Source file signed link, expires in 15 minutes
Extracted text 649
Page 1
A Heart That Serves, Growing with Indonesia
2025 Annual
Report
PT Bank Negara Indonesia (Persero) Tbk
Page 2
Disclaimer and Limitation of Liability The 2025 Annual Report of PT Bank Negara Indonesia (Persero) Tbk (“BNI”) is prepared by referring to the Financial Services Authority (“FSA”) Regulation No. 29/POJK.04/2016 concerning the Annual Report of Issuers or Public Companies, OJK Circular Letter No. 16/SEOJK.04/2021 concerning the Form and Content of Issuers or Public Companies’ Annual Report, and OJK Circular Letter No. 29/SEOJK.03/2025 concerning Transparency and Publication of Conventional Commercial Bank’s Reports and Minister of State-Owned Enterprise (SOE) Regulation No. PER-2/MBU/03/2023 concerning Guidelines for Governance and Significant Corporate Activities of SOEs. In addition, BNI also prepared a separate Sustainability Report that explains the banking business practices sustainability strategies and initiatives being developed, in accordance with OJK Regulation No. 51/ POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies. [ACGS B.4.7] This Annual Report contains statements of financial conditions, operations results, projections, plans, strategies, policies, and objectives of BNI. The prospective statements in this Annual Report are prepared based on various assumptions about the latest condition, the future condition, and the business environment where BNI performs its business activities. These statements are subject to prospective risks, uncertainties, and could cause actual results that differ materially from the reported results. [ACGS C.8.3] This Annual Report contains the words “BNI”, the “Limited Liability Company”, or “Company” that are defined as PT Bank Negara Indonesia (Persero) Tbk. Sometimes the word “we” is also used to make it easy to designate BNI in general. This Report is presented in two languages, Indonesian and English, and can be viewed and downloaded on the official website of BNI: www.bni.co.id.
Page 3
A Heart that Serves,
Growing with Indonesia
As it enters eight decades of dedicated service to the Nation, BNI reaffirms its position as
a representative Indonesian financial institution with a global network and sustainable
performance. BNI performs a strategic role in orchestrating synergies between national
economic potential and international markets, while strengthening Indonesia’s position and
competitiveness within the global financial system. In this capacity, BNI not only drives business
sector growth but is also fully committed to being a primary pillar in ensuring the success of
the Government’s strategic programs. This commitment aims to realize the Indonesia Emas
2045 vision, as mandated by Law Number 59 of 2024 on the 2025-2045 National Long-Term
Development Plan (RPJPN), through the strengthening of an inclusive and highly competitive
economic structure. BNI proactively integrates the Company’s strategic measures to achieve
the Indonesia Emas 2045 Vision of a Sovereign, Advanced, and Sustainable Archipelagic State.
Through services that span retail, MSME, corporate, and institutional segments, BNI integrates
its international network with the development of digital capabilities that accelerate cross-
border transaction efficiency. For MSMEs, BNI provides comprehensive support to enable
entrepreneurs to grow and scale up alongside the Bank, expanding access to financing,
advisory assistance, and connectivity to global markets. The continuous enhancement of
good corporate governance serves as a fundamental pillar in maintaining customer trust and
ensuring healthy, sustainable growth.
Throughout 2025, BNI continues to elevate service quality through a customer-centric
approach grounded in integrity and care in every interaction, aligned with global service
standards. This service dedication, rooted in sincerity, empathy, and integrity, serves as the
foundation for building long-term trust while acting as a driving force for national economic
transformation. This step is a tangible manifestation of BNI’s identity as Swadarma Bhakti
Nagara – a sincere devotion to accelerating the Indonesia Emas 2045 Vision, in order to realize
a sovereign, advanced, and sustainable Indonesia.
Supported by 80 years of experience and trust, BNI remains focused on strengthening the
national business ecosystem and expanding productive financing.The growth achieved serves
as a tangible manifestation of BNI’s commitment to delivering a significant contribution to the
economy, strengthening national competitiveness toward Indonesia Emas 2045, and creating
sustainable value for a future Indonesian economy that is sovereign, advanced, and resilient.
2025 Annual Report
1
PT Bank Negara Indonesia (Persero) Tbk
Page 4
Theme Continuity
2021
Melompat Lebih Tinggi
untuk Negeri
To deal with the COVID-19 pandemic
which is not over yet requires an
2022
endless fighting spirit. The Indonesian
Badminton National Team’s success
in bringing home the Thomas Cup
after 19 years certainly has inspired
many parties. The theme of BNI’s 2021
Annual Report is “Jumping Higher BNI for Stronger Indonesia
for the Country” and uses visuals of The COVID-19 pandemic has left various
badminton players. The purpose is to interesting stories, one of which is the
portray BNI’s spirit and performance
as we continue to focus on jumping
and transforming our digital and global
growing awareness of the importance
of sustainability. The holding of the G20
international events in Bali, Indonesia,
2023
capabilities to achieve a superior in 2021-2022 have emphasized the
performance and become the pride for importance of Indonesia’s position in From Local to Global
the country. This theme follows BNI’s the theme of sustainability at the global BNI’s Corporate Transformation has clear
75th Anniversary theme “Jump Higher.” level, both Indonesia’s role in the post- direction and objectives. The gradual
In addition, BNI should be proud of COVID-19 recovery and the Indonesian and continuous implementation of
being appointed by the SOEs Ministry Government’s strong desire to achieve transformation, which will navigate the
as the SOE Participating in the Coaching net zero emission in 2060. The theme journey along a predetermined route,
of Badminton Sports. of the 2022 BNI Annual Report is has increasingly delivered results. In
also related to all the great intention. the midst of economic challenges, as
“Recover Together, Recover Stronger” well as increasingly dynamic domestic
is the theme of the G20 Presidency, and global conditions, BNI Corporate
in which Indonesia invites the whole Transformation continues to be
world to work hand in hand, support implemented and produces positive
each other to recover together and grow results. The shareholders’ aspiration for
stronger and more sustainable. In line BNI to become a global bank is one of the
with the theme of the G20 Presidency, goals of this transformation. Despite the
BNI and all stakeholders involved in its competitive competition, BNI is aiming
business chain strive to create a more to improve its business processes so that
resilient Indonesia. The manifestation is it can be present and provide services at
expressed both in terms of the Bank’s an international level. With such a broad
performance, the issue of Green Bonds, target market, of course BNI is required
as well as various important efforts with to answer existing challenges. Through
stakeholders to create an established this transformation, BNI strives to
and sustainable banking industry. provide financial services that are agile,
adaptive, accountable and competitive
with excellence.
2 A Heart that Serves, Growing with Indonesia
Page 5
2024
Transforming the Future,
2025
Empowering Indonesia
BNI’s long-standing commitment to
empowering various levels of Indonesian
society is demonstrated by its role in the
country’s growth over the past seven
A Heart that Serves,
decades. BNI’s extensive experience
serving customers also provides the ability
Growing with Indonesia
As it enters eight decades of dedicated service to the Nation, BNI reaffirms its position as
to navigate an ever-changing era. BNI has
a representative Indonesian financial institution with a global network and sustainable
grown not only by providing financial performance. BNI performs a strategic role in orchestrating synergies between national
services to various segments, but also economic potential and international markets, while strengthening Indonesia’s position
by expanding its global reach and digital and competitiveness within the global financial system. In this capacity, BNI not only drives
innovation, making it a trusted partner business sector growth but is also fully committed to being a primary pillar in ensuring
in various aspects of customer finances. the success of the Government’s strategic programs. This commitment aims to realize the
BNI’s ongoing transformation since 2021 Indonesia Emas 2045 vision, as mandated by Law Number 59 of 2024 on the 2025-2045
has been able to strengthen the company’s National Long-Term Development Plan (RPJPN), through the strengthening of an inclusive
and highly competitive economic structure. BNI proactively integrates the Company’s
fundamentals, improve good corporate
strategic measures to achieve the Indonesia Emas 2045 Vision of a Sovereign, Advanced, and
governance practices, and encourage
Sustainable Archipelagic State.
sustainable growth. 2024 marked a
significant milestone in BNI’s journey to Through services that span retail, MSME, corporate, and institutional segments, BNI integrates
improve banking services by leveraging its international network with the development of digital capabilities that accelerate cross-
the most recent digital developments. The border transaction efficiency. For MSMEs, BNI provides comprehensive support to enable
release of the latest versions of wondr and entrepreneurs to grow and scale up alongside the Bank, expanding access to financing,
BNIdirect, which are intended to improve advisory assistance, and connectivity to global markets. The continuous enhancement of
customer experience and include a variety good corporate governance serves as a fundamental pillar in maintaining customer trust and
ensuring healthy, sustainable growth.
of relevant new features, is a watershed
moment in this year’s digital transformation.
Throughout 2025, BNI continues to elevate service quality through a customer-centric
As a bank that represents Indonesia approach grounded in integrity and care in every interaction, aligned with global service
around the world, BNI always optimizes standards. This service dedication, rooted in sincerity, empathy, and integrity, serves as the
services for Indonesian businesses abroad, foundation for building long-term trust while acting as a driving force for national economic
MSMEs from the Indonesian diaspora, and transformation. This step is a tangible manifestation of BNI’s identity as Swadarma Bhakti
Indonesian corporations looking to expand Nagara – a sincere devotion to accelerating the Indonesia Emas 2045 Vision, in order to realize
globally. These various strengths will help a sovereign, advanced, and sustainable Indonesia..
BNI make progress both now and in the
Supported by 80 years of experience and trust, BNI remains focused on strengthening the
future.
national business ecosystem and expanding productive financing. The growth achieved
serves as a tangible manifestation of BNI’s commitment to delivering a significant contribution
to the economy, strengthening national competitiveness toward Indonesia Emas 2045, and
creating sustainable value for a future Indonesian economy that is sovereign, advanced, and
resilient.exer ing eriliquisim veratue dit nos adipis augait venim.
2025 Annual Report
3
PT Bank Negara Indonesia (Persero) Tbk
Page 6
BNI
Competitive Advantage [ACGS C.2.3]
Throughout 2025, BNI further strengthened its role as an agent
of national economic development by bringing more innovative,
inclusive, and globally competitive financial services. Leveraging
its long-standing history, solid financial fundamentals, competent
human resources, and advanced technological capabilities, BNI
consistently supports communities and business players in achieving
sustainable growth.
01 Excellent Reputation and Experience
in Corporate and Institutional Banking 02 National Bank with Global Capacity
As a national bank with international
BNI has been very consistent in serving capabilities, BNI continues to expand
as a bank with a strong corporate its presence through a strategic
banking DNA. This reputation is built overseas network. As of the end of
on its long experience in supporting 2025, BNI operated branch offices
strategic businesses through various in major global business centers
national and global economic cycles. In such as Singapore, Hong Kong,
2025, the Corporate Banking segment Tokyo, New York, London, and Seoul,
as well as representative offices in
loans were expected to grow by 20%
Osaka, Amsterdam, and Sydney.
YoY. This growth will be selectively
Supported by strategic alliances and
directed to ensure higher quality
correspondent banking partners, BNI
expansion in line with the application
has further cemented its position as
of prudential principles. a connector for cross-border trade,
investment, and financial services. The
contribution of international business
to BNI’s consolidated performance in
2025 reflects the Bank’s increasingly
significant role in supporting national
businesses in accessing global markets,
while also serving the financial needs
of the Indonesian diaspora.
4 A Heart that Serves, Growing with Indonesia
Page 7
03 Integrated Digital Ecosystem
Digital transformation has become a key driver for BNI in enhancing customer experience
through a one-stop digital financial services strategy in its increasingly broad ecosystem.This
ecosystem is built on strong synergies with subsidiaries as well as strategic collaborations
with cross-industry partners to expand outreach and drive sustainable growth, through
wondr by BNI, an integrated digital ecosystem developed to enable customers to seamlessly
fulfill their various needs within a single platform, including mobility services through
transportation partners such as Whoosh and KAI, access to entertainment and sports events
such as Java Jazz and the Jakarta Running Festival, and education-related services through
the Student Payment Center (SPC) for payments to various educational institutions and
routine bill payments. In addition, this synergy also encompasses other financial services
such as insurance and vehicle financing. In 2025, wondr by BNI had 12.1 million users as the
primary personal digital channel in the migration from BNI Mobile Banking.
Meanwhile, BNIdirect recorded more than 261.5 thousand users by the end of 2025 thanks
to its growing transaction volume. To further strengthen its digital ecosystem into a more
integrated one, BNI continued to enhance the utilization of its available API services, enabling
business partners and f-intech companies to connect with a wide range of financial and non-
financial solutions, including digi-tal KYC and data integration.
04 The Bank with the Leading Sustainable Financial Practices in Indonesia
BNI continues to reinforce its position as a pioneer in the implementation of sustainable
finance in Indonesia. In 2025, BNI expanded its green financing portfolio, including funding
for renewable energy projects, sustainable transportation, and other sectors that support
the transition toward a low-carbon economy. The Sustainability-Linked Loan (SLL) portfolio
reached IDR6.6 trillion, in line with the Company’s commitment to providing incentives
for borrowers that improve their ESG performance. Through the BNI ESG Sustainability &
Transition (BEST) Event program, BNI actively supports business players in their energy
transition journey and the adoption of sustainable practices.
This sustainability performance is reflected in BNI’s ESG ratings achievements. BNI
successfully maintained its MSCI ESG Rating at BBB, which is associated with strong labor
management, corporate behavior, and data privacy and security, and also sustained a
Medium Risk rating from the Sustainalytics ESG Risk Rating. [ACGS B.4.3]
05 An Inclusive Domestic Branch Network
BNI continues to expand access to financial services for all segments of society through its
extensive domestic network. As of the end of 2025, BNI operated 1,776 outlets, 13,396 ATMs,
and 217,013 branchless banking agents (BNI Agen46) spread across Indonesia, including
in 3T areas (underdeveloped, frontier, and outermost regions). In addition to developing
flagship, digital-first, and thematic outlet formats to enhance service quality, BNI Agen46
has played an increasingly important role in promoting financial inclusion. In 2025, BNI
Agen46 recorded transaction volumes of IDR61.2 trillion across 121.8 million transactions,
making it one of the largest banking agent networks in Indonesia.
2025 Annual Report
5
PT Bank Negara Indonesia (Persero) Tbk
Page 8
Milestones
1946 1960
The establishment of PT Bank
1950 1955 BNI supported the
Indonesian economy
BNI converted and introduced various
Negara Indonesia (Persero) BNI as a to a commercial banking services such
Tbk as the first stateowned development bank bank and BNI as Floating Banks and
was given the right opens its first Mobile Banks.
bank, functioning as a central to act as a foreign overseas branch in
exchange bank. Singapore.
bank and a commercial bank.
1997 1999 2004 2007 2008
The monetary BNI obtained BNI launched its BNI issued new Under a new Management
crisis hit Asia and additional new corporate logo shares listed on team, BNI stepped up in the
Indonesia. Like capital from the and identity related the Jakarta and midst of the global economic
other banks, BNI Government to efforts to build a Surabaya Stock crisis, reinforcing its financial
was also affected through the bank firm image of the Exchanges at the foundation through 5 (five)
by the crisis, as recapitalization Company in the same time as key strategies: adequacy
reflected in the program. BNI face of competition. the government of reserves, improving the
decline in financial succeeded in share divestment quality of assets, focusing
performance obtaining ISO program. With on profitability, creating
indicators. 9002 certificate the completion of sustainable business models
in recognition of both programs, and maintaining efficient cost
quality standards public ownership structures.
including the Joint increased to
Processing Unit 23.64%.
(UPB).
6 A Heart that Serves, Growing with Indonesia
Page 9
1968
As a commercial bank with the
name “Bank Negara Indonesia
1946”, BNI was given the task 1986 1989
of improving the economy of BNI conducted operational
the people of Indonesia and restructuring and corporate BNI launched its new logo “the
participated in the national reforms, including developing ark of sailing in the middle of
economic development by its vision and mission and the ocean” as a reflection and
empowering various industrial Performance Improvement expression of the Company’s
sectors in Indonesia. Program (PIP). expectation.
2009 2010 2012 2013 2013
BNI shareholders BNI issued new shares BNI issued Global BNI joined a strategic BNI’s Net Income for
agreed to spin-off BNI through a Rig Bonds through its partnership with the first time broke
Syariah business units London branch Sumitomo Life the doubledigit figure
as an independent office worth USD500 Insurance Company (IDR10.8 trillion), as
business entity. million. BNI’s that purchased new one result of BNI’s
Global Bonds were shares issued by PT transformation
registered at the BNI Life Insurance programs
Singapore Stock worth IDR4.2 trillion. implemented since
Exchange. 2008.
2025 Annual Report
7
PT Bank Negara Indonesia (Persero) Tbk
Page 10
2015
To adapt to the
changing dynamic
business environment, 2017
to meet the needs of all BNI Sustainable
stakeholders’ interests,
and to align with
2016
Bonds I Phase I
Year 2017 were 2018 2019
regulations related issued with a value BNI Subordinate I In 2019, BNI became the
to management for For the second of IDR3 trillion for Medium Term Notes first Government Bank
financial conglomerate time BNI achieved a period of 5 years (MTN) Year 2018 were to launch Digital Account
institutions, BNI a double-digit with a coupon of issued with a value Opening through
restated its vision: profit of IDR11.4 8% per annum. of IDR100 billion for a its mobile banking
“Becoming a Superior trillion with better BNI Bonds were period of 5 years with application. Negotiable
Financial Institution fundamentals, published on July a fixed interest rate Certificates of Deposit
in Service and indicated by a 11, 2017 and listed of 8% per annum. The (NCD) with a value of
Performance.” coverage ratio of on BEI on July 12, MTN were registered IDR2.39 trillion were
146% and CAR of 2017. at FSA, effective June issued on September 25,
19.4%. 8, 2018. 2019.
2022 2023
• BNI acquired PT Bank Mayora. Bank Mayora will be • October 10, 2023, BNI carried out a corporate
transformed into a digital bank that supports the action in the form of a stock split with a
development of BNI’s digital solutions focusing on the ratio of 1:2 effective on the Indonesian Stock
MSME (Micro, Small and Medium Enterprises) segment. Exchange. This corporate action was carried
• Establishment of PT BNI Modal Ventura, referred to out to increase demand for BNI shares by
as “BNI Ventures,” as BNI’s strategy to support the expanding the investor base.
development of the digital ecosystem in Indonesia. • The market responded positively to this
• Additional capital participation in PT Bank Syariah corporate action, as evidenced by the
Indonesia Tbk, where BNI’s share ownership in BSI was strengthening of BNI’s share price, so that
diluted to 23.24%. BNI’s market capitalization value at the end
• Issuance of PT Bank Negara Indonesia (Persero) Tbk of 2023 reached IDR200.5 trillion, an increase
Green Bond I Year 2022 with a principal amount of IDR5 of 16.5% compared to the end of 2022 of
trillion. This bond is the first Green Bond product in IDR172.0 trillion. This market capitalization
Indonesia issued in Rupiah. value is the highest in BNI’s history since it
was listed on the Indonesian Stock Exchange.
8 A Heart that Serves, Growing with Indonesia
Page 11
2020 2021
• BNI issued Tier 2 Subordinated Notes (BNI Tier 2 Capital Bond
BNI restated its vision “To become a Financial 2021) on the Indonesia Stock Exchange for USD500 million with
Institution that excels in sustainable service an interest rate of 3.75%, as well as Additional Tier 1 (“AT-1”)
and performance” and restated its mission Perpetual Non-Cumulative Capital Securities on the Singapore
“Strengthening excellent service and digital Stock Exchange for USD600 million with a yield of 4.3% p.a. The
solutions to all customers, as the primary partner of AT-1 Capital Securities issue was monumental as BNI became
choice” and “Strengthening international services the first bank in Indonesia to issue Additional Tier 1 capital
to support the needs of global business partners.” instruments.
The purpose was to strengthen BNI’s excellence • BNI also strengthened its vision, from the previous “To become
in international business through overseas and a Financial Institution with Sustainable Service and Performance
domestic networks, partnership cooperation, Excellence,” to “To become a Superior Financial Institution
and digital banking development in response to with Sustainable Service and Performance Excellence.” The
challenges and competition. To support the formation word “Superior” has been prefixed with “Most,” showing BNI’s
of a national Islamic bank with global capacity, BNI commitment to becoming the most superior.
together with Bank BRI and Bank Mandiri signed • BNI divested its stake in PT Bank BNI Syariah, which was
a merger agreement between BNI Syariah with merged with PT Bank Mandiri Syariah and PT Bank BRI Syariah
Mandiri Syariah, and BRI Syariah. Tbk to become PT Bank Syariah Indonesia Tbk (“BSI”) Holding.
• BNI Securities Pte. Ltd. (“BSPL”), a subsidiary of PT BNI
Sekuritas, has officially started operations in Singapore.
2024
• On July 5 2024, BNI launched the “wondr by BNI” banking application. The
2025
In an event held at Grha BNI, 25th
launch of “wondr by BNI” is a realization of BNI’s transformation in presenting
banking application innovations to facilitate transactions as well as more
floor, BNI announced its plan to
optimal planning for society’s future.
issue Sustainable Bonds I Phase I
• BNI is transforming the BNIdirect wholesale digital platform as a strategic step
in 2025 with a maximum value of
to optimize wholesale digital services. This transformation brings together
IDR5 trillion. The bonds were part
various digital transaction services that were previously available on different
of a Sustainable Public Offering
separate platforms into one comprehensive and integrated platform, providing
(PUB) with a total fundraising
efficiency and ease of access for customers.
target of IDR15 trillion. The issuance
• BNI relocated its Singapore overseas office (KLN) to a more strategic location.
consisted of two series: Series A
In addition to relocation, BNI obtained the right to name the building BNI
with a three-year tenor and Series B
Tower, effective July 23, 2024. The presence of this new building is expected to
with a five-year tenor, both of which
make it easier for customers to reach BNI financial services.
bear quarterly interest payments
• As a form of BNI’s commitment to expanding the reach of banking services,
and bullet principal repayment at
on September 5 2024, BNI inaugurated a BNI Representative Office in Sydney,
maturity. Proceeds from the issuance
Australia. BNI is the first bank from Indonesia to open an office in Australia.
would be allocated to financing
• As part of its strategy to diversify funding sources and drive business growth,
projects that meet the criteria
BNI has issued Global Bonds valued at USD500 million (approximately IDR7.9
for environmentally sustainable
trillion) as part of its Euro Medium Term Note (EMTN) program. The strong
business activities (KUBL) and
investor demand is evident in the oversubscription of up to 6.4 times during
socially sustainable business
the initial pricing guidance (IPG).
activities (KUBS).
2025 Annual Report
9
PT Bank Negara Indonesia (Persero) Tbk
Page 12
BNI
Transformation
Based on the 2024-2028 Corporate Plan and in line with the strategic
focus implemented in 2025, the Transformation initiative continues to be
implemented sustainably. In 2025, BNI’s Transformation helped achieve
its predetermined targets by sharpening strategy execution in regions
with significant economic potential and strengthening collaboration
to develop an integrated business ecosystem. The following are the
Transformations implemented by BNI throughout 2025:
Implementation of the New Branch Transformation Project
01 Region, Area & Branch Model 02 - Intelligent Branch - Integration
(BRAVE) - Sharpening the of digital/e-channel services with
organization, business processes, branch services to provide the
network development, and sales best customer experience.
model to execute the strategy to
capture market share.
Implementation of the Loan Wholesale Transaction Banking
03 Management System Wholesale 04 Transformation (BNIdirect)
(lendix) - an end-to-end system - A one-stop digital financial
for the wholesale segment credit services solution for wholesale
process integrated with core customers.
banking and surrounding areas.
10 A Heart that Serves, Growing with Indonesia
Page 13
SME Banking Revamp - End-to- Sanur Special Economic
05 end credit process improvements 06 Zone (SEZ) - Optimizing BNI’s
in the SME business segment to support in the construction and
increase RM productivity. development of the Sanur SEZ,
identifying business potential
and orchestrating its execution.
RM Tool (connect) & Customer HC Roadmap - An integral
07 Profitable Report (CPR) - RM tool 08 part of BNI’s human resource
for pipeline management and development strategy that
database. CPR calculates profit/ supports BNI’s business strategy.
loss for customers/debtors, both
group and non-group, on a BNI-
wide basis.
2025 Annual Report
11
PT Bank Negara Indonesia (Persero) Tbk
Page 14
wondr by BNI wondr by BNI is part of BNI’s development initiative to support service enhancement for customers. It features the latest technology that meets global standards with a more modern and fresh look for enhanced user experience. By prioritizing Hyper Personalization through the utilization of data and analytics, wondr by BNI offers services that are more personal and tailored to the needs of each customer. wondr by BNI is supported by three Financial Dimensions, namely Transactions, Insight, and Growth, which serve as its flagship features to provide the best banking experience in conducting transactions and planning for the future. As customers’ transaction needs continue to grow, theTransactions feature in wondr by BNI is designed to support fast, secure, and convenient real-time financial activities. Among its available services are domestic and international transfers, e-wallet top-ups, TapCash top-ups, QRIS payments, bill payments, scheduled transfers, credit card applications, credit card installments, cash advances, and lifestyle purchases such as transportation (train, Whoosh, and flight tickets), sports (race pack collection reservations for the Jakarta Running Festival and wondr Futsal Series), vehicle financing (in collaboration with BNI Finance), and entertainment (tickets for the BNI Java Jazz Festival and Forestra). Every process within the Transactions feature is built on intuitive and easy-to-understand design flows, informed by in-depth research to ensure a significantly more enjoyable user experience. In July 2025, wondr by BNI launched the wondr multicurrency feature, enabling customers to open a single account that supports 12 foreign currencies and to transact seamlessly in 32 countries. In line with the increasing level of financial literacy among the Indonesian public, wondr by BNI presents the Insight feature to assist BNI customers in assessing their financial health. Customer transactions conducted across all BNI channels, including ATMs, EDC machines, and digital channels, are automatically displayed and grouped based on categories that align with modern lifestyle needs, such as Food and Beverages, e wallet top ups, monthly bills, transportation, shopping, and lifestyle. This feature provides an easy to understand visual overview through diagrams that illustrate comparisons between customers’ income and expenses within a month. It also delivers monthly reports on customers’ financial conditions and offers personalized banking product recommendations tailored to each customer’s behavior. This feature is expected to help the Indonesian public manage their finances more wisely. 12 A Heart that Serves, Growing with Indonesia
Page 15
As future planning has become increasingly prevalent among the Indonesian public, wondr by BNI
not only delivers a comprehensive transaction experience and robust spending behavior insights,
but is also equipped with the Growth feature, which focuses on future planning. This feature provides
a range of hyper personalized financial products that are aligned with customers’ needs and risk
profiles, including term savings, time deposits, and investment instruments such as mutual funds,
both regular and automated purchases, as well as premier bonds. These various conveniences are
intended to encourage customers to grow and develop financially in accordance with their individual
future aspirations. wondr by BNI also provides users with access to view all assets owned within
the BNI ecosystem as well as its subsidiaries, including savings and current accounts, term savings,
and investments such as mutual funds, bonds, stocks, pension funds, and bancassurance, all within a
single consolidated view.
2025 Annual Report
13
PT Bank Negara Indonesia (Persero) Tbk
Page 16
BNIdirect Transformation
BNIdirect is a digital wholesale banking service designed to support customer business growth through
comprehensive financial solutions, including cash management, trade, foreign exchange, and supply chain
financing services, enabling customers to conduct financial transactions quickly, easily, and securely. This
year marks a strategic step for BNI in optimizing its digital services through the transformation of BNIdirect
into a leading wholesale digital platform that is increasingly comprehensive and integrated, as well as
aligned with modern business needs. This transformation reflects BNI’s commitment to strengthening its
role as a trusted partner in supporting digitalization and business growth amid increasingly competitive
competition.
BNIdirect Transformation Mission
The transformation of BNIdirect is a strategic agenda of BNI aimed at ensuring that BNIdirect becomes the
primary platform capable of driving increased business value for customers through a superior, secure,
and relevant experience across all segments.
1. Deepening engagement and increasing transaction activity
Reducing operational burdens through automated processes that enhance productivity and minimize
the risk of manual errors.
2. Customer-centric and segment-ready
The transformation is driven by a comprehensive understanding of customers’ business flows,
enabling solutions to become increasingly relevant and personalized.
3. Holistic transformation of the platform and operating model
The transformation encompasses end to end realignment of the operating model, product
development, enhancement of service channels, and strengthening of the data foundation to ensure
the platform becomes more reliable and scalable.
4. Excellence, security, and ease of use as the core value proposition
The transformation ensures that BNIdirect evolves into a wholesale transaction platform that is
superior, secure, and easy to use.
BNIdirect Transformation Journey the roles of Product Specialists and implementers,
First launched in 2009, BNIdirect has undergone optimizing the use of transaction data to support
continuous development to respond to the decision making, and developing information
increasingly complex needs of corporate customers. technology infrastructure and systems to become
Initially introduced as an internet banking service more resilient and responsive to business needs.
for the corporate segment, the platform has since
evolved into a comprehensive digital platform Currently, BNIdirect provides a wide range of financial
that is adaptive to customers’ dynamic business transaction services, including cash management,
requirements. The transformation of BNIdirect payments, trade finance, and foreign exchange
encompasses service integration, enhancement of transactions. The platform can be accessed flexibly
feature capabilities, as well as the strengthening of through the website at direct.bni.co.id as well as via
technology and security infrastructure. a mobile application, enabling customers to monitor
and execute financial transactions in real time from
In parallel with the platform transformation, BNI anywhere. The BNIdirect interface is designed to be
has also carried out comprehensive improvements more intuitive and user friendly, and supports usage
across end-to-end processes within the Wholesale in three languages, namely Indonesian, English, and
Transaction Banking area. These initiatives include Mandarin, allowing the platform to serve customers
enhancing human capital capabilities, strengthening from diverse backgrounds. From a security
14 A Heart that Serves, Growing with Indonesia
Page 17
perspective, BNIdirect is equipped with multi-layer payment management, transfers, and instant cash
authorization mechanisms through user access flow monitoring. The introduction of BNIdirect
rights management and the use of hard tokens in Bisnis is expected to enhance the digital capabilities
the form of BNI e Secure, as well as soft tokens of SME customers, expand the user base of BNI’s
through mobile tokens. In addition, BNI provides a digital services, and strengthen the overall business
dedicated team to support customers throughout transaction ecosystem.
the onboarding process and in their day to day use
of the platform. The transformation of BNIdirect has delivered
significant impact for both customers and BNI.
As part of its digital service development roadmap, For customers, the presence of a more integrated
BNI also launched BNIdirect Bisnis in August 2025 and reliable platform supports greater efficiency
as a manifestation of its commitment to expanding in managing financial transactions and enhances
digital inclusion and adoption across all customer the overall service experience. For BNI, BNIdirect
segments. Through this initiative, BNI affirms that strengthens its position as a leading provider of
its digital transformation is not solely focused on digital wholesale banking services in Indonesia.
the corporate segment but is also strategically Transaction volumes conducted through the
directed toward supporting the growth of small BNIdirect platform increased by 26.4 percent year on
and medium enterprises as the backbone of the year, contributing to the growth of average digital
national economy. BNIdirect Bisnis is designed to low cost funds or CASA by 10.8 percent year on year.
address the needs of small and medium enterprises These achievements have helped create a robust
for simpler, secure, and reliable digital transaction transaction ecosystem and drive sustainable growth
solutions by offering a streamlined and easy to in fee based income.
use interface, along with core features that include
• Fee-Based Income (FBI): With growing
Benefits for Customers transaction activity on the BNIdirect platform, BNI
The new BNIdirect is designed to add value strengthens the contribution of earned fee-based
to various customer segments. By supporting income, which supports business sustainability
business liquidity and financial management and customer service expansion.
efficiency and providing complete visibility of • Strengthening Position in the Wholesale Market:
finances, BNIdirect helps customers make faster With various digital innovations and a focus
and more informed decisions. In addition, this on more integrated services, BNI continues
platform strengthens customers’ capabilities in to strengthen its position as a leader in the
empowering local and global businesses while wholesale banking sector, both nationally and
building long-term relationships with business internationally, with the offerings of solutions
partners. designed to meet dynamic business needs.
Sustainable Business Impact for BNI
BNIdirect offers easy transactions and contributes
to the growth of not only customers but also BNI’s Towards a Digital Future
business: BNIdirect proves BNI’s commitment to
• Enhanced Customer Loyalty: By providing sustaining a more efficient, trustworthy, and
more integrated, modern, and efficient integrated business ecosystem. Its customer-
banking solutions, BNI strengthens customer centric approach ensures customers can focus
relationships, builds trust, and creates long-term on business expansion without dealing with
cooperative relationships. complex financial transactions.
• Strong and Sustainable Giro Base: Continuous Through this innovation, not only does BNI
increase in transaction volume through New bring financial solutions, but it also becomes
BNIdirect helps expand the low-cost fund base, a strategic partner that supports customers in
creates a more solid ecosystem, and supports achieving their goals. With BNIdirect, BNI directs
fund stability for sustainable business growth. customers’ businesses to new heights, creating
a brighter future for all participating parties.
2025 Annual Report
15
PT Bank Negara Indonesia (Persero) Tbk
Page 18
2025 Achievement
BNI is increasingly adapting to the dynamics of the global and domestic business environment. In
2025, BNI made many strategic achievements that reflected the Company’s robust performance and
consistent transformation amidst challenging global and domestic economic dynamics. By prioritizing
service innovation, strengthening business fundamentals, and implementing prudent governance,
BNI continued to cement its position as one of the leading national financial institutions, through
various positive performance achievements and providing sustainable added value for customers,
shareholders, and all stakeholders.
CASA LOANS
IDR726.0 trillion IDR899.5 trillion
up 28.9% from IDR563.3 trillion in Up 15.9% from IDR775.9 trillion
the previous year. in the previous year.
The performance of BNI’s transaction banking showed solid growth driven by increased digital
transaction volume and the expansion of integrated financial solutions to meet customer needs.
Wholesale Segment Transaction
Banking
Number of BNIdirect Users Number of BNIdirect Transactions
(in thousands) (in millions)
262 1,451
1,272
24.8% 210
14.0%
yoy yoy
2024 2025 2024 2025
Retail Segment Transaction
Banking
Number of Users Number of Transactions
(in millions) (in millions)
5.3 12.1 206,4 1,344
27% 36% BNI Mobile
yoy yoy Banking
wondr by BNI
18.1 17.6 1,478.5 951.4
2024 2025 2024 2025
16 A Heart that Serves, Growing with Indonesia
Page 19
Third-Party Total Assets
Funds
IDR1,040.8 trillion IDR1,362.1 trillion
Up 29.2% from IDR805.5 trillion Up 20.5% from to IDR1,130.1
in the previous year. trillion in the previous year.
Interest Income Other
Income Than Interest
IDR69.4 trillion IDR24.6 trillion
Up 4.2% from IDR66.6 trillion in up5.2% from IDR23.4 trillion in
the previous year. the previous year.
Non Performing Loan At Risk
Loan (NPL) Rasio Ratio (LAR)
(Gross)
1.9% 8.5%
down 0.1% from 2.0% in the down 1.8% from 10.3% in the
previous year. previous year.
idAAA/Stable Baa2/Stable
Corporate Rating given by PEFINDO Corporate Rating given by Moody’s
BBB/Stable BBB/Stable
Corporate Rating given by Fitch Rating Corporate Rating given by S&P Global
Ratings
2025 Annual Report
17
PT Bank Negara Indonesia (Persero) Tbk
Page 20
Table of Contents
A Heart that Serves,
Growing with Indonesia
03
86
Theme Continuity 2
BNI Competitive Advantage 4
Milestones 6
Company Profile
Highlight 2025: BNI Transformation 10
General Company Information 88
Highlight 2025: wondr by BNI 12
Company Identity 91
Highlight 2025: BNIdirect Transformation 14
Brief History of the Company 92
2025 Achievements 16
Vision, Mission, and Corporate Culture 94
Lines of Business 99
01
22
Company Operational Areas 104
Organizational Structure Company 106
Performa 2025 Association Membership List 108
Board of Commissioners’ Profiles 110
Important Financial Data Overview 24
Board of Directors’ Profiles 120
Business Performance Overview 30
Information on Changes in the Composition 137
Shares Overview 33 of Members of the Board of Directors and/or
Members of the Board of Commissioners that
Bonds, Sukuk and/or Convertible Bonds Occurred after the Financial Year
36
Overview
Senior Executive President Profiles 138
Other Funding Sources 38
Executive Officers Profiles 144
Event Highlights 2025 40
Employee Demographics 166
Shareholder Structure and Composition 180
02
46
Information on the Company’s Majority and 187
Controlling Shareholder
List of Subsidiaries and/or Associated Entities 188
Management Corporate Group Structure 200
Report Share Listing Chronology 202
Board of Commissioners’ Report 48 Other Securities Listing Chronology 204
Board of Directors’ Report 62 Information on Public Accountants, 218
Public Accounting Firms, and Networks/
Board of Directors’ Responsibility Statement 84 Associations/Alliances
for the 2025 Annual Report of PT Bank Negara
Indonesia (Persero) Tbk Capital Market Supporting Institutions and/or 220
Professionals
Board of Commissioners’ Responsibility 85
Statement for the 2025 Annual Report of Information Available on The Website 222
PT Bank Negara Indonesia (Persero) Tbk
Awards and Certification 225
18 A Heart that Serves, Growing with Indonesia
Page 21
04
236
Dividend and Distribution Policy 399
BNI’s Contribution to National Development 402
Management Discussion Information regarding the Realization of Use
of Public Offering Proceeds
403
and Analysis on Company Negotiable Certificate of Deposit (NCD) 412
Performance Rupiah & Foreign Currencies
Material Information Regarding Corporate 413
Economy and Industry Overview 238 Action, Investments, Expansions,
Divestments, Business Mergers, Acquisitions,
BNI Strategic Policy for 2025 246 and/or Restructuring
Operational Overview per Business Segment 249 Information on Material Transactions 414
Digital Banking 306 that Contain Conflicts of Interest and/or
Transactions with Affiliated/Related Parties
Comprehensive Financial Overview 322
Prohibitions, Restrictions and/or 422
Commitments and Contingencies 353 Significant Barriers to Transferring Funds
Between Banks and Other Entities in One
Spot Transactions, Derivatives, 355 Business Group
and Hedging Facilities
Changes to Legal Regulations that 423
Pledged Bank Assets 357 significantly impacted BNI
Prime Lending Rate (SBDK) 358 Changes in Accounting Policies and Their 433
Ability to Pay Debt 360 Impact on BNI
Company Receivables Collectibility Level/ 362 Bank Health Level 434
Loan Collectibility Level PMN Additional Use Report 435
Credit Risk Management 365 Implementation of National Strategic Projects 436
Capital Structure and Management Policy 375 or other Assignments
for Capital Structure and Capital Risk
Management Practices
Material Commitments for Capital Goods 377
Investments
05
438
Capital Goods Investments 379
Realized In The Last Fiscal Year
Property for Investment 380
Information and Material Facts That Occurred 380
Business Support
After The Date of the Accountant’s Report Function
Share Buyback Plan 380
Human Capital 440
Business Target Achievements in 2025 381
Information Technology 462
Business Continuity Information 384
Information Technology Governance 487
Details of Matters Arising in 2025 387
Service Digitization 494
Business Prospects for 2026 388
Services and Networks 502
Performance Projections for 2026 393
Customer Experience Center 504
Marketing Aspect 395
Data Management & Analytics 507
Service Quality Function 509
2025 Annual Report
19
PT Bank Negara Indonesia (Persero) Tbk
Page 22
06
516
Disclosure of Affiliation Relationships 830
Among The Board of Commissioners,
Board of Directors, and Controlling
Shareholders
Capital and Risk Committees under the Board of 833
Management Practices Commissioners
Prosedur Penggantian Anggota Komite Di 906
Capital 518
Bawah Komite Dewan Komisaris
Risk Management Practices 519
Supporting Organs of the Board of 907
Risk Exposure Disclosure 564 Commissioners
Committees under the Board of Directors 911
Supporting Organs of the Board of Directors 951
07
648 Internal Control System
Risk Management System
996
1007
Good Corporate Integrated Risk Management Governance 1024
Governance External Auditor 1028
Legal Cases 1031
Best Achievements in Corporate Governance 650
Implementation Administrative Sanctions 1035
Commitment to Sustainable Corporate 651 Access to Company Information and Data 1037
Governance Implementation
Governance Framework, Management, 1082
Correlation Between Corporate Governance 655 and Control of Tax Aspects
Implementation and Bank Performance
Anti-Money Laundering Program, Counter 1083
Governance Framework 656 Terrorism Financing, and Prevention of
Funding for the Proliferation of Weapons of
Corporate Governance Structure and 657 Mass Destruction (APU, PPT, and PPPSPM)
Mechanism
Anti Corruption Policy 1087
Continuous Improvement of GCG 660
Implementation Quality Anti-Gratification & Anti-Bribery Policy 1088
General Meeting of Shareholders 673 Procurement of Goods and/or Services 1092
Board of Commissioners 699 Company Code of Ethics 1097
Independent Commissioners 739 Provision of Funds for Social and Political 1101
Activities
Board of Directors 742
Provision of Funds for Related Parties and 1102
Performance Assessment of the Board 806 Large Exposure
of Directors and the Board of
Commissioners Providing Loans to Related Parties 1104
Nomination and Remuneration of the Board 811 Protection of Creditors’ Rights 1106
of Directors and the Board of
Commissioners Transparency of Financial and Non-Financial 1107
Conditions
Diversity of the Board of Commissioners 827
and the Board of Directors Transparency of Customer Complaints 1108
Procedures and Customer Dispute Settlement
20 A Heart that Serves, Growing with Indonesia
Page 23
09
1214
Integrity of Reporting and Information 1111
Technology Systems
Conflict of Interest Policy (Including Insider 1112
Trading) ESG Commitment
Shares and Bonds Buyback 1114
BNI 2025 Environment, Social, and
1216
Internal Deviations (Internal Fraud) 1115 Governance (ESG) Performance Highlights
Performance-based Long-Term Compensation 1118 BNI 2025 ESG Development Expectation
1218
Policy Setting Meeting (ESM)
Disclosure of Information on Board of 1123 ESG Implementation Commitment 1222
Commissioners and Board of Directors Share
BNI ESG Risk Management 1225
Ownership and Its Application
Persons Responsible for ESG Implementation
Violation Reporting System (Whistleblowing 1127 1228
at BNI
System)
BNI’s ESG Implementation Supervision and
Bank’s Strategic Plan 1131 1230
Evaluation
Reporting Transparency 1138
Implementation of Sustainable Finance In
1231
Management of State Officials’ Assets 1139 Subsidiary Companies
Reports (LHKPN)
ESG Index: BNI Sustainability Practice
1240
Bad Corporate Governance Practices 1141 Summary
Integrated Governance Implementation 1142
Corporate Governance Aspects and Principles 1152
10
1246
Implementation in Accordance with Financial
Services Authority Regulations
Implementation of Indonesian Corporate 1160
Governance General Guidelines (PUGKI) Financial Statements
Implementation of The Asean Corporate 1185
Financial Statements 1248
Governance Scorecard
Attachment to Financial Services Authority
Implementation of Corporate Governance 1186 1210
Circular Letter No. 9/SEOJK.03/2020
Principles For Banks According To Basel
Committee on Banking Supervision Cross-Reference SEOJK No. 16/
Standards 1210
SEOJK.04/2021
08
1192
Social & Environmental
Responsibility
Social and Environmental Responsibility
1194
Commitment and Policies
Special Assignment 1211
2025 Annual Report
21
PT Bank Negara Indonesia (Persero) Tbk
Page 24
01
2025
PERFORMANCE
Important Financial Data Overview 24
Business Performance Overview 30
Shares Overview 33
Bonds, Sukuk and/or Convertible
36
Bonds Overview
Other Funding Sources 38
Event Highlights 2025 40
Page 25
Page 26
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Important Financial Data Overview [ACGS C.2.2]
Consolidated Statement of Financial Position
YoY
In billion Rupiah, unless otherwise stated 2025 2024*) 2024-2025 2024 2023 2022 2021
(%)
Assets
Cash 13,352 13,710 (2.6) 13,710 11,207 13,448 13,684
Current Accounts with Bank Indonesia 79,989 51,669 54.8 51,669 65,256 82,922 48,682
Current Accounts with Other banks - Net 25,938 22,074 17.5 22,074 35,023 15,922 19,570
Placements with Other Banks - Net 33,780 17,076 97.8 17,076 43,794 51,569 92,290
Marketable Securities - Net 63,017 48,534 29.8 48,534 37,165 28,556 25,803
Securities Purchased under
6,911 7,972 (13.3) 7,972 13,951 16,631 22,011
Agreements to Resell - Net
Bills and Other Receivables - Net 13,453 13,243 1.6 13,243 18,999 20,729 19,563
Acceptance Receivables - Net 19,449 15,926 22.1 15,926 17,091 18,912 20,543
Derivative Receivables- Net 5,422 1,793 202.4 1,793 996 685 494
Loans Disbursed 899,531 775,872 15.9 775,872 695,085 646,188 582,436
Allowance for Impairment Losses of
(35,861) (38,685) (7.3) (38,685) (47,158) (50,334) (50,295)
Loans Disbursed
Government Bonds 163,510 132,069 23.8 132,069 127,099 121,291 111,429
Prepaid Taxes 3,090 19 16.163.2 19 643 644 1,051
Prepaid Expenses 2,275 2,941 (22.6) 2,941 2,743 3,244 3,096
Investments in Associates 14,354 12,748 12.6 12,748 11,284 10,049 8,689
Equity Investments - Net 652 637 2.4 637 564 609 830
Insurance & Reinsurance Contract Assets 81 99 (18.2) - - - -
Other Assets 18,941 14,136 34.0 14,107 16,972 13,856 11,849
Fixed Assets - Net 31,113 30,408 2.3 30,408 27,765 26,549 26,883
Intangible Assets 742 743 (0.1) 743 744 753 -
Deferred Tax Assets - Net 2,316 7,145 (67.6) 6,950 7,441 7,614 6,230
Total Assets 1,362,055 1,130,129 20.5 1,129,806 1,086,664 1,029,837 964,838
Aset Produktif 1,385,213 1,143,220 21.2 1,143,220 1,074,587 998,687 919,771
Liabilities
Obligations Due Immediately 5,761 5,515 4.5 5,515 5,295 4,686 4,554
Deposits from Customers 1,040,834 805,511 29.2 805,511 810,730 769,269 729,169
Deposits from Other Banks 11,563 18,548 (37.7) 18,548 11,894 15,245 14,377
Derivative Payables 5,399 1,479 265.0 1,479 810 775 110
Securities Sold Under Agreements To
7,251 15,891 (54.4) 15,891 6,891 2,885 1,829
Repurchase
Acceptance Payables 2,325 4,229 (45.0) 4,229 5,748 5,301 5,588
Accrued Expenses 942 1,529 (38.4) 1,529 1,664 1,441 1,242
Taxes Payable 416 318 30.8 318 823 1,551 1,284
Employee Benefits 8,839 7,147 23.7 7,147 7,006 6,880 6,138
Provisions 1,463 2,283 (35.9) 2,283 2,173 2,712 2,276
Other Liabilities 6,899 8,317 (17.0) 26,564 26,125 21,130 20,542
Liabilitas Kontrak Asuransi 22,381 19,203 16.5 - - - -
Liabilitas Kontrak Reasuransi 10 7 42.9 - - - -
Securities Issued 14,253 12,974 9.9 12,975 4,893 4,897 2,986
Borrowings 39,040 42,931 (9.1) 42,931 30,950 35,654 32,458
Subordinated Securities 18,340 17,699 3.6 17,699 16,929 17,213 15,765
Total Liabilities 1,185,716 963,581 23.1 962,619 931,931 889,639 838,318
24 A Heart that Serves, Growing with Indonesia
Page 27
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
YoY
In billion Rupiah, unless otherwise stated 2025 2024*) 2024-2025 2024 2023 2022 2021
(%)
Equity
Share Capital 9,055 9,055 0.0 9,055 9,055 9,055 9,055
Additional Paid-in Capital/Shares
17,010 17,010 0.0 17,010 17,010 17,010 17,010
Issuance Cost.
Share-Based Payment Reserves 349 323 8.0 323 260 - -
Transactions with Non-Controlling
2,257 2,257 0.0 2,257 2,257 2,257 2,257
Interests
Asset Revaluation Reserve 16,711 16,711 0.0 16,711 15,448 15,441 15,442
Unrealized (Losses)/ (Gains) on
Marketable Securities and Government
2,617 (1,432) (282.8) (1,465) (896) (1,971) 1,949
Bonds Measured at Fair Value through
Other Comprehensive Income, Net of Tax
Exchange Difference on Translation of
(124) (97) (27.8) (97) (58) (36) (17)
Foreign Currency Financial Statements
Retained Earnings 123,855 118,244 4.7 118,664 107,236 94,060 78,250
Treasury Shares - - 0.0 - (180) - (207)
Non-Controlling Interests 4,609 4,477 2.9 4,729 4,601 4,382 2,781
Total Equity 176,339 166,548 5.9 167,187 154,733 140,198 126,520
Total Liabilities, and Equity 1,362,055 1,130,129 20.6 1,130,129 1,086,921 1,029,837 964,838
*) Restated
Consolidated Statement of Profit (Loss) and Other Comprehensive Income
YoY
In billion Rupiah, unless otherwise stated 2025 2024*) 2024-2025 2024 2023 2022 2021
(%)
Interest Income 69,394 66,583 4.2 66,583 61,472 54,659 50,026
Interest Expense (29,061) (26,103) 11.3 (26,103) (20,196) (13,338) (11,779)
Interest Income - Net 40,333 40,480 (0.4) 40,480 41,276 41,321 38,247
Premium Income and Investments
- - 0.0 6,741 6,853 6,221 5,887
Return
Claims Expenses (2) (2) 0.0 (5,017) (5,194) (4,670) (4,488)
Premium Income - Net (2) (2) 0.0 (1,724) 1,659 1,551 1,399
Pendapatan asuransi 1,882 1,993 (5.6) - - - -
Beban asuransi (1,746) (1,536) 13.7 - - - -
Pendapatan (beban) Asuransi – Neto 136 457 (70.2) - - - -
Pendapatan Hasil Investasi 2,030 1,256 61.6 - - - -
Pendapatan Asuransi Keuangan – Bersih (1,421) (945) 50.4 - - - -
Pendapatan Asuransi dan Hasil Investasi
745 768 (3.0) - - - -
– Neto
Other Operating Income 23,900 22,649 5.5 22,311 19,812 18,600 16,219
Total Operational Income 64,976 63,895 1.7 64,515 62,747 61,472 55,865
Other Operating Expenses (30,857) (29,111) 6.0 (29,688) (27,778) (27,059) (24,801)
Allowance for Impairment Losses (9,724) (8,211) 18.4 (8,211) (9,196) (11,514) (18,297)
Operating Income 24,395 26,573 (8.2) 26,616 25,773 22,899 12,767
Non-Operating (Expenses) Income – Net) 2 (4) 150.0 (36) (133) (212) (216)
Income Before Tax Expenses 24,397 26,569 (8.2) 26,580 25,640 22,687 12,551
Tax Expense (4,286) (4,900) (12.5) (4,911) (4,534) (4,205) (1,574)
Income for the Year 20,111 21,669 (7.2) 21,669 21,106 18,482 10,977
• Other Comprehensive (Loss)/Income
3,605 1,031 249.7 997 674 (3,826) 745
for the Current Period After Tax
2025 Annual Report
25
PT Bank Negara Indonesia (Persero) Tbk
Page 28
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
YoY
In billion Rupiah, unless otherwise stated 2025 2024*) 2024-2025 2024 2023 2022 2021
(%)
Comprehensive Income for the Current
23,716 22,700 4.5 22,666 21,780 14,656 11,722
Period
• Equity Holders of the Parent Entity 20,041 21,464 (6.6) 21,464 20,909 18,312 10,898
• Non-Controlling Interest 70 205 (66.0) 205 197 170 79
Comprehensive Income for the Year
Attributable to:
• Equity Holders of The Parent Entity 23,584 22,551 4.6 22,539 21,560 14,594 11,620
• Non-Controlling Interest 132 149 (11.4) 127 220 62 102
Basic Earnings per Share Attributable to
Equity Holders of The Parent Entity (in 537 576 (6.8) 576 561 983 585
full Rupiah amount)
*) Restated
Statement of Consolidated Cash Flows
YoY
In billion Rupiah, unless otherwise stated 2025 2024* 2024-2025 2024 2023 2022 2021
(%)
Cash Flows from Operating Activities 103,103 (63,218) 263.1 (63,218) 10,393 19,953 97,479
Cash Flows from Investing Activities (26,638) (5,270) 405.5 (5,270) (10,771) (32,233) (15,656)
Cash Flows from Financing Activities (27,556) 17,718 (255.5) 17,718 (8,493) 2,725 1,719
Increase/(Decrease) in Cash and Cash
48,909 (50,770) (196.3) (50,770) (8,871) (9,555) 83,542
Equivalents
Impact of Loss of Control - - - - - - (37,614)
Impact of Foreign Currency Exchange
(132) (34) 288.2 (34) (150) 116 505
Rate Changes
Cash and Cash Equivalents at Beginning
104,075 154,879 (32.8) 154,879 163,900 173,340 126,908
of Year
Cash and Cash Equivalents at End of Year 152,852 104,075 46.9 104,075 154,879 163,900 173,340
*) Restated
Financial Ratios (Bank Only)
YoY
In billion Rupiah, unless otherwise stated 2025 2024 2024-2025 2023 2022 2021
(%)
Capital
Common Equity Tier 1 (CET1) Ratio 18,2 18,6 (0.4) 18,8 16,1 16,4
Tier 1 Ratio 19,4 20,0 (0.6) 20,3 17,5 17,7
Tier 2 Ratio 1,2 1,4 (0.2) 1,7 1,8 2,0
Minimum Capital Adequacy Ratio (KPMM) 20,7 21,4 (0.7) 22,0 19,3 19,7
Fixed Assets Against Capital 18,3 19,4 (1.1) 18,9 19,8 21,1
Assets Quality
Distressed Earning Assets and Distressed Non- 1,4 1,5 (0.1) 1,6 2,0 2,8
Earning Assets to Total Earning Assets and Non-
Earning Assets
Distressed Earning Assets to Total Earning Assets 1,3 1,4 (0.1) 1,5 1,9 2,6
Gross NPL 1,9 2,0 (0.1) 2,1 2,8 3,7
Net NPL 0,7 0,7 0.0 0,6 0,5 0,7
Loan at Risk (LaR) 8,5 10,3 (1.8) 12,9 16,0 23,3
Allowance for Impairment Losses (CKPN) of 3,1 3,9 (0.8) 5,2 6,0 6,5
Financial Assets to Earning Assets
CKPN Fulfillment for Earning Assets 2,7 3,7 (1.0) 4,7 5,4 5,9
CKPN Fulfillment for Non-Earning Assets 37,8 52,6 (14.8) 47,7 43,4 29,4
26 A Heart that Serves, Growing with Indonesia
Page 29
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
YoY
In billion Rupiah, unless otherwise stated 2025 2024 2024-2025 2023 2022 2021
(%)
NPL Coverage Ratio 205,5 255,8 (50.3) 319,0 278,3 233,4
LaR Coverage Ratio 46,9 48,8 (1.9) 52,7 48,8 37,0
Loans to Total Earning Assets 63,7 66,6 (2.9) 64,0 64,3 63,2
Core Debtor Loans to Total Loans 39,6 31,4 8.2 35,9 28,6 31,2
Foreclosed Collateral to Total Loans 0,2 0,2 0.0 0,2 0,2 0,3
Profitability
Return on Assets (ROA) 2,1 2,5 (0.4) 2,6 2,5 1,4
Return on Equity (ROE) - Tier 1 Capital Based 14,0 15,8 (1.8) 16,8 16,4 10,4
Return on Equity (ROE) - Equity Based 12,7 14,2 (1.6) 15,2 14,9 9,4
Net Interest Margin (NIM) 3,8 4,2 (0.4) 4,6 4,8 4,7
Other Operating Income to Operating Income 37,3 35,1 1.7 32,4 31,3 29,9
Profit (Loss) to Total Assets 1,6 2,0 (0.4) 2,0 1,9 1,1
Profit (Loss) to Total Equity 12,1 13,4 (1.3) 14,2 14,1 8,9
Rasio Laba (Rugi) terhadap Pendapatan 82,4 81,6 0.8 82,3 81,6 87,5
Total Liabilities to Total Assets 87,1 85,4 1.7 86,1 86,8 87,3
Total Liabilities to Total Equity 677,8 585,9 91.9 618,6 657,0 687,9
Fee Based Income to Total Other Operating Income 76,7 72,4 4.3 74,2 79,8 84,0
Earnings per Share (EPS) (In Rupiah full amount) 537 576 (39) 561 983 585
Liquidity
Loan to Deposit Ratio (LDR) 86,4 96,1 (9.7) 85,8 84,2 79,7
Liquid Assets to Total Assets Ratio 17,1 15,0 2.1 19,9 21,5 24,8
Total Liquid Assets to Short-Term Funding Ratio 21,6 20,1 1.5 25,6 27,6 31,3
Macroprudential Intermediation (RIM) Ratio 84,0 93,3 (9.3) 89,0 83,4 74,1
Current Account/Saving Account (CASA) Ratio 70,4 70,4 0.0 71,6 72,9 69,4
Cost of Fund (CoF) Ratio 2,7 2,7 0.0 2,2 1,5 1,6
Rasio Lancar
Compliance
Legal Lending Limit (LLL) Percentage
• Related Party Nihil Nihil - Nihil Nihil Nihil
• Non Related Party Nihil Nihil - Nihil Nihil Nihil
Exceeding of Legal Lending Limit (LLL) Percentage
• Related Party Nihil Nihil - Nihil Nihil Nihil
• Non Related Party Nihil Nihil - Nihil Nihil Nihil
Minimum Statutory Reserves (GWM)
• Primary Rupiah GWM 6,4 6,5 (0.1) 9,5 11,9 7,7
• Foreign Currency GWM 4,0 4,0 0.0 4,0 4,0 4,0
Net Open Position (NOP) 1,1 0,9 0.2 1,7 1,6 0,9
Efficiency
Operating Cost/Operating Income (BOPO) 72,9 70,0 2.9 68,4 68,6 81,2
Cost to Income Ratio (CIR) 46,5 44,6 1.9 42,9 42,6 43,3
Other Ratios
Operating Income/Employee (IDR-million) 2,301 2,254 2.1 2,182 2,195 1,985
Number of Employees (full amount, unaudited) 2,078 2,112 (1.6) 2,122 2,149 2,183
Number of ATMs (full amount, unaudited) 13,391 13,388 0.0 13,390 16,125 16,385
Number of Employees (full amount, unaudited) 27,201 27,203 (0.0) 27,570 27,170 27,177
2025 Annual Report
27
PT Bank Negara Indonesia (Persero) Tbk
Page 30
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Total Assets Loans Disbursed - Net
(IDR billion) (IDR billion)
1,362,055 899,531
1,130,129 775,872
1,129,806 775,872
1,086,664
1,029,837 695,085
964,838 646,188
582,436
2021 2022 2023 2024 2024* 2025 2021 2022 2023 2024 2024* 2025
*) Restated *) Restated
Total Liabilities Customer Savings
(IDR billion) (IDR billion)
1,185,716 1,040,834
962,619 963,581
931,931 805,511 805,511
810,730
889,639
838,318 729,169 769,269
2021 2022 2023 2024 2024* 2025 2021 2022 2023 2024 2024* 2025
*) Restated *) Restated
Total Equity Current Account Saving Account (CASA) -
(IDR billion) Bank Only
(%)
176,339 72.9 71.6 70.4 70.4
166,548 166,548 69.4
153,963
140,198
126,520
2021 2022 2023 2024 2024* 2025 2021 2022 2023 2024 2025
*) Restated
28 A Heart that Serves, Growing with Indonesia
Page 31
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Operational Income Net Income
(IDR billion) (IDR billion)
64,515 63,895 64,976 21,106 21,669 21,669
61,472 62,747 20,111
55,865 18,482
10,977
2021 2022 2023 2024 2024* 2025 2021 2022 2023 2024 2024* 2025
*) Restated *) Restated
Return on Equity (ROE) - Bank Only Rasio Kredit Kualitas Rendah (KKR)/
(Menggunakan rata-rata total ekuitas sebagai Loan at Risk (LaR)
faktor penyebut) (IDR billion)
14.9 15.2 23.3
14.2
12.7
16.0
9.4
12.9
10.3
8.5
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
2025 Annual Report
29
PT Bank Negara Indonesia (Persero) Tbk
Page 32
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Business Performance Overview
Loans Disbursed in the Business Banking Segment
In billion Rupiah, unless otherwise stated
YoY
Description 2025 2024 2024-2025 2023 2022 2021
(%)
Corporation 445,202 356,384 24.9 317,592 255,639 229,027
Medium 131,797 109,929 19.9 102,460 112,462 99,132
Small 75,071 75,782 (0.9) 84,892 97,210 95,752
Overseas 72,981 75,014 (2.7) 56,611 67,405 58,446
Total 725,051 617,109 17.5 561,555 532,716 482,357
445,202
356,384
317,592
255,639
229,027
99,132 112,462 102,460 109,929 131,797
95,752 97,210 84,892 75,782 75,071
67,405 75,014 72,981
58,446 56,611
2021 2022 2023 2024 2025
Overseas Small Medium Corporation
Loans Disbursed in the Consumer Segment
In billion Rupiah, unless otherwise stated
YoY
Description 2025 2024 2024-2025 2023 2022 2021
(%)
Mortgage 72,689 66,506 9.3 58,456 53,502 49,573
Payroll 63,510 57,952 9.6 50,575 43,064 35,799
Credit Card 16,330 15,000 8.9 13,986 12,341 11,868
Others 3,646 3,058 19.2 1,471 695 1,749
Total 156,175 142,516 9.6 124,488 109,602 98,989
72,689
66,506
58,456 57,952 63,510
53,502
49,573 50,575
43,064
35,799
13,986 15,000 16,330
11,868 12,341
1,749 695 1,471 3,058 3,646
2021 2022 2023 2024 2025
Mortgage Payroll Credit Card Others
30 A Heart that Serves, Growing with Indonesia
Page 33
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Loans Disbursed in the Corporate Segments Including Overseas Based on Sector
In billion Rupiah, unless otherwise stated
2025
Description 2024 2023 2023 2021
Total Loan Composition
Industry 108,806 21.0 116,819 105,030 94,346 85,361
Agriculture 29,219 5.6 29,561 33,662 30,334 34,241
Business World Services 42,928 8.3 37,751 35,473 30,892 26,056
Electricity, Gas and Water 41,598 8.0 29,025 25,038 19,871 18,454
Transportation, Warehousing, and 51,694 10.0 48,225 39,399 36,248 31,785
Communication
Construction 108,710 21.0 45,405 45,764 44,112 43,470
Trade, Restaurants and Hotels 38,116 7.4 37,143 34,139 20,313 23,094
Mining 53,514 10.3 45,933 38,233 31,912 12,524
Social Services 42,538 8.2 39,172 15,866 13,274 10,127
Others 1,072 0.2 2,538 2,325 1,742 2,361
Total 518,195 100.0 431,572 374,930 323,044 287,473
Industry
Agriculture
29.7% 29.2% 28.9% 27.1% 21.0%
Business World Services
5.6%
6.8% Electricity, Gas and Water
8.3%
9.4% 9.0%
11.9% 8.7% 8.0% Transportation,
9.6% 9.5% Warehousing, and
9.1% 6.7% 10.0% Communication
6.2% 6.7%
6.4% 11.2%
11.2% 10.5% Construction
11.1% 21.0%
10.5% Trade, Restaurants and
13.7% 12.2% Hotels
15.1% 8.6% 7.4%
6.3% 9.1% Mining
8.0% 10.4% 10.3%
9.9% 10.2% Social Services
4.4% 9.1% 8.2%
0.8% 3.5% 0.5% 4.1% 0.6% 4.2% 0.6% 0,2% Others
2021 2022 2023 2024 2025
Loans Disbursed in the Small Business Banking Segment
In billion Rupiah, unless otherwise stated
YoY
Description 2025 2024 2024-2025 2023 2022 2021
(%)
Branch Credit Management (BCM) 32,634 32,141 1.5 34,088 37,870 44,230
People’s Business Loans (KUR) 26,258 33,166 (20.8) 44,101 52,708 44,008
Loans for Financial Institutions (KKLK) 1,226 878 39.6 192 128 50
BNI Entrepreneurs (BWU) 14,953 9,597 55.8 6,546 6,504 7,464
Total 75,071 75,782 (0.9) 84,927 97,210 95,752
52,708
44,230 44,101
44,008
37,870
34,088 33,166 32,634
32,141
26,258
14,953
7,464 6,504 9,597
6,546
50 128 192 878 1,226
2021 2022 2023 2024 2025
BCM KUR KKLK BWU
2025 Annual Report
31
PT Bank Negara Indonesia (Persero) Tbk
Page 34
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Third Party funds Performance - Excluding Temporary Syirkah funds
In billion Rupiah, unless otherwise stated
YoY
Description 2025 2024 2024-2025 2023 2022 2021
(%)
Current Accounts 439,498 305,734 43.8 345,496 314,625 281,398
Savings 286,460 257,544 11.2 231,981 242,695 224,670
Deposits 314,875 242,233 30.0 232,665 208,798 223,101
NCD Issued - - - 588 3,151 -
Total 1,040,834 805,511 29.2 810,730 769,269 729,169
439,498
345,496
314,625 305,734
281,398 314,875
232,665 257,544
224,670 242,695 242,233 286,460
223,101 231,981
208,798
- 3,151 588 - -
2021 2022 2023 2024 2025
Current Accounts Savings Deposits NCD Issued
Company Rating 2025
Company Rating Rating
PEFINDO
Corporate Rating idAAA/Stable
Moody's
Outlook Stable
Foreign Long Term Bank Deposits Baa2
Local Long Term Bank Deposits Baa2
Baseline Credit Assessment Baa3
Adjusted Baseline Credit Assessment Baa3
Counterparty Risk Assessment Baa2/P-2
Fitch Rating
Long Term Foreign Currency BBB/Stable
Long Term Local Currency BBB/Stable
Short Term Foreign Currency F2
Viability Rating bbb-
National Long Term Rating AAA/Stable
National Short Term Rating F1+
S&P Global Ratings
Outlook Stable
Long Term Foreign Issuer Credit BBB
Long Term Local Issuer Credit BBB
Short Term Foreign Issuer Credit A-2
Short Term Local Issuer Credit A-2
32 A Heart that Serves, Growing with Indonesia
Page 35
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Shares Overview
BNI has listed and traded its shares on the Indonesian Stock Exchange (formerly the Jakarta Stock Exchange
and the Surabaya Stock Exchange) since November 25, 1996. This makes BNI the first state bank to become
a public company.
BBNI Share Price Movement Information 2023–2025 on the Indonesia Stock Exchange
Share Price Average
Number of Market
(IDR/share) Transaction
Period Shares Capitalization
Volume
(shares)* Opening Highest Lowest Closing (IDR-million)
(shares)
2025
Quarter I 37,297,312,916 4,360 4,880 3,630 4,240 74,191,455 158,140,607
Quarter II 37,297,312,916 3,680 4,580 3,610 4,120 77,030,914 153,664,929
Quarter III 37,297,312,916 4,120 4,600 3,930 4,100 50,927,383 152,918,983
Quarter IV 37,297,312,916 4,050 4,560 3,720 4,370 50,108,112 162,989,257
2024
Quarter I 37,297,312,916 5,375 6,250 5,300 5,900 50,593,808 220,054,146
Quarter II 37,297,312,916 5,900 5,900 4,260 4,660 77,031,308 173,805,478
Quarter III 37,297,312,916 4,690 5,850 4,630 5,350 56,792,517 199,540,624
Quarter IV 37,297,312,916 5,375 5,750 4,260 4,350 47,945,400 162,243,311
2023
Quarter I 18,648,656,458 9,226 9,750 8,426 9,350 30,634,893 174,364,938
Quarter II 18,648,656,458 9,350 9,600 8,650 9,150 26,201,752 170,635,207
Quarter III 18,648,656,458 9,200 10,426 8,626 10,326 30,092,781 192,566,027
Quarter IV* 37,297,312,916 5,163 5,425 4,720 5,375 51,372,390 200,473,051
* On October 6 2023, BNI has effectively implemented a stock split with a split ratio of 1:2 (1 share becomes 2 shares), The Stock Split did not cause
a change in the value of share ownership by investors because the number of BNI outstanding shares increased to 2 times followed by the share
price adjusting 0,5 times from the previous price, So, since the effective date, BNI shares were trading at the new price.
2025 Annual Report
33
PT Bank Negara Indonesia (Persero) Tbk
Page 36
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Comparison of BBNI Share Prices with the LQ45 Index and the JCI Over the 2023–2025
Period
8,647
8,509
8,164
8,061
7,830
7,671
7,574
7,528
7,484
7,273
7,316
7,289
7,208
7,234
7,256
7,114
7,176
7,109
7,081
7,064
7,080
6,928
6,971
6,931
6,953
6,940
6,916
6,839
6,843
6,805
6,752
6,767
6,633
6,662
6,511
6,271
6,000
5,900
5,750
5,375
5,350
5,350
5,275
5,250
5,250
5,163
4,970
4,980
4,713
4,790
4,770
4,675
4,660
4,575
4,575
4,588
4,525
4,438
4,490
4,388
4,350
4,400
4,380
4,380
4,370
4,240
4,260
4,180
4,120
4,100
4,030
4,010
103,097,506
108,013,600
57,378,130
50,079,570
75,633,476
45,148,500
65,397,296
42,327,059
56,658,060
53,919,245
70,606,010
52,679,418
56,661,468
43,734,795
45,735,141
53,534,416
53,591,572
79,804,081
85,735,717
65,862,211
54,907,274
55,781,654
60,072,495
46,550,548
44,881,100
52,859,484
58,032,232
62,081,970
71,104,977
55,087,466
40,173,309
52,758,205
60,962,015
73,256,991
41,365,760
32,229,255
Jan-23
Feb-23
Mar-23
Apr-23
May-23
Jun-23
Jul-23
Aug-23
Sep-23
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Mar-24
Apr-24
May-24
Jun-24
Jul-24
Aug-24
Sep-24
Oct-24
Nov-24
Dec-24
Jan-25
Feb-25
Mar-25
Apr-25
May-25
Jun-25
Jul-25
Aug-25
Sep-25
Oct-25
Nov-25
Dec-25
Average Trading Volume of BBNI BBNI Stock Closing Price JCI
COMPANY STOCK PERFORMANCE HIGHLIGHTS
In the first quarter of 2025, the Indonesian capital market experienced heightened volatility amid ongoing
global uncertainty. Negative sentiment was driven by the escalation of the United States trade war, as well
as domestic macroeconomic indicators that remained below investor expectations. These conditions posed
pressure on BBNI’s share price, particularly amid foreign investor sell-offs as part of a shift toward safe-
haven assets.
A positive catalyst emerged from the market’s response to the resolutions of the 2025 Annual General
Meeting of Shareholders regarding the distribution of dividends for the 2024 financial year. BNI approved
a Dividend Payout Ratio of 65% of total net profit for the 2024 financial year. This ratio represented the
highest payout ratio in the Company’s history, reflecting BNI’s gradual increase in its Dividend Payout Ratio
since the 2021 financial year (Financial Year 2021: 25%, Financial Year 2022: 40%, Financial Year 2023: 50%).
The total dividend distributed amounted to IDR13.95 trillion, or IDR374.06 per share. This achievement
reflected a positive investor response to BNI’s solid financial fundamentals, the sustainability of its digital
transformation, and the consistency of its business growth strategy.
Entering the second quarter of 2025, market volatility persisted, resulting in continued pressure on BBNI’s
share price. This was primarily attributable to the announcement of reciprocal tariff implementations by the
United States toward all of its trading partners, which prompted investors to engage in sell-offs. Uncertainty
was further exacerbated by global sentiment stemming from geopolitical tensions between Iran and Israel,
as well as weakening domestic purchasing power, which caused Indonesia’s Manufacturing PMI to contract
below the 50 level.
In the third quarter of 2025, the IHSG and LQ45 indices recorded quarter-on-quarter increases of 16.4%
and 2.8%, respectively. The growth of these indices was mainly driven by stocks in the energy and
telecommunications sectors. On the other hand, foreign capital outflows amounted to IDR1.2 trillion,
exerting pressure on large-cap banking stocks. In this context, BBNI shares remained resilient, recording a
relatively limited decline of -0.5% QoQ.
34 A Heart that Serves, Growing with Indonesia
Page 37
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In the fourth quarter of 2025, BBNI shares experienced a recovery, supported by positive market responses to
BNI’s management strategy to accelerate credit growth in November 2025, underpinned by strong liquidity
and robust capital adequacy. Based on market consensus, equity analysts set BBNI’s target price in the
range of IDR5,168 per share. Compared with the year-end closing price of IDR4,370 per share at the end of
2025, this implies an upside potential of 18.3%, reflecting investor confidence in BBNI’s long-term prospects.
Overall, 2025 marked an important momentum for BNI to strengthen its business fundamentals while
supporting the Government’s priority agendas in infrastructure, energy, food security, downstream industrial
development, MSME empowerment, and housing. Market optimism was further supported by BNI’s
commitment to continuing its digital transformation, expanding international services, and strengthening
sustainable finance initiatives. These factors are expected to serve as positive catalysts in maintaining
investor confidence in BBNI shares going forward.
CORPORATE ACTIONS
During the 2025 financial year, BNI did not undertake any corporate actions that resulted in changes to its
shares, including stock splits, reverse stock splits, bonus share issuances, changes in the nominal value of
shares, the issuance of convertible securities, or any increase or decrease in capital.
SUSPENSION OF STOCK TRADING (SUSPENSION) AND/OR DELISTING OF STOCK
Throughout the 2025 finacial year, no sanction of stock trading suspension was imposed on BNI, nor were
the bank’s shares delisted from the Stock Exchange.
