2026 2026 Internal Audit Unit Annual Work Plan
Rencana Kerja Tahunan SKAI disusun dengan mempertimbangkan The Annual Work Plan of the Internal Audit Unit is prepared with
strategi dan rencana bisnis Permata Bank untuk tahun 2026, due consideration of Permata Bank’s strategy and business plan
serta menggunakan pendekatan audit berbasis risiko yang for 2026, and adopts a risk-based audit approach that prioritizes
menekankan pengawasan menyeluruh terhadap seluruh kegiatan comprehensive oversight of all Bank operational activities.
operasional Bank.
Sesuai ketentuan POJK 01/2019, Kepala SKAI memastikan bahwa In accordance with POJK 01/2019, the Head of the Internal Audit
Rencana Kerja Tahunan sudah direncanakan, dilaksanakan, Unit ensures that the Annual Work Plan is systematically planned,
disupervisi, dan dipantau secara sistematis, kemudian dilaporkan implemented, supervised, and monitored, and subsequently
secara berkala kepada Direktur Utama, Dewan Komisaris, dan reported on a regular basis to the President Director, the Board of
Komite Audit. Commissioners, and the Audit Committee.
Untuk merealisasikan rencana kerja ini, SKAI akan terus melakukan To implement this plan, the Internal Audit Unit (SKAI) will
peningkatan kompetensi auditor, pengembangan metodologi continue to enhance auditor competencies, further develop audit
audit, serta optimalisasi penggunaan alat bantu audit, sehingga methodologies, and optimize the use of audit tools to ensure that
proses pengawasan berjalan efektif, relevan, dan selaras dengan the oversight process remains effective, relevant, and aligned
tujuan strategis Bank. with the Bank’s strategic objectives.
764 PT Bank Permata Tbk Laporan Tahunan 2025
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Pada tahun 2026 mendatang, SKAI Permata Bank berencana In 2026, Permata Bank’s Internal Audit Unit (SKAI) plans to
untuk melaksanakan 46 penugasan audit assurance, termasuk conduct 46 audit assurance engagements, including four branch
dengan empat pemeriksaan cabang (syariah dan konvensional) audits (both sharia and conventional) and two EBB credit audits,
dan dua pemeriksaan kredit EBB dari hasil perencanaan Dynamic based on the Dynamic Audit Plan. In addition, SKAI also plans
Audit. Selain itu, SKAI juga merencanakan penugasan advisory to carry out advisory engagements, comprising nine IT Advisory
yang terdiri dari sembilan IT Advisory dan empat Non-IT Advisory. assignments and four Non-IT Advisory assignments.
Fungsi Kepatuhan
Compliance Function
Dalam menjalankan aktivitas perbankan yang terus berkembang, In carrying out banking activities that continue to develop,
risiko Kepatuhan merupakan salah satu aspek penting Compliance risk is one of the important aspects that must be
yang harus dikelola dengan baik. Kesalahan Bank dalam managed properly. Errors by the Bank in implementing and/or
mengimplementasikan dan/atau tidak mematuhi peraturan failing to comply with applicable laws and regulations (including
perundang-undangan dan ketentuan berlaku (termasuk prinsip Sharia principles for sharia business units) result in the Bank
syariah bagi unit usaha syariah) mengakibatkan Bank terdampak being exposed to Compliance Risk, and the Bank may also face
Risiko Kepatuhan dan selanjutnya Bank juga dapat terkena risiko reputational and legal risks.
reputasi dan risiko hukum.
Permata Bank merupakan bank nasional yang senantiasa Permata Bank is a national bank that always prioritizes the
mengedepankan prinsip-prinsip tata kelola yang baik dan juga principles of good governance and also adheres to the regulations
berpedoman pada ketentuan-ketentuan yang dikeluarkan oleh issued by the Financial Services Authority (OJK for Banking
Otoritas Jasa Keuangan (OJK Perbankan), Bank Indonesia (BI), sector), Bank Indonesia (BI), the Financial Transaction Reports and
Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK), dan Analysis Center (PPATK), and the Deposit Insurance Corporation
Lembaga Penjamin Simpanan (LPS) dalam menjalankan bisnis (LPS) in conducting its banking business and consistently strive
bank serta selalu berupaya untuk mengimplementasikan dan to implement and maintain good corporate governance in its
menjaga tata kelola perusahaan yang baik terkait hubungannya relationship with the majority shareholders, which is also a foreign
dengan pemegang saham mayoritas yang juga merupakan financial institution.
institusi keuangan di luar negeri.
Permata Bank berkomitmen untuk terus membangun serta Permata Bank is committed to continuously building
memperkuat budaya kepatuhan secara efektif dan menyeluruh, and strengthening a compliance culture effectively and
mulai dari manajemen hingga karyawan. Untuk memastikan comprehensively, from management to employees. To ensure
Fungsi Kepatuhan tersebut terlaksana secara konsisten dan that the Compliance Function is carried out consistently and
berkesinambungan, Permata Bank mempercayakan tanggung sustainably, Permata Bank entrusts this responsibility to the Legal
jawab ini kepada Direktorat Hukum dan Kepatuhan. and Compliance Directorate.
Direktorat Hukum dan Kepatuhan juga melakukan upaya- The Legal and Compliance Directorate also carries out preventive
upaya yang bersifat preventif (ex-ante) untuk mengurangi (ex-ante) measures to reduce or minimize the potential risks of the
atau memperkecil potensi risiko kegiatan usaha Bank yang Bank’s business activities that are anticipated to occur. Therefore,
diperkirakan akan terjadi. Oleh karena itu, Divisi Kepatuhan the Compliance Division is involved in managing Compliance Risk
hadir dalam pengelolaan Risiko Kepatuhan dan menjalankan and carries out the Compliance function.
fungsi Kepatuhan.
Fungsi Kepatuhan pada Bank memegang peran kunci sebagai The Compliance Function plays a crucial role as a
pengawal tata kelola, mitigasi risiko regulasi dan pendorong guardian of governance, regulator of compliance risk, and
budaya kepatuhan yang menyeluruh. Secara lebih rinci, peran promoter of a comprehensive compliance culture. Its main
utamanya meliputi: responsibilities include:
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Page 768
Tata Kelola Perusahaan
Good Corporate
Governance
1. Pencegahan Risiko Kepatuhan. 1. Compliance Risk Prevention.
2. Memonitor perubahan regulasi dari OJK Perbankan, BI, PPATK, 2. Monitoring regulatory changes issued by OJK for Banking
dan LPS kemudian menyusun gap analysis atas regulasi baru sector, BI, PPATK, and LPS, along with preparing gap analysis
yang dikeluarkan baru, mengevaluasi dampaknya terhadap upon new regulation, assessing its impact upon the Bank’s
aktivitas Bank dan melakukan sosialisasi ke seluruh pihak activity and conducting the socialization to all impacted party
terkait atas pelaksanaan ketentuan baru tersebut serta for the purpose of implementing such new regulation as well
menerapkannya ke dalam kebijakan internal bank. as applying it into the internal bank policies.
3. Mendesain dan memperbarui prosedur, kebijakan, dan sistem 3. Designing and updating procedures, policies, and systems to
agar mencerminkan persyaratan regulasi terbaru (misalnya, reflect the latest regulatory requirements (e.g., macroprudential
kebijakan terkait likuiditas makroprudensial, persyaratan liquidity policies, capital requirements, liquidity ratios).
modal, dan rasio likuiditas).
4. Mitigasi Risiko Operasional & Reputasi. 4. Mitigation of Operational & Reputational Risks.
5. Melakukan pengujian (testing) dan audit kepatuhan 5. Conducting compliance testing and audits to ensure
(compliance testing) untuk memastikan kepatuhan di seluruh adherence across all business units.
unit bisnis.
6. Mengidentifikasi potensi kelemahan (gap) dalam pelaksanaan 6. Identifying potential gaps in policy implementation and
kebijakan dan menyarankan perbaikan. recommending necessary improvements.
7. Pendidikan & Pelatihan: 7. Education & Training:
i. Menyelenggarakan pelatihan reguler bagi karyawan di i. Providing regular training for employees at various levels
berbagai level agar memahami kewajiban regulatori dan to ensure understanding of regulatory obligations and
etika bisnis. business ethics.
ii. Membina kesadaran kepatuhan (compliance culture) ii. Cultivating a compliance culture so that compliance
agar kepatuhan menjadi bagian dari cara kerja sehari- becomes part of daily work practices, not merely a formal
hari, bukan sekadar persyaratan formal. requirement.
8. Pelaporan & Pengawasan: 8. Reporting & Oversight:
i. Menyampaikan laporan rutin kepada manajemen senior i. Delivering regular compliance reports to senior
dan Direksi terkait status kepatuhan, temuan audit, dan management and the Board of Directors, including audit
langkah perbaikan. findings and corrective actions.
ii. Menjalin komunikasi dengan regulator (OJK, BI, PPATK) ii. Maintaining communication with regulators (OJK,
untuk memperkuat transparansi dan menjamin agar bank BI, PPATK) to ensure transparency and adherence to
berada pada jalur kepatuhan yang benar. regulatory expectations.
Dalam rangka melaksanakan Fungsi Kepatuhan, Direktur Hukum In order to implement the Compliance Function, Director of
dan Kepatuhan dibantu oleh enam Divisi, yaitu: Compliance Legal and Compliance is assisted by six Divisions: Compliance
Regulatory Affairs Advisory (CRA), Compliance Monitoring Regulatory Affairs Advisory (CRA), Compliance Monitoring
& Training (CMT), Anti Money Laundering (AML), Fraud Risk & Training (CMT) Anti Money Laundering (AML), Fraud Risk
Management (FRM), Cross Border Compliance Advisory (CBCA), Management (FRM), Cross Border Compliance Advisory (CBCA),
dan Bribery & Anti-Corruption. Setiap unit kerja memiliki tugas and Bribery & Anti-Corruption. Each unit has its own tasks and
dan tanggung jawab masing-masing untuk memastikan fungsi responsibilities to ensure Permata Bank’s Compliance function is
Kepatuhan Permata Bank. well implemented.
A. Compliance Regulatory Affairs & Advisory A. Compliance Regulatory Affairs & Advisory
Tugas dan Tanggung Jawab Duties and Responsibilities
Satuan kerja Compliance Regulatory Affairs & Advisory (CRA) The Compliance Regulatory Affairs & Advisory (CRA) has the
memiliki tugas dan tanggung jawab sebagai berikut: following duties and responsibilities:
a. Membuat langkah-langkah dalam rangka mendukung a. Creating measures to support the establishment of a
terciptanya Budaya Kepatuhan pada seluruh kegiatan Compliance Culture in all banking activities at every level
usaha Bank pada setiap jenjang organisasi, dengan of the organization, by formulating policies and procedures
cara membuat kebijakan dan prosedur dalam rangka to regulate the implementation of applicable rules and
pengaturan atas penerapan aturan dan ketentuan yang regulations, conducting socialization on the relevant rules
766 PT Bank Permata Tbk Laporan Tahunan 2025
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berlaku dan melakukan sosialisasi atas ketentuan dan and regulations, and providing input and advice to other
aturan yang berlaku serta memberikan masukan dan units regarding the fulfillment of regulations in the Bank’s
advis kepada unit-unit lain terkait pemenuhan aturan business activities.
dalam aktivitas kegiatan usaha Bank.
b. Memonitor perubahan regulasi dari OJK Perbankan, b. Monitoring regulatory changes issued by OJK for Banking
BI, PPATK, dan LPS kemudian menyusun gap analysis sector, BI, PPATK, and LPS, along with preparing gap
atas regulasi baru khusus yang dikeluarkan oleh OJK analysis upon new regulation specifically issued by OJK
Perbankan, BI dan LPS (Regulator Utama), mengevaluasi for Banking sector, BI and LPS (Main Regulator), assessing
dampaknya terhadap aktivitas Bank dan melakukan its impact upon the Bank’s activity and conducting the
sosialisasi ke seluruh pihak terkait atas pelaksanaan socialization to all impacted party for the purpose of
ketentuan baru tersebut serta menerapkannya ke dalam implementing such new regulation as well as applying it
kebijakan internal bank. into the internal bank policies.
c. Melakukan identifikasi, pengukuran, pengawasan, dan c. Conducting identification, measurement, monitoring, and
pengendalian terhadap Risiko Kepatuhan dengan controlling Compliance Risk by referring to regulations
mengacu pada peraturan dan atau ketentuan yang and or provisions issued by the Main Regulator.
diterbitkan oleh Regulator Utama.
d. Menilai dan mengevaluasi efektivitas kecukupan dan d. Assessing and evaluating the effectiveness, adequacy and
kesesuaian kebijakan, ketentuan, sistem maupun prosedur suitability of policies, regulations, systems, and procedures
yang dimiliki Bank dengan peraturan perundang- of the Bank with the applicable laws and regulations.
undangan yang berlaku.
e. Menilai rancangan kebijakan, ketentuan, sistem, maupun e. Assessing the design of new policies, provisions, systems,
prosedur baru. and procedures.
f. Melakukan penyempurnaan kebijakan, ketentuan, sistem, f. Conducting improvements towards policies, regulations,
maupun prosedur berdasarkan informasi yang diperoleh. systems, and procedures based on information obtained.
g. Melakukan kajian dan/atau merekomendasikan g. Reviewing and/or providing recommendations on
pengkinian dan penyempurnaan kebijakan, ketentuan, necessary updates and improvements of the Bank’s
sistem, maupun prosedur yang dimiliki oleh Bank agar policies, rules, systems, and procedures to keep it in line
sesuai dengan ketentuan Regulator Utama dan peraturan with the Main Regulator as well as the laws related to
perundang-undangan terkait kegiatan perbankan yang banking activities, including sharia principles for Sharia
berlaku, termasuk prinsip syariah bagi Unit Usaha Syariah. Business Unit.
h. Melakukan upaya-upaya untuk memastikan bahwa h. Performing necessary efforts to ensure that Bank’s policies,
kebijakan, ketentuan, sistem, dan prosedur, serta kegiatan rules, systems, procedures, and business activities comply
usaha Bank telah sesuai dengan ketentuan Regulator with regulations set by the Main Regulators and prevailing
utama dan peraturan perundang-undangan terkait laws on banking activities.
kegiatan perbankan yang berlaku.
i. Memonitor pemenuhan atas komitmen Bank kepada i. Monitoring the fulfillment of the Bank’s commitment to the
Regulator Utama serta berperan sebagai penghubung Main Regulators and acting as an intermediary between
antara Bank dan Regulator Utama terkait aktivitas the Bank and the Main Regulators following supervisory
pengawasan dan pengaturan yang dilakukan oleh and regulatory activities by the main Regulators to the
Regulator utama kepada Bank. Bank.
j. Memberikan konsultasi kepatuhan dalam proses j. Providing compliance consulting in operational
manajemen operasional dan prosedur bisnis untuk management process and business procedures to
memastikan semua karyawan mengetahui dan ensure all employees acknowledge and understand the
menguasai peraturan dan kebijakan. regulation.
k. Melakukan diskusi dan konsultasi dengan Dewan k. Performing discussion and consultation with Sharia
Pengawas Syariah terkait penerapan dan kepatuhan Supervisory Board related to compliance and
aspek-aspek Perbankan Syariah. implementation of Sharia Banking aspects.
l. Menjaga hubungan baik dan menyampaikan laporan dan l. Maintaining good relationship and submitting report and
permintaan data secara benar dan tepat waktu kepada data request correctly and timely to the Main Regulator.
Regulator Utama.
m. Melakukan pemantauan dan analisis Risiko Kepatuhan. m. Monitoring and analyzing Compliance Risk.
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Tata Kelola Perusahaan
Good Corporate
Governance
n. Berperan aktif dalam corporate action yang dilakukan n. Taking an active role in the corporate actions carried out
oleh Permata Bank. by Permata Bank.
o. Melakukan kegiatan-kegiatan lainnya yang terkait dengan o. Performing other tasks related to Compliance Function.
Fungsi Kepatuhan.
Penerapan Fungsi Kepatuhan Implementation of Compliance Function
Fungsi Kepatuhan diterapkan di seluruh bagian dan elemen The Compliance Function is implemented in all parts and the
organisasi Bank di segala tingkatan jabatan, melalui program Bank’s organization elements at every position level, through
kerja yang disesuaikan dengan pengelolaan risiko. work programs tailored to risk management.
Pada tahun 2025, terdapat aksi korporasi Permata Bank In 2025, there was a corporate action by Permata Bank, namely
yaitu divestasi saham PT Honest Financial Indonesia dan the divestment of shares in PT Honest Financial Indonesia
Compliance Regulatory Affairs & Advisory (CRA) berperan and Compliance Regulatory Affairs & Advisory (CRA) was
aktif dalam seluruh aksi korporasi tersebut dari mulai actively involved in handling those corporate actions starting
pemberian advis dari sisi regulasi dan ketentuan yang berlaku from providing advice from the regulation side and prevailing
sampai dengan proses persetujuan, dan pelaporan kepada regulations until approval and reporting process later on to
OJK Perbankan nantinya. Proses divestasi tersebut saat ini OJK Banking sector. The divestment process currently on
masih dalam tahap pengajuan ke regulator terkait. submission stage to the respective regulator.
Program Kerja dan Pelaksanaan Fungsi Work Programs and Implementation of
Kepatuhan Compliance Function
Program kerja yang terkait dengan fungsi CRA di tahun 2025 Work programs related to the function of CRA in 2025, which
yang akan terus berkesinambungan pada tahun 2026 antara will continue in 2026, are as follows:
lain sebagai berikut:
a. Pemantauan atas kepatuhan Bank terhadap komitmen a. Monitoring the Bank’s compliance towards its commitment
yang dibuat oleh Bank kepada BI/OJK dan/atau to BI/OJK and/or other authorized supervisors regarding
pengawas lain yang berwenang, baik sebagai bagian dari audit results or other forms of commitment.
hasil pemeriksaan maupun komitmen lainnya.
b. Memastikan rencana strategis Bank sesuai dengan b. Ensuring that the Bank’s strategic plans adhere to the
peraturan yang dikeluarkan oleh Regulator utama dan regulation issued by the main Regulator and other related
peraturan terkait lain, serta menyelaraskan kepatuhan regulations, as well integrating the compliance with
dengan strategi dan tujuan bisnis. business strategies and purposes.
c. Bersama dengan Divisi Corporate Secretary, CRA c. Together with Corporate Secretary Division, the CRA
memastikan Good Corporate Governance berjalan ensures that Good Corporate Governance is well
dengan baik, antara lain dengan berperan pada proses implemented with in implementation of self-assessment
pelaksanaan self-assessment maupun pelaporan Tata and reporting process of the Bank’s Governance.
Kelola Bank.
d. Melakukan kajian atas produk/aktivitas baru agar risiko d. Conducting review of new product/activity in order to
kepatuhan dapat diidentifikasi, dipantau, dan dikendalikan identify, monitor, and control compliance risks in relation
secara memadai dalam hubungannya dengan bisnis dan with business and other control functions.
fungsi kontrol lainnya.
e. Menetapkan mekanisme pemantauan dan penilaian e. Establishing the Compliance Risk monitoring and
Risiko Kepatuhan, menggunakan indikator pemantauan assessment mechanism, comprehensively using both
Risiko Kepatuhan Kualitatif dan Kuantitatif serta alat Qualitative and Quantitative Compliance Risk Monitoring
teknis untuk memantau dan mengendalikan keseluruhan indicators and technical tools to monitor and control the
Risiko Kepatuhan Bank. overall Compliance Risk of the Bank.
f. Menjadi koordinator utama dalam setiap pemeriksaan f. Acting as a main coordinator in every audit process
yang dilakukan oleh OJK Perbankan dan BI. conducted by OJK Banking sector and BI.
g. Peningkatan fungsi Compliance Advisory, antara lain g. Improving the Compliance Advisory function by
dengan mewajibkan staf fungsi Kepatuhan mengikuti requiring Compliance function staff to join internal and
pelatihan internal maupun eksternal, seperti pelatihan external training, such as training and certification on
dan sertifikasi kompetensi kepatuhan, pelatihan dan compliance competency, training, and certification on risk
sertifikasi manajemen risiko, pelatihan syariah dan management, sharia training, and others.
pelatihan lainnya.
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h. Berperan aktif pada proyek-proyek yang memerlukan h. Taking an active role in projects that require coordination
koordinasi dengan Regulator utama. with the main Regulators.
i. Berperan aktif dalam program International Mobility i. Taking an active role in the International Mobility program
dengan mengirimkan staf fungsi Kepatuhan ke Bangkok by sending Compliance function staff to Bangkok Bank
Bank untuk mendapat pelatihan/pengetahuan atas to receive training/knowledge on prudent banking and
prudent banking dan fungsi Kepatuhan di perbankan Compliance functions in international banking.
internasional.
B. Compliance Monitoring & Training B. Compliance Monitoring & Training
a. Mengoptimalkan fungsi Kepatuhan melalui proses a. Optimizing Compliance function through monitoring
pemantauan dan pemeriksaan dari segi kepatuhan and assessment process (compliance testing) in order
(compliance testing) dengan tujuan menguji apakah to test that Permata Bank’s policies, procedures, other
kebijakan, prosedur, ketentuan internal lainnya, sistem internal provisions, systems or business activities are in
maupun aktivitas bisnis Permata Bank telah sesuai line with the regulations comprise of OJK, BI, and other
dengan ketentuan Regulator mencakup ketentuan OJK, applicable laws; hence potential and actual compliance
ketentuan BI, serta peraturan perundang-undangan lain risk in Permata Bank’s working units and branches can be
yang berlaku sehingga potensi risiko kepatuhan maupun identified and controlled.
risiko kepatuhan aktual di unit kerja dan kantor cabang
Permata Bank dapat diidentifikasi dan dikendalikan.
b. Memastikan semua temuan, kelemahan kontrol, dan b. Ensuring all findings, control weaknesses and breaches of
pelanggaran peraturan (potensial maupun aktual regulations (potential and actual if any) which identified
apabila terjadi) yang diidentifikasi pada saat compliance in compliance testing process have been responded
testing, telah diberikan rekomendasi/feedback dan with recommendations/feedback and obtain a response,
mendapatkan tanggapan, rencana tindak lanjut, tanggal action plan, and target date including the person in charge.
target penyelesaian beserta penanggung jawab.
c. Memantau pengenaan sanksi/denda dari Regulator c. Monitoring the imposition of sanctions/fines from
terhadap kantor cabang atau unit kerja di kantor pusat Regulators on branch offices or working units at the head
dengan memeriksa root cause analysis dan tindakan office by examining the root cause analysis and corrective
perbaikan yang dilakukan untuk memitigasi terjadinya actions taken to mitigate occurrence of similar errors and
kesalahan serupa dan memonitor proses pembayaran monitor payment process of these fines to the Regulators.
denda tersebut kepada Regulator.
d. Mendukung peningkatan budaya kepatuhan dengan d. Supporting the enhancement of compliance culture
melakukan pelatihan dan komunikasi terkait dengan by conducting training and communication related to
budaya kepatuhan yang berkesinambungan mencakup continuous compliance culture, which covers internal
kebijakan-kebijakan internal (Kode Etik Perilaku Karyawan policies (Permata Bank’s Code of Conduct), as well as
Permata Bank) maupun ketentuan-ketentuan Regulator Regulatory requirements for working units or branch
kepada unit kerja atau kantor cabang apabila diperlukan offices if needed based on the compliance testing results.
berdasarkan hasil compliance testing.
e. Memonitor pelaksanaan proses Whistleblowing e. Monitoring the implementation of Whistleblowing
(Speak- Up) di Permata Bank yang dilakukan melalui (Speak-Up) process at Permata Bank, which is carried
beberapa saluran (e-mail, mobile number, maupun e-form out through several channels (e-mail, mobile number, or
di situs web Permata Bank). e-form on Permata Bank’s website).
C. Anti-Money Laundering (AML) C. Anti-Money Laundering (AML)
Permata Bank berkomitmen penuh mematuhi Undang- Permata Bank is fully committed to obey Laws and Regulations
Undang dan Peraturan Anti Pencucian Uang yang berlaku on Anti-Money Laundering applicable in Indonesia. The
di Indonesia. Pelaksanaan komitmen tersebut dilakukan oleh implementation of this commitment will be conducted by Anti-
unit kerja Anti Pencucian Uang atau Anti-Money Laundering. Money Laundering working unit.
Tugas dan Tanggung Jawab Duties and Responsibilities
a. Membangun Budaya Kepatuhan yang kuat melalui a. Building a strong Compliance Culture by creating gradual
pengembangan kurikulum pelatihan yang berjenjang training curriculum and providing face-to-face training,
dan terus memberikan pelatihan tatap muka, sosialisasi policy socialization, and electronic mail (e-mail) to all
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Tata Kelola Perusahaan
Good Corporate
Governance
kebijakan, dan surel (e-mail) untuk meningkatkan employees in order to increase awareness on Anti-Money
kesadaran tentang Anti Pencucian Uang, serta Laundering, as well as Counter-Terrorism Financing
Pencegahan Pendanaan Terorisme dan Pencegahan and Counter Financing Proliferation of Weapon Mass
Pendanaan Proliferasi Senjata Pemusnah Massal (APU, Destruction (AML, CTF & CPF) to all employees.
PPT & PPPSPM) di seluruh karyawan.
b. Menyempurnakan infrastruktur kepatuhan dengan terus b. Refining compliance infrastructure by continuously
mengeksplorasi semua fungsi dalam sistem pemantauan exploring all functions in transaction monitoring
transaksi serta mengembangkan sistem Electronic Due systems, as well as developing Due Diligence Electronic
Diligence. Permata Bank juga melakukan review terhadap systems. Permata Bank also reviews the effectiveness of
efektivitas dari sistem pemantauan transaksi dan terus transaction monitoring system and implement necessary
melakukan penyempurnaan. improvements.
c. Melakukan Manajemen Risiko Kepatuhan secara aktif c. Actively performing Compliance Risk Management by
dengan melakukan review terkait implementasi APU, PPT reviewing the implementation of AML, CTF & CPF in all
& PPPSPM di cabang secara teratur. Untuk membantu branches. In monitoring the implementation of AML,
pengawasan terhadap implementasi pelaksanaan APU, CTF & CPF, Permata Bank has formed Special Working
PPT & PPPSPM maka Permata Bank telah membentuk Unit in all office branches, whose members have been
Unit Kerja Khusus yang sudah mendapatkan pelatihan trained on AML, CTF & CPF. AML teams also participates
mengenai APU, PPT & PPPSPM yang berada pada kantor- in supervising the implementation of AML, CTF & CPF
kantor wilayah Bank. Tim APU juga turut serta dalam actively in all branches, in which Anti Money Laundering
pelaksanaan supervisi secara aktif terkait pengawasan is also performed particularly, branches deemed to have
implementasi APU, PPT & PPPSPM di kantor cabang, juga high risks of getting involved in money laundering and
dilakukan unit Anti-Money Laundering terhadap cabang terrorism financing.
yang dinilai memiliki risiko tinggi dalam hal pencucian
uang dan pendanaan terorisme.
Kebijakan Anti-Pencucian Uang Anti-Money Laundering Policy
Permata Bank berkomitmen untuk sepenuhnya mematuhi Permata Bank is fully compliant towards Anti-Money
Undang-Undang dan Peraturan Anti Pencucian Uang yang Laundering Laws and Regulations in Indonesia and takes the
berlaku di Indonesia dan mengambil tindakan yang diperlukan necessary steps to prevent, detect and report to the authorities,
untuk mencegah, mendeteksi dan melaporkan kepada pihak within prevailing laws, all action related to/alleged to money
berwenang, dalam kerangka undang-undang yang berlaku, laundering, known or suspected terrorism funding, and any
segala tindakan terkait pencucian uang, pendanaan terorisme other criminal activities or suspicious financial transactions.
yang diketahui atau dicurigai, aktivitas kriminal lainnya dan
transaksi mencurigakan.
Sebagai organisasi yang berkomitmen untuk melakukan As an organization that is fully committed to prevent anti-
pencegahan pencucian uang, Permata Bank memiliki money laundering, Permata Bank has the following AML, CTF
program APU, PPT & PPPSPM yang meliputi: & CPF programs:
a. Prosedur untuk melaksanakan program identifikasi a. Effective customer identification procedures to ensure due
nasabah yang efektif untuk memastikan bahwa proses diligence process is conducted properly, and, if needed
due diligence tepat dilakukan dan apabila diperlukan conducts enhanced due diligence, including obtaining
dilakukan proses enhanced due diligence, termasuk and filing relevant documentation, which is done during
untuk memperoleh dan memelihara dokumentasi yang account opening and regular reviews, if required through
sesuai, dilakukan pada saat pembukaan rekening dan customers account cycles from account opening until the
review berkala, apabila diperlukan melalui siklus rekening end of business relationship.
nasabah dari awal pembukaan sampai berakhirnya
hubungan usaha.
b. Proses screening nasabah terhadap daftar teroris yang b. Customer screening processes against applicable
berlaku. terrorist lists.
c. Penunjukan Country Money Laundering Prevention c. Appointment of Country Money-Laundering Prevention
officer, bertanggung jawab untuk mengkoordinasikan officer, who is responsible for the coordination and daily
dan memantau pelaksanaan harian kepatuhan sesuai monitoring of compliance based on the applicable laws,
dengan hukum, ketentuan dan peraturan yang berlaku rules, and regulations related to Anti-Money Laundering.
yang berhubungan dengan Anti Pencucian Uang.
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d. Pemantauan transaksi termasuk mengambil tindakan d. Monitoring the transactions, including taking
yang tepat sesuai dengan hukum yang berlaku untuk measures that are in line with applicable laws to report
melaporkan transaksi keuangan yang mencurigakan detected suspicious financial transactions to the
kepada Pusat Pelaporan dan Analisis Transaksi Keuangan Indonesian Financial Transaction Reports and Analysis
(PPATK) ketika aktivitas yang mencurigakan terdeteksi. Center (INTRAC).
e. Ketentuan Anti-Tipping-off. e. Anti-Tipping-off regulation.
f. Ketentuan Record Retention. f. Record Retention regulation.
g. Meningkatkan kesadaran tentang pencegahan pencucian g. Increasing awareness on money laundering prevention
uang dan memberikan pelatihan kepada karyawan and provide employee training programs on anti-money
yang tepat mengenai anti pencucian uang, transaksi laundering, suspicious transactions, and laws and
yang mencurigakan serta hukum dan peraturan tentang regulations on terrorism funding.
pendanaan terorisme.
h. Pelaporan tentang pelaksanaan Anti-Pencucian Uang h. Reporting of Anti-Money Laundering efforts to the Board
secara berkala kepada Direksi dan Dewan Komisaris. of Directors and the Board of Commissioners regularly.
i. Larangan melakukan hubungan dengan Shell Banks i. Prohibit connections with Shell Banks (defined as a
(didefinisikan sebagai bank yang tidak memiliki kehadiran bank with no physical presence in any country, and is
fisik di negara mana pun, dan selanjutnya tidak berafiliasi unaffiliated with any bank that has physical presence in
dengan bank mana pun yang memiliki kehadiran fisik di any country).
negara mana pun).
j. Larangan pembukaan rekening anonim (tanpa nama) j. Prohibit any anonymous account opening or account
atau nama rekayasa (fiktif). opening under a fictive name.
k. Pelaksanaan program Know Your Employee (KYE). k. Implementing Know Your Employee (KYE) program.
Permata Bank adalah perusahaan publik yang terdaftar di Permata Bank is a public company listed on the Indonesia
Bursa Efek Indonesia dan diregulasi oleh BI dan OJK. Sebagai Stock Exchange and regulated by BI and OJK. As a responsible
lembaga keuangan yang bertanggung jawab, Permata Bank financial institution, Permata Bank is obliged to work with
memiliki kewajiban untuk bekerja sama dengan Regulator Regulators and other law enforcements.
dan lembaga penegak hukum lainnya.
Program Kerja dan Pelaksanaan Fungsi Work Programs and Function Implementations
Di tahun 2025, beberapa inisiatif telah dilaksanakan untuk In 2025, several initiatives were implemented to support the
mendukung program APU, PPT & PPPSPM antara lain: AML, CTF & CPF program, such as:
a. Melakukan penyempurnaan terhadap kebijakan, a. Made improvements on Anti-Money Laundering, Counter-
prosedur, sistem Anti Pencucian Uang, Pencegahan Terrorism Financing and Counter Financing Proliferation
Pendanaan Terorisme dan Pencegahan Pendanaan of Weapon Mass Destruction (AML, CTF & CPF) policies,
Proliferasi Senjata Pemusnah Massal (APU, PPT & procedures, systems, and forms as stated in the POJK
PPPSPM), dan formulir CDD sesuai dengan POJK No. 8 No. 8 Year 2023 regarding the implementation of Anti-
Tahun 2023 tentang penerapan Anti Pencucian Uang, Money Laundering, Prevention of Terrorism Financing and
Pencegahan Pendanaan Terorisme dan Pencegahan Prevention of Funding for the Proliferation of Weapons of
Pendanaan Proliferasi Senjata Pemusnah Massal di Mass Destruction in the Financial Services Sector.
Sektor Jasa Keuangan.
b. Melanjutkan program sertifikasi Anti-Pencucian Uang b. Continued Anti-Money Laundering certification program
untuk karyawan yang berhubungan dengan nasabah for employees whose jobs were related to customers on
pada Consumer Banking, Commercial Banking, Corporate Consumer Banking, Commercial Banking, Corporate
Banking, Unit Usaha Syariah, Network, Special Asset Banking, Sharia Banking, Network, Wholesale Banking,
Management dan Operation, baik secara tatap muka Special Asset Management and Operation through
maupun e-learning. classroom or e-learning.
c. Melakukan review yang lebih mendalam atas nasabah c. Conducted customer review on High-risk, including the
dengan kategori High-risk, termasuk Politically Exposed Politically Exposed Person category.
Person.
d. Bekerja sama dengan unit bisnis dan Teknologi Informasi d. Collaborated with business units and Information
dalam pengembangan proses penyaringan terhadap Technology in developing a filtering process for terrorist
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Tata Kelola Perusahaan
Good Corporate
Governance
data teroris dan daftar hitam lainnya dalam upaya data and other black lists as part of efforts to promote
mendukung pembukaan rekening melalui channel digital. bank account opening through digital channel.
e. Membangun AML Awareness melalui media internal e. Built AML Awareness through Permata Bank’s internal
Permata Bank yang berkaitan dengan isu pemilu, pilkada, media related to election issues, online gambling, illegal
judi online, pinjaman ilegal online, atau penerapan APU, peer to peer lending or implementing AML, CTF, and CPF
PPT, dan PPPSPM di cabang. in branches.
f. Melakukan proses penyempurnaan terhadap jangka f. Conducted an improvement process to the turn around
waktu (TAT) untuk penutupan alert atas transaksi nasabah time period (TAT) for closing alerts of customer’s
yang tidak wajar. transaction.
g. Melakukan penyesuaian parameter atas skenario alert g. Conducted adjustment parameters for alert scenarios on
pada sistem AML. the AML System.
h. Bank sudah melaporkan LTKM, LTKT, dan LTKL melalui h. The Bank has reported LTKM, LTKT, and LTKL through
sistem Pelaporan dari PPATK yang terbaru, yaitu GOAML the latest PPATK Reporting system, namely GOAML in
sesuai dengan Perka PPATK No. 1 Tahun 2021 tentang accordance with Perka PPATK No. 1 Year 2021 concerning
Tata Cara Penyampaian Laporan Transaksi Keuangan Procedures for Submission of Reports on Suspicious
Mencurigakan, Transaksi Keuangan Tunai, dan Transaksi Financial Transactions, Cash Financial Transactions, and
Keuangan Transfer Dana dari dan ke Luar Negeri melalui Financial Transactions for Transfers of Funds to and from
Aplikasi GoAML bagi Penyedia Jasa Keuangan. Overseas through the GoAML Application for Financial
Service Providers.
i. Melakukan penyaringan data terbaru daftar sanksi i. Screening the latest data on the list of sanctions against
terhadap seluruh nasabah secara berkala dan dalam all customers on periodic basis and in the process of
proses implementasi penyaringan nasabah baru dengan implementing new customer screening with the PEP
daftar PEP PPATK. PPATK list.
j. Bekerja sama dengan Teknologi Informasi dalam j. Collaborated with Information Technology in developing
mengembangkan pelaporan Pemilu dan Pilkada ke General Election and Regional Head Election reporting
PPATK dalam upaya mendukung proses monitoring to PPATK as part of efforts to support PPATK monitoring
PPATK terhadap watchlist yang diberikan PPATK. towards the watchlist provided by PPATK.
k. Berkontribusi dalam menyiapkan alur kerja yang k. Contributed to setting up the end-to-end workflow for IASC
komprehensif untuk Indonesia Anti-Scam Centre (IASC). (Indonesia Anti-Scam Centre). IASC is initiated by OJK to
IASC diprakarsai oleh OJK untuk mempercepat tindakan accelerate Banks’ action to protect fraudulent victims and
Bank dalam melindungi korban penipuan dan memblokir temporarily block the fraudster’s account.
sementara rekening penipu.
D. Cross Border Compliance Advisory (CBCA) D. Cross Border Compliance Advisory (CBCA)
Untuk memastikan bahwa Bank mengimplementasikan To ensure that the Bank implements and maintains Good
dan menjaga Tata Kelola Perusahaan yang Baik terkait Corporate Governance related to its relationship with the
hubungannya dengan Perusahaan Induk yang juga Parent Company which is also an overseas financial institution,
merupakan institusi keuangan di luar negeri, Divisi Cross the Cross Border Compliance Advisory (CBCA) Division
Border Compliance Advisory (CBCA) memberikan saran dan provides advices and increases understanding from other
meningkatkan pemahaman dari unit-unit kerja lainnya di units in the Bank in ensuring delivery of information to Parent
Bank dalam memastikan penyampaian informasi kepada Company while maintaining the principles of good corporate
Perusahaan Induk tetap menjaga prinsip tata kelola yang governance and prudential principles in accordance with
baik dan prinsip kehati-hatian sesuai dengan peraturan dan prevailing laws and regulations in Indonesia. The following are
perundang-undangan yang berlaku di Indonesia. Berikut ini working programs that have been carried out by the CBCA
merupakan program-program kerja yang telah dilakukan oleh Division in 2025:
Divisi CBCA di tahun 2025:
a. Melakukan kajian permintaan informasi dari Perusahaan a. Reviewed requests for information from the Parent
Induk sesuai dengan Data Sharing Agreement (DSA) Company in accordance with the Data Sharing Agreement
yang telah disepakati sebelumnya oleh Bank dan (DSA) which is previously agreed upon by the Bank and
Perusahaan Induk. Parent Company.
b. Berkolaborasi dengan unit terkait untuk melakukan analisis b. Collaborated with related units to conduct analysis
dan perbandingan antara peraturan yang dikeluarkan and comparison between regulations issued by Home
oleh Home Regulators dengan Host Regulators untuk Regulators and Host Regulators to identify gaps.
mengidentifikasi gap/kesenjangan.
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c. Melakukan koordinasi dengan Perusahaan Induk untuk c. Coordinated with Parent Company to provide socialization
melakukan sosialisasi ketentuan-ketentuan cross border of cross border regulations which must be fulfilled by
yang juga wajib dipenuhi oleh Bank. the Bank.
d. Memberikan saran kepada berbagai unit yang d. Provided advice to various units that require consultation
memerlukan konsultasi (advisory) terkait kebijakan atau (advisory) related to cross border policies or regulations.
regulasi cross border.
e. Menjadi penghubung kebutuhan informasi bagi e. Become a liaison for information needs for the Parent
Perusahaan Induk terkait peraturan atau kebijakan Company related to Bank’s internal regulations or policies
internal Bank dan peraturan atau kebijakan Regulator di and Regulator’s regulations or policies in Indonesia (and
Indonesia (begitu pula sebaliknya). vice versa).
f. Melakukan kegiatan-kegiatan lainnya yang mendukung f. Carried out other activities that support the implementation
pelaksanaan Fungsi Kepatuhan. of Compliance Function.
E. Fraud Risk Management (FRM) E. Fraud Risk Management (FRM)
Fungsi lain terkait kepatuhan yang juga menjadi fokus Permata Another function related to compliance that is also a focus
Bank adalah Fraud Risk Management, yang terangkum dalam in Permata Bank is Fraud Risk Management, which is
Kebijakan Strategi Anti-Fraud. Kebijakan ini meliputi aktivitas summarized in the Strategy of Anti Fraud Policy. The policy
pencegahan, pendeteksian, pemberian tanggapan, proses includes preventive actions, detection, response, investigation
investigasi, dan efek jera yang dijabarkan dalam strategi yang processes and deterrent effects in a complete strategy to
lengkap untuk mengelola risiko fraud di Permata Bank dalam manage fraud risks in Permata Bank in order to reach the
rangka mencapai level tertinggi dalam hal integritas bisnis. highest level of business integrity.
Tanggung jawab ini dipegang oleh Divisi Fraud Risk This responsibility is carried out by the Fraud Risk Management
Management (FRM) di bawah koordinasi Direktorat Hukum (FRM) Division under the Directorate of Legal and Compliance.
dan Kepatuhan. Divisi tersebut dipimpin oleh Head FRM yang The Division is led by FRM Head who directly reports to Director
melapor langsung kepada Direktur Hukum dan Kepatuhan. of Legal and Compliance.
Tugas dan Tanggung Jawab Roles and Responsibilities
Divisi Fraud Risk Management memiliki tugas dan tanggung Roles and responsibilities of the Fraud Risk Management
jawab sebagai berikut: Division are as follows:
a. Menyusun strategi anti-fraud yang tepat, efektif dan a. Develop an appropriate, effective and efficient the anti-
efisien dalam mengelola risiko fraud yang mungkin terjadi fraud strategy to manage risk of fraud that may occur at
di Permata Bank. Permata Bank.
b. Memberikan saran dan pendapat mengenai manajemen b. Provide suggestions and opinions regarding fraud risk
risiko fraud kepada unit bisnis/fungsional. management to business/functional units.
c. Melaksanakan Fraud Risk Assessment (FRA) pada unit/ c. Conduct Fraud Risk Assessments (FRA) on certain units/
produk/proses/aktivitas tertentu berdasarkan prioritas products/processes/activities based on priority demands/
kebutuhan/program yang direncanakan. planned programs.
d. Membantu unit bisnis/fungsional dalam membuat d. Assist business/functional units in creating relevant
prosedur yang relevan, proses dan kontrol minimum untuk procedures and processes, as well as minimum control to
memitigasi risiko fraud. mitigate fraud risks.
e. Menyediakan informasi bagi Fraud Oversight Committee e. Provide information for Fraud Oversight Committee (FOC)
(FOC) atas kasus fraud yang signifikan, tren/isu fraud on significant fraud cases, fraud trend/issues during
pada saat rapat FOC. FOC meeting.
f. Mengusulkan kepada Direktur Hukum dan Kepatuhan f. Provide suggestions to Director of Legal and Compliance
atas penggunaan konsultan eksternal/investigator concerning hiring an external consultant/investigator to
untuk kasus-kasus fraud yang signifikan/kompleks bila handle significant/complex fraud cases, if required.
diperlukan.
g. Membuat pelatihan dan program kesadaran atas risiko g. Develop training and awareness programs concerning
fraud untuk para karyawan. fraud risks for all employees.
h. Melakukan dan/atau mengelola investigasi atas insiden h. Conduct and/or manage investigation on fraud incidents.
fraud yang terjadi.
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Tata Kelola Perusahaan
Good Corporate
Governance
i. Memberikan saran dan rekomendasi perbaikan i. Provide advice and recommendation based on fraud
berdasarkan hasil investigasi insiden fraud. incident investigation result.
j. Bertindak sebagai koordinator dalam hal manajemen j. Act as a coordinator in fraud risk management.
risiko fraud.
k. Melakukan pelaporan penerapan strategi anti-fraud ke k. Report anti-fraud strategy implementation to OJK
OJK termasuk data kejadian fraud. including fraud case data.
l. Bekerja sama dengan unit kerja yang memiliki fungsi l. Collaborate with units that have an anti-fraud function in
anti-fraud di unit bisnis atau unit fungsi pendukung untuk the business unit or support function unit, to manage risk
mengelola risiko fraud di area masing-masing. of fraud in their respective areas.
Kerangka Kerja Manajemen Risiko Fraud Fraud Risk Management Framework
Kerangka kerja manajemen risiko fraud terangkum dalam The framework of fraud risk management is summarized in the
Kebijakan Strategi Anti-Fraud yang merupakan perwujudan Anti Fraud Strategy Policy, as a forms of the Board of Directors’
komitmen Direksi dan Dewan Komisaris Permata Bank dalam and Board of Commissioners’ commitments to control the risk
mengendalikan fraud secara efektif dan berkesinambungan. of fraud effectively and sustainably.
I. Pencegahan I. Prevention
Pencegahan dilakukan melalui peningkatan kesadaran Prevention is conducted through fraud awareness as a
fraud sebagai bagian dari program pengembangan part of the employee development program. The following
karyawan. Upaya yang telah dilakukan dalam aspek are activities conducted in the prevention process:
pencegahan adalah:
a. Menerbitkan kampanye fraud, yakni tulisan melalui a. Publishing fraud campaigns, which is in a written form
e-mail/surel yang menginformasikan kepada and distributed through e-mail to inform all employees
seluruh karyawan tren/modus kejahatan fraud yang concerning current fraud trend/methods in order to
berkembang dengan tujuan membangun kepedulian build the staff’s awareness regarding such risks. The
dan kesadaran terhadap risiko fraud tersebut. Fraud Fraud Alert also covers lessons learnt from previous
Alert juga memuat pembelajaran dari kasus/kejadian internal and external fraud cases in Permata Bank.
internal dan/atau eksternal fraud di Permata Bank.
b. E-learning Anti-Fraud adalah training online yang b. Anti Fraud e-learning is an online training that are
wajib diikuti oleh semua karyawan Permata Bank mandatory for all Permata Bank’s employees aimed
untuk meningkatkan kepedulian karyawan terhadap at increasing awareness regarding fraud risk, which
risiko fraud yang dikemas dalam bentuk animasi yang is delivered in the computer animation anti-fraud
berisikan materi terkait dengan kesadaran anti-fraud awareness material includeing quizzes.
termasuk soal-soal.
c. Divisi Fraud Risk Management juga melakukan c. The Fraud Risk Management Division also conducts
pelatihan/sharing session internal untuk pembelajaran internal training/sharing sessions regarding lessons
risiko dan bentuk/tren fraud perbankan. learnt and bank fraud case typologies.
II. Deteksi II. Detection
Upaya pendeteksian dini terhadap kemungkinan An early detection program to identify possible fraud is
terjadinya fraud antara lain dilakukan melalui mekanisme performed through a surprise mechanism/special audit,
surprise/spesial audit, whistleblowing, pemantauan atas whistleblowing, monitoring of customer’s complaints and
pengaduan nasabah dan proses deteksi menggunakan detection process using Fraud Detection System (FDS).
Fraud Detection System (FDS)
a. Surprise Audit a. Surprise Audit
Surprise audit merupakan program audit/ Surprise audits are part of our routine audit program
pemeriksaan yang dilakukan secara mendadak dan that performed by surprised, and conducted by the
rutin dilakukan oleh Bank. Satuan Kerja Audit Internal Bank. The Internal Auditor Task Force (SKAI) and other
(SKAI) dan unit-unit kerja lainnya di Permata Bank units in Permata Bank also performs surprise audits
juga melakukan surprise audit/pemeriksaan dadakan to detect any potential fraud risk from a unit, product,
untuk mendeteksi munculnya potensi risiko fraud dari program, or process.
suatu unit, produk, program, ataupun proses tertentu.
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b. Whistleblowing (Speak-Up) b. Whistleblowing (Speak-Up)
Seluruh laporan pengaduan dengan indikasi All reports that were indicating violations in the fraud
pelanggaran fraud dan kode etik telah ditindaklanjuti and Code of Conduct have been followed up in
sesuai dengan kebijakan yang berlaku. accordance with applicable policies.
c. Kegiatan Surveillance menggunakan Fraud Detection c. Surveillance Activities using Fraud Detection System
System (FDS) (FDS)
Proses surveillance menggunakan FDS, dilakukan oleh Surveillance process using FDS conducted by
unit Divisi Transaction Banking Fraud Management Transaction Banking Fraud Management Division in
yang ada di Direktorat Teknologi. Technology Directorate.
III. Investigasi, Pelaporan, dan Sanksi III. Investigations, Reporting, and Sanctions
Permata Bank telah memiliki mekanisme pengawasan Permata Bank has oversight and monitoring mechanisms
dan pemantauan oleh Fraud Oversight Committee (FOC) being performed by the Fraud Oversight Committee
terkait pelaporan dan penyelesaian kasus fraud signifikan (FOC), due to an escalation in reporting and follow-ups of
yang terjadi. Selama tahun 2025, sesuai dengan Terms significant fraud cases. In 2025, in accordance with FOC
of Reference FOC, meeting FOC telah diadakan enam Terms of Reference, FOC meetings have been conducted
kali pertemuan untuk membahas laporan kasus/trend six times to discuss significant fraud cases/trends,
fraud signifikan, diskusi sanksi kepada pelaku. Rapat FOC discussion sanction to perpetrator. FOC meetings were
dihadiri lengkap oleh Ketua dan anggota FOC. fully attended by Chairman and members of the FOC.
Sesuai POJK No. 12 Tahun 2024 tentang Penerapan According to POJK No. 12 Year 2024 regarding the Anti
Strategi Anti Fraud bagi Lembaga Jasa Keuangan, Fraud Strategy for Commercial Banks, Permata Bank has
Permata Bank telah menyampaikan laporan implementasi submitted the Anti Fraud Strategy implementation report
dari Strategi Anti-Fraud untuk semester II tahun 2024 dan for the second semester of 2024 and first semester of
semester I tahun 2025 kepada Pengawas OJK di bulan 2025 to OJK Supervisor in January 2025 and July 2025 in
Januari 2025 dan bulan Juli 2025 secara tepat waktu. timely manner.
IV. Pemantauan, Evaluasi, dan Tindak Lanjut IV. Monitoring, Evaluation, and Follow Up
Dari insiden fraud yang terjadi selama periode 2025, From fraud incidents committed in 2025, Permata Bank
telah dilakukan rekomendasi perbaikan pada proses has made improvements recommendations to existing
dan prosedur yang ada serta memberikan sanksi tegas processes and procedures as well as provide strict
kepada pelaku fraud. Hal ini dilakukan untuk mencegah sanctions to fraudster. This is to avoid similar fraud
kejadian fraud serupa terulang kembali. incidents in the future.
Program Kerja dan Pelaksanaan Fungsi Work Programs and Function Implementations
Jumlah karyawan yang besar dan tersebar di berbagai Large number of employees spread across various regions or
wilayah atau area menjadi tantangan tersendiri untuk areas, and it is a challenge to perform fraud risk management.
melaksanakan manajemen risiko fraud. Namun, hal itu tidak However, it will not discourage the spirit of Permata Bank to
menyurutkan semangat Permata Bank untuk memerangi fight against fraud practices with initiatives in work programs,
praktik fraud dengan inisiatif program kerja sebagai berikut: such as:
a. Menyelenggarakan training diskusi atau sharing a. Conducting webinar training, online/offline discussion or
kasus secara online/offline dengan unit-unit yang online/offline sharing session with respective units related
berkepentingan, terkait dengan kasus-kasus fraud yang with fraud trends in banking industry and what is strategy
sedang tren di industri dan bagaimana mencegah agar to prevent it so the fraud will not happen in Permata Bank.
tidak terjadi di Permata Bank.
b. Melakukan diskusi secara reguler dengan unit kerja yang b. Conducting regularly discussion with units that have an
memiliki fungsi anti-fraud. anti-fraud function.
c. Melakukan investigasi secara langsung, dan/atau dengan c. Performing investigations directly and/or collaborating
melakukan kerja sama dengan unit yang memiliki fungsi with unit that have an Anti Fraud function so that the
anti-fraud sehingga investigasi dapat dilakukan secara investigation can be conducted comprehensively
menyeluruh dan menemukan akar permasalahan serta and able to find the root causes as well as provide
memberikan rekomendasi perbaikan yang tepat. recommendations for appropriate corrective actions.
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Tata Kelola Perusahaan
Good Corporate
Governance
d. Melakukan pemantauan penandatanganan pakta d. Monitoring the signing of integrity pacts by the Directors,
integritas Direksi, Dewan Komisaris, dan sejajarnya. Terkait Board of Commissioners, and their equivalents. Employee
dengan pakta integritas karyawan dilakukan melalui integrity pacts are implemented through the Code of
e-Learning Kode Etik. Ethics e-Learning program.
e. Melaksanakan training terkait Fraud Awareness, Kode e. Conducting online and offline training regarding Fraud
Etik, dan Budaya Kepatuhan kepada unit-unit kerja baik Awareness, Code of Conduct, and Compliance Culture to
secara luring maupun daring. work units.
f. Melakukan kampanye ke seluruh karyawan terkait risiko f. Conducting an Anti Fraud campaign for all employees
fraud dan pencegahan fraud, Kode Etik dan Budaya regarding fraud risk and how to prevent it, Code of
Kepatuhan melalui e-mail blast, wallpaper, dan Director’s Conduct and Compliance Culture through e-mail blast,
Message. wallpaper, and Directors’ Message.
g. Memberikan rekomendasi atau saran dari seluruh unit di g. Providing recommendation or suggestions from all units in
Permata Bank terkait pengelolaan fraud. Permata Bank related to fraud management.
h. Melakukan monitoring atas pemenuhan pelaksanaan h. Monitoring the implementation of Fraud Risk Management
e-Learning Anti-Fraud Awareness. e-Learning.
i. Memberikan sanksi tegas kepada karyawan yang terlibat i. Provide strict sanctions to employees who are directly
langsung atau tidak langsung agar menjadi pembelajaran or indirectly involved to provide learning and a deterrent
dan efek jera bagi yang lain. effect for others.
j. Melakukan fungsi Know Your Employee dengan j. Carry out the Know Your Employee function by monitoring
memantau transaksi dan gaya hidup karyawan. employee transactions and lifestyle.
Pelaksanaan Strategi Anti-Fraud Anti-Fraud Strategy Implementation
Penerapan kerangka dan strategi anti-fraud serta manajemen The anti-fraud framework and strategy implementation as
risiko fraud akan terus dikembangkan terutama pada well as fraud risk management will be continuously improved,
beberapa area berikut: especially concerning the following areas:
• Identifikasi faktor-faktor kunci dan area kritis dalam • Identify key factors and critical areas in fraud risk
pengelolaan risiko fraud. management.
• Penyusunan kerangka kerja dari para pemilik risiko • Developing a framework for fraud risk owner, with clear
fraud dengan akuntabilitas peran dan tanggung jawab accountabilities and responsibilities.
yang jelas.
• Penerapan strategi anti-fraud yang berkelanjutan untuk • Continuous implementation of the anti-fraud strategy to
mitigasi terkait risiko fraud. mitigate fraud risk.
Fraud Risk Assessment (FRA) Fraud Risk Assessment (FRA)
FRM akan meneruskan penerapan Fraud Risk Assessment The FRM will continue implementing Fraud Risk Assessment
(FRA) yang merupakan salah satu komponen utama dalam (FRA) as a part of the main policy component of the Anti Fraud
penerapan kebijakan Strategi Anti-Fraud. FRA dilakukan untuk Strategy implementation. FRA conducted to evaluate the
mengevaluasi pencegahan, pendeteksian, dan tanggapan prevention, detection and response activity concerning each
terhadap setiap potensi skema dan kejadian fraud terkait potential fraud scheme and incident related to units/products/
unit/produk/proses/aktivitas yang memiliki risiko fraud yang processes/activities with a high risk of fraud, assessed by
cukup tinggi, baik yang terpantau dari kenaikan insiden fraud the increase of fraud incidents, or significantly increased in
maupun penambahan volume yang signifikan atau dari volume or based on banking industry trends.
kejadian fraud yang terjadi di industri perbankan saat ini.
Tabel di bawah ini mengungkapkan kasus internal fraud The following table presents the details of internal fraud cases
dengan nilai di atas Rp100.000.000 (seratus juta Rupiah) di with nominal above Rp100,000,000 (one hundred million
Permata Bank selama tahun 2025: Rupiah) in Permata Bank throughout 2025:
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Jumlah Kasus yang Dilakukan oleh | Number of Cases Conducted by
Anggota Dewan Komisaris
Pegawai Tidak Tetap dan
dan Direksi
Internal Fraud dalam Satu Tahun Pegawai Tetap Tenaga Alih Daya
Member of the Board of
Internal Fraud within One Year Permanent Employee Temporary Employee and
Commissioners and the
Outsourcing
Board of Directors
2025 2024 2025 2024 2025 2024
Jumlah internal fraud – – 1 3 – –
Number of internal frauds
Telah diselesaikan – – 1 3 – –
Resolved cases
Dalam proses penyelesaian internal – – – – – –
In process of internal settlement
Belum diupayakan penyelesaiannya – – – – – –
Pending settlement
Telah ditindaklanjuti melalui proses – – 1 1 – –
hukum
Under legal process
F. Anti Bribery and Corruption F. Anti Bribery and Corruption
Permata Bank telah membentuk Divisi Anti-Bribery & Permata Bank has established an Anti-Bribery & Corruption
Corruption untuk mengawasi seluruh kegiatan yang berkaitan Division to oversee all activities related to the implementation
dengan penerapan strategi anti-suap dan anti-korupsi. of anti-bribery and anti-corruption strategies. This division
Divisi ini bertanggung jawab untuk memastikan kepatuhan is responsible for ensuring compliance with international
terhadap standar internasional serta mempertahankan standards and maintaining the certification of the
sertifikasi SNI ISO 37001:2016 Sistem Manajemen Anti- SNI ISO 37001:2016 Anti-Bribery Management System (ABMS)
Penyuapan (SMAP) di Permata Bank. at Permata Bank.
Peran dan Tanggung Jawab Utama Main Roles and Responsibilities
Divisi Anti-Bribery & Corruption memimpin dan memastikan The Anti-Bribery & Corruption Division leads and ensures
bahwa Sistem Manajemen Anti-Penyuapan (SMAP) that the Anti-Bribery Management System (ABMS) fulfills
menjalankan mandatnya dalam mencegah, mendeteksi, dan its mandate to prevent, detect, and respond to bribery risks
merespons risiko penyuapan di seluruh Bank. throughout the Bank.
Tugas Utama meliputi: Key Duties include:
• Memberikan arahan strategis dan pengawasan terhadap • Providing strategic direction and oversight for all anti-
seluruh inisiatif anti-suap dan anti-korupsi. bribery and anti-corruption initiatives.
• Memastikan keselarasan SMAP dengan kerangka kerja • Ensuring alignment of the ABMS with the Bank’s overall
kepatuhan dan tata kelola perusahaan Bank secara compliance and corporate governance framework.
keseluruhan.
• Meninjau dan menyetujui kebijakan, penilaian risiko, • Reviewing and approving ABMS policies, risk assessments,
serta laporan SMAP sebelum disampaikan kepada and reports prior to submission to senior management.
manajemen senior.
• Mengawasi pelaksanaan tindakan korektif dan • Overseeing the implementation of corrective and
pencegahan (CAPA) yang timbul dari temuan audit preventive actions (CAPA) resulting from internal or
internal atau eksternal. external audit findings.
• Melaporkan isu-isu signifikan terkait risiko penyuapan dan • Reporting significant bribery risk issues and ABMS
hasil kinerja SMAP kepada Dewan Komisaris dan Direksi. performance results to the Board of Commissioners and
Board of Directors.
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Tata Kelola Perusahaan
Good Corporate
Governance
• Memastikan penerapan penuh, pemeliharaan, dan • Ensuring the full implementation, maintenance, and
peningkatan berkelanjutan terhadap Sistem Manajemen continual improvement of the ISO 37001:2016 Anti-Bribery
Anti-Penyuapan ISO 37001:2016. Management System.
• Melakukan penilaian risiko penyuapan dan tinjauan • Conducting regular bribery risk assessments and internal
internal secara berkala untuk mengevaluasi efektivitas reviews to evaluate the effectiveness of controls.
pengendalian.
• Memantau, melacak, dan memastikan penyelesaian • Monitoring, tracking, and ensuring timely closure of all
tepat waktu terhadap seluruh tindakan korektif dan corrective and preventive actions.
pencegahan.
• Menilai kecukupan dan efektivitas pengendalian anti- • Assessing the adequacy and effectiveness of anti-bribery
suap, khususnya di area berisiko tinggi. controls, particularly in high-risk areas.
• Menyusun dan menyampaikan laporan kinerja tahunan • Preparing and submitting annual ABMS performance
SMAP, termasuk rekomendasi untuk perbaikan. reports, including recommendations for improvement.
• Meninjau dan memperbarui kebijakan serta prosedur • Periodically reviewing and updating anti-bribery and anti-
anti-suap dan anti-korupsi secara berkala agar tetap corruption policies and procedures to ensure ongoing
relevan dan patuh terhadap ketentuan yang berlaku. relevance and compliance.
• Mendorong budaya integritas, transparansi, dan perilaku • Promoting a strong culture of integrity, transparency, and
etis yang kuat di seluruh tingkatan organisasi Bank. ethical conduct across all levels of the Bank.
• Berkoordinasi dengan auditor eksternal dan lembaga • Coordinating with external auditors and certification
sertifikasi untuk memfasilitasi audit pengawasan dan bodies to facilitate ABMS surveillance and
resertifikasi SMAP. recertification audits.
• Mengintegrasikan persyaratan anti-suap ke dalam proses • Integrating anti-bribery requirements into recruitment,
rekrutmen, evaluasi kinerja, dan disiplin karyawan. performance evaluation, and disciplinary processes.
• Memastikan bahwa deklarasi staf seperti Konflik • Ensuring that staff declarations such as Conflict of
Kepentingan dan Daftar Pemberian Hadiah dikelola Interest and Gift Registers are properly maintained and
dengan baik dan ditinjau secara berkala. periodically reviewed.
• Memfasilitasi program pelatihan terkait SMAP untuk • Facilitating ABMS-related training programs to enhance
meningkatkan kesadaran dan kompetensi karyawan. awareness and competency among employees.
• Meninjau kontrak dan perjanjian dengan pihak ketiga • Reviewing contracts and third-party agreements to ensure
untuk memastikan terdapat klausul yang sesuai terkait the inclusion of appropriate anti-bribery and ethical
anti-suap dan perilaku etis. conduct clauses.
• Melakukan due diligence terhadap vendor dan pihak • Conducting due diligence on vendors and third parties
ketiga yang menjalin hubungan bisnis dengan Bank untuk engaged in business relationships with the Bank to identify
mengidentifikasi dan memitigasi risiko penyuapan. and mitigate bribery risks.
• Memastikan kepatuhan penuh terhadap seluruh • Ensuring full compliance with all applicable legal and
ketentuan hukum dan peraturan yang berlaku terkait regulatory anti-bribery requirements.
anti suap.
• Memelihara daftar risiko penyuapan (bribery risk register) • Maintaining a comprehensive bribery risk register and
yang komprehensif serta memastikan pembaruan dan ensuring that it is updated and reviewed regularly.
peninjauan secara berkala.
Bekerja sama dengan unit bisnis terkait lainnya, Divisi Anti- In collaboration with other relevant business units, the Anti-Bribery
Bribery & Corruption juga melakukan investigasi terhadap & Corruption Division also investigates incidents or potential cases
insiden atau potensi kasus suap dan korupsi bila diperlukan, of bribery and corruption as necessary, ensuring appropriate
serta memastikan adanya tindak lanjut dan mekanisme follow-up actions and reporting mechanisms are in place.
pelaporan yang tepat.
Perbaikan Berkelanjutan dan Komitmen Continuous Improvement and Commitment
Untuk terus memperkuat komitmen terhadap prinsip anti-suap To continuously strengthen its commitment to anti-bribery and anti-
dan anti-korupsi, serta sejalan dengan Standar ISO 37001:2016 corruption principles, and in alignment with the ISO 37001:2016
Sistem Manajemen Anti-Penyuapan, Permata Bank telah Anti-Bribery Management System Standard, Permata Bank has
menerapkan langkah-langkah berikut: implemented the following measures:
778 PT Bank Permata Tbk Laporan Tahunan 2025
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1. Larangan Penyuapan: Pelarangan secara ketat terhadap 1. Prohibition of Bribery: Strict prohibition of all forms of bribery
semua bentuk suap dan praktik tidak etis di seluruh organisasi. and related unethical practices across the organization.
2. Kepatuhan Regulasi: Kepatuhan penuh terhadap semua 2. Regulatory Compliance: Full adherence to all applicable
undang-undang, peraturan, dan ketentuan anti-suap serta laws, regulations, and other anti-bribery and anti-corruption
anti-korupsi yang berlaku. requirements.
3. Keselarasan Kebijakan: Memastikan kebijakan anti-suap 3. Policy Alignment: Ensuring that anti-bribery policies are fully
selaras sepenuhnya dengan tujuan strategis dan nilai-nilai aligned with the Bank’s strategic objectives and corporate
korporasi Bank. values.
4. Tata Kelola Perusahaan yang Baik: Penerapan praktik tata 4. Good Corporate Governance: Implementation of sound
kelola yang kuat untuk mendukung pencapaian tujuan anti- governance practices that reinforce the achievement of anti-
suap. bribery objectives.
5. Komitmen Sistem: Komitmen untuk memenuhi dan 5. System Commitment: Commitment to meeting and
mempertahankan persyaratan Sistem Manajemen Anti- maintaining the requirements of the Anti-Bribery Management
Penyuapan. System.
6. Kesadaran dan Pelatihan: Peningkatan berkelanjutan 6. Awareness and Training: Continuous enhancement of anti-
terhadap kesadaran dan pemahaman anti-suap di kalangan bribery awareness and understanding among employees and
karyawan dan pemangku kepentingan terkait. relevant stakeholders.
7. Perbaikan Berkelanjutan: Peninjauan dan penyempurnaan 7. Continuous Improvement: Ongoing review and improvement
berkelanjutan atas Sistem Manajemen Anti-Penyuapan untuk of the Anti-Bribery Management System to ensure its
memastikan efektivitas dan relevansinya. effectiveness and relevance.
8. Kewenangan dan Independensi: Pemberian kewenangan, 8. Authority and Independence: Granting adequate authority,
independensi, dan sumber daya yang memadai kepada independence, and resources to the anti-bribery compliance
fungsi kepatuhan anti-suap untuk melaksanakan tugasnya function to perform its duties effectively.
secara efektif.
9. Tindakan Disipliner: Penerapan sanksi atau tindakan 9. Disciplinary Measures: Enforcement of appropriate
disipliner yang tepat terhadap individu yang melanggar sanctions or disciplinary actions against individuals who
prinsip atau ketentuan Sistem Manajemen Anti-Penyuapan. violate the principles or requirements of the Anti-Bribery
Management System.
Transaksi yang Mengandung Benturan
Kepentingan
Conflict of Interest Transaction
Kebijakan Mengenai Transaksi Material Policy on Material Transactions and
dan Transaksi yang Mengandung Benturan Transactions Involving Conflicts of Interest
Kepentingan
Permata Bank memiliki kebijakan mengenai transaksi yang Permata Bank has a policy on transactions involving conflicts of
mengandung benturan kepentingan yang berlaku bagi Dewan interest that applies to the Board of Commissioners, the Board
Komisaris, Direksi, dan Dewan Pengawas Syariah sebagaimana of Directors, and the Sharia Supervisory Board, as stipulated
diatur dalam Anggaran Dasar Bank. Kebijakan tersebut in the Bank’s Articles of Association. This policy is formulated
disusun dengan merujuk pada POJK No. 42/POJK.04/2020 with reference to OJK Regulation No. 42/POJK.04/2020
(POJK 42/2020) tentang Transaksi Afiliasi dan Transaksi (POJK 42/2020) on Affiliated Transactions and Conflict of
Benturan Kepentingan. Interest Transactions.
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Tata Kelola Perusahaan
Good Corporate
Governance
Isi Kebijakan Benturan Kepentingan Permata Bank antara lain The contents of Permata Bank’s Conflict of Interest Policy include,
mencakup hal-hal berikut: among others, the following:
1. Potensi Benturan Kepentingan, termasuk: 1. Potential Conflict of Interest, including:
a. Perangkapan Jabatan; a. Concurrent Positions;
b. Informasi Orang Dalam; b. Insider Information;
c. Hubungan dan/atau Transaksi dengan: c. Relationships and/or Transactions with:
i. Pihak Terafiliasi; i. Affiliated Parties;
ii. Pihak-pihak yang mempunyai hubungan ii. Parties with special relationships; and
istimewa; dan
iii. Hubungan Istimewa; iii. Special Relationships.
d. Memberi dan/atau menerima hadiah, jamuan makan, dan d. Giving and/or receiving gifts, meals, and other gifts.
pemberian lainnya.
2. Dewan Komisaris, Direksi, dan Dewan Pengawas Syariah 2. The Board of Commissioners, the Board of Directors, and the
wajib menghindari potensi benturan kepentingan dan Sharia Supervisory Board shall avoid potential conflicts of
mengejar kepentingan pribadi dalam melaksanakan tugas interest and refrain from pursuing personal interests when
dan tanggung jawabnya. discharging their duties and responsibilities.
3. Dewan Komisaris, Direksi, dan Dewan Pengawas Syariah wajib 3. The Board of Commissioners, the Board of Directors, and the
mematuhi ketentuan-ketentuan terkait benturan kepentingan Sharia Supervisory Board shall comply with the provisions
yang mengacu pada peraturan OJK tentang Transaksi related to conflicts of interest that refer to OJK regulations on
Afiliasi dan Benturan Kepentingan Transaksi, Kebijakan Affiliated Transactions and Conflicts of Interest Transactions,
Perkreditan dan ketentuan lain yang relevan yang berlaku Credit Policies, and other relevant provisions applicable to the
bagi Perusahaan. Company.
4. Prosedur bagi Dewan Komisaris, Direksi, dan Dewan Pengawas 4. Procedures for the Board of Commissioners, the Board of
Syariah dalam hal terdapat benturan kepentingan. Directors, and the Sharia Supervisory Board in the event of a
conflict of interest.
Realisasi Transaksi Material dan Transaksi Realization of Material Transactions and
yang Mengandung Benturan Kepentingan Transactions Containing Conflicts of Interest
Selama tahun 2025, tidak terdapat transaksi material Throughout 2025, there were no material transactions or
maupun transaksi yang mengandung benturan kepentingan transactions involving conflicts of interest that required the
yang memerlukan persetujuan pemegang saham approval of independent/minority shareholders at the GMS.
independen/ minoritas dalam RUPS.
Nilai Transaksi
Nama dan Jabatan Pihak yang Nama dan Jabatan Pengambil
Jenis Transaksi (Rp juta)
Memiliki Benturan Kepentingan Keputusan Keterangan
No. Type of Value of
Name and Position of Party Name and Position of Decision Description
Transaction Transaction
with Conflict of Interest Maker
(Rp million)
1 Nihil Nihil Nihil Nihil Nihil
Nil Nil Nil Nil Nil
780 PT Bank Permata Tbk Laporan Tahunan 2025
Page 783
Transaksi Afiliasi sesuai Peraturan OJK No. 42/
POJK.04/2020 tentang Transaksi Afiliasi dan
Transaksi Benturan Kepentingan
Affiliated Party Transaction in Accordance with OJK Regulation
No. 42/POJK.04/2020 regarding Affiliated Transaction and Conflict
of Interest Transaction
Prosedur Procedure
Permata Bank memiliki Prosedur Transaksi Afiliasi yang memadai Permata Bank has adequate procedures that are periodically
dan diperbarui secara berkala, dengan pemutakhiran terakhir updated, with the most recent update conducted at the end of
dilakukan pada akhir tahun 2024. Bank memastikan bahwa setiap 2024. The Bank ensures that any affiliated transactions undertaken
transaksi afiliasi yang terjadi (jika ada) dilaksanakan sepenuhnya (if any) are carried out in full compliance with the provisions of its
sesuai dengan ketentuan dalam prosedur internal serta mengacu internal procedures and in accordance with generally accepted
pada praktik bisnis yang berlaku umum. business practices.
Peran Direksi, Dewan Komisaris, dan Komite The Role of the Board of Directors, the Board of
Audit Commissioners, and the Audit Committee
Sebagaimana diatur dalam Prosedur Transaksi Afiliasi, maka The Affiliated Transaction Procedure stipulates that the affiliated
setiap transaksi afiliasi Permata Bank wajib memenuhi prinsip transaction adheres to the arm’s-length principle, and that the
transaksi yang wajar (arm’s length principle). Rencana transaksi proposed affiliated transaction be subject to prior approval from
afiliasi dapat diajukan untuk memperoleh persetujuan terlebih the Board of Commissioners and/or the Board of Directors of
dahulu dari Dewan Komisaris dan/atau Direksi Permata Bank Permata Bank in accordance with prevailing regulations.
sesuai ketentuan yang berlaku.
Pada pelaksanaannya, Komite Audit juga menjalankan fungsi In carrying out its duties, the Audit Committee also performs
pengawasan terhadap transaksi afiliasi dengan memberikan an oversight function in relation to affiliated transactions by
saran kepada Dewan Komisaris terkait potensi benturan providing advice to the Board of Commissioners on potential
kepentingan. Fungsi ini mencakup penilaian atas adanya atau conflicts of interest. This function includes assessing whether
tidaknya potensi benturan kepentingan pada rencana transaksi there is any potential conflict of interest in proposed material
afiliasi bernilai material yang diajukan Manajemen kepada affiliated transactions submitted by Management to the Board
Dewan Komisaris. of Commissioners.
Pernyataan Direksi atas Kecukupan Prosedur The Board of Directors Statement of the
Transaksi Afiliasi Adequacy of Affiliate Transaction Procedures
Direksi menilai bahwa Prosedur Transaksi Afiliasi yang disusun The Board of Directors assesses that the Affiliate Transaction
dan berlaku di Permata Bank telah memadai sesuai dengan Procedures established and implemented at Permata Bank are
ketentuan yang berlaku untuk memastikan jika ada Transaksi adequate in accordance with the applicable regulations to ensure
Afiliasi yang dilakukan maka transaksi tersebut telah memenuhi that any Affiliate Transaction conducted complies with the arm’s-
prinsip transaksi yang wajar (arm’s length principle). length principle.
Transaksi Afiliasi Tahun 2025 Affiliated Transaction in 2025
Selama 2025, tidak terdapat transaksi afiliasi yang memenuhi During 2025, there were no affiliated transactions that fulfilled the
ketentuan POJK 42/2020, terutama Pasal 4 yang mensyaratkan requirement of OJK Regulation No. 42/POJK.04/2020 in particular
Permata Bank untuk melakukan keterbukaan informasi Article 4 which required Permata Bank to disclose information
sehubungan dengan pelaksanaan transaksi afiliasi kepada OJK related to the affiliated transaction to the OJK and the public.
dan publik.
2025 Annual Report PT Bank Permata Tbk 781
Page 784
Tata Kelola Perusahaan
Good Corporate
Governance
Untuk transaksi afiliasi yang merupakan kegiatan usaha yang For the affiliated party transactions, which are business activities
dijalankan dalam rangka menghasilkan pendapatan usaha dan carried out to generate business income and implemented
dijalankan secara rutin, berulang, dan/atau berkelanjutan dapat regularly, repeatedly, and/or continuously, refer to the Financial
mengacu ke bab Tinjauan Kinerja Keuangan bagian Informasi Performance Review chapter in the Information on Material
Transaksi Material yang Mengandung Benturan Kepentingan Transactions with Conflicting Interests and/or Transactions with
dan/atau Transaksi dengan Pihak Afiliasi/Pihak Berelasi pada Affiliated/Related Parties section on page 779 this Annual Report.
halaman 779 dalam Laporan Tahunan ini.
Pemberian Dana untuk Kegiatan Sosial Politik
Funding for Social and Political Activities
Permata Bank tidak terlibat dalam kegiatan politik dan tidak Permata Bank is not involved in any political activities and does
memberikan donasi untuk kegiatan dan kepentingan politik. not provide donations to serve political activities and interests.
Sebaliknya, kepedulian yang tinggi terhadap masalah sosial dan Strong awareness and monitoring of social and environmental
lingkungan hidup merupakan bagian penting dari tugas dan issues is an essential element of Permata Bank’s responsibility to
tanggung jawab Permata Bank terhadap masyarakat. the communities.
Penjelasan secara lebih rinci mengenai kegiatan terkait isu sosial A detailed report on activities related to social and environmental
dan lingkungan hidup selama tahun 2025 terdapat di dalam issues in 2025 is available in Permata Bank’s 2025
Laporan Keberlanjutan Permata Bank 2025. Sustainability Report.
Penyediaan Dana kepada Pihak Terkait dan
Penyediaan Dana dalam Jumlah Besar
Provision of Funds to Related Parties and Large Exposures
Penyediaan dana kepada pihak terkait dan penyediaan dana The provision of funds to related parties and large exposures
dalam jumlah besar selama tahun 2025 sebagai berikut: taking place in 2025 are as follows:
Jumlah | Total
Penyediaan Dana
No.
Funding Debitur Nominal (Rp juta)
Debtor Amount (Rp million
1 Kepada Pihak Terkait | To Related Party 199 2.634.994
2 Kepada Debitur Inti | To Core Debtor
Individu | Individual 25 49.878.499
Grup | Group 25 69.540.919
782 PT Bank Permata Tbk Laporan Tahunan 2025
Page 785
Transparansi Kondisi Keuangan dan
Non Keuangan Bank
Transparency of Financial and Non-Financial Conditions of
the Bank
Penjelasan tentang Transparansi Kondisi Statement on Transparency of Financial and
Keuangan dan Non Keuangan Non-Financial Conditions
Transparansi atas kondisi keuangan dan non keuangan Permata During 2025, Permata Bank complied with all relevant
Bank selama tahun 2025 telah dilakukan sesuai dengan ketentuan requirements on transparency of Permata Bank’s financial and
yang berlaku, dan disampaikan serta dipublikasikan melalui situs non-financial conditions, as submitted and published through
web Permata Bank sebagai berikut: Permata Bank’s website, as follows:
1. Laporan Keuangan Tahunan, yang disusun dan disajikan 1. Annual Financial Report, prepared and presented in
sesuai dengan ketentuan dan disampaikan kepada Regulator, accordance with relevant regulations, and submitted to
serta dipublikasikan melalui situs web OJK, Bursa Efek Regulators, as well as published on the websites of OJK,
Indonesia, dan Permata Bank. Indonesia Stock Exchange, and Permata Bank.
2. Laporan Keuangan Triwulanan, yang disusun dan disajikan 2. Quarterly Financial Reports, prepared and presented
sesuai dengan ketentuan dan disampaikan kepada Regulator in accordance with relevant regulations and submitted
serta dipublikasikan melalui situs web OJK, Bursa Efek Regulators, as well as published on the websites of OJK,
Indonesia, dan Permata Bank. Indonesia Stock Exchange, and Permata Bank.
3. Laporan Keuangan Bulanan, yang disusun dan disajikan 3. Monthly Financial Reports, prepared and presented in
sesuai dengan ketentuan dan disampaikan kepada Regulator, accordance with relevant regulations, and submitted to
serta dipublikasikan melalui situs web OJK dan Permata Bank. Regulators, as well as published on the websites of OJK and
Permata Bank.
4. Informasi terkait Tata Kelola Perusahaan, yang di antaranya 4. Information related to Corporate Governance, including the
adalah Laporan Tahunan Tata Kelola Perusahaan, Visi, Misi, Annual Corporate Governance Report, Vision, Mission and
Nilai Perusahaan, Komposisi dan Profil Dewan Komisaris dan Corporate Values, Composition and Profiles of the Board of
Direksi, serta ketentuan internal terkait tata kelola seperti Commissioners and the Board of Directors, as well as internal
Anggaran Dasar dan kebijakan-kebijakan terkait tata kelola policies pertaining to corporate governance such as the
yang juga dipublikasikan melalui situs web Permata Bank. Articles of Association and other governance-related internal
policies as published on Permata Bank’s website.
5. Informasi Produk dan Layanan Permata Bank termasuk 5. Information on Products and Services, including
jaringan kantor dipublikasikan melalui Laporan Tahunan Permata Bank’s office network, as published in the Annual
dan situs web Permata Bank, agar nasabah, investor dan Report and on Permata Bank’s website to facilitate access of
masyarakat luas dapat dengan mudah mengakses informasi the Bank’s products and services by customers, investors and
atas produk dan layanan Bank. the general public.
6. Informasi Prosedur Penyampaian Pengaduan, yang 6. Information on Complaint Procedures, as published on
dipublikasikan melalui situs web Permata Bank untuk Permata Bank’s website in compliance with regulations on
pelaksanaan ketentuan perlindungan konsumen. consumer protection.
7. Informasi-informasi lainnya yang bertujuan untuk mendukung 7. Other relevant information in the interest of information
keterbukaan informasi, serta layanan kepada masyarakat. disclosure and public service.
2025 Annual Report PT Bank Permata Tbk 783
Page 786
Tata Kelola Perusahaan
Good Corporate
Governance
Laporan Transaksi Spot dan Derivatif/Forward Tanggal 31 Desember 2025
Spot and Derivatives Transaction Report 31 December 2025
dalam jutaan Rupiah | in millions of Rupiah
Individual
Tujuan
Transaksi Nilai
No. Purpose
Transaction Notional
Notional
Lindung Nilai Tagihan Liabilitas
Amount Trading
Hedging Receivables Liabilities
A Terkait dengan Nilai Tukar 30.281.718 30.281.718 – 71.054 90.540
Related to Foreign Exchange
1 Spot 4.113.319 4.113.319 – 7.288 11.134
2 Forward 26.168.399 26.168.399 – 63.766 79.406
3 Option
a. Jual | Sell – – – – –
b. Beli | Buy – – – – –
4 Future – – – – –
5 Swap – – – – –
6 Lainnya | Others – – – – –
B Terkait dengan Suku Bunga 567.784 567.784 – 1.519 6.816
Related to Interest Rate
1 Forward – – – – –
2 Option
a. Jual | Sell – – – – –
b. Beli | Buy – – – – –
3 Future – – – – –
4 Swap 567.784 567.784 – 1.519 6.816
5 Lainnya | Others – – – – –
C Lainnya | Others 5.659.435 5.659.435 – 67.029 133.783
Jumlah | Total 36.508.937 36.508.937 – 139.602 231.139
Laporan Kualitas Aset Produktif dan Informasi Lainnya Tanggal 31 Desember 2025 dan 2024
Productive Asset Quality Report and Other Information 31 December 2025 and 2024
2025
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2025 | 31 December 2025
No.
Posts
Jumlah
L DPK KL D M
Total
I. Pihak Terkait | Affiliated Parties
1 Penempatan pada bank lain 104.976 – – – – 104.976
Placements with other banks
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies 104.976 – – – – 104.976
784 PT Bank Permata Tbk Laporan Tahunan 2025
Page 787
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2025 | 31 December 2025
No.
Posts
Jumlah
L DPK KL D M
Total
2 Tagihan spot dan derivatif/forward 4.123 – – – – 4.123
Spot and derivative/forward receivables
a. Rupiah 3.531 – – – – 3.531
b. Valuta asing | Foreign currencies 592 – – – – 592
3 Surat berharga yang dimiliki | Securities – – – – – –
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies – – – – – –
4 Surat berharga yang dijual dengan janji dibeli – – – – – –
kembali (repo)
Securities sold under repurchase agreements
(repo)
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies – – – – – –
5 Tagihan atas surat berharga yang dibeli – – – – – –
dengan janji dijual kembali (reverse repo)
Securities purchased under resale agreements
receivables (reverse repo)
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies – – – – – –
6 Tagihan akseptasi 1.608.261 – – – – 1.608.261
Acceptance receivables
7 Kredit yang diberikan dan pembiayaan yang 834.635 3.264 – – 66 837.965
diberikan
Loans
a. Debitur Usaha Mikro, Kecil dan Menengah – – – – – -
(UMKM)
MSME debtors
i. Rupiah – – – – – -
ii. Valuta asing | Foreign currencies – – – – – -
b. Bukan debitur UMKM 834.535 3.264 – – 66 837.965
Non-MSME debtors
i. Rupiah 834.635 3.264 – – 66 837.965
ii. Valuta asing | Foreign currencies – – – – – –
c. Kredit yang direstrukturisasi – – – – – –
Restructured loans
i. Rupiah – – – – – –
ii. Valuta asing | Foreign currencies – – – – – –
8 Penyertaan modal | Capital investments – – – – 77.559 77.559
9 Tagihan lainnya | Other receivables – – – – – –
10 Komitmen dan kontinjensi 4.233.561 97 – – – 4.233.658
Commitments and contingencies
a. Rupiah 1.605.106 97 – – – 1.605.203
b. Valuta asing | Foreign currencies 2.628.455 – – – – 2.628.455
2025 Annual Report PT Bank Permata Tbk 785
Page 788
Tata Kelola Perusahaan
Good Corporate
Governance
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2025 | 31 December 2025
No.
Posts
Jumlah
L DPK KL D M
Total
II. Pihak Tidak Terkait | Non-Affiliated Parties
1 Penempatan pada bank lain 5.961.052 – – – – 5.961.052
Placements with other banks
a. Rupiah 1.457.931 – – – – 1.457.931
b. Valuta asing | Foreign currencies 4.503.121 – – – – 4.503.121
2 Tagihan spot dan derivatif/forward 135.434 45 – – – 135.479
Spot and derivative/forward receivables
a. Rupiah 133.242 45 – – – 133.287
b. Valuta asing | Foreign currencies 2.192 – – – – 2.192
3 Surat berharga yang dimiliki | Securities 74.677.520 – – – – 74.677.520
a. Rupiah 68.651.523 – – – – 68.651.523
b. Valuta asing | Foreign currencies 6.025.997 – – – – 6.025.997
4 Surat berharga yang dijual dengan janji dibeli 2.330.098 – – – – 2.330.098
kembali (repo)
Securities sold under repurchase agreements
(repo)
a. Rupiah 2.330.098 – – – – 2.330.098
b. Valuta asing | Foreign currencies - – – – – –
5 Tagihan atas surat berharga yang dibeli 920.042 – – – – 920.042
dengan janji dijual kembali (reverse repo)
Securities purchased under resale agreements
receivables (reverse repo)
a. Rupiah 920.042 – – – – 920.042
b. Valuta asing | Foreign currencies - – – – – –
6 Tagihan akseptasi 3.657.621 – – – – 3.657.621
Acceptance receivables
7 Kredit yang diberikan dan pembiayaan yang 154.103.276 4.994.358 236.170 475.730 2.687.262 162.496.796
diberikan
Loans
a. Debitur Usaha Mikro, Kecil dan Menengah 4.846.928 161.699 55.083 22.524 225.555 5.311.789
(UMKM)
MSME debtors
i. Rupiah 4.804.670 158.364 55.083 22.524 225.555 5.266.196
ii. Valuta asing | Foreign currencies 42.258 3.335 – – – 45.593
b. Bukan debitur UMKM 149.256.348 4.832.659 181.087 453.206 2.461.707 157.185.007
Non-MSME debtors
i. Rupiah 116.666.187 4.273.795 181.087 417.628 951.506 122.490.203
ii. Valuta asing | Foreign currencies 32.590.161 558.864 – 35.577 1.510.201 34.694.804
c. Kredit yang direstrukturisasi 1.869.291 1.786.506 20.225 150.863 1.718.831 5.554.716
Restructured loans
i. Rupiah 749.965 1.227.642 20.225 150.863 208.630 2.357.325
ii. Valuta asing | Foreign currencies 1.119.326 558.864 – – 1.510.201 3.188.391
8 Penyertaan modal | Capital investments 20.737 – – – – 20.737
9 Tagihan lainnya | Other receivables 191.315 83 – – – 191.398
786 PT Bank Permata Tbk Laporan Tahunan 2025
Page 789
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2025 | 31 December 2025
No.
Posts
Jumlah
L DPK KL D M
Total
10 Komitmen dan kontinjensi 90.775.361 489.636 5.319 13.601 18.405 91.302.322
Commitments and contingencies
a. Rupiah 62.075.303 236.451 5.319 13.601 17.007 62.347.681
b. Valuta asing | Foreign currencies 28.700.058 253.185 – – 1.398 28.954.641
III. Informasi Lain | Other Information
1 Total aset bank yang dijaminkan: –
Total assets guaranteed:
a. Pada Bank Indonesia | In Bank Indonesia –
b. Pada pihak lain | In other parties –
2 Agunan yang diambil alih 65.790
Foreclosed assets
2024
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2024 | 31 December 2024
No.
Posts
Jumlah
L DPK KL D M
Total
I. Pihak Terkait | Affiliated Parties
1 Penempatan pada bank lain 89.510 – – – – 89.510
Placements with other banks
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies 89.510 – – – – 89.510
2 Tagihan spot dan derivatif/forward 44.355 – – – – 44.355
Spot and derivative/forward receivables
a. Rupiah 44.352 – – – – 44.352
b. Valuta asing | Foreign currencies 3 – – – – 3
3 Surat berharga yang dimiliki | Securities – – – – – –
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies – – – – – –
4 Surat berharga yang dijual dengan janji dibeli – – – – – –
kembali (repo)
Securities sold under repurchase agreements
(repo)
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies – – – – – –
5 Tagihan atas surat berharga yang dibeli – – – – – –
dengan janji dijual kembali (reverse repo)
Securities purchased under resale agreements
receivables (reverse repo)
a. Rupiah – – – – – –
b. Valuta asing | Foreign currencies – – – – – –
2025 Annual Report PT Bank Permata Tbk 787
Page 790
Tata Kelola Perusahaan
Good Corporate
Governance
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2024 | 31 December 2024
No.
Posts
Jumlah
L DPK KL D M
Total
6 Tagihan akseptasi 2.137.609 – – – – 2.137.609
Acceptance receivables
7 Kredit yang diberikan dan pembiayaan yang 605.504 2.321 – – 99 607.924
diberikan
Loans
a. Debitur Usaha Mikro, Kecil dan Menengah – – – – – –
(UMKM)
MSME debtors
i. Rupiah – – – – – –
ii. Valuta asing | Foreign currencies – – – – – –
b. Bukan debitur UMKM 605.504 2.321 – – 99 607.924
Non-MSME debtors
i. Rupiah 605.504 2.321 – – 99 607.924
ii. Valuta asing | Foreign currencies – – – – – –
c. Kredit yang direstrukturisasi – – – – – –
Restructured loans
i. Rupiah – – – – – –
ii. Valuta asing | Foreign currencies – – – – – –
8 Penyertaan modal | Capital investments – – – – 77.559 77.559
9 Tagihan lainnya | Other receivables – – – – – –
10 Komitmen dan kontinjensi 3.840.235 74 – – – 3.840.309
Commitments and contingencies
a. Rupiah 1.879.147 74 – – – 1.879.221
b. Valuta asing | Foreign currencies 1.961.088 – – – – 1.961.088
II. Pihak Tidak Terkait | Non-Affiliated Parties
1 Penempatan pada bank lain 5.203.993 – – – – 5.203.993
Placements with other banks
a. Rupiah 256.016 – – – – 256.016
b. Valuta asing | Foreign currencies 4.947.977 – – – – 4.947.977
2 Tagihan spot dan derivatif/forward 312.196 6 – – – 312.202
Spot and derivative/forward receivables
a. Rupiah 297.919 6 – – – 297.925
b. Valuta asing | Foreign currencies 14.277 – – – – 14.277
3 Surat berharga yang dimiliki | Securities 68.271.939 – – – – 68.271.939
a. Rupiah 62.999.237 – – – – 62.999.237
b. Valuta asing | Foreign currencies 5.272.702 – – – – 5.272.702
4 Surat berharga yang dijual dengan janji dibeli 2.267.379 – – – – 2.267.379
kembali (repo)
Securities sold under repurchase agreements
(repo)
a. Rupiah 2.267.379 – – – – 2.267.379
b. Valuta asing | Foreign currencies – – – – – –
788 PT Bank Permata Tbk Laporan Tahunan 2025
Page 791
dalam jutaan Rupiah | in millions of Rupiah
Individual
Pos-pos 31 Desember 2024 | 31 December 2024
No.
Posts
Jumlah
L DPK KL D M
Total
5 Tagihan atas surat berharga yang dibeli 2.145.779 – – – – 2.145.779
dengan janji dijual kembali (reverse repo)
Securities purchased under resale agreements
receivables (reverse repo)
a. Rupiah 2.145.779 – – – – 2.145.779
b. Valuta asing | Foreign currencies – – – – – –
6 Tagihan akseptasi 3.452.346 – – – – 3.452.346
Acceptance receivables
7 Kredit yang diberikan dan pembiayaan yang 144.767.677 6.350.833 397.712 282.202 2.477.489 154.275.913
diberikan
Loans
a. Debitur Usaha Mikro, Kecil dan Menengah 5.581.415 124.009 50.777 30.852 234.742 6.021.795
(UMKM)
MSME debtors
i. Rupiah 5.519.149 124.009 50.577 30.852 234.742 5.959.529
ii. Valuta asing | Foreign currencies 62.266 – – – – 62.266
b. Bukan debitur UMKM 139.186.262 6.226.824 346.935 251.350 2.242.747 148.254.118
Non-MSME debtors
i. Rupiah 108.612.198 4.793.273 346.935 251.350 1.285.664 115.289.420
ii. Valuta asing | Foreign currencies 30.574.064 1.433.551 – – 957.083 32.964.698
c. Kredit yang direstrukturisasi 2.690.463 2.687.367 175.770 39.982 1.671.294 7.264.876
Restructured loans
i. Rupiah 1.486.546 1.420.446 175.770 39.982 714.211 3.836.955
ii. Valuta asing | Foreign currencies 1.203.917 1.266.921 – – 957.083 3.427.921
8 Penyertaan modal | Capital investments 20.737 – – – – 20.737
9 Tagihan lainnya | Other receivables 253.281 1.206 – – – 254.487
10 Komitmen dan kontinjensi 95.933.378 278.282 6.560 8.077 15.274 96.241.571
Commitments and contingencies
a. Rupiah 70.212.474 218.024 6.560 8.077 12.609 70.457.744
b. Valuta asing | Foreign currencies 25.720.904 60.258 – – 2.665 25.783.827
III. Informasi Lain | Other Information
1 Total aset bank yang dijaminkan: –
Total assets guaranteed:
a. Pada Bank Indonesia | In Bank Indonesia –
b. Pada pihak lain | In other parties –
2 Agunan yang diambil alih 63.086
Foreclosed assets
2025 Annual Report PT Bank Permata Tbk 789
Page 792
Tata Kelola Perusahaan
Good Corporate
Governance
Cadangan Kerugian Penurunan Nilai dan Penyisihan Penilaian Kualitas Aset
Allowance for Impairment Losses
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 | 31 December 2025 31 Desember 2024 | 31 December 2024
PPKA Wajib
PPKA Wajib Dibentuk
Dibentuk
Required Allowance CKPN
CKPN Required Allowance
Pos-pos for Impairment Allowance for Impairment
No. Allowance for Impairment Losses for Impairment
Posts Losses on Earning Losses
Losses on Earning
Assets
Assets
Umum Khusus Umum Khusus
Stage 1 Stage 2 Stage 3 Stage 1 Stage 2 Stage 3
General Specific General Specific
1 Penempatan pada bank 201 – – 60.660 – 197 – – 52.935 –
lain
Placements with other
banks
2 Tagihan spot dan – – – 1.345 2 – – – 2.876 –
derivatif/forward
Spot and derivative/
forward receivables
3 Surat berharga yang 20.751 – – 79.058 – 35.696 – – 62.905 –
dimiliki
Securities
4 Surat berharga yang – – – – – – – – – –
dijual dengan janji dibeli
kembali (repo)
Securities sold under
repurchase agreements
(repo)
5 Tagihan atas surat 1 – – 9.200 – 41 – – 20.870 –
berharga yang dibeli
dengan janji dijual
kembali (reverse repo)
Securities purchased
under resale
agreements receivables
(reverse repo)
6 Tagihan akseptasi 191.069 90.024 – 51.443 – 90.070 72.203 – 54.796 –
Acceptance receivables
7 Kredit yang diberikan 5.883.068 1.957.505 4.252.986 1.438.204 2.363.459 5.169.899 2.791.046 3.884.461 1.363.109 2.127.234
dan pembiayaan yang
diberikan
Loans
8 Penyertaan modal – – – 207 77.559 – – – 207 77.559
Capital investments
9 Tagihan lainnya 4.035 78 – 1.912 4 5.971 2.343 – 2.471 60
Other receivables
10 Komitmen dan 895.415 41.167 4.326 86.553 48.907 653.442 37.978 2.664 73.184 33.578
kontinjensi
Commitments and
contingencies
790 PT Bank Permata Tbk Laporan Tahunan 2025
Page 793
Laporan Perhitungan Kewajiban Penyediaan Modal Minimum (KPMM) tanggal 31 Desember 2025 dan 2024
Calculation of Capital Adequacy Ratio (CAR) Report as of 31 December 2025 and 2024
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 31 Desember 2024
Komponen Modal 31 December 2025 31 December 2024
Remark
Individual Individual
I Modal Inti (Tier 1) 54.631.797 50.989.922
1. CET 1 43.283.391 40.140.593
1.1. Modal Disetor (Setelah dikurangi Treasury Stock) 4.855.307 4.855.307
Paid-up capital
1.2. Cadangan Tambahan Modal | Additional Reserve 41.315.714 38.064.064
1.2.1. Faktor Penambah | Additions 41.734.601 38.646.816
1.2.1.1. Pendapatan komprehensif lainnya 3.043.938 2.465.311
Other Comprehensive Income
1.2.1.1.1. Selisih lebih penjabaran laporan keuangan – –
The excess of financial statement translation
1.2.1.1.2. Potensi keuntungan dari peningkatan nilai wajar 503.571 –
aset keuangan yang diukur pada nilai wajar melalui
penghasilan komprehensif lain
Potential gain on increase in fair value of financial
assets measured at fair value through other
comprehensive income
1.2.1.1.3 Saldo surplus revaluasi aset tetap 2.540.367 2.465.311
Surplus of premises and equipments revaluation
1.2.1.2 Cadangan tambahan modal lainnya 38.690.663 36.181.505
Other disclosed reserves
1.2.1.2.1 Agio 27.192.451 27.192.451
1.2.1.2.2 Cadangan umum | General reserves 974.581 974.581
1.2.1.2.3 Laba tahun-tahun lalu | Prior years net income 6.936.096 4.447.954
1.2.1.2.4 Laba tahun berjalan | Current year net income 3.587.535 3.566.519
1.2.1.2.5 Dana setoran modal | Advance capital – –
1.2.1.2.6 Lainnya | Others – –
1.2.2. Faktor Pengurang | Deductions 418.887 582.752
1.2.2.1. Pendapatan komprehensif lainnya 717 182.435
Other Comprehensive Income
1.2.2.1.1. Selisih kurang penjabaran laporan keuangan – –
The shortage of financial statement translation
1.2.2.1.2. Potensi kerugian dari penurunan nilai wajar aset 717 182.435
keuangan yang diukur pada nilai wajar melalui
penghasilan komprehensif lain
Potential loss on decrease in fair value of financial
assets measured at fair value through other
comprehensive income
1.2.2.2. Cadangan tambahan modal lainnya 418.170 400.317
Other disclosed reserves
1.2.2.2.1. Disagio – –
1.2.2.2.2. Rugi tahun-tahun lalu | Prior years net loss – –
1.2.2.2.3. Rugi tahun-tahun berjalan | Current year loss – –
2025 Annual Report PT Bank Permata Tbk 791
Page 794
Tata Kelola Perusahaan
Good Corporate
Governance
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 31 Desember 2024
Komponen Modal 31 December 2025 31 December 2024
Remark
Individual Individual
1.2.2.2.4. Selisih kurang antara Penyisihan Penilaian Kualitas – –
Aset (PPKA) dan Cadangan Kerugian Penurunan
Nilai (CKPN) atas aset produktif
Shortfall between allowance for impairment losses
based on BI regulation and PSAK on productive
assets
1.2.2.2.5. Selisih kurang jumlah penyesuaian nilai wajar dari – –
instrumen keuangan dalam Trading Book
Shortfall from fair value adjustment from financial
instrument
1.2.2.2.6. PPKA non-produktif 36.031 18.178
Required regulatory provision on non productive
asset
1.2.2.2.7. Lainnya | Others 382.139 382.139
1.3. Kepentingan Non Pengendali yang dapat diperhitungkan – –
Accounted Non-Controlling Interest
1.4. Faktor Pengurang Modal Inti Utama 2.887.630 2.778.778
Core Capital Deduction Factors
1.4.1. Pajak tangguhan | Deferred tax 1.832.318 1.989.275
1.4.2. Goodwill – –
1.4.3. Aset tidak berwujud | Intangible assets 1.055.312 789.503
1.4.4. Penyertaan yang diperhitungkan sebagai faktor pengurang – –
Equity participation calculated as deduction
1.4.5. Kekurangan modal pada perusahaan anak asuransi – –
Equity deficit on insurance subsidiary
1.4.6. Eksposur sekuritisasi | Securitization exposures – –
1.4.7. Faktor Pengurang modal inti utama lainnya – –
Other core capital deduction factor
1.4.7.1. Penempatan dana pada Instrumen AT 1 dan/atau Tier 2 pada – –
bank lain
Placement on AT 1 and/or Tier 2 instrument in other banks
1.4.7.2. Kepemilikan silang pada entitas lain yang diperoleh – –
berdasarkan peralihan karena hukum, hibah, atau hibah
wasiat
Cross-ownership in another entity acquired by the transition
because the law, grants, or grants will
1.4.7.3. Eksposur yang menimbulkan risiko kredit akibat kegagalan – –
settlement (settlement risk)-non delivery versus payment
Exposures of settlement risk-non delivery versus payment
1.4.7.4. Eksposur di Perusahaan Anak yang melakukan kegiatan – –
usaha berdasarkan prinsip syariah (apabila ada)
Exposures in subsidiary company that carry out business
activities based on sharia principles (if any)
2. Modal Inti Tambahan | Additional Tier 1 (AT 1) 11.348.406 10.849.329
2.1. Instrumen yang memenuhi persyaratan AT 1 11.348.406 10.849.329
AT 1 qualified instrument
792 PT Bank Permata Tbk Laporan Tahunan 2025
Page 795
dalam jutaan Rupiah | in millions of Rupiah
31 Desember 2025 31 Desember 2024
Komponen Modal 31 December 2025 31 December 2024
Remark
Individual Individual
2.2. Agio/Disagio – –
2.3. Faktor pengurang modal inti tambahan – –
Additional Tier 1 capital deduction factor
2.3.1. Penempatan dana pada instrumen AT 1 dan/atau Tier 2 pada bank – –
lain
Placement on AT 1 and/or Tier 2 instrument in other banks
2.3.2. Kepemilikan silang pada entitas lain yang diperoleh berdasarkan – –
peralihan karena hukum, hibah, atau hibah wasiat
Cross-ownership in another entity acquired by the transition because
the law, grants, or grants will
II Modal Pelengkap (Tier 2) 1.728.582 1.633.353
1. Instrumen modal dalam bentuk saham atau lainnya yang memenuhi – –
persyaratan Tier 2
Equity instrument in form of shares or other form which qualified for Tier 2
requirements
2. Agio/Disagio – –
3. Cadangan umum PPKA atas aset produktif yang wajib dihitung (paling 1.728.582 1.633.353
tinggi 1,25% ATMR Risiko Kredit)
General reserves of regulatory provision on productive assets (max. 1.25%
of RWA Credit Risk)
4. Faktor pengurang modal pelengkap – –
Tier 2 capital deduction factors
4.1. Sinking Fund – –
4.2. Penempatan dana pada instrumen Tier 2 pada bank lain – –
Placement on Tier 2 instruments in other bank
4.3. Kepemilikan silang pada entitas lain yang diperoleh berdasarkan – –
peralihan karena hukum, hibah, atau hibah wasiat
Cross-ownership in another entity acquired by the transition because
the law, grants, or grants will
Jumlah Modal | Total Capital 56.360.379 52.623.275
(dalam jutaan Rupiah, kecuali dinyatakan lain | in millions of Rupiah, unless otherwise stated)
Keterangan
31 Desember 31 Desember 31 Desember 31 Desember
Aset Tertimbang Description
2025 2024 2025 2024
Menurut Risiko
31 December 31 December 31 December 31 December
Risk Weighted Assets Rasio KPMM
2025 2024 2025 2024
CAR Ratio
ATMR Risiko Kredit 149.378.071 138.750.802 Rasio CET 1 (%) 26,6% 26,4%
RWA of Credit Risk CET 1 Ratio (%)
ATMR Risiko Pasar 1.684.222 1.690.561 Rasio Tier 1 (%) 33,6% 33,6%
RWA of Market Risk Tier 1 Ratio (%)
ATMR Risiko Operasional 11.654.666 11.443.272 Rasio Tier 2 (%) 1,1% 1,1%
RWA of Operational Risk Tier 2 Ratio (%)
Total ATMR 162.716.959 151.884.635 Rasio KPMM (%) 34,6% 34,7%
Total RWA CAR Ratio (%)
2025 Annual Report PT Bank Permata Tbk 793
Page 796
Tata Kelola Perusahaan
Good Corporate
Governance
(dalam jutaan Rupiah, kecuali dinyatakan lain | in millions of Rupiah, unless otherwise stated)
Keterangan
31 Desember 31 Desember 31 Desember 31 Desember
Aset Tertimbang Description
2025 2024 2025 2024
Menurut Risiko
31 December 31 December 31 December 31 December
Risk Weighted Assets Rasio KPMM
2025 2024 2025 2024
CAR Ratio
Rasio KPMM sesuai Profil 9,0% 9,0% CET 1 untuk Buffer (%) 22.1% 21,9%
Risiko (%) CET 1 for Buffer (%)
CAR Based on the Risk
Profile
Alokasi Pemenuhan Persentase Buffer yang 3,5% 3,5%
KPMM sesuai Profil Risiko Wajib Dipenuhi oleh Bank
Allocation of CAR (%)
requirement Buffer percentage
requirement (%)
Dari CET 1 (%) 4,5% 4,5% Capital Conservation 2,5% 2,5%
From CET 1 Buffer (%)
Dari AT 1 (%) 7,0% 7,1% Countercyclical Buffer (%) 0,0% 0,0%
From AT 1
Dari Tier 2 (%) 0,0% 0,0% Capital Surcharge untuk 1,0% 1,0%
From Tier 2 Bank Sistemik (%)
Capital Surcharge for
Systemic Bank (%)
Laporan Sumber dan Penyaluran Dana Zakat UUS tanggal 31 Desember 2025 dan 2024
Statements of Source and Use of Fund of UUS Zakat as of 31 December 2025 and 2024
dalam jutaan Rupiah | in millions of Rupiah
No. Uraian 2025 2024 Description
1 Penerimaan dana zakat yang berasal dari: Source of zakat:
a. Intern UUS 25.885 9.932 a. Internal UUS
b. Ektern UUS 5.360 290 b. External UUS
Total Penerimaan 31.245 10.222 Total Fund Received
2 Penyaluran dana zakat kepada entitas Disbursement of zakat to zakat entity
pengelola zakat
a. Lembaga Amil Zakat 6.997 1.859 a. Amil Zakat Institution
b. Badan Amil Zakat 2.980 629 b. Amil Zakat Agency
Total Penyaluran 9.977 2.488 Total Disbursement
794 PT Bank Permata Tbk Laporan Tahunan 2025
Page 797
Laporan Sumber dan Penyaluran Dana Wakaf UUS tanggal 31 Desember 2025 dan 2024
Statements of Source and Use of Fund of UUS Wakaf as of 31 December 2025 and 2024
dalam jutaan Rupiah | in millions of Rupiah
No. Uraian 2025 2024 Description
1 Penerimaan dana wakaf yang berasal dari: Source of wakaf:
a. Intern UUS – – a. Internal UUS
b. Ektern UUS – – b. External UUS
Total Penerimaan – – Total Fund Received
2 Penyaluran dana wakaf kepada entitas Disbursement of zakat to zakat entity
pengelola wakaf
a. Badan Wakaf Indonesia – – a. Badan Wakaf Indonesia
b. Nadzir Lain – – b. Other Nadzir
c. Lain-lain – – c. Others
Total Penyaluran – – Total Disbursement
Laporan Sumber dan Penggunaan Dana Kebajikan UUS tanggal 31 Desember 2025 dan 2024
Statements of Source and Use of Fund of UUS Benefaction as of 31 December 2025 and 2024
dalam jutaan Rupiah | in millions of Rupiah
No. Uraian 2025 2024 Description
1 Saldo awal dana kebajikan 10.145 10.123 Benefaction fund source on beginning
period
2 Penerimaan dana kebajikan Benefaction fund received
a. Infak dan sedekah 13 7 a. Infaq and shadaqah
b. Pengembalian dana kebajikan produktif – – b. Refund of productive benefaction fund
c. Denda 8.475 7.878 c. Fine
d. Penerimaan non-halal – – d. Non-halal income
e. Lainnya 2 1 e. Others
Total Penerimaan 8.490 7.886 Total Fund Receivables
3 Penggunaan dana kebajikan Benefaction use of fund
a. Dana kebajikan produktif – – a. Productive benefaction fund
b. Sumbangan – – b. Donation
c. Penggunaan lainnya untuk kepentingan 7.419 7.864 c. Other use for public purpose
umum
Total penggunaan 7.419 7.864 Total use of fund
4 Kenaikan (penurunan) dana kebajikan 1.071 22 Increase (decrease) of benefaction fund
source
5 Saldo akhir dana kebajikan 11.126 10.145 Benefaction fund source on ending period
2025 Annual Report PT Bank Permata Tbk 795
Page 798
Tata Kelola Perusahaan
Good Corporate
Governance
Laporan Distribusi Bagi Hasil UUS tanggal 31 Desember 2025
Statements of UUS Profit Sharing Distribution as of 31 December 2025
dalam jutaan Rupiah | in millions of Rupiah
Saldo Rata-rata Pendapatan yang
Average Balance Diterima
Jenis Penyaluran Dana Received Income Indicator
1. Penempatan pada Bank Lain – – Placement With Other Banks
2. Surat Berharga yang Dimiliki 11.610.861 46.147 Securities
3. Piutang Murabahah Murabahah Receivables
a. Bank – – a. Bank
b. Non Bank 118.067 1.194 b. Non Bank
4. Piutang Istishna Istishna Receivables
a. Bank – – a. Bank
b. Non Bank – – b. Non Bank
5. Piutang Multijasa Multijasa Receivables
a. Bank – – a. Bank
b. Non Bank 95.333 1.804 b. Non Bank
6. Pembiayaan Gadai Rahn Financing
a. Bank – – a. Bank
b. Non Bank – – b. Non Bank
7. Pembiayaan Mudharabah Mudharabah Financing
a. Bank 4.824 34 a. Bank
b. Non Bank – – b. Non Bank
8. Pembiayaan Musyarakah Musyarakah Financing
a. Bank 1.252 5 a. Bank
b. Non Bank 21.246.684 107.962 b. Non Bank
9. Pembiayaan Sewa Ijarah Financing
a. Bank – – a. Bank
b. Non Bank 2.447.238 15.358 b. Non Bank
10. Pembiayaan Lainnya Other Financing
a. Bank – – a. Bank
b. Non Bank 954.382 1.095 b. Non Bank
Jumlah 36.478.641 173.599 Total
796 PT Bank Permata Tbk Laporan Tahunan 2025
Page 799
dalam jutaan Rupiah, kecuali dinyatakan lain | in millions of Rupiah, unless otherwise stated
Porsi Pemillik Dana
Fund Owner Portion
Pendapatan
Saldo Indikasi
yang akan
Rata-rata Jumlah Rate of
Dibagihasilkan
Jenis Penghimpunan Dana Average Bagi Hasil Return
No. Profit Sharing Nisbah
Indicator Balance Total Bonus Rate of
Income (%)
and Profit Return
Sharing Indication
(%)
A B C D E
1 Liabilitas kepada Bank Lain – – – – –
Deposits from Other Bank
2 Giro Mudharabah
Current Accounts Mudharabah
a. Bank 1.103.343 6.341 3,00 190 0,21
b. Non Bank 7.206.183 41.417 3,01 1.245 0,21
3 Tabungan Mudharabah
Savings Mudharabah
a. Bank 589.724 3.389 17,91 607 1,24
b. Non Bank 10.217.790 58.726 11,58 6.801 0,80
4 Deposito Mudharabah
Time Deposits Mudharabah
a. Bank
– 1 Bulan | Month 44.160 254 33,86 86 2,34
– 3 Bulan | Month 31.200 179 34,08 61 2,35
– 6 Bulan | Month 31.000 178 34,27 61 2,36
– 12 Bulan | Month 7.100 41 34,15 14 2,37
b. Non Bank
– 1 Bulan | Month 3.206.029 18.426 36,33 6.694 2,51
– 3 Bulan | Month 698.470 4.014 35,53 1.426 2,45
– 6 Bulan | Month 2.098.587 12.061 33,86 4.084 2,34
– 12 Bulan | Month 739.582 4.251 31,52 1.340 2,17
5 Surat Berharga yang Diterbitkan – – – –
Securities Issued
6 Pembiayaan yang Diterima – – – –
Loans Received
Jumlah | Total 25.973.168 149.277 22.609
2025 Annual Report PT Bank Permata Tbk 797
Page 800
Tata Kelola Perusahaan
Good Corporate
Governance
Laporan Distribusi Bagi Hasil UUS tanggal 31 Desember 2024
Statements of UUS Profit Sharing Distribution as of 31 December 2024
dalam jutaan Rupiah | in millions of Rupiah
Saldo Rata-rata Pendapatan yang
Average Balance Diterima
Jenis Penyaluran Dana Received Income Indicator
1. Penempatan pada Bank Lain – – Placement With Other Banks
2. Surat Berharga yang Dimiliki 4.108.043 46.154 Securities
3. Piutang Murabahah Murabahah Receivables
a. Bank – – a. Bank
b. Non Bank 120.615 1.182 b. Non Bank
4. Piutang Istishna Istishna Receivables
a. Bank – – a. Bank
b. Non Bank – – b. Non Bank
5. Piutang Multijasa Multijasa Receivables
a. Bank – – a. Bank
b. Non Bank 117.454 2.016 b. Non Bank
6. Pembiayaan Gadai Rahn Financing
a. Bank – – a. Bank
b. Non Bank – – b. Non Bank
7. Pembiayaan Mudharabah Mudharabah Financing
a. Bank – – a. Bank
b. Non Bank – – b. Non Bank
8. Pembiayaan Musyarakah Musyarakah Financing
a. Bank – – a. Bank
b. Non Bank 23.508.241 135.807 b. Non Bank
9. Pembiayaan Sewa Ijarah Financing
a. Bank – – a. Bank
b. Non Bank 2.493.651 18.967 b. Non Bank
10. Pembiayaan Lainnya Other Financing
a. Bank – – a. Bank
b. Non Bank 1.900.000 6.265 b. Non Bank
Jumlah 32.248.004 210.391 Total
798 PT Bank Permata Tbk Laporan Tahunan 2025
Page 801
dalam jutaan Rupiah, kecuali dinyatakan lain | in millions of Rupiah, unless otherwise stated
Porsi Pemillik Dana
Fund Owner Portion
Pendapatan
Saldo
yang akan Indikasi
Rata-rata Jumlah
Dibagihasilkan Rate of
Jenis Penghimpunan Dana Average Bagi Hasil
No. Profit Sharing Nisbah Return
Indicator Balance Total Bonus
Income (%) Rate of
and Profit
Return
Sharing
Indication (%)
A B C D E
1 Liabilitas kepada Bank Lain – – – – –
Deposits from Other Bank
2 Giro Mudharabah
Current Accounts Mudharabah
a. Bank 484.532 2.731 3,00 82 0,20
b. Non Bank 6.682.653 37.665 3,01 1.132 0,20
3 Tabungan Mudharabah
Savings Mudharabah
a. Bank 726.239 4.093 23,80 974 1,61
b. Non Bank 8.417.910 47.445 15,15 7.188 1,02
4 Deposito Mudharabah
Time Deposits Mudharabah
a. Bank
– 1 Bulan | Month 38.650 218 33,03 72 2,24
– 3 Bulan | Month 48.700 274 33,21 91 2,24
– 6 Bulan | Month 299.000 1.685 33,00 556 2,23
– 12 Bulan | Month 6.300 36 33,33 12 2,29
b. Non Bank
– 1 Bulan | Month 3.441.981 19.400 41,32 8.016 2,79
– 3 Bulan | Month 2.490.994 14.040 33,34 4.681 2,26
– 6 Bulan | Month 4.022.573 22.672 32,56 7.383 2,20
– 12 Bulan | Month 3.387.985 19.095 32,54 6.213 2,20
5 Surat Berharga yang Diterbitkan – – – – –
Securities Issued
6 Pembiayaan yang Diterima – – – – –
Loans Received
Jumlah | Total 30.047.517 169.354 – 36.400 –
2025 Annual Report PT Bank Permata Tbk 799
Page 802
Tata Kelola Perusahaan
Good Corporate
Governance
Audit Eksternal
External Audit
Laporan keuangan Permata Bank untuk tanggal dan tahun Financial statements of Permata Bank as of and for the year ended
yang berakhir pada tanggal 31 Desember 2025 telah diaudit 31 December 2025 were audited by KAP Rintis, Jumadi, Rianto &
oleh KAP Rintis, Jumadi, Rianto & Rekan (merupakan firma Rekan (member firm of PwC global network), a registered firm
anggota jaringan PwC) yang telah terdaftar di Otoritas Jasa in Financial Service Authority. The appointment of KAP Rintis,
Keuangan. Penunjukan KAP Rintis, Jumadi, Rianto & Rekan telah Jumadi, Rianto & Rekan has taken into consideration the prevailing
memperhatikan ketentuan-ketentuan yang berlaku. regulations.
Laporan keuangan tahun 2025 merupakan laporan keuangan The 2025 financial statements were the eighth-year financial
tahun kedelapan yang diaudit oleh KAP Rintis, Jumadi, Rianto statements audited by KAP Rintis, Jumadi, Rianto & Rekan with
& Rekan. Total biaya yang dibayarkan untuk jasa audit sebesar audit fee of Rp9,000 million (including audit of Group Reporting
Rp9.000 juta (termasuk audit atas Group Reporting Forms dan di Forms and exclude VAT and OPE).
luar PPN dan OPE).
Berikut adalah KAP yang melakukan audit Permata Bank selama Below is the list of KAP audited Permata Bank for the last
lima tahun terakhir: five years:
Tahun Nama Akuntan Publik
Nama Kantor Akuntan Publik Jasa yang Diberikan
Pemeriksaan (Penanggung Jawab)
Public Accounting Firm Service Provided
Year Public Accountant
2025 Rintis, Jumadi, Rianto & Rekan Eddy Rintis, S.E., CPA Audit laporan keuangan
Audit on financial statements
2024 Rintis, Jumadi, Rianto & Rekan (dahulu Eddy Rintis, S.E., CPA Audit laporan keuangan
Tanudiredja, Wibisana, Rintis & Rekan) Audit on financial statements
(formerly Tanudiredja, Wibisana, Rintis &
Rekan)
2023 Tanudiredja, Wibisana, Rintis & Rekan Drs. M. Jusuf Wibisana, M.Ec., CPA Audit laporan keuangan
Audit on financial statements
2022 Tanudiredja, Wibisana, Rintis & Rekan Eddy Rintis, S.E., CPA Audit laporan keuangan
Audit on financial statements
2021 Tanudiredja, Wibisana, Rintis & Rekan Eddy Rintis, S.E., CPA Audit laporan keuangan
Audit on financial statements
Jasa Lain Other Services
Selain melakukan pekerjaan audit atas Laporan Keuangan, KAP In addition to carrying out audit work on the Financial Statements,
Rintis, Jumadi, Rianto & Rekan juga memberikan jasa lainnya. KAP Rintis, Jumadi, Rianto & Rekan also provide other services.
800 PT Bank Permata Tbk Laporan Tahunan 2025
Page 803
Untuk tahun buku 2025, jasa lainnya beserta fee yang diberikan For financial year 2025, details of other services and fees provided
adalah sebagai berikut: are as follows:
Biaya sebelum Pajak
No. Jenis Jasa Type of Service Fee exclude Tax
(Rp)
1 Reviu Group Reporting Package 31 Maret Review Group Reporting Package as of 1.600.000.000
2025 31 March 2025
2 Audit Group Reporting Package 30 Juni 2025 Audit Group Reporting Package as of 30 June 3.600.000.000
2025
3 Reviu Group Reporting Package Review Group Reporting Package as of 1.600.000.000
30 September 2025 30 September 2025
4 Penilaian Indepeden terkait Insiden Mobile & Independent Assessment related to Mobile & 4.850.000.000
Internet Banking (perpanjangan) Internet Banking Incident (extension)
5 Revaluasi Aset Tetap (AUP) AUP Fixed Asset Revaluation 130.000.000
Sistem Pengendalian Internal
Internal Control System
Sistem Pengendalian Internal (SPI) merupakan suatu mekanisme The Internal Control System (ICS) is a continuous monitoring
pengawasan yang ditetapkan oleh manajemen Permata Bank mechanism established by Permata Bank’s management.
secara berkesinambungan. SPI yang efektif merupakan An effective ICS serves as a critical component of the Bank’s
komponen penting dalam manajemen Permata Bank dan menjadi governance framework and forms the foundation for sound
dasar bagi kegiatan operasional yang sehat dan aman. SPI yang and secure operational activities. It enables the Board of
efektif dapat membantu Dewan Komisaris dan Direksi dalam Commissioners and the Board of Directors to safeguard the Bank’s
menjaga aset Permata Bank, menjamin tersedianya pelaporan assets, ensure the reliability of financial and managerial reporting,
keuangan dan manajerial yang dapat dipercaya, meningkatkan enhance compliance with applicable laws and regulations,
kepatuhan Permata Bank terhadap ketentuan dan peraturan and mitigate the risks of losses, irregularities, and breaches of
perundang-undangan, serta mengurangi risiko terjadinya prudential standards.
kerugian, penyimpangan, dan pelanggaran aspek kehati-hatian.
