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Page 1
FY2025 PUBLIC EXPOSE TAHUN 2026 PT Bank Rakyat Indonesia (PERSERO) Tbk
Page 2
MACRO OUTLOOK &
STRATEGY UPDATE
2
Page 3
Resilient GDP Growth Driven by Consumption and Investment
GDP growth remains resilient in 4Q25.. ...While selective consumption led by the upper-middle segments...
YoY GDP growth (in %) YoY consumption growth (in %)
4,96 5,03 5,01 5,04 5,05 5,11 5,21 6,47
8
3,98 3,98 7,48 5,66
6
3,83
4 5,21
2
0
-2,17
-2
-4
-6
-8 2024 2025 2024 2025 2024 2025 2024 2025
2.1% 3.7% 3.2% 3.7% 4.2% 4.0% 1.7% Food & Beverage Clothing Transportation & Restaurant &
32,9% 31,9% 31,9% 31,5% 31,1% 31,0% 30,0% Communication Hotel
7.8% 8.2% 8.2% 7.4% 7.3% 7.4% 10,0% 4,49 5,68
3,83
3,66 3,37
55,5% 55,1% 54,2% 54,0% 54,0% 54,0% 53,6%
2,59
2019 2020 2021 2022 2023 2024 2025 2024 2025 2024 2025 2024 2025
Others Net Export Investment Gov’t Spending Household Cons. Furnishing Health & Education Others
..Consumption anchors GDP, Investment growth reflects improving business activity.. ..Moreover, deposit growth was also driven by upper-tier segments
Household consumption YoY GFCF YoY GDP YoY YoY Growth in total deposit balance by tiering (in %)
+16.17
10, 00
5.03 20,15
8, 00
6.12 -1.67
4.96 5.03 5.01 5.04 5.02
-1.43
6, 00
4, 00
5,10 +0.01
4.08 4.47 5.03 5.11 4,53
4.49
2, 00
4.50 3,43 4,08 4,09
0, 00
4.97 -2.17 4.32 5.11 3,10
- 2,00 3.56 3.33 3,98
- 4,00
- 6,00
-3.61
2024 2025 2024 2025 2024 2025 2024 2025
-6.17
- 8,00
- 10,00
≤ Rp100mn Rp100mn < up to ≤ Rp500mn < up to ≤ ≥ Rp2bn
2019 2020 2021 2022 2023 2024 2025 Rp500mn Rp2bn
Data source: Statistic Indonesia (BPS), BRI’s OCE typically consumed by the upper-middle class 3
Page 4
Easing Monetary and Fiscal Stimulus is Starting to Support Recovery Momentum
Steady inflation and strong FX Reserves support declining benchmark rate trend.. ..MSME recovers, but activity remains skewed toward Wholesale segment..
International Foreign Reserve (USD Bn) USD/IDR Headline Inflation (%) Wh olesale Business Acitivity Index MA (4) MS ME Business Activity Index MA (4)
6.00
8
7
BI Rate 5,42 6.00
6.00
20, 0
14,1 14,5
3,13 11,9
6
2,72 2,81 2,92 10,4
46
1,68 1,75 1,55
15, 0
9,5
2 10, 0
18.00 0
05
5.50 4.75
175,0
5, 0
5.00
5,8
17.00 0
5,6
-2
4,4
165,0
0, 0
4
3,1
16.709
16.00 0- 4
3.75 3.50 -1,3
- 5,0
-6 155,0
15.00 0
15.848 -12,8
15.399
3
149
-8 - 10,0
14.00 0
14.991 156 145,0
14.390 14.108 14.368 - 15,0
2
14.050
146
13.00 0
136 145 135,0
129
- 20,0
12.00 0
1
137
121
125,0 - 25,0
11.00 0
- 30,0 -24,5
10.00 0 0 115,0
2020 2021 2022 2023 2024 2025
2018 2019 2020 2021 2022 2023 2024 2025
..Fiscal disbursement accelerated in 4Q25, supporting domestic demand.. ..Fiscal spending supports short-term rebound, lower income recovery remains weak
Purchasing Power Index by Income Group
Monthly Government Spending (Rp Tn) Social Safety Net Disbursement 2, 00
0,30 0,35 0,58
-0,73
1, 00
2, 00
-0,19 -0,26
Stimulus 1 Stimulus 2 Stimulus 3 & 4 0, 00
1, 00
(Rp33.3tn) (Rp24.4tn) (Rp53.0tn) - 1,00
0, 00
2, 00
- 2,00
0,37
-0,04 -0,09
600 - 1,01,
0 00
-0,62 -0,44
-0,77
- 3,00
500 - 2,00,
0 00
540
0,29
- 4,00
-0,13
400 - 1,00
- 3,00
- 5,00
-0,13
300 391 358
- 2,00
-0,02 -1,07 -0,34
343
- 4,00
319
272 275
- 3,00
200
- 5,00
181 186 210 210 - 4,00
100
167
- 5,00
0
Jan Feb Ma r Apr Ma y Jun Jul Aug Sep Oct Nov Dec
- 6,00
Dec-15 Dec-17 Dec-19 Dec-21 Dec-23 Dec-25
Upper & Middle-Lower Segment Purchasing Power Index is calculated using z-score based on a set of each segment’s purchasing power indicators with mean & standard deviation from Jan’16 – Dec’18. 4
Page 5
Expansionary Policies Driving Liquidity and Growth
Industry BRI (Consolidated)
CASA YoY Growth Loan YoY Growth Deposit YoY Growth LDR
13,0% 12,3% 14,9% 13,8% 91,4%
21,5% 11,4% 11,2% 12,2%
18,5% 88,5% 88,9%
10,4% 11,1%
13,5% 12,7% 9,6% 83,4% 84,2%
88,6%
7,4% 10,4%
5,1% 9,8% 4,5% 78,8% 85,4%
13,2% 12,8% 3,3% 9,0% 83,8%
5,2%
9,2% 3,7% 82,5%
7,0% 7,4%
5,1% -5,5% 78,8%
0,2% 77,1%
2,5% 3,9%
1,6%
0,5%
2,2%
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
NIM CAR LaR NPL
8,0% 27,7% 26,7% 28,3%
7,9% 7,9% 7,8% 25,7% 25,7% 25,9% 3,1% 3,0%
7,5% 3,1%
7,0% 23,9% 2,9% 2,8%
23,3%
27,3% 26,6% 2,7%
24,6% 25,5% 2,9% 3,0%
23,5% 23,4% 16,5%
20,1% 2,4% 2,4%
19,5% 2,1% 2,1%
12,5%
4,7% 4,8% 4,6% 4,6% 10,7%
4,5% 4,5% 9,6%
14,1%
10,9%
9,3% 8,8%
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
Data source: SPI OJK and media releases 5
Page 6
Executing a High-Impact Transformation to Strengthen Funding, Scale Core
Business, and Capture New Growth
Shift to healthier and sustainable growth
Transform the funding franchise Revamp existing core, build new core
Strengthen Low-Cost Funding Revamping Micro Business
• Accelerating CASA growth through optimization of digital channels • Strengthening Micro business processes, including BRISpot and
and deeper penetration of business clusters to strengthen the low- pipeline management, as well as enhancing underwriting models
cost funding base to improve asset quality
• Strengthening customer acquisition and retention through • Enhancing loan officer’s capabilities through stronger discipline in
collaboration and cross-selling of products, supported by enhanced the use of digital tools and improvements to career progression
organization, product offerings, and RM capabilities pathways
Accelerating New Core
Improve Transaction Banking Capability • Accelerating Consumer business growth through ETB utilization,
• Retail: Enhancing SuperApp capabilities – BRImo,QRIS, EDC; with a focus on payroll-based lending, BRIGUNA, mortgages,
building dominance within business cluster ecosystems and auto loans
• SME & Wholesale: Increasing customer business transactions by • Diversifying growth by accelerating the gold pawn business
leveraging Qlola as an integrated platform and transaction tool, through integration of BRI outlets and distribution via BRImo.