2025 Annual Report
35
PT Bank Negara Indonesia (Persero) Tbk
Page 38
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Bonds, Sukuk and/or
Convertible Bonds Overview
List of Outstanding Bonds for the Year 2025
Bond Name Issue Date Effective Date Tenor Currency Value
Environmentally Friendly June 21, 2022 June 21, 2022 5 years US Dollar Rp1,000,000,000,000
Bonds (Green Bond) I Series B
BNI Additional Tier I Capital September 24, September 24, Perpetual, Non US Dollar USD600,000,000
Bond 2021 2021 2021 Callable 5.5 tahun
Tier 2 Subordinated Notes March 30, 2021 March 30, 2021 5 years US Dollar USD500,000,000
Global Bond BNI 2024 April 05, 2024 April 05, 2024 5 years US Dollar USD500,000,000
Long Term Notes (LTN) BP February 07, February 07, 12.75 years Rupiah Rp14,036,333,250
Tapera 2025 2025
Sustainability Bond I BNI July 04, 2025 July 04, 2025 3 years Rupiah Rp3,500,000,000,000
2025 Series A
Sustainability Bond I BNI July 04, 2025 July 04, 2025 5 years Rupiah Rp1,500,000,000,000
2025 Series B
36 A Heart that Serves, Growing with Indonesia
Page 39
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Listing
Bid Price Maturity Date Interest Rate Rating Trustee Status
Exchange
100.00 June 21, 2027 6.85% idAAA (Pefindo) Indonesia Stock PT Bank Mandiri Active/
Exchange (IDX) (Persero) Tbk Not Yet Due
100.00 Perpetual. 4.3% Ba3 (Moodys) SGX Listing HSBC Corp Ltd. Active/
Opsi first call Not Yet Due
pertama pada
24 March 2027
100.00 March 30, 2026 3.75% Ba2 (Moodys) SGX Listing HSBC Corp Ltd. Active/
BB+ (Fitch Not Yet Due
Rating)
100.00 April 05, 2029 5.28% BBB (S&P) and SGX Listing HSBC Corp Ltd. Active/
BBB- (Fitch Not Yet Due
Rating)
100.00 November 07, 0.55% (Mengikuti Private - Active/
2037 rating Placement Not Yet Due
corporate) (tanpa
penawaran
umum
100.00 July 04, 2028 6.60% idAAA (Pefindo) Indonesia Stock PT Bank Rakyat Active/
Exchange (IDX) Indonesia Not Yet Due
(Persero) Tbk
100.00 July 04, 2030 6.65% idAAA (Pefindo) Indonesia Stock PT Bank Rakyat Active/
Exchange (IDX) Indonesia Not Yet Due
(Persero) Tbk
2025 Annual Report
37
PT Bank Negara Indonesia (Persero) Tbk
Page 40
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Other Funding Sources
Global Certificate of Deposit (CD) Issued in 2025
Effective Value Maturity Discount
NCD Name Issue Date Tenor Status
Date (USD) Date Rate
November December 354 Days November
BBNIJ 0 11/21/2025 50,000,000 4.92% Mature
22, 2024 02, 2024 (1Y) 21, 2024
Global Certificate of Deposit (CD) Paid in 2025
Effective Value Maturity Discount
NCD Name Issue Date Tenor Status
Date (USD) Date Rate
December December November
Credit Agricole CIB 354 days 50,000,000 4.92%
02, 2024 02, 2024 21, 2024
BNI Senior Notes Issued in 2025
Effective Value Maturity Discount
NCD Name Issue Date Tenor Status
Date (USD) Date Rate
Long Term Notes February 07, February 07, November Not yet
12.75 years 14,036,333,250 0.55%
(LTN) BP Tapera 2025 2025 07, 2037 Due
Obligasi
Berlandaskan
Keberlanjutan
July 04, July 04, Not yet
(Sustainability July 04 2025 3 years 3,500,000,000,000 6.60%
2025 2028 Due
Bond)
Berkelanjutan I BNI
2025 Seri A
Obligasi
Berlandaskan
Keberlanjutan
July 04, July 04, July 04, Not yet
(Sustainability 5 years 1,500,000,000,000 6.65%
2025 2025 2030 Due
Bond)
Berkelanjutan I BNI
2025 Seri B
38 A Heart that Serves, Growing with Indonesia
Page 41
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Company Rating in 2025
Rating Agency Rating
PEFINDO
Corporate Rating idAAA/Stable
Moody's
Outlook Stable
Foreign Long Term Bank Deposits Baa2
Local Long Term Bank Deposits Baa2
Baseline Credit Assessment Baa3
Adjusted Baseline Credit Assessment Baa3
Counterparty Risk Assessment Baa2/P-2
Fitch Rating
Long Term Foreign Currency BBB/Stable
Long Term Local Currency BBB/Stable
Short Term Foreign Currency F2
Viability Rating bbb-
National Long Term Rating AAA/Stable
National Short Term Rating F1+
S&P Global Ratings
Outlook Stable
Long Term Foreign Issuer Credit BBB
Long Term Local Issuer Credit BBB
Short Term Foreign Issuer Credit A-2
Short Term Local Issuer Credit A-2
2025 Annual Report
39
PT Bank Negara Indonesia (Persero) Tbk
Page 42
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Event Highlights 2025
January
15 January
BNIdirect Appreciation Night 2024
As a token of appreciation for 37 corporate and institutional customers who
have become strategic partners in the banking digital transformation journey,
the ceremony was witnessed by the Minister of State-Owned Enterprises
(SOEs) Erick Thohir and the Minister of Investment and Downstream
Development Rosan Roeslani. This award ceremony emphasized the
important role of customers in supporting an increasingly innovative and
competitive financial ecosystem.
February
3 – 10 February 21 February 21 February
BNI Chinese New Year Fraud Banking Workshop 2025: “Reflection on Fraud Cases Commemorating National
Customer Gathering in 2024 and Fraud Mitigation in 2025: Cybercrime and Waste Awareness Day
The BNI Chinese New Year Cybersecurity Mitigation: The Impact of Implementing POJK (HPSN)
Customer Gathering is a form of To commemorate National Waste
BNI’s appreciation for its loyal
12/2024 Concerning Anti-Fraud Strategies and Operational
Awareness Day (HPSN), BNI
customers and an effort to bring Risks for PJP/PIP.” collaborated with Bank Sampah
the Chinese community closer to Infobank Institute invited AFR to be a resource person at the 2025 Fraud
Bersinar (BNI Agen46) to hold a
BNI, especially those celebrating Banking Workshop at the Truntum Hotel, Kuta, Bali.
waste management education
Chinese New Year. The 2025 Chinese event in Terusan Bojongsoang.
New Year Customer Gathering AFR presented on the implementation of Anti-Fraud Strategies based on
was held in3 (three) cities: Jakarta, POJK 12/2024, including types of fraudulent acts, Know Your Employee
Medan, and Surabaya, inviting (Know Your Employee) and Anti-Fraud Strategy policies.
customers/debtors managed by
Corporate Banking & International,
Enterprise Banking, Commercial
Banking, and Retail (BNI Emerald,
Private & Credit Card).
27 February 28 February
Danantara Investor Daily Roundtable Signing of a Cooperation
This event, a strategic collaboration between BNI and B-Universe, featured Agreement to Expand
an in-depth discussion on investment opportunities and the direction of Agen46 Services between
economic transformation in Indonesia. The keynote speakers were Dony
Oskaria, Danantara’s Chief Operating Officer, and Pandu Patria Sjahrir, BNI and PT Arranet
Danantara’s Chief Investment Officer, who shared insights on investment Teknologi Indonesia
trends and strategies for navigating global economic dynamics. This collaboration impacts the
entire network of PT Arranet
Teknologi Indonesia, acting as a
partner of BNI Agen46.
40 A Heart that Serves, Growing with Indonesia
Page 43
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
March
14 March 21 March
Signing of a Memorandum of Understanding between the Launching Wealth Management Services in Singapore
Indonesian Ministry of Cooperatives and BNI The launch of BNI Emerald Singapore marks a significant step forward for
Held at the Sidomulyo Farmers Group Association (Gapoktan), Sidomulyo BNI in providing wealth management services to its customers worldwide.
Village, Sleman Regency, Yogyakarta Special Region, and attended by the By partnering with renowned investment partners such as Schroders &
Deputy Minister of Cooperatives, his staff, and the Deputy President Director Fullerton, BNI further strengthens its role as a growing financial institution
of BNI. This event is part of the program to develop the Gapoktan institution on the global stage.
into a Cooperative and to develop the cooperative into a Koperasi Desa
Merah Putih.
April
16 April
Rejeki wondr BNI Launch
BNI is once again presenting the Rejeki wondr BNI Lottery program as a
token of appreciation to loyal customers and to attract new customers. The
program runs from April 2025 to January 31, 2026. BNI is offering prizes
such as two Mercedes-Benz New E300s, 14 Chery J6s, 20 Honda HR-Vs,
170 Honda Beats, as well as hundreds of smartphones and other attractive
prizes. Customers can collect raffle coupons during the program period
through banking activities such as opening an account, activating wondr,
increasing their savings balance, and making financial transactions through
the Wondr by BNI app. This program is also part of BNI’s strategy to enhance
the customer digital experience through the wondr app. In addition to
simplifying banking access, wondr by BNI also encourages an increase
in the number of users, transaction volume, and the growth of third-party
funds from savings products.
2025 Annual Report
41
PT Bank Negara Indonesia (Persero) Tbk
Page 44
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
May
24 May 27 May 30 May - 1 June
BNI Private Re-Launch: With Latest Update in Indonesia’s
a New Look, Embracing Investment Landscape
Success Between HNWI The “Latest Update in Indonesia’s
Investment Landscape” event was
Generations held at the BNI Hong Kong Gallery
BNI Private has a new look,
as a forum for strategic discussions
offering wealth management and
on the latest developments in the
an exclusive value proposition for
investment world in Indonesia.
private customers. The launch of BNI Java Jazz Festival 2025
BNI Private’s new look was also As part of BNI’s support for the International BNI Java Jazz Festival 2025,
The event was attended by several
announced at the Tatler Indonesia BNI prepared a series of attractive promotions during Southeast Asia’s
prominent figures, including Mr.
Relaunch Gala. largest music festival. Customers could gain various benefits by becoming
Mirza Adityaswara, Vice Chairman
of the Board of Commissioners of BNI customers and activating and transacting using wondr by BNI. The BNI
At the event, BNI Private also Java Jazz Festival targets a highly relevant audience for BNI’s customer
the Financial Services Authority
introduced two exclusive cards: segment, including young people who enjoy jazz music with friends and
(OJK), Mr. Yul Edison, Consul
• The BNI Private Debit Card, the family. This momentum presents a strategic opportunity to accelerate new
General of the Republic of
first Debit Mastercard World Elite customer acquisition and increase transactions through various creative
Indonesia to Hong Kong and
in Indonesia with a futuristic touchpoints throughout the event. Through this event, BNI also invites the
Macau, Mr. Agung Prabowo,
metal design. public to experience the convenience and benefits of digital transactions
Corporate Banking Director at BNI,
• The BNI Visa Infinite Private with wondr by BNI, amidst the joyful atmosphere of a music festival.
and Mr. Rudy Tandjung, President
metal credit card offers a variety
Commissioner of BNI Sekuritas.
of global privileges.
This forum aims to provide
investors and banking partners
with the latest insights regarding
investment opportunities and
dynamics in Indonesia, while also
strengthening market confidence
in the national economic outlook.
By partnering with the Indonesian
Consulate General in Hong Kong,
investors, and counterparty
banks, this activity serves as an
important collaborative platform
to expand business networks and
open up opportunities for strategic
cooperation in the financial and
investment sectors.
June July
12 June 21 July
Issuance of BNI’s Sustainability Bond I 2025 amounting to Launch of Koperasi Desa Merah Putih
IDR5 trillion PT Bank Negara Indonesia (Persero) Tbk (BNI) reaffirmed its commitment
Held at Grha BNI, 25th floor, BNI announced its plan to issue Sustainability to supporting the Koperasi Desa/Kelurahan Merah Putih Program, officially
Bond I Phase I Year 2025 with a maximum value of IDR 5 trillion. The launched by the President of the Republic of Indonesia, Prabowo Subianto,
issuance forms part of BNI’s Sustainable Public Offering (Penawaran Umum in Bentangan Village, Klaten. As part of Himbara, BNI plays an active role
Berkelanjutan/PUB), with a total fundraising target of up to IDR15 trillion. in managing 22 pilot cooperatives through the provision of digital financial
The bonds will be issued in two series: Series A with a three-year tenor services, institutional strengthening, and financing support. The program
and Series B with a five-year tenor, featuring quarterly interest payments is expected to serve as a key pillar in advancing people-centered economic
and principal repayment in a bullet payment at maturity. Proceeds from sovereignty based on mutual cooperation (gotong royong) and accelerating
the issuance will be allocated to financing projects that meet the criteria the sustainable and equitable development of village communities.
for environmentally sustainable business activities (Kegiatan Usaha
Berwawasan Lingkungan/KUBL) and socially sustainable business activities
(Kegiatan Usaha Berwawasan Sosial/KUBS).
42 A Heart that Serves, Growing with Indonesia
Page 45
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
August
8 August 15 August 15-17 August
Consumer Education BNIdirect bisnis Launching
and Protection for New Event
Students at the University BNIdirect bisnis was officially
launched at the BNI wondrX 2025
of Indonesia event at ICE BSD, Tangerang.
The Consumer Protection
This new digital platform is
Education socialization was held at
specifically designed to address
the 2025 UI PKKMB event. This was
the needs of Micro, Small, and
BNI wondrX 2025
a crucial opportunity to strengthen Bringing an experience-based concept with the theme “More Than
Medium Enterprises (MSMEs) in
engagement and provide financial Just an Expo,” BNI wondrX 2025, held from August 15th to 17th, 2025,
managing their finances more
education and consumer protection featured various digital innovations, exclusive offers, and cross-industry
simply, quickly, efficiently, and in
to new students at the University collaborations to provide a unique experience for visitors. BNI wondrX was
an integrated manner. With the
of Indonesia. BNI, as a resource designed to connect customers with more than 300 of BNI’s strategic partners
tagline #BisnisGakRibet, BNIdirect
person, presented material on the across fashion, sports/hobby apparel, beauty, and culinary industries.
bisnis makes it easier for MSMEs
dangers of online loans and how Visitors could enjoy a variety of digital banking transaction services through
to access digital banking services
to protect yourself from fraudulent wondr by BNI, promotions for debit, credit, and QRIS cards, interest rate
tailored to their needs. Featured
schemes. promotions for Griya, OTO, and Fleksi, as well as premium customer service
features such as real-time financial
for Emerald BNI. The event also announced the winners of the first phase
recaps, instant transfers, and single-
of the Rejeki wondr BNI lottery program, with prizes including a Mercedes-
user payments are designed to
Benz New E300, 7 Chery J6s, 10 Honda HR-Vs, 85 Honda Beats, hundreds
allow transactions to be conducted
of smartphones, and other attractive prizes. There is still a second stage of
anytime and anywhere, ensuring
the draw for customers to have the opportunity to win attractive prizes by
business operations continue to
making more transactions using debit cards and wondr by BNI.
run smoothly.
15-17 August 17 August 17 August
BNI wondrX 2025 Local Event Merdeka
The RR unit participated in BNI Bertransaksi at BNI Agen46
wondrX 2025 by setting up a booth
with the flagship theme “BNI Lelang
Koperasi Desa Merah Putih
PT Bank Negara Indonesia (Persero)
Gunan.” This participation in the
Tbk (BNI), through BNI Agen46,
event served as a marketing effort
organized an activity themed “BNI
for the RR unit’s credit collateral.
Agen46 Merdeka Bertransaksi” to Wondr Everywhere – Beijing Edition
celebrate the 80th Anniversary of The Wondr Everywhere – Beijing Edition event was held on August 17, 2025,
the Independence of the Republic at the Indonesian Embassy in Beijing to enthusiastically commemorate the
of Indonesia on 17 August 2025. 80th Anniversary of the Republic of Indonesia’s Independence Day. This
The program was carried out in event was a special moment for the Indonesian community in China to
collaboration with 17 Merah Putih celebrate their national spirit while introducing innovative modern financial
Village/Sub-district Cooperatives services.
(Koperasi Desa/Kelurahan Merah
Putih – KDKMP) across Indonesia, The commemoration was attended by officials from the Indonesian Embassy
including KDKMP Bukit Duri. The in Beijing, the entire Indonesian diaspora in Beijing, and the local Chinese
event was combined with traditional community, who enlivened the festivities. This cross-community presence
Independence Day competitions strengthened cultural and business ties between Indonesia and China in a
involving community members of warm atmosphere of togetherness.
various age groups and served as
a platform to educate the public BNI Hong Kong actively participated by holding promotions and marketing
on inclusive banking services, such activities for the Wondr app and Multicurrency Card, providing opportunities
as Laku Pandai, digital financial for the diaspora and local partners to experience the convenience of BNI’s
services, and electronic payment innovative and practical digital banking services. This strategic participation
solutions without the need to not only strengthened ties with the diaspora community but also opened up
visit a bank branch. Through marketing opportunities for BNI’s flagship retail products to the Indonesian
this collaboration, BNI Agen46 diaspora in China.
contributes to expanding access to
financial services and enhancing
public financial literacy, in line with
the spirit of togetherness
2025 Annual Report
43
PT Bank Negara Indonesia (Persero) Tbk
Page 46
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
17 August - 28 September
September
11 September 16 September
Strengthening Strategic Compliance Forum:
Partnership, Unlocking New Decision-Making Based on
Economic Opportunities of Business Judgment Rule
Indonesia - South Korea Principles in the Context of
- The Business Forum was jointly Good Corporate Governance
held by BNI, the Indonesian
Wondr ITB Ultra Marathon 2025 Embassy in Seoul, the Indonesia and Anti-Corruption
The Wondr ITB Ultra Marathon is an annual long-distance running event Investment Promotion Center BNI, in collaboration with the
spanning 180 km between Jakarta and Bandung, with 3,900 participants. (IIPC) in Seoul, the Indonesia Corruption Eradication Commission
Attending were Mr. Brian Yuliarto (Minister of Higher Education, Science, Trade Promotion Center (ITPC) (KPK), organized a Compliance
and Technology), Mr. Muhammad Farhan (Mayor of Bandung), Mr. Tatacipta in Busan, and the Darjeeling Forum themed “Decision-Making
Dirgantara (Rector of ITB), Ms. Vera Febyanthy (Independent Commissioner Metropolitan City Government Based on the Business Judgment
of BNI), and Mr. Eko Setyo Nugroho (Institutional Banking Director at BNI). on September 11, 2025. Rule in Support of Good Corporate
- This annual event aims to Governance and Anti-Corruption.”
This event was initiated by the Bandung Institute of Technology (ITB) in strengthen bilateral cooperation The forum featured opening
collaboration with the Solidarity Forever Foundation to strengthen alumni between the two countries in remarks by Putrama Wahju
ties and raise funds for the ITB Sustainable Fund. Beyond running, the the business and economic Setiawan, President Director of BNI,
Community Run also fostered a sense of togetherness. Runners collaborated sectors. At the business forum, and Johanis Tanak, Commissioner
with fellow students with disabilities to run and walk together. This event BNI Seoul’s General Manager, of the KPK, who also served as
embodied a spirit of inclusivity and solidarity that transcended mere sport. Edy Pramono, presented BNI’s keynote speakers. The event
Korea Desk, which assists Korean brought together members of
businesses in investing and the Board of Commissioners and
trading in Indonesia. the Board of Directors, SEVPs,
Commissioners and Directors
of Subsidiaries, Senior Leaders,
Integrity Development Experts
(API), Anti-Corruption Counselors
(PAKSI), and the entire BNI Hi-
Movers community.
The forum was held on Tuesday,
16 September 2025, in a hybrid
format, taking place at the Grha BNI
Ballroom and broadcast live via the
BNU Corpu TV YouTube channel.
27 September 29 September 29 September
Housing Credit Program Mass Loan Agreement for 26,000 Low-Income Communities Mass Loan Agreement for
Socialization in Banten (MBR) the FLPP Sejahtera Housing
The Housing Credit Program The key handover ceremony served as concrete evidence of the accelerated Program
Socialization in Banten is a implementation of the public housing program. The event, attended by the Held in Cileungsi, Bekasi, the event
strategic opportunity to strengthen President of the Republic of Indonesia and the Board of Directors of BNI, was attended by the President of the
support for housing finance for emphasized BNI’s active role in supporting government policies to provide Republic of Indonesia, Mr. Prabowo
the community. The event was decent and affordable housing. This event not only marked the beginning Subianto. Sejahtera Housing is
attended by the Minister of Housing of home ownership for tens of thousands of families but also strengthened housing provided for low-income
and Settlement Areas (PKP), the the strategic collaboration between the government and banks in improving communities.
President Director of BNI, and his public welfare.
staff, demonstrating the synergy
between the government and banks
in promoting access to affordable
home ownership. This socialization
is expected to increase public
understanding of the housing credit
program and strengthen BNI’s role
in supporting the national housing
program on a sustainable basis.
44 A Heart that Serves, Growing with Indonesia
Page 47
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
October
15 October 21 October 23-26 October
IDX Channel Anugerah Mass Contract for People’s
Inovasi Indonesia 2025 Business Credit (KUR) and
BNI received an award in the Housing Program Credit
Best Category for Developing Held in Surabaya and attended
Sustainable Financial Innovation by the Coordinating Minister for
Wondr Jakarta Running Fest 2025
through the Preparation of the Wondr Jakarta Running Fest 2025 is an annual running event held at Istora
Economic Affairs, the Minister of
2025 Sustainability Bond (From a Senayan, Jakarta, featuring various running categories, including 5K, 10K,
MSMEs, the Deputy Minister of
Subsidiary of the Indonesia Stock half marathon, and marathon. The Card Business Division is participating
MSMEs, the Minister of Public
Exchange). by offering a 0% installment program for ticket purchases, cashback of up
Works and Public Housing (PUPR),
to 200,000 Rupiah, BNI Rewards Points for in-event transactions, and a BNI
the Deputy Minister of KP2MI, and
Credit Card acquisition program.
the Director of INS1. This event
served as a form of financial
support for MSMEs.
November
16 November
BNI DPLK Financial Planning Outreach and Literacy for
MSMEs Assisted by the Yogyakarta Regional Government
Aglonema Nusantara Association, Sleman
In conjunction with Financial Inclusion Month (BIK) 2025 and the
implementation of Environmental, Social, and Governance (ESG) principles,
DPLK BNI, through its 2025 Sustainable Finance Action Plan (RAKB), is
conducting financial literacy and inclusion activities for MSMEs, which are
crucial for supporting sustainable economic development. These activities
aim to provide an in-depth understanding of prudent financial management,
strengthen business capacity, and encourage the application of ESG
principles in community economic activities.
December
4 December 5 December 20 December 23 December
Gala Premiere of the Film wondr BrightUp Cup 2025 Mass Signing of FLPP Signing of the Cooperation
TIMUR An exhibition match held to Mortgage (KPR) Agreements Agreement
TIMUR as a manifestation of its honor badminton athletes, The distribution of 17,356 FLPP
featuring badminton legends and
for 50,030 Units
commitment to elevating Indonesian Held as a hybrid program and mortgage units in 2026, marked
talent to the international stage other athletes, concluded with by the signing of a cooperation
centered at the Pondok Banten
while strengthening the national film performances by Silet Open Up agreement with the Ministry of
Indah Housing Complex in
industry. The event also marked the and Juicy Luicy, who successfully Housing and Settlement Areas and
Serang, Banten. The event was
launch of a special edition TIMUR enlivened the Senayan Jakarta BP Tapera on December 23, 2025,
attended by President of the
TapCash card and was held on 4 basketball hall. witnessed by Maruarar Sirait,
Republic of Indonesia Prabowo
December 2025 at Epicentrum XXI, Subianto, Coordinating Minister Minister of Housing and Settlement
Kuningan, Jakarta. The gala was for Infrastructure and Regional Areas, and Heru Pudy Nugroho,
attended by Iko Uwais (lead actor and Development Agus Harimurti Commissioner of BP Tapera, and
director of TIMUR), Nagita Slavina Yudhoyono, Minister of Housing attended by Rian Erriane Kaslan,
(Executive Producer), the President and Settlement Maruarar Sirait, Network & Retail Funding Director
Director and Vice President Director Commissioner of BP Tapera, at BNI
of BNI along with the management and President Director of BNI
team, as well as the cast, filmmakers, Putrama Wahju Setyawan and his
and prominent public figures. management team.
2025 Annual Report
45
PT Bank Negara Indonesia (Persero) Tbk
Page 48
02 MANAGEMENT REPORT Board of Commissioners’ Report 48 Board of Directors’ Report 62 Board of Commissioners’ 84 Responsibility Statement for the 2025 Annual Report of PT Bank Negara Indonesia (Persero) Tbk Board of Directors’ 85 Responsibility Statement for the 2025 Annual Report of PT Bank Negara indonesia (Persero) Tbk
Page 49
Page 50
Report of the Board of Commissioners
Throughout 2025, the Board of Commissioners
reinforced its oversight of the development and
execution of BNI’s strategies and policies, navigating
the increasingly complex dynamics of both the global
and domestic economy.
ESTEEMED SHAREHOLDERS AND principles. This underscores our commitment to
STAKEHOLDERS, positioning BNI as a resilient, adaptive, and highly
competitive financial institution, both domestically
With deep gratitude, on behalf of the Board of and globally.
Commissioners, we extend our sincere appreciation
for the resilience and accomplishments of PT GLOBAL AND NATIONAL
Bank Negara Indonesia (Persero) Tbk throughout MACROECONOMIC CONDITIONS
2025. This year presented a complex economic AND THE BANKING INDUSTRY IN 2025
and industry landscape, requiring agile strategic
responses, visionary leadership, and robust Global economic conditions in 2025 continued to be
organizational resilience. marked by elevated uncertainty, shaped by complex
geopolitical developments and evolving economic
In response to these conditions, the Board of policy directions. Reciprocal tariffs imposed by
Commissioners rigorously executed its supervisory the United States on its trading partners further
role while providing independent and objective influenced the trajectory of global growth. The
strategic guidance to the Board of Directors. We International Monetary Fund (IMF) projected global
ensured that all policies and strategic initiatives economic expansion of 3.2% year-on-year (YoY) for
remained fully aligned with the Articles of 2025, slightly below the 3.3% YoY recorded in the
Association, the Bank Business Plan (RBB), and prior year and under the pre-pandemic average
applicable laws and regulations. In fulfilling these growth of 3.4%.
responsibilities, the Board of Commissioners
maintained clear boundaries by abstaining from An increasingly prevalent global economic
operational decision-making, thereby preserving challenge has been the divergence in economic
the effectiveness and credibility of its oversight. growth trajectories. Economic slowdown trends
were evident in major economies such as the United
Through this report, the Board of Commissioners States, driven by labor market uncertainty following
provides its assessment of the Board of Directors’ the longest government shutdown in US history
performance in 2025, evaluates the effectiveness of and the impact of reciprocal tariff implementation.
business strategy execution, reviews the outlook of China, which contributes approximately 20% to the
planned initiatives, and examines the consistency global economy, also showed signs of moderation
in upholding Good Corporate Governance (GCG) due to subdued domestic consumption. In contrast,
48 A Heart that Serves, Growing with Indonesia
Page 51
Omar Sjawaldy Anwar President Commissioner/Independent Commissioner
Page 52
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
economic growth trends in several European BNI’s performance, while maintaining the highest
countries, including Germany and Italy, began to standards of accountability and prudence.
improve after experiencing sharp slowdowns or
economic contraction in previous periods. As part of this oversight mechanism, the Board
of Commissioners conducts a comprehensive
Uncertainty stemming from reciprocal tariff policies, assessment of the Board of Directors’ performance
combined with temporary inflationary pressures, by taking into account both internal and external
prompted the US Federal Reserve (the Fed) to factors, including national and global economic
delay the initiation of its policy rate easing cycle in dynamics, as well as the continuously evolving
2025. The reduction in the Federal Funds Rate (FFR) banking industry landscape. The performance
commenced in September 2025 and was followed assessment parameters are formulated based on
by further rate cuts in October and December. the execution of duties and responsibilities and the
achievement of predetermined targets, including
Domestically, Indonesia’s economy demonstrated those of subsidiaries. The results of the performance
resilience, achieving 5% YoY growth through the evaluation subsequently serve as a basis for the
third quarter of 2025. Nevertheless, the recovery preparation of the Bank Business Plan (RBB), which
in consumption remained uneven, reflecting is consulted with the Board of Commissioners prior
a K-shaped trajectory. This was evident in the to its submission to the Financial Services Authority
consumption of proxy products for the lower-to- (OJK).
middle income segments, which remained relatively
stagnant at around 4% YoY, in contrast to leisure- The performance of the Board of Directors is
related consumption activities, which grew at evaluated through a structured Key Performance
approximately 6% YoY. This pattern aligned with the Indicator (KPI) framework. This evaluation is
stronger performance of the tertiary sector, which conducted annually in accordance with the Minister
consistently outpaced the primary sector in average of State-Owned Enterprises Regulation No. PER-
growth throughout 2025. 2/MBU/03/2023, which provides Guidelines for
Corporate Governance and Material Corporate
The uneven domestic economic recovery influenced Activities of State-Owned Enterprises, as well as
the performance of the banking sector. Credit Ministry of SOEs Letter No. S-7/Wk.D.MBU/02/2025
growth moderated to 7.7% YoY (compared with 9.7% dated February 20, 2025, which forms the basis for
YoY in December 2024), with investment loans, the 2025 performance assessment.
consumer loans, and working capital loans growing
by 18% YoY, 7% YoY, and 2% YoY, respectively, as The Board of Directors’ performance is assessed
of November 2025. Banking credit growth was using a combination of collegial and individual
supported by third-party funds (DPK) growth of 12% KPIs, both of which are aligned with BNI’s strategic
YoY as of November 2025 (compared with 4.1% YoY priorities for the relevant period, as outlined in the
in December 2024). With this level of growth, the RBB. The Board’s collegial KPIs are operationalized
loan-to-deposit ratio stood at 84% as of November through five strategic priority programs: (1)
2025. Economic and Social Value Creation for Indonesia,
(2) Business Model Innovation, (3) Technology
Amid challenges stemming from the real sector, Leadership, (4) Investment Enhancement, and (5)
financial markets, and the banking industry, Talent Development. Each program is supported by
BNI maintained a solid and prudent business KPIs that encompass both financial and non-financial
performance throughout 2025. Looking ahead, performance measures, reflecting BNI’s strategic
BNI’s capacity to navigate both global and domestic objectives. Individual KPIs for each Board member
economic dynamics will continue to be a key strength are tailored to their specific roles, responsibilities,
in addressing ongoing and emerging challenges. and functions.
ASSESSMENT OF THE BOARD OF The Board of Directors’ KPI performance, both
DIRECTORS’ PERFORMANCE collectively and individually, is periodically
reported to the Board of Commissioners as part
In carrying out its duties and responsibilities to of its accountability framework. These results are
oversee the management of BNI by the Board subsequently validated by an Independent Public
of Directors, the Board of Commissioners Accounting Firm (KAP) responsible for auditing
consistently applies a shareholder-focused strategic BNI’s financial statements, ensuring the accuracy
perspective when evaluating the Board of Directors’ and objectivity of the data. The final performance
performance, with the aim of optimizing the assessment is then submitted to the majority
Company’s resources. This approach provides a shareholder, serving as the basis for the Board of
robust foundation for comprehensive oversight of Directors’ annual performance evaluation.
50 A Heart that Serves, Growing with Indonesia
Page 53
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Throughout 2025, the Board of Commissioners Throughout 2025, the Board of Commissioners
concluded that the Board of Directors effectively actively reinforced its oversight of BNI’s strategic
fulfilled its duties and responsibilities. This and policy execution amid increasingly complex
conclusion was informed by the achievement of global and domestic economic conditions. This
both collective and individual KPIs, reflecting strong comprehensive oversight encompassed evaluating
performance against the targets outlined in the the Corporate Plan and Bank Business Plan (RBB),
Company’s Work Plan and Budget (RKAP) and other regularly monitoring financial performance,
relevant benchmarks. The Board of Commissioners advising on the appointment of External Auditors,
commends the strategic initiatives undertaken by submitting quarterly performance reports to the
the Board of Directors to enhance BNI’s performance SOE Regulatory Body (BP BUMN), and ensuring the
amid a challenging business environment. Looking effectiveness of internal control implementation.
ahead, the Board of Commissioners underscores
the importance of continued synergy and In 2025, the Board of Commissioners concentrated
collaboration between the Board of Directors and all its supervisory efforts on several strategic priorities,
stakeholders to ensure the quality and sustainability including the quality of credit distribution,
of performance growth. enhancement of asset structure and quality,
optimization of third-party fund mobilization and fee-
The Board of Commissioners commends BNI’s based income, strengthening of IT capabilities and
performance throughout 2025. The Company’s security systems, expansion of BNI’s international
ability to maintain robust business fundamentals operations, and improvements in productivity and
while strengthening its financial position has operational efficiency. During the formulation of the
established a solid foundation for sustainable, RBB, the Board ensured that stakeholder interests—
long-term growth. This was evidenced by a 15.9% particularly those of investors and shareholders—
(YoY) credit growth, alongside an improvement in were fully considered, aligning the Company’s
the gross non-performing loan (NPL) ratio to 1.9%, strategic direction with the long-term objectives of
reflecting a well-managed and increasingly resilient its stakeholders.
risk profile.
Aligned with the corporate transformation initiatives
From a funding perspective, savings—which launched in 2021, 2025 marked a pivotal year for BNI
represent a key component of low-cost funds— in reinforcing its business model and cultivating a
recorded strong growth of 11.2% YoY, exceeding the renewed corporate culture through the New Way
industry growth rate of 7.3% YoY. This performance of Working (NWOW) initiative. This initiative is
helped maintain the Current Account and Savings expected to continue delivering sustainable value
Account (CASA) ratio at 69.7%, positively impacting across all of BNI’s banking operations. In 2025,
the Company’s cost of funds efficiency and BNI also introduced the Branch, Region & Area
profitability. These achievements demonstrate that Value Empowerment (BRAVE) initiative, further
BNI’s management direction remains aligned with strengthening the Bank’s operational front lines in
shareholders’ aspirations to create sustainable alignment with both the Corporate Plan and the
long-term value. Bank Business Plan (RBB).
In fulfilling its oversight responsibilities, the Board of
OVERSIGHT OF STRATEGY FORMULATION Commissioners enhanced governance effectiveness
AND IMPLEMENTATION BY THE BOARD OF through multiple mechanisms, including regular
DIRECTORS Board meetings with the participation of relevant
Sector Directors, joint sessions with the Board of
The relationship between the Board of Commissioners Directors, committee meetings under the Board
and the Board of Directors is founded on mutual of Commissioners, and the provision of strategic
respect, professionalism, and a clear delineation of guidance, recommendations, and decisions via
roles. Each body maintains distinct responsibilities: formal meetings or written communications. The
the Board of Directors oversees the Company’s Board also conducted targeted site visits to selected
overall operations and business management, while Divisions, Regional Offices, and Subsidiaries to gain
the Board of Commissioners provides oversight of firsthand insights into business strategy execution,
management activities, offers strategic guidance, operational performance, governance practices,
and ensures the consistent application of good and risk management. The Board of Commissioners
corporate governance principles throughout the remains actively engaged in ensuring that the
organization.
2025 Annual Report
51
PT Bank Negara Indonesia (Persero) Tbk
Page 54
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
principles and practices of GCG are comprehensively VIEWS ON THE IMPLEMENTATION
applied, both at BNI as the parent entity and across OF INFORMATION TECHNOLOGY
all financial institutions within the BNI Financial AND EFFORTS TO ACHIEVE LEADING
Conglomeration. DIGITAL BANKING
VIEWS ON HUMAN CAPITAL The Board of Commissioners fully acknowledges
MANAGEMENT that, in today’s digital era, Information Technology
(IT) is the cornerstone of business transformation
In the area of Human Capital (HC) management, and a critical driver of competitive advantage within
the Board of Commissioners is of the view that the financial services sector. Accordingly, the Board
the implementation of Human Capital strategies of Commissioners expresses its full support for the
and policies carried out by the Board of Directors Board of Directors’ strategic initiatives to enhance
throughout 2025 was well-directed, measurable, IT capabilities through the development of the
and aligned with the Company’s business strategy. Information Technology Master Plan, or IT Strategic
Human Capital management has made a positive Plan 2024–2028. Building upon the prior period,
contribution to overall corporate performance, in this plan is fully aligned with BNI’s Corporate Plan
line with the increasingly competitive dynamics of 2024–2028 and serves as the principal framework
the banking industry, which demand continuous guiding technology development in a manner fully
enhancement of organizational capabilities. integrated with the Company’s overall business
strategy.
The Board of Commissioners appreciates the efforts
of the Board of Directors in strengthening Human The Board of Commissioners considers that the IT
Capital management through an approach that is Master Plan has provided clear direction for BNI
integrated with the Company’s long-term strategy. in optimizing the use of technology to strengthen
This approach has encouraged competency operations, enhance process efficiency, and promote
development, capability enhancement, and the sustainable digital innovation. Throughout 2025, all
cultivation of high-quality talent to support BNI’s strategic IT projects stipulated in the milestones for
transformation agenda, while also improving the year were completed 100% in accordance with
employee experience and creating added value for targets. Project execution was timely, with several
employees. initiatives even completed ahead of schedule.
This achievement reflects the commitment and
As part of its oversight function, the Board of consistency of the Board of Directors in delivering
Commissioners acknowledges and appreciates a focused, measurable digital transformation that
a number of Human Capital–related policies and generates tangible impact on business sustainability
strategic initiatives implemented throughout 2025. and corporate competitiveness.
These include the approval of BNI’s General Policy
on Outsourced Personnel as a measure to strengthen The Board of Commissioners will continue to
workforce governance in a more structured and encourage the Board of Directors to further
compliant manner; the implementation of the strengthen IT infrastructure so that BNI can respond
BNI Employee Excellence (BEE) Award 2025 to swiftly to the increasingly digitalized global financial
reinforce a culture of appreciation and performance landscape. Innovation in digital services is expected
excellence; and the approval of amendments to remain a key priority, enabling BNI to deliver a
to BNI’s Pension Fund regulations to ensure the superior and competitive digital banking experience.
sustainability of pension benefit management and
long-term protection for employees. Collectively, Over the past several years, a number of key
these initiatives underscore the Board of Directors’ technologies adopted by BNI have made significant
commitment to prudent and responsible Human contributions to the development of its digital
Capital management, fully aligned with the products and services. The Board of Commissioners
principles of good corporate governance. views these initiatives as an essential foundation
for building sustainable digital capabilities and
The Board of Commissioners believes that the reinforcing BNI’s position as a leading financial
continuous development of HC not only drives institution in addressing both the challenges and
BNI’s performance but also cultivates Hi-Movers opportunities of the digital economy.
who are adaptable, demonstrate strong integrity,
and maintain a competitive edge in navigating
the evolving challenges of the financial services
industry.
52 A Heart that Serves, Growing with Indonesia
Page 55
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BUSINESS OUTLOOK FOR 2026 AND VIEWS ON THE IMPLEMENTATION OF BANK
VIEWS ON BNI’S FUTURE PERFORMANCE GOVERNANCE
PROJECTIONS
The Board of Commissioners fully recognizes that
Entering 2026, global economic challenges remain GCG, also referred to as corporate governance,
elevated, including the moderation of global constitutes the primary foundation for safeguarding
economic growth, the potential ramifications of business sustainability and strengthening
United States tariff policies, the slowdown of China’s stakeholder trust. In this regard, the Board
economy, and the policy direction of newly elected of Commissioners consistently supports the
governments in several major countries, which may internalization of corporate governance principles,
further reinforce inward-looking economic policies. namely ETAK (Ethical Behavior, Transparency,
Accountability, and Sustainability), across all BNI
Despite these challenges, Indonesia’s economic activities and business processes. These principles
growth is projected to remain solid within the range of encompass the protection of shareholders’ rights, the
4.9%–5.4%, with a point estimate of 5.2%. Household fulfillment of stakeholders’ interests, the application
consumption and investment are expected to of fundamental rules for corporate management
be the primary drivers of growth, supported by and oversight, as well as the enforcement of
the implementation of the Government’s priority business ethics, risk management, and information
programs aimed at strengthening purchasing power disclosure.
and accelerating the development of productive
infrastructure to support national food and energy The Board of Commissioners recognizes that the
security. implementation of GCG at BNI has shown steady
and measurable progress. This is evidenced by the
Within the banking sector, BNI projects credit growth initiatives undertaken by the Board of Directors to
in the range of 9%–13% in 2026, in line with the strengthen policy frameworks, update governance
economic recovery outlook and a series of monetary, guidelines, and maintain continuous evaluation and
macroprudential, and fiscal policy measures. This monitoring across all organizational levels. Such
credit growth is expected to be supported by an efforts reflect the Board of Directors’ commitment
increase in third-party funds (DPK) growth of 8%– to ensuring that governance principles are not
12%, reflecting continued solid economic expansion. merely observed as formal compliance, but are
Nevertheless, several risks warrant close attention, deeply integrated into the Company’s culture and
including exchange rate volatility, developments in operational practices.
global policies, and domestic policy dynamics.
One of the key success factors in effective GCG
In response to prevailing macroeconomic implementation is strong synergy and collaboration
conditions, the Board of Commissioners believes between the supporting organs of the Board
that the Company’s strategic direction, as outlined of Commissioners and those of the Board of
in the Bank Business Plan (RBB), has been prudently Directors. Through the active role of committees
formulated and remains on course. The Board of under the Board of Commissioners—such as the
Directors has demonstrated strong capability in Audit Committee, Risk Monitoring Committee,
anticipating economic shifts, developing adaptive and Governance and Remuneration Committee—
strategies grounded in realistic assumptions and oversight of compliance, risk management,
well-calibrated medium-term projections. By human capital, and information technology can be
leveraging its competitive strengths, the Board conducted comprehensively and systematically.
of Commissioners is confident that BNI is well- This collaboration serves as a critical foundation
positioned to sustain sound and sustainable for strengthening accountability and governance
performance growth in 2026 and beyond. effectiveness within BNI.
To reinforce the independence of its oversight
function, BNI’s Board of Commissioners is composed
of more than 50% Independent Commissioners.
This majority enhances the Board’s capacity to
perform its duties with objectivity, proactivity, and
constructiveness, ensuring the protection of the
Company’s and all stakeholders’ interests.
2025 Annual Report
53
PT Bank Negara Indonesia (Persero) Tbk
Page 56
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
With regard to compliance, the Board of In line with Financial Services Authority Regulation
Commissioners is of the view that BNI’s consistent (POJK) No. 12 of 2024, the Board of Commissioners
and comprehensive compliance practices have assesses that the Board of Directors has taken
become a fundamental pillar in maintaining the appropriate measures to implement the Anti-
Bank’s integrity, transparency, and operational Fraud Strategy comprehensively through the
sustainability. Compliance with prevailing laws three lines model. In 2025, enhancement efforts
and regulations, regulatory authority requirements, focused on the prevention and detection pillars,
and internal policies serves as an instrument for including the internalization of an anti-fraud culture,
managing legal and reputational risks, while also strengthening employee capabilities, reinforcing the
constituting a critical element in building stakeholder implementation of Know Your Employee principles,
trust and supporting sustainable business growth. optimizing the use of Fraud Detection Systems,
Accordingly, the Board of Commissioners places and intensifying technology-based monitoring of
compliance as an integral component of governance transactions and operational activities. The Board
and strategic decision-making within the Bank. of Commissioners will continue to monitor the
effectiveness of this strategy through meetings and
In fulfilling its oversight responsibilities, the Board of periodic evaluations with the Board of Directors and
Commissioners actively assesses the effectiveness relevant committees.
of the compliance function by reviewing reports
from the Compliance Director and monitoring the To uphold integrity and reinforce anti-corruption
implementation of key frameworks and systems, principles, the Board of Commissioners regards
including the Anti-Bribery Management System, gratuity control as an integral part of the Bank’s
Anti-Fraud Strategy, Whistleblowing System, and governance system. BNI has established a Gratuity
programs addressing Anti-Money Laundering, Control Unit and implemented stringent policies
Counter-Terrorism Financing, and Counter- and procedures, including the signing of integrity
Proliferation Financing of Weapons of Mass pacts by employees, the Board of Directors, and
Destruction. Through these mechanisms, the Board the Board of Commissioners; periodic gratuity and
ensures that the compliance function remains anti-bribery declarations; and the implementation of
independent, fully integrated, and consistently a certified Anti-Bribery Management System. These
embedded across all operational and business initiatives reflect BNI’s commitment to ensuring
activities of the Bank. that all business activities are conducted in a clean,
transparent, and ethical manner.
The Board of Commissioners underscores that
BNI consistently adopts a preventive approach to Furthermore, the Board of Commissioners notes
compliance, spanning from the planning phase the strengthened internalization of the core
through the execution of all business activities. This values of AKHLAK as behavioral guidelines for
approach reflects BNI’s commitment to setting the all BNI personnel in carrying out their duties and
standard for compliance and exemplary corporate responsibilities. The implementation of these values
governance within the industry. Accordingly, the is supported by gratuity control guidelines and
Compliance Function is positioned as a key driver the execution of gratuity control programs by the
in cultivating a robust compliance culture and Compliance Work Unit throughout 2025, including
sustaining high governance standards across the collaboration with the Corruption Eradication
organization. Commission (KPK). The Board of Commissioners
believes that consistency in gratuity control and
In parallel, the Board of Commissioners regards the reinforcement of an integrity-driven culture will
the enhancement of the Anti-Fraud Strategy as serve as a critical foundation in safeguarding BNI’s
a critical measure for safeguarding stakeholder reputation, public trust, and long-term sustainability.
trust and ensuring the long-term sustainability of
the Company’s business. The Board emphasizes The successful implementation of Good Corporate
the necessity of firm and consistent enforcement Governance (GCG) at BNI is also reflected in the
of sanctions against any violations or fraudulent results of the GCG self-assessments for the first
conduct, reflecting the Bank’s unwavering and second semesters of 2025, which consistently
commitment to deterrence and the mitigation achieved a Rank 2 (Good) rating. This achievement is
of fraud risks. In this context, the Board of further reinforced by various external recognitions
Commissioners directs the Board of Directors to that affirm BNI’s credibility and commitment to
continuously reinforce the fraud control framework upholding governance practices with integrity
across four key pillars—prevention, detection, throughout the year. These recognitions include the
investigation, and monitoring and evaluation—with Leadership in Corporate Governance – Big Cap award
particular focus on strengthening the detection atThe 16th IICD Corporate Governance Conference &
pillar through advanced systems, processes, and Award 2025, the Most Trusted Company designation
behavioral monitoring.
54 A Heart that Serves, Growing with Indonesia
Page 57
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
in the Corporate Governance Perception Index management by the Board of Directors. The Board
2025, and the Indonesia Excellence Good Corporate of Commissioners considers that BNI has adopted
Governance Ethics award at the Indonesia Excellence a proactive and forward-looking approach to
Good Corporate Governance Awards 2025. In risk management through a systematic process
addition, BNI received the Annual Report Awards encompassing risk identification, measurement,
2025 in the Publicly Listed SOE Financial Cluster 5T monitoring, and control. The availability of an
category and was also recognized as the Company effective internal control system serves as the
with the Highest Improvement in Desk Evaluation, foundation to ensure that the risk management
awarded by the National Committee on Governance process is conducted in a structured, efficient, and
Policy (KNKG). compliant manner. The principle of segregation
of duties is applied consistently to ensure that
These recognitions serve as tangible evidence that no individual or unit exercises full control over a
BNI consistently upholds ethics, accountability, process, thereby optimally preventing potential
transparency, and sustainability in all aspects of misuse or irregularities.
corporate governance. Going forward, the Board
of Commissioners will continue to place particular BNI’s risk management implementation is
emphasis on key governance components, underpinned by a competent and experienced risk
especially the strengthening of risk management, management team with the expertise to deliver
internal control systems, and the effectiveness of comprehensive risk analysis and respond effectively
the whistleblowing system, as part of its ongoing to evolving business conditions and regulatory
commitment to safeguarding the Company’s developments.
integrity and competitiveness.
Based on the results of reviews and discussions
INTERNAL CONTROL SYSTEM AND RISK between the Board of Commissioners and
MANAGEMENT management, internal auditors, committees under
the Board of Commissioners, and independent
The Board of Commissioners fully recognizes that auditors, the Board of Commissioners assessed that
the internal control system and risk management in 2025 BNI maintained a strong and effective level
constitute the primary pillars in safeguarding of risk management adequacy. This was reflected in
the sustainability and stability of the banking BNI’s Risk Profile assessment as of December 31,
business. Both serve as protective mechanisms 2025, which was rated at Rating 2 (Low to Moderate)
against potential risks that may disrupt the as well as the Bank’s overall Soundness Level,
Company’s performance and reputation. The Board which remained at the “Sound” category. These
of Commissioners is of the view that BNI has achievements demonstrate that risk management
established a robust internal control framework that has become a strategic component of decision-
is aligned with the Company’s risk profile and has making at BNI, rather than merely a compliance
been implemented effectively as an integral part of function.
sound and sustainable governance and operational
management. IMPLEMENTATION OF THE
WHISTLEBLOWING SYSTEM (WBS)
Throughout 2025, the Board of Commissioners
exercised its oversight function over the effectiveness As part of its initiatives to strengthen GCG, the Board
of the implementation of internal control systems of Commissioners fully supports management in the
and risk management across all organizational lines implementation of the Whistleblowing System (WBS)
and the BNI business group. Such oversight was at BNI to foster a transparent, ethical, and accountable
carried out through the approval of the General work culture. The WBS is designed to enable early
Risk Management Policy and the General Internal detection and prevention of potential irregularities
Control System Policy, as well as supervision over or violations across all banking business activities,
the implementation of integrated risk management while ensuring the confidentiality of whistleblowers.
across all Financial Services Institutions (LJK) within Through this system, whistleblowers—including
the BNI Financial Conglomeration through the BNI employees, business partners, and external
Integrated Risk Management General Policy. These parties—are provided with a secure, confidential,
measures were intended to ensure that all entities and independent reporting channel, thereby offering
within the BNI group consistently apply prudential protection to reporters and maintaining the trust of
principles and risk controls. all stakeholders.
In the area of risk management, the Board of
Commissioners has been actively involved
in monitoring the implementation of risk
2025 Annual Report
55
PT Bank Negara Indonesia (Persero) Tbk
Page 58
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The implementation of the “WBS to CEO” initiative Follow-up actions on reports submitted through
marks a tangible step by BNI in strengthening its the WBS to CEO channel further demonstrate BNI’s
oversight framework and cultivating a professional commitment to enforcing compliance and applying
and accountable work environment. The WBS good corporate governance principles. The Board of
is independently administered by Deloitte as Commissioners ensures that all complaints received
an external third party, ensuring a credible, by the Bank throughout 2025 are handled prudently
objective, and impartial reporting mechanism. This and professionally by the responsible parties in
governance structure supports active participation accordance with BNI’s internal procedures.
from employees, business partners, and external
stakeholders in reporting potential violations or The Board of Commissioners is of the view that the
fraud, and reinforces BNI’s firm zero-tolerance implementation of the WBS in 2025 has been effective
stance toward misconduct. and has consistently supported the strengthening
of BNI’s governance framework. Nevertheless,
Since March 2, 2021, BNI has established a strategic the Board of Commissioners continues to provide
collaboration with the Corruption Eradication direction to the Board of Directors to further expand
Commission (KPK) to manage complaints related socialization and internalization of integrity values
to anti-corruption efforts. This collaboration through the WBS.These ongoing efforts are expected
underscores BNI’s commitment to embedding the to further increase participation by employees and
WBS within an integrated oversight framework, stakeholders, while ensuring the creation of a clean,
supported by periodic reporting to the KPK. conducive, and high-integrity work environment.
In carrying out its mandate, the Board of FREQUENCY AND METHODS OF
Commissioners, supported by the Audit Committee, PROVIDING ADVICE TO MEMBERS
oversees the operational effectiveness of the WBS. OF THE BOARD OF DIRECTORS
This oversight is intended to ensure that the system
is managed professionally, transparently, and in In carrying out its supervisory and advisory
full compliance with applicable regulations. The functions to the Board of Directors, the Board
Board of Commissioners also actively evaluates and of Commissioners consistently ensures that all
provides direction on the follow-up actions taken in recommendations, advice, strategic views, and
response to reports received. inputs are delivered in a systematic and structured
manner. Such advice and guidance are provided
Each report, supported by relevant data and through various mechanisms, including meetings
evidence, is subject to professional review by the of the Board of Commissioners, meetings of
Internal Audit Division (IAD), Senior Operational committees under the Board of Commissioners, the
Risk Executive (SORX), Anti-Fraud Unit (AFR), and/or delivery of written directives and opinions, as well
other relevant units. Reports that are substantiated as working visits to operational units. The following
as violations of applicable provisions are followed up are several efforts undertaken by the Board of
with the imposition of firm administrative sanctions, Commissioners in performing its supervisory and
proportionate to the severity of the violation. advisory roles to the Board of Directors:
During 2025, BNI received a total of 359 WBS reports, 1. Meetings of the Board of Commissioners
with email reporting channels (43.45%) remaining Meetings of the Board of Commissioners are
the primary medium for complaints. The reports conducted both internally among members of the
were dominated by 137 personal employee-related Board of Commissioners and by inviting relevant
complaints (38.16%) and 126 customer complaints Directors or Senior Executive Vice Presidents, in
(35.09%). Of the total reports received, 241 reports accordance with the agenda under discussion. In
were resolved, of which 99 were substantiated. addition, the Board of Commissioners regularly
These substantiated reports were predominantly holds joint meetings with the Board of Directors
related to customer complaints (52 reports), as a strategic forum to discuss performance,
personal employee-related complaints (35 reports), policy directions, and key issues requiring
and unethical behavior (5 reports). For substantiated coordination and joint decision-making.
cases, BNI implemented follow-up actions including
service improvements for customer complaints Throughout 2025, the Board of Commissioners
and employment-related measures ranging from held a total of 36 (thirty-six) meetings, conducted
counseling and coaching to the imposition of either internally or with the attendance of
administrative sanctions on employees found to relevant Directors or Senior Executive Vice
have violated applicable provisions, including
sanctions imposed on nine employees, ranging
from formal warnings to demotion.
56 A Heart that Serves, Growing with Indonesia
Page 59
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Presidents. Meanwhile, joint meetings between 3. Written Advice, Recommendations, and Opinions
the Board of Commissioners and the Board of In addition to formal meetings, advice to the
Directors were held 8 (eight) times. All meetings Board of Directors is also conveyed through
were conducted effectively, as reflected by the written recommendations and opinions in
frequency of meetings held in compliance with the form of official letters from the Board of
regulatory requirements and the high attendance Commissioners to the Board of Directors.
rate of members of the Board of Commissioners Throughout 2025, the Board of Commissioners
and the Board of Directors at each meeting. This delivered various written recommendations,
reflects a shared commitment to maintaining advice, and opinions concerning the performance
open communication, strong coordination, and reports of the Board of Directors, requests for
a focused and strategic decision-making process approval on matters requiring the approval of the
on matters requiring the approval of the Board of Board of Commissioners, as well as strategic and
Commissioners. significant issues.
2. Meetings of Committees Under the Board of This written mechanism ensures clear,
Commissioners transparent, and traceable documentation and
Committees under the Board of Commissioners serves as an integral part of the implementation
play an active role in supporting the effective of accountable, effective, and sustainable
implementation of the supervisory function. corporate governance.
Through regular committee meetings, in-depth
evaluations, and reviews of strategic issues, 4. Working Visits by the Board of Commissioners
these committees provide recommendations that To obtain a direct understanding of operational
strengthen the role of the Board of Commissioners conditions, the Board of Commissioners
in carrying out its supervisory and advisory periodically conducts working visits to BNI’s
functions to the Board of Directors, as well as operational units. Based on the outcomes
in making decisions on matters requiring the of these visits, the Board of Commissioners
approval of the Board of Commissioners. provides advice, recommendations, and inputs
to the Board of Directors, Senior Executive Vice
Throughout 2025, the Board of Commissioners Presidents, and relevant Unit Heads, particularly
held meetings with its supporting committees as in relation to improving business and operational
part of the execution of its supervisory function, performance, risk mitigation, and strengthening
to ensure that all operational activities, risk corporate governance.
management practices, and the implementation
of corporate governance within BNI were In 2025, the Board of Commissioners, together
conducted in accordance with prevailing with its supporting committees, conducted a
regulations and the prudential principle. total of 24 (twenty-four) working visits.
PERFORMANCE OF COMMITTEES UNDER THE BOARD OF COMMISSIONERS
Committees Supporting the Board of Commissioners
Risk Nomination & Integrated
Audit
Monitoring Remuneration Governance
Committee
Committee Committee Committee
The Board of Commissioners carries out its supervisory duties and functions over BNI’s management with
the support of 4 (four) committees operating under its authority: the Audit Committee, the Risk Monitoring
Committee, the Nomination and Remuneration Committee, and the Integrated Governance Committee.
In the Board of Commissioners’ assessment, these committees have delivered effective and significant
oversight, underpinned by high standards of competence and professionalism.
Throughout 2025, the Board of Commissioners concluded that its committees operated effectively and in
full compliance with the duties and responsibilities set out in their respective charters. The committees
also demonstrated strong collaboration by engaging in joint meetings and coordinated reviews on
matters that fell within overlapping mandates, enabling cross-committee analyses and the formulation
of joint recommendations. In particular, the performance evaluation indicators used by the Board of
2025 Annual Report
57
PT Bank Negara Indonesia (Persero) Tbk
Page 60
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Commissioners in assessing the committees 3) Nomination & Remuneration Committee
include collegial committee performance, active The Nomination & Remuneration Committee
participation of members in meetings with the made optimal contributions in supporting
Board of Commissioners, fulfillment of the required the supervisory duties of the Board of
competencies and expertise of each member, Commissioners, particularly in overseeing the
as well as the quality of recommendations and implementation of nomination and remuneration
advice provided to the Board of Commissioners policies at all organizational levels, covering the
in accordance with each committee’s scope of Board of Commissioners, the Board of Directors,
responsibility. and employees, in accordance with prevailing
regulations and governance best practices. The
1) Audit Committee Committee ensured that the policies and practices
The Board of Commissioners assessed that implemented by the Company supported the
the Audit Committee actively monitored and creation of a competitive, fair, and business-
evaluated the internal control system and strategy-aligned human capital system. In 2025,
effectively supported the Board of Commissioners the Nomination & Remuneration Committee held
in overseeing the implementation of both internal 12 (twelve) meetings with an average attendance
and external audit functions.The Audit Committee rate of 93%.
also assisted the Board of Commissioners in
reviewing financial information to be disclosed 4) Integrated Governance Committee
to the public and/or submitted to the relevant In the view of the Board of Commissioners, the
authorities. In carrying out its duties, the Audit Integrated Governance Committee played an
Committee held regular meetings with the Board active role in providing valuable input related
of Commissioners, meetings attended by Sector to the supervision of the implementation of
Directors/Division Heads, the Internal Audit Unit, Integrated Governance within the BNI Financial
external auditors, and other relevant divisions, as Conglomeration. The scope of supervision
well as cross-committee coordination to ensure covered the implementation of Integrated
the effectiveness of supervisory functions. In Governance Guidelines, the quality of
2025, the Audit Committee held 12 (twelve) compliance and integrated risk management
meetings with an average attendance rate of 98% functions, as well as the effectiveness of the
among its members. structure, processes, and outcomes of integrated
governance implementation. In addition, the
2) Risk Monitoring Committee Committee monitored integrated financial
The Risk Monitoring Committee demonstrated an performance and synergy plans between BNI and
active role in conducting reviews and providing its subsidiaries, as well as among subsidiaries,
strategic recommendations to the Board of to ensure consistent, strong, and sustainable
Commissioners regarding the implementation of governance across the BNI Group. In 2025,
risk management and governance aspects within the Integrated Governance Committee held 11
BNI, including integrated risk management across (eleven) meetings with an average attendance
the financial conglomeration. In performing its rate of 77%.
duties, the Risk Monitoring Committee actively
held meetings attended by Sector Directors/ OVERSIGHT OF SUSTAINABILITY ASPECTS
Senior Executive Vice Presidents and relevant AND SUPPORT FOR THE IMPLEMENTATION
divisions, and conducted cross-committee OF SOCIAL AND ENVIRONMENTAL
coordination to collaboratively deepen and RESPONSIBILITY
review specific concerns or issues, resulting in
joint advice and recommendations. Through BNI continues to demonstrate a strong commitment
the Risk Monitoring Committee, the Board of to fostering a green industry ecosystem in Indonesia,
Commissioners ensured that risk management particularly through green financing instruments
at BNI was implemented comprehensively, such as Green Bonds, Sustainability-Linked Loans
measurably, and in alignment with BNI’s risk (SLL), and various green financing schemes with
profile. In 2025, the Risk Monitoring Committee competitive pricing structures. These initiatives
held 14 (fourteen) meetings with an average are aligned with the national energy transition
attendance rate of 95%. agenda and Indonesia’s efforts to achieve net zero
emissions targets. The Board of Commissioners
58 A Heart that Serves, Growing with Indonesia
Page 61
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
highly appreciates these strategic initiatives and CHANGES IN THE COMPOSITION OF THE
continues to encourage BNI to expand the scope and BOARD OF COMMISSIONERS
scale of green financing, thereby strengthening its
tangible and significant contribution to sustainable Throughout 2025, the composition of the Board of
development. Commissioners underwent two changes as part of
ongoing efforts to enhance the effectiveness of its
The Board of Commissioners expresses high supervisory and advisory roles in response to the
appreciation and full support for the implementation evolving dynamics of the banking industry. These
of sustainable finance and ESG aspects that changes were approved at the Annual General
are increasingly integrated into BNI’s business Meeting of Shareholders (AGMS) held on March 26,
strategy. Throughout 2025, the Board of Directors 2025, which, among other resolutions, approved the
was assessed to have successfully continued and honorable discharge of Pradjoto, Pahala Nugraha
strengthened the implementation of the Company’s Mansury, Sigit Widyawan, Askolani, Asmawi Syam,
Social and Environmental Responsibility (TJSL) Septian Hario Seto, Iman Sugema, Erwin Rijanto
programs, as well as systematically, measurably, and Slamet, Fadlansyah Lubis, Robertus Billitea, and
integratively developing environmental, social, and Mohamad Yusuf Permana from their positions as
governance (ESG) initiatives. These efforts included Commissioners. In addition, the Extraordinary
enhancing program effectiveness, strengthening General Meeting of Shareholders (EGMS) held
sustainability governance, and sharpening impact on December 15, 2025 approved, among other
management to ensure alignment with strategic resolutions, the honorable discharge of Suminto
priorities and established sustainability targets. from his position as Commissioner.
Going forward, the Board of Commissioners expects On behalf of the Board of Commissioners and all BNI
the solid sustainability performance achieved in Hi-Movers, we express our highest appreciation and
2025 to be consistently maintained and further sincere gratitude for the dedication, contributions,
enhanced in the coming years. Such improvements and service of the former Commissioners during
are expected to accelerate BNI’s contribution their tenure in advancing BNI’s growth and
toward achieving net zero greenhouse gas (GHG) development.
emissions targets and to support the realization of
the Sustainable Development Goals (SDGs), which At the AGMS held on March 26, 2025, the
are part of the global agenda and a key priority of shareholders also approved the appointment of
the Government of Indonesia. Omar Sjawaldy Anwar, Tedi Bharata, Suminto,
Donny Hutabarat, Vera Febyanthy, and Didik
Junaedi Rachbini as new members of the Board of
Commissioners. Furthermore, at the EGMS held on
December 15, 2025, the shareholders approved the
appointment of Febrio Nathan Kacaribu as a new
member of the Board of Commissioners. These
appointments were part of the efforts to refresh the
supervisory organizational structure and to further
strengthen BNI’s governance going forward.
Accordingly, the composition of the Board of Commissioners as of December 31, 2025 is as follows:
Effective Date
Name Title Basis of Appointment Terms of Office
of Appointment*)
Omar Sjawaldy President AGMS March 26, 2025 2025-2030 June 30, 2025
Anwar Commissioner/ (First Period)
Independent
Commissioner
Tedi Bharata Vice President AGMS March 26, 2025 2025-2030 June 5, 2025
Commissioner (First Period)
Vera Febyanthy Independent AGMS March 26, 2025 2025-2030 August 13, 2025
Commissioner (First Period)
Didik Junaedi Independent AGMS March 26, 2025 2025-2030 August 13, 2025
Rachbini Commissioner (First Period)
Donny Hutabarat Commissioner AGMS March 26, 2025 2025-2030 October 16, 2025
(First Period)
Febrio Nathan Commissioner* EGMS December 15, 2025 2025-2030 In the process of Fit & Proper
Kacaribu (First Period) Test by OJK
* Can carry out actions, duties, and functions after obtaining approval from the OJK’s Fit and Proper Test.
2025 Annual Report
59
PT Bank Negara Indonesia (Persero) Tbk
Page 62
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
From December 31, 2025 through the date of signing execution, and close collaboration with stakeholders,
of this Annual Report, there were no changes in the Board of Commissioners is confident in BNI’s
the composition or membership of the Board of ability to respond effectively to future challenges
Commissioners. while delivering long-term value to customers,
shareholders, and the broader community.
APPRECIATION AND CLOSING
On this occasion, we extend our highest appreciation
Through strong collaboration among the Board to the Board of Directors, management, and all BNI
of Commissioners, the Board of Directors, and employees for their dedication, hard work, and
all BNI Hi-Movers, the Company sustained solid unwavering commitment throughout 2025. We
performance throughout 2025 while establishing a also express our sincere gratitude to our business
robust foundation for sustainable long-term growth. partners, shareholders, and all stakeholders for their
continued trust and support. May the achievements
We believe that, under the visionary leadership and progress attained serve as a solid foundation for
of the Board of Directors and with the strong BNI to continue advancing its transformation, driving
commitment of all BNI Hi-Movers, BNI will remain innovation, and delivering positive contributions as
on a trajectory of sustainable growth. Supported by it pursues future growth.
a solid governance framework, adaptive strategic
Jakarta, February 13, 2026
On behalf of the Board of Commissioners
of PT Bank Negara Indonesia (Persero) Tbk,
Omar Sjawaldy Anwar
President Commissioner/Independent Commissioner
60 A Heart that Serves, Growing with Indonesia
Page 63
Board of Commissioners
Omar Sjawaldy Anwar Tedi Bharata Febrio Nathan Kacaribu*
President Commissioner/ Vice President Commissioner Commissioner*
Independent Commissioner
Didik Junaedi Rachbini Vera Febyanthy Donny Hutabarat
Independent Commissioner Independent Commissioner Commissioner
* Can carry out actions, duties, and functions after obtaining approval from the OJK’s Fit and Proper Test.
Page 64
Board of Directors’ Report
BNI continues to advance its transformation agenda as
a fundamental step that reflects the Bank’s dedication
and commitment to sustained growth, adaptability,
and strengthened competitiveness amid the evolving
national and global business landscape.
DEAR ESTEEMED SHAREHOLDERS AND in navigating external challenges while meeting the
STAKEHOLDERS, expectations of shareholders, investors, and other
stakeholders. The consistent execution of these
It is our honor, on behalf of the entire Board of transformation initiatives has also strengthened
Directors of PT Bank Negara Indonesia (Persero) the foundation for competitive, sustainable, and
Tbk, to present the Annual Report for the 2025 resilient business and operational performance.
Financial Year. The performance and achievements
attained throughout the year reflect the strong GLOBAL AND NATIONAL ECONOMIC
commitment of all BNI employees to delivering CONDITIONS AND THE BANKING INDUSTRY
sustainable growth and creating added value for all IN 2025
stakeholders.
Throughout 2025, the global economy faced a
Entering 2025, BNI operated amid an increasingly series of dynamic developments, beginning with
dynamic global and domestic economic environment leadership transitions in several countries—most
characterized by heightened uncertainty, notably in the United States (U.S.)—followed by
necessitating strategic agility, organizational heightened geopolitical tensions across Europe,
resilience, and transformational leadership to the Middle East, and Asia. These conditions were
sustain long-term growth. Persistent geopolitical compounded by economic slowdowns in major
tensions and broadly tight monetary policies across economies, including the United States and China,
major economies continued to affect financial driven largely by uncertainty surrounding U.S.
market volatility and global trade flows. Meanwhile, reciprocal tariff policies.
economic slowdowns in several regions weighed
on Indonesia’s growth outlook, presenting distinct The slowdown in global economic growth, together
challenges for the domestic banking sector. with easing inflationary pressures, allowed several
central banks to begin lowering policy interest
Amid these conditions, BNI delivered solid business rates in 2025. In contrast, reductions in the U.S.
and financial performance by executing selective benchmark interest rate, or the Federal Funds
growth strategies, maintaining disciplined risk Rate (FFR), tended to proceed more slowly due to
management, and advancing transformation heightened inflation risks stemming from reciprocal
initiatives across its business lines. These results tariff policies. By way of illustration, the FFR easing
underscore the resilience of BNI’s business model cycle only commenced in September 2025, followed
by cumulative rate cuts of 75 basis points during the
fourth quarter of 2025.
62 A Heart that Serves, Growing with Indonesia
Page 65
Putrama Wahju Setyawan
President Director
Page 66
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
As a result of these global and geopolitical dynamics, This strategic direction forms the unique value
global financial markets experienced heightened propositions that BNI seeks to build going forward,
volatility, as reflected in declines across major with a focus on three main pillars: Productivity,
global stock indices (Dow Jones, Nikkei, Hang Seng, Platform, and Proposition. Based on this Corporate
and FTSE) during the March–April period, followed Plan, the Company’s focus in 2025 is directed
by a sustained depreciation of the U.S. dollar (as toward further strengthening productivity through
represented by the U.S. Dollar Index/DXY) to levels enhancements in organizational capabilities,
below 100. U.S. Treasury yields also reached a peak refinement of role design, optimization of branch
of 4.8% in January 2025. In the commodities market, networks and analytics, and the development and
persistent global uncertainty reinforced gold’s role reinforcement of digital platforms to improve service
as a primary safe-haven asset, with gold prices quality and overall client experience. This focus is
increasing significantly by 65% throughout 2025. translated into the following key strategies for 2025:
1. Enhancing business productivity and regional
Within the domestic economic context, economic market share through outlet transformation.
growth remained solid and resilient at 5.1% in 2. Increasing Retail Savings and Time Deposits, as
2025, supported primarily by net export growth and well as transaction-based Current Accounts.
investment expansion. Household consumption 3. Achieving healthy and sustainable growth across
growth approached 5%; however, the recovery across all segments, with primary focus on the corporate
consumer segments remained uneven, reflecting a segment and its value chain, as well as quality
K-shaped recovery pattern. Amid the various global consumer and wealth segments.
and domestic dynamics outlined above, Indonesia’s 4. Maintaining asset quality to drive a reduction in
banking credit growth moderated to 9.6% YoY as Loan at Risk (LaR).
of December 2025. This occurred despite relatively 5. Continuous development of wondr by BNI,
adequate liquidity conditions, as reflected in Third- BNIdirect, FSCM, and platforms that support the
Party Funds (DPK) growth of 13.8%YoY over the same end-to-end customer journey.
period. Consequently, the banking industry’s loan-to- 6. Strengthening enablers that drive higher
deposit ratio (LDR) stood at 85.4% in December 2025, productivity and operational efficiency.
lower than the 88.6% recorded at the end of 2024.
In line with these key strategies, BNI continues to
From a risk perspective, several key risks advance its transformation agenda as a fundamental
require ongoing monitoring, including currency step reflecting its dedication and commitment
depreciation and the pace of recovery in middle- to sustained growth, adaptability, and enhanced
class purchasing power. The restoration of middle- competitiveness amid the evolving national and
class purchasing power remains a critical priority, as global business landscape. The results are reflected
household consumption contributes more than 50% in consistent improvements in profitability, including
of Indonesia’s economic activity. Within the banking the achievement of a Return on Equity (ROE) of
sector, liquidity risk continues to be the most 12.7% at the end of 2025, a significant increase
significant concern, driven by heightened global from 9.4% in 2021. This improvement was achieved
uncertainty and Indonesia’s sustained demand for alongside an increase in equity, demonstrating solid
financing. and sustainable business performance.
BNI’S 2025 STRATEGY, STRATEGIC In 2025, the Company’s strategic focus centered on
POLICIES, AND PERFORMANCE GROWTH enhancing business productivity and expanding
regional market share through outlet transformation.
BNI continuously monitors macroeconomic This initiative involved mapping and prioritizing
developments and implements measured mitigation high-potential business centers and regions,
measures to address their potential impact on alongside the restructuring of both conventional
the banking business environment. These efforts and digital distribution networks. Productivity gains
are aimed at ensuring the effective execution of were further supported by strengthening outlet
strategic policies, the achievement of current-year capabilities, including the adoption of new sales
business performance targets, and the sustainability models, process streamlining through digitalization,
of growth in line with the Company’s long-term plan. integrated online-to-offline solutions, and enhanced
back-office support.