Acuan Sistem Pengendalian Internal Regulatory Basis of Internal Control System
Dalam menerapkan sistem pengendalian internal, Permata Bank In implementing the internal control system, Permata Bank
mengacu pada Surat Edaran OJK No. 35/SEOJK.03/2017 tentang refers to OJK Circular Letter No. 35/SEOJK.03/2017 on Standard
Pedoman Standar Sistem Pengendalian Internal bagi Bank Umum Guidelines for Internal Control System for Commercial Banks
yang diterbitkan pada tanggal 7 Juli 2017, serta Internal Control issued on 7 July 2017, and Internal Control Integrated Framework
Integrated Framework yang dikembangkan oleh Committee of developed by the Committee of Sponsoring Organization of the
Sponsoring Organization of the Treadway Commission (COSO) Treadway Commission (COSO) in 2013.
tahun 2013.
Penerapan sistem pengendalian internal di Permata Bank Referring to the SEOJK, the implementation of internal
mengacu pada SEOJK, dijalankan berdasarkan lima control system in Permata Bank is carried out based on the
komponen, yaitu: five components:
1. Pengawasan oleh manajemen dan budaya pengendalian; 1. Supervision by management and culture of control;
2. Identifikasi dan penilaian risiko; 2. Risk identification and assessment;
3. Kegiatan pengendalian dan pemisahan fungsi; 3. Control activities and segregation of functions;
4. Sistem akuntansi, informasi, dan komunikasi; dan 4. Accounting system, information, and communications; and
5. Kegiatan pemantauan dan tindakan koreksi penyimpangan. 5. Monitoring activities and corrective actions for irregularities.
2025 Annual Report PT Bank Permata Tbk 801
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Tata Kelola Perusahaan
Good Corporate
Governance
Pelaksanaan Pengendalian Internal Internal Control Implementation
Permata Bank menerapkan sistem pengendalian internal Permata Bank implements the internal control system with
dengan strategi dan desain yang bertujuan untuk secara dini strategies and designs aimed at early identification of events that
mengidentifikasi kemungkinan terjadinya suatu kejadian yang may affect Permata Bank, which include the following:
dapat mempengaruhi Permata Bank, antara lain dengan cara:
1. Menjaga dan mengamankan aset; 1. To maintain and secure assets;
2. Memberikan jaminan tersedianya laporan yang akurat dan 2. To guarantee the availability of accurate and reliable reports;
dapat diandalkan;
3. Meningkatkan efektivitas dan efisiensi dalam kegiatan 3. To improve the effectiveness and efficiency of operational
operasional; activities;
4. Meningkatkan kepatuhan terhadap regulasi dan peraturan 4. To improve the compliance with regulation and the prevailing
yang berlaku; dan laws; and
5. Mengantisipasi dan memitigasi kerugian, penyimpangan, dan 5. To anticipate and mitigate losses, violations, and breaches of
pelanggaran terhadap prinsip kehati-hatian. prudential principles.
Sistem pengendalian internal Permata Bank berfungsi untuk Permata Bank’s internal control system serves to ensure that risk
memastikan pengelolaan risiko agar tetap berada dalam batas management remains within the established tolerance limits. In
toleransi yang telah ditetapkan. Dalam kegiatan operasional, operational activities, the internal control system is designed and
sistem pengendalian internal dirancang dan diterapkan untuk implemented to manage and control risks, rather than to eliminate
mengelola dan mengendalikan risiko, bukan untuk menghilangkan them entirely. Accordingly, the internal control system is expected
risiko sepenuhnya. Dengan demikian, sistem pengendalian to provide reasonable assurance regarding the achievement of
internal diharapkan dapat memberikan tingkat keyakinan yang control objectives within an entity. However, it cannot guarantee
memadai terhadap pencapaian tujuan pengendalian dalam absolute prevention of material misstatements, losses, or other
suatu entitas, namun sistem ini tidak dapat menjamin secara unforeseen circumstances.
mutlak terhindarnya salah saji yang material, kerugian, atau
terjadinya kondisi lain yang tidak terduga.
Berdasarkan uraian di atas, penerapan Sistem Pengendalian Based on the explanation above, the implementation of Internal
Internal dapat dijabarkan sebagai berikut: Control System covers:
1. Pengendalian Operasional 1. Operational Control
a. Direksi melakukan pengkajian berkala berdasarkan a. The Board of Directors conducts regular reviews based on
informasi dan laporan kinerja operasional, serta Laporan information and operational performance reports, as well
Profil Risiko Bank, sehingga Direksi dapat segera as on the Bank’s Risk Profile Report, hence the Board of
mendeteksi bila terdapat kelemahan dalam proses Directors can immediately detect any weaknesses in the
pengendalian, kesalahan laporan keuangan, atau terjadi control process, financial statement errors, or deviations in
penyimpangan ketentuan dan kejadian fraud. provisions and fraud incidents.
b. Satuan Kerja Audit Internal (SKAI) melaksanakan b. Internal Audit conducts assurance audits periodically
pemeriksaan assurance secara periodik dan memberikan and provide consulting services towards activities of
jasa konsultasi terhadap aktivitas di unit kerja. working units.
c. Bank menetapkan limit-limit risiko yang menjadi c. The Bank sets risk limits that serves as guidelines for
panduan bagi unit bisnis dan fungsi pendukung (support business units and support functions in carrying out their
function) dalam melakukan aktivitasnya dan melakukan activities, and conducts periodic controls to ensure that
pengendalian secara berkala untuk memastikan tidak there is no limit breach that could potentially endanger
adanya pelampauan limit yang menimbulkan potensi the Bank.
bahaya bagi Bank.
d. Bank melakukan pengendalian risiko keamanan d. The Bank implements information security risk
informasi yang dikelola oleh Divisi Information Security controls through a collaborative structure between the
Risk Management di bawah Direktorat Risiko sebagai Information Security Risk Management Division under
Peran Lini Kedua bekerja sama dengan Departemen the Risk Directorate, serving as the Second Line Role,
Cybersecurity Operations di bawah Direktorat Teknologi and the Cybersecurity Operations Department under the
sebagai Peran Lini Pertama yang berkoordinasi dengan Technology Directorate, serving as the First Line Role.
unit-unit terkait dalam melakukan manajemen risiko, These units work together with relevant stakeholders to
802 PT Bank Permata Tbk Laporan Tahunan 2025
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memantau dan mengevaluasi indikator-indikator terkait, manage risks, monitor and evaluate related indicators,
serta melakukan eskalasi kepada Komite Risiko atas and escalate any matters involving information security
segala hal yang memiliki eksposur risiko keamanan exposures or incidents to the Risk Committee.
informasi dan insiden keamanan informasi.
e. Bank menerapkan pemisahan fungsi, dual control/ e. The Bank implements segregation of duties, dual control/
dual custody, serta konsep rekonsiliasi dalam setiap dual custody, and reconciliation practices across its
aktivitas operasional untuk memitigasi potensi terjadinya operational activities to mitigate the risk of employee
penyimpangan maupun kesalahan oleh karyawan atas misconduct or errors in carrying out their responsibilities.
aktivitas yang dilaksanakannya.
f. Selain itu, Bank memastikan terselenggaranya f. The Bank applies adequate administration,
administrasi, dokumentasi, serta ketentuan back-up yang documentation, and back up procedures for all corporate
memadai terhadap seluruh dokumen perusahaan, baik documents, including both internal policy documents and
dokumen ketentuan internal maupun dokumen transaksi. transaction records.
2. Pengendalian Keuangan 2. Financial Control
a. Bank menyusun Rencana Bisnis Bank (RBB) yang a. The Bank prepares a Bank Business Plan (RBB), approved
memperoleh persetujuan Direksi dan Dewan Komisaris by the Board of Directors and the Board of Commissioners,
sebagai pedoman dalam menjalankan aktivitas bisnis. to serve as a guideline for conducting business activities.
RBB tersebut juga menjadi dasar bagi Bank untuk RBB also provides a basis for monitoring business
memantau perkembangan bisnis serta dinamika developments and external environmental factors that
lingkungan eksternal yang dapat mempengaruhi may affect the Bank’s strategic direction.
strategi Bank.
b. Bank melaksanakan stress testing secara berkala guna b. The Bank conducts periodic stress testing to ensure the
memastikan kecukupan permodalan Bank dalam adequacy of the Bank’s capital (Capital Adequacy Ratio).
memenuhi Kewajiban Penyediaan Modal Minimum.
c. Bank melakukan pemantauan atas pencapaian c. The Bank monitors performance achievements and
kinerja, serta melakukan kaji ulang terhadap realisasi performs reviews of the realization of work plans and
pelaksanaan rencana kerja dan anggaran. budgets.
d. Bank memastikan bahwa seluruh kebijakan dan standar d. The Bank ensures that all policies and accounting
akuntansi diperbarui secara berkala sesuai dengan standards are updated regularly in accordance with
ketentuan dan peraturan yang berlaku. applicable laws and regulations.
3. Kepatuhan terhadap Hukum dan Peraturan Perundang- 3. Compliance with Laws and Regulations
undangan
Permata Bank memiliki komitmen untuk senantiasa mematuhi Permata Bank is committed to always comply with applicable
hukum dan peraturan perundang-undangan yang berlaku laws and regulations and to take appropriate escalation
serta melakukan tindakan eskalasi dan rencana perbaikan actions and improvement plans if weaknesses are found in the
yang memadai bilamana ditemukan adanya kelemahan ongoing process.
pada proses yang berlangsung.
Permata Bank memiliki sejumlah ketentuan terkait dengan Permata Bank has a number of provisions related to the
penerapan anti-penyuapan dan korupsi antara lain: implementation of anti-bribery and corruption such as:
a. Kebijakan Anti-Penyuapan; a. Anti-Bribery Policy;
b. Kode Etik Karyawan; b. Employee Code of Conduct;
c. Kebijakan Pemberian Hadiah dan Jamuan; dan c. Gift and Entertainment Policy; and
d. Kebijakan Benturan Kepentingan. d. Conflict of Interest Policy.
Permata Bank mewajibkan seluruh karyawan Permata Bank requires all employees to sign a Statement of
menandatangani Pernyataan Kode Etik Perilaku Karyawan Employee Code of Conduct and Integrity Pact, which contains,
dan Pakta Integritas, yang antara lain berisi: among others, a statement to:
a. Menolak penyuapan dan korupsi. a. Refuse bribery and corruption.
b. Menciptakan lingkungan kerja yang bebas dari Korupsi, b. Create a work environment free from Corruption, Collusion,
Kolusi, dan Nepotisme (KKN). and Nepotism (KKN).
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Tata Kelola Perusahaan
Good Corporate
Governance
Permata Bank membentuk Divisi Anti-Bribery & Corruption Permata Bank has established Anti-Bribery & Corruption (ABC)
(ABC) untuk mengkoordinasi seluruh kegiatan Permata Bank Division to coordinate all Permata Bank activities related to
yang terkait dengan pelaksanaan strategi anti-penyuapan the implementation of anti-bribery and corruption strategies.
dan korupsi. Divisi Anti-Bribery & Corruption bertanggung The Anti-Bribery & Corruption Division is responsible for the
jawab atas penerapan standar global dan sertifikasi SNI implementation of global standards and certification of the
ISO 37001:2016 Sistem Manajemen Anti-Penyuapan di SNI ISO 37001:2016 Anti-Bribery Management System at
Permata Bank. Permata Bank.
Divisi Anti-Bribery & Corruption memberikan advis, opini, dan The Anti-Bribery & Corruption Division provides advice,
solusi sehingga risiko penyuapan dan korupsi di Permata Bank opinions, and solutions so that the risk of bribery and corruption
dapat dicegah dan/atau dimitigasi, termasuk melakukan in Permata Bank can be prevented and/or mitigated,
sosialisasi dan pelatihan anti-bribery and corruption including conducting anti-bribery and corruption awareness
awareness kepada semua karyawan Permata Bank. socialization and training to all Permata Bank’s employees.
Divisi Anti-Bribery & Corruption bekerja sama dengan unit-unit The Anti-Bribery & Corruption Division, in cooperation with
lain melaksanakan proses investigasi insiden atau potensi other units, carries out the process of investigating incidents or
penyuapan dan korupsi, jika diperlukan. potential bribery and corruption, if necessary.
Pada bulan Oktober 2025, telah dilakukan pemeriksaan In October 2025, the implementation of Anti Bribery
atas penerapan Sistem Manajemen Anti Penyuapan (SMAP) Management System (ABMS) and ISO 37001:2016
dan sertifikasi ISO 37001:2016 di Permata Bank oleh BSI certification at Permata Bank was examined by BSI group,
grup dengan hasil SMAP telah diterapkan secara efektif dan with the result that the ABMS has implemented effectively and
kepemilikan sertifikasi ISO 37001:2016 dapat dilanjutkan. ISO 37001:2016 certification has been recommended.
Komitmen dan Peningkatan Integritas Integrity Commitment and Improvement
Melalui berbagai inisiatif yang telah dijalankan, Permata Through the various initiatives implemented, Permata Bank
Bank menegaskan penerapan prinsip tanpa toleransi (zero reaffirms its zero tolerance policy toward all forms of bribery
tolerance) terhadap segala bentuk suap dan pelanggaran and violations of the Code of Ethics. Any violations are subject
kode etik. Setiap pelanggaran akan dikenakan sanksi sesuai to sanctions in accordance with applicable regulations.
dengan ketentuan yang berlaku.
Sebagai upaya untuk meningkatkan integritas di lingkungan As part of efforts to enhance integrity within Permata Bank,
Permata Bank, pada bulan Juli 2025, sebanyak 28 personel dari in July 2025, a total of 28 personnel from the Legal and
Direktorat Hukum dan Kepatuhan telah mengikuti sertifikasi Compliance Directorate participated in the Integrity Builder
Ahli Pembangun Integritas (API) yang diselenggarakan Expert (Ahli Pembangun Integritas/API) certification organized
oleh Komisi Pemberantasan Korupsi (KPK) dan dinyatakan by the Corruption Eradication Commission (KPK) and were
lulus. Sertifikasi tersebut menghasilkan 14 Ahli Pembangun declared to have successfully passed the certification. The
Integritas Utama dan 14 Ahli Pembangun Integritas Muda. program resulted in 14 Senior Integrity Builder Experts and 14
Program peningkatan integritas melalui sertifikasi API ini Junior Integrity Builder Experts. This integrity enhancement
akan dilanjutkan pada tahun berikutnya dengan melibatkan initiative through API certification will be continued in the
personel dari berbagai Direktorat di Permata Bank. following year by involving personnel from various Directorates
within Permata Bank.
Untuk memastikan efektivitas penerapan pengendalian internal To ensure the effectiveness of internal control implementation and
dan menjaga profil risiko Bank sesuai dalam batasan toleransi maintaining risk profile of the Bank within risk tolerance and risk
risiko dan risk appetite, Bank mengadopsi konsep Model Tiga Lini appetite, the Bank adopts the concept of Three Lines Model for the
(Three Lines Model) untuk Sistem Pengendalian Internal. Internal Control System.
804 PT Bank Permata Tbk Laporan Tahunan 2025
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Konsep Model Tiga Lini dijabarkan sebagai: The Three Lines Model are described as:
1. Peran Lini Pertama 1. First Line Role
Peran Lini Pertama adalah Unit Pengambil Risiko (Risk Taking First Line Role is the Risk-Taking Unit (RTU) or the businesses
Unit) atau unit bisnis dan/atau fungsi terkait yang melakukan unit and/or functions that are engaged in or supporting
atau mendukung aktivitas untuk menghasilkan pendapatan, revenue generating activities that own and manage the risks.
yaitu yang memiliki dan mengelola risiko.
Tanggung jawab para manajer di Peran Lini Pertama adalah: The responsibilities of the managers in First Line Role are:
a. Memastikan seluruh risiko diidentifikasi, diukur, dimonitor, a. Ensure all risks are identified, measured, monitored, and
dan dikontrol; controlled;
b. Menetapkan kontrol yang memadai untuk risiko-risiko b. Setting-up adequate controls for the risk appetite to
yang telah diketahui guna memastikan risiko dikelola ensure they are within acceptable boundaries and to have
dalam batasan yang dapat diterima dan standar yang consistent standards;
konsisten;
c. Memastikan seluruh kebijakan, prosedur, limit, dan kontrol c. Ensuring all applicable policies, procedures, limits, and
risiko yang diperlukan lainnya telah diimplementasikan other risk control requirements are implemented and
dan dipatuhi; complied with;
d. Merespons dengan cepat atas kejadian internal dan d. Responding promptly to internal and external events to
eksternal untuk memitigasi dampak kerugian pada Bank mitigate any adverse impact on the Bank and report these
dan melaporkan kejadian tersebut sesuai dengan standar events in accordance with applicable standards;
yang berlaku;
e. Mengidentifikasi dan mengeskalasikan risiko baru dan e. Identifying and escalating new and emerging risks that
yang muncul (emerging risk) yang dapat menjadi material could be material to the Bank;
bagi Bank;
f. Memastikan strategi bisnis (atau fungsional) sejalan f. Aligning business (or functional) strategy with risk appetite
dengan risk appetite dan toleransi risiko, dan and risk tolerance, and seeking to optimize the risk-return
mengoptimalisasikan profil risiko pengembalian profile of the business;
atas bisnis;
g. Memiliki dan merancang proses, kontrol, dan standar g. Owning and designing processes, controls, and standards
sesuai dengan Risk Type Framework dan kebijakan for adhering to Risk Type Framework and policies
bisnisnya; dan applicable to their businesses; and
h. Mempromosikan budaya risiko yang sehat dan perilaku h. Promoting a healthy risk culture and good conduct.
yang baik.
Dalam memenuhi tanggung jawab di atas, Peran Lini Pertama In fulfilling the above responsibilities, the First Line Role should
harus secara aktif mencari saran dari spesialis perwakilan actively seek advice from responsible Second Line Role
Peran Lini Kedua. Manajer pada Peran Lini Pertama wajib representatives. Managers in the First Line Role must set the
menentukan pola dan ekspektasi yang sesuai untuk tim dan appropriate tone and expectations for their teams and their
area tanggung jawab mereka. Mereka harus memastikan area of responsibility. They must ensure that team members
anggota tim mereka mampu memberikan kinerja yang are capable of performing their roles successfully and are
baik dalam perannya dan proaktif dalam memastikan area proactive in seeking regular assurance that their areas of
tanggung jawab mereka memiliki kinerja sesuai standar yang responsibility are performing to an acceptable standard.
dapat diterima.
2. Peran Lini Kedua 2. Second Line Role
Peran Lini Kedua adalah fungsi kontrol independen dari Peran Second Line Role is the independent control functions of
Lini Pertama yang mengawasi dan memastikan manajemen the First Line that provide oversees and ensure the risk
risiko berjalan dengan baik untuk memberikan keyakinan management goes well to provide confidence to the Board
kepada Manajemen. Lini Kedua memiliki wewenang untuk of Management. The Second Line Role has the authority
memberhentikan aktivitas bisnis (dalam cakupan tanggung to stop business activities (within the scope of their
jawab kontrol mereka) jika risiko tidak sejalan dengan kontrol control responsibilities) if risks are not aligned with control
yang dipersyaratkan atau tidak sejalan dengan risk appetite. requirements or risk appetite.
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Tata Kelola Perusahaan
Good Corporate
Governance
Peran Lini Kedua terdiri dari Risk Framework Owner (RFO), The Second Line Role comprises the Risk Framework Owner
yakni Direktur/Chief yang bertanggung jawab atas tipe risiko (RFO), which are the Directors in Charge/Chiefs of particular
tertentu yang dikelola, didukung oleh fungsi kontrol terkait. risk types under their responsibility, supported by their
respective control functions.
Secara khusus untuk Unit Usaha Syariah, Fungsi Manajemen Specifically, for Sharia Business Unit, the Sharia Risk
Risiko Syariah berkoordinasi dengan Dewan Pengawas Management Function coordinates with Sharia Supervisory
Syariah (DPS) dalam melaksanakan tugas dan tanggung Board (SSB) in executing its duties and responsibilities, with
jawabnya, dengan sepengetahuan Direktur Risiko, sementara the acknowledgment of the Risk Director, while the Sharia
Fungsi Kepatuhan Syariah berkoordinasi dengan Dewan Compliance Function coordinates with Sharia Supervisory
Pengawas Syariah (DPS) dalam melaksanakan tugas dan Board (SSB) in executing its duties and responsibilities, with
tanggung jawabnya, dengan sepengetahuan Direktur Hukum the acknowledgment of the Legal & Compliance Director. The
& Kepatuhan. DPS menerima tembusan hasil pelaksanaan SSB receives copies of the result from the implementation
tugas Fungsi Manajemen Risiko Syariah yang disampaikan of Sharia Risk Management Function, which is submitted
kepada Direktur Risiko dan hasil pelaksanaan tugas Fungsi to Risk Director and the result from the implementation of
Kepatuhan Syariah yang disampaikan kepada Direktur Sharia Compliance Function, which is submitted to Legal &
Hukum & Kepatuhan. Compliance Director.
RFO bertanggung jawab memastikan risiko residu berada The RFO are responsible to ensure that the residual risks
dalam batasan risk appetite. Terdapat tiga aspek utama untuk are within risk appetite boundaries. There are three central
melaksanakan tanggung jawab: aspects to discharging this responsibility:
a. Mengidentifikasi risiko material; a. Identifying material risks;
b. Merancang dan memelihara standar kontrol yang b. Designing and maintaining effective control
efektif; dan standards; and
c. Memahami dan menerima tingkat risiko residu. c. Understanding and accepting levels of residual risk.
3. Peran Lini Ketiga 3. Third Line Role
SKAI menjalankan Peran Lini Ketiga yang secara Internal Audit is performing as Third Line Role that
independen mengevaluasi kecukupan dan efektivitas independently evaluates the adequacy and effectiveness of
pengendalian internal. internal control.
Tanggung jawab utama Peran Lini Ketiga: Key responsibility of Third Line Role:
a. Melakukan penilaian secara independen untuk a. To perform independent assessments in order to ensure
memastikan manajemen telah mengidentifikasi risiko management has identified key risks and ensure
utama dan memastikan risiko tersebut telah dikelola management has managed the risks in accordance with
sejalan dengan proses manajemen risiko yang ditetapkan. the established risk management process.
b. Melakukan penilaian secara independen terhadap b. To perform independent assessments on the adequacy of
kecukupan rancangan kontrol dan efektivitas operasional. control design as well as its operating effectiveness.
Secara khusus untuk Unit Usaha Syariah, Fungsi Audit Intern Specifically, for Sharia Business Unit, the Sharia Internal Audit
Syariah berkoordinasi dengan Dewan Pengawas Syariah Function coordinates with the Sharia Supervisory Board
(DPS) dalam melaksanakan tugas dan tanggung jawabnya, (SSB) in executing its duties and responsibilities, with the
dengan sepengetahuan Direktur Utama selaku Direktur yang acknowledgement of the President Director as Director in
Membawahi Fungsi Audit Intern. DPS menerima tembusan Charge (DIC) of the Internal Audit Function. The SSB receives
hasil pelaksanaan tugas Fungsi Audit Intern Syariah copies of the result from the implementation of Sharia Internal
yang disampaikan kepada Direktur Utama dan Chief of Audit Function, which is submitted to President Director and
Internal Audit. Chief of Internal Audit.
806 PT Bank Permata Tbk Laporan Tahunan 2025
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Komite Audit mengawasi peran SKAI seperti yang tercantum The Audit Committee oversees the Internal Audit role as set
di Piagam Audit Internal. out in the Internal Audit Charter.
Dewan Komisaris, Dewan Pengawas Syariah,**) dan Komite Audit
Board of Commissioners, Sharia Supervisory Board,**) and Audit Committee
BOM (Direksi dan Chief)
BOM (Board of Directors and Chief)
Peran Lini Pertama Peran Lini Kedua Peran Lini Ketiga
First Line Role Second Line Role Third Line Role
Risk Taking Units (RTU) Risk Framework Owners (RFO) Audit Internal (SKAI)
Semua manajer di Unit Bisnis Direktur/Chief yang bertanggung jawab
dan Fungsional yang terlibat atas tipe risiko.
dalam atau mendukung
aktivitas yang menghasilkan Auditor Eksternal
pendapatan yang memiliki External Auditor
dan mengelola risiko.
All managers in Businesses Directors/Chiefs in Charge (DIC) of the risk
and Functions engaged types. Regulator
in or supporting revenue
generating activities that own
and manage the risks.
Tipe Risiko Utama
Principal Risk Types
Likuiditas Jangka Keamanan
Kredit Pasar Likuiditas Struktural Modal Operasional
Pendek Informasi
Credit Market Structural Liquidity Capital Operational
Short-Term Liquidity Information Security
Transaksi Intra
Hukum Stratejik Kepatuhan Reputasi Imbal Hasil Investasi Grup*) Iklim
Legal Strategic Compliance Reputational Rate of Return Equity Investment Intra-grup Climate
Transaction*)
* Risiko Transaksi Intra-Group akan diterapkan jika Konglomerasi Keuangan terbentuk.
Intra-Group Transaction Risk will be implemented once Financial Conglomeration is formed.
** Terkait dengan pemenuhan prinsip syariah, Dewan Pengawas Syariah (DPS) menjaga hubungan kerja yang independen dengan Direksi (BOD) dan Dewan Komisaris
(BOC). Namun, dalam pelaksanaan tugasnya, DPS berkoordinasi dengan BOD dan BOC.
Related to sharia principles fulfillment. The Sharia Supervisory Board (SSB) maintains an independent working relationship with the Board of Directors (BOD) and the
Board of Commissioners (BOC). However, in the execution of its duties, the SSB coordinates with the BOD and BOC.
Pernyataan Kecukupan Pengendalian Internal Statement of Adequacy of Internal Control
System
Sistem pengendalian internal merupakan proses yang dijalankan The internal control system is a process carried out by the Board
oleh Dewan Komisaris, Direksi, Pejabat Eksekutif Bank, Komite of Commissioners, the Board of Directors, the Bank’s Executives
Risiko, SKAI, dan seluruh karyawan Bank. Officer, Risk Committees, Internal Audit, as well as all the
Bank’s employees.
Direksi dan Dewan Komisaris berkomitmen untuk memastikan The Board of Directors and the Board of Commissioners
bahwa Tata Kelola Perusahaan yang Baik dijalankan dengan are committed to ensure that Good Corporate Governance
baik sebagai dasar pencapaian tujuan untuk menjaga dan is implemented as the foundation to achieve the goal of
meningkatkan nilai Bank. Salah satu implementasi Tata Kelola protecting and increasing the value of the Bank. One of the good
Perusahaan yang Baik adalah memastikan bahwa sistem implementations of Good Corporate Governance is ensuring that
pengendalian internal telah dilaksanakan secara memadai. Direksi internal control is adequately carried out. The Board of Directors
2025 Annual Report PT Bank Permata Tbk 807
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Tata Kelola Perusahaan
Good Corporate
Governance
bertanggung jawab untuk memastikan sistem pengendalian is responsible for ensuring the internal control is effectively
internal telah diimplementasikan secara efektif untuk mencapai implemented to enable the Bank to achieve its goal.
tujuan Bank.
Komitmen Direksi dalam menjadikan sistem pengendalian internal The commitment of the Board of Directors in creating an internal
sebagai salah satu budaya Permata Bank diterjemahkan dalam control system as part of Permata Bank’s culture, is described
tugas-tugas berikut: as follows:
1. Menyusun struktur organisasi yang sesuai dengan tujuan 1. Setting up an organizational structure that is in line with
Permata Bank. Permata Bank’s objectives.
2. Menetapkan wewenang dan tanggung jawab. 2. Determining authorities and responsibilities.
3. Menjunjung integritas dan nilai-nilai etika. 3. Upholding integrity and ethical values.
4. Melakukan pelatihan dan pengembangan sumber daya 4. Conducting training and human resources development in
manusia sesuai dengan pengembangan karier dan kebutuhan accordance with career development and Permata Bank’s
Permata Bank. requirements.
5. Melakukan pemantauan dan memberikan arahan serta 5. Monitoring, directing, and observing external factors that
memperhatikan faktor-faktor eksternal yang dapat may affect Permata Bank’s operational activities and the
mempengaruhi kegiatan operasional Permata Bank dan implementation of risk management.
penerapan manajemen risiko.
Dewan Komisaris melalui Komite Audit bertanggung jawab The Board of Commissioners through the Audit Committee is
dalam mengkaji kecukupan dan efektivitas sistem pengendalian responsible for reviewing the adequacy and effectiveness of
internal serta mengevaluasi kecukupan upaya manajemen dalam the internal control system and evaluating the adequacy of
mengembangkan budaya pengendalian. management’s efforts in developing a control culture.
Permata Bank menetapkan bahwa tata kelola dan sistem Permata Bank situates governance and the internal control
pengendalian internal menjadi tanggung jawab Direksi, Dewan system as a responsibility of the Board of Directors, the Board
Komisaris, dan seluruh karyawan sebagai dasar pencapaian of Commissioners, and all employees as the foundation to
tujuan, serta menjaga dan meningkatkan nilai Permata Bank. achieve the Bank’s goals, as well as to maintain and improve
Permata Bank values.
Kesesuaian Pengendalian Internal dengan Compatibility of Internal Control with COSO
COSO
Permata Bank menjalankan Sistem Pengendalian Internal (SPI) Implementation of Permata Bank’s Internal Control System (ICS)
dengan mengacu pada COSO-Internal Control Integrated refers to COSO-Internal Control Integrated Framework, with five
Framework, dengan lima komponen pengendalian internal, yakni: internal control components, as follows:
1. Pengendalian Lingkungan. 1. Control Environment.
2. Penilaian Risiko. 2. Risk Assessment.
3. Pengendalian Aktivitas. 3. Control Activities.
4. Informasi dan Komunikasi. 4. Information and Communication.
5. Pemantauan Aktivitas. 5. Monitoring Activities.
Penilaian Efektivitas Pengendalian Internal Evaluation of Internal Control Effectiveness
2025 2025
Direksi bertanggung jawab atas terselenggaranya SPI yang The Board of Directors is responsible for the implementation
andal dan efektif untuk meningkatkan budaya sadar risiko yang of reliable and effective ICS to improve risk culture awareness
harus dipastikan telah melekat di setiap jenjang organisasi. and ensure that those values have embedded in every level of
Permasalahan terkait dengan kecukupan pengendalian internal organization. Issues related to the adequacy of internal control
telah dilaporkan kepada Direksi dan langkah-langkah tindak were reported to the Board of Directors and follow-up measures
lanjut telah dilakukan untuk meminimalisasi risiko. Laporan juga were taken to minimize risks. Reports were also submitted to the
disampaikan kepada Dewan Komisaris melalui Komite di tingkat Board of Commissioners through the Committee at the Board of
Dewan Komisaris. Commissioners level.
808 PT Bank Permata Tbk Laporan Tahunan 2025
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Dewan Komisaris dibantu oleh Komite Audit bertanggung jawab The Board of Commissioners, assisted by the Audit Committee,
untuk melakukan pengawasan terhadap pengendalian internal is responsible for overseeing overall implementation of internal
secara umum termasuk pengawasan terhadap kebijakan Direksi controls, including oversight of the Board of Directors’ policies
yang menetapkan pengendalian internal tersebut. Selain itu, that stipulate such internal control. In addition, the Board of
terkait pengendalian internal, Dewan Komisaris juga dibantu oleh Commissioners, related to internal controls, is assisted by
Komite Pemantau Risiko dan Komite Remunerasi dan Nominasi. the Risk Monitoring Committee and the Remuneration and
Nomination Committee.
SKAI bertanggung jawab melakukan penilaian efektivitas Internal Audit is responsible for evaluating internal control
pengendalian internal atas kegiatan operasional Bank dengan effectiveness of the Bank’s operational activities by carrying out
cara melaksanakan pemeriksaan assurance dan memberikan assurance audit and providing consulting services. The results
jasa konsultasi. Hasil pemeriksaan assurance dan jasa konsultasi of assurance audits and consulting services are submitted to the
disampaikan kepada Direksi untuk ditindaklanjuti dan dipantau Board of Directors for further follow up and to be monitored to
pelaksanaannya dalam rangka memastikan pengendalian ensure internal controls are operating effectively.
internal telah berjalan secara efektif.
Berdasarkan evaluasi yang telah dilakukan selama tahun Based on the evaluation conducted during 2025, we conclude that
2025, kami menyimpulkan bahwa SPI pada Permata Bank the ICS of Permata Bank is adequate.
telah memadai.
Laporan dan Pernyataan Direksi terhadap Report and Board of Directors’ Statement
Pengendalian Internal atas Proses Pelaporan on Internal Control over the Bank’s Financial
Keuangan Bank Reporting
Direksi bertanggung jawab atas penerapan Pengendalian The Board of Directors is responsible for the implementation of
Internal atas proses Pelaporan Keuangan Bank/Internal Internal Controls over the Bank’s Financial Reporting process
Controls over the Bank’s Financial Reporting process (ICoFR) (ICoFR) as required by POJK No. 15 of 2024 regarding the
sebagaimana diatur dalam POJK No. 15 Tahun 2024 tentang Integrity of Bank Financial Reporting, which requires the Bank to
Integritas Pelaporan Keuangan Bank, yang mewajibkan Bank maintain internal controls over its financial reporting processes
untuk menerapkan pengendalian internal atas proses pelaporan and financial information to ensure the integrity, accuracy,
keuangan dan informasi keuangan guna memastikan integritas, reliability, and transparency of the financial statements and
akurasi, keandalan, serta transparansi laporan keuangan dan information produced. The Bank’s ICoFR is designed to provide
informasi keuangan yang dihasilkan. ICoFR Bank dirancang untuk reasonable assurance regarding the reliability of its financial
memberikan keyakinan yang memadai atas keandalan pelaporan reporting and the preparation of financial statements for external
keuangan serta penyusunan laporan keuangan untuk keperluan reporting purposes.
pelaporan eksternal.
Untuk mendukung penerapan ICoFR yang efektif di seluruh To support the effective implementation of ICoFR across all
tingkatan organisasi, Bank telah menetapkan Kebijakan dan organizational levels, the Bank has established the Internal Control
Prosedur Pengendalian Internal atas Pelaporan Keuangan. Selain Policies and Procedures over Financial Reporting. Furthermore,
itu, Bank juga telah membentuk Unit Kerja Khusus di bawah the Bank has established Special Working Unit under the Risk
Direktorat Risiko yang bertugas memberikan dukungan dalam Directorate to provide support for the implementation of internal
pelaksanaan pengendalian internal atas pelaporan keuangan controls over financial reporting and financial information.
dan informasi keuangan.
Sesuai dengan Laporan Keuangan Permata Bank periode In accordance with the Permata Bank’s Financial Statement as
31 Desember 2025, Direksi menyatakan bertanggung jawab atas: of 31 December 2025, the Board of Directors declares that it is
responsible for:
1. Penyusunan dan penyajian Laporan Keuangan Bank. 1. Preparation and presentation of the Bank Financial Statement.
2. Laporan Keuangan Bank telah disusun dan disajikan sesuai 2. The Financial Statements of the Bank have been prepared and
dengan Standar Akuntansi Keuangan Indonesia. presented in accordance with Indonesia Financial Accounting
Standards.
3. Kelengkapan dan kebenaran isi Laporan Keuangan. 3. Completeness and accuracy of the contents of the Bank
Financial Statement.
4. Penerapan sistem pengendalian internal dalam Bank. 4. Implementation of internal control system of the Bank.
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Tata Kelola Perusahaan
Good Corporate
Governance
Penerapan ICoFR di Bank disusun dalam suatu rencana The implementation of ICoFR at the Bank has been structured as
implementasi selama empat tahun. Tahun pertama dimulai pada a four-year plan. The first year commences in 2025, covers the
tahun 2025, yang mencakup penerapan: implementation of:
i. Entity Level Controls khususnya pada indirect control untuk i. Entity Level Controls specially on indirect controls for Code
area Kode Etik serta direct control untuk area tata kelola of Ethics areas and on direct control of Financial Transparent
Pelaporan Keuangan yang Transparan, Reporting governance area,
ii. Kredit Korporasi Konvensional, serta ii. Conventional Corporate Loans, and
iii. IT General Controls untuk sistem yang mendukung proses iii. IT General Controls for systems supporting Conventional
Kredit Korporasi Konvensional. Bank berkomitmen untuk Corporate Loan processes. The Bank remains committed
melanjutkan implementasi ICoFR secara bertahap, terukur, to continuing the gradual, measured, and sustainable
dan berkelanjutan. implementation of ICoFR.
Karena adanya keterbatasan inheren, maka ICoFR tidak dapat Because of inherent limitations, ICoFR may not prevent or detect
sepenuhnya mencegah atau mendeteksi seluruh kesalahan misstatements. Also, projections of any effectiveness evaluation
penyajian. Selain itu, proyeksi atas setiap evaluasi efektivitas untuk for future periods are subject to the risk that controls may become
periode mendatang terdapat kemungkinan bahwa pengendalian inadequate because of the changes in conditions, or that degree
dapat menjadi tidak memadai akibat perubahan kondisi, atau of compliance with the policies or procedures may deteriorate.
menurunnya tingkat kepatuhan terhadap kebijakan dan prosedur.
Direksi Permata Bank telah melakukan penilaian atas efektivitas The Bank’s Permata Board of Directors assessed the effectiveness
ICoFR Bank per tanggal 31 Desember 2025 dengan mengacu of Bank’s ICoFR as of 31 December 2025 based on the criteria
pada kriteria yang ditetapkan oleh Committee of Sponsoring set forth by the Committee of Sponsoring Organizations of the
Organizations of the Treadway Commission (COSO) dalam Treadway Commission (COSO) in Internal Control – Integrated
Internal Control – Integrated Framework (2013). Berdasarkan Framework (2013). Based on this assessment, Board of Directors
hasil penilaian tersebut, Direksi menyimpulkan bahwa per concluded that, as of 31 December 2025, the Bank’s internal
tanggal 31 Desember 2025, pengendalian internal atas pelaporan control over financial reporting for the areas established in 2025
keuangan Bank untuk area yang ditetapkan pada tahun 2025 was effective.
telah berjalan secara efektif.
Manajemen Risiko
Risk Management
Selama tahun 2025, Permata Bank senantiasa memperkuat Throughout 2025, Permata Bank consistently strengthened its
kerangka manajemen risiko untuk memastikan keberlanjutan risk management framework to ensure business sustainability,
usaha, menjaga kualitas kinerja, serta mendukung pencapaian maintain performance quality, and support the achievement
strategi bisnis Bank di tengah dinamika ekonomi global of the Bank’s business strategies amid global and domestic
dan domestik. economic dynamics.
Permata Bank berpandangan bahwa budaya risiko yang kuat Permata Bank sees strong risk culture as a prerequisite for effective
sangat penting untuk mencapai tujuan penerapan manajemen risk management. This notion underlies why the Bank continuously
risiko yang efektif. Oleh karena itu, Bank terus meningkatkan increases strong risk culture awareness so the stakeholders can
budaya sadar risiko yang kuat untuk meningkatkan kesadaran understand more of the risks inherent in the Bank’s activities. In a
dan pemahaman terhadap risiko yang melekat pada aktivitas proactive manner, the Board of Directors and Senior Management
Bank kepada seluruh stakeholders. Direksi dan Manajemen Senior communicate the importance of risk awareness amongst
secara proaktif mengkomunikasikan pentingnya sadar risiko the workforce through a series of regular training (including
kepada seluruh karyawan melalui serangkaian kegiatan pelatihan e-Learning) and lesson learnt socialization.
(termasuk e-Learning) dan sosialisasi lesson learnt secara berkala.
810 PT Bank Permata Tbk Laporan Tahunan 2025
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Kerangka kerja manajemen risiko di Permata Bank mengacu The risk management framework in Permata Bank refers to the
pada pendekatan Enterprise Risk Management (ERM), yang Enterprise Risk Management (ERM) approach, which provides a
memberikan landasan bagi Bank untuk meningkatkan kapabilitas foundation for the Bank to enhance its capabilities and coordination
serta koordinasi dalam menerapkan pendekatan berbasis in implementing an effective risk-based approach. Through ERM,
risiko secara efektif. Melalui ERM, Bank memastikan bahwa the Bank ensures that potential risk impacts on capital and
potensi dampak risiko terhadap modal dan pendapatan tetap earnings remain within the established risk appetite and risk
berada dalam batas risk appetite dan toleransi risiko yang telah tolerance levels. The risk appetite and risk tolerance reflect the
ditetapkan. Risk appetite dan toleransi risiko mencerminkan Bank’s risk management strategy. The risk management strategy
strategi manajemen risiko Bank. Formulasi strategi manajemen is formulated based on the following risk principles: balance of risk
risiko tersebut berdasarkan pada prinsip-prinsip risiko, yaitu and return, conduct of business, responsibility and accountability,
keseimbangan antara tingkat risiko dan pendapatan, perilaku anticipation, competitive advantage, and sustainable finance.
bisnis, tanggung jawab dan akuntabilitas, antisipasi, keunggulan The implementation aligns with the standard risk management
kompetitif, dan keuangan berkelanjutan. Penerapannya process by performing a robust risk identification, measurement,
dilakukan sesuai standar proses manajemen risiko, yaitu dengan monitoring, and control process with the support of a strong
melaksanakan proses identifikasi, pengukuran, pemantauan, foundation of good risk governance practices to achieve the
dan pengendalian serta dukungan dari fondasi yang kuat dalam Bank’s strategic goals and objectives.
praktik tata kelola risiko yang baik untuk mencapai tujuan dan
sasaran strategis Bank.
Struktur Tata Kelola Risiko Risk Governance Structure
Dalam rangka memastikan penerapan manajemen risiko yang In order to ensure effective implementation of risk management,
efektif, Permata Bank telah membentuk struktur tata kelola risiko Permata Bank has established an adequate risk governance
yang memadai disesuaikan dengan ukuran, kompleksitas bisnis, structure suited to the size and complexity of the business, as well
dan tingkat risiko inheren dalam bisnis Permata Bank. as the level of inherent risk in Permata Bank’s business.
Struktur tata kelola risiko yang baik akan memperkuat penerapan A proper risk governance structure will strengthen the
Sistem Pengendalian Internal. Bank mengadopsi konsep Model implementation of the Internal Control System. The Bank adopts
Tiga Lini dalam pelaksanaan sistem pengendalian internal the concept of the Three Lines Model for the internal control
sebagai berikut: system as follows:
1. Peran Lini Pertama adalah Risk Taking Unit (RTU) atau unit 1. The First Line Role is the Risk Taking Unit (RTU), or the business
bisnis dan/atau fungsi pendukung yang terlibat dalam atau units and/or functions that are engaged in or supporting
mendukung aktivitas dalam menghasilkan pendapatan yang revenue-generating activities and own and manage the risks.
memiliki dan mengelola risiko.
2 Peran Lini Kedua adalah fungsi kontrol yang independen 2. The Second Line Role is the control functions independent
dari Peran Lini Pertama yang melakukan pengawasan dan of the First Line that exercises oversight on and analyses risk
analisis atas manajemen risiko untuk memberikan keyakinan management to provide confidence to the management. The
kepada manajemen. Peran Lini Kedua memiliki kewenangan Second Line is authorized to stop business activities (within the
untuk menghentikan bisnis (sesuai dengan cakupan tanggung scope of their control responsibilities) where risks deviate from
jawab pengendalian) apabila risiko tidak sejalan dengan control requirements or risk appetite. The function of the Risk
persyaratan pengendalian atau risk appetite. Fungsi Satuan Management Unit (RMU), which acts as the Second Line Role,
Kerja Manajemen Risiko (SKMR) yang bertindak sebagai is performed by the Risk Framework Owner (RFO). The scope
Peran Lini Kedua dilakukan oleh Risk Framework Owner (RFO). of work for each RFO includes conventional banking and
Lingkup kerja dari setiap RFO mencakup bank konvensional Sharia business units, for which they are responsible for setting
dan unit usaha syariah, yang bertanggung jawab menetapkan up the Risk Type Framework (RTF), risk strategy, policies, and
Kerangka Kerja Tipe Risiko (RTF), strategi risiko, kebijakan procedures, promoting a healthy and strong risk culture, as
dan prosedur, mempromosikan budaya risiko yang sehat well as monitoring the effectiveness of RTF implementation
dan kuat, serta memonitor efektivitas penerapan RTF dan and providing input to BOD. The RMU is also responsible
memberi masukkan kepada Direksi. SKMR juga bertanggung for undertaking climate risk assessment and monitoring
jawab untuk melakukan penilaian dan pemantauan risiko independently from the First Line Role, establish procedures
iklim secara independen terhadap Peran Lini Pertama, and tools for risk identification, measurement, monitoring and
mengembangkan prosedur dan perangkat untuk identifikasi, control, as well as design and implement the tools needed
2025 Annual Report PT Bank Permata Tbk 811
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Tata Kelola Perusahaan
Good Corporate
Governance
pengukuran, pemantauan, dan pengendalian risiko, serta for risk management implementation, own and manage
merancang dan mengimplementasikan perangkat yang processes for oversight and challenge, conduct periodic
dibutuhkan untuk penerapan manajemen risiko, memiliki dan reviews in accordance with the Bank’s need, to ensure the
mengelola proses pengawasan dan pengujian, melaksanakan adequacy of the risk management framework, the accuracy
kaji ulang secara berkala sesuai dengan kebutuhan Bank, of risk assessment methodology, and the adequacy of risk
untuk memastikan kecukupan kerangka manajemen risiko, management information system, overseeing and challenging
keakuratan metodologi penilaian risiko; dan kecukupan risk-taking activities, provide recommendations to operational
sistem informasi manajemen risiko, mengawasi dan menguji working units and/or Risk Management Committee related
aktivitas yang menimbulkan risiko, memberikan rekomendasi to risk management implementation, ensuring the risk
kepada satuan kerja operasional dan/atau Komite level is always within the risk appetite and risk tolerance by
Manajemen Risiko terkait dengan pelaksanaan manajemen performing risk measurement and assessment, as well as by
risiko, memastikan tingkat risiko berada di dalam risk appetite conducting stress testing, evaluating the model accuracy,
dan toleransi risiko dengan melakukan pengukuran, penilaian and data validity used for measuring risk, designing effective
risiko, termasuk stress testing, mengevaluasi akurasi model, and timely risk information reports to support management
dan validitas data yang digunakan untuk mengukur risiko, decisions, ensuring regulatory compliance in the respective
merancang laporan informasi risiko yang efektif dan tepat risk areas, ensuring the adequacy of people, systems, and
waktu untuk mendukung keputusan manajemen, memastikan other infrastructure to manage the risk, providing a forward-
kepatuhan terhadap regulasi pada area risiko masing-masing, looking risk assessment, and coordinating all units/parties
memastikan kecukupan manusia, sistem, dan infrastruktur who are involved in managing the respective risk areas.
lain untuk mengelola risiko, memberikan penilaian risiko ke
depan, dan mengkoordinir semua unit/pihak yang berperan
dalam mengelola risiko pada masing-masing areanya.
Secara khusus untuk Unit Usaha Syariah, Fungsi Manajemen Specifically, for Sharia Business Unit, the Sharia Risk
Risiko Syariah yang diterapkan di Bank didukung oleh Management Function implemented in the Bank is supported
seorang Pejabat Eksekutif yang melapor langsung kepada by an Executive Officer who reports directly to Risk Director
Direktur Risiko dan bertujuan untuk memastikan bahwa risiko and is intended to ensure that the risks faced by the UUS are
yang dihadapi oleh UUS terintegrasi dengan manajemen integrated with the convent Bank’s risk management, while
risiko Bank konvensional, dengan tetap menjaga kepatuhan maintaining compliance with sharia principles.
terhadap prinsip syariah.
3. Peran Lini Ketiga adalah Satuan Kerja Internal Audit (SKAI) 3. The Third Line Role is the Internal Audit Unit (SKAI), which
yang secara independen mengevaluasi kecukupan dan independently evaluates the adequacy and effectiveness of
efektivitas pengendalian internal. SKAI dan Kepala SKAI internal control. SKAI and the Head of SKAI directly report to
melapor langsung kepada Direktur Utama. the President Director.
Fungsi pengawasan aktif atas efektivitas dari Sistem Pengendalian The Boards of Commissioners and Directors exercise an active
Intern dan manajemen risiko dijalankan oleh Dewan Komisaris oversight on the effectiveness of the Internal Control System and
dan Direksi, sehingga kewenangan dan tanggung jawab tersebut risk management, or else delegate some of their authority and
dapat didelegasikan kepada Komite pada tingkat Dewan responsibilities therein to their respective Committees.
Komisaris dan/atau tingkat Direksi.
Informasi lebih lengkap mengenai manajemen risiko Detailed information regarding risk management of Permata Bank
Permata Bank dapat dibaca pada Bab Manajemen Risiko can be viewed on Risk Management Chapter page 370 this
halaman 370 Laporan Tahunan ini. Annual Report.
812 PT Bank Permata Tbk Laporan Tahunan 2025
Page 815
Hukum
Legal
Permata Bank memandang bahwa pengelolaan risiko hukum Permata Bank believes that the management of legal risk is the
merupakan tanggung jawab Dewan Komisaris, Direksi, dan responsibility of the Board of Commissioners, Board of Directors,
segenap karyawan Permata Bank. and all employees of Permata Bank.
Divisi-divisi Hukum Permata Bank bertanggung jawab mengelola Permata Bank‘s Legal divisions are responsible for managing
risiko hukum di Permata Bank untuk memastikan perlindungan Permata Bank’s legal risks to ensure that Permata Bank is legally
hukum atas tindakan Permata Bank sesuai dengan ketentuan protected for all its activities in accordance with prevailing
yang berlaku. regulations.
Kebijakan di Bidang Hukum Legal Policies
Permata Bank membuat kebijakan-kebijakan dan prosedur- Permata Bank establishes necessary policies and procedures
prosedur yang diperlukan untuk mengelola risiko hukumnya for managing its legal risks, which ensures that all of its activities
untuk memastikan seluruh kegiatan Permata Bank mematuhi comply with prevailing regulations. These policies and procedures
ketentuan yang berlaku. Kebijakan-kebijakan dan prosedur can be accessed by all employees through the Permata Bank’s
tersebut dapat diakses oleh seluruh karyawan melalui sistem Portal system.
Permata Bank’s Portal.
Sepanjang tahun 2025, untuk menjaga legal awareness karyawan During 2025, to maintain employees’ legal awareness, especially
khususnya yang terkait kegiatan usaha Permata Bank, Divisi-divisi those related to Permata Bank’s business activities, Permata Bank‘s
Hukum Permata Bank secara berkala melaksanakan berbagai Legal Divisions regularly carry out various activities, including
kegiatan termasuk legal training and sharing secara daring dan online legal training and sharing of information and issued new
menerbitkan kebijakan-kebijakan baru termasuk pembaruan atas policies, including amendments on existing policies.
kebijakan-kebijakan yang telah ada sebelumnya.
Permasalahan Hukum Legal Cases
Perkara Perdata Civil Cases
Perkara perdata yang melibatkan Permata Bank baik sebagai Civil cases involving Permata Bank whether as a defendant or
tergugat atau turut tergugat, antara lain: co-defendant, including:
• Gugatan perdata terkait eksekusi jaminan oleh Permata • Civil claims related to Permata Bank’s execution of collateral
Bank atas barang jaminan yang diberikan sebagai jaminan to secure the repayment of debtor’s indebtedness provided by
pembayaran kembali utang debitur oleh debitur atau pihak the debtor or third party to the Bank.
ketiga kepada Bank.
Permasalahan Hukum Jumlah | Total Legal Cases
Perkara Hukum 2024 71 2024 Legal Cases
Perkara Baru 2025 58 2025 New Legas Cases
Perkara Selesai 2025 67 2025 Settled Legal Cases
Perkara Hukum Berjalan 62 Ongoing Legal Cases
Perkara Hukum yang Berdampak Material Legal Cases with Material Adverse Effect
Hingga laporan tahunan ini diterbitkan, seluruh permasalahan Until the publication of this annual report, no legal cases
hukum yang dihadapi Permata Bank secara material tidak encountered by Permata Bank materially affected the condition
berpengaruh terhadap status, kedudukan, dan kelangsungan of Permata Bank’s status, position and ability to continue business
kegiatan usaha maupun keadaan keuangan Permata Bank. operations, as well as its financial position.
2025 Annual Report PT Bank Permata Tbk 813
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Tata Kelola Perusahaan
Good Corporate
Governance
Direksi dan Dewan Komisaris Board of Directors and Board of Commissioners
Sepanjang tahun 2025, seluruh anggota Direksi dan Dewan During 2025, no members of the Board of Directors and Board of
Komisaris Permata Bank tidak terlibat dalam perkara hukum yang Commissioners of Permata Bank were involved in any legal cases
memiliki dampak material. Dengan demikian tidak memberikan that had a material adverse effect. As such, it did not have any
dampak apapun terhadap Permata Bank impact on Permata Bank.
Sanksi Administratif dari Otoritas Jasa
Keuangan dan/atau Pihak Regulator Lainnya
Administrative Sanction from Financial Services Authority and/or
Other Regulators
Sepanjang tahun 2025, Permata Bank, termasuk anggota Direksi Throughout 2025, neither Permata Bank nor any member of
dan Dewan Komisaris, tidak menerima sanksi administratif dari its Board of Directors and Board of Commissioners received
Otoritas Jasa Keuangan (OJK) maupun Regulator lainnya, baik administrative sanctions from the OJK or other regulators, either
dalam bentuk materiil maupun non-materiil, yang berpotensi in material or non-material form, which could have impacted
memengaruhi kelangsungan usaha Bank. Kepatuhan ini the Bank’s business continuity. This compliance reflects
mencerminkan komitmen Permata Bank terhadap peraturan Permata Bank’s commitment to the regulations applicable in the
yang berlaku di sektor jasa keuangan. Selain itu, selama tiga tahun financial services sector. In addition, over the last three years,
terakhir, Permata Bank tidak pernah dikenai sanksi administratif Permata Bank has never been given administrative sanctions
terkait kelalaian dalam melaporkan atau mengumumkan peristiwa related to negligence in reporting or announcing important
penting (material events). Permata Bank juga telah menunjukkan events (material events). Permata Bank has also demonstrated
komitmennya dalam mematuhi semua aturan dan peraturan its commitment to complying with all listing rules and regulations,
pencatatan termasuk ketentuan mengenai keterbukaan informasi. including those governing disclosure reports.
Sanksi Administratif yang Diterima oleh Administrative Sanctions Received by
Anggota Direksi dan Anggota Dewan Komisaris Members of the Board of Directors and
Permata Bank Members of the Board of Commissioners of
Permata Bank
Sepanjang tahun 2025, seluruh anggota Direksi maupun anggota Throughout 2025, none of the members of the incumbent the Board
Dewan Komisaris Permata Bank yang sedang menjabat tidak of Directors and the Board of Commissioners of Permata Bank
menerima sanksi administratif dari pihak Regulator. received administrative sanctions from the Regulator.
Sanksi Perpajakan Tax Penalties
Selama tiga tahun terakhir, Permata Bank tidak pernah menerima For the past three years, Permata Bank has never received a guilty
putusan bersalah dari pengadilan pajak tertinggi terkait masalah verdict from the highest tax court regarding tax matters.
perpajakan.
814 PT Bank Permata Tbk Laporan Tahunan 2025
Page 817
Akses Informasi dan Data Perusahaan
Information Access and Corporate Data
Permata Bank memberikan kemudahan bagi para pemangku Permata Bank provides a variety of information which are
kepentingan untuk mengakses berbagai informasi mengenai accessible to its stakeholders. Among others are products,
Permata Bank. Di antaranya mengenai produk, layanan, kinerja services, financial performance, good corporate governance,
keuangan, tata kelola perusahaan yang baik, laporan tahunan, annual report, sustainability report, as well as other general
laporan keberlanjutan, serta informasi umum lainnya disediakan information, all of which are presented in two languages, Bahasa
dalam dua bahasa, yaitu Bahasa Indonesia dan Bahasa Inggris. Indonesia and English.
Permata Bank juga selalu melakukan pelaporan informasi dan Permata Bank also reports all material information and supporting
fakta material melalui sistem pelaporan elektronik kepada Otoritas documents to the Financial Service Authority (OJK) and the
Jasa Keuangan (OJK) dan Bursa Efek Indonesia. Indonesia Stock Exchange.
Hingga berakhirnya tahun buku 2025, saluran informasi terkait Until end of financial year 2025, the channels for disseminating
dengan Permata Bank difasilitasi melalui: information on Permata Bank among others are:
1. Situs web dengan alamat www.permatabank.com 1. Website address www.permatabank.com
2. Call Center | Telepon: (021) 1500111 2. Call Center | Telephone: (021) 1500111
3. Surat Elektronik: corporate.affairs@permatabank.co.id 3. E-mail: corporate.affairs@permatabank.co.id
4. Media Sosial: 4. Social Media:
PermataBank @permatabank
PermataBank
PermataCare @permatahatiCSR
PermataHatiCSR
PermataHatiCSR @LifeatPermataBank
PermataBankID PermataBank @PermataBank
Siaran Pers Press Release
Permata Bank bertekad untuk memiliki komunikasi yang Permata Bank strives to provide clear, transparent, and accurate
transparan, jelas, dan autentik dengan pemangku kepentingan information to its external stakeholders. In line with this principle,
eksternal. Sejalan dengan prinsip ini, Permata Bank terlibat Permata Bank also engages with the media to ensure that
dengan media secara rutin untuk memastikan bahwa informasi Permata Bank’s financial and non-financial information is
finansial dan non-finansial Permata Bank diberikan tepat waktu disseminated in a timely manner and that Permata Bank is
serta memposisikan Permata Bank secara positif dan bahwa positioned favourably and all information published on the Bank
informasi yang dipublikasikan mengenai Bank adalah akurat. is accurate. Publication of corporate achievements, programs
Pengumuman mengenai penghargaan, program, dan peristiwa and events, including the release of financial information on
Permata Bank, termasuk publikasi informasi keuangan secara a quarterly basis, is communicated in a timely manner to the
triwulanan, dikomunikasikan secara tepat waktu kepada media media, in particular the trusted media outlets with both national
khususnya media terpercaya yang memiliki peredaran nasional and regional coverage through Permata Bank’s website, official
dan regional melalui situs web Permata Bank, jalur komunikasi communication channels and online. This includes briefing to
resmi dan daring. Penjelasan (briefing) dan pertemuan dengan queries from the media is held quarterly. News releases are
media diadakan setiap triwulanan. Rilis berita didistribusikan ke distributed to the media as per media database maintained by
media dan jasa berita sesuai dengan basis data yang dipelihara Permata Bank.
oleh Permata Bank.
Sejumlah artikel wawancara dengan manajemen senior telah A number of interviews with senior management resulted in articles
dipublikasikan di media, dengan judul mencakup pencapaian being published in the media, with subjects covering financial
secara finansial, produk jasa finansial, dan perkembangan industri performance, financial services products and developments in the
2025 Annual Report PT Bank Permata Tbk 815
Page 818
Tata Kelola Perusahaan
Good Corporate
Governance
perbankan di Indonesia. Pemantauan media daring dan cetak Indonesian banking industry. Print and online media monitoring
dilaksanakan melalui jasa pihak ketiga (outsource) dan laporan is outsourced and reports of coverage are received for further
peliputan diterima untuk analisis manajemen. analysis by the team.
Sepanjang tahun 2025, Permata Bank juga memperluas inisiatif Throughout 2025, Permata Bank also expanded its external
komunikasi eksternal melalui rangkaian kegiatan engagement communications initiatives through a series of engagement
yang tidak hanya berskala nasional tetapi juga lintas negara. activities, spanning not only nationally but also internationally.
Di tingkat nasional, Permata Bank menyelenggarakan agenda At the national level, Permata Bank organized media visits with
media visit dengan beberapa media utama, termasuk Bisnis several major media outlets, including Bisnis Indonesia and Jawa
Indonesia dan Jawa Pos. Melalui kunjungan ini, Permata Bank Pos, were among the key participants. Through this visit, Permata
membangun hubungan yang lebih mendalam, tidak hanya dari Bank strengthened deeper relationships—not only in terms of
sisi komunikasi dan penyampaian informasi yang akurat, tetapi communication and the delivery of accurate information, but also
juga dalam memahami kebutuhan industri media dan potensi in understanding the needs of the media industry and exploring
sinergi bisnis. potential business synergies.
Selain itu, sebagai bagian dari sinergi yang kuat dalam jaringan In addition, as part of the strong synergy within the Bangkok Bank
Bangkok Bank, Permata Bank menerima kunjungan delegasi network, Permata Bank welcomed a delegation of approximately
yang terdiri dari sekitar 50 perwakilan media dari Thailand. 50 media representatives from Thailand. The visit, held in Bali
Kunjungan yang berlangsung di Bali dan Jakarta pada 27–30 Juni and Jakarta on 27–30 June 2025, aimed to provide a more
2025 ini bertujuan untuk memberikan pemahaman yang lebih comprehensive understanding of Permata Bank’s performance,
komprehensif mengenai kinerja, transformasi, serta posisi strategis transformation journey, and strategic position in the Indonesian
Permata Bank di pasar Indonesia. Agenda tersebut mencakup market. The agenda included branch visits, management
kunjungan cabang, sesi temu manajemen, serta kegiatan engagement sessions, and sightseeing activities designed to help
sightseeing yang memungkinkan para peserta memahami participants gain deeper insight into the local context and the
konteks lokal dan dinamika industri perbankan Indonesia secara dynamics of Indonesia’s banking industry.
lebih dekat.
Sebagai hasil dari kerangka kerja keterlibatan media yang As a result of its focused media engagement framework,
terfokus, Permata Bank telah disebut dalam 2.434 artikel media Permata Bank was mentioned in 2,434 media articles or the
atau sekitar Rp126.689.014.612 dalam nilai PR (penilaian hasil equivalent of approximately Rp126,689,014,612 in PR value
liputan berdasarkan nilai berita dan dampak pemaparannya (assessment of coverage results based on news value and the
secara komersial) sampai dengan bulan Desember 2025. commercial impact of its exposure) until December 2025.
Siaran Pers 2025
Press Release 2025
Tanggal
No. Siaran Pers Press Release
Date
1 30 Januari Permata Bank X Japan Airlines Travel Fair 2025 Permata Bank X Japan Airlines Travel Fair 2025
30 January Kembali Hadirkan Potongan Harga Perjalanan ke Returns with Discounts on International Travel
Luar Negeri Hingga Jutaan Rupiah! Worth Millions of Rupiah!
2 4 Februari UPZDK Unit Usaha Syariah Permata Bank Fokus UPZDK Permata Bank Sharia Business Unit
4 February pada Pembangunan Berkelanjutan Melalui Focuses on Sustainable Development Through
Distribusi Dana yang Tepat Sasaran di Tahun Targeted Fund Distribution in 2024
2024
3 10 Februari Evaluasi Kinerja Ekonomi 2024 dan Proyeksi 2024 Economic Performance Evaluation and 2025
10 February 2025: Resiliensi di Tengah Ketidakpastian Global Projections: Resilience Amid Global Uncertainty
4 14 Februari Permata Bank Membukukan Kinerja yang Solid di Permata Bank Records Solid Performance in 2024
14 February Tahun 2024
5 27 Februari Permata Bank dan AirAsia Rewards Bagikan 100 Permata Bank and AirAsia Rewards Give Away
27 February Tiket Gratis Jakarta-Bangkok untuk Pemegang 100 Free Jakarta-Bangkok Tickets to AirAsia
AirAsia Card Cardholders
6 7 Maret Public Expose Permata Bank: Paparkan Kinerja Permata Bank Public Expose: Presenting Solid
7 March Perusahaan yang Solid di Tahun 2024 Company Performance in 2024
816 PT Bank Permata Tbk Laporan Tahunan 2025
Page 819
Tanggal
No. Siaran Pers Press Release
Date
7 22 April Mengawali Tahun 2025, Permata Bank Starting 2025, Permata Bank Continues Positive
22 April Melanjutkan Kinerja Positif dengan Membukukan Performance by Recording Healthy Credit Growth
Pertumbuhan Kredit yang Sehat
8 21 April Permata Bank Kembali Dukung Adeging Permata Bank Continues to Support the 268th
21 April Mangkunegaran ke-268: Tumbuh Bersama dalam Adeging Mangkunegaran: Growing Together in
Harmoni Budaya Cultural Harmony
9 5 Mei Permata Global Card, Transaksi Luar Negeri jadi Permata Global Card, Making Overseas
5 May Lebih Mudah: Bebas Konversi Kurs, Kartu Debit Transactions Easier: No Currency Conversion
Bebas Worry Fees, Worry-Free Debit Card
10 9 Mei Permata Bank dan Mekari Talenta Perkuat Permata Bank and Mekari Talenta Strengthen
9 May Digitalisasi Payroll & HR di Indonesia: Perkuat Payroll & HR Digitalization in Indonesia: Strengthen
Layanan Payroll dengan Otomasi Layanan HR Payroll Services with HR Service Automation
11 14 Mei PIER Proyeksikan Pertumbuhan Ekonomi Tahun PIER Projects Economic Growth in 2025 to be in
14 May 2025 Bergerak pada Kisaran 4,5–5,0% di Tengah the Range of 4.5–5.0% Amid Global Dynamics
Dinamika Global
12 20 Mei Menko Airlangga Hartarto Hadiri CEO Forum Coordinating Minister Airlangga Hartarto
20 May yang diselenggarakan oleh Bangkok Bank dan Attends CEO Forum held by Bangkok Bank and
Permata Bank di Bangkok Permata Bank in Bangkok
13 2 Juni Konsisten Terapkan Praktik Ramah Lingkungan Consistently Implementing Environmentally
2 June dan Berkelanjutan, Gedung Permata Bank Raih Friendly and Sustainable Practices, Permata Bank
Sertifikasi Green Building Building Achieves Green Building Certification
14 13 Juni Permata Bank Hadirkan Wealth Wisdom 2025 di Permata Bank Presents Wealth Wisdom 2025 in 11
13 June 11 Kota: Perluas Wawasan dan Dukung Generasi Cities: Expanding Knowledge and Supporting the
Penerus Membangun Ketahanan Finansial secara Next Generation to Build Sustainable Financial
Berkelanjutan Resilience
15 18 Juni Permata Bank Hadirkan Wealth Wisdom Permata Bank Presents Wealth Wisdom 2025
18 June 2025 di Semarang, Dukung Generasi Penerus in Semarang, Supporting the Next Generation in
Membangun Ketahanan Finansial Berkelanjutan Building Sustainable Financial Resilience
16 20 Juni Permata Bank Gelar Wealth Wisdom 2025 di Permata Bank Holds Wealth Wisdom 2025 in
20 June Yogyakarta, Dorong Generasi Muda Wujudkan Yogyakarta, Encourages Young Generation
Ketahanan Finansial Berkelanjutan, Dukung to Achieve Sustainable Financial Resilience,
Momentum Ekonomi Lewat Edukasi Finansial Supports Economic Momentum Through Financial
Education
17 7 Juli Wealth Wisdom 2025 Hadir di Bali: Siapkan Wealth Wisdom 2025 Comes to Bali: Preparing a
7 July Generasi Tangguh Hadapi Dinamika Ekonomi Resilient Generation to Face Economic Dynamics
18 11 Juli Permata Bank Kembali Hadirkan Wealth Wisdom Permata Bank Returns with Wealth Wisdom 2025
11 July 2025 di Pontianak, Dukung Generasi Penerus in Pontianak, Supporting the Next Generation with
yang Penuh Wawasan Finansial Financial Insight
19 17 Juli Permata Bank X Japan Airlines Travel Fair Permata Bank X Japan Airlines Travel Fair 2025
17 July 2025 Kembali Hadir, Tawarkan Diskon sampai Returns, Offering Discounts of up to Rp11.5 Million
Rp11,5 Juta dan Cashback hingga Rp26,4 Juta and Cashback of up to Rp26.4 Million
20 18 Juli Permata Bank Gelar Wealth Wisdom 2025 di Permata Bank Holds Wealth Wisdom 2025 in
18 July Batam, Dorong Generasi Muda Perkaya Wawasan Batam, Encouraging Young People to Enrich
Keuangan dan Perkuat Ketahanan Finansial Their Financial Knowledge and Strengthen Their
Financial Resilience
21 22 Juli Permata Bank Membukukan Kinerja yang Solid di Permata Bank Reports Recorded Solid
22 July Semester I 2025 Performance in First Half of 2025
22 25 Juli Wealth Wisdom 2025 Hadir di Makassar: Dorong Permata Bank Holds Wealth Wisdom 2025 in
25 July Ketahanan Finansial di Tengah Dinamika Ekonomi Makassar, Encouraging Financial Resilience Amid
Economic Dynamics
23 5 Agustus Permata Bank Hadirkan Wealth Wisdom 2025 di Permata Bank Holds Wealth Wisdom 2025 in
5 August Palembang, Dorong Generasi Muda Wujudkan Palembang, Encouraging Young People to Build
Ketahanan Finansial Jangka Panjang Long-Term Financial Resilience
2025 Annual Report PT Bank Permata Tbk 817
Page 820
Tata Kelola Perusahaan
Good Corporate
Governance
Tanggal
No. Siaran Pers Press Release
Date
24 9 Agustus Permata Bank Gelar Wealth Wisdom 2025 di Permata Bank Holds Wealth Wisdom 2025 in
9 August Medan, Ajak Generasi Muda Tingkatkan Literasi Medan, Encourages Young Generation to Improve
dan Ketangguhan Finansial Financial Literacy and Resilience
25 12 Agustus Analisis PIER: Pertumbuhan Ekonomi Nasional PIER Analysis: National Economic Growth in
12 August Kuartal II 2025 Mencapai 5,12%, Investasi the Second Quarter of 2025 Reaches 5.12%,
dan Konsumsi Rumah Tangga menjadi Faktor Investment and Household Consumption become
Penggerak Driving Factors
26 12 Agustus Berbagi Ruang, Menjaga Keharmonisan Alam: Sharing Space, Preserving Nature’s Harmony:
12 August Permata Bank Ajak Masyarakat Lindungi Gajah Permata Bank Encourages the Community to
Sumatra di Bukit Tigapuluh Protect Sumatran Elephants in Bukit Tigapuluh
27 14 Agustus Permata Bank Menghadirkan Wealth Wisdom Permata Bank Presents Wealth Wisdom 2025 in
14 August 2025 di Bandung: Perkuat Kesiapan Finansial dan Bandung: Strengthening Customers’ Financial
Legacy Planning Nasabah Readiness and Legacy Planning
28 22 Agustus CEO Martha Tilaar Ungkap Rahasia Bisnis Martha Tilaar CEO Reveals Secrets to Family
22 August Keluarga Tetap Tangguh di Permata Bank Wealth Business Resilience at Permata Bank Wealth
Wisdom 2025 Medan Wisdom 2025 Medan
29 22 Agustus Waspada Stroke: Dokter Ahli Saraf Ini Ungkap Be Aware of Stroke: This Neurologist Reveals the
22 August Tanda-Tanda dan Pencegahannya di Permata Signs and Prevention at Permata Bank Wealth
Bank Wealth Wisdom 2025 di Medan Wisdom 2025 in Medan
30 22 Agustus Permata Bank Ajak Masyarakat di Medan Permata Bank Encourages the Public in Medan to
22 August Optimalkan Peluang Pasar di Tengah Dinamika Optimize Market Opportunities Amid Economic
Ekonomi Dynamics
31 22 Agustus CEO Martha Tilaar Ungkap Rahasia Bisnis Martha Tilaar CEO Reveals Secrets to Family
22 August Keluarga Tetap Tangguh di Permata Bank Wealth Business Resilience at Permata Bank Wealth
Wisdom 2025 di Bandung Wisdom 2025 in Bandung
32 22 Agustus Waspada Stroke: Dokter Ahli Saraf Ini Ungkap Be Aware of Stroke: This Neurologist Reveals the
22 August Tanda-Tanda dan Pencegahannya di Permata Signs and Prevention at Permata Bank Wealth
Bank Wealth Wisdom 2025 di Bandung Wisdom 2025 in Bandung
33 22 Agustus Permata Bank Dorong Masyarakat di Bandung Permata Bank Encourages Bandung Residents
22 August Optimalkan Peluang Investasi di Tengah Dinamika to Optimize Investment Opportunities Amid
Ekonomi Economic Dynamics
34 8 September Perkuat Kepercayaan Nasabah Menjadi Permata Bank Strengthens Customer Trust as
8 September Komitmen Permata Bank dalam Peringati Hari Its Commitment in Commemorating National
Pelanggan Nasional 2025 Customer Day 2025
35 24 September Permata Bank Kembali Hadirkan Wealth Wisdom Permata Bank Returns to Surabaya with Wealth
24 September di Surabaya: Kupas Strategi Keuangan dan Wisdom: Discussing Financial and Health
Kesehatan untuk Masa Depan Strategies for the Future
36 30 September Permata Bank Mengangkat Direksi Baru Permata Bank Appoints New Members of the
30 September Board of Directors
37 6 Oktober Steven Wijaya dan Anthony Utomo Berbagi Steven Wijaya and Anthony Utomo Share Tips on
6 October Tips Menjaga Bisnis Keluarga dan Membangun Maintaining Family Businesses and Developing
Pemimpin Masa Depan di Wealth Wisdom 2025 Future Leaders at Wealth Wisdom 2025 in
di Surabaya Surabaya
38 6 Oktober Tren Ekonomi 2025 dan Strategi Investasi Economic Trends for 2025 and Investment
6 October di Tengah Ketidakpastian (Wealth Wisdom Strategies Amid Uncertainty (Wealth Wisdom
Surabaya) Surabaya)
39 6 Oktober Waspada Stroke: Dokter Ahli Saraf Ini Ungkap Be Aware of Stroke: This Neurologist Reveals the
6 October Tanda-Tanda dan Pencegahannya di Permata Signs and Prevention at Permata Bank Wealth
Bank Wealth Wisdom 2025 di Surabaya Wisdom 2025 in Surabaya
40 7 Oktober Rhenald Kasali dan Raymond Chin Berbagi Cerita Rhenald Kasali and Raymond Chin Share Stories
7 October untuk Generasi Penerus dalam Menghadapi Era for the Next Generation in Facing the VUCA Era at
VUCA di Wealth Wisdom 2025 Jakarta Wealth Wisdom 2025 in Jakarta
818 PT Bank Permata Tbk Laporan Tahunan 2025
Page 821
Tanggal
No. Siaran Pers Press Release
Date
41 7 Oktober Basuki Tjahaja Purnama dan Para Ekonom Bahas Basuki Tjahaja Purnama and Economists Discuss
7 October Resiliensi Ekonomi di Permata Bank Wealth Economic Resilience at Permata Bank Wealth
Wisdom 2025 Jakarta Wisdom 2025 in Jakarta
42 7 Oktober Dari Generasi ke Generasi: Shinta Kamdani dan From Generation to Generation: Shinta Kamdani
7 October Adrianto Djokosoetono Bahas Rahasia Sukses and Adrianto Djokosoetono Discuss the Secrets to
Bisnis Keluarga di Permata Bank Wealth Wisdom Family Business Success at Permata Bank Wealth
2025 Jakarta Wisdom 2025 in Jakarta
43 7 Oktober Menjaga Kesehatan Otak, Membangun Kekayaan Maintaining Brain Health, Building True Wealth:
7 October Sejati: Permata Bank Dorong Pentingnya Permata Bank Promotes the Importance of Holistic
Kesejahteraan Holistik di Wealth Wisdom 2025 Well-being at Wealth Wisdom 2025 in Jakarta
Jakarta
44 9 Oktober Bambang Brodjonegoro Soroti Tantangan Bambang Brodjonegoro Highlights Indonesia’s
9 October Investasi dan Pertumbuhan Ekonomi Indonesia di Investment and Economic Growth Challenges at
Permata Bank Wealth Wisdom 2025 Permata Bank Wealth Wisdom 2025
45 10 Oktober Permata CERITA 2025 di Bogor: Dorong Budaya Permata CERITA 2025 in Bogor: Encouraging a
10 October Menabung dan Cinta Lingkungan Sejak Usia Saving Culture and Environmental Awareness
Sekolah from an Early Age
46 10 Oktober Permata CERITA 2025 di Denpasar: Dorong Permata CERITA 2025 in Denpasar: Encouraging
10 October Budaya Menabung dan Cinta Lingkungan Sejak a Saving Culture and Environmental Awareness
Usia Sekolah from an Early Age
47 10 Oktober Permata CERITA 2025 di Jakarta: Dorong Budaya Permata CERITA 2025 in Jakarta: Encouraging
10 October Menabung dan Cinta Lingkungan Sejak Usia a Saving Culture and Environmental Awareness
Sekolah from an Early Age
48 10 Oktober Permata CERITA 2025 di Makassar: Dorong Permata CERITA 2025 in Makassar: Encouraging
10 October Budaya Menabung dan Cinta Lingkungan Sejak a Saving Culture and Environmental Awareness
Usia Sekolah from an Early Age
49 10 Oktober Permata CERITA 2025 di Semarang: Dorong Permata CERITA 2025 in Semarang: Encouraging
10 October Budaya Menabung dan Cinta Lingkungan Sejak a Saving Culture and Environmental Awareness
Usia Sekolah from an Early Age
50 10 Oktober Permata CERITA 2025 di Solo: Dorong Budaya Permata CERITA 2025 in Solo: Encouraging a
10 October Menabung dan Cinta Lingkungan Sejak Usia Saving Culture and Environmental Awareness
Sekolah from an Early Age
51 10 Oktober Permata CERITA 2025 di Tangerang: Dorong Permata CERITA 2025 in Tangerang: Encouraging
10 October Budaya Menabung dan Cinta Lingkungan Sejak a Saving Culture and Environmental Awareness
Usia Sekolah from an Early Age
52 13 Oktober Storytelling sebagai Strategi Kepercayaan: Andy Storytelling as a Trust Strategy: Andy F. Noya
13 October F. Noya Ungkap Kekuatan Narasi di Permata Bank Reveals the Power of Narrative at Permata Bank
Wealth Wisdom 2025 Jakarta Wealth Wisdom 2025 in Jakarta
53 28 Oktober Permata Bank Mempertahankan Kinerja Positif Permata Bank Maintain Positive Performance in
28 October Hingga Kuartal III Tahun 2025 the First Nine Months of 2025
54 31 Oktober Permata Bank Menghadirkan Economic Outlook Permata Bank Presents Economic Outlook 2026:
31 October 2026: “Reviving Domestic Growth, Navigating “Reviving Domestic Growth, Navigating Global
Global Shocks” Shocks”
55 21 November Permata Bank Perkuat Kolaborasi Lintas Industri Permata Bank Strengthens Cross-Industry
21 November Melalui GAIKINDO Jakarta Auto Week (GJAW) Collaboration Through GAIKINDO Jakarta Auto
2025 Week (GJAW) 2025
56 8 Desember PIER Economic Outlook: Pertumbuhan Ekonomi PIER Economic Outlook: Indonesia’s Economic
8 December Indonesia 2025 Tetap Tangguh, Prospek Domestik Growth Remains Strong in 2025, Domestic
Makin Menguat di 2026 Prospects Strengthen Further in 2026
2025 Annual Report PT Bank Permata Tbk 819
Page 822
Tata Kelola Perusahaan
Good Corporate
Governance
Kode Etik
Code of Conduct
Komitmen terhadap Tata Kelola Perusahaan Commitment to Good Corporate Governance
yang Baik (GCG) (GCG)
PermataBank tetap teguh dalam komitmennya untuk Permata Bank remains steadfast in its commitment to implementing
melaksanakan seluruh kegiatan bisnis sesuai dengan prinsip its business activities in accordance with the principles of Good
Tata Kelola Perusahaan yang Baik (Good Corporate Governance/ Corporate Governance (GCG). This commitment is reflected in the
GCG). Komitmen ini tercermin dalam penerapan standar etika dan Bank’s consistent application of ethical standards and integrity
integritas yang konsisten di semua tingkatan organisasi. across all levels of the organization.
Sebagai wujud komitmen tersebut, Permata Bank telah As a manifestation of this commitment, Permata Bank has
menetapkan Kode Etik Karyawan yang komprehensif, yang established a comprehensive Employee Code of Conduct, which
berfungsi sebagai pedoman utama bagi seluruh karyawan serves as a fundamental guideline for all employees in performing
dalam menjalankan tugas dan tanggung jawabnya. Kode Etik their duties and responsibilities. The Code of Conduct outlines the
ini memuat standar perilaku, nilai-nilai etika, dan integritas expected standards of behavior, ethical values, and professional
profesional yang harus dijunjung tinggi oleh karyawan dalam integrity that employees must uphold in carrying out their work.
melaksanakan pekerjaannya.
Setiap karyawan Permata Bank diwajibkan untuk memahami, Every employee of Permata Bank is required to understand, agree
menyetujui, dan menandatangani Kode Etik Karyawan, sebagai to, and sign the Code of Conduct, thereby acknowledging their
bentuk pengakuan atas tanggung jawab pribadi mereka untuk personal responsibility to comply with and uphold the Bank’s
mematuhi dan menjunjung prinsip-prinsip etika Bank. ethical principles.
Tanggung Jawab Pengawasan dan Oversight and Implementation Responsibility
Implementasi
Pelaksanaan, pemantauan, dan penegakan Kode Etik Karyawan The implementation, monitoring, and enforcement of the Employee
diawasi secara bersama oleh Divisi Kepatuhan dan Divisi Sumber Code of Conduct are jointly supervised by the Compliance Division
Daya Manusia. and the Human Resources Division.
Tanggung jawab mereka meliputi: Their responsibilities include:
• Menyebarluaskan dan mensosialisasikan Kode Etik kepada • Disseminating and socializing the Code of Conduct to all
seluruh karyawan; employees;
• Memastikan karyawan memahami ketentuan dan implikasi • Ensuring that employees understand the provisions and
Kode Etik; implications of the Code;
• Memantau kepatuhan melalui review rutin, pelatihan, dan • Monitoring compliance through regular reviews, training, and
program komunikasi internal; serta internal communication programs; and
• Memberikan tindakan disiplin atau sanksi atas pelanggaran • Imposing disciplinary actions or sanctions in the event of
sesuai kebijakan internal dan peraturan perundang-undangan violations, in accordance with internal policies and applicable
yang berlaku. laws and regulations.
Kerangka pengawasan ini memastikan perilaku etis tertanam This supervisory framework ensures that ethical conduct is
secara konsisten dalam budaya perusahaan dan operasional consistently embedded within the Bank’s corporate culture and
sehari-hari Bank. daily operations.
Tujuan dan Makna Kode Etik Purpose and Significance of the Code of
Conduct
Kode Etik Karyawan berfungsi sebagai pedoman moral dan etika The Employee Code of Conduct serves as a moral and ethical
bagi seluruh karyawan Permata Bank. Kode ini membimbing compass for all Permata Bank employees. It guides employees’
perilaku, pengambilan keputusan, dan sikap profesional karyawan, behavior, decision-making, and professional conduct, both
baik di lingkungan internal Bank maupun dalam interaksi dengan within the Bank and in interactions with external stakeholders
pemangku kepentingan eksternal dan masyarakat. and society.
820 PT Bank Permata Tbk Laporan Tahunan 2025
Page 823
Kode Etik menekankan pentingnya kejujuran, integritas, tanggung The Code emphasizes the importance of honesty, integrity,
jawab, profesionalisme, dan rasa hormat dalam setiap aspek responsibility, professionalism, and respect in every aspect of
pekerjaan. Kode Etik ini juga memberikan kerangka bagi work. It also provides a framework for employees to identify and
karyawan untuk mengenali dan menanggapi secara tepat dilema appropriately respond to ethical dilemmas or situations that may
etika atau situasi yang dapat menimbulkan risiko, merugikan give rise to potential risks, reputational harm, or conflicts of interest
reputasi, atau konflik kepentingan yang dapat berdampak negatif that could adversely impact the Bank.
terhadap Bank.
Pokok-Pokok Isi Kode Etik Perilaku Karyawan Main Contents of Code of Conduct Contents
Kode Etik Perilaku Karyawan Permata Bank berisikan etika Permata Bank’s Employee Code of Conduct consists of the
perilaku karyawan untuk: following ethical behaviors for employees:
• Mematuhi Peraturan Internal Permata Bank, Peraturan • Comply with Permata Bank Internal Regulations, Regulatory
Regulator yang mengatur Bank dalam hal ini adalah Bank Regulations Governing the Bank in this Term are Bank
Indonesia (BI), Otoritas Jasa Keuangan (OJK), Pusat Pelaporan Indonesia (BI), Financial Services Authority (OJK), Financial
dan Analisis Transaksi Keuangan (PPATK), Lembaga Penjamin Transaction Reports and Analysis Center (PPATK), Deposit
Simpanan (LPS) dan Peraturan Perundangan Lainnya Insurance Corporation (LPS) and other applicable laws and
yang Berlaku; regulations and Other Applicable Laws and Regulations;
• Menolak penyuapan dan korupsi; • Refuse bribery and corruption;
• Menerapkan Kode Etik Pelindungan Konsumen; • Implementing the Code of Ethics for Customer Protection;
• Menghindari berkompromi karena hadiah dan hiburan; • Avoid compromising on by gifts and entertainment;
• Speak-Up; • Speak-Up;
• Mencegah pencucian uang dan fraud; • Prevent money laundering and fraud;
• Menghindari benturan kepentingan; • Avoiding conflicts of interest;
• Tidak bertransaksi ketika memiliki insider information; • Not conducting transactions when having insider information;
• Tidak melakukan mis-sell atau misrepresent produk dan jasa • Not conducting mis-sell or misrepresent Permata Bank’s
Permata Bank; products and services;
• Cepat dan tanggap dalam menangani keluhan nasabah; • Being prompt and responsive in handling customers
complaints;
• Menjaga Kerahasiaan termasuk di dalamnya Kerahasiaan • Maintain Confidentiality including maintain Bank Secrecy,
Bank, Keamanan dan Pelindungan Data serta Informasi Security and Protection of Data and Personal Information;
Pribadi;
• Memperlakukan karyawan dengan adil; • Treat employees fairly;
• Terbuka dan jujur kepada para Regulator; • Open and honest with Regulators;
• Sikap dan perilaku; • Attitude and Behavior;
• Penggunaan peralatan dan fasilitas Permata Bank; dan • Use of Permata Bank’s equipment and facilities; and
• Aktivitas berpolitik. • Political activities.
Pakta Integritas Integrity Pact
Sejalan dengan prinsip integritas dan akuntabilitas, Permata Bank In alignment with the principles of integrity and accountability,
menerapkan Pakta Integritas yang melengkapi Kode Etik. Pakta ini Permata Bank enforces an Integrity Pact that complements the
memperkuat komitmen Bank terhadap perilaku etis dan praktik Code of Conduct. This pact reinforces the Bank’s commitment to
tata kelola yang baik. ethical behavior and good governance practices.
Melalui Pakta Integritas, setiap karyawan berjanji untuk: Through the Integrity Pact, every employee pledges to:
a. Mematuhi semua hukum, peraturan, dan kebijakan internal a. Comply with all applicable laws, regulations, and internal
yang berlaku; policies;
b. Bertindak objektif dengan menjunjung nilai-nilai etika dan b. Act objectively, upholding ethical and moral values, fairness,
moral, keadilan, transparansi, konsistensi, kejujuran, dan transparency, consistency, honesty, and commitment in all
komitmen dalam seluruh kegiatan profesional; professional activities;
c. Berpartisipasi aktif dalam pencegahan dan pemberantasan c. Participate actively in the prevention and eradication of fraud
kecurangan dengan segera melaporkan setiap dugaan by promptly reporting any suspected fraudulent acts within
tindakan fraud di lingkungan Bank; dan the Bank; and
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Tata Kelola Perusahaan
Good Corporate
Governance
d. Menciptakan lingkungan kerja bebas dari Korupsi, Kolusi, dan d. Foster a work environment free from Corruption, Collusion,
Nepotisme (KKN). and Nepotism (KKN).
Pakta ini merupakan deklarasi formal mengenai integritas dan This pact serves as a formal declaration of each employee’s
akuntabilitas setiap karyawan untuk bertindak demi kepentingan integrity and accountability to act in the best interest of the Bank
terbaik Bank dan pemangku kepentingannya. and its stakeholders.
Pernyataan Kepatuhan dan Penegakan Statement of Compliance and Enforcement
Setiap karyawan baru Permata Bank diwajibkan menandatangani Every new employee of Permata Bank is required to sign a
Pernyataan Kode Etik Karyawan dan Pakta Integritas saat Statement of Employee Code of Conduct and Integrity Pact upon
bergabung dengan Bank. Pernyataan ini menegaskan joining the organization. This statement affirms the employee’s
pemahaman dan komitmen karyawan untuk mematuhi ketentuan understanding and commitment to comply with the provisions
yang tercantum. contained therein.
Kedua dokumen–Kode Etik Karyawan dan Pakta Integritas– Both documents–the Code of Conduct and the Integrity Pact–
berlaku secara universal bagi seluruh karyawan, tanpa apply universally to all employees, regardless of rank or function.
memandang jabatan atau fungsi.
Dokumen ini menjadi acuan penting untuk memastikan seluruh They serve as essential references to ensure that all employees
karyawan selalu beroperasi dalam kerangka Tata Kelola consistently operate within the framework of Good Corporate
Perusahaan yang Baik (GCG) serta sejalan dengan visi, misi, dan Governance (GCG) and in alignment with the Bank’s vision,
nilai-nilai inti Bank. mission, and core values.
Dengan menegakkan standar etika ini, Permata Bank bertujuan By enforcing these ethical standards, Permata Bank aims to
memperkuat budaya tata kelola, mendorong akuntabilitas, strengthen its governance culture, promote accountability, and
dan menjunjung integritas tertinggi dalam setiap aspek uphold the highest level of integrity in every aspect of its business
operasional bisnisnya. operations.
Pakta Integritas berlaku untuk seluruh karyawan Permata Bank The Integrity Pact are applicable to all Permata Bank employees
dan menjadi acuan bagi seluruh karyawan Permata Bank dalam and they are references for all Permata Bank employees in
menjalankan tugasnya agar tetap berada dalam koridor GCG conducting their duties so they will remain within the GCG corridor
untuk mencapai target yang telah ditetapkan. to achieve the set targets.
Penyebaran Kode Etik dan Upaya Dissemination of Code of Conduct and Enforcement
Penegakannya Efforts
Untuk menanamkan dan membudayakan nilai-nilai positif Kode To embed and promote the positive values of the Code of Conduct,
Etik, Permata Bank melakukan sejumlah inisiatif pada tahun 2025 Permata Bank conducted several initiatives in 2025, as follows:
sebagai berikut:
1. Melakukan sosialisasi/refreshment internal perihal Kode Etik 1. Conducted socialization or refreshment on Employee Code of
Perilaku Karyawan termasuk mengenai Speak-Up, Pemberian Conduct including Speak-Up, Gift and Entertainment Policy,
Hadiah dan Jamuan, dan Benturan Kepentingan. and Conflict of Interest Policy.
2. Menyelenggarakan serangkaian program internal untuk 2. Held several internal programs to improve the Compliance
meningkatkan Budaya Kepatuhan termasuk meningkatkan Culture, including on the awareness of Employee’s Code of
awareness terhadap Kode Etik Perilaku Karyawan: Conduct, including:
• Director’s Message terkait Kebijakan Pemberian Hadiah • Director’s Message regarding Gift and Entertainment
dan Jamuan; Policy;
• Director’s Message terkait Speak-Up; • Director’s Message regarding Speak- Up;
• Desktop Wallpaper perihal Menghindari Berkompromi • Desktop Wallpaper regarding Avoid Compromising on
karena Hadiah dan Hiburan; Gifts and Entertainment;
• Desktop Wallpaper perihal Mencegah Pencucian Uang • Desktop Wallpaper regarding Prevent Money Laundering
dan Fraud; and Fraud;
• Desktop Wallpaper perihal Sikap dan Perilaku; • Desktop Wallpaper regarding Attitude and Behavior;
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• Code of Conduct Series perihal Mematuhi Peraturan • Code of Conduct Series regarding Comply with Internal
Internal, Bank Indonesia/OJK, dan Peraturan Perundangan Regulations, Bank Indonesia/OJK, and Other Applicable
Lainnya yang Berlaku; Laws and Regulations;
• Code of Conduct Series perihal Menolak Penyuapan dan • Code of Conduct Series regarding Refuse Bribery and
Korupsi; Corruption;
• Code of Conduct Series perihal Menghindari Berkompromi • Code of Conduct Series regarding Avoiding Compromise
karena Hadiah dan Hiburan; on Gifts and Entertainment;
• Code of Conduct Series perihal Speak-Up; • Code of Conduct Series regarding Speak-Up;
• Code of Conduct Series perihal Mencegah Pencucian • Code of Conduct Series regarding Prevent Money
Uang dan Fraud; Laundering and Fraud;
• Code of Conduct Series perihal Memperlakukan • Code of Conduct Series on Treating Employees Fairly;
Karyawan dengan Adil;
• Code of Conduct Series perihal Tidak Bertransaksi ketika • Code of Conduct Series regarding Not Conducting any
Memiliki Insider Information; Transactions after Obtaining Insider Information;
• Code of Conduct Series perihal Cepat dan Tanggap • Code of Conduct Series regarding Being Prompt and
dalam Menangani Keluhan Nasabah; Perceptive in Handling a Customer’s Complaints;
• Code of Conduct Series perihal Menjaga Kerahasiaan • Code of Conduct Series regarding Maintaining the
dan Perlindungan Informasi dan Data; Confidentiality and Protection of Information and Data;
• Code of Conduct Series perihal Sikap dan Perilaku; • Code of Conduct Series regarding Attitude and Behavior;
• Code of Conduct Series perihal Menghindari Benturan • Code of Conduct Series regarding Avoid any Conflicts of
Kepentingan; Interest;
• E-mail Blast kepada pihak eksternal (rekan bisnis non • E-mail Blast to External parties (Business partner(s) non
nasabah) perihal Menghindari Berkompromi karena customer) regarding Avoid Compromising on Gifts and
Hadiah dan Hiburan. Entertainment.
3. Mewajibkan karyawan untuk mengikuti e-learning Kode Etik, 3. Required all employees to participate in e-learnings of Code
e-learning Budaya Kepatuhan, dan e-learning Kebijakan of Conduct, Compliance Culture and Conflict of Interest, and
Benturan Kepentingan serta melakukan refreshment conducted annual e-learning refreshment.
e-learning tersebut setiap tahun.
4. Divisi Anti Bribery & Corruption memberikan support atas 4. Anti Bribery & Corruption Division provided support for any
permintaan nasihat dari seluruh unit di Permata Bank terkait advice requests related to the Code of Conduct from all units
Kode Etik di antaranya mengenai Benturan dan Kepentingan in Permata Bank, such as Conflicts and Interests and Gift and
serta Pemberian Hadiah dan Jamuan, termasuk memberikan Entertainment, and including provided approval if required.
persetujuan apabila diperlukan.
5. Speak-Up Administrator melakukan monitor atas jalur 5. Speak-Up Administrator monitored the Speak-Up channels
Speak- Up (e-mail, telepon/SMS/WhatsApp, serta e-form (e-mail, call/SMS/WhatsApp, and e-form in Permata Bank’s
di situs web Permata Bank), melakukan administrasi dan website), filled in the administration process, and ensured that
memastikan terlaksananya tindak lanjut yang diperlukan atas there would be proper follow-up on Speak-Up reports from the
laporan Speak-Up karyawan dan pihak eksternal Bank. Bank’s employees and external parties.
Untuk mendapatkan advis terkait dengan Etika dan Integritas, To obtain advice regarding Ethics and Integrity, Compliance Unit
unit Kepatuhan Permata Bank menyediakan jalur khusus untuk in Permata Bank provides special tools for sending questions and
penyampaian pertanyaan dan permintaan melalui e-mail maupun requests by e-mail or phone calls, which will be forwarded to the
telepon untuk diteruskan kepada Divisi Anti Bribery & Corruption. Anti Bribery & Corruption Division. Reports from Speak-Up will be
Khusus untuk pelaporan Speak-Up, dapat langsung disampaikan directly delivered through these channels:
melalui jalur Speak-Up yang disediakan, sebagai berikut:
• E-mail: speak.up@permatabank.co.id • E-mail: speak.up@permatabank.co.id
• Telepon/SMS/WA: +62 81120500111 • Call/SMS/WA: +6281120500111
• E-form di situs web Permata Bank • E-form in Permata Bank’s website
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Tata Kelola Perusahaan
Good Corporate
Governance
Sanksi bagi Pelanggar Kode Etik Sanctions for the Code of Ethics Violators
Karyawan yang melakukan pelanggaran kode etik akan dikenakan Sanctions will be imposed on employees who breach the code of
sanksi sesuai dengan jenis pelanggaran yang dilakukan. Sanksi conduct, according to the type of violation. Sanctions/punishments
dapat berupa Surat Teguran (lisan/tertulis), Surat Peringatan 1, could be in form of a Reprimand Letter, Warning Letter Level 1,
Surat Peringatan 2, Surat Peringatan 3, dan Pemutusan Warning Letter Level 2, Warning Letter Level 3, and Termination.
Hubungan Kerja.
Jumlah sanksi bagi pelanggar Kode Etik selama tahun 2025 The number of sanctions/punishments imposed on employees
adalah sebagai berikut: who breached the Code of Conduct in 2025 is as follows:
Tren Kualitas Penerapan Kode Etik
Trends in the Quality of Code of Conduct Implementation
Jumlah Sanksi yang Jumlah Sanksi yang
Jenis Sanksi Diberikan Tahun 2025 Diberikan Tahun 2024
No.
Type of Sanction/Punishment Sanction/Punishment Sanction/Punishment
in 2025 in 2024
1 Pemutusan Hubungan Kerja (PHK) | Termination 44 80
2 Surat Peringatan Pertama dan Terakhir | First and Final Warning Letter 86 30
3 Surat Peringatan 3 | Warning Letter 3 0 0
4 Surat Peringatan 2 | Warning Letter 2 0 2
5 Surat Peringatan 1 | Warning Letter 1 45 29
6 Surat Teguran | Reprimand Letter 101 51
Jumlah | Total 276 162
Kode Etik untuk Dewan Komisaris, Dewan Code of Ethics for the Board of Commissioners,
Pengawas Syariah, Direksi, dan Organ the Sharia Supervisory Board, the Board of
Pendukung Directors, and Supporting Organs
Sebagai upaya untuk senantiasa menerapkan prinsip-prinsip As continuous efforts to implement good corporate governance
tata kelola perusahaan yang baik dan kepatuhan terhadap principle and to comply with prevailing regulations, Permata Bank
peraturan yang berlaku, Permata Bank telah memiliki Kode Etik has a Code of Ethics for the Board of Commissioners, the Sharia
untuk Dewan Komisaris, Dewan Pengawas Syariah, Direksi, dan Supervisory Board, the Board of Directors, and Supporting Organs.
Organ Pendukung.
Kebijakan ini antara lain memuat: This policy consists of:
1. Kode Etik Anggota Dewan Komisaris, Dewan Pengawas 1. Code of Ethics for the Board of Commissioners, the Sharia
Syariah, dan Direksi: Supervisory Board, and the Board of Directors:
• Etika berkaitan dengan Keteladanan. • Model Ethics.
• Etika berkaitan dengan Kepatuhan terhadap Peraturan • Ethics related to Compliance with Laws and Regulations.
Perundang-undangan.
• Etika berkaitan dengan Keterbukaan dan Kerahasiaan • Ethics related to Transparency and Confidentiality of
Informasi. Information.
• Etika berkaitan dengan Peluang. • Ethics related to Opportunity.
• Etika berkaitan dengan Benturan Kepentingan, di mana • Ethics related to Conflict of Interest, whereas member
anggota Dewan Komisaris, Dewan Pengawas Syariah, of the Board of Commissioners, the Sharia Supervisory
dan Direksi wajib bersikap profesional. Board, and the Board of Directors are required acting
professionally.
• Etika Menghindari Berkompromi karena Hadiah dan • Ethics related to Avoiding Collusion for Gift and
Hiburan (Entertainment). Entertainment.
• Etika Berkaitan dengan Informasi Orang Dalam. • Ethics related to Insider Information.
• Etika berkaitan dengan Penyuapan dan Korupsi. • Ethics related to Bribery and Corruption.
• Etika berkaitan dengan Pencegahan Pencucian Uang. • Ethics related to Prevention on Money Laundering.
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• Etika untuk Memperlakukan Karyawan dengan Adil. • Ethics to Treating Employees Fairly.
• Etika Berkaitan dengan Aktivitas Berpolitik. • Ethics related to Political Activity.
• Etika Berkaitan dengan Pelindungan Konsumen. • Ethics Related to Customer Protection.
2. Kode Etik untuk Organ Pendukung 2. Code of Ethics for Organ Supporting
Dalam melaksanakan tugas dan fungsinya, pendukung organ In executing the duties and function, organ supporting
harus selalu melandasi diri dengan etika, baik etika kerja, etika has to work on a good ethics basis, both work ethics and
perilaku maupun etika jabatan. occupation ethics.
Organ Pendukung harus bersifat profesional bilamana dalam The Supporting Organs shall be professional whenever, in its
aktivitasnya dihadapi dengan kondisi benturan kepentingan. activities, it is faced with a conflict of interest.
Budaya Perusahaan
Corporate Culture
Budaya Kerja Permata Bank adalah cara berperilaku dalam Permata Bank’s corporate culture is the way to behave at work
kehidupan bekerja bagi setiap karyawan Permata Bank for every Permata Bank employee; based on the set of values that
yang didasari oleh seperangkat nilai yang harus ditanamkan must be practiced and carried out by each employee during his/
dan dijalankan oleh setiap karyawan selama berkarya di her service in Permata Bank.
Permata Bank.
Nilai-nilai Budaya Permata Bank adalah I-PRICE (Integrity, The Corporate Values of Permata Bank is I-PRICE (Integrity,
Partnership, Responsiveness, Innovation, Caring, Excellence). Partnership, Responsiveness, Innovation, Caring, Excellence).
Kebijakan Transaksi Saham Permata Bank oleh
Anggota Dewan Komisaris dan Direksi
Shares Transaction Policy of Permata Bank by the Members of the
Board of Commissioners and the Board of Directors
Kebijakan Policy
Sesuai dengan Kebijakan Transaksi Saham Permata Bank oleh In accordance with the Share Transaction Policy of Permata Bank
Anggota Dewan Komisaris dan Direksi, maka anggota Dewan by Members of the Board of Commissioners and the Board of
Komisaris dan Direksi Permata Bank wajib menginformasikan Directors, henceforth members of the Board of Commissioners
kepada Permata Bank (melalui Divisi Corporate Secretary) atas and Board of Directors of Permata Bank are required to inform to
kepemilikan dan setiap perubahan kepemilikannya atas saham Permata Bank (through Corporate Secretary Division) with regard
Permata Bank baik langsung maupun tidak langsung paling to their ownership and the changes of ownership of Permata Bank’s
lambat tiga hari sejak terjadinya transaksi. shares directly or indirectly within a period of no more than three
days from the transaction date.
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Tata Kelola Perusahaan
Good Corporate
Governance
Pelaksanaan Implementation
Sampai dengan posisi tanggal 31 Desember 2025, terdapat satu For the position of 31 December 2025, there is one member of
anggota Direksi yang memiliki saham Permata Bank, yaitu Ibu the Board of Directors who owns Permata Bank shares, namely
Meliza Musa Rusli selaku Direktur Utama. Informasi kepemilikan Mrs. Meliza Musa Rusli, President Director. Information on share
saham Dewan Komisaris dan Direksi Permata Bank dapat dilihat ownership of the Board of Commissioners and Board of Directors
pada halaman 172. of Permata Bank can be viewed on page 172.
Selama tahun 2025, tidak terdapat transaksi penjualan maupun In 2025, there were no transactions of buying or selling
pembelian saham Permata Bank yang dilakukan baik oleh Permata Bank shares conducted by members of the Board of
anggota Direksi maupun anggota Dewan Komisaris. Directors or the Board of Commissioners.
Program Kepemilikan Saham oleh Karyawan
dan/atau Manajemen
Employees and/or Management Share Option Program
Opsi Saham Share Options
Sampai dengan 31 Desember 2025, tidak ada opsi saham yang As of 31 December 2025, there were no share options granted
diberikan Permata Bank kepada Dewan Komisaris, Direksi, by Permata Bank to the Board of Commissioners, the Board of
maupun Pejabat Eksekutif. Directors, or Executives Officer.
Program Employee Stock Option Employee Stock Option Program
Sampai dengan 31 Desember 2025, tidak ada program employee As of 31 December 2025, there was no employee stock options
stock options yang diberikan Permata Bank kepada karyawan. program granted by Permata Bank to employees.
Sistem Pelaporan Pelanggaran
Whistleblowing System
Untuk mendukung terciptanya Tata Kelola Perusahaan yang To support implementation of Good Corporate Governance and to
Baik dan melengkapi infrastruktur etik, serta mendeteksi complete ethics infrastructure, as well as detect any violations in
adanya pelanggaran Kode Etik, Permata Bank sejak tahun 2008 the Code of Conduct, Permata Bank since 2008 has implemented
menerapkan sistem pelaporan pelanggaran atau Whistleblowing the violation reporting system or Whistleblowing system known as
System yang dikenal dengan nama Speak- Up. Speak-Up.
Speak-Up adalah sarana/media bagi karyawan Permata Bank, Speak-Up is a tool/media for Permata Bank’s employees,
nasabah, maupun pihak ketiga, untuk melaporkan pelanggaran- customers, and third parties, to report violations and malpractices,
pelanggaran dan malpraktik, baik berupa fraud maupun either in fraud or code of conduct violations (hereinafter referred
pelanggaran kode etik (untuk selanjutnya disebut “pelanggaran”), as “violations”), including suspicions of violations.
termasuk kecurigaan atas tindakan pelanggaran.
Cara Penyampaian Laporan Speak-Up How to Report the Speak-Up
Kode Etik Perilaku Karyawan Permata Bank menuntut komitmen The Permata Bank’s Code of Conduct requires commitment
segenap karyawan Permata Bank. Artinya, setiap karyawan from all Permata Bank’s employees. Each employee has the right
Permata Bank memiliki hak dan tanggung jawab untuk melaporkan and responsibility to report any indication of violations and are
826 PT Bank Permata Tbk Laporan Tahunan 2025
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setiap indikasi pelanggaran dan diwajibkan menyampaikan required to report any violations made by other employees as soon
sesegera mungkin adanya tindakan pelanggaran yang dilakukan as possible to Permata Bank’s Management through the provided
oleh karyawan lain kepada Manajemen Permata Bank melalui Speak-Up channels.
saluran Speak- Up yang telah disediakan.
Selain partisipasi aktif dari karyawan Permata Bank, untuk Other than Permata Bank employees’ active participation, to
menjaga lingkungan kerja yang bebas akan tindakan pelanggaran, maintain a violation-free working environment, Permata Bank
Permata Bank juga menyediakan sarana bagi nasabah maupun also provides a tool for customers and third parties to report any
pihak ketiga untuk dapat menyampaikan setiap pelanggaran violation or applicable regulations (internal and external) violation
atau indikasi pelanggaran ketentuan yang berlaku (internal dan indications committed by Permata Bank’s employees or process
eksternal) yang dilakukan oleh karyawan Permata Bank atau yang implemented at Permata Bank.
terjadi dalam proses yang dijalankan di Permata Bank.
Setiap pelaporan atau pengaduan melalui Speak-Up dicatat Each report or complaint through Speak-Up will be recorded in
dalam register dan diklasifikasikan oleh Administrator berdasarkan a register and classified by the Administrator based on report
kategori laporan yang meliputi: dugaan fraud, pelanggaran kode category: alleged fraud, code of conduct violations, and other
etik, dan laporan umum lain seperti keluh kesah atau saran. general reports including complaints and suggestions.
Saluran Speak-Up yang disediakan adalah sebagai berikut: The available Speak-Up channels are as follows:
1. E-mail: speak.up@permatabank.co.id 1. E-mail: speak.up@permatabank.co.id
2. Telepon/SMS/Whatsapp: +6281120500111 2. Phone/SMS/Whatsapp: +6281120500111
3. E-form di situs web Permata Bank 3. E-form on Permata Bank’s website
Pihak yang Mengelola Laporan Speak-Up The Parties who Manage Speak-Up Report
Pihak yang ditunjuk untuk mengelola laporan Speak-Up di Permata Currently, the appointees to manage Speak-Up reports in
Bank saat ini adalah Administrator Speak-Up, PIC Speak- Up, dan Permata Bank are Speak-Up Administrators, Speak-Up PIC, and
Speak-Up Council. Hal ini diatur dalam Kebijakan dan Prosedur Speak-Up Council. This is regulated in Permata Bank’s Speak-Up
Speak-Up Permata Bank. Policy and Procedure.
Sistem Perlindungan Pelapor dan Penanganan Whistleblower Protection System and Report
Laporan Handling
Kebijakan Speak-Up dibuat dengan mengacu kepada prinsip- The Speak-Up Policy is created in reference to the following
prinsip berikut ini: principles:
1. Laporan bersifat rahasia. Hanya Administrator Speak- Up, 1. All reports are confidential. The only authorities who have
PIC Speak-Up, dan Speak-Up Council yang mempunyai access to the reports’ contents are the Speak-Up Administrator,
wewenang untuk mengetahui isi laporan. Speak-Up PIC, and Speak-Up Council.
2. Pihak pelapor dapat memilih satu dari tiga prinsip anonim di 2. Reporter may choose one from three principles of anonymity:
bawah ini:
• Full Disclosure • Full Disclosure
• Partial Anonymity • Partial Anonymity
• Anonymous • Anonymous
Khusus untuk pelapor yang merupakan karyawan Permata Bank, Specifically for reporter who are Permata Bank’s employees, also
mengacu juga prinsip-prinsip sebagai berikut: refer to following principles:
1. Pihak pelapor berhak mendapatkan perlindungan dari 1. Reporter is entitled to get protection from Permata Bank,
Permata Bank bila akibat dari laporannya mengakibatkan should the report results in something that may threatens
sesuatu hal yang mengancam keberadaan pelapor di dalam reporter’s existence both inside or outside Permata Bank.
maupun di luar Permata Bank.
2. Pihak pelapor dibebaskan dari segala sanksi bila ternyata 2. Reporter is excluded from all sanctions if it turns out that the
laporannya tidak dapat dibuktikan kebenarannya. Kecuali jika report cannot be proven valid. Unless, based on investigation
berdasarkan hasil investigasi terbukti bahwa laporan yang result, if it is proven that the submitted report contains elements
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Tata Kelola Perusahaan
Good Corporate
Governance
disampaikan mengandung unsur fitnah, kebencian atau hal of slander, hatred or other similar matters, the reporter will be
lain yang dipersamakan dengan itu, maka terhadap pelapor subject to sanctions referring to Disciplinary Action Policy.
akan dikenakan sanksi dengan mengacu pada Kebijakan
Tindakan Indisipliner.
3. Permata Bank menjamin semua pihak pelapor bahwa 3. Permata Bank guarantees all reporting parties that their
laporan-laporan mereka tidak akan mempengaruhi penilaian reports will not affect their performance appraisal and/or
kinerja dan/atau perjalanan karier mereka di Permata Bank, career path in Permata Bank, unless there are conditions as
kecuali terdapat kondisi sebagaimana disebutkan dalam stated in the second principle above.
prinsip kedua di atas.
4. Dengan jaminan tersebut di atas, pihak pelapor diharapkan 4. With the above guarantee, reporter is expected to be willing
bersedia untuk memberikan informasi yang lebih terperinci to provide more detailed information to the Speak-Up Council
kepada Speak-Up Council terkait tindak lanjut atas regarding the follow-up of their report.
laporan mereka.
Jumlah Laporan Speak-Up di Tahun 2025 dan Number of Speak-Up Reports in 2025 and the
Tindak Lanjut Follow-Up
Selama tahun 2025, Administrator Speak-Up menerima 19 In 2025, the Speak-Up Administrator received 19 reports, one of
laporan, yang terdiri dari satu laporan berindikasi gabungan which was concerning alleged violations of Code of Conduct
pelanggaran ketentuan Kode Etik dan fraud, 12 laporan berindikasi jointly with fraud indication, 12 were reports concerning alleged
pelanggaran ketentuan Kode Etik, dan enam laporan berindikasi violations of Code of Conduct, and six were reports concerning
fraud. Laporan-laporan tersebut telah ditindaklanjuti oleh PIC fraud indication. These reports have been followed up by Speak-
Speak-Up dan dilaporkan secara berkala kepada Speak-Up Up PIC and reported periodically to Speak-Up Council and
Council dan Direksi Permata Bank. Permata Bank’s Board of Directors.
Karyawan-karyawan Permata Bank yang terbukti melakukan Permata Bank employees who conducted violation of code of
pelanggaran kode etik dan/atau fraud telah diberikan sanksi conduct and/or fraud had been given sanction in accordance with
sesuai dengan ketentuan internal yang berlaku. applicable internal regulation.
Jumlah Laporan Pelanggaran Tahun 2025 dan 2024
Number of Violation Reports in 2025 and 2024
Jumlah | Number
Status Laporan Report Status
2025 2024
Laporan yang tidak diteruskan untuk 2 0 Reports not followed-up for investigation
diinvestigasi (Pre-CLOSED) (Pre-CLOSED)
Laporan yang diteruskan untuk 17 14 Reports followed-up for investigation
diinvestigasi
a. Laporan yang telah selesai 10 14*) a. Reports with completed investigation
diinvestigasi (status CLOSED) (CLOSED status)
b. Laporan yang belum selesai 7 0*) b. Reports with on-going investigation
diinvestigasi (status OPEN) (OPEN status)
Total laporan yang diterima 19 14 Total reports received
Catatan | Note:
*)
Penyajian kembali informasi (restatement) karena laporan telah selesai diinvestigasi (status CLOSED) per tanggal 31 Desember 2025
Restatement of information as the report has been investigated (CLOSED status) per 31 December 2025
828 PT Bank Permata Tbk Laporan Tahunan 2025
Page 831
Penanganan Keluhan Nasabah
Customer Complaint Handling
Sebagai bagian dari komitmen kami untuk memberikan layanan As part of our commitment to providing the best services for our
terbaik bagi nasabah, Permata Bank memiliki Divisi Service customers, Permata Bank has a Service Excellence & Customer
Excellence & Customer Care Management. Divisi ini terdiri dari Care Management Division. This division consists of four
empat department, yaitu Contact Center (Permata Tel) yang departments, namely Contact Center (Permata Tel) which serves
melayani kebutuhan informasi, permintaan, dan keluhan nasabah information requests, inquiries, and complaints from customers
dan non-nasabah melalui telepon, surel, dan media sosial. and non-customers via phone, e-mail, and social media, as well
Kedua adalah Customer Care Center (CCC) yang fokus pada as the Customer Care Center (CCC) which focuses on customer
penyelesaian kebutuhan dan keluhan nasabah dan non-nasabah satisfaction surveys and the swift and accurate resolution of
secara cepat dan tepat. Ketiga adalah Client Services Group (CSG) customer and non-customer needs and complaints. Third is Client
yang melayani kebutuhan, informasi, permintaan, dan keluhan dari Services Group (CSG) which serves requests, information, inquiries,
nasabah non-individu (nasabah korporat dan komersil). Keempat and complaints from non-individual customers (corporate and
adalah CX Office yang fokus pada pengalaman nasabah secara commercial banking customers). Fourth is CX Office, which
menyeluruh saat bertransaksi dengan Permata Bank, yang focuses on holistic customer experience during their banking
mana meliputi eksekusi dan pengawasan akan survei kepuasan transaction with Permata Bank, which covers the execution and
pelanggan dan tindak lanjut dari hasil survei yang diterima, baik surveillance of customer satisfaction and the follow ups of each
yang diadakan oleh internal Permata Bank maupun eksternal. survey result, both from internal and external Permata Bank.
Pada tahun 2025, untuk mewujudkan komitmen Permata Bank In 2025, to realize the commitment of Permata Bank in delivering a
untuk memberikan pengalaman bertransaksi yang delightful customer experience during transaction, Permata Bank
menyenangkan, Permata Bank menggunakan metode pengukuran adopt Net Promotor Score (NPS) measurement method, which
Net Promoter Score (NPS), yang berfokus akan rasio dari jumlah focuses on the ratio of total customers who recommend Permata
nasabah yang akan merekomendasikan Permata Bank pada Bank to other people (scores 9 and 10) and the total customers
orang lain (dengan skor 9 dan 10) dan jumlah nasabah yang that did not recommend (score 0–6). The measurement was
tidak akan merekomendasikan (dengan skor 0–6). Perhitungan conducted massively, structured, and well-planned on each of
NPS ini dilakukan secara masif, terstruktur, dan terencana customer touchpoints, starting from Permata Tel, Permata ME,
pada semua titik interaksi nasabah, mulai dari Permata Tel, Permata Net, and also offline services such as branch network and
Permata ME, Permata Net, hingga layanan offline pada cabang Permata Bank Relationship Manager.
dan RM Permata Bank.
Selain metode pengukuran, manajemen Permata Bank juga Apart from the measurement method, the management
menunjukkan komitmen secara nyata dengan pencanangan of Permata Bank also shows commitment through the
Komite Advokasi Konsumen (KAK) mulai dari Januari 2025. Komite implementation of Customer Advocacy Committee (CAC), which
ini dibangun dengan dua tujuan utama, yaitu: started from January 2025. This Committee was founded with two
main objectives:
1. Membangun transparansi proses dan hasil dari setiap 1. Develop transparency of process and result from each related
pemangku kepentingan yang terlibat, dalam rangka menjadi stakeholders, to be the NPS leader in the Indonesian banking
pemimpin dari NPS pada industri perbankan di Indonesia. industry.
2. Menjadi sebuah wadah kolaborasi dari seluruh pemangku 2. Be the collaboration channel from all related stakeholders
kepentingan dalam Permata Bank untuk melakukan penilaian, within Permata Bank, to conduct assessment, improvement,
perbaikan, dan peningkatan berbagai macam layanan dan and enhancement from various services and banking products
produk perbankan yang bermula dari suara nasabah. driven by customer voice.
Adapun untuk eksekusi KAK ini secara konsisten setiap bulan, For the consistent execution of CAC on monthly basis, SECCM
Divisi SECCM melakukan berbagai rangkaian proses pendukung Division conduct various support activities in each directorate, to
di setiap direktorat, sehingga dapat menangkap seluruh suara be able to collect most of the voice of customer, which could be
dari nasabah, dan bisa kita tentukan prioritas perbaikan dan prioritized for improvement and development of Permata Bank
pengembangan untuk dapat meningkatkan kepuasan nasabah customer satisfaction.
Permata Bank.
2025 Annual Report PT Bank Permata Tbk 829
Page 832
Tata Kelola Perusahaan
Good Corporate
Governance
Maks. 20 hari kerja
Max. 20 working days
Telepon ke
By Phone to
PermataTel
Lisan 1500-111 Petugas
Oral 5 hari kerja untuk pengaduan secara lisan, 10 hari Officer
kerja untuk pengaduan secara tertulis sejak dokumen Nasabah atau
pendukung diterima dengan lengkap, kemudian dapat Perwakilannya
diperpanjang 10 hari kerja berikutnya. Customer or the
5 day working period for verbal complaints and a 10-day Representative
working period for written complaints, starting from the
Nasabah atau
receipt of complete supporting documents, which can
Perwakilannya
then be extended for an additional 10 working days. Menerima Nomor Registrasi
Customer or the
Representative Pengaduan CHS 000xxxxx
Penerimaan Pengaduan
Receipt of Complaint
Receipt of Complaint
Datang ke Jaringan Registration Number
Kantor Cabang Permata CHS 000xxxxx
Bank Terdekat
Visit the Nearest Permata
Tertulis Bank Branch Office Surat Hasil Penyelesaian
Written Pengaduan
Result Letter of Complaint
Resolution Penyampaian Hasil
Via Situs Web Penyelesaian Pengaduan
Web Site Notification of Complaint
www.permatabank.com Surat Perpanjangan Jangka Resolution
Waktu Penyelesaian (SPJP)
Complaint Resolution Extension
Letter
Via Surat Elektronik
E-mail 10 hari kerja dan bisa diperpanjang
care@permatabank.co.id hingga 10 hari kerja
10 working days and can be
extended to more 10 working days
Via X (Twitter)
Surat Hasil Penyelesaian
@permatacare Menyampaikan Hasil
Pengaduan
Penyelesaian Pengaduan
Letter of Complaint Resolution
(Bertemu dengan Nasabah,
Telepon, Surat-E-mail, SMS)
Via Instagram Notification of Complaint
@permatabank Resolution (Face-to-face
meeting with Customers, Phone,
Mail/E-mail, SMS)
Via Facebook Fasilitas/Mediasi Perbankan
PermataBank (Terbatas) oleh Regulator
Facility/Banking Mediation
(Limited) by Regulator
tidak
Surat Resmi ke Bank sepakat
Manajemen not agree External
Official Letter to the Dispute
Management Resolution
Nasabah
Customer sepakat
agree
Selesai
Finish
Pada tahun 2025, jumlah keluhan nasabah yang diterima oleh In 2025, Permata Bank received a total of 30,201 customer
Permata Bank adalah sebanyak 30.201 keluhan, dan sebanyak complaints, which 29,697 complaints have been resolved,
29.697 keluhan sudah terselesaikan, sedangkan sebanyak 504 while 504 complaints still in completion process. With the
keluhan masih dalam proses penyelesaian. Dengan implementasi implementation of CAC, Permata Bank able to convert customer
alur KAK, Permata Bank mampu mengolah keluhan menjadi complaints into source of sustainable improvements of
sumber perbaikan yang berkelanjutan untuk pelayanan nasabah. customer service.