supported by improvements in application functionality and stability • Growing Commercial and Corporate businesses with a focus on
customer value chains and transaction-led banking
Human Capital Risk IT and Digital Distribution Operations Rebranding
Build world- • Enhancing talent management and
succession planning • Strengthening risk culture
• Strengthening digital
infrastructure • Strengthening the role of
• Centralizing • Refreshing bank-wide
operations
class • Improving workforce productivity
through enhancements to the
across all business lines
• Enhancing operational
• Delivering more
personalized solutions
Area Heads
• Optimizing the branch
• Simplifying business
branding
• Restructuring the
processes
foundations Performance Management System
and strengthening workplace
risk management
• Strengthening the early
• Leveraging data and AI to
improve the accuracy and
and operating network
• Enhancing interaction
• Business process
branding architecture
for products and
warning system reengineering services
culture speed of decision-making. models across units
6
Page 7
As a Part of BRIvolution Re-ignite, BRI Has Been Starting to Implement
Initiatives to Capture Transactions and Improve Asset Quality
Projects Done Ongoing Initiatives
Retail Funding & Transaction focuses on improving productivity all channels Asset quality initiatives aim to strengthen credit discipline and reduce NPLs
and enhanced collaboration across business segments and subsidiaries through improved loan officer’s capabilities, processes, and risk controls
Optimize Digital Roll out key programs for Human Capital, Enhance Core Capabilities
Channels business merchants and Organization &
QRIS Strengthen Capability through
Risk
certification, training, and
Management manpower to improve early
Increase BRImo
Strengthen Relationship penetration through Urban detection and recovery
with Anchor Merchants lifestyle communities
Redesign Organization
and Roles
Establish Segment-based
Risk Groups and Remodel
Optimize Business Optimizing territorial coverage, ecosystem,
Loan Officers Roles
Cluster and customer value chain penetration
Business Improve Operations
Enhance Branches Strengthening branches'
Process and Digital Enablers
Capability capabilities through
Improvement
expanded services, Enhance E2E underwriting
strategic relocation, and through Pre-washed pipelines,
hybrid-digital expansion automated monitoring, and early
warning indicators
Enhancing the Loan Origination System
Enhancing collaboration
Collaboration
with subsidiaries to
Across Business Enhance Policy Enhance Pre-screening and Underwriting
expand digital channels
Unit & Subsidiaries and Introducing granular, data-driven micro loans
utilization across their
ecosystems Procedures policies (scoring, RAC, sector guidance) to
improve risk selection
7
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As a Results, Several Key Metrics For Transactions Start to Improve
Retail Funding Initiatives have shown tangible results
KeyMetrics
Key MetricsGrowth
GrowthYoY
YoY Business Merchant
Sales Volume (Rp Tn) Sales Volume/ Merchant (Rp Mn)
# Monthly Transaction
Active Users (in Mn)
Mn) value
Value (Rp
(RpTn)
Tn) BRIMO
BRIMOPenetration
PenetrationRate*
Rate* +19.8% +27.0%
223,2 557,3 557,3 707,8
57,8% 186,3 186,3 700, 0
327,1 337,5
6 0
, %
119,8
600, 0
200, 0
500, 0
+17.8% +26.4% 150, 0
77,9 400, 0
5 5
,0 %
48,5% 100, 0
50, 0
300, 0
200, 0
100, 0
- -
5 0
, %
23, 0
7. 000, 0
2022 2023 2024 2024 2025 2022 2023 2024 2024 2025
7.076,9 38,7%
4 5
,0 %
6. 000, 0
18, 0
21,0 5. 000, 0
1 ,2
4 0
, % # Merchant (in thousand) # Productive Merchant (in thousand)
5.596,7
30,4%
1
13, 0
4. 000, 0
17,8
0 ,8
3 5
,0 %
8, 0
3. 000, 0
0 ,6
0 ,4 3 0
, %
-5.7% +3.8%
3, 0 2. 000, 0
0 ,2
110,0 110,0 114,2
1. 000, 0 0
2 5
,0 %
354,8 334,3 334,3 315,4
( 2, 0)
2024 2025 2024 2025 2022 2023 2024 2025 238,1
120, 0
77,5
49,4
350, 0 100, 0
300, 0
80, 0
250, 0
200, 0 60, 0
150, 0 40, 0
100, 0
20, 0
50, 0
- -
2022 2023 2024 2024 2025 2022 2023 2024 2024 2025
# Active Users (in Thousand) Sales Volume (Rp Tn)
Sales Volume (Rp Tn) Sales Volume/ Store (Rp thousands) # Transactions (in Bn)
+48.1% +36.2%
13,456
113.0 +100.0% +89.4% +127.5%
9,878 865
76.3
12. 400
100, 0
80, 0
75,7
10. 400
8. 400
515 85,6 19.433,1 782,8
47,5 12.591
60, 0
10.260,2
6. 400
40, 0
4. 400 9.363 42,8 344,1
20, 0
28,8 37,3 2. 400
- 400
2024 2025 2024 2025 2024 2025 2024 2025 2024 2025
*) BRIMO penetration rate was based on total eligible customers
**) The metric for EDC productivity is monthly sales volume ≥ Rp15 million per EDC 8
Page 9
New Growth Engines Initiatives Driving Loan Growth
We Focus on Improving Penetration to Our Existing Customers by Providing More Customized
Products and Strengthening Value Chain Business Projects Done Ongoing Initiatives
Driving End-to-End Consumer Growth Tapping into Indonesia’s gold ecosystem
Payroll loan Auto Loan Implementing the Bullion Introducing
Expanding ETB Developing a fast-track mechanism to Services Tring is a digital app
penetration within the accelerate SLA, while strengthening launched by Pegadaian to
the pairing between BRI, BRI Finance, Establishing a strong retail
customer base from unify and digitize Gold
and dealers product portfolio
the high-quality Investment and Pawn
payrolls Services into one super app
Expanding to the B2B
for:
market
Mortgage Wealth Management
• loan installment,
Expanding tier-1 Strengthening acquisition Building a gold business • Gold savings and term deposits,
& local champion through targeted campaigns, ecosystem • gold savings-collateral loan,
developer tailored solutions and
• billing payment and e-wallet top-
partnerships integrated cross-selling to
up.