The Company’s long-term plan is articulated in the
BNI Corporate Plan 2024–2028, which aspires to As part of its digital strategy, BNI continued to
position BNI as a bank with leading human capital develop wondr by BNI, which was launched in July
and technological capabilities in serving customers. 2024 as a personal transaction platform built on the
64 A Heart that Serves, Growing with Indonesia
Page 67
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
latest technology. Within one year of its launch, the through joint financing and the strengthening of
number of users increased significantly, reaching hibank as a future growth engine in the MSME
more than 8 million users by the end of 2025, with segment.
an active user rate substantially higher than that
of the previous platform. This increased customer This accelerated credit growth was also supported
engagement has strengthened the position of wondr by fiscal and monetary policy support, enabling BNI
by BNI as a game changer in Indonesia’s digital to expand financing to various sectors, including
banking ecosystem. infrastructure, trade, energy, social services, and
green financing. This strategy was complemented by
BNI also continued to enhance the BNIdirect a resilient funding structure with a healthy proportion
platform, which encompasses Cash Management, of low-cost funds (CASA), thus maintaining the Cost
Trade, Bank Guarantee, and Supply Chain Financing of Funds (CoF) at an optimal level.
services, to deliver a more comprehensive
transaction experience for customers. Throughout Strong third-party fund (DPK) growth remained one
2025, BNIdirect recorded significant growth in both of the key pillars supporting financial performance
the number of users and transaction volumes, in 2025. Growth in low-cost funds was reflected
increasing by 24.8% and 26.4%YoY, respectively.This in CASA growth of 28.9% YoY, driven by current
performance directly contributed to the sustained account growth of 43.8% YoY and savings growth of
and consistent growth of corporate current account 11.2% YoY. This healthy funding structure supported
balances. the achievement of a Net Interest Margin (NIM) of
3.8%, with total Net Interest Income (NII) reaching
The Company continues to strengthen its role as Rp40.3 trillion, in line with increased activity across
an orchestrator of Indonesian businesses’ access digital platforms.
to global markets by expanding its international
network across eight global financial centers and From an asset quality perspective, continued
deepening strategic partnerships with more than improvements were recorded, with the NPL ratio
1,300 correspondent banks spanning 90 countries declining to 1.9% and Loan at Risk decreasing to
and 16 currencies. This role is further reinforced 8.5%, reflecting a broad-based reduction in credit
through the management of Multi National risk exposure and a return to pre-pandemic levels.
Company (MNC) business by the Corporate Banking The combination of strong credit growth, a more
Division and the International Desk, which is fully robust funding structure, increased fee-based
integrated with all overseas branches, solidifying income, and improved asset quality resulted in net
BNI’s position as a key partner for foreign investment profit attributable to the owners of the parent entity
into Indonesia. of Rp20.0 trillion.
The consistent implementation of key strategies and BNI’s financial fundamentals remain strong, with
transformation initiatives has delivered a positive an LDR of 86.4% and a Capital Adequacy Ratio
impact on the Company’s financial performance. (CAR) of 20.7%, reflecting optimal intermediation
By the end of 2025, loan disbursement recorded and a healthy capital structure. Looking ahead, BNI
accelerated and well-balanced growth overall. remains committed to maintaining this positive
BNI posted credit growth of 15.9% YoY throughout momentum, supported by projections of continued
2025, reflecting solid intermediation performance strong credit demand—particularly in the corporate
amid global economic challenges. Corporate loan segment—as well as an increasingly expansionary
growth reached 20.1% YoY, amounting to Rp518.2 fiscal and monetary policy outlook.
trillion, supported by increased financing to
private corporates, state-owned enterprises, and ROLE OF THE BOARD OF DIRECTORS IN
institutions. Meanwhile, the mid-segment grew by THE FORMULATION OF STRATEGY AND
19.9% YoY, and non-KUR MSME loans increased STRATEGIC POLICIES
by 14.5% YoY, underscoring BNI’s commitment to
strengthening the real sector and promoting national In carrying out its mandate to manage the Company,
economic self-reliance. The consumer segment also the Board of Directors plays a central role in
delivered positive performance, with growth of 9.6% formulating policy directions and business strategies
YoY to Rp156.2trillion, driven by mortgage loans, that form the foundation of BNI’s long-term growth.
personal loans, and credit cards. Each year, these strategies are systematically
documented in the Bank Business Plan (RBB) and
The contribution of subsidiaries also became submitted to the Financial Services Authority (OJK)
increasingly significant, with total loan and financing as part of a transparent and accountable governance
disbursement reaching Rp18.3trillion, or growing process. The preparation of the RBB is guided by
12.7% YoY, supported by BNI Group synergies the five-year Corporate Plan, which is developed
2025 Annual Report
65
PT Bank Negara Indonesia (Persero) Tbk
Page 68
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
based on the Company’s vision and mission. The a number of projects supported by clearly defined
entire planning process is conducted by the Board and measurable work plans. This approach is
of Directors under the supervision and guidance of designed to enhance the overall success rate of the
the Board of Commissioners, while also taking into Company’s transformation agenda.
account the aspirations of shareholders, both the
majority shareholder represented by the Ministry of In 2025, BNI’s Board of Directors implemented
State-Owned Enterprises and public shareholders Branch, Region & Area Value Empowerment (BRAVE)
through the optimization of investor relations through the restructuring of an integrated digital
functions. distribution network. This transformation is aligned
with customer journey stages and an operating
The strategic policies that have been formulated model based on an advisory and service-to-sales
are subsequently translated into operational approach, while taking into account the unique
guidelines and serve as references for all work units potential of each Point of Interest (POI) across
in carrying out their respective duties and functions. regions. Under this model, regions are positioned
In accordance with the Board of Directors’ Charter as ecosystem orchestrators that connect various
and Rules of Procedure, each Director assumes an business players through integrated financial
active role in ensuring that the implementation of solutions. A key aspect of this transformation is
policies and work plans is carried out effectively the implementation of independent performance
and in a measurable manner. In addition, the Board reporting down to the smallest operational unit,
of Directors acts as the highest strategic decision- whereby each outlet maintains its own independent
making body, particularly for decisions related profit and loss statement. In addition, process
to product development, business expansion, streamlining at each outlet is carried out through
marketing and sales, risk management, and the accelerated digitalization, the provision of online-
implementation of Good Corporate Governance to-offline solutions, and the strengthening of back-
(GCG) principles. office functions to enhance service efficiency.
All strategies outlined in the RBB are further In its implementation, the Board of Directors plays
cascaded into Key Performance Indicators (KPIs), an active role in ensuring that all targets and
directly linking the roles and responsibilities of policies set out in the Bank Business Plan (RBB) are
the Board of Directors to the achievement of the fully understood and consistently implemented.
Company’s strategic performance. This mechanism A balanced top-down and bottom-up approach is
encourages the active involvement of the Board of applied to encourage innovation across all levels
Directors in designing, formulating, and consistently of the organization, including through the roles of
implementing strategies. Accordingly, the overall committees and supporting organs under the Board
process of formulating and executing strategic of Directors. Nevertheless, the Board of Directors
policies reflects BNI’s strong commitment to retains full authority in strategic decision-making,
upholding prudential principles and good corporate ensuring that all decisions comply with applicable
governance in every stage of its growth, in 2025 and regulations and remain aligned with BNI’s long-term
beyond. objectives.
PROCESSES UNDERTAKEN BY THE BOARD To support the effectiveness of control and
OF DIRECTOR TO ENSURE STRATEGY performance monitoring, the Board of Directors has
IMPLEMENTATION established a Corporate Planning & Performance
Management function at the divisional level.
To ensure the effective implementation of the Furthermore, the Board of Directors regularly
Company’s strategies and policies across all conducts meetings and coordination through
levels of the organization, the Board of Directors various Board-level committees, including the
consistently provides strategic direction and Performance Management Committee, Subsidiary
strengthens execution throughout the organization, Committee, Business Committee, Asset & Liability
ensuring that every strategic plan and formulation Committee, Technology Management Committee,
is accurately translated into operational actions. Integrated Risk Management Committee, Credit
In line with this objective, the Board of Directors Committee, Credit Policy Committee, and Human
has launched BNI Corporate Transformations since Capital Committee. These committees serve as
2021 to ensure that the strategic direction set forth essential mechanisms to safeguard the effective
in the BNI Corporate Plan 2024–2028 is achieved execution of strategies and to ensure that decision-
in accordance with targets through a structured making processes are measurable, transparent, and
project management approach. The implementation accountable. [ACGS D.1.5, D.1.6]
of the transformation program is divided into
several phases (waves), with each wave comprising
66 A Heart that Serves, Growing with Indonesia
Page 69
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
COMPARISON OF 2025 TARGETS AND ACTUAL PERFORMANCE
The successful implementation of strategies at the beginning of 2025 is reflected in the key highlights of
BNI’s performance, as shown in the comparison between targets and actual results presented below.
2025 Target
Subject 2025 Realization 2025 Target
Achievement (%)
Credit Distribution (IDR billion) 899,531 855,738 105.1
Third-Party fund collection (DPK) (IDR billion) 1,040,834 924,085 112.6
Non Performing Loan (NPL) Gross (%) 1.9 2.0 95.0
Net Income (IDR billion) 20,041 21,427 93.5
Return on Asset (ROA) (%) 2.1 2.3 91.3
Return on Equity (ROE) Equity Based (%) 12.7 13.4 94.8
Net Interest Margin (NIM) (%) 3.8 3.9 97.4
Operating Expenses to Revenue (BOPO) (%) 72.9 71.5 101.9
Minimum Capital Adequacy Ratio (KPMM) (%) 20.7 20.0 103.5
Detailed information regarding the comparison CONSTRAINTS, CHALLENGES, AND
between targets and actual performance in 2025 is MITIGATION MEASURES
presented in the chapter “Management’s Discussion
and Analysis of the Bank’s Performance” in this Throughout 2025, BNI continued to face global
Annual Report. and domestic economic dynamics characterized
by uncertainty in monetary policy, financial
Overall, BNI’s performance in 2025 demonstrated market volatility, and intensifying liquidity
solid acceleration compared with the targets that competition. Under these conditions, BNI focused
had been set. Business expansion through loan its lending strategy on quality growth through
disbursement and the mobilization of third-party deeper ecosystem-based business development,
funds (DPK) was realized with favorable results. strengthened risk discipline, and optimization of
This achievement was further supported by a sound capabilities built in previous periods.
and high-quality asset base, as reflected in the
realization of the Non-Performing Loan (NPL) ratio, As part of its mitigation efforts, BNI implemented
which remained below the 2025 target. the following key initiatives:
1. Enhancing end-to-end credit processes to
The resilience of profitability performance was improve the quality of the loan portfolio through
reflected in the Company’s ability to maintain net strengthened risk management and consistent
profit, Return on Assets (ROA), and Return on Equity risk discipline across all segments.
(ROE) despite margin pressures. The Company was 2. Deepening ecosystem-based business by
also able to control expenses and costs efficiently, providing integrated financial solutions for
allowing the Net Interest Margin (NIM) to be institutional customers, priority clients, and
maintained at a healthy level to support strategic selected educational institutions.
initiatives and sustainable operational efficiency. 3. Encouraging selective credit growth in the
small and medium segments, with a focus on
From a capital perspective, BNI’s capital export-oriented MSMEs and the strengthening
management strategy was also implemented of integrated value chains linked to corporate
effectively, as reflected in the Capital Adequacy debtors.
Ratio (CAR) for 2025, which was achieved above 4. Developing the wealth business through the
the target. This positive outcome is the result optimization of investment services and products
of strengthened fundamentals and consistent to increase fee-based income contribution and
performance improvements over the past several strengthen long-term customer relationships.
years. Looking ahead to 2026, the Company will 5. Expanding digital collaboration with fintech
continue to maintain these strong fundamentals as companies, e-commerce players, and strategic
a foundation for navigating increasingly complex digital platforms to enhance customer access
economic and market dynamics. to a more connected and efficient financial
ecosystem.
6. Leveraging data and analytics in credit decision-
making processes to support more accurate risk
assessments, improve customer acquisition
quality, and strengthen ongoing credit portfolio
monitoring.
2025 Annual Report
67
PT Bank Negara Indonesia (Persero) Tbk
Page 70
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Credit disbursement in 2025 was conducted in 5. Expanding quality lending in the mid-sized and
a highly selective manner, with a focus on the small segments to improve market share, with
corporate segment and its value chain, as well as a focus on prospective industries, optimization
quality consumer and wealth segments, while of corporate debtor supply chain financing, and
prioritizing a strong risk culture. In addition, BNI the utilization of synergies with state-owned
continued to optimize the provision of funding enterprises (SOEs).
and financing to related parties and subsidiaries to 6. Enhancing the implementation of value chain
support business growth. The strategic focus of fund strategies, including strengthening sales
placement in 2025 was directed toward improving execution and client acquisition teams, to
credit quality by prioritizing a robust risk culture improve the effectiveness of customer acquisition
and sustainable business expansion through the and management.
following initiatives : 7. Accelerating consolidation and strengthening
1. Continuing the expansion of the Corporate of the small and medium segments to improve
Banking portfolio with a focus on priority sectors credit quality and drive sustainable business
and the provision of beyond-lending solutions, growth in line with market developments.
including structured finance and trade services, to 8. Conducting business process reengineering in
enhance value creation and deepen relationships both retail and wholesale segments, particularly
with corporate clients. in credit processes, through end-to-end
2. Increasing mortgage lending in priority segments digitalization and enhancements to BNI Move for
through more aggressive penetration of the the retail segment.
primary market, particularly top developers 9. Strengthening risk management through the
and corporate clients, to support sustainable implementation of more comprehensive credit
consumer credit growth. scoring and disciplined credit expansion in
3. Expanding payroll loans through optimization of accordance with the Risk Acceptance Criteria
the existing payroll customer base, strengthening (RAC).
cross-selling within the Business Banking 10. Mapping and prioritizing high-potential business
ecosystem, and broadening cooperation with centers and regions to expand the financing base
various institutions. and support regional economic growth.
4. Strengthening the wealth business through
improvements in business propositions,
enhanced Relationship Manager capabilities, and
the development of global capacity to address
increasingly diverse customer investment
profiles.
68 A Heart that Serves, Growing with Indonesia
Page 71
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
HUMAN CAPITAL MANAGEMENT
Human Capital management at BNI is directed toward ensuring organizational readiness in supporting
business performance, transformation initiatives, and the Company’s long-term sustainability. Human
Capital is managed as an integral part of the business strategy, with a focus on employee readiness,
leadership quality, and a work culture that consistently drives performance achievement.
As the foundation of its Human Capital management approach, BNI has established a Human Capital (HC)
Roadmap as the basis for the planned and sustainable implementation of human resource policies and
programs. The HC Roadmap emphasizes improving employee productivity and performance, developing
capabilities aligned with business needs, and nurturing leaders who are able to assume strategic roles and
deliver tangible impact to the organization.
Key Objective
To become a leading financial institution through high-performing, future-proofed, and impact
oriented people
High-Performing Future-Proofed Impact-Oriented
People Workforce Leaders
Achieve best-in-class Ensure employee are equipped Line and functional leaders
productivity for key business with skills and competencies who are capable, inspirational,
battlegrounds to meet business needs, today, and able to build teams that
and tomorrow deliver sustainable outcomes
Holistic performance management system
Growth-oriented, multi-faceted talent management system
Next-gen digital human capital tools
Strong collaboration between business, finance & human capital
Throughout 2025, the implementation of the HC Roadmap entered the Deliver phase, during which various
Human Capital policies and initiatives were executed more concretely within business processes and daily
operations. At this initial stage, BNI prioritized a number of quick wins that had a direct impact on performance,
particularly in strengthening a performance-driven culture, enhancing leadership effectiveness, and
developing capabilities within key business and leadership functions. This approach ensured that the HC
Roadmap implementation went beyond conceptual planning and began to generate measurable changes in
work behavior and performance contributions.
To support employee capability development, BNI consistently organized a wide range of education and
training programs through BNI University as the Company’s center for competency development. Learning
programs were designed in alignment with business needs, encompassing the strengthening of technical
competencies, leadership development, and the enhancement of managerial capabilities. Throughout 2025,
these training and development programs were attended by employees from various work units, with the
objective of ensuring employee readiness to perform operational roles while effectively responding to an
increasingly dynamic business environment.
2025 Annual Report
69
PT Bank Negara Indonesia (Persero) Tbk
Page 72
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In parallel, BNI continued to strengthen Human Capital management through the utilization of integrated
technology and digital platforms. The digitalization of Human Capital processes supports consistent
performance management, employee development, and data-driven performance monitoring, while also
enhancing accessibility to Human Capital services for all employees.
To support sustainable productivity, BNI also places strong emphasis on employee welfare as part of its
efforts to create a healthy, safe, and conducive working environment, enabling employees to perform
optimally and deliver their best contributions to the Company.
Through focused and consistent Human Capital management, BNI maintains organizational readiness to
support business transformation, strengthen competitiveness, and create sustainable added value for the
Company and all stakeholders.
yee Well
Emplo -Be
I i ng
BN
HEALTH
Mental & Physical
Consultation
• EAP 2.0
• BNI Daycare
FINANCIAL
Financial
Consultation
• EAP 2.0 -
Financial Checkup
Happy & Healthy • New Retirement
BNI Hi-Movers Health Fund
(DKMP)
SOCIAL
Social Communities
46 Society (Komunitas)
BNI also consistently conducts training and competency development programs for all employees as part of
its commitment to enhancing knowledge, insight, and capabilities in responding to the evolving dynamics
and challenges of the banking industry. Through BNI University as the center for competency development,
BNI designs a structured and sustainable learning strategy, encompassing a wide range of training programs
tailored to business needs as well as leadership and managerial capacity building.
Throughout 2025, BNI delivered various training and development programs to 26.937 participants, with
each employee attending an average of 15 training sessions per year. These programs were designed to
ensure that all employees possess relevant competencies, both in managing BNI’s operational functions
and in responding adaptively and innovatively to changes in the business environment.
70 A Heart that Serves, Growing with Indonesia
Page 73
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
UTILIZATION OF INFORMATION customer feedback, achieving ratings of 4.9 on the
TECHNOLOGY AND DIGITAL BANKING App Store and 4.8 on the Play Store, reflecting a high
level of customer satisfaction with the digital services
BNI continues to focus on implementing various and experiences provided. This performance reflects
strategic policies and initiatives to enhance business significant growth, with wondr by BNI surpassing
processes, strengthen system availability, and BNI Mobile Banking as the primary transaction
develop Information Technology (IT) as a reliable channel for individual customers. During the phased
digital enabler. These efforts include strengthening migration period, BNI Mobile Banking continued to
infrastructure and communication networks, as well operate in parallel to ensure service continuity and
as enhancing digital product and service offerings in customer convenience, until wondr by BNI is fully
line with developments in the banking industry. IT ready to serve as the main digital channel for retail
development is also directed toward infrastructure customers with more modern, customer-centric
modernization, including application systems services.
and integrated networks, to support increasing
transaction volumes and strengthen cybersecurity BNI continues to encourage a gradual migration
capabilities. process to ensure that all customers can transition
to wondr by BNI and enjoy an improved, modern,
Digital transformation has become a key driver for and personalized digital service experience.
BNI in enhancing customer experience through
a one-stop digital financial services solution and In addition to the retail segment, BNI also
in encouraging transaction migration to digital strengthened digital services for corporate
channels. Wondr by BNI is developed using customers through the transformation of the
globally standardized technology and a hyper- BNIdirect platform. The platform was redesigned
personalization approach across three Financial to deliver a more efficient and comprehensive
Dimensions: Transaction, Insight, and Growth. transaction experience, featuring end-to-end and
Through these three dimensions, wondr by BNI real-time data visibility. This capability enables
enables comprehensive financial management to customers to access relevant information quickly,
enhance users’ asset value while delivering a more supporting more accurate financial planning
seamless and convenient transaction experience. and analysis. Through automation and service
Throughout 2025, wondr by BNI introduced various integration, BNIdirect delivers high operational
features, including multicurrency transactions efficiency while ensuring transaction stability.
across 32 countries and 12 foreign currencies,
enhanced Insight capabilities for practical cash flow Throughout 2025, BNIdirect recorded solid
monitoring, and strengthened Growth features that performance, with user growth of 24.8%, reaching
provide investment and savings solutions tailored to more than 261.5 thousand users, while transaction
customer needs. Since its launch, wondr by BNI was volumes increased significantly by 26.4% YoY. These
downloaded by 16.7 million users throughout 2025, achievements further strengthened BNIdirect’s
with an active transaction user rate of approximately position as a trusted digital solution for customers.
72.1%. In addition, wondr by BNI received positive
2025 Annual Report
71
PT Bank Negara Indonesia (Persero) Tbk
Page 74
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
DEVELOPMENT OF BUSINESS NETWORKS In 2025, BNI undertook organizational restructuring
AND STRATEGIC PARTNERSHIPS and evaluation to support and align with the
Company’s vision, mission, and future strategic
BNI continues to strengthen its international direction. In line with this strategy, BNI strengthened
footprint through strategic alliances and an extensive its organizational framework to support business
correspondent banking network across multiple growth acceleration, reinforce prudent risk
countries. The Bank pursues a comprehensive management, enhance the role of Regional Offices,
network expansion strategy at both national and develop artificial intelligence (AI) capabilities to
and global levels, leveraging its customer base, support the achievement of corporate performance
business partners, and international relationships objectives.
as targeted growth markets. In parallel, BNI actively
forges a wide range of strategic collaborations to Principal Activities and Types of Products
broaden its business reach and support sustainable and Services Offered
performance growth. BNI’s principal business activities focus on the
provision of banking services and supporting
As of the end of 2025, BNI operated 1 Head Office, business activities, including the mobilization and
17 Regional Offices, 10 overseas offices, and 1,834 distribution of funds to the public, while offering
domestic branch networks, consisting of branch competitive interest rates to customers. In its
offices, sub-branch offices, and business centers. operations, BNI provides a wide range of banking
Of the 10 overseas offices, 6 are licensed overseas products and services designed to meet the needs
branches, 2 representative offices, 1 overseas sub- of various customer segments, including credit
branch, and 1 remittance branch, located across 8 distribution to small and medium-sized enterprises.
strategic countries. Further details regarding the products and services
offered are presented in the Company Profile chapter,
BNI Agen46 (Branchless Banking) remains a key section Products and Services of this Annual Report.
pillar with outreach extending to 35,729 villages/sub-
districts across Indonesia, including Disadvantaged, Interest Rates on Fund Mobilization and
Frontier, and Outermost (3T) regions. Throughout Distribution
2025, BNI Agen46 recorded 217,013 agents, with The Prime Lending Rate (PLR) is a reference rate
transaction volumes reaching Rp61.2 trillion across that banks use to determine the interest rates they
121.8 million transactions, reflecting the significant charge customers. PLR is the lowest interest rate
role of Agen46 in expanding access to financial that reflects reasonable costs incurred by the Bank,
services and promoting national financial inclusion. including the expected return, but excludes the
estimated risk premium component, the amount
OTHER PERFORMANCE HIGHLIGHTS of which depends on the Bank’s assessment of the
risk for each debtor or group of debtors. In 2025, the
Organizational Structure interest rates used by BNI in collecting and providing
BNI continues to consistently strengthen its rupiah-denominated funds are as follows:
organizational structure, as reflected in the Company
Profile chapter of this Annual Report, through a
structured process of identifying and developing
successors. On an ongoing basis, BNI also evaluates
its organizational structure to enhance effectiveness
and efficiency, while ensuring long-term business
sustainability.
72 A Heart that Serves, Growing with Indonesia
Page 75
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Prime Lending Rate
Based on Type of Credit
Month
Non MSME Loan MSME Loan Non KPR/
KPR/KPA
Corporate Retail Medium* Small* Micro NonKPA
January 2025 8.67% 8.82% 9.86% 11.12% 12.04% 9.26% 10.57%
February 2025 8.41% 8.56% 9.54% 10.81% 11.63% 8.96% 10.17%
March 2025 8.55% 8.76% 9.76% 10.95% 11.72% 9.08% 10.31%
April 2025 8.53% 8.81% 9.82% 10.95% 11.82% 9.10% 10.34%
May 2025 8.60% 8.90% 9.92% 11.06% 11.91% 9.14% 10.37%
June 2025 8.52% 8.75% 9.80% 11.05% 11.79% 9.09% 10.33%
July 2025 8.57% 8.77% 9.87% 11.15% 11.77% 9.14% 10.39%
August 2025 8.57% 8.86% 9.87% 11.17% 11.86% 9.20% 10.44%
September 2025 8.46% 8.70% 9.69% 10.53% 11.71% 9.05% 10.30%
October 2025 8.35% 8.59% 9.61% 10.42% 11.60% 9.00% 10.24%
November 2025 8.35% 8.59% 9.61% 10.42% 11.60% 9.00% 10.24%
December 2025 8.14% 8.39% 9.46% 10.29% 11.58% 8.88% 10.16%
Number, Type, and Location of Offices Share Ownership of the Board of Directors,
To support an effective and optimal business Board of Commissioners, and Shareholders
expansion strategy, BNI manages its branch and within the Bank’s Business Group
outlet network in a planned and measurable manner. In 2025, information regarding direct and indirect
This approach aims to ensure that each network share ownership of members of the Board of
operates more efficiently and contributes optimally Commissioners and Board of Directors serving and/
in accordance with the business potential of each or appointed during the financial year is presented in
region. Through these efforts, BNI strengthens its the Company Profile chapter of this Annual Report.
market presence while enhancing service quality for
customers. SIGNIFICANT CHANGES IN THE BANK AND
THE BANK’S BUSINESS GROUP
As of the reporting period, BNI continues to enhance
customer experience to support business growth Throughout 2025, there were no significant changes
by offering comprehensive products and services affecting BNI or the BNI Business Group.
through 1 (one) Head Office, 17 Regional Offices, 10
overseas office networks, and 1,834 domestic offices BUSINESS OUTLOOK FOR 2026, ECONOMIC
comprising branch offices, sub-branch offices, and DEVELOPMENTS, AND TARGET MARKET
business(effective
centers. BNI’s
% per year) 10 overseas office networks
are spread across 8 countries, consisting of 6 BNI continues to pursue a comprehensive internal
overseas branch offices, 1 sub-branch, 1 remittance improvement agenda through the BNI Corporate
branch office, and 2 representative offices. Transformation program as a strategic initiative
to strengthen the Company’s competitiveness
and performance resilience. This transformation
focuses not only on refining business processes
and enhancing organizational capabilities, but also
on ensuring BNI’s ability to respond effectively to
the increasingly rapid and complex dynamics of the
financial industry. With a stronger transformation
foundation, BNI looks ahead to 2026 with high
optimism in achieving sustainable growth and
superior performance.
2025 Annual Report
73
PT Bank Negara Indonesia (Persero) Tbk
Page 76
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
These conditions must be balanced with vigilance DEVELOPMENT OF THE IMPLEMENTATION
toward global and domestic economic dynamics, as OF BANK GOVERNANCE
well as the implementation of adaptive strategies.
Reflecting prevailing uncertainties, the IMF projects The implementation of Governance—currently
global economic growth to slow to 3.1% (compared referred to as Governansi—has become a
to 3.3% and 3.2% in 2024 and 2025, respectively), fundamental commitment for all members of the
due to uneven recovery across countries and Board of Commissioners, the Board of Directors,
ongoing geopolitical fragmentation. and all employees of BNI in conducting business
activities. This commitment is realized through
Domestically, BNI projects Indonesia’s economic the consistent and sustainable implementation of
growth to remain solid at 5.2%, driven by household the four pillars of Indonesian Governance issued
consumption and investment. Strengthening by the National Committee on Governance Policy
household consumption aligns with accommodative (Komite Nasional Kebijakan Governansi/KNKG),
fiscal and monetary policies. Additionally, the Rupiah namely Ethics, Transparency, Accountability, and
is projected to trade in the range of Rp15,900– Sustainability (ETAS). These four pillars serve as
Rp17,000 in 2026, due to the widening current the primary foundation for responsible decision-
account deficit amid declining commodity prices making, promoting performance optimization,
and external risks. preventing conflicts of interest, and strengthening
accountability to support the achievement of
BNI has identified several external risks that require established business prospects.
close monitoring going forward. First, uncertainty
in global trade arising from reciprocal tariff policies. In carrying out its duties and responsibilities and
Second, economic slowdown among Indonesia’s ensuring compliance with all governance principles
key trading partners. Third, a deeper slowdown amid macroeconomic dynamics and the business
in China’s economy poses risks to Indonesia, environment, in 2025 the Board of Directors convened
given the significant economic concentration 46 (forty-six) meetings of the Board of Directors and
with China. Furthermore, China continues to face 8 (eight) joint meetings of the Board of Directors and
medium-term structural challenges, including a the Board of Commissioners. In addition, to ensure
declining productive population, property sector that governance principles are duly considered
crisis, and high private sector debt relative to GDP in every strategic decision, BNI reorganized the
(approximately 190% of GDP). Fourth, foreign committees under the Board of Directors, including
exchange risks stemming from global economic the establishment of sub-committees, adjustments
volatility. to membership, and refinement of duties and
responsibilities, in alignment with prevailing
Taking into account these global and national regulations, best practices, and BNI’s organizational
macroeconomic projections, BNI targets solid structure.
and realistic performance growth in 2026. The
achievement strategy will focus on prudent liquidity In 2025, BNI conducted several assessments of
management, sustainable credit expansion, the quality of governance implementation, both
strengthening asset quality, and enhancing digital internally and by external parties, with the following
and operational capabilities. BNI believes that the results:
combination of strong internal transformation and 1. Self-Assessment, conducted periodically
strategic adaptation to external conditions will every semester in June and December, in
be key to reinforcing the Company’s position as a accordance with OJK Regulation No. 17 of
national bank with global capabilities that can grow 2023 on the Implementation of Governance
sustainably. for Commercial Banks and OJK Circular Letter
No.14/SEOJK.03/2025 on the Implementation
of Governance for Commercial Banks. The Self-
Assessment results indicated a composite rating
of Rank 2, reflecting that BNI has generally
implemented Good Corporate Governance
effectively.
2. ASEAN Corporate Governance Scorecard (ACGS)
assessment conducted by the Indonesia Institute
for Corporate Directorship (IICD), which resulted
in a weighted overall score of 118.24 points,
placing BNI in the “Leadership in Corporate
Governance” category or Level 5, signifying
that BNI’s GCG practices have broadly adopted
international standards.
74 A Heart that Serves, Growing with Indonesia
Page 77
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
3. Corporate Governance Perception Index (CGPI) 3. Earnings
assessment conducted by Indonesia Institute The Earnings factor assessment includes
for Corporate Governance (IICG), in which BNI evaluation of earnings performance, sources of
successfully maintained its designation as The earnings, earnings sustainability, and earnings
Most Trusted Companies with a score of 92.60. management.
4. Capital
These three assessment results serve as an The Capital factor assessment includes evaluation
important foundation for BNI in pursuing continuous of capital adequacy and the adequacy of capital
improvement and strengthening the implementation management. In assessing capital adequacy, BNI
of governance pillars more optimally. The Board aligns its capital position with its Risk Profile.
of Directors consistently remains committed to
reinforcing the application of Good Corporate BNI conducts the Bank Soundness Level assessment
Governance principles, supported by the and reports the results to the Financial Services
implementation of an integrated risk management Authority (Otoritas Jasa Keuangan/OJK) every six
and compliance system, to enhance the quality of months (semi-annually) in June and December. As
sound corporate management based on prudence, of 31 December 2025, BNI’s Bank Soundness Level
professionalism, and high ethical standards. was rated “Sound (Sehat),” which indicates that:
The Board of Directors believes that consistent 1. BNI’s overall condition is sound and deemed
implementation of GCG principles can minimize capable of withstanding significant adverse
potential risks that may affect BNI’s business impacts from changes in business conditions
continuity, thereby ensuring organizational stability and other external factors.
and performance while supporting the sustainable 2. The ratings of the assessment factors (Risk
achievement of the Company’s vision and mission. Profile, Governance, Earnings, and Capital) are
generally good. If any weaknesses exist, they are
RISK MANAGEMENT AND BANK generally not significant.
SOUNDNESS LEVEL
BNI’s Risk Profile, as one of the factors in the Bank
The Bank Soundness Level represents the Soundness Level assessment as of 31 December
assessment results of BNI’s condition, encompassing 2025, was rated Rank 2 (Low to Moderate), while
risk aspects (Risk-Based Bank Rating) and overall the Bank Soundness Level remained at the “Sound”
performance. BNI utilizes the Bank Soundness Level rating. This achievement demonstrates that risk
as a tool for early identification of potential issues, management has become an integral strategic
the formulation and implementation of corrective component of BNI’s decision-making process.
actions, and the determination of appropriate
business strategies to support sustainable growth in INTERNAL CONTROL OVER FINANCIAL
the future. REPORTING
The assessment of BNI’s Bank Soundness Level As part of its commitment to maintaining the
refers to OJK Regulation No. 4/POJK.03/2016 on integrity, accuracy, and transparency of financial
the Assessment of Soundness Level of Commercial information, the Board of Directors ensures
Banks and OJK Circular Letter No. 14/SEOJK.03/2017 that the implementation of Internal Control
on the Assessment of Soundness Level of over Financial Reporting (ICOFR) is carried out
Commercial Banks, which is conducted based on the comprehensively and on an ongoing basis. These
following four factors: internal controls encompass the processes of
1. Risk Profile preparing, presenting, and reporting financial
The Risk Profile assessment is conducted by information in a proper, reliable, and accountable
evaluating Inherent Risk (risks inherent in BNI’s manner, thereby supporting management decision-
activities) and the Quality of Risk Management making and fulfilling the needs of stakeholders. In
Implementation (QRM) across eight types of risk. its implementation, BNI refers to Financial Services
2. Good Corporate Governance (GCG) Authority Regulation (POJK) Number 15 of 2024
The GCG assessment evaluates the quality of concerning the Integrity of Bank Financial Reporting,
BNI’s management in implementing corporate which aims to strengthen the accuracy, reliability,
governance principles. and transparency of financial statements, as well as
to ensure that all reporting processes are supported
by effective and adequate internal control systems.
2025 Annual Report
75
PT Bank Negara Indonesia (Persero) Tbk
Page 78
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In addition, the implementation of ICOFR is aligned with the Decree of the Deputy for Finance and Risk
Management of the Ministry of State-Owned Enterprises Number SK-5/DKU.MBU/11/2024 concerning the
Technical Guidelines for Internal Control over Financial Reporting, which serves as a mandatory guideline
for SOEs in ensuring the integrity and reliability of financial reporting. To comply with these regulatory
requirements and prevailing internal control principles, BNI has implemented a structured ICOFR framework
that is integrated into its business processes, risk management, and corporate governance.
The ICOFR framework is implemented through five main stages, namely design, implementation and
continuous monitoring, evaluation, remediation, and reporting.These stages are carried out to ensure control
effectiveness, mitigate risks, and support the creation of high-quality and sustainable financial reporting.
ASSESSMENT OF THE PERFORMANCE OF COMMITTEES UNDER THE BOARD OF
DIRECTORS
In leading the management of BNI, the Board of Directors is supported by a number of committees
established in accordance with applicable banking regulations, with the aim of enhancing the effectiveness
of decision-making and operational efficiency.
Board of Directors Supporting Committee
Asset & Integrated Risk
Credit Credit Policy Business
Liability Management
Committee Committee Committee
Committee Committee
Risk Management Human Performance Technology Subsidiary
and Anti-Fraud Capital Management Management Company
Committee Committee Committee Committee Committee
In 2025, the Board of Directors conducted an SUSTAINABLE FINANCE INITIATIVES
evaluation of the performance of all committees AND THE IMPLEMENTATION OF
and provided a positive assessment of their ENVIRONMENTAL, SOCIAL, AND
contributions and achievements. The evaluation was GOVERNANCE (ESG) PRINCIPLES, AS
based on benchmarks that had been determined and WELL AS COMMITMENTS TO SOCIAL AND
agreed upon at the beginning of the year, including ENVIRONMENTAL RESPONSIBILITY
the realization of duties in accordance with the
Committee Charter, the fulfillment of competencies Sustainable Finance initiatives, the implementation
and skills of each committee member, performance of Environmental, Social, and Governance (ESG)
achievements in 2025, and a high level of attendance principles, and commitments to Social and
and participation in both internal committee Environmental Responsibility form an integral part of
meetings and joint meetings with the Board of BNI’s long-term business strategy. These initiatives
Directors, including consideration of decisions made aim to ensure business sustainability while adhering
during discussions. Based on the evaluation results, to globally recognized sustainability principles.
the Board of Directors concluded that all committees BNI’s focus extends beyond improving financial
had performed their duties and functions well and in performance to making positive contributions to
line with their intended objectives. society and the environment.
The implementation of sustainable finance
principles has been integrated into BNI’s core
business. From a capital perspective, in 2025 BNI
issued Sustainability Bonds totaling Rp5 trillion
and obtained an “idAAA” rating from PEFINDO, as
well as an independent opinion from Sustainalytics
stating that BNI’s Sustainability Bond framework is
credible and in accordance with international and
76 A Heart that Serves, Growing with Indonesia
Page 79
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
ASEAN standards. The funds raised will be used to As one of the pioneers of Green Banking in Indonesia,
finance new or existing financing, either directly or BNI is committed to internalizing sustainable finance
indirectly, for activities classified as Environmentally principles into its values, work culture, business
Sound Business Activities (KUBL) and Socially Sound strategies, operational policies, and systems and
Business Activities (KUBS) as regulated under POJK procedures. This commitment is realized through
Number 18 of 2023. In addition, BNI previously the implementation of integrated strategies across
issued Green Bonds worth Rp5 trillion in 2021, which all ESG performance aspects, thereby delivering
were also rated “idAAA” by PEFINDO and received a added value to stakeholders and the environment.
Second Party Opinion from Sustainalytics.
As an Agent of Development, BNI also plays an active
On the financing side, BNI has expanded its role in promoting the green transition in Indonesia.
sustainable portfolio by introducing Sustainability BNI views the green transition as a strategic necessity
Linked Loans (SLL), which provide incentives for to achieve a sustainable future. In this context, the
customers to improve their ESG performance. BNI Indonesian Sustainable Finance Taxonomy (TKBI)
also offers green financing schemes with preferential serves as a key pillar in directing investments
pricing to encourage the creation of sustainable toward sustainable projects that provide benefits
positive impacts across various industrial sectors. to society. TKBI was developed by regulators in
Furthermore, BNI consistently undertakes emission response to national and international sustainable
reduction efforts as part of its contribution toward finance developments, as well as to address climate
achieving the Net Zero Emission 2060 target. change financing challenges, support the transition
toward Net Zero Emission (NZE), and encourage the
achievement of the Sustainable Development Goals
(SDGs)
BNI realizes that the transition to a green economy requires significant capital and investment support.
Therefore, BNI provides Sustainability Linked Loans (SLL) as a strategic financing instrument for debtors
who have sustainability targets that are in line with their business strategies. This program is offered to
borrowers who have obtained endorsement from a Second Opinion Party, which is an independent institution
that assesses the suitability and credibility of these sustainability targets.
BNI Sustainability Pillars
Vision Becoming a Trusted Global Financial Institution that Excels in Innovation and Sustainable Performance
Apretiation 1. ESG Blueprint
& Target 2. Target Net Zero Emission (NZE)
Pilar Sustainable Finance Corporate Sustainability Inclusion & Resiliance
Development of sustainable Energy and emission management Strengthening financial inclusion
01 01 01
financing, funding, and programs to achieve Net Zero Emission (NZE) and literacy as well as community
across all segments targets empowerment in sustainable
business practices
Internalization of National and 02 Development of programs to support
02 International ESG Standards sustainable operational practices Serving as a strategic partner for
Strategy & 02 debtors in executing the transition
Inisiatiative Enhancement of transparency and Strengthening employee capabilities toward sustainable business
03 03
accountability in sustainability in ESG practices
practices
Strengthening cybersecurity and 03 Preservation of nature & biodiversity
04
customer data protection
Enabler Governance, People, IT & Data Infrastructure
BNI has a Sustainability Pillar as a form of commitment to sustainability that is structured based on
BNI’s vision. BNI’s Sustainability Pillars are built on three main focuses, namely Sustainable Finance,
Corporate Sustainability, and Inclusion & Resilience, which cover economic, social, and environmental risk
management, including climate change risk. These sustainability pillars are the result of the formulation of
the essence of BNI’s 5 Sustainability Pillars, describing BNI’s 3 main focuses in sustainability management.
2025 Annual Report
77
PT Bank Negara Indonesia (Persero) Tbk
Page 80
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Furthermore, in implementing Social and CHANGES IN THE COMPOSITION OF THE
Environmental Responsibility (TJSL), BNI views it not BOARD OF DIRECTORS
merely as a regulatory compliance obligation, but
as part of the implementation of BNI’s Sustainability In order to ensure that BNI remains competitive,
Pillars to build harmonious, collaborative, compliant with regulations, and adaptive to
and mutually beneficial relationships with the the evolving dynamics of the banking business
environment, communities, and stakeholders at environment, in 2025 BNI implemented changes to
the local, national, and global levels. Through this the composition of its Board of Directors through the
approach, BNI strives to positively influence public Annual General Meeting of Shareholders (AGMS)
mindsets while growing and developing together held on March 26, 2025.
with Indonesian society.
The 2025 AGMS honorably discharged Mr. Royke
BNI firmly avoids implementing TJSL programs Tumilaar as President Director, Mr. I Made Sukajaya
that are merely image-oriented. BNI’s primary as Director of Enterprise and Commercial Banking,
focus is on understanding program objectives and Mr. Mucharom as Director of Human Capital and
the positive impacts generated, ensuring that TJSL Compliance, and Ms. Novita Widya Anggraini as
implementation is conducted ideally, objectively, Director of Finance. On behalf of all BNI Hi-Movers,
accurately targeted, and sustainably, in line with we express our sincere gratitude for the dedication
sustainable finance principles and in support of and contributions rendered for the advancement of
achieving the Sustainable Development Goals BNI.
(SDGs).
The 2025 AGMS reassigned Mr. Putrama Wahju
In executing its TJSL strategies and programs, BNI Setyawan from his previous position as Vice
adheres to the concept of sustainable finance by President Director to President Director, Mr. Hussein
considering stakeholder expectations, compliance Paolo Kartadjoemena from Director of Digital and
with applicable laws, and consistency with IntegratedTransaction Banking to Director of Finance
international norms of behavior. To ensure strong & Strategy; Mr. Munadi Herlambang from Director
and measurable sustainability implementation, of Institutional Banking to Director of Human Capital
BNI periodically conducts Environmental, and Compliance; Mr. Agung Prabowo from Director
Social, and Governance (ESG) assessments by of Wholesale and International Banking to Director
Morgan Stanley Capital International (MSCI) and of Corporate Banking; and Mr. Toto Prasetyo from
Sustainalytics. Currently, BNI has achieved an MSCI Director of Technology and Operations to Director of
ESG Rating of “A,” reflecting strong performance Information Technology.
in labor management, corporate behavior, and
data privacy and security. In addition, BNI has At the 2025 Annual General Meeting of Shareholders,
successfully maintained a “Medium Risk” rating the Company appointed Ms. Alexandra Askandar as
from Sustainalytics, demonstrating its strong Vice President Director; Ms. Rian Kaslan as Director
commitment to upholding global sustainability of Network & Retail Funding; Mr. Muhammad Iqbal
standards. as Director of Commercial Banking; Mr. Abu Santosa
Sudradjat as Director of Treasury & International
Banking; and Mr. Eko Setyo Nugroho as Director
of Institutional Banking. On behalf of the Board of
Directors and BNI Hi-Movers, we warmly welcome
the newly appointed members. We are confident
that the strengthened composition of the Board
of Directors will continue to drive sustainable
performance growth for BNI.
Accordingly, as of December 31, 2025, the Board of
78 A Heart that Serves, Growing with Indonesia
Page 81
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Directors comprised 13 (thirteen) members, consisting of 1 (one) President Director, 1 (one) Vice President
Director, and 11 (eleven) Directors.
Effective Date of
Name Position Basis of Appointment Term of Office
Appointment*)
Putrama Wahju President Director Decision of the Extraordinary GMS 2022-2027 June 5, 2025
Setyawan on August 31, 2022 (First Period)
Alexandra Askandar Deputy President Decision of the Annual GMS on 2025-2030 June 5, 2025
Director March 26, 2025 (First Period)
Hussein Paolo Finance & Strategy Decision of the Annual GMS on 2024-2029 September 2, 2024
Kartadjoemena Director March 4, 2024 (First Period)
Corina Leyla Consumer Banking Decision of the Annual GMS on 2020-2025 25 Juni 2020
Karnalies Director February 20, 2020, reappointed (First Period) (First Period)
through Decision of the Annual GMS 2025-2030 March 26, 2025
on March 26, 2025 (Second Period) (Second Period)
David Pirzada Risk Management Decision of the Extraordinary GMS 2020-2025 30 November 2020
Director on September 2, 2020, reappointed (First Period) (First Period)
through Decision of the Annual GMS 2025-2030 March 26, 2025
on March 26, 2025 (Second Period) (Second Period)
Ronny Venir Operations Director Decision of the Extraordinary GMS 2020-2025 5 November 2020
on September 2, 2020, reappointed (First Period) (First Period)
through Decision of the Annual GMS 2025-2030 March 26, 2025
on March 26, 2025 (Second Period) (Second Period)
Toto Prasetio Information Decision of the Extraordinary GMS 2022-2027 January 31, 2023
Technology on August 31, 2022 (First Period)
Director
Agung Prabowo Corporate Banking Decision of the Annual GMS on 2024-2029 October 9, 2024
Director March 4, 2024 (First Period)
Muhammad Iqbal Commercial Decision of the Annual GMS on 2025-2030 August 13, 2025
Banking March 26, 2025 (First Period)
Rian Eriana Kaslan Network & Retail Decision of the Annual GMS on 2025-2030 August 13, 2025
Funding Director March 26, 2025 (First Period)
Abu Santosa Treasury & Decision of the Annual GMS on 2025-2030 August 13, 2025
Sudradjat International March 26, 2025 (First Period)
Banking Director
Eko Setyo Nugroho Institutional Decision of the Annual GMS on 2025-2030 August 13, 2025
Director March 26, 2025 (First Period)
Munadi Herlambang Human Capital Decision of the Annual GMS on 2024-2029 December 1, 2025
& Compliance March 4, 2024 (First Period)
Director
2025 Annual Report
79
PT Bank Negara Indonesia (Persero) Tbk
Page 82
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
From December 31, 2025 through the date of The collective spirit, resilience, and performance
issuance of this Annual Report, there have been no of BNI’s employees have been instrumental in
changes in the composition or structure of the Board advancing the Bank’s Vision, Mission, and Business
of Directors. Plan throughout 2025.
APPRECIATION AND CLOSING We also express our appreciation to all stakeholders
for their continued collaboration and support, which
In closing, on behalf of all members of the Board have enabled BNI to sustain its business operations
of Directors, we would like to convey our highest amid intensifying industry competition and evolving
appreciation and sincere gratitude to the Board of challenges.
Commissioners for their guidance, direction, and
advice in supporting the execution of the Board of Looking ahead, we are confident that these
Directors’ duties and responsibilities throughout achievements provide a strong foundation for BNI to
the year. We also express our gratitude to our further optimize its potential and deliver sustainable
shareholders, customers, and business partners performance in the years ahead. May God Almighty
for their ongoing support, trust, and strong continuously bestow blessings, ease, and perfection
collaboration. in every step we remain focused on contributing
meaningfully to BNI’s long-term value creation and
The Board of Directors extends its sincere supporting the continued growth of the Indonesian
appreciation to all BNI Hi-Movers for their unwavering economy.
commitment, dedication, and professionalism in
fulfilling their respective roles and responsibilities.
Jakarta, February 13, 2026
On behalf of the Board of Directors of
PT Bank Negara Indonesia (Persero) Tbk,
Putrama Wahju Setyawan
President Director
80 A Heart that Serves, Growing with Indonesia
Page 83
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2025 Annual Report
81
PT Bank Negara Indonesia (Persero) Tbk
Page 84
Board of Directors
Toto Prasetio Muhammad Iqbal Eko Setyo Nugroho Putrama Wahju Setyawan
Information Technology Director Commercial Banking Director Institutional Director President Director
David Pirzada Rian Eriana Kaslan Hussein Paolo Kartadjoemena
Risk Management Director Network & Retail Funding Director Finance and Strategy Director
A Heart that Serves, Growing with Indonesia
Page 85
Alexandra Askandar Corina Leyla Karnalies Abu Santosa Sudradjat
Deputy President Director Consumer Banking Director Treasury & International Banking Director
Munadi Herlambang Ronny Venir Agung Prabowo
Human Capital and Compliance Director Operations Director Corporate Banking Director
Page 86
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Board of Commissioners’ Responsibility
Statement for the 2025 Annual Report of
PT Bank Negara Indonesia (Persero) Tbk
We the undersigned, Board of Commissioners of PT Bank Negara Indonesia (Persero) Tbk hereby declare
that we have reviewed and approved the 2025 Annual Report of PT Bank Negara Indonesia (Persero) Tbk and
declare that all information in the Annual Report is presented in its entirety, and that we take full responsibility
for the correctness of the contents of this Annual Report.
This statement is hereby made in all truthfulness.
Jakarta, February 13, 2026
Board of Commissioners
Omar Sjawaldy Anwar
President Commissioner/Independent Commissioner
Tedi Bharata
Vice President Commissioner
Vera Febyanthy Didik Junaedi Rachbini
Independent Commissioner Independent Commissioner
Donny Hutabarat Febrio Nathan Kacaribu*
Commissioner Commissioner
* Has not been effective
84 A Heart that Serves, Growing with Indonesia
Page 87
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Board of Directors’ Responsibility
Statement for the 2025 Annual Report of
PT Bank Negara Indonesia (Persero) Tbk
We the undersigned, Board of Directors of PT Bank Negara Indonesia (Persero) Tbk hereby declare that we
have reviewed and approved the 2025 Annual Report of PT Bank Negara Indonesia (Persero) Tbk and declare
that all information in the Annual Report is presented in its entirety, and that we take full responsibility for
the correctness of the contents of this Annual Report.
This statement is hereby made in all truthfulness.
Jakarta, February 13, 2026
Board of Directors
Putrama Wahju Setyawan
President Director
Alexandra Askandar
Deputy President Director
Hussein Paolo Kartadjoemena Corina Leyla Karnalies David Pirzada
Finance and Strategy Director Consumer Banking Director Risk Management Director
Ronny Venir Toto Prasetio Agung Prabowo
Operations Director Information Technology Director Corporate Banking Director
Muhammad Iqbal Rian Eriana Kaslan Abu Santosa Sudradjat
Commercial Banking Director Network & Retail Funding Director Treasury & International Banking
Director
Eko Setyo Nugroho Munadi Herlambang
Institutional Director Human Capital and Compliance
Director
2025 Annual Report
85
PT Bank Negara Indonesia (Persero) Tbk
Page 88
03
COMPANY
PROFILE
General Company Information 88 Information on the Company’s 187
Majority and Controlling
Company Identity 91
Shareholder
Brief History of the Company 92
List of Subsidiaries and/or 188
Vision, Mission, and Corporate 94 Associated Entities
Culture
Corporate Group Structure 200
Lines of Business 99
Share Listing Chronology 202
Company Operational Areas 104
Chronology of Other Securities 204
Organizational Structure 106 Listings
Association Membership List 108 Information on Public 218
Accountants, Public Accounting
Board of Commissioners’ 110
Firms, and Networks/
Profiles
Associations/Alliances
Board of Directors’ Profiles 120
Capital Market Supporting 220
Information on Changes in 137 Institutions and/or Professionals
the Composition of Members
Information Available on The 222
of the Board of Directors and/
Website
or Members of the Board of
Commissioners that Occurred Awards and Certification 225
after the Financial Year
Senior Executive President 138
Profiles
Executive Officers Profiles 144
Employee Demographics 166
Shareholder Structure and 180
Composition
Page 89
Page 90
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
General Company Information [ACGS B.5.1]
Company Name Number of Employees
PT Bank Negara Indonesia (Persero) Tbk • 2024: 27,203 people
• 2025: 27,201 people
Nick Name
BNI Office Network 2025
• 1 Head Office
Information on Name Change • 17 Region Offices
There were no name changes in the 2025 fiscal year. • 197 Branch Offices
• 1,579 Sub-Branch Offices
Domicile
• 20 Commercial Business Center
Jakarta
• 26 SME Business Center
Business Activity • 12 Consumer Loan Processing Center
Banking and Other Supporting Business Activities. • 13,391 ATM/CRM (including 9 ATM Overseas)
• 330 BNI DigiCS
Business Segments • 6 Subsidiaries
• Wholesale & International Banking • 2 Share Ownership through Subsidiaries
• Treasury • 10 Overseas Office Networks
• Institutional Banking
• Enterprises & Commercial Banking More detailed information on the office network can
• Retail Banking be found in the Business Areas Map, and Names and
• Head Office Addresses of Subsidiaries, Associated Entities, Branch
• Subsidiaries and Share Ownership through Offices, Overseas Representative Offices, and Regional
Subsidiaries Offices in the Company Profile Chapter in this Annual
Report.
Date of Establishment
July 5, 1946 BNI Agen46
157,632 (2021)
Legal Basis of Establishment 164,979 (2022)
• Government Regulation in Lieu of Law No. 2 in 1946 185,697 (2023)
• Republic of Indonesia State Gazette No. 70 of 1968 213,370 (2024)
• UU No. 17 of 1968 concerning Bank Negara Indonesia 217,013 (2025)
1946
• PP No. 19 of 1992 concerning Adjustment of the Legal Subsidiaries
Form of Bank Negara Indonesia to Become a Limited • PT BNI Multifinance
Liability Company (Persero) • PT BNI Sekuritas
• Deed of Establishment: Notarial Deed No. 131 dated • PT BNI Life Insurance
July 31, 1992 • BNI Remittance Ltd.
• PT Bank Hibank Indonesia
Total Assets 2025 • PT BNI Modal Ventura
IDR1,362,054,731,115,090.00
Share Ownership through Subsidiaries
Authorized Capital • PT BNI Asset Management
IDR15,000,000,000,000.00 • BNI Securities Pte. Ltd.
Issued and Fully Paid Capital Gratification & Anti-Bribery Complaints
IDR9,054,806,974,125.00 Compliance Information Management System (CIMS)
Listing Date on Indonesia Stock Exchange at www.cims.bni.co.id
November 25, 1996 E-mail : gratifikasi@bni.co.id
Ticker Code Whistleblowing System
BBNI Telephone: 021 - 57853377
Website: http://bni-transparan.tipoffs.com.sg
Share Ownership as of December 31, 2025 E-mail: bni-transparan@tipoffs.com.sg
Number of Ownership
Letter: BNI Transparan, P.O. BOX 2646, JKP 10026
Share Ownership SMS/WhatsApp: 0811-970-1946
Shares (shares) Percentage (%)
Republic of Indonesia 1 0.00
PT Danantara Asset
22,378,387,749 60.00
Management (Persero)
Public 14,918,925,166 40.00
88 A Heart that Serves, Growing with Indonesia
Page 91
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Access to the Company Including Branch Offices or Representative
Offices Network
Head Office Regional Office 06
Jl. Jend. A. Yani No. 286
Gedung Graha Pangeran 3rd-4th floor
Grha BNI Surabaya 60292
Jl. Jenderal Sudirman Kav. 1 Tel. : (031) 8292820 - 26
Jakarta 10220 Fax. : (031) 8292805, 8292841
Tel. : (62-21) 251 1946
Regional Office 07
E-mail : bnicall@bni.co.id
Jl. Jend. Sudirman No. 1, 3rd floor
PO Box 1946
Makassar 90115
Website Tel. : (0411) 3620355-56, 3621926
Website: www.bni.co.id Fax. : (0411) 3619562, 3625395
Company Contact Regional Office 08
Corporate Secretary Jl. Raya Puputan Renon No. 27, 2nd floor
Okki Rushartomo Renon Denpasar 82265
Grha BNI 24th floor Tel. : (0361) 263304 - 08
Jl. Jenderal Sudirman Kav. 1 Fax. : (0361) 227874, 263319
Jakarta 10220
Regional Office 09
E-mail : corporate.secretary@bni.co.id
Jl. Lambung Mangkurat No. 30 Banjarmasin 70111
Investor Relations Tel. : (0511) 3353689, 3357063
Investor Relations Divisions Fax. : (0511) 3354409, 3357066
Grha BNI 21st floor
Regional Office 10
Jl. Jenderal Sudirman Kav 1
Jl. Jend. Gatot Subroto No. 55
Jakarta 10220
Jakarta Pusat 10210
Tel. : (62-21) 572 8308
Tel. : (021) 2500025, 5706057 (Hunting)
E-mail : ir@bni.co.id
Fax. : (021) 2500033
Call Center
Regional Office 11
24 hour service BNI Call 1500046
Jl. Dotulolong Lasut No. 1
Service Contact from Overseas:
Manado 95122
+62-21-30500046
Tel. : (0431) 868019, 862777
Social Media Fax. : (0431) 851852/865458
X : @BNI
Regional Office 12
Facebook : BNI
Jl. Lada No. 1 Jakarta 11110
Instagram : @bni46
Tel. : (021) 6901131, 2601090, 2601148
Fax. : (021) 6901131, 6901182, 2601165, 2601179
Regional Office 14
Regional Offices Gedung BNI Regional Office Jakarta BSD, 7th floor
Kav. Sunburst Lot.1-5
Regional Office 01 Jl. Pahlawan Seribu Lengkong Gudang BSD City Kota
Jl. Pemuda No. 12, 4th floor Tangerang Selatan, Banten
Medan 20151 Tel. : (021) 80826860
Tel. : (061) 4567110, 4567002 Fax. : (021) 29514074
Fax. : (061) 4567105, 4515754 Regional Office 15
Regional Office 02 Gedung Jatinegara 88 Office
Jl. Dobi No. 1, 3rd floor Padang 25138 Jl. Jatinegara Timur No. 88
Tel. : (0751) 890005-08 Jakarta Timur 13310
Fax. : (0751) 890010-11 Tel. : (021) 22898972
Regional Office 03 Fax. : (021) 22898972
Jl. Jend. Sudirman No. 132 Regional Office 16
Palembang 30126 Jl. Kelapa II Entrop, Kota Jayapura Papua 99224
Tel. : (0711) 361961-65, 321046 Tel. : (0967) 5355311, 522354
Fax. : (0711) 361966, 374160 Fax. : (0967) 533316
Regional Office 04 Regional Office 17
Jl. Perintis Kemerdekaan No. 3 Jl. Trikora No. 1
Bandung 40117 Yogyakarta 55122
Tel. : (022) 4240431-39, 4240534 Tel. : (0274) 376287
Fax. : (022) 4240432-4214926-4213107 Fax. : (0274) 2872414
Regional Office 05 Regional Office 18
Jl. Letjen. M.T. Haryono No. 16 Jl. Jend. Basuki Rahmat No. 75 – 77 Malang 65179
Semarang 50122 Tel. : (0341) 3611945-47
Tel. : (024) 3556747, 3556746 Fax. : (0341) 324565, 354767
Fax. : (024) 3547686, 3520636
2025 Annual Report
89
PT Bank Negara Indonesia (Persero) Tbk
Page 92
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Overseas Branch Offices Sydney Representative Office
30th floor Salesforce Tower,
Suite 30.1B.
SINGAPORE OVERSEAS OFFICE 180 George St, Sydney NSW 2000,
BNI Tower Australia
30 Raffles Place #26-01 & #27-01
Singapore 048622
Tel. : +65 6225 7755
Fax. : +65 6225 4757 Subsidiaries
HONG KONG OVERSEAS OFFICE
G/F Far East Finance Center, PT BNI Multifinance
16 Harcourt Road, Admiralty, Graha Binakarsa 11th Floor Lot. E-F dan 12th Floor,
Central Hong Kong Jl. HR. Rasuna Said Kav. C-18, Kuningan,
Tel. : +852 25299871, 28618600 Jakarta Selatan 12940
Fax. : +852 28656500 Hotline : (021) 2519 5646
TOKYO OVERSEAS OFFICE Website : www.bnifinance.co.id
Nurihiko Building South Tower PT BNI Sekuritas
1st & 9th Floor, 2-10-2 Kyobashi, Sudirman Plaza Indofood Tower 16th Fl,
Chuo-ku, Tokyo 104-0031, Japan Jl. Jend. Sudirman Kav. 76-78
Tel. : +81 3 5579 9990 Jakarta 12910
Fax. : +81 3 3561 3331 Phone: (021) 2554 3946
LONDON OVERSEAS OFFICE Fax: (021) 5793 5831
30 King Street, London EC2V 8AG United Kingdom E-mail: corcomm@bnisekuritas.co.id
Tel. : +44 20 7776 4646 Website: www.bnisekuritas.co.id
Fax. : +44 20 7776 4699 Customer Care: 14016
NEW YORK OVERSEAS OFFICE PT BNI Life Insurance
One Liberty Plaza 27th Floor, Centennial Tower 11th Fl
1 Liberty St. New York, Jl. Gatot Subroto Kav. 24-25
NY 10006, USA. Jakarta 12930
Tel. : +1 212 943 4750 Tel. : (021) 2953 9999
Fax. : +1 212 344 5723 Fax. : (021) 2953 9998
Website : www.bni-life.co.id
SEOUL OVERSEAS OFFICE
E-mail : care@bni-life.co.id
The Korea Chamber of Commerce
Call Center : 1-500-045
& Industry (KCCI) Building
2nd & 6th Floor BNI Remittance Ltd.
39, Sejongdaero, Jung-gu, Seoul, Shop 3, on GF, Keswick Court
South Korea 04513 No. 3 Keswick Street, Causeway Bay Hong Kong
Tel. : +82 2 6050 1932/1946 Tel. : +852 28908082
Fax. : +82 2 6050 1929 Fax. : +852 28908182
PT Bank Hibank Indonesia
Rajawali Place, 22nd-23rd Floor
Jl. H.R. Rasuna Said Kav.B4
Overseas Sub-Branch Offices Setiabudi, Jakarta Selatan 12910
Tel. : (021) 86657888/86657899
OSAKA SUB BRANCH OFFICE Website : www.hibank.co.id
Tatsuno Honmachi Building 3rd Floor E-mail : customercare@hibank.co.id
3-5-2 Honmachi Chuo-ku Osaka, Call Center : 1500910
541-0053, Japan PT BNI Modal Ventura
Tel. : +81 6 4963 2186 Menara BNI Lantai 2
Fax. : +81 6 4963 2486 Jl. Pejompongan Raya No.7, Bendungan Hilir, Tanah Abang
Jakarta Pusat 10210
Website : www.bniventures.co.id
Remittance Center
Limited Purpose Branch (LPB) Share Ownership through Subsidiaries
City Plaza
810 Geylang Road #01-100/101 PT BNI Asset Management
Singapore 409286 Centennial Tower 19th Floor
Tel. : +65 6745 1946 Jl. Gatot Subroto Kav. 24-25
Jakarta 12930
Tel. : (021) 2996 9646
Representative Office (021) 2996 9647
Website : www.bni-am.co.id
E-mail : customerservices@bni-am.co.id
Amsterdam Representative Office
World Trade Center (WTC) Amsterdam, BNI Securities Pte. Ltd.
Tower C, 12th Floor, BNI Tower
Strawinskylaan 1251, 1077 XX Amsterdam 30 Raffles Place #26-01
Tel. : +31 618832758 Singapore 048622
Websites : https://bnisecurities.com.sg
E-mail : corporate.secretary@bnisecurities.com.sg
90 A Heart that Serves, Growing with Indonesia
Page 93
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Company Identity
The Slogan “Melayani Negeri, Kebanggaan Bangsa”
means “Serving the Country, the Pride of the Nation”,
and is the Bank’s philosophy and vision to deliver a
high impact that can be felt by all Indonesian people
As the first state bank in Indonesia that was established on July 5, 1946, and popularly known
as BNI 46, the number 46 is chosen as the BNI Logo to further strengthen the corporate
signature as a state-owned bank that has been in operation for 79 years. The color scheme
in the BNI 46 logo is dominated by orange, symbolizing the spirit of BNI that continues to
move forward to compete and be agile in capturing business opportunities in the digital
era, so as to become a leading digital financial institution. Orange also illustrates the new
passion, in which BNI always innovates continuously to serve all segments of Indonesian
people. In addition, orange also conveys the message that BNI has a strong belief to achieve
expectations and always shine throughout time. Meanwhile, the turquoise color on the BNI
logo reflects the strength, authority and stability of BNI, as well as implies a unique and
modern image.
Since 2021, BNI has established a value proposition as a provider of digital-based integrated
financial solutions with international excellence. As a comprehensive and trusted Digital
Financial Institution, BNI will continue to provide digital innovation experiences, both in terms
of corporate and consumer banking, for people throughout the country as well as overseas.
2025 Annual Report
91
PT Bank Negara Indonesia (Persero) Tbk
Page 94
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Brief History of the Company
PT Bank Negara Indonesia (Persero) Tbk (hereinafter In 1992, pursuant to Government Regulation No.
referred to as “BNI”) was established by the 19 of 1992 dated April 29, 1992 on the Adjustment
Government of the Republic of Indonesia on July of the Legal Form of Bank Negara Indonesia 1946
5, 1946, pursuant to Government Regulation in Lieu into a Limited Liability Company (Persero), BNI’s
of Law No. 2 of 1946 on the Establishment of Bank legal form was converted into a Limited Liability
Negara Indonesia (BNI), hereinafter referred to as Company (Persero). Through this regulation, Bank
the BNI Law of 1946 dated July 5, 1946. Through Negara Indonesia 1946 was formally dissolved, with
this regulation, BNI—previously known as Poesat all rights and obligations, assets, and employees
Bank Indonesia and operating as a foundation—was existing at the time of dissolution transferred to PT
officially transformed into Bank Negara Indonesia Bank Negara Indonesia (Persero).
and assigned the functions of both a circulation
bank/central bank and a commercial bank. This legal transformation marked an important
milestone in the establishment of PT Bank Negara
BNI held the exclusive authority as the circulation Indonesia (Persero), whose objectives and purposes,
bank/central bank to regulate the issuance and as stipulated in Article 2, Chapter II of Government
circulation of the Oeang Republik Indonesia (ORI) Regulation No. 19 of 1992, are to conduct banking
within the territory of the Republic of Indonesia. In business in the broadest sense and other activities
addition, BNI also performed commercial banking supporting such banking operations.
functions, continuing the operations previously
carried out by Poesat Bank Indonesia. The formal The conversion into a Persero company was
inauguration of BNI took place in Yogyakarta on formalized through Notarial Deed No. 131 dated July
August 17, 1946, coinciding with the first anniversary 31, 1992, executed before Muhani Salim, S.H., and
of the Proclamation of Independence of the Republic subsequently approved by the Minister of Justice
of Indonesia. Following the Round Table Conference, of the Republic of Indonesia under Decree No. C2-
which concluded on November 2, 1949, BNI’s status 6582.HT.01.01.TH.92, and announced in the State
as a central bank was revoked, with De Javasche Gazette of the Republic of Indonesia No. 73 dated
Bank designated as the central bank, while BNI was September 11, 1992, Supplement No. 1A.
assigned the role of a development bank.
In 1996, BNI listed its shares on the Jakarta Stock
On February 4, 1955, BNI was designated as a Exchange and the Surabaya Stock Exchange
commercial bank pursuant to Emergency Law (currently the Indonesia Stock Exchange), becoming
No. 2 of 1955 concerning Bank Negara Indonesia. the first State-Owned Bank (SOE) to go public. This
Subsequently, in 1961, the Emergency Law was listing aimed to strengthen BNI’s financial structure
enacted into permanent law, affirming BNI’s and enhance its competitiveness within the banking
mandate to assist and promote public welfare and industry. Other corporate actions undertaken by BNI
national economic development. include the Government-led recapitalization in 1999,
the divestment of Government shares in 2007, and a
In 1965, BNI underwent another name change limited public offering of shares in 2010.
to “Bank Negara Indonesia Unit III” pursuant to
Presidential Decree No. 17 of 1965 on the Integration On October 6, 2023, the Company implemented a
of State-Owned Commercial Banks and the Postal Stock Split, in accordance with Financial Services
Savings Bank into a Single Bank. Authority (OJK) Regulation No. 15/POJK.04/2022
concerning Stock Splits and Reverse Stock Splits
In 1968, under Law No. 17 of 1968, which specifically by Public Companies, following approval at the
regulates the business activities of Bank Negara Extraordinary General Meeting of Shareholders
Indonesia, the official name “Bank Negara Indonesia held on September 19, 2023. The stock split was
Unit III” was changed to “Bank Negara Indonesia conducted to increase demand for the Company’s
1946”. Through this law, BNI was mandated to shares by broadening its investor base, using a 1:2
improve the people’s economy and actively split ratio.
participate in national development.
92 A Heart that Serves, Growing with Indonesia
Page 95
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
As of the end of 2025, 60% of BNI’s shares were owned To date, BNI is recognized as one of the largest
by the Government of the Republic of Indonesia, national banks in Indonesia in terms of total
comprising 1 Series A Dwiwarna share representing assets, total loans, and total third-party funds. BNI
0.000% ownership held by the Badan Pengaturan consistently provides comprehensive funding and
Badan Usaha Milik Negara, and 22,378,387,749 financing services across corporate, middle-market,
shares representing 60.000% ownership held by and small business segments. Its diverse range of
PT Danantara Asset Management (Persero). The products and services continues to be developed
remaining 40% of shares were held by the public, to align with customer needs at every stage of life,
including both domestic and foreign individual and from childhood and adolescence through adulthood
institutional investors. In addition, BNI is supported and retirement.
by several subsidiaries to strengthen its integrated
financial services, including PT BNI Multifinance, PT
BNI Sekuritas, PT BNI Life Insurance, BNI Remittance
Ltd., PT Bank Hibank Indonesia, and PT BNI Modal
Ventura.
CHANGE OF NAME
By the end of 2025, BNI had undergone five name changes, as detailed in the table:
Effective Date
No. Name Reason of Change
of Name Change
1. Bank Negara In 1946, through Government Regulation in Lieu of Law No. 2 of 1946, 1946
Indonesia BNI's name was officially changed from “Poesat Bank Indonesia” to “Bank
Negara Indonesia”.
2. Bank Negara In 1965, BNI changed its name from Bank Negara Indonesia to “Bank 1965
Indonesia Unit III Negara Indonesia Unit III” through Law No. 17 of 1965.
3. Bank Negara In 1968, through Law No. 17 of 1968, the Government reorganized BNI’s 1968
Indonesia 1946 business activities and changed the name of Bank Negara Indonesia Unit
III to Bank Negara Indonesia 1946.
4. Perusahaan Adjustments of the legal form by the Government of Indonesia through April 29, 1992
Perseroan Government Regulation No. 19 of 1992 dated April 29, 1992 concerning
(Persero) Bank the Adjustment of the Legal Form, Bank Negara Indonesia 1946 became a
Negara Limited Liability Company (Persero).
Indonesia
5. PT Bank Negara Adjustment to Law No. 40 of 2007 concerning Limited Liability June 13, 2008
Indonesia Companies, BNI added “PT” as a limited liability company and “Tbk” as a
(Persero) Tbk public company.
2025 Annual Report
93
PT Bank Negara Indonesia (Persero) Tbk
Page 96
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Vision, Mission, and Corporate Culture
[ACGS D.1.4]
VISION
To become a Financial Institution
with Sustainable Service and
Performance Excellence
Vision Explanation
TO BECOME A FINANCIAL INSTITUTION
01 a. Technological developments in the digital era and changes in customer preferences have
prompted banks to be able to develop their product and service propositions to meet the
increasingly complex customer needs. This development is supported by the increasingly
integrated and complementary financial service products, as well as the emerging of Fintech
era in financial services.
b. Increasingly complex customer needs for financial services, for banking transactions, sharia,
investment, insurance, and alternative financing besides credit.
c. The policy issued by the regulator (FSA) encourages integrated governance (corporate
governance, compliance, auditing, and risk management) in conglomeration management for
group companies that own banks and other financial services.
EXCELS IN SERVICES
02 a. Services are key and are offered to customers of financial service providers.
b. Excellent services and a positive customer experience will add value for customers when
choosing a financial institution.
c. Financial institution services are required to cover all customer segments so as to make financial
institutions a lifetime financial partner and a total financial solutions provider, customized to
customer needs, and includes serving the business ecosystem in an integrated manner.
EXCELS IN PERFORMANCE
03 a. The Company’s financial performance is an aspect that can increase the value for customers,
investors, employees, communities and industry.
b. Good company performance is a benchmark to seeing the company health level and excellence
in the industry.
c. Good company performance also increases the Company’s sustainability (sustainable growth).
d. Company performance is supported by the performance of the entire organization at all levels
to be the best.
SUSTAINABILITY
04 a. Services provided to customers and company performance illustrates the company’s success
that must be maintained in supporting the company’s existence in the financial industry.
b. Excellent service and performance needs to be carried out to provide positive feedback to
shareholders over an indefinite period of time.
94 A Heart that Serves, Growing with Indonesia
Page 97
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
MISSION
1. Providing excellent services and digital solutions to all
customers, and as the primary partner of choice.
2. Strengthening international services to support the needs
from our global business partner.
3. Increasing the prime investment value for investors
4. Creating the best conditions for employees as a place of
pride for work and accomplishment.
5. Increasing awareness and responsibility to the environment
and society.
6. Becoming a reference for the implementation of
compliance and good corporate governance for industry.
BNI’s mission covers the 5 (five) key stakeholders that influence BNI’s Vision achievement in providing
superior service and performance. The 5 (five) key stakeholder groups are:
1 2 3 4 5
Customers
(including global
Investor Employees Communities Government
business
customers)
Mission Explanation 2. Strengthening international services to support
BNI’s mission explanation is as follows: the needs from our global business partners:
1. Providing excellent services and digital solutions a. Providing quality products as the partner of
to all customers, and as the primary partner of choice for Indonesian companies to expand
choice, as follows: globally;
a. Providing complete, integrated, quality, b. Providing gateway services to help foreign
reliable, and dependable products/banking companies penetrating Indonesian market;
services; c. Providing financial institution products/
b. Providing “one stop solution” services for services to Indonesians living abroad.
both business and individual customers; 3. Increasing the investment value for investors
c. Providing best-in-class products and services; a. Achievement of maximum operating profit
d. Improving customer experience for processes (profitability);
considered critical by customers; b. Growth that is sustainable and can be justified
e. Proactively making adjustments and (sustainable growth);
improvements in accordance with c. Healthy financial institutions;
development of customer needs and demands d. Cost control (cost effectiveness);
for quality products/services offered by BNI; e. Stable and increasing share prices.
f. Providing convenience for customers in
conducting transactions through digital
solution services.
2025 Annual Report
95
PT Bank Negara Indonesia (Persero) Tbk
Page 98
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
4. Creating the best conditions for employees as a c. Actively developing international business for
place of pride for work and achievement business expansion in prospective countries;
a. Providing equal and broad opportunities for d. Actively improving the quality of the
increasing knowledge, skills, and certainty of environment and community in line with
career paths; business development.
b. Creating and supporting talent management 6. Becoming a reference for the implementation of
programs to create future leaders for both compliance and good corporate governance for
BNI and Indonesia; industry
c. Providing facilities and a work environment a. Implementation of integrated risk
that is safe, comfortable, harmonious to management;
support the achievement of the target of b. Accommodate whistle blowers to protect the
increasing productivity. interests of the Company and society;
5. Increasing awareness and responsibility to the c. Active communication between Company
environment and society Management and all employees and leaders
a. Actively serving banking needs for all levels who can become role models;
of society; d. Actively updating rules, regulations, and
b. Actively seeking and entering new businesses implementing them in a disciplined and
that are in line with the latest rules and systematic manner, to become a trusted
regulations; financial institution.
BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS REVIEW OF THE VISION AND
MISSION
BNI’s Vision and Mission are formulated by considering all stakeholders, including the Board of
Commissioners, Management, Subsidiaries, representatives of all levels of employees, the community,
investors, customers, government, and relevant experts in the financial industry. This is done through
various methods such as surveys, interviews, and joint discussions.
BNI’s Vision and Mission were outlined in the Long-Term Plan in accordance with the Board of Commissioners’
approval No. DK/60 dated November 24, 2023 and the Bank Business Plan (RBB) 2024-2026 in accordance
with the Board of Commissioners’ approval No. DK/181 dated November 14, 2024. Each year, BNI’s Vision and
Mission are reviewed in accordance with the Company’s current conditions as a reference for formulating
future business strategies.
In line with changes in the banking industry landscape, the acceleration of digital transformation, and
increasing intensity of international competition, BNI has refined and sharpened its Vision, Mission, and
Strategy as part of an ongoing strategic evaluation process. This step is undertaken to clarify the Company’s
strategic direction, sharpen its business focus, and ensure BNI’s readiness to compete at the global level.
Such refinement and sharpening include strengthening BNI’s position as a financial institution with global
capabilities and competitiveness, oriented toward sustainable value creation, and capable of delivering
integrated and relevant financial solutions to customers. The utilization of innovation and technology serves
as a key enabler in supporting the implementation of the refined Vision and Mission.
With this sharpening, BNI’s Vision and Mission not only function as long term directional statements, but
also serve as a more focused and operational strategic foundation for business strategy formulation, priority
setting, and the acceleration of BNI’s transformation going forward. In this regard, BNI will reaffirm its Vision,
“To be a Trusted Global Financial Institution with Excellence in Innovation and Sustainable Performance”,
accompanied by the following Mission “1) Providing Innovative Financial Services and Digital Solutions to
Meet the Needs of Domestic and International Customers; 2) Creating Optimal Value for Investors, while
Maintaining Integrity and Good Corporate governance; and 3) Becoming a Strategic Partner for Indonesia's
Economic Growth".
VISION AND MISSION STRATEGY ACHIEVEMENT STRATEGY
The strategies have been outlined in long-term and short-term documents, and are used as a reference in
running BNI’s business, where these strategies and their realization are reported periodically to the regulator
(FSA).
96 A Heart that Serves, Growing with Indonesia
Page 99
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Corporate Culture
BNI determines and enforces “AKHLAK”, as the key value, which consists of Trustworthy, Competent,
Harmonious, Loyal, Adaptive, Collaborative, and must be followed by all BNI personnel when carrying
out their daily duties.
Trustworthy
Holding fast the trust given.
• Keeping promises and commitments;
• Be responsible with the duties, decisions made, and actions taken;
• Upholding moral and ethical values.
Competent
Continuing to learn and develop capabilities.
• Improving self-competence to respond to ever-changing challenges;
• Helping others to learn;
• Accomplishing duties with highest quality.
Harmonious
Caring for each other and respecting differences.
• Respect everyone regardless of their background;
• Likes to help others;
• Building conducive work environment.
Loyal
Dedicated to and prioritizing the interests of the Nation and Country.
• Maintaining reputation of fellow employees, leaders, SOE, and the State;
• Willing to sacrifice to achieve a greater goal;
• Obeying the leader as long as not against the law and ethics.
Adaptive
Continuing to innovate and be enthusiastic in driving or facing change.
• Promptly adjusting oneself to be better;
• Continuously making improvements;
• Be proactive.
Collaborative
Building synergistic cooperation.
• Providing opportunities for various parties to contribute;
• Be open in working together to generate added values;
• Mobilizing the use of various resources for common goals.
2025 Annual Report
97
PT Bank Negara Indonesia (Persero) Tbk
Page 100
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Company Culture Socialization and
Internalization
APPLICATION OF AKHLAK
AKHLAK application at BNI is supported and accelerated by the transformation of work culture, aiming to
align with BNI’s values. The AKHLAK Core Values (Trustworthy, Competent, Harmonious, Loyal, Adaptive,
Collaborative) were mandated by the Ministry of SOEs. The process of internalizing AKHLAK core values has
been carried out for four years and will continue to be carried out through many activities and methods that
are constantly being evaluated so that the application of these values can run optimally.
In 2025, BNI continued the internalization and socialization program of the implementation of AKHLAK
by, e.g., running a Work Culture transformation program and internalizing cultural transformation through
socialization to all Regional Offices and Head Office. Socialization was carried out to all RACE Captains and
RACE Champions. In addition, in 2025 each Regional Office and Division at the Head Office carried out each
work culture program prepared.
98 A Heart that Serves, Growing with Indonesia
Page 101
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Line of Business
Business Activities Based on the Latest Articles of Association and
Already Implemented
Based on Article 3 of the Company's Articles of Association, as stated in Deed No. 27 dated April 22, 2025,
made by Ashoya Ratam S.H., M.Kn, and has received a Letter of Acceptance of Notification of Amendments
to the Articles of Association from the Minister of Law and Human Rights of the Republic of Indonesia
through Letter No. AHU-AH.01.03-0110504 dated April 23, 2025, and has been updated through Deed No.
06 dated January 13, 2026, made by Notary Titik Krisna Murti Wikaningsih Hastuti, S.H., MKn. and has
received a Letter of Acceptance of Notification of Amendments to the Articles of Association of the Republic
of Indonesia through Letter No. AHU-AH.01.03-0037600 dated February 10, 2026, the purpose and objective
of the Company is to conduct business in the banking sector and optimize the utilization of its resources
to produce high-quality and highly competitive services to obtain/pursue profits in order to increase its
corporate value by implementing the principles of a Limited Liability Company. In order to implement these
aims and objectives, the Company may carry out the following business activities:
Business
Activities Business
Business Activities Have been Activities
Based on the Articles of Association Implemented Not yet
until the End Implemented
of 2025
1 Collecting funds from the public in the form of savings, current deposits, time deposits, √ -
savings deposits, or other equivalent forms.
2 Distributing funds in the form of loans. √ -
3 Issuing and/or executing securities transactions for the benefit of the Company and/ √ -
or customers.
4 Transferring money either for its own benefit or the benefit of customers. √ -
5 Placing, lending or borrowing with other banks, by using mail, telecommunication √ -
facilities and notes, checks or other facilities.
6 Receiving payments from securities billing and performing calculations with or among √ -
third parties.
7 Facilitating a secure place for goods and securities. √ -
8 Carrying out custodial activities of goods and/or securities for the benefit of other √ -
parties based on a contract.
9 Performing funds placements from a customer to other customers in the form of √ -
securities that are not listed on a stock exchange.
10 Conducting financing and/or other activities including activities based on sharia √ -
principles, in accordance with the provisions stipulated by competent authorities.
11 Performing activities in factoring, credit card business and trustee services. √ -
12 Conducting foreign currencies activities by fulfilling the conditions set by competent √ -
authorities.
13 Performing equity activities in financial services institutions and/or other companies √ -
that support the banking industry, by fulfilling the applicable regulations.
14 Performing temporary capital participation activities to overcome any consequence of √ -
loan failure, including financing failure based on sharia principles with condition that
the participation must be withdrawn, in accordance with applicable regulations.
15 Acting as the founder of the pension fund and the administrator of the pension fund in √ -
accordance with the provisions in the laws and regulations.
16 Organizing payment system service activities. √
17 Performing receivables transfer activities. √
18 Performing other activities with OJK approval. √
2025 Annual Report
99
PT Bank Negara Indonesia (Persero) Tbk
Page 102
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In addition to the business activities as referred to above, the Company may conduct supporting and/or
ancillary business activities in order to optimize the utilization of its available resources to support and/or
complement its main business activities, provided that such activities do not conflict with the prevailing
laws and regulations.
Product and Services Produced
BNI is a company engaged in banking with a variety of savings products, loan products, and various banking
services. The products and services provided by BNI are as follows:
Consumer Retail
Credit Cards
Savings • Regular Credit Card
• BNI Taplus » BNI Visa Gold
• BNI Taplus Muda » BNI Mastercard Gold
• BNI Taplus Bisnis » BNI JCB Gold
• BNI Tappa (Taplus Pegawai/Taplus Anggota) » BNI Amex Vibe
• BNI Tapenas » BNI Mastercard Titanium
• BNI Taplus Anak » BNI Visa Platinum
• BNI Taplus Diaspora » BNI JCB Precious
• BNI Simpanan Pelajar » BNI JCB Ultimate
• BNI Pandai » BNI Mastercard World
• Tabunganku » BNI Visa Signature
• BNI Dollar (USD/SGD/AUD) » BNI Visa Infinite
• BNI Deposito (IDR/USD/SGD/JPY/HKD/EUR/GBP/AUD) • Co-Branding Credit Card
• BNI Simponi (DPLK BNI) » BNI Pertamina
• Tabungan Indonesia Pintar (PIP) » BNI Telkomsel
• Emerald Saving » BNI LOTTE Mart
• BNI Tabungan RDN (Rekening Dana Nasabah) » BNI Bank BJB
» BNI Siloam Hospitals
Loans » BNI XL Prioritas
• BNI Griya » BNI MAPCLUB
• BNI Griya Multiguna » BNI Batik Air
• BNI Griya KPR Subsidi » Garuda BNI
• BNI Fleksi • Affinity Credit Card
• BNI Fleksi Pensiun » Affinity Universitas Credit Card
• BNI Instan » Affinity Ikatan Alumni Credit Card
• BNI Oto » Affinity Komunitas/Organisasi Credit Card
» Affinity Pegawai Perusahaan Credit Card
100 A Heart that Serves, Growing with Indonesia
Page 103
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
• Corporate Credit Card
» BNI Visa Corporate Card Gold
Insurance Products
• In Branch
» BNI Visa Corporate Card Platinum
» BNI Life Mprotection
» BNI Mastercard Corporate Card Platinum
» Maksima Sehat
» BNI JCB Corporate Card Ultimate
» BNI Life Mprotection Plus
» BNI Kartu Kredit Indonesia Segment Pemerintah
» BLife Perisai Prima
• Private Label Credit Card
» BLife Plan Multi Protection Plus
» BNI Travelling Card
» Blife Term Pro
» BNI Health Card
» Asuransi BLife Solusi Cerdas
» BNI Distribution Card
» Asuransi BLife Solusi Pasti
» BNI Kartu Tunai
» BLife Hy-End Pro
Debit Card » Anuitas Swadana
• Reguler Debit Card » BLife Fixed Protection
» Silver Debit Card » BNI Life Infinite Protection
» Gold Debit Card » BNI Life Steady Protection+
» Taplus Muda Debit Card » BNI Life Ultima Protection+
» Taplus Anak Debit Card » Solusi Proteksi Dana pensiun
» GPN Debit Card » BNI Life Solusi Dana Kesehatan
• Premium Debit Card » Asuransi Mikro BNI Life Pandai+
» Platinum Debit Card • Employee Benefit
» Emerald Debit Card » Optima Group Health
» Private Debit Card » Optima Group Life
• Co-Brand Debit Card » Optima Group Protection
» Garuda Debit Card » Optima Group Saving
» Citilink Debit Card • Telesaving
» Batik Air Debit Card » Proteksi Prima
» Lotte Grosir Debit Card » BNI Life Active
» Indogrosir Debit Card » BNI Life Smart Protection Plus
• Affinity Debit Card » PA Protection Plus
» Kerjasama Universitas Debit Card » Definite Protection
» Kerjasama Anggota (Alumni/Organisasi/ Komunitas) • Kredit Konsumer
Debit Card » AJK BLife Mortgage
» Kerjasama Pegawai Perusahaan Debit Card » AJK BLife Non Mortgage
• BNI Emerald Debit Card • Alternative Distribution
» Kartu Keluarga Sejahtera » BNI Life Digi Micro Protection
» Kartu Indonesia Pintar • Telecredit Card
» Kartu Tani » PA Protection Plus
» Solusi Proteksi Sehat
Emerald Service » Maxi Health Protection
• BNI Emerald Service » Perisai Plus
• Tapenas
Investment Products » Blife Tapenas
• Money Market Mutual Funds (IDR and USD)
• Fixed Income Mutual Funds (IDR and USD) Digital Banking
• Mixed Mutual Funds (IDR and USD) • wondr by BNI
• Mutual Funds (IDR and USD) • BNI Mobile Banking
• Capital Protected Funds • BNI ATM/CRM
• Government Retail Bonds (ORI, SR, SBR, ST) • BNI DigiCs
• Government Securities via secondary market mechanisms • BNI SMS Banking
and Ministry of Finance Auctions in IDR (FR, PBS) and • BNI Internet Banking
USD (Indon, Indois) • BNI Phone Banking
• Corporate Bonds (IDR dan USD) • BNI iPay
• Depo Swap (in IDR, USD, SGD & EUR) • BNI TapCash
• Depo Plus (in USD) • BNI Agen46
• Market Linked Dual Currency Investment • BNI QRIS
• Referral Brokerage Saham • BNI Debit Online
• Foreign Exchange
2025 Annual Report
101
PT Bank Negara Indonesia (Persero) Tbk
Page 104
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
• BNI EDC • People’s Business Loans (KUR)
• BNI EDC Mini ATM • BNI Wirausaha (BWU)
• BNI API Digital Services
• BNI Pembukaan Rekening Digital (DOA)
• BNI E-Form Program Kartu Pra Kerja
Services
• Wholesale Solutions
• BNI Direct Debit
» Cash Management
• BNI ATM Drive Thru
* Collection Management
• Virtual Account
Services • BNI e-collection
• Domestic Money Transfers • Auto Debit
• International Money Transfers • Cash Pick-Up
• Safe Deposit Box • Student Payment Center
• Inkaso • Autopay
• BNI Surat Keterangan Bank * Liquidity Management
• Traveller’s Cheque • Cash Pooling
• Foreign Bank Notes • Cash Distribution
• Range Balance Account
Business Banking • Depo Swap
• Notional Pooling
Savings * Payment Management
• BNI Giro Peorangan • E-Tax
• BNI Giro Non-Perorangan • E-PBB
• BNI Giro Joint Account • E-Tax Kepabeanan – PNBP
• BNI Giro Persero Perorangan • Billing Payments
• Deposito Berjangka Perusahaan • Utility Payments
• BNI Giro Multi Currency • Payroll
• BNI POPS (Pertamina Ordering and Payment
Digital Banking Solutions)
• BNIdirect • Integrated Payment Management (ERP)
- BNIdirect cash • E-mail/Beneficiary Advice
- BNIdirect supply chain • Smart Commerce Pay
- BNIdirect trade • Transfer Management
- BNIdirect receivables • Information Management
- BNIdirect API * ECOSmart
- BNIdirect fx * Edupatrol
• BNIdirect Mobile * Remittance
• BNIdirect bisnis * Intraday Services
Lending Products » Trade Products
• Working Capital Loans (KMK) * Trade Services
• Investment Loans (KI) • Import LC Issuance
• Kredit Term Loan - Sight LC
• Bank Guarantee (GB) - Usance LC
• Stand-by LC (SBLC) - Back to Back LC (BBLC)
• Domestic Documentary Letter of Credit (SKBDN) - Transferable Letter of Credit
• Plafond Letter of Credit (LC) Import • Export LC:
• Export Loans - LC Export Advising
• Import Loans - LC Export Collection
• Syndicated Loans • Inward Documentary Collection
• Counter Guarantee Loans • Outward Documentary Collection
• Transactional Loans • Shipping Guarantee
• Treasury Line • Standby Letters of Credit
• Money Market Line • BNI Trade Online
• Government or Government Institutions Loans • Demand Guarantee
• Cash Collateral Credit (CCC) • Bank Guarantee Undercounter
• Bonds Collateral Credit • Domestic Bank Guarantee
• Supply Chain Financing • Confirm LC/SKBDN
• Financial Institutions Linkage Loans (KKLK)
102 A Heart that Serves, Growing with Indonesia
Page 105
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
* Trade Finance • Escrow Agent
• Export & Import LC Negotiation • Safe Deposit Box
• Trust Receipt • Bare Trust
• Bill Collection Financing
• Open Account Financing
• Bills Discounting
Financial Institution Products
• Forfaiting & Risk Participation
• LC Refinancing
• Trade Based Refinancing
• Forfaiting
• Trade Advanced Financing
• Trade Advance Financing
• Bilateral & Syndicated Term Loan
» Syndication
• Global Payment & Nostro Account
* Structured Finance
* Arrangement
* Agen Fasilitas (Facility Agent)
Custody Products
• Custodian Services
* Agen Jaminan (Security Agent)
• Trustee
* Agen Penampungan (Escrow Agent)
• Trust
* Agen Pembayaran (Paying Agent)
» Fund Services
* Fund Accounting, Fund Administration,
Non-Bank Financial Institution Product
• Loan Facility to Non Bank Financial Institution
Pengawasan Pelaporan dan Publikasi
• Commercial Line to Non Bank Financial Institution
* Core Banking BNI
• Intraday to Non Bank Financial Institution
* Agen Transfer (Transfer Agency)
* Performance Bond/Garansi Bank Pelaksanaan
* Maintenance Bond/Retention Bond/Garansi Bank
Treasury
• Foreign Exchange
Pemeliharaan
» Today
* Payment Bond/Garansi Bank Pembayaran
» Tom
* Custom Bond
» Spot
» Bank Notes
Treasury & International • Investments
Loan Products » Deposit on Call (DOC)
• Corporate Loan (Working Capital Loan, Investment Loan, » Money Market Account (MMA)
and Term Loan) » Obligasi Retail
• Diaspora Loan » Depo Swap
• Overdraft Facility » Market Linked-Dual Currency Investment (MLDCI)
• Trade Financing » Depo Plus
• Syndicated Loans • Hedging
• Project Financing » Currency Forward
• Discount Bills * Domestic Non-Deliverable Forward (DNDF)
• Loan on Bills * PAR Forward
• Two Steps and Channeling Loan to Local Companies from * Flexible Forward
Indonesia » Currency Swap
» Currency Option
Retail Service Products » Interest Rate Swap (IRS)
• BNI Current Account (SGD, HKD, CNY, JPY, KRW, dan * Overnight Index Swap (OIS)
USD) » Cross Currency Swap (CCS)
• BNI Fixed Deposit (SGD, HKD, CNY, JPY, KRW, dan USD) » Call Spread Option (CSO)
• BNI Saving Account (SGD, HKD, CNY, JPY, KRW, dan * Series of Call Spread
USD) • Reverse Repo
• Demand Deposits
• Negotiable Deposits
• Remittance
• Hospital Guarantee
• BNI Singapore Payment System (MEPS)
• BNI Hong Kong Payment System (HKD Chats)
• BNI New York Payment System (USD Fedwire)
• BNI Tokyo Payment System (Local Currency Settlement/
LCS)
• BNI Seoul Payment System (Local Currency Transaction/
LCT)
2025 Annual Report
103
PT Bank Negara Indonesia (Persero) Tbk
Page 106
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Company Operational Areas
As of the 2025 financial year, BNI operated 1 (one) Head Office, 17 Regional Offices, 10 overseas Office Networks,
and 1,834 Domestic Office Networks, comprising Branch Offices, Sub-Branch Offices, and Business Centers. Of
the 10 Overseas Office Networks, 6 are licensed Overseas Branch Offices, 2 are Representative Offices, 1 is an
Overseas Sub-Branch, and 1 is a remittance Branch Office, strategically located across 8 key countries.
The entire BNI office network remains strongly focused on delivering banking services, business solutions, and seamless
transaction convenience for customers, both domestically and internationally. In fostering the growth of customer
businesses across the Corporate, Treasury & International Banking; Institutional Banking; Enterprises & Commercial
Banking; and Consumer Banking segments, as well as at the Head Office and Subsidiary Entity levels, BNI is supported
by competent, professional, and highly dedicated human resources. To further expand access to inclusive financial
services, BNI continues to strengthen its BNI Agen46 network as a branchless banking channel. As of the end of 2025,
the number of BNI Agen46 reach 217,013 agents spread across Indonesia, playing an important role in enhancing public
financial literacy and financial inclusion. More detailed information about BNI's operational areas, including its office
network and BNI Agen46 per region, is presented in the following table:
W01
W01 (Medan)
Coverage: North Sumatra
• 12 Branch Offices
• 79 Sub-Branch Offices
• 1 Commercial Business Center
• 1 SME Business Center
• 1 Consumer Loan Processing Center
• 517 ATM/171 CRM
• 13,014 BNI Agen46
W02
W02 (Padang)
Coverage: West Sumatera, Riau, and
W03
Riau Island W09
• 13 Branch Offices
• 99 Sub-Branch Offices
• 2 Commercial Business Center
• 1 SME Business Center
• 1 Consumer Loan Processing Center
• 409 ATM/369CRM
W10,
• 14,674 BNI Agen46
W12, W14,
W15
W04
W03 (Palembang) W06 (Surabaya) W05 W06
Coverage: South Sumatra, Jambi, Coverage: Northern East Java
Bengkulu, Bangka Belitung, and W18
• 12 Branch Offices W17
Lampung W08
• 113 Sub-Branch Offices
• 15 Branch Offices • 3 Commercial Business Center
• 102 Sub-Branch Offices • 4 SME Business Center
• 1 Commercial Business Center • 1 Consumer Loan Processing Center
• 1 SME Business Center • 334 ATM/615 CRM
• 1 Consumer Loan Processing Center • 16,156 BNI Agen46
• 467 ATM/370 CRM
• 19,431 BNI Agen46
W04 (Bandung) W07 (Makassar) W09 (Banjarmasin) W11 (Manado)
Coverage: West Java Coverage: West Sulawesi, Coverage: West Kalimantan, Central Coverage: North Sulawesi, Central
Southeast Sulawesi, South Sulawesi Kalimantan, South Kalimantan, East Sulawesi, Gorontalo, dan North
• 15 Branch Offices and Maluku Kalimantan, and North Kalimantan Maluku
• 106 Sub-Branch Offices
• 1 Commercial Business Center • 11 Branch Offices • 21 Branch Offices • 11 Branch Offices
• 2 SME Business Center • 99 Sub-Branch Offices • 126 Sub-Branch Offices • 56 Sub-Branch Offices
• 1 Consumer Loan Processing Center • 1 Commercial Business Center • 2 Commercial Business Center • 1 Consumer Loan Processing Center
• 463 ATM/597 CRM • 1 SME Business Center • 1 SME Business Center • 294 ATM/164 CRM
• 15,801 BNI Agen46 • 1 Consumer Loan Processing Center • 1 Consumer Loan Processing Center • 9,548 BNI Agen46
• 541 ATM/278 CRM • 727 ATM/349 CRM
• 9,621 BNI Agen46 • 16,429 BNI Agen46
W05 (Semarang) W08 (Denpasar) W10 (Jakarta Senayan) W12 (Jakarta Kota)
Coverage: Northern Central Java Coverage: Bali, West Nusa Tenggara, West Jakarta, Central Jakarta, East Coverage: North Jakarta, Central
and East Nusa Tenggara Jakarta, and South Jakarta Jakarta, and West Jakarta
• 11 Branch Offices
• 77 Sub-Branch Offices • 9 Branch Offices • 7 Branch Offices • 7 Branch Offices
• 1 Commercial Business Center • 97 Sub-Branch Offices • 115 Sub-Branch Offices • 90 Sub-Branch Offices
• 1 SME Business Center • 1 Commercial Business Center • 2 Commercial Business Center • 1 Commercial Business Center
• 1 Consumer Loan Processing Center • 1 SME Business Center • 2 SME Business Center • 4 SME Business Center
• 213 ATM/455 CRM • 1 Consumer Loan Processing Center • 214 ATM/285 CRM • 1 Consumer Loan Processing Center
• 16,065 BNI Agen46 • 476 ATM/305 CRM • 5,580 BNI Agen46 • 272 ATM/201 CRM
• 13,388 BNI Agen46 • 3,063 BNI Agen46
104 A Heart that Serves, Growing with Indonesia
Page 107
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Overseas Office Networks
6 Overseas Offices
• New York, United State of
America
W11
• London, England
• Seoul, South Korea
• Tokyo, Japan
• Hong Kong
• Singapore
1 Overseas Sub-Branch
• Osaka, Japan
W16
1 Remittance Branch Office
• Singapore
2 Representative Office
W07 • 1 Amsterdam, Netherlands
• 1 Sydney, Australia
9 ATM
• 8 Hong Kong
• 1 Singapore
BNI Network
1 Head Office
17 Regional Office
197 Branch Office
W14 (Jakarta BSD) W16 (Papua) W18 (Malang) 1,579 Sub-Branch Office
Coverage: South Jakarta, Coverage: Papua, West Papua, Central Coverage: Southern East Java
Depok, Bogor, and Banten Papua, South Papua, Southwest
Papua, and Highland Papua • 14 Branch Offices 20 Commercial
• 10 Branch Offices • 69 Sub-Branch Offices
• 109 Sub-Branch Offices • 6 Branch Offices • 253 ATM/606 CRM Business Center
• 1 Commercial Business Center • 36 Sub-Branch Offices • 16,964 BNI Agen46
• 2 SME Business Center • 81 ATM/87 CRM 26 SME Business
• 491 ATM/795 CRM • 6,538 BNI Agen46
• 13,025 BNI Agen46 Center
12 Consumer Loan
Processing Center
W15 (Jakarta Kemayoran) W17 (Yogyakarta)
Coverage: East Jakarta, Bekasi, Coverage: Yogyakarta and 330 BNI DigiCS
Jababeka and Karawang Southern Central Java
• 8 Branch Offices • 15 Branch Offices 6,565 ATM
• 109 Sub-Branch Offices • 97 Sub-Branch Offices
• 2 Commercial Business Center • 1 Commercial Business Center
• 3 SME Business Center • 2 SME Business Center
6,817 CRM
• 475 ATM/521 CRM • 1 Consumer Loan Processing Center
• 8,341 BNI Agen46 • 257 ATM/649 CRM 217,013 BNI Agen46
• 18,195 BNI Agen46
2025 Annual Report
105
PT Bank Negara Indonesia (Persero) Tbk
Page 108
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Organizational Structure
PT Bank Negara Indonesia (Persero) Tbk GENERAL MEETING
OF SHAREHOLDERS
(GMS)
Board of Commissioners Committees
Nomination & Integrated Governance
Audit Committee Risk Monitoring Remuneration Committee Committee
Chair: Didik Junaedi Committee Chair: Omar Sjawaldy Chair: Omar Sjawaldy
Rachbini Chair: Vera Febyanthy Anwar Anwar
Board of Directors
President Director
Putrama Wahju Setyawan
Deputy President Director
Alexandra Askandar
Treasury &
Consumer Banking
Corporate Banking Institutional International Banking Commercial Banking
Director
Director Director Director Director
Corina Leyla
Agung Prabowo Eko Setyo Nugroho Abu Santosa Muhammad Iqbal
Karnalies
Sudradjat
SEVP SEVP
SEVP SEVP
Wholesale SEVP Wealth
Government Commercial
Solutions & Treasury Management
Solution & SME
Value Chain Ita Tetralastwati Steven
Efrizal Andy Yusdiman
Pancaran Affendi Suryana
Environmental, Syndication International Enterprise Risk
Corporate Commercial Consumer
Social & & Structured Institutional Government & Financial Enterprise Wealth Management
Banking 1 Treasury Banking 1 Segment
Governance Finance Banking 1 Solution Institutions Banking 1 Management Rayendra
Andrean Rini Yuniar Muh. Evan Grace
Rayendra Nyimas Sulistia Mayliana Aries Roekma Hari Andri Achyadi Henny Woe Minarsa
Palonggam Zulkarnaen Situmeang
Minarsa Sriwulandari Firdiansyah Adji Goenawan
Goenawan
Corporate Wholesale Enterprise Operational
Transaction Institutional Office of Chief Commercial Consumer
Banking 2 Pension Fund Banking 2 Risk
Product & Banking 2 Economist Banking 2 Product
Ditya Ikhwani I Dewa Gde Management
Value Chain Donny Leo Putera Edo Septian Febrian
Maharhani Fauzana Ngurah Yoga Putu Bagus
I Gede Widya Chairuman Rinaldy Permadi Sugiharta
Harninda Pratama Kresna
Anantayoga
Wholesale Senior Card Business
Corporate Anti Fraud
Transaction Overseas Business SME Business Grace
Banking 3 Wilhelmus
Digital Channel Network Executive Faizal Isnaeni Situmeang
Liza Sulaiman Max Charles
Efransyah (Act)
Mudani - Martinus
Overseas Offices Matondang Retail Digital
Singapore - Yuli - Ridwan Business
Corporate Product & Senior Credit
Tokyo - Hariadi Hendrawan Resmana Program
Banking 4 Partnership Risk Executive
Seoul - Edy Pramono - Warda I Nyoman
Arief Wibawa Mesah Roni
Hong Kong - Farid Faraitody Nadjamuddin Astiawan
Ginting
New York - Erwanza - Rommel TP. - Aryani Dwi Satiti
London - Gandipa Jaya Sitompul - Agus Sutanto
Senior Sydney Rep. Office - Randy Tjahjana - Litasari Wahju W - Yanar Siswanto
Marketing
Business Amsterdam Rep. Office - Dwi Wibowo - Muhammad Safri - Renosari
Communications
Executive Hidayat - Badriansyah
Erick Runtu
- Eddy Winata - Eko Setiawan
- Amalia Savitri - Mohamad Rizki - Muhammad Jufri
- Mochamad Roland Perdana Rahman - Retna Mumpuni
SORX**
- Bernardus
Consumer
Banking & - Julyus D. Aritonang
SORX*
Wholesale Corporate - Wirawan Ari Rachmana
Banking Function
Hari Satriyono
Ester Dian Fajar Rainy
BNI BNI BNI BNI
SEKURITAS REMITTANCE LIFE FINANCE
BNI
SECURITIES
BNI ASSET
MANAGEMENT
Note: Supervision line Lines of communication Board of Commissioners
& information delivery
Coordination line Committee
* SORX: Senior Operational Risk Executive
106 A Heart that Serves, Growing with Indonesia
Page 109
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Board of Directors Committees
Board of Integrated Risk
Credit Policy Business Asset & Liability
Commissioners Credit Committee Committee Committee Committe Management
Committee
President Commissioner/
Independent Commissioner Omar Sjawaldy Anwar
Vice President Commissioner Tedi Bharata Performance Risk Management Technology
Human Capital Subsidiaries’
Independent Commissioner Vera Febyanthy Management and Anti Fraud Management
Independent Commissioner Didik Junaedi Rachbini Committee Committee
Committee Committee Committee
Commissioner Donny Hutabarat
Commissioner Febrio Nathan Kacaribu
Finance & Strategy Information Human Capital &
Risk Management Operations Network & Retail
Director Technology Compliance
Director Director Funding Director
Hussein Paolo Director Director
David Pirzada Ronny Venir Rian Eriana Kaslan
Kartadjoemena Toto Prasetio Munadi Herlambang
SEVP
SEVP SEVP SEVP
SEVP Information SEVP
Remedial & Legal & Network &
Credit Risk Technology Human Capital
Recovery Governance Sales
Bun Hendra Victor Erico Efita Praharani
Saridatun Johansyah Sri Indira
Korompis
Corporate Corporate Network
Corporate Planning & Wholesale Human Capital
Remedial & IT Strategy & Credit Compliance Legal Retail Digital Strategy &
Credit Risk Performance Digital Delivery Strategy Regional
Recovery Architecture Operations Mochammad Pudyo Bayu Channel Development
Ujuan Marihot Management Alfonso Yenni Sari Office
Rangga Ari Pratiwi Erisman Irfan Maulana Hartawan Indra Gunawan Beby Lolita
H. P. Aldi Advianto Tambunan Dewi
Bhirawa W. Indriani
Baskara
Enterprise & Digital
Enterprise Human Capital Sales Strategy
Commercial CISO Retail Digital Operations Policy
Credit Risk AML-CFT Services Agen46 & Execution Internal Audit
Remedial & Accounting Chong Chin Delivery Muhammad Governance
Rendi Ardianto Recovery Rahmawati Afthon Shodaq Rahma Dhoni Novian Hedmon Yusfid
Setyo Susilo Meng Heri Atmoko Gunawan Hendra Susila
(Act) Noor Prasetyo (Act)
Prihati Putra
AI & Big Data Branch Corporate
Commercial Retail Application Banking SORX*
Procurement Analytics BNI University Secretary
Credit Risk Collection Development Operations Network
& Fixed Assets Handika Dandy P. Transformation Okki
I. B. K. Purwa & Recovery Setiawan Anis Herry Setiadi & Retail
Made Dany Fakhrizal Sjamsudin Project Rushartomo
Atmaja Nur Lies Diana Widjojo Munawir
Pratiwi B. Hakim Budiprabowo
Suryo Utomo Laksmi Sofiatin
Customer
Retail SORX* IT Application
Experience HC Business
Credit Risk Investor Technology & Services
Center Partner
Made Relations Operations Nugroho Gito
Rahmat
Nariswari Yohan Setio Prasodjo Regional Offices
Pertinda
Munajat - Sandy Dwinanto 01 - Rustianto
- Nurhaena 02 - Khairul Salam
Operations
IT 03 - Zamzami
Strategy &
Subsidiaries Infrastructure 04 - Roy Wahyu Maulana
Development
Management Management 05 - Dr. I. Gst. Nym. Dharma Putra
Herry Setiadi
M. Emil Azhary Sonny Setiadi 06 - Maya Agustina
Munawir (Act)
07 - Muhammad Arafat
08 - Komang Arya Wira Kusuma Atmaja
09 - Sari Anggraini
Corporate
10 - Anak Agung Agustiya Novitayanti
Development &
Transformation 11 - Didi Suprijanto
R. Pratama 12 - Rudy Sihombing
Prabawaputra 14 - Faizal Arief Setiawan
15 - Koko Prawira Butar Butar
16 - Himawan Susanto Nugraha
17 - Ariyanto Soewondo Geni
Transformation 18 - Soesetyo Priharjanto
Project
BNI
HIBANK
VENTURES
Director Division Subsidiaries
SEVP Functional Unit Subsidiaries of BNI Sekuritas
2025 Annual Report
107
PT Bank Negara Indonesia (Persero) Tbk
Page 110
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Association Membership List
As of December 31, 2025, BNI was registered as a member of various associations and organizations related
to the implementation of sustainable finance, as presented in the following table:
Organization / Association Name Membership Roles
International
All Banks Fair Trade Council, Japan Member
America Bankers Association Member
American Indonesian Chamber of Commerce Member
Indonesia–Japan Business Association (APIJ) Vice Chairman
European Association for Secure Transactions (E.A.S.T) Associate Member
Asia Pacific Loan Market Association (APLMA), Singapore Member
Association of Banks in Singapore (ABS) Member
Association Foreign Bank (AFB) Member
Chuo Ward Financial Institutions Crime Prevention Liaison Council Member
Credit Bureau Singapore Member
Deposit Protection Scheme (DPS) Member
DTCC Data Repository (Singapore) Pte. Ltd Member
European Foundation for Management Development (EFMD) A Member
Financial Industry Dispute Resolution Centre (FIDReC), Singapura Member
Financial Services – Information Sharing and Analysis Center Member
(FS-ISAC), US
Foreign Bank Group, Korea Selatan Member
Foreign Bankers Association, Belanda Member
Indonesian Bankers Club, US • Advisor
• Member
International Bankers Association of Japan (IBA) Member
International Banking Asociation Jepang (IBA) Member
Institute of Banking & Finance (IBF), Singapore Member
Institute of International Bankers (IIB), US Member
Japan Indonesia Asociation (JAPINDA) Member
Japan Syndication and Loan-trading Association Member
Japanese Bankers Association (JBA) Member
Korean Federation of Bank, South Korea Member
Loan Sydication & Trading Association (LSTA), US Member
MAS Electronic Payment System Member
Overseas Bankers Association of Australia Member
Securities Investor Protection Fund (SIPF) Member
Singapore Automated Clearing House Member
Singapore Business Federation (SBF) Member
Singapore Deposit Insurance Corporation (SDIC) Member
Singapore National Employers Federation (SNEF) Member
Society for Worldwide Interbank Financial Telecommunications Member
(SWIFT)
The Commercial Credit Reference Agency (CCRA) Member
The Hong Kong Association of Banks (HKAB) Member
The Hong Kong Institute of Bankers (HKIB) Member
108 A Heart that Serves, Growing with Indonesia
Page 111
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Organization / Association Name Membership Roles
National
Indonesian Money Market and Foreign Exchange Market Founder
Association
SOE Cyber Security Task Force Sub-Team Leader – Cyber Security Guideline
State-Owned Banks Association (HIMBARA) Chairman
Asosiasi Corporate University (Wiyata Kinarya Nusantara) Vice Chairman
Bankers Association for Risk Management (BARa) • Director of Financial Risk Management
• Deputy Director of Credit Risk & ESG
• Deputy Director of Assessor Competency
Standardization
• Member, Enterprise Risk Management Team
• Member, Assessor Competency Standardization Team
• Member, Risk Management Competency
Standardization Team
Risk Management Forum (FMR) – SOEs • Vice Chairman, Event & Talent Development
• Member, Event & Talent Development Team
• Member, Experience Sharing & Benchmarking
Indonesian Foreign Exchange Dealers Association (APVA Management
Indonesia)
Indonesian Trustee Association (AWAI) Management
Association Cambiste International (ACI) FMA Indonesia Management
Association Bank Appointed Cross Currency Dealers (ACCD) Management
Indonesia Foreign Exchange Market Committee (IFEMC) Management
Government Securities Dealers Association (HIMDASUN) Management
Indonesian Custodian Banks Association (ABKI) Expert Team
Communication Forum – Payment Systems & Rupiah Currency Secretary II
Manage-ment Training Institutions (SPPUR)
SIKAP Application (Cyber Crime Disclosure) – Metro Jaya Police Member
Asia Anti Fraud Management Member
Indonesian Pension Fund Association (ADPI) Member
Indonesian Fintech Peer-to-Peer Lending Association (AFPI) Member
Indonesian Credit Card Association Member
Indonesian Commodity Futures Trading Association Member
(ASPEBTINDO)
Payment Systems Association Member
Central Counterparty for OTC Interest Rate & FX Derivatives (CCP Member
SBNT)
Certified Practising Accountant - CPA Australia Member
Chartered Accountants - CA ANZ Member
Computer Security Incident Response Team (CSIRT) BSSN Member
Foreign Bank Group Member
Foreign Bankers Association Member
CISO Forum – State-Owned Banks Member
Association of Medical Equipment & Laboratory Companies Member
Indonesian Notary Association Member
Indonesia Anti Scam Centre Member
Indonesia Corporate Secretary Association (ICSA) Member
International Swaps and Derivatives Association (ISDA) Member
Korean Federation of Bank Member
London Stock Exchange (LSEG) Member
Financial Institution Pension Fund Association Member
Financial Transaction Fraud Handling Center (PUSAKA) Member
Rapi Utama Indonesia (RAPINDO) Member
Primary Dealer – Money Market & Foreign Exchange Market Member
Alternative Trading System Operator (SPPA) – IDX Member / User
KPEI Triparty Repo Agent Services Member / Service User
Indonesian Service Quality Association (ASQI) Member
Indonesia Contact Center Association (ICCA) Member
2025 Annual Report
109
PT Bank Negara Indonesia (Persero) Tbk
Page 112
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Board of Commissioners’ Profiles
[ACGS C.2.5, D.4.1, D.4.2]
OMAR SJAWALDY ANWAR
President Commissioner/Independent Commissioner
Age
65 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Science in Accounting from the University of
Maryland, United States
• Master of Business Administration (MBA) in Finance from
The George Washington University, USA
• Doctor of Philosophy (PhD) in Strategic Management
from Universitas Indonesia
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSP BSMR) (2025)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Senior Executive Vice President of PT Bank Mandiri
Appointed for the first time as President Commissioner/ (Persero) Tbk (1999-2003)
Independent Commissioner of BNI pursuant to the resolution • Managing Director of PT Bank Mandiri (Persero) Tbk (2003-
of the Annual General Meeting of Shareholders held on March 2008)
26, 2025, as notarized in the Deed of the Annual General • President Director of PT Rio Tinto Indonesia (2008-2009)
Meeting of Shareholders of PT Bank Negara Indonesia • Deputy President Director & CEO of PT Pertamina (Persero)
(Persero) Tbk No. 36 dated March 26, 2025, and having (2009-2010)
obtained approval from the Financial Services Authority (OJK) • President Director of PT Trimegah Sekuritas Indonesia Tbk
on June 26, 2025. (2010-2012)
• President Commissioner of PT OVI Energy (2012-2014)
Term of Office • Independent Commissioner of PT Bank Bukopin (2014)
2025-2030 (First Period) • Senior Advisor of PT ORIX Indonesia Finance (2014)
• Executive Chairman of PT Nomura Sekuritas Indonesia
Concurrent Positions (2014-2017)
BNI: • President Director of PT Aberdeen Standard Investments
• Chairman of the Nomination and Remuneration Committee Indonesia (2018-2021)
• Chairman of the Integrated Governance Committee • President Director of PT Prudential Syariah Life Assurance
• Member of the Audit Committee (2021-2023)
• Executive Chairman of PT IBM Indonesia Technology (2023-
Other Public Companies: present)
Does not hold concurrent positions in other public companies. • President Commissioner / Independent Commissioner of PT
Bank Negara Indonesia (Persero) Tbk (2025-present)
Other Companies/Institutions:
Executive Chairman at PT IBM Indonesia Technology Affiliated Relationships
(2023-present) Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Statement of Independence
The Independence Statement of Independent Commissioner
is disclosed in the Corporate Governance Chapter of this
Annual Report.
Education and Training in 2025
Education and training in 2025 is presented separately in the
Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2025
Does not own BBNI shares
110 A Heart that Serves, Growing with Indonesia
Page 113
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
TEDI BHARATA
Vice President Commissioner
Age
42 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Computer and Information
Management Systems from Universitas Pelita Harapan
• Master of Public Administration/MPA from Columbia
University
• Certification in Banking Risk Management Competency,
Qualification Level 6, issued by the Professional
Certification Body of the Risk Management Certification
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Deputy Director Indonesia Investment Promotion Center
Appointed for the first time as Vice President Commissioner (IIPC) (2009-2012)
of BNI pursuant to the resolution of the Annual General • Head of Energy Infrastructure Section, Investment
Meeting of Shareholders held on March 26, 2025, as notarized Coordinating Board (2012-2014)
in the Deed of the Annual General Meeting of Shareholders of • Special Staff to the Minister of Trade (2014)
PT Bank Negara Indonesia (Persero) Tbk No. 36 dated March • Capstone Project Consultant of Bank of America Merrill
26, 2025, and having obtained approval from the Financial Lynch (2016)
Services Authority (OJK) on June 5, 2025. • Head of Telematics Industry Section of Investment
Coordinating Board (2016-2019)
Term of Office • Vice President Office of The Board PT Indonesia Asahan
2025-2030 (First Period) Alumunium (2019-2021)
• Head of Ministerial Substance Team of Ministry of State-
Concurrent Positions Owned Enterprise (2021)
BNI: • Special Staff V to the Minister of State-Owned Enterprises
• Member of the Nomination and Remuneration Committee (2021)
• Member of the Integrated Governance Committee • Deputy for Human Resources, Technology, and Information
of Ministry of State-Owned Enterprises (2021- 2025)
Other Public Companies: • Commissioner of PT Pertamina Patra Niaga (2021-2022)
Does not hold concurrent positions in other public companies. • Commissioner of PT Perusahaan Listrik Negara (Persero)
(2022-2024)
Other Companies/Institutions: • Commissioner of PT Bank Mandiri (Persero) Tbk (2024-
Deputy Head of the State-Owned Enterprises Regulatory 2025)
Agency (2025-present) • Vice President Commissioner of PT Bank Negara Indonesia
(Persero) Tbk (2025–present)
• Deputy Head of the State-Owned Enterprises Regulatory
Agency (2025–present)
Affiliated Relationships
Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Education and Training in 2025
Education and training in 2025 is presented separately in the
Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2025
Does not own BBNI shares
2025 Annual Report
111
PT Bank Negara Indonesia (Persero) Tbk
Page 114
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
VERA FEBYANTHY
Independent Commissioner
Age
54 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor's Degree (S1) in International Relations from
Prof. Dr. Moestopo University (Religious)
• Master's Degree (S2) in Political Science from the
University of Indonesia.
• Doctor of Philosophy/PhD (S3) in Public Administration
from Padjajaran University.
• Competency Certification in Banking Risk Management,
Qualification 6 from the Risk Management Certification
Body (LSP BSMR) (2025)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Member of Commission XI of the House of Representatives
Appointed for the first time as an Independent Commissioner of the Republic of Indonesia (DPR RI) and the Budget
of BNI pursuant to the resolution of the Annual General Meeting Committee of the DPR RI for the following periods:
of Shareholders of PT Bank Negara Indonesia (Persero) No. 36 - 2004-2009
dated March 26, 2025, and having obtained approval from the - 2009-2014
Financial Services Authority (OJK) on August 12, 2025. - 2019-2024
Scope of Commission XI of the DPR RI: Finance, Banking,
Term of Office and Non-Bank Financial Institutions, overseeing the Ministry
2025-2030 (First Period) of Finance, Ministry of National Development Planning/
Bappenas, Bank Indonesia, Financial Services Authority
Concurrent Positions (OJK), Indonesia Deposit Insurance Corporation (LPS),
BNI: Audit Board of Indonesia (BPK), Financial and Development
• Chairman of the Risk Monitoring Committee Supervisory Agency (BPKP), National Public Procurement
• Member of the Nomination and Remuneration Committee Agency (LKPP), and the Association of State-Owned Banks
• Member of the Audit Committee (Himbara).
• Member of the Integrated Governance Committee • Independent Commissioner of PT Bank Negara Indonesia
(Persero) Tbk (2025–present).
Other Public Companies:
Does not hold concurrent positions in other public companies. Affiliated Relationships
Has no affiliated relationships with the other members of the
Other Companies/Institutions: Board of Commissioners, the Board of Directors or with the
Does not hold concurrent positions, whether as a member of Majority and Controlling Shareholders.
the Board of Directors, member of the Board of Commissioners,
member of the committee, or other positions. Statement of Independence
The Independence Statement of Independent Commissioner
is disclosed in the Corporate Governance Chapter of this
Annual Report.
Education and Training in 2025
Education and training in 2025 is presented separately in the
Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2025
Does not own BBNI shares
112 A Heart that Serves, Growing with Indonesia
Page 115
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
DIDIK JUNAEDI RACHBINI
Independent Commissioner
Age
65 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s Degree from Institut Pertanian Bogor
• Master’s Degree in Development Studies from Central
Luzon State University, the Philippines
• Doctoral Degree in Development Studies from Central
Luzon State University, the Philippines
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners ember of the People’s Consultative Assembly of the Republic
Appointed for the first time as an Independent Commissioner of Indonesia (MPR RI) (1998-1999)
of BNI pursuant to the resolution of the Annual General • Commissioner of the Business Competition Supervisory
Meeting of Shareholders held on March 26, 2025, as notarized Commission (KPPU) (2000-2004)
in the Deed of the Annual General Meeting of Shareholders of • Member of the Oversight Committee, Indonesian Bank
PT Bank Negara Indonesia (Persero) Tbk No. 36 dated March Restructuring Agency (BPPN) (2001-2004)
26, 2025, and having obtained approval from the Financial • Vice Chairman of Commission VI, House of Representatives
Services Authority (OJK) on August 12, 2025. of the Republic of Indonesia (DPR RI) (2004-2008)
• Chairman of Commission X, House of Representatives of
Term of Office the Republic of Indonesia (DPR RI) (2008-2009)
2025-2030 (First Period) • Member of the Presidential Advisory Council within the
National Economic Committee (KEN) (2009-2014)
Concurrent Positions • Chairman of the LP3EI Institute for Research and
BNI: Development - KADIN (2010-2020)
• Chairman of the Audit Committee • Member of the Assessment Institute, People’s Consultative
• Member of the Nomination and Remuneration Committee Assembly of the Republic of Indonesia (MPR RI) (2014-2019)
• Member of the Integrated Governance Committee • Director of the Postgraduate Program, Universitas Mercu
Buana (2014-2018)
Other Public Companies: • Commissioner of PT Gowa Makassar Tourism Development
President Independent Commissioner of PT Lippo Cikarang Tbk. (2017-2025)
Tbk (2022-present) • Commissioner of PT Bina Busana Internusa (2017-2025)
• Chairman of the Board of Management, Institute for
Other Companies/Institutions: Education, Research and Information for Social and
Rector of Universitas Paramadina (2021-present) Economics (LP3ES) (2018- 2022)
• Commissioner of PT Dharma Polimetal Tbk. (2021-2025)
• Rector of Universitas Paramadina (2021–present)
• President Independent Commissioner of PT Lippo Cikarang
Tbk (2022–present)
• Independent Commissioner of PT Bank Negara Indonesia
(Persero) Tbk (2025–present)
Affiliated Relationships
Has no affiliated relationships with the other members of the
Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Statement of Independence
The Independence Statement of Independent Commissioner
is disclosed in the Corporate Governance Chapter of this
Annual Report.
Education and Training in 2025
Education and training in 2025 is presented separately in the
Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2025
Does not own BBNI shares
2025 Annual Report
113
PT Bank Negara Indonesia (Persero) Tbk
Page 116
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
DONNY HUTABARAT
Commissioner
Age
58 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Economics in Management from Universitas
Kristen Indonesia
• Completed various education and development
programs, including the Management and Leadership
Development Program at Oxford University,UK, and
London Business School (LBS), UK
• Certified in Bank Risk Management Competency Level 6
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSP BSMR) (2025)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Head of Dealing Room, Bank Indonesia Representative
Appointed for the first time as a Commissioner of BNI Office in London (1999-2003)
pursuant to the resolution of the Annual General Meeting of • Senior Dealer, Forex Dealing Room Group, Bank Indonesia,
Shareholders held on March 26, 2025, as notarized in the Deed Jakarta (2003-2005)
of the Annual General Meeting of Shareholders of PT Bank • Deputy Head of the Foreign Exchange Settlement Division,
Negara Indonesia (Persero) Tbk No. 36 dated March 26, 2025, Bank Indonesia (2005)
and having obtained approval from the Financial Services • Head of Forex Market Market Pengelolaan Devisa Bank
Authority (OJK) on October 14, 2025. Indonesia (2005-2009)
• Head of the Rupiah Monetary Operations Division of Bank
Term of Office Indonesia (2009-2013)
2025-2030 (First Period) • Director of the Monetary Management Department of Bank
Indonesia (2013-2017)
Concurrent Positions • Head of Bank Indonesia Representative Office in London
BNI: (2017-2020)
• Member of the Nomination and Remuneration Committee • Head of the Financial Market Development Department,
• Member of the Risk Monitoring Committee Bank Indonesia (2020-2025)
• Member of the Integrated Governance Committee • Member of the Markets Committee of the Bank for
International Settlements (MC-BIS) Basel, Switzerland
Other Public Companies: (2020-2025)
Does not hold concurrent positions in other public companies. • Commissioner of PT Bank Negara Indonesia (Persero) Tbk
(2025–present)
Other Companies/Institutions:
Does not hold concurrent positions, whether as a member of Affiliated Relationships
the Board of Directors, member of the Board of Commissioners, Has no affiliated relationships with the other members of the
member of the committee, or other positions. Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Education and Training in 2025
Education and training in 2025 is presented separately in the
Training and/or Competency Improvement section of the
Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2025
Does not own BBNI shares
114 A Heart that Serves, Growing with Indonesia
Page 117
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
FEBRIO NATHAN KACARIBU*)
Commissioner
Age
47 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Economics from Universitas Indonesia
• Master of International Development Economics from
the Crawford School of Public Policy, Australian National
University
• Doctor of Philosophy (PhD) from the College of Liberal
Arts & Sciences - University of Kansas, University of
Kansas
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Commissioners • Consultant at Asia Now, Singapore (2004–2006)
First appointed as a Commissioner of PT Bank Negara • Researcher at LPEM FEB Universitas Indonesia (2005–2007)
Indonesia (Persero) Tbk pursuant to the resolution of the • Lecturer at the Faculty of Economics, Universitas Indonesia
Extraordinary General Meeting of Shareholders held on (2012–2019)
December 15, 2025, as set forth in Deed of the Extraordinary • Lecturer at the Department of Economics, Baylor University,
General Meeting of Shareholders of PT Bank Negara Indonesia Texas, United States (2012–2015)
(Persero) Tbk No. 2 dated December 15, 2025, and is currently • Head of Macroeconomics and Financial Sector Policy, LPEM
undergoing the Fit and Proper Test conducted by the Otoritas FEB Universitas Indonesia (2015–2020)
Jasa Keuangan (OJK). • Associate Professor (Lecturer) at the Faculty of Economics,
Universitas Indonesia (2019–present)
Term of Office • Head of the Fiscal Policy Agency, Kementerian Keuangan
2025-2030 (First Period) Republik Indonesia (2020–2025)
• Commissioner of PT Pupuk Indonesia (Persero) (2020–2025)
Concurrent Positions • Director General of Economic and Fiscal Strategy, Ministry
Has not yet been appointed as a member of the Board of of Finance of the Republic of Indonesia (2025–present)
Commissioners’ committees, as he/she is still undergoing the • Commissioner of PT Bank Negara Indonesia (Persero) Tbk
Fit and Proper Test conducted by the Otoritas Jasa Keuangan (2025–present)
(OJK)
Affiliated Relationships
Other Public Companies: Has no affiliated relationships with the other members of the
Does not hold concurrent positions in other public companies. Board of Commissioners, the Board of Directors or with the
Majority and Controlling Shareholders.
Other Companies/Institutions:
• Associate Professor (Lecturer) at the Faculty of Economics, Education and Training in 2025
Universitas Indonesia (2019–present) Education and training in 2025 is presented separately in the
• Director General of Economic and Fiscal Strategy, Ministry Training and/or Competency Improvement section of the
of Finance of the Republic of Indonesia (2025–present). Board of Commissioners in this Annual Report.
BBNI Share Ownership as at December 31, 2025
Does not own BBNI shares
*) Able to perform duties, responsibilities, and functions upon obtaining Fit and Proper Test approval from the Financial Services Authority (OJK)
2025 Annual Report
115
PT Bank Negara Indonesia (Persero) Tbk
Page 118
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BOARD OF COMMISSIONERS’ AFFILIATED RELATIONSHIPS
Board of Commissioners’ Affiliated Relationships
Financial, Familial, and Management Relationships of the Board of Commissioners
Familial Relationship With Financial Relationship With Management
Relations
Majority Majority
and and at BNI,
Board of Board of Board of Board of Subsidiaries
Name Position Commissioners Directors
Controlling Commissioners Directors
Controlling
Shareholder* Shareholder* and Affiliated
Companies
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Omar Sjawaldy President √ √ √ √ √ √ √
Anwar Commissioner/
Independent
Commissioner
Tedi Bharata Vice President √ √ √ √ √ √ √
Commissioner
Vera Febyanthy Independent √ √ √ √ √ √ √
Commissioner
Didik Junaedi Independent √ √ √ √ √ √ √
Rachbini Commissioner
Donny Hutabarat Commissioner √ √ √ √ √ √ √
Febrio Nathan Commissioner √ √ √ √ √ √ √
Kacaribu **
* Directly or indirectly
** Still undergoing the Fit and Proper Test by OJK
CHANGES IN THE BOARD OF COMMISSIONERS MEMBER COMPOSITION AND REASONS
FOR THE CHANGES
During 2025, there were three (3) changes to the composition of the Board of Commissioners, implemented
as part of efforts to enhance BNI’s performance. Based on the resolutions of the Annual General Meeting
of Shareholders held on March 26, 2025, and the Extraordinary General Meeting of Shareholders held on
December 15, 2025, the changes in the composition of the Board of Commissioners were as follows:
[ACGS (B).D.4.1]
Composition of the Board of Commissioners for the January 1, 2025 - March 26, 2025
The Board of Commissioners for the period from January 1, 2025 to March 26, 2025 comprised 11
(eleven) members, consisting of 1 (one) President Commissioner concurrently serving as an Independent
Commissioner, 1 (one) Vice President Commissioner, 5 (five) Independent Commissioners, and 4 (four)
Commissioners. Details on the composition of the Board of Commissioners and the legal basis of their
appointments are presented in the table below.
Composition of the Board of Commissioners for the January 1, 2025 - March 26, 2025 Period
No Name Position Domicile Basis of Appointment Term of Office Effective Date*
1 Pradjoto President Commissioner/ Jakarta EGMS Decision 2020-2025 February 19, 2024
Independent on September 19, 2023 (First Period)**
Commissioner***
2 Pahala Vice President Jakarta EGMS Decision 2023-2028 February 19, 2024
Nugraha Commissioner on September 19, 2023 (First Period)
Mansury
3 Sigit Independent Solo AGMS Decision on March 2023-2028 March 15, 2023
Widyawan Commissioner 15, 2023 (Second Period)
4 Askolani Commissioner Jakarta AGMS Decision on March 2024-2029 March 4, 2024
4, 2024 (Second Period)
5 Asmawi Syam Independent Jakarta AGMS Decision on 2020-2025 June 17, 2020
Commissioner*** February 20, 2020 (First Period)
6 Septian Hario Independent Jakarta AGMS Decision on 2020-2025 August 14, 2020
Seto Commissioner*** February 20, 2020 (First Period)
116 A Heart that Serves, Growing with Indonesia
Page 119
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Name Position Domicile Basis of Appointment Term of Office Effective Date*
7 Iman Sugema Independent Bogor AGMS Decision on 2020-2025 August 14, 2020
Commissioner*** February 20, 2020 (First Period)
8 Erwin Rijanto Independent Jakarta AGMS Decision on March 2021-2026 6 August 2021
Slamet Commissioner 29, 2021 (First Period)
9 Fadlansyah Commissioner Jakarta EGMS Decision on August 2022-2027 December 23,
Lubis 31, 2022 (First Period) 2022
10 Robertus Commissioner Depok AGMS Decision on March 2023-2028 September 11,
Billitea 15, 2023 (First Period) 2023
11 Mohamad Commissioner Bogor AGMS Decision on March 2024-2029 September 2,
Yusuf 4, 2024 (First Period) 2024
Permana
*) The Board of Commissioners becomes effective after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK
Regulation No. 27/POJK.03/2016 dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
**) Following his previous term Vice President Commissioner/Independent Commissioner of BNI.
***)Effectively serving as a member of the Board of Commissioners until February 20, 2025, in connection with the expiration of the term of
office as a member of the Board of Commissioners after 5 (five) years from the date of appointment.
Composition of the Board of Commissioners for the March 26, 2024 - October 8, 2025 Period
On March 26, 2025, the 2025 Annual General Meeting of Shareholders (AGMS) resolved to change the
composition of BNI’s Board of Commissioners as follows:
1. To honorably discharge the following individuals from their positions as members of the Company’s
Board of Commissioners:
a. Pradjoto, as President Commissioner/Independent Commissioner;
b. Pahala Nugraha Mansury, as Vice President Commissioner;
c. Septian Hario Seto, as Independent Commissioner;
d. Iman Sugema, as Independent Commissioner;
e. Asmawi Syam, as Independent Commissioner;
f. Sigit Widyawan, as Independent Commissioner;
g. Erwin Rijanto Slamet, as Independent Commissioner;
h. Robertus Billitea, as Commissioner;
i. Fadlansyah Lubis, as Commissioner;
j. Mohamad Yusuf Permana, as Commissioner;
k. Askolanii, as Commissioner.
2. To appoint the following individuals as members of the Company’s Board of Commissioners:
a. Omar Sjawaldy Anwar, as President Commissioner/Independent Commissioner;
b. Tedi Bharata, as Vice President Commissioner;
c. Suminto, as Commissioner;
d. Donny Hutabarat, as Commissioner;
e. Vera Febyanthy, as Independent Commissioner;
f. Didik Junaedi Rachbini, as Independent Commissioner.
Accordingly, the composition of the Board of Commissioners for the period from March 26, 2025 to October
8, 2025 comprised 6 (six) members, consisting of 1 (one) President Commissioner concurrently serving as
an Independent Commissioner, 1 (one) Vice President Commissioner, 2 (two) Independent Commissioners,
and 2 (two) Commissioners. The composition and basis for the appointment of the Board of Commissioners
can be seen in the table below. [ACGS (B).D.4.1]
2025 Annual Report
117
PT Bank Negara Indonesia (Persero) Tbk
Page 120
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Composition and Basis for Appointing the Board of Commissioners
No Name Position Domicile Basis of Appointment Term of Office Effective Date*
1 Omar Sjwaldy Anwar President Jakarta AGMS Decision on March 2025-2030 June 30, 2025
Commissioner/ 26, 2025 (First Period)
Independent
Commissioner
2 Tedi Bharata Vice President Jakarta AGMS Decision on March 2025-2030 June 5, 2025
Commissioner 26, 2025 (First Period)
3 Vera Febyanthy Independent Jakarta AGMS Decision on March 2025-2030 August 13, 2025
Commissioner 26, 2025 (First Period)
4 Didik Junaedi Independent Depok AGMS Decision on March 2025-2030 August 13, 2025
Rachbini Commissioner 26, 2025 (First Period)
5 Suminto Commissioner Jakarta AGMS Decision on March 2025-2030 August 13, 2025
26, 2025 (First Period)
6 Donny Hutabarat Commissioner Jakarta AGMS Decision on March 2025-2030 October 16,
26, 2025 (First Period) 2025
*) The Board of Commissioners becomes effective after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK
Regulation No. 27/POJK.03/2016 dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
Composition of the Board of Commissioners for the October 8, 2025 - December 15, 2025
Period
On December 15, 2025, the 2025 Extraordinary General Meeting of Shareholders (EGMS) resolved to
change the composition of BNI’s Board of Commissioners, namely to confirm the honorable discharge of
Mr. Suminto from his position as Commissioner effective October 8, 2025 and to appoint Mr. Febrio Nathan
Kacaribu as Commissioner.
Accordingly, the composition of the Board of Commissioners for the period from October 8, 2025 to December
15, 2025 comprised 5 (five) members, consisting of 1 (one) President Commissioner concurrently serving as
an Independent Commissioner, 1 (one) Vice President Commissioner, 2 (two) Independent Commissioners,
and 1 (one) Commissioner. Details on the composition of the Board of Commissioners and the legal basis of
their appointments are presented in the table below. [ACGS (B).D.4.1]
Composition and Basis for Appointing the Board of Commissioners
No Name Position Domicile Basis of Appointment Term of Office Effective Date*
1 Omar Sjwaldy Anwar President Jakarta AGMS Decision on March 2025-2030 June 30, 2025
Commissioner/ 26, 2025 (First Period)
Independent
Commissioner
2 Tedi Bharata Vice President Jakarta AGMS Decision on March 2025-2030 June 5, 2025
Commissioner 26, 2025 (First Period)
3 Vera Febyanthy Independent Jakarta AGMS Decision on March 2025-2030 August 13, 2025
Commissioner 26, 2025 (First Period)
4 Didik Junaedi Independent Depok AGMS Decision on March 2025-2030 August 13, 2025
Rachbini Commissioner 26, 2025 (First Period)
5 Donny Hutabarat Commissioner Jakarta AGMS Decision on March 2025-2030 October 16,
26, 2025 (First Period) 2025
*) The Board of Commissioners becomes effective after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK
Regulation No. 27/POJK.03/2016 dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
118 A Heart that Serves, Growing with Indonesia
Page 121
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Composition of the Board of Commissioners for the December 15, 2024 – December 31, 2025
Period
Subsequently, the composition of the Board of Commissioners for the period from December 15, 2025 to
December 31, 2025 comprised 6 (six) members, consisting of 1 (one) President Commissioner concurrently
serving as an Independent Commissioner, 1 (one) Vice President Commissioner, 2 (two) Independent
Commissioners, and 2 (two) Commissioners. [ACGS (B).D.4.1]
Composition and Basis for Appointing the Board of Commissioners
No Name Position Domicile Basis of Appointment Term of Office Effective Date*
1 Omar Sjwaldy Anwar President Jakarta AGMS Decision on March 2025-2030 June 30, 2025
Commissioner/ 26, 2025 (First Period)
Independent
Commissioner
2 Tedi Bharata Vice President Jakarta AGMS Decision on March 2025-2030 June 5, 2025
Commissioner 26, 2025 (First Period)
3 Vera Febyanthy Independent Jakarta AGMS Decision on March 2025-2030 August 13, 2025
Commissioner 26, 2025 (First Period)
4 Didik Junaedi Independent Depok AGMS Decision on March 2025-2030 August 13, 2025
Rachbini Commissioner 26, 2025 (First Period)
5 Donny Hutabarat Commissioner Jakarta AGMS Decision on March 2025-2030 October 16,
26, 2025 (First Period) 2025
6 Febrio Nathan Commissioner Jakarta EGMS Decision on 2025-2030 (Fit and proper
Kacaribu Decem-ber (First Period) test process by
15, 2025 OJK)
*) The Board of Commissioners becomes effective after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK
Regulation No. 27/POJK.03/2016 dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
2025 Annual Report
119
PT Bank Negara Indonesia (Persero) Tbk
Page 122
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Board of Directors’ Profile [ACGS C.2.5, D.4.1]
PUTRAMA WAHJU SETYAWAN
President Director
Age
56 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Bekasi, Indonesia
Education and/or Certification
• Bachelor’s Degree in Forestry from Universitas Gadjah
Mada, Indonesia
• Master’s Degree in Management from Universitas Gadjah
Mada, Indonesia
• Certified in Risk Management Competency, Qualification
Level 7 by the Banking Professional Certification Institute
(LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Director of Corporate Banking, PT Bank Negara Indonesia
Appointed as President Director of BNI pursuant to the (Persero) Tbk. (2018-2020)
resolution of the Annual General Meeting of Shareholders • Director of Treasury and International Banking, PT Bank
held on March 26, 2025, as notarized in the Deed of the Annual Negara Indonesia (Persero) Tbk. (2020)
General Meeting of Shareholders of PT Bank Negara Indonesia • President Director of PT Jaminan Kredit Indonesia (2020-
(Persero) Tbk No. 36 dated March 26, 2025, and having 2022)
obtained approval from the Financial Services Authority (OJK) • Treasury Director of PT Bank Negara Indonesia (Persero)
on June 5, 2025. Tbk. (2022-2023)
• Retail Banking Director of PT Bank Negara Indonesia
Term of Office (Persero) Tbk. (2023-2024)
2022-2027 (First Period) • Deputy President Director of PT Bank Negara Indonesia
(Persero) Tbk. (2024-2025)
Concurrent Positions • President Director of PT Bank Negara Indonesia (Persero)
BNI: Tbk. (2025 – present)
Concurrently, serves as Chairman/Deputy Chairman/Member
of committees under the Board of Directors, as described in Affiliated Relationships
the Corporate Governance chapter of the Committees under Has no affiliated relationships with members of the Board of
the Board of Directors sub-chapter. Directors, the Board of Commissioners or with the Majority
and Controlling Shareholders, either directly or indirectly with
Other Public Companies: individual owners.
Does not hold concurrent positions in other public companies.
Education and Training in 2025
Other Institutions: Education and training in 2025 is presented separately in the
Has no affiliated relationships with members of the Board of Training and/or Competency Improvement section of the
Directors, the Board of Commissioners or with the Majority Board of Directors in this Annual Report.
and Controlling Shareholders, either directly or indirectly with
individual owners. BBNI Share Ownership as at December 31, 2025
5,997,426 shares
120 A Heart that Serves, Growing with Indonesia
Page 123
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
ALEXANDRA ASKANDAR
Deputy President Director
Age
53 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s Degree in Economics from Universitas
Indonesia
• Master’s Degree in Finance from Boston University, USA
• Certified in Risk Management Competency, Qualification
Level 7 by the Banking Professional Certification Institute
(LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Senior Executive Vice President Corporate Banking of PT
Appointed as Vice President Director of BNI pursuant to the Bank Mandiri (Persero) Tbk. (2016-2018)
resolution of the Annual General Meeting of Shareholders • Director of Institutional Relations, PT Bank Mandiri (Persero)
held on March 26, 2025, as notarized in the Deed of the Annual Tbk. (2018-2019)
General Meeting of Shareholders of PT Bank Negara Indonesia • Director of Corporate Banking, PT Bank Mandiri (Persero)
(Persero) Tbk No. 36 dated March 26, 2025, and having Tbk. (2019-2020)
obtained approval from the Financial Services Authority (OJK) • Vice President Director of PT Bank Mandiri (Persero) Tbk.
on June 5, 2025. (2020- 2025)
• Deputy President Director of PT Bank Negara Indonesia
Term of Office (Persero) Tbk (2025-present)
2025-2030 (First Period)
Affiliated Relationships
Concurrent Positions Has no affiliated relationships with members of the Board of
BNI: Directors, the Board of Commissioners or with the Majority
Concurrently, serves as Chairman/Deputy Chairman/Member and Controlling Shareholders, either directly or indirectly with
of committees under the Board of Directors, as described in individual owners.
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter. Education and Training in 2025
Education and training in 2025 is presented separately in the
Other Public Companies: Training and/or Competency Improvement section of the
Does not hold concurrent positions in other public companies. Board of Directors in this Annual Report.
Other Institutions: BBNI Share Ownership as at December 31, 2025
Does not hold concurrent positions, whether as a member of Does not own BBNI shares
the Board of Directors, member of the Board of Commissioners,
or other positions.
2025 Annual Report
121
PT Bank Negara Indonesia (Persero) Tbk
Page 124
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
HUSSEIN PAOLO
KARTADJOEMENA
Finance & Strategy Director
Age
46 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s Degree in Economics from Harvard University
(2002)
• Certified in Risk Management Competency, Qualification
Level 7 by the Banking Professional Certification Institute
(LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • SVP Corporate Development of PT Bank Mandiri (Persero)
Appointed as a Director of BNI pursuant to the resolution of Tbk (2012)
the Annual General Meeting of Shareholders held on March 4, • General Manager, Corporate Finance & Investor Relations
2024, as notarized in the Deed of the Annual General Meeting of PT Apexindo Pratama Duta Tbk (2014)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Chief Executive Officer of PT Royal Indo Mandiri (2017)
No. 3 dated March 4, 2024, and having obtained approval from • Chief Executive Officer of PT Royal Lestari Utama (2018)
the Financial Services Authority (OJK) on August 30, 2024. • Senior Executive Vice President & Chief Transformation
Officer of PT Bank Mandiri (Persero) Tbk (2020)
Term of Office • Senior Executive Vice President - Corporate Development
2024-2029 (First Period) & Transformation, PT Bank Negara Indonesia (Persero) Tbk
(2020-2024)
Concurrent Positions • President Commissioner of PT Bank Hibank Indonesia
BNI: (2023-2024)
Concurrently, serves as Chairman/Deputy Chairman/Member • Digital and Integrated Transaction Banking Director of PT
of committees under the Board of Directors, as described in Bank Negara Indonesia (Persero) Tbk (2024-2025)
the Corporate Governance chapter of the Committees under • Finance & Strategy Director of PT Bank Negara Indonesia
the Board of Directors sub-chapter. (Persero) Tbk (2025-present)
Other Public Companies: Affiliated Relationships
Does not hold concurrent positions in other public companies. Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Other Institutions: and Controlling Shareholders, either directly or indirectly with
Does not hold concurrent positions, whether as a member of individual owners.
the Board of Directors, member of the Board of Commissioners,
or other positions. Education and Training in 2025
Education and training in 2025 is presented separately in
the Training and/or Competency Improvement section of the
Board of Directors in this Annual Report.
BBNI Share Ownership as at December 31, 2025
3,075,911 shares
122 A Heart that Serves, Growing with Indonesia
Page 125
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
CORINA LEYLA KARNALIES
Consumer Banking Director
Age
57 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Physics Degree from the Universitas
Indonesia (1992)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s • Credit Support & Risk Management Division Head of PT
Board of Directors Bank CIMB Niaga Tbk (2005)
Appointed as a Director of BNI pursuant to the resolution of the • Retail Collection & Recovery Group Head of PT Bank CIMB
Annual General Meeting of Shareholders held on February 20, Niaga Tbk (2006)
2020, as notarized in the Deed of the Annual General Meeting • Collection & Recovery Head Consumer Banking of ABN
of Shareholders of PT Bank Negara Indonesia (Persero) No. 21 Amro Bank (2007)
dated February 20, 2020, and having obtained approval from • Collection & Recovery Head RBS/A of Amro Bank (2007)
the Financial Services Authority (OJK) on June 25, 2020. • VP Deputy Division Head Operations Credit Card & Acquiring
Business, PT Bank Negara Indonesia (Persero) Tbk (2010)
Reappointed as a Director of BNI pursuant to the resolution of • VP Deputy Division Head Collection Management, PT Bank
the Annual General Meeting of Shareholders held on March 26, Negara Indonesia (Persero) Tbk (2013)
2025, as notarized in the Deed of the Annual General Meeting • SVP – Division Head, Card Business, PT Bank Negara
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk Indonesia (Persero) Tbk (2015)
No. 36 dated March 26, 2025. • SVP – Division Head, Product Development Management,
PT Bank Negara Indonesia (Persero) Tbk (2018)
Term of Office • SVP – Division Head, Data Management dan Analytic, PT
2020-2025 (First Period) Bank Negara Indonesia (Persero) Tbk (2019)
2025-2030 (Second Period) • Consumer Banking Director of PT Bank Negara Indonesia
(Persero) Tbk (2020-2023)
Concurrent Positions • Digital & Integrated Transaction Banking Director of PT
BNI: Bank Negara Indonesia (Persero) Tbk (2023-2024)
Concurrently, serves as Chairman/Deputy Chairman/Member • Retail Banking Director of PT Bank Negara Indonesia
of committees under the Board of Directors, as described in (Persero) Tbk (2024–2025)
the Corporate Governance chapter of the Committees under • Consumer Banking Director of PT Bank Negara Indonesia
the Board of Directors sub-chapter. (Persero) Tbk (2025–present)
Other Public Companies: Affiliated Relationships
Does not hold concurrent positions in other public companies. Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Other Institutions: and Controlling Shareholders, either directly or indirectly with
Does not hold concurrent positions, whether as a member of individual owners.
the Board of Directors, member of the Board of Commissioners,
or other positions. Education and Training in 2025
Education and training in 2025 is presented separately in
Work Experience the Training and/or Competency Improvement section of the
• Senior Collector/Leader of Citibank (1995) Board of Directors in this Annual Report.