830 PT Bank Permata Tbk Laporan Tahunan 2025
Page 833
Jumlah Keluhan Nasabah Tahun 2025
Total Customers Complains in 2025
Selesai Dalam Proses
Resolved In Process Jumlah
Jenis Transaksi Keuangan
No. Pengaduan
Type of Financial Transaction
Jumlah Jumlah Total Complaints
% %
Total Total
1 Electronic Banking 18.890 100 7 0 18.897
2 Kredit/Pembiayaan Konsumsi 177 99 1 1 178
Loans/Consumer Financing
3 Tabungan | Savings Accounts 14 100 0 0 14
4 Kartu Kredit | Credit Cards 3.320 90 375 10 3.695
5 Layanan Cabang | Branch Services 0 0 0 0 0
6 Virtual Account 0 0 0 0 0
7 Kartu ATM/ Kartu Debit 7.075 98 121 2 7.196
ATMs/Debit Cards
8 Kredit/Pembiayaan Modal Kerja 4 100 0 0 4
Loans/Working Capital Financing
9 Kliring | Clearing 176 100 0 0 176
10 Bancassurance 16 100 0 0 16
11 Produk Lainnya | Others 25 100 0 0 25
Jumlah | Total 29.697 98 504 2 30.201
Tata Kelola Pengadaan Barang dan Jasa
Goods and Services Procurement Governance
Dalam menciptakan lingkungan kerja yang transparan dan In creating a transparent and accountable working environment,
akuntabel, sebuah bank harus mempunyai kebijakan pengadaan a bank should carry out a fair and objective goods and services
barang dan jasa yang adil dan objektif. Hal ini juga berkaitan procurement policy. This is also strongly related to a banking
erat dengan sistem perbankan yang bersih dari praktik-praktik system that is free from gratification, hence creating a banking
gratifikasi sehingga menciptakan lingkungan perbankan yang environment without conflicts of interest, as well as strengthening
bebas dari benturan kepentingan serta memperkuat tata kelola good corporate governance.
perusahaan yang baik.
Sebagai bagian dari penerapan Tata Kelola Perusahaan yang As part of the implementation of Good Corporate Governance
Baik (GCG) yang mengutamakan transparansi dan akuntabilitas, (GCG) that prioritizes transparency and accountability,
Permata Bank menerapkan Kebijakan & Prosedur Pengadaan dan Permata Bank implements Procurement and Vendor Management
Pengelolaan penyedia yang meliputi kebijakan yang berkaitan Policy & Procedure, which consists of policies related to vendor
dengan pemilihan serta pengelolaan penyedia dalam kegiatan selection and vendor management in regular activities and
rutin serta memastikan kinerja penyedia sesuai dengan perjanjian ensures that the vendor’s performance is in line with the agreed
dan Service Level Agreement (SLA) yang telah disepakati. contract and Service Level Agreement (SLA).
Sesuai Kebijakan & Prosedur Pengadaan dan Pengelolaan Based on the Procurement and Vendor Management Policy
penyedia, beberapa ketentuan pengadaan dan pengelolaan & Procedure, some procurement and vendor management
penyedia di Permata Bank antara lain adalah: provisions at Permata Bank include:
2025 Annual Report PT Bank Permata Tbk 831
Page 834
Tata Kelola Perusahaan
Good Corporate
Governance
1. Setiap pengadaan barang dan jasa dengan nilai mulai dari 1. Procurement of goods and services with amounts starting
Rp100 juta wajib dilaksanakan melalui unit Procurement from Rp100 million should be carried out through Procurement
Vendor Management (PVM) sesuai dengan ketentuan dalam Vendor Management (PVM) unit in accordance with the
Kebijakan & Prosedur Pengadaan dan Pengelolaan penyedia. requirements in the Procurement and Vendor Management
Policy & Procedure.
2. Proses pengadaan terdiri dari tahap identifikasi kebutuhan 2. Procurement process consists of procurement sources and
dan sumber pengadaan, tahap persiapan untuk sukses yang demand identification phase, preparation for the success
di dalamnya termasuk pembuatan rencana pengadaan dan phase that includes procurement planning and strategy,
strategi, tahap proses tender dan pembuatan keputusan, tender and decision-making phase, and completion with
serta tahap penyelesaian dan serah terima pengelolaan. management handover phase.
3. Pengadaan dilakukan bersama antara unit pengguna dan unit 3. Procurement is carried out by user and PVM unit. For
PVM. Untuk pengadaan mulai dari Rp100 juta, permohonan procurement amounts starting at Rp100 million, procurement
pengadaan diajukan oleh unit pengguna kepada PVM melalui request is proposed by user to PVM through the Procurement
sistem Procurement Vendor Management System (PVMS) dan Vendor Management System (PVMS) and then handled
selanjutnya diproses oleh PVM. by PVM.
4. Dalam proses pengadaan, dilakukan uji tuntas terhadap calon 4. During procurement process, vendor due diligence is
penyedia yang termasuk melakukan pemeriksaan dokumen conducted through checking vendor’s legal documents,
legal, kunjungan ke kantor dan/atau pabrik calon penyedia performing vendor visit and reviewing vendor financial
dan analisis kondisi keuangan calon penyedia sesuai condition as needed.
kebutuhan.
5. Penilaian aspek teknis dan komersial dilakukan bersama- 5. Scoring process is carried out by user and PVM with the
sama dengan pihak unit pengguna dan PVM dengan cakupan following scope of consideration:
penilaian:
a. Harga yang kompetitif. a. Competitive pricing.
b. Keahlian dan pengalaman. b. Expertise and experience.
c. Kemampuan dalam kecukupan finansial, rencana dan c. Ability in financial adequacy, planning, and
penanggulangan bencana (contingency plan). contingency plan.
d. Kesesuaian/kepatuhan terhadap spesifikasi dan d. Suitability/compliance to Permata Bank’s standards.
kebutuhan Permata Bank.
e. Kesesuaian dengan Kesehatan dan Keselamatan Kerja. e. Conformity with the Health and Safety Environment
standards.
f. Referensi atas klien atau pelanggan lain. f. Reference from clients or other customers.
g. Riwayat kinerja atas layanan kepada Permata Bank. g. Previous records of services to Permata Bank.
h. Hasil screening atas rekanan dengan menggunakan h. Screening results of partners using Anti Money Laundering
aplikasi Anti Money Laundering. application.
Dalam melakukan pengadaan barang dan jasa, sangat penting In conducting goods and services procurement, it is important to
untuk menjaga kode etik untuk tidak memberikan gratifikasi agar maintain the code of ethics, avoid gratification, prevent fraud and
tidak terjadi kecurangan dan menjaga keadilan kompetisi antar maintain fairness of competition between vendors. Permata Bank’s
penyedia. Kode etik Permata Bank menjelaskan bahwa dalam code of ethics mentions that conflict of interest has to be avoided
melakukan proses pengadaan harus menghindari segala bentuk during the procurement process. This includes refusing and not
benturan kepentingan. Salah satunya adalah menolak dan tidak asking for assistance, commissions, gifts, entertainment, travel,
meminta bantuan, komisi, hadiah, jamuan, perjalanan, atau or other rewards from suppliers in line with the prevailing Gift and
bentuk imbalan lainnya dari penyedia sesuai dengan Kebijakan Entertainment Policy. Vendors need to provide a statement to
Pemberian Hadiah dan Jamuan yang berlaku. Serta penyedia Permata Bank regarding whether or not there is a relationship of
perlu memberikan pernyataan kepada Permata Bank mengenai kinship between the vendor and Permata Bank who is involved in
terdapat atau tidak terdapatnya hubungan kekerabatan the procurement process.
antara pihak penyedia dan Permata Bank yang terlibat dalam
proses pengadaan.
832 PT Bank Permata Tbk Laporan Tahunan 2025
Page 835
Selain itu, untuk mencegah potensi kecurangan dari penyedia, In addition, to prevent potential fraud by vendors, the assessment
proses penilaian dalam masa pengadaan harus diikuti dan process during procurement is supervised and approved by
disetujui oleh PVM dan unit pengguna terkait. Seluruh penjelasan PVM and related users. The entire explanation related to the
terkait proses pengadaan dan hal-hal yang telah disepakati procurement process and agreed-upon subjects is written in the
dituangkan dalam dokumen Summary of Award (SOA) pada Summary of Award (SOA) in the PVMS system and approved by
sistem PVMS dan disetujui oleh pejabat berwenang. Selanjutnya, authorized personnel. Furthermore, services/goods are delivered
pemberian layanan/barang oleh penyedia dilakukan berdasarkan by the vendor based on the agreement document between
dokumen perikatan antara Permata Bank dan penyedia yang Permata Bank and the vendor, which was made according to the
disusun sesuai penjelasan pada SOA dan ditandatangani oleh explanation in the SOA and signed by authorized persons from
pejabat yang berwenang dari kedua belah pihak. both sides.
Rencana Strategis 2026 dan Jangka Panjang
2026 and Long-Term Strategic Plan
Dalam rangka mencapai Visi PT Bank Permata Tbk (“Bank” To achieve PT Bank Permata Tbk’s (“Bank” or “Permata Bank”)
atau “Permata Bank”) untuk menjadi Bank Pilihan dengan terus Vision to be the Primary Bank, cultivating enduring relationships
membina kemitraan dan menciptakan nilai bermakna bagi and delivering exceptional value to all our stakeholders, Bank has
stakeholders, Bank telah menetapkan arahan stratejik utama set out the following key strategic directions:
sebagai berikut:
1. Menciptakan Leading Deposits and Wealth Franchise dengan 1. Create the Leading Deposits and Wealth Franchise, by
fokus menjadi Bank untuk keluarga dengan mengembangkan focusing on becoming a family bank by growing sticky deposits
sticky deposit dan membangun jalur wealth creation yang and build long-term wealth creation journey for targeted
bersifat jangka panjang; serta mengoptimalisasi kontribusi customers; as well as optimize low-cost deposit contribution
low-cost deposit dari segmen korporasi dan komersial dalam from corporate & commercial to manage funding cost.
pengelolaan Funding Cost.
2. Menjadi Primary Bank untuk Transaction Banking dengan 2. Becoming the Primary Bank for Transaction Banking by
berfokus menjadi bank pilihan utama dalam langkah menuju focusing as the gateway to building deeper ecosystem, as well
pendalaman ekosistem dan penetrasi ke berbagai komunitas; as community penetration; develop competitive transaction
mengembangkan solusi transaction banking kompetitif banking solutions across all segments, including trade
pada seluruh segmen nasabah meliputi produk trade financing, payment and cash management; leverage loan,
financing, payment, dan cash management; memanfaatkan carrying out industry’s main role, as a complementary product
pinjaman, menjalankan peran intermediasi utama industri in achieving competitive positioning; as well as continuous
perbankan, sebagai produk pendamping dalam menciptakan improvement across multiple touchpoints, driving digital
keunggulan kompetitif; serta pembaharuan berkelanjutan innovation and frontliners capabilities to become the primary
dalam seluruh kanal touchpoints, mendorong inovasi digital bank for targeted customers across all segments.
dan kapabilitias frontliners untuk menjadi bank utama untuk
targeted customers pada seluruh segmen nasabah.
3. Menjadi yang terdepan dalam hal Net Promoter Score (NPS) 3. Be the Market Leading on customer satisfaction (NPS) in
di industri perbankan dengan berfokus pada menciptakan the industry by focusing on creating a work environment
lingkungan kerja yang fokus pada customer centricity; that focuses on customer centricity; capitalizing on strengths
mengkapitalisasi kekuatan dalam service excellence in service excellence to deepen customer relationships;
untuk memperdalam hubungan dengan nasabah; serta as well as embedding AI-driven technology to streamline
menanamkan Artificial Intelligence (AI) dalam penerapan internal process to improve TAT, reduce work redundancy and
teknologi dalam mendorong efisiensi pada proses internal improve accuracy.
untuk memperbaiki TAT, mengurangi pekerjaan berulang
dalam memperbaiki akurasi.
2025 Annual Report PT Bank Permata Tbk 833
Page 836
Tata Kelola Perusahaan
Good Corporate
Governance
Sistem Manajemen Anti-Penyuapan
Anti-Bribery Management System
Sistem Manajemen Anti Penyuapan (SMAP) Anti-Bribery Management System (ABMS)
Memahami Penyuapan Understanding Bribery
Permata Bank menyadari bahwa penyuapan merupakan Permata Bank recognizes that bribery remains a global challenge
tantangan global yang dapat melemahkan tata kelola yang baik, that undermines good governance, hinders sustainable
menghambat pembangunan berkelanjutan, dan mendistorsi development, and distorts fair competition. It increases the
persaingan yang sehat. Penyuapan meningkatkan biaya cost of doing business, introduces uncertainty into commercial
operasional bisnis, menimbulkan ketidakpastian dalam transaksi transactions, and disrupts the fair and efficient functioning of
komersial, serta mengganggu fungsi pasar yang adil dan efisien. markets.
Dengan menjunjung tinggi nilai budaya Integrity serta sejalan Upholding the cultural value of Integrity, and in line with
dengan ekspektasi pemangku kepentingan dan regulator, stakeholder and regulatory expectations, Permata Bank has
Permata Bank telah menerapkan Sistem Manajemen Anti implemented an Anti-Bribery Management System (ABMS) based
Penyuapan (SMAP) berdasarkan ISO 37001:2016–standar on ISO 37001:2016–the international standard designed to help
internasional yang dirancang untuk membantu organisasi dalam organizations establish, implement, maintain, and continuously
membangun, menerapkan, memelihara, dan terus meningkatkan improve an anti-bribery management framework.
kerangka kerja manajemen anti penyuapan.
Inisiatif ini memperkuat komitmen Permata Bank untuk This initiative reinforces Permata Bank’s commitment to building
membangun kepercayaan, mematuhi hukum dan peraturan trust, complying with laws and regulations, and implementing
yang berlaku, serta menerapkan prinsip Tata Kelola Perusahaan the principles of Good Corporate Governance (GCG). The Bank’s
yang Baik (Good Corporate Governance/GCG). Pimpinan Bank leadership is fully committed to fostering a culture of integrity,
berkomitmen penuh untuk menumbuhkan budaya integritas, transparency, disclosure, and compliance, recognizing that these
transparansi, keterbukaan, dan kepatuhan, dengan menyadari values are fundamental to the effectiveness and success of
bahwa nilai-nilai tersebut merupakan dasar efektivitas dan the ABMS.
keberhasilan penerapan SMAP.
Sejalan dengan komitmen Otoritas Jasa Keuangan (OJK) dalam In alignment with the Financial Services Authority (OJK)’s
mendorong perilaku etis di sektor keuangan, OJK memperoleh commitment to promoting ethical conduct in the financial
sertifikasi SNI ISO 37001 pada 10 Agustus 2021 sebagai upaya sector, the OJK obtained the SNI ISO 37001 certification on 10
untuk menjadi teladan bagi industri. Pada 18 Agustus 2021, August 2021 as part of its effort to serve as a role model for the
perwakilan dari perbankan, pasar modal, dan lembaga keuangan industry. On 18 August 2021, representatives from banking, capital
non-bank menandatangani komitmen sukarela dengan OJK untuk market, and non-bank financial institutions signed a voluntary
menerapkan SMAP serta memperoleh sertifikasi ISO 37001 di commitment with the OJK to implement the ABMS and obtain ISO
masing-masing organisasi. Setelah itu, banyak lembaga keuangan, 37001 certification within their respective organizations. Following
termasuk Permata Bank, mengadopsi standar ISO 37001. this, many financial institutions, including Permata Bank, adopted
ISO 37001 standards.
Permata Bank memperoleh sertifikasi SNI ISO 37001:2016 Sistem Permata Bank obtained the SNI ISO 37001:2016 Anti-Bribery
Manajemen Anti Penyuapan pada November 2023 untuk seluruh Management System certification in November 2023 for all
kegiatan perbankan yang dilakukan di Kantor Pusat dan Kantor banking activities conducted at its Head Office and Bintaro Office.
Bintaro. Pada Oktober 2025, hasil audit eksternal oleh BSI Group In October 2025, an external audit conducted by the BSI Group
menegaskan bahwa SMAP telah diterapkan secara efektif, confirmed that the ABMS has been implemented effectively,
sehingga sertifikasi tersebut dapat dipertahankan. allowing the certification to be maintained.
Pada Juli 2025, Permata Bank bekerja sama dengan Lembaga In July 2025, Permata Bank, in collaboration with the Corruption
Sertifikasi Profesi Komisi Pemberantasan Korupsi (KPK), Eradication Commission Profession Certification Institute, enrolled
mengikutsertakan 28 karyawan dari Direktorat Hukum dan 28 employees from the Legal and Compliance Directorate in the
834 PT Bank Permata Tbk Laporan Tahunan 2025
Page 837
Kepatuhan dalam program sertifikasi Ahli Pembangun Integritas Ahli Pembangun Integritas (API) certification program–comprising
(API)–terdiri atas 14 peserta API Utama dan 14 peserta API Muda. 14 Main API and 14 Junior API participants.
Seluruh peserta berhasil menyelesaikan program dan memperoleh All participants successfully completed the program and earned
sertifikasi API, menjadikan Permata Bank sebagai bank swasta API certification, making Permata Bank the first private bank in
pertama di Indonesia yang meraih pencapaian tersebut. Indonesia to achieve this distinction.
Melalui sertifikasi API, personel Permata Bank dibekali Through the API certification, Permata Bank personnel are
kemampuan untuk: equipped to:
• Memastikan kepatuhan berkelanjutan Bank terhadap • Ensure the Bank’s ongoing compliance with anti-corruption
peraturan perundang-undangan, regulasi, dan kebijakan laws, regulations, and internal policies;
internal terkait anti-korupsi;
• Berkontribusi dalam pengembangan serta peningkatan • Contribute to the development and enhancement of the
sistem integritas dan tata kelola etika Bank; dan Bank’s integrity and ethical governance systems; and
• Menjadi narahubung utama untuk isu-isu anti-suap dan anti- • Serve as key points of contact for anti-bribery and anti-
korupsi di lingkungan organisasi. corruption matters within the organization.
Untuk memperkuat upaya ini, Permata Bank juga telah To further strengthen these efforts, Permata Bank has established
menetapkan Kebijakan Anti Penyuapan yang komprehensif, yang a comprehensive Anti-Bribery Policy, designed to prevent and
bertujuan untuk mencegah dan memitigasi risiko serta biaya mitigate the risk and costs of bribery, protect the Bank’s reputation,
akibat penyuapan, melindungi reputasi Bank, dan membangun and build trust and confidence among customers, business
kepercayaan serta keyakinan di antara nasabah, mitra bisnis, dan partners, and other stakeholders.
pemangku kepentingan lainnya.
Pengembangan SMAP Developing ABMS
Permata Bank berkomitmen untuk membangun, Permata Bank is committed to establishing, documenting,
mendokumentasikan, menerapkan, memelihara, dan terus implementing, maintaining, and continually improving its ABMS.
meningkatkan SMAP-nya. Sistem ini mencakup proses The system includes processes and controls to identify, assess,
dan pengendalian untuk mengidentifikasi, menilai, dan and mitigate bribery risks, as well as to detect and respond to
memitigasi risiko penyuapan, serta mendeteksi dan merespons potential incidents.
potensi insiden.
Bank menyadari bahwa meskipun tidak mungkin untuk sepenuhnya The Bank recognizes that while it is not possible to completely
menghilangkan risiko penyuapan, tujuan utama adalah untuk eliminate bribery risk, the goal is to maintain a reasonable and
mempertahankan sistem yang wajar dan proporsional, dengan proportionate system that balances effectiveness with operational
menyeimbangkan efektivitas dan kepraktisan operasional. SMAP practicality. The ABMS is designed to take into account:
dirancang dengan mempertimbangkan:
• Ukuran, struktur, dan kewenangan pengambilan • The Bank’s size, structure, and decision-making authority;
keputusan Bank;
• Lokasi, sektor, dan sifat operasional; • Locations, sectors, and nature of operations;
• Kompleksitas dan skala kegiatan; • Complexity and scale of activities;
• Tingkat interaksi dengan pejabat publik dan pihak • The extent of interactions with public officials and third
ketiga; serta parties; and
• Faktor internal dan eksternal relevan lainnya. • Other relevant internal and external factors.
Penilaian risiko penyuapan dilakukan secara berkala untuk Regular bribery risk assessments are conducted to identify,
mengidentifikasi, mengevaluasi, dan memprioritaskan potensi evaluate, and prioritize potential bribery risks that may affect
risiko penyuapan yang dapat memengaruhi pencapaian the achievement of the ABMS objectives. These assessments
tujuan SMAP. Penilaian ini juga meninjau kecukupan dan also review the adequacy and effectiveness of existing controls,
efektivitas pengendalian yang ada, guna memastikan perbaikan ensuring continuous improvement in risk mitigation.
berkelanjutan dalam mitigasi risiko.
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Tata Kelola Perusahaan
Good Corporate
Governance
Pelatihan dan Kesadaran Anti Penyuapan Anti-Bribery Training and Awareness
Permata Bank secara berkelanjutan melaksanakan program Permata Bank conducts ongoing training and awareness programs
pelatihan dan peningkatan kesadaran untuk memperkuat budaya to strengthen anti-bribery culture across the organization.
anti penyuapan di seluruh organisasi.
• Pelatihan Internal: • Internal Training:
Pelatihan SMAP wajib diikuti setiap tahun oleh seluruh ABMS training is mandatory annually for all employees and is
karyawan dan disampaikan melalui e-learning pada aplikasi delivered through e-learning on the PEARL application. Internal
PEARL. Sosialisasi internal juga dilakukan melalui Program socialization is also carried out through the Culture Monitoring
Pemantauan Budaya, sesi tatap muka di seluruh Direktorat Program, face-to-face sessions across all Directorates and
dan Wilayah, serta melalui kanal komunikasi internal seperti Regions, and via communication channels such as the internal
portal intranet dan kampanye e-mail. portal and email campaigns.
• Kesadaran Eksternal: • External Awareness:
Bagi pemangku kepentingan eksternal–termasuk nasabah, For external stakeholders–including customers, vendors,
vendor, dan mitra bisnis–Permata Bank mempromosikan and business partners–Permata Bank promotes anti-bribery
kesadaran anti penyuapan melalui media sosial, sesi tatap awareness through social media, face-to-face and virtual
muka dan virtual, serta pesan berkala seperti pengingat anti sessions, and periodic messaging such as anti-bribery
penyuapan yang disertakan dalam komunikasi rekening giro. reminders included in current account communications.
Melalui program-program ini, karyawan dan pemangku Through these programs, employees and stakeholders gain a
kepentingan memperoleh pemahaman yang jelas bahwa clear understanding that bribery includes offering, promising,
penyuapan mencakup tindakan menawarkan, menjanjikan, giving, accepting, or soliciting any undue advantage (financial or
memberikan, menerima, atau meminta keuntungan yang tidak non-financial), either directly or indirectly, in violation of applicable
semestinya (baik finansial maupun non-finansial), secara laws, as an inducement or reward for improper performance
langsung maupun tidak langsung, yang melanggar hukum of duties.
sebagai imbalan atau dorongan untuk pelaksanaan tugas yang
tidak semestinya.
Komitmen terhadap Integritas Commitment to Integrity
Seluruh PermataBankers diharapkan menjunjung tinggi nilai- All PermataBankers are expected to uphold the Bank’s core
nilai inti Bank, I-PRICE (Integrity, Partnership, Responsiveness, values, I-PRICE (Integrity, Partnership, Responsiveness, Innovation,
Innovation, Caring, dan Excellence). Caring, and Excellence).
Integrity menjadi landasan utama dari nilai-nilai tersebut, yang Integrity stands as the cornerstone of these values, guiding every
menuntun setiap karyawan untuk bertindak dengan kejujuran, employee to act with honesty, transparency, prudence, and
transparansi, kehati-hatian, dan akuntabilitas sesuai dengan accountability in accordance with company policies and ethical
kebijakan perusahaan dan standar etika. standards.
Permata Bank menerapkan kebijakan nol toleransi terhadap Permata Bank enforces a zero-tolerance policy toward bribery
penyuapan dan segala bentuk pelanggaran etika. Setiap and any form of ethical misconduct. Any violation is subject to
pelanggaran akan dikenakan sanksi sesuai dengan ketentuan sanctions in line with applicable regulations.
yang berlaku.
Dengan sikap tegas ini, seluruh PermataBankers berkomitmen With this firm stance, all PermataBankers are committed to working
untuk bekerja #DenganHati–dengan ketulusan dan integritas– #DenganHati–with sincerity and integrity–rejecting all forms
menolak segala bentuk penyuapan serta menjaga posisi Permata of bribery and maintaining Permata Bank’s position as a trusted
Bank sebagai mitra terpercaya bagi nasabah dan pemangku partner for customers and stakeholders, as well as an Employer of
kepentingan, sekaligus sebagai Employer of Choice yang Choice that upholds the highest ethical standards.
menjunjung tinggi standar etika tertinggi.
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Kebijakan Antikorupsi
Anti-Corruption Policy
Program dan Kebijakan Anti-Suap dan Anti-Bribery and Corruption Program and
Antikorupsi Policy
Permata Bank tetap berkomitmen kuat untuk menjunjung tinggi Permata Bank remains strongly committed to upholding the
standar integritas, transparansi, dan perilaku etis tertinggi dalam highest standards of integrity, transparency, and ethical conduct
seluruh kegiatan usahanya. Untuk memastikan penerapan across all business activities. To ensure effective implementation
yang efektif atas praktik anti-suap dan antikorupsi, Bank telah of anti-bribery and anti-corruption practices, the Bank has
menetapkan kerangka kebijakan komprehensif yang mencakup established a comprehensive policy framework comprising the
kebijakan-kebijakan utama berikut: following key policies:
1. Kebijakan Anti-Suap. 1. Anti-Bribery Policy.
2. Kode Etik Karyawan. 2. Employee Code of Conduct.
3. Kebijakan Pemberian dan Penerimaan Hadiah serta Hiburan. 3. Gifts and Entertainment Policy.
4. Kebijakan Benturan Kepentingan. 4. Conflict of Interest Policy.
Sebagai bagian dari komitmen terhadap integritas, seluruh As part of its integrity commitment, all employees are required to
karyawan diwajibkan menandatangani Pernyataan Kode sign the Statement of Employee Code of Conduct and Integrity
Etik Karyawan dan Pakta Integritas, yang mencakup Pact, which includes declarations to:
pernyataan untuk:
• Menolak segala bentuk suap dan korupsi; dan • Reject all forms of bribery and corruption; and
• Mendorong terciptanya lingkungan kerja yang bebas dari • Promote a work environment free from Corruption, Collusion,
Korupsi, Kolusi, dan Nepotisme (KKN). and Nepotism (KKN).
Struktur Tata Kelola Governance Structure
Untuk memperkuat pengawasan dan koordinasi atas inisiatif anti- To strengthen oversight and coordination of the Bank’s anti-bribery
suap dan antikorupsi, Permata Bank telah membentuk Divisi Anti- and anti-corruption initiatives, Permata Bank has established a
Bribery & Corruption (AB&C Division). dedicated Anti-Bribery & Corruption Division (AB&C Division).
Divisi ini bertanggung jawab untuk: This Division is responsible for:
• Mengkoordinasikan pelaksanaan strategi anti-suap dan anti- • Coordinating the implementation of anti-bribery and
korupsi di seluruh unit bisnis; corruption strategies across all business units;
• Memastikan kepatuhan terhadap praktik dan standar terbaik • Ensuring adherence to global best practices and standards,
global, termasuk SNI ISO 37001:2016 Sistem Manajemen Anti- including the SNI ISO 37001:2016 Anti-Bribery Management
Suap (SMAP); dan System (ABMS); and
• Mengawasi proses sertifikasi serta peningkatan berkelanjutan • Overseeing certification processes and continuous
terhadap kerangka kerja anti-suap Bank. improvement of the Bank’s anti-bribery framework.
Peningkatan Kesadaran dan Kapasitas Awareness and Capacity Building
Divisi AB&C memberikan dukungan konsultatif, opini ahli, serta The AB&C Division provides advisory support, expert opinions,
solusi praktis untuk mencegah dan memitigasi risiko suap and practical solutions to prevent and mitigate bribery and
dan korupsi. corruption risks.
Selain itu, divisi ini secara berkala melaksanakan kampanye In addition, the Division regularly conducts awareness campaigns,
kesadaran, program pelatihan, serta sosialisasi bagi seluruh training programs, and socialization sessions for all employees
karyawan (PermataBankers) dan pihak ketiga terkait yang (PermataBankers) and relevant third parties engaged with the
bekerja sama dengan Bank guna memperkuat perilaku bisnis Bank to reinforce ethical business conduct.
yang beretika.
2025 Annual Report PT Bank Permata Tbk 837
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Tata Kelola Perusahaan
Good Corporate
Governance
Investigasi dan Penegakan Investigation and Enforcement
Bekerja sama dengan unit terkait lainnya, Divisi AB&C juga In collaboration with other relevant units, the AB&C Division also
melakukan investigasi terhadap dugaan atau potensi insiden undertakes investigations into alleged or potential incidents
suap dan korupsi bila diperlukan, dengan memastikan bahwa of bribery and corruption as necessary, ensuring appropriate
tindakan perbaikan dan disipliner yang sesuai diterapkan sesuai remedial and disciplinary actions are implemented in accordance
dengan prosedur internal dan ketentuan peraturan yang berlaku. with internal procedures and regulatory requirements.
Pencapaian dan Sertifikasi Achievements and Certifications
• Pada November 2023, Permata Bank berhasil memperoleh • In November 2023, Permata Bank successfully obtained
sertifikasi SNI ISO 37001:2016 Sistem Manajemen Anti-Suap, the SNI ISO 37001:2016 Anti-Bribery Management System
yang mencakup seluruh operasional perbankan di Kantor certification, covering all banking operations at the Bank’s
Pusat dan Kantor Bintaro. Head Office and Bintaro Office.
• Pada Oktober 2025, setelah melalui asesmen independen • In October 2025, following an independent assessment by
oleh BSI Group, penerapan SMAP di Bank dinyatakan berjalan the BSI Group, the ABMS implementation was confirmed to be
secara efektif, sehingga memungkinkan keberlanjutan operating effectively, enabling the continuation of the Bank’s
sertifikasi ISO 37001:2016. ISO 37001:2016 certification.
Sertifikasi Profesional dan Pengembangan Professional Certification and Integrity
Integritas Development
Pada Juli 2025, Permata Bank bekerja sama dengan Lembaga In July 2025, Permata Bank, in collaboration with the Corruption
Sertifikasi Profesi Komisi Pemberantasan Korupsi (KPK), Eradication Commission Profession Certification Institute, enrolled
mengikutsertakan 28 karyawan dari Direktorat Hukum dan 28 employees from the Legal and Compliance Directorate in the
Kepatuhan dalam program sertifikasi Ahli Pembangun Integritas Ahli Pembangun Integritas (API) certification program–comprising
(API)–terdiri atas 14 peserta API Utama dan 14 peserta API Muda. 14 Main API and 14 Junior API participants.
Seluruh peserta berhasil menyelesaikan program dan memperoleh All participants successfully completed the program and earned
sertifikasi API, menjadikan Permata Bank sebagai bank swasta API certification, making Permata Bank the first private bank in
pertama di Indonesia yang meraih pencapaian tersebut. Indonesia to achieve this distinction.
Melalui sertifikasi API, personel Permata Bank dibekali Through the API certification, Permata Bank personnel are
kemampuan untuk: equipped to:
• Memastikan kepatuhan berkelanjutan Bank terhadap • Ensure the Bank’s ongoing compliance with anti-corruption
peraturan perundang-undangan, regulasi, dan kebijakan laws, regulations, and internal policies;
internal terkait anti-korupsi;
• Berkontribusi dalam pengembangan serta peningkatan • Contribute to the development and enhancement of the
sistem integritas dan tata kelola etika Bank; dan Bank’s integrity and ethical governance systems; and
• Menjadi narahubung utama untuk isu-isu anti-suap dan anti- • Serve as key points of contact for anti-bribery and anti-
korupsi di lingkungan organisasi. corruption matters within the organization.
838 PT Bank Permata Tbk Laporan Tahunan 2025
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Pedoman Tata Kelola Perusahaan Terbuka
Corporate Governance Guidelines for Public Companies
Pedoman Tata Kelola Perusahaan Terbuka Penerapan di Permata Bank
Corporate Governance Guidelines for Public Companies Implementation in Permata Bank
A. Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam Menjamin Hak-Hak Pemegang Saham
Relationship of Public Companies with the Shareholders in Ensuring the Shareholders’ Rights
Prinsip 1 | Principle 1
Meningkatkan Nilai Penyelenggaraan Rapat Umum Pemegang Saham (RUPS)
Improving the Value of the General Meeting of Shareholders (GMS)
1.1. Perusahaan terbuka memiliki cara atau prosedur teknis Permata Bank telah memenuhi pedoman ini, di antaranya:
pengumpulan suara (voting) baik secara terbuka maupun • Pasal 16 dari Anggaran Dasar.
tertutup yang mengedepankan independensi, dan • Dalam Tata Tertib RUPS terdapat ketentuan mengenai proses
kepentingan pemegang saham. pengambilan keputusan.
Public company has technical procedures for opened or Permata Bank has complied with the requirement, by having the
closed voting that promote independence and shareholders’ following provisions:
interests. • Article 16 of the Articles of Association.
• The GMS Rules have stipulated the voting process.
1.2. Seluruh anggota Dewan Komisaris dan Direksi Perusahaan Dalam pelaksanaan RUPS Tahunan pada tanggal 9 April 2025,
Terbuka hadir dalam RUPS Tahunan. seluruh anggota Direksi hadir.
All members of the Board of Directors and Board of All members of the Board of Directors attended the Annual GMS
Commissioners are present at the Annual GMS. on 9 April 2025.
1.3. Ringkasan risalah RUPS tersedia dalam situs web Perusahaan Permata Bank telah memenuhi pedoman ini.
Terbuka, paling sedikit selama satu tahun.
A summary of GMS minutes is available on Public Company’s Permata Bank has complied with the requirement.
website for no less than one year.
Prinsip 2 | Principle 2
Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor
Improving Communication Quality of Public Companies with Shareholders or Investors
2.1. Perusahaan Terbuka memiliki suatu kebijakan komunikasi Permata Bank telah memenuhi pedoman ini, sebagaimana
dengan pemegang saham atau investor. terdapat dalam Kebijakan Komunikasi Pemegang Saham dan
Investor.
A Public Company has a communication policy with Permata Bank has complied with the requirement, as stipulated in
shareholders or investors. the Shareholders and Investors Communication Policy.
2.2. Perusahaan Terbuka mengungkapkan kebijakan komunikasi Permata Bank telah memenuhi pedoman ini. Kebijakan
Perusahaan Terbuka dengan pemegang saham atau investor Komunikasi Pemegang Saham dan Investor telah dimuat dalam
dalam situs web. situs web Permata Bank (www.permatabank.com).
A Public Company discloses its communication policy with Permata Bank has complied with the requirement. Shareholders
shareholders or investors in a website. and Investors Communication Policy has been uploaded in the
Permata Bank’s website (www.permatabank.com).
B. Fungsi dan Peran Dewan Komisaris
The Board of Commissioners’ Function and Role
Prinsip 3 | Principle 3
Memperkuat Keanggotaan dan Komposisi Dewan Komisaris
Strengthening the Membership and Composition of the Board of Commissioners
3.1. Penentuan jumlah anggota Dewan Komisaris Permata Bank telah memenuhi pedoman ini, sebagaimana
mempertimbangkan kondisi Perusahaan Terbuka. terdapat dalam Board Manual.
Saat ini jumlah anggota Dewan Komisaris Permata Bank adalah
delapan orang dengan komposisi empat Komisaris Independen
yang telah memenuhi ketentuan 50% anggota Dewan Komisaris
adalah Komisaris Independen.
Determination of number of the Board of Commissioners Permata Bank has complied with the requirement, as stipulated in
members shall consider the condition of the Public Company. the Board Manual.
Currently, the total members of the Board of Commissioners
is eight people with four Independent Commissioners, which
has fulfilled requirement that 50% members of the Board of
Commissioners are Independent Commissioners.
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Tata Kelola Perusahaan
Good Corporate
Governance
3.2. Penentuan komposisi anggota Dewan Komisaris Permata Bank telah memenuhi pedoman ini, sebagaimana
memperhatikan keberagaman keahlian, pengetahuan, dan terdapat dalam Board Manual.
pengalaman yang dibutuhkan.
Determination of composition of the Board of Commissioners Permata Bank has complied with the requirement, as stipulated in
members considers the variety of expertise, knowledge, and the Board Manual.
experiences required.
Prinsip 4 | Principle 4
Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris
Improving the Quality of Job and Responsibility Performance of the Board of Commissioners
4.1. Dewan Komisaris mempunyai kebijakan penilaian sendiri Permata Bank melalui Komite Remunerasi dan Nominasi
(self-assessment) untuk menilai kinerja Dewan Komisaris. melakukan penilaian tahunan bagi kinerja Dewan Komisaris
dan pengungkapan kriteria dan proses dilakukan pada setiap
penilaian tahunan, sebagaimana ditetapkan dalam piagam
Komite Remunerasi dan Nominasi.
The Board of Commissioners has a self-assessment policy to Permata Bank through the Remuneration and Nomination
assess the performance of the Board of Commissioners. Committee conducts an annual assessment of the performance
of the Board of Commissioners and disclosure of the criteria and
process is made at each annual assessment, as stipulated in the
Remuneration and Nomination Committee charter.
4.2. Kebijakan penilaian sendiri (self-assessment) untuk menilai Permata Bank telah mengungkapkan kebijakan penilaian sendiri
kinerja Dewan Komisaris, diungkapkan melalui Laporan (self-assessment) atas kinerja Dewan Komisaris dalam Laporan
Tahunan Perusahaan Terbuka. Tahunan ini.
The self-assessment policy for performance assessment of the Permata Bank has disclosed the self-assessment policy on the
Board of Commissioners is disclosed in the Annual Report of performance of the Board of Commissioners in this Annual Report.
Public Companies.
4.3. Dewan Komisaris mempunyai kebijakan terkait pengunduran Kebijakan pengunduran diri anggota Dewan Komisaris bila
diri anggota Dewan Komisaris apabila terlibat dalam terlibat dalam kejahatan keuangan, dalam proses penyusunan
kejahatan keuangan. dan persetujuan.
The Board of Commissioners has a policy with respect to the The Board of Commissioners’ policy with respect to the resignation
resignation of the Board of Commissioners members if such of the Board of Commissioners’ members if such members are
members are involved in financial crime. involved in financial crime is in the process of arrangement and
approval.
4.4. Dewan Komisaris atau Komite yang menjalankan fungsi Permata Bank telah memenuhi pedoman ini, dengan memiliki
Nominasi dan Remunerasi menyusun kebijakan suksesi kebijakan suksesi dalam proses nominasi anggota Direksi.
Direksi.
The Board of Commissioners or Committee that conducts Permata Bank has complied with the requirement, by having
the Nomination and Remuneration function shall arrange the succession policy in the nomination process for the Board of
succession policy in the nomination process for the Board of Directors members.
Directors members.
C. Fungsi dan Peran Direksi
The Board of Directors’ Function and Role
Prinsip 5 | Principle 5
Memperkuat Keanggotaan dan Komposisi Direksi
Strengthening the Membership and Composition of the Board of Directors
5.1. Penentuan jumlah anggota Direksi mempertimbangkan Permata Bank telah memenuhi pedoman ini, sebagaimana
kondisi Perusahaan Terbuka serta efektivitas dalam terdapat dalam Board Manual.
pengambilan keputusan.
Saat ini jumlah anggota Direksi adalah sembilan orang sesuai
dengan kondisi Perseroan dan ketentuan yang berlaku.
Determination of the number of the Board of Directors Permata Bank has complied with the requirement, as stipulated in
members considers the condition of the Public Company and the Board Manual.
the effectiveness of decision making.
Currently, the total members of the Board of Directors is 9 people
in accordance with the Company’s condition and prevailing
regulations.
5.2. Penentuan komposisi anggota Direksi memperhatikan, Permata Bank telah memenuhi pedoman ini, sebagaimana
keberagaman keahlian, pengetahuan, dan pengalaman yang terdapat dalam Board Manual.
dibutuhkan.
Determination of the composition of the Board of Directors Permata Bank has complied with the requirement, as stipulated in
members considers the variety of expertise, knowledge and the Board Manual.
experience required.
840 PT Bank Permata Tbk Laporan Tahunan 2025
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5.3. Anggota Direksi yang membawahi bidang akuntansi atau Permata Bank telah memenuhi pedoman ini, sebagaimana
keuangan memiliki keahlian dan/atau pengetahuan di bidang diinformasikan dalam Bab Profil Direksi dalam Laporan
akuntansi. Tahunan ini.
Members of the Board of Directors who are liable for Permata Bank has complied with the requirement, as informed in
accounting or finance has accounting expertise and/or the Board of Directors’ Profile Chapter in this Annual Report.
knowledge.
Prinsip 6 | Principle 6
Meningkatkan Pelaksanaan Tugas dan Tanggung Jawab Direksi
Improving the Quality of Job and Responsibility Performance of the Board of Directors
6.1 Direksi mempunyai kebijakan penilaian sendiri Direksi memiliki penilaian sendiri, antara lain melalui Key
(self- assessment) untuk menilai kinerja Direksi. Performance Indicator (KPI) dan Performance Appraisal (PA)
tengah dan akhir tahun.
The Board of Directors has self-assessment policy for The Board of Directors has a mechanism of self-assessment,
performance assessment of the Board of Directors. among others through Key Performance Indicators (KPI) and mid-
year and year-end Performance Appraisals (PA).
6.2. Kebijakan penilaian sendiri (self-assessment) untuk menilai Tidak terdapat keterbukaan terkait kebijakan penilaian sendiri
kinerja Direksi diungkapkan melalui Laporan Tahunan oleh Direksi, namun demikian terdapat pengungkapan mengenai
Perusahaan Terbuka. penilaian Direksi dan Kebijakan Remunerasi Direksi dalam
Laporan Tahunan ini.
The self-assessment policies for performance assessment of No disclosure on self-assessment policy for performance
the Board of Directors is disclosed in the Annual Report of the assessment of the Board of Directors has been made, however, we
Public Companies. have disclosed the Board of Directors Assessment and the Board
of Directors Remuneration Policy section in the Annual Report.
6.3. Direksi mempunyai kebijakan terkait pengunduran diri Kebijakan pengunduran diri anggota Direksi apabila terlibat
anggota Direksi apabila terlibat dalam kejahatan keuangan. dalam kejahatan keuangan, dalam proses penyusunan dan
persetujuan.
The Board of Directors has policies related to resignation of The policy with respect to the resignation of the Board of Directors
the Board of Directors members if involved in financial crime. members if such members are involved in financial crime is in the
process of preparation and approval.
D. Partisipasi Pemangku Kepentingan
Participation of Stakeholders
Prinsip 7 | Principle 7
Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan
Improving the Corporate Governance Aspect through Participation of Stakeholders
7.1 Perusahaan Terbuka memiliki kebijakan untuk mencegah Permata Bank telah memenuhi pedoman ini, melalui kebijakan
terjadinya insider trading. sebagai berikut:
• Kode Etik Karyawan.
• Kebijakan Transaksi Saham PT Bank Permata Tbk oleh anggota
Dewan Komisaris dan Direksi.
A Public Company has policies to prevent insider trading. Permata Bank has complied with the requirement, by having the
following policies:
• Employees’ Code of Conduct.
• Share Transaction Policy of PT Bank Permata Tbk by members
of the Board of Commissioners and the Board of Directors.
7.2. Perusahaan Terbuka memiliki kebijakan antikorupsi dan Permata Bank telah memenuhi pedoman ini, melalui kebijakan
anti- fraud. sebagai berikut:
• Kebijakan Fraud Risk Management.
• Kebijakan Kode Etik Karyawan.
• Kebijakan Pemberian Hadiah dan Jamuan.
• Kebijakan Benturan Kepentingan.
A Public Company has anti-corruption and anti-fraud policies. Permata Bank has complied with the requirement, by having the
following policies:
• Fraud Risk Management Policy.
• Employees’ Code of Conduct.
• Gift and Entertainment Policy.
• Conflict of Interest Policy.
7.3. Perusahaan Terbuka memiliki kebijakan tentang seleksi dan Permata Bank telah memenuhi pedoman ini, melalui kebijakan
peningkatan kemampuan pemasok atau vendor. sebagai berikut:
• Kebijakan Pengelolaan Vendor.
• Prosedur Pengelolaan Pengadaan.
• Kebijakan Procurement.
A Public Company has policies concerning selection and Permata Bank has complied with the requirement, by having the
capability improvement of suppliers and vendors. following policies:
• Vendor Management Policy.
• Procurement Management Procedure.
• Procurement Policy.
2025 Annual Report PT Bank Permata Tbk 841
Page 844
Tata Kelola Perusahaan
Good Corporate
Governance
7.4. Perusahaan Terbuka memiliki kebijakan tentang pemenuhan Hak-hak masing-masing kreditur telah diatur dalam perjanjian
hak-hak kreditur. antara Permata Bank dan kreditur tersebut.
A Public Company has policies concerning the fulfillment of a Each creditor’s rights have been stipulated in the agreement
creditor’s rights. between Permata Bank and such creditor.
7.5. Perusahaan Terbuka memiliki kebijakan sistem Permata Bank telah memenuhi pedoman ini, melalui Kebijakan
whistleblowing. Speak-Up.
A Public Company has policies for a whistleblowing system. Permata Bank has complied with the requirement, by Speak-Up
Policy.
7.6. Perusahaan Terbuka memiliki kebijakan pemberian insentif Bank telah memiliki kewajiban pemberian insentif jangka panjang
jangka panjang kepada Direksi dan karyawan. baik kepada Direksi maupun karyawan.
A Public Company has long-term incentive policies for the The Bank has long term incentive policies for both the Board of
Board of Directors and employees. Directors and employees.
E. Keterbukaan Informasi
Disclosure of Information
Prinsip 8 | Principle 8
Meningkatkan Pelaksanaan Keterbukaan Informasi
Improving the Implementation of Disclosure of Information
8.1. Perusahaan Terbuka memanfaatkan penggunaan teknologi Permata Bank telah memenuhi pedoman ini. Media keterbukaan
informasi secara luas selain situs web sebagai media yang digunakan selain situs web Permata Bank juga
keterbukaan informasi. menggunakan sarana situs web milik Bursa Efek Indonesia serta
dalam beberapa media sosial.
A Public Company takes benefit from the application of a Permata Bank has complied with the requirement. The media used
broader information technology other than websites as an to disclose information, other than websites, include the Indonesia
information disclosure media. Stock Exchange and several social media platforms.
8.2. Laporan Tahunan Perusahaan Terbuka mengungkapkan Permata Bank telah memenuhi pedoman ini. Permata Bank
pemilik manfaat akhir dalam kepemilikan saham Perusahaan telah menyampaikan dalam Laporan Tahunan terkait informasi
Terbuka paling sedikit 5% (lima persen). Selain pengungkapan pemegang saham mayoritas.
pemilik manfaat akhir dalam kepemilikan saham Perusahaan
Terbuka melalui pemegang saham utama dan pengendali.
The Annual Report of a Public Company discloses the Permata Bank has complied with the requirements. Permata Bank
beneficial owners in share ownership of the Public Company has disclosed in its Annual Report on the information about
of at least 5% (five percent), other than disclosure of beneficial majority shareholders.
owner in share ownership of Public Company through major
and controlling shareholders.
Pengungkapan Praktik Bad Corporate
Governance
Disclosure of Bad Corporate Governance Practices
Permata Bank selalu berkomitmen untuk menerapkan prinsip- Permata Bank remains firmly committed to upholding the
prinsip Tata Kelola Perusahaan yang Baik (Good Corporate principles of Good Corporate Governance (GCG). Throughout
Governance/GCG). Selama tahun 2025, Permata Bank tidak 2025, the Bank did not establish any policies or undertake any
memiliki kebijakan dan/atau melakukan tindakan yang berkaitan actions that constituted Bad Corporate Governance practices.
dengan praktik Bad Corporate Governance, selaras dengan upaya This commitment is demonstrated through strict compliance with
Permata Bank melalui kepatuhan atas peraturan perundang- applicable laws and regulations and continuous alignment with
undangan yang berlaku dan mengacu pada praktik terbaik GCG, GCG best practices, including the following:
antara lain sebagai berikut:
842 PT Bank Permata Tbk Laporan Tahunan 2025
Page 845
Kebijakan atau Tindakan Praktik
No.
Policies or Actions Practice
1 Laporan atas aktivitas Perusahaan yang mencemari lingkungan Nihil
Reports on Company activities that pollute the environment None
2 Perkara penting yang sedang dihadapi oleh Perusahaan, anggota Dewan Komisaris, anggota Nihil
Dewan Pengawas Syariah, dan/atau anggota Direksi yang sedang menjabat yang tidak None
diungkapkan dalam Laporan Tahunan
Major matters currently being faced by the Company, members of the Board of
Commissioners, members of the Sharia Supervisory Board, and/or members of the Board of
Directors that are not disclosed in the Annual Report
3 Ketidakpatuhan dalam pengungkapan pemenuhan kewajiban perpajakan Nihil
Non-compliance in the disclosure of tax obligations None
4 Ketidaksesuaian penyajian Laporan Tahunan dan Laporan Keuangan dengan peraturan yang Nihil
berlaku dan SAK None
Non-conformity of the presentation of the Annual Report and Financial Statements with
applicable regulations and SAK
5 Kasus hukum terkait buruh dan karyawan Nihil
Legal cases related to labor and employees None
6 Tidak terdapat pengungkapan segmen operasi pada Laporan Keuangan Nihil
No disclosure of operating segments in the Financial Statements None
7 Terdapat ketidaksesuaian informasi antara dokumen cetak dan dokumen elektronik dari Nihil
Laporan Tahunan None
Inconsistencies in information between the printed and electronic documents of the Annual
Report
Pernyataan Pelaksanaan Prinsip-Prinsip Tata Statement on the Implementation of Good
Kelola yang Baik (GCG) Corporate Governance (GCG) Principles
Direksi, Dewan Komisaris, dan Dewan Pengawas Syariah The Board of Directors, Board of Commissioners, and Sharia
beserta seluruh karyawan Permata Bank menyatakan bahwa Supervisory Board, together with all employees of Permata Bank,
dalam melaksanakan seluruh aktivitas usaha, Permata Bank affirm that in conducting all business activities, the Bank is
berkomitmen menerapkan prinsip-prinsip GCG dan tidak terdapat committed to implementing GCG principles and has not identified
pelanggaran yang material terhadap peraturan perundangan- any material violations of applicable laws and regulations. The
undangan yang berlaku. Implementasi GCG diwujudkan melalui implementation of GCG is manifested through the establishment
penyusunan kebijakan, prosedur, dan sistem pengawasan of effective policies, procedures, and oversight mechanisms.
yang efektif.
Seluruh jenjang organisasi Permata Bank turut serta mengambil Responsibility for adhering to this commitment is shared across
tanggung jawab untuk melaksanakan dan mematuhi pernyataan all levels of the organization. With consistent and comprehensive
ini. Dengan penerapan GCG yang konsisten dan menyeluruh, implementation of GCG, Permata Bank believes it will be able
Permata Bank yakin dapat mencapai tujuan jangka pendek dan to achieve both short-term and long-term objectives and
jangka panjang, serta memperoleh hasil yang optimal sehingga deliver optimal results, thereby strengthening its foundation for
dapat menjadi modal utama untuk pertumbuhan berkelanjutan. sustainable growth.
Meliza Musa Rusli Chartsiri Sophonpanich Prof. Dr. H. Jaih, S.E., M.H., M.Ag.
Direktur Utama Komisaris Utama Ketua Dewan Pengawas Syariah
President Director President Commissioner Chairman of the Sharia Supervisory Board
2025 Annual Report PT Bank Permata Tbk 843
Page 846
Tanggung Jawab Sosial & Lingkungan Perusahaan Corporate Social & Environmental Responsibility Uraian terkait pelaksanaan Tanggung Jawab Sosial Perusahaan atau Corporate Social & Environmental Responsibility (CSER), kami sampaikan secara lengkap pada Laporan Keberlanjutan Permata Bank 2025 yang merupakan bagian tidak terpisahkan dari Laporan Tahunan ini. We present a complete elaboration of the implementation of Corporate Social & Environmental Responsibility (CSER) in the Permata Bank’s 2025 Sustainability Report which is an inseparable part of this Annual Report.
Page 847
Page 848
Tanggung Jawab Sosial &
Lingkungan Perusahaan
Corporate Social &
Environmental Responsibility
Capaian Keberlanjutan
Tahun 2025
Sustainability Achievements in 2025
Kinerja Ekonomi [B.1]
Economic Performance
Kategori Kegiatan Usaha Berkelanjutan (KKUB) Top Portofolio Pembiayaan Kategori Kegiatan
Sustainable Business Activity Category (KKUB) Financing Usaha Berwawasan Lingkungan (KUBL)
Top Portfolio of Environmentally Friendly
Business Activities (KUBL) Financing
%
,6
8,4 34
5 30,1
:5
GR Energi Terbarukan
CA Renewable Energy Rp %
22,6 Triliun | Trillion yoy
33,3 %
6,0 46
24,9 yoy Pencegahan dan
12,4 16,8
KKUB Pengendalian Polusi
Prevention and
Rp %
Control of Pollution Triliun | Trillion yoy
% KKUB 6,4
Terhadap Total
Portofolio
48,2 %
yoy
4,9 95
% KKUB to Total 6,1 5,8 5,2
Portfolio KUBL Pengelolaan Sumber
2023 2024 2025
Daya Alam Hayati
dan Penggunaan
Rp %
Lahan yang Triliun | Trillion yoy
Berkelanjutan
8,84% 14,73% 18,49% Management of Living
Natural Resources and
Sustainable Land Use
Kegiatan Usaha Berwawasan Lingkungan (KUBL)
Environmentally Friendly Business Activities (KUBL)
Usaha Mikro, Kecil, dan Menengah (UMKM)
Micro, Small, and Medium Enterprises (MSMEs)
Portofolio Hijau
Green Portfolio
Rp 544,59 2,1 Miliar | Billion
% Rp 1.591,30 195,5
Miliar | Billion yoy
%
Pembiayaan Properti Ramah Lingkungan
yoy Pembiayaan Sindikasi dengan Mekanisme Sustainable Linked-Loan
Financing for Environmentally Friendly Property Syndicated Financing with Sustainable Linked-Loan Mechanism
Rp 86,47 101,5
Miliar | Billion yoy
%
Rp 2.723,50 33,4 yoy
%
Miliar | Billion
Pembiayaan Kendaraan Listrik Segmen Konsumen Penempatan Obligasi Berkelanjutan
Electric Vehicle Financing for the Consumer Segment Sustainable Bond Placement
846 PT Bank Permata Tbk Laporan Tahunan 2025
Page 849
Kinerja Lingkungan [B.2]
Environmental Performance
4,07%
0,5%
Pengurangan Konsumsi Energi
58.668,74 Reduction in Energy Consumption
kWh
Konsumsi Energi Terbarukan
Renewable Energy Consumption 4,90% Penurunan Konsumsi Air*)
Reduction in Water Consumption
Pengurangan Emisi yang Dihasilkan
Reduction in Generated Emissions
Menerima dua sertifikasi GREENSHIP green building oleh Green Building Council Indonesia untuk gedung:
1. Gedung Permata Bank Bintaro Sektor 7 Tangerang Selatan – peringkat GOLD
2. Gedung Permata Bank Merdeka Bandung – peringkat GOLD
Certified with two GREENSHIP green building certifications from the Green Building Council Indonesia for:
1. Permata Bank Bintaro Sector 7 Building in South Tangerang – GOLD rating
2. Permata Bank Merdeka Building Bandung – GOLD rating
5.000 120 32,85
Pohon | Trees Kg
Jenis kopi dan Gaharu Populasi Gajah di Area Budi Daya Madu Kelulut
telah ditanam Konservasi Kelulut Honey Farming Pembangunan Fasilitas Pendukung
Coffee and agarwood have Elephant Population in Pendidikan di SDN 167/VII
been planted Conservation Areas Simeratihan berupa perpustakaan,
area serba guna dan 2 bilik toilet
Construction of Educational Support
Kerja sama dengan WWF-Indonesia untuk pelaksanaan konservasi habitat Facilities at SDN 167/VII Simeratihan
Gajah Sumatra di Bukit Tigapuluh Jambi melalui reforestasi, peningkatan in the form of a library, multipurpose
ekonomi, dan pendidikan. area, and two toilet cubicles
Collaboration with WWF-Indonesia to conserve the habitat of Sumatran Elephants
through reforestation, economic improvement, and education.
Kinerja Sosial [B.3]
Social Performance
7 6.894
54,29% Orang | People
Orang | People
Jumlah Penerima Manfaat Program
Persentase Karyawan Perempuan PermataBankers dengan Disabilitas Literasi Keuangan dari Permata Hati
Percentage of Female Employees PermataBankers with Disabilities Total Beneficiaries of the Financial Literacy
Program Implemented by Permata Hati
35% 9.859
Orang | People
93,65%
Persentase Karyawan Perempuan Penerima Manfaat Beasiswa Poin Senyum Tingkat Kepuasan Penerima
di posisi Manajer Beneficiaries of the Smile Point Scholarship Manfaat Program PermataHati
Percentage of Female Employees Program Satisfaction Rate of the Permata
in Managerial Position Hati Program Beneficiaries
Rp 5,8
Miliar | Billion
Biaya Tanggung Jawab Sosial dan Lingkungan (TJSL)
Corporate Social and Environmental Responsibility (CSER) Cost
2025 Annual Report PT Bank Permata Tbk 847
Page 850
Tanggung Jawab Sosial &
Lingkungan Perusahaan
Corporate Social &
Environmental Responsibility
Ikhtisar Kinerja
Keberlanjutan
Sustainability Performance Highlights
Kinerja Ekonomi [B.1]
Economic Performance
Satuan
Uraian 2025 2024 2023 Description
Unit
Kinerja Internal | Internal Performance
Pendapatan Operasional 12.556.774 12.083.329*) 11.950.724*) Operating Income
Laba Bersih Rp Juta 3.587.535 3.566.519 2.585.218 Net Income
Penyaluran Kredit – Total Rp Million 164.238.912 155.754.180 142.978.156 Loan Disbursement - Total
Dana Pihak Ketiga 193.025.578 185.843.453 188.586.562 Third Party Funds
Jenis Produk yang Memenuhi Kriteria Kegiatan Usaha Berkelanjutan | Types of Products that Meet the Criteria for Sustainable Business Activities
Penyaluran Kredit – UMKM 5.209.438 5.786.373 6.070.869 Loan Disbursement - MSMEs
Jumlah Portofolio Pembiayaan Rp Juta 30.138.391 22.600.382 12.444.254 Total Sustainable Business Activity
Kategori Kegiatan Usaha Rp Million Category (KKUB) Financing Portfolio
Berkelanjutan (KKUB)
Persentase Jumlah Portofolio KKUB 18,49 14,73 8,84 Percentage of the Sustainable
%
terhadap Total Kredit Business Activities Category
Persentase Jumlah Portofolio KKUB terhadap Total Kredit | Percentage of the Sustainable Business Activities Category Portfolio to Total Loans
a. Penghimpunan Dana N/A N/A N/A a. Funding
%
b. Penyaluran Dana 18,49 14,73 8,84 b. Lending
Nilai Pengadaan Barang dan Jasa Rp Miliar 4.769 4.842*) 4.130*) Value of Goods and Services
atas Pemasok Lokal Rp Billion Procurement from Local Suppliers
Keterangan | Note:
*)
Pernyataan ulang yang disebabkan oleh reklasifikasi
Restatement due to reclassification
Kinerja Lingkungan [B.2]
Environmental Performance
Satuan
Uraian 2025 2024 2023 Description
Unit
Kinerja Internal | Internal Performance
Penggunaan Energi GJ 101.434,13 106.578,92 109.020,02 Energy Consumption
Pengurangan Emisi (Cakupan 1, 2, Ton CO2eq 1.247,75 799,72 (12.650,00)*) Emission Reduction (Scopes 1, 2,
dan 3) and 3)
Intensitas emisi Ton CO2eq/ 3,53 3,64 3,53 Emission intensity
karyawan
Ton CO2eq/
employee
Jumlah Pengurangan (Penambahan) Ton (9,38) (3,25) 1,01 Total Paper Use Reduction (Addition)
Penggunaan Kertas Tons
Penggunaan Air m3 48.943 49.169 86.750 Water Consumption
Kegiatan Pengelolaan Lingkungan | Environmental Stewardship Activities
Realisasi Biaya Pengelolaan Rp Juta 123,92 182,81**) 193,63**) Realization of Environmental
Lingkungan Million Rp Management Cost
Keterangan | Notes:
*)
Perhitungan emisi GRK cakupan 3 baru dilakukan di tahun 2023, sehingga terjadi peningkatan signifikan pada emisi yang dihasilkan.
Scope 3 GHG emissions calculations were only conducted in 2023, resulting in a significant increase in emissions.
**)
Data berdasarkan 12 cabang
Data based on 12 branches
848 PT Bank Permata Tbk Laporan Tahunan 2025
Page 851
Kinerja Sosial [B.3]
Social Performance
Satuan
Uraian 2025 2024 2023 Description
Unit
Kinerja Internal | Internal Performance
Karyawan Perempuan dibandingkan % 54,29 54,56 54,68 Total Female Employees to Total
Total Karyawan Employees
Jumlah Perempuan Posisi Manajer % 35 34 49 Number of Female in Managerial
ke Atas Positions and Above
Jumlah Karyawan Disabilitas Orang 7 16 18 Number of Employees with Disabilities
People
Rata-rata Jam Pelatihan Jam/Orang Average Training Hours
- Laki-laki Hours/Person 56,9 63,7 51,0 - Male
- Perempuan 96,3 75,9 57,0 - Female
Tingkat Penyelesaian Keluhan % 98,3 100,0 99,9 Customer Complaint Settlement Rate
Nasabah
Kegiatan Tanggung Jawab Sosial | Social Responsibility Activities
Jumlah Dana Tanggung Jawab Sosial Rp Juta 5.800 5.952 3.450 Total Corporate Social Responsibility
Rp Million Funds
2025 Annual Report PT Bank Permata Tbk 849
Page 852
Tanggung Jawab Sosial &
Lingkungan Perusahaan
Corporate Social &
Environmental Responsibility
PROGRAM KONSERVASI GAJAH DI BUKIT ELEPHANT CONSERVATION PROGRAM IN
TIGAPULUH, JAMBI [304-3] BUKIT TIGAPULUH, JAMBI [304-3]
Permata Bank bersama WWF Indonesia (Yayasan yang bergerak Permata Bank, in collaboration with WWF Indonesia (a foundation
di bidang konservasi satwa, lingkungan hidup, dan pelestarian specializing in wildlife conservation, the environment, and
keanekaragaman hayati untuk kesejahteraan generasi masa biodiversity preservation for the well-being of present and future
kini dan masa mendatang) meluncurkan Program #DenganHati generations), launched the #WithHeart for Bukit Tigapuluh
untuk Bukit Tigapuluh sebagai upaya nyata dalam mendukung Program as a concrete effort to support social and environmental
konservasi ekosistem sosial dan lingkungan hidup di kawasan ecosystem conservation in the Bukit Tigapuluh area of Jambi. The
Bukit Tigapuluh, Jambi. Program ini dilaksanakan di Dusun program is implemented in Simerantihan Hamlet, Suo-Suo Village.
Simerantihan, Desa Suo-Suo, Kabupaten Tebo, dan menjadi Tebo Regency, and is part of the Bank’s contribution to achieving
bagian dari kontribusi Bank terhadap pencapaian 7 Tujuan the 7 Sustainable Development Goals (SDGs) and addressing
Pembangunan Berkelanjutan (TPB) serta kepedulian terhadap climate change.
perubahan iklim.
Program ini bertujuan menjaga keberlanjutan ekosistem Bukit This program aims to maintain the sustainability of the Bukit
Tigapuluh melalui konservasi Gajah Sumatra, dengan pendekatan Tigapuluh ecosystem through Sumatran elephant conservation,
yang menghargai dan melindungi proses alam sebagai fondasi using an approach that respects and protects natural processes as
penyelesaian tantangan sosial, lingkungan, dan ekonomi. Inisiatif a foundation for addressing social, environmental, and economic
ini juga diharapkan dapat mendukung kelangsungan hidup challenges. This initiative is also expected to support the survival
masyarakat adat setempat, yaitu Suku Talang Mamak dan Suku of local indigenous communities, namely the Talang Mamak and
Anak Dalam, agar dapat hidup berdampingan secara harmonis Anak Dalam tribes, so they can live in harmony with nature.
dengan satwa di Bukit Tigapuluh.
850 PT Bank Permata Tbk Laporan Tahunan 2025
Page 853
Sebagai tindak lanjut dari Program #DenganHati untuk Bukit As a follow-up to the #WithHeart for Bukit Tigapuluh Program,
Tigapuluh, Permata Bank meluncurkan inisiatif “Adopt a Tree” yang Permata Bank launched the “Adopt a Tree” initiative, inviting
mengajak nasabah dan masyarakat umum untuk berpartisipasi customers and the general public to participate in efforts to
dalam upaya rehabilitasi lahan gundul melalui donasi pohon rehabilitate deforested land by donating trees in the Bukit
di kawasan Bukit Tigapuluh. Dalam pelaksanaannya, Permata Tigapuluh area. Permata Bank, in collaboration with WWF
Bank bersama WWF Indonesia menyediakan laman web khusus Indonesia, has created a dedicated website for the public to
sebagai sarana bagi masyarakat untuk menyampaikan kontribusi submit tree-planting contributions, with easy payment options
penanaman pohon, yang dilengkapi dengan kemudahan available through its banking app.
pembayaran melalui aplikasi perbankan.
Melalui implementasi Program #DenganHati untuk Bukit Through the implementation of the #WithHeart for Bukit Tigapuluh
Tigapuluh dan inisiatif Adopt a Tree, Permata Bank berupaya Program and the Adopt a Tree initiative, Permata Bank strives to
memberikan kontribusi terhadap pencapaian tujuh TPB, yaitu: contribute to the achievement of the seven SDGs, namely:
1. Tujuan 1 – Tanpa Kemiskinan, 1. Goal 1 – No Poverty,
2. Tujuan 4 – Pendidikan Berkualitas, 2. Goal 4 – Quality Education,
3. Tujuan 8 – Pekerjaan Layak dan Pertumbuhan Ekonomi, 3. Goal 8 – Decent Work and Economic Growth,
4. Tujuan 10 – Berkurangnya Kesenjangan, 4. Goal 10 – Reduced Inequality,
5. Tujuan 12 – Konsumsi dan Produksi yang Bertanggung Jawab, 5. Goal 12 – Responsible Consumption and Production,
6. Tujuan 13 – Penanganan Perubahan Iklim, dan 6. Goal 13 – Addressing Climate Change, and
7. Tujuan 15 – Ekosistem Daratan. 7. Goal 15 – Terrestrial Ecosystems.
2025 Annual Report PT Bank Permata Tbk 851
Page 854
Laporan Keuangan 2025 2025 Financial Statement
Page 855
PT BANK PERMATA Tbk LAPORAN KEUANGAN/ FINANCIAL STATEMENTS 31 DESEMBER/DECEMBER 2025 DAN/AND 2024
Page 856
Page 857
Page 858
Page 859
Page 860
Page 861
Page 862
Page 863
Page 864
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
ASET ASSETS
KAS 2g,5,39,42 1.686.358 1.661.729 CASH
2g,2h,6, CURRENT ACCOUNTS WITH
GIRO PADA BANK INDONESIA 39,42 6.897.204 8.205.594 BANK INDONESIA
CURRENT ACCOUNTS WITH
GIRO PADA BANK-BANK LAIN - setelah 2f,2g,2h, OTHER BANKS - net of allowance
dikurangi cadangan kerugian penurunan nilai 2s,7,39, for impairment losses of Rp33 at
sebesar Rp33 pada 31 Desember 2025 41,42 31 December 2025
(2024: Rp45) (2024: Rp45)
Pihak ketiga 4.507.305 2.854.974 Third parties
Pihak berelasi 104.971 89.503 Related parties
PENEMPATAN PADA BANK 2g,2i,2s PLACEMENTS WITH BANK
INDONESIA DAN BANK-BANK LAIN - 8,39,42 INDONESIA AND
setelah dikurangi cadangan kerugian OTHER BANKS -
penurunan nilai sebesar Rp168 pada net of allowance for impairment
31 Desember 2025 losses of Rp168 at 31 December 2025
(2024: Rp152) (2024: Rp152)
Pihak ketiga 7.045.129 12.895.048 Third parties
ASET KEUANGAN UNTUK 2g,2j, FINANCIAL ASSETS HELD
DIPERDAGANGKAN 9,39 FOR TRADING
Pihak ketiga 42 3.443.525 6.786.864 Third parties
EFEK-EFEK YANG DIBELI DENGAN 2g,2k,2s,10, SECURITIES PURCHASED
JANJI DIJUAL KEMBALI 39 UNDER RESALE AGREEMENTS
setelah dikurangi cadangan kerugian net of allowance for
penurunan nilai sebesar Rp1 pada impairment losses of Rp1 at
31 Desember 2025 31 December 2025
(2024: Rp41) (2024: Rp41)
Pihak ketiga 920.042 2.145.738 Third parties
TAGIHAN AKSEPTASI - setelah dikurangi 2g,2l,2s, ACCEPTANCE RECEIVABLES -
cadangan kerugian penurunan nilai 11,39,42 net of allowance for impairment losses
sebesar Rp281.093 pada of Rp281,093 at
31 Desember 2025 31 December 2025
(2024: Rp162.273) (2024: Rp162,273)
Pihak ketiga 4.995.443 5.442.970 Third parties
KREDIT YANG DIBERIKAN - setelah 2f,2g,2m, LOANS - net of allowance
dikurangi cadangan kerugian penurunan 2s,12,39, for impairment losses of
nilai sebesar Rp12.127.791 pada 41,42 Rp12,127,791
31 Desember 2025 at 31 December 2025
(2024: Rp11.895.110) (2024: Rp11,895,110)
Pihak ketiga 151.314.403 143.300.868 Third parties
Pihak berelasi 796.718 558.202 Related parties
Dipindahkan 181.711.098 183.941.490 Carried forward
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 1/1 - Schedule
862 PT Bank Permata Tbk Laporan Tahunan 2025
Page 865
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
ASET (lanjutan) ASSETS (continued)
Pindahan 181.711.098 183.941.490 Brought forward
EFEK-EFEK UNTUK TUJUAN 2g,2n,2s,
INVESTASI - setelah dikurangi cadangan 10,13 INVESTMENT SECURITIES - net
kerugian penurunan nilai sebesar 39,42 of allowance for impairment losses
Rp20.751 pada 31 Desember 2025 of Rp20,751 at 31 December 2025
(2024: Rp35.696) (2024: Rp35,696)
Pihak ketiga 74.007.105 64.197.891 Third parties
PAJAK DIBAYAR DIMUKA 22a 519.707 522.257 PREPAID TAXES
ASET TETAP - setelah dikurangi 2o,2s,2ae, FIXED ASSETS - net
akumulasi penyusutan sebesar 14 of accumulated depreciation of
Rp1.399.297 pada 31 Desember 2025 Rp1,399,297 at 31 December 2025
(2024: Rp1.232.213) 3.718.975 3.556.898 (2024: Rp1,232,213)
ASET TAKBERWUJUD - setelah dikurangi 2p,2s,15 INTANGIBLE ASSETS - net
akumulasi amortisasi of accumulated
sebesar Rp342.138 pada amortisation of Rp342,138 at
31 Desember 2025 31 December 2025
(2024: Rp207.819) 1.368.228 1.282.172 (2024: Rp207,819)
ASET PAJAK TANGGUHAN - bersih 2q,22h 1.832.318 1.989.274 DEFERRED TAX ASSETS - net
2g,2r,2s,16,
ASET LAIN-LAIN - bersih 39,42 5.184.894 3.577.521 OTHER ASSETS - net
JUMLAH ASET 268.342.325 259.067.503 TOTAL ASSETS
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 1/2 - Schedule
2025 Annual Report PT Bank Permata Tbk 863
Page 866
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS LIABILITIES
2g,17,39,
LIABILITAS SEGERA 42 1.973.956 1.965.829 LIABILITIES PAYABLE ON DEMAND
SIMPANAN DARI NASABAH DEPOSITS FROM CUSTOMERS
Giro 2f,2g,2t, Demand deposits
Pihak ketiga 18,39,41, 73.708.561 61.291.174 Third parties
Pihak berelasi 42 961 992 Related parties
Tabungan 2f,2g,2t, Savings
Pihak ketiga 19,39,41, 49.397.892 41.179.196 Third parties
Pihak berelasi 42 102.034 82.816 Related parties
Deposito berjangka 2f,2g,2t, Time deposits
Pihak ketiga 20,39,41, 69.671.428 83.148.238 Third parties
Pihak berelasi 42 144.702 141.037 Related parties
SIMPANAN DARI BANK-BANK LAIN 2f,2g,2t, DEPOSITS FROM OTHER BANKS
Pihak ketiga 21,39,41, 4.284.601 4.401.588 Third parties
Pihak berelasi 42 28.361 27.983 Related parties
LIABILITAS KEUANGAN UNTUK 2g,2j, FINANCIAL LIABILITIES HELD
DIPERDAGANGKAN 9,39,41, FOR TRADING
Pihak ketiga 42 231.130 479.930 Third parties
Pihak berelasi 9 - Related parties
UTANG AKSEPTASI 2f,2g,2l, ACCEPTANCE PAYABLES
Pihak ketiga 11,39,41, 3.769.160 4.061.102 Third parties
Pihak berelasi 42 2.432 7.748 Related parties
UTANG PAJAK 2q,22b 273.183 317.457 TAXES PAYABLE
PINJAMAN YANG DITERIMA 2g,39,42 BORROWINGS
Pihak ketiga 1.501 - Third parties
UTANG ATAS EFEK-EFEK 2g,2k,10,39 SECURITIES SOLD
YANG DIJUAL DENGAN JANJI UNDER REPURCHASE
DIBELI KEMBALI AGREEMENTS PAYABLE
Pihak ketiga 2.259.267 4.176.825 Third parties
BEBAN MASIH HARUS DIBAYAR 2g,23,39,42 1.901.605 2.035.239 ACCRUALS
LIABILITAS LAIN-LAIN 2g,2ae,39,42 2.674.619 1.692.806 OTHER LIABILITIES
OBLIGATION FOR POST-
LIABILITAS IMBALAN PASCAKERJA 2f,2u,24,41 662.729 549.118 EMPLOYMENT BENEFITS
PROVISI 2v,25 57.774 55.914 PROVISIONS
SURAT UTANG SUBORDINASI 1d,2f,2g, ADDITIONAL TIER-1 CAPITAL
MODAL INTI TAMBAHAN TIER-1 2w,26,39, SUBORDINATED NOTES
Pihak berelasi 41,42 11.348.406 10.849.329 Related parties
JUMLAH LIABILITAS 222.494.311 216.464.321 TOTAL LIABILITIES
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 1/3 - Schedule
864 PT Bank Permata Tbk Laporan Tahunan 2025
Page 867
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
LIABILITAS DAN EKUITAS (lanjutan) LIABILITIES AND EQUITY (continued)
EKUITAS EQUITY
Modal saham - nilai nominal per saham Share capital - par value per
Rp12.500 (Rupiah penuh) untuk share of Rp12,500 (whole Rupiah)
saham kelas A dan Rp125 (Rupiah for class A shares and Rp125
penuh) untuk saham kelas B (whole Rupiah) for class B shares
Modal dasar - 26.880.234 saham Authorised capital -
kelas A dan 117.311.976.600 26,880,234 class A shares and
saham kelas B pada 117,311,976,600 class B shares at
31 Desember 2025 dan 2024 31 December 2025 and 2024
Modal ditempatkan dan disetor penuh - 1b,2x,27 Issued and fully paid-up capital -
26.880.234 saham kelas A dan 26,880,234 class A shares and
36.154.479.286 saham kelas B pada 36,154,479,286 class B shares at
31 Desember 2025 dan 2024 4.855.313 4.855.313 31 December 2025 and 2024
Saham treasuri 2x,27 (6) (6) Treasury stock
Tambahan modal disetor - bersih 1b,1c,1d 26.810.312 26.810.312 Additional paid-in capital - net
2w,2x,2y,
2ag,28
Keuntungan/(kerugian) yang belum direalisasi 2n,13 Unrealized gain/(loss) from
atas efek-efek untuk tujuan investasi investment securities at fair value
yang diukur pada nilai wajar melalui through other comprehensive
penghasilan komprehensif lain - bersih 502.033 (183.765) income - net
Cadangan kerugian kredit ekspektasian -
efek-efek untuk tujuan investasi Allowance for expected credit losses -
pada nilai wajar melalui penghasilan investment securities at fair value
komprehensif lain 821 1.330 through other comprehensive income
Fixed assets revaluation
Cadangan revaluasi aset tetap 2o, 14 2.540.367 2.465.312 reserve
Saldo laba Retained earnings
Telah ditentukan penggunaannya 29 974.581 974.581 Appropriated
Belum ditentukan penggunaannya 10.164.593 7.680.105 Unappropriated
JUMLAH EKUITAS 45.848.014 42.603.182 TOTAL EQUITY
JUMLAH LIABILITAS DAN EKUITAS 268.342.325 259.067.503 TOTAL LIABILITIES AND EQUITY
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 1/4 - Schedule
2025 Annual Report PT Bank Permata Tbk 865
Page 868
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENTS OF PROFIT OR LOSS AND
KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
PENDAPATAN DAN BEBAN OPERATING INCOME AND
OPERASIONAL EXPENSES
Pendapatan bunga 2f,2g,2z, 14.791.507 14.959.489 Interest income
30,41
Pendapatan syariah 2f,2z,30, 2.243.457 2.253.550 Sharia income
41
Beban bunga 2f,2g,2z, (6.019.109) (5.911.045) Interest expense
31,41,48
Beban syariah 2f,2z,31, (993.593) (1.078.897) Sharia expense
41,48
Pendapatan bunga dan syariah - bersih 10.022.262 10.223.097 Net interest and sharia income
Pendapatan provisi dan komisi - bersih 2f,2aa,32, 1.454.354 1.560.063 Net fees and commission income
41
Pendapatan transaksi 2j,2ab,
perdagangan - bersih 33 381.750 227.758 Net trading income
Bagian atas rugi bersih dari entitas Share of net loss of
asosiasi - (23.516) associate
Keuntungan/(kerugian) penjualan 13 Gain/(loss) on sale of
efek-efek untuk tujuan investasi 509.028 (57.297) investment securities
Pendapatan operasional lainnya 2o, 189.380 153.224 Other operating income
2r,37
2.534.512 1.860.232
Jumlah pendapatan operasional 12.556.774 12.083.329 Total operating income
Kerugian penurunan nilai aset 2s,34 (1.772.904) (1.524.860) Impairment losses on assets
Beban operasional lainnya 2q, Other operating expenses
Umum dan administrasi 2ae,35 (1.701.368) (1.858.139) General and administrative
Gaji dan tunjangan pengurus 2f,2u,24, Salaries and benefits to
dan karyawan 36,41 (3.446.920) (3.168.469) management and employees
Lain-lain 2s,37,48 (1.004.575) (923.632) Others
Jumlah beban operasional lainnya (6.152.863) (5.950.240) Total other operating expenses
Jumlah beban operasional (7.925.767) (7.475.100) Total operating expenses
LABA SEBELUM PAJAK PENGHASILAN 4.631.007 4.608.229 INCOME BEFORE INCOME TAX
(BEBAN)/MANFAAT PAJAK
PENGHASILAN 2q,22c INCOME TAX (EXPENSE)/INCOME
Kini (1.072.987) (668.809) Current
Tangguhan 29.515 (372.901) Deferred
(1.043.472) (1.041.710)
LABA BERSIH 38 3.587.535 3.566.519 NET INCOME
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 2/1 - Schedule
866 PT Bank Permata Tbk Laporan Tahunan 2025
Page 869
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENTS OF PROFIT OR LOSS AND
KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
PENGHASILAN/(RUGI) OTHER COMPREHENSIVE
KOMPREHENSIF LAIN, INCOME/(LOSS),
SETELAH PAJAK PENGHASILAN: NET OF INCOME TAX:
Pos-pos yang akan direklasifikasikan Items that will be reclassified to
ke laba rugi profit or loss
Efek-efek untuk tujuan investasi pada 2n Investment securities at fair value
nilai wajar melalui penghasilan through other comprehensive
komprehensif lain: income:
Perubahan nilai wajar bersih 1.388.256 (83.415) Changes in fair value
Perubahan nilai wajar yang Fair value changes
ditransfer ke laba rugi pada transferred to profit
saat penjualan (509.028) 57.297 or loss on disposal
Cadangan kerugian Allowance for expected
kredit ekspektasian (509) (97) credit losses
Bagian atas penghasilan komprehensif Share of other comprehensive
lain dari entitas asosiasi, setelah pajak - (911) income from associate, net of tax
Pajak penghasilan terkait pos-pos yang Income tax related to items that will
akan direklasifikasikan ke laba rugi 22h (193.430) 5.746 be reclassified to profit or loss
Jumlah yang akan direklasifikasikan Total of items that will be
ke laba rugi 685.289 (21.380) reclassified to profit or loss
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified
ke laba rugi to profit or loss
Keuntungan revaluasi aset tetap 2o,14 82.117 - Gain on fixed assets revaluation
Reklasifikasi nilai revaluasi atas Reclassification of revaluation value
penjualan properti terbengkalai on sales of abandoned properties
dan aset tetap yang dihapusbukukan (7.062) - and written-off fixed assets
Pengukuran kembali atas liabilitas Remeasurements of defined
imbalan pasti 24 (31.629) (38.136) benefit liabilities
Pajak penghasilan terkait pos-pos yang Income tax related to items that will
tidak akan direklasifikasikan ke laba rugi 22h 6.959 8.390 not be reclassified to profit or loss
Jumlah yang tidak akan Total of items that will not be
direklasifikasikan ke laba rugi 50.385 (29.746) reclassified to profit or loss
PENGHASILAN/(RUGI) KOMPREHENSIF OTHER COMPREHENSIVE INCOME/
LAIN, SETELAH PAJAK PENGHASILAN 735.674 (51.126) (LOSS), NET OF INCOME TAX
JUMLAH LABA TOTAL COMPREHENSIVE
KOMPREHENSIF 4.323.209 3.515.393 INCOME
LABA BERSIH 2ac,38 BASIC AND DILUTED
PER SAHAM DASAR DAN EARNINGS PER SHARE
DILUSIAN (Rupiah penuh) 99 99 (whole Rupiah)
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 2/2 - Schedule
2025 Annual Report PT Bank Permata Tbk 867
Page 870
The original financial statements included herein are in Indonesian
PT BANK PERMATA Tbk language.
LAPORAN PERUBAHAN EKUITAS STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2025 DAN 2024 FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, kecuali dinyatakan secara khusus) (Expressed in millions of Rupiah, unless otherwise stated)
2025
Cadangan kerugian
Cadangan nilai kredit ekspektasian
wajar bersih - efek- - efek-efek untuk
efek untuk tujuan tujuan investasi
investasi pada nilai pada nilai wajar
wajar melalui melalui penghasilan
Modal penghasilan komprehensif lain/
ditempatkan Tambahan komprehensif lain/ Allowance for
dan modal Net fair value expected credit Cadangan Saldo laba/
disetor disetor - reserve - investment losses - investment revaluasi aset Retained earnings
penuh/ Saham bersih/ securities at fair securities at fair tetap/ Telah Belum Jumlah
Issued and treasuri/ Additional value through other value through other Fixed assets ditentukan ditentukan ekuitas/
Catatan/ fully paid-up Treasury paid-in comprehensive comprehensive revaluation penggunaannya/ penggunaannya/ Total
Notes capital stock capital - net income income reserve Appropriated Unappropriated1) equity
Saldo, 1 Januari 2025 4.855.313 (6) 26.810.312 (183.765) 1.330 2.465.312 974.581 7.680.105 42.603.182 Balance, 1 January 2025
Laba komprehensif tahun berjalan: Comprehensive income for the year:
Laba bersih - - - - - - - 3.587.535 3.587.535 Net income
Penghasilan komprehensif Other comprehensive
lain, setelah pajak income, net
penghasilan: of income tax:
Cadangan nilai wajar bersih - 2n Net fair value reserve -
efek-efek untuk tujuan investasi investment securities at
pada nilai wajar melalui fair value through other
penghasilan komprehensif lain: comprehensive income:
Perubahan nilai wajar - Net changes in
bersih - - - 1.082.840 - - - - 1.082.840 fair value
Perubahan nilai wajar yang Net fair value changes
ditransfer ke laporan laba rugi transferred to profit
pada saat penjualan - bersih - - - (397.042) - - - - (397.042) or loss on disposal
Reversal for expected
Pemulihan kerugian 2n credit losses -
penurunan nilai kredit ekspektasian - investment securities
efek-efek untuk tujuan investasi at fair value through
pada nilai wajar melalui penghasilan other comprehensive
komprehensif lain - - - - (509) - - - (509) income
Pengukuran kembali Remeasurements of
atas liabilitas imbalan pasti - bersih 24 - - - - - - - (24.670) (24.670) defined benefit liabilities - net
Keuntungan revaluasi aset tetap 14 - - - - - 82.117 - - 82.117 Gain on fixed assets revaluation
Reklasifikasi nilai revaluasi atas penjualan Reclassification of revaluation value
properti terbengkalai dan aset tetap on sale of abandoned properties
yang dihapusbukukan - - - - - (7.062) - 7.062 - and written-off fixed assets
PT Bank Permata Tbk Laporan Tahunan 2025
Dividen 29 - - - - - - - (1.085.439) (1.085.439) Dividend
Saldo, 31 Desember 2025 4.855.313 (6) 26.810.312 502.033 821 2.540.367 974.581 10.164.593 45.848.014 Balance, 31 December 2025
1)
Termasuk dalam saldo laba adalah pengukuran kembali atas liabilitas imbalan pasti Included in retained earnings are remeasurements of defined benefit liabilities 1)
Catatan atas laporan keuangan merupakan bagian yang tidak terpisahkan The accompanying notes to financial statements form an integral part of these
dari laporan keuangan secara keseluruhan. financial statements.
Lampiran - 3/1 - Schedule
868
Page 871
869
The original financial statements included herein are in Indonesian
PT BANK PERMATA Tbk language.
2025 Annual Report PT Bank Permata Tbk
LAPORAN PERUBAHAN EKUITAS STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2025 DAN 2024 FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, kecuali dinyatakan secara khusus) (Expressed in millions of Rupiah, unless otherwise stated)
2024
Cadangan nilai Cadangan kerugian
wajar bersih - efek- kredit ekspektasian
efek untuk tujuan - efek-efek untuk
investasi pada nilai tujuan investasi
wajar melalui pada nilai wajar
penghasilan melalui
komprehensif lain/ penghasilan Bagian atas
Modal Net fair value komprehensif lain/ penghasilan
ditempatkan Tambahan reserve - Allowance for komprehensif
dan modal investment expected credit Cadangan lain dari entitas Saldo laba/
disetor disetor - securities at fair losses - investment revaluasi aset asosiasi/ Retained earnings
penuh/ Saham bersih/ value through securities at fair tetap/ Share of other Telah Belum Jumlah
Issued and treasuri/ Additional other value through other Fixed assets comprehensive ditentukan ditentukan ekuitas/
Catatan/ fully paid-up Treasury paid-in comprehensive comprehensive revaluation income of penggunaannya/ penggunaannya/ Total
Notes capital stock capital - net income income reserve associate Appropriated Unappropriated1) equity
Saldo, 1 Januari 2024 4.855.313 (6) 26.810.312 (163.393) 1.427 2.465.312 911 974.581 5.047.865 39.992.322 Balance, 1 January 2024
Laba komprehensif tahun berjalan: Comprehensive income for the year:
Laba bersih - - - - - - - - 3.566.519 3.566.519 Net income
Penghasilan komprehensif Other comprehensive
lain, setelah pajak income, net
penghasilan: of income tax:
Cadangan nilai wajar bersih - 2n Net fair value reserve -
efek-efek untuk tujuan investasi investment securities at
pada nilai wajar melalui fair value through other
penghasilan komprehensif lain: comprehensive income:
Perubahan nilai wajar Net changes in
bersih - - - (65.064) - - - - - (65.064) fair value
Perubahan nilai wajar yang Net fair value changes
ditransfer ke laporan laba rugi transferred to profit
pada saat penjualan - bersih - - - 44.692 - - - - - 44.692 or loss on disposal
Reversal for expected
Pemulihan kerugian penurunan nilai 2n credit losses -
kredit ekspektasian - investment securities
efek-efek untuk tujuan investasi at fair value through
pada nilai wajar melalui penghasilan other comprehensive
komprehensif lain - - - - (97) - - - - (97) income
Pengukuran kembali Remeasurements of
atas liabilitas imbalan pasti - - - - - - - - (29.746) (29.746) defined benefit liabilities
Bagian atas penghasilan Share of other
komprehensif lain dari - - - - - - (911) - - (911) comprehensive income
entitas asosiasi of associate
Dividen 29 - - - - - - - - (904.533) (904.533) Dividend
Saldo, 31 Desember 2024 4.855.313 (6) 26.810.312 (183.765) 1.330 2.465.312 - 974.581 7.680.105 42.603.182 Balance, 31 December 2024
1)
Termasuk dalam saldo laba adalah pengukuran kembali atas liabilitas imbalan pasti Included in retained earnings are remeasurements of defined benefit liabilities 1)
Catatan atas laporan keuangan merupakan bagian yang tidak terpisahkan The accompanying notes to financial statements form an integral part of these
dari laporan keuangan secara keseluruhan. financial statements.
Lampiran - 3/2 - Schedule
Page 872
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN ARUS KAS STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan pendapatan bunga dan
syariah 13.347.367 14.575.141 Interest and sharia income received
Penerimaan pendapatan provisi Fees and commission income
dan komisi 1.546.999 1.619.018 received
Penerimaan dari transaksi Receipts from trading
perdagangan - bersih 334.367 236.555 transactions - net
Pembayaran beban bunga dan syariah 48 (7.118.024) (6.950.470) Interest and sharia expenses paid
Penerimaan kredit yang diberikan yang
telah dihapus 12 447.717 474.492 Loan recoveries received
Pembayaran beban provisi dan komisi (127.771) (116.807) Fees and commission expense paid
Pembayaran beban umum General and administrative
dan administrasi (1.380.162) (1.487.763) expenses paid
Pembayaran beban gaji dan tunjangan (3.195.452) (3.083.007) Salaries and benefits expense paid
Penempatan dana pada Fund placements in
DPLK (aset program) 24 (60.000) - DPLK (plan assets)
Pembayaran imbalan pascakerja Payments of post-employment
tahun berjalan 24 (3) - benefits during the year
Pendapatan dan beban operasional Other operating income and
lainnya - bersih 48 (393.280) (174.550) expenses - net
3.401.758 5.092.609
Penurunan/(kenaikan) Decrease/(increase) in
aset operasi: operating assets:
Penempatan pada Bank Indonesia Placements with Bank Indonesia
dan bank-bank lain 2.348.981 422.479 and other banks
Aset keuangan untuk diperdagangkan 3.141.931 (2.658.672) Financial assets held for trading
Efek-efek yang dibeli dengan janji Securities purchased under resale
dijual kembali 1.225.736 24.694.913 agreements
Kredit yang diberikan (11.512.868) (15.521.285) Loans
Tagihan akseptasi 26.244 (336.376) Acceptance receivables
Pajak dibayar dimuka 2.550 (333.870) Prepaid taxes
Aset lain-lain (651.280) 1.590.669 Other assets
(Penurunan)/kenaikan liabilitas (Decrease)/increase in operating
operasi: liabilities:
Liabilitas segera (156.548) 78.479 Liabilities payable on demand
Simpanan dari nasabah Deposits from customers
Giro 12.412.905 (2.883.049) Demand deposits
Tabungan 8.233.112 1.842.103 Savings
Deposito berjangka (13.360.830) (1.741.233) Time deposits
Simpanan dari bank-bank lain (114.349) (40.006) Deposits from other banks
Beban masih harus dibayar (128.323) 22.876 Accruals
Liabilitas lain-lain 684.583 (1.078.031) Other liabilities
Kas bersih yang diperoleh dari Net cash provided by
aktivitas operasi sebelum operating activities before
pembayaran pajak penghasilan 5.553.602 9.151.606 income taxes paid
Pembayaran pajak penghasilan 22 (1.121.752) (1.274.200) Income taxes paid
Kas bersih yang diperoleh dari Net cash provided by
aktivitas operasi 4.431.850 7.877.406 operating activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM INVESTING
INVESTASI ACTIVITIES
Penjualan efek-efek untuk
tujuan investasi 131.388.144 64.203.379 Sale of investment securities
Pembelian efek-efek untuk tujuan
investasi (137.950.317) (86.978.960) Purchase of investment securities
Penerimaan bunga dari efek-efek Interest received from investment
untuk tujuan investasi 2.467.941 5.075.624 securities
Hasil penjualan aset tetap 14 1.813 1.651 Proceeds from sales of fixed assets
Penyertaan saham pada Investment in share to Kliring
Kliring Penjaminan Efek Indonesia - (20.000) Penjaminan Efek Indonesia
Perolehan aset tetap dan aset dalam Acquisition of fixed assets
penyelesaian 14 (276.677) (253.683) and construction in progress
Perolehan aset takberwujud dan aset Acquisition of intangible assets and
takberwujud dalam penyelesaian 15 (220.375) (443.773) intangible assets in progress
Kas bersih yang digunakan untuk Net cash used in
dari aktivitas investasi (4.589.471) (18.415.762) investing activities
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 4/1 - Schedule
870 PT Bank Permata Tbk Laporan Tahunan 2025
Page 873
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
LAPORAN ARUS KAS STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
Catatan/
Notes 2025 2024
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM FINANCING
PENDANAAN ACTIVITIES
Pembayaran bunga liabilitas sewa 14 (6.762) (8.229) Payment of interest of lease liabilities
Pembayaran liabilitas sewa 14 (60.708) (63.690) Payment of lease liabilities
(Penurunan)/kenaikan pada utang (Decrease)/increase in
atas efek-efek yang dijual securities sold under
dengan janji dibeli kembali 10 (1.917.558) 780.269 repurchase agreements payable
Pembayaran dividen 29 (1.085.439) (904.533) Payment of dividend
Kenaikan/(penurunan) pada pinjaman
yang diberikan 1.501 (350) Increase/(decrease) in borrowings
Kas bersih yang digunakan untuk Net cash used in
dari aktivitas pendanaan (3.068.966) (196.533) financing activities
PENURUNAN BERSIH NET DECREASE IN
KAS DAN SETARA KAS (3.226.587) (10.734.889) CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS, CASH AND CASH EQUIVALENTS,
AWAL TAHUN 23.343.797 33.993.187 BEGINNING OF YEAR
PENGARUH FLUKTUASI KURS EFFECT OF FOREIGN EXCHANGE
MATA UANG ASING PADA RATE FLUCTUATION ON CASH
KAS DAN SETARA KAS 123.216 85.499 AND CASH EQUIVALENTS
KAS DAN SETARA KAS, CASH AND CASH EQUIVALENTS,
AKHIR TAHUN 20.240.426 23.343.797 END OF YEAR
Kas dan setara kas terdiri dari: Cash and cash equivalents consist of:
Kas 2b,5 1.686.358 1.661.729 Cash
Current accounts with Bank
Giro pada Bank Indonesia 2b,6 6.897.204 8.205.594 Indonesia
Giro pada bank-bank lain 2b,7 4.612.309 2.944.522 Current accounts with other banks
Penempatan pada Bank Indonesia Placements with Bank Indonesia
dan bank-bank lain - jatuh and other banks - mature
tempo dalam waktu 3 bulan within 3 months from the date
sejak tanggal perolehan 2b,8 7.044.555 10.531.952 of acquisition
20.240.426 23.343.797
REKONSILIASI LIABILITAS YANG NET DEBT RECONCILIATION
TIMBUL DARI AKTIVITAS AFFECTED FROM FINANCING
PENDANAAN ACTIVITIES
Perubahan
31 Desember/ Arus kas/ nonkas/ 31 Desember/
December 2024 Cash flows Non-cash activity December 2025
Utang atas efek-efek Securities sold
yang dijual dengan janji under repurchase
dibeli kembali 4.176.825 (1.917.558) - 2.259.267 agreements payable
Pinjaman yang diterima - 1.501 - 1.501 Borrowings
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 10.849.329 - 499.077 11.348.406 Subordinated Notes
Liabilitas sewa 106.018 (67.470) 48.176 86.724 Lease liabilities
Perubahan
31 Desember/ Arus kas/ nonkas/ 31 Desember/
December 2023 Cash flows Non-cash activity December 2024
Utang atas efek-efek Securities sold
yang dijual dengan janji under repurchase
dibeli kembali 3.396.556 780.269 - 4.176.825 agreements payable
Pinjaman yang diterima 350 (350) - - Borrowings
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 10.278.952 - 570.377 10.849.329 Subordinated Notes
Liabilitas sewa 124.154 (71.919) 53.783 106.018 Lease liabilies
Catatan atas laporan keuangan merupakan bagian yang tidak The accompanying notes to financial statements form an integral
terpisahkan dari laporan keuangan secara keseluruhan. part of these financial statements.
Lampiran - 4/2 - Schedule
2025 Annual Report PT Bank Permata Tbk 871
Page 874
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM 1. GENERAL
a. Pendirian Bank dan Informasi Umum a. The Establishment of the Bank and General
Information
PT Bank Permata Tbk (dahulu PT Bank Bali Tbk) PT Bank Permata Tbk (formerly PT Bank Bali Tbk)
(“Bank”) didirikan di Indonesia dengan Akta (the “Bank”) was established in Indonesia based
Pendirian No. 228 tanggal 17 Desember 1954 yang on the Notarial Deed No. 228 dated
dibuat di hadapan Eliza Pondaag, S.H., selaku 17 December 1954 made before Eliza Pondaag,
pengganti dari Raden Mas Soerojo, S.H., notaris di S.H., a substitute notary of Raden Mas Soerojo,
Jakarta. Akta tersebut telah memperoleh S.H., a notary in Jakarta. The deed of
pengesahan dari Menteri Kehakiman Republik establishment was approved by the Minister of
Indonesia (sekarang Menteri Hukum dan Hak Asasi Justice of the Republic of Indonesia (now Minister
Manusia) berdasarkan Surat Keputusan of Law and Human Rights) in its Decision Letter
No. J.A.5/2/2 tanggal 4 Januari 1955, didaftarkan di No. J.A.5/2/2 dated 4 January 1955, registered in
Kantor Pengadilan Negeri Jakarta dengan Jakarta District Court under No. 123 dated
No. 123 tanggal 15 Januari 1955 dan diumumkan 15 January 1955 and published in Supplement
dalam Tambahan No. 292 pada Berita Negara No. 292 to State Gazette of the Republic of
Republik Indonesia No. 22 tanggal 18 Maret 1955. Indonesia No. 22 dated 18 March 1955.
Bank mulai beroperasi secara komersial pada The Bank started its commercial operations on
tanggal 5 Januari 1955. Sesuai dengan pasal 3 5 January 1955. According to article 3 of its
Anggaran Dasarnya, Bank beroperasi sebagai bank Articles of Association, the Bank operates as a
umum. Bank memperoleh izin usaha sebagai bank commercial bank. The Bank obtained the license
umum berdasarkan Surat Keputusan Menteri as a commercial bank under the Decision Letter of
Keuangan No. 19371/U.M.II tanggal 19 Februari the Minister of Finance No. 19371/U.M.II dated
1957. Bank juga memperoleh izin untuk 19 February 1957. The Bank also obtained a
menjalankan aktivitas sebagai bank devisa dan license to engage in foreign exchange activities
bank yang melakukan kegiatan berdasarkan prinsip and as a bank which engaged in activities based
syariah masing-masing berdasarkan Surat on sharia principles based on the Decision Letter
Keputusan Dewan Moneter Bank Indonesia of the Monetary Council of Bank Indonesia
No. Sekr/D.M./97 tanggal 8 Mei 1956 dan Surat No. Sekr/D.M./97 dated 8 May 1956 and the letter
Direktorat Perbankan Syariah No. 6/1082/DPbS of Directorate of Sharia Banking
tanggal 5 Oktober 2004. No. 6/1082/DPbS dated 5 October 2004,
respectively.
Anggaran Dasar Bank telah mengalami beberapa The Bank’s Articles of Association have been
kali perubahan. Perubahan Anggaran Dasar Bank amended several times. The latest amendment of
terakhir sebagaimana dimuat dalam Akta Bank’s Articles of Association as stated in the
Pernyataan Keputusan Rapat Perubahan Anggaran Deed of Statement of Resolution of the Meeting
Dasar Nomor 56 tanggal 30 September 2025 for Amendment to the Articles of Association
yang dibuat di hadapan Aulia Taufani, S.H., notaris No. 56 dated 30 September 2025 made before
di Jakarta dan telah diberitahukan kepada Menteri Aulia Taufani, S.H., a notary in Jakarta and has
Hukum Republik Indonesia dengan bukti been reported to the Minister of Law and Human
Penerimaan Pemberitahuan Perubahan Anggaran Rights of the Republic of Indonesia proven with
Dasar No. AHU-AH.01.03-0240484 tanggal the Receipt of Notification of Amendments to the
3 Oktober 2025. Articles of Association No. AHU-AH.01.03-
0240484 dated 3 October 2025.
Pada tanggal 31 Desember 2025 dan 2024, As of 31 December 2025 and 2024, the ultimate
pemegang saham terakhir dan mayoritas dari Bank and majority shareholder of the Bank is Bangkok
adalah Bangkok Bank Public Company Limited. Bank Public Company Limited.
Kantor pusat Bank berlokasi di World Trade Center The Bank’s head office is located at World Trade
II, Jalan Jendral Sudirman Kavling 29-31, Jakarta. Center II, Jalan Jendral Sudirman Kavling 29-31,
Pada 31 Desember 2025 dan 2024, Bank memiliki Jakarta. As of 31 December 2025 and 2024, the
kantor cabang dan ATM sebagai berikut (tidak Bank has the following branches and ATMs
diaudit): (unaudited):
2025 2024
Kantor cabang (termasuk kantor pusat) 63 63 Branches (including head office)
Kantor cabang pembantu 137 142 Sub-branches
ATM 834 827 ATMs
Lampiran - 5/1 - Schedule
872 PT Bank Permata Tbk Laporan Tahunan 2025
Page 875
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian Bank dan Informasi Umum a. The Establishment of the Bank and General
(lanjutan) Information (continued)
Sesuai dengan pasal 3 ayat 2 Anggaran Dasar According to article 3 paragraph 2 of the Bank’s
Bank, Bank dapat melaksanakan kegiatan usaha Articles of Association, the Bank can engage in
utama dan kegiatan usaha penunjang yang main and supporting business activities which
termasuk menyediakan pembiayaan dan/atau include providing finances and/or carrying out
melakukan kegiatan lain berdasarkan prinsip other activities based on sharia principles in
syariah sesuai dengan ketentuan yang accordance with prevailing regulations issued
ditetapkan oleh Otoritas Jasa Keuangan (“OJK”). by Financial Services Authority (“OJK”). The
Bank mulai melakukan kegiatan berdasarkan Bank had started activities based on sharia
prinsip syariah sejak November 2004. principles since November 2004.
b. Komposisi Saham Bank b. The Composition of the Bank’s Shares
Penawaran Umum dan Penempatan Terbatas The Bank’s Public Offerings and Private
yang telah dilakukan Bank adalah sebagai Placements are as follows:
berikut:
Harga
Nilai nominal penawaran per
Jumlah saham per saham saham (nilai
(nilai penuh)/ (nilai penuh)/ penuh)/
Number of Par value per Offering price
Tanggal efektif/ Tanggal pencatatan/ shares (whole share (whole per share (whole
Saham kelas A Effective date Registration date amount) amount) amount) Class A shares
Saham yang berasal
dari Penawaran 2 Des 1989/ 15 Jan 1990/ Shares from the Initial
Umum Perdana 2 Dec 1989 15 Jan 1990 3.999.000 1.000 9.900 Public Offering
Bursa Efek Jakarta/
Jakarta Stock
Exchange:
10 Sep 1990/
Saham yang berasal 10 Sep 1990
dari Penawaran
Umum Terbatas Bursa Efek Surabaya/
dengan Hak Surabaya Stock
Memesan Efek Exchange: Shares from the Limited
Terlebih Dahulu 5 Jul 1990/ 24 Sep 1990/ Public Offering
(Rights Issue) I 5 Jul 1990 24 Sep 1990 15.508.000 1.000 8.000 (Rights Issue) I
5 Nov 1990/ 14 Nov 1990/
Saham pendiri 5 Nov 1990 14 Nov 1990 42.525.000 1.000 - Founders’ shares
Bursa Efek Jakarta/
Jakarta Stock
Exchange:
27 Ags 1992/
27 Aug 1992
Saham bonus yang Bursa Efek Surabaya/
berasal dari Surabaya Stock Bonus shares from
kapitalisasi tambahan Exchange: capitalisation of
modal disetor ke 18 Jun 1992/ 8 Sep 1992/ additional paid-up capital
modal saham 18 Jun 1992 8 Sep 1992 124.064.000 1.000 - to capital stock
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak Shares from
Memesan Efek Limited Public
Terlebih Dahulu (Rights 27 Jun 1995/ 17 Jul 1995/ Offering (Rights
Issue) II 27 Jun 1995 17 Jul 1995 65.133.600 1.000 2.000 Issue) II
Saham yang berasal dari Shares from
konversi waran conversion of
sebelum pemecahan warrants before stock
nilai nominal saham - - 1.374.230 1.000 2.900 split
Saham yang berasal dari
pemecahan nilai 21 Ags 1997/ 27 Okt 1997/
nominal saham 21 Aug 1997 27 Oct 1997 252.603.830 500 - Shares from stock split
Lampiran - 5/2 - Schedule
2025 Annual Report PT Bank Permata Tbk 873
Page 876
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Komposisi Saham Bank (lanjutan) b. The Composition of the Bank’s Shares
(continued)
Penawaran Umum dan Penempatan Terbatas The Bank’s Public Offerings and Private
yang telah dilakukan Bank adalah sebagai Placements are as follows: (continued)
berikut: (lanjutan)
Harga
Nilai nominal penawaran per
Jumlah saham per saham saham (nilai
(nilai penuh)/ (nilai penuh)/ penuh)/
Number of Par value per Offering price
Tanggal efektif/ Tanggal pencatatan/ shares (whole share (whole per share (whole
Saham kelas A Effective date Registration date amount) amount) amount) Class A shares
Bursa Efek Jakarta/
Jakarta Stock
Exchange:
20 & 31 Jul 1998/
20 & 31 Jul 1998
Bursa Efek Surabaya/
Saham bonus yang Surabaya Stock Bonus shares from
berasal dari kapitalisasi Exchange: capitalisation of
tambahan modal 27 Jun 1998/ 3 Ags 1998/ additional paid-up capital
disetor ke modal saham 27 Jun 1998 3 Aug 1998 166.738.173 500 - to capital stock
1.450 (1 Jan 1998
- 25 Ags 1998)/
(1 Jan 1998 -
25 Aug 1998)
Shares from
Saham yang berasal dari 1.090 (26 Ags conversion of
konversi waran selama 1998 - 31 Des warrants during the
periode dari 1 Januari 1998)/ period from 1 January
1998 sampai dengan (26 Aug 1998 - 1998 up to
31 Desember 1998 - - 60.000 500 31 Dec 1998) 31 December 1998
Saham yang berasal dari Shares from private
penempatan terbatas placement in
dalam rangka connection with the
peningkatan nilai 28 Mei 2004/ 8 Jun 2004/ increase in par value
nominal saham 28 May 2004 8 Jun 2004 17 500 500 of share
672.005.850
The increase of par
Peningkatan nilai nominal value of share
saham menjadi to Rp12,500 (whole
Rp12.500 (Rupiah Rupiah) per share
penuh) per saham yang which resulted in the
mengakibatkan decrease in number
pengurangan jumlah 28 Mei 2004/ 8 Jun 2004/ of shares (reverse
saham (reverse stock) 28 May 2004 8 Jun 2004 25 12.500 - stock)
Jumlah saham kelas A Total class A
pada tanggal shares as of
31 Desember 2025 31 December 2025 and
dan 2024 26.880.234 2024
Nilai nominal Harga penawaran
per saham per saham (nilai
Jumlah saham (nilai penuh)/ penuh)/
(nilai penuh)/ Par value per Offering price per
Tanggal efektif/ Tanggal pencatatan/ Number of shares share (whole share (whole
Saham kelas B Effective date Registration date (whole amount) amount) amount) Class B shares
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak Shares from
Memesan Efek Terlebih Limited Public
Dahulu (Rights 28 Ags 2000/ 20 Sep 2000/ Offering (Rights
Issue) III 28 Aug 2000 20 Sep 2000 66.528.577.467 5 80,51 Issue) III
Shares issuance to
Penerbitan saham bagi PT Bank
pemegang saham 30 Sep 2002/ 1 Okt 2002/ Universal Tbk’s
PT Bank Universal Tbk 30 Sep 2002 1 Oct 2002 15.266.453.664 5 - shareholders
Saham yang berasal dari Shares from private
penempatan terbatas placement in
dalam rangka 30 Sep 2002/ 1 Okt 2002/ relation with the Bank’s
penggabungan 30 Sep 2002 1 Oct 2002 111.111.111.111 5 - merger
Saham yang berasal dari Shares from private
penempatan terbatas placement in
dalam rangka connection with the
peningkatan nilai 28 Mei 2004/ 8 Jun 2004/ increase in par
nominal saham 28 May 2004 8 Jun 2004 8 5 39,40 value of share
192.906.142.250
Lampiran - 5/3 - Schedule
874 PT Bank Permata Tbk Laporan Tahunan 2025
Page 877
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Komposisi Saham Bank (lanjutan) b. The Composition of the Bank’s Shares
(continued)
Penawaran Umum dan Penempatan Terbatas The Bank’s Public Offerings and Private
yang telah dilakukan Bank adalah sebagai Placements are as follows: (continued)
berikut: (lanjutan)
Harga
Nilai nominal penawaran per
Jumlah saham per saham saham (nilai
(nilai penuh)/ (nilai penuh)/ penuh)/
Number of Par value per Offering price
Tanggal efektif/ Tanggal pencatatan/ shares (whole share (whole per share (whole
Saham kelas B Effective date Registration date amount) amount) amount) Class B shares
Peningkatan nilai
nominal saham The increase of
menjadi Rp125 par value of share to Rp125
(Rupiah penuh) per (whole Rupiah) per
saham yang share which resulted in
mengakibatkan the decrease in number
pengurangan jumlah 28 Mei 2004/ 8 Jun 2004/ of shares (reverse
saham (reverse stock) 28 May 2004 8 Jun 2004 25 125 - stock)
Jumlah saham kelas B Total class B shares
setelah reverse stock 7.716.245.690 after reverse stock
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak Shares from
Memesan Efek Limited Public
Terlebih Dahulu 3 Nov 2010/ 6 Des 2010/ Offering (Rights
(Rights Issue) IV 3 Nov 2010 6 Dec 2010 1.290.520.987 125 1.549 Issue) IV
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak Shares from
Memesan Efek Limited Public
Terlebih Dahulu 22 Nov 2012/ 6 Des 2012/ Offering (Rights
(Rights Issue) V 22 Nov 2012 6 Dec 2012 1.642.481.256 125 1.215 Issue) V
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak
Memesan Efek Shares from
Terlebih Dahulu 19 Des 2013/ 24 Jan 2014/ Limited Public Offering
(Rights Issue) VI 19 Dec 2013 24 Jan 2014 1.207.706.806 125 1.242 (Rights Issue) VI
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak
Memesan Efek Shares from
Terlebih Dahulu 19 Mei 2016/ 16 Jun 2016/ Limited Public Offering
(Rights Issue) VII 19 May 2016 16 Jun 2016 10.456.095.082 125 526 (Rights Issue) VII
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak
Memesan Efek Shares from
Terlebih Dahulu 8 Mei 2017/ 7 Jun 2017/ Limited Public Offering
(Rights Issue) VIII 8 May 2017 7 Jun 2017 5.702.809.150 125 526 (Rights Issue) VIII
Saham yang berasal dari
Penawaran Umum
Terbatas dengan Hak
Memesan Efek Shares from
Terlebih Dahulu 30 Jun 2021/ 28 Jul 2021/ Limited Public Offering
(Rights Issue) IX 30 Jun 2021 28 Jul 2021 8.138.620.315 125 1.347 (Rights Issue) IX
Jumlah saham Total class B
kelas B pada shares as of
31 Desember 2025 31 December 2025 and
dan 2024 36.154.479.286 2024
Saham-saham tersebut di atas telah dicatatkan Those shares above have been listed on the
pada Bursa Efek Indonesia. Indonesia Stock Exchange.
Lampiran - 5/4 - Schedule
2025 Annual Report PT Bank Permata Tbk 875
Page 878
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
c. Peleburan Usaha c. Merger
Bank Indonesia menyetujui peleburan usaha 4 Bank Indonesia approved the merger of the 4
Bank Dalam Penyehatan (“BDP”), yang terdiri Banks Under Restructuring (“BUR”), consisting
dari PT Bank Universal Tbk (“Universal”), of PT Bank Universal Tbk (“Universal”), PT
PT Bank Prima Express (“Primex”), PT Bank Bank Prima Express (“Primex”), PT Bank
Artamedia (“Artamedia”) dan PT Bank Patriot Artamedia (“Artamedia”) and PT Bank Patriot
(“Patriot”) dengan Bank, yang efektif tanggal (“Patriot”) into the Bank, which was effective on
30 September 2002. 30 September 2002.
Berdasarkan surat Deputi Gubernur Bank Based on the letter of Deputy Governor of Bank
Indonesia No. 4/162/KEP.DpG/2002 tanggal Indonesia No. 4/162/KEP.DpG/2002 dated
18 Oktober 2002, Bank Indonesia telah 18 October 2002, Bank Indonesia approved:
menyetujui:
1. Perubahan nama Bank dari PT Bank Bali Tbk 1. The change of the Bank’s name from
menjadi PT Bank Permata Tbk; dan PT Bank Bali Tbk to PT Bank Permata Tbk;
and
2. Izin usaha Bank sebagai bank umum 2. The Bank’s business license as a
berdasarkan Keputusan Menteri Keuangan commercial bank based on the Decree of
Republik Indonesia No. 19371/U.M.II tanggal the Minister of Finance of the Republic of
19 Februari 1957 tetap berlaku bagi PT Bank Indonesia No. 19371/U.M.II dated
Permata Tbk. 19 February 1957 is still valid for PT Bank
Permata Tbk.
d. Integrasi Usaha d. Business Integration
Pada 7 Oktober 2020, Bank mengumumkan On 7 October 2020, the Bank has announced
Ringkasan Rancangan Integrasi antara Bank the Abridged Integration Plan between the
dan Bangkok Bank Public Company Limited, Bank and Bangkok Bank Public Company
cabang Jakarta, Cabang Pembantu Surabaya, Limited, Jakarta Branch, Surabaya Sub-
dan Cabang Pembantu Medan sesuai arahan Branch, and Medan Sub-Branch in accordance
OJK dalam surat No. SR-129/PB.12/2020 with OJK direction as stipulated in the letter No.
tertanggal 15 Mei 2020. Integrasi BBI ke dalam SR-129/PB.12/2020 dated 15 May 2020. The
Bank dilakukan dengan pengalihan aset dan integration of BBI to the Bank will be conducted
liabilitas tertentu dari BBI ke Bank sesuai by legal transfer of certain assets and liabilities
Peraturan OJK (“POJK”) No. 41/POJK.03/2019 from BBI to the Bank in accordance with OJK
(“POJK 41”) tentang Penggabungan, Peleburan, Regulation (“POJK”) No. 41/POJK.03/2019
Pengambilalihan, Integrasi, dan Konversi Bank (“POJK 41”) regarding Merger, Consolidation,
Umum. Integrasi ini telah disetujui oleh Rapat Take Over, Integration, and Conversion of
Umum Pemegang Saham Luar Biasa Bank pada Commercial Bank. The integration has been
tanggal 1 Desember 2020 serta telah disetujui approved by the Bank’s Extraordinary General
oleh OJK melalui suratnya No. 89/KDK.03/2020 Meeting of Shareholders on 1 December 2020
tanggal 17 Desember 2020 tentang Pemberian and has been approved by OJK through its
Izin Integrasi Kantor Cabang Bangkok Bank Ltd letter No. 89/KDK.03/2020 dated 17 December
ke dalam PT Bank Permata Tbk (Hasil Integrasi). 2020 regarding Permit for Integration of
Bangkok Bank Ltd Branch Offices into PT Bank
Permata Tbk (Result of Integration).
Tanggal efektif integrasi antara Bank dan BBI The effective date of the integration between
adalah tanggal 21 Desember 2020, yang the Bank and BBI was on 21 December 2020,
merupakan tanggal persetujuan terhadap which is the approval date of the amendment of
perubahan Anggaran Dasar Bank dari Menteri the Articles of Association of the Bank from
Hukum dan Hak Asasi Manusia Republik Minister of Law and Human Rights of the
Indonesia. Sesuai dengan PSAK 338 mengenai Republic Indonesia. In accordance with SFAS
kombinasi bisnis entitas sepengendali (lihat 338 related to business combination under
Catatan 2ag), Bank harus menyajikan informasi common control (refer to Note 2ag), the Bank
integrasi sejak menjadi entitas sepengendali. is required to present the business integration
Laba BBI sebesar Rp367.904 dari 20 Mei 2020 information since the Bank and BBI became
(tanggal efektif akuisisi) hingga 20 Desember entities under common control. Thus, the total
2020 (sebelum tanggal efektif integrasi) dicatat retained earnings from BBI amounting to
sebagai "Tambahan modal disetor - bersih" (lihat Rp367,904 which is BBI’s profit or loss from
Catatan 28). 20 May 2020 (effective date of acquisition) to
20 December 2020 (before effective date of
integration) is recorded as “Additional paid-in
capital - net” (refer to Note 28).
Lampiran - 5/5 - Schedule
876 PT Bank Permata Tbk Laporan Tahunan 2025
Page 879
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
d. Integrasi Usaha (lanjutan) d. Business Integration (continued)
Untuk memperkuat permodalan Bank, sesuai To strengthen the Bank’s capital in accordance
dengan persetujuan OJK, Dana Usaha BBI yang with OJK approval, BBI’s Working Capital Fund
dialihkan ke Bank sebesar USD1.465 juta (nilai which was transferred to the Bank amounting
penuh) dicatat sebagai Utang Pemegang to USD1,465 million (whole amount) is
Saham, dengan USD700 juta (nilai penuh), lihat recorded as Payable to Shareholder with a
Catatan 26) dikonversi menjadi Surat Utang portion converted into Additional Tier-1 (“AT-1”)
Subordinasi Modal Inti Tambahan Tier-1. Atas Capital Subordinated Notes amounting to
sisa Utang Pemegang Saham sebesar USD765 USD700 million (whole amount), refer to Note
juta (nilai penuh), Bank telah melakukan 26). For the remaining Payable to Shareholder
pelunasan penuh pada tanggal efektif integrasi amounting to USD765 million (whole amount),
yang diikuti dengan penempatan dana setoran the Bank has made full repayment on the
modal oleh BBL ke Bank sebesar Rp10.821.490. effective date of integration followed by the
Dana setoran modal ini telah dikonversi menjadi placement of advance capital payment by BBL
modal saham melalui Penawaran Umum to the Bank amounting to Rp10,821,490. This
Terbatas IX pada bulan Juli 2021 (lihat Catatan advance capital payment has been converted
1b). into share capital through Rights Issue IX in
July 2021 (refer to Note 1b).
Terdapat perbedaan tarif pajak yang digunakan There are differences in tax rates used by BBI
oleh BBI sebagai kantor cabang bank asing as a branch office of foreign bank with the
dengan Bank, sehingga atas saldo aset pajak Bank, therefore, the Bank adjusted the
tangguhan bersih yang ditransfer dari BBI, Bank balance of deferred tax assets - net transferred
kemudian melakukan penyesuaian tarif pajak from BBI using the applicable tax rate of the
menggunakan tarif pajak yang berlaku di Bank. Bank. The difference between the tax rates
Selisih atas perbedaan tarif pajak tersebut amounting to Rp576,049 is recorded in
sebesar Rp576.049 dibukukan pada “Tambahan “Additional paid-in capital - net” (refer to Note
modal disetor - bersih” (lihat Catatan 28). Pada 28). On 31 August and 15 September 2022,
31 Agustus dan 15 September 2022, pengalihan based on the Notarial Deed of the Minutes of
saldo perpajakan BBI ke Bank dilakukan Transfer of Taxation Rights and Obligations
berdasarkan Akta Notaris Berita Acara Which are The Object of Integration No. 50 and
Pengalihan Hak dan Kewajiban Perpajakan yang No. 14, which was made before Aryanti Artisari,
Merupakan Objek Integrasi No. 50 dan No. 14, S.H., M.Kn., a notary in Jakarta, the balance of
yang dibuat di hadapan Aryanti Artisari, S.H., BBI's tax assets and liabilities was transferred
M.Kn., notaris di Jakarta (lihat Catatan 22a). to the Bank (refer to Note 22a).