deepen affluent and business
owner relationships
Focusing on The Strong and Sustainable Growth Quality Growth Driven By Transaction-led Relationships
Targeted Expansion with Enhanced Credit Discipline Driving Growth Through End-to-End Ecosystem Approach
Strengthening sector-focused (e.g. agriculture, FMCG, Strategic Client Acquisitions
manufacturing, healthcare, education) and regional local Enhancing digital Unlocking cross-segment value
champions, supported by cashflow-based assessment and transaction banking, trade, chains through an E2E approach,
ecosystem linkages, while streamlined credit processes improve cash management, and FX, alongside a strategic shift from a
turnaround time alongside structured, predominantly SoE focus toward
syndication, and supply- broader private sector exposure
CASA Generator chain solutions
Strengthening CASA acquisition and deepening product holdings
Value chain generator Robust Risk and Control
across the Commercial client ecosystem, by expanding operating
balances, providing high-quality payroll, and acquiring priority and Driving CASA across Strengthening risk management
wealth clients, while structurally increasing deposit intensity toward a Corporate value chains through process digitalization,
higher customer’s deposit-to-loan ratio through transaction banking, data-driven credit assessment,
payroll, and cash solutions and strategic account planning
9
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The Initiatives Start to Deliver Improved Metrics That Generate More Growth
Consumer Loan Breakdown (Bank Only, Rp Tn) Funding Under Management* (Rp Tn) & Fee Income from WM (Rp Bn)
Payroll Loan Mo rtgage Auto Loan g YoY Fee Income Funding Under Management
% to Total Loan (Bank Only)
Total Consumer Loans, Bank Only:
800, 0
g YoY
700, 0
2025 g QoQ 600, 0
g QoQ g YoY
687,4 675,8
212.4 218.3 203.2 224.8 10.6%
500, 0
250, 0
507,8
400, 0
300, 0
200, 0
362,7
13.3% 33.1% -1.7%
200, 0
0.10% 0.13%
100, 0
62,4 64,4 66,3 4.94% -
58,6
150, 0
1H25 9M25 2024 2025
100, 0 9.9% 250, 0
141,1 144,7 135,8 149,2 240, 0
50, 0
11.12% 0.21% 0.05% 242,1 2.0% 18.0%
230, 0
237,4
0, 7
0, 6
- 220, 0
227,6
210, 0
0, 5
0, 4
266.4%
0,6
200, 0
0, 3
0.04% 205,1
0, 2 0,4 0.01% 0.03%
0,2
190, 0
0, 1
-
0,2 180, 0
1H25 9M25 2024 2025 1H25 9M25 2024 2025
Gold Savings OS & Number of Customers Gold Installment Loan OS (Rp Tn)
Gold Savings (tonnes) Active Customer (mn) Avg Savings/Cust (gr)
+305.9%
3,4 3,6 3,5 3,6
18, 0
3,2
14, 0
17,1
3, 0
11,4
16, 0
12, 0
14, 0 2, 0
12, 0 13,7 14,2 10, 0
1, 0
12,0
6,3
10, 0
8, 0
10,3 5,6
-
8, 0
6, 0
4,7
- 1,0
3,9
4,1 2,8
6, 0
3,5 3,8 3,2 - 2,0
4, 0
4, 0
2, 0
- 3,0
2, 0
-
- - 4,0
1Q25 1H25 9M25 2024 2025
1Q25 1H25 9M25 2024 2025
*We have reclassified our priority customer criteria in 2025, raising the minimum threshold from Rp500mn to Rp1billion. 10
Page 11
BRI was Able to Expand the Balance Sheet and Enhance the Operating Leverage
x.x% g QoQ x.x% g YoY
Asset (Rp Tn) Deposit (Rp Tn) Loan & Financing (Rp Tn)
+0.6% +7.1% -0.5% +7.4% +5.8% +12.3%
2.123 2.135 2.135
1.992
1.866 1.965 1.438 1.521 1.355 1.521
1.610 1.678 1.475 1.467 1.365 1.467 1.266
1.308 1.358 1.020 1.043
1.139
1.121 1.139
2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025
Fee & Other Opt. Income (Rp Tn) PPOP (Rp Tn) Net Profit (Rp Tn)
+26.5% +2.6% +15.4% +2.6% +8.2% -5.3%
116,4 119,4 60,425 60,306 57,132
106,5
91,3 51,408
54,7 56,1 80,4
45,9 65,1
38,1 41,2 39,4 30,756
32,8 18,660
16,4 28,4 14,699 15,900
13,0
2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025
Consolidated Number 11
Page 12
Strategic Initiatives Are Delivering Positive Results, as Improved Cost of Funds Cushions
Elevated Cost of Credit
x.x% g QoQ x.x% g YoY
NIM Cost of Fund - TPF CoC
-0.6% -0.2% +0.7% +0.1%
+0.3% -0.0%
8,0% 8,0%
7,9% 7,9% 7,8% 3,0% 3,1%
7,7% 2,7% 2,9%
7,5% 2,4% 2,4% 3,5% 3,6% 3,6%
3,2% 3,3%
2,9%
2,6% 2,4%
7,0% 1,6%
1,4%
2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025
LAR ROA ROE
+1.0% -1.5%
-1.1% -1.1% +0.2% -0.3%
28,3% 19,8% 18,9%
17,6% 17,7% 18,7% 17,4%
23,3%
3,3%
16,5%
3,0% 2,8% 3,0% 3,0% 2,7% 12,2%
10,5%
12,5% 1,9%
10,7% 9,6% 10,7% 9,6% 1,5%
2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025 2020 2021 2022 2023 3Q25 4Q25 2024 2025
Consolidated Number 12
Page 13
BRI Group 2026 Guidance
FY25 Results 2025 Guidance 2026 Guidance
Loan Growth
12.3% 7% - 9% 7% - 9%
(YoY)
NIM 7.8% 7.3% - 7.7% 7.4% – 7.8%
Credit Cost 3.3% 3.0% - 3.2% 2.9% - 3.2%
CIR 42.5% 41% – 43% 41% - 43%
13
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FINANCIAL
PERFORMANCE
14
Page 15