• Collection Head of Standard Chartered Bank (1997)
• Collection & Recovery Head of Bank Universal (1999) BBNI Share Ownership as at December 31, 2025
• Credit Department Manager of Bank Universal (2000) 5,513,174 shares
• Deputy Card Management Bank Universal (2003)
• Operation Credit Card Division Head PT Bank Permata Tbk
(2003)
2025 Annual Report
123
PT Bank Negara Indonesia (Persero) Tbk
Page 126
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
DAVID PIRZADA
Risk Management Director
Age
57 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Science in Electrical Engineering from
Northeastern University, Boston, Massachusetts, USA
(1990)
• Master of Business Administration in Business
Management from New Hampshire College Manchester,
USA (1992)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Account Officer of The Bank of Tokyo – Mitsubishi UFJ Ltd
Appointed as a Director of BNI pursuant to the resolution (1993)
of the Extraordinary General Meeting of Shareholders • Senior Analyst of The Bank of Tokyo – Mitsubishi UFJ Ltd
held on September 2, 2020, as notarized in the Deed of the (2000)
Extraordinary General Meeting of Shareholders of PT Bank • Co-Head of Commercial Portfolio Administration of the
Negara Indonesia (Persero) Tbk No. 1 dated September Bank of Tokyo – Mitsubishi UFJ Ltd (2005)
2, 2020, and having obtained approval from the Financial • Head of Commercial Portfolio Administration of The Bank
Services Authority (OJK) on November 30, 2020. of Tokyo – Mitsubishi UFJ Ltd (2007)
• Head of Credit and Market Middle Department of The Bank
Reappointed as a Director of BNI pursuant to the resolution of of Tokyo – Mitsubishi UFJ Ltd (2009)
the Annual General Meeting of Shareholders held on March 26, • Head of Risk Administration Department of The Bank of
2025, as notarized in the Deed of the Annual General Meeting Tokyo – Mitsubishi UFJ Ltd (2010)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Country Chief Risk Officer of The Bank of Tokyo – Mitsubishi
No. 36 dated March 26, 2025. UFJ Ltd (2015)
• SEVP Wholesale Risk of PT Bank Mandiri (Persero) Tbk
Term of Office (2018)
2020-2025 (First Period) • Risk Management Director of PT Bank Negara Indonesia
2025-2030 (Second Period) (Persero) Tbk (2020-present)
Concurrent Positions Affiliated Relationships
BNI: Has no affiliated relationships with members of the Board of
Concurrently, serves as Chairman/Deputy Chairman/Member Directors, the Board of Commissioners or with the Majority
of committees under the Board of Directors, as described in and Controlling Shareholders, either directly or indirectly with
the Corporate Governance chapter of the Committees under individual owners.
the Board of Directors sub-chapter.
Education and Training in 2025
Other Public Companies: Education and training in 2025 is presented separately in
Does not hold concurrent positions in other public companies. the Training and/or Competency Improvement section of the
Board of Directors in this Annual Report.
Other Institutions:
Does not hold concurrent positions, whether as a member of BBNI Share Ownership as at December 31, 2025
the Board of Directors, member of the Board of Commissioners, 4,866,684 shares
or other positions.
124 A Heart that Serves, Growing with Indonesia
Page 127
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
RONNY VENIR
Operations Director
Age
58 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Animal Husbandry from Universitas
Padjadjaran (1993)
• Master’s degree in Agribusiness from Institut Pertanian
Bogor (2000)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s • Relationship Manager of Small Business Marketing, Small
Board of Directors Business Division, PT Bank Negara Indonesia (Persero) Tbk
Appointed as a Director of BNI pursuant to the resolution (2005)
of the Extraordinary General Meeting of Shareholders • AVP, Small Business Marketing, Small Business Division,
held on September 2, 2020, as notarized in the Deed of the PT Bank Negara Indonesia (Persero) Tbk (2006)
Extraordinary General Meeting of Shareholders of PT Bank • Team Leader of Business Development, Small Business
Negara Indonesia (Persero) Tbk No. 1 dated September Division, PT Bank Negara Indonesia (Persero) Tbk (2007)
2, 2020, and having obtained approval from the Financial • Head of Small Credit Center, Graha Pangeran Surabaya, PT
Services Authority (OJK) on November 5, 2020. Bank Negara Indonesia (Persero) Tbk (2008)
• Deputy Division Head, Small Business, PT Bank Negara
Reappointed as a Director of BNI pursuant to the resolution of Indonesia (Persero) Tbk (2010)
the Annual General Meeting of Shareholders held on March 26, • Deputy Division Head, Commercial & Smalll Business, PT
2025, as notarized in the Deed of the Annual General Meeting Bank Negara Indonesia (Persero) Tbk (2012)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Head of Business Banking, Palembang Regional Office, PT
No. 36 dated March 26, 2025. Bank Negara Indonesia (Persero) Tbk (2014)
• Regional Head, 02 (Sumbar, Riau, Kepri), PT Bank Negara
Term of Office Indonesia (Persero) Tbk (2016)
2020-2025 (First Period) • Regional Head, 12 (Jakarta Kota) PT Bank Negara Indonesia
2025-2030 (Second Period) (Persero) Tbk (2017)
• Head of Small Business Division, PT Bank Negara Indonesia
Concurrent Positions (Persero) Tbk (2018)
BNI: • SEVP, Medium Business, PT Bank Negara Indonesia
Concurrently, serves as Chairman/Deputy Chairman/Member (Persero) Tbk (2018)
of committees under the Board of Directors, as described in • SEVP,Network, PT Bank Negara Indonesia (Persero) Tbk
the Corporate Governance chapter of the Committees under (2019)
the Board of Directors sub-chapter. • Network & Services Director of PT Bank Negara Indonesia
(Persero) Tbk (2020-2025)
Other Public Companies: • Operations Director of PT Bank Negara Indonesia (Persero)
Does not hold concurrent positions in other public companies. Tbk (2025-present)
Other Institutions: Affiliated Relationships
Does not hold concurrent positions, whether as a member of Has no affiliated relationships with members of the Board of
the Board of Directors, member of the Board of Commissioners, Directors, the Board of Commissioners or with the Majority
or other positions. and Controlling Shareholders, either directly or indirectly with
individual owners.
Work Experience
• Manager of Business Marketing, Tebet Branch, PT Bank Education and Training in 2025
Negara Indonesia (Persero) Tbk (1995) Education and training in 2025 is presented separately in
• Supervisor of Product marketing, Pecenongan Branch, PT the Training and/or Competency Improvement section of the
Bank Negara Indonesia (Persero) Tbk (1997) Board of Directors in this Annual Report.
• Manager of Business Services Coordination, PT Bank
Negara Indonesia (Persero) Tbk (2003) BBNI Share Ownership as at December 31, 2025
• Manager of Partnership & Program Marketing, PT Bank 5,546,296 shares
Negara Indonesia (Persero) Tbk (2004)
2025 Annual Report
125
PT Bank Negara Indonesia (Persero) Tbk
Page 128
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
TOTO PRASETIO
Information Technology Director
Age
59 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Vordiplom in Mechanical Engineering from University of
Stuttgart, Germany (1989)
• Diplom-Ingenieur (Dipl.-Ing.) in Mechanical Engineering
from University of Stuttgart, Germany (1992)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Head of IT Project Management, PT Bank Mega Tbk (2015-
Appointed as a Director of BNI pursuant to the resolution of 2017)
the Extraordinary General Meeting of Shareholders held on • Group Head IT Application Support of PT Bank Mandiri
August 31, 2022, as notarized in the Deed of the Extraordinary (Persero) Tbk (2017-2019)
General Meeting of Shareholders of PT Bank Negara Indonesia • SEVP Information Technology of PT Bank Mandiri (Persero)
(Persero) Tbk No. 16 dated August 31, 2022, and having Tbk (2019-2022)
obtained approval from the Financial Services Authority (OJK) • Technology & Operations Director of PT Bank Negara
on January 26, 2023. Indonesia (Persero) Tbk (2022-2025)
• Information Technology Director of PT Bank Negara
Term of Office Indonesia (Persero) Tbk (2025-present)
2022-2027 (First Period)
Affiliated Relationships
Concurrent Positions Has no affiliated relationships with members of the Board of
BNI: Directors, the Board of Commissioners or with the Majority
Concurrently, serves as Chairman/Deputy Chairman/Member and Controlling Shareholders, either directly or indirectly with
of committees under the Board of Directors, as described in individual owners.
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter. Education and Training in 2025
Education and training in 2025 is presented separately in
Other Public Companies: the Training and/or Competency Improvement section of the
Does not hold concurrent positions in other public companies. Board of Directors in this Annual Report.
Other Institutions: BBNI Share Ownership as at December 31, 2025
Does not hold concurrent positions, whether as a member of 4,222,896 shares
the Board of Directors, member of the Board of Commissioners,
or other positions.
126 A Heart that Serves, Growing with Indonesia
Page 129
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
AGUNG PRABOWO
Corporate Banking Director
Age
55 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Accounting and Business
Administration from University of Kansas, USA (1994)
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Director of PT UBS Sekuritas Indonesia (2013-2021)
Appointed as a Director of BNI pursuant to the resolution of • President Director of PT BNI Sekuritas (2021-2024)
the Annual General Meeting of Shareholders held on March 4, • Wholesale and International Banking Director of PT Bank
2024, as notarized in the Deed of the Annual General Meeting Negara Indonesia (Persero) Tbk (2024-2025)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Corporate Banking Director of PT Bank Negara Indonesia
No. 3 dated March 4, 2024, and having obtained approval from (Persero) Tbk (2025-present)
the Financial Services Authority (OJK) on October 7, 2024.
Affiliated Relationships
Term of Office Has no affiliated relationships with members of the Board of
2024-2029 (First Period) Directors, the Board of Commissioners or with the Majority
and Controlling Shareholders, either directly or indirectly with
Concurrent Positions individual owners.
BNI:
Concurrently, serves as Chairman/Deputy Chairman/Member Education and Training in 2025
of committees under the Board of Directors, as described in Education and training in 2025 is presented separately in
the Corporate Governance chapter of the Committees under the Training and/or Competency Improvement section of the
the Board of Directors sub-chapter. Board of Directors in this Annual Report.
Other Public Companies: BBNI Share Ownership as at December 31, 2025
Does not hold concurrent positions in other public companies. 1,915,356 shares
Other Institutions:
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
2025 Annual Report
127
PT Bank Negara Indonesia (Persero) Tbk
Page 130
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
MUHAMMAD IQBAL
Commercial Banking Director
Age
52 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s Degree in Industrial Engineering from Institut
Teknologi Bandung
• Master’s Degree in General Management from IPMI
International Business School
• Master of Business Administration (MBA) from Monash
University
• Certified in Risk Management Competency, Qualification
Level 7 by the Risk Management Certification Agency
(BSMR) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Enterprise & Commercial Banking Director of PT Bank
Appointed as a Director of BNI pursuant to the resolution of the Negara Indonesia (Persero) Tbk. (2022-2023)
Annual General Meeting of Shareholders held on March 26, • Institutional Banking Director of PT Bank Negara Indonesia
2025, as notarized in the Deed of the Annual General Meeting (Persero) Tbk. (2023-2024)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Director of SME and Retail Funding of PT Bank Tabungan
No. 36 dated March 26, 2025, and having obtained approval Negara (Persero) Tbk. (2024-2025)
from the Financial Services Authority (OJK) on August 12, • Commercial Banking Director of PT Bank Negara Indonesia
2025. (Persero) Tbk. (2025-present)
Term of Office Affiliated Relationships
2025-2030 (First Period) Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Concurrent Positions and Controlling Shareholders, either directly or indirectly with
BNI: individual owners.
Concurrently, serves as Chairman/Deputy Chairman/Member
of committees under the Board of Directors, as described in Education and Training in 2025
the Corporate Governance chapter of the Committees under Education and training in 2025 is presented separately in
the Board of Directors sub-chapter. the Training and/or Competency Improvement section of the
Board of Directors in this Annual Report.
Other Public Companies:
Does not hold concurrent positions in other public companies. BBNI Share Ownership as at December 31, 2025
3,064,085 shares
Other Institutions:
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
128 A Heart that Serves, Growing with Indonesia
Page 131
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
RIAN ERIANA KASLAN
Network & Retail Funding Director
Age
49 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor of Arts in Business Administration from Clark
University
• Master’s degree in International Management and
Marketing from Boston University, USA
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Executive Vice President Commonwealth Bank Indonesia
Appointed as a Director of BNI pursuant to the resolution of the Jakarta, Head of Digital Strategy & Delivery (2006-2021)
Annual General Meeting of Shareholders held on March 26, • Senior Executive Vice President Retail Digital Solutions, PT
2025, as notarized in the Deed of the Annual General Meeting Bank Negara Indonesia (Persero) Tbk. (2021-2025)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • President Commissioner, PT BNI Modal Ventura (2022-
No. 36 dated March 26, 2025, and having obtained approval 2024)
from the Financial Services Authority (OJK) on August 12, • President Commissioner, PT Hibank Indonesia (2024-2025)
2025. • Network & Retail Funding Director of PT Bank Negara
Indonesia (Persero) Tbk (2025-present)
Term of Office
2025-2030 (First Period) Affiliated Relationships
Has no affiliated relationships with members of the Board of
Concurrent Positions Directors, the Board of Commissioners or with the Majority
BNI: and Controlling Shareholders, either directly or indirectly with
Concurrently, serves as Chairman/Deputy Chairman/Member individual owners.
of committees under the Board of Directors, as described in
the Corporate Governance chapter of the Committees under Education and Training in 2025
the Board of Directors sub-chapter. Education and training in 2025 is presented separately in
the Training and/or Competency Improvement section of the
Other Public Companies: Board of Directors in this Annual Report.
Does not hold concurrent positions in other public companies.
BBNI Share Ownership as at December 31, 2025
Other Institutions: 802,397 shares
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
2025 Annual Report
129
PT Bank Negara Indonesia (Persero) Tbk
Page 132
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
ABU SANTOSA SUDRADJAT
Treasury & International Banking Director
Age
54 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s degree in Business Management from Towson
State University
• Master’s degree in International Management ffrom
Southeastern University
• Certified in Bank Risk Management Competency Level 7
by the Professional Certification Institute of the Banking
Professional Certification Agency (LSPP) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Group Head Treasury, PT Bank Mandiri (Persero) Tbk.
Appointed as a Director of BNI pursuant to the resolution of the (2019- 2020)
Annual General Meeting of Shareholders held on March 26, • GM Overseas & Singapore Branch, PT Bank Mandiri
2025, as notarized in the Deed of the Annual General Meeting (Persero) Tbk. (2020-2024)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Senior Executive Vice President International Banking &
No. 36 dated March 26, 2025, and having obtained approval Financial Institutions, Group PT Bank Mandiri (Persero) Tbk.
from the Financial Services Authority (OJK) on August 12, (2024-2025)
2025. • Treasury & International Banking Director of PT Bank
Negara Indonesia (Persero) Tbk (2025-present)
Term of Office
2025-2030 (First Period) Affiliated Relationships
Has no affiliated relationships with members of the Board of
Concurrent Positions Directors, the Board of Commissioners or with the Majority
BNI: and Controlling Shareholders, either directly or indirectly with
Concurrently, serves as Chairman/Deputy Chairman/Member individual owners.
of committees under the Board of Directors, as described in
the Corporate Governance chapter of the Committees under Education and Training in 2025
the Board of Directors sub-chapter. Education and training in 2025 is presented separately in
the Training and/or Competency Improvement section of the
Other Public Companies: Board of Directors in this Annual Report.
Does not hold concurrent positions in other public companies.
BBNI Share Ownership as at December 31, 2025
Other Institutions: Does not own BBNI shares
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
130 A Heart that Serves, Growing with Indonesia
Page 133
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
EKO SETYO NUGROHO
Istitutional Banking Director
Age
55 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s Degree in Planology from Institut Teknologi
Bandung
• Master of Business Administration (MBA) from Institut
Teknologi Bandung
• Certified in Risk Management Competency, Qualification
Level 7 by the Risk Management Certification Agency
(BSMR) (2025)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Head of Regional Office 14, PT Bank Negara Indonesia
Appointed as a Director of BNI pursuant to the resolution of the (Persero) Tbk. (2021)
Annual General Meeting of Shareholders held on March 26, • Head of the Distribution Network & Sales Division, PT Bank
2025, as notarized in the Deed of the Annual General Meeting Negara Indonesia (Persero) Tbk. (2022)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Director of Finance and Risk Management, PT Pupuk
No. 36 dated March 26, 2025, and having obtained approval Iskandar Muda (2023-2025)
from the Financial Services Authority (OJK) on August 12, • Institutional Banking Director of PT Bank Negara Indonesia
2025. (Persero) Tbk (2025-present)
Term of Office Affiliated Relationships
2025-2030 (First Period) Has no affiliated relationships with members of the Board of
Directors, the Board of Commissioners or with the Majority
Concurrent Positions and Controlling Shareholders, either directly or indirectly with
BNI: individual owners.
Concurrently, serves as Chairman/Deputy Chairman/Member
of committees under the Board of Directors, as described in Education and Training in 2025
the Corporate Governance chapter of the Committees under Education and training in 2025 is presented separately in
the Board of Directors sub-chapter. the Training and/or Competency Improvement section of the
Board of Directors in this Annual Report.
Other Public Companies:
Does not hold concurrent positions in other public companies. BBNI Share Ownership as at December 31, 2025
311,797 shares
Other Institutions:
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
2025 Annual Report
131
PT Bank Negara Indonesia (Persero) Tbk
Page 134
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
MUNADI HERLAMBANG
Human Capital & Compliance Director
Age
46 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor's degree in Chemical Engineering from Institut
Teknologi Sepuluh November (1997)
• Master’s degree in International Business from University
of London (2003)
• Doctorate in Leadership and Policy Innovation from
Universitas Gadjah Mada (2024)
• Certified in Risk Management Competency, Qualification
Level 7 by the Risk Management Certification Agency
(BSMR) (2024)
Position History
Legal Basis of Appointment as Member of the Company’s Work Experience
Board of Directors • Director of Finance, HC and Risk Management of PT Wijaya
Appointed as a Director of BNI pursuant to the resolution of Karya Bitumen (2019-2021)
the Annual General Meeting of Shareholders held on March 4, • Director of Institutional Relations of PT Jasa Raharja (2021-
2024, as notarized in the Deed of the Annual General Meeting 2024)
of Shareholders of PT Bank Negara Indonesia (Persero) Tbk • Institutional Banking Director of PT Bank Negara Indonesia
No. 3 dated March 4, 2024. (Persero) Tbk (2024-2025)
• Human Capital & Compliance Director of PT Bank Negara
The GMS approved the transfer of the former Institutional Indonesia (Persero) Tbk (2025-present)
Banking Director to become Human Capital & Compliance
Director at the Annual GMS on March 26, 2025, as notarized Affiliated Relationships
in the Deed of the Annual General Meeting of Shareholders of Has no affiliated relationships with members of the Board of
PT Bank Negara Indonesia (Persero) Tbk No. 36 dated March Directors, the Board of Commissioners or with the Majority
26, 2025, and having obtained approval from the Financial and Controlling Shareholders, either directly or indirectly with
Services Authority (OJK) on November 28, 2025. individual owners.
Term of Office Education and Training in 2025
2024-2029 (First Period) Education and training in 2025 is presented separately in
the Training and/or Competency Improvement section of the
Concurrent Positions Board of Directors in this Annual Report.
BNI:
Concurrently, serves as Chairman/Deputy Chairman/Member BBNI Share Ownership as at December 31, 2025
of committees under the Board of Directors, as described in Does not own BBNI shares
the Corporate Governance chapter of the Committees under
the Board of Directors sub-chapter.
Other Public Companies:
Does not hold concurrent positions in other public companies.
Other Institutions:
Does not hold concurrent positions, whether as a member of
the Board of Directors, member of the Board of Commissioners,
or other positions.
132 A Heart that Serves, Growing with Indonesia
Page 135
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BOARD OF DIRECTORS’ AFFILIATED RELATIONSHIPS
Financial, Familial, and Management Relationships of the Board of Directors
Familial Relationship With Financial Relationship With Management
Relations
Majority Majority
and and at BNI,
Board of Board of Board of Board of Subsidiaries
Name Position Commissioners Directors
Controlling Commissioners Directors
Controlling
Shareholder* Shareholder* and Affiliated
Companies
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Putrama Wahju President
√ √ √ √ √ √ √
Setyawan Director
Deputy
Alexandra
President √ √ √ √ √ √ √
Askandar
Director
Finance &
Hussein Paolo
Strategy √ √ √ √ √ √ √
Kartadjoemena
Director
Corina Leyla Consumer
√ √ √ √ √ √ √
Karnalies Banking
Risk
David Pirzada Management √ √ √ √ √ √ √
Director
Operations
Ronny Venir √ √ √ √ √ √ √
Director
Information
Toto Prasetio Technology √ √ √ √ √ √ √
Director
Corporate
Agung Prabowo Banking √ √ √ √ √ √ √
Director
Commercial
Muhammad
Banking √ √ √ √ √ √ √
Iqbal
Director
Network &
Rian Eriana
Retail Funding √ √ √ √ √ √ √
Kaslan
Director
Treasury and
Abu Santosa International
√ √ √ √ √ √ √
Sudradjat Banking
Director
Eko Setyo Institutional
√ √ √ √ √ √ √
Nugroho Director
Human
Munadi Capital &
√ √ √ √ √ √ √
Herlambang Compliance
Director
*) Directly or indirectly
2025 Annual Report
133
PT Bank Negara Indonesia (Persero) Tbk
Page 136
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
CHANGES IN THE BOARD OF DIRECTORS MEMBER COMPOSITION AND REASONS FOR
THE CHANGES
During 2025, there was one (1) change in the composition of the Board of Directors, implemented as part
of ongoing efforts to further strengthen BNI’s performance. Based on the resolution of the Annual General
Meeting of Shareholders for the 2024 Financial Year, held on March 26, 2025, the change in the composition
of the Board of Directors was as follow:
Composition of the Board of Directors for the January 1, 2025 - March 26, 2025 Period
For the period from January 1, 2025 to March 26, 2025, BNI’s Board of Directors comprised 12 (twelve)
members, consisting of 1 (one) President Director, 1 (one) Vice President Director, and 10 (ten) Directors.
Name Position Domicile Basis of Appointment Term of Office Effective Date*
Royke Tumilaar President Jakarta EGMS Decision 2020-2025 November 19,
Director on September 2, 2020 (First Period) 2020
Putrama Wahju Deputy President Bekasi AGMS Decision 2022-2027 September 2,
Setyawan Director on March 4, 2024 (First Period) 2024
Novita Widya Finance Director Jakarta EGMS Decision 2020-2025 November 19,
Anggraini on September 2, 2020 (First Period) 2020
Corina Leyla Retail Jakarta AGMS Decision 2020-2025 June 26, 2020
Karnalies Banking Director on February 20, 2020 (First Period)
David Pirzada Risk Jakarta EGMS Decision 2020-2025 December 1,
Management on September 2, 2020 (First Period) 2020
Director
Ronny Venir Network and Jakarta EGMS Decision 2020-2025 November 6,
Services Director on September 2, 2020 (First Period) 2020
Mucharom Human Jakarta EGMS Decision 2022-2027 January 6, 2023
Capital and on August 31, 2022 (First Period)
Compliance
Director
Toto Prasetio Technology and Jakarta EGMS Decision 2022-2027 January 31, 2023
Operations on August 31, 2022 (First Period)
Director
I Made Enterprise and Jakarta AGMS Decision 2024-2029 September 2,
Sukajaya Commercial on March 4, 2024 (First Period) 2024
Banking Director
Hussein Paolo Digital Jakarta AGMS Decision 2024-2029 September 2,
Kartadjoemena and Integrated on March 4, 2024 (First Period) 2024
Transaction
Banking Director
Agung Wholesale and Jakarta AGMS Decision 2024-2029 October 9, 2024
Prabowo International on March 4, 2024 (First Period)
Banking Director
Munadi Institutional Jakarta AGMS Decision 2024-2029 Has not been
Herlambang** Banking Director on March 4, 2024 (First Period) effective
*) The Board of Directors took office after obtaining FSA approval for the Fit and Proper Test. This is in accordance with OJK Regulation No. 27/
POJK.03/2016 dated July 22, 2016 concerning Fit and Proper Test for Main Parties of Financial Services Institutions.
**) Has not been effective
Composition of the Board of Directors for the March 26, 2025 – December 31, 2025 Period
During the period of March 26, 2025 – December 31, 2025, changes were made to the composition and
assignment of the Board of Directors pursuant to the Annual General Meeting of Shareholders (AGMS) held
on March 26, 2025, as follows:
1. To honorably discharged the following individual from their position in the Board of Directors:
a) Corina Leyla Karnalies, as Retail Banking Director
2. To ratify the honorable discharged of the following individuals from the Management of the Company:
a) Mucharom, as Human Capital and Compliance Director
b) Novita Widya Anggraini, as Fincance Director
134 A Heart that Serves, Growing with Indonesia
Page 137
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
3. To honorably discharged the following individuals from their positions in the Board of Directors:
a) Royke Tumilaar, as President Director
b) I Made Sukajaya, as Enterprise and Commercial Banking Director
c) Ronny Venir, as Network and Services Director
d) David Pirzada, as Risk Management Director
4. To reassign the following individuals as members of the Company:
a) Putrama Wahju Setyawan, formerly Deputy President Director, to become President Director.
b) Hussein Paolo Kartadjoemen, formerly Digital and Integrated Transaction Banking Director, to become
Finance & Strategy Director.
c) Munadi Herlambang, formerly Institutional Banking Director, to become Human Capital & Compliance
Director
d) Agung Prabowo, formerly Wholesale and International Banking, to become Corporate Banking
Director
e) Toto Prasetio, formerly Technology and Operations Director, to become Information Technology
Director.
5. To amend the nomenclature of the Board of Directors’ positions:
Formerly Become
a) Wholesale and International Director Treasury & International Banking Director
b) Digital and Integrated Transaction Banking Director Commercial Banking Director
c) Retail Banking Director Consumer Banking Director
d) Finance Director Finance & Strategy Director
e) Enterprise and Commercial Banking Director Corporate Banking Director
f) Institutional Banking Director Institutional Banking Director
g) Technology and Operations Director Information Technology Director
h) Network and Services Director Network & Retail Funding Director
i) - Operations Director
6. To appoint the following individuals as members of the Board of Directors:
a) Alexandra Askandar, as Deputy President Director
b) David Pirzada, as Risk Management Director
c) Corina Leyla Karnalies, as Consumer Banking Director
d) Ronny Venir, as Operations Director
e) Agung Prabowo, as Corporate Banking Director
f) Rian Kaslan, as Network & Retail Banking Director
g) Abu Santosa Sudradjat, as Treasury & International Banking Director
h) Muhammad Iqbal, as Commercial Banking Director
i) Eko Setyo Nugroho, as Institutional Director
2025 Annual Report
135
PT Bank Negara Indonesia (Persero) Tbk
Page 138
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Consequently, the composition of the Board of Directors for the period of March 26, 2025 – December 31,
2025, comprises 13 (thirteen) individuals, consisting of 1 (one) President Director, 1 (one) Deputy President
Director, and 11 (eleven) Directors. The composition and basis for the appointment of the Board of Directors
are detailed in the table below:
Name Position Domicile Basis of Appointment Term of Office Effective Date*
Putrama Wahju President Bekasi AGMS Decision 2022-2027 June 5, 2025
Setyawan Director on March 26, 2025 (First Period)
Alexandra Deputy President Jakarta AGMS Decision 2025-2030 June 5, 2025
Askandar Director on March 26, 2025 (First Period)
Hussein Paolo Finance & Jakarta AGMS Decision on March 2024-2029 September 2,
Kartadjoemena Strategy Director 4, 2024 (First Period) 2024
Corina Leyla Consumer Jakarta AGMS Decision 2020-2025 (First Period) June 26, 2020
Karnalies Banking Director on March 26, 2025 2025-2030 (Second
Period)
David Pirzada Risk Jakarta AGMS Decision 2020-2025 (First Period) December 1,
Management on March 26, 2025 2025-2030 (Second 2020
Director Period)
Ronny Venir Operations Jakarta AGMS Decision 2020-2025 (First Period) November 6,
Director on March 26, 2025 2025-2030 (Second 2020
Period)
Toto Prasetio Information Jakarta EGMS Decision 2022-2027 January 31, 2023
Technology on August 31, 2022 (First Period)
Director
Agung Corporate Jakarta AGMS Decision 2024-2029 October 9, 2024
Prabowo Banking Director on March 4, 2024 (First Period)
Muhammad Commercial Jakarta AGMS Decision 2025-2030 August 13, 2025
Iqbal Banking Director on March 26, 2025 (First Period)
Rian Eriana Network Bekasi AGMS Decision 2025-2030 August 13, 2025
Kaslan & Retail Funding on March 26, 2025 (First Period)
Director
Abu Santosa Treasury Jakarta AGMS Decision 2025-2030 August 13, 2025
Sudradjat & International on March 26, 2025 (First Period)
Banking Director
Eko Setyo Institutional Jakarta AGMS Decision 2025-2030 August 13, 2025
Nugroho Director on March 26, 2025 (First Period)
Munadi Human Jakarta AGMS Decision 2024-2029 December 1,
Herlambang Capital & on March 4, 2024 (First Period) 2025
Compliance
Director
136 A Heart that Serves, Growing with Indonesia
Page 139
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Information on Changes in the
Composition of Members of the
Board of Directors and/or Members
of the Board of Commissioners that
Occurred after the Financial Year
There were no changes in the composition of Members of the Board of Directors and/or Members of the
Board of Commissioners after the financial year 2025 until the deadline for submitting the Annual Report.
2025 Annual Report
137
PT Bank Negara Indonesia (Persero) Tbk
Page 140
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Senior Executive Vice President
Profiles
Ita Tetralastwati Victor Erico Korompis
SEVP Treasury SEVP Information Technology
Age Age
55 years old as of December 31, 2025 51 years old as of December 31, 2025
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor’s degree in Economics from Universitas Gadjah Mada (1996) • Bina Nusantara University (1992-1996)
• Advance Level Treasury Dealer Competency by the Banking • Universitas Indonesia (Master InformationTechnology) Graduated with
Professional Certification Institute (2023) Cum Laude (1999-2001)
• Competency in Financing Sub-Sector Supervision Qualification Level 6 • The Innovative Technology Leader at Standford University (2023)
by the National Professional Certification Agency (2024) • Venture Capital Executive Program oleh Berkeley University San
• Risk Management Competency Level 7 Qualification by the Banking Fransisco (2024)
Professional Certification Institute (2025) • Risk Management Competency Level 7 Qualification by the Banking
Professional Certification Institute (LSPP) (2025).
Position History
Legal Basis of Appointment as the Company’s SEVP Position History
Appointed as SEVP Treasury based on Decision of the Board of Directors Legal Basis of Appointment as the Company’s SEVP
of PT Bank Negara Indonesia (Persero) Tbk No. KP/374/ DIR/R dated Appointed as SEVP Information Technology based on PT Bank Negara
November 9, 2020. Indonesia (Persero) Tbk Board of Directors Decision No. DIR/006/R dated
January 20, 2023.
Concurrent Positions
BNI Concurrent Positions
No concurrent positions at BNI. BNI
No concurrent positions at BNI.
Others Public Companies
Does not hold concurrent positions in other public companies. Others Public Companies
Does not hold concurrent positions in other public companies.
Other Institutions
Commissioner of PT BNI Multifinance (2024 – present) – Financial Services Other Institutions
Authority Decision Number KEP 147/PL.02/2025 dated July 2, 2025 President Commissioner of PT BNI Modal Ventura (2024 – present)
Work Experience Work Experience
• Money Market Dealer, PT Bank Pembangunan Indonesia (Persero) • IBM Business Partner - PT Mitra Integrasi Komputindo (1996-2002)
(1998-1999) • AVP, IT Programme Management Office Head – PT Bank Danamon
• Cash & Liquidity Dealer, PT Bank Mandiri (Persero) Tbk (1999- 2007) Indonesia Tbk (2001-2004)
• Fixed Income Dealer, PT Bank Mandiri (Persero) Tbk (2007-2008) • Vice President, IT Cons. Finance, Touchpoint & Payment Head – PT
• Money Market Dealer, PT Bank Mandiri (Persero) Tbk (2008-2009) Bank Danamon Indonesia Tbk (2004-2007)
• Chief Dealer Treasury Cash & Liquidity Management, PT Bank Mandiri • Senior VP, IT Electronic Channels and Card Head (2007–2010)
(Persero) Tbk (2009-2011) • Executive VP, IT Business Solution & System Integration Head – PT
• Vice President Treasury Interest Rate Trading, PT Bank Mandiri Bank Danamon Indonesia Tbk (2010–2016)
(Persero) Tbk (2011-2015) • Acting Chief Information Officer - PT Bank Danamon Indonesia Tbk
• Vice President Treasury FX Trading, PT Bank Mandiri (Persero) Tbk (2015–2016)
(2015-2016) • Senior Vice President, Head of Information Technology - PT Bank
• Senior Vice President Market Risk, PT Bank Mandiri (Persero) Tbk Mandiri (Persero) Tbk (2016–2018)
(2016-2018) • Senior Vice President, Head of Digital Banking Delivery Group - PT
• Non Executive Director Bank Mandiri Europe Limited (2018-2020) Bank Mandiri (Persero) Tbk (2019-2022)
• Senior Vice President Market & Operational Risk, PT Bank Mandiri • Senior Executive Vice President Information Technology – PT Bank
(Persero) Tbk (2020) Negara Indonesia (Persero) Tbk (2023–present)
• Senior Executive Vice President Treasury, PT Bank Negara Indonesia
(Persero) Tbk (2020-present) Affiliated Relationship
No affiliations with members of the Board of Directors and Board of
Affiliated Relationship Commissioners, or with the majority and controlling shareholder.
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder. Training in 2025
Data can be found in the Senior Executive Vice President (SEVP)
Training in 2025 Competency Development section in the Company Profile chapter of this
Data can be found in the Senior Executive Vice President (SEVP) Annual Report.
Competency Development section in the Company Profile chapter of this
Annual Report.
138 A Heart that Serves, Growing with Indonesia
Page 141
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Steven Suryana Bun Hendra
SEVP Wealth Management SEVP Credit Risk
Age Age
53 years old as of December 31, 2025 48 years old as of December 31, 2025
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor of Economics Degree from Universitas Tarumanegara • Bachelor of Engineering Degree from Universitas Tarumanagara
(1995) (1995-1999)
• Risk Management Competency Level 7 Qualification by the • Master of Management from Universitas Indonesia (2001-2003)
Banking Professional Certification Institute (LSPP) (2025) • Risk Management Competency Level 7 Qualification by the
Banking Professional Certification Institute (LSPP) (2025)
Position History
Legal Basis of Appointment as the Company’s SEVP Position History
Appointed as SEVP Wealth Management based on PT Bank Negara Legal Basis of Appointment as the Company’s SEVP
Indonesia (Persero) Tbk Board of Directors Decision No. DIR/062 Appointed as SEVP Credit Risk based on PT Bank Negara Indonesia
dated May 16, 2023. (Persero) Tbk Board of Directors Decision No. KP/743/DIR/R dated
October 25, 2023
Concurrent Positions
BNI Concurrent Positions
No concurrent positions at BNI. BNI
No concurrent positions at BNI.
Others Public Companies
Does not hold concurrent positions in other public companies. Others Public Companies
Does not hold concurrent positions in other public companies.
Other Institutions
Does not hold concurrent positions, whether as a member of the Other Institutions
Board of Directors, member of the Board of Commissioners, or other Does not hold concurrent positions, whether as a member of the
positions. Board of Directors, member of the Board of Commissioners, or other
positions.
Work Experience
• General Manager – Standard Chartered Bank Philippines (2007) Work Experience
• Head of Wealth Management - ABN AMRO Bank (Royal bank of • SVP and Credit Review Division Co Head - PT Bank Ekonomi
Scotland) (2007-2010) Rahardja Tbk. (2010 – 2013)
• Group Head, Sales & Marketing – PT Manulife Aset Manajemen • Director, Head of Research & Analysis, Indonesia – PT ANZ
Indonesia (2010-2011) Indonesia (2014 – 2016)
• SVP & Head of Wealth Management – HSBC Indonesia (2011 – • Executive Vice President, Global Corporate Credit Head - PT Bank
2019) CIMB Niaga Tbk (2016-2019)
• Director, Retail Banking Head – Citibank Indonesia (2019 - 2023) • Executive Director, Head of Credit Risk Specialist - PT Bank DBS
• Senior Executive Vice President Wealth Management - PT Bank Indonesia (2019 – 2023)
Negara Indonesia (Persero) Tbk (2023 – present) • Senior Executive Vice President Credit Risk - PT Bank Negara
Indonesia (Persero) Tbk. (2023 – present)
Affiliated Relationship
No affiliations with members of the Board of Directors and Board of Affiliated Relationship
Commissioners, or with the majority and controlling shareholder. No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder.
Training in 2025
Data can be found in the Senior Executive Vice President (SEVP) Training in 2025
Competency Development section in the Company Profile chapter Data can be found in the Senior Executive Vice President (SEVP)
of this Annual Report. Competency Development section in the Company Profile chapter
of this Annual Report.
2025 Annual Report
139
PT Bank Negara Indonesia (Persero) Tbk
Page 142
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Pancaran Affendi Andy Yusdiman
SEVP Wholesale Solutions & Value Chain SEVP Commercial & SME
Age Age
52 years old as of December 31, 2025 53 years old as of December 31, 2025
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Organizational Leadership - IMD Business School (2014) • Bachelor of Accounting Degree from Universitas Islam Bandung
• Civil Engineering - Universitas Tarumanegara (1997) Tahun (1997)
• Risk Management Competency Level 7 Qualification by the • Master’s Degree in Finance from Universitas Gadjah Mada Tahun
Banking Professional Certification Institute (LSPP) (2024) (2010)
• Risk Management Competency Level 7 Qualification by the
Position History Banking Professional Certification Institute (BSMR) (2025)
Legal Basis of Appointment as the Company’s SEVP
Appointed as SEVP Corporate Banking based on PT Bank Negara Position History
Indonesia (Persero) Tbk Board of Directors Decision No. KP/742/ Legal Basis of Appointment as the Company’s SEVP
DIR/R dated October 25, 2023. Appointed as SEVP Commercial & SME based on PT Bank Negara
Indonesia (Persero) Tbk Board of Directors Decision No. KP/350/
Concurrent Positions DIR/R dated July 28, 2025
BNI
No concurrent positions at BNI. Concurrent Positions
BNI
Others Public Companies No concurrent positions at BNI.
Does not hold concurrent positions in other public companies.
Others Public Companies
Other Institutions Does not hold concurrent positions in other public companies.
Commissioner of BNI Sekuritas (2024).
Other Institutions
Work Experience Does not hold concurrent positions, whether as a member of the
• Civil Structural Designer, PT Partono Fondas (1997 – 1998) Board of Directors, member of the Board of Commissioners, or other
• Assistant to BOC, RM, Corporate Banking Analyst, PT Bank Central positions.
Asia Tbk (1998 – 2004)
• AVP - Corporate Banking, DBS Bank (2004 – 2005) Work Experience
• VP – Corporate Banking, ABN AMRO Bank N.V (2005 –2008) • Deputy leader of Commercial Banking Division (2021 - 2023)
• Managing Director – Country Head of Global Corporate & • Area Head - Regional Office 09 (2023 - 2024)
Institutional Banking MUFG Bank (2008 -2023) • Regional CEO - Regional Office 09 (2024 - 2025)
• SEVP Corporate Banking, PT Bank Negara Indonesia (Persero) Tbk • Senior Executive Vice President (SEVP) Commercial & SME (2025
(2023 - 2024) – present)
• SEVP Wholesale Solutions & Value Chain, PT Bank Negara
Indonesia (Persero) Tbk (2024 - present) Affiliated Relationship
No affiliations with members of the Board of Directors and Board of
Affiliated Relationship Commissioners, or with the majority and controlling shareholder.
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder. Training in 2025
Data can be found in the Senior Executive Vice President (SEVP)
Training in 2025 Competency Development section in the Company Profile chapter
Data can be found in the Senior Executive Vice President (SEVP) of this Annual Report.
Competency Development section in the Company Profile chapter
of this Annual Report.
140 A Heart that Serves, Growing with Indonesia
Page 143
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Efrizal Saridatun
SEVP Government Solution SEVP Remedial & Recovery
Age Age
55 years old as of December 31, 2025 53 years old as of December 31, 2025
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor of Civil Law from Universitas Andalas (1995) • Bachelor’s Degree in Agro-Industrial Technology from Universitas
• Master’s Degree in Marketing Management from Universitas Gadjah Mada (1994)
Negeri Padang (2013) • Master’s Degree in Management Accounting from Universitas
• Executive Development: Developing Strategic Thinking & Action Gadjah Mada (1996)
oleh Melbourne Business School (2023) • Risk Management Competency Level 7 Qualification by the
• SESPIBANK Batch 78 Resilient Leadership to Strengthen the Banking Professional Certification Institute (2025)
Business Ecosystem Sustainability from LPPI (2024)
• Risk Management Competency Level 7 Qualification by the Position History
Banking Professional Certification Institute (2025) Legal Basis of Appointment as the Company’s SEVP
Appointed as SEVP Remedial & Recovery based on PT Bank Negara
Position History Indonesia (Persero) Tbk Board of Directors Decision No. KP/283/
Legal Basis of Appointment as the Company’s SEVP DIR/R dated June 25, 2025
• Appointed as Acting SEVP Government & Solution based on
Board of Directors Decision of PT Bank Negara Indonesia (Persero) Concurrent Positions
Tbk. No. KP/350/DIR/R dated July 28, 2025 BNI
• Appointed as SEVP Government Solution on PT Bank Negara No concurrent positions at BNI.
Indonesia (Persero) Tbk Board of Directors Decision No. KP/2410/
HCE/1/R dated November 6, 2025 Others Public Companies
Does not hold concurrent positions in other public companies.
Concurrent Positions
BNI Other Institutions
No concurrent positions at BNI. Does not hold concurrent positions, whether as a member of the
Board of Directors, member of the Board of Commissioners, or other
Others Public Companies positions.
Does not hold concurrent positions in other public companies.
Work Experience
Other Institutions • Head Of Corporate Recovery – Corporate Remedial Recovery
Does not hold concurrent positions, whether as a member of the (2012-2013)
Board of Directors, member of the Board of Commissioners, or other • Group Head Corporate Recovery – Corporate Remedial Recovery
positions. (2013-2016)
• Head Of Regional Remedial & Recovery – Regional Remedial &
Work Experience Recovery Jakarta II (2016-2017)
• Branch Manager, Medan Main Branch Office, PT Bank Negara • Head of Regional Credit Recovery & Resolution – Jakarta
Indonesia (Persero) (2016-2018) Kemayoran Regional Office (2017-2018)
• Regional Consumer Banking Head, Medan Regional Office, PT • Deputy Leader – Corporate Remedial & Recovery Division (2018-
Bank Negara Indonesia (Persero) (2018-2020) 2022)
• Regional Consumer Banking Head, Bandung Regional Office, PT • Deputy Leader – Corporate Remedial & Recovery Corporation
Bank Negara Indonesia (Persero) (2020-2021) Credit (2022-2023)
• Sales Division Head, PT Bank Negara Indonesia (Persero) (2021- • Department Head – Enterprise & Commercial Remedial &
2022) Recovery Division (2023-2024)
• Institutional Banking Division Head 2, PT Bank Negara Indonesia • General Manager - Enterprise & Commercial Remedial & Recovery
(Persero) (2022-2025) Division (2024-2025)
• Commissioner of PT BNI Asset Management (2022-2025) • Senior Executive Vice President Remedial Recovery (2025-
• Senior Executive Vice President Government & Solution PT Bank present)
Negara Indonesia (Persero) Tbk (2025-present)
Affiliated Relationship
Affiliated Relationship No affiliations with members of the Board of Directors and Board of
No affiliations with members of the Board of Directors and Board of Commissioners, or with the majority and controlling shareholder.
Commissioners, or with the majority and controlling shareholder.
Training in 2025
Training in 2025 Data can be found in the Senior Executive Vice President (SEVP)
Data can be found in the Senior Executive Vice President (SEVP) Competency Development section in the Company Profile chapter
Competency Development section in the Company Profile chapter of this Annual Report.
of this Annual Report.
2025 Annual Report
141
PT Bank Negara Indonesia (Persero) Tbk
Page 144
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Sri Indira Efita Praharani
SEVP Network & Sales SEVP Human Capital
Age Age
55 years old as of December 31, 2025 58 years old as of December 31, 2025
Nationality Nationality
Indonesian Citizen Indonesian Citizen
Domicile Domicile
Jakarta, Indonesia Jakarta, Indonesia
Education and/or Certification Education and/or Certification
• Bachelor's degree in Agricultural Industrial Technology from • Bachelor’s Degree in Psychology from Universitas Gadjah Mada
Institut Pertanian Bogor (1993) (1992)
• Master’s Degree in Management from Universitas Gadjah Mada • Master’s Degree in Administrative Science from Universitas
(2018) Indonesia (2005)
• Qualified Risk Governance Professional (QRGP) from CMRS • Certified in Risk Management Competency Level 7 by the Banking
Indonesia (2023) Professional Certification Institute (2025)
• Certified in Risk Management Competency Level 7 by the Banking
Professional Certification Institute (2025) Position History
Legal Basis of Appointment as the Company’s SEVP
Position History Appointed as SEVP Human Capital based on PT Bank Negara
Legal Basis of Appointment as the Company’s SEVP Indonesia (Persero) Tbk Board of Directors Decision No. DIR/062
• Appointed as SEVP Network & Sales with an Acting Position dated June 26, 2025
based on the Decree of the Board of Directors of PT Bank Negara
Indonesia (Persero) Tbk. No. KP/350/DIR/R dated July 28, 2025 Concurrent Positions
• Confirmed as SEVP Network & Sales effective September 23, 2025 BNI
based on the Decree of the Human Capital Services Division of PT No concurrent positions at BNI.
Bank Negara Indonesia (Persero) Tbk. No. KP/01961/HCE/1/R dated
October 1, 2025. Others Public Companies
Does not hold concurrent positions in other public companies.
Concurrent Positions
BNI Other Institutions
No concurrent positions at BNI. Does not hold concurrent positions, whether as a member of the
Board of Directors, member of the Board of Commissioners, or other
Others Public Companies positions.
Does not hold concurrent positions in other public companies.
Work Experience
Other Institutions • SVP Business Partner - PT Bank Negara Indonesia (Persero) Tbk.
Does not hold concurrent positions, whether as a member of the (2022 – 2023)
Board of Directors, member of the Board of Commissioners, or other • Human Capital Business Partner Head - PT Bank Negara Indonesia
positions. (Persero) Tbk. (2023 -2025)
• SEVP Human Capital - PT Bank Negara Indonesia (Persero) Tbk.
Work Experience (2025 – Present)
• AVP Cash Management Sales - Citibank NA Jakarta (2007)
• Vice President - Wholesales Transaction Sales Bank Permata Affiliated Relationship
(2007- 2009) No affiliations with members of the Board of Directors and Board of
• VP Sales Advisory Transactional Banking & Financial Service Commissioners, or with the majority and controlling shareholder.
Division, PT Bank Negara Indonesia (Persero) Tbk (2009-2013)
• Deputy Division Head (Cash Management) Banking Transactional Training in 2025
Services Division, PT Bank Negara Indonesia (Persero) Tbk (2014 Data can be found in the Senior Executive Vice President (SEVP)
- 2017) Competency Development section in the Company Profile chapter
• Consumer Banking Division Head, Yogyakarta Regional Office, PT of this Annual Report.
Bank Negara Indonesia (Persero) Tbk (2017 - 2019)
• E-Banking Division Head, PT Bank Negara Indonesia (Persero) Tbk
(2019 - 2021)
• Retail Solutions Division Head, PT Bank Negara Indonesia
(Persero) Tbk (2021 - 2023)
• Consumer Product Division Head, PT Bank Negara Indonesia
(Persero) Tbk (2023)
• Consumer Segment Division Head, PT Bank Negara Indonesia
(Persero) Tbk (2023 - 2025)
• Commissioner of PT BNI Life Insurance (2023-2024)
• SEVP Network & Sales, PT Bank Negara Indonesia (Persero) Tbk
(August 2025 - Present)
Affiliated Relationship
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder.
Training in 2025
Data can be found in the Senior Executive Vice President (SEVP)
Competency Development section in the Company Profile chapter
of this Annual Report.
142 A Heart that Serves, Growing with Indonesia
Page 145
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Johansyah
SEVP Legal & Governance
Age
44 years old as of December 31, 2025
Nationality
Indonesian Citizen
Domicile
Jakarta, Indonesia
Education and/or Certification
• Bachelor’s Degree in Law from Universitas Hasanuddin (2004)
• Master’s Degree in Notarial Law from Universitas Jayabaya (2022)
• Licensed Advocate from Perhimpunan Advokat Indonesia
(PERADI) (2010)
• Certified Receiver and Administrator from Asosiasi Kurator dan
Pengurus Indonesia (AKPI) (2011)
• Risk Management Competency Level 7 by the Risk Management
Certification Agency (BSMR) (2025)
• Indonesia Internal Audit Practitioner (IIAP) from The Institute of
Internal Auditors Indonesia (2025)
Position History
Legal Basis of Appointment as the Company’s SEVP
• Appointed as SEVP Legal & Governance with an Acting Position
based on the Decree of the Board of Directors of PT Bank Negara
Indonesia (Persero) Tbk. No. KP/146/DIR/R dated August 28, 2025.
• Confirmed as SEVP Legal & Governance effective October 1, 2025
based on the Decree of the Human Capital Services Division of PT
Bank Negara Indonesia (Persero) Tbk. No. KP/2411/HCE/1/R dated
November 6, 2025.
Concurrent Positions
BNI
No concurrent positions at BNI.
Others Public Companies
Does not hold concurrent positions in other public companies.
Other Institutions
Does not hold concurrent positions, whether as a member of the
Board of Directors, member of the Board of Commissioners, or other
positions.
Work Experience
• Assistant Vice President Perkara Perdata, Legal Division PT Bank
Negara Indonesia (Persero) Tbk (2014- 2018)
• Vice President Litigasi Perkara Pidana & Klaim, Legal Division PT
Bank Negara Indonesia (Persero) Tbk (2018)
• General Manager, Legal Division, PT Bank Negara Indonesia
(Persero) Tbk (2018 - 2023)
• General Manager, Corporate Remedial & Recovery Division, PT
Bank Negara Indonesia (Persero) Tbk (2023 - 2024)
• Chief Audit Executive, PT Bank Negara Indonesia (Persero) Tbk
(2024 - 2025)
• Senior Executive Vice President Legal & Governance, PT Bank
Negara Indonesia (Persero) Tbk (August 2025 – Present)
Affiliated Relationship
No affiliations with members of the Board of Directors and Board of
Commissioners, or with the majority and controlling shareholder.
Training in 2025
Data can be found in the Senior Executive Vice President (SEVP)
Competency Development section in the Company Profile chapter
of this Annual Report.
2025 Annual Report
143
PT Bank Negara Indonesia (Persero) Tbk
Page 146
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Executive Officers Profiles
Head of Divisions in the Main Directorate
Hedmon Yusfid Okki Rushartomo
Internal Audit Head Corporate Secretary Division Head
52 years old as of December 31, 2025. 45 years old as of December 31,
Holds a Master’s degree in Management 2025. Holds a Bachelor’s degree in
and Business from Institut Pertanian Industrial Engineering from Institut
Bogor. Appointed as Internal Audit Head Teknologi Bandung. Appointed as
based on Board of Directors’ Decree Division Head – Communication &
No. KP/147/DIR/R dated August 28, 2025. Corporate Secretary Division based
on Board of Directors’ Decree No.
KP/367/DIR/R dated September 19,
2022 and change of unit name to
Corporate Secretary Division, served
as Corporate Secretary Division Head
based on Board of Directors’ Decree
No. KP/208/DIR/R dated May 31, 2023.
Heads of Division in the Deputy Directorate
Rayendra Minarsa Goenawan
Environmental, Social & Governance
Division Head merangkap Enterprise
Risk Management Division Head
41 years old as of December 31, 2025.
Holds a Master’s degree in Management
from Universitas Bina Nusantara.
Appointed as Environmental, Social &
Governance Division Head concurrently
Enterprise Risk Management Division
Head based on Board of Directors’ Decree
No. KP/618/DIR/R dated October 27,
2025.
144 A Heart that Serves, Growing with Indonesia
Page 147
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Heads of Divisions in the Corporate Banking
Andrean Palonggam Ditya Maharhani Harninda Liza Sulaiman
Corporate Banking 1 Division Head Corporate Banking 2 Division Head Corporate Banking 3 Division Head
42 years old as of December 31, 44 years old as of December 31, 46 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree 2025. Holds a Master’s degree in Holds a Master’s degree in Finance from
in Management from Universitas Marketing from the University of Universitas Gadjah Mada. Appointed
Katolik Atma Jaya. Appointed as New South Wales. Appointed as as Corporate Banking 3 Division Head
Corporate Banking 1 Division Head Corporate Banking 2 Division Head based on Board of Directors’ Decree
based on Board of Directors’ Decree based on Board of Directors’ Decree No. KP/283/DIR/R dated June 25, 2025.
No. KP/820/ DIR/R dated December 6, No. KP/327/DIR/R dated June 22, 2023.
2023.
Arief Wibawa Nyimas Sulistia Sriwulandari I Gede Widya Anantayoga
Corporate Banking 4 Division Head Syndication & Structured Finance Wholesale Transaction Product &
Division Head Value Chain Division Head
47 years old as of December 31, 37 years old as of December 31, 45 years old as of December 31, 2025. Holds
2025. Holds a Bachelor’s degree 2025. Holds a Bachelor’s degree a Master’s degree in Management and
in Industrial Engineering from in Management from Universitas Business from Institut Pertanian Bogor.
Universitas Telkom. Appointed as Indonesia. Appointed as Syndication Appointed as Wholesale Transaction
Corporate Banking 4 Division Head & Structured Finance Division Head Product & Value Chain Division Head
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/244/DIR/R dated June 12, 2023. No. KP/283/DIR/R dated June 25, 2025. No. KP/377/DIR/R dated August 1, 2025.
2025 Annual Report
145
PT Bank Negara Indonesia (Persero) Tbk
Page 148
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Efransyah Mudani Ester Dian Fajar Rainy Amalia Savitri
Wholesale Transaction Digital Channel SORX Wholesale Banking SBX Corporate Banking
Division Head
43 years old as of December 31, 2025. 39 years old as of December 31, 48 years old as of December 31,
Holds a Bachelor’s degree in Material 2025. Holds a Master’s degree in 2025. Holds a Master’s degree
Engineering from Institut Teknologi Business Adiministration from the in Financial Management from
Bandung. Appointed as Wholesale University of Manchester. Appointed Universitas Indonesia. Appointed
Transaction Digital Channel Division as Senior Operational Risk Executive as Senior Business Executive (SBX)
Head based on Board of Directors’ Decree (SORX) Wholesale Banking based based on Board of Directors’ Decree
No. KP/163/DIR/R dated April 26, 2024. on Board of Directors’ Decree No. KP/591/DIR/R dated July 10, 2023.
No. KP/283/DIR/R dated June 25, 2025.
Mochamad Roland Perdana
SBX Corporate Banking
41 years old as of December 31, 2025.
Holds a Doctoral degree in Management
from Universitas Brawijaya. Appointed
as Senior Business Executive (SBX)
based on Board of Directors’ Decree
No. KP/200/DIR/R dated May 27, 2024.
146 A Heart that Serves, Growing with Indonesia
Page 149
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Heads of Divisions in the Institutional Directorate
Mayliana Donny Chairuman Aries Firdiansyah
Institutional Banking 1 Division Head Institutional Banking 2 Division Head Government Solution Head
53 years old as of December 31, 2025. 48 years old as of December 31, 2025. 40 years old as of December 31, 2025.
Holds a Master’s degree in Agribusiness Holds a Bachelor’s degree in Accounting Holds a Master’s degree in Management
from Institut Pertanian Bogor. Appointed from Universitas Trisakti. Appointed as from Universitas Gadjah Mada.
as Institutional Banking 1 Division Head Institutional Banking 2 Division Head Appointed as Government Solution Head
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/283/DIR/R dated June 25, 2025. No. KP/618/DIR/R dated October 27, No. KP/618/DIR/R dated October 27,
2025. 2025.
Head of Division in the Treasury & International Banking Directorate
Roekma Hari Adji Rini Yuniar Ikhwani Fauzana
International & Financial Institutions Treasury Division Head Pension Fund Division Head
Division Head
55 years old as of December 31, 54 years old as of December 31, 2025. 45 years old as of December 31, 2025.
2025. Holds a Master’s degree in Holds a Master’s degree in Internal Holds a Master’s degree in Management
Management from Universitas Auditing from Universitas Gadjah Mada. from Universitas Gadjah Mada.
Pancasila. Appointed as International Appointed as Treasury Division Head Appointed as Pension Fund Division
& Financial Institutions Division Head based on Board of Directors’ Decree Head based on Board of Directors’ Decree
based on Board of Directors’ Decree No. KP/260/DIR/R dated June 10, 2025. No. KP/820/DIR/R dated December 6,
No. KP/283/DIR/R dated June 25, 2025. 2023.
2025 Annual Report
147
PT Bank Negara Indonesia (Persero) Tbk
Page 150
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Leo Putera Rinaldy
Office of Chief Economist
42 years old as of December 31,
2025. Holds a Bachelor’s degree in
Economics from Universitas Indonesia.
Appointed as Chief Economist
based on Board of Directors’ Decree
No. KP/755/DIR/R dated October 31,
2023.
Head of Division in the Commercial Banking Directorate
Andri Achyadi I Dewa Gde Ngurah Yoga Pratama Muh. Evan Zulkarnaen
Enterprise Banking 1 Division Head Enterprise Banking 2 Division Head Commercial Banking 1 Division Head
43 years old as of December 31, 46 years old as of December 31, 55 years old as of December 31,
2025. Holds a Master’s degree in 2025. Holds a Master’s degree in 2025. Holds a Master’s degree in
Business Administration from Institut Management from Universitas Katolik Small Medium Industry from Institut
Teknologi Bandung. Appointed as Indonesia Atma Jaya. Appointed as Pertanian Bogor. Appointed as Acting
Enterprise Banking 1 Division Head Enterprise Banking 2 Division Head Commercial Banking 1 Division Head
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/382/DIR/R dated August 5, 2025. No. KP/382/DIR/R dated August 5, 2025. No. KP/382/DIR/R dated August 5, 2025.
148 A Heart that Serves, Growing with Indonesia
Page 151
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Edo Septian Permadi I Nyoman Astiawan Faizal Isnaeni
Commercial Banking 2 Division Head Business Program Division Head SME Business Division Head
37 years old as of December 31, 55 years old as of December 31, 2025. 48 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree in Holds a Bachelor’s degree in Management Holds a Master’s degree in Management
International Relations from Universitas from Universitas Brawijaya. Appointed from Universitas Lampung. Appointed
Airlangga. Appointed as Acting as Business Program Division Head as SME Business Division Head
Commercial Banking 2 Division Head based on Board of Directors’ Decree based on Board of Directors’ Decree
based on Board of Directors’ Decree No. KP/382/DIR/R dated August 5, 2025. No. KP/382/DIR/R dated August 5, 2025.
No. KP/157/DIR/R dated April 11, 2025.
Martinus Matondang Warda Nadjamuddin Ridwan Resmana
SBX Enterprise Banking SBX Enterprise Banking SBX Enterprise Banking
54 years old as of December 31, 54 years old as of December 31, 2025. 53 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree Holds a Master’s degree in Management Holds a Bachelor’s degree in Accounting
in Development from Universitas from Universitas Sam Ratulangi. from Universitas Siliwangi. Appointed
Bung Hatta. Appointed as Senior Appointed as Senior Business Executive as Senior Business Executive (SBX)
Business Executive (SBX) based (SBX) based on Board of Directors’ based on Board of Directors’ Decree
on Board of Directors’ Decree No. KP/450/ DIR/R dated September 9, No. KP/450/ DIR/R dated September 9,
No. KP/450/ DIR/R dated September 9, 2025. 2025.
2025.
2025 Annual Report
149
PT Bank Negara Indonesia (Persero) Tbk
Page 152
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Rommel TP. Sitompul Litasari Wahju W Muhammad Safri Hidayat
SBX Enterprise Banking SBX Enterprise Banking SBX Enterprise Banking
55 years old as of December 31, 2025. 54 years old as of December 31, 2025. 46 years old as of December 31, 2025.
Holds a Master’s degree in Marketing Holds a Master’s degree in Management Holds a Bachelor’s degree in Economics
Management from Universitas from Universitas Gadjah Mada. and Development Studies from
Persada Indonesia YAI. Appointed Appointed as Senior Business Executive Universitas Gadjah Mada. Appointed
as Senior Business Executive (SBX) (SBX) based on Board of Directors’ Decree as Senior Business Executive (SBX)
based on Board of Directors’ Decree No. KP/450/DIR/R dated September 9, based on Board of Directors’ Decree
No. KP/450/DIR/R dated September 9, 2025. No. KP/450/DIR/R dated September 9,
2025. 2025.
Eddy Winata Mohamad Rizki Rahman
SBX Enterprise Banking SBX Enterprise Banking
55 years old as of December 31, 2025. 48 years old as of December 31,
Holds a Master’s degree in Finance from 2025. Holds a Master’s degree in
Universitas Gadjah Mada. Appointed Management from Sekolah Tinggi
as Senior Business Executive (SBX) Manajemen PPM Jakarta. Appointed
based on Board of Directors’ Decree as Senior Business Executive (SBX)
No. KP/450/DIR/R dated September 9, based on Board of Directors’ Decree
2025. No. KP/450/DIR/R dated September 9,
2025.
150 A Heart that Serves, Growing with Indonesia
Page 153
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Head of Division in the Consumer Banking Directorate
Grace Situmeang Febrian Sugiharta Erick Runtu
Consumer Segment Division Head and Consumer Product Division Head Marketing Communications
Acting Card Business Division Head Division Head
52 years old as of December 31, 45 years old as of December 31, 48 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree in 2025. Holds a Bachelor’s degree Holds a Bachelor’s degree in Accounting
International Relations from Universitas in Agribusiness from Institut from Sekolah Tinggi Ilmu Ekonomi
Indonesia. Appointed as Card Business Pertanian Bogor. Appointed as Nusantara. Appointed as Marketing
Division Head based on Board of Consumer Product Division Head Communications Division Head
Directors’ Decree No. KP/382/DIR/R based on Board of Directors’ Decree based on Board of Directors’ Decree
dated August 5, 2025 and also appointed No. KP/211/DIR/R dated May 31, 2024. No. KP/283/DIR/R dated June 25, 2025.
as Acting Card Business Division Head
based on Board of Directors’ Decree
No. KP/393/DIR/R dated August 12, 2025.
Mesah Roni Ginting Henny Woe Hari Satriyono
Retail Digital Product & Partnership Wealth Management Division Head SORX Consumer Banking & Corporate
Division Head Function
44 years old as of December 31, 50 years old as of December 31, 55 years old as of December 31, 2025.
2025. Holds a Master’s degree in 2025. Holds a Bachelor’s degree Holds a Master’s degree in Finance from
Management from Universitas Gadjah in Accounting from Universitas Universitas Gadjah Mada. Appointed as
Mada. Appointed as Retail Digital Tarumanagara. Appointed as Wealth Senior Operational Risk Control (SORX)
Product & Partnership Division Head Management Division Head based Consumer Banking & Corporate Function
based on Board of Directors’ Decree on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/372/DIR/R dated June 23, 2023. No. KP/267/DIR/R dated June 14, 2023. No. KP/382/DIR/R dated August 5, 2025.
2025 Annual Report
151
PT Bank Negara Indonesia (Persero) Tbk
Page 154
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Head of Division in the Risk Management Directorate
Rayendra Minarsa Goenawan Putu Bagus Kresna Wilhelmus Max Charles
Enterprise Risk Management Division Operational Risk Management Anti Fraud Head
Head merangkap Environmental, Social Division Head
& Governance Division Head
41 years old as of December 31, 53 years old as of December 31, 2025. 49 years old as of December 31,
2025. Holds a Master’s degree in Holds a Master’s degree in Financial 2024. Holds a Bachelor’s degree
Management from Universitas Bina Management from Universitas in Management from Universitas
Nusantara. Appointed as Enterprise Risk Indonesia. Appointed as Operational Gunadarma. Appointed as Anti Fraud
Management Division Head serving Risk Management Division Head Head based on Board of Directors’ Decree
concurrently serving as Environmental, based on Board of Directors’ Decree No. KP/290/DIR/R dated June 16, 2023.
Social & Governance Division Head No. KP/382/DIR/R dated August 5, 2025.
based on Board of Directors’ Decree
No. KP/618/DIR/R dated October 27,
2025.
Ujuan Marihot H. P. Rendi Ardianto Made Nariswari
Corporate Credit Risk Division Head Acting Enterprise Credit Risk Division Retail Credit Risk Division Head
Head
50 years old as of December 31, 41 years old as of December 31, 2025. 51 years old as of December 31, 2024.
2025. Holds a Master’s degree in Holds a Master’s degree in International Holds a Bachelor’s degree in Economics
Civil Engineering from University Business from Leeds Metropolitan from Universitas Indonesia. Appointed
of Wolverhampton and a Master’s University. Appointed as Acting as Head of Retail Credit Risk Division
degree in Management from Enterprise Credit Risk Division Head Head based on Board of Directors’ Decree
Universitas Indonesia. Appointed as based on Board of Directors’ Decree No. KP/820/DIR/R dated December 06,
Corporate Credit Risk Division Head No. KP/382/DIR/R dated August 5, 2025. 2023.
based on Board of Directors’ Decree
No. KP/618/DIR/R dated October 27,
2025.
152 A Heart that Serves, Growing with Indonesia
Page 155
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
I.B.K. Purwa Atmaja Rangga Bhirawa Wicaksana Prihati
Commercial Credit Risk Division Head Corporate Remedial & Recovery Enterprise & Commercial Remedial &
Division Head Recovery Division Head
54 years old as of December 31, 2025. 41 years old as of December 31, 46 years old as of December 31, 2025.
Holds a Master’s degree in Finance from 2025. Holds a Master’s degree in Holds a Master’s degree in Management
Universitas Gadjah Mada. Appointed as Management from Institut Teknologi from Universitas Gadjah Mada.
Commercial Credit Risk Division Head Bandung. Appointed as Corporate Appointed as Enterprise & Commercial
based on Board of Directors’ Decree Remedial & Recovery Division Head Remedial & Recovery Division Head
No. KP/283/DIR/R dated June 25, 2025. based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/283/DIR/R dated June 25, 2025. No. KP/283/DIR/R dated June 25, 2025.
Nur Lies Diana Muhammad Jufri Yanar Siswanto
Retail Collection & Recovery SCX Corporate & Enterprise Credit Risk SCX Corporate & Enterprise Credit Risk
Division Head
55 years old as of December 31, 56 years old as of December 31, 2025. 56 years old as of December 31, 2025.
2025. Holds a Master’s degree in Holds a Master’s degree in Management Holds a Master’s degree in Agribusiness
Management from Universitas from Universitas Trisakti. Appointed from Institut Pertanian Bogor. Appointed
Gadjah Mada. Appointed as Retail as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX)
Collection & Recovery Division Head based on Board of Directors’ Decree based on Board of Directors’ Decree
based on Board of Directors’ Decree No. KP/123/DIR/R dated April 2, 2024. No. DIR/653 dated August 19, 2025.
No. KP/382/DIR/R dated August 5, 2025.
2025 Annual Report
153
PT Bank Negara Indonesia (Persero) Tbk
Page 156
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Agus Sutanto Aryani Dwi Satiti Renosari
SCX Corporate & Enterprise Credit Risk SCX Commercial Credit Risk SCX Commercial Credit Risk
47 years old as of December 31, 2025. 53 years old as of December 31, 2025. 52 years old as of December 31, 2025.
Holds a Master’s degree in Finance Holds a Master’s degree in Finance from Holds a Master’s degree in Banking and
from Universitas Indonesia. Appointed Universitas Gadjah Mada. Appointed Financial Law from Boston University
as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX) and a Master’s degree in Economic Law
based on Board of Directors’ Decree based on Board of Directors’ Decree from Universitas Indonesia. Appointed
No. KP/409/DIR/R dated June 27, 2023. No. KP/283/DIR/R dated June 25, 2025. as Senior Credit Risk Executive (SCX)
based on Board of Directors’ Decree
No. KP/466/DIR/R dated October 22,
2024.
Julyus D. Aritonang Eko Setiawan Bernardus
SCX Commercial Credit Risk SCX Commercial Credit Risk SCX Commercial Credit Risk
54 years old as of December 31, 2025. 55 years old as of December 31, 2025. 55 years old as of December 31,
Holds a Master’s degree in Financial Holds a Master’s degree in Finance from 2025. Holds a Master’s degree in
and Banking Management from Universitas Gadjah Mada. Appointed Accounting Management from
Universitas Indonesia. Appointed as as Senior Credit Risk Executive (SCX) Universitas Gadjah Mada. Appointed
Senior Credit Risk Executive (SCX) based on Board of Directors’ Decree as Senior Credit Risk Executive (SCX)
based on Board of Directors’ Decree No. KP/410/DIR/R dated June 27, 2023. based on Board of Directors’ Decree
No. KP/466/DIR/R dated October 22, No. KP/412/DIR/R dated June 27, 2023.
2024.
154 A Heart that Serves, Growing with Indonesia
Page 157
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Badriansyah Retna Mumpuni Wirawan Ari Rachmana
SCX Commercial Credit Risk SCX Commercial Credit Risk SCX Commercial Credit Risk
56 years old as of December 31, 2025. 54 years old as of December 31, 2025. 52 years old as of December 31, 2025.
Holds a Bachelor’s degree in Accounting Holds a Master’s degree in Finance from Holds a Master’s degree in Management
from Universitas Padjadjaran. Appointed Universitas Gadjah Mada. Appointed from Universitas Diponegoro. Appointed
as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX) as Senior Credit Risk Executive (SCX)
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/2225/HCE/1/R dated October 29, No. KP/591/DIR/R dated July 10, 2023. No. KP/466/DIR/R dated October 22,
2025. 2024.
Head of Division in the Finance & Strategy Directorate
Aldi Advianto Baskara Setyo Susilo Made Dany Pratiwi B.
Corporate Planning & Performance Accounting Division Head Procurement & Fixed Assets
Management Division Head Division Head
40 years old as of December 31, 53 years old as of December 31, 54 years old as of December 31,
2025. Holds a Master of Business 2025. Holds a Master’s degree in 2025. Holds a Master’s degree in
Administration degree from the Small and Medium Industries from Actuarial Science from Universitas
University of Birmingham. Appointed Institut Pertanian Bogor. Appointed Indonesia. Appointed as Procurement
as Corporate Planning & Performance as Accounting Division Head based & Fixed Assets Division Head based
Management Division Head based on Board of Directors’ Decree on Board of Directors’ Decree
on Board of Directors’ Decree No. KP/688/DIR/R dated September 26, No. KP/233/DIR/R dated June 6, 2023.
No. KP/200/DIR/R dated May 27, 2024. 2023.
2025 Annual Report
155
PT Bank Negara Indonesia (Persero) Tbk
Page 158
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Yohan Setio M. Emil Azhary R. Pratama Prabawaputra
Investor Relations Division Head Subsidiaries Management Corporate Development &
Division Head Transformation Division Head
0 years old as of December 31, 2025. Holds 47 years old as of December 31, 2025. Holds a 38 years old as of December 31, 2025.
a Master of Business Administration Master’s degree in Business Administration Holds a Master’s degree in Global
degree from the University of Cambridge. from Northeastern University. Appointed Banking and Finance from the University
Appointed as Investor Relations Division as Subsidiaries Management Division of Birmingham. Appointed as Corporate
Head based on Board of Directors’ Decree Head based on Board of Directors’ Decree Development & Transformation Division
No. KP/229/DIR/R dated June 6, 2023. No. KP/237/DIR/R dated June 6, 2023. Head based on Board of Directors’ Decree
No. KP/040/DIR/R dated January 29, 2024.
Head of Division in the Information Technology Directorate
Ari Pratiwi Chong Chin Meng Handika Fakhrizal Hakim
IT Strategy & Architecture Chief Information Security Officer AI & Big Data Analytics Division Head
Division Head
52 years old as of December 31, 2025. 49 years old as of December 31, 39 years old as of December 31,
Holds a Doctoral degree in Economics 2025. Holds a Bachelor’s degree in 2025. Holds a Bachelor’s degree in
from Universitas Trisakti. Appointed as Computer Science from Informatics International Business from Curtin
IT Strategy & Architecture Division Head College, Kuala Lumpur. Appointed University of Technology. Appointed as
based on Board of Directors’ Decree as Chief Information Security Officer AI & Big Data Analytics Division Head
No. KP/377/DIR/R dated June 26, 2023. based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/499/HCE/1/R dated March 20, No. KP/618/DIR/R dated October 27,
2025. 2025.
156 A Heart that Serves, Growing with Indonesia
Page 159
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Alfonso Tambunan Heri Atmoko Setiawan Anis Widjojo
Wholesale Digital Delivery Retail Digital Delivery Division Head Application Development Division Head
Division Head
52 years old as of December 31, 47 years old as of December 31, 54 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree in 2025. Holds a Master’s degree in Holds a Master’s degree in Internal
Business Administration from The Information Systems Management from Auditing from Universitas Gadjah
Ohio State University. Appointed Universitas Budi Luhur. Appointed as Mada. Appointed as Application
as Wholesale Digital Delivery Retail Digital Delivery Division Head Development Division Head based
Division Head based on Decree based on Board of Directors’ Decree on Board of Directors’ Decree
No. KP/1652/HCE/1/R dated September No. KP/379/DIR/R dated June 26, 2023. No. KP/378/DIR/R dated June 26, 2023.