Pada tanggal 29 November 2022, OJK melalui On 29 November 2022, OJK through Copy of
Salinan Keputusan Dewan Komisioner OJK the Decision of OJK Board of Commissioners
No. 35/KDK.03/2022 telah menyetujui No. 35/KDK.03/2022, had approved the
pencabutan izin usaha BBI, maka, sesuai revocation of BBI’s business license, then,
ketentuan perpajakan, Bank menerima according to tax regulation, the Bank accepts
pengalihan hak dan kewajiban BBI termasuk: the transfer of rights and obligations of BBI
melakukan pembayaran pajak, mengelola including: paying tax, managing tax audit
proses pemeriksaan pajak, melanjutkan dan processes, proceeding and submitting legal
mengajukan upaya hukum atas kasus pajak BBI actions for BBI tax cases such as filing an
seperti mengajukan keberatan, banding, dan objection, appeal, and judicial review.
peninjauan kembali.
Aset tetap yang dibeli Bank dari BBI sebelum For fixed assets purchased by the Bank from
tanggal efektif integrasi dinilai ulang dan terdapat BBI before the effective date of integration, the
penyesuaian nilai wajar sebesar Rp167.116 dan accounting policy has been aligned and there
dicatat sebagai "Cadangan revaluasi aset tetap." is a fair value adjustment of Rp167,116, which
is recorded as “Fixed assets revaluation
reserve”.
Lampiran - 5/6 - Schedule
2025 Annual Report PT Bank Permata Tbk 877
Page 880
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
e. Dewan Komisaris dan Direksi e. Board of Commissioners and Board of
Directors
Susunan Dewan Komisaris pada tanggal The composition of the Bank’s Board of
31 Desember 2025 dan 2024 adalah sebagai Commissioners as of 31 December 2025 and
berikut: 2024 are as follows:
Dewan Komisaris 2025 dan/and 2024 Board of Commissioners
Komisaris Utama Chartsiri Sophonpanich President Commissioner
Komisaris Chong Toh Commissioner
Komisaris Chalit Tayjasanant Commissioner
Komisaris Niramarn Laisathit Commissioner
Komisaris Independen Haryanto Sahari Independent Commissioner
Komisaris Independen Riswinandi Independent Commissioner
Komisaris Independen Goei Siauw Hong Independent Commissioner
Komisaris Independen Yap Tjay Soen Independent Commissioner
Susunan Direksi pada tanggal 31 Desember The composition of the Bank’s Board of
2025 dan 2024 adalah sebagai berikut: Directors as of 31 December 2025 and 2024
are as follows:
2025 2024
Direksi Board of Directors
Direktur Utama Meliza Musa Rusli Meliza Musa Rusli President Director
Direktur Kepatuhan Dhien Tjahajani Dhien Tjahajani Compliance Director
Direktur - Abdy Dharma Salimin1) Director
Direktur Djumariah Tenteram Djumariah Tenteram Director
Direktur Dayan Sadikin Dayan Sadikin Director
Direktur Setiatno Budiman Setiatno Budiman Director
Direktur yang juga membidangi Rudy Basyir Ahmad Rudy Basyir Ahmad Director who also oversees the
Unit Usaha Syariah Sharia Business Unit
Direktur Eddie Sajoga Eddie Sajoga Director
Direktur Evi Evi Director
Direktur Ahmad Mikail Madjid2) - Director
1)
Pengunduran diri berlaku efektif pada tanggal 30 September 2025. Resignation was effective as of 30 September 2025. 1)
2)
Diangkat melalui RUPSLB pada tanggal 30 September 2025 dan berlaku Appointed through EGMS on 30 September 2025 2)
efektif pada tanggal 24 Oktober 2025. and was effective on 24 October 2025.la
f. Jumlah Karyawan f. Number of Employees
Pada tanggal 31 Desember 2025 dan 2024, As of 31 December 2025 and 2024, the Bank
karyawan tetap Bank masing-masing berjumlah had 6,440 and 6,515 permanent employees,
6.440 dan 6.515 karyawan (tidak diaudit). respectively (unaudited).
Personil manajemen kunci mencakup anggota Key management personnel consists of
Dewan Komisaris dan Direksi serta pejabat members of the Board of Commissioners and
eksekutif yaitu pejabat yang bertanggung jawab Board of Directors and key executives who have
langsung kepada Direksi atau mempunyai direct responsibility to the Board of Directors or
pengaruh yang signifikan terhadap kebijakan have significant influence over policies and/or
dan/atau aktivitas operasional Bank. operational activities of the Bank.
g. Komite Audit g. Audit Committee
Susunan Komite Audit Bank pada tanggal The composition of the Bank’s Audit Committee
31 Desember 2025 dan 2024 adalah sebagai as of 31 December 2025 and 2024 are as
berikut: follows:
2025 dan/and 2024
Ketua (Komisaris Independen) Goei Siauw Hong Chairman (Independent Commissioner)
Anggota (Komisaris Independen) Yap Tjay Soen Member (Independent Commissioner)
Anggota (Pihak Independen) Timotius Member (Independent Party)
Anggota (Pihak Independen) Mieke S. Djalil Member (Independent Party)
Lampiran - 5/7 - Schedule
878 PT Bank Permata Tbk Laporan Tahunan 2025
Page 881
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
h. Komite Remunerasi dan Nominasi h. Remuneration and Nomination Committee
Susunan Komite Remunerasi dan Nominasi Bank The composition of the Bank’s Remuneration and
pada tanggal 31 Desember 2025 dan 2024 adalah Nomination Committee as of 31 December 2025
sebagai berikut: and 2024 are as follows:
2025 dan/and 2024
Ketua (Komisaris Independen) Riswinandi Chairman (Independent Commissioner)
Anggota Chong Toh Member
Anggota Chalit Tayjasanant Member
Anggota (Komisaris Independen) Haryanto Sahari Member (Independent Commissioner)
Anggota Devina Renata Sianipar Member
i. Komite Pemantau Risiko i. Risk Monitoring Committee
Susunan Komite Pemantau Risiko Bank pada The composition of the Bank’s Risk Monitoring
tanggal 31 Desember 2025 dan 2024 adalah Committee as of 31 December 2025 and 2024 are
sebagai berikut: as follows:
2025 2024
Ketua (Komisaris Independen) Haryanto Sahari Haryanto Sahari Chairman (Independent Commissioner)
Anggota (Komisaris Independen) Riswinandi Riswinandi Member (Independent Commissioner)
Anggota (Komisaris Independen) Yap Tjay Soen Yap Tjay Soen Member (Independent Commissioner)
Anggota (Komisaris Independen) Goei Siauw Hong Goei Siauw Hong Member (Independent Commissioner)
Anggota Niramarn Laisathit Niramarn Laisathit Member
Anggota Chong Toh Chong Toh Member
Anggota Chalit Tayjasanant Chalit Tayjasanant Member
Anggota (Pihak Independen) Saisyarpati Eddy Rainal Sinulingga Member (Independent Party)
Anggota (Pihak Independen) Budijanto Soedarpo Taufik Hakim Member (Independent Party)
j. Dewan Pengawas Syariah j. Sharia Supervisory Board
Susunan Dewan Pengawas Syariah Bank pada The composition of the Bank’s Sharia Supervisory
tanggal 31 Desember 2025 dan 2024 adalah Board as of 31 December 2025 and 2024 are as
sebagai berikut: follows:
2025 dan/and 2024
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag. Chairman
Anggota Asep Supyadillah Member
Sesuai dengan keputusan Rapat Umum Pemegang In accordance with the decision of the Annual
Saham Tahunan Perseroan yang diselenggarakan General Meeting of Shareholders of the Company
pada tanggal 9 April 2025 serta dengan telah held on 9 April 2025 and with the approval obtained
diperolehnya persetujuan dari Otoritas Jasa from the Financial Services Authority, the
Keuangan, maka susunan Dewan Pengawas composition of the Bank’s Sharia Supervisory Board
Syariah Perseroan per tanggal 1 Januari 2026 as of 1 January 2026, is as follows:
sebagai berikut:
1 Januari/January 2026
Ketua Prof. Dr. H. Jaih, S.E., M.H., M.Ag. Chairman
Anggota Asep Supyadillah Member
Anggota Habibullah1) Member
1)
Pengangkatan efektif pada tanggal 1 Januari 2026. The appointment is effective on 1 January 2026. 1)
k. Sekretaris Perusahaan k. Corporate Secretary
Sekretaris Perusahaan pada tanggal 31 Desember The Corporate Secretary as of 31 December 2025
2025 dan 2024 adalah Katharine Grace. and 2024 is Katharine Grace.
l. Kepala Satuan Kerja Audit Internal (“SKAI”) l. Head of Internal Audit (“SKAI”)
Kepala SKAI Bank pada tanggal 31 Desember 2025 The Bank’s head of SKAI as of 31 December 2025
dan 2024 adalah Dony Fabian Suratno. and 2024 is Dony Fabian Suratno.
m. Persetujuan Penerbitan Laporan Keuangan m. Approval of the Financial Statements for
Issuance
Laporan keuangan ini telah disetujui untuk These financial statements were authorized for
diterbitkan oleh Direksi pada tanggal issuance by the Board of Directors on
11 Februari 2026. 11 February 2026.
Lampiran - 5/8 - Schedule
2025 Annual Report PT Bank Permata Tbk 879
Page 882
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
m. Persetujuan Penerbitan Laporan Keuangan m. Approval of the Financial Statements for
Issuance
Laporan keuangan ini disajikan dalam bahasa These financial statements are presented in
Indonesia dan Inggris. Dalam hal terdapat Indonesian and English languages. Should there
perbedaan penafsiran akibat penerjemahan be any difference in interpretation due to
bahasa, maka yang digunakan sebagai acuan translation, the Indonesian version shall prevail.
adalah bahasa Indonesia.
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
INFORMATION
Kebijakan-kebijakan akuntansi material yang The material accounting policies applied by the
diterapkan oleh Bank dalam penyusunan laporan Bank in the preparation of its financial statements
keuangan diterapkan secara konsisten dengan are applied consistently with the financial
laporan keuangan untuk tahun berakhir statements for the year ended 31 December 2024,
31 Desember 2024, kecuali untuk penerapan standar except for the adoption of new and amended
baru dan amendemen dan interpretasi yang berlaku standards and interpretations effective beginning
efektif mulai tanggal 1 Januari 2025 seperti yang 1 January 2025 as disclosed in Note 2d, and are as
diungkapkan pada Catatan 2d, dan adalah sebagai follows:
berikut:
a. Pernyataan Kepatuhan a. Statement of Compliance
Laporan keuangan Bank telah disusun dan The Bank’s financial statements have been
disajikan sesuai dengan Standar Akuntansi prepared and presented in accordance with
Keuangan (“SAK”) Indonesia yang mencakup Indonesian Financial Accounting Standards
Pernyataan dan Interpretasi yang dikeluarkan (“SAK”) which comprise the Statements and
oleh Dewan Standar Akuntansi Keuangan Ikatan Interpretations issued by the Board of Financial
Akuntan Indonesia. Accounting Standards of the Indonesian
Institute of Accountants.
Laporan keuangan juga disusun dan disajikan The financial statements have also been
sesuai dengan peraturan Badan Pengawas prepared and presented in accordance with
Pasar Modal dan Lembaga Keuangan Capital Market and Financial Institutions
(“BAPEPAM-LK”, yang fungsinya dialihkan Supervisory Agency (“BAPEPAM-LK”, whose
kepada OJK sejak tanggal 1 Januari 2013), function has been transferred to the OJK
No. VIII.G.7, yang merupakan Lampiran starting 1 January 2013), regulation
Keputusan Ketua BAPEPAM-LK No. VIII.G.7, Appendix of the Decree of the
No. KEP-347/BL/2012 tanggal 25 Juni 2012 Chairman of the BAPEPAM-LK
tentang “Penyajian dan Pengungkapan Laporan No. KEP-347/BL/2012 dated 25 June 2012
Keuangan Emiten atau Perusahaan Publik”. regarding “Financial Statements Presentation
Peraturan tersebut sekarang merupakan and Disclosure of the Issuer or Public
regulasi dari OJK. Company”. The regulation is now a regulation
under OJK.
Laporan keuangan Unit Usaha Syariah disajikan The Sharia Business Unit’s financial
sesuai dengan Standar Akuntansi Keuangan statements have been presented in
Syariah dan Standar Akuntansi Keuangan accordance with the Sharia Financial
lainnya yang diterbitkan oleh Ikatan Akuntan Accounting Standards and other Financial
Indonesia. Accounting Standards as issued by the
Indonesian Institute of Accountants.
b. Dasar Penyusunan Laporan Keuangan b. Basis for Preparation of the Financial
Statements
Laporan keuangan disajikan sesuai dengan The financial statements are prepared in
PSAK 201, “Penyajian Laporan Keuangan”. accordance with SFAS 201, “Presentation of
Financial Statements”.
Laporan keuangan ini disajikan dalam Rupiah, Figures in these financial statements are
yang merupakan mata uang fungsional Bank. presented in Rupiah, which is the Bank’s
Kecuali dinyatakan lain, informasi keuangan functional currency. Unless otherwise stated,
yang disajikan telah dibulatkan dan disajikan financial informations are rounded to and
dalam jutaan Rupiah. presented in millions of Rupiah.
Laporan keuangan disusun atas basis akrual The financial statements have been prepared
dengan menggunakan konsep nilai historis, on the accrual basis using the historical cost
kecuali jika standar akuntansi mensyaratkan concept, except where the accounting
pengukuran nilai wajar. standards require fair value measurement.
Lampiran - 5/9 - Schedule
880 PT Bank Permata Tbk Laporan Tahunan 2025
Page 883
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
b. Dasar Penyusunan Laporan Keuangan b. Basis for Preparation of the Financial
(lanjutan) Statements (continued)
Laporan arus kas menyajikan perubahan dalam The statements of cash flows present the
kas dan setara kas dari aktivitas operasi, changes in cash and cash equivalents from
investasi, dan pendanaan dan disusun dengan operating, investing, and financing activities
metode langsung. Untuk tujuan penyajian and are prepared using the direct method. For
laporan arus kas, kas dan setara kas meliputi the purpose of presentation of the statements
kas, giro pada Bank Indonesia, giro pada bank- of cash flows, cash and cash equivalents
bank lain, penempatan pada Bank Indonesia consist of cash, current accounts with Bank
dan bank-bank lain yang jatuh tempo dalam Indonesia, current accounts with other banks,
waktu tiga bulan sejak tanggal perolehan, placements with Bank Indonesia and other
sepanjang tidak digunakan sebagai jaminan banks that mature within three months from the
atas pinjaman yang diterima serta tidak dibatasi date of acquisition, as long as they are not
penggunaannya. being pledged as collateral for borrowings nor
restricted.
c. Penggunaan Pertimbangan, Estimasi dan c. Use of Critical Judgments, Estimates and
Asumsi yang Penting Assumptions
Penyusunan laporan keuangan sesuai dengan The preparation of financial statements in
SAK Indonesia mengharuskan manajemen conformity with SAK requires management to
untuk membuat pertimbangan, estimasi, dan make judgments, estimates, and assumptions
asumsi yang memengaruhi penerapan kebijakan that affect the application of accounting policies,
akuntansi, jumlah aset, liabilitas, pendapatan the reported amounts of assets, liabilities,
dan beban yang dilaporkan. Walaupun estimasi income and expenses. Although these estimates
ini dibuat berdasarkan pengetahuan terbaik are based on management’s best knowledge of
manajemen atas kejadian dan kegiatan saat ini, current events and activities, actual results may
hasil aktual mungkin berbeda dengan jumlah differ from those estimates.
yang diestimasi semula.
Estimasi dan asumsi yang digunakan ditelaah Estimates and underlying assumptions are
secara berkesinambungan. Revisi atas estimasi reviewed on an ongoing basis. Revisions to
akuntansi diakui pada tahun di mana estimasi accounting estimates are recognised in the
tersebut direvisi dan tahun-tahun yang akan year in which the estimate is revised and in any
datang yang dipengaruhi oleh revisi estimasi future years affected.
tersebut.
Informasi mengenai hal-hal signifikan yang terkait Information about significant areas of estimation
dengan ketidakpastian estimasi dan uncertainties and critical judgments in applying
pertimbangan signifikan dalam penerapan accounting policies that are significant to the
kebijakan akuntansi yang signifikan terhadap financial statements are described in Note 4.
laporan keuangan dijelaskan di Catatan 4.
d. Perubahan Pernyataan Standar Akuntansi d. Changes to Statements of Financial
Keuangan dan Interpretasi Standar Accounting Standards and Interpretations
Akuntansi Keuangan of Statements of Financial Accounting
Standards
Berikut ini adalah standar, amendemen dan The following standards, amendments and
interpretasi yang berlaku efektif sejak tanggal interpretations became effective since
1 Januari 2025: 1 January 2025:
- PSAK 117: “Kontrak Asuransi”; dan - SFAS 117: “Insurance Contracts”; and
- PSAK 221: “Pengaruh Perubahan Kurs - SFAS 221: "The Effects of Changes in
Valuta Asing” Foreign Exchange Rates”
Implementasi dari standar-standar tersebut tidak The implementation of the above standards do
menghasilkan perubahan substansial terhadap not result in substantial changes to the Bank’s
kebijakan akuntansi Bank dan tidak memiliki accounting policies and has no material impact
dampak yang material terhadap laporan to the financial statements for current year or
keuangan di tahun berjalan atau tahun prior financial year.
sebelumnya.
Lampiran - 5/10 - Schedule
2025 Annual Report PT Bank Permata Tbk 881
Page 884
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
e. Penjabaran Transaksi dan Saldo dalam e. Foreign Currency Transactions and
Valuta Asing Balances Translation
Transaksi-transaksi dalam valuta asing Transactions in foreign currencies are
dijabarkan ke dalam Rupiah, yang merupakan translated into Rupiah, the Bank’s functional
mata uang fungsional Bank, dengan currency, using the rates prevailing at the
menggunakan kurs yang berlaku pada tanggal transaction date.
transaksi.
Pada setiap tanggal pelaporan, aset moneter At each reporting date, monetary assets and
dan liabilitas moneter dalam valuta asing monetary liabilities denominated in foreign
dijabarkan ke dalam Rupiah dengan currencies are translated into Rupiah using
menggunakan kurs pada tanggal laporan exchange rates as of the reporting date
(penutupan) yang ditetapkan oleh Bank (closing) as determined by Bank Indonesia i.e.
Indonesia yaitu kurs tengah yang merupakan middle rates which are the average of buying
rata-rata kurs beli dan kurs jual berdasarkan rates and selling rates per Reuters at
Reuters pada pukul 16.00 WIB. 16.00 WIB.
Keuntungan dan kerugian selisih kurs yang The foreign exchange gains and losses arising
timbul dari transaksi dalam valuta asing dan dari from transactions in foreign currencies and from
penjabaran aset moneter dan liabilitas moneter the translation of monetary assets and
dalam valuta asing diakui pada laba rugi tahun monetary liabilities denominated in foreign
berjalan. currencies are recognised in the current year
profit or loss.
Aset dan liabilitas nonmoneter dalam mata uang Non-monetary assets and liabilities
asing dijabarkan dengan menggunakan kurs denominated in foreign currencies are
pada tanggal transaksi. translated using the rates prevailing at the
transaction date.
Kurs valuta asing utama yang digunakan pada The major foreign exchange rates used as of
tanggal pelaporan adalah sebagai berikut the reporting date are as follows (whole
(Rupiah penuh): Rupiah):
2025 2024
1 Dolar Amerika Serikat (“USD”) 16.675,00 16.095,00 1 United States Dollar (“USD”)
1 Dolar Australia (“AUD”) 11.152,24 10.013,51 1 Australian Dollar (“AUD”)
1 Dolar Singapura (“SGD”) 12.965,05 11.844,58 1 Singapore Dollar (“SGD”)
1 Dolar Hong Kong (“HKD”) 2.142,30 2.073,11 1 Hong Kong Dollar (“HKD”)
1 Dolar Kanada (“CAD”) 12.167,54 11.201,59 1 Canadian Dollar (“CAD”)
1 Pound sterling Inggris (“GBP”) 22.439,55 20.218,54 1 Great Britain Pound sterling (“GBP”)
1 Yen Jepang (“JPY”) 106,50 103,03 1 Japanese Yen (“JPY”)
1 Euro (“EUR”) 19.571,45 16.758,12 1 Euro (“EUR”)
1 Yuan Cina (“CNY”) 2.385,00 2.198,50 1 Chinese Yuan (“CNY”)
1 Franc Swiss (“CHF”) 21.026,42 17.815,04 1 Swiss Franc (“CHF”)
1 Dolar Selandia Baru (“NZD”) 9.625,65 9.067,93 1 New Zealand Dollar (“NZD”)
1 Baht Thailand (“THB”) 529,20 469,79 1 Thailand Baht (“THB”)
1 Rupee India (“INR”) 185,50 187,98 1 Indian Rupee (“INR”)
1 Riyal Saudi (“SAR”) 4.447,50 4.284,55 1 Saudi Riyal (“SAR”)
f. Transaksi dengan Pihak-pihak Berelasi f. Transactions with Related Parties
Dalam laporan keuangan, istilah pihak berelasi In the financial statements, the term related
digunakan sesuai dengan PSAK 224 parties are used as defined in SFAS 224
“Pengungkapan Pihak-pihak Berelasi”. “Related Parties Disclosures”.
Semua transaksi dan saldo yang signifikan All significant transactions and balances with
dengan pihak-pihak berelasi, baik dilakukan related parties, whether or not conducted under
dengan menggunakan syarat dan kondisi normal normal terms and conditions as those with third
maupun tidak sebagaimana dengan pihak parties, are disclosed in Note 41.
ketiga, diungkapkan dalam Catatan 41.
Lampiran - 5/11 - Schedule
882 PT Bank Permata Tbk Laporan Tahunan 2025
Page 885
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
Aset keuangan Bank terutama terdiri dari kas, giro The Bank’s financial assets mainly consist of cash,
pada Bank Indonesia, giro pada bank-bank lain, current accounts with Bank Indonesia, current
penempatan pada Bank Indonesia dan bank-bank accounts with other banks, placements with Bank
lain, aset keuangan untuk diperdagangkan, efek- Indonesia and other banks, financial assets held
efek yang dibeli dengan janji dijual kembali, tagihan for trading, securities purchased under resale
akseptasi, kredit yang diberikan, efek-efek untuk agreements, acceptance receivables, loans,
tujuan investasi dan tagihan lainnya (yang disajikan investment securities and other receivables
sebagai bagian dari “Aset lain-lain”). (presented as part of “Other assets”).
Liabilitas keuangan Bank terutama terdiri dari The Bank’s financial liabilities mainly consist of
liabilitas segera, simpanan dari nasabah, simpanan liabilities payable on demand, deposits from
dari bank-bank lain, liabilitas keuangan untuk customers, deposits from other banks, financial
diperdagangkan, utang akseptasi, pinjaman yang liabilities held for trading, acceptance payables,
diterima, utang atas efek-efek yang dijual dengan borrowings, securities sold under repurchase
janji dibeli kembali, beban masih harus dibayar, agreements payable, accruals, Additional Tier-1
Surat Utang Subordinasi Modal Inti Tambahan Tier- Capital Subordinated Notes and other liabilities.
1 dan liabilitas lain-lain.
g.1. Klasifikasi g.1. Classification
Sesuai dengan PSAK 109, terdapat tiga In accordance with SFAS 109, there are
klasifikasi pengukuran aset keuangan: three measurement classifications for
financial assets:
i. Biaya perolehan diamortisasi; i. Amortised cost;
ii. Diukur pada nilai wajar melalui laba ii. Fair value through profit or loss
rugi (“FVTPL”); (“FVTPL”);
iii. Diukur pada nilai wajar melalui penghasilan iii. Fair value through other comprehensive
komprehensif lain (“FVOCI”). income (“FVOCI”).
Instrumen ekuitas diklasifikasi dan diukur pada Equity instruments are classified and
nilai wajar (baik melalui penghasilan measured at fair value (either through other
komprehensif lain, atau melalui laba rugi). Jika comprehensive income, or through profit or
manajemen telah memilih untuk menyajikan loss). Where management has elected to
keuntungan dan kerugian nilai wajar atas present fair value gains and losses on equity
instrumen ekuitas dalam penghasilan instrument in other comprehensive income,
komprehensif lain, tidak ada reklasifikasi there is no subsequent reclassification of fair
keuntungan dan kerugian nilai wajar ke laba value gains and losses to profit or loss
rugi setelah penghentian pengakuan following the derecognition of the equity
instrumen ekuitas. instrument.
Instrumen utang diklasifikasikan menjadi tiga Debt instruments are classified into these
kategori tersebut di atas berdasarkan model three categories based on the business
bisnis di mana aset keuangan tersebut dimiliki model within which they are held and their
dan karakteristik arus kas kontraktualnya. contractual cash flows characteristics. The
Model bisnis merefleksikan bagaimana business model reflects how groups of
kelompok aset keuangan dikelola untuk financial assets are managed to achieve a
mencapai tujuan bisnis tertentu. particular business objective.
Aset keuangan dapat diukur dengan biaya A financial asset is measured at amortised
perolehan diamortisasi hanya jika memenuhi cost only if it meets both of the following
kedua kondisi berikut dan tidak ditetapkan conditions and it is not designated as at
sebagai FVTPL: FVTPL:
- Aset keuangan dikelola dalam model - The financial asset is held within a
bisnis yang bertujuan untuk memiliki aset business model whose objective is to
keuangan untuk tujuan mendapatkan arus hold the asset to collect contractual cash
kas kontraktual (held to collect); dan flows (held to collect); and
- Kriteria kontraktual dari aset keuangan - Its contractual terms give rise on
yang pada tanggal tertentu menghasilkan specified dates to cash flows that are
arus kas yang merupakan solely solely payments of principal and interest
payments of principal and interest (“SPPI”) on the principal amount
(“SPPI”) dari jumlah pokok terutang. outstanding.
Lampiran - 5/12 - Schedule
2025 Annual Report PT Bank Permata Tbk 883
Page 886
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.1. Klasifikasi (lanjutan) g.1. Classification (continued)
Suatu instrumen utang diukur pada FVOCI, A debt instrument is measured at FVOCI
hanya jika memenuhi kedua kondisi berikut only if it meets both of the following
dan tidak ditetapkan sebagai FVTPL: conditions and is not designated as at
FVTPL:
- Aset keuangan dikelola dalam model - The financial asset is held within a
bisnis yang tujuan tercapai dengan business model whose objective is
mendapatkan arus kas kontraktual dan achieved by both collecting contractual
menjual aset keuangan (held to collect cash flows and selling the financial
and sell); dan asset (held to collect and sell); and
- Kriteria kontraktual dari aset keuangan - Its contractual terms give rise on
yang pada tanggal tertentu specified dates to cash flows that are
menghasilkan arus kas yang SPPI on the principal amount
merupakan SPPI dari jumlah pokok outstanding.
terutang.
Seluruh aset keuangan yang tidak All financial assets not classified as
diklasifikasikan sebagai aset keuangan financial assets measured at amortised
yang diukur dengan biaya perolehan cost or FVOCI as described above are
diamortisasi atau FVOCI sebagaimana measured at FVTPL.
ketentuan di atas diukur dengan FVTPL.
Aset dapat dijual dari portofolio held to Assets may be sold out of held to collect
collect ketika terdapat peningkatan risiko portfolios where there is an increase in
kredit. Penghentian untuk alasan lain credit risk. Disposals for other reasons are
diperbolehkan namun jumlah penjualan permitted but such sales should be
tersebut harus tidak signifikan jumlahnya insignificant in value or infrequent in
atau tidak sering. nature.
Laba rugi yang belum direalisasi atas aset Unrealised gains or losses of financial
keuangan yang diklasifikasikan sebagai assets held at FVOCI are deferred in other
FVOCI ditangguhkan di penghasilan comprehensive income until the asset is
komprehensif lain sampai aset tersebut derecognised.
dihentikan pengakuannya.
Aset keuangan dapat ditetapkan sebagai Financial assets may be designated at
FVTPL hanya jika ini dapat mengeliminasi FVTPL only if doing so eliminates or
atau mengurangi accounting mismatch. reduces accounting mismatch.
Penilaian apakah arus kas kontraktual Assessment of whether contractual
hanya merupakan pembayaran pokok cash flows are solely payments of
dan bunga semata principal and interest
Untuk tujuan penilaian ini, ‘pokok’ For the purposes of this assessment,
didefinisikan sebagai nilai wajar dari aset ‘principal’ is defined as the fair value of the
keuangan pada pengakuan awal. ‘Bunga’ financial asset on initial recognition.
didefinisikan sebagai imbalan untuk nilai ‘Interest’ is defined as consideration for the
waktu atas uang dan untuk risiko kredit yang time value of money and for the credit risk
terkait dengan jumlah pokok yang terutang associated with the principal amount
selama periode waktu tertentu dan untuk outstanding during a particular period of
risiko dan biaya pinjaman dasar lainnya time and for other basic lending risks and
(misalnya risiko likuiditas dan biaya costs (e.g. liquidity risk and administrative
administrasi), serta marjin keuntungan. costs), as well as profit margin.
Lampiran - 5/13 - Schedule
884 PT Bank Permata Tbk Laporan Tahunan 2025
Page 887
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.1. Klasifikasi (lanjutan) g.1. Classification (continued)
Penilaian apakah arus kas kontraktual Assessment of whether contractual
hanya merupakan pembayaran pokok cash flows are solely payments of
dan bunga semata (lanjutan) principal and interest (continued)
Dalam menilai apakah arus kas kontraktual In assessing whether the contractual cash
adalah SPPI, Bank mempertimbangkan flows are SPPI, the Bank considers the
ketentuan kontraktual instrumen tersebut. contractual terms of the instrument. This
Hal ini termasuk menilai apakah includes assessing whether the financial
aset keuangan mengandung ketentuan asset contains a contractual term that
kontraktual yang dapat mengubah could change the timing or amount of
waktu atau jumlah arus kas kontraktual contractual cash flows such that it would
sehingga tidak memenuhi kondisi ini. Dalam not meet this condition. In making the
melakukan penilaian, Bank assessment, the Bank considers:
mempertimbangkan:
- Kejadian kontinjensi yang akan - Contingent events that would change
mengubah jumlah dan waktu arus kas; the amount and timing of cash flows;
- Fitur leverage; - Leverage features;
- Persyaratan pelunasan dipercepat dan - Prepayment and extension terms;
perpanjangan fasilitas;
- Ketentuan yang membatasi klaim Bank - Terms that limit the Bank’s claim to
atas arus kas dari aset tertentu (seperti cash flows from specified assets (e.g.
pinjaman non-recourse); dan non-recourse loans); and
- Fitur yang memodifikasi imbalan dari - Features that modify consideration of
nilai waktu atas uang (seperti penetapan the time value of money (e.g. periodical
ulang suku bunga berkala). reset of interest rates).
Penilaian model bisnis Business model assessment
Model bisnis mengacu pada bagaimana Business model refers to how financial
aset keuangan dikelola bersama untuk assets are managed together to generate
menghasilkan arus kas untuk Bank. Arus cash flows for the Bank. This may be
kas mungkin dihasilkan dengan menerima collecting contractual cash flows, selling
arus kas kontraktual, menjual aset financial assets or both. Business models
keuangan atau keduanya. Model bisnis are determined at a level of aggregation
ditentukan pada tingkat agregasi di mana where groups of assets are managed
kelompok aset dikelola bersama untuk together to achieve a particular objective
mencapai tujuan tertentu dan tidak and do not depend on management's
bergantung pada niat manajemen pada intentions for individual instruments.
instrumen individual.
Bank menilai model bisnis pada aset The Bank assesses the business model of
keuangan setidaknya pada tingkat lini bisnis financial assets at least at business line
atau pada di mana terdapat variasi level or where there are varying mandates
mandat/tujuan dalam lini bisnis, pada lini or objectives within a business line, at a
bisnis produk atau pada tingkat desk yang more granular product business line or
lebih granular (misalnya sub-portofolio atau desk level (i.e. sub-portfolios or sub-
sub-lini bisnis). business lines).
Penentuan model bisnis dilakukan dengan Business model determinations are made
mempertimbangkan semua bukti relevan considering all relevant evidence that is
yang tersedia pada tanggal penilaian. Ini available at the date of the assessment.
termasuk, tetapi tidak terbatas pada: This includes, but is not limited to:
- Bagaimana kinerja bisnis dan aset - How the performance of the business
keuangan yang ada di dalam unit bisnis and the financial assets held within
itu dievaluasi dan dilaporkan kepada that business unit are evaluated and
manajemen. Tingkat pemisahan yang reported to management. The level of
diidentifikasi untuk klasifikasi PSAK 109 segregation identified for SFAS 109
harus konsisten dengan bagaimana classification should be consistent with
portofolio aset dipisahkan dan how asset portfolios are segregated
dilaporkan kepada manajemen senior; and reported to senior management;
Lampiran - 5/14 - Schedule
2025 Annual Report PT Bank Permata Tbk 885
Page 888
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.1. Klasifikasi (lanjutan) g.1. Classification (continued)
Penilaian model bisnis (lanjutan) Business model assessment
(continued)
Penentuan model bisnis dilakukan dengan Business model determinations are made
mempertimbangkan semua bukti relevan considering all relevant evidence that is
yang tersedia pada tanggal penilaian. Ini available at the date of the assessment.
termasuk, tetapi tidak terbatas pada: This includes, but is not limited to:
(lanjutan) (continued)
- Risiko yang memengaruhi kinerja unit - The risks that affect the performance
bisnis dan aset keuangan yang dimiliki of the business unit and the financial
dalam unit bisnis itu dan khususnya assets held within that business unit
bagaimana risiko itu dikelola; dan and in particular the way those risks
are managed; and
- Bagaimana manajer unit bisnis - How managers of the business unit
dikompensasi (misalnya, apakah are compensated (for example,
kompensasi didasarkan pada nilai whether the compensation is based on
wajar dari aset yang dikelola atau pada the fair value of the assets managed or
arus kas kontraktual yang on the contractual cash flows
dikumpulkan). collected).
Penentuan model bisnis dilakukan Business model determinations are made
berdasarkan skenario yang diperkirakan on the basis of scenarios that the Bank
akan terjadi oleh Bank dan tidak dalam reasonably expects to occur and not under
kondisi sangat tertekan atau 'kondisi highly stressed or 'worst case' conditions.
terburuk'. Jika aset dijual dalam kondisi Where assets are disposed of under
yang tidak diharapkan oleh Bank untuk conditions that the Bank did not
berlaku ketika aset diakui, klasifikasi aset reasonably expect to prevail when the
keuangan yang ada dalam portofolio tidak assets were recognised, the classification
disajikan secara tidak akurat, tetapi kondisi of existing financial assets in the portfolio
tersebut harus dipertimbangkan untuk aset is not rendered inaccurate but the
yang diperoleh di masa mendatang. conditions in question should be
considered for any assets acquired going
forward.
Perubahan pada model bisnis atau Changes to business models or the
pengenalan model bisnis baru ditentukan introduction of new business models are
melalui proses persetujuan unit bisnis baru. determined through the new business unit
approval process.
Bank dapat mereklasifikasi seluruh aset The Bank can reclassify all of its financial
keuangan yang terpengaruh jika dan hanya assets when and only, its business model
jika, model bisnis untuk pengelolaan aset for managing those financial assets
keuangan berubah. changes.
g.2. Pengakuan g.2. Recognition
Bank pada awalnya mengakui kredit yang The Bank initially recognises loans and
diberikan dan simpanan dari nasabah pada deposits from customers and other banks
tanggal perolehan. on the date of origination.
Lampiran - 5/15 - Schedule
886 PT Bank Permata Tbk Laporan Tahunan 2025
Page 889
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.2. Pengakuan (lanjutan) g.2. Recognition (continued)
Semua aset dan liabilitas keuangan lainnya All other financial assets and liabilities are
pada awalnya diakui pada tanggal initially recognised on the trade date at
perdagangan di mana Bank menjadi suatu which the Bank becomes a party to the
pihak dalam ketentuan kontraktual contractual provisions of the instruments.
instrumen tersebut.
Pembelian dan penjualan aset keuangan Regular way purchases and sales of
yang lazim (reguler) diakui pada tanggal financial assets are recognised on the
perdagangan di mana Bank memiliki trade date at which the Bank commits to
komitmen untuk membeli atau menjual aset purchase or sell those assets.
tersebut.
Pada saat pengakuan awal, aset keuangan A financial asset or financial liability is
atau liabilitas keuangan diukur pada nilai initially measured at fair value plus/less
wajar ditambah/dikurangi (untuk item yang (for item not subsequently measured at
tidak diukur pada FVTPL setelah FVTPL) transaction costs that are directly
pengakuan awal) biaya transaksi yang attributable to the acquisition of a financial
dapat diatribusikan secara langsung atas asset or issuance of a financial liability.
perolehan aset keuangan atau penerbitan
liabilitas keuangan.
Aset keuangan yang diukur pada nilai Financial assets and liabilities measured
wajar melalui laporan laba rugi pada at fair value through profit or loss are
awalnya dicatat sebesar nilai wajar dan initially recognised at fair value and
biaya transaksinya dibebankan pada transaction costs are expensed in the
laporan laba rugi. profit or loss.
Biaya transaksi hanya meliputi biaya-biaya Transaction costs include only those costs
yang dapat diatribusikan secara langsung that are directly attributable to the
untuk perolehan suatu aset keuangan atau acquisition of a financial asset or issuance
penerbitan suatu liabilitas keuangan dan of a financial liability and are incremental
merupakan biaya tambahan yang tidak costs that would not have been incurred if
akan terjadi apabila instrumen keuangan the instrument had not been acquired or
tersebut tidak diperoleh atau diterbitkan. issued.
Pengukuran aset keuangan dan liabilitas The subsequent measurement of financial
keuangan setelah pengakuan awal assets and financial liabilities depends on
tergantung pada klasifikasi aset keuangan their classification.
dan liabilitas keuangan tersebut.
Aset keuangan yang diukur pada FVOCI Financial assets measured at FVOCI and
dan FVTPL selanjutnya dicatat sebagai nilai FVTPL are subsequently measured at fair
wajar. Aset keuangan yang diukur pada value. Financial assets measured at
biaya perolehan diamortisasi menggunakan amortised cost are amortised using the
metode suku bunga efektif. effective interest rate method.
Untuk liabilitas keuangan yang diukur pada For financial liabilities measured at
biaya perolehan diamortisasi, biaya amortised cost, transaction costs are
transaksi dikurangkan dari jumlah utang deducted from the amount of debt initially
yang diakui pada pengakuan awal liabilitas. recognised. Such transactions costs are
Biaya transaksi tersebut diamortisasi amortised over the terms of the
selama umur instrumen berdasarkan instruments based on the effective
metode suku bunga efektif dan dicatat interest rate method and are recorded as
sebagai bagian dari beban bunga. part of interest expense.
Lampiran - 5/16 - Schedule
2025 Annual Report PT Bank Permata Tbk 887
Page 890
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.2. Pengakuan (lanjutan) g.2. Recognition (continued)
Biaya perolehan diamortisasi dari aset The amortised cost of a financial asset or
keuangan atau liabilitas keuangan adalah financial liability is the amount at which the
jumlah aset atau liabilitas keuangan yang financial asset or liability is measured at
diukur pada saat pengakuan awal, dikurangi initial recognition, less principal
pembayaran pokok, ditambah atau dikurangi repayments, add or less the cumulative
dengan amortisasi kumulatif dengan amortisation using the effective interest
menggunakan metode suku bunga efektif method of any difference between the
yang dihitung dari selisih antara nilai awal initial amount recognised and the maturity
dan nilai jatuh temponya dan dikurangi amount and minus any allowance for
cadangan kerugian penurunan nilai. impairment losses.
g.3. Pengukuran biaya perolehan g.3. Amortised cost measurement
diamortisasi
Kerugian penurunan nilai dilaporkan The impairment loss is reported as a
sebagai pengurang dari nilai tercatat dari deduction from the carrying value of the
aset keuangan dalam kelompok financial assets classified as amortised
biaya perolehan diamortisasi, cost and recognised in the
dan diakui di dalam laporan laba rugi statement of profit or loss as
sebagai “Kerugian penurunan nilai aset “Impairment losses on financial assets”.
keuangan”.
Tingkat suku bunga efektif adalah suku The effective interest rate is the rate that
bunga yang secara tepat mendiskontokan exactly discounts the estimated future
estimasi arus kas di masa datang selama cash flows through the expected life of the
perkiraan umur dari aset keuangan atau financial asset or financial liability (or,
liabilitas keuangan (atau jika lebih tepat, where appropriate, a shorter period) to the
digunakan periode yang lebih singkat) untuk net carrying amount at initial recognition.
memperoleh nilai tercatat bersih pada saat When calculating the effective interest
pengakuan awal. Pada saat menghitung rate, the Bank estimates future cash flows
tingkat suku bunga efektif, Bank considering all contractual terms of the
mengestimasi arus kas di masa datang financial instrument, but does not consider
dengan mempertimbangkan seluruh any future credit losses.
persyaratan kontraktual dalam instrumen
keuangan tersebut, namun tidak
mempertimbangkan kerugian kredit di masa
mendatang.
Perhitungan suku bunga efektif mencakup The calculation of the effective interest
biaya transaksi (lihat Catatan 2g.2) dan rate includes transaction costs (refer to
seluruh imbalan/provisi dan bentuk lain Note 2g.2) and all fees and provisions paid
yang dibayarkan atau diterima yang or received that are an integral part of the
merupakan bagian tak terpisahkan dari effective interest rate.
suku bunga efektif.
g.4. Pengukuran nilai wajar g.4. Fair value measurement
Nilai wajar adalah harga yang akan diterima Fair value is the price that would be
untuk menjual suatu aset atau harga yang received to sell an asset or paid to transfer
akan dibayar untuk mengalihkan suatu a liability in an orderly transaction between
liabilitas dalam transaksi teratur (orderly market participants at the measurement
transaction) antara pelaku pasar (market date in the principal market or, in its
participants) pada tanggal pengukuran di absence, the most advantageous market
pasar utama atau, jika tidak terdapat pasar to which the Bank has access at that date.
utama, di pasar yang paling The fair value of a liability reflects its non-
menguntungkan di mana Bank memiliki performance risk.
akses pada tanggal tersebut. Nilai wajar
liabilitas mencerminkan risiko
wanprestasinya.
Lampiran - 5/17 - Schedule
888 PT Bank Permata Tbk Laporan Tahunan 2025
Page 891
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.4. Pengukuran nilai wajar (lanjutan) g.4. Fair value measurement (continued)
Jika tersedia, Bank mengukur nilai When available, the Bank measures the
wajar instrumen keuangan dengan fair value of a financial instrument using
menggunakan harga kuotasian di pasar the quoted price in an active market for
aktif untuk instrumen tersebut. Suatu pasar that instrument. A market is regarded as
dianggap aktif jika transaksi atas aset dan active if transactions for the asset or
liabilitas terjadi dengan frekuensi dan liability take place with sufficient frequency
volume yang memadai untuk menyediakan and volume to provide pricing information
informasi penentuan harga secara on an ongoing basis.
berkelanjutan.
Jika harga kuotasian tidak tersedia di pasar If there is no quoted price in an active
aktif, Bank menggunakan teknik penilaian market, then the Bank uses valuation
dengan memaksimalkan penggunaan input techniques that maximise the use of
yang dapat diobservasi dan relevan dan relevant observable inputs and minimise
meminimalkan penggunaan input yang the use of unobservable inputs. The
tidak dapat diobservasi. Teknik penilaian chosen valuation technique incorporates
yang dipilih menggabungkan semua faktor all of the factors that market participants
yang diperhitungkan oleh pelaku pasar would take into account in pricing a
dalam penentuan harga transaksi. transaction.
Bukti terbaik atas nilai wajar instrumen The best evidence of the fair value of a
keuangan pada saat pengakuan awal financial instrument at initial recognition is
adalah harga transaksi, yaitu nilai wajar dari normally the transaction price, i.e., the fair
pembayaran yang diberikan atau diterima. value of the consideration given or
Jika Bank menetapkan bahwa nilai wajar received. If the Bank determines that the
pada pengakuan awal berbeda dengan fair value at initial recognition differs from
harga transaksi dan nilai wajar tidak dapat the transaction price and the fair value is
dibuktikan dengan harga kuotasian di pasar evidenced neither by a quoted price in an
aktif untuk aset atau liabilitas yang identik active market for an identical asset or
atau berdasarkan teknik penilaian yang liability nor based on a valuation technique
hanya menggunakan data dari pasar yang that uses only data from observable
dapat diobservasi, maka nilai wajar markets, then the financial instrument is
instrumen keuangan pada saat pengakuan initially measured at fair value, adjusted to
awal disesuaikan untuk menangguhkan defer the difference between the fair value
perbedaan antara nilai wajar pada saat at initial recognition and the transaction
pengakuan awal dan harga transaksi. price. Subsequent to initial recognition,
Setelah pengakuan awal, perbedaan that difference is recognised in profit or
tersebut diakui dalam laba rugi berdasarkan loss on an appropriate basis over the life
umur dari instrumen tersebut namun tidak of the instrument but no later than when
lebih lambat dari saat penilaian tersebut the valuation is wholly supported by
didukung sepenuhnya oleh data pasar yang observable market data or the transaction
dapat diobservasi atau saat transaksi is closed out.
ditutup.
Lampiran - 5/18 - Schedule
2025 Annual Report PT Bank Permata Tbk 889
Page 892
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.4. Pengukuran nilai wajar (lanjutan) g.4. Fair value measurement (continued)
Kelompok aset keuangan dan liabilitas Portfolios of financial assets and financial
keuangan yang diukur pada nilai wajar, liabilities measured at fair value, that are
yang terekspos risiko pasar dan risiko kredit exposed to market risk and credit risk that
yang dikelola oleh Bank berdasarkan are managed by the Bank on the basis of
eksposur netonya baik terhadap risiko pasar the net exposure to either market or credit
ataupun risiko kredit, diukur berdasarkan risk, are measured on the basis of a price
harga yang akan diterima untuk menjual that would be received to sell a net long
posisi net long (atau dibayar untuk position (or paid to transfer a net short
mengalihkan posisi net short) untuk position) for a particular risk exposure.
eksposur risiko tertentu. Penyesuaian Those portfolio-level adjustments are
pada level kelompok tersebut dialokasikan allocated to the individual assets and
pada aset dan liabilitas individual liabilities on the basis of the relative risk
berdasarkan penyesuaian risiko relatif dari adjustment of each of the individual
masing-masing instrumen individual di instruments in the portfolio.
dalam kelompok.
g.5. Penghentian pengakuan g.5. Derecognition
Bank menghentikan pengakuan aset The Bank derecognises a financial asset
keuangan pada saat hak kontraktual when the contractual rights to the cash
atas arus kas yang berasal dari aset flows from the financial asset expire, or
keuangan tersebut kedaluwarsa, atau Bank when it transfers the rights to receive the
mentransfer seluruh hak untuk menerima contractual cash flows on the financial
arus kas kontraktual dari aset keuangan asset in a transaction in which
dalam transaksi dimana Bank secara substantially all the risks and rewards of
substansial telah mentransfer seluruh risiko ownership of the financial asset are
dan manfaat atas kepemilikan aset transferred. Any interest in transferred
keuangan yang ditransfer. Setiap hak atau financial assets that is created or retained
liabilitas atas aset keuangan yang ditransfer by the Bank is recognised as a separate
yang timbul atau yang masih dimiliki oleh asset or liability.
Bank diakui sebagai aset atau liabilitas
secara terpisah.
Dalam transaksi dimana Bank secara In transactions in which the Bank neither
substansial tidak memiliki atau tidak retains nor transfers substantially all the
mentransfer seluruh risiko dan manfaat atas risks and rewards of ownership of a
kepemilikan aset keuangan, Bank financial asset, the Bank derecognises the
menghentikan pengakuan aset tersebut jika asset if it does not retain control over the
Bank tidak lagi memiliki pengendalian atas asset. The rights and obligations retained
aset tersebut. Hak dan kewajiban yang in the transfer are recognised separately
masih dimiliki dalam transfer as assets and liabilities as appropriate. In
tersebut diakui secara terpisah sebagai transfers in which control over the asset is
aset atau liabilitas. Dalam transfer di mana retained, the Bank continues to recognise
pengendalian atas aset masih dimiliki, Bank the asset to the extent of its continuing
tetap mengakui aset yang involvement, determined by the extent to
ditransfer tersebut sebesar keterlibatan which it is exposed to changes in the value
berkelanjutan, di mana tingkat of the transferred asset.
keberlanjutan Bank dalam aset yang
ditransfer adalah sebesar perubahan nilai
aset yang ditransfer.
Bank menghapusbukukan aset keuangan The Bank writes off a financial asset and
dan cadangan kerugian penurunan nilai any related allowance for impairment
terkait, pada saat Bank menentukan bahwa losses, when the Bank determines that the
aset keuangan tersebut tidak dapat ditagih financial asset is completely uncollectible.
seluruhnya. Keputusan ini diambil setelah This determination is reached after
mempertimbangkan informasi seperti telah considering information such as the
terjadinya perubahan signifikan pada posisi occurrence of significant changes in the
keuangan debitur/penerbit aset keuangan financial position of borrower/financial
sehingga debitur/penerbit aset keuangan asset’s issuer such that the
tidak lagi dapat melunasi kewajibannya, borrower/financial asset’s issuer can no
atau hasil penjualan agunan tidak akan longer pay the obligation, or that proceeds
cukup untuk melunasi seluruh eksposur from collateral will not be sufficient to pay
kredit yang diberikan. back the entire exposure.
Lampiran - 5/19 - Schedule
890 PT Bank Permata Tbk Laporan Tahunan 2025
Page 893
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.6. Saling hapus g.6. Offsetting
Aset keuangan dan liabilitas keuangan Financial assets and liabilities are offset
disalinghapuskan dan jumlah netonya and the net amount is reported in the
dilaporkan pada laporan posisi keuangan statements of financial position when there
ketika terdapat hak yang berkekuatan is a legally enforceable right to offset the
hukum untuk melakukan saling hapus atas recognised amounts and there is an
jumlah yang telah diakui tersebut dan intention to settle on a net basis, or realise
adanya niat untuk menyelesaikan liabilitas the asset and settle the liability
secara bersamaan. Hak saling hapus tidak simultaneously. The legally enforceable
kontinjen atas peristiwa di masa depan dan right must not be contingent on future
dapat dipaksakan secara hukum dalam events and must be enforceable in the
situasi bisnis yang normal dan dalam normal course of business and in the
peristiwa gagal bayar atau peristiwa event of default or insolvency or
kepailitan atau kebangkrutan Bank atau bankruptcy of the Bank or the
pihak lawan. counterparty.
Pendapatan dan beban disajikan dalam Income and expenses are presented on a
jumlah bersih hanya jika diperkenankan net basis only when permitted by
oleh standar akuntansi. accounting standards.
g.7. Modifikasi atas aset keuangan dan g.7. Modifications of financial assets and
liabilitas keuangan financial liabilities
Aset keuangan Financial assets
Apabila persyaratan dari aset keuangan If the terms of a financial asset are
dimodifikasi, Bank selanjutnya modified, then the Bank evaluates whether
mengevaluasi apakah arus kas dari aset the cash flows of the modified asset are
yang dimodifikasi berbeda secara substantially different.
substansial.
Apabila arus kas berbeda secara If the cash flows are substantially different,
substansial, maka hak kontraktual atas arus then the contractual rights to cash flows
kas dari aset keuangan awal dianggap telah from the original financial asset are
kedaluwarsa. Dalam hal ini, aset keuangan deemed to have expired. In this case, the
awal dihentikan pengakuannya (lihat original financial asset is derecognised
Catatan 2g.5) dan aset keuangan baru (refer to Note 2g.5) and a new financial
diakui pada nilai wajar ditambah biaya asset is recognised at fair value plus any
transaksi terkait. eligible transaction costs.
Apabila arus kas dimodifikasi ketika debitur If the cash flows are modified when the
dalam kesulitan keuangan, maka tujuan dari borrower is in financial difficulties, then the
modifikasi biasanya adalah untuk objective of the modification is usually to
memaksimalkan pemulihan dari maximise recovery of the original
persyaratan kontraktual awal daripada contractual terms rather than to originate a
untuk menghasilkan aset baru dengan new asset with substantially different
perbedaan persyaratan yang substansial. terms.
Apabila modifikasi atas aset keuangan yang If the modification of a financial asset
diukur pada biaya perolehan diamortisasi atau measured at amortised cost or FVOCI
FVOCI tidak mengakibatkan penghentian does not result in derecognition of the
pengakuan aset keuangan, maka Bank financial asset, then the Bank recalculates
melakukan perhitungan ulang nilai tercatat the gross carrying amount of the financial
bruto aset keuangan menggunakan suku asset using the original effective interest
bunga efektif awal aset dan mengakui hasil rate of the asset and recognises the
penyesuaian tersebut sebagai keuntungan
resulting adjustment as a modification
atau kerugian modifikasi pada laba rugi. Biaya
yang timbul dan pendapatan modifikasi yang gain or loss in profit or loss. Any costs or
diterima menyesuaikan nilai tercatat bruto dari fees incurred and modification fees
aset keuangan yang dimodifikasi dan received adjust the gross carrying amount
diamortisasi selama sisa jangka waktu aset of the modified financial asset and are
keuangan yang dimodifikasi. amortised over the remaining term of the
modified financial asset.
Lampiran - 5/20 - Schedule
2025 Annual Report PT Bank Permata Tbk 891
Page 894
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
g. Aset Keuangan dan Liabilitas Keuangan g. Financial Assets and Financial Liabilities
(lanjutan) (continued)
g.7. Modifikasi atas aset keuangan dan g.7. Modifications of financial assets and
liabilitas keuangan (lanjutan) financial liabilities (continued)
Aset keuangan (lanjutan) Financial assets (continued)
Jika modifikasi tersebut dilakukan karena If such modification is carried out because
debitur mengalami kesulitan keuangan of financial difficulties of the borrower
(lihat Catatan 2s) maka keuntungan atau (refer to Note 2s) then the gain or loss is
kerugian tersebut disajikan bersamaan presented together with impairment
dengan kerugian penurunan nilai. losses.
Liabilitas keuangan Financial liabilities
Bank melakukan penghentian pengakuan The Bank derecognises a financial liability
liabilitas keuangan apabila persyaratan when its terms are modified and the cash
kontraktual dimodifikasi dan arus kas dari flows of the modified liability are
liabilitas keuangan yang dimodifikasi substantially different. In this case, a new
berbeda secara substansial. Dalam kasus financial liability based on the modified
ini, liabilitas keuangan baru berdasarkan terms is recognised at fair value. The
persyaratan yang dimodifikasi diakui difference between the carrying amount of
berdasarkan nilai wajar. Perbedaan antara the financial liability derecognised and the
nilai tercatat liabilitas keuangan yang consideration paid is recognised in profit
dilakukan penghentian pengakuan dan or loss. Consideration paid includes non-
imbalan yang dibayarkan diakui dalam laba financial assets transferred, if any, and the
rugi. Imbalan yang dibayarkan meliputi aset assumption of liabilities, including the new
nonkeuangan yang ditransfer, jika ada, dan modified financial liability.
asumsi atas liabilitas, termasuk dengan
liabilitas keuangan baru yang dimodifikasi.
Apabila modifikasi atas liabilitas keuangan If the modification of a financial liability is
tidak dicatat sebagai penghentian not accounted for as derecognition, then
pengakuan, maka biaya perolehan the amortised cost of the liability is
diamortisasi atas liabilitas dihitung kembali recalculated by discounting the modified
dengan mendiskontokan arus kas yang cash flows at the original effective interest
dimodifikasi pada suku bunga efektif awal rate and the resulting gain or loss is
dan keuntungan atau kerugian yang recognised in profit or loss. Any costs and
dihasilkan diakui dalam laba rugi. Biaya fees incurred are recognised as an
yang timbul diakui sebagai penyesuaian adjustment to the carrying amount of the
terhadap nilai tercatat atas liabilitas dan liability and amortised over the remaining
diamortisasi selama sisa jangka waktu term of the modified financial liability by
liabilitas keuangan yang dimodifikasi recomputing the effective interest rate on
dengan menghitung ulang tingkat suku the instrument.
bunga efektif pada instrumen tersebut.
h. Giro pada Bank Indonesia dan Bank-Bank h. Current Accounts with Bank Indonesia and
Lain Other Banks
Setelah pengakuan awal, giro pada Bank Subsequent to initial recognition, current
Indonesia dan giro pada bank-bank lain diukur accounts with Bank Indonesia and other banks
pada biaya perolehan diamortisasi dengan are measured at amortised cost using the
menggunakan metode suku bunga efektif. effective interest method.
i. Penempatan pada Bank Indonesia dan i. Placements with Bank Indonesia and Other
Bank-Bank Lain Banks
Setelah pengakuan awal, penempatan pada Subsequent to initial recognition, placements
Bank Indonesia dan bank-bank lain diukur pada with Bank Indonesia and other banks are
biaya perolehan diamortisasi dengan measured at amortised cost using the effective
menggunakan metode suku bunga efektif. interest method.
Pendapatan bunga diakui dalam laba rugi Interest income is recognised in profit or loss
dengan menggunakan metode suku bunga using the effective interest method.
efektif.
Lampiran - 5/21 - Schedule
892 PT Bank Permata Tbk Laporan Tahunan 2025
Page 895
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
j. Aset dan Liabilitas Keuangan untuk j. Financial Assets and Liabilities Held for
Diperdagangkan Trading
Aset dan liabilitas keuangan yang dimiliki untuk Financial assets and liabilities held for trading
tujuan diperdagangkan pada saat pengakuan are initially recognised and subsequently
awal dan setelah pengakuan awal diakui dan measured at fair value. Transaction costs are
diukur pada nilai wajar. Biaya transaksi yang recognised immediately in profit or loss.
terjadi diakui langsung pada laba rugi.
Semua perubahan nilai wajar aset keuangan dan All changes in the fair value of financial assets
liabilitas keuangan yang dimiliki untuk tujuan and financial liabilities held for trading are
diperdagangkan diakui sebagai bagian dari recognised as part of net trading income in
pendapatan bersih dari transaksi perdagangan profit or loss. Realised gains or losses are
pada laba rugi. Keuntungan atau kerugian yang recognised in profit or loss when the financial
direalisasi diakui dalam laba rugi pada saat assets and financial liabilities held for trading
penghentian pengakuan aset keuangan dan are derecognised.
liabilitas keuangan untuk diperdagangkan.
Aset keuangan dan liabilitas keuangan untuk Financial assets and financial liabilities held for
diperdagangkan mencakup semua derivatif, trading include all derivatives, except for a
kecuali derivatif yang merupakan instrumen derivative that is designated as an effective
lindung nilai yang ditetapkan dan efektif. hedging instrument.
k. Efek-efek yang Dibeli dengan Janji Dijual k. Securities Purchased under Resale
Kembali dan Utang atas Efek-Efek yang Dijual Agreements and Securities Sold under
dengan Janji Dibeli Kembali Repurchase Agreements Payable
Efek-efek yang dibeli dengan janji dijual kembali Securities purchased under resale agreements
merupakan transaksi di mana Bank membeli are transactions in which the Bank purchases a
aset keuangan dan secara simultan masuk ke financial asset and simultaneously enters into
dalam perjanjian untuk menjual kembali aset an agreement to resell the asset (or
(atau aset yang serupa secara substansial) substantially similar asset) at a fixed price on a
dengan harga tetap di masa depan. Aset yang future date. The underlying asset is not
mendasari tidak diakui dalam laporan keuangan recognised in the Bank’s financial statements.
Bank. Setelah pengakuan awal, efek-efek yang Subsequent to initial recognition, securities
dibeli dengan janji dijual kembali diukur pada purchased under resale agreements are
biaya perolehan diamortisasi. Selisih antara measured at amortised cost. The difference
harga beli dan harga jual kembali diamortisasi between purchase and resale price is
sebagai pendapatan bunga selama jangka waktu amortised as interest income over the period
sejak efek-efek dibeli hingga dijual kembali commencing from the acquisition date to the
dengan menggunakan metode suku bunga resale date using the effective interest method.
efektif.
Efek-efek yang dijual dengan janji dibeli kembali Securities sold under repurchase agreements
merupakan transaksi di mana Bank menjual aset are transactions in which the Bank sold a
keuangan dan secara simultan masuk ke dalam financial asset and simultaneously enters into
perjanjian untuk membeli kembali aset (atau aset an agreement to repurchase the asset (or
yang serupa secara substansial) dengan harga substantially similar asset) at a fixed price on a
tetap di masa depan. future date.
Efek-efek yang dijual dengan janji untuk dibeli Securities sold under repurchase agreements
kembali disajikan sebagai liabilitas dalam are presented as liabilities in the statements of
laporan posisi keuangan sebesar harga beli financial position at the agreed repurchase
kembali yang disepakati dikurangi selisih antara price less the difference between the selling
harga jual dan harga beli kembali yang price and agreed repurchase price. The
disepakati. Selisih antara harga jual dan harga difference between the selling price and
beli kembali yang disepakati tersebut agreed repurchase price is amortised as
diamortisasi sebagai beban bunga selama interest expense over the period commencing
jangka waktu sejak efek-efek dijual hingga dibeli from the selling date to the repurchase date
kembali menggunakan metode suku bunga using effective interest rate method.
efektif.
Lampiran - 5/22 - Schedule
2025 Annual Report PT Bank Permata Tbk 893
Page 896
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
l. Tagihan dan Utang Akseptasi l. Acceptance Receivables and Payables
Setelah pengakuan awal, tagihan dan utang Subsequent to initial recognition, acceptance
akseptasi diukur pada biaya perolehan receivables and payables are measured at
diamortisasi dengan menggunakan metode suku amortised cost using the effective interest
bunga efektif. method.
m. Kredit yang Diberikan m. Loans
Setelah pengakuan awal, kredit yang diberikan Subsequent to initial recognition, loans are
diukur pada biaya perolehan diamortisasi atau measured at amortised cost or fair value
nilai wajar sesuai dengan klasifikasinya depending on the respective classification
masing-masing (lihat Catatan 2g.1). Untuk kredit (refer to Note 2g.1). For loans which are
yang diberikan yang diklasifikasikan sebagai classified as amortised cost, it is subsequently
biaya perolehan diamortisasi, setelah measured using the effective interest method.
pengakuan awal diukur menggunakan suku While for loans which are classified as FVTPL,
bunga efektif. Sedangkan untuk kredit yang it is subsequently carried at fair value, with
diberikan yang diklasifikasikan sebagai FVTPL, gains or losses arising from changes in fair
setelah pengakuan awal diukur pada nilai wajar value recorded in net trading income.
dengan keuntungan atau kerugian atas
perubahan nilai wajar dicatat pada pendapatan
transaksi perdagangan-bersih.
Kredit dalam rangka pembiayaan bersama Syndicated loans are stated at amortised cost
(kredit sindikasi) dinyatakan sebesar biaya which represent the Bank’s risk participation in
perolehan diamortisasi sesuai dengan porsi the syndication.
partisipasi risiko yang ditanggung oleh Bank
dalam sindikasi.
Termasuk dalam kredit yang diberikan adalah Included in the loans are sharia financing which
pembiayaan syariah yang terdiri dari transaksi consists of buy-sell transactions in the form of
jual beli dalam bentuk piutang murabahah dan murabahah receivables and revenue
transaksi bagi hasil dalam bentuk pembiayaan contribution in the form of musyarakah
musyarakah. Murabahah adalah akad jual beli financing. Murabahah is a contract to buy and
barang dengan menyatakan harga perolehan sell goods between the buyer and the seller at
dan keuntungan (marjin) yang disepakati oleh the agreed cost and margin and either with or
penjual dan pembeli dan dapat dilakukan without an order (wakalah). Musyarakah is a
berdasarkan pesanan atau tanpa pesanan contract between investors (musyarakah
(wakalah). Musyarakah adalah akad kerjasama partners) to participate in a partnership, at an
yang terjadi di antara para pemilik modal (mitra agreed distribution portion nisbah, while losses
musyarakah) untuk menggabungkan modal dan are proportionately distributed based on the
melakukan usaha secara bersama dalam suatu capital contribution.
kemitraan, dengan nisbah pembagian hasil
sesuai dengan kesepakatan, sedangkan
pembagian kerugian dilakukan secara
proporsional sesuai dengan kontribusi modal.
Piutang murabahah dinyatakan sebesar tagihan Murabahah receivables are stated at balance
setelah dikurangi marjin yang ditangguhkan dan of receivables less deferred margin and
cadangan kerugian penurunan nilai. allowance for impairment losses.
Pembiayaan musyarakah dinyatakan sebesar Musyarakah financing are stated at balance of
saldo pembiayaan setelah dikurangi cadangan financing less allowance for impairment losses.
kerugian penurunan nilai.
Bank mencatat restrukturisasi kredit bermasalah The Bank accounts for troubled debt
berdasarkan jenis restrukturisasi. restructuring in accordance with the type of
restructuring.
Dalam restrukturisasi kredit bermasalah yang In troubled debt restructuring which involves a
dilakukan dengan penerimaan aset (termasuk repossession of assets (including an equity
kepentingan ekuitas debitur), Bank mencatat interest of the debtor), the Bank records those
aset tersebut (termasuk kepentingan ekuitas) assets (including an equity interest) at their fair
sebesar nilai wajarnya pada saat restrukturisasi. values at the time of restructuring. The excess
Kelebihan nilai tercatat kredit yang diberikan di of the carrying amount of the loans over the fair
atas nilai wajar aset yang diterima setelah value of assets received less estimated costs to
dikurangi estimasi biaya untuk menjual aset sell, is recognised as a loss in the current year
tersebut, diakui sebagai kerugian dalam laba rugi profit or loss.
tahun berjalan.
Lampiran - 5/23 - Schedule
894 PT Bank Permata Tbk Laporan Tahunan 2025
Page 897
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
m. Kredit yang Diberikan (lanjutan) m. Loans (continued)
Dalam hal restrukturisasi kredit bermasalah In troubled debt restructuring which only
dilakukan hanya dengan modifikasi persyaratan involves modification of the credit terms, the
kredit, Bank mencatat dampak restrukturisasi Bank accounts for the restructuring’s effect
tersebut secara prospektif dan tidak mengubah prospectively and does not change the carrying
nilai tercatat kredit yang diberikan pada tanggal amount of the loans at the time of restructuring,
restrukturisasi, kecuali jika jumlahnya melebihi unless the amount exceeds the present value
nilai kini penerimaan kas masa depan yang of the total future cash receipts specified in the
ditentukan dalam persyaratan baru. Jika nilai kini new terms. If the present value of the total
penerimaan kas masa depan sebagaimana yang future cash receipts specified in the new terms
ditentukan dalam persyaratan baru dari kredit is lower than the carrying amount of the loans
yang direstrukturisasi tersebut lebih rendah prior to restructuring, the Bank reduces the
daripada nilai tercatat kredit yang diberikan loans balance to the amount equal to the
sebelum direstrukturisasi, Bank harus present value of the total future cash receipts.
mengurangkan saldo kredit yang diberikan ke The amount of the reduction is recognised as
suatu jumlah yang sama dengan jumlah nilai kini allowance for impairment losses.
penerimaan kas masa depan. Jumlah
pengurangan tersebut diakui sebagai biaya
cadangan kerugian penurunan nilai.
n. Efek-Efek Untuk Tujuan Investasi n. Investment Securities
Efek-efek untuk tujuan investasi, selain Investment securities, other than sharia
efek-efek syariah (obligasi pemerintah-Sukuk securities (government bonds-Sukuk Ijarah,
Ijarah, Sertifikat Bank Indonesia Syariah (“SBIS”) Certificate of Bank Indonesia Sharia (“SBIS”)
dan Surat Perbendaharaan Negara Syariah and Sharia Treasury Bills (“SPNS”), are initially
(“SPNS”), pada saat pengakuan awal diukur measured at fair value plus transaction costs.
pada nilai wajar ditambah biaya transaksi.
Setelah pengakuan awal, efek-efek untuk tujuan Subsequent to initial recognition, investment
investasi diukur sesuai dengan klasifikasinya securities are measured based on their
masing-masing, sebagai diukur pada biaya respective classifications, as either measured
perolehan diamortisasi atau diukur pada FVOCI. at amortised cost or measured at FVOCI.
1. Diukur pada biaya perolehan 1. Measured at amortised cost
diamortisasi
Setelah pengakuan awal, investasi diukur Subsequent to initial recognition,
pada biaya perolehan diamortisasi dengan investment is measured at amortised cost
menggunakan metode suku bunga efektif. using an effective interest rate method.
2. Diukur pada FVOCI 2. Measured at FVOCI
Setelah pengakuan awal, diukur pada nilai Subsequent to initial recognition,
wajar di mana keuntungan dan kerugian investment carried at fair value with all
yang belum direalisasi atas perubahan nilai unrealised gains and losses arising from
wajar akan diakui sebagai penghasilan changes in fair value recognised in other
komprehensif lain. Perubahan pada comprehensive income. Changes in
kerugian kredit ekspektasian diakui pada expected credit losses are recognised in
laba rugi dan diakumulasi pada ekuitas. the profit or loss and are accumulated in
Pada saat penghentian pengakuan, equity. On derecognition, the cumulative
akumulasi keuntungan atau kerugian nilai fair value gains or losses, net of
wajar bersih, setelah akumulasi cadangan cumulative allowance for impairment
kerugian penurunan nilai, ditransfer ke laba losses, are transferred to the profit or loss.
rugi.
Investasi pada efek-efek syariah Investment in sharia securities
Bank menentukan klasifikasi investasi pada The Bank determines the classification of
efek-efek syariah sebagai diukur pada biaya investment in sharia securities as measured at
perolehan, diukur pada FVTPL, atau diukur pada amortised cost, measured at FVTPL, or
FVOCI. measured at FVOCI.
Lampiran - 5/24 - Schedule
2025 Annual Report PT Bank Permata Tbk 895
Page 898
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
n. Efek-Efek Untuk Tujuan Investasi (lanjutan) n. Investment Securities (continued)
Investasi pada efek-efek syariah (lanjutan) Investment in sharia securities (continued)
Investasi pada efek-efek syariah diklasifikasikan Investment in sharia securities are classified as
sebagai diukur pada biaya perolehan jika: measured at amortised cost if:
a. investasi tersebut dimiliki dalam suatu a. such investments are held within a
model usaha yang bertujuan utama untuk business model whose objective is to
memperoleh arus kas kontraktual; dan collect contractual cash flows; and
b. persyaratan kontraktual menentukan b. the contractual terms give rise on specified
tanggal tertentu pembayaran pokok dates to payments of principals and/or the
dan/atau hasilnya. margin.
Investasi pada efek-efek syariah diklasifikasikan Investment in sharia securities are classified as
sebagai diukur pada FVOCI lain jika: measured at FVOCI if:
a. investasi tersebut dimiliki dalam suatu a. such investments are held within a
model usaha yang bertujuan utama untuk business model whose objective is
memperoleh arus kas kontraktual dan achieved by both collecting contractual
melakukan penjualan efek-efek syariah; cash flows and selling the sharia
dan securities; and
b. persyaratan kontraktual menentukan b. the contractual terms give rise on specified
tanggal tertentu pembayaran pokok dates to payments of principals and/or the
dan/atau margin. margin.
Investasi pada efek-efek syariah diklasifikasikan Investment in sharia securities are classified as
sebagai aset keuangan diukur pada FVTPL financial assets measured at FVTPL unless
kecuali jika investasi tersebut diklasifikasikan they are classified as measured at acquisition
sebagai diakui pada biaya perolehan atau diukur costs or measured at FVOCI.
pada FVOCI.
Bank tidak mengubah klasifikasi investasi pada The Bank does not change the classification of
efek-efek syariah kecuali terjadi perubahan investment in sharia securities unless there is a
model usaha. change in the business model.
Investasi pada efek-efek syariah yang Investment in sharia securities classified as
diklasifikasikan sebagai aset keuangan diukur financial assets measured at acquisition cost
pada biaya perolehan pada saat pengakuan are initially recognised at acquisition cost plus
awal diakui sebesar biaya perolehan ditambah directly attributable transaction costs.
biaya transaksi yang dapat diatribusikan secara Subsequent to initial recognition, investment in
langsung untuk perolehan investasi tersebut. sharia securities classified as financial assets
Setelah pengakuan awal, investasi pada measured at acquisition cost are stated at
efek-efek syariah yang diklasifikasikan sebagai acquisition cost, plus unamortised portion of
aset keuangan diukur pada biaya perolehan transaction costs that are amortised using
dinyatakan sebesar biaya perolehan, ditambah straight-line method, minus allowance for
biaya transaksi yang belum diamortisasi dengan impairment losses, if any.
menggunakan metode garis lurus, dikurangi
cadangan kerugian penurunan nilai, jika ada.
lnvestasi pada efek-efek syariah yang Investment in sharia securities classified as
diklasifikasikan sebagai diukur pada FVOCI measured at FVOCI are initially recognised at
pada awalnya diakui sebesar biaya perolehan acquisition cost plus directly attributable
ditambah biaya transaksi yang dapat transaction costs. Subsequent to initial
diatribusikan secara langsung untuk perolehan recognition, investment in sharia securities
investasi tersebut. Setelah pengakuan awal, measured at FVOCI are stated at fair value. All
investasi pada efek-efek syariah yang diukur changes in fair value are recognised in other
pada FVOCI dicatat sebesar nilai wajar. Seluruh comprehensive income.
perubahan nilai wajar diakui pada penghasilan
komprehensif lain.
lnvestasi pada efek-efek syariah yang Investment in sharia securities classified as
diklasifikasikan sebagai diukur pada FVTPL measured at FVTPL are initially recognised at
pada awalnya diakui sebesar biaya perolehan. acquisition cost. Transaction costs are directly
Biaya transaksi langsung diakui pada laba rugi. recognised in profit or loss. Subsequent to
Setelah pengakuan awal, investasi pada efek- initial recognition, investment in sharia
efek syariah yang diukur pada FVTPL dicatat securities measured at FVTPL are stated at fair
sebesar nilai wajar. Seluruh perubahan nilai value. All changes in fair value are recognised
wajar diakui pada laba rugi tahun berjalan. in the current year profit or loss.
Lampiran - 5/25 - Schedule
896 PT Bank Permata Tbk Laporan Tahunan 2025
Page 899
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
n. Efek-efek Untuk Tujuan Investasi (lanjutan) n. Investment Securities (continued)
Investasi pada efek-efek syariah (lanjutan) Investment in sharia securities (continued)
lnvestasi pada efek-efek syariah yang diukur Investment in sharia securities measured at
pada biaya perolehan dan FVOCI disajikan pada acquisition cost and FVOCI are presented in
laporan posisi keuangan sebagai bagian dari the statements of financial position as part of
efek-efek untuk tujuan investasi. Investasi pada investment securities. Investment in sharia
efek-efek syariah yang diukur pada FVTPL securities measured at FVTPL are presented in
disajikan pada laporan posisi keuangan sebagai the statements of financial position as part of
bagian dari aset keuangan untuk financial assets held for trading.
diperdagangkan.
Untuk investasi pada efek-efek syariah yang For investment in sharia securities measured at
diukur pada biaya perolehan dan diukur pada acquisition cost and measured at FVOCI, if
FVOCI, jika terdapat indikasi penurunan nilai, there is an indication of impairment, then the
maka Bank mengukur jumlah terpulihkannya. Bank measures their recoverable amounts. If
Jika jumlah terpulihkan lebih kecil daripada the recoverable amounts are less than their
jumlah tercatat, maka Bank mengakui rugi carrying amounts, then the Bank recognises
penurunan nilai dalam laba rugi. Untuk investasi impairment loss in its profit or loss. For
pada efek-efek syariah yang diukur pada FVOCI, investment in sharia securities measured at
rugi penurunan nilai yang diakui pada laba rugi FVOCI, impairment loss recognised in profit or
adalah jumlah setelah memperhitungkan saldo loss is the amount after taking into account the
dalam penghasilan komprehensif lain. Jumlah balance in other comprehensive income.
terpulihkan merupakan jumlah yang akan Recoverable amount is the amount which will
diperoleh dari pengembalian pokok tanpa be received from principal outstanding without
memperhitungkan nilai kininya. taking into account its present value.
o. Aset Tetap o. Fixed Assets
Aset tetap pada awalnya dicatat sebesar Fixed assets are initially recognised at cost. Cost
biaya perolehan. Biaya perolehan termasuk includes expenditures directly attributable to
pengeluaran-pengeluaran yang dapat bring the assets for its intended use. The Bank
diatribusikan secara langsung agar aset tersebut uses revaluation model for all fixed assets
siap digunakan. Bank menggunakan model classes.
revaluasi untuk seluruh kelas aset tetap.
Kenaikan dari revaluasi diakui dalam Any increase arising from the revaluation is
penghasilan komprehensif lain dan terakumulasi recognised in other comprehensive income and
dalam ekuitas pada bagian cadangan revaluasi accumulated in equity as part of fixed assets
aset tetap. Akan tetapi, kenaikan tersebut harus revaluation reserve. However, the increase is
diakui dalam laba rugi hingga sebesar jumlah recognised in profit or loss to the extent that it
penurunan nilai aset yang sama akibat revaluasi reverses a revaluation decrease of the same
yang pernah diakui sebelumnya dalam laba rugi. asset previously recognised in profit or loss. Any
Penurunan dari revaluasi diakui dalam laba rugi. decrease arising from the revaluation is
Akan tetapi, penurunan nilai tersebut diakui recognised in profit or loss. However, the
dalam penghasilan komprehensif lain sepanjang decrease is recognised in other comprehensive
penurunan tersebut tidak melebihi saldo income to the extent of any credit balance
cadangan revaluasi aset tetap untuk aset existing in the fixed assets revaluation reserve in
tersebut. Penurunan nilai yang diakui dalam respect of that asset. The decrease recognised
penghasilan komprehensif lain tersebut in other comprehensive income reduces the
mengurangi jumlah akumulasi dalam ekuitas amount accumulated in equity under fixed
pada bagian cadangan revaluasi aset tetap. assets revaluation reserve.
Kelas aset tetap yang menggunakan model Fixed assets class under revaluation model are
revaluasi diukur pada nilai wajarnya pada tanggal measured at fair value on the revaluation date
revaluasi dan disajikan sebesar nilai wajar and carried at their fair value less subsequent
dikurangi akumulasi penyusutan dan akumulasi accumulated depreciation and subsequent
penurunan nilai. Penilaian dilakukan oleh penilai accumulated impairment losses. Valuations are
independen eksternal yang memenuhi carried out by qualified external independent
kualifikasi. Revaluasi dilakukan dengan appraisers. Revaluations are carried out with
keteraturan yang cukup reguler untuk sufficient regularity to ensure that the carrying
memastikan bahwa nilai tercatat aset yang amount of revalued assets do not differ
direvaluasi tidak berbeda secara material materially from their fair values at the reporting
dengan nilai wajarnya pada tanggal pelaporan. date.
Cadangan revaluasi aset tetap dialihkan Fixed assets revaluation reserve is transferred
langsung ke saldo laba ketika aset tersebut directly to retained earnings when the asset is
dihentikan pengakuannya. derecognised.
Lampiran - 5/26 - Schedule
2025 Annual Report PT Bank Permata Tbk 897
Page 900
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
o. Aset Tetap (lanjutan) o. Fixed Assets (continued)
Biaya pengurusan hak legal atas tanah ketika Costs relating to acquisition of legal titles on the
tanah diperoleh pertama kali diakui sebagai land rights are recognised as part of acquisition
bagian biaya perolehan tanah dan tidak cost of land and not amortised, except there is
diamortisasi, kecuali terdapat bukti yang evidence which indicates that the extension or
mengindikasikan bahwa perpanjangan atau renewal of land rights is probable or certainly
pembaruan hak atas tanah tersebut cannot be obtained.
kemungkinan besar atau pasti tidak diperoleh.
Tanah tidak disusutkan. Penyusutan aset tetap, Land is not depreciated. Depreciation of fixed
selain tanah, dihitung dengan menggunakan assets, other than land, are calculated using the
metode garis lurus untuk mengalokasikan harga straight-line method to allocate their cost over
perolehan sepanjang estimasi masa manfaatnya their estimated useful lives as follows:
sebagai berikut:
Tahun/ Tarif/
Year Rate
Bangunan 20 - 28 3,6% - 5,0% Buildings
Perbaikan gedung sewa 1 - 10 10,0% - 33,3% Leasehold improvements
Perabot dan peralatan kantor 5-6 16,7% - 20,0% Furniture, fixtures and office equipments
Untuk semua aset tetap, Bank telah For all fixed assets, the Bank has determined
menetapkan nilai residu “nihil” untuk residual values to be “nil” for the calculation of
perhitungan penyusutan. depreciation.
Beban perbaikan dan pemeliharaan dibebankan Normal repair and maintenance expenses are
pada laba rugi; sedangkan renovasi dan charged to profit or loss; while renovation and
penambahan yang jumlahnya signifikan dan betterments, which are significant and prolong
memperpanjang masa manfaat dikapitalisasi ke the useful life of assets, are capitalised to the
aset tetap yang bersangkutan. Nilai tercatat serta respective fixed assets. The carrying amount
akumulasi penyusutan atas aset tetap yang tidak and the related accumulated depreciation of
digunakan lagi atau dijual, dikeluarkan dari fixed assets which are not utilised anymore or
kelompok aset tetap yang bersangkutan dan laba sold are removed from the related group of fixed
atau ruginya disajikan sebagai pendapatan atau assets and the gains or losses are recognised as
beban dalam laba rugi. income or expense in profit or loss.
Pada setiap tanggal pelaporan, nilai residu, masa At each reporting date, residual value, useful life
manfaat, dan metode penyusutan dikaji ulang and depreciation method, are reviewed and if
dan jika diperlukan, akan disesuaikan dan required, will be adjusted and applied in
diterapkan sesuai dengan ketentuan SAK yang accordance with the prevailing SAK.
berlaku.
Jika nilai tercatat aset tetap lebih besar dari nilai When the carrying amount of fixed assets is
estimasi yang dapat diperoleh kembali, nilai greater than its estimated recoverable amount, it
tercatat aset tetap diturunkan menjadi sebesar is written down to its recoverable amount and the
nilai yang dapat diperoleh kembali dan rugi impairment loss is recognised in profit or loss.
penurunan nilai aset diakui pada laba rugi.
p. Aset Takberwujud p. Intangible Assets
Aset takberwujud terdiri dari perangkat lunak. Intangible assets consist of software.
Perangkat lunak pada awalnya diukur sebesar s Software is initially measured at acquisition
biaya perolehan yang mencakup semua biaya costs, which includes any directly attributable
yang dapat diatribusikan secara langsung dalam costs of preparing the asset for its intended use.
mempersiapkan aset tersebut sehingga siap Subsequent to initial recognition, software is
untuk digunakan. Setelah pengakuan awal, measured at cost less accumulated amortisation
perangkat lunak diukur sebesar biaya perolehan and accumulated impairment losses. Significant
dikurangi akumulasi amortisasi dan akumulasi subsequent expenditure on software assets is
rugi penurunan nilai aset. Pengeluaran capitalised only when it increases the future
selanjutnya yang jumlahnya signifikan akan economic benefits embodied in the specific
dikapitalisasi hanya jika pengeluaran tersebut asset to which it relates. All other expenditures
menambah manfaat ekonomis aset yang are expensed as incurred.
bersangkutan di masa mendatang. Pengeluaran
lainnya dibebankan pada saat terjadinya.
Perangkat lunak yang diperoleh sebelum Software acquired before 1 January 2021 is
1 Januari 2021 diamortisasi berdasarkan amortised over the estimated useful life of
taksiran masa manfaat aset selama 4 years using the straight-line method or with an
4 tahun dengan menggunakan metode garis amortisation rate of 25%, from the date it is
lurus atau dengan tarif amortisasi sebesar 25%, recognised as an asset.
sejak tanggal pengakuan sebagai aset.
Lampiran - 5/27 - Schedule
898 PT Bank Permata Tbk Laporan Tahunan 2025
Page 901
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
p. Aset Takberwujud (lanjutan) p. Intangible Assets (continued)
Mulai 1 Januari 2021, perangkat lunak yang Starting 1 January 2021, software acquired is
diperoleh diamortisasi berdasarkan taksiran amortised over the estimated useful life of
masa manfaat aset selama 8 tahun dengan 8 years using the straight-line method or with an
menggunakan metode garis lurus atau dengan amortisation rate of 12.5%, from the date it is
tarif amortisasi sebesar 12,5%, sejak tanggal recognised as an asset.
pengakuan sebagai aset.
q. Pajak Penghasilan q. Income Taxes
Beban pajak penghasilan terdiri dari beban pajak Income tax expense comprises of current and
kini dan beban pajak tangguhan. Beban pajak deferred tax. Income tax expense is recognised
penghasilan diakui pada laba rugi, kecuali untuk in profit or loss except to the extent that it relates
komponen yang diakui secara langsung di to items recognised directly in equity or in other
ekuitas atau di penghasilan komprehensif lain. comprehensive income.
Beban pajak kini merupakan estimasi utang atau Current tax expense is the estimated tax payable
pengembalian pajak yang dihitung atas laba atau or refundable on taxable income or loss for the
rugi kena pajak untuk periode yang period, using tax rates and tax law enacted or
bersangkutan, dengan menggunakan tarif pajak substantively enacted as of the reporting date
dan peraturan perpajakan yang berlaku and includes true-up adjustments made to the
atau secara substansial telah berlaku pada previous years’ tax provisions either to reconcile
tanggal pelaporan dan termasuk penyesuaian them with the income tax reported in annual tax
yang dibuat untuk penyisihan pajak tahun returns, or to account for differences arising from
sebelumnya, baik untuk merekonsiliasi pajak tax assessments. Current tax payable or
penghasilan dengan pajak yang dilaporkan di refundable is measured using the best estimate
surat pemberitahuan tahunan, atau untuk of the amount expected to be paid or received,
memperhitungkan perbedaan yang muncul dari taking into consideration the uncertainty
pemeriksaan pajak. Utang atau restitusi pajak associated with the complexity of tax regulations.
kini diukur menggunakan estimasi terbaik
atas jumlah yang diperkirakan akan dibayar
atau diterima, dengan mempertimbangkan
ketidakpastian terkait dengan kompleksitas
peraturan pajak.
Pajak tangguhan diakui atas perbedaan Deferred tax is recognised as temporary
temporer antara nilai tercatat aset dan liabilitas differences between the carrying amounts of
untuk tujuan pelaporan keuangan dan nilai yang assets and liabilities for financial reporting
digunakan untuk tujuan perpajakan. Pajak purposes and the amounts used for taxation
tangguhan diukur dengan menggunakan tarif purposes. Deferred tax is measured at the tax
pajak yang diharapkan untuk diterapkan atas rates that are expected to be applied to
perbedaan temporer pada saat direalisasi temporary differences when they are realised or
atau diselesaikan, berdasarkan peraturan yang settled, based on the laws that have been
telah berlaku atau secara substantif berlaku pada enacted or substantively enacted as of the
tanggal pelaporan. Metode ini juga reporting date. This method also requires the
mengharuskan pengakuan manfaat pajak recognition of future tax benefits, such as tax
masa depan, seperti rugi fiskal yang belum loss carryforwards, to the extent that realisation
dikompensasi, apabila besar kemungkinan of such benefits is probable.
manfaat pajak tersebut dapat direalisasi.
Aset pajak tangguhan ditelaah ulang pada setiap Deferred tax assets are reviewed at each
tanggal pelaporan dan dikurangkan dengan reporting date and are reduced to the extent that
manfaat pajak sejumlah nilai yang it is no longer probable that the related tax
besar kemungkinan tidak dapat terealisasi; benefit will be realised; such reductions are
pengurangan tersebut akan dibalik ketika reversed when the probability of future taxable
kemungkinan atas laba kena pajak di masa income improves.
depan meningkat.
Aset pajak tangguhan yang belum diakui dinilai Unrecognised deferred tax assets are
kembali pada setiap tanggal pelaporan dan reassessed at each reporting date and
diakui sepanjang kemungkinan besar laba kena recognised to the extent that it has become
pajak masa depan akan tersedia untuk probable that future taxable income will be
digunakan. available against which they can be utilised.
Aset dan liabilitas pajak penghasilan tangguhan Deferred income tax assets and liabilities are
dapat saling hapus apabila terdapat hak yang offset when there is a legally enforceable right to
berkekuatan hukum untuk melakukan saling offset current tax assets against current tax
hapus antara aset pajak kini dengan liabilitas liabilities and when the deferred income tax
pajak kini dan apabila aset dan liabilitas assets and liabilities related to income taxes
tangguhan terkait pajak penghasilan yang levied by the same taxation authority on either
dikenakan oleh otoritas perpajakan yang sama, the same or different taxable entities where there
baik atas entitas kena pajak yang sama ataupun is an intention to settle the balance on a net
berbeda dan adanya niat untuk melakukan basis.
penyelesaian saldo-saldo tersebut secara neto.
Lampiran - 5/28 - Schedule
2025 Annual Report PT Bank Permata Tbk 899
Page 902
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
q. Pajak Penghasilan (lanjutan) q. Income Taxes (continued)
Dalam menentukan jumlah pajak kini dan In determining the amount of current and
tangguhan, Bank memperhitungkan dampak deferred tax, the Bank takes into account the
atas posisi pajak yang tidak pasti di mana aturan impact of uncertain tax positions where the
pajak yang berlaku membutuhkan interpretasi applicable tax regulation is subject to
dan tambahan pajak serta penalti. Jika perlu, interpretation and any additional taxes and
manajemen menentukan provisi berdasarkan penalties. Where appropriate, management
jumlah yang diharapkan akan dibayar kepada establishes provisions on the basis of amounts
otoritas pajak. expected to be paid to the tax authorities.
Koreksi atas kewajiban pajak diakui pada saat Amendments to tax obligations are recognised
surat ketetapan pajak diterima, atau apabila when an assessment is received, or if objection
diajukan keberatan dan/atau banding, maka and/or appeal is applied, when the results of the
koreksi diakui pada saat keputusan atas objection or the appeal are received.
keberatan atau banding itu diterima.
r. Agunan Diambil Alih r. Foreclosed Assets
Pada saat pengakuan awal, agunan yang diambil Foreclosed assets acquired in conjunction with
alih sehubungan dengan penyelesaian kredit settlement of loans are initially recorded at their
dicatat sebesar nilai wajar setelah dikurangi fair value less cost to sell but not exceeding the
biaya untuk menjualnya tetapi tidak melebihi nilai carrying value of the loans. The Bank does not
tercatat kredit yang diberikan. Bank tidak recognise any gains relating to the acquisition of
mengakui keuntungan pada saat foreclosed assets. The excess between
pengambilalihan agunan. Selisih lebih antara uncollectible loans balance and net realisable
saldo kredit yang tidak dapat ditagih dengan nilai value of foreclosed assets is charged to
bersih agunan yang diambil alih yang dapat allowance for losses. Subsequent to initial
direalisasikan dibebankan pada penyisihan recognition, foreclosed assets are recorded at
penghapusan. Setelah pengakuan awal, agunan carrying amount or at fair value less cost to sell,
yang diambil alih dicatat sebesar nilai yang lebih whichever is lower. The excess between the
rendah antara nilai tercatat dengan nilai wajar carrying amount and fair value less cost to sell is
setelah dikurangi biaya untuk menjualnya. recognised as impairment losses in profit or loss.
Selisih lebih antara nilai tercatat dengan nilai
wajar agunan yang diambil alih setelah dikurangi
biaya untuk menjualnya diakui sebagai kerugian
penurunan nilai dalam laba rugi.
Agunan yang diambil alih tidak disusutkan dan Foreclosed assets are not depreciated and
beban-beban sehubungan dengan perolehan expenses in relation with the acquisition and
dan pemeliharaan aset tersebut dibebankan maintenance of those assets are charged to
pada laba rugi pada saat terjadinya. profit or loss as incurred.
Selisih antara nilai tercatat dan hasil penjualan The difference between the carrying value and
dari agunan yang diambil alih diakui sebagai laba the proceeds from the sale of foreclosed assets
atau rugi pada saat penjualan agunan yang is recognised as gain or loss at the time of sale
diambil alih dan diakui sebagai pendapatan atau and recognised as income or expense in profit or
beban dalam laba rugi. loss.
Manajemen melakukan evaluasi atas nilai Management evaluates the value of foreclosed
agunan yang diambil alih secara berkala. Agunan assets on a periodic basis. Foreclosed assets
diambil alih disajikan dalam akun “Aset lain-lain” are presented under “Other assets” in the
pada laporan posisi keuangan. statements of financial position.
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai Impairment Losses
Aset Keuangan Financial Assets
PSAK 109 mengharuskan cadangan kerugian SFAS 109 requires a loss allowance to be
diakui sebesar kerugian kredit ekspektasian recognised at an amount equal to either
(“ECL”) 12 bulan atau kerugian kredit 12-month expected credit losses (“ECL”) or
ekspektasian sepanjang umur aset keuangan lifetime ECL. Lifetime ECL are the ECL that
(lifetime ECL). Lifetime ECL adalah kerugian result from all possible default events over the
kredit ekspektasian yang berasal dari semua expected life of a financial instrument, whereas
kemungkinan kejadian gagal bayar sepanjang 12-month ECL are the portion of ECL that result
umur ekspektasian suatu instrumen keuangan, from default events that are possible within the
sedangkan ECL 12 bulan adalah porsi dari 12 months after reporting date.
kerugian kredit ekspektasian yang berasal dari
kemungkinan kejadian gagal bayar dalam
12 bulan setelah tanggal pelaporan.
Lampiran - 5/29 - Schedule
900 PT Bank Permata Tbk Laporan Tahunan 2025
Page 903
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai (lanjutan) Impairment Losses (continued)
Aset Keuangan (lanjutan) Financial Assets (continued)
ECL diakui untuk seluruh instrumen utang ECL are recognised for all financial debt
keuangan, komitmen pinjaman dan jaminan instruments, loan commitments and financial
keuangan yang diklasifikasikan sebagai held to guarantees that are classified as held to
collect/held to collect and sell dan memiliki arus collect/held to collect and sell and have cash
kas SPPI. Kerugian kredit ekspektasian tidak flows that are solely payments of principal and
diakui untuk instrumen ekuitas yang ditetapkan interest. Expected credit losses are not
sebagai FVOCI. recognised for equity instruments designated at
FVOCI.
Untuk aset yang diukur pada biaya perolehan For assets measured at amortised cost, the
diamortisasi, saldo di neraca mencerminkan aset balance sheet amount reflects the gross asset
bruto dikurangi kerugian kredit ekspektasian. less the expected credit losses. For debt
Untuk instrumen utang dalam kategori FVOCI, instruments held at FVOCI, the balance sheet
saldo di neraca mencerminkan nilai wajar dari amount reflects the instrument’s fair value, with
instrumen, dengan cadangan kerugian kredit the expected credit loss allowance held as a
ekspektasian dibukukan terpisah sebagai separate reserve within other comprehensive
cadangan pada penghasilan komprehensif lain. income.
Kerugian kredit ekspektasian atas komitmen Expected credit loss on loan commitments and
kredit yang diberikan dan jaminan keuangan financial guarantees is recognised as other
diakui pada liabilitas lain-lain. Jika instrumen liabilities. Where a financial instrument includes
keuangan mencakup komponen aset keuangan both financial asset and an undrawn
dan komitmen yang belum ditarik dan commitment and it is not possible to separately
tidak dapat dipisahkan atas kerugian kredit identify the expected credit loss on these
ekspektasian pada komponen ini, jumlah components, expected credit loss amounts on
kerugian kredit atas komitmen tersebut diakui the loan commitment are recognised together
bersamaan dengan kerugian kredit atas aset with expected credit loss amounts on the
keuangan. Dalam kondisi jumlah kerugian kredit financial asset. To the extent the combined
ekspektasian gabungan melebihi jumlah tercatat expected credit loss exceeds the gross carrying
bruto dari aset keuangan, maka kerugian kredit amount of the financial asset, the expected credit
ekspektasian diakui sebagai liabilitas lain-lain. loss is recognised as other liabilities.
Pengukuran kerugian kredit ekspektasian di The measurement of expected credit losses
seluruh tahapan aset diperlukan untuk across all stages is required to reflect an
mencerminkan jumlah yang tidak bias dan unbiased and probability weighted amount that is
rata-rata probabilitas tertimbang yang ditentukan determined by evaluating a range of reasonably
dengan mengevaluasi serangkaian possible outcomes using reasonable and
kemungkinan yang dapat terjadi menggunakan supportable information about past events,
informasi yang wajar dan dapat didukung dengan current conditions and forecasts of future
peristiwa di masa lampau, kondisi saat ini dan economic conditions. The ECL will reflect the
proyeksi terkait dengan kondisi ekonomis di weighted average of the scenarios based on the
masa depan. ECL akan mencerminkan rata-rata probability of the relevant scenario to occur. The
tertimbang dari skenario berdasarkan loss provisions held represent the difference
probabilitas dari skenario yang relevan untuk between the present value of the cash flows
terjadi. Cadangan kerugian penurunan nilai expected to be recovered, discounted at the
merupakan selisih antara nilai sekarang dari arus instrument’s original effective interest rate, and
kas yang diperkirakan akan dipulihkan, the gross carrying value of the instrument prior
didiskontokan pada suku bunga efektif awal, dan to any credit impairment.
nilai tercatat bruto instrumen sebelum penurunan
nilai kredit.
Periode yang diperhitungkan ketika mengukur The period considered when measuring
kerugian kredit ekspektasian adalah periode expected credit loss is the shorter of the
yang lebih pendek antara umur ekspektasian dan expected life and the contractual term of the
periode kontrak aset keuangan. Umur financial asset. The expected life may be
ekspektasian dapat dipengaruhi oleh impacted by prepayments and the maximum
pembayaran dimuka dan periode kontrak contractual term by extension options. For
maksimum melalui opsi perpanjangan kontrak. certain revolving portfolios, including credit
Untuk portofolio revolving tertentu, termasuk cards, the expected life is assessed over the
kartu kredit, umur ekspektasian dinilai sepanjang period that the Bank is exposed to credit risk
periode di mana Bank terekspos dengan risiko (which is based on the length of time it takes for
kredit (berdasarkan durasi waktu yang credit facilities to be withdrawn) rather than the
dibutuhkan untuk fasilitas kredit ditarik), bukan contractual term.
sepanjang periode kontrak.
Lampiran - 5/30 - Schedule
2025 Annual Report PT Bank Permata Tbk 901
Page 904
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai (lanjutan) Impairment Losses (continued)
Aset Keuangan (lanjutan) Financial Assets (continued)
Penjelasan terkait kerugian penurunan nilai For details on impairment losses refer to
diungkapkan lebih lanjut pada Catatan 3b. Note 3b.
Bank menggunakan model yang kompleks yang The Bank primarily uses sophisticated models
menggunakan matriks probability of default that utilise the probability of default (“PD”), loss
(“PD”), loss given default (“LGD”) dan exposure given default (“LGD”) and exposure at default
at default (“EAD”). (“EAD”) matrix.
a. Probability of Default (“PD”) a. Probability of Default (“PD”)
Probabilitas yang timbul di suatu waktu di The probability at a point in time that a
mana debitur mengalami gagal bayar, counterparty will default, calibrated over up
dikalibrasikan sampai dengan periode to 12 months from the reporting date
12 bulan dari tanggal laporan (Stage 1) atau (Stage 1) or over the lifetime of the product
sepanjang umur (Stage 2 dan 3) dan (Stage 2 and 3) and incorporated to the
digabungkan pada dampak asumsi ekonomi impact of forward-looking economic
masa depan yang memiliki risiko kredit. PD assumptions that have an effect on credit
diestimasikan pada point in time di mana hal risk. PD is estimated at a point in time that
ini berfluktuasi sejalan dengan siklus means it will fluctuate in line with the
ekonomi. economic cycle.
b. Loss Given Default (“LGD”) b. Loss Given Default (“LGD”)
Kerugian yang diperkirakan akan timbul dari The loss that is expected to arise on
debitur yang mengalami gagal bayar default, incorporating the impact of
dengan menggabungkan dampak dari relevant forward-looking economic
asumsi ekonomi masa depan yang relevan assumptions (if any), which represents the
(jika ada) di mana hal ini mewakili difference between the contractual cash
perbedaan antara arus kas kontraktual yang flows due and those that the Bank expects
akan jatuh tempo dengan arus kas yang to receive. The Bank estimates LGD
diharapkan untuk diterima. Bank based on the historical recovery rates and
mengestimasikan LGD berdasarkan data considers the recovery of any collateral
historis dari tingkat pemulihan dan that is integral to the financial assets,
memperhitungkan pemulihan yang berasal taking into account forward-looking
dari jaminan terhadap aset keuangan economic assumptions if relevant.
dengan mempertimbangkan asumsi
ekonomi di masa depan jika relevan.
c. Exposure at Default (“EAD”) c. Exposure at Default (“EAD”)
Perkiraan nilai eksposur neraca pada saat The expected balance sheet exposure at
gagal bayar dengan mempertimbangkan the time of default, taking into account that
bahwa perubahan ekspektasi yang expected change in exposure over the
diharapkan selama masa eksposur. Hal ini lifetime of the exposure. This incorporates
menggabungkan dampak penarikan the impact of drawdowns of committed
fasilitas yang committed, pembayaran facilities, repayments of principal and
pokok dan bunga, amortisasi dan interest, amortisation and early payments,
pembayaran dipercepat, bersama dengan together with the impact of forward-looking
dampak asumsi ekonomi masa depan jika economic assumptions if relevant.
relevan.
Untuk menentukan kerugian kredit ekspektasian To determine the expected credit loss, these
komponen-komponen ini akan diperhitungkan components are multiplied together and
secara bersama-sama dan didiskontokan ke discounted to the balance sheet date using the
tanggal laporan keuangan menggunakan effective interest rate as the discount rate. The
diskonto berdasarkan suku bunga efektif. Dasar basis of inputs, assumptions and the estimation
input, asumsi dan teknik estimasi diungkapkan di technique are disclosed in Note 4a.
Catatan 4a.
Lampiran - 5/31 - Schedule
902 PT Bank Permata Tbk Laporan Tahunan 2025
Page 905
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai (lanjutan) Impairment Losses (continued)
Aset Keuangan (lanjutan) Financial Assets (continued)
Kerugian kredit ekspektasian 12 bulan 12-month expected credit losses
(Stage 1) (Stage 1)
ECL diakui pada saat pengakuan awal instrumen ECL are recognised at the time of initial
keuangan dan merepresentasikan kekurangan recognition of a financial instrument and
kas sepanjang umur aset yang timbul dari represent the lifetime cash shortfalls arising from
kemungkinan gagal bayar di masa yang akan possible default events up to 12 months into the
datang dalam kurun waktu 12 bulan sejak future from the reporting date. ECL continues to
tanggal pelaporan. ECL terus ditentukan oleh be determined on this basis until there is either a
dasar ini sampai timbul peningkatan risiko kredit significant increase in the credit risk of an
yang signifikan pada instrumen tersebut atau instrument or the instrument becomes credit-
instrumen tersebut telah mengalami penurunan impaired. If an instrument is no longer
nilai kredit. Jika suatu instrumen tidak lagi considered to exhibit a significant increase in
dianggap menunjukkan peningkatan risiko kredit credit risk, ECL will revert to being determined on
yang signifikan, maka ECL dihitung kembali a 12-month basis.
berdasarkan basis 12 bulan.
Peningkatan risiko kredit yang signifikan Significant increase in credit risk (Stage 2)
(Stage 2)
Jika aset keuangan mengalami peningkatan If a financial asset experiences a significant
risiko kredit yang signifikan (“SICR”) sejak increase in credit risk (“SICR”) since initial
pengakuan awal, kerugian kredit ekspektasian recognition, an expected credit loss provision is
diakui atas kejadian gagal bayar yang mungkin recognised for default events that may occur
terjadi sepanjang umur aset. Peningkatan over the lifetime of the asset. Significant increase
signifikan dalam risiko kredit dinilai dengan in credit risk is assessed by comparing the risk
membandingkan risiko gagal bayar atas of default of an exposure at the reporting date to
eksposur pada tanggal pelaporan dengan risiko the risk of default at origination (after taking into
gagal bayar saat pengakuan awal (setelah account the passage of time). Significant does
memperhitungkan perjalanan waktu dari akun not mean statistically significant nor is it
tersebut). Signifikan tidak berarti signifikan assessed in the context of changes in ECL.
secara statistik, juga tidak dinilai dalam konteks Whether a change in the risk of default is
perubahan dalam ECL. Perubahan atas risiko significant or not is assessed using a number of
gagal bayar dinilai signifikan atau tidak, dinilai quantitative and qualitative factors, the weight of
menggunakan sejumlah faktor kuantitatif dan which depends on the type of product and
kualitatif, yang bobotnya bergantung pada tipe counterparty. Financial assets that are 30 days
produk dan pihak lawan. Aset keuangan dengan or more past due and not
tunggakan 30 hari atau lebih dan tidak credit-impaired will always be considered to have
mengalami penurunan nilai akan selalu dianggap experienced a significant increase in credit risk.
telah mengalami peningkatan risiko kredit yang
signifikan.
Bank menggunakan berbagai pengukuran The Bank uses a number of qualitative and
kualitatif dan kuantitatif dalam menilai SICR quantitative measures in assessing SICR as
seperti berikut: follows:
Corporate Banking dan Commercial Banking Corporate Banking and Commercial Banking
a. Kriteria kuantitatif a. Quantitative criteria
Eksposur dinilai berdasarkan perubahan Exposures are assessed based on
peringkat kredit (“CRG”) dari pengakuan movement in credit grading (“CRG”) from
awal sampai dengan tanggal pelaporan. initial recognition to the reporting date. All
Aset yang termasuk dalam peringkat kredit assets that have been assigned in CRG 12
CRG 12 dianggap telah mengalami are deemed to have experienced a
kenaikan signifikan atas risiko kredit. significant increase in credit risk. Accounts
Akun-akun dengan peringkat CRG 12 rated CRG 12 are managed by the
dikelola oleh unit khusus pemulihan kredit, recovery specialist unit, Special Assets
Special Assets Management (“SAM”). Management (“SAM”).
Lampiran - 5/32 - Schedule
2025 Annual Report PT Bank Permata Tbk 903
Page 906
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY INFORMATION
(lanjutan) (continued)
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai (lanjutan) Impairment Losses (continued)
Aset Keuangan (lanjutan) Financial Assets (continued)
Peningkatan risiko kredit yang signifikan Significant increase in credit risk (Stage 2)
(Stage 2) (lanjutan) (continued)
Bank menggunakan berbagai pengukuran The Bank uses a number of qualitative and
kualitatif dan kuantitatif dalam menilai SICR quantitative measures in assessing SICR as
seperti berikut: (lanjutan) follows: (continued)
Corporate Banking dan Commercial Banking Corporate Banking and Commercial Banking
(lanjutan) (continued)
b. Kriteria kualitatif b. Qualitative criteria
Seluruh aset dari debitur yang termasuk All assets of debtors that have been
dalam High Risk Early Alert dianggap placed on High Risk Early Alert are
memiliki kenaikan signifikan atas risiko deemed to have experienced a significant
kredit. Akun termasuk dalam High Risk Early increase in credit risk. An account is
Alert jika menunjukkan risiko atau potensi placed on High Risk Early Alert if it exhibits
kelemahan material yang membutuhkan risk or potential weaknesses of material
pemantauan, pengawasan atau perhatian nature requiring closer monitoring,
lebih dari manajemen. supervision or attention by management.
Consumer Banking Consumer Banking
a. Kriteria kuantitatif a. Quantitative criteria
Akun-akun dengan 30 hari tunggakan Accounts that are 30 days past due
(“DPD”) dianggap telah mengalami (“DPD”) are considered to have
peningkatan risiko kredit yang signifikan. experienced a significant increase in credit
risk.
b. Kriteria kualitatif b. Qualitative criteria
Debitur dengan DPD kurang dari 30 hari Debtors with DPD less than 30 days which
yang telah direstrukturisasi atau termasuk have been restructured or included in High
dalam kategori High Risk Early Alert pada Risk Early Alert category in Emerging
portofolio Emerging Business Banking Business Banking portfolio is considered
dianggap memiliki kenaikan signifikan atas to have a significant increase in credit risk.
risiko kredit.
Efek-efek Securities
a. Kriteria kuantitatif a. Quantitative criteria
Bank menggunakan kriteria kuantitatif The Bank is utilising absolute and relative
berdasarkan perubahan absolut dan relatif changes in PD from initial recognition up to
atas PD dari pengakuan awal sampai the reporting date or being classified as
dengan tanggal pelaporan atau credit grade CRG 12.
diklasifikasikan sebagai peringkat kredit
CRG 12.
b. Kriteria kualitatif b. Qualitative criteria
Efek menggunakan kriteria kualitatif yang Securities utilise the same qualitative
sama dengan segmen Corporate Banking criteria as the Corporate Banking dan
dan Commercial Banking, yaitu ditempatkan Commercial Banking segment, which is
pada Early Alert. being placed on Early Alert.
Lampiran - 5/33 - Schedule
904 PT Bank Permata Tbk Laporan Tahunan 2025
Page 907
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY INFORMATION
(lanjutan) (continued)
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai (lanjutan) Impairment Losses (continued)
Aset Keuangan (lanjutan) Financial Assets (continued)
Eksposur yang mengalami penurunan nilai Credit impaired or defaulted exposures
kredit atau gagal bayar (Stage 3) (Stage 3)
Aset hanya akan dianggap mengalami An asset is only considered credit impaired and
penurunan nilai dan kerugian kredit ekspektasian lifetime expected credit losses recognised, if
sepanjang umurnya diakui, jika terdapat bukti there is observed objective evidence of
objektif penurunan nilai yang dapat diobservasi. impairment. These factors are similar to the
Faktor-faktor yang diobservasi ini serupa dengan indicators of objective evidence of impairment
indikator bukti objektif penurunan nilai pada under SFAS 239, this includes, amongst other
PSAK 239, termasuk antara lain aset gagal bayar factors, assets in default or experiencing
atau mengalami kesulitan keuangan yang significant financial difficulty, or experiencing
signifikan atau mengalami forbearance atas forbearance on impaired credit (mentioned as
kredit yang mengalami penurunan nilai (disebut ‘Stage 3 asset’).
sebagai ‘aset Stage 3’).
Aset keuangan yang mengalami penurunan nilai Financial assets that are credit impaired (or in
kredit (atau gagal bayar) merupakan aset yang default) represent those that are at least 90 days
setidaknya telah memiliki tunggakan sama atau past due in respect of principal and/or interest or
lebih dari 90 hari atas pokok dan/atau bunga atau have certain credit grades (credit grading 13 and
memiliki peringkat kredit tertentu (peringkat 14) and/or based on other qualitative factors
kredit 13 dan 14) dan/atau berdasarkan consideration, such as credit restructuring.
pertimbangan faktor kualitatif lainnya, seperti Financial assets are also considered to be credit
restrukturisasi kredit. Aset keuangan juga impaired where the debtors are unlikely to pay
dianggap mengalami penurunan nilai kredit di on the occurrence of one or more observable
mana debitur kemungkinan besar tidak akan events that have a detrimental impact on the
membayar dengan terjadinya satu atau lebih estimated future cash flows of the financial asset.
kejadian yang teramati yang memiliki dampak Loss provisions against credit impaired financial
menurunkan jumlah estimasi arus kas masa assets are determined based on an assessment
depan dari aset keuangan tersebut. Cadangan of the recoverable cash flows under a range of
kerugian penurunan nilai terhadap aset scenarios, including the realisation of any
keuangan yang mengalami penurunan nilai collateral held where appropriate.
ditentukan berdasarkan penilaian terhadap arus
kas yang dapat dipulihkan berdasarkan sejumlah
skenario, termasuk realisasi jaminan yang
dimiliki jika memungkinkan.
Akun kredit yang mengalami penurunan nilai Credit impaired accounts are managed by SAM
dikelola oleh unit SAM. Ketika ada sejumlah unit. Where any amount is considered
kewajiban debitur yang dianggap tidak bisa irrecoverable, a Stage 3 credit impairment
diselesaikan, maka cadangan kerugian provision is raised. This Stage 3 provision is the
penurunan nilai kredit Stage 3 akan dibuat. difference between the loan carrying amount and
Cadangan kerugian penurunan nilai Stage 3 ini the probability weighted present value of
adalah selisih antara jumlah pinjaman yang estimated future cash flows, reflecting minimum
tercatat dan probabilitas tertimbang nilai 2 scenarios (among others typically the best,
sekarang dari estimasi arus kas masa depan worst or most likely recovery outcomes) where
yang telah dihitung menggunakan minimum dua the Bank assigns individual probability weighting
skenario (antara lain dari hasil penyelesaian for each recovery scenario that has been
terbaik, terburuk atau yang paling mungkin) di identified based on the workout plan for each
mana Bank akan memberikan bobot probabilitas individual debtors. The cash flows projection
individu untuk setiap skenario pemulihan yang includes realisable collateral, the values used will
diidentifikasi berdasarkan rencana workout untuk incorporate the impact of forward-looking
masing-masing debitur individu. Proyeksi arus economic information. The individual
kas juga mencakup jaminan yang dapat circumstances of each debtor are considered
direalisasi, nilai-nilai yang digunakan akan when SAM estimates future cash flows and
memperhitungkan dampak dari informasi timing of future recoveries which involve
ekonomi di masa mendatang (forward-looking). significant judgment.
Keadaan dari masing-masing debitur secara
individu dipertimbangkan ketika SAM
memperkirakan arus kas masa depan dan kapan
penyelesaian kewajiban diterima dengan
memasukan unsur pertimbangan yang signifikan.
Lampiran - 5/34 - Schedule
2025 Annual Report PT Bank Permata Tbk 905
Page 908
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY INFORMATION
(lanjutan) (continued)
s. Identifikasi dan Pengukuran Kerugian s. Identification and Measurement of
Penurunan Nilai (lanjutan) Impairment Losses (continued)
Aset Nonkeuangan Non-Financial Assets
Nilai tercatat aset nonkeuangan Bank, selain The carrying amount of the Bank's non-financial
aset pajak tangguhan, dikaji pada setiap tanggal assets, other than deferred tax assets, are
pelaporan untuk menentukan ada tidaknya reviewed at each reporting date to determine
indikasi penurunan nilai. Untuk tujuan pengujian whether there is any indication of impairment.
penurunan nilai, aset yang tidak dapat diuji For the purpose of impairment testing, assets
secara individual dapat digabungkan ke dalam that cannot be tested individually are grouped
kelompok aset terkecil yang menghasilkan arus together into the smallest group of assets that
kas masuk dari penggunaan berkelanjutan yang generates cash inflows from continuing use that
sebagian besar independen dari arus kas masuk are largely independent of the cash inflows of
dari aset lainnya (Unit Penghasil Kas atau other assets (Cash Generating Units or “CGU”).
“CGU”). Jika terdapat indikasi adanya penurunan If any such indication exists, then the asset's
nilai tersebut, maka nilai terpulihkan aset recoverable amount is estimated.
diestimasi.
Kerugian penurunan nilai diakui jika nilai tercatat An impairment loss is recognised if the carrying
suatu aset atau CGU melebihi estimasi nilai amount of an asset or CGU exceeds its
terpulihkannya. Nilai terpulihkan suatu aset estimated recoverable amount. The recoverable
adalah nilai yang terbesar antara nilai pakai aset amount of an asset or CGU is the greater of its
atau CGU dan nilai wajar dikurangi biaya value in use and its fair value less cost to sell. In
penjualan. Dalam penentuan nilai pakai aset, assessing value in use, the estimated future
estimasi arus kas masa depan didiskontokan cash flows are discounted to their present value
menggunakan tingkat diskonto sebelum pajak using a pre-tax discount rate that reflects current
yang menggambarkan penilaian pasar kini atas market assessments of the time value of money
nilai waktu dari uang dan risiko yang terkait and the risks specific to the asset.
dengan aset yang bersangkutan.
Kerugian penurunan nilai atas aset Impairment losses in respect of non-financial
nonkeuangan yang diakui pada tahun assets recognised in prior year are assessed at
sebelumnya dikaji pada setiap tanggal pelaporan each reporting date for any indications that the
keuangan untuk menilai apakah terdapat indikasi loss has decreased or no longer exists. An
bahwa rugi penurunan nilai yang telah diakui impairment loss, except for goodwill, is reversed
sebelumnya telah menurun atau tidak ada lagi. if there has been a change in the estimates used
Kerugian penurunan nilai, kecuali untuk goodwill, to determine the recoverable amount. An
dipulihkan jika terdapat perubahan estimasi yang impairment loss is reversed only to the extent
digunakan untuk menentukan nilai terpulihkan. that the asset's carrying amount does not exceed
Jumlah kerugian penurunan nilai yang dibalik the carrying amount that would have been
tidak boleh menyebabkan nilai aset melebihi nilai determined, net of depreciation or amortisation,
tercatat neto setelah penyusutan atau if no impairment loss had been recognised.
amortisasi, seandainya tidak ada kerugian
penurunan nilai yang diakui.
t. Simpanan dari Nasabah dan Bank-Bank Lain t. Deposits from Customers and Other Banks
Setelah pengakuan awal, giro, tabungan, Subsequent to initial recognition, demand
deposito berjangka dan simpanan dari deposits, savings, time deposits and deposits
bank-bank lain diukur pada biaya perolehan from other banks are measured at amortised
diamortisasi dengan menggunakan metode suku cost using the effective interest method.
bunga efektif.
Termasuk dalam simpanan dari nasabah adalah Included in deposits from customers are deposits
simpanan dengan akad mudharabah dan with mudharabah and wadiah contract.
wadiah.
Lampiran - 5/35 - Schedule
906 PT Bank Permata Tbk Laporan Tahunan 2025
Page 909
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
u. Liabilitas Imbalan Pascakerja u. Obligation for Post-employment Benefits
Bank menerapkan PSAK 219, Imbalan Kerja. The Bank applies SFAS 219, Employee
Imbalan kerja jangka panjang dan imbalan Benefits. Long-term and post-employment
pascakerja, seperti pensiun, uang pesangon, benefits, such as pension, severance pay,
uang penghargaan dan imbalan lainnya, dihitung service pay and other benefits, are calculated in
berdasarkan “Peraturan Perseroan” yang accordance with “Company Regulation” which is
telah sesuai dengan Undang-Undang (”UU”) No. in line with Law No. 6/2023 relating to Job
6/2023 tentang Cipta Kerja (“Omnibus Law”). Creation (“Omnibus Law”). Since the Law sets
Karena UU ini menentukan rumus tertentu untuk the formula for determining the minimum amount
menghitung jumlah minimal imbalan pensiun, of benefits, in substance, pension plans under
pada dasarnya, program pensiun berdasarkan the Law represent defined benefit plans.
UU ini adalah program imbalan pasti.
Program pensiun imbalan pasti adalah program A defined benefit pension plan is a pension plan
pensiun yang menetapkan jumlah imbalan programs where the pension amount to be
pensiun yang akan diterima oleh karyawan pada received by employees at the time of retirement
saat pensiun, biasanya berdasarkan pada satu will depend on one or more factors such as age,
faktor atau lebih seperti usia, masa kerja atau years of service or compensation.
kompensasi.
Liabilitas imbalan pascakerja yang diakui di The obligation for post-employment benefits
laporan posisi keuangan dihitung berdasarkan recognised in the statements of financial position
nilai kini dari estimasi liabilitas imbalan is calculated at present value of estimated future
pascakerja di masa depan yang timbul dari jasa benefits that the employees have earned in
yang telah diberikan oleh karyawan pada masa return for their services in the current and prior
kini dan masa lalu, dikurangi dengan nilai wajar years, deducted by any plan assets. The
aset neto dana pensiun. Perhitungan dilakukan calculation is performed by an independent
oleh aktuaris independen dengan metode actuary using the projected-unit-credit method.
projected-unit-credit.
Ketika imbalan pascakerja berubah, porsi When the post-employment benefits change, the
kenaikan atau penurunan imbalan sehubungan portion of the increased or decreased benefits
dengan jasa yang telah diberikan oleh karyawan relating to past services by employees is
pada masa lalu dibebankan atau dikreditkan ke charged or credited to the statements of profit or
dalam laporan laba rugi. Imbalan pascakerja loss. To the extent that the benefits vest and not
yang telah dan belum menjadi hak karyawan yet vest immediately, the expense is recognised
diakui segera sebagai beban dalam laporan laba immediately in the statement of profit or loss.
rugi.
Keuntungan atau kerugian aktuarial yang Actuarial gains or losses arising from experience
timbul dari penyesuaian dan perubahan dalam adjustments and changes in actuarial
asumsi-asumsi aktuarial langsung diakui assumptions are directly fully recognised to other
seluruhnya melalui penghasilan atau beban comprehensive income or expense when such
komprehensif lainnya pada saat actuarial gains/(losses) occur.
keuntungan/(kerugian) aktuarial terjadi.