Healthy Balance Sheet With Tactical Asset Growth Momentum and Discipline on Funding
(Rp Bn)
Items 2025 9M25 2024 g QoQ g YoY 2023 2022 2021
Cash and Cash Equivalent 63,974 100,490 118,663 -36.3% -46.1% 133,513 178,343 82,727
Total Earning Assets: 2,029,077 1,976,358 1,841,405 2.7% 10.2% 1,791,006 1,665,968 1,588,914
- Placement with BI & Other Banks 63,502 93,964 83,457 -32.4% -23.9% 87,557 91,890 73,048
- Receivables (Acceptance & Others) 62,498 56,063 51,849 11.5% 20.5% 65,024 47,146 39,949
- Loans & Financing 1,521,486 1,438,109 1,354,641 5.8% 12.3% 1,266,429 1,139,077 1,042,867
- Gov't Bonds & Marketable Securities 372,757 379,444 343,381 -1.8% 8.6% 364,687 381,339 426,964
- Other Earning Assets 8,835 8,778 8,077 0.6% 9.4% 7,308 6,515 6,086
Earning Asset Provision: (83,660) (81,938) (82,529) 2.1% 1.4% (88,172) (94,975) (89,821)
- Loans and Financing Provisions (83,059) (80,949) (81,064) 2.6% 2.5% (85,502) (93,088) (87,829)
- Other Provisions (601) (989) (1,465) -39.3% -59.0% (2,670) (1,887) (1,991)
Fixed & Non-Earning Assets 125,979 128,536 115,444 -2.0% 9.1% 128,660 116,303 96,278
Total Assets 2,135,371 2,123,447 1,992,187 0.6% 7.2% 1,965,007 1,865,639 1,678,098
Third Party Funds : 1,466,844 1,474,783 1,365,450 -0.5% 7.4% 1,358,329 1,307,884 1,138,743
- CASA 1,035,790 997,622 918,981 3.8% 12.7% 874,070 872,404 718,267
Current Account 448,204 435,071 374,554 3.0% 19.7% 346,124 349,756 220,590
Savings Account 587,586 562,551 544,427 4.5% 7.9% 527,946 522,648 497,677
- Time Deposits 431,054 477,161 446,469 -9.7% -3.5% 484,259 435,481 420,476
Other Interest-Bearing Liabilities 216,109 210,675 200,597 2.6% 7.7% 180,023 162,817 167,005
Non-Interest-Bearing Liabilities 121,477 100,090 102,825 21.4% 18.1% 110,184 91,543 80,563
Total Liabilities 1,804,430 1,785,549 1,668,872 1.1% 8.1% 1,648,535 1,562,244 1,386,311
Tier 1 Capital 301,847 305,359 291,317 -1.2% 3.6% 283,949 273,812 266,166
Total Equity 330,941 337,898 323,315 -2.1% 2.4% 316,472 303,395 291,787
Total Liabilities & Equity 2,135,371 2,123,447 1,992,187 0.6% 7.2% 1,965,007 1,865,639 1,678,098
15
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Retail Funding Transformation Remains Intact with Saving Continued to Maintain
Growth Momentum
Deposit Growth (Consolidated) (Rp Tn) Deposit Products Wholesale vs Non-Wholesale* (Rp Tn)
Total Deposit: 7.4% YoY Growth YoY Total Deposits 2025: Rp1,460.1 Tn Growth YoY
CASA: 12.7% YoY
Non-wholesale
1 .6
0 0
, 0
1.466,8
934,5 4.6%
862,9 892,5
1.358,3 1.365,5 838,2
1 .0 0
, 0
1 .4
0 0
, 0
747,2 770,4
1.307,9
9 0
, % 9 0 ,0
8 0 ,0
249,0
232,7 -6.5%
-3.5% 223,5 245,9
198,1
7 0 ,0
215,5
431,1 YoY 6 0 ,0
1.138,7 7.8%
5 0 ,0
1.120,9
1 .2
0 0
, 0
542,5 584,9
446,5 522,5 527,7
4 0 ,0
8 0
, %
484,3 3 0 ,0
460,4 496,2
435,5 2 0 ,0
101,0 116,9 15.7%
1 0 ,0
1 .0 0
, 0
-
71,3 76,2 92,2 89,4
420,5 70,6% 7 0
, %
2020 2021 2022 2023 2024 2025
452,1
66,7% 67,3%
8 0 ,0
64,3%
63,1% 7.9%
587,6
59,7% 6 0
, % YoY Wholesale
544,4
6 0 ,0
522,6 527,9 Demand Deposit Time Deposit
525,6
12.3%
497,7 5 0
, %
6 0 ,0
491,1
476,1 464,0 467,9
-0.3%
4 0 ,0
5 0 ,0
359,0 192,3
306,6 233,7 192,9
4 0 ,0
206,7
448,2 19.7%
3 0 ,0
4 0
, %
2 0 ,0
374,6 215,8
349,8 346,1 YoY 195,0
21.2%
2 0 ,0
333,3
192,7 220,6 257,3 257,4 275,0
143,2
1 0 ,0
111,7
-
- 3 0
, %
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
Demand Deposit Savings Time Deposit CASA
*Data is presented in Bank Only 16
Page 17
As the Awareness of BRI is Improving, We are Able to Deepen Affluent Wallet
Share and Keep the Mass Deposit Stable
Savings Balance by Tiering Industry vs BRI* (as of December 2025, Rp Tn) BRI Saving Balances by Tiering* (Rp Tn)
Industry1 Mass Mass Affluent Affluent
BRI (% to total balance)
Industry BRI -0.5% +2.3% +35.1%
+15.0%
269.5 268.2 159,2 162,8 153.8
Affluent 1.282,6 41,3
(balance 38,9 77,7 77,7 113.8 56,9
1.115,2 +35.1%
>Rp500mn) 27,1
26,3
21,0 143,0 140,8
153,8 86,7 96,9
113,8
48,8 49,7
2024 2025 2024 2025 2024 2025
2024 2025 2024 2025 2024 2025
Rp50mn-100mn <5mn Rp100-500mn >Rp5bn
+5.0% Rp5mn-50mn Rp500mn-5bn
Mass
Affluent 763,4 801,6 Monthly Average Savings Balance* (Rp Tn)
(balance Rp100 26,6 29,3 25,8 27,8
+2.3%
– 500mn) 2025 2024 2023
159,2 162,8 600
580
580
573
560
2024 2025 2024 2025 2024 2025 555
551 551
545 545 545
560
539 536 540 540 537
534 533
526
540
528 529 524 523
Mass 525 518 517
522
+2.9% 516
(balance 49,7 520
-0.5% 45,9 528
<Rp100mn) 990,0 1.018,8 518
34,5 513 517 515 513 517
269,5 268,2 32,8 500
510 511 510 511
501 501
480
460
2024 2025 2024 2025 2024 2025 Dec Jan Feb Ma r Apr Ma y Jun Jul Aug Sep Oct Nov Dec