27, 2024.
Nugroho Gito Prasodjo Sonny Setiadi Munajat
IT Application Services Division Head IT Infrastructure Management SORX Technology & Operations
Division Head
47 years old as of December 31, 2025. Holds 53 years old as of December 31, 2025. 53 years old as of December 31,
a Master’s degree in Computer Science Holds a Master’s degree in Banking 2025. Holds a Bachelor’s degree in
from Universitas Indonesia. Appointed from Institut Keuangan Perbankan dan Financial and Banking Management
as IT Application Services Division Head Informatika Asia Perbanas. Appointed as from STIE Perbanas. Appointed as
based on Board of Directors’ Decree IT Infrastructure Management Division Senior Operational Risk Executive
No. KP/382/DIR/R dated August 5, 2025. Head based on Board of Directors’ Decree (SORX) Technology & Operations
No. KP/380/DIR/R dated June 26, 2023. based on Board of Directors’ Decree
No. KP/480/DIR/R dated October 31,
2024.
2025 Annual Report
157
PT Bank Negara Indonesia (Persero) Tbk
Page 160
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Head of Division in the Operations Directorate
Erisman Muhammad Gunawan Putra Herry Setiadi Munawir
Credit Operations Division Head Digital Operations Division Head Banking Operations Division Head
and Acting Operations Strategy &
Development Division Head
55 years old as of December 31, 55 years old as of December 31, 2025. 44 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree Holds a Master’s degree in Strategic Holds a Bachelor’s degree in Accounting
in Agricultural Engineering from Management from Universitas Gadjah from Universitas Klabat. Appointed
Institut Pertanian Bogor. Appointed Mada. Appointed as Digital Operations as Banking Operations Division Head
as Credit Operations Division Head Division Head based on Decree based on Board of Directors’ Decree No.
based on Board of Directors’ Decree No. KP/002/SEVP/R dated May 15, 2023. KP/001/DIR/R dated May 15, 2023 and
No. KP/768/DIR/R dated December 22, also appointed as Acting Operations
2025. Strategy & Development Division Head
based on Board of Directors’ Decree
No. KP/247/DIR/R dated June 12, 2023.
Rahmat Pertinda
Customer Experience Center
Division Head
53 years old as of December 31, 2025.
Holds a Master’s degree in Law from
Universitas Trisakti. Appointed as
Customer Experience Center Division
Head based on Board of Directors’ Decree
No. KP/212/DIR/R dated May 31, 2023.
158 A Heart that Serves, Growing with Indonesia
Page 161
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Head of Divisions in the Human Capital & Compliance Directorate
Mochammad Irfan Maulana Pudyo Bayu Hartawan Rahmawati
Compliance Division Head Legal Division Head AML – CFT Division Head
46 years old as of December 31, 44 years old as of December 31, 55 years old as of December 31, 2025.
2025. Holds a Master’s degree in 2025. Holds a Bachelor’s degree in Holds a Master’s degree in Economic
Management from Universitas Law from Universitas Brawijaya. Law from Universitas Indonesia.
Indonesia and a Master’s degree in Appointed as Legal Division Head Appointed as AML – CFT Division Head
Business Administration from the based on Board of Directors’ Decree based on Board of Directors’ Decree
University of Birmingham. Appointed No. KP/767/DIR/R dated June 2, 2025. No. KP/382/DIR/R dated August 5, 2025.
as Compliance Division Head based
on Board of Directors’ Decree
No. KP/767/DIR/R dated Desember 22,
2025.
Hendra Susila Yenni Sari Dewi Afthon Shodaq Noor
Policy Governance Division Head Human Capital Strategy Division Head Human Capital Services Division Head
46 years old as of December 31, 2025. 47 years old as of December 31, 54 years old as of December 31, 2025.
Holds a Master’s degree in Financial 2025. Holds a Master’s degree in Holds a Master’s degree in Finance from
Management from Universitas General Business from Universitas Universitas Gadjah Mada. Appointed as
Putra Indonesia YPTK. Appointed as Gadjah Mada. Appointed as Human Human Capital Services Division Head
Policy Governance Division Head Capital Strategy Division Head based on Board of Directors’ Decree
based on Board of Directors’ Decree based on Board of Directors’ Decree No. KP/259/DIR/R dated June 13, 2023.
No. KP/820/DIR/R dated December 6, No. KP/250/DIR/R dated June 13, 2023.
2023.
2025 Annual Report
159
PT Bank Negara Indonesia (Persero) Tbk
Page 162
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Dandy P. Sjamsudin Nurhaena Sandy Dwinanto
BNI University Division Head Human Capital Business Partner Head Human Capital Business Partner Head
54 years old as of December 31, 2025. 56 years old as of December 31, 52 years old as of December 31,
Holds a Master’s degree in Finance 2025. Holds a Master’s degree 2025. Holds a Master’s degree in
and Banking from Monash University. in Administrative Sciences from Risk Management from Universitas
Appointed as BNI University Division Universitas Indonesia. Appointed as Indonesia. Appointed as Human
Head based on Board of Directors’ Human Capital Business Partner Head Capital Business Partner Head
Decree No. KP/261/DIR/R dated June 13, based on Board of Directors’ Decree based on Board of Directors’ Decree
2023. No. KP/382/DIR/R dated August 5, 2025. No. KP/283/DIR/R dated June 25, 2025.
Head of Divisions in the Network & Retail Funding Directorate
Indra Gunawan Rahma Dhoni Beby Lolita Indriani
Retail Digital Channel Division Head Agen46 Division Head Network Strategy & Development
Division Head
44 years old as of December 31, 48 years old as of December 31, 2025. 55 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree Holds a Master’s degree in Management Holds a Master’s degree in Banking
in Computer Science from the Science from Universitas Indonesia. Management from Universitas
University of Texas. Appointed as Appointed as Agen46 Division Head Padjadjaran. Appointed as Network
Retail Digital Channel Division Head based on Board of Directors’ Decree Strategy & Development Division Head
based on Board of Directors’ Decree No. KP/153/DIR/R dated May 3, 2023. based on Board of Directors’ Decree
No. KP/062/DIR/R dated February 19, 2024. No. KP/382/DIR/R dated August 5, 2025.
160 A Heart that Serves, Growing with Indonesia
Page 163
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Novian Prasetyo Suryo Utomo
Acting Sales Strategy & Execution SORX Network & Retail
Division Head
50 years old as of December 31, 54 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree in Holds a Master’s degree in Accounting
Management from Supra School of Science from Universitas Diponegoro.
Economics. Appointed as Acting Sales Appointed as Senior Operational Risk
Strategy & Execution Division Head Executive (SORX) Network & Retail
based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/492/DIR/R dated September 30, No. KP/595/DIR/R dated July 14, 2023.
2025.
Regional CEO
Rustianto Khairul Salam Zamzami
Regional CEO of Regional Office 01 Regional CEO of Regional Office 02 Regional CEO of Regional Office 03
54 years old as of December 31, 52 years old as of December 31, 55 years old as of December 31, 2025.
2025. Holds a Master’s degree in 2025. Holds a Bachelor’s degree Holds a Master’s degree in Management
Management from Universitas in Information Management from from STIM LPMI. Appointed as
Sebelas March. Appointed as STMIK YPTK Padang. Appointed as Regional CEO of Regional Office 03
Regional CEO of Regional Office 01 Regional CEO of Regional Office 02 based on Board of Directors’ Decree
based on Board of Directors’ Decree based on Board of Directors’ Decree No. KP/312/DIR/R dated July 17, 2024.
No. KP/634/DIR/R dated August 16, 2023. No. KP/284.2/DIR/R dated June 15, 2023.
2025 Annual Report
161
PT Bank Negara Indonesia (Persero) Tbk
Page 164
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Roy Wahyu Maulana I Gst. Nym. Dharma Putra Maya Agustina
Regional CEO of Regional Office 04 Regional CEO of Regional Office 05 Regional CEO of Regional Office 06
55 years old as of December 31, 54 years old as of December 31, 2025. 52 years old as of December 31, 2025.
2025. Holds a Bachelor’s degree Holds a Doctorate degree in Religious Holds a Bachelor’s degree in Agricultural
in Economics from Universitas and Cultural Studies from Universitas Economics and Resources from
Kristen Indonesia. Appointed as Hindu Indonesia. Appointed as Institut Pertanian Bogor. Appointed as
Regional CEO of Regional Office 04 Regional CEO of Regional Office 05 Regional CEO of Regional Office 06
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/820/DIR/R dated December 6, No. KP/284.5/DIR/R dated June 15, 2023. No. KP/820/DIR/R dated December 6,
2023. 2023.
Muhammad Arafat Komang Arya Wira Kusuma Sari Anggraini
Regional CEO of Regional Office 07 Atmaja Regional CEO of Regional Office 09
Regional CEO of Regional Office 08
55 years old as of December 31, 47 years old as of December 31, 52 years old as of December 31, 2025.
2025. Holds a Master’s degree 2025. Holds a Bachelor’s degree in Holds a Master’s degree in Management
in Financial Management from Engineering and Industrial Management from Universitas Jenderal Soedirman.
Universitas Hasanuddin. Appointed from Institut Teknologi Nasional Malang. Appointed as Regional CEO of Regional
as Regional CEO of Regional Office 07 Appointed as Regional CEO of Regional Office 09 based on Board of Directors’
based on Board of Directors’ Decree Office 08 based on Board of Directors’ Decree No. KP/618/DIR/R dated October
No. KP/284.7/DIR/R dated June 15, Decree No. KP/312/DIR/R dated July 17, 27, 2025.
2023. 2024.
162 A Heart that Serves, Growing with Indonesia
Page 165
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Anak Agung Agustiya Didi Suprijanto Rudy Sihombing
Novitayanti Regional CEO pada Regional Office 11 Regional CEO pada Regional Office 12
Regional CEO of Regional Office 10
45 years old as of December 31, 55 years old as of December 31, 2025. 53 years old as of December 31,
2025. Holds a Master’s degree in Holds a Master’s degree in Management 2025. Holds a Master’s degree in
Development Economics from from Universitas Semarang. Appointed Business Administration from the
Universitas Udayana. Appointed as as Regional CEO of Regional Office 11 University of Saint Louis. Appointed
Regional CEO of Regional Office 10 based on Board of Directors’ Decree as Regional CEO of Regional Office 12
based on Board of Directors’ Decree No. KP/382/DIR/R dated August 5, 2025. based on Board of Directors’ Decree
No. KP/312/DIR/R dated July 17, 2024. No. KP/312/DIR/R dated July 17, 2024.
Faizal Arief Setiawan Koko Prawira Butar Butar Himawan Susanto Nugraha
Regional CEO of Regional Office 14 Regional CEO of Regional Office 15 Regional CEO of Regional Office 16
55 years old as of December 31, 2025. 45 years old as of December 31, 47 years old as of December 31,
Holds a Master’s degree in Finance from 2025. Holds a Master’s degree in 2025. Holds a Master’s degree in
Universitas Gadjah Mada. Appointed Development Economics from Small and Medium Industries from
as Regional CEO of Regional Office 14 Universitas Sumatera Utara. Appointed Institut Pertanian Bogor. Appointed
based on Board of Directors’ Decree as Regional CEO of Regional Office 15 as Regional CEO of Regional Office 16
No. KP/284.12/DIR/R dated June 15, based on Board of Directors’ Decree based on Board of Directors’ Decree
2023. No. KP/284.13/DIR/R dated June 15, No. KP/618/DIR/R dated October 27,
2023. 2025.
2025 Annual Report
163
PT Bank Negara Indonesia (Persero) Tbk
Page 166
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Ariyanto Soewondo Geni Soesetyo Priharjanto
Regional CEO of Regional Office 17 Regional CEO of Regional Office 18
55 years old as of December 31, 2025. 52 years old as of December 31,
Holds a Master’s degree in Law from 2025. Holds a Master’s degree in
Universitas Indonesia. Appointed as Small and Medium Industries from
Regional CEO of Regional Office 17 Institut Pertanian Bogor. Appointed
based on Board of Directors’ Decree as Regional CEO of Regional Office 18
No. KP/820/DIR/R dated December 6, based on Board of Directors’ Decree
2023. No. KP/382/DIR/R dated August 5, 2025.
Heads of Overseas Branch
Edy Pramono Hariadi Hendrawan Farid Faraitody
Seoul Overseas Branch Tokyo Overseas Branch Hong Kong Overseas Branch
General Manager General Manager General Manager
44 years old as of December 31, 42 years old as of December 31, 47 years old as of December 31,
2025. Holds a Bachelor’s degree 2025. Holds a Master’s degree in 2025. Holds a Bachelor’s degree
in Management from Universitas Management from Universitas in International Relations from
Indonesia. Appointed as Seoul Overseas Diponegoro. Appointed as Tokyo Universitas Jember. Appointed
Branch General Manager based on Overseas Branch General Manager as Hong Kong Overseas Branch
Decree No. KP/0097/INT/1/R dated based on Board of Directors’ Decree General Manager based on Decree
December 14, 2023. No. KP/260/DIR/R dated June 10, 2025. No. KP/0087/INT/1/R dated December
14, 2023.
164 A Heart that Serves, Growing with Indonesia
Page 167
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Gandipa Jaya Erwanza Yuli
London Overseas Branch New York Overseas Branch Singapore Overseas Branch
General Manager General Manager General Manager
46 years old as of December 31, 2025. 45 years old as of December 31, 2025. 44 years old as of December 31,
Holds a Bachelor’s degree in Mechanical Holds a Bachelor’s degree in Electrical 2025. Holds a Master’s degree in
Engineering from Universitas Engineering from Institut Teknologi Management from Universitas
Sriwijaya. Appointed as London Bandung. Appointed as Acting New Sriwijaya. Appointed as Singapore
Overseas Branch General Manager York Overseas Branch General Manager Overseas Branch General Manager
based on Board of Directors’ Decree based on Board of Directors’ Decree based on Board of Directors’ Decree
No. KP/283/DIR/R dated June 25, 2025. No. KP/158/DIR/R dated April 11, 2025. No. KP/283/DIR/R dated June 25, 2025.
Dwi Putranto Cahyo Wibowo Rendy Tjahjana
Head of Amsterdam Head of Sydney
Representative Office Representative Office
40 years old as of December 31, 2025. 44 years old as of December 31, 2025.
Holds a Master of Science degree Holds a Master of Science degree in
in Finance and Business Economics Analytics from Columbia University
from Manchester Business School, and a Master’s degree in Business
The University of Manchester. Administration from Melbourne
Appointed as Head of Amsterdam Business School, The University of
Representative Office based on Decree Melbourne. Appointed as Head of
No. KP/108/INT/1/R dated December 14, Sydney Representative Office based on
2023. Decree No. INT/1/251/R dated August 12,
2024.
2025 Annual Report
165
PT Bank Negara Indonesia (Persero) Tbk
Page 168
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Employee Demographics
In 2025, BNI had a total headcount of 27,201 employee. In detail, information on the demographics of BNI
employees based on gender, position level, age, education level, and employment status (permanent/
contract) for the 2025 financial year and its comparison with the 2024 financial year is as follows:
Total Employees based on Gender
(people)
Gender 2025 2024
Male 13,011 13,054
Female 14,190 14,149
Total 27,201 27,203
Total Employees based on Position Level
(people)
2025 2024
Male Female Male Female
Position Level
Employee Employee Employee Employee
Total Total Total Total
Percentage Percentage Percentage Percentage
Employee Employee Employee Employee
(%) (%) (%) (%)
Entry-level 9,545 35.1 11,890 43.7 9,612 35.3 11,965 44
Mid-level 3,156 11.6 2,190 8.1 3,146 11.6 2,081 7.6
Senior-level 299 1.1 101 0.4 286 1.1 98 0.4
Executive-level 11 0.0 9 0.0 10 0,.0 5 0.0
Total Employee 13,011 47.8 14,190 52.2 13,054 48.0 14,149 52.0
Total Employees based on Age Group
(people)
2025
Age Group Position Level Total
(Years) Entry-level Mid-level Senior-level Executive-level Employee
Male Female Male Female Male Female Male Female
18-25 852 1,194 1 0 0 0 0 0 2,047
>25-35 4,480 5,765 590 395 1 2 0 0 11,233
>35-45 2,748 3,396 1,013 760 68 35 1 1 8,022
>45-55 1,465 1,535 1,543 1,026 209 60 9 7 5,854
>55 0 0 9 9 21 4 1 1 45
2024
Age Group Position Level Total
(Years) Entry-level Mid-level Senior-level Executive-level Employee
Male Female Male Female Male Female Male Female
18-25 710 975 2 1 0 0 0 0 1,688
>25-35 4,767 6,298 570 383 4 3 0 0 12,025
>35-45 2,686 3,258 961 718 68 30 1 0 7,722
>45-55 1,449 1,434 1,611 979 207 61 9 4 5,754
>55 0 0 2 0 7 4 0 1 14
166 A Heart that Serves, Growing with Indonesia
Page 169
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Total Employees based on Education Level
(people)
2025 2024
Education Level
Male Female Total Male Female Total
Doctorate Degree 14 5 19 13 3 16
Master’s Degree 1,594 1,305 2,899 1,634 1,274 2,908
Bachelor’s Degree 10,649 11,812 22,461 10,531 11,620 22,151
Academic 497 1,066 1,563 593 1,249 1,842
Primary-Senior High School 257 2 259 283 3 286
Total 13,011 14,190 27,201 13,054 14,149 27,203
Total Employees based on Employment Status
(people)
2025 2024
Employment Status
Male Female Total Male Female Total
Permanent 12,109 13,157 25,266 12,200 13,178 25,378
Contract 540 728 1,268 521 697 1,218
Trainee 362 305 667 333 274 607
Total 13,011 14,190 27,201 13,054 14,149 27,203
Employee Turnover
(people)
2025 2024
Total Employee
Turnover Employee Percentage Employee Percentage
Total Employee Total Employee
(%) (%)
Number of Employees
515 1.9 451 1.7
resign
Number of new
1,596 5.8 976 3.6
employees/replacements
Total Employees based on Generation
(people)
2025 2024
Generation
Male Female Total Male Female Total
Baby Boomer (59-77 years old) 3 1 4 2 2 4
Gen X (47-58 years old) 2,861 2,198 5,059 2,696 2,035 4,731
Gen Y (29-46 years old) 8,007 9,221 17,228 8,233 9,402 17,635
Gen Z (13-28 years old) 2,140 2,770 4,910 2,123 2,710 4,833
Total 13,011 14,190 27,201 13,054 14,149 27,203
Other Employees Not BNI Employees
In addition to full-time employees, BNI also engages other personnel through outsourcing arrangements
with service provider companies (vendors) to support the Bank’s operational activities. In 2025, there were
16,636 outsourced employees. BNI ensures that all employees, including outsourced personnel, work in
an environment that upholds mutual respect and human rights. In collaborating with third parties, BNI
consistently strives to comply with all applicable laws and regulations.
2025 Annual Report
167
PT Bank Negara Indonesia (Persero) Tbk
Page 170
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Number of Work Accidents
Year Frequency of Work Accidents Percentage of Serious and Fatal Work Accidents of Total Employees (%)
2025 - -
COMPETENCY DEVELOPMENT [ACGS B.6.2]
To support BNI’s Vision of becoming a trusted global financial institution that leads in innovation and
sustainable performance, BNI consistently implements various employee training and competency
development programs.These initiatives aim to develop BNI employee proven to be productive and adaptive
to future dynamics, while also fostering inspirational leaders who deliver strategic impact on the Company’s
sustainable performance.
The competency development programs are designed and implemented based on employee competency
need mapping, both in relation to the requirements of their current positions and the roles they are expected
to assume in the future. BNI ensures that every employee is given equal opportunities for self-development
through Strengthening Technical Competency and Behavioral Competency (including Leadership
Competency).
Competency Development based on Program
Development Program Number of Participants *
Leadership Program 3,724
Finance & Human Capital Program 23,741
IT, Digital & Operations Program 10.,971
Legal, Governance, Audit & Compliance Program 17,261
Network & Services Program 11,573
Retail Banking Program 20,604
Risk and Anti Fraud Program 29,419
Wholesale, Treasury & International Banking Program 22,963
Master Program (Global Campus & National) 68
*
The number of participants is the cumulative total of training participation; one employee may be recorded more than once, either in the
same or different types of programs.
Competency Development based on Position Level (Including the Board of Commissioners and the Board
of Directors)
Training Participant Level Number of Employees Trained by 2025*
Commissioner 6
Director 13
SEVP - SVP 124
VP - AVP 1,582
MGR - AMGR 15,164
Assistant (Assistant & Entry-level employees) 10,067
* A total of 26,956 employees were trained, consisting of 26,937 employees (excluding employees under the MPP scheme, unpaid leave, sick
leave, and inactive status as of December 31, 2025) and 19 members of the Board of Commissioners and the Board of Directors.
Number of Training Days and Hours (Man Hours) in 2025
Number of Employees Sum of Training Duration Average Training Hours per
Gender
Trained* (Hours) Employee (Hours)
Female 14,050 1,996,027 142,1
Male 12,887 1,954,812 151,7
Grand Total 26,937 3,950,839 146,67
* Excludes MPP employees, unpaid leave, sick leave, and inactive employees as of December 31, 2025
168 A Heart that Serves, Growing with Indonesia
Page 171
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Sum of Training Duration Average Training Hours
Number of Emplyees
Employee Level Average Training Hours (Hours) per Employee
Trained*
(Hours (Hours)
> SVP 124 9,218 74,34
VP - AVP 1,582 222,155 140,4
MGR - AMGR 15,164 2,664,589 174,4
Assistant (Assistant & Pegawai
10,067 1,074.,876 106,7
Dasar)
Grand Total 26,937 3,950,839 146,67
* Excludes MPP employees, unpaid leave, sick leave, and inactive employees as of December 31, 2025.
BNI is committed to providing equal opportunities for all employees to participate in training and competency
development programs. Throughout 2025, BNI organized various education and training programs attended
by 26,937 employees, representing 99.96% of BNI’s total workforce.
Average training hours per employee Number of employees participating Percentage of employees
in the Reporting year in training programs participating in training (%)
146,67 hours/employee 26,937 99.96%*
* Out of a total of 26,947 employees (excludes employees with non-active status such as those on medical leave, MPP, and others), 10
employees became newly active at the end of December 2025 and will participate in the onboarding program in early 2026.
COMPETENCY DEVELOPMENT COSTS
During 2025, the realization of education and training costs for BNI reached IDR192.9 billion, representing a
decrease of 4.08% compared to 2024. This decline was attributed to the more effective method in learning
delivery, including the internalization of Self-Directed Learning utilizing various digital learning platforms.
2025 2024 2023
(Billion IDR) (Billion IDR) (Billion IDR)
192.8 201.0 346.2
Senior Executive Vice President (SEVP) Competency Development
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
Ita Tetralastwati– SEVP Treasury
1. Business Meeting BNI 2025 January 19-21, 2025 Bogor Forum PT Bank Negara
Indonesia
(Persero) Tbk
2. CEO Gathering of the Indonesian Coal February 6, 2025 Jakarta Forum Bank Indonesia
Mining Association
3. Business Meeting Tresuri Tahun 2025 February 9, 2025 Yogyakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
4. Core Credit Skill Reinforcement February 12, 14, 16, Jakarta Training PT Bank Negara
LEarnings for Executive Leaders 2025 Indonesia
(Persero) Tbk
5. BNI Investor Daily Routine February 27, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
6. Townhall Meeting May 23, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
7. Risk Management Certification Training June 3, 2025 Jakarta Training Lembaga
(SMR) JK 7 Pengembangan
Perbankan
Indonesia (LPPI)
2025 Annual Report
169
PT Bank Negara Indonesia (Persero) Tbk
Page 172
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
8. Keynote Speaker LCT Forum Group June 11, 2025 Seoul Forum Bank Indonesia
Discussion with BI and KBRI Seoul
9. Sharing Session between BNI and the August 4, 2025 Jakarta Forum PT Bank Negara
Ministry of Cooperatives Indonesia
“Strengthening the People’s Economy (Persero) Tbk
Based on Mutual Cooperation”
10. Seminar Economic Outlook 2026 September 2, 2025 Online Meeting Seminar Asosiasi
Perusahaan
Pembiayaan
Indonesia (APPI)
11. Hijrah Finansial - BSI September 12, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
12. Compliance Forum Tahun 2025 September 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
13. CEO Direction November 1, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
14. SP National Working Meeting November 7, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
15. Risk Management Certification Exam November 14, 2025 Jakarta Certification Lembaga
JK 7 Certification
Profesi Perbankan
(LSPP)
16. BNI Emerald Market Outlook December 1, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
17. Corporate Gathering - Human Capital December 9, 2025 Jakarta Forum PT Bank Negara
Executive Forum : Tema "The New Indonesia
Growth Engine" (Persero) Tbk
18. BNI HC Leader Talk December 9, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
Victor Erico Korompies – SEVP Information Technology
1. BNI Investor Daily Round Table and January 15, 2025 Jakarta Seminar PT Bank Negara
Appreciation Night 2024 Indonesia
(Persero) Tbk
2. Business Meeting BNI Tahun 2025 January 20–21, 2025 Bogor Seminar PT Bank Negara
Indonesia
(Persero) Tbk
3. Earnings Call and Press Conference January 22, 2025 Jakarta Conference PT Bank Negara
FY - 2024 Indonesia
(Persero) Tbk
4. Juri Grand Final Pitching BINNOVA February 20, 2025 Jakarta Forum PT Bank Negara
Batch 4 Indonesia
(Persero) Tbk
5. Sharing Session IT BNI NWOW February 26, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
6. Sharing Session IT BNI NWOW March 20, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
7. Sharing Session ODP IT Batch 332 April 25, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
8. Earnings Call 1Q-2025 April 28, 2025 Online Meeting Conference PT Bank Negara
Indonesia
(Persero) Tbk
170 A Heart that Serves, Growing with Indonesia
Page 173
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
9. Risk Management Certification Training June 3, 2025 Jakarta Training Lembaga
JK 7 Pengembangan
Perbankan
Indonesia (LPPI)
10. Risk Management Certification Exam June 11, 2025 Jakarta Certification Lembaga
JK 7 Certification
Profesi Perbankan
(LSPP)
11. Earnings Call 2025 July 25, 2025 Jakarta Conference PT Bank Negara
Indonesia
(Persero) Tbk
12. Alibaba Cloud - Building Trust in AI - August 13, 2025 Jakarta Panel Alibaba
Powered Finance Discussion
13. IBM AI Leadership Exchange Indonesia August 14, 2025 Jakarta Panel IBM Indonesia
Discussion
14. Correspondent Banking Forum August 17, 2025 London Conference JP Morgan
15. Singapore Fintech 2025 November 11, 2025 Singapore Conference Singapore Fintech
16. Nusantara AI Intelligence December 3, 2025 Jakarta Appreciation Alibaba
Night
17. BNI HC Leaders Talk December 9, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
Na Steven Suryana – SEVP Wealth Management
1. Business Meeting Wilayah 06 January 9, 2025 Surabaya Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
2. Workshop Sektor REB Tahun 2025 January 14–15, 2025 Bogor Workshop PT Bank Negara
Indonesia
(Persero) Tbk
3. BNI Investor Daily Round Table January 15, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
4. Business Meeting BNI 2025 January 20–21, 2025 Bogor Workshop PT Bank Negara
Indonesia
(Persero) Tbk
5. Earnings Call and Press Conference January 22, 2025 Jakarta Workshop PT Bank Negara
FY - 2024 Indonesia
(Persero) Tbk
6. Reinforcement Core Learning February 12, 14, 16 Jakarta Training PT Bank Negara
Credit Skills for Executive Leaders 2025 Indonesia
(Persero) Tbk
7. Okezone Forum February 25, 2025 Jakarta Sharing Okezone Forum
Talkshow Speaker: Smart Session
Managing Finances for Gen Z
8. BNI Investor Daily Round Table February 27, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
9. Earnings Call and Press Conference April 28, 2025 Jakarta Workshop PT Bank Negara
1Q-2025 Indonesia
(Persero) Tbk
10. Townhall Meeting BNI 2025 May 23, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
11. Risk Management Certification Training June 3, 2025 Jakarta Training Lembaga
JK 7 Pengembangan
Perbankan
Indonesia (LPPI)
2025 Annual Report
171
PT Bank Negara Indonesia (Persero) Tbk
Page 174
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
12. Risk Management Certification Exam June 11, 2025 Jakarta Certification Lembaga
JK 7 Certification
Profesi Perbankan
(LSPP)
13. Earnings Call 1H-2025 July 25, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
14. Sharing Session between BNI August 4, 2025 Jakarta Workshop PT Bank Negara
& the Ministry of Cooperatives: Indonesia
“Strengthening the People’s Economy (Persero) Tbk
Based on Mutual Cooperation”
15. Compliance Forum Tahun 2025 September 16, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
16 BNI & Ministry of Cooperatives: October 1, 2025 Jakarta Workshop PT Bank Negara
“Strengthening the People’s Economy Indonesia
Based on Mutual Cooperation” (Persero) Tbk
17. Earnings Call 3Q-2025 October 24, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
18 Event Customer Gathering Sinarmas November 15, 2025 Jakarta Workshop PT Bank Negara
Land Indonesia
(Persero) Tbk &
Sinarmas Land
19. Leaders Gathering and Receotion: November 26, 2025 Jakarta Sharing Mastercard
Building Financial Resilience in a Session
Digital Economy
20. Event BNI Emerald Market Outlook December 1, 2025 Jakarta Sharing PT Bank Negara
2025 Session Indonesia
(Persero) Tbk
21. Konsinyering Komisi XI DPR RI December 8, 2025 Jakarta Sharing PT Bank Mandiri
bersama Himbara dan BSI Session (Persero) Tbk
Bun Hendra – SEVP Credit Risk
1. Business Meeting BNI 2025 January, 19 - 21 2025 Bogor Workshop PT Bank Negara
Indonesia
(Persero) Tbk
2. Pembelajaran Reinforcement Core February 12, 14, and Jakarta Training PT Bank Negara
Credit Skill for Executive Leaders 16, 2025 Indonesia
(Persero) Tbk
3. Sharing session : Mindset of a April 24, 2025 Jakarta Workshop MUFG & PT Bank
Distressed Banker, Considerations for Negara Indonesia
managing loans at risk - Kerjasama (Persero) Tbk
dengan MUFG Facilitator : Angelina
Bopp - Head of Credit Managerd
Assets (APAC MUFG Bank) & Lauren
Anderson (Credit Managed Assets
Global Corporate & Investment
Banking)
4. Risk Management Certification Training June 3, 2025 Jakarta Training Lembaga
JK 7 Pengembangan
Perbankan
Indonesia (LPPI)
5. Risk Management Certification Exam June 11, 2025 Jakarta Certification Lembaga
JK 7 Certification
Profesi Perbankan
(LSPP)
172 A Heart that Serves, Growing with Indonesia
Page 175
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
6. Speaker at the 104th LPPI Virtual June 13, 2025 Online Meeting Workshop Lembaga
Seminar Topic: LPPI Virtual Seminar Pengembangan
104 “Implementation of ICoFR to Perbankan
Improve the Integrity of Financial Indonesia (LPPI)
Reports and Public Trust”
7. Sharing Season Event by the Director August 5, 2025 Online Meeting Workshop PT Bank Negara
General of Plantations to socialize the Indonesia
Industrial Plasma Policy for Palm Oil (Persero) Tbk
8. Onboarding Retail Productive Credit August 14, 2025 Online Meeting Training PT Bank Negara
Risk (RPR), as well as Training for Head Indonesia
of Retail Productive Credit Risk (HRP) (Persero) Tbk
and Head of Commercial Credit Risk
(HOR)
9. Compliance Forum Tahun 2025 September 16, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
10. Closing Ceremony for the October 17, 2025 Magelang Training PT Bank Negara
National Awareness Training Indonesia
(Persero) Tbk
11. BEST (BNI ESG & Sustainability November 19, 2025 Jakarta Workshop PT Bank Negara
Transition) Indonesia
(Persero) Tbk
12. Knowledge Sharing related to December 11, 2025 Jakarta Workshop Otoritas Jasa
Corporate Credit Analysis in Banking Keuangan (OJK)
(Facilitator)
Pancaran Affendi – SEVP Wholesale Solutions & Value Chain
1. BNI Investor Daily Round Table (BNI January 15, 2025 Jakarta Seminar PT Bank Negara
IDRT) dan Apperciation Night 2024 Indonesia
(Persero) Tbk
2. Business Meeting BNI 2025 January 19–21, 2025 Bogor Workshop PT Bank Negara
Indonesia
(Persero) Tbk
3. Earnings Call dan Press Conference January 22, 2025 Jakarta Seminar PT Bank Negara
FY-2024 Indonesia
(Persero) Tbk
4. Core Strengthening Learning February 12, 14, 16, Jakarta Training PT Bank Negara
Credit Skills for Executive Leaders 2025 Indonesia
(Persero) Tbk
5. Thought Leadership Forum Event February 18, 2025 Jakarta Seminar PT Bank Negara
- Pertamina Forum: Indonesia’s Oil Indonesia
& Gas Future: Economic Trends & (Persero) Tbk
Commodity Market Insight
7. Opening Speech BNIdirect April 22, 2025 Surabaya Sharing PT Bank Negara
Capabilities & Supply Chain Event Session Indonesia
Vol.1 "Redefining Transaction Banking (Persero) Tbk
Experience"
8. Sharing Session "Mindset of a April 22, 2025 Jakarta Sharing PT Bank Negara
Distressed Banker" Session Indonesia
(Persero) Tbk
9. Earnings Call 1Q2025 April 28, 2025 Online Meeting Seminar PT Bank Negara
Indonesia
(Persero) Tbk
10. SMR JK 07 Maintenance Program from May, 7 2025 Online Meeting Training Badan
BSMR Certification
Manajemen
Risiko (BSMR)
2025 Annual Report
173
PT Bank Negara Indonesia (Persero) Tbk
Page 176
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
11. Townhall Meeting BNI 2025 May 23, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
12. Workshop BNI - BCG Priority June 3, 2025 Jakarta Workshop BCG - PT Bank
Alignment on Avatar Negara Indonesia
13. Opening Speech BNIdirect June 24, 2025 Makassar Sharing PT Bank Negara
Capabilities & Supply Chain Event Session Indonesia
Vol.2 "Redefining Transaction Banking (Persero) Tbk
Experience"
14. Konsinyering Komisi XI DPR RI July 22, 2025 Jakarta Forum PT Bank Negara
bersama HImbara dan BSI Indonesia
(Persero) Tbk
15. Earnings Call 1H-2025 July 25, 2025 Online Meeting Seminar PT Bank Negara
Indonesia
(Persero) Tbk
16. BNIdirect Capabilities Event Vol.3 July 25, 2025 Medan Sharing PT Bank Negara
"Redefining Transaction Banking Session Indonesia
Experience" (Persero) Tbk
17. Sharing Session BNI & KEMENKOP August 4, 2025 Jakarta Sharing PT Bank Negara
“Strengthening People’s Economy Session Indonesia
Based on Mutual Cooperation” (Persero) Tbk
18. Sharing Session “Enhance Policies August 5, 2025 Jakarta Sharing PT Bank Negara
related to the Palm Oil Industry in Session Indonesia
Indonesia 2025” (Persero) Tbk
19. BNI - Sinar Mas Agri Workshop August 21, 2025 Jakarta Workshop PT Bank Negara
Economics Update 2025: Investment Indonesia
Strategies Amid Economic Challenges (Persero) Tbk
Global
20. Workshop Debt Pushdown in cross- September 10, 2025 Jakarta Workshop PT Bank Negara
Border Financing: An Indonesia Lawa Indonesia
Perspective (Persero) Tbk
21. Compliance Forum “Decision Making September 16, 2025 Jakarta Forum PT Bank Negara
Based on the Principles of the Business Indonesia
Judgement Rule in the Context of Good (Persero) Tbk
Corporate Governance
22. CEO Direction - Implementasi New October 1, 2025 Jakarta Workshop PT Bank Negara
Region, Area, dan Branch Model Indonesia
(Persero) Tbk
23. Earnings Call 3Q-2025 October 24, 2025 Online Meeting Seminar PT Bank Negara
Indonesia
(Persero) Tbk
24. Macroprudential Discussion Forum November 14, 2025 Jakarta Forum Bank Indonesia
Limited to the topic of “Strengthening
Macroprudential Policy in Promoting
Accelerated
25. ESG Sustainability & Transition "BEST" November 19, 2025 Jakarta Sharing PT Bank Negara
Event Peluncuran Advisory Playbook Session Indonesia
Perkebunan Kelapa Sawit (Persero) Tbk
26. Event BNI Emerald Market Outlook December 1, 2025 Jakarta Sharing PT Bank Negara
2025 Session Indonesia
(Persero) Tbk
27. Capabilities Event Vol.4 "Building a December 2, 2025 Jakarta Sharing PT Bank Negara
Resilient FMCG Ecosystem through Session Indonesia
Digital Finance & Supply Chain (Persero) Tbk
Transparency"
174 A Heart that Serves, Growing with Indonesia
Page 177
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
28. Mini Workshop on Digital Economy December 31, 2025 Jakarta Workshop PT Bank Negara
and Closing of 2025 Indonesia
(Persero) Tbk
Andy Yusdiman – SEVP Commercial & SME
1. Sharing Session BNI & KEMENKOP August 4, 2025 Jakarta Forum Kementerian
: “Strengthening the People’s Economy Koperasi dan
Based on Mutual Cooperation Usaha Kecil
dan Menengah
(KemenKopUKM)
2. Keynote Speaker at PwC Indonesia August 5, 2025 Jakarta Forum PWC
and PwC Singapore Talkshow “Deb
Financing Strategies Amid Economic
Uncertainty
3. Progress Update - Koperasi Desa/ August 7, 2025 Jakarta Forum Danantara
KDMP Indonesia
4. Pre Class Program Top Gun Program August 8, 2025 Jakarta Training Danantara
2025 Indonesia
5. Kunker Komisi XI DPR RI August 12 - 13, 2025 Balikpapan Forum Dewan
Perwakilan
Rakyat Republik
Indonesia (DPR
RI)
6. Launching Program Cross Referal August 13, 2025 Jakarta Forum PT Bank Negara
Commercial Indonesia
(Persero) Tbk
7. Pre Class Chief Business Director August 13, 2025 Jakarta Forum Danantara
Indonesia
8. Assesmen Profesional Qualification September 3, 2025 Jakarta Forum PT Daya Dimensi
(PQ) Indonesia
9. Compliance Forum Tahun 2025 September 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
10. Juri Grand Final Pitching Binnova September 18, 2025 Jakarta Forum PT Bank Negara
Batch 5 Indonesia
(Persero) Tbk
11. Operationalization & Development of September 26, 2025 Jakarta Forum Koperasi Desa/
KDKMP Kelurahan Merah
Putih (KDMP)
12. Risk Management Certification Training November 11, 2025 Jakarta Training Indonesian Risk
JK 7 Professional
Association
(IRPA)
13. Risk Management Certification Exam November 14, 2025 Jakarta Certification Badan
JK 7 Certification
Manajemen
Risiko (BSMR)
14. BNI HC Leaders Talk December 9, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
Efrizal – SEVP Government & Solution
1. Compliance Forum 2025 September 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
2. Reinforcement Core Credit Skill September 17, 2025 Jakarta Training PT Bank Negara
Training - Training Consultant October 8 & 10, 2025 Indonesia
(Persero) Tbk
3. CEO Direction Implementation - October 1, 2025 Jakarta Workshop PT Bank Negara
Implementation of New Region, Area, Indonesia
and Branch Model (Persero) Tbk
2025 Annual Report
175
PT Bank Negara Indonesia (Persero) Tbk
Page 178
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
4. Earnings Call 3Q-2025 via Zoom October 24, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
5. BNI SP National Working Meeting November 7, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
6. JK 7 Risk Management Certification November 11, 2025 Jakarta Training Indonesian Risk
Briefing Professional
Association
(IRPA)
7. JK 7 Risk Management Certification November 14, 2025 Jakarta Certification Badan
Exam Certification
Manajemen
Risiko (BSMR)
8. BNI HC Leaders Talk December 9, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
Saridatun – SEVP Remedial & Recovery
1. Compliance Forum 2025 Septmeber 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
2. Earnings Call 3Q-2025 via Zoom October 24, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
3. SP BNI National Working Meeting November 7, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
4. JK 7 Risk Management Certification November 11, 2025 Jakarta Training Indonesian Risk
Briefing Professional
Association
(IRPA)
5. JK 7 Risk Management Certification November 14, 2025 Jakarta Certification Badan
Exam Certification
Manajemen
Risiko (BSMR)
6. Anugerah Reksa Bandha Tahun 2025 December 18, 2025 Jakarta Forum Kementerian
Keuangan
Sri Indira – SEVP Network & Sales
1. Sharing Session with BNI & Ministry August 4, 2025 Jakarta Sharing PT Bank Negara
of Cooperatives: “Strengthening the Session Indonesia
People’s Economy Based on Mutual (Persero) Tbk
Cooperation”
2. Press Conference wondrX August 7, 2025 Jakarta Informant PT Bank Negara
Indonesia
(Persero) Tbk
3. Scale Up 2.0 : Generate Your August 23 - 24, 2025 Jakarta Workshop Aksoro Business
Exponential Business Growth School
4. Onboarding the New Region, Area, August 25, 2025 Jakarta Sharing PT Bank Negara
and Branch Model Project Team Session Indonesia
(Persero) Tbk
5. CRM Blueprint Batch 5: Optimizing September 6 - 7, Online Meeting Workshop Aksoro Business
CRM Strategy 2025 School
6. Compliance Forum 2025 September 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
7. Training for the Implementation of the October 24, 2025 Online Meeting Informant PT Bank Negara
New Region, Area, and Branch Model Indonesia
in 2025 for W08 and W15 (Persero) Tbk
176 A Heart that Serves, Growing with Indonesia
Page 179
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
8. Reinforcement Training on Core Credit September 17, 2025 Jakarta Training PT Bank Negara
Skills for Excecutive Leaders October 8 & 10, Indonesia
2025 (Persero) Tbk
9. Implementation of CEO Direction - October 1, 2025 Jakarta Workshop PT Bank Negara
Implementation of New Region, Area Indonesia
and Branch Model (Persero) Tbk
10. Socialization of T-2 Capability October 3 - 4, 2025 Bali Informant PT Bank Negara
Implementation Indonesia
(Persero) Tbk
11. Retirement Preparation Training October 22, 2025 Online Meeting Training PT Bank Negara
- Material on Employee Rights & Indonesia
Obligations related to Retirement (Persero) Tbk
Period
12. Earnings Call 3Q-2025 October 24, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
13. Discussion on Effective Business November 7, 2025 Jakarta Informant PT Bank Negara
Models and Digitalization to Win the Indonesia
Market (Persero) Tbk
14. Training on “How To Manage Territory November 8, 2025 Jakarta Informant PT Bank Negara
and Manage Portfolio” Indonesia
(Persero) Tbk
15. JK 7 Risk Management Certification November 11, 2025 Jakarta Training Indonesian Risk
Briefing Professional
Association
(IRPA)
16. Risk Management Certification Exam November 14, 2025 Jakarta Certification Badan
JK 7 Certification
Manajemen
Risiko (BSMR)
17. BNI HC Leaders Talk December 9, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
Efita Praharani – SEVP Human Capital
1. In-class Session Talent Acceleration July 16, 2025 Jakarta Workshop PT Bank Negara
Program (TACT) - Amidextrous Indonesia
Leadership (Persero) Tbk
2. Earnings Call 1H-2025 July 25, 2025 Online Meeting Seminar PT Bank Negara
Indonesia
(Persero) Tbk
3. Compliance Forum 2025 September 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
4. Reinforcement Core Credit September 17, 2025 Jakarta Training PT Bank Negara
Skill for Excecutive Leaders Training October 8 & 10, Indonesia
2025 (Persero) Tbk
5. CEO Direction - Implementasi New October 1, 2025 Jakarta Workshop PT Bank Negara
Region, Area, dan Branch Model Indonesia
(Persero) Tbk
6. T-2 Capability Socialization October 3, 2025 Jakarta Sharing PT Bank Negara
Implementation of New Region, Area, Session Indonesia
and Branch Model (Persero) Tbk
7. Sharing session (Forum Malam October 16, 2025 Jakarta Sharing PT Bank Negara
Aspirasi/ Formasi) Session Indonesia
(Persero) Tbk
2025 Annual Report
177
PT Bank Negara Indonesia (Persero) Tbk
Page 180
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
8. Earnings Call 3Q-2025 October 24, 2025 Online Meeting Seminar PT Bank Negara
Indonesia
(Persero) Tbk
9. Implementation of New Region Model October 31 - Bali Sharing PT Bank Negara
W08 with the President Director November 1, 2025 Session Indonesia
(Persero) Tbk
10. SP BNI National Working Meeting November 7, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
11. Resource Person for the Training November 8, 2025 Jakarta Sharing PT Bank Negara
Program Implementation of the BRAVE Session Indonesia
W15 Project 2025 Training Program (Persero) Tbk
with the Theme: How to Manage
Territory and Manage Portfolio
12. Risk Management Certification Training November 11, 2025 Jakarta Training Indonesian Risk
JK 7 Professional
Association
(IRPA)
13. Risk Management Certification Exam November 14, 2025 Jakarta Certification Badan
JK 7 Certification
Manajemen
Risiko (BSMR)
14. Speaker at the Strengthening November 24, 2025 Jakarta Workshop PT Bank Negara
RHM Event: Empowering People, Indonesia
Driving Business Through Digital (Persero) Tbk
Mindset
15. Corporate Gathering - Human Capital December 9, 2025 Jakarta Sharing PT Bank Negara
Executive Forum with the theme Session Indonesia
“The New Growth Engine” (Persero) Tbk
16. BNI Human Capital Leaders Talk December 9, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
17. Workshop & Enablement Preparation December 12, 2025 Jakarta Workshop PT Bank Negara
for the Establishment of Branch Indonesia
Banking Officer (BBO) Functions, Area (Persero) Tbk
Business Support (ABS), and Rollout
Preparation T2-Implementation of New
Region, Area
18. Human Capital Alignment December 24, 2025 Jakarta Workshop PT Bank Negara
Workshop 2025 Indonesia
(Persero) Tbk
Johansyah – SEVP Legal & Compliance
1. AKPI Seminar and Annual Member August, 26 2025 Jakarta Forum Asosiasi Kurator
Meeting dan Pengurus
Indonesia (AKPI)
2. Compliance Forum 2025 September 16, 2025 Jakarta Forum PT Bank Negara
Indonesia
(Persero) Tbk
3. CEO Direction Implementation October 1, 2025 Jakarta Workshop PT Bank Negara
- Implementation of New Region, Area, Indonesia
and Branch Model (Persero) Tbk
4. Reinforcement Core Credit Skill for October 8 & 10, 2025 Jakarta Training PT Bank Negara
Executive Leader Learning Indonesia
(Persero) Tbk
5. FKDKP Seminar Batch 2 - October 16, 2025 Online Meeting Seminar Forum
Understanding the importance Komunikasi
of integrity in financial institution Direktur
management Kepatuhan
Perbankan
6. Indonesian Internal Audit Practitioner October 24, 2025 Jakarta Training The Institute of
Certification (IIAP) Internal Auditors
178 A Heart that Serves, Growing with Indonesia
Page 181
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Name of Training/workshop/ Date of Place of Type of
No. Organizer
Conference/Semnar Implementation Implementation Training
7. Earnings Call 3Q-2025 via Zoom October 24, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
8. SP BNI National Working Meeting November 7, 2025 Jakarta Workshop PT Bank Negara
Indonesia
(Persero) Tbk
9. JK 7 Risk Management Certification November 11, 2025 Jakarta Training Indonesian Risk
Briefing Professional
Association
(IRPA)
10. JK 7 Risk Management Certification November 14, 2025 Jakarta Certification Badan
Exam Certification
Manajemen
Risiko (BSMR)
11. BNI HC Leaders Talk December 9, 2025 Jakarta Sharing PT Bank Negara
Session Indonesia
(Persero) Tbk
2025 Annual Report
179
PT Bank Negara Indonesia (Persero) Tbk
Page 182
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Shareholder Structure and
Composition [ACGS C.1.2]
Shareholder Structure as of December 31, 2025
Government of Republic PT Danantara Asset
Public
Indonesia BP BUMN Management (Persero)
40.000%
0.000% 60.000%
Controlling Line Main Shareholder Line Non-Controlling Line
Changes in Shareholder Structure after the Financial Statement Date
In relation to the implementation of Law Number 16 of 2025, which regulates State share ownership in State-
Owned Enterprises (SOEs), as of January 5, 2026, there has been a change in the shareholding structure of
PT Bank Negara Indonesia (Persero) Tbk (BBNI).
Such change was effected through the transfer of a portion of Series B shares owned by PT Danantara Aset
Management (Persero) (“PT DAM”) to the State-Owned Enterprises Regulatory Agency of the Republic
of Indonesia (“BP BUMN”), as stipulated in the Agreement on the Transfer of State-Owned Shares of the
Republic of Indonesia in the Form of Series B Shares in SOEs to the State-Owned Enterprises Regulatory
Agency Number PERJ-1/BPU/01/2026 and Number LGL1.001/PERJ/DI-DAM.DO/2026, dated January 5, 2026,
executed by and between BP BUMN and PT DAM.
Shareholding Composition Before the Transaction Shareholding Composition After the Transaction
BP BUMN BP BUMN
- 1 (one) Series A Dwiwarna share - 1 (one) Series A Dwiwarna share
- Percentage of voting rights: 0.0000% - 223,783,877 Series B shares
- Percentage of voting rights: 0.60%
PT DAM PT DAM
- 434,012,799 Series B shares (1.16%) - 210,228,922 Series B shares (0.56%)
- 21,944,374,950 Series C shares (58.84%) - 21,944,374,950 Series C shares (58.84%)
The share transfer transaction was carried out to comply with the provisions of Law Number 16 of 2025,
which stipulates that State share ownership in SOEs shall be vested in BP BUMN in the amount of 1% (one
percent).
The 1% (one percent) ownership by BP BUMN as regulated under Law Number 16 of 2025 refers to 1% of the
State’s shareholding in the Company. Considering that the total shareholding of the Republic of Indonesia in
the Company, held through BP BUMN and PT DAM, amounts to 60%, the ownership of BP BUMN equivalent
to 1% of the State’s shareholding corresponds to 0.60% of the total issued and fully paid-up shares of the
Company. Accordingly:
- The share ownership of BP BUMN in the Company has fully complied with the provisions of Law Number
16 of 2025;
- The Republic of Indonesia remains the ultimate beneficial owner of the Company;
- State ownership is held:
• directly through BP BUMN in the form of Series A Dwiwarna shares and Series B shares; and
• indirectly through PT DAM in the form of Series B and Series C shares, which are consolidated under
Badan Pengelola Investasi Daya Anagata Nusantara.
This transaction does not alter the control status of the Republic of Indonesia over the Company and has no
impact on the Company’s operational activities.
180 A Heart that Serves, Growing with Indonesia
Page 183
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Company Shareholders Composition as of January 1, 2025
Number of
No. Investor Total Investor Ownership
Shares
National Investors
1 Government of Republic Indonesia 1 22,378,387,750 60.00000
2 Indonesian Individuals 180,049 2,307,796,799 6.18757
3 Cooperatives 21 2,924,158 0.00784
4 Foundations 39 47,330,300 0.12690
5 Pension Funds 162 1,597,524,708 4.28322
6 Insurance 187 385,738,578 1.03423
7 Bank 6 6,306,900 0.01691
8 Limited Liability Companies 376 112,817,487 0.30248
9 Government Intitution 1 132 0.00000
10 Other Business Entities 5 10,596 0.00003
11 Mutual Funds 282 740,691,958 1.98591
Sub Total 181,129 27,579,529,366 73.94509
Foreign Investors
1 Foreign Individuals 339 3,189,860 0.00855
2 Foreign Business Enterprise 1,401 9,714,593,690 26.04636
Sub Total 1,740 9,717,783,550 26.05491
Total 182,869 37,297,312,916 100.0000
Company Shareholders Composition as of December 31, 2025
Number of
No. Investor Total Investor Ownership
Shares
National Investors
1 Government of Republic Indonesia 1 1 0.00000
2 Indonesian Individuals 172,534 2,459,114,299 6.59327
3 Cooperatives 21 3,012,258 0.00808
4 Foundations 49 54,763,432 0.14683
5 Pension Funds 173 2,059,559,358 5.52200
6 Insurance 212 696,215,571 1.86666
7 Bank 6 6,024,800 0.01615
8 Limited Liability Companies 421 22,511,714,267 60.35747
9 Government Institution 1 66 0.00000
10 Other Business Entities 5 10,596 0.00003
11 Mutual Funds 285 811,287,115 2.17519
Sub Total 173,708 28,601,701,763 76.68568
Foreign Investors
1 Foreign Individuals 351 2,959,060 0.00793
2 Foreign Business Enterprises 1,270 8,692,652,093 23.30638
Sub Total 1,621 8,695,611,153 23.31431
Total 175,329 37,297,312,916 100.00000
2025 Annual Report
181
PT Bank Negara Indonesia (Persero) Tbk
Page 184
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
20 Largest BNI Shareholders Composition as of January 1, 2025
Number of
No Investor % Status Location
Shares
1 Government of Republic of 22,378,387,750 60.0000000 Republic of Indonesia Indonesia
Indonesia
2 DJS Ketenagakerjaan Program JHT 1,173,238,336 3.1456377 Pension Fund Indonesia
3 Retail Individual 746,000,000 2.0001441 Indonesian individual Indonesia
4 BNYM RE BNYMLB RE Employees 387,462,306 1.0388478 Foreign Business Enterprise Malaysia
Providentfd Board-2039927326
5 SSB 52B0 MFS Emerging Markets 269,910,400 0.7236725 Foreign Business Enterprise United States
Equity Fund -2183964118 of America
6 JPMSE AMS RE AIF CLT RE- 252,313,764 0.6764931 Foreign Business Enterprise Netherlands
Stichting Depositary APG Emerging
Markets Equity Pool
7 JPMCB NA RE-Vanguard Total 208,876,012 0.5600297 Foreign Business Enterprise United States
International Stock Index Fund of America
8 Morgan Stanley and Co INTL PLC - 207,861,721 0.5573102 Foreign Business Enterprise England, UK
FIRM AC
9 JPMCB NA RE - Vanguard Emerging 189,362,952 0.5077121 Foreign Business Enterprise United States
Markets Stock Index Fund of America
10 DJS Ketenagakerjaan Program JP 177,374,300 0.4755686 Pension Fund Indonesia
11 BNYMSANV RE Sanvlux RE Invesco 167,495,100 0.4490809 Foreign Business Enterprise Luxembourg
Funds
12 HSBC Bank PLC S/A Saudi Central 155,843,376 0.4178408 Foreign Business Enterprise Saudi Arabia
Bank-No. 2-FE-Invesco HBEU as
Agent
13 Citibank New York S/A Government 143,304,200 0.3842212 Foreign Business Enterprise Norway
of Norway - 16
14 SSB AAHA Principal GLB Investors 135,678,700 0.3637761 Foreign Business Enterprise United States
Collctve INVT TST-2183966095 of America
15 SSB 2Q27 Ishares Core MSCI 131,307,700 0.3520567 Foreign Business Enterprise United States
Emerging Markets ETF -2183966403 of America
16 BNYMSANV RE BNYM RE People's 131,033,300 0.3513210 Foreign Business Enterprise China
Bank of China
17 BBH Luxembourg S/A Fidelity 125,753,600 0.3371653 Foreign Business Enterprise Luxembourg
Funds-Asian Smaller Companies
Pool
18 Citibank New York S/A Government 125,152,500 0.3355537 Foreign Business Enterprise Norway
of Norway - 15
19 NTC-CAPE ANN Global Developing 114,426,800 0.3067964 Foreign Business Enterprise United States
Markets Fund of America
20 HSBC-Fund Services A/C 086 HBAP 112,010,700 0.3003184 Foreign Business Enterprise China
- Invesco Ltd A/C Best Investment
Corporation
20 Largest BNI Shareholders Composition as of December 31, 2025
No Investor R epublic % Status Location
1 PT DANANTARA ASSET 22,378,387,749 60.0000000 Limited Liability Company Indonesia
MANAGEMENT (PERSERO)
2 DJS Ketenagakerjaan Program JHT 1,308,007,936 3.5069763 Pension Fund Indonesia
3 Retail Individual 750,000,000 2.0108687 Indonesian individual Indonesia
4 BNYM RE BNYMLB RE EMPLOYEES 419,855,506 1.1256991 Foreign Business Enterprise Malaysia
PROVIDENTFD
BOARD-2039927326
5 SSB 52B0 MFS EMERGING 276,311,200 0.7408341 Foreign Business Enterprise United States
MARKETS EQUITY FUND of America
-2183964118
6 MORGAN STANLEY AND CO INTL 253,122,450 0.6786614 Foreign Business Enterprise London
PLC - FIRM AC
7 JPMSE AMS RE AIF CLT RE- 230,301,732 0.6174754 Foreign Business Enterprise Netherlands
STICHTING DEPOSITARY APG
EMERGING MARKETS EQUITY
POOL
8 PT TASPEN (PERSERO) PENSIUN – 207,152,000 0.5554073 Pension Funds Indonesia
FVTOCI
9 SSB HFMQ THE HARTFORD 201,782,844 0.5410117 Foreign Business Enterprise United States
INTERNATIONAL VALUE FUND of America
-2183964280
182 A Heart that Serves, Growing with Indonesia
Page 185
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Investor R epublic % Status Location
10 BNYMSANV RE SANVLUX RE 189,622,000 0.5084066 Foreign Business Enterprise Luxembourg
INVESCO FUNDS
11 DJS KETENAGAKERJAAN 183,174,300 0.4911193 Pension Funds Indonesia
PROGRAM JP
12 JPMCB NA RE-VANGUARD TOTAL 175,411,912 0.4703071 Foreign Business Enterprise United States
INTERNATIONAL STOCK INDEX of America
FUND
13 JPMCB NA RE - VANGUARD 162,433,952 0.4355111 Foreign Business Enterprise United States
EMERGING MARKETS STOCK of America
INDEX FUND
14 PT TASPEN (ASURANSI) - FVTOCI 162,110,900 0.4346450 Pension Funds Indonesia
15 HSBC BANK PLC S/A SAMA NO 159,304,376 0.4271202 Foreign Business Enterprise Saudi Arabia
2 - ASIA PACIFIC - INVESCO HBEU
AS AGENT
16 NTC-CAPE ANN GLOBAL 156,681,327 0.4200874 Foreign Business Enterprise United States
DEVELOPING MARKETS FUND of America
17 CITIBANK NEW YORK S/A ISHARES 153,078,700 0.4104282 Foreign Business Enterprise United States
CORE MSCI EMERGING MARKETS of America
ETF
18 BBH LUXEMBOURG S/A FIDELITY 148,538,300 0.3982547 Foreign Business Enterprise Luxembourg
FUNDS-ASIAN SMALLER
COMPANIES POOL
19 HSBC BANK PLC AS TRUSTEE FOR 147,510,500 0.3954990 Foreign Business Enterprise England, UK
PUTM BOTHWE LL EMERGING
MARKETS EQUITY FUND
20 CITIBANK NEW YORK S/A 146,304,200 0.3922647 Foreign Business Enterprise Norway
GOVERNMENT OF NORWAY-16
Shareholders with 5% or Over Ownership
January 1, 2025 December 31, 2025
Name of Shareholder Percentage Percentage
Number of Share Number of Share
Ownership Ownership
(Shares) (Shares)
% %
PT Danantara Asset
- - 22,378,387,749 60.000
Management (Persero)
Publics Shareholders with Less Than 5% Ownership
January 1, 2025 December 31, 2025
No Shareholder Group Number Percentage Number Percentage
Number of Number of
of Share Ownership of Share Ownership
Shareholders Shareholders
(Shares) % (Shares) %
Domestic Investor
1 Indonesian Individuals 180,049 2,307,796,799 6.18757 172,534 2,459,114,299 6.59327
2 Cooperatives 21 2,924,158 0.00784 21 3,012,258 0.00808
47,330,300
3 Foundations 39 0.12690 49 54,763,432 0.14683
1,597,524,708
4 Pension Funds 162 4.28322 173 2,059,559,358 5.52200
5 Insurance 187 385,738,578 1.03423 212 696,215,571 1.86666
6 Bank 6 6,306,900 0.01691 6 6,024,800 0.01615
Limited Liability
7 376 112,817,487 0.30248 421 22,511,714,267 60.35747
Companies
8 Government Agencies 1 132 0.00000 1 66 0.00000
Other Business
9 5 10,596 0.00003 5 10,596 0.00003
Enterprise
10 Mutual Funds 282 740,691,958 1.98591 285 811,287,115 2.17519
Sub Total 181,129 27,579,529,366 73.94509 173,708 28,601,701,763 76.68568
Foreign Investor
1 Foreign Business
339 3,189,860 0.00855 351 2,959,060 0.00793
Enterprises
2 Foreign Individuals 1,401 9,714,593,690 26.04636 1,270 8,692,652,093 23.30638
Sub Total 1,740 9,717,783,550 26.05491 1,621 8,695,611,153 23.31431
Total 182,869 37,297,312,916 100.0000 175,329 37,297,312,916 100.00000
2025 Annual Report
183
PT Bank Negara Indonesia (Persero) Tbk
Page 186
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Share Ownership (Direct and Indirect) by the Board of Directors and the Board of Commissioners [ACGS C.1.3]
January 1, 2025
Direct Ownership Indirect Ownership
Name Position
Number Percentage Number of Percentage
of Shares Ownership Shares (Shares)/ Ownership
(Shares) (%) Company Name (%)
BOARD OF DIRECTORS
Royke Tumilaar1) President Director 6,017,941 0.0161351 - -
Deputy
Putrama Wahju
Deputy President Director President 0.0160800 - -
Setyawan2)
Director
Novita Widya
Finance Director 5,150,584 0.0138095 - -
Anggraini3)
Corina Leyla Karnalies Retail Banking Director 5,513,174 0.0147817 - -
David Pirzada Risk Management Director 4,866,684 0.0130484 - -
Ronny Venir Network & Services Director 5,546,296 0.0148705 - -
Mucharom5) Human Capital & Compliance Director 4,547,848 0.0121935 - -
Toto Prasetio Technology & Operations Director 4,170,396 0.0111815 - -
Enterprise and Commercial Banking
I Made Sukajaya1) 2,465,912 0.0015468 - -
Director
Hussein Paolo
Digital ad Integrated Transaction Director 2,807,611 0.0075276 - -
Kartadjoemena
Agung Prabowo Wholesale & International Banking Director 1,990,356 0.0053365 - -
Munadi Herlambang Institutional Banking Director 0 0 - -
Alexandra Askandar6) Deputy President Director - - - -
Muhammad Iqbal7) Commercial Banking Director - - - -
Rian Eriana Kaslan7) Network & Retail Funding Director - - - -
Abu Santosa
Treasury & International Banking Director - - - -
Sudradjat7)
Eko Setyo Nugroho 7)
Institutional Director - - - -
BOARD OF COMMISIONERS
President Commissioner
Pradjoto8) 0 0 - -
(Independent Commissioner)
Pahala Nugraha
Vice President Commissioner 1,680,091 0.0045046 - -
Mansury8)
Sigit Widyawan8) Independent Commissioner 0 0 - -
Askolani8) Commissioner 2,708,062 0.0072607 - -
Asmawi Syam8) Independent Commissioner 0 0 - -
Septian Hario Seto8) Independent Commissioner 0 0 - -
Iman Sugema8) Independent Commissioner 0 0 - -
Erwin Rijanto Slamet8) Independent Commissioner 0 0 - -
Fadlansyah Lubis8) Commissioner 1,942,460 0.0052080 - -
Robertus Billitea8) Commissioner 1,819,666 0.0048788 - -
Mohamad Yusuf
Commissioner 899,500 0.0024117 - -
Permana8)
Omar Sjawaldy President Commisioner (Independent
- - - -
Anwar9) Commisioner)
Tedi Bharata10) Vice President Commisioner - - - -
Didik Junaedi
Independent Commisioner - - - -
Rachbini11)
Donny Hutabarat12) Commisioner - - - -
Vera Febyanthy11) Independent Commisioner - - - -
Febrio Nathan
Commisioner - - - -
Kacaribu13)
1)
Resigned from his position as Director on March 26, 2025.
2)
Received a transfer from his previous assignment as Deputy President Director to President Director on March 26, 2025, effective upon approval from the Financial
Services Authority (OJK) on June 5, 2025.
3)
Resigned from his position as Director on March 25, 2025.
5)
Resigned from his position as Director on March 24, 2025.
6)
Appointed as Director on March 26, 2025, effective upon approval from the Financial Services Authority (OJK) on June 5, 2025.
7)
Appointed as Director on March 26, 2025, effective upon approval from the Financial Services Authority (OJK) on August 13, 2025.
8)
Resigned from his position as a member of the Board of Commissioners on March 26, 2025.
9)
Appointed as a member of the Board of Commissioners on March 26, 2025, effective upon approval from the Financial Services Authority (OJK) on June 30, 2025.
10)
Appointed as a member of the Board of Commissioners on March 26, 2025, effective based on OJK approval from June 5, 2025.
11)
Appointed as a member of the Board of Commissioners on March 26, 2025, effective based on OJK approval from August 13, 2025.
12)
Appointed as a member of the Board of Commissioners on March 26, 2025, effective based on OJK approval from October 16, 2025.
13)
Has served as a member of the Board of Commissioners since December 15, 2025, and may carry out his/her duties, tasks, and functions after obtaining approval
from the OJK for the Fit and Proper Test.
184 A Heart that Serves, Growing with Indonesia
Page 187
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
December 31, 2025
Direct Ownership Indirect Ownership
Percentage Ownership Number of Shares (Shares)/ Percentage Ownership
Number of Shares (Shares)
(%) Company Name (%)
- - - -
5,997,426 0.0160800 - -
- - - -
5,513,174 0.0147817 - -
4,866,684 0.0130484 - -
5,546,296 0.0148705 - -
- - - -
4,222,896 0.0113223 - -
- - - -
3,075,911 0.0082470 - -
1,915,356 0.0051354 - -
0 0 - -
0 0 - -
3,064,085 0.0082153 - -
802,397 0.0021514 - -
0 0
311,797 0.0008360
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
0 0 - -
0 0 - -
0 0 - -
200 0.000005 - -
0 0 - -
0 0 - -
2025 Annual Report
185
PT Bank Negara Indonesia (Persero) Tbk
Page 188
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Shareholders and Percentage of Ownership Based on Classification
January 1, 2025 December 31, 2025
Shareholder Group Number
Number of Percentage Number of Number of Percentage
of Shares
Shareholders Ownership (%) Shareholders Shares (Shares) Ownership (%)
(Shares)
Individual Local 180,049 2,307,796,799 6.1871870 118,458 1,594,259,654 4.27446
Foreign 339 3,189,528 0.0085517 296 3,701,924 0.00993
Institution Local 1,080 25,204,337,521 67.5768194 962 25,579,433,391 68.5825100
Foreign 1,401 9,714,353,690 26.0457223 1,519 10,119,917,947 27.13310
Executive/Senior Management Share Ownership
Executive Officer Share Ownership [ACGS C.1.4]
Share ownership of employees who are Executive Officers/Senior Management is part of the Variable
Remuneration for Employees, the disclosure of which is contained in this Annual Report in the discussion
on Share Options Held by the Board of Commissioners, the Board of Directors, and Executive Officers in the
Corporate Governance chapter.
186 A Heart that Serves, Growing with Indonesia
Page 189
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Information on the Company’s Majority
and Controlling Shareholder [ACGS C.1.2]
As of December 31, 2025, the Bank’s ultimate/controlling shareholder, both directly and indirectly, is the
Republic of Indonesia, represented by the Government of the Republic of Indonesia/State-Owned Enterprises
Ministry (BP BUMN) of the Republic of Indonesia, with ownership of 0.000% or 1 (one) Series A Dwiwarna
share. The Government of the Republic of Indonesia is also the ultimate beneficial owner of the Company.
Negara Republik Indonesia melalui BP BUMN PT Danantara Asset Management (Persero)
0.000% 60.000%
Controlling Line Main Shareholder Line
As of the publication of this annual report, there have been no changes in the Company’s Controlling
Shareholders.
2025 Annual Report
187
PT Bank Negara Indonesia (Persero) Tbk
Page 190
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
List of Subsidiaries, Ownership
through Subsidiaries, and/or
Associated Entities [ACGS C.1.5]
Year of
Year of
Name Line of Business Domicile Commercial
Establishment
Operation
SUBSIDIARIES
PT BNI Multifinance Financing Jakarta 1983 1983
PT BNI Sekuritas Brokerage; Underwriter; Jakarta 1995 1995
Mutual Fund Selling Agent
(APERD); and other related
activities
PT BNI Life Insurance Life Insurance Services Jakarta 1996 1997
BNI Remittance Ltd. Remittance Services Hong Kong 1997 1998
PT Bank Hibank Indonesia Banking Jakarta 1993 1993
PT BNI Modal Ventura Venture Capital Jakarta 2022 2023
OWNERSHIP THROUGH SUBSIDIARIES
PT BNI Asset Management*) Investment Manager Jakarta 2011 2011
BNI Securities Pte. Ltd.*) Brokerage Services, Singapura 2021 2021
Underwriting, and Advisory
Activities in the Capital
Market
ASSOCIATED ENTITIES
PT Pemeringkat Efek Indonesia Securities Rating Agency Jakarta 1994 1994
PT Kustodian Sentral Efek Central Custodian Jakarta 1998 1998
Indonesia
PT Kliring Penjaminan Efek Clearing and Guarantee Jakarta 1996 1996
Indonesia
PT Bank Mizuho Indonesia Banking Jakarta 2001 2001
PT Bank SMBC Indonesia Tbk Banking Jakarta 1958 1960
PT Bank Syariah Indonesia Tbk Banking Jakarta 2021 2021
*) Owned by BNI Sekuritas
**) Unaudited
***) November 2025 Data
188 A Heart that Serves, Growing with Indonesia
Page 191
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Year of Participation BNI Ownership
(%) Total Asset 2025
Year of Last Capital Operational Status
(Million IDR)
Participation 2024 2023
2023 99.998% 99.998% Operating 5,641,675**
2019 75.00% 75.00% Operating 2,848,933**
2012 60.00% 60.00% Operating 30.630.862**
2009 100.00% 100.00% Operating 10,466**
2022 63.92% 63.92% Operating 24,063,616**
2022 99.98% 99.98% Operating 541,236**
2011 99.90% 99.90% Operating 206,876**
2024 100.00% 100.00% Operating 89,534**
2014 0.14% 0.14% Operating 445,963**
2022 2.50% 2.50% Operating 5,359,057**
2024 1.11% 1.11% Operating 6,622,667**
2020 1.00% 1.00% Operating 90,356,155**
2020 0.11% 0.15% Operating 204,718,643***
2021 23.24% 23.24% Operating 456,192,606
2025 Annual Report
189
PT Bank Negara Indonesia (Persero) Tbk
Page 192
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BRIEF INFORMATION ON SUBSIDIARIES
PT BNI MULTIFINANCE
Line of Business Financing
Business Profile PT BNI Multifinance was established on April 8, 1983 based on Notarial Deed by Kartini Muljadi, S.H.,
No. 21, under the name of PT BNI-AMEX Leasing, as a cooperation between PT Bank Negara Indonesia
(Persero) Tbk (BNI) and American Express Leasing Corporation (AMEX). PT BNI-AMEX Leasing’s name
has been amended several times with the last one to PT BNI Multifinance, being notarized by deed No.
103 dated June 27, 1994. To strengthen its identity, BNI Multifinance changed its name to BNI Finance in
October 2023, which has since come into use.
BNI Finance commenced its commercial operations in 1983, engaging in funding Investments, Working
Capital, Multipurpose and Operating Leases. Since 2022, BNI Finance has refocused its business on
financing in the consumer segment. In an effort to become a Market Leader in Consumer Finance,
in 2023 BNI Multifinance increased its outlets to 30 (thirty) branch offices spread across several large
cities in Indonesia. And in 2024, BNI Finance made further expansion by opening 22 new outlets that
added to a total of 52 BNI Finance branch offices spread throughout Indonesia. BNI Finance has also
collaborated with 1,655 partner dealers that serve as its growth engines.
In its commitment to safeguarding the security and confidentiality of customer information, BNI Finance
has successfully earned ISO 27001:2022 certification for the implementation of the Information Security
Management System (ISMS).
BNI Finance is supported by competent human resources in the financing sector. As of today, BNI
Finance employs a total of 695 employees, with approximately 29% stationed at the Head Office and
79% at branch offices.
Year of
1983
Establishment
Total Asset in 2025 Rp5,641,675 million (unaudited)
Share Ownership 99.998%
Operational Status Operating
Address Graha Binakarsa 11th floor Lot. E-F dan 12th floor
Jl. HR. Rasuna Said Kav. C-18
Kuningan, Jakarta Selatan 12940
Company Board of Commissioners
Management • President Commissioner/Independent : Suhartono*
• Commissioner : Hari Satriyono
• Commissioner : Ita Tetralastwati
Board of Directors
• President Director : Yenanto Siem*
• Director : Albertus Henditrianto
• Director : Legendariah
* Effective after the reappointment process is complete
190 A Heart that Serves, Growing with Indonesia
Page 193
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
PT BNI SEKURITAS
Line of Business Brokerage; Underwriter; and Mutual Fund Selling Agent (APERD)
Business Profile PT BNI Sekuritas (“BNI Sekuritas” or the “Company”) is a subsidiary of PT Bank Negara Indonesia
(Persero) Tbk (“BNI”). The Company has strengthened its position as one of the key players in the
Indonesian capital market since its establishment based on Notarial Deed No. 22 dated April 12, 1995 in
Jakarta (as amended by Deed of Amendment No. 39 dated May 3, 1995). With official licenses from the
relevant authorities, the Company conducts various financial services, including securities brokerage,
securities underwriting, mutual fund selling agent, and other related activities, as stipulated in Decrees
No. KEP-19/PM/1995, KEP-020/PM/1995 dated August 8, 1995, KEP-07/PM-MI/1995 dated October 23,
1995, and approvals from the Financial Services Authority (Otoritas Jasa Keuangan – “OJK”).