Bank telah memiliki program pensiun iuran pasti The Bank also has a defined contribution
yang mana Bank membayar iuran ke dana pension program where the Bank pays
pensiun lembaga keuangan yang dihitung contributions to a financial institution pension
berdasarkan persentase tertentu dari plan which is calculated at a certain percentage
penghasilan tetap yang diterima karyawan yang of fixed income of employees who meet the
sudah memenuhi kriteria yang ditetapkan Bank. Bank’s criteria. The contributions are charged to
Iuran dibebankan ke dalam laporan laba rugi the statements of profit or loss as they become
pada saat terutang. payable.
Pesangon Termination benefits
Pesangon terutang ketika karyawan dihentikan Termination benefits are payable whenever an
kontrak kerjanya sebelum usia pensiun normal. employee’s employment is terminated before the
Bank mengakui liabilitas pesangon ketika Bank normal retirement age. The Bank recognises
menunjukkan komitmennya untuk memutuskan termination benefits liability when it is
kontrak kerja dengan karyawan berdasarkan demonstrably committed to terminate the
suatu rencana formal terperinci yang kecil employment of current employees according to a
kemungkinannya untuk dibatalkan. detailed formal plan and the possibility to
withdraw the plan is remote.
Lampiran - 5/36 - Schedule
2025 Annual Report PT Bank Permata Tbk 907
Page 910
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
v. Provisi v. Provisions
Provisi diakui jika, sebagai akibat dari peristiwa A provision is recognised if, a result from a past
masa lalu, Bank memiliki kewajiban kini, baik event, the Bank has a present legal or
bersifat hukum maupun bersifat konstruktif, yang constructive obligation that can be estimated
dapat diestimasi secara andal dan kemungkinan reliably and it is probable that an outflow of
besar penyelesaian kewajiban tersebut economic benefits will be required to settle the
mengakibatkan arus keluar sumber daya yang obligation. Provisions are determined by
mengandung manfaat ekonomi. Provisi discounting the estimated future cash flows at a
ditentukan dengan mendiskontokan estimasi pre-tax discount rate that reflects current market
arus kas masa depan pada tingkat diskonto assessments of the time value of money and the
sebelum pajak yang mencerminkan penilaian risks specific to the liability.
pasar kini atas nilai waktu dari uang dan risiko
yang terkait dengan liabilitas yang bersangkutan.
w. Surat Utang Subordinasi Modal Inti w. Additional Tier-1 (“AT-1”) Capital
Tambahan Tier-1 (“AT-1”) Subordinated Notes
AT-1 merupakan instrumen keuangan majemuk The AT-1 is a compound financial instrument
yang mengandung komponen liabilitas dan containing both a liability and an equity
ekuitas. Komponen tersebut diklasifikasikan component. Such component is classified
secara terpisah sebagai liabilitas keuangan dan separately as financial liabilities and equity
instrumen ekuitas. Komponen liabilitas pada instruments. The liability component of the AT-1
AT-1 diakui pada awalnya sebesar nilai wajar is recognised initially at the fair value of a similar
liabilitas yang serupa yang tidak memiliki liability that does not have an equity component.
komponen ekuitas. Komponen ekuitas diakui The equity component is recognised initially as
pada awalnya sebesar selisih antara nilai wajar the difference between the fair value of the AT-1
AT-1 secara keseluruhan sama dengan hasil as a whole equals to the proceeds received by
yang diterima oleh Bank dan nilai wajar the Bank and the fair value of the liability
komponen liabilitas dan dicatat pada pada akun component and recorded as “Additional paid-in
“Tambahan modal disetor - bersih”. capital - net”.
Setelah pengakuan awal, komponen liabilitas Subsequent to initial recognition, the liability
dari AT-1 diukur pada biaya perolehan component of the AT-1 is measured at amortised
diamortisasi dengan menggunakan metode suku cost using the effective interest rate method, of
bunga efektif, dimana amortisasi dicatat sebagai which the amortisation is recorded as “Other
“Beban operasional lainnya” pada laporan laba operating expenses” in the statement of profit or
rugi. Komponen ekuitas dari AT-1 tidak diukur loss. The equity component of the AT-1 is not
kembali setelah pengakuan awal. remeasured subsequent to initial recognition.
Jika di masa depan terdapat perubahan asumsi If in the future there are assumption changes in
jangka waktu eksekusi opsi beli dan/atau the tenor of call option execution and/or
ekspektasi arus kas keluar atas AT-1, maka Bank expected cash outflow of the AT-1, the Bank
menyesuaikan jumlah tercatat bruto untuk shall adjust the gross carrying amount
mencerminkan arus kas kontraktual yang aktual to reflect actual and revised estimated
dan telah direvisi yang akan didiskontokan pada contractual cash flows which will be discounted
suku bunga efektif awal. Penyesuaian ini diakui at the original effective interest rate. The
pada pendapatan/beban operasional lainnya adjustment is recognised as other operating
pada laporan laba rugi. AT-1 dicatat dalam Dolar income/expenses in the statements of profit or
Amerika Serikat sesuai dengan mata uang loss. AT-1 is recorded in United States Dollar in
penerbitannya sehingga instrumen tersebut accordance with its original issuance currency,
ditranslasikan pada setiap akhir tahun pelaporan therefore, it is translated at every reporting year
sehingga terdapat dampak selisih kurs yang end for the foreign currency exchange difference
dicatat pada “Pendapatan operasional lainnya”. which is recorded in “Other operating income”.
x. Modal Saham dan Saham Treasuri x. Share Capital and Treasury Stock
Saham diklasifikasikan sebagai ekuitas jika tidak Shares are classified as equity when there is no
terdapat kewajiban kontraktual untuk contractual obligation to transfer cash or other
mentransfer kas atau aset keuangan lainnya. financial assets.
Ketika Bank membeli kembali modal saham When Bank purchases back the Bank’s share
Bank (saham treasuri), imbalan yang dibayar, capital (treasury stock), the consideration paid,
termasuk biaya tambahan yang secara langsung including any directly attributable incremental
dapat diatribusikan (dikurangi pajak penghasilan) cost (net of income taxes) is deducted from
dikurangkan dari ekuitas yang diatribusikan equity attributable to the Bank’s equity holders
kepada pemilik ekuitas Bank sampai saham until the shares are cancelled or reissued.
tersebut dibatalkan atau diterbitkan kembali.
Lampiran - 5/37 - Schedule
908 PT Bank Permata Tbk Laporan Tahunan 2025
Page 911
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
x. Modal Saham dan Saham Treasuri (lanjutan) x. Share Capital and Treasury Stock (continued)
Ketika saham tersebut selanjutnya diterbitkan Where such ordinary shares are subsequently
kembali, imbalan yang diterima, dikurangi biaya reissued, any consideration received, net of any
tambahan transaksi yang terkait dan dampak directly attributable incremental transaction costs
pajak penghasilan yang terkait dimasukkan pada and the related income tax effects, is included in
ekuitas yang dapat diatribusikan kepada pemilik equity attributable to the Bank’s equity holders.
ekuitas Bank.
y. Beban Emisi Saham y. Shares Issuance Cost
Beban emisi saham disajikan sebagai bagian Shares issuance costs are presented as part of
dari tambahan modal disetor dan tidak additional paid-in capital and are not amortised.
diamortisasi.
z. Pendapatan dan Beban Bunga dan Syariah z. Interest and Sharia Income and Expenses
Pendapatan bunga atas aset keuangan baik Interest income for financial assets held at either
yang diukur dengan FVOCI lain atau biaya FVOCI or amortised cost and interest expense
perolehan diamortisasi dan beban bunga atas on all financial liabilities held at amortised cost
seluruh liabilitas keuangan yang diukur dengan are recognised in profit or loss using the effective
biaya perolehan diamortisasi, diakui pada laba interest method.
rugi berdasarkan suku bunga efektif.
Pendapatan bunga atas aset keuangan yang Interest income for financial assets that are either
diukur dengan FVOCI lain atau biaya held at FVOCI or amortised cost that have
diamortisasi yang mengalami penurunan nilai become credit impaired subsequent to initial
setelah pengakuan awal (Stage 3) diakui recognition (Stage 3) is recognised using the
berdasarkan suku bunga efektif kredit yang credit adjusted effective interest rate. This rate is
disesuaikan. Tingkat bunga ini dihitung dengan calculated in the same manner as the effective
cara yang sama dalam perhitungan suku bunga interest rate except that expected credit losses
efektif kecuali bahwa cadangan kerugian kredit are included in the expected cash flows.
ekspektasian dimasukkan dalam arus kas Therefore, interest income is recognised on the
ekspektasian. Oleh karenanya, pendapatan amortised cost of the financial asset including
bunga diakui atas aset keuangan dalam expected credit losses. Should the credit risk on
klasifikasi biaya perolehan diamortisasi termasuk a Stage 3 financial asset has improved such that
kerugian kredit ekspektasian. Dalam kondisi the financial asset is no longer considered credit
risiko kredit atas aset keuangan Stage 3 impaired, interest income recognition reverts to a
mengalami perbaikan sehingga aset keuangan computation based on the rehabilitated the
tidak lagi dipertimbangkan mengalami carrying value of the financial asset - gross.
penurunan nilai, pengakuan pendapatan bunga
dihitung berdasarkan nilai tercatat bruto aset
keuangan.
aa. Provisi dan Komisi aa. Fees and Commissions
Pendapatan dan beban provisi dan komisi yang Significant fees and commission income and
signifikan dan merupakan bagian integral dari expenses that are integral to the effective interest
suku bunga efektif atas aset keuangan atau rate on a financial asset or financial liability are
liabilitas keuangan dimasukkan dalam included in the measurement of the effective
perhitungan suku bunga efektif. interest rate.
Pendapatan dan beban provisi dan komisi lainnya, Other fees and commission income and
termasuk pendapatan provisi yang terkait kegiatan expenses, including export import related fees,
ekspor impor, pendapatan provisi atas manajemen cash management fees, service fees and/or
kas, pendapatan provisi atas jasa dan/atau related to a specific period and the amount is
mempunyai jangka waktu tertentu dan jumlahnya significant, are recognised as unearned
signifikan, diakui sebagai pendapatan income/prepaid expenses and amortised based
ditangguhkan/beban dibayar dimuka dan on the straight-line method over the terms of the
diamortisasi dengan menggunakan metode garis
related transactions; otherwise, they are directly
lurus selama jangka waktunya; jika tidak,
pendapatan dan beban provisi dan komisi lainnya recognised as the related services are
langsung diakui pada saat jasa diberikan. Atas performed. For loan commitments where there is
komitmen kredit yang tidak diharapkan adanya no expected loan drawdown, the loan
penarikan kredit, provisi dari komitmen kredit commitment provisions are recognised on a
tersebut diakui berdasarkan metode garis lurus straight-line basis over the commitment period.
selama jangka waktu komitmen.
Lampiran - 5/38 - Schedule
2025 Annual Report PT Bank Permata Tbk 909
Page 912
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY INFORMATION
(lanjutan) (continued)
aa. Provisi dan Komisi (lanjutan) aa. Fees and Commissions (continued)
Beban provisi dan komisi lainnya yang terutama Other fees and commission expense which are
terkait dengan provisi transaksi antar bank diakui mainly related to interbank transaction fees are
sebagai beban pada saat jasa tersebut diterima. expensed as the services are received.
ab. Pendapatan Transaksi Perdagangan - Bersih ab. Net Trading Income
Pendapatan transaksi perdagangan - bersih Net trading income comprises of net gains or losses
terdiri dari keuntungan atau kerugian bersih related to financial assets and liabilities held at
terkait dengan aset keuangan dan liabilitas FVTPL or for trading and includes all realised and
keuangan yang dimiliki pada FVTPL atau untuk unrealised fair value changes and foreign exchange
tujuan diperdagangkan, termasuk seluruh differences.
perubahan nilai wajar yang direalisasi maupun
yang belum direalisasi dan selisih kurs.
ac. Laba Bersih per Saham ac. Earnings per Share
Sesuai dengan PSAK 233, laba bersih per In accordance with SFAS 233, basic earnings per
saham dasar dihitung dengan membagi laba share is computed by dividing net income for the
bersih tahun berjalan yang dapat diatribusikan current year attributable to equity holders of the
kepada pemilik entitas induk dengan rata-rata parent entity with the weighted average number of
tertimbang jumlah saham biasa yang outstanding issued and fully paid-up ordinary shares
ditempatkan dan disetor penuh selama tahun during the year.
yang bersangkutan.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of 31 December 2025 and 2024, there were no
ada instrumen yang berpotensi menjadi saham instruments which could result in the issuance of
biasa. Oleh karena itu, laba per saham dilusian ordinary shares. Therefore, diluted earnings per
sama dengan laba per saham dasar. share is equivalent to basic earnings per share.
ad. Dividen ad. Dividend
Pembagian dividen diakui sebagai liabilitas Dividend distributions are recognised as a liability
ketika dividen tersebut dideklarasikan dan when the dividends are declared and approved in
disetujui oleh Rapat Umum Pemegang Saham. the General Meeting of the Shareholders.
ae. Transaksi Sewa ae. Lease Transaction
Pada tanggal permulaan kontrak, Bank menilai At the inception of a contract, the Bank assesses
apakah kontrak merupakan atau mengandung whether the contract is or contains a lease. A
sewa. Suatu kontrak merupakan atau contract is or contains a lease if the contract
mengandung sewa jika kontrak tersebut conveys the right to control the use of an
memberikan hak untuk mengendalikan identified assets for a period of time in exchange
penggunaan aset identifikasian selama suatu for consideration. The Bank can choose not to
jangka waktu untuk dipertukarkan dengan recognise the right-of-use assets and lease
imbalan. Bank dapat memilih untuk tidak liabilities for short-term lease and low-value
mengakui aset hak-guna dan liabilitas sewa asset.
untuk sewa jangka pendek dan sewa yang
bernilai rendah.
Untuk menilai apakah kontrak memberikan hak To assess whether a contract conveys the right
untuk mengendalikan penggunaan aset to control the use of an identified asset, the Bank
identifikasian, Bank harus menilai apakah: shall assess whether:
- Bank memiliki hak untuk mendapatkan secara - The Bank has the right to obtain
substansial seluruh manfaat ekonomi dari substantially all the economic benefit from
penggunaan aset identifikasian; dan use of the asset throughout the period of
use; and
- Bank memiliki hak untuk mengarahkan - The Bank has the right to direct the use of
penggunaan aset identifikasian. Bank memiliki the asset. The Bank has this right when it
hak ini ketika Bank memiliki hak untuk has decision - making rights that are the
pengambilan keputusan yang relevan tentang most relevant to change how and for what
bagaimana dan untuk tujuan apa aset purpose the asset is used are
digunakan telah ditentukan sebelumnya: predetermined:
1. Bank memiliki hak untuk mengoperasikan 1. The Bank has the right to operate the
aset; dan asset; and
2. Bank telah mendesain aset dengan cara de 2. The Bank has designed the asset in a
menetapkan sebelumnya bagaimana dan way that predetermine how and for
untuk tujuan apa aset akan digunakan what purpose it will be used.
selama periode penggunaan.
Lampiran - 5/39 - Schedule
910 PT Bank Permata Tbk Laporan Tahunan 2025
Page 913
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY
(lanjutan) INFORMATION (continued)
ae. Transaksi Sewa (lanjutan) ae. Lease Transaction (continued)
Pada tanggal permulaan sewa, Bank mengakui The Bank recognises right-of-use assets and
aset hak-guna dan liabilitas sewa. Aset lease liabilities at the commencement date of the
hak-guna diukur pada biaya perolehan, di mana leases. The right-of-use asset is initially
meliputi jumlah pengukuran awal liabilitas sewa measured at cost, which comprises the initial
yang disesuaikan dengan pembayaran sewa amount of the lease liabilities adjusted for any
yang dilakukan pada atau sebelum tanggal lease payments made at or before the
permulaan, ditambah dengan biaya langsung commencement date, plus any initial direct cost
awal yang dikeluarkan. Aset hak-guna incurred. The right-of-use assets are amortised
diamortisasi dengan menggunakan metode garis over the straight-line method throughout the
lurus sepanjang jangka waktu sewa. lease term.
Liabilitas sewa diukur pada nilai kini pembayaran The lease liability is initially measured at the
sewa yang belum dibayar pada tanggal present value of the lease payments that are not
permulaan, didiskontokan dengan menggunakan paid at the commencement date, discounted
suku bunga implisit dalam sewa atau jika suku using the interest rate implicit in the lease or, if
bunga tersebut tidak dapat ditentukan, maka that right cannot be readily determined, using
menggunakan suku bunga pinjaman incremental borrowing rate. Generally, the Bank
inkremental. Pada umumnya, Bank uses its incremental borrowing rate as a discount
menggunakan suku bunga pinjaman inkremental rate.
sebagai tingkat bunga diskonto.
Pembayaran sewa dialokasikan menjadi bagian Each lease payment is allocated between the
pokok dan biaya keuangan. Biaya keuangan liability and finance cost. The finance cost is
dibebankan pada laba rugi selama periode sewa charged to profit or loss over the leases period so
sehingga menghasilkan tingkat suku bunga as to produce a constant periodic rate of interest
periodik yang konstan atas saldo liabilitas untuk on the remaining balance of the liability for each
setiap periode. period.
Bank menyajikan aset hak-guna sebagai bagian The Bank presents right-of-use assets as part of
dari “Aset tetap” dan liabilitas sewa sebagai “Fixed assets” and leases liabilities as part of
bagian dari “Liabilitas lain-lain” di dalam laporan “Other liabilities” in the statement of financial
posisi keuangan. position.
Jika sewa mengalihkan kepemilikan aset If the lease transfers ownership of the underlying
pendasar kepada Bank pada akhir masa sewa asset to the Bank by the end of the leases term
atau jika biaya perolehan aset hak-guna or if the cost of the right-of-use asset reflects that
merefleksikan Bank akan mengeksekusi opsi the Bank will exercise a purchase option, the
beli, maka Bank menyusutkan aset hak-guna Bank depreciates the
dari tanggal permulaan hingga akhir umur right-of-use assets from the commencement date
manfaat aset pendasar. to the end of the useful life of the underlying
asset.
Bank menganalisa fakta dan keadaan untuk The Bank analyses the facts and circumstances
masing-masing jenis hak atas tanah dalam for each type of landrights in determining the
menentukan akuntansi untuk masing-masing hak accounting for each of these land rights so that it
atas tanah tersebut sehingga dapat can accurately represent an underlying economic
merepresentasikan dengan tepat suatu kejadian event or transaction. If the landrights do not
atau transaksi ekonomi yang mendasarinya. Jika transfer control of the underlying assets to the
hak atas tanah tersebut tidak Bank, but gives the rights to use the underlying
mengalihkan pengendalian atas aset pendasar assets, the Bank applies the accounting
kepada Bank, melainkan mengalihkan hak treatment of these transactions as leases under
untuk menggunakan aset pendasar, Bank SFAS 116, “Leases”, except if landrights in
menerapkan perlakuan akuntansi atas transaksi substance is similar to land purchases, the Bank
tersebut sebagai sewa berdasarkan PSAK 116, then applies SFAS 216, “Fixed assets”.
“Sewa”, kecuali jika hak atas tanah secara
substansi menyerupai pembelian tanah, maka
Bank menerapkan PSAK 216, “Aset tetap”.
Modifikasi sewa Lease modification
Bank mencatat modifikasi sewa sebagai sewa The Bank accounts for a lease modification as a
terpisah jika: separate lease if both:
- Modifikasi meningkatkan ruang lingkup sewa - The modification increases the scope of the
dengan menambahkan hak untuk leases by adding the right to use one or more
menggunakan satu aset pendasar atau lebih; underlying assets; and
dan
- Imbalan sewa meningkat sebesar jumlah yang - The consideration for the leases increases by
setara dengan harga tersendiri untuk an amount commensurate with the stand-alone
peningkatan dalam ruang lingkup dan price for the increase in scope and any
penyesuaian yang tepat pada harga tersendiri appropriate adjustments to that stand-alone
tersebut untuk merefleksikan kondisi kontrak price to reflect the circumstances of the
tertentu. particular contract.
Lampiran - 5/40 - Schedule
2025 Annual Report PT Bank Permata Tbk 911
Page 914
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICY INFORMATION
(lanjutan) (continued)
af. Segmen Operasi af. Operating Segments
Segmen operasi adalah komponen dari Bank An operating segment is a component of the
yang terlibat dalam aktivitas bisnis yang Bank that engages in business activities from
menghasilkan pendapatan dan menimbulkan which it may earn revenues and incur expenses,
beban, termasuk pendapatan dan beban yang including revenues and expenses that relate to
terkait dengan transaksi dengan komponen lain transactions with any of the Bank’s other
Bank, di mana hasil operasinya dikaji ulang components, whose operating results are
secara berkala oleh Direksi Bank untuk membuat reviewed regularly by the Bank’s Board of
keputusan mengenai sumber daya yang akan Directors to make decisions about resources
dialokasikan pada segmen tersebut dan menilai allocated to the segment and assess its
kinerjanya, serta tersedia informasi keuangan performance and for which discrete financial
yang dapat dipisahkan. Hasil segmen yang information is available. Segment results that are
dilaporkan kepada Direksi Bank meliputi reported to the Bank’s Board of Directors include
komponen-komponen yang dapat diatribusikan items directly attributable to a segment, as well
secara langsung kepada suatu segmen dan as those that can be allocated on a reasonable
komponen-komponen yang dapat dialokasikan basis. Unallocated items mainly comprise of
dengan dasar yang wajar. Komponen yang tidak income tax assets and liabilities, including
dapat dialokasikan terutama terdiri dari aset dan current and deferred taxes and fixed assets.
liabilitas pajak penghasilan, termasuk pajak kini
dan pajak tangguhan serta aset tetap.
ag. Kombinasi bisnis entitas sepengendali ag. Business combination under common
control
Integrasi usaha antara Bank dan BBI (lihat Business integration between the Bank and BBI
Catatan 1d) merupakan transaksi kombinasi (refer to Note 1d) is a business combination
bisnis entitas sepengendali. Transaksi kombinasi under common control transaction. Business
bisnis antar entitas sepengendali, berupa combination transaction between entities under
pengalihan bisnis termasuk aset maupun common control, in form of business transfer
liabilitas terkait dalam rangka reorganisasi including the related assets and liabilities in the
entitas-entitas yang berada dalam suatu event of reorganisation of entities under the
kelompok yang sama bukan merupakan same group does not constitute change in
perubahan kepemilikan dalam arti substansi ownership by economic substance definition.
ekonomi. Transaksi tersebut diakui pada jumlah This transaction is recognised at carrying value
tercatat berdasarkan metode penyatuan under pooling of interest method. Difference
kepemilikan. Selisih antara jumlah imbalan yang between proceed received/paid and carrying
diterima/dialihkan dan jumlah tercatat dari value of business transaction being transferred
transaksi bisnis yang dialihkan dicatat di ekuitas is recorded in equity and presented as part of
dan disajikan sebagai bagian dari akun “Additional paid-in capital - net” account.
“Tambahan modal disetor - bersih”.
Dalam menerapkan metode penyatuan In applying the pooling of interest method, the
kepemilikan, unsur-unsur laporan keuangan dari financial statements items of the merged entities
entitas-entitas yang bergabung untuk periode for the period in which the merger occurred are
terjadinya kombinasi bisnis entitas sepengendali presented as if the merger had occurred since
disajikan sedemikian rupa seolah-olah the beginning period of the merged entities are
penggabungan itu telah terjadi sejak awal under common control.
periode entitas yang bergabung berada dalam
sepengendalian.
Kebijakan akuntansi yang seragam diterapkan Uniform accounting policies are applied on the
pada entitas yang bergabung tersebut. merged entities. Adjustment to the carrying
Penyesuaian terhadap jumlah tercatat hanya value are performed only to match the
dilakukan untuk menyesuaikan kebijakan accounting policies of the entity that are merged
akuntansi entitas yang bergabung dengan with the accounting policies adopted by the
kebijakan akuntansi yang diterapkan oleh entitas resulting combined entity. Impact of combined
hasil kombinasi. Pengaruh yang timbul sebagai intra-entity transactions, which arise since the
akibat dari transaksi intra-entitas yang inception of common control, are eliminated in
berkombinasi, yang timbul sejak awal terjadinya the financial statements of the resulting
sepengendalian, dieliminasi dalam penyusunan combined entity.
laporan keuangan entitas hasil kombinasi.
Lampiran - 5/41 - Schedule
912 PT Bank Permata Tbk Laporan Tahunan 2025
Page 915
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO 3. RISK MANAGEMENT
Manajemen risiko adalah serangkaian aktivitas yang Risk management is a set of end-to-end activities
dijalankan secara menyeluruh oleh Bank, di mana through which enable the Bank in decisions making,
melalui aktivitas tersebut, Bank dapat mengambil controls and optimises the risk-return profile of the
keputusan, mengendalikan dan mengoptimalkan Bank.
tingkat risiko pengembalian Bank.
a. Kerangka Manajemen Risiko a. Risk Management Framework
Bank menetapkan Kerangka Kerja Manajemen The Bank established Enterprise Risk
Risiko Perusahaan (“ERMF”) sebagai Management Framework (“ERMF”) as an
pendekatan manajemen risiko yang bertujuan approach to risk management in order to
untuk mencapai tujuan dan sasaran strategi achieve the Bank’s objective and strategic goals
Bank dengan mengoptimalkan keseimbangan by optimising the balance between risk and
antara risiko dan pengembalian. Penerapan return. ERMF implementation covers both
ERMF mencakup aktivitas bisnis Bank conventional and sharia unit business activities.
konvensional maupun syariah.
Bank telah memperbaharui dan memperkuat The Bank has updated and revamp the risk
kebijakan manajemen risiko melalui ERMF yang management policy through the ERMF, which
telah dilakukan pengkajian tahunan pada bulan underwent annual review in
Juni 2025. Bank menegaskan akuntabilitas Bank June 2025. The Bank emphasizes its
dalam memenuhi kewajiban dan penerapan accountability in fulfilling obligations and
prinsip Pelindungan Data Pribadi (PDP), implementing the principles of Personal Data
Perlindungan Nasabah, serta komitmen untuk Protection (PDP), Customer Protection, and
memastikan kebenaran, akurasi, dan commitment to ensure the accuracy, precision,
transparansi atas Informasi Keuangan dan and transparency of the Financial Information
Laporan Keuangan yang dihasilkan (Internal and Financial Reports produced (Internal Control
Control Over Financial Reporting / ICOFR). Bank Over Financial Reporting / ICOFR). The the Bank
juga menekankan peran Dewan Pengawas highlights the role of the Sharia Supervisory
Syariah (DPS) sebagai pihak utama dalam Board (DPS) as the primary entity in overseeing
pengawasan pemenuhan prinsip syariah dan the adherence to Sharia principles and has
menambahkan peran Fungsi Manajemen Risiko integrated the Sharia Risk Management Function
Syariah kedalam ERMF. into the ERMF.
Bank telah mengidentifikasi 15 (lima belas) tipe The Bank has identified 15 (fifteen) principal risk
risiko utama yang dicantumkan dalam ERMF, type listed in ERMF, as follows: Credit, Market,
yaitu: Risiko Kredit, Pasar, Likuiditas Jangka Short-term Liquidity, Structural Liquidity, Capital,
Pendek, Likuiditas Struktural, Modal, Operational, Legal, Strategic, Compliance,
Operasional, Hukum, Stratejik, Kepatuhan, Reputational, Rate of Return, Investment Risk,
Reputasi, Imbal Hasil, Investasi, Transaksi Intra-group Transaction, Information Security
Intra-grup, Keamanan Informasi dan Iklim. Risk and Climate.
Penerapan ERMF mencakup aktivitas bisnis ERMF implementation covers both conventional
Bank konvensional maupun syariah. Oleh karena and sharia unit business activities. Therefore, all
itu, seluruh saldo dan transaksi syariah sharia balance and transactions are included as
dimasukkan sebagai bagian dalam a part of risk management disclosure. The Bank
pengungkapan manajemen risiko. Bank complies with the Sharia Principles when
mematuhi Prinsip Syariah saat melakukan conducting the business activities specifically for
kegiatan bisnis khususnya untuk Unit Usaha Sharia Business Unit. Sharia Principles are the
Syariah. Prinsip Syariah adalah prinsip hukum principles of Islamic law based on fatwas issued
Islam yang didasarkan pada fatwa yang by National Sharia Board – Indonesian Council of
dikeluarkan oleh Dewan Syariah Nasional – Ulama and/or declarations of sharia conformity
Majelis Ulama Indonesia dan/atau pernyataan issued by an institution that has authority in
kesesuaian syariah yang dikeluarkan oleh determining fatwas in the field of sharia and/or
lembaga yang memiliki kewenangan dalam Sharia Supervisory Board opinion.
menetapkan fatwa di bidang syariah dan/atau
pendapat Dewan Pengawas Syariah.
Selanjutnya, ERMF dijabarkan lebih detail dalam Further, ERMF is described in more detail in Risk
Risk Type Framework (“RTF”). RTF disusun oleh Type Framework (“RTF”). RTF is formulated by
Risk Framework Owner (“RFO“) sebagai Risk Framework Owner (“RFO”) as general
panduan umum dalam penerapan manajemen guidance in implementation of risk management.
risiko. Selain itu, RFO juga bertanggungjawab Furthermore, RFO is also responsible to develop
dalam menyusun kebijakan dan standar policies and minimum control standards, and
pengendalian minimum, serta melakukan monitor the implementation of the framework,
pemantauan terhadap penerapan kerangka policies and standards.
kerja, kebijakan dan standar tersebut.
Lampiran - 5/42 - Schedule
2025 Annual Report PT Bank Permata Tbk 913
Page 916
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
a. Kerangka Manajemen Risiko (lanjutan) a. Risk Management Framework (continued)
Penerapan manajemen risiko dimonitor secara The implementation of risk management is
berkala oleh Dewan Komisaris dan Direksi. monitored regularly by the Board of
Dalam hal ini, Dewan Komisaris dan Direksi Commissioners (“BOC”) and the Board of
dapat mendelegasikan tugasnya kepada Komite Directors (“BOD”). BOC and BOD may delegate
Risiko dibawahnya. Komite Risiko pada tingkat their role to the Risk Committees under its
Direksi antara lain Komite Manajemen Risiko supervision. Risk Committees at BOD level are
(“RMC”) dan Komite Asset Liability (“ALCO”), Risk Management Committee (“RMC”) and Asset
serta diawasi oleh Komite Pemantau Risiko Liability Committee (“ALCO”), and is supervised
(“RMoC”) pada tingkat Dewan Komisaris. by Risk Monitoring Committee (“RMoC”) at BOC
level.
Berdasarkan kewenangan yang didelegasikan Acting within the authority delegated by the BOC,
oleh Dewan Komisaris, RMoC mengevaluasi the RMoC reviews specific risk areas and
area risiko spesifik dan memantau penerapan monitors the implementation of risk management
pengelolaan risiko di dalam Bank secara within the Bank. The members of RMoC are
keseluruhan. Anggota RMoC adalah Komisaris Commissioners and Independent Parties with risk
dan Anggota Independen dengan keahlian dalam management, financial management and sharia
bidang manajemen risiko, manajemen keuangan banking expertise.
dan perbankan syariah.
Dalam rangka memberikan rekomendasi kepada In order to provide recommendations to the BOC,
Dewan Komisaris, RMoC bertanggung jawab RMoC is responsible for (1) evaluating the
untuk melakukan (1) evaluasi terhadap consistency between risk management policies
konsistensi antara kebijakan manajemen risiko and the implementation of the policies, (2)
dengan implementasi dari kebijakan tersebut, (2) monitoring and evaluating the implementation of
pemantauan dan evaluasi tugas RMC dan the RMC and Risk Management Units in order to
Satuan Kerja Manajemen Risiko, dalam rangka give a recommendation to the Board of
memberikan rekomendasi kepada Dewan Commissioners, and (3) maintaining
Komisaris, dan (3) menjaga kerahasiaan semua confidentiality of all documents, data, and
dokumen, data, dan informasi terkait Bank information of Bank Permata.
Permata.
RMC bertanggungjawab untuk (1) melakukan RMC is responsible to (1) evaluate and
evaluasi dan memberikan rekomendasi terhadap recommend risk management framework and
kerangka kerja dan kebijakan Manajemen Risiko policies and its changes, including risk
serta perubahannya, termasuk strategi management strategies, risk appetite, risk
manajemen risiko, tingkat risiko yang diambil, tolerance, risk limits, risk management
dan toleransi risiko, limit risiko, kerangka kerja frameworks and contingency plans to anticipate
Manajemen Risiko serta rencana kontinjensi abnormal conditions, (2) ensure that the risk
untuk mengantisipasi terjadinya kondisi tidak exposures for all types of risk across the Bank
normal, (2) memastikan bahwa paparan risiko remain within the overall risk appetite and risk
pada seluruh risiko yang ada di Bank berada tolerance, (3) monitor all material risk exposures
dalam keseluruhan selera risiko, (3) memantau (including country risk, transfer risk, and climate
semua eksposur risiko material (termasuk risk), adequacy of asset impairment and key
country risk, transfer risk, dan risiko iklim), external trends, including to initiate stress testing,
kecukupan asset impairment, dan tren eksternal (4) ensure the effective implementation of the
utama, termasuk menginisiasi stress testing, (4) Risk Management Framework at Bank, (5)
Memastikan implementasi yang efektif dari evaluate and recommend improvement of risk
Kerangka Kerja Manajemen Risiko di Bank, (5) management process periodically or incidentally
mengevaluasi dan merekomendasikan as a result of a change in external and internal
perbaikan proses manajemen risiko secara conditions of the Bank that affects capital
berkala atau insidental sebagai akibat dari adequacy, the Bank's Risk Profile, and ineffective
perubahan kondisi eksternal dan internal Bank implementation of risk management based on
yang mempengaruhi kecukupan modal, Profil evaluation results, (6) evaluate and/or review
Risiko Bank, dan implementasi manajemen risiko deviation from approved policies, limits and risk
yang tidak efektif berdasarkan hasil evaluasi, (6) strategies, and business decisions, such as
mengevaluasi dan/atau meninjau penyimpangan significant business expansion exceeding the
dari kebijakan batasan dan strategi risiko, serta Bank’s business plan and taking positions or risk
keputusan bisnis yang disetujui, seperti ekspansi exposures that are not in accordance with
bisnis yang signifikan melebihi rencana bisnis established limits.
Bank dan mengambil posisi atau eksposur risiko
yang tidak sesuai dengan batasan yang telah
ditetapkan.
Lampiran - 5/43 - Schedule
914 PT Bank Permata Tbk Laporan Tahunan 2025
Page 917
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
a. Kerangka Manajemen Risiko (lanjutan) a. Risk Management Framework (continued)
ALCO bertanggung jawab dalam ALCO is responsible for optimising the Bank’s
mengoptimalkan struktur neraca dan permodalan balance sheet and capital structure and
Bank dan mengelolanya sejalan dengan managing it in accordance with the recommended
kebijakan risiko yang direkomendasikan dan and approved risk policies as well as prevailing
telah disetujui sesuai dengan peraturan dan laws and regulations and a forward-looking view
ketentuan yang berlaku serta pandangan masa in changes of economic, regulatory and business
mendatang terhadap perubahan dalam kondisi competitiveness.
ekonomi, peraturan serta kompetisi usaha.
Implementasi Kebijakan, Prosedur dan Limit Implementations of Policies, Procedures and
Eksposur Exposure Limits
Bank memiliki kerangka kerja pengendalian yang The Bank maintains a control framework that
memberikan panduan secara jelas dan batasan provides clear guidelines and firm boundaries on
tegas dalam pengambilan risiko. risk taking.
Tiga komponen utama kerangka kerja Three key components to risk control framework,
pengendalian risiko, di mana secara kolektif which collectively provide a mechanism to set
menyediakan suatu mekanisme untuk mengatur and adjust those boundaries on risk taking are:
dan menyesuaikan batasan terhadap
pengambilan risiko:
• Kebijakan • Policies
• Batas (Limit) Eksposur. Limit diaplikasikan • Exposure Limits. These limits are applied in
pada area di mana pengukuran dan areas where the measurement and monitoring
pemantauan eksposur risiko dapat of risk exposures are reliable to the range of
diandalkan, terhadap seluruh variabel risiko. risk variables. At the top level, risk tolerance
Pada tingkat tertinggi, penentuan batasan limits are set to align with Risk Appetite and
toleransi risiko disesuaikan dengan Risk the expressed or implied tolerance of key
Appetite dan tingkat toleransi stakeholder stakeholders.
utama.
• Kerangka Delegasi Wewenang Risiko • Delegated Risk Authorities Framework
Identifikasi, Pengukuran dan Pemantauan Risk Identification, Measurement and
Risiko Monitoring
Bank senantiasa mengantisipasi dan The Bank continuously anticipates and identifies
mengidentifikasi risiko yang ada pada transaksi, risks in the existing transactions, portfolio,
portofolio, infrastruktur dan proses. Selain itu, Bank infrastructure and processes. Additionally, the Bank
juga secara aktif mengindentifikasi emerging risk, actively identifies emerging risks, which are new or
yaitu risiko baru atau risiko yang tidak diperkirakan previously unforeseen risks. Where possible, these
sebelumnya. Apabila memungkinkan, risiko tersebut risks are quantified and measured in accordance
dihitung dan diukur sesuai dengan sasaran dan with the objective and consistent standards. Material
standar yang konsisten. Risiko yang material risks are monitored and reported to inform risk-return
dipantau dan dilaporkan untuk memberikan tradeoffs and ensure transactions and portfolios
informasi pertukaran pengembalian risiko dan remain within the allocated risk limits.
memastikan bahwa transaksi dan portofolio berada
di dalam batasan alokasi risiko.
Bank memperhitungkan risiko, namun juga The Bank quantifies risks where possible but
menyadari bahwa tidak semua risiko dapat dihitung recognises that not all risks can be quantified and
dan model bukan merupakan pengganti dari suatu that models are not a substitute for judgment.
pertimbangan.
Stress testing dan scenario analysis digunakan Stress testing and scenario analysis are used
untuk menilai kemampuan keuangan dan to assess the financial and management
manajemen Bank untuk terus beroperasi secara capability of the Bank to continue operating
efektif dalam kondisi ekstrem yang mungkin effectively under extreme but plausible trading
terjadi. conditions.
Pemantauan eksposur risiko dan kondisi Monitoring risk exposures and underlying
lingkungan yang ada merupakan aktivitas yang environmental conditions must be an ongoing
berkelanjutan. activity.
Lampiran - 5/44 - Schedule
2025 Annual Report PT Bank Permata Tbk 915
Page 918
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
a. Kerangka Manajemen Risiko (lanjutan) a. Risk Management Framework (continued)
Identifikasi, Pengukuran dan Pemantauan Risk Identification, Measurement and
Risiko (lanjutan) Monitoring (continued)
Pelaporan risiko merupakan cara Bank Risk reporting is how the Bank ensures that
memastikan bahwa manajemen memperhatikan management pays attention to risks and hence
risiko sehingga organisasi siap menanggapi the organisation is ready to effectively respond to
secara efektif setiap kejadian risiko yang timbul. each risk event as they arise.
b. Manajemen Risiko Kredit b. Credit Risk Management
Sistem Pengendalian Internal Internal Control System
SKAI memberikan kepastian yang independen SKAI provides independent assurance that the
bahwa keseluruhan sistem pengendalian telah overall system of control effectiveness is working
berjalan secara efektif seperti yang disyaratkan oleh as required within the ERMF.
ERMF.
Kegiatan manajemen risiko kredit telah The credit risk management activities have been
diarahkan pada model risiko kredit yang sesuai geared towards the implementation of the latest
dengan penerapan standar Basel dan standar Basel standard and accounting standard
akuntansi terkini. Bank telah mengembangkan compliant credit risk models. The Bank has been
infrastruktur untuk mendukung pengembangan developing the infrastructure to support the
model risiko kredit internal. Saat ini, sistem development of internal credit risk models. The
manajemen risiko sedang ditingkatkan dan existing risk management system is being
database terus dikembangkan untuk enhanced and a database is continually
pengembangan lebih lanjut dari model PD, LGD enhanced for further development of PD, LGD
dan EAD. and EAD models.
Dengan latar belakang kondisi makroekonomi In light of challenging macroeconomic backdrop,
yang penuh tantangan, Bank menjaga rasio the Bank maintains its net non-performing loans
kredit bermasalah bersih (“NPL”) dalam batas ratio (“NPL”) under a required threshold through
yang dipersyaratkan melalui kombinasi dari a combination of improved early alert disciplines,
proses identifikasi early alert yang lebih ketat, tightening the process of new business
pengetatan dalam proses penerimaan bisnis underwriting, tightening the credit monitoring
baru, pengetatan proses monitoring kredit, process, more comprehensive and better risk
strategi portofolio berbasis risiko yang lebih based portfolio strategy, proper identification of
komprehensif dan baik, identifikasi segmen troubled segments and a focus on SAM and
bisnis bermasalah dengan tepat dan fokus pada Collection & Recovery Unit to collect payments
Unit SAM dan Unit Collection & Recovery untuk from NPL accounts.
memperoleh pembayaran dari NPL.
i. Eksposur Maksimum terhadap Risiko i. Maximum Exposure to Credit Risk
Kredit
Tabel berikut menyajikan eksposur The following table presents the Bank’s
maksimum risiko kredit Bank atas instrumen maximum exposure to credit risk of financial
keuangan pada laporan posisi keuangan dan instruments in the statements of financial
rekening administratif setelah dikurangi position and administrative accounts net of
cadangan kerugian penurunan nilai pada allowance for impairment losses as of
tanggal 31 Desember 2025 dan 2024. 31 December 2025 and 2024.
Uraian 2025 2024 Description
Posisi keuangan: Financial position:
Current accounts with Bank
Giro pada Bank Indonesia 6.897.204 8.205.594 Indonesia
Giro pada bank-bank Current accounts with other
lain - bersih 4.612.276 2.944.477 banks - net
Penempatan pada Bank Indonesia Placements with Bank Indonesia and
dan bank-bank lain - bersih 7.045.129 12.895.048 other banks - net
Aset keuangan untuk diperdagangkan 3.443.525 6.786.864 Financial assets held for trading
Efek-efek yang dibeli dengan janji Securities purchased under resale
dijual kembali 920.042 2.145.738 agreements
Tagihan akseptasi - bersih 4.995.443 5.442.970 Acceptance receivables - net
Kredit yang diberikan - bersih 152.111.121 143.859.070 Loans - net
Efek-efek untuk tujuan
investasi - bersih 74.007.105 64.197.891 Investment securities - net
Aset lain-lain - bersih 2.564.402 1.299.043 Other assets - net
Rekening administratif: Administrative accounts:
Garansi yang diterbitkan 7.218.333 5.832.016 Guarantees issued
Fasilitas kredit kepada nasabah yang
belum digunakan - committed 20.194.357 21.305.832 Unused credit facility - committed
Letters of credit yang tidak dapat Outstanding irrevocable letters of
dibatalkan dan masih berjalan 2.143.569 2.147.808 credit
Jumlah 286.152.506 277.062.351 Total
Lampiran - 5/45 - Schedule
916 PT Bank Permata Tbk Laporan Tahunan 2025
Page 919
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
Sistem Pengendalian Internal (lanjutan) Internal Control System (continued)
ii. Analisis Risiko Konsentrasi Kredit ii. Concentration of Credit Risk Analysis
Bank mendorong adanya diversifikasi The Bank encourages the diversification of its
portofolio kreditnya pada berbagai wilayah credit portfolio among a variety of
geografis, industri dan produk sebagai upaya geographies, industries and credit product in
untuk mengurangi risiko kredit. order to minimise the credit risk.
Konsentrasi risiko kredit berdasarkan pihak Credit risk concentration by counterparties:
lawan:
2025
Pemerintah,
entitas milik
negara dan
Bank
Indonesia/ Bank dan
Government, lembaga
state owned keuangan/
entity and Bank and
Korporasi/ Bank financial Perorangan/ Jumlah/
Corporate Indonesia institution Individual Total
Posisi keuangan: Financial position:
Current accounts with Bank
Giro pada Bank Indonesia - 6.897.204 - - 6.897.204 Indonesia
Giro pada bank-bank Current accounts with other
lain - bersih - - 4.612.276 -- 4.612.276 banks - net
Penempatan pada Bank Placement with
Indonesia dan bank-bank Bank Indonesia and other
lain – bersih - 5.870.170 1.174.959 - 7.045.129 banks - net
Aset keuangan untuk Financial assets held for
diperdagangkan 67.539 3.309.014 66.769 203 3.443.525 trading
Efek-efek yang dibeli dengan Securities purchased under
janji dijual kembali - - 920.042 - 920.042 resale agreements
Tagihan akseptasi - bersih 4.077.595 - 292.013 625.835 4.995.443 Acceptance receivables - net
Kredit yang diberikan - bersih 92.137.773 6.884.933 12.466.025 40.622.390 152.111.121 Loans - net
Efek-efek untuk tujuan
investasi - bersih 4.878.364 66.144.761 2.983.980 - 74.007.105 Investment securities - net
Aset lain-lain - bersih 314.934 2.180.846 59.010 9.612 2.564.402 Other assets - net
Rekening administratif: Administrative accounts:
Garansi yang diterbitkan 5.491.470 - 1.222.065 504.798 7.218.333 Guarantees issued
Fasilitas kredit kepada
nasabah yang belum Unused credit facility -
digunakan - committed 12.404.920 1.289.563 500 6.499.374 20.194.357 committed
Letters of credit yang tidak
dapat dibatalkan dan masih Outstanding irrevocable
berjalan 2.058.999 - - 84.570 2.143.569 letters of credit
Jumlah 121.431.594 92.576.491 23.797.639 48.346.782 286.152.506 Total
2024
Pemerintah,
entitas milik
negara dan Bank Bank dan
Indonesia/ lembaga
Government, keuangan/
state owned Bank and
Korporasi/ entity and Bank financial Perorangan/ Jumlah/
Corporate Indonesia institution Individual Total
Posisi keuangan: Financial position:
Current accounts with Bank
Giro pada Bank Indonesia - 8.205.594 - - 8.205.594 Indonesia
Giro pada bank-bank Current accounts with other
lain - bersih - - 2.944.477 - 2.944.477 banks - net
Penempatan pada Bank Placement with
Indonesia dan bank-bank Bank Indonesia and other
lain - bersih - 10.533.434 2.361.614 - 12.895.048 banks - net
Aset keuangan untuk Financial assets held for
diperdagangkan 169.088 6.502.148 115.628 - 6.786.864 trading
Efek-efek yang dibeli dengan Securities purchased under
janji dijual kembali - 58.748 2.086.990 - 2.145.738 resale agreements
Tagihan akseptasi - bersih 4.502.029 43.443 433.735 463.763 5.442.970 Acceptance receivables - net
Kredit yang diberikan - bersih 83.111.267 4.904.820 13.287.508 42.555.475 143.859.070 Loans - net
Efek-efek untuk tujuan
investasi - bersih 3.646.995 58.299.339 2.251.557 - 64.197.891 Investment securities - net
Aset lain-lain - bersih 301.240 886.331 96.174 15.298 1.299.043 Other assets - net
Rekening administratif: Administrative accounts:
Garansi yang diterbitkan 4.265.749 94.459 896.946 574.862 5.832.016 Guarantees issued
Fasilitas kredit kepada
nasabah yang belum Unused credit facility -
digunakan - committed 13.114.533 1.829.017 188 6.362.094 21.305.832 committed
Letters of credit yang tidak
dapat dibatalkan dan masih Outstanding irrevocable
berjalan 2.068.234 29.455 - 50.119 2.147.808 letters of credit
Jumlah 111.179.135 91.386.788 24.474.817 50.021.611 277.062.351 Total
Konsentrasi kredit yang diberikan The concentration of loans by type of loans,
berdasarkan jenis kredit, mata uang, dan currency, and economic sector is disclosed in
sektor ekonomi diungkapkan pada Note 12.
Catatan 12.
Lampiran - 5/46 - Schedule
2025 Annual Report PT Bank Permata Tbk 917
Page 920
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit iii. Credit Risk Analysis
Tabel berikut ini menyajikan aset keuangan berdasarkan stage dan peringkat The following table presents the financial assets based on stage and credit
kredit sesuai PSAK 109 pada tanggal 31 Desember 2025: grading in accordance with SFAS 109 as of 31 December 2025:
2025
Penempatan Efek-efek yang
pada Bank dibeli dengan
Giro pada Giro pada Indonesia dan janji dijual
Bank Indonesia/ bank-bank bank-bank lain/ Aset keuangan kembali/
Current lain/ Placements untuk Securities Tagihan Efek-efek untuk
accounts with Current with Bank diperdagangkan/ purchased akseptasi/ Kredit yang tujuan investasi/
Bank accounts with Indonesia and Financial assets under resale Acceptance diberikan/ Investment Aset lain-lain/ Jumlah/
Indonesia other banks other banks held for trading agreements receivables Loans securities Other assets Total
Aset keuangan dengan
biaya perolehan Financial assets at
diamortisasi amortised cost
Stage 1 Stage 1
Peringkat kredit 1-6 6.897.204 4.612.309 7.019.555 - 920.043 408.403 43.545.387 6.520.217 1.368.393 71.291.511 Credit grading 1-6
Peringkat kredit 7-9 - - 25.000 - - 3.307.468 38.507.774 310.600 5.686 42.156.528 Credit grading 7-9
Peringkat kredit 10-11 - - - - - 870.423 27.650.510 2.074 186.382 28.709.389 Credit grading 10-11
Peringkat kredit 12 - - - - - - - - - - Credit grading 12
Peringkat kredit 13-14 - - - - - - - - - - Credit grading 13-14
Tanpa peringkat Non-graded
(berdasarkan jumlah (based on day
hari jatuh tempo) past due)
Belum jatuh tempo - - - - - 45.341 40.726.916 15.526 2.706 40.790.489 Not yet overdue
Telah jatuh tempo
sampai dengan Past due up to
29 hari - - - - - - 1.897.084 - - 1.897.084 29 days
6.897.204 4.612.309 7.044.555 - 920.043 4.631.635 152.327.671 6.848.417 1.563.167 184.845.001
Stage 2 Stage 2
PT Bank Permata Tbk Laporan Tahunan 2025
Peringkat kredit 1-6 - - - - - - - - - - Credit grading 1-6
Peringkat kredit 7-9 - - - - - - - - - - Credit grading 7-9
Peringkat kredit 10-11 - - - - - 634.247 4.434.650 - 1.423 5.070.320 Credit grading 10-11
Peringkat kredit 12 - - - - - - 1.089.431 - 83 1.089.514 Credit grading 12
Peringkat kredit 13-14 - - - - - - - - - - Credit grading 13-14
Tanpa peringkat Non-graded
(berdasarkan jumlah (based on day
hari jatuh tempo) past due)
Belum jatuh tempo - - - - - - 201.192 - - 201.192 Not yet overdue
Telah jatuh tempo
sampai dengan Past due up to
29 hari - - - - - - 15.691 - - 15.691 29 days
Telah jatuh tempo
30-59 hari - - - - - - 453.476 - - 453.476 Past due 30-59 days
Telah jatuh tempo
60-89 hari - - - - - - 188.915 - - 188.915 Past due 60-89 days
- - - - - 634.247 6.383.355 - 1.506 7.019.108
Dipindahkan 6.897.204 4.612.309 7.044.555 - 920.043 5.265.882 158.711.026 6.848.417 1.564.673 191.864.109 Carried forward
Lampiran - 5/47 - Schedule
918
Page 921
919
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
2025 Annual Report PT Bank Permata Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut ini menyajikan aset keuangan berdasarkan stage dan peringkat The following table presents the financial assets based on stage and credit
kredit sesuai PSAK 109 pada tanggal 31 Desember 2025: (lanjutan) grading in accordance with SFAS 109 as of 31 December 2025: (continued)
2025
Penempatan Efek-efek yang
pada Bank dibeli dengan
Giro pada Giro pada Indonesia dan janji dijual
Bank Indonesia/ bank-bank bank-bank lain/ Aset keuangan kembali/
Current lain/ Placements untuk Securities Tagihan Efek-efek untuk
accounts with Current with Bank diperdagangkan/ purchased akseptasi/ Kredit yang tujuan investasi/
Bank accounts with Indonesia and Financial assets under resale Acceptance diberikan/ Investment Aset lain-lain/ Jumlah/
Indonesia other banks other banks held for trading agreements receivables Loans securities Other assets Total
Dipindahkan 6.897.204 4.612.309 7.044.555 - 920.043 5.265.882 158.711.026 6.848.417 1.564.673 191.864.109 Carried forward
Stage 3 Stage 3
Peringkat kredit 1-6 - - - - - - - - - - Credit grading 1-6
Peringkat kredit 7-9 - - - - - - - - - - Credit grading 7-9
Peringkat kredit 10-11 - - - - - - - - - - Credit grading 10-11
Peringkat kredit 12 - - - - - - - - - - Credit grading 12
Peringkat kredit 13-14 - - - - - - 3.206.891 - - 3.206.891 Credit grading 13-14
Tanpa peringkat Non-graded
(berdasarkan jumlah (based on day past
hari jatuh tempo) due)
Belum jatuh tempo - - - - - - 109.265 - - 109.265 Not yet overdue
Telah jatuh tempo
sampai dengan Past due up to
29 hari - - - - - - 53.168 - - 53.168 29 days
Telah jatuh tempo
30-59 hari - - - - - - 60.161 - - 60.161 Past due 30-59 days
Telah jatuh tempo
60-89 hari - - - - - - 76.603 - - 76.603 Past due 60-89 days
Telah jatuh tempo
90-119 hari - - - - - - 170.000 - - 170.000 Past due 90-119 days
Telah jatuh tempo Past due
120-149 hari - - - - - - 110.027 - - 110.027 120-149 days
Telah jatuh tempo Past due more
lebih dari 149 hari - - - - - - 863.209 - - 863.209 than 149 days
- - - - - - 4.649.324 - - 4.649.324
6.897.204 4.612.309 7.044.555 - 920.043 5.265.882 163.360.350 6.848.417 1.564.673 196.513.433
Financial assets - fair
Aset keuangan - nilai wajar value through other
melalui penghasilan comprehensive
komprehensif lain income
Stage 1 - - - - - - - 67.133.997 98.296 67.232.293 Stage 1
Dipindahkan 6.897.204 4.612.309 7.044.555 - 920.043 5.265.882 163.360.350 73.982.414 1.662.969 263.745.726 Carried forward
Lampiran - 5/48 - Schedule
Page 922
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut ini menyajikan aset keuangan berdasarkan stage dan peringkat The following table presents the financial assets based on stage and credit
kredit sesuai PSAK 109 pada tanggal 31 Desember 2025: (lanjutan) grading in accordance with SFAS 109 as of 31 December 2025: (continued)
2025
Penempatan Efek-efek yang
pada Bank dibeli dengan
Giro pada Giro pada Indonesia dan janji dijual
Bank Indonesia/ bank-bank bank-bank lain/ Aset keuangan kembali/
Current lain/ Placements untuk Securities Tagihan Efek-efek untuk
accounts with Current with Bank diperdagangkan/ purchased akseptasi/ Kredit yang tujuan investasi/
Bank accounts with Indonesia and Financial assets under resale Acceptance diberikan/ Investment Aset lain-lain/ Jumlah/
Indonesia other banks other banks held for trading agreements receivables Loans securities Other assets Total
Pindahan 6.897.204 4.612.309 7.044.555 - 920.043 5.265.882 163.360.350 73.982.414 1.662.969 263.745.726 Brought forward
Aset keuangan - nilai Financial assets - fair
wajar melalui laba rugi value through profit or loss
Stage 1 - - - 3.443.309 - - - - - 3.443.309 Stage 1
Stage 2 - - - 216 - - - - - 216 Stage 2
Stage 3 - - - - - - - - - - Stage 3
- - - 3.443.525 - - - - - 3.443.525
Jumlah aset keuangan 6.897.204 4.612.309 7.044.555 3.443.525 920.043 5.265.882 163.360.350 73.982.414 1.662.969 267.189.251 Total financial assets
Bunga yang masih harus
diterima Accrued interest received
Stage 1 - - 742 - - 10.654 780.629 45.442 905.546 1.743.013 Stage 1
PT Bank Permata Tbk Laporan Tahunan 2025
Stage 2 - - - - - - 83.100 - - 83.100 Stage 2
Stage 3 - - - - - - 14.833 - - 14.833 Stage 3
Jumlah bunga yang masih Total accrued
harus diterima - - 742 - - 10.654 878.562 45.442 905.546 1.840.946 interest received
Cadangan kerugian Allowance for
penurunan nilai impairment losses
Stage 1 - (33) (168) - (1) (191.069) (5.883.068) (20.751) (4.035) (6.099.125) Stage 1
Stage 2 - - - - - (90.024) (1.957.505) - (78) (2.047.607) Stage 2
Stage 3 - - - - - - (4.287.218) - - (4.287.218) Stage 3
Jumlah cadangan kerugian Total allowance for
penurunan nilai - (33) (168) - (1) (281.093) (12.127.791) (20.751) (4.113) (12.433.950) impairment losses
Jumlah - bersih 6.897.204 4.612.276 7.045.129 3.443.525 920.042 4.995.443 152.111.121 74.007.105 2.564.402 256.596.247 Total - net
Lampiran - 5/49 - Schedule
920
Page 923
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Dalam menentukan kualitas kredit berdasarkan In determining credit quality by client
segmen klien, untuk portofolio Corporate segment, for Corporate Banking and
Banking dan Commercial Banking, eksposur Commercial Banking portfolios, exposures
dianalisis berdasarkan peringkat risiko kredit are analysed by credit grade, which plays a
yang memainkan peranan utama dalam central role in the quality assessment and
penilaian kualitas dan risiko pengawasan. monitoring of risk. All loans are assigned a
Semua kredit diberikan peringkat risiko kredit credit grade which is reviewed periodically
yang ditelaah ulang secara periodik dan diubah and amended in light of changes in the
berdasarkan perubahan keadaan atau perilaku borrowers’ circumstances or behavior.
debitur.
CRG 1 sampai dengan 12 diklasifikasikan ke CRG 1 to 12 are assigned to Stage 1 and 2
akun Stage 1 dan 2 sementara CRG 13-14 accounts, while CRG 13-14 are assigned to
diklasifikasikan ke Stage 3. Selain berdasarkan Stage 3. Beside analysis based on CRG, the
CRG, Bank juga melakukan analisa Bank also analyses based on qualitative
berdasarkan kriteria kualitatif sebagaimana criteria as explained in Note 2s. Meanwhile,
dijelaskan pada Catatan 2s. Sedangkan untuk debtors under Consumer Banking are
debitur-debitur Consumer Banking dipantau monitored and analysed based on days past
dan dianalisis berdasarkan hari tunggakan due and qualitative criteria as explained in
(days past due) dan kriteria kualitatif Note 2s.
sebagaimana dijelaskan pada Catatan 2s.
Debitur Consumer Banking dengan DPD Consumer Banking debtors with DPD less
kurang dari 30 hari yang telah direstrukturisasi than 30 days which have been restructured
atau termasuk di dalam High Risk Early Alert or included in the High Risk Early Alert are
dikategorikan ke Stage 2. Debitur Corporate categorised in Stage 2. Corporate Banking
Banking dan Commercial Banking dengan and Commercial Banking debtors with CRG
CRG kurang dari 12 yang termasuk di dalam less than 12 which are included in High Risk
High Risk Early Alert atau mengalami Early Alert or have significant downgrade in
penurunan CRG yang signifikan dikategorikan CRG are categorised in Stage 2.
di Stage 2.
Debitur Consumer Banking dengan DPD Consumer Banking debtors with DPD less
kurang dari 90 hari yang pernah mengalami than 90 days and have been impaired to
penurunan nilai ke Stage 3 tetapi belum Stage 3, but have not met the requirement
memenuhi persyaratan untuk perbaikan stage criteria for stage improvement are still
tetap dikategorikan di Stage 3. categorised in Stage 3.
Lampiran - 5/50 - Schedule 2025 Annual Report PT Bank Permata Tbk 921
Page 924
The original financial statements included herein are in xx
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut ini menyajikan aset keuangan berdasarkan stage dan peringkat The following table presents the financial assets based on stage and credit
kredit sesuai PSAK 109 pada tanggal 31 Desember 2024: grading in accordance with SFAS 109 as of 31 December 2024:
2024
Penempatan Efek-efek yang
pada Bank dibeli dengan
Giro pada Giro pada Indonesia dan janji dijual
Bank Indonesia/ bank-bank bank-bank lain/ Aset keuangan kembali/
Current lain/ Placements untuk Securities Tagihan Efek-efek untuk
accounts with Current with Bank diperdagangkan/ purchased akseptasi/ Kredit yang tujuan investasi/
Bank accounts with Indonesia and Financial assets under resale Acceptance diberikan/ Investment Aset lain-lain/ Jumlah/
Indonesia other banks other banks held for trading agreements receivables Loans securities Other assets Total
Aset keuangan dengan
biaya perolehan Financial assets at
diamortisasi amortised cost
Stage 1 Stage 1
Peringkat kredit 1-6 8.205.594 2.944.522 12.880.933 - 2.052.758 495.345 39.522.811 7.754.228 986.746 74.842.932 Credit grading 1-6
Peringkat kredit 7-9 - - - - 93.021 4.114.022 37.436.352 104.779 91.347 41.839.520 Credit grading 7-9
Peringkat kredit 10-11 - - - - - 462.040 22.259.254 1.634 112.548 22.835.476 Credit grading 10-11
Peringkat kredit 12 - - - - - - - - - - Credit grading 12
Peringkat kredit 13-14 - - - - - - - - - - Credit grading 13-14
Tanpa peringkat Non-graded
(berdasarkan jumlah (based on day
hari jatuh tempo) past due)
Belum jatuh tempo - - - - - 40.048 43.368.490 267 1.338 43.410.143 Not yet overdue
Telah jatuh tempo
sampai dengan Past due up to
29 hari - - - - - - 2.090.037 - - 2.090.037 29 days
8.205.594 2.944.522 12.880.933 - 2.145.779 5.111.455 144.676.944 7.860.908 1.191.979 185.018.114
Stage 2 Stage 2
PT Bank Permata Tbk Laporan Tahunan 2025
Peringkat kredit 1-6 - - - - - - - - - - Credit grading 1-6
Peringkat kredit 7-9 - - - - - - 8.807 - - 8.807 Credit grading 7-9
Peringkat kredit 10-11 - - - - - 478.501 2.701.908 - 4.074 3.184.483 Credit grading 10-11
Peringkat kredit 12 - - - - - - 2.285.811 - 1.206 2.287.017 Credit grading 12
Peringkat kredit 13-14 - - - - - - - - - Credit grading 13-14
Tanpa peringkat Non-graded
(berdasarkan jumlah (based on day
hari jatuh tempo) past due)
Belum jatuh tempo - - - - - - 73.961 - - 73.961 Not yet overdue
Telah jatuh tempo
sampai dengan Past due up to
29 hari - - - - - - 1.680 - - 1.680 29 days
Telah jatuh tempo
30-59 hari - - - - - - 487.325 - - 487.325 Past due 30-59 days
Telah jatuh tempo
60-89 hari - - - - - - 220.273 - - 220.273 Past due 60-89 days
- - - - - 478.501 5.779.765 - 5.280 6.263.546
Dipindahkan 8.205.594 2.944.522 12.880.933 - 2.145.779 5.589.956 150.456.709 7.860.908 1.197.259 191.281.660 Carried forward
922
Lampiran - 5/51 - Schedule
Page 925
The original financial statements included herein are in xx
923
PT BANK PERMATA Tbk
2025 Annual Report PT Bank Permata Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut ini menyajikan aset keuangan berdasarkan stage dan peringkat The following table presents the financial assets based on stage and credit
kredit sesuai PSAK 109 pada tanggal 31 Desember 2024: (lanjutan) grading in accordance with SFAS 109 as of 31 December 2024: (continued)
2024
Penempatan Efek-efek yang
pada Bank dibeli dengan
Giro pada Giro pada Indonesia dan janji dijual
Bank Indonesia/ bank-bank bank-bank lain/ Aset keuangan kembali/
Current lain/ Placements untuk Securities Tagihan Efek-efek untuk
accounts with Current with Bank diperdagangkan/ purchased akseptasi/ Kredit yang tujuan investasi/
Bank accounts with Indonesia and Financial assets under resale Acceptance diberikan/ Investment Aset lain-lain/ Jumlah/
Indonesia other banks other banks held for trading agreements receivables Loans securities Other assets Total
Pindahan 8.205.594 2.944.522 12.880.933 - 2.145.779 5.589.956 150.456.709 7.860.908 1.197.259 191.281.660 Brought forward
Stage 3 Stage 3
Peringkat kredit 1-6 - - - - - - - - - - Credit grading 1-6
Peringkat kredit 7-9 - - - - - - - - - - Credit grading 7-9
Peringkat kredit 10-11 - - - - - - - - - - Credit grading 10-11
Peringkat kredit 12 - - - - - - - - - - Credit grading 12
Peringkat kredit 13-14 - - - - - - 3.074.058 - - 3.074.058 Credit grading 13-14
Tanpa peringkat Non-graded
(berdasarkan jumlah (based on day past
hari jatuh tempo) due)
Belum jatuh tempo - - - - - - 117.936 - - 117.936 Not yet overdue
Telah jatuh tempo
sampai dengan Past due up to
29 hari - - - - - - 69.987 - - 69.987 29 days
Telah jatuh tempo
30-59 hari - - - - - - 42.913 - - 42.913 Past due 30-59 days
Telah jatuh tempo
60-89 hari - - - - - - 55.545 - - 55.545 Past due 60-89 days
Telah jatuh tempo
90-119 hari - - - - - - 178.743 - - 178.743 Past due 90-119 days
Telah jatuh tempo Past due
120-149 hari - - - - - - 145.722 - - 145.722 120-149 days
Telah jatuh tempo Past due more
lebih dari 149 hari - - - - - - 784.610 - - 784.610 than 149 days
- - - - - - 4.469.514 - - 4.469.514
8.205.594 2.944.522 12.880.933 - 2.145.779 5.589.956 154.926.223 7.860.908 1.197.259 195.751.174
Financial assets - fair
Aset keuangan - nilai wajar value through other
melalui penghasilan comprehensive
komprehensif lain income
Stage 1 - - - - - - - 56.248.103 98.296 56.346.399 Stage 1
Dipindahkan 8.205.594 2.944.522 12.880.933 - 2.145.779 5.589.956 154.926.223 64.109.011 1.295.555 252.097.573 Carried forward
Lampiran - 5/52 - Schedule
Page 926
The original financial statements included herein are in xx
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
A
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut ini menyajikan aset keuangan berdasarkan stage dan peringkat The following table presents the financial assets based on stage and credit
kredit sesuai PSAK 109 pada tanggal 31 Desember 2024: (lanjutan) grading in accordance with SFAS 109 as of 31 December 2024: (continued)
2024
Penempatan Efek-efek yang
pada Bank dibeli dengan
Giro pada Giro pada Indonesia dan janji dijual
Bank Indonesia/ bank-bank bank-bank lain/ Aset keuangan kembali/
Current lain/ Placements untuk Securities Tagihan Efek-efek untuk
accounts with Current with Bank diperdagangkan/ purchased akseptasi/ Kredit yang tujuan investasi/
Bank accounts with Indonesia and Financial assets under resale Acceptance diberikan/ Investment Aset lain-lain/ Jumlah/
Indonesia other banks other banks held for trading agreements receivables Loans securities Other assets Total
Pindahan 8.205.594 2.944.522 12.880.933 - 2.145.779 5.589.956 154.926.223 64.109.011 1.295.555 252.097.573 Brought forward
Aset keuangan - nilai Financial assets - fair
wajar melalui laba rugi value through profit or loss
Stage 1 - - - 6.784.925 - - - - - 6.784.925 Stage 1
Stage 2 - - - 1.939 - - - - - 1.939 Stage 2
Stage 3 - - - - - - - - - - Stage 3
- - - 6.786.864 - - - - - 6.786.864
Jumlah aset keuangan 8.205.594 2.944.522 12.880.933 6.786.864 2.145.779 5.589.956 154.926.223 64.109.011 1.295.555 258.884.437 Total financial assets
Bunga yang masih harus
diterima Accrued interest received
Stage 1 - - 14.267 - - 15.287 720.562 124.576 11.803 886.495 Stage 1
PT Bank Permata Tbk Laporan Tahunan 2025
Stage 2 - - - - - - 90.446 - - 90.446 Stage 2
Stage 3 - - - - - - 16.949 - - 16.949 Stage 3
Jumlah bunga yang masih Total accrued
harus diterima - - 14.267 - - 15.287 827.957 124.576 11.803 993.890 interest received
Cadangan kerugian Allowance for
penurunan nilai impairment losses
Stage 1 - (45) (152) - (41) (90.070) (5.169.898) (35.696) (5.972) (5.301.874) Stage 1
Stage 2 - - - - - (72.203) (2.791.046) - (2.343) (2.865.592) Stage 2
Stage 3 - - - - - - (3.934.166) - - (3.934.166) Stage 3
Jumlah cadangan kerugian Total allowance for
penurunan nilai - (45) (152) - (41) (162.273) (11.895.110) (35.696) (8.315) (12.101.632) impairment losses
Jumlah - bersih 8.205.594 2.944.477 12.895.048 6.786.864 2.145.738 5.442.970 143.859.070 64.197.891 1.299.043 247.776.695 Total - net
924
Lampiran - 5/53 - Schedule
Page 927
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
CRG ditentukan berdasarkan estimasi The CRG is based on the Bank’s internal
internal Bank atas kemungkinan gagal bayar estimate of probability of default over a one-
(probability of default) selama setahun dari year time horizon, with customers or
debitur-debitur atau portofolio tertentu yang portfolios assessed against a range of
dinilai berdasarkan sejumlah faktor kualitatif quantitative and qualitative factors as
dan kuantitatif sebagaimana dijelaskan pada explained in Note 2s.
Catatan 2s.
Rentang peringkat kredit dimulai dari The numeric credit grades run from 1 to 14
1 sampai dengan 14 dan peringkat tersebut and the grades are further sub-classified as
diklasifikasikan lebih lanjut ke dalam A, B, or C. Lower credit grades are indicative
sub-peringkat A, B, atau C. Peringkat kredit of a lower likelihood of default. Credit grades
yang lebih rendah mengindikasikan 1A to 12C are assigned to performing
kemungkinan gagal bayar yang lebih rendah. debtors or accounts, while credit grades 13
Peringkat kredit 1A sampai dengan 12C and 14 are assigned to non-performing or
ditetapkan untuk debitur-debitur yang lancar, defaulted/impaired debtors. This grading is
sedangkan peringkat 13 dan 14 ditetapkan used specifically for Corporate Banking and
untuk debitur-debitur bermasalah atau yang Commercial Banking debtors. While for
mengalami gagal bayar atau penurunan nilai. debtors under Consumer Banking are
Peringkat debitur ini digunakan khususnya monitored and analysed based on days past
untuk debitur-debitur Corporate Banking dan due and qualitative criteria as explained in
Commercial Banking. Sedangkan untuk Note 2s.
debitur-debitur Consumer Banking dipantau
dan dianalisis berdasarkan hari tunggakan
(days past due) dan kriteria kualitatif
sebagaimana dijelaskan pada Catatan 2s.
Perbaikan CRG dan/atau staging dari yang Improvement in the CRG and/or staging
mengalami penurunan nilai menjadi tidak from impaired to not impaired can only be
mengalami penurunan nilai baru dapat made if debtors have shown recovery
dilakukan apabila debitur telah menunjukkan assurance and they are back to normal
kepastian pemulihan dan kembali ke kondisi condition.
normal.
Lampiran - 5/54 - Schedule 2025 Annual Report PT Bank Permata Tbk 925
Page 928
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut menyajikan aset keuangan berdasarkan stage dengan jumlah The following table presents the financial assets by stage with the allowance for
cadangan kerugian penurunan nilai untuk setiap aset keuangan dengan klasifikasi impairment losses against each financial assets under classification of amortised
biaya perolehan diamortisasi, FVOCI dan FVTPL pada tanggal cost, FVOCI and FVTPL as of 31 December 2025 and 2024:
31 Desember 2025 dan 2024:
2025
Stage 1 Stage 2 Stage 3 Jumlah/Total
Cadangan Cadangan Cadangan Cadangan
kerugian kerugian kerugian kerugian
penurunan Nilai penurunan Nilai penurunan Nilai penurunan Nilai
nilai/ tercatat - nilai/ tercatat - nilai/ tercatat - nilai/ tercatat -
Nilai Allowance bersih/ Nilai Allowance bersih/ Nilai Allowance bersih/ Nilai Allowance bersih/
tercatat/ for Net tercatat/ for Net tercatat/ for Net tercatat/ for Net
Carrying impairment carrying Carrying impairment carrying Carrying impairment carrying Carrying impairment carrying
amount losses amount amount losses amount amount losses amount amount losses amount
Giro pada Bank Current accounts with
Indonesia 6.897.204 - 6.897.204 - - - - - - 6.897.204 - 6.897.204 Bank Indonesia
Giro pada Current accounts with
bank-bank lain 4.612.309 (33) 4.612.276 - - - - - - 4.612.309 (33) 4.612.276 other banks
Penempatan
pada Bank Placements with Bank
Indonesia dan Indonesia and
bank-bank lain 7.045.297 (168) 7.045.129 - - - - - - 7.045.297 (168) 7.045.129 other banks
Aset keuangan untuk Financial assets held
diperdagangkan 3.443.309 - 3.443.309 216 - 216 - - - 3.443.525 - 3.443.525 for trading
Efek-efek yang dibeli
PT Bank Permata Tbk Laporan Tahunan 2025
untuk dijual Securities purchased
kembali 920.043 (1) 920.042 - - - - - - 920.043 (1) 920.042 under resale agreements
Tagihan akseptasi 4.642.289 (191.069) 4.451.220 634.247 (90.024) 544.223 - - - 5.276.536 (281.093) 4.995.443 Acceptance receivables
Kredit yang
diberikan 153.108.300 (5.883.068) 147.225.232 6.466.455 (1.957.505) 4.508.950 4.664.157 (4.287.218) 376.939 164.238.912 (12.127.791) 152.111.121 Loans
Efek-efek untuk
tujuan investasi 74.027.856 (20.751) 74.007.105 - - - - - - 74.027.856 (20.751) 74.007.105 Investment securities
Aset lain-lain 2.567.009 (4.035) 2.562.974 1.506 (78) 1.428 - - - 2.568.515 (4.113) 2.564.402 Other assets
257.263.616 (6.099.125) 251.164.491 7.102.424 (2.047.607) 5.054.817 4.664.157 (4.287.218) 376.939 269.030.197 (12.433.950) 256.596.247
926
Lampiran - 5/55 - Schedule
Page 929
The original financial statements included herein are in Indonesian
927
language.
PT BANK PERMATA Tbk
2025 Annual Report PT Bank Permata Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Tabel berikut menyajikan aset keuangan berdasarkan stage dengan jumlah The following table presents the financial assets by stage with the allowance for
cadangan kerugian penurunan nilai untuk setiap aset keuangan dengan klasifikasi impairment losses against each financial assets under classification of amortised
biaya perolehan diamortisasi, FVOCI dan FVTPL pada tanggal cost, FVOCI and FVTPL as of 31 December 2025 and 2024: (continued)
31 Desember 2025 dan 2024: (lanjutan)
2024
Stage 1 Stage 2 Stage 3 Jumlah/Total
Cadangan Cadangan Cadangan Cadangan
kerugian kerugian kerugian kerugian
penurunan Nilai penurunan Nilai penurunan Nilai penurunan Nilai
nilai/ tercatat - nilai/ tercatat - nilai/ tercatat - nilai/ tercatat -
Nilai Allowance bersih/ Nilai Allowance bersih/ Nilai Allowance bersih/ Nilai Allowance bersih/
tercatat/ for Net tercatat/ for Net tercatat/ for Net tercatat/ for Net
Carrying impairment carrying Carrying impairment carrying Carrying impairment carrying Carrying impairment carrying
amount losses amount amount losses amount amount losses amount amount losses amount
Giro pada Bank Current accounts with
Indonesia 8.205.594 - 8.205.594 - - - - - - 8.205.594 - 8.205.594 Bank Indonesia
Giro pada Current accounts with
bank-bank lain 2.944.522 (45) 2.944.477 - - - - - - 2.944.522 (45) 2.944.477 other banks
Penempatan
pada Bank Placements with Bank
Indonesia dan Indonesia and
bank-bank lain 12.895.200 (152) 12.895.048 - - - - - - 12.895.200 (152) 12.895.048 other banks
Aset keuangan untuk Financial assets held
diperdagangkan 6.784.925 - 6.784.925 1.939 - 1.939 - - - 6.786.864 - 6.786.864 for trading
Efek-efek yang dibeli
untuk dijual Securities purchased
kembali 2.145.779 (41) 2.145.738 - - - - - - 2.145.779 (41) 2.145.738 under resale agreements
Tagihan akseptasi 5.126.742 (90.070) 5.036.672 478.501 (72.203) 406.298 - - - 5.605.243 (162.273) 5.442.970 Acceptance receivables
Kredit yang
diberikan 145.397.506 (5.169.898) 140.227.608 5.870.211 (2.791.046) 3.079.165 4.486.463 (3.934.166) 552.297 155.754.180 (11.895.110) 143.859.070 Loans
Efek-efek untuk
tujuan investasi 64.233.587 (35.696) 64.197.891 - - - - - - 64.233.587 (35.696) 64.197.891 Investment securities
Aset lain-lain 1.302.078 (5.972) 1.296.106 5.280 (2.343) 2.937 - - - 1.307.358 (8.315) 1.299.043 Other assets
249.037.872 (5.301.874) 243.736.000 6.355.931 (2.865.592) 3.490.339 4.486.463 (3.934.166) 552.297 259.878.327 (12.101.632) 247.776.695
Lampiran - 5/56 - Schedule
Page 930
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Dalam hal terdapat keraguan terhadap Where there is doubt on the ability of the
kemampuan nasabah untuk melakukan borrowers to meet contractual payments
pembayaran kontraktual pada saat jatuh when due, the terms of the loans might be
tempo, persyaratan kredit dapat renegotiated based on mutual agreement
dinegosiasikan kembali berdasarkan between the Bank and the borrowers.
kesepakatan antara Bank dan nasabah.
Asumsi dan pertimbangan utama dalam Key assumptions and judgments in
menentukan kerugian kredit determining expected credit loss
ekspektasian
Lifetime Lifetime
Kerugian kredit ekspektasian diestimasikan Expected credit loss is estimated based on
berdasarkan periode di mana Bank terpapar the period over which the Bank is exposed
pada risiko kredit. Untuk produk to credit risk. For non-revolving product, this
non-revolving, hal ini sama dengan periode equates to the contractual period. For
kontrak. Untuk produk revolving, termasuk revolving product, including Consumer
kartu kredit Consumer Banking dan fasilitas Banking credit cards and Corporate
cerukan Corporate, Bank tidak mengikuti overdraft facilities, the Bank does not follow
periode kontrak, yang dapat sesingkat satu the contractual period, which can be as
hari. Oleh karena itu, periode di mana Bank short as one day. Therefore, the period over
terpapar pada risiko kredit untuk instrumen- which the Bank is exposed to credit risk for
instrumen ini adalah berdasarkan these instruments is based on their
behavioural life-nya, yang menggabungkan behavioural life, which incorporates
ekspektasi perilaku nasabah dan sejauh expectations of customer behaviour and the
mana tindakan manajemen risiko kredit extent to which credit risk management
membatasi periode paparan tersebut. actions curtails the period of that exposure.
Variabel Makroekonomi (“MEV”) Macroeconomic Variable (“MEV”)
Lingkungan ekonomi yang berkembang The developing economic environment is
adalah penentu utama dari kemampuan the key determinant of the ability of Bank’s
nasabah Bank untuk memenuhi kewajiban customer to meet their obligations as they
mereka saat jatuh tempo. Ini adalah prinsip fall due. It is a fundamental principle of
dasar PSAK 109 bahwa potensi kerugian SFAS 109 that the potential future credit
kredit di masa depan harus bergantung tidak losses should depend not just on the health
hanya pada kesehatan ekonomi saat ini, of the economy today, but should also take
tetapi juga harus memperhitungkan into account potential changes to the
kemungkinan perubahan pada lingkungan economic environment. For example, if the
ekonomi. Misalnya, jika Bank mengantisipasi Bank was to anticipate a sharp slowdown in
perlambatan tajam dalam ekonomi dunia, the world economy, Bank should make
Bank harus membentuk lebih banyak more provisions today to absorb the credit
cadangan hari ini untuk menyerap kerugian losses likely to occur in the near future.
kredit yang kemungkinan akan terjadi dalam
waktu dekat.
Untuk menangkap efek perubahan pada To capture the effect of changes to the
lingkungan ekonomi, model PD digunakan economic environment, PD model is used to
untuk menghitung kerugian kredit calculate expected credit loss, by
ekspektasian, dengan memasukkan incorporating forward-looking information in
informasi forward-looking dalam bentuk the form of forecasts of the values of
perkiraan nilai-nilai variabel ekonomi yang economic variables that are likely to have an
kemungkinan akan berdampak pada effect on the repayment ability of the Bank’s
kemampuan pembayaran kembali nasabah customer.
Bank.
Berbagai MEV digunakan untuk setiap Various of MEVs are used for each PD
model PD, tergantung pada hasil analisis model, depending on the statistical analysis
statistik kesesuaian MEV dengan PD serta result of appropriateness of the MEV with
konsensus dari pakar kredit. PD as well as consensus from credit expert.
Lampiran - 5/57 - Schedule
928 PT Bank Permata Tbk Laporan Tahunan 2025
Page 931
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iii. Analisis Risiko Kredit (lanjutan) iii. Credit Risk Analysis (continued)
Asumsi dan pertimbangan utama dalam Key assumptions and judgments in
menentukan kerugian kredit determining expected credit loss
ekspektasian (lanjutan) (continued)
Variabel Makroekonomi (“MEV”) (lanjutan) Macroeconomic Variable (“MEV”)
(continued)
Bank menggunakan metode pemodelan The Bank uses Autoregressive Integrated
Autoregressive Integrated Moving Average Moving Average (“ARIMA”) modeling
(“ARIMA”) untuk memproyeksikan MEV di method to forecast the MEV in the future.
masa depan. Bank menggunakan The Bank uses 2 ARIMA modeling
2 skenario untuk pemodelan ARIMA, yaitu scenarios, i.e. lower prediction limit and
batas prediksi bawah dan batas prediksi upper prediction limit. The Bank will give
atas. Bank akan memberikan bobot pada weight to both scenarios to obtain the base
kedua skenario tersebut untuk memperoleh forecast for each MEV. The Bank also takes
proyeksi dasar untuk setiap MEV. Bank into consideration the Bank’s internal
juga mempertimbangkan pandangan dari economist view of the outlook. All
ekonomis internal Bank terhadap proyeksi projections are updated on a quarterly
tersebut. Semua proyeksi diperbarui setiap basis. The Bank reviews the use of
tiga bulan. Bank melakukan kaji ulang macroeconomic assumption and performs
secara berkala atas asumsi makroekonomi back-testing on the ECL model used in ECL
dan melakukan back-testing atas model ECL calculation periodically.
yang digunakan dalam perhitungan ECL.
Perhitungan ECL bergantung pada The ECL calculation relies on multiple
beberapa variabel yang pada dasarnya tidak variables and is inherently non-linear and
linier dan tergantung pada jenis portofolio. portfolio-dependent. This implies that no
Hal ini mengindikasikan bahwa tidak ada single analysis can fully demonstrate the
analisis tunggal yang dapat sepenuhnya sensitivity of the expected credit loss to
menunjukkan sensitivitas kerugian kredit changes in the MEVs. The Bank believes
ekspektasian terhadap perubahan pada that sensitivity should be performed to all
MEV. Bank berkeyakinan bahwa sensitivitas variables, instead of single variable, as this
harus dilakukan terhadap seluruh variabel aligns with the multi-variable nature of the
dan bukan hanya pada variabel tunggal ECL calculation.
karena hal ini sejalan dengan sifat multi-
variabel dari perhitungan ECL.
Analisis sensitivitas ECL dilakukan untuk A sensitivity analysis of ECL was
mengeksplorasi efek ketidakpastian kondisi undertaken to explore the effect of
makro ekonomi global dan domestik yang uncertainty from global and domestic
berpengaruh pada hampir seluruh MEV. macroeconomic condition that impacted
Analisis sensitivitas menunjukkan bahwa almost all of the MEV. Sensitivity analysis
kenaikan rata-rata nilai inflasi dan suku showed that increase in average inflation
bunga acuan masing-masing sebesar 25 bps and interest rate reference both around 25
akan meningkatkan ECL tanpa overlay bps will increase the ECL without overlay by
sekitar 0,5% atau Rp37.266 dibandingkan around 0.5% or Rp37,266 compared to the
dengan ECL Stage 1 dan 2 pada tanggal ECL provision of Stage 1 and 2 as of
31 Desember 2025 (tidak diaudit). 31 December 2025 (unaudited).
Overlay Overlay
Model PSAK 109 tidak didesain untuk The SFAS 109 model was not designed to
mengatasi situasi peristiwa stres tertentu cope with specific stress event situation has
yang belum pernah diuji. Overlay dapat never been tested. Overlay may be applied
diterapkan melalui override kriteria in the form of override transfer criteria of
transfer stage, penggunaan perkiraan stage, use of long-term macroeconomic
makroekonomi jangka panjang, overlay atas forecast, overlay of specific customer name
spesifik nama debitur dan/atau portofolio and/or specific loan portfolio. For ECL
tertentu. Atas angka ECL pada tanggal amount as of 31 December 2025, the Bank
31 Desember 2025, Bank telah menerapkan has applied overlay over certain debtors or
overlay atas nasabah atau portofolio loan portfolio which required additional
pinjaman tertentu yang dianggap provision.
memerlukan tambahan provisi.
Lampiran - 5/58 - Schedule
2025 Annual Report PT Bank Permata Tbk 929
Page 932
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iv. Agunan iv. Collateral
Agunan digunakan untuk mengurangi Collateral is held to reduce maximum
eksposur maksimum terhadap risiko kredit, exposures to credit risk, especially during the
khususnya pada saat terjadinya penurunan time of impairment of financial assets. For
nilai atas aset keuangan. Untuk jenis certain types of lending, typically mortgages
pembiayaan tertentu, umumnya KPR dan and assets financing, the objective to reduce
pembiayaan aset, tujuan penurunan risiko the credit risk is linked to the objective to
kredit juga dikaitkan dengan tujuan untuk offer a right pricing which is in line with the
menawarkan harga yang tepat yang sesuai credit risk.
dengan risiko kreditnya.
Persyaratan agunan bukan merupakan The Bank’s requirement for collateral is not
faktor pengganti kemampuan debitur dalam a substitute for the debtor’s ability to repay
hal pembayaran kembali kredit, yang mana the loans, which is the primary consideration
merupakan pertimbangan utama dalam for any lending decisions. The Bank accepts
setiap keputusan pemberian kredit. Bank a wide range of possible collateral that are
dapat menerima beragam jenis agunan yang regulated by its risk mitigation policies.
diatur oleh kebijakan mitigasi risiko Bank. Typically, the Bank accepts cash and
Umumnya, Bank menerima jenis agunan deposits, residential, commercial and
dalam bentuk kas dan deposit, rumah industrial property, bank guarantees and
tinggal, properti komersial dan industri, letters of credit as eligible collaterals.
garansi bank dan letters of credit. Agunan Intangible collaterals, such as guarantees
tidak berwujud seperti garansi bank dan and letters of credit, may also be held
letters of credit juga dapat digunakan untuk against the Bank exposures although the
mengurangi eksposur Bank walaupun financial effects of these types of collaterals
dampak keuangan untuk jenis agunan ini are less significant in terms of recoveries.
kurang signifikan dalam hal pemulihan kredit. For certain types of exposures such as
Untuk jenis eksposur tertentu seperti letters letters of credit and guarantees, the Bank
of credit dan garansi bank, Bank juga also obtains collateral such as cash,
memperoleh agunan berupa kas, tergantung depending on internal credit risk
pada penilaian internal risiko kredit untuk assessments. In addition, for trade finance
eksposur tersebut. Selain itu, untuk produk products such as letters of credit, the Bank
trade finance seperti letters of credit, Bank will also hold legal title on the underlying
juga memiliki hak hukum atas aset yang assets should a default occur. Other than
mendasarinya seandainya terjadi gagal collateral, the Bank also manages the credit
bayar. Selain agunan, Bank juga mengelola risk by employing credit risk enhancements,
risiko kredit dengan menggunakan such as supported guarantees from
peningkatan kualitas kredit, seperti jaminan residence developers.
pendukung dari pihak pengembang
perumahan.
Agunan dan peningkatan kualitas kredit Collateral and other credit risk enhancement
lainnya dimasukkan ke dalam pengukuran instruments have been taken into account in
risiko kredit Bank dalam hal penilaian the Bank’s measurement of credit risk in
terhadap kualitas aset dan perhitungan form of assessment of credit quality and
kerugian penurunan nilai atas aset calculation of impairment losses for its
keuangan, yang mana telah disajikan dan financial assets, which have been presented
diungkapkan dalam laporan keuangan. Jika and disclosed in these financial statements.
diperlukan, nilai agunan yang digunakan When appropriate, collateral values used in
dapat disesuaikan untuk merefleksikan the assessment are adjusted to reflect
kondisi pasar terkini, tingkat kemampuan current market conditions, exercisability of
Bank untuk menarik agunan tersebut dan Bank’s rights to repossess, probability of
probabilitas serta jangka waktu bagi Bank recovery and the period of time to realise the
untuk merealisasikan agunan dalam hal collateral in the event of foreclosure.
terjadi pengambilalihan.
Lampiran - 5/59 - Schedule
930 PT Bank Permata Tbk Laporan Tahunan 2025
Page 933
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iv. Agunan (lanjutan) iv. Collateral (continued)
Selain itu, Bank juga menggunakan nilai dari Other than that, the collateral values have
agunan untuk mengidentifikasi, mengukur, also been used by the Bank in its risk
memantau, dan mengendalikan risiko, identification, measurement, monitoring,
tergantung dari situasi dan tipe dari aset and control, depending on circumstances
keuangannya. Dari proses ini, Bank dapat and type of financial asset. From this
menyesuaikan kebijakannya untuk process, the Bank may alter its policies to
menciptakan praktik dan lingkungan risiko create a more appropriate credit risk
kredit yang lebih tepat untuk meminimalisir environment and practices in order to
kemungkinan tingkat kerugian yang timbul minimise the magnitude of loss event while
serta mengoptimalisasi peluang dari aset also optimising the realisation of
keuangan yang dimiliki pada saat ini maupun opportunities coming from the existing or
yang diharapkan akan dimiliki di masa yang expected financial assets.
akan datang.
Bank melakukan penilaian dan pemantauan The Bank regularly appraises and monitors
terhadap nilai agunan secara berkala. the value of its collateral. The Bank’s risk
Kebijakan mitigasi risiko Bank menjabarkan mitigation policy prescribes among others
antara lain frekuensi penilaian untuk the frequency of valuation for various types
berbagai jenis agunan, berdasarkan tingkat of collaterals, based on the level of price
volatilitas harga dari setiap jenis agunan dan volatility for each type of collateral and the
sifat dari produk atau eksposur risiko yang nature of the underlying product or risk
mendasarinya. exposure.
Bank memitigasi risiko kredit dari derivatif The Bank mitigates the credit risk of
dengan menggunakan master netting derivatives by entering into master netting
agreements. Transaksi derivatif dilakukan agreements. Derivative transactions are
dengan International Swaps and Derivatives entered into under International Swaps and
Association (“ISDA") master netting Derivatives Association (“ISDA”) master
agreements. Umumnya, berdasarkan ISDA netting agreements. In general, under ISDA
master netting agreements, dalam kondisi master netting agreements, in certain
tertentu, misalnya ketika peristiwa kredit circumstances, such as when a credit event
seperti wanprestasi terjadi, semua transaksi such as a default occurs, all outstanding
yang masih berjalan berdasarkan kontrak transactions under the agreements are
akan dihentikan. Nilai yang dihentikan terminated. The termination value is
dihitung dan hanya satu jumlah yang akan assessed and only a single amount is due or
terutang sebagai penyelesaian semua payable as a settlement of all transactions.
transaksi. Sedangkan mitigasi risiko kredit While for mitigating credit risk of securities
dari efek-efek yang dibeli dengan janji dijual purchased under resale agreements, the
kembali dilakukan dengan kepemilikan hak Bank holds collateral in the form of
atas agunan berupa efek-efek menggunakan marketable securities utilising Global Master
Global Master Repurchase Agreement Repurchase Agreement (“GMRA”).
(“GMRA”).
Komposisi kredit yang diberikan yang The composition of loans that benefits from
mendapatkan manfaat dari agunan, baik partial or full collateralisation as credit risk
sebagian maupun penuh, sebagai mitigasi mitigation as of 31 December 2025 and
dari risiko kredit pada tanggal 2024 is 94.57% and 93.95% of total
31 Desember 2025 dan 2024 outstanding loans, respectively.
masing-masing 94,57% dan 93,95% dari
jumlah kredit yang diberikan.
Jaminan penuh atau sebagian bergantung The designation of either fully or partially
dari nilai wajar agunan tersebut, baik secured collaterals depends on whether the
berdasarkan penilaian pada saat kredit fair value of the collaterals, either based on
diberikan atau penilaian terakhir, apakah the appraised value at the time of loans
sama atau lebih besar dari jumlah disbursement or latest appraisal, is equal to
kredit/jumlah kredit pada saat awal or greater than the outstanding loan/loan at
pemberian kredit. the time of origination.
Lampiran - 5/60 - Schedule
2025 Annual Report PT Bank Permata Tbk 931
Page 934
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
iv. Agunan (lanjutan) iv. Collateral (continued)
Tabel di bawah ini memperlihatkan kredit The table below sets out loans with
yang dijamin dengan agunan sesuai collaterals based on the Bank’s collateral
persyaratan agunan Bank. requirements.
Kredit yang diberikan dengan agunan/
Kredit yang Loans with collateral
diberikan/ Jenis agunan/
Loans 2025 2024 Type of collateral
Modal Kerja/Working 64.281.944 55.813.579 Giro, tabungan, deposito berjangka, tanah dan
Capital bangunan, kendaraan bermotor, garansi, kapal laut,
persediaan, surat berharga, mesin, saham
L/C/Demand deposits, savings, time deposits, land
and buildings, motor vehicles, guarantee, vessels,
inventories, securities, machinery, stocks, L/C
Investasi/Investment 38.846.328 35.792.233 Giro, tabungan, deposito berjangka, tanah dan
bangunan, kendaraan bermotor, kapal laut, garansi,
persediaan, surat berharga, mesin, hotel, saham
L/C/Demand deposits, savings, time deposits, land
and buildings, motor vehicles, vessels, guarantee,
inventories, securities, machinery, hotel, stocks, L/C
Konsumen/Consumer 17.640.234 18.447.076 Tanah dan bangunan, kendaraan bermotor, surat
berharga, reksadana/Land and buildings, motor
vehicles, securities, mutual funds
Syariah/Sharia 23.089.737 25.104.620 Giro, deposito berjangka, tanah dan bangunan,
kendaraan bermotor, mesin, kapal laut, persediaan,
agunan lainnya/Demand deposits, time deposits, land
and buildings, motor vehicles, machines, vessels,
inventories, other collaterals
143.858.243 135.157.508
Khusus untuk kredit pemilikan rumah, Especially for mortgages, the Bank is
Bank wajib menjaga rasio Loan to Value required to maintain Loan to Value (“LTV”)
(“LTV"). Rasio LTV dihitung dengan ratio. LTV ratio is calculated by comparing
membandingkan nilai kredit yang diberikan the loan amount with the value of collateral
terhadap nilai agunan pada saat pemberian at the time of loan origination based on the
kredit berdasarkan hasil penilaian terakhir latest appraisal value in accordance with the
sesuai dengan peraturan yang berlaku. prevailing regulation.
Bank memiliki kebijakan untuk segera The Bank’s policy is to pursue timely
merealisasikan agunan yang diambilalih. realisation of the collateral. Generally, the
Umumnya, Bank tidak menggunakan Bank does not use foreclosed non-cash
agunan nonkas yang diambil alih untuk collateral for the Bank’s operational needs.
keperluan operasional Bank.
v. Aset Keuangan untuk Diperdagangkan v. Financial Assets Held for Trading
Pada 31 Desember 2025 dan 2024, Bank As of 31 December 2025 and 2024, the Bank
memiliki aset keuangan untuk had financial assets held for trading
diperdagangkan masing-masing sebesar amounting to Rp3,443,525 and Rp6,786,864,
Rp3.443.525 dan Rp6.786.864 (lihat respectively (refer to Note 9). Information of
Catatan 9). Informasi tentang kualitas kredit the credit quality of the maximum credit
dari eksposur maksimum risiko kredit adalah exposure is as follows:
sebagai berikut:
2025 2024
Efek-efek: Securities:
Investment grade 3.303.923 6.430.308 Investment grade
Aset derivatif: Derivative assets:
Pihak lawan korporasi 67.539 169.088 Corporate counterparties
Pihak lawan Bank dan Bank and financial institutions
lembaga keuangan 66.769 115.628 counterparties
Pihak lawan pemerintah, Government, state owned
entitas milik negara dan entity and Bank Indonesia
Bank Indonesia 5.091 71.840 counterparties
Pihak lawan perorangan 203 - Retail counterparties
3.443.525 6.786.864
Lampiran - 5/61 - Schedule
932 PT Bank Permata Tbk Laporan Tahunan 2025
Page 935
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
b. Manajemen Risiko Kredit (lanjutan) b. Credit Risk Management (continued)
vi. Risiko Penyelesaian vi. Settlement Risk
Kegiatan Bank dapat menimbulkan risiko The Bank's activities may give rise to
antara tanggal transaksi sampai dengan risk between the deal date to settlement
tanggal penyelesaian dan pada tanggal date and at the time of settlement of
penyelesaian transaksi. Risiko yang muncul transactions/trades. Risk occurred between
dari tanggal transaksi sampai dengan deal date to settlement date is known as pre-
tanggal penyelesaian dikenal sebagai settlement risk, which represents the
risiko pre-settlement, yang merupakan replacement cost of outstanding contract in
biaya untuk mengganti kontrak yang masih the market should the counterparty default.
ada di pasar bila pihak lawan cidera janji. Pre-settlement risk takes into account the
Risiko pre-settlement mencakup nilai current mark-to-market value and an
mark-to-market saat ini dan nilai tambahan additional amount to cover potential
untuk menutupi pergerakan potensial dari movement of mark-to-market value between
nilai mark-to-market antara tanggal saat ini the current date and maturity of outstanding
sampai kontrak tersebut jatuh tempo. contract.
Sementara itu risiko settlement muncul While settlement risk occurred due to the
akibat kegagalan pihak lawan dalam fact that the counterparty fails to honour its
menyelesaikan kewajibannya untuk obligations to deliver cash, securities or
menyerahkan kas, efek-efek atau aset other assets as contractually agreed. For
lainnya sesuai dengan kesepakatan kontrak. certain types of transactions, the Bank
Untuk beberapa jenis transaksi, Bank mitigates this risk by conducting settlements
melakukan mitigasi risiko ini dengan through a settlement/clearing house to
melakukan penyelesaian melalui lembaga ensure that a trade is settled only when both
penyelesaian/kliring untuk memastikan parties have fulfilled their contractual
bahwa transaksi diselesaikan hanya bila settlement obligations, or via Delivery
kedua belah pihak sudah memenuhi Versus Payment (“DVP”) mechanism.
kewajibannya sesuai kontrak, atau dilakukan
melalui mekanisme Delivery Versus
Payment (“DVP”).
c. Manajemen Risiko Pasar c. Market Risk Management
Risiko pasar merupakan risiko yang timbul akibat Market risk is the risk due to changes in market
dari perubahan harga di pasar, seperti nilai tukar prices, such as foreign exchange rates and
dan suku bunga, yang akan berdampak pada interest rates, that will affect the Bank’s income or
pendapatan dan nilai instrumen keuangan yang the value of its holdings of financial instruments.
dimiliki Bank. Tujuan dari pengelolaan risiko The objective of market risk management is to
pasar adalah untuk mengelola dan mengawasi manage and control market risk exposures within
eksposur risiko pasar dengan menggunakan acceptable parameters while optimising the
parameter-parameter yang dapat diterima dan return on risk.
pada saat yang sama dapat mengoptimalkan
pendapatan.
Pengelolaan risiko pasar didukung oleh kerangka The management of market risk is supported by
kebijakan dan limit yang komprehensif untuk a comprehensive limit and policy framework to
mengendalikan risiko yang dapat diterima oleh control the amount of risk that the Bank can
Bank. Limit risiko pasar dialokasikan pada accept. Market risk limits are allocated at various
berbagai tingkatan dan dipantau oleh unit Market levels and are reported and monitored by
& Enterprise Risk Management (“MERM”) secara Market & Enterprise Risk Management (“MERM”)
harian, misalnya Value at Risk (“VaR”), unit on a daily basis, such as Value at Risk
sensitivitas, Posisi Devisa Neto (“PDN”), tenor (“VaR”), sensitivity, Net Open Position (“NOP”),
maksimum dan batas toleransi off-market. maximum tenor and off-market tolerance
threshold.
Lampiran - 5/62 - Schedule
2025 Annual Report PT Bank Permata Tbk 933
Page 936
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
Secara umum, risiko pasar dibagi ke dalam In overall, market risks are divided into the
risiko-risiko sebagai berikut: following risks:
i. Risiko Nilai Tukar i. Foreign Exchange Risk
Bank memiliki eksposur nilai tukar akibat The Bank is exposed to foreign exchange
adanya transaksi dalam mata uang asing. currency risk through transactions involving
Bank memonitor posisi yang terjadi untuk foreign currencies. The Bank monitors any
setiap nilai tukar mata uang asing position in relation to any individual currency with
sehubungan dengan konversi mata uang regards to the translation of foreign currencies
asing terhadap Rupiah sehingga into Indonesian Rupiah that creates potential
menimbulkan potensi keuntungan atau profit or loss.
kerugian.
PDN Bank dihitung berdasarkan Peraturan The Bank’s NOP was calculated based on the
Bank Indonesia yang berlaku. Sesuai prevailing Bank Indonesia regulations. In
dengan peraturan yang berlaku, Bank harus accordance with the prevailing regulations, the
memenuhi ketentuan PDN keseluruhan Bank is required to maintain its aggregate NOP
setinggi-tingginya 20% dari jumlah modal. at the maximum of 20% on its capital. NOP
Pengelolaan PDN dilakukan oleh Trading management is performed by Trading Desk -
Desk - Treasury. Treasury.
PDN Bank pada tanggal 31 Desember 2025 The Bank’s NOP as of 31 December 2025 and
dan 2024 disajikan pada Catatan 49. 2024 are presented in Notes 49.
ii. Risiko Tingkat Suku Bunga ii. Interest Rate Risk
Kegiatan Bank yang terkait dengan risiko Interest rate risk exposure in the operational
tingkat suku bunga terbagi atas: banking activities is divided into:
a. Portofolio trading book merupakan a. Trading book portfolio represents trading
aktivitas pengelolaan portofolio efek-efek securities portfolio and portfolio from
dan portofolio yang berasal dari transaksi interest rate derivative transactions for
derivatif untuk tujuan diperdagangkan. trading purpose. Trading securities and
Portofolio efek-efek dan derivatif untuk interest rate derivatives are managed by
diperdagangkan dikelola oleh Trading Trading Desk - Treasury; and
Desk - Treasury; dan
b. Portofolio Banking Book terdiri dari semua b. Banking Book portfolio consists of all
aktivitas bank komersial, dalam rangka commercial bank activities, to manage the
pengelolaan risiko (risiko likuiditas dan inherent risk (liquidity and interest rate risk)
tingkat suku bunga) dari aktivitas from the activities of Assets and Liabilities
Manajemen Aset dan Liabilitas (“ALM”) Management (“ALM”) including derivative
termasuk transaksi derivatif yang transactions to manage interest rate risk for
bertujuan untuk mengelola risiko suku Banking Book position and this is managed
bunga dari posisi Banking Book dan by Asset and Liability Management Desk -
dikelola oleh Asset and Liability Treasury.
Management Desk - Treasury.
Lampiran - 5/63 - Schedule
934 PT Bank Permata Tbk Laporan Tahunan 2025
Page 937
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Tabel di bawah ini merupakan ikhtisar profil The table below summarises the profile of
risiko tingkat suku bunga untuk portofolio interest rate risk for Banking Book portfolio at
Banking Book pada nilai tercatatnya yang its carrying amounts categorised by the Bank’s
dikategorikan menurut analisis Bank dengan analysis with several assumptions:
beberapa asumsi:
2025
Sampai Lebih dari 10
dengan 1 tahun/
Jumlah/ tahun/ > 1 - 2 tahun/ > 2 - 5 tahun/ > 5 - 10 tahun/ More than 10
Total 1) Up to 1 year > 1 - 2 years > 2 - 5 years > 5 - 10 years years
Penempatan pada Placements with
Bank Indonesia dan Bank Indonesia
bank-bank lain 7.046.614 7.046.614 - - - - and other banks
Efek-efek yang dibeli Securities
dengan janji dijual purchased under
kembali 921.670 921.670 - - - - resale agreements
Acceptance
Tagihan akseptasi 4.995.443 4.995.443 - - - - receivables
Kredit yang diberikan 162.967.596 136.239.167 11.768.563 13.541.487 1.198.345 220.034 Loans
Efek-efek untuk Investment
tujuan investasi 79.167.592 52.475.517 6.068.635 20.599.429 24.011 - securities
Aset lain-lain 2) 92.969 92.969 - - - - Other assets 2)
255.191.884 201.771.380 17.837.198 34.140.916 1.222.356 220.034
Simpanan dari Deposits from
nasabah (193.839.701) (193.527.753) (156.924) (155.024) - - customers
Simpanan dari Deposits from other
bank-bank lain (4.332.183) (4.332.183) - - - - banks
Utang atas efek-efek Securities sold under
yang dijual dengan repurchase agreements
janji dibeli kembali (2.263.583) (2.263.583) - - - - payable
Pinjaman yang diterima (1.501) (1.501) - - - - Borrowings
(200.436.968) (200.125.020) (156.924) (155.024) - -
Jumlah 54.754.916 1.646.360 17.680.274 33.985.892 1.222.356 220.034 Total
2024
Sampai Lebih dari 10
dengan 1 tahun/
Jumlah/ tahun/ > 1 - 2 tahun/ > 2 - 5 tahun/ > 5 - 10 tahun/ More than 10
Total 1) Up to 1 year > 1 - 2 years > 2 - 5 years > 5 - 10 years years
Penempatan pada Placements with
Bank Indonesia dan Bank Indonesia
bank-bank lain 12.924.602 12.924.602 - - - - and other banks
Efek-efek yang dibeli Securities
dengan janji dijual purchased under
kembali 2.149.236 2.149.236 - - - - resale agreements
Acceptance
Tagihan akseptasi 5.442.969 5.442.969 - - - - receivables
Kredit yang diberikan 153.533.294 123.759.575 14.358.245 14.539.120 739.023 137.331 Loans
Efek-efek untuk Investment
tujuan investasi 71.137.603 54.182.264 2.932.601 9.194.052 4.740.800 87.886 securities
Aset lain-lain 2) 217.634 217.634 - - - - Other assets 2)
245.405.338 198.676.280 17.290.846 23.733.172 5.479.823 225.217
Simpanan dari Deposits from
nasabah (186.988.396) (186.725.739) (133.924) (128.733) - - customers
Simpanan dari Deposits from other
bank-bank lain (4.456.932) (4.456.932) - - - - banks
Utang atas efek-efek Securities sold under
yang dijual dengan repurchase agreements
janji dibeli kembali (4.184.632) (4.184.632) - - - - payable
Pinjaman yang
diterima - - - - - - Borrowings
(195.629.960) (195.367.303) (133.924) (128.733) - -
Jumlah 49.775.378 3.308.977 17.156.922 23.604.439 5.479.823 225.217 Total
1)
Termasuk kupon/bunga kecuali untuk instrumen keuangan yang tidak Include coupon/interest except for financial instruments that do not have 1)
memiliki kupon/bunga coupon/interest
2)
Terdiri dari tagihan yang berasal dari transaksi trade finance Consist of receivables arising from trade finance transactions 2)
Lampiran - 5/64 - Schedule
2025 Annual Report PT Bank Permata Tbk 935
Page 938
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Penyusunan tabel di atas dilakukan dengan The above table is prepared using the following
asumsi-asumsi sebagai berikut: assumptions:
• Memperhitungkan kupon dan bunga; • Coupon and implied interest are included;
• Komponen arus kas dengan suku bunga • Fixed rate cash flow is profiled up to
tetap dihitung sampai dengan tanggal jatuh maturity date and floating rate (variable
tempo dan komponen arus kas dengan suku rate) cash flow is profiled up to the next
bunga mengambang (variable rate) dihitung repricing date;
sampai dengan tanggal repricing berikutnya;
• Menggunakan analisis tertentu (behavioral • Certain analysis (behavioral analysis
analysis pada core/non-core customer - on core/non-core customer - sensitive/
sensitive/insensitive) untuk portofolio yang insensitive) is used for the portfolio which
tidak memiliki tanggal jatuh tempo dan/atau has no maturity date and/or managed rate
managed rate, seperti pinjaman rekening such as overdrafts, credit cards, demand
koran, kartu kredit, giro dan tabungan deposits and savings as follows:
sebagai berikut:
- “Core” merupakan porsi dari saldo yang - “Core” are portion of the product
bersifat stabil dalam jangka panjang. balance that is stable in the
Dalam kondisi normal, core diasumsikan long-term. Under normal conditions,
tetap berada di Bank setidaknya selama the core balance is expected to stay
satu tahun. Core terbagi menjadi dua with the Bank for at least one year.
yaitu: Core are divided into:
• “Core sensitive customers” • “Core sensitive customers” are put
dimasukkan dalam kelompok 1 into 1-month time bucket, it is the
bulan, adalah porsi dari saldo core portion of the core balance that
yang terpengaruh oleh perubahan bears the change of interest rate.
suku bunga.
• “Core insensitive customers” adalah • “Core insensitive customers” are
porsi dari saldo core yang tidak the portion of the core balance that
terpengaruh oleh perubahan suku are not affected by the change in
bunga, dipro-ratakan pada kelompok interest rate, pro-rated from 1 month
1 bulan hingga 12 bulan. to 12 months time bucket.
• “Non-core customers” merupakan • “Non-core customers“ are deemed
porsi dari saldo yang dianggap volatile and all of the balance
volatile dan seluruh saldonya included in the 1-month time bucket.
dimasukkan dalam kelompok 1
bulan.
Produk “managed rate” adalah suatu produk A “managed rate” product is a product that has
yang memiliki tingkat suku bunga yang interest rate which is determined solely and set
besarnya semata-mata ditetapkan atas diskresi at the discretion of the Bank.
Bank.
Dengan digunakannya asumsi-asumsi di atas, By using the above assumptions, the interest
tabel profit repricing suku bunga dapat berbeda rate repricing profile table may differ from
dengan tabel arus kas kontraktual yang tidak contractual undiscounted cash flows of financial
didiskontokan dari liabilitas keuangan (lihat liabilities table (refer to Note 3d) which is
Catatan 3d) yang disusun berdasarkan tanggal prepared based on remaining contractual
jatuh tempo kontraktual yang tersisa atas maturities of financial liabilities.
liabilitas keuangan.
Tabel-tabel di atas memperlihatkan profil risiko The above tables show interest rate risk of
tingkat suku bunga untuk portofolio Banking Banking Book portfolio. As of 31 December
Book. Pada tanggal 31 Desember 2025 dan 2025 and 31 December 2024, the assets
tanggal 31 Desember 2024, posisi aset pada position in the bucket of less than one year is
kelompok kurang dari satu tahun lebih besar higher than liabilities in that bucket.
dari liabilitas pada kelompok tersebut.
Hal tersebut memperlihatkan bahwa posisi aset The situation shows that the assets as at 31
pada 31 Desember 2025 dan 2024 memiliki December 2025 and 2024 has a higher short-
komponen repricing jangka pendek yang lebih term repricing component compared to the
besar dibandingkan dengan posisi liabilitas, liabilities side, thus when the interest rate
sehingga ketika tingkat suku bunga naik, kondisi increases, it will bring a positive impact to the
ini akan memberikan dampak positif terhadap Bank’s net interest income for the year.
pendapatan bunga bersih Bank pada tahun
tersebut.
Lampiran - 5/65 - Schedule
936 PT Bank Permata Tbk Laporan Tahunan 2025
Page 939
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Pada tanggal 31 Desember 2025 dan As of 31 December 2025 and 2024, the
31 Desember 2024, komposisi aset dan composition of assets and liabilities is as
liabilitas adalah sebagai berikut: follows:
- Penempatan pada Bank Indonesia dan - Placements with Bank Indonesia and other
bank-bank lain banks
Portofolio penempatan pada Bank Placements with Bank Indonesia and other
Indonesia dan bank-bank lain terdiri dari banks portfolio consist of
penempatan jangka pendek. short-term placements.
- Efek-efek yang dibeli dengan janji dijual -- Securities purchased under resale
kembali agreements
Efek-efek yang dibeli dengan janji dijual Securities purchased under resale
kembali merupakan transaksi pembelian agreements represent transactions of
efek-efek dengan janji dijual kembali purchase of securities under resale
dengan Bank Indonesia dan bank-bank lain. agreements with Bank Indonesia and other
Efek-efek tersebut merupakan obligasi banks. The securities represent bonds with
bersuku bunga tetap yang diterbitkan oleh fixed interest rate issued by the
Pemerintah Republik Indonesia. Government of Republic of Indonesia.
- Tagihan akseptasi -- Acceptance receivables
Tagihan akseptasi merupakan instrumen Acceptance receivables represent letter of
letter of credit yang diterbitkan Bank kepada credit instrument that is issued by the Bank
nasabah dan telah diaksep oleh Bank pada to customers and have been accepted by
tanggal pelaporan. Pada tanggal the Bank at reporting date. As of
31 Desember 2025 dan 2024, tagihan 31 December 2025 and 2024, acceptance
akseptasi tersebut tidak memiliki suku receivables do not have any interest rate.
bunga.
- Kredit yang diberikan - Loans
Portofolio kredit yang diberikan pada Loans portfolio as of 31 December 2025
tanggal 31 Desember 2025 terdiri dari consisted of 76.82% variable rate loans and
76,82% kredit dengan suku bunga variabel 23.18% fixed rate loans and as of
dan 23,18% kredit dengan suku bunga tetap 31 December 2024 consisted of 80.73%
dan 31 Desember 2024 terdiri dari 80,73% variable rate loans and 19.27% fixed rate
kredit dengan suku bunga variabel dan loans. Loans with variable interest rates
19,27% kredit dengan suku bunga tetap. were concentrated in < 1 year time bucket.
Kredit dengan suku bunga variabel The Bank included variable rate loans in the
terkonsentrasi dalam kelompok < 1 tahun. < 1 year time bucket by considering that the
Bank memasukkan kredit dengan suku Bank can reprice the interest rate at any
bunga variabel dalam kelompok < 1 tahun time, in line with the approval from the
dengan mempertimbangkan bahwa Bank customers as agreed in the loan
dapat meninjau kembali suku bunga setiap agreements.
saat, sesuai dengan persetujuan dari setiap
nasabah yang tercantum dalam perjanjian
kredit.
- Efek-efek untuk tujuan investasi - Investment securities
Seluruh portofolio efek-efek untuk tujuan All investment securities portfolio are fixed
investasi adalah instrumen dengan suku rate instruments, which consist of
bunga tetap yang terdiri dari surat berharga government securities, corporate bonds and
pemerintah, obligasi korporasi dan wesel. bills.
- Aset lain-lain - Other assets
Aset lain-lain di tabel di atas merupakan Other assets in the above table represent
wesel ekspor yang dibeli dengan diskonto. export bills purchased at discount.
Lampiran - 5/66 - Schedule
2025 Annual Report PT Bank Permata Tbk 937
Page 940
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Pada tanggal 31 Desember 2025 dan As of 31 December 2025 and 2024, the
31 Desember 2024, komposisi aset dan composition of assets and liabilities is as
liabilitas adalah sebagai berikut: (lanjutan) follows: (continued)
- Simpanan dari nasabah - Deposits from customers
Portfolio simpanan dari nasabah terdiri dari Deposits from customers portfolio consist of
deposito berjangka dengan suku bunga fixed rate time deposits of
tetap masing-masing sebesar 36,17% dan 36.17% and 44.82% of total deposits from
44,82% dari jumlah simpanan dari nasabah customers as of 31 December 2025 and
pada tanggal 31 Desember 2025 dan 2024, 2024, respectively and the remaining are
sisanya merupakan giro dan tabungan. demand deposit and savings.
- Simpanan dari bank-bank lain - Deposits from other banks
Portfolio simpanan dari bank-bank lain terdiri Deposits from other banks portfolio consist
dari deposito berjangka dengan suku bunga of fixed rate time deposits of
tetap masing-masing sebesar 10,50% dan 10.50% and 22.13% of total deposits from
22,13% dari jumlah simpanan dari bank- customers as of 31 December 2025 and
bank lain pada tanggal 31 Desember 2025 2024, respectively and the remaining are
dan 2024, sisanya merupakan giro, demand deposits, savings, and call money.
tabungan dan call money.
- Utang atas efek-efek yang dijual dengan - Securities sold under repurchase
janji dibeli kembali agreements payable
Utang atas efek-efek yang dijual dengan Securities sold under repurchase
janji dibeli kembali berasal dari transaksi agreements payable were from repo
repo dengan Bank Indonesia dan transactions with Bank Indonesia and other
bank-bank lain. Efek-efek tersebut terdiri banks. The securities consist of government
dari obligasi pemerintah yang diterbitkan bonds issued by the Government of
oleh Pemerintah Republik Indonesia. Republic Indonesia.
.
Analisis Value at Risk (“VaR”) Value at Risk (“VaR”) Analysis
Appetite risiko pasar Bank ditetapkan melalui The Bank’s market risk appetite is set through a
limit VaR. VaR adalah suatu ukuran dari VaR limit. VaR is a measurement of the
maksimum kerugian yang diperkirakan (dalam maximum expected loss (in fair value terms) for
konteks nilai wajar) untuk tingkat keyakinan a given confidence level over a given holding
tertentu dalam holding period tertentu period based on historical market changes. VaR
berdasarkan perubahan pasar historis. measurement is conducted on a daily basis to
Pengukuran VaR dilakukan secara harian portfolios of Trading Desk and Asset Liability
terhadap portofolio Trading Desk dan Asset Management (“ALM”). VaR limits are approved
Liability Management (“ALM”). Limit VaR at least annually by RMC for Trading Desk and
disetujui sekurang-kurangnya setahun sekali by ALCO for ALM Desk.
oleh RMC untuk Trading Desk dan oleh ALCO
untuk ALM Desk.
Trading Desk meliputi eksposur Bank Trading Desk includes the Bank’s exposure to
terhadap posisi perdagangan surat berharga, marketable securities, derivative transactions
transaksi derivatif dan transaksi valuta asing and foreign exchange transactions for trading
untuk posisi Trading maupun Banking Book. position as well as banking position. Asset
Asset Liability Management mengelola risiko Liability Management manages interest rate
suku bunga pada Banking Book. risk in Banking Book.
Bank menghitung VaR harian dengan The Bank calculates daily VaR with historical
pendekatan simulasi historis pada tingkat simulation approach at 97.5% confidence level
keyakinan 97,5% berdasarkan satu tahun data based on one-year historical data. The Bank
historis. Bank melakukan validasi atas akurasi validates the accuracy of VaR model by
model VaR dengan melakukan back-testing performing back-testing using actual daily profit
yang menggunakan laba rugi harian aktual dan or loss and hypothetical profit or loss.
laba rugi hipotesis (hypothetical profit or loss).
Lampiran - 5/67 - Schedule
938 PT Bank Permata Tbk Laporan Tahunan 2025
Page 941
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Meskipun VaR merupakan alat penting Although VaR is an important tool for
dalam mengukur risiko pasar, asumsi yang measuring market risk, the assumptions on
mendasari model menyebabkan adanya which the model is based do give rise to
beberapa keterbatasan yang antara lain: some limitations, including the following:
tidak menangkap pergerakan posisi does not capture intraday position
intrahari, tidak memperlihatkan kerugian movements, does not reflect the loss that
yang mungkin terjadi melebihi tingkat may be occurred beyond the confidence
keyakinan yang ditetapkan dan level and high dependency upon the
ketergantungan yang tinggi atas hasil outcome to historical data.
perhitungan terhadap data historis.