*1) Data source: Bank Indonesia *Data is presented in Bank Only 17
Page 18
Selective Expansion Across a Diversified Portfolio, Anchored in Micro
Loan Outstanding – by business segment (Rp Tn) Composition – by business segment (%)
1 2
0 ,0
%
1. 600, 0 1.521,5 1. 600, 0
1 0 ,0
%
1.354,6 15,3%
1. 400, 0 1. 400, 0
16,1% 16,1% 15,6% 18,0%
1.266,4 342,5 22,5%
3,3% 2,7% 2,4% 2,9%
1. 200, 0
1.139,1 244,3 1. 200, 0
8 0
, %
2,9%
197,7 61,1 4,0%
1.020,2 1.042,9 19,2% 18,3%
39,1 20,4% 17,3%
173,8 36,3 24,0%
1. 000, 0
240,8 1. 000, 0
15,8%
164,7 168,3 27,8 234,7
231,2 6 0
, %
33,5 27,8 218,6 14,7% 15,0% 15,4%
14,4%
15,0%
800, 0 800, 0
212,5 209,1 228,8 14,2%
244,6 190,0
600, 0
167,6 600, 0
4 0
, %
150,4
144,8
48,4% 48,3%
400, 0 400, 0
648,3 42,4% 46,4% 46,3% 42,6%
611,2 627,5
551,3
2 0
, %
200, 0 432,5 483,9 200, 0
- - 0 ,0
%
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
Micro Consumer SME Commercial Corporate Total
YoY Growth ( % ) 3.3 9.4 2.6 56.5 40.2 12.3
(Rp Tn) 20.8 19.7 6.0 22.1 98.2 166.8
Recently, Bank Raya shifted portion of its Small Segment loans to Micro Segment amounting to Rp1 tn. If we adjust the Ultra Micro loans outstanding, it will impact loan growth by 5bps 18
Page 19
CASA Growth Helps the Bank to Offset Yields Pressure, Maintaining Robust NIM
NIM – Bank Only vs Consolidated Lending Yield, EA Yield, and Cost of Interest-Bearing Liabilities
1 6
,0 %
9 ,0
% 8 ,0
%
8.0% 13,1%
7,9% 12,5% 12,5% 12,3% 13,3% 13,0%
7,9%
8 ,5
%
7,8%
1 4
,0 %
7,5%
7 ,5
%
8 ,0
%
1 2
,0 %
6,9%
7 ,5
%
7 ,0
%
1 0
, %
10,9% 11,0% 10.8%
10,1%
7 ,0
%
6,9% 9,6% 9,7%
6,8%
8 ,0
%
6,8%
6,8%
6 ,5
% 6 ,5
%
6,5% 6 ,0
%
3,5% 3.6% 3,5%
6 ,0
%
3,1%
2,3% 2,1%
6 ,0
%
4 ,0
%
5 ,5
%
6,0%
5 ,0
% 2 ,0
%
5 ,5
%
4 ,5
%
0 ,0
%
2020
4 ,0
%
2021 2022 2023 2024 2025 5 ,0
%
2020 2021 2022 2023 2024 2025
NIM - Consol. NIM - Bank Only Loan Yield Earning Asset Yield Cost of Interest-Bearing Liabiltiies
39,5
4 0
,
4 0
,
37,5 EA to Total Asset and Loan to Total EA
35,1 34,8
3 5
,0
31,1
3 5
,0
93,9% 94,7% 91,1% 92,4% 95,0%
100, 0%
89,3%
3 0
,
28,1 90, 0%
73,6% 75,0%
3 0
,
80, 0%
67,5% 68,4% 70,7%
29,1 65,6%
27,8
70, 0%
2 5
,0
26,6
2 5
,0
26,1 60, 0%
50, 0%
21,9 21,6
2 0,
2 0
,
40, 0%
30, 0%
1 5
1 5
,0
,0 20, 0%
10, 0%
0, 0%
11 0
,0
,
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
Quarter NII - Consol (IDR Tn) % EA to Total Asset % Loan & Financing to Total EA
Quarter NII - Bank Only (IDR Tn)
* We reclassified fee-based income from Supply Chain Financing into Net Interest Income (Non-Loan) of Rp 2.4 tn in FY24 and Rp 2.2 tn in FY23. All FY24 and FY23 is adjusted to reflect this change.
* Starting Jan-25, we have been using a new methodology to calculate NIM, based on the monthly average Earning Assets excluding Investment, Derivative Receivables, and Acceptance Receivables that do
19
not generate interest income. All historical data reflects this change
Page 20
Stable Core Profitability: Robust NII Drove PPOP Growth
(Rp Bn)
Items 4Q25 3Q25 g QoQ 2025 2024 g YoY
Interest Income 52,623 52,784 -0.3% 207,783 199,266 4.3%
Interest Expense (13,116) (15,068) -13.0% (57,285) (56,608) 1.2%
Net Interest Income 39,507 37,717 4.7% 150,498 142,659 5.5%
Net Premium Income and Insurance Services 314 547 -42.6% 1,298 1,167 11.3%
Other Operating Income (Non-Interest) - incld. Gold 16,427 12,986 26.5% 56,080 54,652 2.6%
Total Operating Expenses (23,486) (22,860) 2.7% (88,447) (82,100) 7.7%
Personnel Expenses (9,450) (10,928) -13.5% (42,114) (38,617) 9.1%
G&A Expenses (11,490) (7,547) 52.3% (33,776) (29,288) 15.3%
Others Expenses (2,546) (4,385) -42.0% (12,557) (14,195) -11.5%
Pre-Provision Operating Profit 32,762 28,390 15.4% 119,430 116,377 2.6%
Provision Expenses (12,585) (10,324) 21.9% (46,182) (38,161) 21.0%
Loan - Provision Exp (13,533) (10,480) 29.1% (47,573) (42,972) 10.7%
Non-Loan - Provision Exp 948 156 509.5% 1,391 4,811 -71.1%
Profit From Operations 20,177 18,066 11.7% 73,248 78,216 -6.4%
Non-Operating Income (151) 54 -381.7% (455) (964) -52.8%
Net Income Before Tax 19,929 18,119 10.0% 72,793 77,252 -5.8%
Net Profit 15,900 14,699 8.2% 57,132 60,306 -5.3%
Profit After Tax & Minority Interest (PATMI) 15,874 14,502 9.5% 56,652 59,945 -5.5%
*) We restated the 2024 income statement to reflect the implementation of the new accounting standard for insurance companies as stipulated in PSAK117 (IFRS 17)
*) We reclassified fee-based income from Supply Chain Financing into Net Interest Income (Non-Loan) of Rp 2.4 tn in FY24 and Rp 2.2 tn in FY23. All FY24 and FY23 is adjusted to reflect this change. 20
Page 21