In line with regulatory developments and the dynamics of the capital market industry, BNI Sekuritas
has continuously adjusted its business structure to remain relevant and competitive. A significant
milestone was achieved on December 31, 2009 with the implementation of Bapepam-LK Regulation No.
V.D.11, which required the separation of the investment manager function. Accordingly, BNI Sekuritas
established PT BNI Asset Management (“BNI-AM”) as a separate legal entity, in which the Company
holds a 99.99% majority shareholding. This decision was approved at the Extraordinary General
Meeting of Shareholders (“EGMS”) held on March 1, 2011.
Changes in share ownership also formed part of the Company’s strengthening strategy. In 2011,
SBI Sekuritas Co., Ltd. injected capital into BNI Sekuritas, resulting in a change in the shareholding
structure, whereby BNI held 75% of the shares and SBI Sekuritas Co., Ltd. held the remaining 25%.
Subsequently, in October 2014, all shares owned by SBI Sekuritas Co., Ltd. were transferred to SBI
Financial Services Co., Ltd.
As part of its expansion strategy and efforts to enhance service capabilities, BNI Sekuritas has further
reinforced its international presence. In 2021, to improve wholesale banking services and provide greater
convenience for customers to invest, the Company expanded overseas through the establishment of
BNI Securities Pte. Ltd. in Singapore, as a strategic collaboration with the BNI Group.
Entering its 30th year of operation in the securities and capital market industry, BNI Sekuritas continues
to prioritize innovation in the development of its products and services to meet the evolving needs
of customers and clients. These achievements are supported by the consistent and sustainable
implementation of Good Corporate Governance (“GCG”), including conducting business ethically and
in full compliance with applicable regulations.
Furthermore, the Company remains committed to continuously enhancing service quality, strengthening
technological capabilities, and maintaining strong relationships with stakeholders. Through its
dedication to professionalism and integrity, supported by a solid GCG foundation, BNI Sekuritas is well
positioned to face market challenges and to deliver sustainable added value to its shareholders and
stakeholders, including customers and the wider community.
Year of 1995
Establishment
Total Asset in 2025 Rp2,848,933 million (unaudited)
Share Ownership 75.00%
Operational Status Operating
Address Sudirman Plaza Indofood Tower, 16th floor
Jl. Jenderal Sudirman Kav. 76-78, Jakarta 12910, Indonesia
Company Board of Commissioners
Management • President Commissioner/Independent : Rudy Tandjung
• Commissioner : Kenji Nakanishi
• Commissioner : Pancaran Affendi*
Board of Directors
• Act. President Director : Vera Ongyono
• Director : Yoga Mulya
• Director : Teddy Wishadi**
*) Appointed as Commissioner effective June 25, 2024 and currently in the process of obtaining approval from the Financial Services
Authority (OJK) on the results of the fit and proper test.
**) Appointed as Director effective June 26, 2023 and has obtained approval from the Financial Services Authority (OJK) on the results of the
fit and proper test on February 4, 2025.
2025 Annual Report
191
PT Bank Negara Indonesia (Persero) Tbk
Page 194
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
PT BNI LIFE INSURANCE
Line of Business Life Insurance Services
Business Profile T BNI Life Insurance (“BNI Life”) is a subsidiary of BNI, engaged in in the life insurance sector, including
life insurance business using Sharia principles. BNI Life offers a wide range of insurance products such
as life, health, education, investment, pension and sharia insurance.
BNI Life was originally established under the name of “PT Asuransi Jiwa BNI Jiwasraya” based on Deed
No. 24 dated November 28, 1996 in Jakarta. On November 26, 2004, the Company changed its name to
PT Asuransi Jiwa BNI Jiwasraya, which was endorsed by the Minister of Justice and Human Rights of
the Republic of Indonesia through No. C-31600 HT.01.04.TH.2004 dated December 29, 2004.
In accordance with the Articles of Association, the Company’s scope of activities is conducting business
in life insurance including life insurance business with Islamic principles. The Company obtained a
license as a life insurance company based on the Ministry of Finance of the Republic of Indonesia
Number 305/KMK.017/1997 dated July 7, 1997. The Company also obtained a license to open a branch
office with Islamic principles based on the Ministry of Finance of the Republic of Indonesia No. KEP-186/
KM.6/2004 dated May 19, 2004.
In early May 2014, Sumitomo Life Insurance Company (“Sumitomo Life”), one of the largest insurance
companies in Japan, officially became one of the shareholders of BNI Life through a capital injection of
Rp4.2 trillion, acquiring a 40% shareholding in BNI Life.
The strategic cooperation with Sumitomo Life has accelerated business growth and created
significant opportunities for future expansion. As evidence of Sumitomo Life’s strong commitment to
the development of BNI Life’s business, Sumitomo Life has placed its representatives in BNI Life’s
management as Commissioners, Directors, as well as professional experts.
BNI Life offers a variety of insurance products, including life, health, education, investment, pension,
and Sharia-based insurance. BNI Life’s business operations are supported by competent human
resources in the insurance sector. As of now, BNI Life employs 707 personnel whose competencies are
continuously developed to deliver the best services to customers.
Currently, BNI Life operates 7 (seven) Service Points as follows:
1. Jakarta: Menara BNI Pejompongan, Jl. Pejompongan Raya No. 5, Jakarta;
2. Bandung: Jl. Burangrang No. 38, Lengkong;
3. Denpasar: Jl. Diponegoro No. 122;
4. Semarang: Jl. Sriwijaya No. 630, Candisari, Semarang 50254 (adjacent to the Gapensi Office & Weis
Hotel);
5. Surabaya: Graha Pangeran Building, 11th Floor, Jl. Achmad Yani No. 286;
6. Palembang: Jl. Basuki Rahmat No. 24B, Palembang; and
7. Yogyakarta: Jl. Laksda Adisucipto No. 27, Gondokusuman, Yogyakarta.
In addition, in 2024 BNI Life opened an Operational Office located at Jl. KS Tubun No. 67, RT 002,
RW 003, Petamburan, Tanah Abang, Central Jakarta.
To maintain its commitment to business sustainability, BNI Life continuously improves the quality and
refinement of its business processes, including:
1. Drive operational efficiency and scalability by accelerating the digitalization of business processes
and customer service, including the development of e-Policy, bPOS, Mobile DigiClaim, and Face
Recognition technology.
2. Improve decision-making accuracy and service speed by implementing Robotic Process Automation
(RPA) and Artificial Intelligence (AI) technology in the Underwriting and Claims functions.
3. Strengthen risk management and compliance through systematic control testing to ensure the
effectiveness of internal controls and regulatory compliance.
4. Maintain organizational relevance and resilience through periodic evaluation and refinement of the
organizational structure and business process reviews.
5. Expand the marketing reach of productive credit life insurance products for the MSME segment.
6. Improve the quality of customer service with a data-driven approach and customer satisfaction
feedback.
7. Optimize data analytics and data management capabilities to support more targeted business
segmentation in developing cross-selling opportunities.
Year of
1996
Establishment
Total Asset in 2025 Rp30,630,863 million (unaudited)
Share Ownership 60.00%
Operational Status Operating
Address Centennial Tower 11th, Jl. Gatot Subroto Kav. 24-25, Jakarta Selatan
192 A Heart that Serves, Growing with Indonesia
Page 195
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Company Board of Commissioners
Management • Commissioner : Beby Lolita Indriani
• Commissioner : Takafumi Igarashi
• Independent Commissioner : Alwi Abdurrahman Shihab
• Independent Commissioner : Eko Yuliantoro
Board of Directors
• Finance Director (concurrently Acting President Director : Agung Turanto Sutarno
• Director : Masaaki Fuse
• Director : Motoharu Niijima
Sharia Supervisory Board
• Chairman : H. Agus Haryadi
• Member : H. Utang Ranuwijaya
• Member : Hj. Siti Haniatunnisa
BNI REMITTANCE LTD.
Line of Business Remittance Services
Business Profile BNI Remittance Limited was founded by BNI Hong Kong in 1997, originally named “BNI Nakertrans
Ltd.”. The aim of its establishment was to help facilitate Indonesian Migrant Workers (PMI) who are in
Hong Kong to make money transfers.
Then, to further optimize its business activities and adapt to local authority regulations, in 2009, BNI
Nakertrans Ltd officially joined as one of BNI’s subsidiary companies and changed its name to BNI
Remittance Ltd.
BNI Remittance is currently registered as a Money Service Operator with register number 12-08-00768
and subject to Hong Kong Custom and Excise Department. To conduct its business, BNI Remittance
manages outlets spread in 3 (three) areas of Hong Kong, namely the Keswick Main Office on Hong Kong
Island, the Tsuen Wan Branch Office, and the Yuen Long Branch Office in the New Territories.
In addition to services through these outlets, BNI Remittance collaborates with BNI in its financial
inclusion program. This program provides financial access through digital services to make it easier
for Indonesian Migrant Workers (PMI) in Hong Kong to carry out money transfer transactions. The
existence of 8 (eight) BNI ATM machines in Hong Kong, provides customers more freedom to carry out
financial transactions, with the same service features as ATM machines in Indonesia, including cash
withdrawals, balance checks, transfers between BNI/other bank accounts, purchasing credit/tickets and
bill payments. Since mid-2017, BNI Mobile Banking services can be activated directly from Hong Kong
to further strengthen its digital services.
In November 2024, BNI Remittance Ltd officially occupied a new office at Shop 3, G/F, Keswick Court,
3 Keswick Street, Causeway Bay, Hong Kong. The operation of this new office should make customers
feel more comfortable in making transactions at BNI Remittance Ltd.
In addition, in 2025, BNI Remittance Ltd. successfully organized an entrepreneurship class program for
Indonesian Migrant Workers to equip them with the necessary skills upon their return to Indonesia after
working in Hong Kong.
Year of 1997
Establishment
Total Asset in 2025 Rp10,466 million (unaudited)
Share Ownership 100.00%
Operational Status Operating
Address Shop 3, on GF, Keswick Court
No. 3 Keswick Street, Causeway Bay Hong Kong
Company Board of Directors
Management Director : Indra Kusuma
2025 Annual Report
193
PT Bank Negara Indonesia (Persero) Tbk
Page 196
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
PT BANK HIBANK INDONESIA
Line of Business Banking
Business Profile PT Bank Hibank Indonesia (hibank) previously named PT Bank Mayora, is a national private bank that
has operated since July 28, 1993 under a Commercial Bank business license in accordance with the
Republic of Indonesia Minister of Finance Decree No. 719/KMK.017/1993 dated July 14, 1993, and
became a Foreign Exchange Commercial Bank in 2013 based on the Decree of the Governor of Bank
Indonesia No. 15/5/KEP.DPG/2013 dated May 7, 2013. Since May 18, 2022, hibank has officially been
a subsidiary of the BNI Group through the Minister of Law and Human Rights (Menkumham) Letter
No. AHU-AH.01.03-0238599 concerning the receipt of notification of changes to hibank’s Articles of
Association, as well as Menkumham Letter No. AHU-AH.01.09-0013352 concerning the receipt of
notification of changes to hibank’s corporate data.
The change of name from PT Bank Mayora to PT Bank Hibank Indonesia was in accordance with the
resolutions of the Extraordinary General Meetings of Shareholders (EGMS) of PT Bank Mayora held on
January 6, 2023 and April 11, 2023. The change also received approval from the Minister of Law and
Human Rights of the Republic of Indonesia on April 14, 2023, as well as approval from a Member of
the Board of Commissioners of the Financial Services Authority (FSA) on May 17, 2023. The selection
of the name hibank reflects an identity that is aligned with hibank’s vision and mission and portrays
its character as a friendly, simple, and reliable digital bank for Micro, Small, and Medium Enterprises
(MSMEs). The change of name and logo also emphasizes hibank’s strengthened positioning and
experience in the financial services industry, supported by the capabilities, synergies, and reputation
of the BNI Group.
In line with hibank’s vision to become the first digital-based MSME bank in Indonesia, hibank continues
to strengthen its role as an ecosystem orchestrator for MSMEs by providing a wide range of integrated
digital solutions to support MSMEs in growing more optimally, inclusively, and sustainably.
In 2025, hibank officially launched its mobile banking application, hi by hibank, as an integrated digital
solution specifically designed to support the digitalization and development of MSMEs in Indonesia.
The application provides comprehensive financial services on a single platform, covering planning,
management, transaction recording, financing, and business development, enabling MSME players to
manage their businesses more efficiently while being fully connected to the digital ecosystem.
Year of 1993
Establishment
Total Asset in 2025 Rp24,063,616 million (unaudited)
Share Ownership 63.92%
Operational Status Operating
Address Rajawali Place 22nd-23rd Floor
Jl. H.R. Rasuna Said Kav. B4, Setia Budi, Kecamatan Setiabudi, Kota Jakarta Selatan,
Daerah Khusus Ibukota Jakarta 12910
Company Board of Commissioners
Management • President Commissioner : Rian Eriana Kaslan
• Independent Commissioner : Rufina Tinawati Marianto
• Independent Commissioner : Joys Djajanto
Board of Director
• President Director : Jenny Wiriyanto
• Director : Ricky Budiono
• Director : Adi Syaf Putra
• Director : Andi M. Andries
• Director : Prihadiyanto
194 A Heart that Serves, Growing with Indonesia
Page 197
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
PT BNI MODAL VENTURA
Line of Business Ventura Capital
Business Profile PT BNI Modal Ventura (“BNI Ventures” or “BNV”) is a subsidiary of PT Bank Negara Indonesia
(Persero), Tbk (“BNI”) which operates in the venture capital industry and was established on April 12,
2022 based on Deed of Establishment No. 17 dated April 12, 2022. BNV received a capital investment of
IDR 500.1 billion (five hundred billion one hundred million rupiah) on May 12, 2022. On April 19, 2022,
the establishment of BNV received approval from the Minister of Law and Human Rights No. AHU-
0027437.AH.01.01. 2022. as well as published in the State Gazette of the Republic of Indonesia No. 032,
Supplement to the State Gazette No. 014450 dated April 22, 2022.
BNV’s Board of Directors and Board of Commissioners passed the Fit & Proper test (F&P) process from
the Financial Services Authority (FSA) in December 2022, while the permit to carry out venture capital
business activities was approved by the FSA on January 27, 2023 (based on Business License Decision
Number KEP2/D.05/2023).
BNI Ventures has obtained capital of IDR500.1 billion (five hundred billion Rupiah) on May 12, 2022. The
composition of BNI Ventures consist of BNI with total ownership of 99.98% (an equivalent of 500,000
shares) while PT BNI Asset Management (BN-AM) holds the remaining 0.02% (an equivalent of 100
shares).
Since obtaining its business license, BNI Ventures has been active in developing the startup industry
ecosystem in Indonesia through various investment activities and its role as an ecosystem builder.
Until the end of 2024, BNI Ventures has invested in 3 startups that have close synergy with BNI Group.
In addition, BNI Ventures together with 4 other state-owned Corporate Ventures Capital (CVC), to form
the Merah Putih Fund (MPF) which focuses on creating new Indonesian unicorn startups.
In addition to investment activities, BNI Ventures also plays a strategic role in realizing value-creating
collaboration through synergy and innovation initiatives. As of the end of 2025, BNI Ventures has
realized more than five implemented synergies with BNI Group and operates the BNV Arcade program
as an innovation platform for startups and industry players. Furthermore, BNI Ventures actively
participates in various industry activities and programs, including seminars and talk shows, and serves
as a jury member and assessment team in pitching sessions, speed dating, and business matchmaking.
Year of 2022
Establishment
Total Asset in 2025 Rp541,236 million (unaudited)
Share Ownership 99.98% : PT Bank Negara Indonesia (Persero) Tbk
0.02% : PT BNI Asset Management
Operational Status Operating
Address Menara BNI 2nd Floor
Jl. Pejompongan Raya No. 7, Bendungan Hilir, Tanah Abang, Jakarta Pusat
Kode Pos 10210
Company Board of Commissioners
Management • President Commissioner : Victor Erico Korompis
• Independent Commissioner : Kartika Hendrawan
Board of Directors
• President Director : Mardianto E. Danusaputro*
• Director : Lugas Prancafitri
* Effective after the reappointment process is complete
2025 Annual Report
195
PT Bank Negara Indonesia (Persero) Tbk
Page 198
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BRIEF INFORMATION ON INDIRECT Board of Directors
SUBSIDIARIES President Director Mungki Ariwibowo Adil
Director Ade Yusriansyah
PT BNI ASSET MANAGEMENT Director Putut Endro Andanawarih
PT BNI Asset Management (BNI-AM) is a Financial
Services Business in the Capital Markets industry.
As a pioneer in the Investment Manager business BNI SECURITIES PTE. LTD.
in Indonesia, BNI-AM has license as an Investment BNI Securities Pte. Ltd. (“BSPL”), a wholly-owned
Manager (IM) from the Capital Market Authority overseas subsidiary of PT BNI Sekuritas, was
with license No. KEP-05/BL/MI/2011. This investment established in Singapore on March 22, 2021. BSPL
manager business was started on October 23, was established to act as a liaison for the BNI Group
1995 when it joined PT BNI Sekuritas. With the in terms of international capital market activities,
development of IM’s business, on July 7, 2011 including establishing communication with
BNIAM conducted a spin off from BNI Sekuritas as a investment-based global institutions.
Limited Liability Company.
BNI-AM provides investment management BSPL has a Capital Markets Services license issued
services for Third Party Funds through investment by the Monetary Authority of Singapore (“MAS”) to
instruments in the form of complete Mutual Fund carry out activities regulated by MAS, specifically in
products and also Fund Management Contracts. The the capital market, including securities trading, with
Mutual Fund products provided are Regular Mutual an initial focus on Fixed Income and other activities
Fund products, Structured Mutual Funds, Special that are in line with the main business in Capital
Mutual Funds and fund management tailored to the Markets and Sales & Trading. BSPL also obtained
customer’s Risk Appetite, and the period is adjusted an additional license from MAS in Advising on
to the customer’s needs. BNI-AM also provides Corporate Finance.
Investment Advisory services based on the license
issued by OJK No: KEP-50/D.04/2017. The composition of the BPL Board of Directors is as
follows:
BNI-AM is part of the BNI conglomerate, one of the Board of Directors
largest state-owned banks in Indonesia, which is Executive Director Chew Wen Yu, Edwin
included in the ranks of Indonesian public companies
Non Executive Director Rudy Sihombing
in the global class. When carrying out its business
activities, BNI-AM’s business grows in synergy with
other BNI subsidiary companies, namely BNI Life, BRIEF INFORMATION ON ASSOCIATED
BNI Sekuritas, BNI Multifinance, BNI Remittance and ENTITIES
Bank Hibank.
PT PEMERINGKAT EFEK INDONESIA
Supported by a strong understanding of investment PT Pemeringkat Efek Indonesia (PEFINDO) was
in the Capital Market in Indonesia, and by having a established on December 21, 1993 on the initiative
professional Investment Team, BNI-AM is ready of the Capital Market Supervisory Agency/
to help manage investors’ funds through a variety BAPEPAM (now the Financial Services Authority)
of Mutual Fund investment products ranging and Bank Indonesia. As the first independent credit
from Open-end Mutual Funds, Protected Mutual rating agency in Indonesia whose reliability has
Funds, and alternative investments such as Limited been well-tested, PEFINDO plays a role in analyzing
Participation Mutual Funds (RDPT), Asset Backed the probability of default by a company or debt
Securities Collective Investment Contracts (KIKEBA), instrument in Indonesia.
etc. BNI Asset Management Head Office is located at
Centennial Tower Lt. 19, Jl. Gatot Subroto Kav. 24- Having actively contributed for more than 25 years
25, South Jakarta. in providing rating services in Indonesia, PEFINDO
has rated more than 1,100 entities and capital market
PT BNI Asset Management’s Board of Commissioners instruments including Bonds and Subordinated
and Board of Directors composition is as follows: Bonds, Sukuk, Medium Term Securities (MTN),
Board of Commissioners Securities Collective Investment Contracts Asset
President Commissioner/ Eko Priyo Pratomo
Backed (KIK-EBA), Mutual Funds, and Real Estate
Independent Commissioner and Commercial Securities Investment Funds. In
Commissioner Henny Woe order to support the plan to issue regional bonds
196 A Heart that Serves, Growing with Indonesia
Page 199
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
in Indonesia, since 2011 PEFINDO has also started effort to support the development of the Indonesian
conducting analysis and ranking of regional Capital Market, especially in terms of increasing the
governments in Indonesia. number of investors and increasing the number of
transaction settlements. Efforts to increase investor
In addition to its rating services, PEFINDO also confidence in investing were realized by KSEI in
grows its income by actively conducting research 2012 through the obligation to own a Single Investor
on the Indonesian capital market and publishes Identification (SID). SID is a single identity number for
its own indices, called PEFINDO25 and PEFINDO investors that provides convenience in the investor
i-Grade, as well as its published products, which identification process as well as forms the basis for
make up one of the benchmarks for consideration by other capital market developments, including the
capital market players in Indonesia, ind include the AKSes (Securities Ownership Reference) facility.
Indonesia Sectoral Review/ISR and Indonesia Rating
Highlights/IRH and other products that provide In 2016, KSEI implemented an integrated
information about the Indonesian capital market. investment management system (S-INVEST), so
that the Indonesian Capital Market has an integrated
The number of shares owned by BNI in PEFINDO platform for the investment management industry.
currently reaches 143 shares, equivalent to 0.122% This breakthrough successfully led KSEI to win the
ownership. The number of shares owned by BNI award as The Best Central Securities Depository in
Sekuritas in PEFINDO currently reaches 15 shares, Southeast Asia in 2016 according to Alpha Southeast
equivalent to 0.013% ownership, so the total share Asia Magazine and made Indonesia the first country
ownership of BNI Group in PEFINDO is 0.14%. in the Southeast Asia region to have an integrated
investment management system. Optimism and
dedication has driven KSEI’s enthusiasm to advance
PT KUSTODIAN SENTRAL EFEK INDONESIA
the Indonesian Capital Market. Armed with support
PPT Kustodian Sentral Efek Indonesia (KSEI) is a
from shareholders consisting of SROs (BEI and
Depository and Settlement Institution (LPP) in the
KPEI), Securities Companies, Custodian Banks and
Indonesian Capital Market that provides central
Securities Administration Bureaus, KSEI continues
Custodian services and settlement of Securities
to moving forward and achieve the best performance
transactions in an orderly, fair and efficient manner,
through various initiatives. The initiatives and
as mandated by Law Number 8 of 1995 concerning
research applied continue to be developed on an
Capital Markets. KSEI was established in Jakarta on
ongoing basis to suit the latest industry trends and
December 23, 1997 and obtained a business license
market needs.
on November 11, 1998.
Regarding its affiliation with BNI, KSEI is a minority
KSEI is a Self-Regulatory Organization (SRO),
subsidiary with direct participation, in which BNI
together with the Indonesia Stock Exchange (IDX) and
began to own shares since September 24, 1998. At
the Indonesian Clearing and Guarantee Corporation
present, the number of shares owned by BNI in KSEI
(KPEI). KSEI started its operational activities for
reaches 60 shares, equivalent to 1.00% ownership.
settlement of securities transactions by script on
While the number of shares owned by BNI Sekuritas
January 9, 1998, taking over a similar function from
in KSEI reaches 90 shares, equivalent to 1.50%
PT Kliring Depository Securities Indonesia (KDEI)
ownership, hence BNI Group’s share ownership in
as the Depository and Settlement Clearing House
KSEI is 2.50%.
(LKPP). In 2000, KSEI together with other SROs
implemented scripless trading and settlement of
Securities transactions in the Indonesian Capital PT KLIRING PENJAMINAN EFEK INDONESIA
Market. This application is supported by KSEI’s PT Kliring Penjaminan Efek Indonesia (KPEI) was
main system, namely The Central Depository and established in 1996 with the function as a Clearing
Book Entry Settlement System (C-BEST). and Guarantee Institution or Central Counterparty
(CCP) for the Indonesian capital market. Based on
Seeing the very fast growth in transactions in the Law Number 8 of 1995 concerning Capital Markets,
capital market, as well as increasingly advanced the Government of the Republic of Indonesia then
systems and technology developments, KSEI took established KPEI as part of the Self-Regulatory
the initiative to carry out continuous development Organization (SRO) of the Indonesian capital market
of the C-BEST system through the new generation together with PT Bursa Efek Indonesia (BEI) and PT
of C-BEST Next Generation (Next-G) on August 8, Kustodian Sentral Efek Indonesia (KSEI).
2018. The launch of C-BEST Next-G reflects KSEI’s
2025 Annual Report
197
PT Bank Negara Indonesia (Persero) Tbk
Page 200
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
As an entity, KPEI’s business field is to organize Regarding its affiliation with BNI, Bank Mizuho is a
clearing activities for Exchange transactions and minority subsidiary company with direct investment,
transactions outside the Exchange, and to guarantee in which BNI began to own shares since October 13,
the settlement of Exchange transactions. Industrial 2003. The number of shares owned by BNI in Bank
and economic developments allow KPEI to develop Mizuho currently reaches 73,847 shares, or 1.00%
its business activities by organizing other financial ownership.
service support activities, in accordance with the
approval of the Financial Services Authority (OJK)
PT BANK SMBC INDONESIA TBK
and referring to the prevailing laws and regulations.
Bank BTPN is a foreign exchange bank resulting from
The year 2020 marks KPEI’s footsteps in trying to
a merger between PT Bank Tabungan Pensiunan
expand its role as the central counterparty (CCP) of
Nasional Tbk (BTPN) and PT Bank Sumitomo
the OTC Derivative market, as well as to support the
Mitsui Indonesia (Bank Sumitomo Indonesia) which
Government’s program towards the development
became effective on February 1, 2019.
of financial markets with integrity, efficiency and
transparency.
In the disclosure of information submitted to the
Indonesia Stock Exchange (IDX) on February 5,
KPEI continuously improves the quality of services
2019, on February 1, 2019 there has been a change
and products on an ongoing basis, and strives to
in the composition of the shareholders of PT Bank
innovate each type of service and product to meet
BTPN Tbk. Currently 91.05% of BTPN’s shares are
the expectations of market participants. As an
owned by Sumitomo Mitsui Banking Corporation,
institutional development, KPEI also always strives
PT Bank Negara Indonesia Tbk (BBNI) with 0.11%,
to make infrastructure improvements, research and
PT Bank Cental Asia Tbk (BBCA) with 1.03% and the
development, and implementation of international
Public with 7.81%.
standard best practices as a Central Counterparty
(CCP).
Bank BTPN before the merger was a bank that
focused on lending to the mass market (retail), while
In relation to its affiliation with BNI, KPEI is a minority
Bank Sumitomo Indonesia focused on the corporate
subsidiary company with direct investment, where
business segment. Following the merger between
BNI has carried out capital participation in KPEI since
the two banks, Bank BTPN will become a universal
September 25, 2024. The number of shares owned
bank with a more complete business and serves
by BNI in KPEI currently reaches 2,500 shares, which
wider customer segments, from the mass market
is equivalent to 1.11% ownership.
(retail) to corporate segments.
PT BANK MIZUHO INDONESIA Regarding its affiliation with BNI, Bank BTPN is a
PT Bank Mizuho Indonesia (“Bank Mizuho”) was minority subsidiary company with direct investment,
originally established under the name PT Fuji Bank in which BNI began to own shares on April 18, 2004.
International Indonesia. Amendments to the Bank’s The number of shares owned by BNI in Bank BTPN
Articles of Association included a change of name is currently 12,007,137 shares, or 0.11% ownership.
from PT Bank Fuji International Indonesia to PT
Bank Mizuho Indonesia and changes to the Bank’s
capital and Board of Commissioners and Board PT BANK SYARIAH INDONESIA TBK
of Directors composition, following the merger Bank Syariah Indonesia (“BSI”) merupakan satu
of PT Bank Dai-Ichi Kangyo Indonesia (BDKI) and Bank Syariah Indonesia (“BSI”) is a new entity born
PT Bank IBJ Indonesia (IBJ) with PT Fuji Bank as a result of the merger of three state-owned sharia
International Indonesia which became effective on banks, namely Bank Syariah Mandiri, BNI Syariah,
October 1, 2001. and BRI Syariah on February 1, 2021.
198 A Heart that Serves, Growing with Indonesia
Page 201
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Given the history from the BNI side, Bank BNI Jumadil Akhir 1442 H, marked the merger of Bank
Syariah was originally a Sharia Business Unit Syariah Mandiri, BNI Syariah and BRI Syariah into
(UUS) within the BNI organization. Then in October one entity, namely BSI. This merger will unite the
2009, BNI Management through the Extraordinary advantages of these three Islamic Banks to present
General Meeting of Shareholders (EGMS) approved a more complete service, a wider reach, and have
a plan to spin off the Sharia Business Unit (UUS) to a better capital capacity. Supported by synergies
become a Sharia Commercial Bank (BUS) taking into with ther parent companies (Mandiri, BNI, BRI) and
account the increasingly advanced development of the Government commitment through the Ministry
the Islamic banking business and the increasing of BUMN, BSI was encouraged to compete at the
demands of consumers who wanted a pure Islamic global level.
bank at that time. In June 2010, BNI management
formalized the separation (spin-off) of BNI’s Sharia As one of the controlling shareholders in BSI, the
Business Unit (UUS) into a new entity called PT number of shares owned by BNI in BSI at the end
Bank BNI Syariah. of 2024 was 10,720,230,418 shares, or 23.24%
ownership.
To capture the growing opportunity for the Islamic
economy in Indonesia, three state-owned Islamic
banks, Bank Syariah Mandiri, BNI Syariah and
BRI Syariah, decided to form a strategic alliance.
On February 1, 2021, which coincides with 19
2025 Annual Report
199
PT Bank Negara Indonesia (Persero) Tbk
Page 202
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Group Structure & Subsidiaries
Financing Securities Life Insurance
MAJORITY
1983 | 99.99% 1995 | 75.00% 1996 | 60.00%
25.00%
Investment Manager Securities
2011 | 99.90% 2021 | 100.00%
MINORITY
0.013% 0.122%
Fintech Capital Market Payment System Securities Rating
2018 | 9.82% 1977 | 1.20% 2017 | 17.50% 1994 | 0.135%
Notes:
Investment by BNI
Percentage of BNI Ownership
Investment by BNI Sekuritas
Percentage of BNI Sekuritas Ownership
Investment by BNI Asset Management
Investment by Strategic Partner Percentage of Strategic Partner Ownership
200 A Heart that Serves, Growing with Indonesia
Page 203
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Remittance Banking Venture Cap.
1996 | 100.00% 2022 | 63.92% 2023 | 99.98%
40.00% 36.08% 0.02%
Mayora Inti
Utama
1.50% 1.00%
*)
Central Custodian Banking Banking Banking Clearing
1998 | 2.50% 2003 | 1.00% 2024 | 0.11% 2021 | 23.24% 2024 | 1.11%
Notes:
*) In 2021, Bank BNI Syariah officially merged with 2 other Sharia Banks to become Bank Syariah Indonesia
2025 Annual Report
201
PT Bank Negara Indonesia (Persero) Tbk
Page 204
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Share Listing Chronology
INITIAL PUBLIC OFFERING by the shareholders at the Extraordinary General
Meeting of Shareholders held on June 25, 2001.
On October 28, 1996, BNI conducted an initial public
offering of 1,085,032,000 Series B shares with a LIMITED PUBLIC OFFERING II
par value of IDR500 (fully paid) per share and an
offering price of IDR850 (fully paid) per share to On July 30, 2007, at the Extraordinary General
the public in Indonesia. The offered shares were Meeting of Shareholders (EGMS), the shareholders
listed and commenced trading on the Jakarta Stock resolved to conduct Limited Public Offering II to
Exchange and the Surabaya Stock Exchange (now existing shareholders through the issuance of up to
the Indonesia Stock Exchange/IDX) on November 1,992,253,110 new Series C shares with a par value
25, 1996. of IDR375 (fully paid) per share.
LIMITED PUBLIC OFFERING I Each holder of 20 existing shares whose name
was recorded in BNI’s Shareholders Register as of
On June 30, 1999, BNI conducted Limited Public August 9, 2007 at 4:00 p.m. Western Indonesian
Offering I through the issuance of Pre-emptive Time was entitled to 1 (one) Pre-emptive Right
Rights (HMETD) of 151,904,480,000 Series C shares (HMETD), whereby each HMETD entitled the holder
with a par value of Rp25 (fully paid) per share. to purchase 1 (one) new share at an exercise price of
Each holder of 1 (one) existing share was entitled IDR2,025 (fully paid) per share. From Limited Public
to purchase 35 new shares at an offering price of Offering II, BNI obtained additional paid-in capital
IDR347.58 (fully paid) per share. Through this limited of Rp747,094 and additional share premium of
public offering, BNI increased its share capital by IDR3,287,218, with share issuance costs amounting
issuing 683,916,500 Series C shares to the public to IDR195,280. Initial trading commenced on August
on July 21, 1999, which were listed on the Jakarta 13, 2007 on the Jakarta Stock Exchange and the
Stock Exchange and the Surabaya Stock Exchange Surabaya Stock Exchange (now IDX).
(now IDX). BNI also issued 151,220,563,500 Series
C shares to the Government of Indonesia on April LIMITED PUBLIC OFFERING III
7, 2000 and June 30, 2000 under the recapitalization
program pursuant to Government Regulation On November 25, 2010, at the Extraordinary General
No. 52 of 1999. Meeting of Shareholders (EGMS), the shareholders
resolved, among others, to approve an increase in
RECAPITALIZATION BNI’s issued and paid-up capital through Limited
Public Offering III (LPO III) by issuing Pre-emptive
On March 30, 2000, the Minister of Finance approved Rights (HMETD) of 3,374,715,948 new Series C
the recapitalization of BNI amounting to IDR61.8 shares with a par value of Rp375 (fully paid) per
trillion, an increase of IDR9 trillion compared to the share and an exercise price of Rp3,100 per share.
amount stipulated under Government Regulation The HMETD were tradable on and off the Indonesia
No. 52 of 1999. In connection with this recapitalization Stock Exchange (IDX) from December 10, 2010 to
increase, which was approved through Government December 16, 2010, subject to applicable capital
Regulation No. 32 of 2000, BNI issued an additional market regulations. From LPO III, BNI obtained
44,946,404,500 Series C shares without Pre-emptive additional paid-in capital of IDR1,265,518 and
Rights. additional share premium, net of share issuance
costs, amounting to IDR8,950,869.
On July 20, 2001, BNI’s share capital decreased
by 1,965,701,500 Series C shares in relation to
the return of excess recapitalization funds to the
Government of Indonesia. This return was approved
202 A Heart that Serves, Growing with Indonesia
Page 205
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
IMPLEMENTATION OF STOCK SPLIT
On September 19, 2023, the Extraordinary General Meeting of Shareholders (EGMS) approved a stock
split and changes to Article 4 of the Company’s Articles of Association concerning Company Capital. The
Company carried out a stock split with a split ratio of 1 (one) old share into 2 (two) new shares (1:2), effective
on October 6, 2023, so that the nominal value per Series A Dwiwarna and Series B share became IDR3,750
(three thousand seven hundred and fifty rupiah) and the nominal value per Series C Share became IDR187,50
(one hundred eighty seven point five zero rupiah).
NAME OF THE EXCHANGE WHERE THE COMPANY’S SHARES ARE LISTED
All BNI shares have been listed on the Indonesian Stock Exchange.
BNI Share Listing Chronology
Nominal Offering Number of
Date Description Shares
Value Price Shares
Prior to IPO - - - -
Initial Public Offering (IPO) Series-A @Rp500 - 1
Series-B @Rp500 850 4,340,127,999
Total Capital issued and paid 4,340,128,000
June1999 Rights Issue (1:35) Series-A @Rp500 - 1
Series-B @Rp500 850 4,340,127,999
Series-C @Rp25 347,58 151,904,480,000
Total Capital issued and paid 156,244,608,000
June 2000 Issuance of new shares without pre- Series-A @Rp500 - 1
emptive rights
Series-B @Rp500 850 4,340,127,999
Series-C @Rp25 347,58 196,850,884,500
Total Capital issued and paid 201,191,012,500
July 2001 Repayment of excess amount in Series-A @Rp500 - 1
Government Bonds
Series-B @Rp500 850 4,340,127,999
Series-C @Rp25 347,58 194,885,183,000
Total Capital issued and paid 199,225,311,000
December 2003 Reverse Stock Split (15:1) Series-A @Rp7,500 - 1
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 5,213,7 12,992,345,533
Total Capital issued and paid 13,281,687,400
August 13, Rights Issue (20:3) Series-A @Rp7,500 - 1
2007
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 2,025 14,984,598,643
Total Capital issued and paid 15,273,940,510
August 2010 Divestment of Indonesian State Series-A @Rp7,500 - 1
Shares in BNI ex green shoe
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 2,025 14,984,598,643
Total Capital issued and paid 15,273,940,510
December 10, Rights Issue (110.473:500.000) Series-A @Rp7,500 - 1
2010
Series-B @Rp7,500 12,750 289,341,866
Series-C @Rp375 3,100 18,359,314,591
Total Capital issued and paid 18,648,656,458
October 6, 2023 Stock Split Series-A @Rp3,750 - 1
(1:2)
Series-B @Rp3,750 - 578,683,733
Series-C @187,50 - 36,718,629,182
Total Capital issued and paid 37,297,312,916
2025 Annual Report
203
PT Bank Negara Indonesia (Persero) Tbk
Page 206
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Other Securities Listing Chronology
To support business growth, and to strengthen its PT BCA Sekuritas. Acting as Trustee was PT Bank
capital with sufficient sources of funds with a good Rakyat Indonesia (Persero) Tbk.
spread of tenors, BNI has issued several bonds
denominated in Rupiah and foreign currencies. The TIER 2 CAPITAL BOND 2021 (GLOBAL
bonds include BNI Global Bonds in 2012, followed BOND)
by the issuance of BNI Sustainable Bonds in 2017
which realized funds of IDR3 trillion over a tenor of BNI issued debt instruments with capital
5 (five) years. In 2021 BNI again issued a Global Tier characteristics in the form of Tier II Capital
2 Capital Bonds and Additional Tier 1 Capital Bonds Bonds, which were listed on the Singapore
with funds raised of USD500,000,000 (full amount) Exchange (SGX Listing) with a principal amount
and USD600,000,000 (full amount), respectively. In of USD500,000,000.00 with a write down feature
2022, BNI also issued Green Bonds denominated that can be counted as a Tier 2 capital component
in Rupiah with total funds collected of IDR5 trillion through OJK letter No. S-64/PB.31/2021 dated March
each with a tenor of 3 years and 5 years. 31, 2021. The Tier 2 Capital Bond issuance is one
of BNI’s strategies for increasing the Bank’s capital
GLOBAL BOND 2012 through Tier 2 Capital.
BNI issued USD-denominated senior bonds (global The Tier 2 Capital Bonds were offered at a fixed
bond) on April 27, 2012 with a principal amount of interest rate of 3.75% p.a. for a term of 5 (five) years.
USD500,000,000 (full amount). The bonds were Acting as institutions and supporting professions for
issued at a price of 98.89% with a coupon of 4.125% the issuance of the Tier 2 Capital Bonds were HSBC
paid every 6 months.The bonds had a term of 5 years and Citi Group. The legal consultants were Ginting &
with a due date of April 27, 2017. The Bank has settled Reksodiputro in association with Allen & Overy and
the entire principal amount of USD500,000,000 (full HSBC acted as Trustee and Paying Agent. The bonds
amount) at price 100.00%. received a rating on long-term debt securities from
Fitch Rating of BB, and from Moody’s Rating of Ba2.
REGISTRATION OF SUSTAINABLE BONDS
2017 ADDITIONAL TIER 1 CAPITAL BOND 2021
(GLOBAL BOND)
On June 22, 2017, BNI obtained an effective statement
from FSA through letter number S-349/D.04/2017 BNI issued debt instruments with capital
to issue Sustainable Bonds I BNI Phase I 2017 characteristics in the form of Additional Tier 1
(“Bonds”). The value of bonds issued amounted to Capital Bonds, which were listed on the Singapore
IDR3,000,000,000,000 (full amount), for a period of Exchange (SGX Listing) with a principal amount of
5 years, with a coupon of 8% per annum that will be USD600,000,000 (full amount) with a write down
paid quarterly. The BNI Bonds were issued on July feature that can be counted as a Tier 1 capital
11, 2017 and listed on the Indonesia Stock Exchange component through OJK letter No. S-210/ PB.31/2021
on July 12, 2017. The first coupon payment to the dated September 30, 2021.
bondholders was made on October 11, 2017.
The issuance of the Additional Tier 1 Capital Bond
Acting as Underwriters were PT BNI Sekuritas, aimed to increase Tier 1 Capital, general funding,
PT Mandiri Sekuritas, PT Bahana Sekuritas, PT and improve the structure of long-term funds.
Danareksa Sekuritas, PT Indo Premier Sekuritas and Additional Tier 1 Capital Bonds were offered with
a fixed interest rate of 4.30% p.a. perpetual term
(no maturity) with call options after 5.5 (five and a
half) years. Acting as institutions and supporting
professions for the issuance of the Additional Tier 1
Capital Bonds were BNI Sekuritas, JP Morgan and
UBS. The legal consultants used were Hadiputranto,
204 A Heart that Serves, Growing with Indonesia
Page 207
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Hadinoto & Partners in association with Baker GLOBAL BOND 2024
McKenzie and HSBC acted as Trustee and Paying
Agent. The bonds received a rating on long-term BNI issued senior bonds (BNI Global Bond)
debt securities from Moody’s Rating of Ba3. denominated in US Dollars on April 5, 2024
amounting to USD 500,000,000 (full amount) which
ENVIRONMENTAL BONDS (GREEN BONDS) was listed on the Singapore Exchange (SGX Listing).
I BNI 2022 BNI Global Bond 2024 was issued at a price of
100% with a coupon of 5.28% paid every 6 months
On June 10, 2022, BNI received an effective statement (semiannually). BNI Global Bond 2024 has a term of
from FSA through letter no. S-93/D.04/2022 to issue 5 (five) years and will mature on April 5, 2029.
Green Bond I PT Bank Negara Indonesia (Persero)
TbkYear 2022 on June 21, 2022.The Principal Amount The proceeds from the issuance of this Bond will
of Green Bonds issued is IDR5,000,000,000,000 (five be used for the company’s general financing and
trillion Rupiah) with Green Bond interest of 6.35% funding needs. Acting as supporting institutions
(six point three five percent) per year for series A and professions in the issuance of the 2024 Global
and 6.85% (six point eight five percent) per year for Bond are BNI Securities Pte Ltd, JP Morgan and
series B. Green Bond I 2022 was offered at 100% Citi Group. The Legal Consultant used is Ginting
(one hundred percent) of the principal amount of & Reksodiputro which is associated with Allen &
the bonds, with coupons paid quarterly, and listed Overy Singapore. Then HSBC acts as Trustee and
on the Indonesia Stock Exchange (IDX) on June 22, Paying Agent. The bonds have received a rating for
2022. The first coupon payment to bondholders was longterm debt securities from S&P with a BBB rating
made on September 21, 2022. and Fitch Rating with a BBB- rating.
The proceeds from the bond issuance, after LONG TERM NOTES (LTN) TAPERA 2025
deducting emission costs, will all be used by
BNI to finance and refinance projects in the On February 7, 2025, PT Bank Negara Indonesia
Environmentally Friendly Business Activities (KUBL) (Persero) Tbk issued Long Term Notes (LTN) without
category, namely projects related to renewable a public offering amounting to IDR 14,036,333,250
energy, energy efficiency, processing waste into (full amount). The LTN carries an annual interest rate
energy and waste management, sustainable use of 0.55% with principal installments payable every 3
of natural resources and land use, conservation of (three) months from the issuance date. The issuance
terrestrial and aquatic biodiversity, environmentally of the LTN was not subject to a specific rating and
friendly transportation, sustainable management of did not utilize the services of a Monitoring Agent.
water and wastewater, climate change adaptation, The proceeds from the issuance of the LTN are
environmentally sound buildings, and sustainable fully allocated specifically for the financing and
agriculture, taking into account OJK Regulation refinancing of housing loans for Tapera participants
No. 60/POJK.04/2017 concerning Issuance and as stipulated in Law No. 4 of 2016 on Public Housing
Requirements for Green Bonds. Savings, Government Regulation of the Republic
of Indonesia No. 21 of 2024 on the Implementation
Acting as Underwriters for the Issue were PT BNI of Public Housing Savings, Regulation of the
Sekuritas, PT BCA Sekuritas, PT Mandiri Sekuritas, PT Public Housing Savings Management Agency
BRI Danareksa Sekuritas, PT CIMB Niaga Sekuritas, No. 2 of 2023 concerning the Second Amendment
and PT Maybank Sekuritas. Acting as Trustee was PT to Regulation of the Public Housing Savings
Bank Mandiri (Persero) Tbk. Management Agency No. 6 of 2021 on Housing
Financing for Public Housing Savings Participants,
as well as the prevailing Cooperation Agreement
and Memorandum of Understanding between the
Public Housing Savings Management Agency and
PT Bank Negara Indonesia (Persero) Tbk.
2025 Annual Report
205
PT Bank Negara Indonesia (Persero) Tbk
Page 208
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
SUSTAINABILITY BOND 2025 Activities (KUBS) category at a minimum of 70%.
The supporting institutions acting as underwriters
PT Bank Negara Indonesia (Persero) Tbk issued for the issuance of the 2025 Sustainability Bond
a Rupiah-denominated Sustainability Bond on are PT BNI Sekuritas, PT BCA Sekuritas, PT Mandiri
July 4, 2025, with a principal amount of IDR Sekuritas, and PT Trimegah Sekuritas Indonesia,
3,500,000,000,000 for Series A with a 3-year while PT Bank Rakyat Indonesia (Persero) Tbk acts
tenor at an annual interest rate of 6.60%, and IDR as the Trustee.
1,500,000,000 for Series B with a 5-year tenor at an
annual interest rate of 6.65%. The BNI Sustainability The bonds have received a long-term debt rating of
Bond 2025 was offered at 100% of the total principal idAAA (triple A) from Pefindo and an independent
amount, with coupons payable quarterly, and was opinion from Sustainalytics, confirming that BNI’s
listed on the Indonesia Stock Exchange (IDX) on July Sustainability Bond framework is credible and
7, 2025. The first coupon payment to bondholders aligned with international and ASEAN standards.
was made on October 6, 2025.
NAME OF THE EXCHANGE WHERE THE
The proceeds from this bond issuance will be COMPANY’S BONDS ARE LISTED
used to finance projects under the Environmental- All BNI Rupiah-denominated Securities have been
Focused Business Activities (KUBL) category up to listed on the Indonesia Stock Exchange (IDX), while
a maximum of 30% and Social-Focused Business Forex-denominated Securities are listed on the
Singapore Exchange.
BNI Bond Listing Chronology
Name of Effective Maturity Interest Payment Securities Rating
Issue Date Tenor Currency Number of Bonds Offer Value Trustee
Security Date Date Rate Status 2025 2024
Global Bond April 27, - 5 Years USD 500,000,000 98,89 April 27, 4,125% p.a Paid - - HSBC
2012 2012
BNI July 11,2017 June 5 Years IDR 3,000,000,000,000 100,00 July 8,00% p.a Paid idAAA idAAA PT BRI
Sustainable 22,2017 11,2022 (Pefindo) (Pefindo) (Persero)
Bonds
BNI Tier 2 March 30, March 30, 5 Years USD 500,000,000 100,00 March 30, 3,75% p.a Not Yet Paid BB (Fitch) BB (Fitch) HSBC Corp
Capital Bond 2021 2021 2026 Ba2 Ba2 Ltd.
2021 (Moodys) (Moodys)
BNI Additional September September Perpetual, USD 600,000,000 100,00 March 24, 4,30% p.a Not Yet Paid Ba3 Ba3 HSBC Corp
Tier 1 Capital 24, 2021 24, 2021 Non 2027 (Moodys) (Moodys) Ltd.
Bond 2021 Callable
5,5 Years
BNI Green June 21, June 10, 3 Years IDR 4,000,000,000,000 100,00 June 21, 6,35% p.a Not Yet Paid idAAA idAAA PT Bank
Bond I of 2022 2022 2022 2025 (Pefindo) (Pefindo) Mandiri
(Persero)
Tbk
BNI Green June 21, June 10, 5 Years IDR 1,000,000,000,000 100,00 June 21, 6,85% p.a Not Yet Paid idAAA idAAA PT Bank
Bond I of 2022 2022 2022 2027 (Pefindo) (Pefindo) Mandiri
(Persero)
Tbk
Global Bond April 5, April 5, 5 Years USD 500,000,000 100,00 April 05, 5,28% p.a Not Yet Paid BBB BBB HSBC Corp
2024 2024 2024 2029 (S&P) (S&P) Ltd.
BBB- BBB-
(Fitch) (Fitch)
Long Term February 7, February 7, 12,75 Years IDR 14,036,333,250 100,00 07 0,55% p.a Not Yet Paid - - -
Notes (LTN) 2025 2025 November
BP Tapera 2037
Bonds July 4, 2025 July 4, 2025 3 Years IDR 3,500,000,000,000 100,00 04 July 6.60% p.a Not Yet Paid IdAAA PT Bank
Based on 2028 (Pefindo) Rakyat
Sustainability Indonesia
(Sustainability (Persero)
Bond) Tbk
Sustainable
I BNI 2025
Series A
Bonds July 4, July 4, 5 Years IDR 1,500,000,000,000 100,00 04 July 6.65% p.a Not Yet Paid IdAAA PT Bank
Based on 2025 2025 2030 (Pefindo) Rakyat
Sustainability Indonesia
(Sustainability (Persero)
Bond) Tbk
Sustainable
I BNI 2025
Series B
206 A Heart that Serves, Growing with Indonesia
Page 209
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BOND INTEREST PAYMENT CHRONOLOGY
This Global Bond has an annual interest rate of 4.125% of the principal amount of the loan. Interest is paid
by the Bank every 6 (six) months with the initial date of payment of the bond interest on October 29, 2012
and the last payment of the bond interest has been paid on maturity on April 27, 2017.
Global Bond Interest Payments Chronology
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 October 29, 2012 4.125% Paid
2 April 29, 2013 4.125% Paid
3 October 28, 2013 4.125% Paid
4 April 28, 2014 4.125% Paid
5 October 27, 2014 4.125% Paid
6 April 27, 2015 4.125% Paid
7 October 27, 2015 4.125% Paid
8 April 27, 2016 4.125% Paid
9 October 27, 2016 4.125% Paid
10 April 27, 2017 4.125% Paid
The Sustainable Bond I BNI Rupiah Phase I 2017 has an interest rate of 8% per annum which is paid
periodically every 3 months with the following schedule:
Chronology of Sustainable Bond Interest Payments
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 October 11, 2017 8% Paid
2 January 11, 2018 8% Paid
3 April 11, 2018 8% Paid
4 July 11, 2018 8% Paid
5 October 11, 2018 8% Paid
6 January 11, 2019 8% Paid
7 April 11, 2019 8% Paid
8 July 11, 2019 8% Paid
9 October 11, 2019 8% Paid
10 January 11, 2020 8% Paid
11 April 11, 2020 8% Paid
12 July 11, 2020 8% Paid
13 October 11, 2020 8% Paid
14 January 11, 2021 8% Paid
15 April 11, 2021 8% Paid
16 July 11, 2021 8% Paid
17 October 11, 2021 8% Paid
18 January 11, 2022 8% Paid
19 April 11, 2022 8% Paid
20 July 11, 2022 8% Paid
2025 Annual Report
207
PT Bank Negara Indonesia (Persero) Tbk
Page 210
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Tier 2 Capital Bond 2021 has an interest rate of 3.75% per annum, which is paid every 6 months with
the first interest payment made on September 30, 2021 and ending on March 30, 2026 with the following
schedule:
Tier 2 Capital Bond Interest Payments Chronology
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 September 30, 2021 3.75% Paid
2 March 30, 2022 3.75% Paid
3 September 30, 2022 3.75% Paid
4 March 30, 2023 3.75% Paid
5 September 30, 2023 3.75% Paid
6 March 30, 2024 3.75% Paid
7 September 30, 2024 3.75% Paid
8 March 30, 2025 3.75% Paid
9 September 30, 2025 3.75% Paid
10 March 30, 2026 3.75% Not Yet Paid
BNI Additional Tier 1 Capital Bond 2021 has an interest rate of 4.3% per annum with the first interest payment
to be made on March 24, 2022 and ending on March 24, 2027, and is paid every 6 months with the following
schedule:
Tier 1 Capital Bond Interest Payments Chronology
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 March 24, 2022 4.3% Paid
2 September 24, 2022 4.3% Paid
3 March 24, 2023 4.3% Paid
4 September 24, 2023 4.3% Paid
5 March 24, 2024 4.3% Paid
6 September 24, 2024 4.3% Paid
7 March 24, 2025 4.3% Paid
8 September 24, 2025 4.3% Paid
9 March 24, 2026 4.3% Not Yet Paid
10 September 24, 2026 4.3% Not Yet Paid
11 March 24, 2027 4.3% Not Yet Paid
BNI Green Bond I Year 2022 has an interest rate of 6.35% per annum for a 3-year tenor and an interest rate of
6.85% for a 5-year tenor with the first interest payment being made on September 21, 2022 and ending on
June 21, 2025 for a 3-year tenor and June 21, 2027 for a 5-year tenor, which will be paid periodically every 3
months with the following schedule:
Chronology of Interest Payment for 3-Year Tenor Green Bonds
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 September 21, 2022 6.35% Paid
2 December 21, 2022 6.35% Paid
3 March 21, 2023 6.35% Paid
4 June 21, 2023 6.35% Paid
5 September 21, 2023 6.35% Paid
6 December 21, 2023 6.35% Paid
7 March 21, 2024 6.35% Paid
8 June 21, 2024 6.35% Paid
9 September 21, 2024 6.35% Paid
208 A Heart that Serves, Growing with Indonesia
Page 211
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Interest No Date of Bond Interest Payment Interest (%) Payment Status
10 December 21, 2024 6.35% Paid
11 March 21, 2025 6.35% Paid
12 June 21, 2025 6.35% Paid
Chronology of Interest Payment for 5-Year Tenor Green Bonds
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 September 21, 2022 6.85% Paid
2 December 21, 2022 6.85% Paid
3 March 21, 2023 6.85% Paid
4 June 21, 2023 6.85% Paid
5 September 21, 2023 6.85% Paid
6 December 21, 2023 6.85% Paid
7 March 21, 2024 6.85% Paid
8 June 21, 2024 6.85% Paid
9 September 21, 2024 6.85% Paid
10 December 21, 2024 6.85% Paid
11 March 21, 2025 6.85% Paid
12 June 21, 2025 6.85% Paid
13 September 21, 2025 6.85% Paid
14 December 21, 2025 6.85% Paid
15 March 21, 2026 6.85% Not Yet Paid
16 June 21, 2026 6.85% Not Yet Paid
17 September 21, 2026 6.85% Not Yet Paid
18 December 21, 2026 6.85% Not Yet Paid
19 March 21, 2027 6.85% Not Yet Paid
20 June 21, 2027 6.85% Not Yet Paid
Global Bond 2024 Interest Payments Chronology
BNI Global Bond 2024 has an interest rate of 5.28% per annum from bond principal. The interest payments
will be disbursed semi-annually by the bank, with the initial payment scheduled for October 04, 2024 and the
final interest payment scheduled for April 05, 2029. The payment schedule is as follows:
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 October 5, 2024 5.28% Paid
2 April 5, 2025 5.28% Paid
3 October 5, 2025 5.28% Paid
4 April 5, 2026 5.28% Not Yet Paid
5 October 5, 2026 5.28% Not Yet Paid
6 April 5, 2027 5.28% Not Yet Paid
7 October 5, 2027 5.28% Not Yet Paid
8 April 5, 2028 5.28% Not Yet Paid
9 October 5, 2028 5.28% Not Yet Paid
10 April 5, 2029 5.28% Not Yet Paid
2025 Annual Report
209
PT Bank Negara Indonesia (Persero) Tbk
Page 212
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Long Term Notes (LTN) Tapera 2025 Interest Payments Chronology
BNI Long Term Notes (LTN) Tapera 2025 carries an annual interest rate of 0.55% calculated on the principal
amount. Interest payments will be made by the Bank every 3 (three) months, with the first interest payment
scheduled on May 7, 2025, and the final interest payment made upon maturity on November 7, 2037. The
payment schedule is as follows:
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 May 7, 2025 0.55% Paid
2 August 7, 2025 0.55% Paid
3 November 7, 2025 0.55% Paid
4 February 7, 2026 0.55% Not Yet Paid
5 May 7, 2026 0.55% Not Yet Paid
6 August 7, 2026 0.55% Not Yet Paid
7 November 7, 2026 0.55% Not Yet Paid
8 February 7, 2027 0.55% Not Yet Paid
9 May 7, 2027 0.55% Not Yet Paid
10 August 7, 2027 0.55% Not Yet Paid
11 November 7, 2027 0.55% Not Yet Paid
12 February 7, 2028 0.55% Not Yet Paid
13 May 7, 2028 0.55% Not Yet Paid
14 August 7, 2028 0.55% Not Yet Paid
15 November 7, 2028 0.55% Not Yet Paid
16 February 7, 2029 0.55% Not Yet Paid
17 May 7, 2029 0.55% Not Yet Paid
18 August 7, 2029 0.55% Not Yet Paid
19 November 7, 2029 0.55% Not Yet Paid
20 February 7, 2030 0.55% Not Yet Paid
21 May 7, 2030 0.55% Not Yet Paid
22 August 7, 2030 0.55% Not Yet Paid
23 November 7, 2030 0.55% Not Yet Paid
24 February 7, 2031 0.55% Not Yet Paid
25 May 7, 2031 0.55% Not Yet Paid
26 August 7, 2031 0.55% Not Yet Paid
27 November 7, 2031 0.55% Not Yet Paid
28 February 7, 2032 0.55% Not Yet Paid
29 May 7, 2032 0.55% Not Yet Paid
30 August 7, 2032 0.55% Not Yet Paid
31 November 7, 2032 0.55% Not Yet Paid
32 February 7, 2033 0.55% Not Yet Paid
33 May 7, 2033 0.55% Not Yet Paid
34 August 7, 2033 0.55% Not Yet Paid
35 November 7, 2033 0.55% Not Yet Paid
36 February 7, 2034 0.55% Not Yet Paid
37 May 7, 2034 0.55% Not Yet Paid
38 August 7, 2034 0.55% Not Yet Paid
39 November 7, 2034 0.55% Not Yet Paid
40 February 7, 2035 0.55% Not Yet Paid
41 May 7, 2035 0.55% Not Yet Paid
42 August 7, 2035 0.55% Not Yet Paid
43 November 7, 2035 0.55% Not Yet Paid
44 February 7, 2036 0.55% Not Yet Paid
210 A Heart that Serves, Growing with Indonesia
Page 213
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Interest No Date of Bond Interest Payment Interest (%) Payment Status
45 May 7, 2036 0.55% Not Yet Paid
46 August 7, 2036 0.55% Not Yet Paid
47 November 7, 2036 0.55% Not Yet Paid
48 February 7, 2037 0.55% Not Yet Paid
49 May 7, 2037 0.55% Not Yet Paid
50 August 7, 2037 0.55% Not Yet Paid
51 November 7, 2037 0.55% Not Yet Paid
BNI Sustainability Bond 2025 Interest Payments Chronology
BNI Sustainability Bond 2025 carries an annual interest rate of 6.60% for the 3-year tenor and 6.65% for the
5-year tenor. Interest payments are scheduled quarterly, with the first interest payment made on October 6,
2025. The final interest payment will be made on July 4, 2028, for the 3-year tenor, and on July 4, 2030, for
the 5-year tenor. The payment schedule is as follows:
BNI Sustainability Bond 3-Year Tenor
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 October 6, 2025 6.60% Paid
2 January 5, 2026 6.60% Not Yet Paid
3 April 6, 2026 6.60% Not Yet Paid
4 July 6, 2026 6.60% Not Yet Paid
5 October 5, 2026 6.60% Not Yet Paid
6 January 4, 2027 6.60% Not Yet Paid
7 April 5, 2027 6.60% Not Yet Paid
8 July 5, 2027 6.60% Not Yet Paid
9 October 4, 2027 6.60% Not Yet Paid
10 January 4, 2028 6.60% Not Yet Paid
11 April 4, 2028 6.60% Not Yet Paid
12 July 4, 2028 6.60% Not Yet Paid
BNI Sustainability Bond 5-Year Tenor
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 October 6, 2025 6.65% Paid
2 January 5, 2026 6.65% Not Yet Paid
3 April 6, 2026 6.65% Not Yet Paid
4 July 6, 2026 6.65% Not Yet Paid
5 October 5, 2026 6.65% Not Yet Paid
6 January 4, 2027 6.65% Not Yet Paid
7 April 5, 2027 6.65% Not Yet Paid
8 July 5, 2027 6.65% Not Yet Paid
9 October 4, 2027 6.65% Not Yet Paid
10 January 4, 2028 6.65% Not Yet Paid
11 April 4, 2028 6.65% Not Yet Paid
12 July 4, 2028 6.65% Not Yet Paid
13 October 4, 2028 6.65% Not Yet Paid
14 January 4, 2029 6.65% Not Yet Paid
15 April 4, 2029 6.65% Not Yet Paid
16 July 4, 2029 6.65% Not Yet Paid
17 October 4, 2029 6.65% Not Yet Paid
18 January 4, 2030 6.65% Not Yet Paid
19 April 4, 2030 6.65% Not Yet Paid
20 July 4, 2030 6.65% Not Yet Paid
2025 Annual Report
211
PT Bank Negara Indonesia (Persero) Tbk
Page 214
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
RUPIAH SUBORDINATED MEDIUM TERM The 2018 BNI Subordinated MTN I was offered with
NOTES 2018 a fixed interest rate of 8.00% p.a. for a term of 5
(five) years. Acting as supporting institutions and
In 2018, BNI issued debt instruments with capital professions for the issuance of the Subordinated
characteristics in the form of Medium Term Notes MTN were BNI Sekuritas, Danareksa Sekuritas, and
(MTN) through a limited offering under the name Mandiri Sekuritas. The legal consultant used was
“BNI Subordinated MTN I Year 2018” with a write Hanafiah Ponggawa & Partners. The notary used was
down feature that can be calculated as a capital Ir. Nanette Cahyanie, SH. and PT Kustodian Sentral
component, and were recorded in the administrative Efek Indonesia (KSEI) acted as Paying Agent.
supervision of the Financial Services Authority, with
an effective date of June 8, 2018 and a total principal In accordance with POJK No. 07/2017 and Regulation
amount of No.IX.C.11, for the issuance of these Bonds, BNI
IDR100 billion. obtained a rating for its long-term debt securities
from PT Pemeringkat Efek Indonesia (“Pefindo”)
The Subordinated MTN were issued to comply for the period March 06, 2023 to August 10, 2023 in
with OJK Regulation No. 14/POJK.03/2017 Article their letter No. RC-143/PEF-DIR/III/2023 dated March
24 and Article 37 concerning the Recovery Plan, 6, 2023 with a rating of idAA (Double A) for BNI’s
whereby systemic banks were required to have debt 2018 Subordinated Medium Term Notes I. BNI rates
securities with capital characteristics no later than its bonds annually so long as the obligations for the
December 31, 2018. securities have not been paid off.
Chronology of BNI Medium Term Notes (MTN) Issuance
Date of Effective Interest Payment Rating
Description Tenor Currency Bond Amount Bid Price Due Date Trustee
issue date Date Status 2018 2019
PT Bank
Subordinated August 10, August 10, August 10, idAA idAA Rakyat
5 Years IDR 100,000,000,000 100.00% 8.00% Paid
MTN 2018 2018 2023 (Pefindo) (Pefindo) Indonesia
(Persero)
MTN Interest Payments Chronology
Interest No Date of Bond Interest Payment Interest (%) Payment Status
1 November 10, 2018 8% Paid
2 February 10, 2019 8% Paid
3 May 10, 2019 8% Paid
4 August 10, 2019 8% Paid
5 November 10, 2019 8% Paid
6 February 10, 2020 8% Paid
7 May 10, 2020 8% Paid
8 August 10, 2020 8% Paid
9 November 10, 2020 8% Paid
10 February 10, 2021 8% Paid
11 May 10, 2021 8% Paid
12 August 10, 2021 8% Paid
13 November 10, 2021 8% Paid
14 February 10, 2022 8% Paid
15 May 10, 2022 8% Paid
16 August 10, 2022 8% Paid
17 November 10, 2022 8% Paid
18 February 10, 2023 8% Paid
19 May 10, 2023 8% Paid
20 August 10, 2023 8% Paid
212 A Heart that Serves, Growing with Indonesia
Page 215
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In 2016, BNI conducted an NCD offering in two stages consisting of several
series with the realization of the issuance of IDR5.22 trillion. In 2017, BNI again
issued an NCD with the realization of the issuance of IDR2.7 trillion. In 2019
BNI issued NCD in three stages with the realization of the issuance of IDR4.34
trillion consisting of several series.
The Arrangers of the BNI Rupiah NCD issuance b. BNI Rupiah NCD Year 2022 Series B with an
were BNI Sekuritas, Danareksa Sekuritas, Mandiri issue value of IDR500 billion;
Sekuritas, and BCA Sekuritas. The notary was c. BNI Rupiah NCD Year 2022 Series C with an
Fathiah Helmi, SE., PT Indonesian Central Securities issue value of IDR1 trillion.
Depository (KSEI) acted as a Paying Agent. The 2. NCD US Dollar BNI Year 2022 with an emission
issuance of the NCD was a Bank strategy to increase value of USD31.5 million.
Rupiah liquidity.
The arrangers for the BNI NCD issuance were BNI
In 2020, BNI issued scripless Rupiah Negotiable Sekuritas, BCA Sekuritas, and Trimegah Sekuritas
Certificate of Deposit (NCD) in four series as follows: Indonesia, with PT Kustodian Sentral Efek Indonesia
1. Rupiah NCD BNI I Year 2020 Series A with an (KSEI) acting as Paying Agent. The NCD issuance
emission of IDR400 billion; is the Bank’s strategy for credit expansion in the
2. Rupiah NCD BNI I Year 2020 Series B with an framework of development.
emission of IDR580 billion;
3. Rupiah NCD BNI I Year 2020 Series C with an In addition, BNI also issued a scripless USD Global
emission of IDR50 billion; Certificate of Deposit (CD) through the New York
4. Rupiah NCD BNI I Year 2020 Series D with an Overseas Office (KLN) in January 2020. BNI through
emission of IDR360 billion. the NewYork KCLN became the first Indonesian Bank
to issue CDs denominated in USD as a shortterm
On December 8, 2022, BNI again issued scripless investment product on the global market. The
Negotiable Certificates of Deposit (NCD), selected Arrangers for this CD issuance were Bank
denominated in Rupiah and USD. The NCDs issued DBS, Citibank as Issuing & Paying Agent (IPA), and
were as follows: there were also 11 (eleven) Dealers in this issuance,
1. NCD Rupiah BNI Year 2022 with an issue value of namely: Citibank, Credit Suisse, BNP Paribas, DBS,
IDR2.5 trillion in 3 (three) series, namely: HSBC, Mizuho, MUFG, SMBC Nikko, ANZ, UOB, and
a. BNI Rupiah NCD Year 2022 Series A with an Credit Agricole. BNI also reissued USD scripless
issue value of IDR1 trillion; Global Certificate of Deposit (CD) through the New
York Overseas Office (KLN) in September 2022.
2025 Annual Report
213
PT Bank Negara Indonesia (Persero) Tbk
Page 216
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
NAME OF THE EXCHANGES WHERE THE COMPANY’S NCD ARE LISTED
All BNI NCDs have been listed on the Indonesia Stock Exchange (IDX).