Tabel di bawah ini merupakan ikhtisar tingkat The table below summarises the weighted
suku bunga efektif rata-rata tertimbang untuk average effective interest rates for the
instrumen keuangan berikut ini pada tanggal following financial instruments as of
31 Desember 2025 dan 2024: 31 December 2025 and 2024:
2025 2024
Aset Assets
Rupiah Rupiah
Penempatan pada Bank Indonesia Placements with Bank
dan bank-bank lain 3,80% 5,30% Indonesia and other banks
Efek-efek yang dibeli dengan janji Securities purchased under
dijual kembali 7,32% 7,82% resale agreements
Kredit yang diberikan 7,45% 8,21% Loans
Efek-efek untuk tujuan investasi Investment securities
- Wesel 5,20% 5,94% Bills -
- Obligasi pemerintah dari Government bonds from -
pasar sekunder 6,26% 6,38% secondary market
- Obligasi korporasi 6,79% 6,69% Corporate bonds -
- Obligasi korporasi - sukuk 6,80% - Sukuk Corporate bonds -
Negotiable Certificate -
- Negotiable Certificate Deposits 6,85% - Deposits
Aset lain-lain 0,00% 4,36% Other assets
Valuta asing Foreign currencies
Penempatan pada Bank Indonesia Placements with Bank
dan bank-bank lain 3,76% 4,46% Indonesia and other banks
Kredit yang diberikan 5,67% 6,33% Loans
Efek-efek untuk tujuan investasi Investment securities
- Wesel 3,96% 4,64% Bills -
- Obligasi pemerintah dari Government bonds from -
pasar sekunder 4,60% 5,06% secondary market
Aset lain-lain 3,98% 1,69% Other assets
Liabilitas Liabilities
Rupiah Rupiah
Simpanan dari nasabah Deposits from customers
- Giro 3,44% 3,63% Demand deposits -
- Tabungan 1,40% 1,13% Savings -
- Deposito berjangka 4,99% 5,34% Time deposits -
Simpanan dari bank-bank lain 3,48% 4,19% Deposits from other banks
Securities sold under
Utang atas efek-efek yang dijual repurchase agreements
dengan janji dibeli kembali 4,77% 6,27% payable
Valuta asing Foreign currencies
Simpanan dari nasabah Deposits from customers
- Giro 2,56% 3,14% Demand deposits -
- Tabungan 0,26% 0,23% Savings -
- Deposito berjangka 3,77% 4,64% Time deposits -
Simpanan dari bank-bank lain 0,25% 0,00% Deposits from other banks
Lampiran - 5/68 - Schedule
2025 Annual Report PT Bank Permata Tbk 939
Page 942
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Tabel di bawah ini merupakan ikhtisar The table below summarises the weighted
rata-rata tertimbang bagi hasil, bonus, dan average of profit distribution, bonus, and
pendapatan marjin untuk transaksi syariah margin revenue for the following sharia
pada tanggal 31 Desember 2025 dan 2024: transactions as of 31 December 2025 and
2024:
2025 2024
Aset Assets
Rupiah Rupiah
Kredit yang diberikan 6,63% 6,89% Loans
Efek-efek untuk tujuan investasi Investment securities
- Obligasi pemerintah - Sukuk Government -
Ijarah 5,93% 6,16% bonds - Sukuk Ijarah
- Obligasi Bank Indonesia - Bank Indonesia -
Sukbi Syariah 5,87% 7,05% bonds - Sukbi Sharia
- Wesel 8,45% 8,36% Bills -
Valuta Asing Foreign Currencies
Kredit yang diberikan 6,31% 7,03% Loans
Efek-efek untuk tujuan investasi Investment securities
- Obligasi pemerintah - Sukuk Government -
Ijarah 3,00% 2,62% bonds - Sukuk Ijarah
- Wesel 5,29% 5,95%
Bills –
Liabilitas Liabilities
Rupiah Rupiah
Simpanan dari nasabah Deposits from customers
Wadiah and mudharabah -
- Giro wadiah dan mudharabah 2,72% 2,51% demand deposits
- Tabungan mudharabah 1,98% 1,47% Mudharabah savings -
- Deposito berjangka Mudharabah -
mudharabah 4,38% 5,77% time deposit
Simpanan dari bank-bank lain 3,78% 4,19% Deposits from other banks
Valuta Asing Foreign Currencies
Simpanan dari nasabah Deposits from customers
Wadiah and mudharabah -
- Giro wadiah dan mudharabah 1,47% 3,45% demand deposits
- Tabungan mudharabah 0,06% 0,06% Mudharabah savings -
- Deposito berjangka Mudharabah -
mudharabah 2,91% 3,55% time deposit
Pengelolaan risiko suku bunga dalam Management of interest rate risk in the
Banking Book (“IRRBB”) Banking Book (“IRRBB”)
Bank mendefinisikan IRRBB sebagai risiko The Bank defines IRRBB as a risk due to
akibat pergerakan suku bunga di pasar yang movements in market interest rates that
memengaruhi posisi Banking Book, yang affect the position in the Banking Book,
berpotensi memberikan dampak terhadap which has the potential to impact the Bank’s
permodalan dan rentabilitas Bank baik untuk capital and profitability both for present and
saat ini maupun masa yang akan datang. future time. IRRBB risk management is
Manajemen risiko IRRBB diterapkan untuk applied to identify, measure, monitor, and
mengidentifikasi, mengukur, memantau, dan control interest rate risk that may cause
mengendalikan pergerakan suku bunga yang changes in present value and timing of
dapat menyebabkan perubahan pada nilai kini future cash flows that will affect the
dan penetapan waktu arus kas pada masa economic value of the Bank’s assets,
mendatang yang memengaruhi nilai ekonomis liabilities, and off-balance sheet positions
dari aset, liabilitas, dan transaksi rekening and cause changes in net interest income.
administratif Bank serta menyebabkan In practice, IRRBB exposure is the position
perubahan pada pendapatan bunga bersih. of interest rate risk outside of the Trading
Pada praktiknya, eksposur IRRBB adalah Book portfolio managed by the Treasury -
posisi risiko suku bunga di luar portofolio ALM unit within the approved limits.
Trading Book yang dikelola oleh unit Treasury
- ALM dalam batasan limit yang telah
ditetapkan.
Lampiran - 5/69 - Schedule
940 PT Bank Permata Tbk Laporan Tahunan 2025
Page 943
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
c. Manajemen Risiko Pasar (lanjutan) c. Market Risk Management (continued)
ii. Risiko Tingkat Suku Bunga (lanjutan) ii. Interest Rate Risk (continued)
Pengelolaan risiko suku bunga dalam Management of interest rate risk in the
Banking Book (“IRRBB”) (lanjutan) Banking Book (“IRRBB”) (continued)
Pengelolaan terhadap IRRBB dilakukan IRRBB is managed centrally by Treasury -
secara tersentralisasi oleh Treasury - ALM ALM with guidance from ALCO within
dengan pengarahan dari ALCO dalam specified limits. The risk management unit
batasan limit yang telah ditetapkan. Satuan related to IRRBB is MERM which is under
kerja manajemen risiko terkait IRRBB adalah the Risk Directorate. ALCO is a committee
MERM di bawah Direktorat Risiko. ALCO that responsible for managing IRRBB
adalah komite yang bertanggung jawab untuk including setting policies and limits.
pengelolaan IRRBB termasuk menetapkan
kebijakan dan limit.
IRRBB dikaji untuk setiap produk yang IRRBB is assessed for each product as
didokumentasikan dalam suatu Product documented in a Product Program. The
Program. Bank mengukur risiko IRRBB Bank measures the risk of IRRBB on a
menggunakan pendekatan standar secara monthly basis using a standard approach
bulanan dengan dua metode, yaitu: with two methods, namely: measurement
pengukuran berdasarkan perubahan pada based on changes in the economic value of
nilai ekonomis dari ekuitas (economic value of equity, which is then abbreviated as EVE;
equity), yang selanjutnya disingkat EVE; dan and measurement based on changes in net
pengukuran berdasarkan perubahan pada interest income, here in after abbreviated
pendapatan bunga bersih (net interest as NII. The interest rate shock scenario in
income), yang selanjutnya disingkat NII. the IRRBB calculation with a standard
Skenario shock suku bunga dalam approach consists of 6 (six) scenarios
perhitungan IRRBB dengan pendekatan for the EVE method and 2 (two) scenarios
standar terdiri dari 6 (enam) skenario untuk for the NII method as specified in SEOJK
metode EVE dan 2 (dua) skenario untuk No. 12/SEOJK.03/2018.
metode NII sebagaimana yang tercantum
dalam SEOJK No. 12/SEOJK.03/2018.
Bank menggunakan diversifikasi produk The Bank uses diversified commercial
komersial dan instrumen keuangan guna products and financial instruments to
melindungi dampak negatif dari pergerakan protect the negative impacts of interest rate
suku bunga, termasuk instrumen derivatif movements, including derivative
serta instrumen pendanaan jangka panjang instruments and long-term funding
seperti penerbitan obligasi senior, obligasi instruments such as senior bond,
subordinasi dan penerbitan saham. subordinated debt and shares issuances.
Hasil dari perhitungan IRRBB Bank pada The results of the Bank's IRRBB calculation
tanggal 31 Desember 2025 dan 2024 as of 31 December 2025 and 2024 are
disajikan pada Catatan 49. presented in Note 49.
d. Manajemen Risiko Likuiditas d. Liquidity Risk Management
Risiko likuiditas adalah risiko yang timbul akibat Liquidity risk is a risk that arises due to the
ketidakmampuan Bank untuk memenuhi inability of the Bank to fulfill its maturing
kewajiban yang jatuh tempo dari sumber obligations from cash flow funding source and/
pendanaan arus kas dan/atau dari aset likuid or from high quality liquid assets that can be
berkualitas tinggi yang dapat diagunkan, tanpa pledged without disrupting the Bank’s activities
mengganggu aktivitas dan kondisi keuangan and financial condition.
Bank.
ALCO merupakan komite yang bertanggung ALCO is the committee responsible for
jawab untuk pengelolaan risiko likuiditas. Fungsi managing liquidity risk. The function of liquidity
manajemen risiko likuiditas berada di bawah unit risk management is under MERM for short-term
kerja MERM untuk risiko likuiditas jangka pendek liquidity risk and Balance Sheet Management
dan Balance Sheet Management (“BSM”) untuk (“BSM”) for structural liquidity risk. Treasury is
risiko likuiditas struktural. Treasury bertanggung responsible for managing day to day and
jawab untuk pengelolaan likuiditas sehari-hari dan intraday liquidity, including compliance with
intrahari, termasuk kepatuhan terhadap ketentuan regulatory policy requirements and internal limit
regulator, kebijakan dan limit internal dan and local payment system requirements.
ketentuan sistem pembayaran lokal.
Risk appetite dinyatakan melalui limit-limit yang Risk appetite is stated through the limits such as:
antara lain: Maximum Cumulative Outflow Maximum Cumulative Outflow (“MCO”) for short-
(“MCO”) untuk risiko likuiditas jangka pendek dan term liquidity risk and Liquidity Coverage Ratio
Liquidity Coverage Ratio (“LCR”), Net Stable (“LCR”), Net Stable Funding Ratio (“NSFR”) and
Funding Ratio (“NSFR”) dan Rasio Intermediasi Macroprudential Intermediation Ratio (“RIM”) for
Makroprudensial (“RIM”) untuk risiko likuiditas structural liquidity risk and stress triggers to
struktural dan stress trigger untuk mengantisipasi anticipate the effect of liquidity crisis.
krisis likuiditas.
Lampiran - 5/70 - Schedule
2025 Annual Report PT Bank Permata Tbk 941
Page 944
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
d. Manajemen Risiko Likuiditas (lanjutan) d. Liquidity Risk Management (continued)
Limit-limit dikaji ulang secara berkala. Limits are reviewed on a regular basis. Limits are
Pemantauan dan pelaporan terhadap limit monitored and reported on a daily and monthly
dilakukan secara harian dan bulanan. basis. Limit excesses are escalated to senior
Pelampauan limit dieskalasi kepada manajemen management.
senior.
Bank melakukan strategi pendanaan dan The Bank carries out a funding strategy and
pengelolaan posisi dan risiko likuiditas termasuk management of liquidity positions and risk
posisi intrahari secara hati-hati dengan senantiasa including intraday position carefully, coordinated
berkoordinasi antara unit kerja treasury, unit kerja between treasury unit, business unit, financial
bisnis, unit kerja keuangan, dan unit kerja unit, and risk management unit.
manajemen risiko.
Dalam upaya mengantisipasi kondisi stres, Bank To anticipate stress conditions, the Bank
mengembangkan, memelihara, dan mengevaluasi develops, maintains, and evaluates the
Rencana Aksi Pemulihan. Bank melakukan stress Recovery Action Plan. The Bank conducts stress
test secara berkala dan ad hoc. Bank test on regular and ad hoc basis. The Bank
mengembangkan skenario stres likuiditas baik develops liquidity stress scenarios, both
yang bersifat idiosyncratic, market wide maupun idiosyncratic, market wide, and combined stress.
combined stress.
Dalam kerangka Rencana Aksi Pemulihan, Bank In the Recovery Action Plan framework, the Bank
menetapkan Early Warning Indicators (“EWI”). sets Early Warning Indicators (“EWI”). EWI is
Seperangkat EWI digunakan Bank untuk used by the Bank to measure Crisis Stress
mengukur tingkat Crisis Stress Rating (“CSR”) Rating (“CSR”) which, at certain rating becomes
yang, pada tingkat tertentu menjadi pemicu untuk the trigger for action to be taken, including the
diambil tindakan, termasuk pelaksanaan opsi execution of recovery option.
pemulihan.
Eksposur terhadap risiko likuiditas Exposure to liquidity risk
Tabel-tabel berikut menyajikan arus kas The following tables present the principal
kontraktual pokok dan perhitungan bunga dari and implied interest rate contractual cash flows of
liabilitas keuangan Bank berdasarkan periode the Bank’s financial liabilities based on remaining
tersisa sampai dengan tanggal jatuh tempo period to contractual maturity as of
kontraktual pada tanggal 31 Desember 2025 dan 31 December 2025 and 2024:
2024:
2025
Nilai
nominal
bruto masuk/
Nilai (keluar)/ Kurang dari Lebih dari
tercatat/ Gross nominal 1 bulan/ > 3-12 bulan/ > 12-60 bulan/ 60 bulan/
Carrying inflow/ Less than 1-3 bulan/ > 3-12 > 12-60 More than
amount (outflow) 1 month 1-3 months months months 60 months
Liabilitas Non-derivative
keuangan financial
nonderivatif liabilities
Liabilities payable
Liabilitas segera (1.973.956) (1.973.956) (1.973.956) - - - - on demand
Simpanan dari Deposits from
nasabah (193.025.578) (193.621.270) (167.235.223) (19.436.674) (6.797.965) (139.641) (11.767) customers
Simpanan dari Deposits from
bank-bank lain (4.312.962) (4.318.835) (4.123.526) (145.713) (49.596) - - other banks
Acceptance
Utang akseptasi (3.771.592) (3.771.592) (916.537) (1.331.795) (1.523.260) - - payables
Utang atas efek-efek Securities sold
yang dijual under repurchase
dengan janji agreements
dibeli kembali (2.259.267) (2.600.460) - - (2.600.460) - payable
Pinjaman yang diterima (1.501) (1.501) (1.501) - - - - Borrowings
Beban masih harus
dibayar (1.279.932) (1.279.932) - (598.865) (555.411) (125.656) - Accruals
Liabilitas
lain-lain (1.396.403) (1.396.403) (11.488) (2.142) (1.340.014) (42.759) - Other liabilities
Surat utang AT-1 Capital
subordinasi Subordinated
modal inti AT-1 (11.348.406) (11.672.500) - - - (11.672.500) - Notes
(219.369.597) (220.636.449) (174.262.231) (21.515.189) (10.266.246) (14.581.016) (11.767)
Liabilitas Derivative
keuangan financial
derivatif liabilities
Masuk - 37.950.520 19.697.406 6.701.750 7.611.607 3.939.757 - Inflow
Keluar - (37.318.936) (19.710.747) (6.823.543) (7.677.927) (3.106.719) - Outflow
- 631.584 (13.341) (121.793) (66.320) 833.038 -
Jumlah (219.369.597) (220.004.865) (174.275.572) (21.636.982) (10.332.566) (13.747.978) (11.767) Total
Lampiran - 5/71 - Schedule
942 PT Bank Permata Tbk Laporan Tahunan 2025
Page 945
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
d. Manajemen Risiko Likuiditas (lanjutan) d. Liquidity Risk Management (continued)
Eksposur terhadap risiko likuiditas (lanjutan) Exposure to liquidity risk (continued)
Tabel-tabel berikut menyajikan arus kas The following tables present the principal
kontraktual pokok dan perhitungan bunga dari and implied interest rate contractual cash flows of
liabilitas keuangan Bank berdasarkan periode the Bank’s financial liabilities based on remaining
tersisa sampai dengan tanggal jatuh tempo period to contractual maturity as of
kontraktual pada tanggal 31 Desember 2025 dan 31 December 2025 and 2024: (continued)
2024: (lanjutan)
2024
Nilai
nominal
bruto masuk/
Nilai (keluar)/ Kurang dari Lebih dari
tercatat/ Gross nominal 1 bulan/ > 3-12 bulan/ > 12-60 bulan/ 60 bulan/
Carrying inflow/ Less than 1-3 bulan/ > 3-12 > 12-60 More than
amount (outflow) 1 month 1-3 months months months 60 months
Liabilitas Non-derivative
keuangan financial
nonderivatif liabilities
Liabilities payable
Liabilitas segera (1.965.829) (1.965.829) (1.965.829) - - - - on demand
Simpanan dari Deposits from
nasabah (185.843.453) (186.380.997) (149.319.957) (22.407.399) (14.403.959) (232.534) (17.148) customers
Simpanan dari Deposits from
bank-bank lain (4.429.571) (4.442.793) (3.847.353) (406.987) (188.453) - - other banks
Acceptance
Utang akseptasi (4.068.850) (4.068.850) (1.507.871) (1.265.931) (1.295.048) - - payables
Utang atas efek-efek Securities sold
yang dijual under repurchase
dengan janji agreements
dibeli kembali (4.176.825) (4.176.825) (4.176.825) - - - - payable
Beban masih harus
dibayar (1.409.550) (1.409.550) - (429.825) (791.951) (187.774) - Accruals
Liabilitas
lain-lain (614.271) (614.271) (11.103) (461) (540.156) (62.551) - Other liabilities
Surat Utang AT-1 capital
Subordinasi subordinated
Modal Inti AT-1 (10.849.329) (11.266.500) - - - (11.266.500) - notes
(213.357.678) (214.325.615) (160.828.938) (24.510.603) (17.219.567) (11.749.359) (17.148)
Liabilitas Derivative
keuangan financial
derivatif liabilities
Masuk - 48.434.368 21.738.152 11.282.876 9.396.203 5.939.876 77.261 Inflow
Keluar - (47.917.071) (21.778.217) (11.323.314) (9.464.547) (5.292.891) (58.102) Outflow
- 517.297 (40.065) (40.438) (68.344) 646.985 19.159
Jumlah (213.357.678) (213.808.318) (160.869.003) (24.551.041) (17.287.911) (11.102.374) 2.011 Total
Tabel-tabel di atas disusun berdasarkan sisa The above tables were prepared based on
jatuh tempo kontraktual liabilitas keuangan Bank. remaining contractual maturities of the financial
Tabel-tabel tersebut menunjukkan arus kas liabilities of the Bank. The tables showed the
pokok dan perhitungan bunga dari liabilitas principal and implied interest rate cash flows on
keuangan nonderivatif Bank. Ekspektasi Bank the Bank’s non-derivative financial liabilities. The
atas arus kas dari instrumen-instrumen tersebut Bank’s expected cash flows from these
berbeda secara signifikan dari analisis di atas. instruments vary significantly from the above
Sebagai contoh, giro dan tabungan diprediksi analysis. For example, current accounts and
memiliki porsi core, sedangkan deposito satu saving accounts are expected to have core
bulanan tidak diprediksi untuk dicairkan dalam portion, while one-month time deposit is not
waktu satu bulan (terdapat deposito yang akan expected to be withdrawn in one month (there are
diperpanjang secara otomatis). time deposits which will be automatically rolled
over).
Lampiran - 5/72 - Schedule
2025 Annual Report PT Bank Permata Tbk 943
Page 946
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
d. Manajemen Risiko Likuiditas (lanjutan) d. Liquidity Risk Management (continued)
Eksposur terhadap risiko likuiditas (lanjutan) Exposure to liquidity risk (continued)
Nilai nominal arus kas masuk/(keluar) yang The nominal inflows/(outflows) disclosed in the
diungkapkan pada tabel di atas menyajikan arus above tables represents the contractual
kas kontraktual yang tidak didiskontokan terkait undiscounted cash flows relating to the principal
dengan nilai pokok dan bunga dari liabilitas and interest on the financial liabilities. The
keuangan. Pengungkapan instrumen derivatif disclosure for derivatives shows the net amount
menunjukkan nilai bersih derivatif yang dapat of derivatives that are net settled and a gross
diselesaikan secara neto, juga nilai bruto arus kas inflow and outflow amount for derivatives that
masuk dan keluar untuk derivatif yang have simultaneous gross settlement. The cash
diselesaikan secara bruto. Arus kas liabilitas flows of derivative liabilities in the table represent
derivatif seperti yang ditunjukkan di tabel di atas the cash flows based on contractual maturities
merupakan arus kas berdasarkan jatuh tempo which the Bank believes is essential for an
kontraktual yang menurut Bank adalah penting understanding of the timing of the cash flows.
untuk memahami jadwal dari arus kas.
Dalam mengelola risiko likuiditas yang timbul dari To manage the liquidity risk arising from financial
liabilitas keuangan, Bank memiliki aset likuid yang liabilities, the Bank holds liquid assets comprising
terdiri dari kas dan setara kas, instrumen Bank cash and cash equivalents, Bank Indonesia’s
Indonesia dan obligasi pemerintah di mana instruments and government bonds for which
terdapat pasar yang aktif dan likuid untuk there is an active and liquid market. These assets
efek-efek ini. Aset-aset likuid ini dapat segera can be readily sold or repossessed to meet the
dijual atau di-repo-kan untuk memenuhi Bank’s liquidity requirements.
kebutuhan likuiditas Bank.
Dalam mengelola risiko likuiditas jangka pendek, The key measure used by the Bank for managing
pengukuran utama yang digunakan Bank adalah short-term liquidity risk is MCO. MCO is the net
MCO. MCO merupakan arus kas masuk/keluar cash inflow/outflow from all on-balance sheet and
bersih dari seluruh posisi neraca dan rekening off-balance sheet items under normal conditions.
administratif dalam kondisi normal.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of 31 December 2025 and 2024, there was no
terdapat pelampauan terhadap batas-batas yang excess breach on the limits which had been
telah ditetapkan Bank untuk perhitungan MCO. determined by the Bank for the calculation of
MCO.
e. Manajemen Risiko Operasional e. Operational Risk Management
Risiko operasional adalah risiko akibat Operational Risk is the risk due to inadequate
ketidakcukupan dan/atau tidak berfungsinya and/or malfunction of internal processes, human
proses internal, kesalahan manusia, kegagalan error, system failure, and/or external events that
sistem, dan/atau adanya kejadian-kejadian affect the Bank's operations.
eksternal yang memengaruhi operasional Bank.
Risiko hukum termasuk risiko operasional yang It includes legal risk arising from, among others,
timbul antara lain karena eksposur terhadap exposure to fines, penalties, and/or sanctions
denda, penalti, dan/atau hukuman yang resulting from supervisory actions and civil
diakibatkan oleh tindakan pengawasan settlements, but does not include strategic risk
(supervisory action) maupun penyelesaian and reputational risk.
secara perdata, namun tidak termasuk risiko
stratejik dan risiko reputasi.
Manajemen Bank mengawasi risiko operasional Management of the Bank oversees operational
berdasarkan Operational Risk Type Framework risk based on the Operational Risk Type
(“ORTF”). Framework (“ORTF”).
Struktur Organisasi dan Tata Kelola Risiko Operational Risk Organisational Structure and
Operasional Governance
Tata kelola risiko operasional dilaksanakan pada Operational risk governance is exercised at three
tiga tingkatan: Unit, Direktorat dan Perseroan. levels: Unit, Directorate and Company-wide.
Lampiran - 5/73 - Schedule
944 PT Bank Permata Tbk Laporan Tahunan 2025
Page 947
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
e. Manajemen Risiko Operasional (lanjutan) e. Operational Risk Management (continued)
Struktur Organisasi dan Tata Kelola Risiko Operational Risk Organisational Structure and
Operasional (lanjutan) Governance (continued)
Pada tingkat Unit, terdapat Unit Operational Risk At the Unit level, there is a Unit Operational Risk
Committee (“UORC”), sedangkan pada tingkat Committee (“UORC”), while at the Directorate
Direktorat, terdapat Komite Risiko Operasional level, there is Business/Functional Operational
Bisnis/Fungsional (“B/FORC”), kejadian risiko Risk Committees (“B/FORC”), risk issues based
dilaporkan berdasarkan bobot risikonya sesuai on its grade are escalated in accordance with the
dengan struktur organisasi yang bertanggung organisational structure which is responsible for
jawab untuk menyelesaikan, memantau dan solving, monitoring and escalating risk issues to
melaporkan peristiwa risiko ke tingkat komite the next level of operational risk committee.
risiko operasional yang lebih tinggi. Komite Risiko Operational Risk Committee (“ORC”) is the
Operasional (“ORC”) merupakan tingkatan tata highest governing body to oversee and direct the
kelola tertinggi yang bertanggung jawab dalam management of operational risks across all
mengawasi dan mengarahkan pengelolaan risiko businesses and functional areas of the Bank.
operasional di seluruh area bisnis dan fungsional ORC is chaired by the Risk Director with all other
yang ada di Bank. ORC diketuai oleh Direktur Directors as the member of committee.
Risiko dengan seluruh Direktur lainnya sebagai
anggota komite.
Seluruh kejadian dan kerugian risiko operasional All operational risks loss and events are reported
dilaporkan ke dalam suatu sistem yang disebut in a system called Operational Risk Management
Operational Risk Management System System (“ORMS”). All staff who are responsible
(“ORMS”). Seluruh karyawan yang bertanggung for managing operational risk in all units within the
jawab menangani risiko operasional di seluruh Bank has access to this database.
unit dalam Bank memiliki akses terhadap
database ini.
Manajemen risiko operasional merupakan suatu Operational risk management refers to
proses end-to-end, untuk memastikan bahwa end-to-end process that ensures operational risks
risiko operasional dikelola secara efektif mulai are effectively managed from the time when they
dari risiko diidentifikasi sampai risiko tersebut are identified to the time when the risks are
termitigasi dalam batasan selera risiko (risk mitigated within the established risk appetite or
appetite) atau toleransi risiko. Hal ini merupakan risk tolerance of the Bank. It is everyone’s
tanggung jawab setiap individu dalam Bank. responsibility in the Bank. This generic process is
Proses ini merupakan proses umum yang used to manage operational risks at all levels
digunakan untuk mengelola risiko operasional di across the Bank:
seluruh tingkatan dalam Bank:
Proses Pengelolaan Risiko Operasional Operational Risk Management Process
• Identifikasi Risiko • Risk Identification
• Penilaian Risiko • Risk Assessment
• Pemantauan Risiko • Risk Monitoring
• Mitigasi Risiko • Risk Mitigation
Three Lines Model Three Lines Model
Bank menggunakan pendekatan Model Tiga Lini The Bank uses the Three Lines Model approach.
(Three Lines Model). Model Tiga Lini tersebut The Three Lines Model consist of First Line Role
terdiri dari Peran Lini Pertama yang dilakukan which is performed by Risk Taking Unit (“RTU”),
oleh Risk Taking Unit (“RTU”), Peran Lini Kedua Second Line Role which is performed by Risk
yang dilakukan oleh Satuan Kerja Manajemen Management Unit (“RMU”), while Third Line Role
Risiko (“SKMR”), sedangkan Peran Lini Ketiga is performed by Internal Audit to ensure
dilakukan oleh Internal Audit untuk memastikan operational risk management is performed
pengelolaan risiko operasional telah dilakukan effectively by First and Second Line Role.
secara efektif oleh Peran Lini Pertama dan
Kedua.
Penerapan Risiko Operasional Implementation in Operational Risk
Bank menerapkan ORTF yang sesuai dengan The Bank has implemented ORTF which is in line
persyaratan standar Basel terkini dan peraturan with the latest Basel standard requirement and
OJK yang berlaku. Bank melakukan perhitungan prevailing OJK regulations. The Bank calculates
kecukupan modal dengan menggunakan the capital adequacy using Standardised
Pendekatan Standar. Approach.
Lampiran - 5/74 - Schedule
2025 Annual Report PT Bank Permata Tbk 945
Page 948
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
3. MANAJEMEN RISIKO (lanjutan) 3. RISK MANAGEMENT (continued)
f. Manajemen Permodalan f. Capital Management
Fungsi pengelolaan modal dilakukan untuk The Bank’s capital management is conducted to
meyakinkan bahwa Bank memiliki modal yang ensure that the Bank maintains a strong capital to
kuat untuk mendukung pertumbuhan usaha, support its business growth, ensures efficient
memastikan struktur permodalan yang efisien capital structure in line with risk profile and meets
sesuai profil risiko dan memenuhi ketentuan regulatory capital requirements. Capital plan has
permodalan yang ditetapkan regulator. Rencana been prepared as part of business plan and
permodalan merupakan bagian dari rencana approved by the Board of Directors and Board of
bisnis, yang disetujui oleh Direksi dan Dewan Commissioners. The capital plan ensures that the
Komisaris. Rencana permodalan dibuat untuk Bank has an adequate level of capital and an
memastikan bahwa Bank memiliki tingkat modal optimum mix of capital components is available
yang cukup dan terdapat kombinasi komponen- to support the Bank’s strategy.
komponen permodalan yang optimal untuk
mendukung strategi Bank.
Dalam membuat rencana permodalan, hal-hal The followings are taken into account when a
sebagai berikut turut dipertimbangkan: capital plan is prepared:
1. Ketentuan permodalan yang diwajibkan oleh 1. Regulatory capital requirements.
regulator.
2. Kebutuhan modal untuk mendukung 2. Capital needs to support business growth.
pertumbuhan usaha.
3. Pilihan-pilihan yang ada untuk meningkatkan 3. Available options to raise capital and to
permodalan dan untuk mencapai struktur optimise capital structure.
permodalan yang optimal.
Pendekatan terhadap pengelolaan modal juga The approach to capital management also takes
mempertimbangkan keadaan ekonomi dan into account the economic and commercial
kepentingan komersial. environment.
Bank secara periodik melakukan penilaian Periodically, The Bank performs Internal Capital
kecukupan permodalan (Internal Capital Adequacy Assessment Process (“ICAAP”) to
Adequacy Assessment Process - “ICAAP”) guna identify its capital level under normal and stress
mengetahui kondisi permodalan dalam kondisi conditions. The result of the assessment has
normal dan stres. Hasil penilaian ini secara rutin been submitted to the regulator in regular basis,
disampaikan kepada regulator sebagai bagian as part of the Bank’s capital monitoring process.
dari proses pengawasan permodalan Bank.
Kebijakan Bank adalah memelihara tingkat The Bank’s policy is to maintain a strong capital
permodalan yang kuat untuk menjaga base in order to keep investor, creditor and
kepercayaan investor, kreditur dan pasar dan market confidence and also to support future
untuk mendukung perkembangan usaha di masa business growth. Impact of the Bank’s capital
depan. Pengaruh tingkat permodalan terhadap level against shareholders’ return are also
tingkat pengembalian ke pemegang saham juga considered where there is the need to maintain a
diperhitungkan di mana Bank berupaya untuk balance between higher returns, and the
menjaga keseimbangan antara tingkat advantages and security level afforded by a
pengembalian yang tinggi, serta keuntungan- strong capital position.
keuntungan dan tingkat keamanan yang
diperoleh dari posisi permodalan yang kuat.
Manajemen menggunakan rasio permodalan Management uses regulatory capital ratio in
yang diwajibkan regulator untuk memantau order to monitor its capital base. OJK’s approach
permodalan Bank. Pendekatan OJK untuk to such measurement is primarily based on
pengukuran ini terutama didasarkan pada monitoring the relationship between the Bank’s
pemantauan hubungan antara profil risiko Bank risk profile and the available capital. The Bank is
dengan ketersediaan modal. Bank wajib required to provide minimum capital based on its
menyediakan modal minimum sesuai profil risk profile plus additional regulatory capital
risikonya termasuk tambahan modal yang buffer.
disyaratkan oleh regulator sebagai modal
penyangga.
Bank telah mematuhi semua persyaratan The Bank has complied with all externally
permodalan yang ditetapkan oleh regulator imposed capital requirements required by
sepanjang periode pelaporan (lihat Catatan 49). regulator throughout the reporting period
(refer to Note 49).
Lampiran - 5/75 - Schedule
946 PT Bank Permata Tbk Laporan Tahunan 2025
Page 949
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) unless otherwise stated)
language.
4. PENGGUNAAN ESTIMASI DAN PERTIMBANGAN 4. USE OF ESTIMATES AND JUDGMENT
Informasi mengenai asumsi dan ketidakpastian Information about the assumptions and estimation
estimasi dijelaskan di bawah ini dan pada catatan- uncertainties is set out below and in the following
catatan di bawah ini: notes:
- Catatan 24 - pengukuran liabilitas imbalan - Note 24 - measurement of obligation for
pascakerja: asumsi-asumsi aktuarial; dan post-employment benefits: actuarial
assumptions; and
- Catatan 25 - pengakuan dan pengukuran provisi - Note 25 - recognition and measurement of
dan kontinjensi: asumsi utama mengenai provisions and contingencies: key assumptions
kemungkinan dan besarnya arus keluar. about the likelihood and magnitude of an outflow
of resources.
a. Cadangan kerugian penurunan nilai aset a. Allowance for impairment losses of financial
keuangan assets
Estimasi signifikan dibutuhkan dalam Significant estimates are required in applying
menerapkan perhitungan cadangan kerugian the SFAS 109 requirements for measuring
penurunan nilai berdasarkan PSAK 109, antara allowance for impairment losses, such as:
lain:
- Segmentasi portofolio yang memiliki - Segmentation of portfolios sharing similar
karakteristik risiko kredit yang serupa, credit risk characteristics, selection of
pemilihan model yang tepat, dan appropriate models, and determination of
penentuan parameter utama yang relevan; relevant key parameters;
- Penentuan apakah telah terjadi - Determination of whether or not there was
peningkatan risiko kredit yang signifikan, a significant increase in credit risk, default,
gagal bayar, ataupun penurunan nilai or credit-impairment;
kredit;
- Indikator ekonomi untuk perkiraan masa - Economic indicators for forward-looking
depan, dan penerapan skenario ekonomi measurement, and the application of
serta pembobotan probabilitas economic scenarios and their probability
tertimbangnya; weightings;
- Penentuan penyesuaian pasca - Determination of post-model
model/overlay manajemen karena faktor adjustments/management overlay due to
ketidakpastian signifikan yang tidak significant uncertain factors not covered in
tercakup dalam model; dan the models; and
- Estimasi arus kas masa depan untuk kredit - Estimation of future cash flow for loans
yang diberikan yang diukur pada biaya measured at amortised cost and classified
perolehan diamortisasi dan as stage 3 which are considered
diklasifikasikan sebagai stage 3 yang individually significant.
dianggap signifikan secara individual.
Selain itu, evaluasi atas kerugian penurunan Other than that, financial assets are evaluated
nilai aset keuangan dijelaskan pada Catatan 2s for impairment on the basis described in Note 2s
dan 3b.iii. and 3b.iii.
b. Penentuan nilai wajar b. Determining fair values
Dalam menentukan nilai wajar atas aset The determination of fair value for financial
keuangan dan liabilitas keuangan dimana tidak assets and financial liabilities for which there is
terdapat harga pasar yang dapat diobservasi, no observable market price requires the use of
Bank harus menggunakan teknik penilaian valuation techniques as described in Note 2g.4.
seperti dijelaskan pada Catatan 2g.4.
Informasi mengenai penentuan nilai wajar dari Information about the determination of fair value
instrumen keuangan diungkapkan pada Catatan of financial instruments is disclosed in Note 39.
39.
Dalam mengukur nilai wajar atas aset dan When measuring the fair value for
liabilitas nonkeuangan, Bank menggunakan non-financial assets and liabilities, the Bank
data pasar yang dapat diobservasi jika uses observable market data to the possible
memungkinkan. extent.
Informasi mengenai penentuan nilai wajar dari Information about the determination of fair value
aset nonkeuangan yaitu tanah dan bangunan of non-financial assets, i.e. land and buildings
pada aset tetap diungkapkan pada Catatan 14. class of fixed assets is disclosed in Note 14.
Lampiran - 5/76 - Schedule
2025 Annual Report PT Bank Permata Tbk 947
Page 950
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
4. PENGGUNAAN ESTIMASI DAN 4. USE OF ESTIMATES AND JUDGMENT (continued)
PERTIMBANGAN (lanjutan)
c. Pengakuan aset pajak tangguhan c. Recognition of deferred tax assets
Aset pajak tangguhan diakui untuk semua Deferred tax assets are recognised for all future
penghasilan kena pajak yang dapat diperoleh recoverable taxable income arising from
kembali di masa depan yang timbul dari temporary differences, including the availability
perbedaan temporer, termasuk ketersediaan of future taxable income to enable the Bank to
penghasilan kena pajak masa depan yang recognise deferred tax assets for tax loss
memungkinkan Bank untuk mengakui aset carryforwards. Significant estimates are
pajak tangguhan atas kerugian fiskal. prepared by management to determine the
Manajemen menyusun estimasi yang signifikan amount of deferred tax assets that can be
untuk menentukan besarnya aset pajak recognised, based upon the likely timing and the
tangguhan yang dapat diakui, estimasi tersebut availability of future taxable income together with
berdasarkan pada jangka waktu dan future tax planning strategies (refer to
ketersediaan penghasilan kena pajak di masa Note 22).
mendatang yang digabungkan dengan strategi
perencanaan pajak di masa mendatang (lihat
Catatan 22).
d. Dampak atas hasil pemeriksaan pajak d. Impact of tax assessment
Penilaian yang signifikan diperlukan dalam Significant judgment is required in determining
menentukan dampak dari hasil pemeriksaan the impact of the ongoing tax assessment. The
pajak yang sedang berlangsung. Bank Bank considers this risk based on estimates
mempertimbangkan risiko ini berdasarkan whether the additional taxes will be due.
perkiraan apakah terdapat pajak tambahan
yang akan ditagihkan.
e. Penyusutan aset tetap e. Depreciation of fixed assets
Biaya perolehan aset tetap, kecuali tanah, The costs of fixed assets, except land, are
disusutkan dengan menggunakan metode garis depreciated on a straight-line method over their
lurus berdasarkan estimasi masa manfaatnya. estimated useful lives. Management properly
Manajemen mengestimasi masa manfaat aset estimates the useful lives of these fixed assets
tetap seperti yang diungkapkan pada Catatan as disclosed in Note 2o. These are common life
2o. Ini adalah umur yang secara umum expectancies applied in the industry where the
diharapkan dalam industri di mana Bank Bank conducts its business. Changes in the
menjalankan bisnisnya. Perubahan tingkat expected level of usage and technological
pemakaian dan perkembangan teknologi dapat development could impact the economic useful
memengaruhi masa manfaat ekonomis dan nilai lives and the residual values of these assets,
sisa aset, dan karenanya beban penyusutan and therefore future depreciation charges could
masa depan dapat direvisi. be revised.
f. Penentuan umur sewa - Bank sebagai lessee f. Determining lease term - Bank as lessee
Dalam menentukan umur sewa, Bank In determining the lease term, the Bank
mempertimbangkan beberapa fakta dan considers all facts and circumstances that create
keadaan yang memberikan insentif ekonomi an economic incentive to exercise an extension
untuk mengambil opsi perpanjangan, atau tidak option, or not exercise a termination option.
mengambil opsi pembatalan. Opsi Extension options (or periods after termination
perpanjangan (atau periode setelah opsi options) are only included in the lease term if the
pembatalan) hanya dimasukkan dalam masa lease is reasonably certain to be extended (or
sewa jika secara meyakinkan diperpanjang not terminated).
(atau tidak dibatalkan).
Umur sewa dinilai kembali ketika opsi The lease term is reassessed if an option is
sebenarnya diambil (atau tidak diambil) atau actually exercised (or not exercised) or the Bank
Bank menjadi berkewajiban untuk mengambil becomes obliged to exercise (or not exercise) it.
(atau tidak mengambil) opsi tersebut. Penilaian The assessment of reasonable certainty is only
kepastian yang wajar hanya direvisi ketika revised if a significant event or a significant
peristiwa signifikan atau perubahan signifikan change in circumstances occurs, which affects
terjadi, yang memengaruhi penilaian ini, dan hal this assessment, and that is within the control of
tersebut dalam pengendalian lessee. the lessee.
Lampiran - 5/77 - Schedule
948 PT Bank Permata Tbk Laporan Tahunan 2025
Page 951
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
The original financial statements included herein are in Indonesian
kecuali dinyatakan secara khusus) language. unless otherwise stated)
5. KAS 5. CASH
Akun ini terdiri dari: This account consists of the following:
2025 2024
Rupiah 1.518.767 1.462.653 Rupiah
Dolar Amerika Serikat 64.140 81.839 United States Dollar
Mata uang asing lainnya 103.451 117.237 Other foreign currencies
Jumlah 1.686.358 1.661.729 Total
Pada tanggal 31 Desember 2025 dan 2024, saldo As of 31 December 2025 and 2024, the balance of
kas dalam mata uang Rupiah, termasuk kas pada cash in Rupiah includes cash in ATM amounted to
ATM masing-masing sebesar Rp211.897 dan Rp211,897 and Rp213,843, respectively.
Rp213.843.
Informasi mengenai klasifikasi kas diungkapkan Information with regards to the classification of cash is
pada Catatan 39. disclosed in Note 39.
6. GIRO PADA BANK INDONESIA 6. CURRENT ACCOUNTS WITH BANK INDONESIA
Akun ini terdiri dari: This account consists of the following:
2025 2024
Rupiah 4.916.708 6.290.197 Rupiah
Dolar Amerika Serikat 1.980.496 1.915.397 United States Dollar
Jumlah 6.897.204 8.205.594 Total
Saldo giro pada Bank Indonesia disediakan untuk Current accounts with Bank Indonesia are provided
memenuhi persyaratan Giro Wajib Minimum to fulfill Bank Indonesia’s requirements on Minimum
(“GWM”) dari Bank Indonesia (lihat pada Catatan Reserve Requirements (“GWM”) (refer to Note 49).
49).
Tingkat suku bunga kontraktual untuk giro pada Contractual interest rates of current accounts with
Bank Indonesia untuk tahun-tahun yang berakhir Bank Indonesia for the years ended 31 December
pada 31 Desember 2025 dan 2024 adalah sebagai 2025 and 2024 are as follows:
berikut:
2025 2024
Rupiah 1,50% 1,50% Rupiah
Dolar Amerika Serikat 0,00% 0,00% United States Dollar
Informasi mengenai klasifikasi giro pada Bank Information with regards to the classification of current
Indonesia diungkapkan pada Catatan 39. accounts with Bank Indonesia is disclosed in Note 39.
7. GIRO PADA BANK-BANK LAIN 7. CURRENT ACCOUNTS WITH OTHER BANKS
Akun ini terdiri dari: This account consists of the following:
2025
Cadangan
kerugian
penurunan nilai/
Allowance for Nilai tercatat/
Jumlah/ impairment Carrying
Amount losses amount
Rupiah Rupiah
- Pihak ketiga 4.212 - 4.212 Third parties -
Valuta Asing Foreign Currencies
- Pihak ketiga 4.503.121 (28) 4.503.093 Third parties -
- Pihak berelasi 104.976 (5) 104.971 Related parties -
4.608.097 (33) 4.608.064
(56)
Jumlah 4.612.309 (33) 4.612.276 Total
Lampiran - 5/78 - Schedule
2025 Annual Report PT Bank Permata Tbk 949
Page 952
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
7. GIRO PADA BANK-BANK LAIN (lanjutan) 7. CURRENT ACCOUNTS WITH OTHER BANKS
(continued)
Akun ini terdiri dari: (lanjutan) This account consists of the following: (continued)
2024
Cadangan
kerugian
penurunan nilai/
Allowance for Nilai tercatat/
Jumlah/ impairment Carrying
Amount losses amount
Rupiah Rupiah
- Pihak ketiga 6.016 - 6.016 Third parties -
Valuta Asing Foreign Currencies
- Pihak ketiga 2.848.996 (38) 2.848.958 Third parties -
- Pihak berelasi 89.510 (7) 89.503 Related parties -
2.938.506 (45) 2.938.461
Jumlah 2.944.522 (45) 2.944.477 Total
Perubahan cadangan kerugian penurunan nilai The movement of allowance for impairment losses
untuk giro pada bank-bank lain untuk tahun-tahun for current accounts with other banks for the years
yang berakhir 31 Desember 2025 dan 2024 adalah ended 31 December 2025 and 2024 is as follows:
sebagai berikut:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 45 - - 45 Balance, beginning of year
Perubahan bersih pada eksposur - - Net change in exposure
dan pengukuran kembali (15) - - (15) and remeasurement
Selisih kurs 3 - - 3 Exchange rate difference
Saldo, akhir tahun 33 - - 33 Balance, end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 231 - - 231 Balance, beginning of year
Perubahan bersih pada eksposur Net change in exposure
dan pengukuran kembali (191) - - (191) and remeasurement
Selisih kurs 5 - - 5 Exchange rate difference
Saldo, akhir tahun 45 - - 45 Balance, end of year
Manajemen berpendapat bahwa saldo cadangan Management believes that the balance of allowance
kerugian penurunan nilai yang dibentuk cukup untuk for impairment losses provided is adequate to cover
menutupi kerugian dari tidak tertagihnya giro pada losses on uncollectible current accounts with other
bank-bank lain pada tanggal 31 Desember 2025 dan banks as of 31 December 2025 and 2024.
2024.
Tingkat suku bunga kontraktual untuk giro pada The contractual interest rates of current accounts
bank-bank lain selama 31 Desember 2025 dan 2024 with other banks during 31 December 2025 and
adalah mendekati nol. 2024 were approximated to zero.
Giro yang ditempatkan pada pihak berelasi Current accounts with related parties are disclosed
diungkapkan pada Catatan 41. Informasi mengenai in Note 41. Information with regards to the
klasifikasi giro pada bank-bank lain diungkapkan classification of current accounts with other banks is
pada Catatan 39. disclosed in Note 39.
Lampiran - 5/79 - Schedule
950 PT Bank Permata Tbk Laporan Tahunan 2025
Page 953
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
8. PENEMPATAN PADA BANK INDONESIA DAN 8. PLACEMENTS WITH BANK INDONESIA AND
BANK-BANK LAIN OTHER BANKS
Akun ini terdiri dari: This account consists of the following:
2025
Cadangan
kerugian
penurunan nilai/
Allowance for Nilai tercatat/
Jangka waktu/ Jumlah/ impairment Carrying
Period Amount losses amount
Pihak ketiga Third parties
Rupiah Rupiah
Call money 14 hari/days 1.175.127 (168) 1.174.959 Call money
Bank Indonesia deposit Bank Indonesia deposit
facility 2 hari/days 4.498.767 - 4.498.767 facility
Fasilitas Simpanan Bank Fasilitas Simpanan Bank
Indonesia - Syariah 2 hari/days 954.481 - 954.481 Indonesia - Sharia
6.628.375 (168) 6.628.207
Valuta Asing Foreign Currencies
Bank Indonesia Bank Indonesia
term deposits 2 hari/days 416.922 - 416.922 term deposits
416.922 - 416.922
Jumlah 7.045.297 (168) 7.045.129 Total
2024
Cadangan
kerugian
penurunan nilai/
Allowance for Nilai tercatat/
Jangka waktu/ Jumlah/ impairment Carrying
Period Amount losses amount
Pihak ketiga Third parties
Rupiah Rupiah
Bank Indonesia deposit Bank Indonesia deposit
facility 2 hari/days 5.909.138 - 5.909.138 facility
Fasilitas Simpanan Bank Fasilitas Simpanan Bank
Indonesia - Syariah 2 hari/days 1.968.287 - 1.968.287 Indonesia - Sharia
Deposito berjangka 364 hari/days 251.757 (47) 251.710 Time deposits
8.129.182 (47) 8.129.135
Valuta Asing Foreign Currencies
Call money 91 hari/days 168.952 (8) 168.944 Call money
Deposito berjangka 361 - 461 hari/days 1.941.057 (97) 1.940.960 Time deposits
Bank Indonesia Bank Indonesia
term deposits 2 hari/days 2.656.009 - 2.656.009 term deposits
4.766.018 (105) 4.765.913
Jumlah 12.895.200 (152) 12.895.048 Total
Rincian penempatan (sebelum dikurangi cadangan Details of placements (before allowance for
kerugian penurunan nilai) berdasarkan pihak lawan impairment losses) based on counter parties as of
pada tanggal 31 Desember 2025 dan 2024 adalah 31 December 2025 and 2024 are as follows:
sebagai berikut:
2025 2024
Bank Indonesia 5.870.170 10.533.434 Bank Indonesia
PT Bank Mega Tbk 750.081 - PT Panin Bank Tbk
PT Bank Central Asia Tbk 300.032 - PT Bank Central Asia Tbk
PT Bank OCBC NISP Tbk 100.011 - PT Bank OCBC NISP Tbk
PT Bank Raya Indonesia Tbk 25.003 - PT Bank Raya Indonesia Tbk
PT Bank Mandiri (Persero) Tbk - 1.941.057 PT Bank Mandiri (Persero) Tbk
PT Bank Woori Saudara PT Bank Woori Saudara
Indonesia 1960, Tbk - 251.757 Indonesia 1960, Tbk
PT Bank Rakyat PT Bank Rakyat
Indonesia (Persero) Tbk - 168.952 Indonesia (Persero) Tbk
Jumlah 7.045.297 12.895.200 Total
Lampiran - 5/80 - Schedule
2025 Annual Report PT Bank Permata Tbk 951
Page 954
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
8. PENEMPATAN PADA BANK INDONESIA DAN 8. PLACEMENTS WITH BANK INDONESIA AND
BANK-BANK LAIN (lanjutan) OTHER BANKS (continued)
Perubahan cadangan kerugian penurunan nilai The movement of allowance for impairment losses
penempatan pada Bank Indonesia dan bank-bank placement with Bank Indonesia and other banks for
lain untuk tahun-tahun yang berakhir 31 Desember the years ended 31 December 2025 and 2024 is as
2025 dan 2024 adalah sebagai berikut: follows:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 152 - - 152 Balance, beginning of year
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali 16 - - 16 and remeasurement
Saldo, akhir tahun 168 - - 168 Balance,end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 383 - - 383 Balance, beginning of year
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali (240) - - (240) and remeasurement
Selisih kurs 9 - - 9 Exchange rate difference
Saldo, akhir tahun 152 - - 152 Balance, end of year
Manajemen berpendapat bahwa saldo cadangan Management believes that the allowance for
kerugian penurunan nilai yang dibentuk adalah cukup impairment losses is adequate to cover losses on
untuk menutupi kerugian dari tidak tertagihnya uncollectible placements with other banks.
penempatan pada bank-bank lain.
Kisaran tingkat suku bunga kontraktual untuk The range of contractual interest rates of placements
penempatan pada Bank Indonesia dan bank-bank lain with Bank Indonesia and other banks for the years
untuk tahun yang berakhir pada 31 Desember 2025 ended 31 December 2025 and 2024 are as follows:
dan 2024 adalah sebagai berikut:
2025 2024
Rupiah Rupiah
- Bank Indonesia deposit facility 3,75% 5,25% - 5,50% Bank Indonesia deposit facility -
- Fasilitas Simpanan Bank Indonesia Fasilitas Simpanan Bank -
- Syariah 3,75% 5,25% - 5,50% Indonesia - Sharia
- Call Money 3,80% - 4,80% - Call money -
- Deposito berjangka - 6,90% Time deposits -
Valuta Asing Foreign Currencies
- Bank Indonesia term deposits 4,07% 4,30% - 5,43% Bank Indonesia term deposits -
- Deposito berjangka - 4,35% - 4,55% Time deposits -
- Call money - 3,55% - 5,40% Call money -
Informasi mengenai klasifikasi penempatan pada Information with regards to the classification of
Bank Indonesia dan bank-bank lain diungkapkan placements with Bank Indonesia and other banks is
pada Catatan 39. disclosed in Note 39.
Lampiran - 5/81 - Schedule
952 PT Bank Permata Tbk Laporan Tahunan 2025
Page 955
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
9. ASET DAN LIABILITAS KEUANGAN UNTUK 9. FINANCIAL ASSETS AND LIABILITIES HELD FOR
DIPERDAGANGKAN TRADING
a. Aset keuangan yang dimiliki untuk tujuan a. Financial assets held for trading consist of the
diperdagangkan terdiri dari: following:
2025 2024
Nilai nominal/ Nilai wajar/ Nilai nominal/ Nilai wajar/
Par value Fair value Par value Fair value
Efek-efek Securities
Pihak ketiga Third parties
Rupiah Rupiah
Obligasi pemerintah dari Government bonds from
pasar sekunder 533.378 552.622 267.793 268.803 secondary market
Obligasi pemerintah - Sukuk 289.699 294.000 229.812 226.168 Government bonds - Sukuk
Sekuritas Rupiah Bank Bank Indonesia Rupiah
Indonesia 2.349.758 2.282.845 6.083.658 5.863.892 Securities
3.172.835 3.129.467 6.581.263 6.358.863
Valuta Asing Foreign Currencies
Obligasi pemerintah dari Government bonds from
pasar sekunder 168.518 155.011 47.126 42.372 secondary market
Obligasi pemerintah - Sukuk 19.843 19.445 30.387 29.072 Government bonds - Sukuk
188.361 174.456 77.513 71.444
Jumlah efek-efek 3.361.196 3.303.923 6.658.776 6.430.307 Total securities
Aset derivatif Derivative assets
Foreign Currency Forward Foreign Currency Forward
- Pihak ketiga 63.766 277.152 Third parties -
Foreign Currency Spot Foreign Currency Spot
- Pihak ketiga 7.288 5.161 Third parties -
Swap suku bunga (“IRS”) Interest rate swap (“IRS”)
- Pihak ketiga 1.519 11.347 Third parties -
Cross Currency Swap Cross Currency Swap
(“CCS”) (“CCS”)
- Pihak ketiga 67.029 62.897 Third parties -
Jumlah aset derivatif 139.602 356.557 Total derivative assets
Jumlah 3.443.525 6.786.864 Total
b. Liabilitas keuangan yang dimiliki untuk tujuan b. Financial liabilities held for trading consist of the
diperdagangkan terdiri dari: following:
2025 2024
Liabilitas derivatif Derivative liabilities
Foreign Currency Forward Foreign Currency Forward
- Pihak ketiga 79.402 289.473 Third parties -
- Pihak berelasi 4 - Related parties -
Foreign Currency Spot Foreign Currency Spot
- Pihak ketiga 11.129 3.394 Third parties -
- Pihak berelasi 5 - Related parties -
Swap Suku Bunga (IRS) Interest Rate Swap (IRS)
- Pihak ketiga 6.816 4.060 Third parties -
Cross Currency Swap (CCS) Cross Currency Swap (CCS)
- Pihak ketiga 133.783 183.003 Third parties -
Jumlah 231.139 479.930 Total
c. Jumlah nosional dari kontrak forward, spot, c. The notional amounts of foreign currency
swap suku bunga dan cross currency swap forwards, spot, interest rate swap and cross
adalah sebagai berikut: currency swap contract are as follows:
2025
Nilai wajar/
Fair value
Jumlah Aset Liabilitas
nosional/ derivatif/ derivatif/
Notional Derivative Derivative
amount assets liabilities
Foreign Currency Forward 26.168.399 63.766 79.406 Foreign Currency Forward
Foreign Currency Spot 4.113.319 7.288 11.134 Foreign Currency Spot
Swap Suku Bunga (“IRS”) 567.784 1.519 6.816 Interest Rate Swap (“IRS”)
Cross Currency Cross Currency
Swap (“CCS”) 5.659.435 67.029 133.783 Swap (“CCS”)
Jumlah 36.508.937 139.602 231.139 Total
Lampiran - 5/82 - Schedule
2025 Annual Report PT Bank Permata Tbk 953
Page 956
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
9. ASET DAN LIABILITAS KEUANGAN UNTUK 9. FINANCIAL ASSETS AND LIABILITIES HELD FOR
DIPERDAGANGKAN (lanjutan) TRADING (continued)
c. Jumlah nosional dari kontrak forward, spot, c. The notional amounts of foreign currency
swap suku bunga dan cross currency swap forwards, spot, interest rate swap and cross
adalah sebagai berikut: (lanjutan) currency swap contract are as follows:
(continued)
2024
Nilai wajar/
Fair value
Jumlah Aset Liabilitas
nosional/ derivatif/ derivatif/
Notional Derivative Derivative
amount assets liabilities
Foreign Currency Forward 37.021.655 277.152 289.473 Foreign Currency Forward
Foreign Currency Spot 2.481.770 5.161 3.394 Foreign Currency Spot
Swap Suku Bunga (“IRS”) 2.660.504 11.347 4.060 Interest Rate Swap (IRS)
Cross Currency Swap (“CCS”) 6.071.240 62.897 183.003 Cross Currency Swap (CCS)
Jumlah 48.235.169 356.557 479.930 Total
d. Obligasi pemerintah yang dimiliki Bank d. The government bonds owned by the Bank
merupakan obligasi bersuku bunga tetap dan represent bonds with fixed interest rate and are
diterbitkan oleh Pemerintah Republik Indonesia. issued by the Government of Republic of
Pemerintah dapat membeli kembali Indonesia. The government may repurchase
obligasi-obligasi pemerintah ini sebelum tanggal these government bonds at their market values
jatuh temponya pada harga pasar. before the maturity dates.
Rincian efek-efek yang diklasifikasikan sebagai Details of securities which are classified as
aset keuangan untuk diperdagangkan financial assets for trading based on interest
berdasarkan suku bunga dan tanggal jatuh rates and maturity date are as follows:
tempo adalah sebagai berikut:
2025
Rentang suku bunga Frekuensi pembayaran
per tahun/ bunga/
Nilai nominal/ Nilai wajar/ Range of interest Rentang tanggal jatuh tempo/ Frequency of
Par value Fair value rates per annum Range of maturity dates interest payment
Obligasi pemerintah dari pasar sekunder/Government bonds from secondary market
15 April/April 2026 - 1 - 6 bulan/
533.378 552.622 5,13% - 9,00% (Rp) 15 Juli/July 2064 months
08 Januari/January 2026 - 6 bulan/
168.518 155.011 1,85% - 7,75% (USD) 25 November/November 2054 months
Obligasi pemerintah - Sukuk/Government bonds - Sukuk
10 Maret/March 2026 - 1 - 6 bulan/
289.699 294.000 4,88% - 8,00% (Rp) 15 Desember/December 2049 months
09 Juni /June 2026 - 6 bulan/
19.843 19.445 1,50% - 5,10% (USD) 01 Desember/December 2030 months
Sekuritas Rupiah Bank Indonesia/Bank Indonesia Rupiah Securities
19 Januari/January 2026 - -
2.349.758 2.282.845 Zero coupon 4 Desember/December 2026
3.361.196 3.303.923
2024
Rentang suku bunga Frekuensi pembayaran
per tahun/ bunga/
Nilai nominal/ Nilai wajar/ Range of interest Rentang tanggal jatuh tempo/ Frequency of
Par value Fair value rates per annum Range of maturity dates interest payment
Obligasi pemerintah dari pasar sekunder/Government bonds from secondary market
15 Februari/February 2025 - 1 - 6 bulan/
267.793 268.803 4,90% - 9,00% (Rp) 15 Juli/July 2054 months
20 September/September 2027 - 6 bulan/
47.126 42.372 2,85% - 8,50% (USD) 10 September/September 2054 months
Obligasi pemerintah - Sukuk/Government bonds - Sukuk
10 Maret/March 2025 - 1 - 6 bulan/
229.812 226.168 4,88% - 8,63% (Rp) 15 Desember/December 2049 months
29 Maret/March 2026 - 6 bulan/
30.387 29.072 2,55% - 5,65% (USD) 25 November/November 2054 months
Sekuritas Rupiah Bank Indonesia/Bank Indonesia Rupiah Securities
17 Januari/January 2025 - -
6.083.658 5.863.892 Zero coupon 12 Desember/December 2025
6.658.776 6.430.307
Lampiran - 5/83 - Schedule
954 PT Bank Permata Tbk Laporan Tahunan 2025
Page 957
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
9. ASET DAN LIABILITAS KEUANGAN UNTUK 9. FINANCIAL ASSETS AND LIABILITIES HELD FOR
DIPERDAGANGKAN (lanjutan) TRADING (continued)
e. Aset dan liabilitas keuangan untuk e. Financial assets and liabilities held for trading
diperdagangkan pada pihak berelasi with related parties are disclosed in Note 41.
diungkapkan pada Catatan 41. Informasi Information with regards the classification and
mengenai klasifikasi dan nilai wajar aset dan fair value of financial assets and liabilities held
liabilitas keuangan untuk diperdagangkan for trading is disclosed in Note 39.
diungkapkan pada Catatan 39.
10. EFEK-EFEK YANG DIBELI DENGAN JANJI 10. SECURITIES PURCHASED UNDER RESALE
DIJUAL KEMBALI DAN UTANG ATAS AGREEMENTS AND SECURITIES SOLD UNDER
EFEK-EFEK YANG DIJUAL DENGAN JANJI REPURCHASE AGREEMENTS PAYABLE
DIBELI KEMBALI
a. Efek-efek yang dibeli dengan janji dijual a. Securities purchased under resale
kembali agreements
Efek-efek yang dibeli dengan janji dijual kembali The securities purchased under resale
pada tanggal 31 Desember 2025 dan 2024 agreements as of 31 December 2025 and 2024
adalah sebagai berikut: are as follows:
2025
Nilai wajar
efek yang Tingkat
Jenis efek yang mendasari/ suku
mendasari/ Fair value of Tanggal dimulai/ Tanggal jatuh bunga/ Nilai tercatat/
Pihak lawan/ Type of underlying underlying Commencement tempo/ Interest Carrying
Counterparty securities securities date Maturity date rate amount
13 Oktober/ 15 Januari/
Standard Chartered Bank FR0056 512.478 October 2025 January 2026 5,00% 515.121
13 November/ 14 Januari/
Standard Chartered Bank FR0071 331.580 November 2025 January 2026 4,85% 325.395
31 Desember/ 14 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,80% 9.942
30 Desember/ 13 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,80% 9.941
29 Desember/ 12 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,80% 9.941
23 Desember/ 06 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,75% 9.941
22 Desember/ 05 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,75% 9.941
18 Desember/ 02 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,75% 9.941
24 Desember/ 07 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,80% 9.940
19 Desember/ 02 Januari/
Deutsche Bank AG FR0086 10.026 December 2025 January 2026 4,75% 9.940
Jumlah/Amount 924.266 920.043
Cadangan kerugian penurunan nilai/
Allowance for impairment losses (1)
Nilai tercatat/carrying amount 920.042
Lampiran - 5/84 - Schedule
2025 Annual Report PT Bank Permata Tbk 955
Page 958
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
10. EFEK-EFEK YANG DIBELI DENGAN JANJI 10. SECURITIES PURCHASED UNDER RESALE
DIJUAL KEMBALI DAN EFEK-EFEK YANG AGREEMENTS AND SECURITIES SOLD UNDER
DIJUAL DENGAN JANJI DIBELI KEMBALI REPURCHASE AGREEMENTS (continued)
(lanjutan)
a. Efek-efek yang dibeli dengan janji dijual a. Securities purchased under
kembali (lanjutan) resale agreements (continued)
Efek-efek yang dibeli dengan janji dijual kembali The securities purchased under resale
pada tanggal 31 Desember 2025 dan 2024 agreements as of 31 December 2025 and 2024
adalah sebagai berikut: (lanjutan) are as follows: (continued)
2024
Nilai wajar
efek yang Tingkat
Jenis efek yang mendasari/ suku
mendasari/ Fair value of Tanggal dimulai/ Tanggal jatuh bunga/ Nilai tercatat/
Pihak lawan/ Type of underlying underlying Commencement tempo/ Interest Carrying
Counterparty securities securities date Maturity date rate amount
PT Bank BNP Paribas 30 Desember/ 13 Januari/
Indonesia IDSR071125364SA 517.477 December 2024 January 2025 6,45% 518.574
PT Bank Maybank 30 Desember/ 13 Januari/
Indonesia Tbk FR0087 438.483 December 2024 January 2025 6,45% 414.210
PT Bank Nationalnobu 24 Desember/ 07 Januari/
Tbk IDSR241025364SA 283.015 December 2024 January 2025 6,45% 283.661
PT Bank Nationalnobu 27 Desember/ 10 Januari/
Tbk FR0088 281.454 December 2024 January 2025 6,45% 257.245
Bank China Construction 20 Desember/ 03 Januari/
Bank Indonesia IDSR071125364SA 235.217 December 2024 January 2025 6,45% 235.703
PT Bank Nationalnobu 27 Desember/ 10 Januari/
Tbk IDSR120325273SA 98.630 December 2024 January 2025 6,45% 98.593
PT Bank MNC 04 Desember/ 02 Januari/
Internasional Tbk FR0087 97.441 December 2024 January 2025 6,55% 93.021
PT Bank Nationalnobu 27 Desember/ 10 Januari/
Tbk FR0091 96.417 December 2024 January 2025 6,45% 89.791
23 Desember/ 06 Januari/
PT Bank DBS Indonesia IDSR310125364SA 49.691 December 2024 January 2025 6,45% 49.714
31 Desember/ 14 Januari/
PT Bank DBS Indonesia IDSR051225364SA 23.397 December 2024 January 2025 6,45% 23.410
18 Desember/ 02 Januari/
PT Bank CIMB Niaga Tbk FR0090 24.041 December 2024 January 2025 6,45% 23.109
23 Oktober/ 22 Januari/
Bank Indonesia VR0050 9.999 October 2024 January 2025 6,70% 9.792
23 Oktober/ 22 Januari/
Bank Indonesia VR0050 9.999 October 2024 January 2025 6,69% 9.792
23 Oktober/ 22 Januari/
Bank Indonesia VR0050 9.999 October 2024 January 2025 6,68% 9.791
23 Oktober/ 22 Januari/
Bank Indonesia VR0050 9.999 October 2024 January 2025 6,67% 9.791
23 Oktober/ 22 Januari/
Bank Indonesia VR0050 9.999 October 2024 January 2025 6,66% 9.791
23 Oktober/ 22 Januari/
Bank Indonesia VR0050 9.999 October 2024 January 2025 6,65% 9.791
Jumlah/Amount 2.205.257 2.145.779
Cadangan kerugian penurunan nilai/
Allowance for impairment losses (41)
Nilai tercatat/carrying amount 2.145.738
Pada tanggal 31 Desember 2025 dan 2024, As of 31 December 2025 and 2024, the
lokasi penyimpanan efek-efek jaminan tanpa scriptless collateral securities were custodied
warkat (scriptless) dicatat pada sistem BI-SSSS in BI-SSSS system of Bank Indonesia. The
Bank Indonesia. Efek-efek tersebut memiliki securities are rated as "Investment Grade”.
rating "Investment Grade”.
Lampiran - 5/85 - Schedule
956 PT Bank Permata Tbk Laporan Tahunan 2025
Page 959
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
10. EFEK-EFEK YANG DIBELI DENGAN JANJI 10. SECURITIES PURCHASED UNDER RESALE
DIJUAL KEMBALI DAN EFEK-EFEK YANG AGREEMENTS AND SECURITIES SOLD UNDER
DIJUAL DENGAN JANJI DIBELI KEMBALI REPURCHASE AGREEMENTS (continued)
(lanjutan)
a. Efek-efek yang dibeli dengan janji dijual a. Securities purchased under resale
kembali (lanjutan) agreements (continued)
Pada tanggal 31 Desember 2025, tidak terdapat As of 31 December 2025, there were no
efek-efek yang dibeli dengan janji dijual kembali securities purchased under resale agreements
yang kemudian dijual dengan janji dibeli kembali. which has been sold under repurchase
agreements.
Pada tanggal 31 Desember 2024, terdapat efek- As of 31 December 2024, there were securities
efek yang dibeli dengan janji dijual kembali yang purchased under resale agreements which has
kemudian dijual dengan janji dibeli kembali, been sold under repurchase agreements, with
dengan rincian sebagai berikut: details as follows:
2024
Jenis efek yang mendasari/ Nilai wajar efek yang mendasari/ Tanggal dimulai/
Type of underlying securities Fair value of underlying securities Commencement date
IDSR071125364SA 517.477 30 Desember/December 2024
FR0087 438.483 30 Desember/December 2024
IDSR241025364SA 283.015 24 Desember/December 2024
FR0088 281.454 27 Desember/December 2024
IDSR071125364SA 235.217 20 Desember/December 2024
IDSR120325273SA 98.630 27 Desember/December 2024
FR0087 97.441 04 Desember/December 2024
FR0091 96.417 27 Desember/December 2024
2.048.134
Perubahan cadangan kerugian penurunan nilai efek- The movement of allowance for impairment losses
efek yang dibeli dengan janji dijual kembali untuk securities purchased under resale agreements for
tahun-tahun yang berakhir 31 Desember 2025 dan the years ended 31 December 2025 and 2024 is as
2024 adalah sebagai berikut: follows:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 41 - - 41 Balance, beginning of year
Perubahan bersih pada
eksposur (40) - - (40) Net change in exposure
Saldo, akhir tahun 1 - - 1 Balance, end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun - - - - Balance, beginning of year
Perubahan bersih pada
eksposur 41 - - 41 Net change in exposure
Saldo, akhir tahun 41 - - 41 Balance, end of year
Manajemen berpendapat bahwa saldo cadangan Management believes that the allowance for
kerugian penurunan nilai yang dibentuk adalah cukup impairment losses is adequate to cover losses on
untuk menutupi kerugian dari tidak tertagihnya efek- uncollectible securities purchased under resale
efek yang dibeli dengan janji dijual kembali. agreements.
Informasi mengenai klasifikasi dan nilai wajar atas Information with regards to the classification and
efek-efek yang dibeli dengan janji dijual kembali fair value of securities purchased under resale
diungkapkan pada Catatan 39. agreements is disclosed in Note 39.
Lampiran - 5/86 - Schedule
2025 Annual Report PT Bank Permata Tbk 957
Page 960
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
10. EFEK-EFEK YANG DIBELI DENGAN JANJI 10. SECURITIES PURCHASED UNDER RESALE
DIJUAL KEMBALI DAN EFEK-EFEK YANG AGREEMENTS AND SECURITIES SOLD UNDER
DIJUAL DENGAN JANJI DIBELI KEMBALI REPURCHASE AGREEMENTS (continued)
(lanjutan)
b. Utang atas efek-efek yang dijual dengan janji b. Securities sold under repurchase agreements
dibeli kembali payable
Rincian efek-efek yang dijual dengan janji dibeli The details of the securities sold under
kembali yang dicatat pada nilai wajar dan utang repurchase agreement which stated at fair value
atas efek yang dijual dengan janji dibeli kembali and the payable of the securities sold under
yang dicatat pada nilai tercatat pada tanggal repurchase agreement which stated at carrying
31 Desember 2025 dan 2024 adalah sebagai value as of 31 December 2025 and 2024, are as
berikut: follows:
2025
Nilai wajar
Jenis efek yang efek yang Tingkat
mendasari/ mendasari/ Tanggal suku
Type of Fair value of dimulai/ Tanggal jatuh bunga/ Nilai tercatat/
Pihak lawan/ underlying underlying Commencement tempo/ Interest Carrying
Counterparty securities securities date Maturity date rate amount
JP Morgan Chase 04 Desember/ 22 Januari/
Bank FR0101 523.277 December 2025 January 2026 4,78% 503.599
JP Morgan Chase 04 Desember/ 22 Januari/
Bank FR0095 514.499 December 2025 January 2026 4,78% 499.032
JP Morgan Chase 18 Desember/ 22 Januari/
Bank FR0095 360.149 December 2025 January 2026 4,80% 350.717
PT Bank HSBC 11 Desember/ 02 Januari/
Indonesia FR0104 312.142 December 2025 January 2026 4,65% 304.384
JP Morgan Chase 18 Desember/ 22 Januari/
Bank FR0101 156.983 December 2025 January 2026 4,80% 151.130
23 Desember/ 02 Januari/
PT Bank DKI FR0095 102.900 December 2025 January 2026 4,80% 100.090
23 Desember/ 02 Januari/
PT Bank DKI FR0095 102.900 December 2025 January 2026 4,80% 100.090
23 Desember/ 02 Januari/
PT Bank DKI FR0095 102.900 December 2025 January 2026 4,80% 100.090
23 Desember/ 02 Januari/
PT Bank DKI FR0095 102.900 December 2025 January 2026 4,80% 100.090
PT Bank Mandiri 23 Desember/ 06 Januari/
(Persero) Tbk FR0095 51.450 December 2025 January 2026 4,80% 50.045
2.330.100 2.259.267
2024
Nilai wajar
efek yang Tingkat
Jenis efek yang mendasari/ Tanggal suku
mendasari/ Fair value of dimulai/ Tanggal jatuh bunga/ Nilai tercatat/
Pihak lawan/ Type of underlying underlying Commencement tempo/ Interest Carrying
Counterparty securities securities date Maturity date rate amount
30 Desember/ 06 Januari/
Bank Indonesia FR0101 597.287 December 2024 January 2025 6,25% 575.166
JP Morgan Chase 31 Desember/ 30 Januari/
Bank FR0103 587.875 December 2024 January 2025 6,05% 561.569
30 Desember/ 13 Januari/
Bank Indonesia IDSR071125364SA 517.477 December 2024 January 2025 6,40% 518.572
PT Bank Rakyat
Indonesia 31 Desember/ 03 Januari/
(Persero) Tbk FR0101 497.739 December 2024 January 2025 6,20% 480.094
30 Desember/ 13 Januari/
Bank Indonesia FR0087 438.483 December 2024 January 2025 6,40% 414.209
JP Morgan Chase 13 Desember/ 13 Januari/
Bank FR0100 292.239 December 2024 January 2025 5,90% 285.159
JP Morgan Chase 19 Desember/ 17 Januari/
Bank FR0100 292.239 December 2024 January 2025 5,90% 284.057
24 Desember/ 07 Januari/
Bank Indonesia IDSR241025364SA 283.015 December 2024 January 2025 6,40% 283.658
27 Desember/ 10 Januari/
Bank Indonesia FR0088 281.454 December 2024 January 2025 6,40% 257.243
20 Desember/ 03 Januari/
Bank Indonesia IDSR071125364SA 235.217 December 2024 January 2025 6,40% 235.699
27 Desember/ 10 Januari/
Bank Indonesia IDSR120325273SA 98.630 December 2024 January 2025 6,40% 98.592
04 Desember/ 02 Januari/
Bank Indonesia FR0087 97.441 December 2024 January 2025 6,50% 93.017
27 Desember/ 10 Januari/
Bank Indonesia FR0091 96.417 December 2024 January 2025 6,40% 89.790
4.315.513 4.176.825
Lampiran - 5/87 - Schedule
958 PT Bank Permata Tbk Laporan Tahunan 2025
Page 961
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
11. TAGIHAN DAN UTANG AKSEPTASI 11. ACCEPTANCE RECEIVABLES AND PAYABLES
Rincian tagihan akseptasi adalah sebagai berikut: The details of acceptance receivables are as follows:
2025 2024
Cadangan Cadangan
kerugian kerugian
penurunan penurunan
nilai/ nilai/
Allowance for Nilai tercatat/ Allowance for Nilai tercatat/
Jumlah/ impairment Carrying Jumlah/ impairment Carrying
Amount losses amount Amount losses amount
Rupiah Rupiah
Bank-bank lain Other banks
- Pihak ketiga 48.908 (10.450) 38.458 15.018 (868) 14.150 Third parties -
Nasabah Customers
- Pihak ketiga 1.010.740 (42.924) 967.816 1.165.947 (16.309) 1.149.638 Third parties -
1.059.648 (53.374) 1.006.274 1.180.965 (17.177) 1.163.788
Valuta Asing Foreign Currencies
Bank-bank lain Other banks
- Pihak ketiga 255.982 (2.427) 253.555 432.803 (28.502) 404.301 Third parties -
Nasabah Customers
- Pihak ketiga 3.960.906 (225.292) 3.735.614 3.991.475 (116.594) 3.874.881 Third parties -
4.216.888 (227.719) 3.989.169 4.424.278 (145.096) 4.279.182
Jumlah 5.276.536 (281.093) 4.995.443 5.605.243 (162.273) 5.442.970 Total
Rincian utang akseptasi adalah sebagai berikut: The details of acceptance payables are as follows:
2025 2024
Rupiah Rupiah
Bank-bank lain Other banks
- Pihak ketiga 843.610 868.283 Third parties -
Nasabah Customers
- Pihak ketiga 49.225 44.333 Third parties -
892.835 912.616
Valuta Asing Foreign Currencies
Bank-bank lain Other banks
- Pihak ketiga 2.620.343 2.715.680 Third parties -
- Pihak berelasi 2.432 7.748 Related parties -
Nasabah Customers
- Pihak ketiga 255.982 432.806 Third parties -
2.878.757 3.156.234
Jumlah 3.771.592 4.068.850 Total
Tagihan dan utang akseptasi berdasarkan jangka Acceptance receivables and payables classified
waktu perjanjian adalah sebagai berikut: based on the term of the agreement are as follows:
2025 2024
Tagihan/ Liabilitas/ Tagihan/ Liabilitas/
Receivables Payables Receivables Payables
< 1 bulan 89.647 84.803 216.135 217.610 < 1 month
≥ 1 - 3 bulan 1.159.108 1.007.377 1.237.481 1.143.709 ≥ 1 - 3 months
> 3 - 12 bulan 3.746.688 2.679.412 3.989.354 2.707.531 > 3 - 12 months
Jumlah 4.995.443 3.771.592 5.442.970 4.068.850 Total
Rincian tagihan akseptasi menurut sisa jangka Details of acceptance receivables by remaining
waktu adalah sebagai berikut: period are as follows:
2025 2024
< 1 bulan 1.146.342 1.997.228 < 1 month
≥ 1 - 3 bulan 1.938.339 1.922.004 ≥ 1 - 3 months
> 3 - 12 bulan 1.910.762 1.523.738 > 3 - 12 months
Jumlah 4.995.443 5.442.970 Total
Lampiran - 5/88 - Schedule
2025 Annual Report PT Bank Permata Tbk 959
Page 962
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
11. TAGIHAN DAN UTANG AKSEPTASI (lanjutan) 11. ACCEPTANCE RECEIVABLES AND PAYABLES
(continued)
Rincian tagihan akseptasi menurut stage adalah Details of acceptance receivables by stage are as
sebagai berikut: follows:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 5.126.742 478.501 - 5.605.243 Balance, beginning of year
Transfer ke kerugian kredit Transfer to
ekspektasian sepanjang lifetime expected credit
umurnya (Stage 2) (49.730) 49.730 - - losses (Stage 2)
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali (454.311) 92.986 - (361.325) and remeasurement
Selisih kurs 19.588 13.030 - 32.618 Exchange rate difference
Saldo, akhir tahun 4.642.289 634.247 - 5.276.536 Balance, end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 5.005.903 736.561 - 5.742.464 Balance, beginning of year
Transfer ke kerugian kredit Transfer to
ekspektasian 12 bulan 12 months expected credit
(Stage 1) 203.191 (203.191) - - losses (Stage 1)
Transfer ke kerugian kredit Transfer to
ekspektasian sepanjang lifetime expected credit
umurnya (Stage 2) (385.994) 385.994 - - losses (Stage 2)
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali 278.612 (445.925) - (167.313) and remeasurement
Selisih kurs 25.030 5.062 - 30.092 Exchange rate difference
Saldo, akhir tahun 5.126.742 478.501 - 5.605.243 Balance, end of year
Perubahan cadangan kerugian penurunan nilai The movement of allowance for impairment losses
tagihan akseptasi untuk tahun-tahun yang berakhir acceptance receivables for the years ended
31 Desember 2025 dan 2024 adalah sebagai 31 December 2025 and 2024 is as follows:
berikut:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 90.070 72.203 - 162.273 Balance, beginning of year
Transfer ke kerugian kredit Transfer to
ekspektasian sepanjang lifetime expected credit
umurnya (Stage 2) (1.901) 1.901 - - losses (Stage 2)
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali 97.421 15.867 - 113.288 and remeasurement
Selisih kurs 5.479 53 - 5.532 Exchange rate difference
Saldo, akhir tahun 191.069 90.024 - 281.093 Balance, end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 93.873 176.118 - 269.991 Balance, beginning of year
Transfer ke kerugian kredit Transfer to
ekspektasian 12 bulan 12 months expected credit
(Stage 1) 31.297 (31.297) - - losses (Stage 1)
Transfer ke kerugian kredit Transfer to
ekspektasian sepanjang lifetime expected credit
umurnya (Stage 2) (5.003) 5.003 - - losses (Stage 2)
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali (5.491) (109.994) - (115.485) and remeasurement
Selisih kurs (24.606) 32.373 7.767 Exchange rate difference
Saldo, akhir tahun 90.070 72.203 - 162.273 Balance, end of year
Manajemen berpendapat bahwa saldo cadangan Management believes that the allowance for
kerugian penurunan nilai yang dibentuk adalah impairment losses is adequate to cover losses on
cukup untuk menutupi kerugian yang timbul akibat uncollectible acceptance receivables.
tidak tertagihnya tagihan akseptasi.
Utang akseptasi kepada pihak berelasi diungkapkan Acceptance payables to related parties are disclosed
pada Catatan 41. Informasi mengenai klasifikasi in Note 41. Information with regards to the
tagihan dan utang akseptasi diungkapkan pada classification of acceptance receivables and
Catatan 39. payables is disclosed in Note 39.
Lampiran - 5/89 - Schedule
960 PT Bank Permata Tbk Laporan Tahunan 2025
Page 963
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
12. KREDIT YANG DIBERIKAN 12. LOANS
Kredit yang diberikan terdiri dari: Loans consist of the following:
a. Berdasarkan Jenis dan Mata Uang a. By Type and Currency
2025 2024
Rupiah Rupiah
Modal Kerja 48.249.739 38.726.265 Working capital
Konsumsi 25.893.112 27.148.638 Consumer
Investasi 25.456.387 24.746.327 Investment
Syariah 22.039.069 23.809.857 Sharia
121.638.307 114.431.087
Valuta Asing Foreign Currencies
Investasi 16.032.205 11.045.906 Investment
Modal Kerja 13.389.941 17.087.314 Working capital
Syariah 1.050.668 1.294.763 Sharia
30.472.814 29.427.983
Jumlah 152.111.121 143.859.070 Total
Pembiayaan syariah yang diberikan kepada Sharia financing extended to debtors represents
debitur merupakan pembiayaan modal kerja, working capital, investment, and consumer
investasi dan konsumsi. financing.
Kredit modal kerja dan investasi diberikan Working capital loans and investment loans
kepada debitur untuk kepentingan modal kerja were extended to customers for working capital
dan barang-barang modalnya. Kredit modal and capital goods. Working capital loans include
kerja mencakup kredit dalam bentuk rekening current accounts and overdraft.
koran dan cerukan.
Kredit konsumsi terdiri dari kredit pemilikan Consumer loans consist of housing, motor
rumah, kredit kendaraan bermotor, dan kredit vehicles, and other personal loans.
perorangan lainnya.
b. Berdasarkan Sektor Ekonomi b. By Economic Sector
2025
Cadangan
kerugian
penurunan nilai/ Nilai tercatat/
Jumlah/ Allowance for Carrying
Amount impairment losses amount
Industri pengolahan 46.560.071 (4.854.972) 41.705.099 Manufacturing
Kredit individual untuk pemilikan
rumah, pemilikan kendaraan Personal loans for housing,
bermotor dan lain-lain 37.470.093 (2.103.127) 35.366.966 motor vehicles and others
Perantara keuangan 15.991.552 (79.586) 15.911.966 Financial intermediaries
Perdagangan besar dan kecil 12.923.305 (1.639.631) 11.283.674 Wholesale and retail trading
Pertambangan dan penggalian 10.728.883 (181.029) 10.547.854 Mining and excavation
Real estate, usaha persewaan Real estate, leasing and
dan jasa perusahaan 7.182.935 (505.164) 6.677.771 corporate services
Listrik, gas dan air 6.612.047 (265.771) 6.346.276 Electricity, gas and water
Information
Informasi dan komunikasi 6.449.027 (357.460) 6.091.567 and communication
Konstruksi 6.122.796 (864.778) 5.258.018 Construction
Transportasi, pergudangan Transportation, warehousing
dan komunikasi 4.708.628 (599.388) 4.109.240 and communication
Pertanian, perburuan Agriculture, hunting
dan kehutanan 2.731.492 (228.081) 2.503.411 and forestry
Penyediaan akomodasi dan Accommodation and food
penyediaan makanan 2.318.658 (275.447) 2.043.211 providers
Jasa kesehatan dan kegiatan sosial 990.736 (47.839) 942.897 Health and social services
Jasa pendidikan 435.186 (23.743) 411.443 Education services
Perikanan 46.956 (7.898) 39.058 Fishery
Lain-lain 2.966.547 (93.877) 2.872.670 Others
Jumlah 164.238.912 (12.127.791) 152.111.121 Total
Lampiran - 5/90 - Schedule
2025 Annual Report PT Bank Permata Tbk 961
Page 964
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
12. KREDIT YANG DIBERIKAN (lanjutan) 12. LOANS (continued)
b. Berdasarkan Sektor Ekonomi (lanjutan) b. By Economic Sector (continued)
2024
Cadangan
kerugian
penurunan nilai/ Nilai tercatat/
Jumlah/ Allowance for Carrying
Amount impairment losses amount
Kredit individual untuk pemilikan
rumah, pemilikan kendaraan Personal loans for housing,
bermotor dan lain-lain 39.439.414 (1.983.892) 37.455.522 motor vehicles and others
Industri pengolahan 30.426.618 (4.014.276) 26.412.342 Manufacturing
Perantara keuangan 14.182.641 (16.829) 14.165.812 Financial intermediaries
Perdagangan besar dan kecil 14.107.735 (1.859.016) 12.248.719 Wholesale and retail trading
Pertambangan dan penggalian 13.011.162 (142.457) 12.868.705 Mining and excavation
Information
Informasi dan komunikasi 11.426.342 (621.131) 10.805.211 and communication
Real estate, usaha persewaan Real estate, leasing and
dan jasa perusahaan 6.357.465 (624.551) 5.732.914 corporate services
Listrik, gas dan air 6.307.976 (178.548) 6.129.428 Electricity, gas and water
Transportasi, pergudangan Transportation, warehousing
dan komunikasi 5.604.808 (769.273) 4.835.535 and communication
Pertanian, perburuan Agriculture, hunting and
dan kehutanan 4.971.476 (292.775) 4.678.701 forestry
Konstruksi 2.898.436 (850.186) 2.048.250 Construction
Penyediaan akomodasi dan Accommodation and food
penyediaan makanan 2.078.766 (279.586) 1.799.180 providers
Jasa kesehatan dan kegiatan sosial 580.033 (55.898) 524.135 Health and social services
Jasa pendidikan 240.638 (5.888) 234.750 Education services
Perikanan 43.825 (10.343) 33.482 Fishery
Lain-lain 4.076.845 (190.461) 3.886.384 Others
Jumlah 155.754.180 (11.895.110) 143.859.070 Total
c. Berdasarkan Jangka Waktu c. By Period
Rincian kredit menurut jangka waktu sesuai Details of loans by period based on loan
perjanjian kredit adalah sebagai berikut: agreements are as follows:
2025 2024
Valuta Valuta
asing/ asing/
Rupiah/ Foreign Jumlah/ Rupiah/ Foreign Jumlah/
Rupiah currencies Total Rupiah currencies Total
≤ 1 tahun 42.244.743 5.906.963 48.151.706 36.980.291 4.380.000 41.360.291 ≤ 1 year
> 1 - 2 tahun 8.067.675 1.014.044 9.081.719 8.485.355 2.307.109 10.792.464 > 1 - 2 years
> 2 - 5 tahun 39.482.174 15.258.104 54.740.278 37.898.511 18.570.768 56.469.279 > 2 - 5 years
Lebih dari 5 tahun 31.843.715 8.293.703 40.137.418 31.066.930 4.170.106 35.237.036 More than 5 years
Jumlah 121.638.307 30.472.814 152.111.121 114.431.087 29.427.983 143.859.070 Total
Rincian kredit menurut sisa jangka waktu adalah Details of loans by remaining period are as
sebagai berikut: follows:
2025 2024
Valuta Valuta
asing/ asing/
Rupiah/ Foreign Jumlah/ Rupiah/ Foreign Jumlah/
Rupiah currencies Total Rupiah currencies Total
< 1 bulan 9.538.656 1.024.377 10.563.033 10.622.193 1.577.197 12.199.390 < 1 month
≥ 1 - 3 bulan 14.078.577 1.206.408 15.284.985 11.654.610 4.262.497 15.917.107 ≥ 1 - 3 months
> 3 - 12 bulan 35.407.359 6.882.016 42.289.375 31.660.654 4.648.027 36.308.681 > 3 - 12 months
> 12 - 60 bulan 46.450.280 16.724.272 63.174.552 43.599.132 16.077.024 59.676.156 > 12 - 60 months
Lebih dari 60 bulan 16.163.435 4.635.741 20.799.176 16.894.498 2.863.238 19.757.736 More than 60 months
Jumlah 121.638.307 30.472.814 152.111.121 114.431.087 29.427.983 143.859.070 Total
Lampiran - 5/91 - Schedule
962 PT Bank Permata Tbk Laporan Tahunan 2025
Page 965
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
12. KREDIT YANG DIBERIKAN (lanjutan) 12. LOANS (continued)
d. Berdasarkan Stage d. By Stage
Berikut adalah perubahan jumlah kredit yang Below are the movement of loans based on
diberikan berdasarkan stage selama stages for the years ended 31 December 2025
tahun-tahun berakhir 31 Desember 2025 dan and 2024:
2024:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Balance, beginning
Saldo, awal tahun 145.397.506 5.870.211 4.486.463 155.754.180 of year
Transfer ke kerugian kredit Transfer to lifetime
ekspektasian sepanjang expected credit
umurnya (Stage 2) (7.114.768) 7.168.453 (53.685) - losses (Stage 2)
Transfer ke kredit yang
mengalami penurunan Transfer to credit
nilai (Stage 3) (118.419) (2.679.723) 2.798.142 - impaired (Stage 3)
Transfer ke kerugian kredit Transfer to 12-month
ekspektasian 12 bulan expected credit
(Stage 1) 2.548.726 (2.500.100) (48.626) - losses (Stage 1)
Perubahan bersih pada Net change in
eksposur dan exposure and
pengukuran kembali 11.361.648 (1.473.395) (792.932) 9.095.321 remeasurement
Penghapusbukuan Write-off during
selama tahun berjalan - - (1.777.175) (1.777.175) the year
Penjualan kredit - - (6.367) (6.367) Sale of loans
Exchange rate
Selisih kurs 1.033.607 81.009 58.337 1.172.953 difference
Saldo, akhir tahun 153.108.300 6.466.455 4.664.157 164.238.912 Balance, end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Balance, beginning
Saldo, awal tahun 132.055.034 5.357.504 5.565.618 142.978.156 of year
Transfer ke kerugian kredit Transfer to lifetime
ekspektasian sepanjang expected credit
umurnya (Stage 2) (5.616.507) 5.706.637 (90.130) - losses (Stage 2)
Transfer ke kredit yang
mengalami penurunan Transfer to credit
nilai (Stage 3) (37.676) (1.608.434) 1.646.110 - impaired (Stage 3)
Transfer ke kerugian kredit Transfer to 12-month
ekspektasian 12 bulan expected credit
(Stage 1) 2.514.246 (2.486.373) (27.873) - losses (Stage 1)
Perubahan bersih pada Net change in
eksposur dan exposure and
pengukuran kembali 15.389.609 (1.205.988) (1.140.598) 13.043.023 remeasurement
Penghapusbukuan Write-off during
selama tahun berjalan - - (1.531.032) (1.531.032) the year
Exchange rate
Selisih kurs 1.092.800 106.865 64.368 1.264.033 difference
Saldo, akhir tahun 145.397.506 5.870.211 4.486.463 155.754.180 Balance, end of year
Lampiran - 5/92 - Schedule
2025 Annual Report PT Bank Permata Tbk 963
Page 966
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
12. KREDIT YANG DIBERIKAN (lanjutan) 12. LOANS (continued)
Informasi pokok lainnya sehubungan dengan kredit Other significant information relating to loans is as
yang diberikan adalah sebagai berikut: follows:
a. Kredit yang diberikan pada umumnya dijamin a. Loans are generally secured by demand deposits,
dengan giro, tabungan, deposito berjangka atau savings, time deposits or by registered mortgages
harta tak bergerak yang diaktakan dengan akta or by powers of attorney to mortgage or sell, or by
pemberian hak tanggungan atau surat kuasa other guarantees acceptable to the Bank.
memasang hak tanggungan atau surat kuasa
untuk menjual, atau jaminan lain yang umumnya
diterima oleh Bank.
Giro, tabungan, dan deposito berjangka yang Demand deposits, saving and time deposits
dijaminkan untuk kredit yang diberikan pledged as collateral for loans receivable
masing-masing sebesar Rp10.566.470 dan amounting to Rp10,566,470 and Rp7,840,000,
Rp7.840.000 pada tanggal 31 Desember 2025 respectively, as of 31 December 2025 and 2024.
dan 2024.
b. Nilai tercatat kredit yang dimodifikasi terkait b. The carrying amount of modified loans related to
dengan perubahan ketentuan suku bunga dan changes in interest rate and term extensions as of
perpanjangan waktu kredit pada tanggal 31 December 2025 and 2025 are Rp480,990 and
31 Desember 2025 dan 2024 masing-masing Rp454,215, respectively.
sebesar Rp480.990 dan Rp454.215.
c. Kredit sindikasi merupakan kredit yang diberikan c. Syndicated loans represent loans provided to
kepada nasabah berdasarkan perjanjian customers under syndication agreements with
pembiayaan bersama (sindikasi) dengan bank- other banks and are generally used to support the
bank lain dan umumnya digunakan untuk working capital needs and investment. In
memenuhi kebutuhan modal kerja dan investasi. syndicated loans, the Bank may act as a member
Dalam kredit sindikasi, Bank dapat bertindak and/or arranger and/or security agency.
sebagai anggota dan/atau arranger dan/atau Syndication is done with several banks in
security agency. Sindikasi dilakukan dengan Indonesia. The total participation of the Bank in
bank-bank di Indonesia. Keikutsertaan Bank syndicated loans, in which the Bank acted as a
sebagai anggota dan/atau arranger dalam kredit member and/or arranger, ranged from 1.61% up
sindikasi berkisar antara 1,61% sampai dengan to 70.00% of each syndicated loan as of 31
70,00% dari setiap fasilitas kredit sindikasi pada December 2025 and 2024.
31 Desember 2025 dan 2024.
d. Perubahan cadangan kerugian penurunan nilai d. The movement of allowance for impairment
kredit yang diberikan untuk tahun-tahun yang losses of loans for the years ended
berakhir 31 Desember 2025 dan 2024 adalah 31 December 2025 and 2024 is as follows:
sebagai berikut:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 5.169.898 2.791.046 3.934.166 11.895.110 Balance, beginning of year
Transfer ke kerugian kredit Transfer to
ekspektasian sepanjang lifetime expected credit
umurnya (Stage 2) (309.494) 350.194 (40.700) - losses (Stage 2)
Transfer ke kredit
yang mengalami Transfer to credit
penurunan nilai (Stage 3) (4.733) (1.766.638) 1.771.371 - impaired (Stage 3)
Transfer ke kerugian kredit Transfer to 12-month
ekspektasian 12 bulan expected credit
(Stage 1) 644.759 (625.989) (18.770) - losses (Stage 1)
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali 337.698 1.171.058 (62.749) 1.446.007 and remeasurement
Penghapusbukuan Write-off
selama tahun berjalan - - (1.777.175) (1.777.175) during the year
Penerimaan kembali*) - - 447.717 447.717 Recovery*)
Penjualan kredit - - (3.367) (3.367) Sale of loans
Selisih kurs 44.940 37.834 57.947 140.721 Exchange rate difference
Efek diskonto - - (21.222) (21.222) Effect of discounting
Saldo, akhir tahun 5.883.068 1.957.505 4.287.218 12.127.791 Balance, end of year
*)
Termasuk dalam penerimaan kembali adalah penerimaan Included in recovery are recoveries from previously *)
kembali dari kredit yang telah dihapusbukukan dan written-off loans and recovery of interest from restructured loans.
penerimaan bunga atas kredit yang direstrukturisasi.
Lampiran - 5/93 - Schedule
964 PT Bank Permata Tbk Laporan Tahunan 2025
Page 967
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
12. KREDIT YANG DIBERIKAN (lanjutan) 12. LOANS (continued)
Informasi pokok lainnya sehubungan dengan kredit Other significant information relating to loans is as
yang diberikan adalah sebagai berikut: (lanjutan) follows: (continued)
d. Perubahan cadangan kerugian penurunan nilai d. The movement of allowance for impairment
kredit yang diberikan untuk tahun-tahun yang losses of loans for the years ended
berakhir 31 Desember 2025 dan 2024 adalah 31 December 2025 and 2024 is as follows:
sebagai berikut: (lanjutan) (continued)
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 4.711.551 2.175.822 4.860.699 11.748.072 Balance, beginning of year
Transfer ke kerugian kredit Transfer to
ekspektasian sepanjang lifetime expected credit
umurnya (Stage 2) (326.101) 368.973 (42.872) - losses (Stage 2)
Transfer ke kredit
yang mengalami Transfer to credit
penurunan nilai (Stage 3) (2.172) (873.087) 875.259 - impaired (Stage 3)
Transfer ke kerugian kredit Transfer to 12-month
ekspektasian 12 bulan expected credit
(Stage 1) 549.059 (532.644) (16.415) - losses (Stage 1)
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali 198.462 1.591.198 (502.457) 1.287.203 and remeasurement
Penghapusbukuan Write-off
selama tahun berjalan - - (999.531) (999.531) during the year
Penjualan Kredit - - (765.516) (765.516) Sale of loans
Penerimaan kembali*) - - 474.492 474.492 Recovery*)
Selisih kurs 39.099 60.784 75.292 175.175 Exchange rate difference
Efek diskonto - - (24.785) (24.785) Effect of discounting
Saldo, akhir tahun 5.169.898 2.791.046 3.934.166 11.895.110 Balance, end of year
*)
Termasuk dalam penerimaan kembali adalah penerimaan Included in recovery are recovery from perviously *)
kembali dari kredit yang telah dihapusbukukan dan written-off loans and recovery of interest from restructured loans.
penerimaan bunga atas kredit yang direstrukturisasi.
e. Manajemen berpendapat bahwa jumlah e. Management believes that the allowance for
cadangan kerugian penurunan nilai yang impairment losses is adequate to cover losses on
dibentuk adalah cukup untuk menutupi kerugian uncollectible loans.
yang timbul akibat tidak tertagihnya kredit yang
diberikan.
f. Nilai tercatat dari kredit yang diberikan adalah f. The carrying value of loans are as follows:
sebagai berikut:
2025 2024
Kredit yang diberikan 163.360.350 154.926.223 Loans
Pendapatan bunga yang
masih akan diterima 878.562 827.957 Accrued interest income
Cadangan kerugian
penurunan nilai (12.127.791) (11.895.110) Allowance for impairment losses
Jumlah 152.111.121 143.859.070 Total
g. Kredit yang diberikan kepada pihak berelasi g. Loans to related parties are disclosed in Note 41.
diungkapkan pada Catatan 41. Informasi Information with regards to the classification and
mengenai klasifikasi dan nilai wajar kredit yang fair value of loans is disclosed in Note 39.
diberikan diungkapkan pada Catatan 39.
Lampiran - 5/94 - Schedule
2025 Annual Report PT Bank Permata Tbk 965
Page 968
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
13. EFEK-EFEK UNTUK TUJUAN INVESTASI 13. INVESTMENT SECURITIES
Rincian efek-efek untuk tujuan investasi berdasarkan Details of investment securities as of 31 December
jenis dan mata uang pada tanggal 2025 and 2024, by type and currency, are as follows:
31 Desember 2025 dan 2024, adalah sebagai berikut:
2025
(Diskonto)/premi
yang belum
diamortisasi dan
imbalan bagi hasil Cadangan
yang masih akan kerugian
diterima/ Keuntungan/ penurunan
Unamortised (kerugian) nilai/
(discount)/ yang belum Allowance
Nilai premium and direalisasi/ for
nominal/ profit distribution Unrealised impairment Jumlah/
Keterangan Par value receivables loss/(profit) losses Total Description
Rupiah Rupiah
Measured at fair value
Diukur pada nilai wajar through other
melalui penghasilan comprehensive
komprehensif lain: income:
Obligasi korporasi 1.130.000 - 25.507 - 1.155.507 Corporate bonds
Obligasi korporasi - Corporate bonds
Sukuk 75.000 - 1.938 - 76.938 - Sukuk
Government
Obligasi pemerintah bonds from
dari pasar sekunder 8.855.496 217.638 150.751 - 9.223.885 secondary market
Obligasi pemerintah - Government bonds
Sukuk 17.949.525 (36.080) 356.131 - 18.269.576 - Sukuk
Sekuritas Rupiah Bank Bank Indonesia Rupiah
Indonesia 31.528.843 (838.767) 100.724 - 30.790.800 Securities
Negotiable Certificate Negotiable Certificate
Deposits 300.000 (26.108) 4.827 - 278.719 Deposits
Sukuk Bank Indonesia 6.389.873 - 253 - 6.390.126 Sukuk Bank Indonesia
Biaya perolehan: Amortised cost:
Wesel 1.439.023 1.239 - (16.983) 1.423.279 Bills
Obligasi pemerintah - Government bonds
Sukuk 511.143 10.785 - - 521.928 - Sukuk
68.178.903 (671.293) 640.131 (16.983) 68.130.758
Valuta Asing Foreign Currencies
Measured at fair value
Diukur pada nilai wajar through other
melalui penghasilan comprehensive
komprehensif lain: income:
Government
Obligasi pemerintah bonds from
dari pasar sekunder 350.175 (864) 3.886 - 353.197 secondary market
Sukuk Valuta Asing Bank Indonesia Foreign
Bank Indonesia 250.125 - 80 - 250.205 Currency Sukuk
Obligasi pemerintah - Government bonds
Sukuk 346.006 (497) (465) - 345.044 - Sukuk
Biaya perolehan: Amortised cost:
Wesel 4.904.804 26.865 - (3.768) 4.927.901 Bills
5.851.110 25.504 3.501 (3.768) 5.876.347
Jumlah 74.030.013 (645.789) 643.632 (20.751) 74.007.105 Total
Lampiran - 5/95 - Schedule
966 PT Bank Permata Tbk Laporan Tahunan 2025
Page 969
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
13. EFEK-EFEK UNTUK TUJUAN INVESTASI (lanjutan) 13. INVESTMENT SECURITIES (continued)
Rincian efek-efek untuk tujuan investasi berdasarkan Details of investment securities as of 31 December
jenis dan mata uang pada tanggal 2025 and 2024, by type and currency, are as follows:
31 December 2025 and 2024, adalah sebagai berikut: (continued)
(lanjutan)
2024
(Diskonto)/premi
yang belum
diamortisasi dan
imbalan bagi hasil Cadangan
yang masih akan kerugian
diterima/ penurunan
Unamortised Kerugian nilai/
(discount)/ yang belum Allowance
Nilai premium and direalisasi/ for
nominal/ profit distribution Unrealised impairment Jumlah/
Keterangan Par value receivables loss losses Total Description
Pihak ketiga Third parties
Rupiah Rupiah
Measured at fair value
Diukur pada nilai wajar through other
melalui penghasilan comprehensive
komprehensif lain: income:
Obligasi korporasi 825.000 - (8.207) - 816.793 Corporate bonds
Government
Obligasi pemerintah bonds from
dari pasar sekunder 9.893.916 42.827 (129.685) - 9.807.058 secondary market
Obligasi pemerintah - Government bonds
Sukuk 3.214.754 (15.655) (30.223) - 3.168.876 - Sukuk
Sekuritas Rupiah Bank Bank Indonesia Rupiah
Indonesia 39.252.573 (1.730.842) (54.341) - 37.467.390 Securities
Sukuk Bank Indonesia 4.326.700 - - - 4.326.700 Sukuk Bank Indonesia
Biaya perolehan: Amortised cost:
Wesel 936.087 3.411 - (10.326) 929.172 Bills
Sukuk Bank Indonesia 1.373.138 75.758 - - 1.448.896 Sukuk Bank Indonesia
Obligasi pemerintah - Government bonds
Sukuk 1.011.143 19.587 - - 1.030.730 - Sukuk
60.833.311 (1.604.914) (222.456) (10.326) 58.995.615
Valuta Asing Foreign Currencies
Measured at fair value
Diukur pada nilai wajar through other
melalui penghasilan comprehensive
komprehensif lain: income:
Government
Obligasi pemerintah bonds from
dari pasar sekunder 16.095 (41) (1.039) - 15.015 secondary market
Obligasi pemerintah - Government bonds
Sukuk 496.257 1.167 (12.061) - 485.363 - Sukuk
Sukuk Valuta Asing Bank Indonesia Foreign
Bank Indonesia 160.950 - (41) - 160.909 Currency Sukuk
Biaya perolehan: Amortised cost:
Wesel 4.540.185 26.174 - (25.370) 4.540.989 Bills
5.213.487 27.300 (13.141) (25.370) 5.202.276
Jumlah 66.046.798 (1.577.614) (235.597) (35.696) 64.197.891 Total
Lampiran - 5/96 - Schedule
2025 Annual Report PT Bank Permata Tbk 967
Page 970
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
13. EFEK-EFEK UNTUK TUJUAN INVESTASI 13. INVESTMENT SECURITIES (continued)
(lanjutan)
Rincian efek-efek untuk tujuan investasi, selain Details of investment securities, except for bills
wesel berdasarkan suku bunga dan tanggal jatuh based on interest rates and maturity dates, are as
tempo adalah sebagai berikut: follows:
2025
Frekuensi
Rentang suku pembayaran
bunga per tahun/ bunga/
Nilai nominal/ Range of interest rates per Rentang tanggal jatuh tempo/ Frequency of
Par value annum Range of maturity dates interest payment
Obligasi pemerintah - Sukuk/Government bonds - Sukuk
15 Juli/July 2026 - 1 - 6 bulan/
18.460.668 4,88% - 7,43% (Rp) 15 November 2030 months
09 Juni/June 2026 - 6 bulan/
346.006 1,50% - 4,40% (USD) 06 Juni/June 2027 months
Obligasi pemerintah dari pasar sekunder/Government bonds from secondary market
02 Januari/January 2026 - 1 - 6 bulan/
8.855.496 5,13% - 10,25% (Rp) 15 Juli/July 2031 months
30 Juni/June 2030 - 6 bulan/
350.175 3,85% - 3,88% (USD) 15 Oktober/October 2030 months
Obligasi korporasi/Corporate bonds
15 April 2026 - 3 bulan/
1.130.000 6,30% - 8,50% (Rp) 27 Maret/March 2029 months
Obligasi korporasi sukuk/Sukuk Corporate bonds
28 Mei/May 2028 - 3 bulan/
75.000 6,80% (Rp) 28 Mei/May 2028 months
Sukuk Bank Indonesia/Sukuk Bank Indonesia
02 Januari/January 2026 - 1 - 12 bulan/
6.389.873 4,60% - 7,27% (Rp) 04 Desember/December 2026 months
Sukuk Valuta Asing Bank Indonesia/Bank Indonesia Foreign Currency Sukuk
05 Januari/January 2026 - 1 - 6 bulan/
250.125 3,98% - 4,28% (USD) 27 Februari/February 2026 months
Negotiable Certificate Deposits/Negotiable Certificate Deposits
27 Mei/May 2027 -
300.000 Zero coupon 27 Mei/May 2027 -
Sekuritas Rupiah Bank Indonesia/Bank Indonesia Rupiah Securities
20 Februari/February 2026 -
31.528.843 Zero coupon 06 November 2026 -
67.686.186
2024
Frekuensi
Rentang suku pembayaran
bunga per tahun/ bunga/
Nilai nominal/ Range of interest rates per Rentang tanggal jatuh tempo/ Frequency of
Par value annum Range of maturity dates interest payment
Obligasi pemerintah - Sukuk/Government bonds - Sukuk
15 Agustus/August 2025 - 6 bulan/
4.225.897 4,88% - 8,50% (Rp) 15 Maret/March 2034 months
28 Mei/May 2025 - 6 bulan/
496.257 1,50% - 4,40% (USD) 06 Juni/June 2027 months
Obligasi pemerintah dari pasar sekunder/Government bonds from secondary market
15 Februari/February 2025 - 1 - 6 bulan/
9.893.916 4,90% - 10,25% (Rp) 15 Mei/May 2038 months
15 Oktober/October 2030 - 6 bulan/
16.095 3,85% (USD) 15 Oktober/October 2030 months
Obligasi korporasi/Corporate bonds
16 Agustus/August 2025 - 3 bulan/
825.000 5,75% - 8,50% (Rp) 27 Maret/March 2029 months
Sukuk Bank Indonesia/Sukuk Bank Indonesia
03 Januari/January 2025 - 3 - 12 bulan/
5.699.838 6,70% - 7,52% (Rp) 05 Desember/December 2025 months
Sukuk Valuta Asing Bank Indonesia/Bank Indonesia Foreign Currency Sukuk
06 Januari/January 2025 - 3 bulan/
160.950 4,55% - 4,81% (Rp) 18 Februari/February 2025 months
Sekuritas Rupiah Bank Indonesia/Bank Indonesia Rupiah Securities
10 Januari/January 2025 -
39.252.573 Zero coupon 19 Desember/December 2025 -
60.570.526
Lampiran - 5/97 - Schedule
968 PT Bank Permata Tbk Laporan Tahunan 2025
Page 971
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
13. EFEK-EFEK UNTUK TUJUAN INVESTASI 13. INVESTMENT SECURITIES (continued)
(lanjutan)
Obligasi pemerintah yang dimiliki Bank The Bank’s government bonds are fixed rate bonds
merupakan obligasi bersuku bunga tetap dan and are issued by the Government of Republic of
diterbitkan oleh Pemerintah Republik Indonesia. Indonesia. The government may repurchase these
Pemerintah dapat membeli kembali government bonds at their market values before the
obligasi-obligasi pemerintah ini sebelum tanggal maturity dates.
jatuh temponya pada harga pasar.
Pada tanggal 31 Desember 2025 dan 2024 As of 31 December 2025 and 2024 as reported by
berdasarkan data dari Bursa Efek Indonesia yang Indonesian Stock Exchange, the ratings of the
berasal dari PT Pemeringkat Efek Indonesia corporate bonds according to PT Pemeringkat Efek
(PT Pefindo), peringkat obligasi korporasi adalah Indonesia (PT Pefindo), are as follows:
sebagai berikut:
Keterangan/Description 2025 2024
Obligasi Berwawasan Lingkungan Berkelanjutan I Bank BRI Tahap I Tahun 2022 Seri C idAAA idAAA
Obligasi Berwawasan Lingkungan Berkelanjutan I Bank BRI Tahap II Tahun 2023 Seri C idAAA idAAA
Obligasi Berwawasan Lingkungan Berkelanjutan I Bank BRI Tahap II Tahun 2023 Seri B - idAAA
Obligasi Berkelanjutan VI Sarana Multigriya Finansial Tahap III Tahun 2022 idAAA idAAA
Obligasi Berkelanjutan VII Sarana Multigriya Finansial Tahap II Tahun 2023 Seri C idAAA idAAA
Obligasi Berkelanjutan VII Sarana Multigriya Finansial Tahap IV Tahun 2024 Seri B idAAA idAAA
Obligasi Berwawasan Sosial Berkelanjutan I Sarana Multigriya Finansial Tahap II Tahun 2024 idAAA idAAA
Obligasi Berkelanjutan IV Sarana Multi Infrastruktur Tahap III Tahun 2025 Seri B idAAA -
Obligasi Berwawasan Lingkungan Berkelanjutan I Bank Mandiri Tahap II Tahun 2025 Seri B idAAA -
Obligasi Berlandaskan Keberlanjutan Berkelanjutan I Bank BNI Tahap I Tahun 2025 Seri A idAAA -
Obligasi Berkelanjutan VI Pegadaian Tahap II Tahun 2025 Seri B idAAA -
Obligasi Berkelanjutan V Pegadaian Tahap II Tahun 2022 Seri B - idAAA
Obligasi Berkelanjutan III Chandra Asri Petrochemical Tahap III Tahun 2021 Seri B idAA- idAA-
Obligasi Berkelanjutan III Chandra Asri Petrochemical Tahap V Tahun 2022 Seri A idAA- idAA-
Perubahan cadangan kerugian penurunan nilai efek- The movement of allowance for impairment losses
efek untuk tujuan investasi untuk tahun-tahun yang investment securities for the years ended
berakhir 31 Desember 2025 and 2024 adalah 31 December 2025 and 2024 is as follows:
sebagai berikut:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 35.696 - - 35.696 Balance, beginning of year
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali (15.569) - - (15.569) and remeasurement
Selisih kurs 624 - - 624 Exchange rate difference
Saldo, akhir tahun 20.751 - - 20.751 Balance, end of year
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Saldo, awal tahun 36.096 - - 36.096 Balance, beginning of year
Perubahan bersih pada
eksposur dan Net change in exposure
pengukuran kembali (786) - - (786) and remeasurement
Selisih kurs 386 - - 386 Exchange rate difference
Saldo, akhir tahun 35.696 - - 35.696 Balance, end of year
Manajemen berpendapat bahwa saldo cadangan Management believes that the allowance for
kerugian penurunan nilai yang dibentuk adalah impairment losses is adequate to cover losses from
cukup untuk menutupi kerugian dari tidak tertagihnya uncollectible investment securities.
efek-efek untuk tujuan investasi.
Lampiran - 5/98 - Schedule
2025 Annual Report PT Bank Permata Tbk 969
Page 972
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
13. EFEK-EFEK UNTUK TUJUAN INVESTASI (lanjutan) 13. INVESTMENT SECURITIES (continued)
Perubahan cadangan nilai wajar adalah sebagai The movement of fair value reserve is as follows:
berikut:
2025
Valuta asing/
Rupiah/ Foreign Jumlah/
Rupiah currencies Total
Saldo, awal tahun - sebelum pajak Balance, beginning of year -
penghasilan tangguhan (222.455) (13.141) (235.596) before deferred income tax
Penambahan keuntungan yang belum
direalisasi selama tahun berjalan - . Addition in unrealised gain
bersih 1.369.434 18.822 1.388.256 during the year - net
Realisasi keuntungan atas penjualan
selama tahun berjalan - Realised gain from sale during
bersih (506.848) (2.180) (509.028) the year - net
Jumlah sebelum pajak penghasilan Total before deferred
tangguhan 640.131 3.501 643.632 income tax
Pajak penghasilan tangguhan Deferred income tax
(lihat Catatan 22h) (141.599) (refer to Note 22h)
Saldo, akhir tahun - bersih 502.033 Balance, end of year - net
2024
Valuta asing/
Rupiah/ Foreign Jumlah/
Rupiah currencies Total
Saldo, awal tahun - sebelum pajak Balance, beginning of year -
penghasilan tangguhan (185.572) (23.906) (209.478) before deferred income tax
Penambahan keuntungan yang belum
direalisasi selama tahun berjalan - Addition in unrealised gain
bersih (94.180) 10.765 (83.415) during the year - net
Realisasi keuntungan atas penjualan
selama tahun berjalan - Realised gain from sale during
bersih 57.297 - 57.297 the year - net
Jumlah sebelum pajak penghasilan Total before deferred
tangguhan (222.455) (13.141) (235.596) income tax
Pajak penghasilan tangguhan Deferred income tax
(lihat Catatan 22h) 51.831 (refer to Note 22h)
Saldo, akhir tahun - bersih (183.765) Balance, end of year - net
Informasi mengenai klasifikasi dan nilai wajar Information with regards to the classification and fair
efek-efek untuk tujuan investasi diungkapkan pada value of investment securities is disclosed in
Catatan 39. Note 39.
Pada tanggal 31 Desember 2025 dan 2024, efek-efek As of 31 December 2025 and 2024, underlying
yang mendasari transaksi efek-efek yang telah dijual securities in securities sold under repurchase
dengan janji dibeli kembali adalah sebagai berikut agreements are as follows (Note 10):
(Catatan 10):
Jenis efek yang mendasari/Type of underlying securities 2025 2024
FR0095 1.337.698 -
FR0101 680.260 1.095.026
FR0104 312.142 -
FR0087 - 535.924
FR0088 - 281.454
FR0091 - 96.417
FR0100 - 584.478
FR0103 - 587.875
IDSR071125364SA - 752.694
IDSR241025364SA - 283.015
IDSR120325273SA - 98.630
Jumlah/Total 2.330.100 4.315.513
Lampiran - 5/99 - Schedule
970 PT Bank Permata Tbk Laporan Tahunan 2025
Page 973
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
14. ASET TETAP 14. FIXED ASSETS
Aset tetap terdiri dari: Fixed assets consist of the following:
2025 2024
Kepemilikan langsung 3.487.233 3.310.397 Direct ownership
Aset hak-guna 231.742 246.501 Right-of-use assets
3.718.975 3.556.898
2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Revaluasi/ Ending
balance Additions Deductions Reclassification Revaluation balance
Kepemilikan langsung Direct ownership
Nilai revaluasi Revalued amount
Tanah 2.393.540 - (736) - 42.068 2.434.872 Land
Bangunan 904.884 - (1.001) 22.955 39.094 965.932 Buildings
Leasehold
Perbaikan gedung sewa 223.419 - (2.577) 6.293 - 227.135 improvements
Perabot dan peralatan Furniture, fixtures and
kantor 724.770 248.376 (6.157) - - 966.989 office equipment
4.246.613 248.376 (10.471) 29.248 81.162 4.594.928
Construction in
Aset dalam penyelesaian 45.455 28.301 - (29.248) - 44.508 progress
4.292.068 276.677 (10.471) - 81.162 4.639.436
Accumulated
Akumulasi penyusutan depreciation
Bangunan (399.279) (51.487) 237 - - (450.529) Buildings
Leasehold
Perbaikan gedung sewa (197.053) (7.288) 2.577 - - (201.764) improvements
Perabot dan peralatan Furniture, fixtures and
kantor (385.339) (120.603) 6.032 - - (499.910) office equipment
(981.671) (179.378) 8.846 - - (1.152.203)
Nilai buku bersih 3.310.397 3.487.233 Net book value
2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Ending
Balance Additions Deductions balance
Aset hak-guna Right-of-use assets
Harga perolehan Acquisition cost
Bangunan 423.452 80.563 (83.119) 420.896 Buildings
Billboards Billboards
dan signages 37.431 9.828 (12.443) 34.816 and signages
Kendaraan 19.805 29.925 (26.606) 23.124 Vehicles
Server 16.355 - (16.355) - Server
497.043 120.316 (138.523) 478.836
Akumulasi penyusutan Accumulated depreciation
Bangunan (203.241) (95.082) 82.504 (215.819) Buildings
Billboards Billboards
dan signages (17.438) (17.343) 11.193 (23.588) and signages
Kendaraan (14.369) (9.016) 15.698 (7.687) Vehicles
Server (15.494) (862) 16.356 - Server
(250.542) (122.303) 125.751 (247.094)
Nilai buku bersih 246.501 231.742 Net book value
Lampiran - 5/100 - Schedule
2025 Annual Report PT Bank Permata Tbk 971
Page 974
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Aset tetap terdiri dari: (lanjutan) Fixed assets consist of the following: (continued)
2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Revaluasi/ Ending
balance Additions Deductions Reclassification Revaluation balance
Kepemilikan langsung Direct ownership
Nilai revaluasi Revalued amount
Tanah 2.417.954 - (24.414) - - 2.393.540 Land
Bangunan 861.752 - (8.468) 51.600 - 904.884 Buildings
Leasehold
Perbaikan gedung sewa 235.923 - (17.652) 5.148 - 223.419 improvements
Perabot dan peralatan Furniture, fixtures and
kantor 536.205 200.526 (11.961) - - 724.770 office equipment
4.051.834 200.526 (62.495) 56.748 - 4.246.613
Construction in
Aset dalam penyelesaian 49.046 53.157 - (56.748) - 45.455 progress
4.100.880 253.683 (62.495) - - 4.292.068
Accumulated
Akumulasi penyusutan depreciation
Bangunan (356.601) (44.232) 1.554 - - (399.279) Buildings
Leasehold
Perbaikan gedung sewa (206.211) (8.470) 17.628 - - (197.053) improvements
Perabot dan peralatan Furniture, fixtures and
kantor (310.071) (87.166) 11.898 - - (385.339) office equipment
(872.883) (139.868) 31.080 - - (981.671)
Nilai buku bersih 3.227.997 3.310.397 Net book value
2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Ending
Balance Additions Deductions balance
Aset hak-guna Right-of-use assets
Harga perolehan Acquisition cost
Bangunan 434.326 84.283 (95.157) 423.452 Buildings
Billboards Billboards
dan signages 24.828 30.190 (17.587) 37.431 and signages
Kendaraan 17.624 2.181 - 19.805 Vehicles
Server 16.355 - - 16.355 Server
493.133 116.654 (112.744) 497.043
Akumulasi penyusutan Accumulated depreciation
Bangunan (196.366) (101.091) 94.216 (203.241) Buildings
Billboards Billboards
dan signages (14.838) (20.170) 17.570 (17.438) and signages
Kendaraan (6.286) (8.083) - (14.369) Vehicles
Server (11.697) (3.797) - (15.494) Server
(229.187) (133.141) 111.786 (250.542)
Nilai buku bersih 263.946 246.501 Net book value
Untuk tahun yang berakhir 31 Desember 2025 dan For the years ended 31 December 2025 and 2024,
2024, terdapat gedung, perbaikan gedung sewa dan there were buildings, leasehold improvements and
perabot dan peralatan kantor yang dihapusbukukan, furniture, fixtures, and office equipment which were
masing-masing dengan nilai buku bersih sebesar written-off, with net book values amounting to Rp33
Rp33 dan Rp33. and Rp33, respectively.