Stable Revenue Mix Driven By Rising Fee Income Contribution and Net Gold Trading
Other Operating Income
(Rp Bn)
Items 4Q25 3Q25 g QoQ 2025 2024 g YoY
Fees and Commissions 5,743 5,311 8.1% 21,447 20,391 5.2%
Recovery of Written-Off Assets 5,696 5,073 12.3% 20,952 25,364 -17.4%
Treasury Income: 2,140 921 132.3% 5,620 3,397 65.4%
Gain on Sale of Securities - Net 1,529 603 153.7% 3,372 2,209 52.6%
Gain on Foreign Exchange - Net 531 238 122.7% 2,087 1,188 75.7%
Unrealized Gain on Changes in Fair Value of Securities 80 80 0.3% 161 - -
Others 1,705 1,285 32.6% 5,662 4,796 18.0%
Total Other Operating Income 15,284 12,590 21.4% 53,681 53,948 -0.5%
Net Gold 1,143 396 188.5% 2,399 703 241.2%
Total Other Operating Income Incl. Gold 16,427 12,986 26.5% 56,080 54,652 2.6%
Operating Expenses
(Rp Bn)
Items 4Q25 3Q25 g QoQ 2025 2024 g YoY
Salaries and Employee Benefits 9,450 10,928 -13.5% 42,114 38,617 9.1%
General and Administrative 11,490 7,547 52.3% 33,776 29,288 15.3%
Others 2,546 4,385 -42.0% 12,557 14,195 -11.5%
Total Operating Expense 23,486 22,860 2.7% 88,447 82,100 7.7%
*) As of 2025, insurance subsidiaries have adopted IFRS 17, replacing IFRS 4
*) We reclassified fee-based income from Supply Chain Financing into Net Interest Income (Non-Loan) of Rp 2.4 tn in FY24. All FY24 is adjusted to reflect this change. 21
Page 22
CIR Remains Within Target Range, Despite Increase in Subsidiaries’ Opex Growth
(Rp Bn)
Items 4Q25 3Q25 g QoQ 2025 2024 g YoY
Bank Only - Personnel Expenses 5,141 7,471 -31.2% 27,900 26,842 3.9%
Bank Only - G&A Expenses 8,918 4,933 80.8% 24,099 21,629 11.4%
Bank Only - Others Expenses 2,741 3,532 -22.4% 11,647 13,384 -13.0%
Bank-Only Operating Expense 16,801 15,936 5.4% 63,646 61,856 2.9%
Subsidiaries - Personnel Expenses 4,309 3,457 24.6% 14,214 11,774 20.7%
Subsidiaries - G&A Expenses 2,572 2,614 -1.6% 9,677 7,659 26.3%
Subsidiaries - Others Expenses (196) 853 -123.0% 910 811 12.2%
Subsidiaries Operating Expense 6,685 6,925 -3.5% 24,801 20,245 22.5%
Consolidated - Personnel Expenses 9,450 10,928 -13.5% 42,114 38,617 9.1%
Consolidated - G&A Expenses 11,490 7,547 52.3% 33,776 29,288 15.3%
Consolidated - Others Expenses 2,546 4,385 -42.0% 12,557 14,195 -11.5%
Consolidated Operating Expense 23,486 22,860 2.7% 88,447 82,100 7.7%
Cost to Income Ratio: Bank Only vs Consolidated* Cost to Asset Ratio: Bank Only vs Consolidated*
50,9%
5 5
,0 %
5 0
, %
48,6% 47,4%
6, 00%
5, 00%
4,19% 4,15% 4,12% 4,00% 4,08% 4,14%
41,9% 41,9% 42,8% 42,5% 3,98% 3,91% 3,92%
4 5
,0 %
41,4% 40,7%
45,4%
4, 00%
4 0
, %
43,3%
42,0% 3, 00%
3,48%
3,26% 3,23% 3,36% 3,20% 3,22% 3,30%
38,7% 38,5% 38,7% 38,9% 3,11% 3,07%
37,7% 37,9%
3 5
,0 %
2, 00%
3 0
, %
1, 00%
2 5
,0 %
0, 00%
2020 2021 2022 2023 2024 1Q25 1H25 9M25 2025 2020 2021 2022 2023 2024 1Q25 1H25 9M25 2025
BRI Consolidated BRI Consolidated
*As of 2025, insurance subsidiaries have adopted IFRS 17, replacing IFRS 4 22
Page 23
Capital Levels Remain Manageable, Offering Flexibility for Growth and Higher Capital
Returns
40, 00% 25, 00%
19,80%
18,90%
17,63% 17,44% 20, 00%
35, 00%
12,23% 15, 00%
10,52%
30, 00%
27,27%
10, 00%
27,16% 26,63%
25,54%
5, 00%
25, 00%
26,16% 26,12% 23,52%
25,52%
24,53% 0, 00%
20,14%
22,41%
20, 00%
- 5,00%
19,06%
DPO DPO
DPO DPO - 10,00%
15, 00%
85% 85%
DPO ~80% ~86%
14.7% DPO 65% - 15,00%
2.5% Capital
10, 00% 60% Conservation Buffer
MINIMUM
2.5% Capital Surcharge
- 20,00%
REGULATORY
on Systemic Bank
REQUIREMENT 5, 00% - 25,00%
9.7% CAR based on
2020 2021 2022 2023 2024 2025
Risk Profile
Tier 1 CAR Tier 2 CAR Total CAR ROE B/S
Leverage (x) 7.0 5.8 6.1 6.2 6.2 6.5
Dividend Per-Share (Rp) 96.5 174.3 288.2 319 343.4 137*
• As of Jan, ’23, as part of the implementation of Basel 3, the change on RWA of Operational & Credit Risk adds 329bps to BRI total CAR
• Starting in January 2024, we implemented the Basel III calculation of RWA market risk, which has a negative impact of 49bps to total CAR 23
• BRI distributed a full-year dividend of Rp343 per share on April 23, 2025 (including an interim dividend of Rp135 per share that has been paid on Jan 15, 2025)
*) Dividend Interim 2025
In compliance with OJK regulations, our calculation of consolidated financial ratios moved to monthly from quarterly starting in Jan-24. All calculations for 2024 and 2023 are adjusted for monthly data. 23
Page 24
ULTRA MICRO &
MICRO BUSINESS
24
Page 25
Consolidated Micro Still Grew Positively, Led by Pegadaian on Gold Prices Upside
Loan Composition - Outstanding (Rp Tn) # Borrowers (in Mn)
BRI Micro Pegadaian PNM 3.3% YoY BRI Micro Pegadaian PNM Total -3.7% YoY