Beban penyusutan yang dibebankan pada beban Depreciation expenses charged to general and
umum dan administrasi untuk tahun-tahun yang administrative expenses for the years ended
berakhir 31 Desember 2025 dan 2024 (lihat Catatan 31 December 2025 and 2024 (refer to Note 35) are
35) adalah sebagai berikut: as follows:
2025 2024
Kepemilikan langsung 179.378 139.868 Direct ownership
Aset hak-guna 122.303 133.141 Right-of-use assets
Jumlah 301.681 273.009 Total
Laba atas penjualan aset tetap untuk tahun-tahun Gain on sale of fixed assets for the years ended
yang berakhir 31 Desember 2025 dan 2024 (lihat 31 December 2025 and 2024 (refer to Note 37), is as
Catatan 37), adalah sebagai berikut: follows:
2025 2024
Harga jual 1.813 1.651 Proceeds from sale
Nilai buku bersih (92) (55) Net book value
Laba penjualan Gain on sale
aset tetap - bersih 1.721 1.596 of fixed assets - net
Lampiran - 5/101 - Schedule
972 PT Bank Permata Tbk Laporan Tahunan 2025
Page 975
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Aset tetap yang dimiliki oleh Bank, kecuali tanah, Fixed assets under ownership of the Bank as of
pada tanggal 31 Desember 2025 diasuransikan 31 December 2025, except for land, are covered by
terhadap kerugian sebagai berikut: insurance against the following losses:
- Risiko properti dan gempa bumi berdasarkan - Property and earthquake risks under blanket
suatu paket polis asuransi kepada PT Asuransi policies with PT Asuransi Central Asia (leader)
Central Asia (leader) dengan nilai pertanggungan with total sum insured amounted to Rp1,059,363.
sebesar Rp1.059.363.
- Terorisme dan sabotase berdasarkan suatu - Terrorism and sabotage risks under blanket
paket polis asuransi kepada PT Great Eastern policies with PT Great Eastern General
General Insurance Indonesia dengan nilai Insurance Indonesia with total sum insured
pertanggungan sebesar Rp929.778. amounted to Rp929,778.
Manajemen berpendapat bahwa asuransi tersebut di Management believes that the above insurance is
atas cukup untuk menutupi kerugian atas aset yang adequate to cover losses arising from such risks of
dipertanggungkan. insured assets.
Untuk tahun yang berakhir pada 31 Desember 2025 For the year ended 31 December 2025 and 2024,
dan 2024, terdapat tanah dan bangunan yang land and buildings were reclassified to abandoned
direklasifikasi ke properti terbengkalai (Aset lain-lain) properties (Other assets) amounting to Rp1,500 and
masing-masing sebesar Rp1.500 dan Rp31.328. Rp31,328, respectively. There were no fixed assets
Tidak terdapat aset tetap yang dijadikan jaminan pledged as collateral on either date, and no
pada kedua tanggal tersebut, dan tidak terdapat abandoned properties (Other assets) were
properti terbengkalai (Aset lain-lain) yang reclassified back to land and buildings.
direklasifikasi kembali ke tanah dan bangunan.
Pada tanggal 31 Desember 2025 dan 2024, harga As of 31 December 2025 and 2024, the cost of fully
perolehan dari aset tetap yang telah disusutkan depreciated fixed assets that are still in use is as
penuh dan masih digunakan adalah sebagai berikut: follows:
2025 2024
Peralatan komputer 273.147 273.996 Computer equipment
Peralatan kantor 117.438 126.498 Office equipment
Perabotan dan peralatan 34.643 35.893 Furniture and fixtures
Jumlah 425.228 436.387 Total
Aset hak-guna Right-of-use assets
Jumlah pengeluaran kas untuk sewa selama The total cash outflow for leases for the years ended
tahun-tahun yang berakhir pada tanggal 31 December 2025 and 2024 are Rp67,470 and
31 Desember 2025 dan 2024, adalah Rp71,919, respectively.
masing-masing sebesar Rp67.470 dan Rp71.919.
Laporan laba rugi menyajikan saldo berikut berkaitan Statements of profit or loss shows the following
dengan sewa: amounts related to leases:
2025 2024
Depreciation expense
Beban penyusutan aset hak-guna: of right-of-use assets:
- Bangunan 95.082 101.091 Buildings -
- Billboards dan signages 17.343 20.170 Billboards and signages -
- Kendaraan 9.016 8.083 Vehicles -
- Server 862 3.797 Server -
122.303 133.141
Beban bunga 6.762 8.229 Interest expense
Expense relating
Beban berkaitan dengan sewa jangka to short-term leases
pendek (kurang dari 12 bulan) 25.676 37.589 (less than 12 months)
Beban berkaitan dengan Expense relating
sewa dengan aset yang bernilai rendah to leases of low-value assets
yang bukan sewa jangka pendek 53.903 48.515 that are not short-term leases
208.644 227.474
Revaluasi aset tetap Fixed assets revaluation
Nilai wajar atas aset tetap dinilai oleh penilai properti The fair values of fixed assets were determined by an
independen eksternal berdasarkan Standar external independent property appraiser based on
Penilaian Indonesia (“SPI 2018”) untuk tujuan Indonesian Valuation Standards (“SPI 2018”) for the
pelaporan keuangan. purposes of financial reporting.
Lampiran - 5/102 - Schedule
2025 Annual Report PT Bank Permata Tbk 973
Page 976
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Revaluasi aset tetap (lanjutan) Fixed assets revaluation (continued)
Nilai wajar ditentukan dengan menggunakan hierarki Fair values are determined using the following
dan input-input yang digunakan dalam teknis hierarchy of input used in the valuation techniques for
penilaian untuk aset nonkeuangan: non-financial assets:
- Level 1: Input yang berasal dari harga - Level 1: Inputs that are derived from quoted
kuotasian (tanpa penyesuaian) dalam prices (unadjusted) in active markets for
pasar aktif untuk aset yang identik. identical assets.
- Level 2: Input selain harga kuotasian pasar - Level 2: Inputs other than quoted market price
dalam level 1 yang dapat diobservasi included in level 1 that are observable
baik secara langsung maupun tidak either directly or indirectly.
langsung.
- Level 3: Input yang tidak dapat diobservasi. - Level 3: Inputs that are unobservable.
Nilai wajar aset tetap yang berupa tanah adalah The fair value of fixed assets in the form of land is
berdasarkan pendekatan data pasar dengan based on market data approach by comparing
membandingkan harga-harga aset yang serupa observable market prices of similar assets. Market
yang dapat diobservasi. Harga pasar yang paling prices in close proximity are adjusted for differences
mendekati disesuaikan dengan perbedaan atribut- in key attributes such as: size, location, ownership
atribut utama, seperti: ukuran, lokasi, sifat form, and physical condition. The fair value
kepemilikan, dan kondisi fisik. Pengukuran nilai measurement also considers highest and best use of
wajar juga mempertimbangkan penggunaan tertinggi the asset being valued.
dan terbaik (highest and best use) dari aset yang
dinilai.
Pendekatan yang digunakan dalam penilaian aset The approach used in the valuation of fixed assets
tetap selain tanah adalah pendekatan biaya other than land is the cost approach. The cost
(cost approach). Pendekatan biaya adalah approach is an appraisal approach to obtain an
pendekatan penilaian untuk mendapatkan indikasi indication of the value of the valuation object based
nilai objek penilaian berdasarkan biaya reproduksi on the new reproduction cost or new replacement
baru (new reproduction cost) atau biaya pengganti cost on the valuation date (cut-off date) after
baru (new replacement cost) pada tanggal penilaian deducting depreciation.
(cut-off date) setelah dikurangi dengan penyusutan.
Pengukuran nilai wajar untuk aset tetap Bank The fair value measurement for the Bank’s fixed
dikategorikan sebagai nilai wajar level 2 berdasarkan assets has been categorised as a level 2 fair value
input-input dalam teknik penilaian yang digunakan. based on the inputs to the valuation technique used.
Tidak terdapat perbedaan yang signifikan antara There is no significant difference between the fair
nilai wajar dengan nilai tercatatnya. values and carrying values.
Tabel berikut menyajikan informasi mengenai The following table presents the information on the
revaluasi tanah dan bangunan pada tanggal revaluation of land and building on the date of
revaluasi: revaluation:
2025
Nilai buku bersih Nilai wajar pada Keuntungan
sebelum revaluasi/ tanggal revaluasi/ revaluasi-bersih/
Net book value Fair value on the Revaluation surplus-
before revaluation date of revaluation net
Tanah 2.393.540 2.435.608 42.068 Land
Bangunan 494.273 533.367 39.094 Building
2.887.813 2.968.975 81.162
Pada tanggal 31 Desember 2025, kenaikan bersih On 31 December 2025, the net increase arising from
dari revaluasi tanah dan bangunan masing-masing the revaluation of land and building amounting to
sebesar Rp42.068 dan Rp40.049, diakui dalam Rp42,068 and Rp40,049, respectively, are
penghasilan komprehensif lain dan disajikan dalam recognised in other comprehensive income and
cadangan revaluasi aset tetap. presented in the fixed assets revaluation reserve.
Penurunan nilai tercatat sehubungan dengan The decrease in carrying amount from the
revaluasi bangunan sebesar Rp955 diakui dalam revaluation of building amounting to Rp955 is
laba rugi. recognised in profit of loss.
Nilai wajar dari aset tetap dinilai oleh Ir. Richard K. The fair value of fixed assets were determined by Ir.
Utomo M.Ec.Dev., MAPPI (Cert.) dari Kantor Jasa Richard K. Utomo M.Ec.Dev., MAPPI (Cert.) from
Penilai Publik (“KJPP”) Hari Utomo dan Rekan, Kantor Jasa Penilai Publik (“KJPP”) Hari Utomo dan
penilai properti independen eksternal yang terdaftar Rekan, an external independent property appraiser
di OJK Pasar Modal dan telah memenuhi kualifikasi registered at OJK Capital Market and fulfills the
profesional dan berpengalaman di lokasi dan professional qualifications and experience in the
kategori aset yang dinilai dalam laporannya yang location and category of the assets being valued
diterbitkan pada Februari hingga Maret 2025. based on its reports published in February until
March 2025.
Lampiran - 5/103 - Schedule
974 PT Bank Permata Tbk Laporan Tahunan 2025
Page 977
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Revaluasi aset tetap (lanjutan) Fixed assets revaluation (continued)
Pada tanggal 31 Desember 2025, manajemen As of 31 December 2025, management believes that
meyakini bahwa jumlah tercatat aset yang telah the carrying amount of revalued assets does not
dinilai kembali tidak berbeda secara signifikan dari differ significantly from the fair values.
nilai wajarnya.
Tabel berikut menyajikan perbandingan antara tanah The following table presents the comparison
dan bangunan berdasarkan model revaluasi dan between land and buildings based on revaluation
model biaya pada tanggal 31 Desember 2025 dan model and cost model as of 31 December 2025 and
2024: 2024:
2025 2024
Model revaluasi/ Model revaluasi/
Model biaya/ Revaluation Model biaya/ Revaluation
Cost model model Cost model model
Tanah 448.167 2.434.872 383.143 2.393.540 Land
Bangunan: Buildings:
- Harga perolehan 511.878 965.932 449.970 904.884 Acquisition cost -
- Akumulasi Accumulated -
penyusutan (214.158) (450.529) (24.509) (399.279) depreciation
Jumlah 745.887 2.950.275 808.604 2.899.145 Total
Manajemen berpendapat bahwa tidak terdapat Management believes that there is no indication of
indikasi terjadinya penurunan nilai permanen aset permanent impairment in the value of fixed assets.
tetap.
15. ASET TAKBERWUJUD 15. INTANGIBLE ASSETS
Aset takberwujud terdiri dari: Intangible assets consist of the following:
2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassification balance
Harga perolehan Cost
Perangkat lunak 997.322 13.296 - 386.832 1.397.450 Software
Aset takberwujud dalam Intangible assets
penyelesaian 492.669 207.079 - (386.832) 312.916 in progress
1.489.991 220.375 - - 1.710.366
Akumulasi amortisasi Accumulated amortisation
Perangkat lunak (207.819) (134.319) - - (342.138) Software
(207.819) (134.319) - - (342.138)
Nilai buku bersih 1.282.172 1.368.228 Net book value
2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassification balance
Harga perolehan Cost
Perangkat lunak 590.418 149.681 (66.621) 323.844 997.322 Software
Aset takberwujud dalam Intangible assets
penyelesaian 526.047 294.092 (3.626) (323.844) 492.669 in progress
1.116.465 443.773 (70.247) - 1.489.991
Akumulasi amortisasi Accumulated amortisation
Perangkat lunak (177.076) (97.364) 66.621 - (207.819) Software
(177.076) (97.364) 66.621 - (207.819)
Nilai buku bersih 939.389 1.282.172 Net book value
Beban amortisasi dibebankan pada beban umum Amortisation expense charged to general and
dan administrasi untuk tahun yang berakhir administrative expenses for the year ended
31 Desember 2025 dan 2024 masing-masing 31 December 2025 and 2024 amounted to
sejumlah Rp134.319 dan Rp97.364 (lihat Rp134,319 and Rp97,364, respectively (refer to
Catatan 35). Note 35).
Lampiran - 5/104 - Schedule
2025 Annual Report PT Bank Permata Tbk 975
Page 978
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
16. ASET LAIN-LAIN 16. OTHER ASSETS
Akun ini terdiri dari: This account consists of the following:
2025 2024
Term deposit valas Term Deposits of foreign exchange
devisa hasil ekspor 1.229.586 469.568 from export proceeds
Bunga masih akan diterima 897.662 367.413 Accrued interest receivables
Beban dibayar dimuka 676.885 521.554 Prepaid expenses
Piutang penjualan efek-efek 571.079 391.126 Sale of investment securities receivables
Tagihan lain-lain 546.466 546.466 Other receivables
Piutang dari ATM Bersama, Receivable from ATM Bersama,
kartu kredit dan kartu debit 312.206 276.348 credit cards and debit cards
Beban ditangguhkan terkait pinjaman Deferred expense relating to
karyawan 177.454 182.746 employee loans
Uang muka 175.251 210.531 Advances
Uang jaminan 117.772 58.117 Guarantee deposits
Properti terbengkalai 104.589 106.355 Abandoned property
Penyertaan saham 98.296 98.296 Investment in shares
Tagihan lainnya - trade finance 97.072 225.946 Other receivables - trade finance
Agunan diambil alih 82.908 84.267 Foreclosed assets
Lain-lain 149.549 101.998 Others
5.236.775 3.640.731
Cadangan kerugian penurunan nilai (51.881) (63.210) Allowance for impairment losses
Jumlah 5.184.894 3.577.521 Total
Perubahan cadangan kerugian penurunan nilai aset The movement of allowance of impairment losses of
lain-lain untuk tahun-tahun yang berakhir other assets for the years ended 31 December 2025
31 Desember 2025 dan 2024 adalah sebagai berikut: and 2024 is as follows:
2025 2024
Saldo, awal tahun 63.210 57.493 Balance, beginning of year
Perubahan bersih pada eksposur Net changes in exposure
dan pengukuran kembali (11.635) 4.369 and remeasurement
Selisih kurs 306 1.348 Exchange rate difference
Saldo, akhir tahun 51.881 63.210 Balance, end of year
Piutang penjualan efek-efek Sales of investment securities receivables
Piutang penjualan efek-efek merupakan transaksi Receivable for sales of marketable securities
penjualan efek-efek yang dilakukan pada tanggal represent the sales of marketable securities at
transaksi di Desember 2025 dan pembayarannya transaction date in December 2025 with payment
diselesaikan pada Januari 2026. settlement in January 2026.
Tagihan lainnya - trade finance Other receivables - trade finance
Tagihan lainnya - trade finance merupakan tagihan Other receivables - trade finance represent
kepada nasabah terkait dengan transaksi receivables from customers related to trade finance
perdagangan (ekspor dan impor). transactions (export and import).
Bunga masih akan diterima Accrued interest receivables
Bunga masih akan diterima terutama terdiri dari Accrued interest receivables mainly consists of
bunga atas efek-efek untuk diperdagangkan dan interest of securities held for trading and investment
efek-efek untuk tujuan investasi. securities.
Lampiran - 5/105 - Schedule
976 PT Bank Permata Tbk Laporan Tahunan 2025
Page 979
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
16. ASET LAIN-LAIN (lanjutan) 16. OTHER ASSETS (continued)
Agunan diambil alih Foreclosed assets
Agunan diambil alih terutama terdiri dari tanah, Foreclosed assets mainly consist of land, buildings
bangunan dan kendaraan bermotor. and motor vehicles.
Term Deposits Valas Devisa Hasil Ekspor Term Deposits of Foreign Exchange from Export
Proceeds
Term Deposit Valas Devisa Hasil Ekspor merupakan Term Deposits of Foreign Exchange from Export
suatu instrumen dimana dana devisa hasil ekspor Proceeds is an instrument where foreign exchange
dari rekening khusus eksportir ditempatkan pada from export proceeds from exporters’ special
Bank Indonesia melalui rekening Bank sesuai accounts are placed in Bank Indonesia through
mekanisme pasar. Bank’s accounts in accordance with market
mechanisms.
Penyertaan saham Investment in shares
Pada tanggal 31 Desember 2025, penyertaan As of 31 December 2025, investment in shares
saham terutama terdiri dari penyertaan pada mainly consists of investment in PT Honest Financial
PT Honest Financial Technologies (“PT HFT”) dan Technologies (“PT HFT”) and PT Kliring Penjaminan
PT Kliring Penjaminan Efek Indonesia ("PT KPEI”) Efek Indonesia ("PT KPEI”) amounted to Rp77,559
masing-masing sebesar Rp77.559 dan Rp20.000. and Rp20,000, respectively.
Penyertaan pada PT HFT merupakan kepemilikan Investment in PT HFT represents the Bank's
Bank pada saham PT HFT yang diklasifikasikan ownership of PT HFT shares which classified as
sebagai aset keuangan yang diukur pada nilai financial assets under fair value through other
wajar melalui pendapatan komprehensif lainnya comprehensive income (“FVOCI”) since the Bank
karena Bank sudah tidak memiliki pengaruh has no significant influence in PT HFT, therefore, in
signifikan pada PT HFT sehingga pada laporan the Bank’s financial statement, PT HFT is no longer
keuangan Bank, PT HFT bukan lagi merupakan the Bank’s associate.
entitas asosiasi Bank.
Penyertaan pada PT KPEI merupakan penyertaan Investment in PT KPEI represents investment in
sehubungan dengan transaksi Central Counterparty connection with Central Counterparty (“CCP”).
(“CCP”).
Tagihan lain-lain Other receivables
Tagihan lain-lain sebesar Rp546.466 merupakan Other receivables amounting to Rp546,466 was
tagihan yang muncul dari transaksi receivable which derived from the transactions of
pengalihan/cessie dengan PT Era Giat Prima transfer/cessie agreement with PT Era Giat Prima
(“EGP“) pada tanggal 11 Januari 1999 dengan tujuan (“EGP”) as of 11 January 1999 to transfer Bank’s
untuk mengalihkan hak tagih Bank atas penempatan receivables on the placements at money market and
pada pasar uang dan kontrak-kontrak swap milik swap contracts at frozen banks and banks taken over
Bank pada bank beku operasi dan bank yang diambil by the Government of Indonesia on 1998. As a
oleh Pemerintah Indonesia pada tahun 1998. compensation, EGP agreed to deliver marketable
Sebagai kompensasinya, EGP akan menyerahkan securities to the Bank with equivalent value. During
efek-efek kepada Bank dengan nilai setara. Selama the implementation of the agreement, EGP did not
perjanjian berlangsung, EGP tidak pernah settle its obligation to deliver such marketable
melaksanakan kewajibannya untuk menyerahkan securities to the Bank.
efek-efek kepada Bank.
Lampiran - 5/106 - Schedule
2025 Annual Report PT Bank Permata Tbk 977
Page 980
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
16. ASET LAIN-LAIN (lanjutan) 16. OTHER ASSETS (continued)
Tagihan lain-lain (lanjutan) Other receivables (continued)
Pada tanggal 1 Juni 1999, Bank menerima On 1 June 1999, the Bank received a payment from
pembayaran dari Bank Indonesia (“BI”) sebagai Bank Indonesia (“BI”) as a settlement of the Bank’s
penyelesaian atas hak tagih Bank tersebut di atas. claim as mentioned above. On 9 June 1999, the
Pada tanggal 9 Juni 1999, Bank membayarkan Bank transferred Rp546,466 to EGP as a full
sejumlah Rp546.466 kepada EGP sebagai settlement of the transfer/cessie agreement because
penyelesaian atas perjanjian cessie di atas karena the Bank has received payment from Bank
Bank telah menerima pembayaran dari Bank Indonesia. At this point, EGP had not delivered the
Indonesia. Pada waktu ini EGP belum melaksanakan obligation to deliver the marketable securities to the
kewajibannya untuk menyerahkan efek-efek kepada Bank.
Bank.
Atas instruksi Bank Indonesia pada tanggal As instructed by Bank Indonesia on
12 Agustus 1999, BI meminta Bank untuk membuka 12 August 1999, BI requested the Bank to open an
rekening escrow untuk menampung pengembalian escrow account to accommodate the repayment
dana dari EGP (Bank Bali qq EGP) dan tidak amount from EGP (Bank Bali qq EGP) and did not
diperbolehkan untuk mencairkan dana tersebut allow withdrawal of funds without BI’s approval.
tanpa persetujuan BI. Selanjutnya pada tanggal Subsequently on 16 to 19 August 1999, there was
16 hingga 19 Agustus 1999, terdapat penerimaan incoming repayment transfer amounted to
pengembalian dana sebesar Rp546.466 dari EGP Rp546,466 from EGP to that escrow account. This
yang masuk pada rekening escrow tersebut. Dana ini fund was later disputed by the Bank because the
kemudian diperkarakan oleh Bank karena Bank ingin Bank wanted to collect the fund which has been
mengambil kembali dana yang telah dibayarkan previously paid to EGP.
kepada EGP sebelumnya.
Mahkamah Agung pada tanggal 8 Maret 2004 The Supreme Court on 8 March 2004 and
dan 29 Mei 2007 (Peninjauan Kembali) memutuskan 29 May 2007 (Judicial Review) decided that the fund
bahwa dana pada rekening escrow sebesar in the Bank’s escrow account amounting to
Rp546.466 adalah milik Bank. Namun, pada tanggal Rp546,466 belongs to the Bank. However, on
15 Juni 2009, Kejaksaan Negeri Jakarta Selatan 15 June 2009, the South Jakarta District
(“Kejari”) melalui surat No. B-1668/0.1.14/Ft/06/2009 Attorney (“Kejari”) through its letter
menyampaikan bahwa sehubungan dengan Putusan No. B-1668/0.1.14/Ft/06/2009 informed the Bank
Peninjauan Kembali Mahkamah Agung Republik that in connection with the decision of Judicial
Indonesia atas perkara pidana lain, yang juga telah Review of other criminal case, which have also been
memperoleh kekuatan hukum tetap (in kracht), maka finalised and legally binding (in kracht), Kejari will
Kejari akan melaksanakan eksekusi barang bukti execute the evidence of the funds in the escrow
berupa dana dalam rekening escrow dengan cara account by transferring the balance to State
menyetorkan ke Kas Negara sehingga dana tersebut Treasury and hence the escrow fund is no longer
tidak lagi berada dalam rekening escrow di Bank kept in Bank Permata. The execution was done
Permata. Eksekusi tersebut telah dilaksanakan based on Berita Acara Pelaksanaan Putusan
berdasarkan Berita Acara Pelaksanaan Putusan Pengadilan dated 29 June 2009.
Pengadilan tanggal 29 Juni 2009.
Terhadap eksekusi tersebut di atas, hingga saat ini Against the execution mentioned above, until now
Bank masih mengupayakan pengembalian dana the Bank is still trying to get the fund returned due to
tersebut, karena Manajemen berkeyakinan bahwa Management believes that the Bank is the valid
Bank adalah pemilik sah dari dana rekening escrow owner of the escrow funds based on decisions of the
berdasarkan keputusan Mahkamah Agung dalam Supreme Court on civil and state administration
perkara perdata dan tata usaha negara yang telah cases which have been final and legally binding
memperoleh kekuatan hukum tetap (in kracht). (in kracht).
Manajemen berpendapat bahwa cadangan kerugian Management believes that the allowance for
penurunan nilai cukup untuk menutupi kerugian dari impairment losses is adequate to cover losses on
tidak tertagihnya aset lain-lain. uncollectible other assets.
Lampiran - 5/107 - Schedule
978 PT Bank Permata Tbk Laporan Tahunan 2025
Page 981
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
17. LIABILITAS SEGERA 17. LIABILITIES PAYABLE ON DEMAND
Akun ini terdiri dari: This account consists of the following:
2025 2024
Rupiah Rupiah
Payables for purchases of
Utang pembelian efek-efek dan marketable securities and
obligasi pemerintah 1.598.507 1.636.769 government bonds
Utang kepada ATM Bersama, kartu Payable to ATM Bersama,
kredit dan kartu debit 312.752 275.130 credit cards and debits cards
Utang kepada notaris 36.395 34.513 Payable to notaries
Utang premi 845 1.476 Premium payables
Utang materai 303 401 Stamp payables
1.948.802 1.948.289
Valuta Asing Foreign Currencies
Payables for purchases of
Utang pembelian efek-efek dan marketable securities and
obligasi pemerintah 15.817 10.615 government bonds
Utang kepada ATM Bersama, kartu Payable to ATM Bersama,
kredit dan kartu debit 9.337 6.925 credit cards and debits cards
25.154 17.540
Jumlah 1.973.956 1.965.829 Total
Utang pembelian efek-efek dan obligasi Payables for purchases of marketable securities
pemerintah and government bonds
Utang pembelian efek-efek dan obligasi pemerintah Payables for purchases of marketable securities and
merupakan transaksi pembelian efek-efek dan government bonds represent the purchase of
obligasi pemerintah yang dilakukan pada tanggal marketable securities and government bonds at
transaksi di Desember 2025 dan pembayarannya transaction date in December 2025 with payment
diselesaikan pada Januari 2026. settlement in January 2026.
Utang kepada ATM Bersama, kartu kredit dan Payables to ATM Bersama, credit cards and debit
kartu debit cards
Utang kepada ATM Bersama merupakan tagihan Payables to ATM Bersama represent payable for
atas transaksi yang dilakukan oleh pemegang kartu transaction made by Bank Permata card holders at
Bank Permata di ATM Bersama. Utang kartu kredit ATM Bersama. Credit cards and debit cards
dan kartu debit merupakan tagihan-tagihan dari payables represent claims from other banks and
bank-bank lain dan merchant sehubungan dengan merchants in connection with the transactions of
transaksi kartu kredit dan kartu debit. credit cards and debit cards.
18. GIRO 18. DEMAND DEPOSITS
Rincian giro adalah sebagai berikut: The details of demand deposits are as follows:
2025 2024
Valuta asing/ Valuta asing/
Rupiah/ Foreign Jumlah/ Rupiah/ Foreign Jumlah/
Rupiah currencies Total Rupiah currencies Total
Pihak ketiga 54.726.322 18.982.239 73.708.561 46.674.506 14.616.668 61.291.174 Third parties
Pihak berelasi 961 - 961 992 - 992 Related parties
Jumlah 54.727.283 18.982.239 73.709.522 46.675.498 14.616.668 61.292.166 Total
Giro wadiah dan mudharabah yang dikelola oleh Wadiah and mudharabah demand deposits managed
Unit Usaha Syariah Bank masing-masing sebesar by the Bank’s Sharia Business Unit amounted to
Rp8.085.147 dan Rp7.918.967 pada tanggal Rp8,085,147 and Rp7,918,967 as of
31 Desember 2025 dan 2024. 31 December 2025 and 2024, respectively.
Lampiran - 5/108 - Schedule
2025 Annual Report PT Bank Permata Tbk 979
Page 982
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
18. GIRO (lanjutan) 18. DEMAND DEPOSITS (continued)
Giro yang diblokir yang umumnya digunakan untuk Demand deposits which were blocked and were
jaminan atas fasilitas kredit yang diberikan oleh Bank usually used as collateral for credit facilities extended
dan transaksi lainnya dengan Bank pada tanggal by the Bank and other transactions with the Bank as
31 Desember 2025 dan 2024 masing-masing of 31 December 2025 and 2024 amounted to
berjumlah Rp4.709.331 dan Rp3.530.241. Rp4,709,331 and Rp3,530,241, respectively.
Giro dari pihak berelasi diungkapkan pada Demand deposits from related parties are disclosed
Catatan 41. Informasi mengenai klasifikasi dan nilai in Note 41. Information with regards to the
wajar giro diungkapkan pada Catatan 39. classification and fair value of demand deposits is
disclosed in Note 39.
19. TABUNGAN 19. SAVINGS
Rincian tabungan adalah sebagai berikut: The details of savings are as follows:
2025 2024
Valuta Valuta
asing/ asing/
Rupiah/ Foreign Jumlah/ Rupiah/ Foreign Jumlah/
Rupiah currencies Total Rupiah currencies Total
Pihak ketiga 42.818.630 6.579.262 49.397.892 34.090.977 7.088.219 41.179.196 Third parties
Pihak berelasi 90.080 11.954 102.034 76.694 6.122 82.816 Related parties
Jumlah 42.908.710 6.591.216 49.499.926 34.167.671 7.094.341 41.262.012 Total
Tabungan wadiah dan mudharabah yang dikelola Wadiah and mudharabah savings managed by the
oleh Unit Usaha Syariah Bank masing-masing Bank’s Sharia Business Unit amounted to
sebesar Rp11.814.786 dan Rp9.627.308 pada Rp11,814,786 and Rp9,627,308 as of 31 December
tanggal 31 Desember 2025 dan 2024. 2025 and 2024, respectively.
Tabungan umumnya diblokir karena adanya Savings were generally blocked because of program
program untuk produk tabungan tertentu, program on certain saving accounts, the bundling program
bundling antara kartu kredit dengan produk between credit card and certain saving products, as
tabungan tertentu, sebagai jaminan pelunasan KPR, the collaterals for housing loans, tax amnesty
program tax amnesty dan transaksi lainnya. program and other transactions. Savings which were
Tabungan yang diblokir pada tanggal blocked as of 31 December 2025 and 2024
31 Desember 2025 dan 2024 masing-masing amounted to Rp3,284,400 and Rp1,275,100,
berjumlah Rp3.284.400 dan Rp1.275.100. respectively.
Tabungan dari pihak berelasi diungkapkan pada Savings from related parties are disclosed in
Catatan 41. Informasi mengenai klasifikasi dan nilai Note 41. Information with regards to the classification
wajar tabungan diungkapkan pada Catatan 39. and fair value of savings are disclosed in Note 39.
20. DEPOSITO BERJANGKA 20. TIME DEPOSITS
Rincian deposito berjangka adalah sebagai berikut: The details of time deposits are as follows:
2025 2024
Valuta Valuta
asing/ asing/
Rupiah/ Foreign Jumlah/ Rupiah/ Foreign Jumlah/
Rupiah currencies Total Rupiah currencies Total
Pihak ketiga 62.538.955 7.132.473 69.671.428 69.983.991 13.164.247 83.148.238 Third parties
Pihak berelasi 107.070 37.632 144.702 100.132 40.905 141.037 Related parties
Jumlah 62.646.025 7.170.105 69.816.130 70.084.123 13.205.152 83.289.275 Total
Lampiran - 5/109 - Schedule
980 PT Bank Permata Tbk Laporan Tahunan 2025
Page 983
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
20. DEPOSITO BERJANGKA (lanjutan) 20. TIME DEPOSITS (continued)
Rincian deposito berjangka berdasarkan jangka The details of time deposits based on the contractual
waktu kontraktual penempatannya adalah sebagai period of their placements are as follows:
berikut:
2025 2024
Rupiah Rupiah
Kurang dari 3 bulan 33.761.950 31.654.188 Less than 3 months
3 bulan - kurang dari 6 bulan 17.109.500 16.782.542 3 months - less than 6 months
6 bulan - kurang dari 12 bulan 6.804.771 13.892.647 6 months - less than 12 months
12 bulan - lebih dari 12 bulan 4.969.804 7.754.746 12 months - more than 12 months
62.646.025 70.084.123
Valuta Asing Foreign Currencies
Kurang dari 3 bulan 3.810.948 7.785.593 Less than 3 months
3 bulan - kurang dari 6 bulan 2.716.452 3.703.637 3 months - less than 6 months
6 bulan - kurang dari 12 bulan 383.356 1.362.342 6 months - less than 12 months
12 bulan - lebih dari 12 bulan 259.349 353.580 12 months - more than 12 months
7.170.105 13.205.152
Jumlah 69.816.130 83.289.275 Total
Deposito mudharabah yang dikelola oleh Unit Usaha Mudharabah deposits managed by the Bank’s Sharia
Syariah Bank pada tanggal 31 Desember 2025 dan Business Unit as of 31 December 2025 and 2024
2024 masing-masing sebesar Rp7.142.864 dan amounted to Rp7,142,864 and Rp13,338,332,
Rp13.338.332. respectively.
Pemblokiran deposito berjangka dilakukan sebagai Time deposits are blocked and pledged as collaterals
jaminan atas fasilitas kredit yang diberikan oleh to the credit facilities extended by the Bank, letter of
Bank, letter of credit dan bank garansi yang credit and bank guarantees issued by the Bank, tax
diterbitkan oleh Bank, program tax amnesty serta amnesty program and other transactions. Time
transaksi lainnya. Deposito berjangka yang diblokir deposits which are blocked as of 31 December 2025
pada tanggal 31 Desember 2025 dan 2024 masing- and 2024 amounted to Rp8,700,129 and
masing berjumlah Rp8.700.129 dan Rp8.810.660. Rp8,810,660, respectively.
Deposito berjangka dari pihak berelasi diungkapkan Time deposits from related parties are disclosed in
pada Catatan 41. Informasi mengenai klasifikasi dan Note 41. Information with regards to the classification
nilai wajar deposito berjangka diungkapkan pada and fair value of time deposits are disclosed in Note
Catatan 39. 39.
21. SIMPANAN DARI BANK-BANK LAIN 21. DEPOSITS FROM OTHER BANKS
Akun ini terdiri dari: This account consists of the following:
2025 2024
Rupiah Rupiah
Giro Demand deposits
- Pihak ketiga 2.125.209 1.574.738 Third parties -
- Pihak berelasi 28.361 27.983 Related parties -
Tabungan Savings
- Pihak ketiga 1.052.163 990.166 Third parties -
Deposito berjangka Time deposits
- Pihak ketiga 452.944 980.137 Third parties -
Call money Call money
- Pihak ketiga 635.829 830.144 Third parties -
4.294.506 4.403.168
Valuta Asing Foreign Currencies
Giro Demand deposits
- Pihak ketiga 18.456 26.403 Third parties -
Jumlah 4.312.962 4.429.571 Total
Informasi jangka waktu deposito berjangka adalah Information for the period of time deposits is as
sebagai berikut: follows:
2025 2024
Rupiah Rupiah
Deposito berjangka 7 - 365 hari/days 7 - 365 hari/days Time deposits
Simpanan dari bank-bank lain yang berasal dari Deposits from other banks which were from related
pihak berelasi diungkapkan pada Catatan 41. parties are disclosed in Note 41. Information with
Informasi mengenai klasifikasi simpanan dari regards to the classification of deposits from other
bank-bank lain diungkapkan pada Catatan 39. banks are disclosed in Note 39.
Lampiran - 5/110 - Schedule
2025 Annual Report PT Bank Permata Tbk 981
Page 984
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN 22. TAXATION
a. Pajak dibayar dimuka terdiri dari: a. Prepaid taxes consist of:
2025 2024
Uang muka atas Surat Ketentuan
Pajak (“SKP”) masih dalam Advances on Tax Assessment
penyelesaian Letter (“SKP”) in progress
Bank Bank
Tahun fiskal 2018 272 272 Fiscal year 2018
Tahun fiskal 2019 332 332 Fiscal year 2019
Tahun fiskal 2020 77 77 Fiscal year 2020
Tahun fiskal 2021 2.665 2.665 Fiscal year 2021
Tahun fiskal 2022 117.068 118.488 Fiscal year 2022
120.414 121.834
Ex-BBI (lihat Catatan 1d) Ex-BBI (refer to Note 1d)
Tahun fiskal 2008 48.242 43.113 Fiscal year 2008
Tahun fiskal 2013 5.482 5.482 Fiscal year 2013
Tahun fiskal 2017 - 5.220 Fiscal year 2017
Tahun fiskal 2018 - 1.607 Fiscal year 2018
Tahun fiskal 2019 568 - Fiscal year 2019
54.292 55.422
Lebih bayar atas pajak Overpayment of corporate
penghasilan badan income tax
Tahun fiskal 2024 345.001 345.001 Fiscal year 2024
519.707 522.257
b. Utang pajak terdiri dari: b. Taxes payable consist of:
2025 2024
Pajak penghasilan badan Corporate income tax
- Pasal 25 44.603 147.533 Article 25 -
- Pasal 29 54.165 - Article 29 -
Pajak penghasilan lainnya Other income taxes
- Pasal 4(2) 137.755 141.400 Article 4(2) -
- Pasal 21 19.675 19.395 Article 21 -
- Pasal 23 2.564 1.975 Article 23 -
- Pasal 26 4.226 1.146 Article 26 -
Pajak pertambahan nilai 10.195 6.008 Value added taxes
Jumlah 273.183 317.457 Total
c. Beban pajak penghasilan terdiri dari: c. Income tax expense consists of:
2025 2024
Pajak kini 1.072.987 668.809 Current tax
(Penghasilan)/beban Deferred tax
pajak tangguhan (29.515) 372.901 (income)/expense
Jumlah 1.043.472 1.041.710 Total
d. Sesuai dengan peraturan perpajakan di d. Under the taxation laws of Indonesia, the Bank
Indonesia, Bank menghitung, menyetorkan dan calculates, pays and submits company tax
melaporkan pajak sebagai suatu badan hukum returns on a self-assessment basis. The tax
berdasarkan sistem self-assessment. Fiskus authorities may assess or amend taxes within the
dapat menetapkan atau mengubah pajak-pajak statute of limitations under prevailing regulations.
tersebut dalam jangka waktu tertentu sesuai
peraturan yang berlaku.
Posisi Bank atas perpajakan dapat The Bank’s tax positions may be challenged by
dipertanyakan oleh fiskus. Manajemen the tax authorities. Management vigorously
mempertahankan posisi perpajakan Bank yang defends the Bank’s tax positions which are
diyakini berdasarkan pada teknik dasar yang believed to be grounded on sound technical
kuat, sesuai dengan peraturan perpajakan dan basis, in compliance with the tax regulations and
upaya manajemen dalam mengantisipasi management efforts to anticipate possible future
kemungkinan risiko timbulnya pajak di masa tax exposure.
depan.
Lampiran - 5/111 - Schedule
982 PT Bank Permata Tbk Laporan Tahunan 2025
Page 985
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
e. Rekonsiliasi dari laba akuntansi sebelum pajak e. The reconciliation of accounting income before
penghasilan ke laba kena pajak Bank adalah income tax to the taxable income of the Bank is
sebagai berikut: as follows:
2025 2024
Laba akuntansi Accounting income
sebelum pajak penghasilan 4.631.007 4.608.229 before income tax
Perbedaan permanen: Permanent differences:
Amortisasi Surat Utang Subordinasi Amortisation of AT-1
Modal Inti AT-1 107.048 103.074 Capital Subordinated Notes
Bagian atas rugi bersih dari entitas
asosiasi - 23.516 Share of net loss of associate
Beban pajak final 573 212 Final tax
Sumbangan 70 48 Donation
Pendapatan dividen (3) (48) Dividend income
Lain-lain 4.359 13 Others
112.047 126.815
Perbedaan temporer: Temporary differences:
Penyisihan kerugian penurunan Allowance for impairment
nilai aset keuangan 222.237 (1.733.726) losses from financial assets
Beban yang masih harus dibayar
dan provisi (13.060) 55.847 Accruals and provisions
Cadangan imbalan pascakerja 81.981 116.683 Provision of post-employment benefits
Penambahan penyisihan Addition for allowance
kerugian penurunan nilai for decline in value of
aset nonkeuangan 3.402 12.862 non-financial assets
Pembalikan atas beban
yang ditangguhkan (267) (45) Reversal of deferred charges
(Keuntungan)/kerugian bersih
penilaian efek-efek dan obligasi Net (gain)/loss on valuation
pemerintah untuk tujuan of government securities and
diperdagangkan (14.635) 10.844 bonds held for trading
Pemulihan kerugian Reversal for decline
penurunan nilai agunan in value of
diambil alih (4.063) 1.721 foreclosed assets
Perbedaan temporer yang Temporary difference arising
timbul dari aset tetap dan from fixed assets and
aset takberwujud (141.434) (161.221) intangible assets
Lain-lain - 2.034 Others
134.161 (1.695.001)
Laba kena pajak 4.877.215 3.040.043 Taxable income
Beban pajak kini (1.072.987) (668.809) Current tax expense
Angsuran pajak penghasilan
pasal 25 1.018.822 1.013.810 Installment of income tax article 25
(Kekurangan)/kelebihan
pembayaran pajak penghasilan Corporate income
badan (54.165) 345.001 tax (under)/overpayment
f. Jumlah laba kena pajak Bank untuk tahun yang f. The Bank’s taxable income for the year ended
berakhir pada tanggal 31 Desember 2025, 31 December 2025, was used as the estimation
menjadi dasar estimasi dalam pengisian Surat basis for annual tax return (“SPT”) of Corporate
Pemberitahuan Tahunan (“SPT”) Pajak Income Tax for fiscal year 2025.
Penghasilan Badan tahun pajak 2025.
Lampiran - 5/112 - Schedule
2025 Annual Report PT Bank Permata Tbk 983
Page 986
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
g. Rekonsiliasi antara laba akuntansi sebelum g. Reconciliation between accounting income
pajak penghasilan dikali tarif pajak yang berlaku before income tax multiplied by the theoretical tax
dengan beban pajak penghasilan adalah rate and income tax expense is as follows:
sebagai berikut:
2025 2024
Laba akuntansi Accounting income
sebelum pajak penghasilan 4.631.007 4.608.229 before income tax
Tarif pajak 22% 22% Tax rate
1.018.822 1.013.810
Perbedaan permanen dengan tarif Permanent differences at 22%
pajak 22% tax rate
Amortisasi Surat Utang Subordinasi Amortisation of AT-1
Modal Inti AT-1 23.551 22.676 Capital Subordinated Notes
Bagian atas rugi bersih dari entitas
asosiasi - 5.173 Share of net loss of associate
Beban pajak final 126 47 Final tax expense
Sumbangan 15 10 Donation
Pendapatan dividen (1) (10) Dividend income
Lain-lain 959 4 Others
Jumlah beban pajak penghasilan 1.043.472 1.041.710 Total income tax expense
h. Saldo pajak tangguhan yang diakui dan h. Recognised deferred tax balances and the
perubahannya untuk 31 Desember 2025 dan movement as of 31 December 2025 and 2024 are
2024, terdiri dari: comprised of the following:
Diakui pada
penghasilan
komprehensif
lain/
Diakui pada Recognised
31 Desember/ laba rugi/ in other 31 Desember/
December Recognised in comprehensive December
2024 profit or loss income 2025
Aset pajak tangguhan: Deferred tax assets:
Beban yang masih harus
dibayar dan provisi 328.179 (2.873) - 325.306 Accruals and provisions
Penyisihan kerugian Allowance for decline
penurunan nilai in value of non-
aset nonkeuangan 7.417 748 - 8.165 financial assets
Liabilitas sewa 23.324 (4.245) - 19.079 Lease liabilities
Cadangan imbalan Provision of post-
pascakerja 120.806 18.036 6.959 145.801 employment benefits
Penyisihan kerugian Allowance for
penurunan nilai aset decline in value
keuangan 1.496.902 48.892 - 1.545.794 of financial assets
Penyesuaian nilai wajar Fair value adjustment of
penyertaan saham 16.993 - - 16.993 investment in shares
Kerugian bersih
penilaian aset Net loss on valuation
keuangan untuk of financial assets
tujuan diperdagangkan 1.519 (1.519) - - held for trading
Kerugian yang belum
direalisasi atas
perubahan nilai wajar Unrealised loss from
efek-efek untuk changes in fair value
tujuan investasi yang of investment securities
diukur pada nilai wajar measured at fair value
melalui penghasilan through other
komprehensif comprehensive
lain - bersih 51.831 - (51.831) - income – net
2.046.971 59.039 (44.872) 2.061.138
Liabilitas pajak tangguhan: Deferred tax liabilities:
Aset hak guna (15.498) 4.080 - (11.418) Right-of-use assets
Penyisihan kerugian Allowance for
penurunan nilai decline in value of
agunan diambil alih (11.888) (894) - (12.782) foreclosed asset
Keuntungan bersih
penilaian aset Net gain on valuation
keuangan untuk of financial assets
tujuan diperdagangkan - (1.700) - (1.700) held for trading
Perbedaan temporer Temporary difference
yang timbul dari arising from
aset tetap dan fixed assets and
aset takberwujud (30.009) (30.951) - (60.960) intangible assets
Keuntungan yang belum
direalisasi atas
perubahan nilai wajar Unrealised gain from
efek-efek untuk changes in fair value
tujuan investasi yang of investment securities
diukur pada nilai wajar measured at fair value
melalui penghasilan through other
komprehensif lain - bersih comprehensive income -
(lihat Catatan 13) - (141.599) (141.599) net (refer to Note 13)
Lain-lain (302) (59) - (361) Others
(57.697) (29.524) (141.599) (228.820)
Jumlah aset pajak Total deferred tax
tangguhan - bersih 1.989.274 29.515 (186.471) 1.832.318 assets - net
Lampiran - 5/113 - Schedule
984 PT Bank Permata Tbk Laporan Tahunan 2025
Page 987
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
h. Saldo pajak tangguhan yang diakui dan h. Recognised deferred tax balances and the
perubahannya untuk 31 Desember 2025 dan movement as of 31 December 2025 and 2024 are
2024, terdiri dari: (lanjutan) comprised of the following: (continued)
Diakui pada
penghasilan
komprehensif
lain/
Diakui pada Recognised
laba rugi/ in other
31 Desember/ Recognised in comprehensive 31 Desember/
December 2023 profit or loss income December 2024
Aset pajak tangguhan: Deferred tax assets:
Beban yang masih harus
dibayar dan provisi 315.893 12.286 - 328.179 Accruals and provisions
Penyisihan kerugian Allowance for decline
penurunan nilai in value of non-
aset nonkeuangan 4.587 2.830 - 7.417 financial assets
Liabilitas sewa 27.314 (3.990) - 23.324 Lease liabilities
Cadangan imbalan Provision of post-
pascakerja 86.743 25.673 8.390 120.806 employment benefits
Penyisihan kerugian Allowance for
penurunan nilai aset decline in value
keuangan 1.878.324 (381.422) - 1.496.902 of financial assets
Perbedaan temporer Temporary difference
yang timbul dari arising from
aset tetap dan fixed assets and
aset takberwujud 5.403 (5.403) - - intangible assets
Penyesuaian nilai wajar Fair value adjustment of
penyertaan saham 16.546 447 - 16.993 investment in shares
Keuntungan bersih
penilaian aset Net gain on valuation
keuangan untuk of financial assets
tujuan diperdagangkan - 1.519 - 1.519 held for trading
Keuntungan yang belum
direalisasi atas
perubahan nilai wajar Unrealised gain from
efek-efek untuk changes in fair value
tujuan investasi yang of investment securities
diukur pada nilai wajar measured at fair value
melalui penghasilan through other
komprehensif lain - bersih comprehensive income - net
(lihat Catatan 13) 46.085 - 5.746 51.831 (refer to Note 13)
2.380.895 (348.060) 14.136 2.046.971
Liabilitas pajak tangguhan: Deferred tax liabilities:
Aset hak guna (19.433) 3.935 - (15.498) Right-of-use assets
Penyisihan kerugian Allowance for
penurunan nilai decline in value of
agunan diambil alih (12.266) 378 - (11.888) foreclosed asset
Keuntungan bersih
penilaian aset Net gain on valuation
keuangan untuk of financial assets
tujuan diperdagangkan (866) 866 - - held for trading
Perbedaan temporer Temporary difference
yang timbul dari arising from
aset tetap dan fixed assets and
aset takberwujud - (30.009) - (30.009) intangible assets
Lain-lain (291) (11) - (302) Others
(32.856) (24.841) - (57.697)
Jumlah aset pajak Total deferred tax
tangguhan - bersih 2.348.039 (372.901) 14.136 1.989.274 assets - net
Lampiran - 5/114 - Schedule
2025 Annual Report PT Bank Permata Tbk 985
Page 988
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
i. Pada tanggal 29 Oktober 2021, Pemerintah i. On 29 October 2021, the Government issued
menerbitkan UU No. 7 Tahun 2021 tentang Law No. 7 Year 2021 regarding the
Harmonisasi Peraturan Perpajakan (“UU HPP”) Harmonisation of Tax Regulation (“UU HPP”)
yang antara lain mengubah beberapa ketentuan which changed some regulations, among others:
pada Undang-Undang Perpajakan yaitu: the General Provisions and Tax Procedures Law,
Ketentuan Umum dan Tata Cara Perpajakan, the Income Tax Law, the Value Added Tax Law
Pajak Penghasilan, Pajak Pertambahan Nilai and Sales Tax on Luxury Goods, the Taxpayer
dan Pajak Penjualan atas Barang Mewah, Voluntary Disclosure Program, Carbon Tax, and
Program Pengungkapan Sukarela Wajib Pajak, Excise Tax. Through UU HPP, the Government
Pajak Karbon, dan Cukai. Melalui UU HPP, has set the corporate income tax rate at 22%,
Pemerintah telah menetapkan tarif pajak effective starting fiscal year 2022.
penghasilan badan sebesar 22%, berlaku mulai
tahun fiskal 2022.
Pada tanggal 18 Oktober 2024, Pemerintah telah On 18 October 2024, Minister of Finance
mengundangkan Peraturan Menteri Keuangan Regulation No. 74 of 2024 ("PMK 74")
Nomor 74 Tahun 2024 ("PMK 74") tentang concerning the Formation of Reserves of
Pembentukan Cadangan Piutang Tak Tertagih Uncollectible Receivables that Can Be Deducted
Yang Boleh Dikurangkan Dari Penghasilan From Gross Income. The formation of credit
Bruto. Pembentukan pencadangan kredit secara reserve for tax purpose in this report refers to
pajak dalam laporan ini telah mengacu kepada PMK 74.
PMK 74 ini.
Ketentuan Peraturan Menteri Keuangan Based on the Minister of Finance of the Republic
Republik Indonesia Nomor 136 tahun 2024 of Indonesia Regulation Number 136 of 2024
tentang Pengenaan Pajak Minimum Global related to Pillar II Global Anti-Base Erosion Rules
berdasarkan Kesepakatan Internasional Implementation which was issued on 31
diundangkan pada tanggal 31 Desember 2024 December 2024, the jurisdiction in which the
dan sudah berlaku mulai 1 Januari 2025. Bank is incorporated, has come into effect from 1
Peraturan ini mewajibkan tarif pajak minimum January 2025. The regulation required a global
secara global sebesar 15%. minimum tax rate of 15%.
Peraturan tersebut mulai berlaku untuk tahun The regulation has become effective for the
fiskal Bank yang berakhir setelah 31 Desember Bank’s financial year ended after 31 December
2024. Bank dan grup dari pemegang saham 2024. The Bank and its utimate parent entity’s
terakhir termasuk dalam lingkup peraturan yang group is in scope of the enacted or substantially
telah disahkan atau secara substansial disahkan enacted legislation and has performed an
dan telah melakukan penilaian terhadap potensi assessment of the potential exposure to Pillar
eksposur Bank terhadap pajak penghasilan Pilar Two income taxes. Based on the assessment, the
Dua. Berdasarkan penilaian tersebut, tarif pajak effective tax rates in the jurisdictions in which the
efektif di yurisdiksi tempat Bank beroperasi Bank operates are above 15%, hence the Bank is
berada di atas 15%, oleh karena itu Bank tidak not required to pay for additional income tax
diwajibkan untuk membayar beban pajak expense related to Pillar Two.
penghasilan tambahan yang terkait dengan Pilar
Dua.
Bank menerapkan pengecualian PSAK 212 The Bank applies the SFAS 212 exception to
untuk mengakui dan mengungkapkan informasi recognising and disclosing information about
tentang aset dan liabilitas pajak tangguhan deferred tax assets and liabilities related to Pillar
terkait dengan pajak penghasilan Pilar Dua yang Two income taxes as regulated by this
diatur dalam peraturan ini. regulations.
j. Surat Ketetapan Pajak Kurang Bayar (“SKPKB”) j. The Underpayment Tax Assessment Letter
dan Surat Tagihan Pajak (“STP”) yang telah (“SKPKB”) and Tax Collection Letter (“STP”)
diterbitkan oleh Direktorat Jenderal Pajak which had been issued by Directorate General of
(“DJP”) yang masih dalam proses keberatan Tax (“DGT”) which are still under objection or
atau banding atau peninjauan kembali sampai appeal or judicial review process up to the
dengan tanggal laporan keuangan ini diterbitkan release date of the financial statements are as
adalah sebagai berikut: follows:
Lampiran - 5/115 - Schedule
986 PT Bank Permata Tbk Laporan Tahunan 2025
Page 989
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
j. Surat Ketetapan Pajak Kurang Bayar (“SKPKB”) j. The Underpayment Tax Assessment Letter
dan Surat Tagihan Pajak (“STP”) yang telah (“SKPKB”) and Tax Collection Letter (“STP”)
diterbitkan oleh DJP yang masih dalam proses which had been issued by DGT which are still
keberatan atau banding atau peninjauan kembali under objection or appeal or judicial review
sampai dengan tanggal laporan keuangan ini process up to the release date of the financial
diterbitkan adalah sebagai berikut: (lanjutan) statements are as follows: (continued)
Jumlah pokok
Tahun pajak dan
fiskal/ denda/
Fiscal Jenis pajak/ Total tax and Keterangan/
year Tax type penalty Remarks
Bank
2018 Pajak pertambahan nilai/ -
Value added tax Pada bulan November 2025, Bank menerima putusan Mahkamah
Agung yang menolak permohonan peninjauan kembali DJP untuk
sengketa PPN./
In November 2025, the Bank received Supreme Court Decision for
VAT which fully rejected DGT’s judicial review request.
2021 Pajak pertambahan nilai/ 37.574 Pada bulan April 2024, Bank menerima Keputusan Keberatan yang
Value added tax mengabulkan sebagian permohonan keberatan Bank. Bank sudah
mengajukan banding pada Juli 2024.
Pada bulan Mei 2025, Bank menerima Putusan Pengadilan Pajak
terhadap PPN yang mengabulkan seluruh permohonan banding
Bank.
Pada bulan Agustus 2025, Bank menerima memori peninjauan
kembali dari DJP atas putusan Pengadilan Pajak terhadap PPN
yang telah mengabulkan seluruh permohonan banding Bank. Bank
telah menyampaikan kontra memori peninjauan kembali ke
Mahkamah Agung pada tanggal 25 September 2025./
In April 2024, the Bank received Tax Objection Decision which
partially approved the Bank’s objection request. The Bank has
submitted tax appeal in July 2024.
In May 2025, the Bank received Tax Court Decision for VAT which
fully approved the Bank’s appeal request.
In August 2025, the Bank received DGT judicial review
memorandum on Tax Court decision for VAT which previously
have approved the Bank’s tax appeal request. Bank has submitted
counter memorial judicial review to the Supreme Court on 25
September 2025.
2022 Pajak pertambahan nilai/ 16.390 Pada bulan April 2024, Bank menerima hasil pemeriksaan pajak
Value added tax untuk tahun fiskal 2022. Bank telah mengajukan keberatan pada
bulan Juli 2024.
Pada bulan April 2025, Bank menerima surat keputusan
pembetulan SKPKB masa Juni, September, Desember 2022 dan
hasil penelitian keberatan untuk tahun fiskal 2022. Bank telah
mengajukan banding pada bulan Juli 2025./
In April 2024, the Bank received Tax Audit results for fiscal year
2022. The Bank has submit Objection on July 2024.
In April 2025, the Bank received decision letter for the correction of
SKPKB for the period of June, September and December 2022 and
the tax objection result for the fiscal year 2022. The Bank has
submitted the appeal in July 2025.
Pajak Penghasilan Pasal 1.795 Pada bulan April 2024, Bank menerima hasil pemeriksaan pajak
21/ untuk tahun fiskal 2022. Bank telah mengajukan keberatan pada
Income Tax Article 21 bulan Juli 2024.
Pada bulan April 2025, Bank menerima hasil penelitian keberatan
yang mengabulkan sebagian. Bank telah mengajukan Banding
pada bulan Juli 2025./
In April 2024, the Bank received Tax Audit results for fiscal year
2022. The Bank has submit Objection on July 2024.
In April 2025, the Bank received tax objection result which partially
approved the Bank’s objection request. The Bank has submitted
appeal on July 2025.
18.185
Jumlah/Total Bank 55.759
Lampiran - 5/116 - Schedule
2025 Annual Report PT Bank Permata Tbk 987
Page 990
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
j. Surat Ketetapan Pajak Kurang Bayar (“SKPKB”) j. The Underpayment Tax Assessment Letter
dan Surat Tagihan Pajak (“STP”) yang telah (“SKPKB”) and Tax Collection Letter (“STP”)
diterbitkan oleh DJP yang masih dalam proses which had been issued by DGT which are still
keberatan atau banding atau peninjauan kembali under objection or appeal or judicial review
sampai dengan tanggal laporan keuangan ini process up to the release date of the financial
diterbitkan adalah sebagai berikut: (lanjutan) statements are as follows: (continued)
Jumlah pokok
Tahun pajak dan
fiskal/ denda/
Fiscal Jenis pajak/ Total tax and Keterangan/
year Tax type penalty Remarks
Ex-BBI (lihat Catatan/refer to Note 1d)
2008 Pajak Penghasilan Badan/ 23.131 Masih dalam proses peninjauan kembali di Mahkamah Agung/
Corporate Income Tax
Still in the process of judicial review in the Supreme Court
Pajak Penghasilan Pasal 26/ 19.678 Masih dalam proses peninjauan kembali di Mahkamah Agung/
Income Tax Article 26
Still in the process of judicial review in the Supreme Court
42.809
2013 Pajak Penghasilan Badan/ 5.482 Pada bulan Agustus 2022, Bank menerima Putusan
Corporate Income Tax Pengadilan Pajak terhadap Pajak Penghasilan Badan yang
mengabulkan sebagian permohonan banding Bank.
Pada bulan Oktober 2022, Bank menyampaikan memori
peninjauan kembali atas putusan Pengadilan Pajak ke
Mahkamah Agung.
Pada akhir tahun 2025, Bank menerima informasi mengenai
putusan Mahkamah Agung yang menolak permohonan
peninjauan kembali Bank atas sengketa Pajak Penghasilan
Badan.
In August 2022, the Bank received Tax Court Decision for
Corporate Income Tax which partially approved the Bank’s
appeal request.
In October 2022, the Bank has submitted judicial review
memorandum for Corporate Income Tax to the Supreme Court.
At the end of 2025, the Bank received information regarding
Supreme Court Decision for Corporate Income Tax which fully
rejected the Bank’s judicial review request.
2017 Pajak Penghasilan Badan/ 28.863 Bank menerima Putusan Banding yang mengabulkan
Corporate Income Tax seluruhnya pemohonan Banding Bank.
Pada bulan December 2025, Bank menerima memorandum
peninjauan kembali dari DJP atas putusan Pengadilan Pajak
terhadap PPh Badan yang telah mengabulkan seluruh
permohonan banding Bank. Bank telah menyampaikan kontra
memori peninjauan kembali ke Mahkamah Agung pada tanggal
24 Desember 2025./
Bank received the Tax Court decision which is favorable to the
Bank’s appeal.
Bank received DGT judicial review memorandum on Tax Court
decision for Corporate Income Tax which previously approved
the Bank’s tax appeal request in December 2025. Bank has
submitted counter memorial judicial review to the Supreme
Court on 24 December 2025.
Pajak Penghasilan Pasal 26/ 40.399 Bank menerima Putusan Banding yang mengabulkan
Income Tax Article 26 seluruhnya pemohonan Banding Bank.
Pada bulan December 2025, Bank menerima memorandum
peninjauan kembali dari DJP atas putusan Pengadilan Pajak
terhadap PPh Pasal 26 yang telah mengabulkan seluruh
permohonan banding Bank. Bank telah menyampaikan kontra
memori peninjauan kembali ke Mahkamah Agung pada tanggal
24 Desember 2025./
Bank received the Tax Court decision which is favorable to the
Bank’s appeal.
Bank received DGT judicial review memorandum on Tax Court
decision for Withholding Tax Art 26 which previously approved
the Bank’s tax appeal request in December 2025. Bank has
submitted counter memorial judicial review to the Supreme
Court on 24 December 2025.
69.262
Dipindahkan/Carried forward 117.553
Lampiran - 5/117 - Schedule
988 PT Bank Permata Tbk Laporan Tahunan 2025
Page 991
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
22. PERPAJAKAN (lanjutan) 22. TAXATION (continued)
j. Surat Ketetapan Pajak Kurang Bayar (“SKPKB”) j. The Underpayment Tax Assessment Letter
dan Surat Tagihan Pajak (“STP”) yang telah (“SKPKB”) and Tax Collection Letter (“STP”)
diterbitkan oleh DJP yang masih dalam proses which had been issued by DGT which are still
keberatan atau banding atau peninjauan kembali under objection or appeal or judicial review
sampai dengan tanggal laporan keuangan ini process up to the release date of the financial
diterbitkan adalah sebagai berikut: (lanjutan) statements are as follows: (continued)
Jumlah pokok
Tahun pajak dan
fiskal/ denda/
Fiscal Jenis pajak/ Total tax and Keterangan/
year Tax type penalty Remarks
Ex-BBI (lanjutan/continued)
Pindahan/ Brought forward 117.553
2018 Pajak Penghasilan Badan/ 70.553 Bank menerima Putusan Banding yang mengabulkan
Corporate Income Tax seluruhnya pemohonan Banding Bank.
Pada bulan December 2025, Bank menerima memorandum
peninjauan kembali dari DJP atas putusan Pengadilan Pajak
terhadap PPh Badan yang telah mengabulkan seluruh
permohonan banding Bank. Bank telah menyampaikan kontra
memori peninjauan kembali ke Mahkamah Agung pada tanggal
24 Desember 2025./
Bank received the Tax Court decision which is favorable to the
Bank’s appeal.
Bank received DGT judicial review memorandum on Tax Court
decision for Corporate Income Tax which previously approved
the Bank’s tax appeal request in December 2025. Bank has
submitted counter memorial judicial review to the Supreme
Court on 24 December 2025.
Pajak Penghasilan Pasal 26/ 95.726 Bank menerima Putusan Banding yang mengabulkan
Income Tax Article 26 seluruhnya pemohonan Banding Bank.
Pada bulan December 2025, Bank menerima memorandum
peninjauan kembali dari DJP atas putusan Pengadilan Pajak
terhadap PPh Pasal 26 yang telah mengabulkan seluruh
permohonan banding Bank. Bank telah menyampaikan kontra
memori peninjauan kembali ke Mahkamah Agung pada tanggal
24 Desember 2025./
Bank received the Tax Court decision which is favorable to the
Bank’s appeal.
Bank received DGT judicial review memorandum on Tax Court
decision for Withholding Tax Art 26 which previously approved
the Bank’s tax appeal request in December 2025. Bank has
submitted counter memorial judicial review to the Supreme
Court on 24 December 2025.
166.279
2019 Pajak Penghasilan Badan/ 2.073 Masih dalam proses Banding di Pengadilan Pajak/
Corporate Income Tax
Still in the process of tax appeal in the Tax Court
Pajak Penghasilan Pasal 26/ 39.026 Masih dalam proses Banding di Pengadilan Pajak/
Income Tax Article 26
Still in the process of tax appeal in the Tax Court
41.099
Jumlah/Total Ex BBI 324.931
Jumlah/Total 380.690
23. BEBAN MASIH HARUS DIBAYAR 23. ACCRUALS
Beban masih harus dibayar merupakan beban yang Accruals are expenses that have been incurred but not
telah dibukukan namun belum dibayar pada tanggal yet paid as of 31 December 2025 and 2024 amounting
31 Desember 2025 dan 2024 masing-masing to Rp1,901,605 and Rp2,035,239, respectively.
sejumlah Rp1.901.605 dan Rp2.035.239. Beban Accruals mainly consist of bonus and other employee
masih harus dibayar terutama terdiri dari cadangan allowance, deposits guarantee premium,
bonus dan tunjangan karyawan lainnya, premi communication expense, maintenance expense and
penjaminan LPS, beban komunikasi, beban promotion expense.
pemeliharaan dan beban promosi.
Lampiran - 5/118 - Schedule
2025 Annual Report PT Bank Permata Tbk 989
Page 992
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
24. LIABILITAS IMBALAN PASCAKERJA 24. OBLIGATION FOR POST-EMPLOYMENT BENEFITS
Sejak tanggal 4 Juli 2003, Bank menyelenggarakan Since 4 July 2003, the Bank had a defined
program pensiun iuran pasti untuk seluruh karyawan contribution pension plan that covers all permanent
tetapnya dan dikelola serta diadministrasikan oleh employees and is managed by Dana Pensiun
Dana Pensiun Lembaga Keuangan PT Bank Negara Lembaga Keuangan PT Bank Negara Indonesia
Indonesia (Persero) Tbk (“DPLK BNI”). Iuran untuk (Persero) Tbk (“DPLK BNI”). The contribution for
dana pensiun dihitung berdasarkan persentase pension plan is computed based on certain
tertentu dari gaji pokok karyawan. Jumlah iuran yang percentage of employees’ basic salary. The
ditanggung Bank adalah sebesar 9,00%. Sejak contribution from the Bank is 9.00%. Since February
Februari 2019, masing-masing karyawan diberikan 2019, each employee has been given the option by
opsi yang disediakan oleh Bank untuk menentukan the Bank to determine the percentage of employee
besaran persentase iuran karyawan yang akan contributions to be borne. Previously, the contribution
ditanggungnya. Sebelumnya, jumlah iuran yang from employees was 4.00%.
ditanggung karyawan adalah sebesar 4,00%.
Sesuai dengan Undang-Undang (”UU”) No. 6/2023 In accordance with Law No. 6/2023 relating to Job
tentang Cipta Kerja (“Omnibus Law”), Bank juga Creation (“Omnibus Law”), the Bank is also required
wajib memberikan imbalan pascakerja kepada to provide post-employment benefits to its employees
karyawannya pada saat pemutusan hubungan kerja when their employment is terminated or when they
atau pada saat karyawan menyelesaikan masa retire. These benefits are primarily based on years of
kerjanya. Imbalan pascakerja ini diberikan terutama service and the employees’ compensation at
berdasarkan masa kerja dan kompensasi karyawan termination or retirement.
pada saat pemutusan hubungan kerja atau selesainya
masa kerja.
Liabilitas imbalan manfaat pasti neto sebesar nilai kini The net defined benefit liability is calculated as the
dari estimasi jumlah imbalan pascakerja di masa present value of estimated future benefits that the
depan yang timbul dari jasa yang telah diberikan oleh employees have earned in return for their services in
karyawan pada masa kini dan masa lalu, dikurangi the current and prior periods, deducted by fair value
dengan nilai wajar aset program yang ada. of any plan assets. The calculation is performed by
Perhitungan dilakukan oleh aktuaria independen, an independent actuary, by using the projected-unit-
dengan menggunakan metode projected-unit-credit. credit method.
Bank telah menempatkan dana untuk mendukung The bank has allocated funds to support the fulfillment
pemenuhan liabilitas imbalan pascakerja karyawan of employee post-employment benefit obligation in the
dalam bentuk Program Pensiun untuk Kompensasi form of Severance Compensation (“PPUKP”) that
Pesangon (“PPUKP”), yang memenuhi kriteria meets the criteria as a plan asset. As of 31 December
sebagai aset program. Pada posisi 31 Desember 2025 and 2024, the PPUKP were placed with DPLK
2025 dan 2024, dana PPUKP ditempatkan pada BNI.
DPLK BNI.
Program imbalan manfaat pasti memberikan The defined benefit plan exposes the Bank to
eksposur risiko aktuarial kepada Bank, seperti risiko actuarial risk, e.g., investment risk, interest rate risk
investasi, risiko suku bunga dan risiko inflasi. and inflation risk.
Tabel berikut ini menyajikan saldo kewajiban imbalan The following table reflects the balance of net defined
manfaat pasti neto dan liabilitas imbalan pascakerja benefit liability and the Bank’s obligation for post-
Bank pada tanggal 31 Desember 2025 dan 2024: employment benefits as of 31 December 2025 and
2024:
2025 2024
Nilai kini kewajiban imbalan Present value of defined benefit
manfaat pasti 942.171 861.398 obligation
Nilai wajar aset program (279.442) (312.280) Fair value of plan asset
Obligation for post-employment
Liabilitas imbalan pascakerja 662.729 549.118 benefits
Tabel berikut ini menyajikan rincian beban imbalan The following table reflects the details of
pascakerja dan keuntungan/kerugian aktuaria untuk post-employment benefits expenses and actuarial
tahun-tahun yang berakhir 31 Desember 2025 dan gains/losses for the years ended 31 December 2025
2024: and 2024:
2025 2024
Beban imbalan Post-employment benefits
pascakerja 141.985 116.683 expenses
Kerugian aktuaria 31.629 38.136 Actuarial loss
Lampiran - 5/119 - Schedule
990 PT Bank Permata Tbk Laporan Tahunan 2025
Page 993
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
24. LIABILITAS IMBALAN PASCAKERJA (lanjutan) 24. OBLIGATION FOR POST-EMPLOYMENT BENEFITS
(continued)
Tabel berikut mencerminkan saldo nilai kini kewajiban The following table reflects the balance of the present
imbalan manfaat pasti Bank serta perubahan nilai kini value of defined benefit obligation of the Bank as well
dan beban yang diakui selama tahun-tahun yang as the movements in the present value and the
berakhir 31 Desember 2025 dan 2024: expense recognised for the years ended
31 December 2025 and 2024:
2025 2024
Nilai kini kewajiban imbalan pasti, Present value of defined benefit
awal tahun 861.398 820.845 obligation, beginning of year
Termasuk dalam laba rugi Included in profit or loss
Beban jasa kini 97.418 87.735 Current service cost
Beban jasa lalu-amandemen program 5.589 - Past service cost-plan amendments
Beban bunga 55.907 51.117 Interest expense
158.914 138.852
Termasuk dalam penghasilan Included in other comprehensive
komprehensif lain income
Kerugian/(keuntungan) aktuaria
yang timbul dari: Actuarial losses/(gains) arising from:
- Asumsi keuangan 58.548 58.209 Financial assumptions -
- Asumsi demografik - (12.391) Demographic assumptions -
- Penyesuaian pengalaman (27.644) (15.985) Experience adjustments -
30.904 29.833
Lain-lain Others
Pembayaran manfaat dari Bank (3) - Benefits paid directly by the Bank
Pembayaran manfaat aset program (109.042) (128.132) Benefits paid from plan assets
(109.045) (128.132)
Nilai kini kewajiban imbalan pasti, Present value of defined benefit
akhir tahun 942.171 861.398 obligation, end of year
Tabel di bawah menyajikan perubahan nilai wajar aset The following table reflects the movement in the fair
program untuk tahun-tahun yang berakhir value of plan assets for the years ended
31 Desember 2025 dan 2024: 31 December 2025 and 2024:
2025 2024
Fair value of plan assets,
Nilai wajar aset program, awal tahun 312.280 426.546 beginning of year
Penempatan dana pada DPLK 60.000 - Fund placed at DPLK
Termasuk dalam laba rugi Included in profit or loss
Pendapatan bunga atas Interest income
aset program 16.929 22.169 on plan assets
Termasuk dalam penghasilan Included in other comprehensive
komprehensif lain income
Pengembalian aset program di luar Return on plan assets excluding
pendapatan bunga (725) (8.303) interest income
Pembayaran Payment
Pembayaran manfaat aset program (109.042) (128.132) Benefits paid from plan assets
Nilai wajar aset program, akhir tahun 279.442 312.280 Fair value of plan assets, end of year
Aset program terdiri dari: Plan assets comprise of:
Obligasi 186.835 221.969 Bonds
Kas dan setara kas 92.607 90.311 Cash and cash equivalents
279.442 312.280
Lampiran - 5/120 - Schedule
2025 Annual Report PT Bank Permata Tbk 991
Page 994
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
24. LIABILITAS IMBALAN PASCAKERJA (lanjutan) 24. OBLIGATION FOR POST-EMPLOYMENT BENEFITS
(continued)
Obligasi pemerintah memiliki harga pasar yang Government bonds have market price which is taken
diambil dari pasar aktif. from active market.
Tabel di bawah merupakan komparasi nilai kini dari The following table is the historical comparison of the
liabilitas imbalan dan penyesuaian yang timbul pada Bank's present value of defined obligation and
liabilitas program Bank: experience adjustment on plan liabilities:
31 Desember/December
2025 2024 2023 2022 2021
Nilai kini dari liabilitas Present value of defined
imbalan manfaat pasti (942.171) (861.398) (820.845) (771.331) (799.854) obligation
Nilai wajar aset program 279.442 312.280 426.546 531.053 610.117 Fair value of plan asset
Defisit (662.729) (549.118) (394.299) (240.278) (189.737) Deficit
Penyesuaian yang timbul Experience adjustment
pada liabilitas program 30.904 29.833 38.118 (42.889) (22.358) on plan liabilities
Penyesuaian yang timbul Experience adjustment
pada aset program 725 8.303 9.728 47.133 (2.067) on plan assets
Analisis jatuh tempo yang diharapkan dari manfaat Expected maturity analysis of undiscounted pension
pensiun tanpa diskonto adalah sebagai berikut: benefit is as follows:
2025
6 sampai 10
2 sampai 5 tahun/ tahun/
Dalam 1 tahun/ Between 2 to 5 Between 6 to 10 Jumlah/
Within 1 year years years Total
Manfaat pasti 143.952 507.437 616.930 1.268.319 Defined benefit
2024
6 sampai 10
2 sampai 5 tahun/ tahun/
Dalam 1 tahun/ Between 2 to 5 Between 6 to 10 Jumlah/
Within 1 year years years Total
Manfaat pasti 118.314 540.026 607.563 1.265.903 Defined benefit
Liabilitas imbalan pascakerja pada tanggal The obligation for post-employment benefits as of
31 Desember 2025 dan 2024 dibentuk berdasarkan 31 December 2025 and 2024 are based on the
perhitungan yang dilakukan oleh aktuaris calculation performed by an independent actuary
independen Kantor Konsultan Aktuaria Santhi Devi which is Actuary Consulting Office Santhi Devi dan
dan Ardianto Handoyo sebagaimana tercatat dalam Ardianto Handoyo as stated in their report dated
laporannya masing-masing pada tanggal 9 Januari 9 January 2026 and 6 February 2025, respectively.
2026 dan 6 Februari 2025.
Asumsi utama yang digunakan dalam perhitungan The major actuarial assumptions used for the
liabilitas imbalan pascakerja adalah sebagai berikut: calculation of the obligation for post-employment
benefits were as follows:
2025 2024
Tingkat diskonto per tahun 5,75% 7,00% Discount rate per annum
Kenaikan gaji per tahun 7,00% 7,00% Salary increase per annum
Hasil yang diharapkan per Expected return per
tahun 5,25% 5,25% annum
Umur pensiun normal 55 55 Normal retirement age
Manfaat Sesuai dengan Sesuai dengan Benefits
Undang-Undang Cipta Kerja No. Undang-Undang Cipta Kerja No.
6/2023, Perjanjian Kerja Bersama 6/2023, Perjanjian Kerja Bersama
dan Dana Pensiun/ dan Dana Pensiun/
As set forth in Job Creation Law As set forth in Job Creation Law
No. 6/2023, Collective Labour No. 6/2023, Collective Labour
Agreement and Pension Plan Agreement and Pension Plan
Pada tanggal 31 Desember 2025 dan 2024, durasi As of 31 December 2025 and 2024, the weighted
rata-rata tertimbang dari kewajiban imbalan pasti average duration of the defined benefit obligation are
masing-masing 5,5 tahun dan 5,3 tahun. 5.5 years and 5.3 years, respectively.
Lampiran - 5/121 - Schedule
992 PT Bank Permata Tbk Laporan Tahunan 2025
Page 995
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
24. LIABILITAS IMBALAN PASCAKERJA (lanjutan) 24. OBLIGATION FOR POST-EMPLOYMENT BENEFITS
(continued)
Tingkat diskonto digunakan dalam menentukan nilai The discount rate is used in determining the present
kini liabilitas imbalan pascakerja pada tanggal value of the benefit obligation at valuation date. In
penilaian. Secara umum, tingkat diskonto mengacu general, the discount rate correlates with the yield on
pada imbal hasil atas obligasi pemerintah berkualitas high quality government bonds that are traded in
tinggi yang diperdagangkan di pasar modal aktif active capital markets at the reporting date and has
pada tanggal pelaporan dan memiliki kuotasi harga. quoted price.
Asumsi kenaikan gaji di masa depan The future salary increase assumption projects the
memproyeksikan liabilitas imbalan pascakerja mulai benefit obligation starting from the valuation date
dari tanggal penilaian hingga usia pensiun normal. through the normal retirement age. The salary
Tingkat kenaikan gaji pada umumnya ditentukan increase rate is generally determined by applying
dengan menerapkan penyesuaian inflasi untuk skala inflation adjustments to pay scales and by taking
pembayaran dan dengan memperhitungkan masa account of the length of service.
kerja.
Analisis sensitivitas Sensitivity analysis
Pada tanggal 31 Desember 2025, perubahan As of 31 December 2025, the changes to one of the
terhadap salah satu asumsi aktuaria, dengan relevant actuarial assumptions, holding other
anggapan asumsi yang lain konstan, akan assumptions constant, would have affected the
berdampak kepada liabilitas imbalan pascakerja Bank’s obligation for post-employment benefits as
Bank seperti pada tabel di bawah: shown on the table below:
Kenaikan/ Penurunan/
Increase Decrease
Tingkat diskonto (perubahan 1%) (47.224) 52.472 Discount rate (1% movement)
Tingkat kenaikan gaji di masa depan 82.626 (75.409) Future salary increase rate
(perubahan 1%) (1% movement)
Meskipun analisis di atas tidak mempertimbangkan Although the analysis does not take account of the
distribusi arus kas seperti yang direncanakan, tabel full distribution of cash flows expected under the plan,
di atas menunjukan sensitivitas dari asumsi tersebut. it does provide an approximation of the sensitivity of
the assumption shown.
Liabilitas imbalan pascakerja kepada pihak berelasi Obligation for post-employment benefits to related
diungkapkan pada Catatan 41. parties are disclosed in Note 41.
25. PROVISI 25. PROVISIONS
Provisi terdiri atas: Provisions consist of:
2025 2024
Provisi biaya rekondisi 45.819 47.498 Provision for recondition expense
Litigasi dan klaim 11.955 8.416 Litigation and claim
Jumlah 57.774 55.914 Total
Perubahan provisi adalah sebagai berikut: Movement of provisions is as follows:
2025 2024
Saldo, awal tahun 55.914 74.003 Balance, beginning of year
Penambahan selama tahun berjalan 3.539 429 Addition during the year
Pemulihan selama tahun berjalan (1.679) (18.518) Reversal during the year
Saldo, akhir tahun 57.774 55.914 Balance, end of year
Provisi biaya rekondisi merupakan estimasi Provision for recondition expense represents the
kewajiban kepada pihak pesewa terkait dengan estimated liability to lessor related to the Bank’s
kewajiban Bank untuk melakukan rekondisi atas aset obligation to recondition the leased assets at the end
yang disewa pada akhir tahun sewa. of leases year.
Provisi litigasi dan klaim sebagian besar merupakan Provision for litigation and claim mainly represents
cadangan yang dibentuk sehubungan dengan provisions provided for litigation cases and case
perkara-perkara litigasi dan perkara yang terkait related to Assets Transfer Kit (“ATK”) which was done
dengan Assets Transfer Kit (“ATK”) yang dilakukan in conjunction with the Bank’s recapitalisation.
dalam rangka rekapitalisasi Bank.
Lampiran - 5/122 - Schedule
2025 Annual Report PT Bank Permata Tbk 993
Page 996
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
25. PROVISI (lanjutan) 25. PROVISIONS (continued)
Provisi ditentukan dengan mempertimbangkan The determination of provisions involves
penilaian dan estimasi manajemen. management’s judgment and estimation.
Manajemen melakukan kajian secara periodik atas Management periodically reviews the assumptions
asumsi yang digunakan dalam mengestimasi used in estimating the amount and timing of future
besaran dan saat keluarnya arus kas masa depan cash flows for settlement of provisions, in particular
untuk penyelesaian provisi dan secara khusus pada when the Bank has an updated condition on certain
saat Bank mendapatkan kondisi terkini dari kasus cases. In addition to claim’s exposure amount, the
tertentu. Selain besaran eksposur klaim, Bank juga Bank also considers its position on the case, similar
mempertimbangkan posisi Bank atas kasus yang precedence in other entities and other factors, to
bersangkutan, kasus yang sama pada entitas lain estimate the provision amount. Any change in those
dan faktor-faktor lain, dalam mengestimasi besaran assumptions shall affect the carrying amount of
provisi. Perubahan atas asumsi-asumsi tersebut provisions.
akan memengaruhi nilai tercatat atas provisi.
26. SURAT UTANG SUBORDINASI MODAL INTI 26. ADDITIONAL TIER-1 CAPITAL SUBORDINATED
TAMBAHAN TIER-1 NOTES
Surat Utang Subordinasi Modal Inti Tambahan Additional Tier-1 Capital Subordinated Notes
Tier-1 (“Instrumen AT-1”) merupakan liabilitas (“AT-1 Instrument”) represent monetary financial
keuangan moneter yang diakui pada laporan posisi liabilities which are recognised in the statement of
keuangan dan dihitung sebagai berikut: financial position and calculated as follows:
2025 2024
Pihak berelasi Related parties
Dolar Amerika Serikat United States Dollar
Nilai nominal dalam Rupiah 11.672.500 11.266.500 Nominal value in Rupiah
Nilai wajar yang belum diamortisasi (324.094) (417.171) Unamortised fair value
Komponen liabilitas 11.348.406 10.849.329 Liability component
Pada tanggal 18 Desember 2020, BBL dan Bank telah On 18 December 2020, BBL and the Bank have
menandatangani Perjanjian Surat Utang Subordinasi signed Additional Tier-1 Capital Subordinated Notes
Modal Inti Tambahan Tier-1 sebesar USD700 juta Agreement amounted to USD700 million with the
dengan tanggal penerbitan pada tanggal issuance date on 21 December 2020. The AT-1
21 Desember 2020. Instrumen AT-1 ini berbentuk instrument is in the form of unsecured, perpetual
obligasi subordinasi tanpa jatuh tempo (perpetual) subordinated bonds with write down feature and call
yang bersifat unsecured dengan fitur write down dan option for early redemption. The call option can only
opsi beli untuk pelunasan lebih awal. Opsi beli hanya be executed at soonest 5 (five) year since the
dapat dieksekusi paling cepat 5 (lima) tahun sejak issuance date and after obtaining written approval
tanggal penerbitan dan setelah mendapat from OJK. This AT-1 instrument is not rated.
persetujuan tertulis dari OJK. Instrumen AT-1 ini tidak
diperingkat.
Pembayaran imbal hasil dijadwalkan setiap enam Distribution payment is scheduled semiannually on
bulanan yaitu pada tanggal 21 Juni dan 21 June and 21 December. Distribution payment
21 Desember. Pembayaran imbal hasil dapat could be performed based on management decision
dilakukan berdasarkan keputusan manajemen dan and if all of the conditions below are met:
apabila semua kriteria berikut terpenuhi:
- Pembayaran imbal hasil telah mendapat - Distribution payment has been approved by
persetujuan OJK pada setiap tanggal OJK at each date of distribution payment;
pembayaran imbal hasil;
- Pembayaran imbal hasil maksimum sebesar 5% - Maximum distribution payment is 5% per
per tahun dari sisa jumlah pokok atau sebesar annum from the remaining balance of principal
persentase tertentu yang disetujui oleh OJK pada value or certain percentage that has been
setiap tanggal pembayaran imbal hasil; approved by OJK on each date of distribution
payment;
- Bank memiliki saldo laba positif pada tanggal - The Bank has a positive retained earnings at the
pembayaran imbal hasil; dan date of distribution payment; and
- Pembayaran imbal hasil tidak menyebabkan - Distribution payment does not cause decrement
penurunan rasio KPMM di bawah ketentuan of the CAR below OJK requirement.
OJK.
Lampiran - 5/123 - Schedule
994 PT Bank Permata Tbk Laporan Tahunan 2025
Page 997
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
26. SURAT UTANG SUBORDINASI MODAL INTI 26. ADDITIONAL TIER-1 CAPITAL SUBORDINATED
TAMBAHAN TIER-1 (lanjutan) NOTES (continued)
Pembayaran imbal hasil tidak bersifat kumulatif. Distribution payment is not cumulative. If one of the
Apabila salah satu syarat di atas tidak terpenuhi requirement above is not met on the distribution
pada tanggal pembayaran imbal hasil, maka tidak payment date, then there is no distribution payment
ada pembayaran imbal hasil pada tanggal tersebut on that date and such distribution is not payable on
dan imbal hasil tersebut tidak terutang pada jadwal the next distribution payment date. Distribution
pembayaran imbal hasil berikutnya. Pembayaran payment of AT-1 instrument issued by the Bank is
imbal hasil atas instrumen AT-1 yang diterbitkan uncertain thus not accrued by the Bank.
Bank tidak dapat dipastikan sehingga tidak terutang
oleh Bank.
Untuk keperluan perhitungan rasio KPMM (lihat For the purpose of calculating the CAR (refer to Note
Catatan 49), instrumen AT-1 di atas diperhitungkan 49), the AT-1 instrument above is treated as part of
sebagai bagian modal inti (Tier-1). core capital (Tier-1).
Surat Utang Subordinasi Modal Inti Tambahan Additional Tier-1 Capital Subordinated Notes to
Tier-1 kepada pihak berelasi diungkapkan pada related parties are disclosed in Note 41. Information
Catatan 41. Informasi mengenai klasifikasi dan nilai with regards to the classification and fair value of
wajar Surat Utang Subordinasi Modal Inti Tambahan Additional Tier-1 Capital Subordinated Notes is
Tier-1 diungkapkan pada Catatan 39. disclosed in Note 39.
27. MODAL SAHAM 27. SHARE CAPITAL
Pada tanggal 23 Agustus 2024, BBL telah On 23 August 2024, BBL has fulfilled its shares
memenuhi kewajiban pengalihan kembali saham refloat after the Mandatory Tender Offer, therefore
setelah Penawaran Tender Wajib, dengan demikian the details of the shares ownership of the Bank as of
rincian pemegang saham Bank pada tanggal 31 December 2025 and 2024 are as follows:
31 Desember 2025 dan 2024 adalah sebagai
berikut:
Jumlah lembar saham
ditempatkan dan disetor penuh/
Number of shares
issued and fully paid-up
Kelas A dengan
nilai nominal
Rp12.500 Kelas B dengan
(Rupiah penuh) nilai nominal
per saham/ Rp125 (Rupiah
Class A penuh) per saham/
with par value of Class B with par Persentase
Rp12,500 (whole value of Rp125 kepemilikan/
Rupiah) (whole Rupiah) Percentage Jumlah/
Pemegang Saham per share per share of ownership Amount Shareholders
Bangkok Bank Public Bangkok Bank Public
Company Limited - 32.244.827.604 89,12% 4.030.603 Company Limited
Masyarakat (masing-masing
di bawah 5%) 26.880.234 3.909.604.944 10,88% 824.704 Public (each below 5%)
Jumlah saham beredar 26.880.234 36.154.432.548 100,00% 4.855.307 Total shares outstanding
Saham treasuri - 46.738 0,00% 6 Treasury stock
Jumlah saham ditempatkan Total shares issued and
dan disetor penuh 26.880.234 36.154.479.286 100,00% 4.855.313 fully paid
Lampiran - 5/124 - Schedule
2025 Annual Report PT Bank Permata Tbk 995
Page 998
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
28. TAMBAHAN MODAL DISETOR - BERSIH 28. ADDITIONAL PAID-IN CAPITAL - NET
Tambahan modal disetor sebelum Penawaran Additional paid-in capital before the
Umum Perdana : 2 : Initial Public Offering
Tambahan modal disetor yang berasal dari Additional paid-in capital from the
Penawaran Umum Perdana : 35.591 : Initial Public Offering
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) I : 108.556 : Public Offering (Rights Issue) I
Saham bonus yang berasal dari kapitalisasi
tambahan modal disetor ke modal saham pada Bonus shares from capitalisation of additional
tahun 1992 : (124.064) : paid-in capital to capital stock in 1992
Tambahan modal disetor yang berasal dari
Penawaran Umum Terbatas (Rights Issue) II Additional paid-in capital from the Limited Public
dengan waran : 65.133 : Offering (Rights Issue) II with warrants
Tambahan modal disetor yang berasal dari Additional paid-in capital from the conversion
konversi waran pada tahun 1996, 1997 dan 1998 : 2.668 : of warrants in 1996, 1997 and 1998
Saham bonus yang berasal dari kapitalisasi
tambahan modal disetor ke modal saham pada Bonus shares from capitalisation of additional
tahun 1998 : (83.369) : paid-in capital to capital stock in 1998
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) III : 5.023.356 : Public Offering (Rights Issue) III
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) III : (4.821) : Offering (Rights Issue) III
Tambahan modal disetor yang berasal dari Additional paid-in capital from private
penempatan terbatas dalam rangka peleburan placement in relation with
usaha pada tahun 2002 : 4.044.444 : the Bank’s merger in 2002
Reclassification of difference in value arising
Reklasifikasi selisih nilai transaksi restrukturisasi from restructuring of entities under common
entitas sepengendali pada tahun 2005 : (3.240.518) : control in 2005
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) IV : 1.837.702 : Public Offering (Rights Issue) IV
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) IV : (8.046) : Offering (Rights Issue) IV
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) V : 1.790.304 : Public Offering (Rights Issue) V
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) V : (7.556) : Offering (Rights Issue)V
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) VI : 1.349.009 : Public Offering (Rights Issue) VI
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) VI : (6.607) : Offering (Rights Issue) VI
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) VII : 4.192.894 : Public Offering (Rights Issue) VII
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) VII : (4.376) : Offering (Rights Issue) VII
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) VIII : 2.286.826 : Public Offering (Rights Issue) VIII
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) VIII : (4.227) : Offering (Rights Issue) VIII
Transfer aset dan liabilitas dari BBI - bersih (lihat Transfer assets and liabilities from BBI - net
Catatan 1d) : (367.904) : (refer to Note 1d)
Penyesuaian tarif pajak atas aset pajak tangguhan Tax rate adjustment on deferred tax assets - net
- bersih yang berasal dari BBI sesuai tarif pajak from BBI to align with applicable tax rate
yang berlaku di Bank (lihat Catatan 1d) : (576.049) : of the Bank (refer to Note 1d)
Penyesuaian pencatatan atas aset tetap yang Adjustment on recording the fixed assets
dibeli dari BBI sesuai dengan nilai buku BBI (lihat purchased from BBI based on BBI’s book
Catatan 2ag) : (167.116) : value (refer to Note 2ag)
Komponen ekuitas atas Surat Utang Subordinasi Equity component on Additional
Modal Inti Tambahan Tier-1 (lihat Tier-1 Capital Subordinated Notes
Catatan 2w) : 728.932 : (refer to Note 2w)
Saham treasuri (lihat Catatan 2x) : (59) : Treasury stock (refer to Note 2x)
Tambahan modal disetor yang berasal dari Additional paid-in capital from the Limited
Penawaran Umum Terbatas (Rights Issue) IX : 9.945.394 : Public Offering (Rights Issue) IX
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) IX : (5.952) : Offering (Rights Issue) IX
Beban emisi Penawaran Umum Terbatas Shares issuance costs during Limited Public
(Rights Issue) IX : 165 : Offering (Rights Issue) IX
Tambahan modal disetor - bersih pada Additional paid-in capital - net as of
31 Desember 2025 dan 2024 : 26.810.312 : 31 December 2025 and 2024
.
Lampiran - 5/125 - Schedule
996 PT Bank Permata Tbk Laporan Tahunan 2025
Page 999
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
28. TAMBAHAN MODAL DISETOR - BERSIH 28. ADDITIONAL PAID-IN CAPITAL - NET (continued)
(lanjutan)
Berdasarkan Ringkasan Rancangan Integrasi Based on Abridged Integration Plan between the
antara Bank dan Bangkok Bank Public Company Bank and Bangkok Bank Public Company Limited,
Limited, Cabang Jakarta, Cabang Pembantu Jakarta Branch, Surabaya Sub-Branch, and Medan
Surabaya, dan Cabang Pembantu Medan (“Bangkok Sub-Branch (“Bangkok Bank Indonesia/BBI”)
Bank Indonesia/BBI”) yang diumumkan pada announced on 7 October 2021, to comply with Article
tanggal 7 Oktober 2021, maka untuk memenuhi 52 of POJK No. 41/POJK.03/2019 regarding Merger,
ketentuan Pasal 52 POJK No. 41/POJK.03/2019 Consolidation, Take Over, Integration, and
tentang Penggabungan, Peleburan, Conversion of Commercial Bank, the shareholders
Pengambilalihan, Integrasi, dan Konversi Bank of the Bank were given the option to sell its shares
Umum, pemegang saham Bank diberikan pilihan to the Bank or to stay as shareholders of the Bank
untuk menjual sahamnya kepada Bank atau tetap post integration. The shareholders eligible of such
menjadi pemegang saham Bank pasca integrasi. options are the shareholders recorded on the
Para pemegang saham Bank yang berhak Shareholders List of the Bank as of 6 November
mengambil opsi tersebut adalah pemegang saham 2020. The buyback of the Bank’s shares was
yang tercatat pada Daftar Pemegang Saham Bank approved by the Extraordinary General Meeting of
pada tanggal 6 November 2020. Pembelian kembali the Shareholders on 1 December 2020 and the
saham Bank tersebut telah disetujui oleh Rapat shares buyback was effective and completed on
Umum Pemegang Saham Luar Biasa pada tanggal 13 January 2021, with total number of the Bank’s
1 Desember 2020 dan proses pembelian kembali shares acquired by the Bank of 46,738 shares with
saham tersebut oleh Bank telah efektif diselesaikan acquiring price of Rp1,338 (whole Rupiah) per share.
pada tanggal 13 Januari 2021, dengan jumlah
saham Bank yang dibeli kembali oleh Bank sebesar
46.738 lembar saham dengan harga pembelian
sebesar Rp1.338 (Rupiah penuh) per saham.
29. SALDO LABA 29. RETAINED EARNINGS
Saldo laba yang telah ditentukan penggunaannya The balance of the appropriated retained earnings as
sebagai cadangan umum Bank pada tanggal general reserve of the Bank as of 31 December 2025
31 Desember 2025 dan 2024 adalah and 2024 are Rp974,581. The general reserve was
sebesar Rp974.581. Cadangan umum tersebut appropriated by the decision of the shareholders at
dibentuk sesuai dengan keputusan para pemegang Annual General Meetings of Shareholders on 6 April
saham pada Rapat Umum Pemegang Saham 2023.
Tahunan pada tanggal 6 April 2023.
Jadwal pembayaran dividen adalah pada tanggal Dividend schedule payment are on 8 May 2025 and
8 Mei 2025 dan 3 Mei 2024 dimana Bank 3 May 2024, wherein, Bank distributed dividend
membayarkan dividen masing-masing sejumlah amounting to Rp1,085,439 (Rp30 (whole Rupiah) per
Rp1.085.439 (Rp30 (Rupiah penuh) per saham) dan share) and Rp904,533 (Rp25 (whole Rupiah) per
Rp904.533 (Rp25 (Rupiah penuh) per saham) share), respectively, to the shareholders entitled to
kepada para pemegang saham yang memiliki hak receive the dividend, which was announced at the
untuk menerima dividen, yang diumumkan pada Annual General Meetings of Shareholders on 9 April
Rapat Umum Pemegang Saham Tahunan 2025 and 3 April 2024.
masing-masing pada tanggal 9 April 2025 dan
3 April 2024.
30. PENDAPATAN BUNGA DAN PENDAPATAN 30. INTEREST INCOME AND SHARIA INCOME
SYARIAH
Pendapatan bunga dan pendapatan syariah berasal Interest income and sharia income are derived from:
dari:
2025 2024
Kredit yang diberikan 11.464.021 11.552.256 Loans
Efek-efek untuk tujuan investasi 4.401.576 3.570.514 Investment securities
Penempatan pada Bank Indonesia Placements with Bank Indonesia
dan bank-bank lain 636.099 958.293 and other banks
Aset keuangan untuk diperdagangkan 286.665 368.245 Financial assets held for trading
Efek-efek yang dibeli dengan janji Securities purchased under resale
dijual kembali 111.985 555.191 agreements
Tagihan akseptasi Acceptance receivables
dan trade finance 66.990 111.489 and trade finance
Giro pada Bank Indonesia 64.896 97.011 Current accounts with Bank Indonesia
Lain-lain 2.732 40 Others
Jumlah 17.034.964 17.213.039 Total
Termasuk dalam pendapatan bunga adalah Included in interest income is sharia income for the
pendapatan syariah untuk tahun-tahun yang years ended 31 December 2025 and 2024 amounting
berakhir masing-masing pada tanggal 31 Desember to Rp2,243,457 and Rp2,253,550, respectively.
2025 dan 2024 masing-masing sebesar
Rp2.243.457 dan Rp 2.253.550.
Lampiran - 5/126 - Schedule
2025 Annual Report PT Bank Permata Tbk 997
Page 1000
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
30. PENDAPATAN BUNGA DAN PENDAPATAN 30. INTEREST INCOME AND SHARIA INCOME
SYARIAH (lanjutan) (continued)
Termasuk dalam pendapatan bunga adalah bunga Included in interest income is interest from effect of
dari efek diskonto aset keuangan yang mengalami discounting (unwinding interest) of impaired financial
penurunan nilai untuk tahun-tahun yang berakhir assets for the years ended 31 December 2025 and
pada tanggal 31 Desember 2025 dan 2024 masing- 2024 amounting to Rp21,221 and Rp24,785,
masing sebesar Rp21.221 dan Rp24.785. respectively.
Pendapatan bunga dan pendapatan syariah ke Interest income and sharia income for related parties
pihak berelasi diungkapkan pada Catatan 41. are disclosed in Note 41.
31. BEBAN BUNGA DAN BEBAN SYARIAH 31. INTEREST EXPENSE AND SHARIA EXPENSE
Beban bunga dan beban syariah berasal dari: Interest expense and sharia expense are derived
from:
2025 2024
Deposito berjangka 3.716.963 4.263.490 Time deposits
Giro 2.428.890 1.983.319 Demand deposits
Tabungan 641.636 526.787 Savings
Utang atas efek-efek yang dijual Securities sold under repurchase
dengan janji dibeli kembali 165.362 174.430 agreements payable
Call money 57.843 38.369 Call money
Pinjaman yang diterima 2.008 3.547 Borrowings
Jumlah 7.012.702 6.989.942 Total
Termasuk dalam beban bunga adalah beban syariah Included in interest expense is sharia expense for the
untuk tahun-tahun yang berakhir pada tanggal years ended 31 December 2025 and 2024 amounting
31 Desember 2025 dan 2024 masing-masing to Rp993,593 and Rp1,078,897 respectively.
sebesar Rp993.593 dan Rp1.078.897.
Beban bunga dan beban syariah ke pihak berelasi Interest expense and sharia expense for related
diungkapkan pada Catatan 41. parties are disclosed in Note 41.
32. PENDAPATAN PROVISI DAN KOMISI - BERSIH 32. NET FEES AND COMMISSION INCOME
2025 2024
Fees and commissions related to
Provisi dan komisi dari kredit - bersih 456.476 545.513 loans - net
Komisi agen penjual reksadana 285.185 227.031 Mutual fund sales agency commissions
Commissions related to debit
Komisi dari kartu debit dan kredit - bersih 201.242 200.909 and credit cards - net
Komisi atas jasa 145.035 144.855 Commissions for services
Pendapatan administrasi 130.592 105.724 Administration fees
Komisi agen terkait aktivitas penjualan Agency commissions on
bancassurance 127.879 241.219 bancassurance sales activities
Komisi atas impor dan ekspor 83.019 92.669 Commissions on imports and exports
Komisi dari bank garansi 48.136 45.308 Commissions for bank guarantees
Jasa kustodian dan wali amanat 46.327 30.921 Custodial and trusteeship services
Komisi atas penarikan uang tunai Commissions for cash withdrawal
melalui EDC 22.857 12.610 via EDC
Jasa safe deposit box 10.543 9.931 Safe deposit box fees
Lain-lain 24.834 20.180 Others
Jumlah 1.582.125 1.676.870 Total
Beban provisi dan komisi (127.771) (116.807) Fee and commission expense
Pendapatan provisi dan
komisi - bersih 1.454.354 1.560.063 Fee and commission income - net
Pendapatan provisi dan komisi dari pihak berelasi Fees and commission income from related parties
diungkapkan pada Catatan 41. are disclosed in Note 41.
33. PENDAPATAN TRANSAKSI PERDAGANGAN – 33. NET TRADING INCOME
BERSIH
2025 2024
Instrumen keuangan pendapatan tetap 436.666 283.290 Fixed income financial instruments
Instrumen derivatif (54.916) (55.532) Derivative instruments
Jumlah 381.750 227.758 Total
Lampiran - 5/127 - Schedule
998 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1001
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
34. KERUGIAN PENURUNAN NILAI ASET 34. IMPAIRMENT LOSSES ON ASSETS
2025 2024
Kredit yang diberikan 1.446.007 1.287.203 Loans
Estimasi kerugian komitmen dan Estimated losses from commitments
kontijensi 234.237 364.631 and contingencies
Tagihan akseptasi 113.288 (115.485) Acceptance receivables
Pemulihan kerugian penurunan nilai Recovery of impairment losses on
tagihan lainnya - trade finance (4.513) (10.218) other receivables - trade finance
Pemulihan kerugian penurunan nilai Recovery of impairment losses on
efek-efek untuk tujuan investasi (15.569) (786) Investment securities
Lain-lain (546) (485) Others
Jumlah 1.772.904 1.524.860 Total
35. BEBAN UMUM DAN ADMINISTRASI 35. GENERAL AND ADMINISTRATIVE EXPENSES
2025 2024
Teknologi informasi 471.017 448.596 Information technology
Penyusutan dan amortisasi 436.000 370.376 Depreciation and amortisation
Perbaikan dan pemeliharaan 177.974 217.144 Repair and maintenance
Beban-beban outsourcing 172.445 183.354 Miscellaneous outsourcing expenses
Komunikasi 146.292 176.124 Communication
Promosi 87.114 182.347 Promotion
Sewa 73.375 81.022 Rent
Transportasi 54.731 50.635 Transportation
Perlengkapan kantor 25.423 24.865 Office equipment
Asuransi 17.647 18.434 Insurance
Jasa profesional 12.214 76.712 Professional fees
Lain-lain 27.136 28.530 Others
Jumlah 1.701.368 1.858.139 Total
36. GAJI DAN TUNJANGAN PENGURUS DAN 36. SALARIES AND BENEFITS TO MANAGEMENT
KARYAWAN AND EMPLOYEES
2025 2024
Gaji, tunjangan dan kesejahteraan Salaries, allowances and other benefits
pengurus dan karyawan 3.102.577 2.834.266 to management and employees
Post-employment
Imbalan pascakerja (lihat Catatan 24) 141.985 116.683 benefits (refer to Note 24)
Defined contribution pension plan
Kontribusi program pensiun iuran pasti 132.081 128.847 contributions
Pendidikan dan pelatihan 51.472 55.534 Training and education
Kompensasi pensiun 15.087 18.761 Pension compensation
Lain-lain 3.718 14.378 Others
Jumlah 3.446.920 3.168.469 Total
Beban gaji dan tunjangan pengurus dan karyawan Salaries and benefits to management and employees
ke pihak berelasi diungkapkan pada Catatan 41. expense for related parties are disclosed in Note 41.
37. PENDAPATAN DAN BEBAN OPERASIONAL 37. OTHER OPERATING INCOME AND EXPENSE
LAINNYA
Pendapatan operasional lainnya terdiri dari: Other operating income consists of:
2025 2024
Laba selisih kurs transaksi yang belum Unrealised gain on foreign exchange
direalisasi 110.804 95.782 translation
Pendapatan jasa Consumer Banking Consumer banking and sharia
dan syariah 33.176 30.590 service income
Pendapatan jasa Commercial and Commercial and Corporate Banking
Corporate Banking 30.822 10.300 transaction service income
Pendapatan atas penarikan deposito Withdrawal of pre-mature deposit
belum jatuh tempo 6.683 7.390 income
Laba penjualan aset Gain on sale of abandoned
yang terbengkalai 2.006 - assets
Laba penjualan aset tetap Gain on sale of fixed assets
- bersih (lihat Catatan 14) 1.721 1.596 - net (refer to Note 14)
Laba penjualan agunan Gain on sale of
diambil alih - bersih - 3.650 foreclosed assets - net
Lain-lain 4.168 3.916 Others
Jumlah 189.380 153.224 Total
Lampiran - 5/128 - Schedule
2025 Annual Report PT Bank Permata Tbk 999
Page 1002
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
37. PENDAPATAN DAN BEBAN OPERASIONAL 37. OTHER OPERATING INCOME AND EXPENSE
LAINNYA (lanjutan) (continued)
Beban operasional lainnya terdiri dari: Other operating expense consists of:
2025 2024
Premi asuransi LPS LPS insurance premium
(lihat Catatan 44) 413.939 372.343 (refer to Note 44)
Beban transaksi jasa perbankan 148.983 164.907 Banking transaction service expense
Iuran Otoritas Jasa Keuangan 117.655 121.236 Otoritas Jasa Keuangan fee
Amortisasi Surat Utang Subordinasi Amortisation of AT-1
Modal Inti AT-1 107.049 103.074 Capital Subordinated Notes
Beban point reward 97.135 25.508 Point reward expense
Beban perjamuan dan keanggotaan 46.982 51.648 Banquet and membership expense
Beban asuransi cash in transit 29.791 39.565 Cash in transit insurance expense
Beban zakat 25.885 9.932 Zakat expense
Kerugian operasional 12.120 19.409 Operational loss
Penurunan nilai agunan diambil alih Decline in value of foreclosed and
dan properti terbengkalai 2.879 15.085 unused assets
Beban kantor 868 651 Office expense
Lain-lain 1.289 274 Others
Jumlah 1.004.575 923.632 Total
38. LABA BERSIH PER SAHAM DASAR DAN 38. BASIC AND DILUTED EARNINGS PER SHARE
DILUSIAN
Laba bersih per saham dasar dihitung dengan Basic earnings per share is calculated by dividing net
membagi laba bersih tahun berjalan dengan income for the year by the weighted average number
rata-rata tertimbang jumlah saham yang beredar of outstanding shares during the related years. In the
pada tahun-tahun yang bersangkutan. Untuk calculation of diluted earnings per share, the
perhitungan laba bersih per saham dilusian, outstanding weighted average number of shares is
rata-rata tertimbang jumlah saham yang beredar adjusted by calculating the effects of all potential
disesuaikan dengan memperhitungkan dampak dari dilutive securities.
semua efek berpotensi saham biasa yang bersifat
dilutif.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of 31 December 2025 and 2024, there are no
ada efek yang berpotensi menjadi saham biasa. securities which can be converted into common
Oleh karena itu, laba per saham dilusian sama shares. Therefore, diluted earnings per share is
dengan laba per saham dasar. equivalent to basic earnings per share.
2025 2024
Laba bersih tahun berjalan 3.587.535 3.566.519 Net income for the year
Rata-rata tertimbang jumlah saham Weighted average number of
yang beredar selama tahun outstanding shares during
berjalan 36.181.359.520 36.181.359.520 the year
Laba bersih per saham dasar dan Basic and diluted earnings
dilusian (Rupiah penuh) 99 99 per share (whole Rupiah)
39. INSTRUMEN KEUANGAN 39. FINANCIAL INSTRUMENTS
a. Klasifikasi aset keuangan dan liabilitas a. Classification of financial assets and
keuangan financial liabilities
Instrumen keuangan pada tabel di bawah ini Financial instruments in the table below have
telah dikelompokkan berdasarkan kategori been classified based on their respective
masing-masing. Kebijakan akuntansi yang category. The significant accounting policies in
signifikan pada Catatan 2g menjelaskan Note 2g describe how the categories of the
bagaimana kategori aset keuangan dan liabilitas financial assets and financial liabilities are
keuangan tersebut diukur dan bagaimana measured and how income and expenses,
pendapatan dan beban, termasuk laba dan rugi including fair value gains and losses (changes in
atas nilai wajar (perubahan nilai wajar instrumen fair value of financial instruments) are
keuangan) diakui. recognised.
Lampiran - 5/129 - Schedule
1000 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1003
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
a. Klasifikasi aset keuangan dan liabilitas a. Classification of financial assets and
keuangan (lanjutan) financial liabilities (continued)
Tabel di bawah menyajikan nilai tercatat aset The table below sets out the carrying amounts of
keuangan dan liabilitas keuangan utama Bank the Bank’s main financial assets and liabilities
berdasarkan kategori masing-masing pada based on their respective categories as of
tanggal 31 Desember 2025 dan 2024: 31 December 2025 and 2024:
2025
Nilai wajar melalui
penghasilan
Nilai wajar melalui komprehensif lain/ Biaya
laba rugi/ Fair value through perolehan Jumlah nilai
Fair value other diamortisasi/ tercatat/
through profit or comprehensive Amortised Total
loss income cost carrying amount
Aset keuangan Financial assets
Kas - - 1.686.358 1.686.358 Cash
Giro pada Bank Current accounts
Indonesia - - 6.897.204 6.897.204 with Bank Indonesia
Giro pada bank-bank Current accounts
lain - - 4.612.276 4.612.276 with other banks
Penempatan pada Placements with
Bank Indonesia dan Bank Indonesia
bank-bank lain - - 7.045.129 7.045.129 and other banks
Aset keuangan untuk Financial assets
diperdagangkan 3.443.525 - - 3.443.525 held for trading
Efek-efek yang dibeli Securities purchased
dengan janji dijual under resale
kembali - - 920.042 920.042 agreements
Tagihan akseptasi - - 4.995.443 4.995.443 Acceptance receivables
Kredit yang diberikan - - 152.111.121 152.111.121 Loans
Efek-efek untuk tujuan
investasi - 67.133.997 6.873.108 74.007.105 Investment securities
Aset lain-lain - bersih - 98.296 2.466.106 2.564.402 Other assets - net
3.443.525 67.232.293 187.606.787 258.282.605
2025
Nilai wajar Jumlah nilai
melalui laba rugi/ Biaya perolehan tercatat/
Fair value through diamortisasi/ Total
profit or loss Amortised cost carrying amount
Liabilitas keuangan Financial liabilities
Liabilities payable on
Liabilitas segera - 1.973.956 1.973.956 demand
Simpanan dari nasabah: Deposits from customers:
- Giro - 73.709.522 73.709.522 Demand deposits -
- Tabungan 49.499.926 49.499.926 Savings -
- Deposito berjangka - 69.816.130 69.816.130 Time deposits -
Simpanan dari bank-bank Deposits from
lain - 4.312.962 4.312.962 other banks
Liabilitas keuangan untuk Financial liabilities
diperdagangkan 231.139 - 231.139 held for trading
Utang akseptasi - 3.771.592 3.771.592 Acceptance payables
Beban masih harus
dibayar - 1.279.932 1.279.932 Accruals
Liabilitas lain-lain - 1.396.403 1.396.403 Other liabilities
Utang atas efek-efek Securities sold under
yang dijual dengan janji repurchase agreements
dibeli kembali - 2.259.267 2.259.267 payable
Pinjaman yang diterima - 1.501 1.501 Borrowings
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 - 11.348.406 11.348.406 Subordinated Notes
231.139 219.369.597 219.600.736
Lampiran - 5/130 - Schedule
2025 Annual Report PT Bank Permata Tbk 1001
Page 1004
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
a. Klasifikasi aset keuangan dan liabilitas a. Classification of financial assets and
keuangan (lanjutan) financial liabilities (continued)
Tabel di bawah menyajikan nilai tercatat aset The table below sets out the carrying amounts of
keuangan dan liabilitas keuangan utama Bank the Bank’s main financial assets and liabilities
berdasarkan kategori masing-masing pada based on their respective categories as of
tanggal 31 Desember 2025 dan 2024: (lanjutan) 31 December 2025 and 2024: (continued)
2024
Nilai wajar melalui
penghasilan
komprehensif lain/ Biaya
Nilai wajar melalui Fair value through perolehan Jumlah nilai
laba rugi/ other diamortisasi/ tercatat/
Fair value through comprehensive Amortised Total
profit or loss income cost carrying amount
Aset keuangan Financial assets
Kas - - 1.661.729 1.661.729 Cash
Giro pada Bank Current accounts
Indonesia - - 8.205.594 8.205.594 with Bank Indonesia
Giro pada bank-bank Current accounts
Lain - - 2.944.477 2.944.477 with other banks
Penempatan pada Placements with
Bank Indonesia dan Bank Indonesia
bank-bank lain - - 12.895.048 12.895.048 and other banks
Aset keuangan untuk Financial assets
diperdagangkan 6.786.864 - - 6.786.864 held for trading
Efek-efek yang dibeli Securities purchased
dengan janji dijual under resale
kembali - - 2.145.738 2.145.738 agreements
Tagihan akseptasi - - 5.442.970 5.442.970 Acceptance receivables
Kredit yang diberikan - - 143.859.070 143.859.070 Loans
Efek-efek untuk tujuan
investasi - 56.248.104 7.949.787 64.197.891 Investment securities
Aset lain-lain - bersih - 98.296 1.150.818 1.249.114 Other assets - net
6.786.864 56.346.400 186.255.231 249.388.495
2024
Nilai wajar Jumlah nilai
melalui laba rugi/ Biaya perolehan tercatat/
Fair value through diamortisasi/ Total
profit or loss Amortised cost carrying amount
Liabilitas keuangan Financial liabilities
Liabilities payable on
Liabilitas segera - 1.965.428 1.965.428 demand
Simpanan dari nasabah: Deposits from customers:
- Giro - 61.292.166 61.292.166 Demand deposits -
- Tabungan - 41.262.012 41.262.012 Savings -
- Deposito berjangka - 83.289.275 83.289.275 Time deposits -
Simpanan dari bank-bank Deposits from
lain - 4.429.571 4.429.571 other banks
Liabilitas keuangan untuk Financial liabilities
diperdagangkan 479.930 - 479.930 held for trading
Utang akseptasi - 4.068.850 4.068.850 Acceptance payables
Beban masih harus
dibayar - 1.409.550 1.409.550 Accruals
Liabilitas lain-lain - 614.271 614.271 Other liabilities
Utang atas efek-efek Securities sold under
yang dijual dengan janji repurchase agreements
dibeli kembali - 4.176.825 4.176.825 payable
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 - 10.849.329 10.849.329 Subordinated Notes
479.930 213.357.277 213.837.207
Lampiran - 5/131 - Schedule
1002 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1005
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan b. Fair value of financial instruments
Nilai wajar aset keuangan dan liabilitas The fair values of financial assets and financial
keuangan yang diperdagangkan di pasar aktif liabilities that are traded in active markets are
didasarkan pada kuotasian harga pasar atau based on quoted market prices or dealer price
harga dealer. Untuk semua instrumen quotations. For all other financial instruments,
keuangan lainnya, Bank menentukan nilai wajar the Bank determines fair values using other
dengan menggunakan teknik penilaian lainnya. valuation techniques.
Untuk instrumen keuangan yang jarang For financial instruments that traded infrequently
diperdagangkan dan sedikit memiliki and have little price transparency, fair values are
transparansi harga, nilai wajar menjadi kurang less objective and requires varying degrees of
objektif dan membutuhkan berbagai tingkat judgment depending on liquidity, concentration,
pertimbangan tergantung pada likuiditas, uncertainty of market factors, pricing
konsentrasi, ketidakpastian faktor pasar, assumptions and other risks affecting the
asumsi harga dan risiko lainnya yang specific instrument.
memengaruhi instrumen tertentu.
Model Penilaian Valuation Models
Bank mengukur nilai wajar dengan The Bank measures fair values using the
menggunakan hierarki dari metode berikut: following hierarchy of methods:
- Level 1: input yang berasal dari harga - Level 1: inputs that are quoted prices
kuotasian (tanpa penyesuaian) di pasar aktif (unadjusted) in active markets for identical
untuk instrumen yang identik yang dapat instruments that the Bank can access at the
diakses Bank pada tanggal pengukuran. measurement date.
- Level 2: input selain harga kuotasian yang - Level 2: inputs other than quoted prices
termasuk dalam level 1 yang dapat included within level 1 that are observable
diobservasi, baik secara langsung atau either directly or indirectly. This category
tidak langsung. Dalam kategori ini termasuk includes instruments valued using: quoted
instrumen yang dinilai dengan market prices in active markets for similar
menggunakan: harga kuotasian untuk instruments; quoted prices for identical or
instrumen yang serupa di pasar aktif; harga similar instruments in markets that are not
kuotasian untuk instrumen yang identik atau active; or other valuation techniques in
yang serupa di pasar yang tidak aktif; atau which all significant inputs are directly or
teknik penilaian lainnya di mana seluruh indirectly observable from market data.
input signifikan dapat diobservasi secara
langsung maupun tidak langsung dari data
pasar.
- Level 3: input yang tidak dapat diobservasi. - Level 3: inputs that are unobservable. This
Dalam kategori ini termasuk semua category includes all instruments for which
instrumen di mana teknik penilaian the valuation technique includes inputs not
menggunakan input yang tidak dapat based on observable data and the
diobservasi dan input yang tidak dapat unobservable inputs have a significant effect
diobservasi ini memberikan dampak on the instrument’s valuation. This category
signifikan terhadap penilaian instrumen. includes instruments that are valued based
Termasuk dalam kategori ini adalah on quoted prices for similar instruments for
instrumen yang dinilai berdasarkan harga which significant unobservable adjustments
kuotasian untuk instrumen serupa yang or assumptions are required to reflect
memerlukan penyesuaian atau asumsi differences between the instruments.
signifikan yang tidak dapat diobservasi
untuk mencerminkan perbedaan di antara
instrumen tersebut.
Teknik penilaian mencakup model nilai kini Valuation techniques include net present value
bersih dan arus kas yang didiskontokan, and discounted cash flow models, comparison
perbandingan dengan instrumen sejenis yang with similar instruments for which market
harga pasarnya tersedia, serta dapat observable prices exist and other valuation
diobservasi, serta model penilaian lainnya. models. Assumptions and inputs used in
Asumsi dan input yang digunakan dalam teknik valuation techniques include risk-free and
penilaian meliputi suku bunga bebas risiko (risk- benchmark interest rates and credit spreads
free) dan suku bunga acuan serta credit used in estimating discount rates, bond prices
spreads yang digunakan untuk mengestimasi and foreign currency exchange rates.
tingkat diskonto, harga obligasi dan nilai tukar
mata uang asing.
Lampiran - 5/132 - Schedule
2025 Annual Report PT Bank Permata Tbk 1003
Page 1006
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan (lanjutan) b. Fair value of financial instruments (continued)
Model Penilaian (lanjutan) Valuation Models (continued)
Tujuan dari teknik penilaian adalah untuk The objective of valuation techniques is to arrive
pengukuran nilai wajar yang mencerminkan at a fair value measurement that reflects the
harga yang akan diterima untuk menjual aset price that would be received to sell the asset or
atau harga yang akan dibayar untuk paid to transfer the liability in an orderly
mengalihkan suatu liabilitas dalam transaksi transaction between market participants at the
teratur (orderly transactions) antara pelaku measurement date.
pasar (market participants) pada tanggal
pengukuran.