626,6 647,1 36,9
611,2 35,3 35,9
34,5
551,3 50,0 50,3 0.5%
47,1 31,0
483,9 42,6 67,6 85,4 126,0
15,2 14,5 -8.6%
59,1 47.6% 14,0 13,2
34,5
52,4 11,2
7,0 7,7 8,3 8,9 7.0%
6,6
496,6 491,2 470,8 -4.2%
449,6
397,0
351,4
13,3 14,4 14,0 13,1 12,4 -5.2%
11,7
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
Key Ratios
BRI Pegadaian PNM
Description
9M21 2021 2022 2023 2024 2025 9M21 2021 2022 2023 2024 2025 9M21 2021 2022 2023 2024 2025
CoIBL 2.1% 2.1% 1.9% 2.9% 3.6% 3.3% 6.2% 6.0% 4.9% 5.9% 6.3% 6.3% 8.7% 8.6% 7.6% 6.8% 6.6% 6.2%
Credit Cost 3.8% 3.4% 2.5% 2.4% 3.2% 3.4% 1.7% 1.4% 0.9% -0.3% 0.9% 1.2% 1.3% 2.0% 5.7% 5.7% 7.7% 6.0%
CIR 42.1% 43.3% 42.0% 37.7% 37.9% 38.9% 63.0% 62.8% 63.7% 59.4% 53.0% 51.6% 76.7% 74.6% 67.7% 63.4% 59.7% 69.7%
Pegadaian, PNM’s Cost Of Fund (COF) calculated by dividing annualized interest expense with average monthly Interest-Bearing Liabilities
PNM’s financing outstanding include financing disbursed to LKMS (Syariah Micro Financing Institution) and venture capital 25
Page 26
Micro Business Remains Focused on Asset Quality and Recovery
Micro Loan Outstanding (Rp Tn) # Borrowers (in Mn) # Borrowers per Loan Officer
6 0 ,0 5 7
5 ,0 1 6
,0 1 5
,0
496,6 491,2 14,4 14,0
6 0
470,8 13,3 0,6 13,1 528 519
449,6 1 4
,0
0,5 12,4
1 3
,0
488
5 0 ,0 4 7
5 ,0
0,7 0,5 482
397,0 64,3 59,7 11,7 2,8
5 0
455
59,8
1 2
,0
0,4 1 1
,0
430
351,3 68,9 0,8 2,8 4,7
4,5
4 0 ,0 3 7
5 ,0
74,9
1 0
,
3,9 9 ,0
4 0
200,2 3,4
3 0 ,0 79,9 129,2 212,3 175,6 2 7
5 ,0 8 ,0 7 ,0
3 0
131,8
6 ,0 5 ,0
144,7 10,9
9,8
2 0 ,0 1 7
5 ,0
2 0
8,8 8,1 8,0
7,5
4 ,0 3 ,0
251,5 219,9 231,3 235,4
1 0 ,0
190,3 7 5
,0
1 0
126,7
2 ,0 1 ,0
0 ,0 -2 5
, 0
0 ,0 -1 ,0
0
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
KUR Kupedes Briguna KUR Kupedes Briguna
Growth YoY Growth YoY Loan OS per Loan Officer (in Bn)
Product 2020 2021 2022 2023 2024 2025 Product 2020 2021 2022 2023 2024 2025 18,4 18,1 17,3
2 0
,
1 8
,0
16,5
14,6
KUR 82.8% 50.1% 32.2% -12.6% 5.2% 1.8% KUR 31.4% 31.1% 10.8% -19.1% -7.9% -1.2%
1 6
,0
1 4
,0
12,9
1 2
,0
Kupedes -6.8% -8.9% -1.9% 64.3% -5.7% -12.3% Kupedes -12.8% -19.5% 2.7% 64.7% -3.9% -12.4% 1 0
,
8 ,0
Briguna -4.0% -6.3% -8.0% -6.7% -7.1% 0.1% Briguna -9.8% -10.1% -13.6% -12.6% -13.2% -7.1% 6 ,0
4 ,0
Total 14.2% 13.0% 13.3% 10.4% -1.1% -4.2% Total 11.4% 13.5% 7.8% -2.2% -6.7% -5.2% 2 ,0
-
2020 2021 2022 2023 2024 2025
*) Bank only numbers 26
Page 27
LOAN QUALITY
27
Page 28
Gradual Recovery and Risk Initiatives Support Micro SML Improvement, While NPL
Trends Reflect NPL Cycle Dynamics
Non-Performing Loan – by Segment Special Mention – by Segment
Segment 2025 2024 2023 2022 2021 2020 Segment 2025 2024 2023 2022 2021 2020
Micro 3.93% 2.85% 2.47% 1.74% 1.49% 0.83% Micro 5.60% 6.20% 5.72% 3.95% 3.03% 2.47%
Consumer 2.35% 1.97% 1.97% 1.83% 1.78% 1.49% Consumer 2.70% 2.38% 2.84% 2.76% 2.20% 2.69%
SME 5.01% 4.42% 4.88% 4.30% 4.05% 3.61% SME 4.73% 4.74% 5.15% 4.30% 3.42% 3.19%
Commercial 4.29% 2.50% 2.56% 2.26% 3.57% 4.61% Commercial 1.19% 1.90% 2.52% 2.55% 3.08% 3.07%
Corporate 1.70% 2.60% 3.86% 4.68% 6.68% 7.57% Corporate 2.16% 3.72% 4.67% 4.32% 6.94% 2.85%
Bank Only - NPL% 3.29% 2.94% 3.12% 2.82% 3.08% 2.94% Bank Only - SML% 3.86% 4.63% 4.87% 3.87% 3.70% 2.75%
Subsidiaries - NPL% 1.33% 1.36% 1.20% 1.24% 2.08% 2.49% Subsidiaries - SML% 3.52% 6.00% 4.84% 3.90% 4.68% 6.00%
Consolidated - NPL % 3.07% 2.78% 2.95% 2.67% 3.00% 2.88% Consolidated - SML % 3.84% 4.82% 4.90% 3.90% 3.81% 3.13%
28
Page 29
Provisions Are Maintaining an Elevated Stance, With LAR Coverage Remaining Strong
NPL & NPL Coverage LAR & LAR Coverage
3 5
0 ,0 %
305,73% LAR % LAR Coverage
3 0 ,0 %
281,16% 7 0
, 0
%
54,14% 55,94% 56,81%
6 0
, 0
%
239,20% 49,40%
2 5
0 ,0 %
229,09%
215,01%
5 0
, 0
%
1 0
, 0
%
36,14%
8,61% 8,61% 4 0
, 0
%
9 ,0 %
2 0 ,0 %
8,17% 178,06% 28,26%
3 0
, 0
%
8 ,0 %
6,75% 25,77%
2 0
, 0
%
23,31%
1 5
0 ,0 %
7 ,0 %
5,98% 1 0
, 0
%
16,54%
5,46% 12,47% 10,70%
6 ,0 %
9,61%
Average LLR 2010 – 2019
1 0 ,0 %
0 ,0 %
3 0 ,0
4.10%
5 ,0 %
248,9 243,0
1 6
0 ,0
3,00% 2,95% 3,07%
2,88%
5 0
, 0
%
4 ,0 %
2,78%
2 5
0 ,0
1 4
0 ,0
2,67% 3 ,0 %
3 ,0 %
2 0 ,0
188,4
1 2
0 ,0
0 ,0 %
2 ,5
0 %
157,9
93,1 144,9 146,3
2 ,0 %
1 0 ,0
87,8 85,5 83,1 172,1
81,1 2 ,0 %
1 5
0 ,0
195,2
70,4 113,6
1 ,0 %
8 0
,
1 ,5
0 %
58,5 42,0 41,2
0 ,0 %
6 0
, 1 0 ,0
4 0
,
1 ,0 %
62,1 65,3 58,4
39,7 44,4
24,3
5 0
,
37,3 37,7 46,6 0 ,5
0 %
29,4 31,2 30,4
2 0
,
29,4 31,2 30,4 37,3 37,7 46,6
- 0 ,0 % -
1 2 3 4 5 6
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
Provision (IDR Tn) NPL (IDR Tn) NPL % LLR NPL Coverage NPL SML Restruct. - Current Coll.
Since 2021, LAR and LAR Coverage are presented in consolidated number 29
Page 30
Higher Net CoC Reflects Proactive Provision Build-Up to Support 2026 Normalization
Credit Cost Write Off & Recovery
8 0
, 5 ,0 %
3,58%
7 0
, 4 ,0 %
3,48%
3,23% 3,35% 5 5
,0 60, 0%
55,7% 55,9%
2,55%
6 0
, 3 ,0 %
2,37% 50,8% 50,6%
49,5%
2,71% 2,70% 4 5
,0 50, 0%
5 0
, 1,87% 2 ,0 %
45,4 45,5 46,0%
1,32%
47,6
1,41% 43,0
3 5
,0 40, 0%
4 0
, 1 ,0 %
34,0
0,98%
36,6
3 0
,
32,8 0 ,0 %
2 5
,0 30, 0%
25,4
27,6 27,9 28,7
25,5 26,6 22,4
21,0
17,8
2 0
, -1 ,0 0
%
1 5
,0
16,8 20, 0%
17,6 14,3
15,4 12,5
11,9
1 0
, -2 ,0 0
%
9,0
5 ,0
7,3 10, 0%
- -3 ,0 0
%
2020 2021 2022 2023 2024 2025 2020 2021 2022 2023 2024 2025
-5 ,0 0, 0%
Provision Exp. - Loan (Rp Tn) Provision Exp. - Net - Loan (Rp Tn) Write-Off (Rp Tn) Recovery Income (Rp Tn) Recovery Rate
CoC % Coc Net %
*In compliance with OJK regulations, our calculation of consolidated financial ratios moved to monthly from quarterly starting in Jan-24. All calculations for 2024 and 2023 are adjusted for monthly data. 30
Page 31
Kupedes 2024 - 2025 Batches Showing Encouraging Asset Quality Trends
2023 Kupedes Disbursement (as of December 2025, Rp Bn) Kupedes Disbursement Trend (Rp Tn)
70, 0
201.6 2023 2024 2025
201.577 152.758
60, 0
50, 0
126.0
105.4
40, 0
30, 0
20, 0
10, 0
0, 0
13.453 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
35.366 Kupedes Vintages Trend (Avg DG to SML 6MOB)
2023 2024 2025
Disbursement Paid-Off Write-Off Remaining OS 8,0% 6.3%
7,0% 5.0%
6,0%
3.9%
5,0%
4,0%
Remaining SML NPL Total 3,0%
Kupedes OS Restructured* 2,0%
2023 Batch 1,0%
(Rp Bn) 35,366 6,648 4,530 8,186 0,0% n.a. n.a.
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
*Total Restructured Loan include SML, NPL and Current Restructured 31
Page 32
ESG & CLOSING REMARKS
32
Page 33
Catalysts for BRI’s Sustainable Growth
Sustainable Portfolio Financial Inclusion & Literacy
Green Loans and Social Loans accounted for Sustainable Wholesale Funding accounted for Financial Inclusion of Individual Customers
60.5% of BRI’s total loan portfolio 76.4% of BRI’s total wholesale funding 4.7 million
72.3 million 33.5 million
portfolio Underdeveloped, Frontier,
86,6 93,2 women elderly
80,4 and Outermost Areas (3T)
78,8
23,6%
Sustainable wholesale Nation-wide Service Points
616,1 692,3 698,7 718,7 funding, including green
bond, social bond, etc 7,377 627,679 1.2 million 45.9 million
IDR 45.6
BRI Outlets E-channels Agents users
trillion
2022 2023 2024 2025 76,4% Other Funding
Empowerment & Non-Financial Support Program
*) Based on the Categories of Green Loans
Sustainable Business Activities as 5,245 14.9 Million 42,301
stipulated in POJK No. 18/2023 Social Loans Business Clusters
Desa BRILiaN MSME Users
Decarbonization Pathway People Management
Operational Emissions Green Operational
Financed Emissions
0,39% by Sector
0,01% 6,87% Sub Sector Loan Policy 42.9% of total employees are
0,82% thousand tCO2e Initiative 84,949
employees
women (an increase of
10,41% 0,39% 0,01% 6,87% • Palm Oil (2017) • Installed Solar 1,71% compared to 2024).
0,82% 492 Scope 2 42.9% 57.1%
62,39%
486 Scope 1 Panels in 152
19,10%10,41% 471 445
19,10% • Pulp & Paper (2022) offices
0,01% 42% reduction
compared to • Replaced 926 25.6% of BRI’s total management
0,01% 62,39% 2022 4,467
• Oil & Gas (2023) operational positions are held by women
leaders
vehicles to eco- ( 0.37% compared to 2024)
Agriculture, forestry and fishing friendly units 25.6% 74.4%
• Coal (2024) NET
Construction ZERO
• 746,4 tCO2e
Electricity, gas, steam, and air conditioning • Forestry (2025) 2022 2023 2024 2025 2030 2050 avoided emission
supply
Finance and insurance
Base
Year
Near-
term
from Zero Waste
Target to Landfill
Manufacturing • Electricity (2025) 1.87% 0.92% 79 hours 85 hours 57 Employees
program
Mining and quarrying Turnover Rate Average Learning Hours with Disability
Real Estate
Transportation and storage
33
Page 34
Satu Bank Untuk Semua
34
Page 35
Thank You
PT BANK RAKYAT INDONESIA (Persero) Tbk.
BRI Building
Jl. Jenderal Sudirman No. 44-46 Jakarta 10210
Indonesia
Phone : 62 21 5752009, 5751979
Website : www.bri.co.id / www.ir-bri.com
Email : humas@bri.co.id / ir@bri.co.id
35
Names mentioned 3 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Bank Indonesia
p.17
unresolved
org
Bank REQUIREMENT
p.23
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