Bank menggunakan model penilaian The Bank uses widely recognised valuation
yang diakui secara luas untuk menentukan nilai models for determining the fair values of
wajar atas instrumen keuangan yang umum common and more simple financial instruments,
dan yang lebih sederhana, seperti swap such as interest rate and currency swaps that
suku bunga dan nilai tukar yang hanya use only observable market data and require
menggunakan data pasar yang dapat little management judgment and estimation.
diobservasi dan membutuhkan sedikit Observable prices or model inputs are usually
pertimbangan dan estimasi manajemen. Harga available in the market for listed debt securities
yang dapat diobservasi atau input model and simple over-the-counter (“OTC”) derivatives
biasanya tersedia di pasar untuk efek-efek such as interest rate swaps. Availability of
utang yang tercatat di bursa dan derivatif observable market prices and model inputs
over-the-counter (“OTC”) seperti swap suku reduces the needs for management judgment
bunga. Ketersediaan harga pasar yang dapat and estimation and also reduces the uncertainty
diobservasi dan input model mengurangi associated with determining fair values. The
kebutuhan pertimbangan dan estimasi availability of observable market prices and
manajemen dan juga mengurangi inputs varies depending on the products and
ketidakpastian terkait penentuan nilai wajar. markets and is prone to changes based on
Ketersediaan harga pasar yang dapat specific events and general conditions in the
diobservasi dan input bervariasi bergantung financial markets.
pada produk dan pasar dan cenderung berubah
berdasarkan kejadian tertentu dan kondisi
umum di pasar keuangan.
Untuk instrumen yang lebih kompleks, Bank For more complex instruments, the Bank uses
menggunakan model penilaian proprietary, proprietary valuation models, which are usually
yang biasanya dikembangkan dari model developed from recognised valuation models.
penilaian yang telah diakui. Beberapa atau Some or all the significant inputs into these
semua input yang signifikan dalam model ini models may not be observable in the market and
mungkin tidak dapat diobservasi di pasar are derived from market prices or rates or are
dan berasal dari harga pasar atau harga estimated based on assumptions. Examples of
atau estimasi berdasarkan asumsi. Contoh instruments involving significant unobservable
instrumen yang memerlukan input yang tidak inputs include certain OTC structured
dapat diobservasi yang signifikan meliputi derivatives, certain loans and securities for
beberapa OTC structured derivatives, pinjaman which there is no active market (as discussed in
tertentu dan efek yang tidak memiliki pasar aktif the following paragraph). Valuation models that
(seperti dibahas di paragraf di bawah). Model employ significant unobservable inputs require a
penilaian yang menggunakan input yang tidak higher degree of management judgment and
dapat diobservasi yang signifikan memerlukan estimation in the determination of value.
tingkat pertimbangan dan asumsi manajemen
yang lebih tinggi dalam penentuan nilai.
Pertimbangan dan estimasi manajemen Management judgment and estimation usually
biasanya memerlukan pemilihan model yang requires a selection of the appropriate valuation
sesuai untuk digunakan, penentuan arus kas model to be used, determination of expected
masa depan yang diharapkan pada instrumen future cash flows on the financial instrument
keuangan yang dinilai, penentuan probabilitas being valued, determination of the probability of
kegagalan pihak lawan dan pembayaran counterparty default and prepayments, and
dimuka, dan pemilihan tingkat diskonto yang selection of appropriate discount rates.
tepat.
Lampiran - 5/133 - Schedule
1004 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1007
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan (lanjutan) b. Fair value of financial instruments (continued)
Model Penilaian (lanjutan) Valuation Models (continued)
Estimasi nilai wajar yang diperoleh dari model Fair values estimates obtained from models are
disesuaikan dengan faktor-faktor lain, seperti adjusted for any other factors, such as liquidity
risiko likuiditas atau ketidakpastian model, risk or model uncertainties, to the extent that the
sepanjang Bank berkeyakinan bahwa pelaku Bank believes that third party market participants
pasar pihak ketiga akan memperhitungkan would take them into account in pricing a
mereka dalam menentukan harga transaksi. transaction. Fair values reflect the credit risk of
Nilai wajar mencerminkan risiko kredit the instrument and include adjustments to take
instrumen termasuk penyesuaian untuk into account the credit risk of the Bank and the
memperhitungkan risiko kredit Bank dan pihak counterparty where appropriate. For measuring
lawan. Untuk mengukur derivatif yang derivatives that might change classification from
klasifikasinya mungkin berubah dari aset being an asset to a liability or vice versa such as
menjadi liabilitas atau sebaliknya seperti swap interest rate swaps, fair values take into account
suku bunga, nilai wajar memperhitungkan both Credit Valuation Adjustment (“CVA”) and
Credit Valuation Adjustment (“CVA”) dan Debit Debit Valuation Adjustment (“DVA”) when
Valuation Adjustment (“DVA”) ketika pelaku market participants take this into consideration in
pasar mempertimbangkan hal ini dalam harga pricing the derivatives. The Bank uses Advanced
derivatif. Bank menggunakan Advanced Internal Rating Based (“AIRB”) model to
Internal Rating Based ("AIRB") model untuk measure the CVA and DVA.
mengukur CVA dan DVA.
Penilaian aset keuangan dan liabilitas Valuation of financial assets and financial
keuangan dikaji secara independen dari bisnis liabilities are subject to a review, independent of
oleh Unit Keuangan dan Unit Risiko, Unit the business, by Finance and Risk Units.
Keuangan terutama bertanggung jawab untuk Finance Unit is primarily responsible for ensuring
memastikan bahwa penyesuaian penilaian that valuation adjustments have been properly
telah dilakukan secara tepat. Unit Risiko accounted for. Risk Unit performs an
melakukan validasi harga secara independen independent price validation to ensure that the
untuk memastikan bahwa Bank menggunakan Bank uses reliable market data from
data pasar yang dapat diandalkan dari sumber- independent sources (e.g., traded prices and
sumber independen (misalnya harga broker quotes) based on consensus data
perdagangan dan kuotasi pialang) berdasarkan sources.
konsensus sumber data.
Kerangka Penilaian Valuation Framework
Model penilaian diajukan oleh bisnis dan Valuation model is proposed by the business
divalidasi oleh Unit Risiko. Model penilaian and is validated by Risk Unit. Valuation model is
disetujui oleh Direktur Bisnis, Direktur Risiko approved by Business Director, Risk Director
dan Direktur Keuangan. Unit Risiko melakukan and Finance Director. Risk Unit performs annual
pengkajian tahunan terhadap model penilaian review on the valuation model to ensure that the
untuk memastikan bahwa hasil penilaian result of the valuation reflects the market prices.
mencerminkan harga pasar.
Unit Risiko melakukan pengkajian terhadap Risk Unit performs a review of the suitability of
kelayakan sumber data pasar yang digunakan the market data sources used for valuation at
dalam penilaian paling sedikit setahun sekali. least annually. The market data used for price
Data pasar yang digunakan untuk validasi validation may include those sourced from
harga mencakup pula sumber data recent trade data involving external
perdagangan terkini yang melibatkan pihak counterparties or third parties such as
lawan eksternal atau pihak ketiga seperti Bloomberg, LSEG, PHEI, brokers and pricing
Bloomberg, LSEG, PHEI, pialang dan pricing providers. The market data used should be
providers. Data pasar yang digunakan harus representative of the market as much as
sedapat mungkin mencerminkan pasar yang possible, which can evolve over time as markets
secara berkesinambungan dapat berevolusi and financial instruments develop. To determine
mengikuti perkembangan pasar dan instrumen the quality of the market data inputs, factors such
keuangan. Untuk menentukan kualitas dari as independence, relevance, reliability,
input data pasar, faktor-faktor seperti availability of multiple data sources, and
independensi, relevansi, keandalan, methodology employed by the pricing provider
ketersediaan berbagai sumber data, dan are taken into consideration.
metodologi yang digunakan oleh pricing
provider juga dipertimbangkan.
Lampiran - 5/134 - Schedule
2025 Annual Report PT Bank Permata Tbk 1005
Page 1008
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan (lanjutan) b. Fair value of financial instruments (continued)
Instrumen keuangan yang diukur pada nilai Financial instruments measured at fair
wajar values
Tabel berikut ini menyajikan analisis instrumen The table below presents financial instruments
keuangan yang diukur pada nilai wajar measured at fair value as 31 December 2025
berdasarkan tingkat hierarki nilai wajarnya pada and 2024, based on the level in the fair values
tanggal 31 Desember 2025 dan 2024, hierarchy:
berdasarkan level hierarki nilai wajar:
2025
Jumlah/
Level 1 Level 2 Level 3 Total
Aset keuangan Financial assets
Diukur pada nilai wajar Measured at fair value
melalui laba rugi through profit or loss
Aset keuangan untuk Financial assets
diperdagangkan held for trading
- Instrumen keuangan Fixed income financial -
pendapatan tetap 3.303.923 - - 3.303.923 instruments
- Derivatif 7.288 132.314 - 139.602 Derivatives -
3.311.211 132.314 - 3.443.525
Diukur pada nilai wajar melalui Measured at fair value through
penghasilan komprehensif lain other comprehensive income
Efek-efek untuk tujuan investasi Investment securities
- Instrumen keuangan Fixed income financial -
pendapatan tetap 65.901.552 1.232.445 - 67.133.997 instruments
- Aset lain-lain - bersih - - 98.296 98.296 Other assets - net -
69.212.763 1.364.759 98.296 70.675.818
Liabilitas keuangan Financial liabilities
Diukur pada nilai wajar Measured at fair value
melalui laba rugi through profit or loss
Liabilitas keuangan untuk Financial liabilities held for
diperdagangkan trading
- Derivatif 11.134 220.005 - 231.139 Derivatives -
2024
Jumlah/
Level 1 Level 2 Level 3 Total
Aset keuangan Financial assets
Diukur pada nilai wajar Measured at fair value
melalui laba rugi through profit or loss
Aset keuangan untuk Financial assets
diperdagangkan held for trading
- Instrumen keuangan Fixed income financial -
pendapatan tetap 6.430.307 - - 6.430.307 instruments
- Derivatif 5.161 351.396 - 356.557 Derivatives -
6.435.468 351.396 - 6.786.864
Diukur pada nilai wajar melalui Measured at fair value through
penghasilan komprehensif lain other comprehensive income
Efek-efek untuk tujuan investasi Investment securities
- Instrumen keuangan Fixed income financial -
pendapatan tetap 55.431.311 816.793 - 56.248.104 instruments
- Aset lain-lain - bersih - - 98.296 98.296 Other assets - net -
61.866.779 1.168.189 98.296 63.133.264
Liabilitas keuangan Financial liabilities
Diukur pada nilai wajar Measured at fair value
melalui laba rugi through profit or loss
Liabilitas keuangan untuk Financial liabilities held for
diperdagangkan trading
- Derivatif 3.394 476.536 - 479.930 Derivatives -
Nilai wajar aset keuangan dan liabilitas keuangan The fair values of financial assets and financial
untuk diperdagangkan, efek-efek tersedia untuk liabilities held for trading, available-for-sale
dijual dan investasi diukur pada FVOCI investment securities and investments
ditentukan dengan teknik penilaian berdasarkan measured at FVOCI were determined using
input yang dapat diobservasi yang diperoleh valuation techniques based on observable
dengan referensi utama dari penyedia data inputs with major references from independent
independen seperti LSEG, Bloomberg dan PHEI. data provider such LSEG, Bloomberg and PHEI.
Lampiran - 5/135 - Schedule
1006 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1009
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan (lanjutan) b. Fair value of financial instruments (continued)
Instrumen keuangan yang tidak diukur pada Financial instruments not measured at fair
nilai wajar (lanjutan) values (continued)
Nilai wajar dari eksposur kredit tersebut diukur The fair value of the credit exposure is measured
menggunakan metode diskonto arus kas using the discounted cash flow method with a
dengan model yang telah disetujui oleh Komite model that has been approved by the Model
Penilaian Model (“MAC”) yang merupakan sub- Assessment Committee (“MAC”) which is a sub-
komite dari RMC. committee of the RMC.
Tabel di bawah ini menyajikan nilai wajar The following table sets out the fair values of
instrumen keuangan yang tidak diukur pada financial instruments not measured at fair value
nilai wajar dan analisis atas instrumen and analysis on those financial instruments by
keuangan tersebut sesuai dengan level in the fair value hierarchy.
masing-masing level pada hierarki nilai wajar.
2025
Jumlah nilai Nilai wajar/
tercatat/ Fair value
Total carrying Jumlah/
amount Level 1 Level 2 Level 3 Total
Aset keuangan Financial assets
Kredit yang diberikan 152.111.121 - - 151.183.710 151.183.710 Loans
Efek-efek untuk
tujuan investasi 6.873.108 - 515.972 6.351.180 6.867.152 Investment securities
158.984.229 - 515.972 157.534.890 158.050.862
Liabilitas keuangan Financial liabilities
Simpanan dari nasabah: Deposits from customers:
- Giro 73.709.522 - 73.709.522 - 73.709.522 Demand deposits -
- Tabungan 49.499.926 - 49.499.926 - 49.499.926 Savings -
- Deposito berjangka 69.816.130 - 69.816.130 - 69.816.130 Time deposits -
Surat Utang Subordinasi AT-1 Capital
Tambahan Tier-1 11.348.406 - - 10.439.576 10.439.576 Subordinated Notes
204.373.984 - 193.025.578 10.439.576 203.465.154
2024
Jumlah nilai Nilai wajar/
tercatat/ Fair value
Total carrying Jumlah/
amount Level 1 Level 2 Level 3 Total
Aset keuangan Financial assets
Kredit yang diberikan 143.859.070 - - 142.912.729 142.912.729 Loans
Efek-efek untuk
tujuan investasi 7.949.787 - 1.030.730 6.919.057 7.949.787 Investment securities
151.808.857 - 1.030.730 149.831.786 150.862.516
Liabilitas keuangan Financial liabilities
Simpanan dari nasabah: Deposits from customers:
- Giro 61.292.166 - 61.292.166 - 61.292.166 Demand deposits -
- Tabungan 41.262.012 - 41.262.012 - 41.262.012 Savings -
- Deposito berjangka 83.289.275 - 83.289.275 - 83.289.275 Time deposits -
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 10.849.329 - - 9.619.569 9.619.569 Subordinated Notes
196.692.782 - 185.843.453 9.619.569 195.463.022
Lampiran - 5/136 - Schedule
2025 Annual Report PT Bank Permata Tbk 1007
Page 1010
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan (lanjutan) b. Fair value of financial instruments (continued)
Sebagian besar dari instrumen keuangan yang The majority of the financial instruments not
tidak diukur pada nilai wajar, diukur pada biaya measured at fair value are measured at
perolehan diamortisasi. Tabel di bawah ini amortised cost. The following table lists those
menyajikan daftar instrumen keuangan yang financial instruments for which their carrying
nilai tercatatnya mendekati nilai wajarnya, amount are reasonable approximation of fair
contohnya, instrumen keuangan jangka pendek value because, for example, short-term financial
atau yang ditinjau ulang menggunakan harga instruments or which are reviewed at market
pasar secara berkala. prices periodically.
Aset Keuangan: Financial Assets:
- Kas - Cash
- Giro pada Bank Indonesia - Current accounts with Bank Indonesia
- Giro pada bank-bank lain - Current accounts with other banks
- Penempatan pada Bank Indonesia dan - Placements with Bank Indonesia and other
bank-bank lain banks
- Tagihan akseptasi - Acceptance receivables
- Efek-efek yang dibeli dengan janji dijual - Securities purchased under resale
kembali agreements
- Aset lain-lain - bersih - Other assets - net
Liabilitas Keuangan: Financial Liabilities:
- Simpanan dari bank-bank lain - Deposits from other banks
- Utang akseptasi - Acceptance payables
- Beban masih harus dibayar - Accruals
- Liabilitas segera - Liabilities payable on demand
- Utang atas efek-efek yang dijual dengan - Securities sold under repurchase
janji dibeli kembali agreements payable
- Liabilitas lain-lain - Other liabilities
- Pinjaman yang diterima - Borrowings
Nilai wajar investasi pada efek-efek syariah The fair value of investments in sharia securities
berdasarkan harga kuotasian pasar. were based on quoted market price.
Nilai wajar dari kredit yang diberikan diestimasi Fair value of loans is estimated using valuation
dengan menggunakan model penilaian, seperti models, such as discounted cash flow
teknik diskonto arus kas. Input dalam teknik techniques. Inputs into the valuation techniques
penilaian termasuk arus kas yang akan diterima include expected future cash flow and interest
di masa datang dan suku bunga. rates.
Nilai wajar dari simpanan dari nasabah tanpa The fair value of deposits from customers with
jatuh tempo adalah jumlah yang terutang pada no stated maturity is the amount repayable on
saat penarikan. demand.
Nilai wajar Surat Utang Subordinasi Modal Inti The fair value of Additional Tier-1 Capital
Tambahan Tier-1 dihitung menggunakan model Subordinated Notes were calculated using
penilaian, seperti teknik diskonto arus kas. Input valuation models, such as discounted cash flow
dalam teknik penilaian termasuk arus kas yang techniques. Inputs into the valuation techniques
akan diterima di masa datang dan suku bunga. include expected future cash flow and interest
rates.
Lampiran - 5/137 - Schedule
1008 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1011
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
39. INSTRUMEN KEUANGAN (lanjutan) 39. FINANCIAL INSTRUMENTS (continued)
b. Nilai wajar instrumen keuangan (lanjutan) b. Fair value of financial instruments (continued)
Perhitungan nilai wajar dilakukan hanya untuk The fair values calculated are for disclosure
kepentingan pengungkapan dan tidak purposes only and do not have any impact on the
berdampak pada pelaporan posisi atau kinerja Bank’s reported financial performance or
keuangan Bank. Nilai wajar yang dihitung oleh position. The fair values calculated by the Bank
Bank mungkin berbeda dengan jumlah aktual may be different from the actual amount that will
yang akan diterima/dibayar pada saat be received/paid on the settlement or maturity of
penyelesaian atau jatuh tempo instrumen the financial instrument. As certain categories of
keuangan. Mengingat kategori tertentu financial instruments are not traded, there is
instrumen keuangan yang tidak management judgment involved in calculating
diperdagangkan, maka terdapat pertimbangan the fair values.
manajemen dalam perhitungan nilai wajar.
40. KOMITMEN DAN KONTINJENSI 40. COMMITMENTS AND CONTINGENCIES
Pada tanggal 31 Desember 2025 dan 2024, Bank As of 31 December 2025 and 2024, the Bank has
memiliki komitmen dan kontinjensi sebagai berikut: commitments and contingencies as follows:
2025 2024
Komitmen Commitments
Liabilitas komitmen Committed liabilities
Fasilitas kredit kepada nasabah yang Unused credit facility
belum digunakan - committed - committed
- Pihak ketiga 20.167.311 21.281.205 Third parties -
- Pihak berelasi 27.046 24.627 Related parties -
20.194.357 21.305.832
Letters of credit yang tidak dapat Outstanding irrevocable letters
dibatalkan dan masih berjalan of credit
- Pihak ketiga 2.143.569 1.926.455 Third parties -
- Pihak berelasi - 221.353 Related parties -
2.143.569 2.147.808
Jumlah liabilitas komitmen 22.337.926 23.453.640 Total committed liabilities
Kontinjensi Contingencies
Tagihan Kontinjensi Contingent receivables
Garansi yang diterima Guarantees received
- Pihak ketiga 592 - Third parties -
Jumlah tagihan kontinjensi 592 - Total contingent receivables
Liabilitas kontinjensi Contingent liabilities
Garansi yang diterbitkan Guarantees issued
Bank garansi Bank guarantees
- Pihak ketiga 7.218.216 5.831.903 Third parties -
- Pihak berelasi 117 113 Related parties -
Jumlah liabilitas kontinjensi 7.218.333 5.832.016 Total contingent liabilities
Jumlah fasilitas kredit (uncommitted) kepada The unused loan facilities (uncommitted) granted to
nasabah dan bank lain yang belum digunakan pada customers and other banks as of 31 December 2025
31 Desember 2025 dan 2024 adalah and 2024 amounted to Rp65,979,721 and
masing-masing sebesar Rp65.979.721 dan Rp70,796,224, respectively.
Rp70.796.224.
Komitmen dan kontinjensi ke pihak berelasi Commitments and contingencies for related parties
diungkapkan pada Catatan 41. are disclosed in Note 41.
Lampiran - 5/138 - Schedule
2025 Annual Report PT Bank Permata Tbk 1009
Page 1012
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
41. TRANSAKSI DENGAN PIHAK-PIHAK BERELASI 41. TRANSACTIONS WITH RELATED PARTIES
Rincian saldo dengan pihak berelasi pada tanggal The details of balances with related parties as of
31 Desember 2025 dan 2024 adalah sebagai 31 December 2025 and 2024 are as follows:
berikut:
2025 2024
Catatan/ Jumlah/ Jumlah/
Notes Amount %1) Amount %1)
Giro pada bank-bank lain 7 Current accounts with other banks
Bangkok Bank Public Company
Bangkok Bank Public Company Limited 104.971 0,04 89.503 0,03 Limited
Kredit yang diberikan 12 Loans
PT Mandaya Sehat Utama 652.935 0,24 310.059 0,12 PT Mandaya Sehat Utama
Karyawan kunci 143.783 0,05 135.566 0,05 Key management personnel
KB Finansia Multi Finance2) - - 112.577 0,04 KB Finansia Multi Finance2)
Simpanan dari nasabah Deposits from customers
Giro 18 961 0,00 992 0,00 Demand deposits
Tabungan 19 102.034 0,05 82.816 0,04 Savings
Deposito berjangka 20 144.702 0,07 141.037 0,07 Time deposits
Simpanan dari bank-bank lain 21 Deposits from other banks
Bangkok Bank Public Company Bangkok Bank Public Company
Limited 28.361 0,01 27.983 0,01 Limited
Liabilitas keuangan untuk
diperdagangkan 9 Financial liabilities held for trading
Bangkok Bank Public Company Bangkok Bank Public Company
Limited 9 0,00 - 0,00 Limited
Utang akseptasi 11 Acceptance payables
Bangkok Bank Public Company Bangkok Bank Public Company
Limited 2.432 0,00 7.748 0,00 Limited
Obligation for post-employment
Liabilitas imbalan pascakerja 24 22.001 0,01 19.057 0,01 benefits
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 26 Subordinated Notes
Bangkok Bank Public Company Bangkok Bank Public Company
Limited 11.348.406 5,10 10.849.329 5,01 Limited
Garansi yang diterbitkan 40 Guarantees issued
Bangkok Bank Public Company Bangkok Bank Public Company
Limited 117 0,00 113 0,00 Limited
Fasilitas kredit pada nasabah yang belum
digunakan - committed 40 27.046 0,14 24.627 0,12 Unused credit facility - committed
Letters of credit yang tidak dapat Outstanding irrevocable
dibatalkan dan masih berjalan 40 - 0,00 221.353 0,94 letters of credit
1)
Persentase terhadap jumlah aset dan liabilitas untuk setiap aset dan liabilitas Percentage to total assets and liabilities for each 1)
serta persentase terhadap setiap jumlah komitmen dan kontinjensi untuk respective asset and liability and percentage to the respective total
setiap komitmen dan kontinjensi. commitments and contingencies for each respective commitment and
contingency.
1)
Bukan merupakan pihak berelasi pada laporan keuangan 31 Desember 2025 No longer a related party in the financial statements as of 31 December 2025. 1)
Rincian saldo dengan pihak berelasi pada tanggal The details of balances with related parties as of
31 Desember 2025 dan 2024 adalah sebagai 31 December 2025 and 2024 are as follows:
berikut: (lanjutan) (continued)
2025 2024
Catatan/ Jumlah/ Jumlah/
Notes Amount %1) Amount %1)
Pendapatan bunga dan syariah 30 Interest and sharia income
Kredit yang diberikan 56.929 0,33 42.073 0,24 Loans
Beban bunga dan syariah 31 Interest and sharia expense
Giro 98 0,00 368 0,00 Demand deposits
Tabungan 2.059 0,03 1.659 0,02 Savings
Deposito berjangka 7.423 0,11 4.705 0,06 Time deposits
Pendapatan provisi dan komisi 32 671 0,04 543 0,03 Fees and commission income
1)
Persentase terhadap masing-masing jumlah pendapatan/beban Percentage of the respective total 1)
yang bersangkutan. income/expenses accounts.
Lampiran - 5/139 - Schedule
1010 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1013
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
41. TRANSAKSI DENGAN PIHAK-PIHAK BERELASI 41. TRANSACTIONS WITH RELATED PARTIES
(lanjutan) (continued)
Transaksi dengan pihak berelasi terutama The related parties’ transactions primarily relates to
berhubungan dengan kegiatan pinjam-meminjam the lending and borrowing of funds in the normal
dana dalam kegiatan normal usaha. Tidak terdapat course of business. There is no significant difference
perbedaan syarat usaha yang signifikan in terms of business compared with third party
dibandingkan dengan transaksi dengan pihak ketiga transactions unless otherwise stated in the financial
kecuali dinyatakan lain di dalam laporan keuangan. statements.
Pada tanggal 31 Desember 2025 dan 2024, As of 31 December 2025 and 2024, allowance for
cadangan kerugian penurunan nilai yang dibukukan impairment losses related to loans to key
atas saldo kredit yang diberikan kepada personil management personnel amounted to Rp4,373 and
manajemen kunci masing-masing sebesar Rp4.373 Rp3,971, respectively.
dan Rp3.971.
Kompensasi yang diberikan bagi personil The compensation of key management personnel for
manajemen kunci untuk tahun-tahun yang berakhir the years ended 31 December 2025 and 2024
31 Desember 2025 dan 2024 terdiri dari: consists of:
2025 2024
Dewan Komisaris Board of Commissioners
Imbalan kerja jangka pendek 34.461 38.465 Short-term employee benefits
Direksi Board of Directors
Imbalan kerja jangka pendek 126.380 94.645 Short-term employee benefits
Karyawan kunci Key management personnel
Imbalan kerja jangka pendek 342.606 347.135 Short-term employee benefits
Imbalan kerja jangka panjang 7.943 7.211 Long-term employment benefits
Imbalan pascakerja 22.001 19.057 Post-employment benefits
533.391 506.513
Rincian sifat hubungan dan jenis transaksi yang The details of the relationship and type of significant
signifikan dengan pihak berelasi pada tanggal transactions with related parties as of 31 December
31 Desember 2025 dan 2024 adalah sebagai berikut: 2025 and 2024 are as follows:
Pihak berelasi/ Sifat relasi/ Jenis transaksi/
No. Related parties Nature of relationship Type of transactions
1. Bangkok Bank Public Company Pemegang saham terakhir dan Giro pada bank-bank lain,
Limited mayoritas/Ultimate and majority simpanan dari bank-bank lain,
shareholder liabilitas keuangan untuk
diperdagangkan, utang
akseptasi, surat utang
subordinasi modal inti tambahan
Tier-1, dan garansi yang
diterbitkan/ Current account in
other banks, deposits from other
banks, financial liabilities held for
trading, acceptance payables,
additional Tier-1 capital
subordinated notes, and
guarantees issued
2. Dewan Komisaris, Direksi dan Pengawas, pengurus dan karyawan Kredit yang diberikan, simpanan
personil manajemen kunci/Oversight team, dari nasabah, dan
kunci/Board of management and key remunerasi/Loans, deposits from
Commissioners, Directors and management personnel customers, and remuneration
key management personnel
3. PT Mandaya Sehat Utama Dimiliki oleh pemegang saham Kredit yang diberikan/Loans
pengendali/Owned by the same
controlling shareholder
4. KB Finansia Multi Finance*) Dimiliki oleh keluarga dari personal Kredit yang diberikan/Loans
manajemen kunci/Owned by the
family member of the key
management personnel
*)
Bukan merupakan pihak berelasi pada laporan keuangan 31 Desember 2025/
No longer a related party in the financial statements as of 31 December 2025.
Lampiran - 5/140 - Schedule
2025 Annual Report PT Bank Permata Tbk 1011
Page 1014
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
42. ASET DAN LIABILITAS DALAM VALUTA ASING 42. ASSETS AND LIABILITIES IN FOREIGN
CURRENCIES
2025 2024
Jumlah dalam
Jumlah dalam valuta asing
valuta asing (nilai penuh)/
(nilai penuh)/ Ekuivalen Amount in Ekuivalen
Amount in Rupiah/ foreign Rupiah/
foreign currency Rupiah currency Rupiah
(whole amount) equivalent (whole amount) equivalent
Aset Assets
Kas Cash
Dolar Amerika Serikat 3.846.500 64.140 5.084.736 81.839 United States Dollar
Euro 2.587.080 50.633 2.606.225 43.675 Euro
Dolar Australia 1.997.975 22.282 1.625.260 16.275 Australian Dollar
Dolar Singapura 1.388.270 17.999 4.068.973 48.195 Singapore Dollar
Yen Jepang 88.098.000 9.382 50.600.000 5.213 Japanese Yen
Yuan Cina 455.897 1.087 374.681 824 Chinese Yuan
Baht Thailand 675.130 357 150.510 71 Thailand Baht
Lain-lain (ekuivalen USD) 102.558 1.711 185.426 2.984 Others (equivalent USD)
Giro pada Bank Indonesia Current accounts with Bank Indonesia
Dolar Amerika Serikat 118.770.354 1.980.496 119.005.744 1.915.397 United States Dollar
Giro pada bank-bank lain - bersih Current accounts with other banks - net
- Pihak berelasi Related parties -
Dolar Amerika Serikat 3.521.895 58.728 4.088.142 65.799 United States Dollar
Baht Thailand 53.497.250 28.311 20.274.119 9.525 Thailand Baht
Pound sterling Inggris 376.343 8.445 396.818 8.023 Great Britain Pound sterling
Yen Jepang 41.817.942 4.454 41.816.595 4.308 Japanese Yen
Dolar Singapura 149.323 1.936 149.319 1.769 Singapore Dollar
Lain-lain (ekuivalen USD) 185.797 3.097 4.952 79 Others (equivalent USD)
- Pihak ketiga Third parties -
Dolar Amerika Serikat 216.364.133 3.607.871 132.120.635 2.126.481 United States Dollar
Yen Jepang 2.911.525.701 310.077 3.059.949.068 315.267 Japanese Yen
Dolar Singapura 14.850.218 192.534 10.319.305 122.227 Singapore Dollar
Yuan Cina 56.213.279 134.069 31.983.651 70.316 Chinese Yuan
Euro 4.720.759 92.392 3.486.919 58.434 Euro
Dolar Australia 5.226.107 58.283 3.866.379 38.716 Australian Dollar
Pound sterling Inggris 2.402.146 53.903 2.775.038 56.107 Great Britain Pound sterling
Dolar Selandia Baru 2.183.873 21.021 3.047.607 27.635 New Zealand Dollar
Lain-lain (ekuivalen USD) 1.975.528 32.943 2.098.342 33.775 Others (equivalent USD)
Penempatan pada Bank
Indonesia dan Placements with Bank Indonesia and
bank-bank lain - bersih other banks - net
- Pihak ketiga Third parties -
Dolar Amerika Serikat 25.002.826 416.922 285.614.721 4.596.969 United States Dollar
Euro - - 10.081.297 168.944 Euro
Aset keuangan untuk
diperdagangkan Financial assets held for trading
- Pihak ketiga Third parties -
Dolar Amerika Serikat 10.592.259 176.626 5.244.679 84.413 United States Dollar
Euro 30.244 592 754 13 Euro
Yen Jepang 138.792 15 7.918.579 816 Japanese Yen
Yuan Cina 2.961 7 - - Chinese Yuan
Dolar Singapura - - 16.825 199 Singapore Dollar
Pound sterling Inggris - - 327 7 Great Britain Pound sterling
Dolar Australia - - 27.500 275 Australian Dollar
Dolar Selandia Baru - - 203 2 New Zealand Dollar
Tagihan akseptasi - bersih Acceptance receivables - net
- Pihak ketiga Third parties -
Dolar Amerika Serikat 227.249.380 3.789.383 258.026.370 4.152.935 United States Dollar
Yuan Cina 55.896.196 133.312 36.606.356 80.479 Chinese Yuan
Euro 2.832.427 55.435 1.652.202 27.688 Euro
Yen Jepang 91.910.301 9.789 9.401.679 969 Japanese Yen
Baht Thailand 2.362.081 1.250 865.149 406 Thailand Baht
Dolar Singapura - - 1.410.295 16.704 Singapore Dollar
Dipindahkan 11.339.482 14.183.753 Carried forward
Lampiran - 5/141 - Schedule
1012 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1015
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
42. ASET DAN LIABILITAS DALAM VALUTA ASING 42. ASSETS AND LIABILITIES IN FOREIGN
(lanjutan) CURRENCIES (continued)
2025 2024
Jumlah dalam
Jumlah dalam valuta asing
valuta asing (nilai penuh)/
(nilai penuh)/ Ekuivalen Amount in Ekuivalen
Amount in Rupiah/ foreign Rupiah/
foreign currency Rupiah currency Rupiah
(whole amount) equivalent (whole amount) equivalent
Aset (lanjutan) Assets (continued)
Pindahan 11.339.482 14.183.753 Brought forward
Kredit yang diberikan - bersih Loans - net
- Pihak ketiga Third parties -
Dolar Amerika Serikat 1.818.006.923 30.315.265 1.823.041.097 29.341.846 United States Dollar
Dolar Australia 13.515.018 150.723 7.972.270 79.830 Australian Dollar
Dolar Singapura 263.843 3.421 532.444 6.307 Singapore Dollar
Euro 173.977 3.405 - - Euro
Efek-efek untuk tujuan investasi -
bersih Investment securities - net
- Pihak ketiga Third parties -
Dolar Amerika Serikat 352.404.647 5.876.347 323.223.143 5.202.276 United States Dollar
Aset lain-lain - bersih Other assets - net
- Pihak ketiga Third parties -
Dolar Amerika Serikat 77.181.643 1.287.004 34.433.775 554.212 United States Dollar
Euro 57.708 1.130 - - Euro
Yuan Cina 241.579 576 280.413 616 Chinese Yuan
Pound sterling Inggris 376 9 - - Great Britain Pound sterling
Dolar Singapura 5 - - - Singapore Dollar
Yen Jepang 1.788 - - - Japanese Yen
Jumlah aset 48.977.362 49.368.840 Total assets
Liabilitas Liabilities
Liabilitas segera Liabilites payable on demand
- Pihak ketiga Third parties -
Dolar Amerika Serikat 969.402 16.164 682.886 10.990 United States Dollar
Yen Jepang 19.793.888 2.108 19.362.605 1.995 Japanese Yen
Dolar Australia 119.688 1.335 88.477 886 Australian Dollar
Euro 65.385 1.280 103.156 1.729 Euro
Dolar Singapura 72.915 945 95.134 1.127 Singapore Dollar
Franc Swiss 6.895 145 - - Swiss Franc
Pound sterling Inggris 4.802 108 11.504 233 Great Britain Pound sterling
Dolar Selandia Baru 5.990 58 4.766 43 New Zealand Dollar
Lain-lain (ekuivalen USD) 180.566 3.011 33.281 536 Others (equivalent USD)
Simpanan dari nasabah Deposits from customers
Giro Demand deposits
- Pihak ketiga Third parties -
Dolar Amerika Serikat 1.111.590.220 18.535.767 891.658.075 14.351.237 United States Dollar
Dolar Singapura 20.785.641 269.487 13.792.634 163.368 Singapore Dollar
Euro 6.427.887 125.803 3.454.650 57.893 Euro
Yuan Cina 7.768.992 18.529 4.427.841 9.735 Chinese Yuan
Yen Jepang 148.315.459 15.796 232.095.725 23.913 Japanese Yen
Franc Swiss 180.769 3.801 - - Swiss Franc
Dolar Australia 263.796 2.942 220.930 2.212 Australian Dollar
Pound sterling Inggris 46.138 1.035 38.178 772 Great Britain Pound sterling
Lain-lain (ekuivalen USD) 544.490 9.079 468.359 7.538 Others (equivalent USD)
Dipindahkan 19.007.393 14.634.207 Carried forward
Lampiran - 5/142 - Schedule
2025 Annual Report PT Bank Permata Tbk 1013
Page 1016
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
42. ASET DAN LIABILITAS DALAM VALUTA ASING 42. ASSETS AND LIABILITIES IN FOREIGN
(lanjutan) CURRENCIES (continued)
2025 2024
Jumlah dalam
Jumlah dalam valuta asing
valuta asing (nilai (nilai penuh)/
penuh)/ Ekuivalen Amount in Ekuivalen
Amount in foreign Rupiah/ foreign Rupiah/
currency Rupiah currency Rupiah
(whole amount) equivalent (whole amount) equivalent
Liabilitas (lanjutan) Liabilities (continued)
Pindahan 19.007.393 14.634.207 Brought forward
Tabungan Savings
- Pihak berelasi Related parties -
Dolar Amerika Serikat 275.644 4.598 140.597 2.263 United States Dollar
Dolar Australia 339.762 3.789 31.006 310 Australian Dollar
Dolar Singapura 95.368 1.236 132.393 1.568 Singapore Dollar
Yen Jepang 8.392.728 894 4.499.128 464 Japanese Yen
Euro 28.372 555 20.956 351 Euro
Pound sterling Inggris 24.462 549 16.456 333 Great Britain Pound sterling
Franc Swiss 10.219 215 - - Swiss Franc
Yuan Cina 19.466 46 53.001 117 Chinese Yuan
Dolar Selandia Baru 114 1 - - New Zealand Dollar
Lain-lain (ekuivalen USD) 4.308 71 44.524 716 Others (equivalent USD)
- Pihak ketiga Third parties -
Dolar Amerika Serikat 233.226.753 3.889.055 217.310.647 3.497.614 United States Dollar
Yen Jepang 11.315.007.773 1.205.048 20.523.925.162 2.114.580 Japanese Yen
Euro 28.793.265 563.526 34.503.286 578.210 Euro
Dolar Singapura 36.175.586 469.019 35.449.016 419.879 Singapore Dollar
Dolar Australia 25.046.905 279.329 30.403.542 304.447 Australian Dollar
Franc Swiss 2.104.269 44.245 - - Swiss Franc
Pound sterling Inggris 1.858.839 41.711 2.796.490 56.541 Great Britain Pound sterling
Yuan Cina 13.952.278 33.277 12.717.430 27.959 Chinese Yuan
Dolar Selandia Baru 2.310.461 22.240 3.097.306 28.086 New Zealand Dollar
Lain-lain (ekuivalen USD) 1.907.743 31.812 3.783.980 60.903 Others (equivalent USD)
Deposito berjangka Time deposits
- Pihak berelasi Related parties -
Dolar Amerika Serikat 1.886.507 31.457 2.541.473 40.905 United States Dollar
Dolar Singapura 476.252 6.175 - - Singapore Dollar
- Pihak ketiga Third parties -
Dolar Amerika Serikat 419.986.747 7.003.278 808.584.022 13.014.158 United States Dollar
Dolar Singapura 5.758.068 74.653 9.433.406 111.735 Singapore Dollar
Euro 1.620.828 31.722 1.064.869 17.845 Euro
Dolar Australia 1.501.562 16.746 1.339.351 13.412 Australian Dollar
Pound sterling Inggris 264.826 5.943 344.748 6.970 Great Britain Pound sterling
Yen Jepang 1.233.650 131 1.233.650 127 Japanese Yen
Simpanan dari bank-bank lain Deposits from other banks
- Pihak ketiga Third parties -
Dolar Amerika Serikat 1.106.818 18.456 1.640.472 26.403 United States Dollar
Liabilitas keuangan untuk
diperdagangkan Financial liabilities held for trading
- Pihak berelasi Related parties -
Dolar Amerika Serikat 303 5 - - United States Dollar
Lain-lain (ekuivalen USD) 232 4 - - Others (equivalent USD)
- Pihak ketiga Third parties -
Dolar Amerika Serikat 1.164.079 19.411 1.250.321 20.124 United States Dollar
Dolar Australia 86.246 962 14.946 150 Australian Dollar
Dolar Singapura 40.176 521 23.098 274 Singapore Dollar
Euro 16.344 320 1.759 29 Euro
Pound sterling Inggris 6.438 144 - - Great Britain Pound sterling
Yen Jepang - - 1.474.447 152 Japanese Yen
Dipindahkan 32.808.537 34.980.832 Carried forward
Lampiran - 5/143 - Schedule
1014 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1017
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
42. ASET DAN LIABILITAS DALAM VALUTA ASING 42. ASSETS AND LIABILITIES IN FOREIGN
(lanjutan) CURRENCIES (continued)
2025 2024
Jumlah dalam Jumlah dalam
valuta asing valuta asing
(nilai penuh)/ (nilai penuh)/
Amount in Ekuivalen Amount in Ekuivalen
foreign Rupiah/ foreign Rupiah/
currency Rupiah currency Rupiah
(whole amount) equivalent (whole amount) equivalent
Liabilitas (lanjutan) Liabilities (continued)
Pindahan 32.808.537 34.980.832 Brought forward
Utang akseptasi Acceptance payable
- Pihak berelasi Related parties -
Dolar Amerika Serikat 69.254 1.155 455.936 7.339 United States Dollar
Lain-lain (ekuivalen USD) 76.583 1.277 25.394 409 Others (equivalent USD
- Pihak ketiga Third parties -
Dolar Amerika Serikat 161.287.889 2.689.476 187.754..893 3.021.914 United States Dollar
Yuan Cina 57.780.153 137.806 37.891.979 83.306 Chinese Yuan
Euro 2.474.527 48.430 1.498.178 25.107 Euro
Yen Jepang 5.760.200 613 9.416.640 970 Japanese Yen
Dolar Singapura - - 1.451.178 17.189 Singapore Dollar
Pinjaman yang diterima Borrowings
- Pihak ketiga Third parties -
Dolar Amerika Serikat 90.000 1.501 - - United States Dollar
Surat Utang Subordinasi AT-1 Capital
Modal Inti AT-1 Subordinated Notes
- Pihak berelasi Related parties -
Dolar Amerika Serikat 680.564.053 11.348.406 674.080.681 10.849.329 United States Dollar
Beban masih harus dibayar Accruals
- Pihak ketiga Third parties -
Yuan Cina 141.023 336 186.900 411 Chinese Yuan
Euro 1 - 1 - Euro
Dolar Amerika Serikat 5 - 5 - United States Dollar
Liabilitas lain-lain Other liabilities
- Pihak ketiga Third parties -
Dolar Amerika Serikat 103.813.605 1.731.091 47.281.695 761.001 United States Dollar
Dolar Singapura 964.840 12.509 602.277 7.133 Singapore Dollar
Euro 590.850 11.564 1.583.084 26.529 Euro
Yuan Cina 1.219.078 2.907 11.389.278 25.039 Chinese Yuan
Dolar Australia 254.892 2.842 215.788 2.161 Australian Dollar
Yen Jepang 17.322.303 1.845 13.716.498 1.413 Japanese Yen
Pound sterling Inggris 9.028 203 230.254 4.655 Great Britain Pound sterling
Franc Swiss 300 6 - - Swiss Franc
Dolar Selandia Baru - - 60.500 549 New Zealand Dollar
Lain-lain (ekuivalen USD) 296.109 4.939 36.243 583 Others (equivalent USD)
Jumlah liabilitas 48.805.443 49.815.869 Total liabilites
Jumlah aset/(liabilitas) - bersih 171.919 (447.029) Total assets/(liabilities) - net
Lampiran - 5/144 - Schedule
2025 Annual Report PT Bank Permata Tbk 1015
Page 1018
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
43. PELAPORAN SEGMEN 43. SEGMENT REPORTING
Bank mengungkapkan pelaporan informasi The Bank discloses its financial information based on
keuangan berdasarkan segmen operasi sebagai the operating segments as follows:
berikut:
1. Laporan Laba Rugi 1. Statements of Profit or Loss
2025
Perbankan Perbankan Perbankan
konsumer/ korporasi/ komersial/
Consumer Corporate Commercial Lain-lain/ Jumlah/
Keterangan banking banking banking Others1) Total Description
Pendapatan bunga dan Interest and sharía
syariah - bersih 293.622 4.184.320 419.050 5.125.270 10.022.262 income - net
Pendapatan di luar bunga Non-interest and sharía
dan syariah - bersih 1.448.229 388.394 135.103 562.786 2.534.512 income - net
Pendapatan antar segmen -
bersih 3.514.092 (1.427.635) 551.864 (2.638.321) - Intersegment revenue - net
Jumlah pendapatan 5.255.943 3.145.079 1.106.017 3.049.735 12.556.774 Total income
Beban operasional lainnya (3.531.091) (1.446.323) (820.172) (355.277) (6.152.863) Other operating expenses
Laba sebelum kerugian Income before impairment
penurunan nilai 1.724.852 1.698.756 285.845 2.694.458 6.403.911 losses
Kerugian penurunan nilai aset (982.868) (773.005) (19.979) 2.948 (1.772.904) Impairment losses on assets
Laba sebelum pajak Income before
penghasilan 741.984 925.751 265.866 2.697.406 4.631.007 income tax
2024
Perbankan Perbankan Perbankan
konsumer/ korporasi/ komersial/
Consumer Corporate Commercial Lain-lain/ Jumlah/
Keterangan banking banking banking Others1) Total Description
Pendapatan bunga dan Interest and sharía
syariah - bersih (4.294) 4.361.358 680.837 5.185.196 10.223.097 income - net
Pendapatan di luar bunga Non-interest and sharía
dan syariah - bersih 1.458.993 448.430 126.993 (174.184) 1.860.232 income - net
Pendapatan antar segmen -
bersih 4.470.429 (1.611.069) 269.495 (3.128.855) - Intersegment revenue - net
Jumlah pendapatan 5.925.128 3.198.719 1.077.325 1.882.157 12.083.329 Total income
Beban operasional lainnya (3.423.693) (1.265.673) (776.746) (484.128) (5.950.240) Other operating expenses
Laba sebelum kerugian Income before impairment
penurunan nilai 2.501.435 1.933.046 300.579 1.398.029 6.133.089 losses
Kerugian penurunan nilai aset (1.040.324) (213.167) (263.667) (7.702) (1.524.860) Impairment losses on assets
Laba sebelum pajak Income before
penghasilan 1.461.111 1.719.879 36.912 1.390.327 4.608.229 income tax
2. Laporan Posisi Keuangan 2. Statements of Financial Position
2025
Perbankan Perbankan Perbankan
konsumer/ korporasi/ komersial/
Consumer Corporate Commercial Lain-lain/ Jumlah/
Keterangan banking banking banking Others1) Total Description
Jumlah aset 40.544.037 103.325.851 19.160.512 105.311.925 268.342.325 Total assets
Jumlah liabilitas 105.577.311 66.438.081 29.913.035 20.565.884 222.494.311 Total liabilities
2024
Perbankan Perbankan Perbankan
konsumer/ korporasi/ komersial/
Consumer Corporate Commercial Lain-lain/ Jumlah/
Keterangan banking banking banking Others1) Total Description
Jumlah aset 42.563.576 92.231.342 19.592.371 104.680.214 259.067.503 Total assets
Jumlah liabilitas 110.768.382 61.548.391 22.396.440 21.751.108 216.464.321 Total liabilities
1)
Segmen "Lainnya" digunakan untuk aktivitas yang tidak dapat didefinisikan The "Other" segment encompasses activities that fall outside the 1)
di bawah Perbankan Konsumer, Perbankan Korporat, atau Perbankan purview of Consumer Banking, Corporate Banking, or Commercial
Komersial. Kategori ini terutama terkait dengan aktivitas Treasuri dan Banking. This category primarily pertains to Treasury and
transaksional, yang secara dominan dimanfaatkan di kantor pusat. transactional activities, predominantly utilized at the head office.
Aktivitas ini mencakup berbagai instrumen keuangan dan transaksi, These activities encompass a range of financial instruments and
termasuk namun tidak terbatas pada pinjaman kepada karyawan, transactions, including but not limited to loans to employees,
pengelolaan aset tetap dan aset tidak berwujud, pengelolaan aset pajak
management of fixed assets and intangible assets, management of
tangguhan, dan penerbitan Modal Tambahan Tier-1.
deferred tax assets, and the issuance of Additional Tier-1 Capital.
Lampiran - 5/145 - Schedule
1016 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1019
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
44. JAMINAN TERHADAP KEWAJIBAN 44. GUARANTEES ON THE OBLIGATIONS OF
PEMBAYARAN BANK UMUM DOMESTIC BANKS
Berdasarkan Undang-Undang No. 24 tanggal Based on Law No. 24 dated 22 September 2004,
22 September 2004, efektif sejak tanggal effective since 22 September 2005, Indonesia
22 September 2005, Lembaga Penjamin Simpanan Deposit Insurance Corporation (“LPS”) was
(“LPS”) dibentuk untuk menjamin kewajiban tertentu established to provide guarantee on certain deposits
bank-bank umum berdasarkan program penjaminan from customers based on prevailing guarantee
yang berlaku. Undang-undang tersebut telah diubah schemes. The law was changed with the
dengan Peraturan Pemerintah sebagai Pengganti Government Regulation as the Replacement of Law
Undang-undang No. 3 tahun 2008, yang mana telah No. 3 year 2008, which was stipulated as a law since
ditetapkan menjadi Undang-undang sejak tanggal 13 January 2009 based on the Republic of Indonesia
13 Januari 2009 berdasarkan Undang-undang Law No. 7 year 2009.
Republik Indonesia No. 7 tahun 2009.
Berdasarkan Peraturan Pemerintah Republik Based on the Government of Republic of Indonesia
Indonesia No. 66/2008 tanggal 13 Oktober 2008 Regulation No. 66/2008 dated 13 October 2008
mengenai besarnya nilai simpanan yang dijamin regarding the deposit amount guaranteed by LPS, as
LPS, pada tanggal 31 Desember 2025 dan 2024, of 31 December 2025 and 2024, the deposit amount
jumlah simpanan yang dijamin LPS adalah guaranteed by LPS for every customer in a bank was
simpanan sampai dengan Rp2.000 untuk per a maximum of Rp2,000.
nasabah per bank.
Pada tanggal 31 Desember 2025 dan 2024, Bank As of 31 December 2025 and 2024, the Bank is a
adalah peserta dari program penjaminan tersebut. participant of this guarantee scheme.
45. PERJANJIAN SIGNIFIKAN 45. SIGNIFICANT AGREEMENTS
Pada tanggal 14 Agustus 2020, PT Astra International On 14 August 2020, PT Astra International Tbk and
Tbk dan Bank telah menandatangani Business the Bank signed the Business Cooperation
Cooperation Agreement (“BCA”). Perjanjian tersebut Agreement (“BCA”). The agreement is to develop a
pada intinya mengatur bahwa antara Grup Astra dan reciprocal relationship between Astra Group and
Bank akan diadakan kerjasama untuk Bank with respect to banking services and digital
mengembangkan hubungan timbal balik kedua belah collaboration that will mutually be beneficial to both
pihak sehubungan dengan kerjasama yang terkait parties.
dengan layanan perbankan dan kolaborasi digital.
46. MASALAH HUKUM 46. LEGAL MATTERS
Bank memiliki beberapa masalah hukum yang The Bank has several legal issues which are
masih dalam proses. Manajemen Bank berpendapat currently in process. The Bank's management
bahwa penyelesaian akhir dari seluruh masalah believes that the final settlement of all legal issues
hukum tersebut tidak akan membawa dampak buruk will not have a significant adverse impact on the
secara signifikan terhadap hasil usaha dan posisi Bank's results of operations and financial position. As
keuangan Bank. Pada tanggal 31 Desember 2025 of 31 December 2025 and 2024, management has
dan 2024, manajemen telah membentuk provisi atas booked provisions related to outstanding legal
masalah hukum yang masih berlangsung masing- matters amounted to Rp 11,955 and Rp8,416,
masing sebesar Rp11.955 dan Rp8.416 (lihat respectively (refer to Note 25).
Catatan 25).
Lampiran - 5/146 - Schedule
2025 Annual Report PT Bank Permata Tbk 1017
Page 1020
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
47. STANDAR AKUNTANSI YANG DITERBITKAN 47. ISSUED BUT NOT YET EFFECTIVE ACCOUNTING
NAMUN BELUM BERLAKU EFEKTIF STANDARDS
Berikut ini ikhtisar PSAK yang telah disahkan oleh The following summarises the SFAS that are issued by
Dewan Standar Akuntansi Keuangan (“DSAK”) the Indonesian Accounting Standards Board (“IASB”)
Indonesia, yang relevan bagi Bank, tetapi which are relevant to the Bank, but not yet effective for
belum berlaku efektif untuk laporan keuangan untuk the financial statements for the year ended
tahun yang berakhir pada tanggal 31 Desember 2025: 31 December 2025:
PSAK yang berlaku sejak 1 Januari 2026: SFAS that will become effective on 1 January 2026:
- Amandemen PSAK 109: “Instrumen Keuangan”; - Amendments of SFAS 109: "Financial
dan Instruments"; and
- Amandemen PSAK 107: "Instrumen Keuangan: - Amendments of SFAS 107: " Financial Instrument:
Pengungkapan”. Disclosure”.
PSAK yang berlaku sejak 1 Januari 2027: SFAS that will become effective on 1 January 2027:
- PSAK 413: “Penurunan Nilai”; dan - SFAS 413: “Impairment”; and
- PSAK 118: “Penyajian dan Pengungkapan dalam - SFAS 118: “Presentation and Disclosure in
Kaporan Keuangan”. Financial Statements”.
Pada saat penerbitan laporan keuangan, Bank masih As at the authorisation date of this financial statements,
mengevaluasi dampak yang mungkin timbul dari the Bank is still evaluating the potential impact of these
penerapan standar baru dan revisi tersebut terhadap new and revised standards to the financial statements.
laporan keuangan.
48. REKLASIFIKASI AKUN a.
48. RECLASSIFICATION OF ACCOUNTS
Beberapa akun dalam informasi komparatif tanggal Certain accounts in the comparative information as
31 Desember 2024 telah direklasifikasi agar sesuai of 31 December 2024 have been reclassified to
dengan penyajian laporan laba rugi dan penghasilan conform with the presentation of the statements of
komprehensif lain dan laporan arus kas tanggal profit or loss and other comprehensive income and
31 Desember 2025. statements of cash flows as of 31 December 2025.
Bank telah melakukan reklasifikasi premi asuransi The Bank has reclassified LPS insurance premium
LPS dalam laporan laba rugi dan penghasilan in the Statement of profit or loss and other
komprehensif lain untuk tahun yang berakhir tanggal comprehensive income for the year ended
31 Desember 2024 sebagai beban operasional 31 December 2024 as other operating expenses –
lainnya – lain-lain untuk menyajikan sesuai dengan others to present in accordance with the applicable
ketentuan standar yang berlaku, yang sebelumnya standards, which was initially presented as interest
disajikan sebagai beban bunga. Rincian reklasifikasi expense. The details of the reclassifications are as
tersebut adalah sebagai berikut: follows:
Sebelum Setelah
reklasifikasi/ reklasifikasi/
Catatan/ Before Reklasifikasi/ After
Notes reclassification Reclassification reclassification
Laporan Statements of
Laba Rugi Profit or Loss
Beban bunga 31 6.222.853 (311.808) 5.911.045 Interest expense
Beban syariah 31 1.139.432 (60.535) 1.078.897 Sharia expense
Pendapatan dan beban Other operating income
operasional lainnya and expense
Lain-lain 37 551.289 372.343 923.632 Others
Laporan Arus Kas Statements of Cash Flows
Arus kas dari Cash flows from
aktivitas operasi operating activities
Pembayaran beban bunga Interest and sharia
dan syariah (7.322.813) 372.343 (6.950.470) expenses paid
Pendapatan dan beban Other operating income
operasional lainnya – bersih 197.793 (372.343) (174.550) and expenses - net
Lampiran - 5/147 - Schedule
1018 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1021
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA a. OTHER FINANCIAL INFORMATION
49.
Informasi tambahan berikut yang disajikan di bawah ini The following additional information presented below is
merupakan informasi yang disyaratkan oleh regulasi information required by applicable regulations and is
yang berlaku dan bukan atau tidak merupakan informasi not information required by Indonesian Accounting
yang dipersyaratkan oleh Standar Akuntansi Indonesia: Standards:
a. Giro pada Bank Indonesia a. Current Accounts with Bank Indonesia
GWM adalah jumlah dana minimum yang wajib GWM is a total minimum reserve that should be
dipelihara oleh Bank yang berlaku dalam bentuk maintained by the Bank in the form of current
saldo rekening giro pada Bank Indonesia. Rasio accounts with Bank Indonesia. Macroprudential
Penyangga Likuiditas Makroprudensial (“PLM”) Liquidity Buffer (“PLM”) ratio is a minimum liquidity
adalah cadangan likuiditas minimum yang wajib reserves that should be maintained by the Bank, in
dipelihara oleh Bank berupa Sertifikat Bank forms of Bank Indonesia Certificates, Bank
Indonesia, Sertifikat Bank Indonesia Syariah, Indonesia Sharia Certificates, Bank Indonesia
Sertifikat Deposito Bank Indonesia, Surat Berharga Deposit Certificates, Government Securities,
Negara, Sukuk Bank Indonesia, Sekuritas Rupiah Sukuk Bank Indonesia, Bank Indonesia Rupiah
Bank Indonesia yang besarnya ditetapkan oleh Bank Securities which is determined by Bank Indonesia
Indonesia sebesar persentase tertentu dari dana at certain percentage of the Bank’s third party
pihak ketiga Bank. GWM dan PLM dihitung sesuai funds. GWM and PLM are calculated based on
dengan dengan Peraturan Bank Indonesia dan prevailing Bank Indonesia Regulation and PADG.
PADG yang berlaku.
Pada tanggal 31 Desember 2025 dan 2024, rasio As of 31 December 2025 and 2024, the Bank’s
GWM Bank (bank konvensional) dan Unit Usaha GWM ratios (conventional bank) and Sharia
Syariah untuk Rupiah dan valuta asing serta rasio Business Unit in Rupiah and foreign currency and
PLM yang harus dipenuhi Bank adalah sebagai PLM that needs to be fulfilled by the Bank are as
berikut: follows:
2025 2024
Bank Konvensional Conventional Bank
GWM Rupiah GWM Rupiah
Harian 0,00% 0,00% Daily
Rata-rata 9,00% 9,00% Average
GWM valuta asing GWM foreign currency
Harian 2,00% 2,00% Daily
Rata-rata 2,00% 2,00% Average
GWM PLM 4,00% 5,00% GWM PLM
GWM RIM 0,95% 0,68% GWM RIM
Unit Usaha Syariah Sharia Business Unit
GWM Rupiah GWM Rupiah
Harian 0,00% 0,00% Daily
Rata-rata 7,50% 7,50% Average
GWM valuta asing 1,00% 1,00% GWM foreign currency
GWM RIM 0,00% 0,13% GWM RIM
Pada tanggal 31 Desember 2025 dan 2024, rasio As of 31 December 2025 and 2024, the Bank’s
GWM Bank (bank konvensional) dan Unit Usaha GWM ratios (conventional bank) and Sharia
Syariah untuk Rupiah serta valuta asing yaitu Business Unit for Rupiah and foreign currency are
masing-masing sebesar: as follows:
2025 2024
Bank Konvensional Conventional Bank
GWM Rupiah GWM Rupiah
Harian 2,04% 3,14% Daily
Rata-rata 5,22%1) 6,38%2) Average
GWM valuta asing GWM foreign currency
Harian 4,04% 4,05% Daily
Rata-rata 4,04% 4,05% Average
GWM PLM 37,99% 38,41% GWM PLM
GWM RIM 0,95% 0,68% GWM RIM
Unit Usaha Syariah Sharia Business Unit
GWM Rupiah GWM Rupiah
Harian 2,06% 4,60% Daily
Rata-rata 3,54% 1) 3,90% 2) Average
GWM valuta asing 1,42% 1,65% GWM foreign currency
GWM RIM 0,00% 0,00% GWM RIM
1)
Untuk periode 16 Desember 2025 sampai dengan 31 Desember For the period 16 December 2025 to 31 December 2025, 1)
2025, BUK & UUS mendapatkan masing-masing insentif dari the BUK & UUS received incentives from Bank Indonesia amounting to
Bank Indonesia sebesar 3,9% dan 4,5% 3.9% and 4.5%, respectively.
2)
Untuk periode 1 Desember 2024 sampai dengan 31 Desember For the period 1 December 2024 to 31 December 2024 , 2)
2024, BUK & UUS mendapatkan masing-masing insentif dari the BUK & UUS received incentives from Bank Indonesia
Bank Indonesia sebesar 2,8% dan 4,0%. amounting to 2.8% & 4.0%, respectively.
Lampiran - 5/148 - Schedule
2025 Annual Report PT Bank Permata Tbk 1019
Page 1022
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah ini The following additional information presented below
merupakan informasi yang disyaratkan oleh regulasi is information required by applicable regulations and
yang berlaku dan bukan atau tidak merupakan is not information required by Indonesian Accounting
informasi yang dipersyaratkan oleh Standar Akuntansi Standards (continued):
Indonesia (lanjutan):
a. Giro pada Bank Indonesia (lanjutan) a. Current Accounts with Bank Indonesia
(continued)
Bank telah memenuhi peraturan yang berlaku The Bank has fulfilled the prevailing regulation
tentang GWM Bank Umum Konvensional dan regarding GWM for Conventional Banks and
Unit Usaha Syariah pada tanggal 31 Desember Sharia Business Unit as of 31 December 2025
2025 dan 2024. and 2024.
b. Non-performing loans (“NPL”) b. b. Non-performing loans (“NPL”)
c.
Pada tanggal 31 Desember 2025 dan 2024, rasio As of 31 December 2025 and 2024, non-
non-performing loans (“NPL”) Bank sesuai performing loans (“NPL”) ratios of the Bank
dengan peraturan Bank Indonesia yang berlaku based on prevailing Bank Indonesia regulation
adalah sebagai berikut: are as follows:
2025 2024
NPL bruto 2,08% 2,05% Gross NPL
NPL neto 0,24% 0,35% Net NPL
c. Posisi Devisa Neto c. Net Open Position
PDN Bank dihitung berdasarkan Peraturan The Bank’s NOP was calculated based on the
Bank Indonesia yang berlaku. Sesuai dengan prevailing Bank Indonesia regulations. In
peraturan yang berlaku, Bank harus memenuhi accordance with the prevailing regulations, the
ketentuan PDN keseluruhan setinggi-tingginya Bank is required to maintain its aggregate NOP
20% dari jumlah modal. Pengelolaan PDN at the maximum of 20% on its capital. NOP
dilakukan oleh Trading Desk - Treasury. management is performed by Trading Desk -
Treasury.
PDN Bank pada tanggal 31 Desember 2025 dan The Bank’s NOP as of 31 December 2025 and
2024 ditunjukkan pada tabel-tabel berikut: 2024 are shown in the tables below:
2025
Posisi devisa neto
pada laporan posisi Selisih bersih
keuangan tagihan dan Posisi devisa
(selisih bersih aset liabilitas pada neto secara
dan liabilitas)/ rekening keseluruhan
Net foreign administratif/ Posisi devisa (nilai absolut)/
exchange position Net differences neto per Aggregate net
at statement of between mata uang/ foreign
financial position receivables and Net foreign exchange
(net differences liabilities in exchange position
between assets and administrative position by (absolute
liabilities) accounts currency amount)
Dolar Amerika Serikat 2.289.462 (2.417.544) (128.082) 128.082 United States Dollar
Franc Swiss (39.653) 39.908 255 255 Swiss Franc
Yen Jepang (892.733) 886.881 (5.852) 5.852 Japanese Yen
Dolar Singapura (618.135) 620.401 2.266 2.266 Singapore Dollar
Pound sterling Inggris 12.808 (11.779) 1.029 1.029 Great Britain Pound sterling
Dolar Australia (75.696) 61.377 (14.319) 14.319 Australian Dollar
Dolar Kanada (2.458) - (2.458) 2.458 Canadian Dollar
Yuan Cina 76.143 (74.233) 1.910 1.910 Chinese Yuan
Euro (579.885) 580.573 688 688 Euro
Baht Thailand 10.286 (15.087) (4.801) 4.801 Thailand Baht
Dolar Hong Kong (3.176) 4.169 993 993 Hong Kong Dollar
Dolar Selandia Baru (1.277) - (1.277) 1.277 New Zealand Dollar
Rial Saudi 971 - 971 971 Saudi Riyal
Rupee India 3.098 - 3.098 3.098 Indian Rupee
Jumlah 179.755 (325.334) (145.579) 167.999 Total
Jumlah Modal Total Capital
(lihat Catatan 49d) 56.360.379 (refer to Note 48d)
Rasio PDN Bank (Keseluruhan) 0,30% Bank’s NOP Ratio (Aggregate)
Lampiran - 5/149 - Schedule
1020 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1023
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah a. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
c. Posisi Devisa Neto (lanjutan) c. Net Open Position (continued)
Informasi tambahan berikut yang disajikan di a. The following additional information presented
bawah ini merupakan informasi yang disyaratkan below is information required by applicable
oleh regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
2024
Posisi devisa neto
pada laporan posisi Selisih bersih
keuangan tagihan dan Posisi devisa
(selisih bersih aset liabilitas pada neto secara
dan liabilitas)/ rekening keseluruhan
Net foreign administratif/ Posisi devisa (nilai absolut)/
exchange position Net differences neto per Aggregate net
at statement of between mata uang/ foreign
financial position receivables and Net foreign exchange
(net differences liabilities in exchange position
between assets and administrative position by (absolute
liabilities) accounts currency amount)
Dolar Amerika Serikat 2.532.209 (2.506.513) 25.696 25.696 United States Dollar
Franc Swiss (28.319) 28.887 568 568 Swiss Franc
Yen Jepang (1.817.705) 1.807.047 (10.658) 10.658 Japanese Yen
Dolar Singapura (526.796) 528.048 1.252 1.252 Singapore Dollar
Pound sterling Inggris (5.374) 4.931 (443) 443 Great Britain Pound sterling
Dolar Australia (188.606) 165.671 (22.935) 22.935 Australian Dollar
Dolar Kanada (856) - (856) 856 Canadian Dollar
Yuan Cina 5.669 - 5.669 5.669 Chinese Yuan
Euro (408.924) 406.844 (2.080) 2.080 Euro
Baht Thailand 5.658 35 5.693 5.693 Thailand Baht
Dolar Hong Kong (410) - (410) 410 Hong Kong Dollar
Dolar Selandia Baru (1.042) 1.133 91 91 New Zealand Dollar
Rupee India 80 - 80 80 Indian Rupee
Jumlah (434.416) 436.083 1.667 76.431 Total
Jumlah Modal Total Capital
(lihat Catatan 49d) 52.623.275 (refer to Note 49d)
Rasio PDN Bank (Keseluruhan) 0,15% Bank’s NOP Ratio (Aggregate)
Sesuai dengan peraturan Bank Indonesia yang Based on the prevailing Bank Indonesia
berlaku, perhitungan risiko nilai tukar di atas telah regulation, the calculation of foreign exchange
memperhitungkan penempatan berjangka pada risk had taken into account the foreign currency
Bank Indonesia dalam valuta asing yang dapat placements in term deposit with Bank Indonesia,
menjadi pengurang PDN secara keseluruhan. which can be deducted from aggregate NOP.
d. Rasio Kewajiban Pemenuhan Modal Minimum d. Capital Adequacy Ratio (“CAR”)
(“KPMM”)
Bank wajib menyediakan modal minimum sesuai The Bank is required to provide minimum capital
profil risiko pada tanggal 31 Desember 2025 dan according to the risk profile as of 31 December
2024 sesuai dengan Peraturan Otoritas Jasa 2025 and 2024 in accordance with Financial
Keuangan No. 27 Tahun 2022 tanggal Services Authority Regulation No. 27 Year 2022
26 Desember 2022 tentang Perubahan Kedua dated 26 December 2022 concerning the
atas Peraturan Otoritas Jasa Keuangan Second Amendment to Financial Services
No. 11/POJK.03/2016 tentang Kewajiban Authority Regulation No. 11/POJK.03/2016
Penyediaan Modal Minimum Bank Umum, concerning Minimum Capital Adequacy
Peraturan Otoritas Jasa Keuangan Requirements for Commercial Banks,
No. 34/POJK.03/2016 tanggal 22 September Financial Services Authority Regulation
2016 tentang Perubahan atas Peraturan Otoritas No. 34/POJK.03/2016 dated 22 September
Jasa Keuangan No. 11/POJK.03/2016 tentang 2016 concerning Amendments to Financial
Kewajiban Penyediaan Modal Minimum Bank Services Authority Regulation No.
Umum, dan Peraturan Otoritas Jasa Keuangan 11/POJK.03/2016 concerning Minimum Capital
No. 11/POJK.03/2016 tanggal 29 Januari 2016 Adequacy Requirements for Commercial Banks,
tentang Kewajiban Penyediaan Modal Minimum and Financial Services Authority Regulation No.
Bank Umum. 11/POJK.03/2016 dated 29 January 2016
concerning Minimum Capital Adequacy
Requirements for Commercial Banks.
Lampiran - 5/150 - Schedule
2025 Annual Report PT Bank Permata Tbk 1021
Page 1024
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah b. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
d. Rasio Kewajiban Pemenuhan Modal Minimum d. Capital Adequacy Ratio (“CAR”) (continued)
(“KPMM”) (lanjutan)
Rasio Kewajiban Penyediaan Modal Minimum The Capital Adequacy Ratio (“CAR”) as of
(“KPMM”) pada tanggal 31 Desember 2025 dan 31 December 2025 and 2024, calculated in
2024, dihitung sesuai dengan peraturan yang accordance with the prevailing regulations,
berlaku dengan memperhitungkan risiko kredit, taking into account the credit risk, market risk,
risiko pasar, dan risiko operasional, adalah and operational risk, were as follows:
sebagai berikut:
2025 2024
Modal Inti (Tier-1) 43.283.391 40.140.593 Core Capital (Tier-1)
Modal Inti Tambahan Additional Core Capital
(Additional Tier-1) 11.348.406 10.849.329 (Additional Tier-1)
Modal Pelengkap (Tier-2) 1.728.582 1.633.353 Supplementary Capital (Tier-2)
Jumlah Modal 56.360.379 52.623.275 Total Capital
ATMR RWA
Risiko kredit 149.378.071 138.750.802 Credit risk
Risiko pasar 1.684.222 1.690.561 Market risk
Risiko operasional 11.654.666 11.443.272 Operational risk
Jumlah ATMR 162.716.959 151.884.635 Total RWA
Rasio KPMM CAR
Rasio Common Equity Tier-1 26,60% 26,43% Common Equity Tier-1 ratio
Rasio Tier-1 33,57% 33,57% Tier-1 ratio
Rasio Tier-2 1,06% 1,08% Tier-2 ratio
Jumlah Rasio 34,63% 34,65% Total Ratio
Rasio KPMM yang diwajibkan menurut
profil risiko 9,00% 9,00% Required CAR based on risk profile
Common Equity Tier-1 untuk buffer 22,10% 21,93% Common Equity Tier-1 for buffer
Persentase buffer yang wajib dipenuhi Percentage of required buffer for
oleh Bank the Bank
Capital Conservation Buffer 2,50% 2,50% Capital Conservation Buffer
Countercyclical Buffer 0,00% 0,00% Countercyclical Buffer
Capital Surcharge untuk Capital Surcharge for
Bank Sistemik 1,00% 1,00% Systemic Bank
Total Buffer 3,50% 3,50% Total Buffer
a.
e. Rasio Eksposur Risiko Suku Bunga Pada e. Interest Rate Risk in the Banking Book
Banking Book Exposure Ratio
Nilai maksimum dibagi modal Tier-1 (untuk Maximum amount divided by Tier-1 capital (for
∆EVE) pada tanggal 31 Desember 2025 dan ∆EVE) as of 31 December 2025 and 2024 are
2024 masing-masing sebesar 7,8% dan 8,3%. 7.8% and 8.3%, respectively. Maximum amount
Nilai maksimum dibagi projected income (untuk divided by projected income (for ∆NII) on
∆NII) pada tanggal 31 Desember 2025 dan 2024 31 December 2025 and 2024 are 4.0% and
masing-masing sebesar 4,0% dan 4,3%. 4.3%, respectively.
Lampiran - 5/151 - Schedule
1022 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1025
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah a. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
f. Manajemen Risiko Likuiditas b. f. Liquidity Risk Management
c.
Eksposur terhadap risiko likuiditas d. Exposure to liquidity risk
e.
Indikator utama untuk pengukuran risiko likuiditas f. Main indicator to measure structural liquidity risk
struktural yang utama adalah sebagai berikut: are as follows:
1) RIM 1) RIM
RIM adalah rasio hasil perbandingan antara RIM is the ratio of comparison between credit
jumlah kredit kepada nasabah Bank dan extended to the Bank’s customers and eligible
surat berharga korporasi yang dimiliki oleh corporate securities owned by the Bank
Bank terhadap jumlah simpanan nasabah against the Bank’s customers’ deposits and
Bank dan surat berharga yang diterbitkan securities issued by the Bank that is
oleh Bank yang dihitung berdasarkan calculated based on Regulation of the
Peraturan Anggota Dewan Gubernur Member of the Board of Governor (“PADG”)
(“PADG”) No. 21/22/PADG/2019 dan No. 21/22/PADG/2019 and its latest
perubahan terakhirnya sesuai PADG amendment in accordance with PADG
No. 23 Tahun 2025 tentang Rasio No. 23 of 2025 regarding Macroprudential
Intermediasi Makroprudensial dan Intermediation Ratio and Macroprudential
Penyangga Likuiditas Makroprudensial Bagi Liquidity Buffer for Commercial Banks, Sharia
Bank Umum Konvensional, Bank Umum Banks and Sharia Business Units. The Bank’s
Syariah dan Unit Usaha Syariah. Rasio RIM fulfillment ratio for Conventional and
pemenuhan RIM Konvensional dan Syariah Sharia as of 31 December 2025 are 77.67%
Bank pada tanggal 31 Desember 2025 and 84.86%, respectively, compared to 2024
masing-masing sebesar 77,67% dan 84,86%, amounted 79.45% and 83.15%.
dibandingkan dengan tahun 2024 sebesar
79,45% dan 83,15%.
2) LCR 2) LCR
LCR adalah rasio likuiditas untuk memastikan LCR is a liquidity ratio to ensure the Bank has
Bank memiliki cukup High Quality Liquid sufficient High Quality Liquid Assets (“HQLA”)
Assets (“HQLA”) untuk mengatasi kondisi to overcome stress condition within
stres dalam waktu 30 hari kalender. 30 calendar days.
Terkait dengan implementasi standar Basel Related to the latest Basel standard
terkini dan sesuai ketentuan OJK, Bank implementation and OJK requirement, the
secara berkala melaporkan perhitungan LCR Bank regularly reports the calculation of LCR
yang sudah menjadi salah satu indikator which has become one of liquidity risk
regulator untuk risiko likuiditas. Selama regulatory indicators. During the years ended
tahun-tahun berakhir 31 Desember 2025 dan 31 December 2025 and 2024, the Bank had
2024, Bank secara keseluruhan dapat maintained LCR ratio above OJK requirement
menjaga LCR di atas ketentuan dari OJK. Hal as most of liquid asset owned by the Bank are
ini karena aset likuid yang dimiliki Bank HQLA. As of 31 December 2025 and 2024, the
mayoritas merupakan HQLA. Pada Bank’s LCR ratio which was calculated based
31 Desember 2025 dan 2024, Bank memiliki on quarterly averages were 296.45% and
rasio LCR yang dihitung berdasarkan rata- 340.22%, respectively.
rata triwulanan masing-masing sebesar
296,45% dan 340,22%.
3) NSFR 3) NSFR
NSFR adalah rasio likuiditas untuk NSFR is a liquidity ratio to ensure
memastikan ketersediaan pendanaan availability of long-term funding to finance
jangka panjang untuk membiayai aset long term assets.
jangka panjang.
Lampiran - 5/152 - Schedule
2025 Annual Report PT Bank Permata Tbk 1023
Page 1026
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) b.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan dibawah b. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan/tidak merupakan regulations and is not information required by
informasi yang dipersyaratkan oleh Standar Indonesian Accounting Standards: (continued)
Akuntansi Indonesia: (lanjutan)
f. Manajemen Risiko Likuiditas (lanjutan) g. f. Liquidity Risk Management (continued)
h.
Eksposur terhadap risiko likuiditas (lanjutan) i. Exposure to liquidity risk (continued)
j.
Indikator utama untuk pengukuran risiko likuiditas k. Main indicator to measure structural liquidity risk
struktural yang utama adalah sebagai berikut: are as follows: (continued)
(lanjutan)
3) NSFR (lanjutan) 3) NSFR (continued)
Secara berkala, Bank sudah melaporkan Further, in accordance with OJK
perhitungan NSFR sejak tahun 2018. Bank requirement, the Bank has regularly
secara keseluruhan dapat menjaga NSFR di reported the calculation of NSFR starting
atas ketentuan OJK. Hal ini menunjukkan 2018. The Bank had maintained NSFR ratio
Bank senantiasa menjaga ketersediaan above OJK requirement where it shows the
pendanaan jangka panjang untuk availability of long-term funding to finance
membiayai aset jangka panjangnya. Pada long-term asset is continuously monitored.
31 Desember 2025 dan 2024, Bank memiliki As of 31 December 2025 and 2024, the
rasio NSFR masing-masing sebesar Bank’s NSFR ratio are 126.84% and
126,84% dan 128,45%. 128.45%, respectively.
g. Kredit yang Diberikan c. g. Loans
d.
Informasi pokok lainnya sehubungan dengan Other significant information relating to loans is
kredit yang diberikan adalah sebagai berikut: as follows:
1. Bank mengadakan perjanjian kerjasama 1. The Bank entered into joint financing
pemberian fasilitas pembiayaan bersama agreements with PT Federal International
dengan PT Federal International Finance (“FIF”), Finance (“FIF”), PT Astra Sedaya Finance
PT Astra Sedaya Finance (“ASF”), PT (“ASF”), PT Swadharma Bhakti Sedaya
Swadharma Bhakti Sedaya Finance (“SBSF”), Finance (“SBSF”), and PT Toyota Astra
dan PT Toyota Astra Financial Services (“TAF”), Financial Services (“TAF”), all are entities
keempatnya merupakan entitas dalam kelompok under group of PT Astra International Tbk,
PT Astra International Tbk, serta dengan PT and PT Mandiri Utama Finance (“MUF”), PT
Mandiri Utama Finance (“MUF”), PT Bussan Auto Bussan Auto Finance (“BAF”), PT Home Credit
Finance (“BAF”) dan PT Home Credit Indonesia Indonesia (“HCI”). Collaboration with FIF, ASF,
(“HCI”). Kerjasama dengan ASF, SBSF, TAF, SBSF, TAF, MUF, and BAF cover financing for
MUF dalam rangka penyaluran pembiayaan both four-wheeled and two-wheeled vehicles,
bersama kredit kendaraan bermotor roda empat, as well as durable consumer goods like
FIF dan BAF merupakan rekanan dalam electronics, furniture, and household
menyalurkan pembiayaan bersama kredit equipment by HCI. Based on the agreement,
kendaraan roda dua, sedangkan HCI merupakan the Bank, FIF, ASF, SBSF, TAF, MUF, BAF,
rekanan dalam menyalurkan pembiayaan and HCI act as the facility manager and
bersama kredit barang konsumsi tahan lama security manager, and bear the risk of loss on
(whitegoods) seperti barang elektronik, furnitur uncollectible receivables in proportion to their
dan perlengkapan rumah tangga lainnya. respective shares in the joint financing. The
Berdasarkan perjanjian tersebut, FIF, ASF, total outstanding balances of the Bank’s
SBSF, TAF, MUF, BAF, dan HCI, bertindak portion in the joint financing agreements as
sebagai manajer fasilitas dan manajer jaminan, of 31 December 2025 and 2024 amounted to
serta menanggung risiko kerugian atas piutang Rp4,822,332 and Rp4,747,059, respectively.
tak tertagih sebesar porsi masing-masing dalam
pembiayaan bersama. Jumlah saldo porsi Bank
dalam transaksi pembiayaan bersama pada
tanggal 31 Desember 2025 dan 2024 masing-
masing sebesar Rp4.822.332 dan Rp4.747.059.
2. Rasio kredit yang diberikan kepada usaha 2. Ratio of loans extended to small business
kecil disajikan dalam bentuk Rasio was presented as Macroprudential
Pembiayaan Inklusif Makroprudensial Inclusive Financing Ratio (“RPIM”). RPIM
(“RPIM”). Rasio RPIM untuk Bank ratio for conventional Bank and Sharia
konvensional dan Unit Usaha Syariah Business Unit were 12.47% and 10.94%
adalah masing-masing sebesar 12,47% as of 31 December 2025 and 11.92% and
dan 10,94% pada tanggal 31 Desember 10.73% as of 31 December 2024
2025 dan sebesar 11,92% dan 10,73% respectively.
pada tanggal 31 Desember 2024.
Lampiran - 5/153 - Schedule
1024 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1027
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah a. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
g. Kredit yang Diberikan (lanjutan) e. g. Loans (continued)
f.
Informasi pokok lainnya sehubungan dengan Other significant information relating to loans is
kredit yang diberikan adalah sebagai berikut: as follows: (continued)
(lanjutan)
3. Pada tanggal 31 Desember 2025 dan 2024, 3. As of 31 December 2025 and 2024, loan
kredit yang direstrukturisasi dilakukan dengan restructurings are conducted by the Bank
mengubah persyaratan pokok dan bunga, through modification of terms on principal
serta perpanjangan jangka waktu kredit. and interest and extension on terms.
Kredit dengan persyaratan yang dinegosiasi Loans with renegotiated terms are loans
ulang adalah kredit yang telah that have been restructured due to
direstrukturisasi karena adanya kekhawatiran concerns about the borrower’s ability to
akan kemampuan nasabah untuk melakukan meet contractual payments when due and
pembayaran kontraktual ketika jatuh tempo where the Bank has made concessions that
dan ketika Bank memberikan konsesi yang would not be otherwise considered.
mana tidak akan dipertimbangkan dalam
kondisi normal.
Jumlah kredit yang diberikan yang telah The amount of restructured loans as of
direstrukturisasi pada tanggal 31 December 2025 and 2024 by grading
31 Desember 2025 dan 2024 berdasarkan based on the prevailing Bank Indonesia
kolektibilitas menurut peraturan Bank regulations are as follows:
Indonesia yang berlaku adalah sebagai
berikut:
2025
Dalam
perhatian
khusus/
Lancar/ Special Kurang lancar/ Diragukan/ Macet/ Jumlah/
Current mention Substandard Doubtful Loss Total
Rupiah Rupiah
Modal kerja 152.309 429.139 5.642 31.594 62.486 681.170 Working capital
Investasi 332.318 765.921 9.641 110.752 107.961 1.326.593 Investment
Konsumsi 174.635 39.616 849 7.364 33.421 255.885 Consumer
Syariah 98.053 44.241 4.678 1.153 10.991 159.116 Sharia
757.315 1.278.917 20.810 150.863 214.859 2.422.764
Valuta Asing Foreign Currencies
Modal kerja 323 475.768 - - 848.522 1.324.613 Working capital
Investasi 1.123.405 83.362 - - 661.679 1.868.446 Investment
1.123.728 559.130 - - 1.510.201 3.193.059
Jumlah 1.881.043 1.838.047 20.810 150.863 1.725.060 5.615.823 Total
2024
Dalam
perhatian
khusus/
Lancar/ Special Kurang lancar/ Diragukan/ Macet/ Jumlah/
Current mention Substandard Doubtful Loss Total
Rupiah Rupiah
Modal kerja 223.249 410.310 6.380 27.185 437.942 1.105.066 Working capital
Investasi 864.488 917.606 163.568 928 191.461 2.138.051 Investment
Konsumsi 257.316 85.036 2.421 10.939 49.195 404.907 Consumer
Syariah 158.994 50.081 3.400 930 46.134 259.539 Sharia
1.504.047 1.463.033 175.769 39.982 724.732 3.907.563
Valuta Asing Foreign Currencies
Modal kerja - 1.155.881 - - 317.063 1.472.944 Working capital
Investasi 1.208.612 125.981 - - 640.020 1.974.613 Investment
1.208.612 1.281.862 - - 957.083 3.447.557
Jumlah 2.712.659 2.744.895 175.769 39.982 1.681.815 7.355.120 Total
Lampiran - 5/154 - Schedule
2025 Annual Report PT Bank Permata Tbk 1025
Page 1028
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) b.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah b. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
g. Kredit yang Diberikan (lanjutan) g. g. Loans (continued)
h.
Informasi pokok lainnya sehubungan dengan Other significant information relating to loans is
kredit yang diberikan adalah sebagai berikut: as follows: (continued)
(lanjutan)
4. Kredit non-performing yang diberikan Bank 4. The Bank’s non-performing loans (based on
(sesuai dengan peraturan Bank Indonesia the prevailing Bank Indonesia regulations)
yang berlaku) serta cadangan kerugian balance and the related allowance for
penurunan nilainya per sektor ekonomi impairment losses by economic sector are as
adalah sebagai berikut: follows:
2025 2024
Cadangan kerugian Cadangan kerugian
penurunan nilai/ penurunan nilai/
Pokok/ Allowance for Pokok/ Allowance for
Principal impairment losses Principal impairment losses
Perdagangan besar Wholesale and retail
dan kecil 1.119.216 (1.090.403) 363.994 (296.106) trading
Kredit individual untuk
pemilikan rumah, Personal loans for
pemilikan kendaraan housing, motor vehicles
bermotor dan lain-lain 997.365 (677.772) 1.044.162 (637.157) and others
Industri pengolahan 947.879 (933.906) 1.470.752 (1.444.657) Manufacturing
Informasi dan komunikasi 130.630 (130.630) 39.182 (36.791) Information and communication
Pertanian, perburuan dan Agriculture, hunting and
kehutanan 124.490 (120.490) 160.351 (156.164) forestry
Konstruksi 34.830 (30.900) 55.382 (41.243) Construction
Penyediaan akomodasi dan Accomodation and food
penyediaan makanan 33.918 (29.994) 25.169 (24.959) provider
Transportasi, pergudangan dan Transportation, warehousing
komunikasi 9.879 (6.991) 10.583 (9.505) and communication
Real estate, usaha persewaan Real estate, leasing, and
dan jasa perusahaan 8.300 (4.894) - - corporate services
Perikanan 6.480 (6.480) 8.645 (8.645) Fishery
Perantara keuangan 5.366 (5.366) 5.366 (5.366) Financial intermediaries
Jasa pendidikan 95 (95) - - Educational services
Pertambangan dan penggalian - - 3.505 (3.505) Mining and excavation
Lain-lain 3.468 (1.723) 9.245 (7.226) Others
Jumlah 3.421.916 (3.039.644) 3.196.336 (2.671.324) Total
5. Pada tanggal 31 Desember 2025 dan 2024, 5. As of 31 December 2025 and 2024, the Bank
Bank telah memenuhi ketentuan Batas has complied with the Legal Lending Limit
Maksimum Pemberian Kredit (“BMPK”) baik (“LLL”) requirements for both related parties
untuk pihak berelasi maupun untuk pihak and third parties.
ketiga.
h. Hal-hal Lain h. Other Matters
1. Kegiatan Jasa Kustodian 1. Custodial Activities
Bank memberikan jasa kustodian The Bank provides custodial services under
berdasarkan surat izin Bapepam No. KEP- license from Bapepam No. KEP-
99/PM/1991 tanggal 22 Oktober 1991 yang 99/PM/1991 dated 22 October 1991 which
ditegaskan kembali berdasarkan Surat was reaffirmed by the Letter from Head of
Kepala Biro Transaksi & Lembaga Efek atas Transaction & Security Agency Bureau on
nama Ketua Bapepam-LK No. S- behalf of the Chairman of Bapepam-LK
2631/PM/2002 tanggal 17 Desember 2002 No. S-2631/PM/2002 dated 17 December
terkait dengan perubahan nama PT Bank Bali 2002 regarding the change of name from
Tbk menjadi PT Bank Permata Tbk. Jasa PT Bank Bali Tbk to PT Bank Permata Tbk.
kustodian yang diberikan Bank mencakup The custodian services provided by the
jasa-jasa: Bank are as follows:
- Pengelolaan dan penyelesaian transaksi - Managing and settlement of securities
jual-beli efek dengan dan tanpa warkat; transactions, with and without
- Penyimpanan dan administrasi efek- certificates;
efek; - Safekeeping and administering
- Pengurusan hak-hak klien atas securities;
kepemilikan efek-efek; - Managing client’s rights on the
- Perwakilan pada rapat umum pemegang ownership of securities;
saham; dan - Acting as proxies in shareholders’
- Menghitung dan mengumumkan nilai meetings; and
aktiva bersih atas portofolio reksa dana, - Calculate and announce net asset
portofolio efek yang dikelola value of mutual funds, securities
berdasarkan kontrak pengelolaan dana. portfolio by discretionary fund.
Lampiran - 5/155 - Schedule
1026 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1029
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan dibawah a. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan/tidak merupakan regulations and is not information required by
informasi yang dipersyaratkan oleh Standar Indonesian Accounting Standards: (continued)
Akuntansi Indonesia: (lanjutan)
h. Hal-hal Lain (lanjutan) h. Other Matters (continued)
1. Kegiatan Jasa Kustodian (lanjutan) 1. Custodial Activities (continued)
Pada tanggal 31 Desember 2025 dan 2024, As of 31 December 2025 and 2024, the
Bank memiliki nilai portofolio value of portfolio under the administration
dalam administrasi kustodian masing- of the Bank’s custody amounted to
masing sebesar Rp179.803.575 dan Rp179,803,575 and Rp172,543,940,
Rp172.543.940. respectively.
2. Kegiatan Wali Amanat 2. Trusteeship Activity
Bank memberikan jasa wali The Bank provides trusteeship activity
amanat berdasarkan surat izin Bapepam based on license from Bapepam
No. 02/STTD-WA/PM/1996 tanggal No. 02/STTD-WA/PM/1996 dated
28 Maret 1996 yang ditegaskan 28 March 1996 which was reaffirmed by the
kembali berdasarkan Surat Kepala Letter from Head of Investment
Biro Pengelolaan Investasi dan Management and Research Bureau on
Riset atas nama Ketua Bapepam-LK behalf of the Chairman of Bapepam-LK
No. S-2418/PM/2002 tanggal 11 November No. S-2418/PM/2002 dated 11 November
2002 terkait dengan merger PT Bank Bali 2002 regarding the merger of PT Bank Bali
Tbk Jasa wali amanat yang diberikan Bank Tbk Trusteeship activities provided by the
mencakup jasa-jasa: Bank are as follows:
- Mewakili kepentingan pemegang - Represent the interest of bondholders,
obligasi terutama hak untuk menerima especially the rights to receive
pembayaran kupon dan pokok obligasi; payment of coupon and principal of
bonds;
- Memantau kinerja penerbit obligasi; dan - Monitoring the performance of issuers;
- Memfasilitasi dan memimpin rapat and
umum pemegang obligasi. - Facilitate and lead the general meeting
of bondholders.
Jumlah nasabah yang dimiliki Bank dan nilai As of 31 December 2025 and 2024, the
obligasi yang diterbitkan pada tanggal number of customers and the value of
31 Desember 2025 dan 2024 adalah bonds issued are as follows:
sebagai berikut:
2025 2024
Jumlah nasabah 22 24 Total customers
Nilai obligasi - Rupiah 11.733.560 13.562.520 Value of bonds - Rupiah
3. Rasio Pemenuhan Cadangan Kerugian 3. The Bank’s Ratio of Allowance for
Penurunan Nilai Aset Keuangan Bank Impairment Losses
Rasio pemenuhan cadangan kerugian The Bank’s ratio of allowance for
penurunan nilai aset keuangan Bank impairment losses on financial assets
(persentase cadangan kerugian penurunan (percentage of allowance for impairment
nilai aset keuangan yang telah dibentuk losses on financial assets recorded by the
terhadap jumlah minimum cadangan Bank to the minimum allowance for
kerugian penurunan nilai aset keuangan impairment losses on financial assets as
sesuai ketentuan Bank Indonesia) pada required by Bank Indonesia) as of
tanggal 31 Desember 2025 dan 2024 31 December 2025 and 2024 was 316.24%
masing-masing adalah sebesar 316,24% and 329.20%, respectively.
dan 329,20%.
Lampiran - 5/156 - Schedule
2025 Annual Report PT Bank Permata Tbk 1027
Page 1030
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah a. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
h. Hal-hal Lain (lanjutan) h. Other Matters (continued)
4. Kualitas Aset Produktif 4. Quality of Productive Assets
Tabel di bawah ini menunjukkan peringkat The table below presents the Bank’s
aset produktif Bank menurut POJK yang productive assets based on the grading of
berlaku, yang disajikan pada nilai tercatatnya financial assets according to prevailing
sebelum cadangan kerugian penurunan nilai. POJK, presented at their carrying amount
before allowance for impairment losses.
2025
Dalam
perhatian
khusus/
Lancar/ Special Kurang lancar/ Diragukan/ Macet/ Jumlah/
Current mention Substandard Doubtful Loss Total
Giro pada 4.612.309 Current accounts
bank-bank lain 4.612.309 - - - - with other banks
Penempatan pada Placements with
Bank Indonesia dan Bank Indonesia
bank-bank lain 7.045.297 - - - - 7.045.297 and other banks
Aset keuangan Financial
untuk assets held
diperdagangkan 3.443.480 45 - - - 3.443.525 for trading
Securities
Efek-efek yang purchased
dibeli dengan janji under resale
dijual kembali 920.043 - - - - 920.043 agreement
Acceptance
Tagihan akseptasi 5.276.536 - - - - 5.276.536 receivables
Kredit yang
diberikan 155.741.459 5.075.539 238.100 475.863 2.707.951 164.238.912 Loans
Efek-efek untuk Investment
tujuan investasi 74.027.856 - - - - 74.027.856 securities
Aset lain-lain 2.444.410 46.546 - - 77.559 2.568.515 Other assets
Komitmen dan Commitments and
kontinjensi 29.287.937 231.049 5.319 13.549 18.405 29.556.259 contingencies
2024
Dalam
perhatian
khusus/
Lancar/ Special Kurang lancar/ Diragukan/ Macet/ Jumlah/
Current mention Substandard Doubtful Loss Total
Giro pada Current accounts
bank-bank lain 2.944.522 - - - - 2.944.522 with other banks
Penempatan pada Placements with
Bank Indonesia dan Bank Indonesia
bank-bank lain 12.895.200 - - - - 12.895.200 and other banks
Aset keuangan Financial
untuk assets held
diperdagangkan 6.786.858 6 - - - 6.786.864 for trading
Securities
Efek-efek yang purchased
dibeli dengan janji under resale
dijual kembali 2.145.779 - - - - 2.145.779 agreement
Acceptance
Tagihan akseptasi 5.605.242 - - - - 5.605.242 receivables
Kredit yang
diberikan 146.118.419 6.439.426 398.145 282.202 2.515.988 155.754.180 Loans
Efek-efek untuk Investment
tujuan investasi 64.233.587 - - - - 64.233.587 securities
Aset lain-lain 1.183.650 46.146 - - 77.559 1.307.355 Other assets
Komitmen dan Commitments and
kontinjensi 29.028.012 227.734 6.559 8.077 15.274 29.285.656 contingencies
Lampiran - 5/157 - Schedule
1028 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1031
The original financial statements included herein are in Indonesian
language.
PT BANK PERMATA Tbk
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan secara khusus) unless otherwise stated)
49. INFORMASI KEUANGAN LAINNYA (lanjutan) a.
49. OTHER FINANCIAL INFORMATION (continued)
Informasi tambahan berikut yang disajikan di bawah a. The following additional information presented
ini merupakan informasi yang disyaratkan oleh below is information required by applicable
regulasi yang berlaku dan bukan atau tidak regulations and is not information required by
merupakan informasi yang dipersyaratkan oleh Indonesian Accounting Standards: (continued)
Standar Akuntansi Indonesia: (lanjutan)
i. Unit Usaha Syariah i. Sharia Business Unit
Informasi keuangan Unit Usaha Syariah Bank Financial information of the Bank’s Sharia
pada tanggal 31 Desember 2025 dan 2024 Business Unit as of 31 December 2025 and
adalah sebagai berikut: 2024 is as follows:
2025 2024
Laporan posisi keuangan: Statement of financial position:
Jumlah aset 36.816.642 37.409.651 Total assets
Jumlah liabilitas 34.080.721 35.738.955 Total liabilities
Informasi keuangan Unit Usaha Syariah Bank Financial information of the Bank’s Sharia
pada tahun-tahun yang berakhir 31 Desember Business Unit for the years ended
2025 dan 2024 adalah sebagai berikut: 31 December 2025 and 2024 are as follows:
2025 2024
Laporan laba rugi dan Statements of profit or loss and
penghasilan komprehensif lain: other comprehensive income:
Jumlah hasil 2.634.624 2.429.328 Total income
Jumlah beban (1.625.092) (2.041.981) Total expenses
Laba bersih 1.009.532 387.347 Net income
Penghasilan komprehensif lain 55.693 (2.495) Other comprehensive income
Laba komprehensif 1.065.225 384.852 Comprehensive income
Rasio pembiayaan bermasalah secara bruto The ratio of gross non-performing financing to
terhadap jumlah pembiayaan yang diberikan oleh total financing by Sharia Business Unit is 1.19%
Unit Usaha Syariah masing-masing sebesar and 1.39% as of 31 December 2025 and 2024,
1,19% dan 1,39%, pada tanggal respectively. The ratio of non-performing
31 Desember 2025 dan 2024. Secara neto, rasio financing on a net basis as of 31 December
pembiayaan bermasalah pada tanggal 2025 and 2024 is 0.39% and 0.67%,
31 Desember 2025 dan 2024 masing-masing respectively.
adalah sebesar 0,39% dan 0,67%.
Sehubungan dengan telah diterbitkannya POJK With the issuance of POJK
No. 21/POJK.03/2014 tanggal 18 November No. 21/POJK.03/2014 dated 18 November 2014
2014 tentang Kewajiban Penyediaan Modal regarding Capital Adequacy Ratio of Sharia
Minimum Bank Umum Syariah, terhitung sejak Bank, effective from 1 January 2015, the capital
tanggal 1 Januari 2015, permodalan dan ATMR and RWA of Sharia Business Unit are reported
Unit Usaha Syariah dilaporkan dan diperlakukan and treated as part of Conventional Commercial
sebagai bagian dari Bank Umum Konvensional Bank (“BUK”) of its parent and follows the CAR
(“BUK”) induknya dan mengikuti ketentuan regulation of the BUK.
KPMM BUK.
Berdasarkan peraturan OJK yang berlaku Based on the prevailing OJK regulation
tentang KPMM BUK berdasarkan prinsip syariah, regarding Minimum CAR for BUK based on
Unit Usaha Syariah wajib menyediakan modal sharia principles, Sharia Business Unit is
minimum sebesar 8% dari ATMR dari kegiatan required to set aside the minimum capital of 8%
usahanya berdasarkan prinsip syariah. Dalam from the RWA of its business based on sharia
hal modal minimum Unit Usaha Syariah kurang principles. If the minimum capital of a Sharia
dari 8% dari ATMR, maka kantor pusat BUK dari Business Unit is less than 8% of the RWA, the
Unit Usaha Syariah wajib menambah head office of the BUK hosting the Sharia
kekurangan modal minimum sehingga mencapai Business Unit shall make up the shortfall in
8% dari ATMR. Pada tanggal 31 Desember 2025 minimum capital to reach 8% of the RWA. As of
dan 2024, Unit Usaha Syariah telah memenuhi 31 December 2025 and 2024, Sharia Business
kewajiban penyediaan modal minimum sebesar Unit has fulfilled the minimum capital
8% dari ATMR dari kegiatan usahanya requirement of 8% from the RWA of its business
berdasarkan prinsip syariah. based on sharia principles.
Lampiran - 5/158 - Schedule
2025 Annual Report PT Bank Permata Tbk 1029
Page 1032
Informasi Keuangan Entitas Induk Financial Information of Parent Company
Page 1033
BANGKOK BANK PUBLIC COMPANY LIMITED AND SUBSIDIARIES
STATEMENT OF FINANCIAL POSITION
AS AT DECEMBER 31, 2025
Baht : '000
CONSOLIDATED THE BANK
Notes 2025 2024 2025 2024
ASSETS
CASH 6.2 47,560,267 47,363,509 44,351,088 43,793,190
INTERBANK AND MONEY MARKET ITEMS, NET 6.4 771,193,792 752,269,468 703,301,614 668,046,884
FINANCIAL ASSETS MEASURED AT FAIR VALUE
THROUGH PROFIT OR LOSS 6.5 104,950,810 105,577,362 112,914,755 110,977,758
DERIVATIVES ASSETS 6.6 98,057,664 87,265,735 97,750,003 86,295,945
INVESTMENTS, NET 6.7 1,108,129,092 989,975,301 943,336,563 817,668,057
INVESTMENTS IN SUBSIDIARIES AND ASSOCIATES, NET 6.8 1,021,011 1,010,750 144,814,925 144,815,695
LOANS TO CUSTOMERS AND ACCRUED
INTEREST RECEIVABLES, NET 6.9 2,320,306,236 2,428,320,868 1,965,002,791 2,051,897,843
PROPERTIES FOR SALE, NET 6.10 5,564,952 5,920,648 5,251,609 4,980,602
PREMISES AND EQUIPMENT, NET 6.11 71,501,326 60,094,625 61,815,783 50,430,261
GOODWILL AND OTHER INTANGIBLE ASSETS, NET 6.12 22,516,444 27,797,736 1,302,496 1,975,531
DEFERRED TAX ASSETS 6.13 14,533,627 10,678,956 9,486,782 5,924,324
COLLATERAL PLACED WITH FINANCIAL COUNTERPARTIES 8,544,873 1,238,404 8,491,660 1,179,232
OTHER ASSETS, NET 32,462,370 33,865,950 22,123,180 24,066,793
TOTAL ASSETS 4,606,342,464 4,551,379,312 4,119,943,249 4,012,052,115
Notes to the financial statements form an integral part of these financial statements.
-7-
2025 Annual Report PT Bank Permata Tbk 1031
Page 1034
BANGKOK BANK PUBLIC COMPANY LIMITED AND SUBSIDIARIES
STATEMENT OF FINANCIAL POSITION (CONTINUED)
AS AT DECEMBER 31, 2025
Baht : '000
CONSOLIDATED THE BANK
Notes 2025 2024 2025 2024
LIABILITIES AND SHAREHOLDERS’ EQUITY
DEPOSITS 6.14 3,196,284,451 3,169,653,681 2,780,501,185 2,722,472,582
INTERBANK AND MONEY MARKET ITEMS 6.15 314,644,193 346,935,800 297,115,543 320,646,387
LIABILITY PAYABLE ON DEMAND 6,805,301 7,124,815 6,800,603 7,056,318
FINANCIAL LIABILITIES MEASURED AT FAIR VALUE
THROUGH PROFIT OR LOSS 6.16 16,346,583 17,762,512 16,003,625 17,308,307
DERIVATIVES LIABILITIES 6.6 65,867,750 64,701,726 65,398,986 63,563,290
DEBT ISSUED AND BORROWINGS 6.17 244,008,720 213,785,343 243,334,949 212,710,931
PROVISIONS 6.21 37,784,989 36,774,867 39,173,437 32,753,636
DEFERRED TAX LIABILITIES 6.13 65,257 3,880 65,257 -
OTHER LIABILITIES 6.23 148,851,356 137,763,410 114,121,352 100,753,428
TOTAL LIABILITIES 4,030,658,600 3,994,506,034 3,562,514,937 3,477,264,879
SHAREHOLDERS’ EQUITY
SHARE CAPITAL 6.24
Registered share capital
1,655,000 preferred shares of Baht 10 each 16,550 16,550 16,550 16,550
3,998,345,000 common shares of Baht 10 each 39,983,450 39,983,450 39,983,450 39,983,450
Issued and paid-up share capital
1,908,842,894 common shares of Baht 10 each 19,088,429 19,088,429 19,088,429 19,088,429
PREMIUM ON COMMON SHARES 56,346,232 56,346,232 56,346,232 56,346,232
OTHER RESERVES 27,540,639 38,112,032 39,153,051 45,894,210
RETAINED EARNINGS
Appropriated 6.26 , 6.27
Legal reserve 30,000,000 29,000,000 30,000,000 29,000,000
Others 136,500,000 131,500,000 136,500,000 131,500,000
Unappropriated 304,447,316 280,992,634 276,340,600 252,958,365
TOTAL BANK’S EQUITY 573,922,616 555,039,327 557,428,312 534,787,236
NON-CONTROLLING INTEREST 1,761,248 1,833,951 - -
TOTAL SHAREHOLDERS’ EQUITY 575,683,864 556,873,278 557,428,312 534,787,236
TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY 4,606,342,464 4,551,379,312 4,119,943,249 4,012,052,115
Notes to the financial statements form an integral part of these financial statements.
(Mr. Chartsiri Sophonpanich)
President
-8-
1032 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1035
BANGKOK BANK PUBLIC COMPANY LIMITED AND SUBSIDIARIES
STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
FOR THE YEAR ENDED DECEMBER 31, 2025
Baht : '000
CONSOLIDATED THE BANK
Notes 2025 2024 2025 2024
INTEREST INCOME 6.35 191,081,838 208,028,891 152,718,763 164,274,045
INTEREST EXPENSES 6.36 67,452,117 74,129,310 51,131,973 55,764,286
NET INTEREST INCOME 123,629,721 133,899,581 101,586,790 108,509,759
FEES AND SERVICE INCOME 6.37 42,944,449 43,915,591 34,621,924 34,323,826
FEES AND SERVICE EXPENSES 6.37 15,752,551 16,191,917 14,161,394 14,324,076
NET FEES AND SERVICE INCOME 27,191,898 27,723,674 20,460,530 19,999,750
GAINS ON FINANCIAL INSTRUMENTS
MEASURED AT FAIR VALUE THROUGH PROFIT OR LOSS 6.38 12,646,640 8,965,567 12,174,885 7,727,999
GAINS ON INVESTMENTS 6.39 10,737,332 890,879 9,761,301 1,011,580
SHARE OF PROFIT FROM INVESTMENT USING EQUITY METHOD 174,399 204,586 - -
GAINS ON DISPOSAL OF ASSETS 639,092 882,861 578,015 566,513
DIVIDEND INCOME 2,344,225 2,345,083 6,250,788 6,668,353
OTHER OPERATING INCOME 1,134,927 898,556 605,672 442,077
TOTAL OPERATING INCOME 178,498,234 175,810,787 151,417,981 144,926,031
OTHER OPERATING EXPENSES
Employee’s expenses 36,759,403 35,895,783 27,046,179 25,787,581
Directors’ remuneration 294,041 266,281 183,135 152,900
Premises and equipment expenses 15,747,230 16,970,140 12,178,860 13,014,326
Taxes and duties 5,065,175 5,560,628 4,992,019 5,487,867
Others 28,496,814 25,712,523 23,449,086 17,891,127
TOTAL OTHER OPERATING EXPENSES 86,362,663 84,405,355 67,849,279 62,333,801
EXPECTED CREDIT LOSS 6.40 36,147,571 34,838,088 30,577,966 30,924,524
PROFIT FROM OPERATING BEFORE INCOME TAX EXPENSES 55,988,000 56,567,344 52,990,736 51,667,706
INCOME TAX EXPENSES 6.41 9,622,226 10,945,678 8,021,945 8,631,123
NET PROFIT 46,365,774 45,621,666 44,968,791 43,036,583
Notes to the financial statements form an integral part of these financial statements.
-9-
2025 Annual Report PT Bank Permata Tbk 1033
Page 1036
BANGKOK BANK PUBLIC COMPANY LIMITED AND SUBSIDIARIES
STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME (CONTINUED)
FOR THE YEAR ENDED DECEMBER 31, 2025
Baht : '000
CONSOLIDATED THE BANK
Notes 2025 2024 2025 2024
OTHER COMPREHENSIVE INCOME (LOSSES)
Items that will be reclassified subsequently to profit or loss
Gains on investments in debt instruments at fair value
through other comprehensive income 9,811,191 9,471,780 8,207,862 9,345,410
Gains on cash flow hedges 2,674,400 2,234,363 2,674,400 2,234,363
Losses arising from translating the financial statements of
foreign operations (8,141,101) (7,987,925) (2,246,494) (1,393,393)
Share of other comprehensive income (losses) of associate - (2,600) - -
Income tax relating to components of other comprehensive
income (losses) (2,527,436) (2,362,686) (2,178,054) (2,319,378)
Items that will not be reclassified subsequently to profit or loss
Changes in revaluation surplus 13,847,806 (176,999) 13,483,004 (176,999)
Losses on investment in equity instruments designated at
fair value through other comprehensive income (29,635,416) (8,929,596) (29,176,773) (8,732,733)
Gains (losses) on financial liabilities designated at fair value
through profit or loss 434,582 (30,536) 434,582 (30,536)
Actuarial gains (losses) on defined benefit plans (337,023) 267,993 (277,996) 354,589
Share of other comprehensive income (losses) of associate (107) 494 - -
Income tax relating to components of other comprehensive
income (losses) 3,021,157 1,662,356 2,975,274 1,572,312
TOTAL OTHER COMPREHENSIVE INCOME (LOSSES) (10,851,947) (5,853,356) (6,104,195) 853,635
TOTAL COMPREHENSIVE INCOME 35,513,827 39,768,310 38,864,596 43,890,218
NET PROFIT ATTRIBUTABLE
Owners of the Bank 46,006,509 45,211,145 44,968,791 43,036,583
Non-controlling interest 359,265 410,521 - -
46,365,774 45,621,666 44,968,791 43,036,583
TOTAL COMPREHENSIVE INCOME ATTRIBUTABLE
Owners of the Bank 35,264,176 39,424,543 38,864,596 43,890,218
Non-controlling interest 249,651 343,767 - -
35,513,827 39,768,310 38,864,596 43,890,218
BASIC EARNINGS PER SHARE (BAHT) 24.10 23.69 23.56 22.55
WEIGHTED AVERAGE NUMBER
OF COMMON SHARES (THOUSAND SHARES) 1,908,843 1,908,843 1,908,843 1,908,843
Notes to the financial statements form an integral part of these financial statements.
(Mr. Chartsiri Sophonpanich)
President
- 10 -
1034 PT Bank Permata Tbk Laporan Tahunan 2025
Page 1037
1035
2025 Annual Report PT Bank Permata Tbk
BANGKOK BANK PUBLIC COMPANY LIMITED AND SUBSIDIARIES
STATEMENT OF CHANGES IN SHAREHOLDERS’ EQUITY
FOR THE YEAR ENDED DECEMBER 31, 2025
Baht : '000
CONSOLIDATED
Notes Issued and Premium on Other Reserves Retained Earnings Total Equity Non-controlling Total
Paid-up Share Common Appraisal Revaluation Cash Flow Own Credit Risk Foreign Others Appropriated Unappropriated Attributable Interest
Capital Shares Surplus Surplus Hedge Revaluation Currency Legal Reserve Others to the Bank’s
Common on Investments Reserve Reserve Translation Shareholders
Shares
Balance as at January 1, 2024 19,088,429 56,346,232 30,577,535 16,568,871 (422,036) (1,297,663) (1,159,654) 3,235 28,000,000 126,500,000 254,769,825 528,974,774 1,855,259 530,830,033
Appropriation for previous year
Dividend paid 6.27 - - - - - - - - - - (9,543,087) (9,543,087) (197,573) (9,740,660)
Legal reserve 6.26 , 6.27 - - - - - - - - 500,000 - (500,000) - - -
Appropriation for current year
Dividend paid 6.27 - - - - - - - - - - (3,816,903) (3,816,903) (167,502) (3,984,405)
Legal reserve 6.26 , 6.27 - - - - - - - - 500,000 - (500,000) - - -
Others 6.26 , 6.27 - - - - - - - - - 5,000,000 (5,000,000) - - -
Total comprehensive income (loss) - - (215,828) 430,452 1,787,490 (24,429) (7,923,634) (1,606) - - 45,372,098 39,424,543 343,767 39,768,310
Transfer to retained earnings - - (1,068,186) 857,485 - - - - - - 210,701 - - -
Balance as at December 31, 2024 19,088,429 56,346,232 29,293,521 17,856,808 1,365,454 (1,322,092) (9,083,288) 1,629 29,000,000 131,500,000 280,992,634 555,039,327 1,833,951 556,873,278
Balance as at January 1, 2025 19,088,429 56,346,232 29,293,521 17,856,808 1,365,454 (1,322,092) (9,083,288) 1,629 29,000,000 131,500,000 280,992,634 555,039,327 1,833,951 556,873,278
Appropriation for previous year
Dividend paid 6.27 - - - - - - - - - - (12,405,952) (12,405,952) (190,910) (12,596,862)
Legal reserve 6.26 , 6.27 - - - - - - - - 500,000 - (500,000) - - -
Appropriation for current year
Dividend paid 6.27 - - - - - - - - - - (3,817,568) (3,817,568) (129,386) (3,946,954)
Legal reserve 6.26 , 6.27 - - - - - - - - 500,000 - (500,000) - - -
Others 6.26 , 6.27 - - - - - - - - - 5,000,000 (5,000,000) - - -
Total comprehensive income (loss) - - 10,978,467 (15,968,000) 2,139,520 347,665 (8,019,386) (85) - - 45,785,995 35,264,176 249,651 35,513,827
Transfer to retained earnings - - (1,093,845) 1,044,271 - - - - - - 49,574 - - -
Others - - - - - - - - - - (157,367) (157,367) (2,058) (159,425)
Balance as at December 31, 2025 19,088,429 56,346,232 39,178,143 2,933,079 3,504,974 (974,427) (17,102,674) 1,544 30,000,000 136,500,000 304,447,316 573,922,616 1,761,248 575,683,864
Notes to the financial statements form an integral part of these financial statements.
- 11 -
Page 1038
BANGKOK BANK PUBLIC COMPANY LIMITED AND SUBSIDIARIES
STATEMENT OF CHANGES IN SHAREHOLDERS’ EQUITY (CONTINUED)
FOR THE YEAR ENDED DECEMBER 31, 2025
Baht : '000
THE BANK
Notes Issued and Premium on Other Reserves Retained Earnings Total
Paid-up Share Common Appraisal Revaluation Cash Flow Own Credit Risk Foreign Appropriated Unappropriated
Capital Shares Surplus Surplus Hedge Revaluation Currency Legal Reserve Others
Common on Investments Reserve Reserve Translation
Shares
Balance as at January 1, 2024 19,088,429 56,346,232 29,444,248 17,055,317 (422,036) (1,297,663) 814,969 28,000,000 126,500,000 228,727,512 504,257,008
Appropriation for previous year
Dividend paid 6.27 - - - - - - - - - (9,543,087) (9,543,087)
Legal reserve 6.26 , 6.27 - - - - - - - 500,000 - (500,000) -
Appropriation for current year
Dividend paid 6.27 - - - - - - - - - (3,816,903) (3,816,903)
Legal reserve 6.26 , 6.27 - - - - - - - 500,000 - (500,000) -
Others 6.26 , 6.27 - - - - - - - - 5,000,000 (5,000,000) -
Total comprehensive income (loss) - - (245,391) 502,841 1,787,490 (24,429) (1,393,393) - - 43,263,100 43,890,218
Transfer to retained earnings - - (989,754) 662,011 - - - - - 327,743 -
Balance as at December 31, 2024 19,088,429 56,346,232 28,209,103 18,220,169 1,365,454 (1,322,092) (578,424) 29,000,000 131,500,000 252,958,365 534,787,236
Balance as at January 1, 2025 19,088,429 56,346,232 28,209,103 18,220,169 1,365,454 (1,322,092) (578,424) 29,000,000 131,500,000 252,958,365 534,787,236
Appropriation for previous year
Dividend paid 6.27 - - - - - - - - - (12,405,952) (12,405,952)
Legal reserve 6.26 , 6.27 - - - - - - - 500,000 - (500,000) -
Appropriation for current year
Dividend paid 6.27 - - - - - - - - - (3,817,568) (3,817,568)
Legal reserve 6.26 , 6.27 - - - - - - - 500,000 - (500,000) -
Others 6.26 , 6.27 - - - - - - - - 5,000,000 (5,000,000) -
Total comprehensive income (loss) - - 10,672,573 (16,840,952) 2,139,520 347,665 (2,246,494) - - 44,792,284 38,864,596
PT Bank Permata Tbk Laporan Tahunan 2025
Transfer to retained earnings - - (1,025,561) 212,090 - - - - - 813,471 -
Balance as at December 31, 2025 19,088,429 56,346,232 37,856,115 1,591,307 3,504,974 (974,427) (2,824,918) 30,000,000 136,500,000 276,340,600 557,428,312
Notes to the financial statements form an integral part of these financial statements.
(Mr. Chartsiri Sophonpanich)
President
- 12 -
1036
Page 1039
On August 28, 2025, the meeting of the Board of Directors of the Bank No. 8/2025 approved the resolutions
regarding the appropriation of the profit and the payment of interim dividend as follows :
- The appropriation as legal reserve and as other reserves for the period of January - June 2025 amounting to
Baht 500 million and Baht 5,000 million, respectively.
- The payment of interim dividend at the rate of Baht 2.00 per common share amounting to Baht 3,818 million
had been paid on September 26, 2025.
The Bank already paid dividend according to the aforementioned resolution.
6.28 Assets Pledged as Collateral and under Restriction
The Bank and subsidiaries had investments in government securities and state enterprise securities which
had been pledged as collateral for repurchase agreements and for commitments with government agencies.
The book values of such securities, net of valuation allowance for expected credit loss, as at December 31, 2025
and 2024, for the consolidated financial statements amounting to Baht 159,695 million and Baht 159,498 million
and in the Bank’s financial statements amounting to Baht 155,294 million and Baht 153,830 million, respectively.
6.29 Contingent Liabilities
As at December 31, 2025 and 2024, the Bank and subsidiaries had contingent liabilities as follows :
Million Baht
CONSOLIDATED THE BANK
2025 2024 2025 2024
Avals to bills 4,104 3,967 4,104 3,967
Guarantees of loans 23,696 27,703 19,794 22,290
Liabilities under unmatured import bills 37,543 30,711 26,532 18,193
Letters of credit 22,448 41,783 18,233 37,061
Other commitments
Amount of unused bank overdraft 146,152 150,328 145,620 149,717
Other guarantees 250,419 245,330 236,289 232,381
Others 283,254 243,180 241,650 190,530
Total 767,616 743,002 692,222 654,139
6.30 Litigation
As at December 31, 2025 and 2024, a number of civil proceedings have been brought against the Bank and
subsidiaries in the ordinary course of business. The Bank and subsidiaries believe that such proceedings,
when resolved, will not materially affect the Bank and subsidiaries’ financial position and result of operations.
- 102 -
2025 Annual Report PT Bank Permata Tbk 1037
Page 1040
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Page 1041
Page 1042
Unlocking Synergy to Elevate Productivity and Shape a Positive Tomorrow 2025 Laporan Tahunan | Annual Report PT Bank Permata Tbk Gedung WTC II Jl. Jend. Sudirman Kav. 29–31, Jakarta 12920 Tel. : [021] 523 7788 Fax.: [021] 523 7244 www.permatabank.com
Names mentioned 201 people and organisations named in the text · linked when the evidence is strong
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Bank Transparency
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PT Bank Permata Tbk’s
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Bank Indonesia
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Bank Indonesia Giro
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Indonesia Stock Exchange
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Bank Stabilitas Bank
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Habibullah
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Eliza Pondaag
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Menteri Kehakiman Republik Indonesia
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Minister of Justice
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Bangkok Bank Public Company Limited
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As of 31 December 2025, Permata Bank had 200 branch
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Facebook
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2025 Annual Report PT Bank Permata Tbk
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Hendra Karyadi
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PT Astra
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PT Astra Chartered Bank
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Standard Chartered Bank. Bangkok Limited
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Tan Thong Kie
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PT Bank Patriot. Partomuan Pohan
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Minister of Justice and Human Rights
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Penyehatan
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Bank Tahap II Tahun
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Bank Phase II
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PT GE Finance Indonesia
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Bank Tahap II
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Bank Institute
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Menteri Hukum Republik Indonesia
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Bank Indonesia Certificate
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H. Thamrin
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Prof. Drg. Surya Sumantri
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Drs. H. Abdullah Silondae
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Thai Asset Management Corporation
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Bangkok Post Public Company Limited
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Bank Berhad
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Unilever Tbk
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Santoso Harsokusumo Indonesia
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Cardig Aero Service Tbk
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Jasa Angkasa Semesta Tbk
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Kementerian Kesehatan
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PT Gagas Prima Solusi
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PT CIMB Niaga Tbk
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PT BNI Life
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PT Tuban Petrochemical Industries
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Bank International Indonesia Tbk
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Co. Ltd
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Union Mineral Exploration Ltd
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PT Finansia Pacifica Raya
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PT Pefindo Biro Kredit
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PT Asuransi Ekpor Indonesia (Persero)
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Bank Niaga Tbk
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Rangkap
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Bank Annual GMS
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PT Astra Digital Arta
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PT Astra Digital Internasional
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PT Astra Integrasi Digital
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PT Solusi Mobilitas Bangsa
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PT Goldman Sachs Indonesia
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Ancora Indonesia Resource Tbk
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PT IBM Indonesia
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Makes & Partners
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PT Bank Central Asia. Karier
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PT Bank Commonwealth
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PT Bank Barclays Indonesia
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PT Bank Rabobank International Indonesia
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PT Bank Credit Lyonnais Indonesia
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PT ABN AMRO Bank
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PT Bank Asia Pacific
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PT Bank Pelita
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PT Bank Susila Bakti
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Bank Economic Outlook
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PT Kideco Jaya Agung
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PT Solaris Power Indonesia
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PT Coca-Cola Bottling Indonesia
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PT Coca-Cola Distribution Indonesia
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PT Birotika Semesta
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PT Omnes Services Indonesia
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PT Coca-Cola Indonesia
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PT Sony Electronics Indonesia
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Makindo Securities Tbk
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