Chronology of Negotiable Certificate of Deposit (NCD) Issuance
Effective Value Discount Payment
Description Issue Date Tenor Currency Maturity Date
Date (million) Rate Status
NCD BNI Year 2016
NCD Phase I Series A - 6 Months 390,000 December 16, 2016 7.00% Paid
NCD Phase I Series B - 9 Months 20,000 March 16, 2017 7.20% Paid
NCD I Series C June 16, - 370 Days 42,000 June 23, 2017 7.55% Paid
Rp
NCD I Series D 2016 - 18 Months 415,000 December 15, 2017 7.75% Paid
NCD I Series E - 24 Months 1,231,000 June 15, 2018 8.25% Paid
NCD I Series F - 36 Months 925,000 June 14, 2019 8.40% Paid
NCD II Series A - 370 Days 225,000 October 2, 2017 7.20% Paid
NCD II Series B September - 18 Months 390,000 March 26, 2018 7.60% Paid
Rp
NCD II Series C 27, 2016 - 24 Months 770,000 September 26, 2018 7.90% Paid
NCD II Series D - 36 Months 815,000 September 26, 2019 8.10% Paid
NCD BNI Year 2017
NCD BNI Year 2017 Series A - 370 Days 2,195,000 March 15, 2018 7.55% Paid
NCD BNI Year 2017 Series B March 10, - 18 Months 350,000 September 3, 2018 7.90% Paid
Rp
NCD BNI Year 2017 Series C 2017 - 24 Months 150,000 February 28, 2019 8.05% Paid
NCD BNI Year 2017 Series D - 36 Months 5,000 February 24, 2020 8.35% Paid
NCD BNI Year 2019
NCD BNI I Year 2019 Series A - 3 Months 60,000 July 2, 2019 7.30% Paid
NCD BNI I Year 2019 Series B March 28, - 6 Months 140,000 September 24, 2019 7.58% Paid
NCD BNI I Year 2019 Series C 2019 - 9 Months 150,000 December 20, 2019 7.68% Paid
NCD BNI I Year 2019 Series D - 370 Days 600,000 April 1, 2020 7.77% Paid
NCD BNI II Year 2019 Series A - 3 Months 110,000 September 27, 2019 7.17% Paid
NCD BNI II Year 2019 Series B June 28, - 6 Months 150,000 December 20, 2019 7.50% Paid
NCD BNI II Year 2019 Series C 2019 - 9 Months Rp 100,000 March 20, 2020 7.59% Paid
NCD BNI II Year 2019 Series D - 370 Days 640,000 July 2, 2020 7.62% Paid
NCD BNI III Year 2019 Series A - 3 Months 430,000 January 3, 2020 6.306% Paid
NCD BNI III Year 2019 Series B - 6 Months 250,000 April 1, 2020 6.50% Paid
September
NCD BNI III Year 2019 Series C - 9 Months 50,000 July 1, 2020 6.599% Paid
25, 2019
NCD BNI III Year 2019 Series D - 372 Days 1,600,000 October 1, 2020 6.698% Paid
NCD BNI III Year 2019 Series E - 372 Days 60,000 October 1, 2020 6.798% Paid
NCD BNI Year 2020
NCD BNI I Year 2020 Series A
- 3 Months 400,000 August 10, 2020 5.40% Paid
NCD BNI I Year 2020 Series B May 12, 2020 - 6 Months Rp 580,000 November 9, 2020 5.60% Paid
NCD BNI I Year 2020 Series C - 9 Months 50,000 February 8, 2021 5.70% Paid
NCD BNI I Year 2020 Series D - 360 Days 360,000 May 7, 2021 5.80% Paid
NCD BNI Year 2022
NCD Rupiah BNI Year 2022 December 8,
- 180 Days Rp 1,000,000 June 6, 2023 5.90% Paid
Series A 2022
NCD Rupiah BNI Year 2022 December 8,
- 271 Days Rp 500,000 September 5, 2023 6.00% Paid
Series B 2022
NCD Rupiah BNI Year 2022 December 8,
- 365 Days Rp 1,000,000 December 8, 2023 6.20% Paid
Series C 2022
December 8,
NCD Valas BNI Year 2022 - 180 Days USD 31.5 June 6, 2023 4.25% Paid
2022
214 A Heart that Serves, Growing with Indonesia
Page 217
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2025 Annual Report
215
PT Bank Negara Indonesia (Persero) Tbk
Page 218
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Other BNI Securities Issuance Chronology (Global Certificate of Deposit)
Description Issue Date Effective Date Tenor
Global CD BNI
Zero Coupon (No Interest)
CD BNI January 2020 USD CD – Mizuho January 13, 2020 January 17, 2020 188 days
CD BNI January 2020 USD CD – Mizuho January 13, 2020 January 17, 2020 273 days
CD BNI January 2020 USD CD – Mizuho January 22, 2020 January 30, 2020 182 days
CD BNI January 2020 USD CD - Mizuho January 22, 2020 January 30, 2020 274 days
CD BNI February 2020 USD CD – BNP Paribas January 28, 2020 February 4, 2020 184 days
CD BNI February 2020 USD CD – BNP Paribas January 28, 2020 February 4, 2020 353 days
CD BNI February 2020 USD CD – BNP Paribas February 4, 2020 February 11, 2020 184 days
CD BNI February 2020 USD CD – BNP Paribas February 4, 2020 February 11, 2020 353 days
CD BNI February 2020 USD CD – BNP Paribas February 5, 2020 February 12, 2020 90 days
CD BNI February 2020 USD CD -MUFG February 5, 2020 February 12, 2020 182 days
CD BNI February 2020 USD CD – BNP Paribas February 12, 2020 February 19, 2020 182 days
CD BNI February 2020 USD CD – BNP Paribas February 12, 2020 February 19, 2020 355 days
CD BNI February 2020 USD CD – MUFG February 13, 2020 February 21, 2020 355 days
CD BNI February 2020 USD CD – Mizuho February 14, 2020 February 21, 2020 355 days
CD BNI March 2020 USD CD – BNP Paribas March 3, 2020 March 10, 2020 184 days
CD BNI March 2020 USD CD – MUFG March 10, 2020 March 17, 2020 184 days
CD BNI March 2020 USD CD – Mizuho March 17, 2020 March 20, 2020 188 days
CD BNI July 2020 USD CD – MUFG July 9, 2020 July 15, 2020 184 days
CD BNI July 2020 USD CD – MUFG July 9, 2020 July 14, 2020 184 days
CD BNI August 2020 USD CD – MUFG August 25, 2020 August 28, 2020 92 days
CD BNI November 2020 USD CD – MUFG November 9, 2020 November 17, 2020 181 days
CD BNI November 2020 USD CD – MUFG November 17, 2020 November 20, 2020 188 days
CD BNI November 2020 USD CD – MUFG November 17, 2020 November 20, 2020 188 days
CD BNI January 2021 USD CD – MUFG January 21, 2021 January 28, 2021 355 days
CD BNI December 2022 USD CD – MUFG December 16, 2022 December 22, 2022 186 days
CD BNI January 2023 USD CD - DBS January 18, 2023 January 26, 2023 175 days
CD BNI January 2023 USD CD - Credit Agricole January 27, 2023 February 03, 2023 89 days
CD BNI March 2023 USD CD - MUFG March 08, 2023 March15, 2023 184 days
CD BNI March 2023 USD CD - DBS March 09, 2023 March 16, 2023 182 days
CD BNI October 2023 USD CD - Credit Agricole October 11, 2023 October 18, 2023 355 days
CD BNI October 2023 USD CD - DBS October 12, 2023 October 18, 2023 355 days
Fixed Coupon (With Interest)
CD BNI January 2020 USD CD – MUFG January 21, 2020 January 28, 2020 91 days
CD BNI February 2020 USD CD - MUFG February 03, 2020 February 10, 2020 274 days
CD BNI March 2020 USD CD - MUFG March 3, 2020 March 10, 2020 92 days
CD BNI June 2020 USD CD - HSBC June 09, 2020 June 17, 2020 91 days
CD BNI September 2020 USD CD – Credit Agricole September 1, 2020 September 10, 2020 91 days
CD BNI November 2020 USD CD – Credit Agricole November 6, 2020 November 13, 2020 91 days
CD BNI September 2020 USD CD – Mizuho December 3, 2020 December 10, 2020 90 days
CD BNI September 2022 USD CD – MUFG September 22, 2022 September 28, 2022 182 days
CD BNI January 2023 USD CD - Credit Agricole January 27, 2023 February 03, 2023 89 days
CD BNI October 2023 USD CD - DBS October 12, 2023 October 18, 2023 355 days
CD BNI October 2023 USD CD – Credit Agricole October 11, 2023 October 18, 2023 355 days
CD BNI November 2024 USD CD – Credit Agricole November 22, 2024 December 02, 2024 354 days
216 A Heart that Serves, Growing with Indonesia
Page 219
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Currency Value (million) Maturity Date Discount Rate Payment Status
USD 4,000,000 July 23, 2020 2.35% Paid
USD 4,000,000 October 16, 2020 2.40% Paid
USD 2,000,000 July 30, 2020 2.35% Paid
USD 2,000,000 October 30, 2020 2.40% Paid
USD 6,000,000 August 6, 2020 2.35% Paid
USD 2,000,000 January 22, 2021 2.50% Paid
USD 9,800,000 August 13, 2020 2.40% Paid
USD 4,700,000 January 29, 2021 2.55% Paid
USD 9,100,000 May 12, 2020 2.40% Paid
USD 35,000,000 August 12, 2020 2.58% Paid
USD 4,100,000 August 19, 2020 2.40% Paid
USD 1,500,000 February 08, 2021 2.50% Paid
USD 15,000,000 February 10, 2021 2.55% Paid
USD 5,000,000 February 10, 2021 2.55% Paid
USD 4,800,000 January 14, 2021 1.75% Paid
USD 4,000,000 September 17, 2020 1.40% Paid
USD 4,400,000 September 24, 2020 1.45% Paid
USD 15,000,000 January 15, 2021 1.15% Paid
USD 23,200,000 January 14, 2021 1.15% Paid
USD 12,700,000 November 28, 2020 0.90% Paid
USD 25,000,000 May 17, 2021 0.95% Paid
USD 18,000,000 May 27, 2021 0.95% Paid
USD 25,000,000 May 27, 2021 0.95% Paid
USD 50,000,000 January 18, 2022 1.10% Paid
USD 18,600,000 June 26, 2023 5.45% Paid
USD 20,000,000 July 20, 2023 5.58% Paid
USD 54,000,000 May 03, 2023 5.40% Paid
USD 50,000,000 September 15, 2023 5.95% Paid
USD 23,500,000 September 14, 2023 5.95% Paid
USD 35,000,000 October 07, 2024 6.05% Paid
USD 40,000,000 October 07, 2024 6.07% Paid
USD 28,000,000 April 28, 2020 2.30% Paid
USD 74,200,000 November 10, 2020 2.33% Paid
USD 72,600,000 June 10, 2020 1.68% Paid
USD 122,600,000 September 16, 2020 0.685% Paid
USD 138,000,000 December 10, 2020 0.75% Paid
USD 32,200,000 February 12, 2021 0.69% Paid
USD 50,000,000 March 10, 2021 0.695% Paid
USD 60,000,000 December 28, 2022 4.00% Paid
USD 94,000,000 December 29, 2022 4.00% Paid
USD 40,000,000 October 07, 2024 6.07% Paid
USD 35,000,000 October 07, 2024 6.05% Paid
USD 50,000,000 November 21, 2025 4.92% Not yet Paid
2025 Annual Report
217
PT Bank Negara Indonesia (Persero) Tbk
Page 220
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Information on Public Accountants,
Public Accounting Firms, and
Networks/ Associations/Alliances [ACGS C.6.1, C.6.2]
KAP Name KAP Rintis, Jumadi, Rianto & Partner (member firm of the PricewaterhouseCoopers)
AP Name Jimmy Pangestu S.E., CPA
KAP Adress WTC 3, Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920 – INDONESIA
Tel. : (62-21) 50992901/31192901
Fax. : (62-21) 52905555/52905050
Website : www.pwc.com/id
KAP Assignment Period 5 (Five) Years
AP Assignment Period 5 (Five) Years
Audit Services Consolidated Financial Report (including Subsidiaries and Overseas Offices), PUMK Report, and DPLK
Report
Non-Audit Services Agreed Upon Procedures (AUP) of Custodian Services, PSA 62, BOD KPI, Aggregation Performance Report
for BUMN and Other Non Assurance Services.
Audit Fee Rp34,643,991,599
Non-Audit Fee Rp16,942,658,401
REWARDS FOR AUDIT AND OTHER SERVICES PROVIDED BY KAP RINTIS, JUMADI, RIANTO
& REKAN AND MEMBER FIRM OF THE PRICEWATERHOUSECOOPERS NETWORK [ACGS C.6.1]
During 2025, the rewards for audit and other services provided by KAP Rintis, Jumadi, Rianto & Rekan (a
member firm of the PricewaterhouseCoopers network) are as follows:
Amount (Rp)
No Type Assignment including VAT &
OPE
BNI CONSOLIDATED FINANCIAL STATEMENT AUDIT SERVICES
1. Audit of report finance consolidated PT Bank Negara Indonesia (Persero) Tbk 16,130,490,183
SUBTOTAL OF BNI CONSOLIDATED FINANCIAL STATEMENT AUDIT SERVICES 16,130,490,183
AUDIT SERVICES FOR SUBSIDIARIES AND OTHER ENTITIES
1. Audit of Report Finance of PT BNI Life Insurance ("BNI Life") 3,051,890,037
2. Audit of Report Finance Consolidation of PT BNI Sekuritas 598,394,187
3. Audit of Report PT BNI Asset Management Finance ( including therein ) is the Agreed Upon 385,625,572
Proce-dures (“AUP”) MKBD)
4. Audit of Report Interim Financial Statements of PT BNI Asset Management dated October 31, 380,000,000
2025 and For Period Ten Month Last On Date The
5. Audit of Report PT BNI Multifinance Finance 501,057,543
6. Audit of Report Finance of PT Bank Hibank Indonesia 1,515,041,743
7. Audit of Report PT BNI Modal Ventura 457,291,437
8. Audit of Report BNI Remittance Limited Finance 533,416,650
9. Audit of the Micro and Small Business Funding Program ("PUMK") 364,769,432
10. Audit of report Financial and portfolio of Financial Institution Pension Funds (“DPLK”) 199,050,225
SUBTOTAL AUDIT SERVICES FOR SUBSIDIARIES AND OTHER ENTITIES 7,986,536,826
218 A Heart that Serves, Growing with Indonesia
Page 221
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Amount (Rp)
No Type Assignment including VAT &
OPE
OVERSEAS OFFICE AUDIT SERVICES
1. Group reporting on The Hong Kong Branch of PT Bank Negara Indonesia (Persero) Tbk ( “BNI 1,010,353,890
Hong Kong”)
2. Group reporting on The Tokyo Branch of PT Bank Negara Indonesia (Persero) Tbk (“BNI Tokyo”) 2,345,774,200
3. Audit of report Financial and group reporting of The Seoul Branch of PT Bank Negara Indonesia 1,009,536,500
(Persero) Tbk (“BNI Seoul”)
4. Audit of report Financial and group reporting of The Singapore Branch of PT Bank Negara 4,619,550,000
Indonesia (Persero) Tbk (“BNI Singapore”)
5. Group reporting on The London Branch of PT Bank Negara Indonesia (Persero) Tbk ( “BNI 515,000,000
London”)
6. Group reporting on The New York Branch of PT Bank Negara Indonesia (Persero) Tbk (“BNI New 1,026,750,000
York”)
SUBTOTAL OF OVERSEAS OFFICE AUDIT SERVICES 10,526,964,590
TOTAL AUDIT SERVICE FEE 34,643,991,599
SERVICES AGREED UPON PROCEDURES (“AUP”)
1. Review and validation report finance consolidated statement of PT Bank Negara Indonesia 57,189,578
(Persero) Tbk ( newspaper format , according to with OJK format)
2. Internal Control Report (Management Letter) 111,774,261
3. Implementation agreed procedures together (“AUP”) in connection with Work Unit Activities 193,600,239
Custo-dian
4. Implementation agreed procedures together (“AUP”) in connection with Evaluation Results 193,600,239
Report Performance
5. Implementation agreed procedures together (“AUP”) in connection with PSA 62 ( Report on 352,497,988
Com-pliance to Regulation Legislation and Internal Control )
6. Implementation agreed procedures together in connection Contract Management and Contracts 534,719,935
Management Annual State-Owned Enterprise Board of Directors
7. Implementation agreed procedures together (“AUP”) in connection with Report Realization 80,414,245
Perfor-mance For Long-Term Incentives (“LTI”) Performance Target requirements for the Board of
Directors and Board of Commissioners
8. Implementation agreed procedures together (“AUP”) in connection Report Finance State-Owned 562,211,916
Enterprise Aggregation
SUBTOTAL AGREED UPON PROCEDURES (“AUP”) 2,086,008,401
OTHER BONDS SERVICES
1. Limited Review Information Consolidated Interim Financials Banking and Entity Services Child 10,800,000,000
For Period October 31 , 2025 and For Period Ten Month Last On date The .
2. BNI Sustainability Bonds for 2025 4,000,000,000
3. Non-Audit Assurance Engagement (“NAAE”) above Working Capital Report Clean Adjusted 56,650,000
(MKBD) PT BNI Sekuritas
OTHER AGREEMENT SERVICES SUBTOTAL 14,856,650,000
TOTAL NON-AUDIT SERVICE FEE 16,942,658,401
TOTAL AUDIT AND NON-AUDIT SERVICE FEE 51,586,650,000
The total expenses incurred by BNI for non-audit services were recorded as lower than the expenses for
audit services in 2025. [ACGS C.6.2]
AUDIT RESULTS
The results of the examination conducted by the external auditor are presented in the form of an Audit
Opinion on the Consolidated Financial Statements. The Consolidated Financial Statements of PT Bank
Negara Indonesia (Persero) Tbk and its Subsidiaries have been audited by KAP Rintis, Jumadi, Rianto &
Rekan (a member firm of the PricewaterhouseCoopers network) with the engagement partner being Jimmy
Pangestu, S.E., CPA, independent auditor, based on the Audit Standards established by the Indonesian
Institute of Public Accountants, with an unmodified opinion, as stated in their report dated February 02, 2026.
2025 Annual Report
219
PT Bank Negara Indonesia (Persero) Tbk
Page 222
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Capital Market Supporting
Institutions and/or Professionals
Stock Trading and PT Bursa Efek Indonesia
Listing Gedung Bursa Efek Indonesia, Tower 1
Jl. Jend. Sudirman Kav. 52-53
Jakarta 12190, Indonesia
Tel. : (62-21) 5150515
Fax. : (62-21) 5154153
Website : www.idx.co.id
E-mail : listing@idx.co.id
Singapore Exchange Regulation Pte. Ltd.
11 North BuonaVista Drive, #06-07 The Metropolis Tower 2, Singapore
Tel. : +65 6236 8888
Website : sgx.com
E-mail : asksgx@sgx.com
Legal Consultant Hiswara Bunjamin & Tandjung
18th floor, Tower I Sudirman 7.8
JI. Jend. Sudirman Kav. 7-8, Jakarta 10220
Tel. : 021 – 3973 8000
Fax. : 021-3973 6110
E-mail : hbtlaw@hsfkramer.com
Website : www.hbtlaw.com
Hadiputranto, Hadinoto & Partners
Pacific Century Place, Lv 35 SCBD Lot 10,
Jl. Jend. Sudirman Kav 52-53
Jakarta 12190, Indonesia
Tel. : 021 – 2960 8888
Fax. : 021 – 2960 8999
Website : www.hhp.co.id
Hanafiah Ponggawa & Partners
Wisma 46 – Kota BNI, 32nd & 41st Floor Main Reception, Jl. Jend. Sudirman Kav.1, Jakarta, 10220, Indonesia
Tel. : +62 21 5701837
Fax. : +62 21 5701835
Website : https://dentons.hprplawyers.com
UMBRA - Strategic Legal Solutions
Telkom Landmark Tower 49th Floor - The Telkom Hub.
Jl. Gatot Subroto Kav. 52, Jakarta 12710 - Indonesia
Tel. : + 62 21 5082 0999
Website : www.umbra.law
Assegaf Hamzah & Partners
Capital Place, Level 36 & 37
Jalan Jenderal Gatot Subroto Kav. 18, Jakarta 12710
Tel: +62 21 2555 7800
Fax: +62 21 2555 7899
E-mail : info@ahp.id
Website : www.ahp.id
Securities PT Datindo Entrycom
Administration Bureau Jl. Hayam Wuruk No. 28, Jakarta 10120
Tel. : (62-21) 3508077
Website : www.datindo.com
E-mail : corporatesecretary@datindo.com
Securities Rating Standard & Poor‘s
Agency 12 Marina Boulevard
Marina Bay Financial Centre Tower 3, Level 23
Singapore 018982
Tel. : (65) 6239 6335
Website : www.spglobal.com
Moody‘s Investors Service Singapore Pte. Ltd
71 Robinson Road #05-01, Singapore 068895
Tel. : (+65) 6398 8316
Website : www.moodys.com
PT Fitch Ratings Indonesia
DBS Bank Tower, 24th Floor Suite 2403
Jl. Prof. Dr. Satrio Kav 3-5 Jakarta 12940
Tel. : (62-21) 2988 6800
Fax. : (62-21) 2988 6822
Website : www.fitchratings.com
PT Pemeringkat Efek Indonesia (Pefindo)
Equity Tower 30th Floor SCBD Lot 9
Jl. Jenderal Sudirman Kav.52-53
Jakarta 12190
Tel. : (62-21) 509 684 69
Fax. : (62-21) 509 684 68
Website : www.pefindo.com
220 A Heart that Serves, Growing with Indonesia
Page 223
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Custodian PT Kustodian Sentral Efek Indonesia
Gedung Bursa Efek Indonesia, Tower II, 3rd Floor
Jl. Jend. Sudirman Kav. 52-53 Jakarta 12190, Indonesia
Tel. : (62-21) 515 2855
Fax. : (62-21) 5299 1199
Website : www.ksei.co.id
E-mail : helpdesk@ksei.co.id
Trustee PT Bank Mandiri (Persero) Tbk.
Plaza Mandiri 1
Jl. Jend. Sudirman Kav. 54-55, Jakarta 12190
Tel. : (62-21) 526 5045; 526 5095
Fax. : (62-21) 527 4477; 527 5577
Fax. : (62-21) 5752444
The Hongkong and Shanghai Banking Corporation Limited
Issuer Services, L24 HSBC Main Building, No.1
Queen’s Road Central, Hong Kong
Web : www.hsbc.com.hk
PT Rakyat Indonesia (Persero) Tbk.
Gedung BRI
Jl. Jend. Sudirman Kav. 44-46, Jakarta 10210
Tel. : (62-21) 575 2019
Fax. : (62-21) 575 2010
Notary Titik Krisna Murti Wikaningsih Hastuti, S.H., M.Kn
Notaris & PPAT Kota Administrasi Jakarta Selatan
Jl. Suryo No. 54, Kebayoran Baru Jakarta 12180
Tel. : (021) 2923 6060
Fax. : (021) 2923 6070
E-mail : notaris.titikrisna@gmail.com
Tax Consultant PB Taxand
Menara Imperium 27th Floor
Jl. H.R. Rasuna Said Kav.1 Jakarta 12980
Tel. : (021) 835 6363
Fax. : (021) 8379 3939
Website : www.pbtaxand.com
Bond Allotment KAP Doli, Bambang, Sulistiyanto, Dadang & Ali Registered Public Accountants
Menara Kuningan 11th floor
Jl. H.R. Rasuna Said Blok X-7 Kav.5 Jakarta 12940
Tel. : (021) 5790 3548
Fax. : (021) 5790 3548
Environmental Expert Sustainalytics US Inc.
Consultant Four World Trade Center, Floor 48, 150 Greenwich Street
New York, 10007 United States
Tel. : (+65) 6329 7596 (APAC)
Website : www.sustainalytics.com
Arranger The Hongkong and Shanghai Banking Corporation Limited
HSBC Main Building, 1 Queen’s Road Central,
Hong Kong
Tel. : (+852) 2748 8288
Website : www.hsbc.com.hk
Citigroup Global Markets Limited
Citigroup Centre, Canada Square
Canary Wharf London E14 5LB United Kingdom
Tel. : (020) 7986 4000
Website : www.citigroup.com
PT. BNI Sekuritas
Sudirman Plaza, Indofood Tower 16th Floor
Jl. Jend. Sudirman Lantai 16, Kav 76-78
Jakarta 12910, Indonesia
Tel. : (021) 2554 3946
Fax. : (021) 5793 5831
Website : www.bnisekuritas.co.id
J.P. MORGAN SECURITIES PLC
88 Market Street, 26th Floor, CapitaSpring, Singapore 048948
Tel. : +65 6882 2913
M : +65 8518 7697
UBS Investment Bank
Sequis Tower Level 22 unit 22-1, Jl. Jend Sudirman Kav.71 SCBD Lot 11B,
Jakarta 12190
Tel. : +622125547000
BNI Securities Pte. Ltd
BNI Tower
30 Raffles Place #26-01
Singapore 048622
Website : https://bnisecurities.com.sg
E-mail : corporate.secretary@bnisecurities.com.sg
2025 Annual Report
221
PT Bank Negara Indonesia (Persero) Tbk
Page 224
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Information Accessible
on the BNI Website [ACGS B.5.1, C.7.2]
The BNI website contains the following information:
HOME PAGE INDIVIDUAL MSME CORPORATE
News, promos and events as Contains information Contains information about Information on business,
well as base rates for loans. about deposits, debit card MSME banking derivative international and treasury
loans, pension deposits, products such as XPORA. banking. The information in
bancassurance, and product the Business menu provides
simulations. Information solutions for company /
in the Personal menu is corporate customers.
specifically for individual
customers.
WEALTH E-BANKING INVESTOR
Information on BNI’s Contains information on Contains information on
products, services, promos Financial Statements, Annual BNI ATMs, BNI Agen46, BNI
and privileges for BNI’s Reports, Sustainability EDC, BNI SMS Banking,
priority customers, namely Reports, and other reports, BNI Mobile Banking, Mobile
BNI Emerald. activities and presentations, Services, BNI Debit Online,
stock and bond information, and BNI Internet Banking.
as well as investor news.
BNI has an official website established to fulfill BNI’s commitment to the implementation of Law Number
8 of 1995 concerning the Capital Market, as well as to enhance the implementation of Good Corporate
Governance, particularly for shareholders, customers, the public, the government, and other stakeholders.
BNI’s official website, www.bni.co.id, is developed in compliance with OJK Regulation No. 8/POJK.04/2015
concerning the Websites of Issuers or Public Companies. The BNI website is accessible to the general public
in both Indonesian and English. Detailed information regarding BNI’s official website is as follows:
222 A Heart that Serves, Growing with Indonesia
Page 225
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
1. Information on the BNI website is updated c. Financial Information, which includes:
regularly with current and up-to-date information. • Annual financial report, for the last 5 (five)
2. General information about BNI disclosed on the fiscal years; [ACGS C.9.1]
BNI website includes: • Quarterly financial report, for the last 5
a. Name, address, and contact details of the (five) fiscal years;
head office and/or representative office of • Monthly financial report, for the last 5
the Issuer or Public Company; including (five) fiscal years;
telephone number, fax number, and email • Semi-annual financial report for the last 5
address; [ACGS C.10.1] (five) fiscal years
b. Brief history of the Issuer or Public Company; • Annual sustainability report for the last 5
c. Organizational structure of the Issuer or Public (five) fiscal years;
Company; • Annual pension fund report for the last 5
d. Company awards; (five) fiscal years;
e. Ownership structure of the Issuer or public • Annual report of the environmental
company, including: partnership program for the last 5 (five)
• Description of the names of shareholders years;
and their percentage of ownership at the • Corporate presentation in the form of
end of each month; presentation files, audio and video for the
• Information regarding the main and last 5 (five) years; and
controlling shareholders of the Issuer • Summary of important financial data, in
or Public Company, both directly and comparative form for the last 5 (five) fiscal
indirectly, down to individual owners years; including:
presented in the form of a scheme or - Revenue;
diagram; and - Gross profit;
• Name of subsidiary, associate company, - Income (loss);
joint venture company where the Issuer - Total income (loss) attributable to
or Public Company has joint control of the owners of the parent entity and non-
entity, along with the percentage of share controlling interests;
ownership, business field, and operating - Total comprehensive income (loss);
status of the company. - Profit (loss) per share;
f. Profile of the Board of Directors, Board of - Total assets;
Commissioners, Committee, and Corporate - Total liabilities;
Secretary, including: - Total equity;
• Photo; - Ratio of income (loss) to total assets;
• Name; - Ratio of income (loss) to equity;
• Job history, including concurrent positions; - Ratio of income (loss) to revenue;
• Educational history; - Current ratio;
• Affiliation of members of the Board of - Ratio of liabilities to equity; and
Directors and members of the Board of - Ratio of liabilities to total assets; and
Commissioners with other members of - Other financial information and ratios
the Board of Directors and/or members relevant to the Bank and its industry
of the Board of Commissioners and type.
shareholders. d. GMS information, including: [ACGS C.9.4, C.9.5]
g. Name and address • Announcement and Summons;
• Public Accountant who audited the • Agenda discussed in the GMS;
financial statements of the Issuer or Public • Summary of GMS Minutes.
Company in the current year; e. Stock information, including:
• Credit Rating Agency; • Number of outstanding shares;
• Trustee; and • Bonus shares;
• Securities Administration Bureau. • Chronology of stock listing;
h. Articles of Association Document [ACGS C.9.6] • Stock price.
3. Information for Investors disclosed on the BNI f. Bond and/or sukuk information, at least
website includes: including:
a. Public Offering Prospectus; • Value of outstanding bonds/or sukuk;
b. Annual report, for the last 5 (five) fiscal years; • Bond and/or sukuk rating results;
and [ACGS C.9.3] • Maturity date; and
• Bond interest rate and/or sukuk yield.
2025 Annual Report
223
PT Bank Negara Indonesia (Persero) Tbk
Page 226
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
g. Dividend information. m. Policy on improving vendor capabilities;
h. Information for investors, public media, and/ n. Integrated governance and governance
or analysts. [ACGS C.9.2] report.
i. Information regarding corporate actions 5. Corporate Social Responsibility information
undertaken by the Issuer or Public Company, disclosed on the BNI website includes:
as well as actions initiated by other parties a. Corporate social responsibility (CSR)
involving the Issuer or Public Company., information through BNI Berbagi has
including: included policies, types of programs, and
• Affiliated Transactions and Conflicts of costs incurred by Issuers or Public Companies
Interest in Certain Transactions; in the sustainability report.
• Distribution of Bonus Shares; b. Information on the implementation of
• Share buybacks conducted by the Issuer Environmental, Social, and Governance
or Public Company in response to market (ESG) disclosed on the BNI website includes:
conditions with potential for a crisis, and BNI’s achievements in the ESG field, types of
• Share ownership programs by members activities, and BNI’s ESG profile video.
of the Board of Directors, members of the c. Policies, types of programs, and costs as
Board of Commissioners, and employees referred to in letter a related to the following
of the Issuer or Public Company or other aspects:
controlled parties; and i) Environment;
j. Material Information or Facts other than those ii) Employment practices, health, and safety;
disclosed in the Financial Services Authority iii) Social and community development; and
Regulation. iv) Product and/or service responsibility,
4. Corporate Governance Information disclosed on accompanied by supporting information.
the BNI website includes: 6. Information on the Prime Lending Rate and Loan
a. Work guidelines for the Board of Directors, Interest Rates
Board of Commissioners, Integrated 7. Wealth Management Services Information,
Governance, and Internal Audit; including:
b. Appointment, dismissal, and/or vacancy of the a. BNI Private
Corporate Secretary, including the temporary b. BNI Emerald
Corporate Secretary, and supporting c. Products
information; d. Benefits
c. Internal Audit Unit Charter; 8. Corporate Solutions Information, including:
d. Code of Ethics; a. Corporate Banking
e. Committee work guidelines; b. International Banking
f. Company Articles of Association; c. Treasury
g. Whistleblowing System (WBS) reporting; d. Wholesale Solutions
h. Appointment and dismissal of Audit 9. Consumer Protection Information, including:
Committee members; a. Customer Protection
i. Risk management policy; b. Product and Service Information Summary
j. Policy on reporting system mechanism; (RIPLAY)
k. Anti-corruption policy; 10. Information on Current Exchange Rates
l. Policy related to supplier selection and 11. Information on BNI Press Releases
creditor rights; 12. Information on BNI Procurement News,
Announcements, and Tips & Education
E-Banking BNI
Contains information on BNI ATM, BNI SMS Banking, BNI Contains information on the Head Office location, Corporate
Agen46, BNI Mobile Banking, BNI SMS Notification, TapCash, Secretary, BNI 24/7 Call Services, and Service & Complaint
BNI Debit Online, QRIS, BNI EDC, BNI DigiCS, BNI iPay, BNI Handling Procedures.
SmartPay, BNI SPRINT, and wondr by BNI.
BNI Location Finder BNI Global Network
Contains information on the locations of BNI ATMs, BNI Contains information on the locations of BNI Overseas
Agen46, BNI Branch Offices, BNI DigiCS, and BNI SPRINT Branch Offices.
PPID BNI
Contains information on online service facilities for public information applicants as part of the implementation of public
information disclosure at PT Bank Negara Indonesia (Persero) Tbk.
224 A Heart that Serves, Growing with Indonesia
Page 227
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Awards and Certifications
International Awards
18th Annual Transaction Banking 18th Annual Transaction Banking The Alliance For Green Commercial Mastercard
Mastercard Forum
Forum 2025
2025
Awards 2024 Awards 2024 Banks Best
BestTravel
Travel Credit
Credit Card
Card Proposition
Proposition
Best Online Trade Best Cross Border Manifesto For Excellence In Green for
for Mass
Mass Market-BNI
Market-BNI
Facilitation Solution in Payment Solution in Commercial Banking Titanium
Titanium Credit
Credit Card
Card
Indonesia 2024 Indonesia 2024
March 2025 April
29 April
29,2025
2025
February 2025 February 2025 International Finance Corporation PT.
PT. Mastercard
Mastercard Indonesia
Indonesia
Alpha Southeast Asia Alpha Southeast Asia (IFC) World Bank Group
Digital Banker – Digital CX Digital Banker – Digital CX Digital Banker – Digital CX iF Design Award 2025
Awards 2025 Awards 2025 Awards 2025 wondr by BNI dinobatkan sebagai
Best Technology Implementation for Outstanding Digital CX – Trade Best Wholesale/Transaction Bank salah satu desain terbaik untuk
Digital CX - Indonesia - Winner Finance Initiative - Digital CX for Digital CX - Indonesia - Highly kategori Apps/Software
Awards 2025 - Indonesia - Winner Acclaimed
April 2025 April 2025
The Digital Banker April 2025 April 2025 iF Design Foundation
The Digital Banker The Digital Banker
ASEAN Fintech Awards 2025 18th Alpha Southeast Asia 18th Alpha Southeast Asia Global Council of Corporate
Best CIO of the Year Awards 2025 Awards 2025 Universities (GCCU) Awards 2025
Best Corporate Treasury Sales and Best FX Bank for Retail Clients Best Corporate University – Gold
May 2025 Structuring Team Awards Branding & Durability
ASEAN Fintech Forum May 12, 2025
May 12, 2025 Alpha Southeast Asia May 12, 2025
Alpha Southeast Asia Global Council of Corporate
Universities (GCCU)
2025 Annual Report
225
PT Bank Negara Indonesia (Persero) Tbk
Page 228
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The Asset - Triple A Awards 2025 The Asset - Triple A Awards 2025 The Asset - Triple A Awards 2025 Alpha Southeast Asia Awards 2025
Category Service Provider: Editor’s Triple Star Innovation Leader of the Year Best Trade Finance Bank
The Best Specialist Public Sector in Indonesia
May 2025
May 2025 May 2025 The Asset – Triple A May 2025
The Asset - Triple A The Asset – Triple A Alpha Southeast Asia
Asian Banking & Finance Asian Banking & Finance Gov-Media Awards 2025 Indonesia Public Sector
Corporate & Investment Banking Corporate & Investment Banking Indonesia Digital Transformation Initiative of the Year
Award 2025 Award 2025 of the Year – Finance for Govtech Indonesia Public Sector Initiative
Project Infrastructure Finance Deal Green Deal of Year - Indonesia Projects – Supporting Government of the Year – Finance award for BNI
of the Year - Indonesia Digitalization Initiatives Smart Ecosystem
July 2025
July 2025 Asian Banking & Finance July 2025 July 2025
Asian Banking & Finance Gov-Media Gov-Media
Asian Banking & Finance Wholesale Global BankTech Awards 2025 Global BankTech Awards 2025 Global BankTech Awards 2025
Banking Awards 2025 Best API/Open Banking Platform Outstanding SME Cash Outstanding SME Payments
Indonesia Domestic Health & Provider for SME Banking Management Solution by a Vendor Solution by a Bank
Wellness Bank of the Year
August 2025 August 2025 August 2025
July, 2025 The Digital Banker The Digital Banker The Digital Banker
Asian Banking & Finance
Global BankTech Awards 2025 Global BankTech Awards 2025 Global Retail Banking Innovation Global Retail Banking Innovation
Best API/Open Banking Platform Outstanding Payments Awards 2025 Awards 2025
Provider for Transaction Banking and Collection Service Provider Best API Initiative Best SME Banking Platform
August 2025 August 2025 August 2025 August 2025
The Digital Banker The Digital Banker The Digital Banker The Digital Banker
226 A Heart that Serves, Growing with Indonesia
Page 229
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
FX Awards Indonesia FX Awards Indonesia 11th Asia Sustainability Reporting International Customer Experience
Most Active Fxall Bank (Taker) 2024 Best State Bank - First Runner Up Awards (ASRA) 2025 Awards (ICXA) 2025
- Winner Asia’s Best Sustainability Report Gold Award, Best Learning &
September 15, 2025 (Public Sector) Category - Silver Development - International
September 15, 2025 LSEG FX Customer Experience Awards (ICXA)
LSEG FX October 24, 2025 2025
Asia Sustainability Reporting
Awards November 13, 2025
ICXA
International Customer Experience Contact Centre Asia Pacific Award Investor and Financial Education Financial Insight Innovation Awards
Awards (ICXA) 2025 2025 Award (Corporate) Leader in Customer Engagement
Best Use of Technology - Over 5.000 Contact Center Operations - Bronze Award
Employees – Silver Award Winner Platinum July 2025
March 2025 IDC Asia/Pacific
November 2025 November 2025 Investor and Financial Education
ICXA CC-APAC
Extel HR Asia Best Companies to Work HCM Excellence Awards HCM Excellence Awards
Honored Company in Asia (ex- for in Asia Awards Best Corporate Best Benefits Wellness and
Japan) for Executive Team: Best Companies to Work for in Asia Culture Transformation - Bronze Well Being Program - Gold
- Board of Directors
- Investor Relations June 2025 2025 2025
HR Asia Brandon Hall Group Brandon Hall Group
September 2025
Extel
500 Best Companies in
Asia Pacific 2025
2025
TIME - Statista
2025 Annual Report
227
PT Bank Negara Indonesia (Persero) Tbk
Page 230
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Other International Awards
Awards Month and Year Organizer
BNI Named One of TIME’s 500 Best Companies in Asia Pacific February 2025 Time
Investor and Financial Education Award 2024 March 2025 IFEC Hong Kong
Bronze Award as the bank with the best literacy program for Indonesian domestic
workers in Hong Kong
Mastercard Forum 2025 April 2025 PT Mastercard
Excellence in Consumer Payment Awards for Wondr BNI Debit and Credit Indonesia
Mastercard Forum 2025 April 2025 PT Mastercard
Best New Affluent Debit Card for World Elite Debit Indonesia
Mastercard Forum 2025 April 2025 PT Mastercard
Outstanding E-commerce Acquirer Indonesia
Euromoney Awards for Excellence 2025 May 2025 Euromoney
Best Digital Bank for SMEs 2025
Euromoney Awards for Excellence 2025 May 2025 Euromoney
Indonesia’s Best Investment Bank for Equity Capital Market (ECM) 2025
(BNI Sekuritas)
BNI Enters Forbes Global 2000 List for 2025, Proof of Positive Performance June 2025 Forbes
Recognized Worldwide
National Awards
The series of events for the signing The 10th WOW BRAND 2025: The Most Active JCB Indonesia Award 2025
of the State Treasury Management Experiential & Emotional Branding Price Taker Trader Best Issuing Total Sales Volume in
Cooperation Agreement, held at the DPLK BNI received an award from (a.n Hari Juangga Siregar) Indonesia 2024 dan Outstanding
A.A. Maramis Building, Jakarta the Brands For Good (BFG) Club Usage Program with Prominent
Best Operational Bank of 2024 in the February 28, 2025 Merchants in Indonesia 2024
State-Owned Bank category February 28, 2025 SPPA-IDX
MarkPlus, Inc. & Marketers February 11, 2025
January 2025 JCB International Indonesia
Directorate General of Treasury
(DJPb), Indonesian Ministry of
Finance (Kemenkeu)
JCB Indonesia Award 2025 Bronze Award for Asia’s Best Indonesia Top Financial Woman Markplus Institute
Outstanding Usage Program with Sustainability Report Leaders 2025 Dream Workplace
Prominent Merchants in Indonesia BNI Director of Consumer Banking for Learning - 2025
2024 March 7, 2025 Wins Top Financial Woman
Asia Sustainability Reporting Award Leaders 2025 Award
(ASRA) May 23, 2025
February 11, 2025 April 2025 Markplus Institute
JCB International Indonesia HerStory
228 A Heart that Serves, Growing with Indonesia
Page 231
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Gold Award Cost Effective Gold Award Cost Effective Repo Transaction Pilot Service User Fastest Contribution Payment
Implementation Implementation Implementation of Repurchase
- at Indonesia Operations Banking - at Indonesia Operations Banking Agreement Transactions (Repo June 17, 2025
Summit. Summit. Transactions) in the Alternative BPJS Health
Streamline Settlement Process for Automation Instruction Credit by Market Management System
Data Entry by SIAPP ASIC
June 13, 2025
May 28, 2025 May 28, 2025 IDX
Forum Komunikasi Direktur Forum Komunikasi Direktur
Operasional Perbankan (FKDOP) Operasional Perbankan (FKDOP)
22nd Indonesia Best Bank in Service 22nd Indonesia Best Bank in Service 22nd Indonesia Best Bank in Service 22nd Indonesia Best Bank in Service
Excellence 2025 Excellence 2025 Excellence 2025 Excellence 2025
The Best Call Center from the Bank The Best Phone Banking from the The Best Social Media from the The 2nd Best Email from Bank
Service Excellence Award 2025 Bank Service Excellence Award 2025 Bank Service Excellence Award 2025 Service Excellence
June 24, 2025 June 24, 2025 June 24, 2025 June 24, 2025
Bank Info Bank Info Bank Info Bank Info
Indonesia Excellence Good 22nd Banking Service Excellence 22nd Banking Service Excellence Infobank 22nd Banking Service
Corporate Governance Awards 2025 Awards (BSEA) 2025 Awards (BSEA) 2025 Excellence Awards (BSEA) 2025
Indonesia Excellence Good Platinum Champion Golden Champion The Best Conventional Bank in
Corporate Governance Ethics in The Best Conventional Bank The Best Conventional Bank in Service Excellence 2025 – Contact
Building Transparent, Accountable, in Excellence E-Banking for 10 Excellence Digital Channel for 5 Center
and Secure Banking Ecosystem Consecutive Years (2015-2024) Consecutive Years (2021-2025) for 3 Consecutive Years (2023-2025)
June 2025 June 2025 June 2025 June 2025
WartaEkonomi.co.id Research Infobank Media Group Infobank Media Group Infobank Media Group
and Consulting
20 Top Companies BRAVO 500 Summit Awards 2025 Market Digitalization Competition ESG NOW
to Watch in 2025 Excellence in Financial Inclusion Market Digitalization Competition Kategori Governance Sustainability
through Technology Award for Reporting Anugerah ESG Republika
June 2025 Best Financial Digitalization in 2024
Bloomberg Technoz Intelligence July 2025 the 2025 Market Digitalization
XLSmart Competition, “Banking September 19, 2025
Digitalization” Category Republika
August 21, 2025
Bank Indonesia (BI), Financial
Services Authority (OJK), and
Perumda Pasar Jaya
2025 Annual Report
229
PT Bank Negara Indonesia (Persero) Tbk
Page 232
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Indonesian Contact Center Awards Indonesian Contact Center Awards Indonesian Contact Center Awards Indonesian Contact Center Awards
(ICCA) 2025 (ICCA) 2025 (ICCA) 2025 (ICCA) 2025
Platinum Medal - The Best Contact Gold Medal - The Best Customer Gold Medal - The Best Digital Gold Medal - The Best People
Center Operations Experience Innovation Development
September 2025 September 2025 September 2025 September 2025
Indonesia Contact Center Indonesia Contact Center Indonesia Contact Center Indonesia Contact Center
Association Association Association Association
Indonesian Contact Center Awards Indonesia Corporate Indonesia Climate Finance Dialogue The 16th IICD Corporate Governance
(ICCA) 2025 Communication & Sustainability Financing Impact at Scale: Conference & Award 2025
Gold Medal - The Best Sales Summit 2025 Unlocking Private Investment for Top 50 Big Capitalization Public
Contribution 2nd Place - Social Media Campaign Climate Solutions in Indonesia Listed Company
ICCS Summit 2025
September 2025 September 2025 September 2025
Indonesia Contact Center October 1, 2025 Ministry of Finance Indonesian Institute for Corporate
Association ICCS Summit Directorship (IICD)
The Digital Banker – Global Bank ESG Awards 2025 CNN Indonesia Awards 2025 Marketeers Editor’s Choice Award
Tech Award 2025 BNI Sabet Platinum Star Award Outstanding Contribution to (MECA) 2025
Best API/Open Banking Empowering MSMEs and SME Development Program of
Platform Provider for SME October 2025 Expanding Inclusive Village Finance, the Year
Banking Investor Trust in recognition of its commitment to
strengthening sustainable finance October 2025
October 2025 and promoting a green economy in Marketeers Editor’s Choice Award
The Digital Banker Indonesia (MECA)
October 2025
CNN Indonesia TV/Transmedia
IDX Channel Anugerah Inovasi Satya JKN Awards 2025 High Commitment and Real Mandaya Awards 2025
Indonesia 2025 National Best Appreciation for Contribution to the Success of Dedication and Contribution Award
Best Category for its success Business Entity Compliance in the the Foster Parents Movement to
in developing sustainable JKN Program 2025 Prevent Stunting (GENTING) October 16, 2025
financial innovation through the Coordinating Ministry for
development of a Sustainability October 14, 2025 October 15, 2025 Community Empowerment
Bond Framework as the basis BPJS Health Ministry of Population and Family
for the issuance of the 2025 Development/BKKBN
Sustainability Bond
October 10, 2025
IDX Channel
230 A Heart that Serves, Growing with Indonesia
Page 233
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Mortgage as Steady Growth in IMPACT EXCELLENCE AWARDS Award to Bank Negara Indonesia Dharma Wanita Persatuan
Mortgage Business Category for Partner Performance Training and Capacity Development
12 Properti Indonesia Award 2025
October 2025 November 13, 2025 November 19, 2025
October 23, 2025 Investortrust.id TASPEN Ministry of Health
Properti Indonesia
Award for the Leading Distributing BI Awards 2025 BI Awards 2025 Anugerah Bakti Nusantara (ABN)
Bank in the Distribution Category Best Rupiah Monetary Bank KBMI 3 and 4 as People’s 2025
with a High Occupancy Rate (Above Management Partner Bank Economic Drivers Economic Driver Category,
94%) and the Highest Number of particularly through contributions
Occupied Houses November 28, 2025 November 28, 2025 to providing excellent service and
Bank Indonesia Bank Indonesia financial inclusion
November 25, 2025
BP TAPERA November 2025
Nusantaratv.com
Anugerah Penggerak Nusantara Good Corporate Governance ESG Appreciation 2025 Indonesia ESG Leadership Awards
2025 Awards 2025 Environment & Sustainability, 2025
Driver of Digital Transformation Awarding of the CGPI 2024 BNI’s consistency in implementing Leadership AA – Excellence Leader
thanks to BNI’s development of the Indonesia The Most Trusted Environmental, Social, and in ESG Transparency
wondr digital ecosystem Companies Award as a Highly Governance (ESG) principles across
Trusted Company all business lines November 2025
November 2025 Bumi Global Karbon (BGK)
iNews Media Group November 2025 November 2025 Foundation
SWA Magazine in collaboration B-Universe
with Indonesia Independen Cipta
Governansi (IICG)
Women in SDG’s Action 2025 CNBC Indonesia Awards 2025 BNI Receives Award for Public BNI Wins Second Place in Group 1
SDG’s No Poverty category, for its Brand Reputation & Strategic Information Disclosure Category Best Auction Seller Category at the
contribution to expanding digital Communication Award Informative Mutual Funds Awards
financial access and empowering
low-income communities December 2025 December 2025 December 2025
CNBC Indonesia Public Information Disclosure Directorate General of State Assets
November 2025
Bisnis Indonesia
2025 Annual Report
231
PT Bank Negara Indonesia (Persero) Tbk
Page 234
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Wins Award at the 2025 CNBC Indonesia Awards 2025 Annual Report Awards 2025 Annual Report Awards 2025
Dikstisaintek Event Exclusive in Monetary Policy Company with the Highest Desk State-Owned Enterprises Going
Support Evaluation Improvement Public
December 2025 5T Cluster
Ministry of Education December 2025 December 15, 2025
and Culture CNBC Indonesia National Committee on December 8, 2025
Governance Policy (KNKG) Komite Nasional Kebijakan
Governance (KNKG)
Bank Indonesia Appreciation Editors’ Choice Award 2025 Diktisaintek Award 2025 Global Banking and Corporate
Certificate Best Literacy For Climate Resilience Most Strategic Partner for Digital Finance Growth
Banks Contributing to the Jakarta Campus Financial Ecosystem Category: “Stock Exchange and
Interbank Offered Rate (JIBOR) and December 5, 2025 Finance: Banking”
their Role in Supporting Transparency Investing On Climate December 19, 2025
of the Rupiah Benchmark Interest Rate Ministry of Higher Education, December 2025
Science, and Technology Bisnis Indonesia
December 5, 2025
Bank Indonesia
TOP CEO INDONESIA AWARDS DISWAY Awards 2025 Indonesian DISWAY Awards 2025 Indonesian 2025 Inspirational Entrepreneur
2025 Popular Brand Award Popular Brand Award Appreciation
Putrama Wahju Setyawan - Category I: General Banking Winner in the State-Owned 2025 HUB Entrepreneur
The Guardian of BNI Institutional Financial Services Enterprise Financial Services Collaborator Category
Resilience Category
December 2025 December 2025
December 2025 DISWAY, Infovesta December 2025 Ministry of Micro, Small and
IDN - MetroTV DISWAY, Infovesta Medium
Investor Daily ESG Investor Daily ESG
Appreciation Night Appreciation Night Investor Daily ESG ESG Index Awards 2025
Appreciated Circular Economy Appreciated Diversity Inclusivity Appreciation Night
ESG Report ESG Report Most Appreciated ESG Report Finance Bank Sector Governance
Winner
2025 2025 2025
Investor Daily Indonesia Investor Daily Indonesia Investor Daily Indonesia 2025
Katadata Insight Center
232 A Heart that Serves, Growing with Indonesia
Page 235
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Best Employer Awards 2025 Prima Awards 2025 Prima Awards 2025 Prima Awards 2025
Top 5 Engagement Excellent Award Diamond Award Diamond Award Diamond Award
Best Issuing Bank ATM Best Acquiring Bank All Features Best Acquiring Bank ATM
2025
Telkom University 2025 2025 2025
Infobank Infobank Infobank
Other National Awards
Awards Month and Year Organizer
The Most Engage Dealer (Total Transaction Frequency) February 2025 SPPA-IDX
PUBLIC RELATIONS INDONESIA AWARDS (PRIA) 2025 February 2025 PR INDONESIA
Most Popular on Online Media and Social Media PR Indonesia Awards 2025
8th Infobank-MRI Satisfaction, Loyalty, and Engagement 2025 February 2025 Infobank-MRI Satisfaction
Bank dengan Kelompok Bank Modal Inti (KBMI) IV terbaik peringkat kedua
di kategori Marketing Customer Engagement
8th Infobank-MRI Satisfaction, Loyalty, and Engagement 2025 February 2025 Infobank-MRI Satisfaction
The second-ranked bank in the Core Capital Bank Group (KBMI) IV category
for Marketing Customer Engagement
8th Infobank-MRI Satisfaction, Loyalty, and Engagement 2025 February 2025 Infobank-MRI Satisfaction
Bank with the best Core Capital Bank Group (KBMI) IV, ranked third in Most
Satisfying Branch Office
8th Infobank-MRI Satisfaction, Loyalty, and Engagement 2025 February 2025 Infobank-MRI Satisfaction
Bank with the best Core Capital Bank Group (KBMI) IV rating, ranked third
in Most Satisfying Mobile Banking
Excellent Service Experience Award (ESEA) 2025 March 2025 Majalah Marketing &
Category : Reguler Banking For Excellent in Delivering Positive Costomer Carre
Experience Based Experience Audit ESEi 2025
Best ATM Bank Performance 2024 - 2025 May 2025 Info Bank
Best Performance Cash Recycling Machine (CRM) Bank 2024-2025 May 2025 Info Bank
Best Performance of Cash ATMs in Bank Public Areas 2024 - 2025 May 2025 Info Bank
Top Brand Award 2025 June 2025 Frontier Group dan
BNI Griya – KPR (Top Brand 100) Category Majalah Marketing
Top Brand Award 2025 June 2025 Frontier Group dan
BNI Deposito – Deposit Account Category Majalah Marketing
Top Brand Award 2025 June 2025 Frontier Group dan
BNI Tapenas – Installment Savings Category Majalah Marketing
Top Brand Award 2025 June 2025 Frontier Group dan
BNI Taplus Anak – Children’s Savings Category Majalah Marketing
Top Brand Award 2025 June 2025 Frontier Group dan
BNI Kartu Kredit – Credit Card Category Majalah Marketing
Indonesia Property & Bank Award ke XIX Tahun 2025 June 2025 Propertynbank.com
The Most Recommended Bank with a Creative Mortgage Program
Infobank 22nd Banking Service Excellence Awards (BSEA) 2025 June 2025 Infobank Media Group
The Best Conventional Bank in Service Excellence for 20 consecutive years
since 2006
BNI Wins Best Digital Banking Innovation Adoption 2025 July 2025 Investor Trust
Solo Pos Best Brand and Innovation (SBBI) Award 2025 July 2025 Solopos
Children’s Financial Literacy Category
2025 Annual Report
233
PT Bank Negara Indonesia (Persero) Tbk
Page 236
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Awards Month and Year Organizer
Yearly Excellent Performance Banks KBMI 4 August 2025 Infobank
Indonesian Savings Day and Financial Literacy Month 2025 August 2025 Otoritas Jasa Keuangan
at the Dhanapala Building, Ministry of Finance (OJK)
Financial Services Business Actors (PUJK) with the Establishment of
OJK Peduli Program (Literacy Ambassadors) Most Massive
Indonesian Savings Day and Financial Literacy Month 2025 Summit at August 2025 Otoritas Jasa Keuangan
Dhanapala Building, Ministry of Finance (OJK)
Best KEJAR Implementation Partners in Religious-Based Education Units
Support and Contribution in Housing and Residential Area Development August 2025 Ministry of Housing and
Settlement Areas
Digital Banking Awards (DBA) 2025 September 2025 Investor Trust
Digital Banking Awards 2025 KBMI 4 categories dimensions Management
Risk
Building Resilience through Good Governance 2025 : Thriving in Turbulent Times September 2025 IICD & LKBN Antara
Leadership in Corporate Governance - The 16th IICD Corporate Governance
Conference and Award
Top 100 Indonesia 2025 La Tofi ESG Rating & Sustainibility Communication September 2025 La Tofi School Of Social
Awards 2025 Responsibility
Platinum Alignment
HIPMI Leadership Excellence Awards 2025 October 2025 HIPMI (Himpunan
Best Corporate Banking Support For Enterpreneur Award 2025 Pengusaha Muda
Indonesia) dan Danantara
Indonesia Business Forum
Indonesia Corporate Sustainability Award 2025 November 2025 (ACEXI)
Best Economic in Local Community
detikcom Awards 2025 November 2025 detikCom
Strategy Effective Communication Global Scale Banking
detikcom Awards 2025 November 2025 detikCom
Bank with the Highest Deposit Funds in Himbara
Environment & Sustainability, BNI’s consistency in implementing November 2025 detikCom
Environmental, Social, and Governance (ESG) principles across all business
lines
Anugerah Penggerak Nusantara (APN) 2025 November 2025 iNews Media Group
Award as the Driver Digital Transformation thanks to development digital
ecosystem wondr by BNI
(a.n Miranda Julya Prisillia S. L - Dealer Money Market) December 2025 SPPA-IDX
The Most Active RFO Trader
(a.n Miranda Julya Prisillia S. L - Dealer Money Market) December 2025 SPPA-IDX
The Most Active RFQ Trader
(a.n Miranda Julya Prisillia S. L - Dealer Money Market) December 2025 SPPA-IDX
The Most Active Market Maker Trader
(a.n Hari Juangga Siregar) December 2025 SPPA-IDX
The Most Active Price Giver Trader
TOP 100 CEO & THE NEXT FUTURE LEADERS 2025 December 2025 Infobank
CEO OF THE YEAR 2025 (Putrama Wahju Setyawan, Dirut BNI)
TOP 100 CEO & THE NEXT FUTURE LEADERS 2025 December 2025 Infobank
BANKERS OF THE YEAR 2025 (Alexandra Askandar, Wadirut BNI)
TOP 100 CEO & THE NEXT FUTURE LEADERS 2025 December 2025 Infobank
THE NEXT FUTURE LEADERS 2025 (Rian Eriana Kaslan,
Direktur Network & Retail Funding)
TOP 100 CEO & THE NEXT FUTURE LEADERS 2025 December 2025 Infobank
THE NEXT FUTURE LEADERS 2025 (Bun Hendra, SEVP Credit Risk, Pgs.
SEVP Remedial Recovery)
TOP 100 CEO & THE NEXT FUTURE LEADERS 2025 December 2025 Infobank
THE NEXT FUTURE LEADERS 2025 (Okki Rushartomo,
SVP Corporate Secretary)
Climate Editors Choice Awards 2025 December 2025 Investing on Climate
BEST SOCIAL IMPACT Category Editors Choice Awards 2025
Investing on Climate Editors Choice Awards 2025 December 2025 Investing on Climate
BEST INNOVATIVE CONSERVATION Category Editors Choice Awards 2025
234 A Heart that Serves, Growing with Indonesia
Page 237
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Certification
Certification Month and Year Organizer
ISO 9001:2015 June 26 2027 PT. Llyod’s Register Quality
Assurance Indonesia
ISO 9001:2015 March 26, 2023 – March 9, 2026 PT SGS Indonesia
Quality Management System
(Certificate ID17/03935)
ISO 30301:2019 December 23, 2024 – PT Tuv Sud Indonesia
Quality Management System for Provision of Filling December 22, 2027
and Archieving Services for Archive Management
Unit
ISO 9001:2015 November 14, 2024 – PT Tuv Sud Indonesia
Quality Management for November 26, 2026
Vendor Management Unit
ISO 9001:2015 November 14, 2024 – PT Tuv Sud Indonesia
Quality Management for November 11, 2026
Self-Estimated Unit Price
Platinum Greenship New Building V.1.2 January 30, 2025 – January 30, Green Building Council
for the BNI Plaza Building 2028 Indonesia
Gold Greenship New Building V.1.2. January 30, 2025 – January 30, Green Building Council
for the Menara BNI Building 2028 Indonesia
ISO 27001:2022 2025 - 2028 CBQA Global Indonesia
2025 Annual Report
235
PT Bank Negara Indonesia (Persero) Tbk
Page 238
04
MANAGEMENT
DISCUSSION AND
ANALYSIS ON COMPANY
PERFORMANCE
Economy and Industry Overview 238 Performance Projections for 393
BNI Strategic Policy for 2025 246 2026
Operational Overview per 249 Marketing Aspect 395
Business Segment Dividend and Distribution Policy 399
Digital Banking 306 BNI’s Contribution to National 402
Comprehensive Financial 322 Development
Overview Information regarding the 403
Commitments and 353 Realization of Use of Public
Contingencies Offering Proceeds
Spot Transactions, Derivatives, 355 Negotiable Certificate of 412
and Hedging Facilities Deposit (NCD) Rupiah & Foreign
Currencies
Pledged Bank Assets 357
Material Information Regarding 413
Prime Lending Rate (SBDK) 358
Corporate Action, Investments,
Ability to Pay Debt 360 Expansions, Divestments,
Company Receivables 362 Business Mergers, Acquisitions,
Collectibility Level/Loan and/or Restructuring
Collectibility Level Information on Material 414
Credit Risk Management 365 Transactions that Contain
Capital Structure and 375 Conflicts of Interest and/or
Management Policy for Capital Transactions with Affiliated/
Structure and Capital Risk Related Parties
Management Practices Prohibitions, Restrictions and/or 422
Material Commitments for 377 Significant Barriers to
Capital Goods Investments Transferring Funds
Between Banks and Other
Capital Goods Investments 379
Entities in One
Realized In The Last Fiscal Year
Business Group
Property for Investment 380
Changes to Legal Regulations 423
Information and Material Facts 380 that significantly impacted BNI
That Occurred After The Date of
Changes in Accounting Policies 433
the Accountant’s Report
and Their Impact on BNI
Share Buyback Plan 380
Bank Health Level 434
Business Target Achievements 381
PMN Additional Use Report 435
in 2025
Implementation of National 436
Business Continuity Information 384
Strategic Projects or other
Details of Matters Arising in 387 Assignments
2025
Business Prospects for 2026 388
Page 239
Page 240
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
General Economic Conditions
THE GLOBAL ECONOMIC CONDITIONS 2025, by September 2025, many countries had
successfully conducted trade negotiations with the
Economic Growth US and secured tariff reductions. ASEAN countries,
The global economy is projected to grow by 3.2% for instance, received an average tariff imposition of
and 3.1% in 2025 and 2026, respectively, based on 19% (e.g., Indonesia, Thailand, Malaysia) and 20%
the IMF’s October 2025 report, showing a declining for Vietnam. Tariff negotiations with China, which
trend compared to 3.3% in 2024. One of the greatest were initially difficult due to the persistence of both
challenges causing the global economy to slow down countries in mutual retaliation, finally reached a
was the increasing uncertainty resulting from the middle ground as of November 2025 with a tariff
reciprocal tariff policies implemented by the United imposition of 47%. As of the writing of this report,
States (US) against several of its trading partners. among the major economies, only India remained
Although tariff uncertainty characterized much of in the negotiation stage for a tariff reduction from
the global economy throughout April – August the 50% level set by the Trump administration in
response to India’s oil purchases from Russia.
IMF Projections for Global Economic Growth
Realization IMF-WEO Projection IMF-WEO Projection
Region and Country
IMF-WEO as of Jul-2025 as of Oct-25
Economic Growth % FY2024 2025F 2026F 2025F 2026F
World GDP 3.3 3.0 3.1 3.2 3.1
Developed Economies 1.8 1.5 1.6 1.6 1.6
United States 2.8 1.9 2.0 2.0 2.1
Europe 0.9 1.0 1.2 1.2 1.1
Japan 0.1 0.7 0.5 1.1 0.6
United Kingdom 1.1 1.2 1.4 1.3 1.3
Developing Economies 4.3 4.1 4.0 4.2 4.0
China 5.0 4.8 4.2 4.8 4.2
India 6.5 6.4 6.4 6.6 6.2
Russia 4.3 0.9 1.0 0.6 1.0
ASEAN-5 4.6 4.1 4.1 4.2 4.1
Indonesia 5.0 4.8 4.8 4.9 4.9
Malaysia 5.1 4.5 4.0 4.5 4.0
Philippines 5.7 5.5 5.9 5.4 5.7
Thailand 2.5 2.0 1.7 2.0 1.6
Source: IMF
In the US, economic challenges emerged from various fronts. US inflationary pressure remained persistent
throughout 2025, with the Personal Consumption Expenditure (PCE) inflation as of November 2025 recorded
at 2.8% YoY, up slightly from 2.7% YoY in December 2024. Core PCE inflation also hovered around 2.8%, yet
to converge to the 2% target. This rise in US inflation was driven by expectations of higher import tariffs
reflected in domestic price increases. Based on data from the Peterson Institute for International Economics
(PIIE), following the reciprocal tariff policy, the overall import tariffs imposed by the US on trading partner
countries rose significantly to an average of 19.5% from the previous 3%. Furthermore, while inflation
faced upward pressure, the US labor market showed signals of weakening. The unemployment rate as of
December 2025 reached 4.4% (vs. 4.1% at YE2024), reflecting declining labor demand.
238 A Heart that Serves, Growing with Indonesia
Page 241
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Divergent challenges were also observed across other economies, influencing their respective growth
realizations.Throughout 2025, several countries experienced economic deceleration. In the Americas, growth
in the United States, Brazil, and Mexico moderated to 2.2%, 2.4%, and 0.5%, respectively (compared to 2.8%,
3.4%, and 1.4% in 2024). Similarly, ASEAN economies such as Malaysia and the Philippines recorded growth
of 4.7% and 4.5%, respectively (versus 5.1% and 5.7% in 2024). This slowdown trend was also evident in
European economies, including Italy and France, which grew by 0.4% and 0.8%, respectively (compared to
0.7% and 1.1% in 2024). Meanwhile, certain economies such as China and Thailand maintained relatively
stable growth at 5.0% and 2.4% in 2025.
Comparison of Economic Growth Among Countries
8.0
7.8
7.1
6.5
5.7
5.0
5.0
5.0
5.1
5.1
4.4
4.7
4.7
4.5
3.4
2.8
2.5
2.4
2.4
2.0
2.2
1.8
1.4
1.4
1.1
1.4
1.1
1.0
1.0
0.7
0.8
0.5
0.4
-0.5
0.1
0.2
GER ITA* MEX FRA KOR JPN* GBR* AUS* USA* THA* BRA* PHL MYS* SGP CHN IDN IND* VNM
Economic Growth FY24 Economic Growth FY25
*) Pertumbuhan Ekonomi 9M25
Source: IMF. BNI Office of Chief Economist
2025 Annual Report
239
PT Bank Negara Indonesia (Persero) Tbk
Page 242
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Global Inflation and Interest Rates inflation in various countries trended downward, US
Along with the slowdown in economic growth, global inflation remained high, with consumer inflation as
inflation also showed signs of decline in Q3-2025 of Nov-2025 at 2.7% YoY (vs. 2.9% YoY in Dec-2024).
compared to 2024. Inflation moderated in several One factor was the reciprocal tariff policy imposed
countries as of December 2025, including Japan, by the US, which increased import cost expectations
where inflation declined to 2.1% YoY (from 3.7% for many goods. Subsequently, producers and
YoY in December 2024), India at 1.3% YoY (vs. 5.2% importers passed part of this additional cost burden
YoY), and Thailand at -0.3% YoY (vs. 1.2% YoY). While onto consumer selling prices, slowing the rate of
inflation decline.
Comparison of Annual Inflation Rates in Various Countries
5.2
3.7
3.5
3.4
2.9
2.9
2.9
2.9
2.7
2.6
2.5
2.4
2.1
2.0
1.8
1.8
1.7
1.6
1.5
1.6
1.3
1.3
1.2
1.2
0.8
0.8
-0.3
0.1
CHN IND IDN MYS PHL SGP*) THA GBR VNM GER FRA USA JPN EUR
Inflasi Des-2024 (YoY %) Inflasi Des-2025 (YoY %)
Source: CEIC. BNI Office of Chief Economist
Uncertainty from the reciprocal tariff policy, followed by inflationary pressure, in turn prompted the US
central bank, The Federal Reserve (The Fed), to delay its Fed Funds Rate (FFR) cutting cycle in 2025. The Fed
became the last central bank to ease its policy this year, only starting the FFR cutting cycle in Sep-2025.
These cuts were carried out consecutively until the end of the year, so by late 2025, the Fed had cut the
benchmark interest rate by a total of 75bps (25bps each in September, October, and December).
Loose monetary policies were implemented in several major global economies, such as the UK and the
European Union, which both cut interest rates four times. This was done to encourage better economic
growth amidst weakening domestic demand. By December 2025, the Bank of England (BOE) and the
European Central Bank (ECB) had each cut interest rates by 100bps. In ASEAN, slowing domestic demand
growth also became an economic concern, prompting ASEAN countries to cut interest rates. By the end of
2025, the Philippines had cut rates by 125bps (5 times), Thailand by 100bps (4 times), and Malaysia by 25bps
(1 time).
Only a few major economies took monetary tightening measures, such as Japan and Brazil, which raised
their benchmark interest rates by 50bps and 275bps to 0.75% and 15.0%, respectively. In Japan, interest rate
hikes began early in the year (Jan-2025) as its economy faced high inflationary pressure, similar to Brazil,
which has been raising rates since Mar-2025. Like Brazil, one of the triggers for inflation in Japan was the
high price of food and raw materials (input goods).
240 A Heart that Serves, Growing with Indonesia
Page 243
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Central Banks Have Implemented Interest Rate Cuts in Response to Economic Moderation
Δ Dec-25 YTD
Country FY2024 (%) 2Q25 (%) 3Q25 (%) Dec-25 (%) (percentage
points)
Mexico 10.00 8.00 7.50 7.00 -300
India 6.50 5.50 5.50 5.25 -125
Indonesia 6.00 5.50 4.75 4.75 -125
Philippines 5.75 5.25 5.00 4.50 -125
Singapore 2.11 1.56 1.20 0.89 -122
Europe 3.15 2.15 2.15 2.15 -100
Canada 3.25 2.75 2.50 2.25 -100
United Kingdom 4.75 4.25 4.00 3.75 -100
Thailand 2.25 1.75 1.50 1.25 -100
United States 4.50 4.50 4.25 3.75 -75
Australia 4.35 3.85 3.60 3.60 -75
South Korea 3.00 2.50 2.50 2.50 -50
Malaysia 3.00 3.00 2.75 2.75 -25
China 1-y LPR 3.10 3.00 3.00 3.00 -10
Vietnam 4.50 4.50 4.50 4.50 0
Brunei Darussalam 5.50 5.50 5.50 5.50 0
Japan 0.25 0.50 0.50 0.75 50
Brazil 12.25 15.00 15.00 15.00 275
Sources: Bloomberg, BNI Office of Chief Economist
Capital Market and Financial Market
For nearly the entire 2025, uncertainty in US reciprocal tariff policies caused volatility in global financial
markets. Several global benchmark indices, such as the Dow Jones, Nikkei, Hang Seng, and FTSE, experienced
declines ranging from -0.8% to -4.3% between March and April 2024, after showing strengthening in the first
quarter of 2025 (averaging 3.6%). The VIX volatility indicator, a proxy for global financial market risk, reached
its peak at 40 in April 2025 when the US reciprocal tariffs were first announced. By December 2025, the
VIX had stabilized with the index average at 18.9. Gold, considered a high-value hedging asset and a safe-
haven asset, saw a significant increase of 64.6% YTD through December 2025. Furthermore, gold reached
an all-time high of USD4,533/oz at the end of December 2025, indicating high investor demand for gold as a
measure to safeguard against uncertainty.
For the Indonesian market, high uncertainty led foreign investors to record a net foreign outflow from
Indonesia’s financial market of USD-7.40 billion in FY2025. The largest portion of these outflows originated
from SRBI (Bank Indonesia Rupiah Securities) at USD-6.69 billion, followed by the stock market at USD-
0.98 billion. Meanwhile, net foreign inflows into government bonds were recorded at USD 0.27 billion. This
outflow pressure caused the Rupiah to depreciate by -3.7% FY2025, significantly underperforming compared
to other emerging markets which recorded an average appreciation of 4.4%. The Rupiah’s performance was
the second lowest among other major economies, performing only better than India. In the bond market,
Indonesia’s 10-year SBN yield fell by -93bps to 6.07% at the end of December 2025, in line with other
emerging Asian countries.
2025 Annual Report
241
PT Bank Negara Indonesia (Persero) Tbk
Page 244
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Capital Market Performance and Exchange Rate Weakened
as a Result of Market Dynamics Throughout 2025
Capital Market Performance YTD 2025 Bond Yield Change YTD 2025
(%)
South Korea 75.6 Japan 97
Czech Republic 52.6 South Korea 51
South Africa 37.7 Czech Republic 44
Brazil 34.0 Tiongkok 18
YTD 2025
Mexico 29.9 India -17
Per 31 December 2025
Hang Seng 27.8 Malaysia -31
Japan 26.2 Amerika Serikat -40
Indonesia 22.1 Thailand -61
UK FTSE 21.5 Philippines -83
Tiongkok 18.4 Indonesia -93
S&P 500 16.4 South Africa -212
Turki 14.6 YTD 2025
Dow Jones 13.0 Per 31 December 2025
India 10.5
Malaysia 2.3
Philippines -7.3
Thailand -10.0
Exchange Rate Changes in 2025
(%)
Swedia 16.8
Czech Republic 15.5
Mexico 13.5
Swiss 12.7
South Africa 12.1
EU 11.9
Brazil 11.4
Malaysia 9.2
Thailand 7.6
UK 7.1
Singapore 5.9
Average EX Arg & Tur 5.7
ASEAN Avg 5.2
Kanada 4.6
EM Average - EX Arg & Tur 4.4
China 4.3 Data as of:
South Korea 2.2 31 December 2025
Japan 0.3
Rusia 0.0 DXY positive
Philippines -1.7 Filipina indicates appreciation
Indonesia -3.7 Indonesia
India -5.0 India
DXY*) -9.4 DXY*)
Source: Bloomberg, BNI Office of Chief Economist
Aliran Modal Asing (dalam Miliar USD)
Aliran Modal
dataAsing (dalam Miliar USD)
per 31-Dec-25
data per 31-Dec-25
6
Saham Obligasi Pemerintah SRBI Total
4
2
0,27
0
-2 -0,98
-4
-6 -6,69
-8
-7,40
-10
-12
W1-Jan-25
W2-Jan-25
W3-Jan-25
W5-Jan-25
W2-feb-25
W3-Feb-25
W4-Feb-25
W1-Mar-25
W2-Mar-25
W3-Mar-25
W4-Mar-25
W2-May-25
W3-May-25
W4-May-25
W5-May-25
W1-Ju ne-25
W2-Ju ne-25
W3-Ju ne-25
W4-Ju ne-25
W1-Ju l-25
w2-Jul-25
W3-Ju l-25
w4-Jul-25
W1-Aug-25
W2-Aug-25
w3-Aug-25
w4-Aug-25
W1 Sep-25
W2-Sep-25
W3-Sep-25
W4-Sep-25
W1-Oct-25
W2-Oct-25
W3-Oct-25
W4-Oct-25
W5-Oct-25
W1-Nov-25
W2-Nov-25
W3-Nov-25
W4-Nov-25
w5Au g-25
W1-Dec-25
W2-Dec-25
W3-Dec-25
W4-Dec-25
W5-Dec-25
w4-Jan-25
w1-feb-25
W2-Apr-25
W3-Apr-25
W4-Apr-25
W1 May-25
242 A Heart that Serves, Growing with Indonesia
Page 245
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
THE NATIONAL ECONOMIC CONDITIONS consumption recovery, the Government introduced
various stimulus programs throughout 2025,
Economic Growth including food assistance, direct cash transfers
In the domestic context, Statistics Indonesia (BPS) (BLT), wage subsidies, paid internship programs, and
recorded Indonesia’s economic growth at 5.1% transportation fare discounts.
in 2025. Economic performance was primarily
supported by net exports and investment, which From a sectoral contribution perspective, economic
increased by 18.3% and 5.1%, respectively, during growth in 2025 continued to be supported by primary
the year. More specifically, investment growth was and secondary sectors, including agriculture and
driven by non-construction investment (10.1%), manufacturing, each growing by 5.3%. The tertiary
supported by machinery and equipment investment, sector also recorded solid growth, including trade
which expanded by 18.0%. (5.5%), information and communication (8.4%),
transportation and logistics (8.8%), construction
On the other hand, household consumption (3.8%), and accommodation and food services
recovery remained uneven, reflecting a K-shaped (7.4%). This sectoral growth pattern further confirms
recovery pattern. Growth in consumption categories earlier findings regarding the uneven (K-shaped)
representing lower- to middle-income households— recovery, where primary services sectors grew
such as food and beverages, clothing, and footwear— modestly due to still-constrained purchasing power
remained relatively stagnant at 4.2% in 2025. In among lower-income groups, while tertiary services
contrast, consumption categories representing growth was stronger, driven largely by upper-middle
upper-middle and higher-income groups—such as and higher-income consumers. In addition, growth
leisure-related spending including transportation, in the transportation services sector was reinforced
communication, hotels, and restaurants—remained by government stimulus programs, including
robust at 6.3% in 2025. To support household discounted fares for rail, air, and sea transportation
during both the first and second halves of 2025.
Stable Economic Growth at 5% Supported by Investment Growth
GDP by Expenditure % YoY 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25
GDP 5.04 5.17 4.94 5.04 5.11 5.05 4.95 5.02 4.87 5.12 5.04 5.39
Household Consumption 4.53 5.22 5.05 4.47 4.91 4.93 4.91 4.98 4.95 4.97 4.89 5.11
Food & Beverages 3.42 3.80 4.01 2.56 4.30 4.08 4.20 4.30 4.06 4.18 4.14 4.42
Clothing & 3.78 7.01 3.58 3.49 1.92 1.86 3.60 3.58 6.84 2.93 3.87 4.56
Footwear
Household 2.77 3.78 3.77 4.85 4.97 4.39 3.67 4.32 5.05 4.32 3.73 4.30
Equipment
Health & Education 2.58 5.51 4.23 3.66 3.69 3.71 4.35 4.31 3.66 4.16 4.15 4.80
Transportation & 7.89 7.60 7.68 7.24 6.44 6.88 6.57 6.50 6.12 6.45 6.39 6.31
Communication
Restaurant & Hotel 5.88 6.75 6.52 6.35 6.43 6.80 6.61 6.30 6.02 6.77 6.43 6.28
Others 2.69 3.72 3.04 2.16 2.78 3.70 3.79 3.34 3.68 4.26 4.84 4.57
NPISHs Consumption 6.29 8.78 6.40 18.37 24.13 9.79 11.46 6.06 3.07 7.82 3.76 5.90
(Non-Profit Institutions
Serving Households)
Government Spending 3.33 10.52 -3.86 2.94 20.44 2.03 4.62 4.61 -1.22 -0.32 5.66 4.55
Gross Fixed Capital 1.53 4.05 5.08 4.32 3.78 4.42 5.16 5.03 2.12 6.99 5.04 6.12
Formation (GFCF)
Building & 0.08 3.32 6.31 6.42 5.46 5.31 6.02 5.26 1.35 4.89 3.02 3.74
Structures
Machinery & 4.62 7.67 -1.01 2.00 2.93 6.08 11.17 9.30 7.26 24.58 17.00 22.16
Equipment
Vehicles 24.09 15.50 21.27 3.20 -13.33 -7.73 -15.28 -4.13 4.16 2.67 6.24 7.29
Other Equipment -5.26 -5.29 -5.64 0.45 4.99 10.70 19.17 11.74 -3.73 5.37 5.92 -5.05
Cultivated -8.46 -6.45 -9.61 -12.71 3.24 4.21 1.00 -0.51 -1.78 0.19 2.74 -0.13
Biological Assets
Intellectual 5.06 9.28 7.74 4.08 5.15 -3.97 4.27 4.88 6.20 0.69 0.19 5.97
Property Products
Export 11.72 -2.84 -3.91 1.66 1.48 8.13 8.79 7.89 5.91 10.14 9.14 3.25
Import 4.12 -3.25 -6.82 0.14 1.50 7.79 11.92 10.68 3.57 11.15 0.86 3.96
Net Export 67.10 -0.67 12.32 8.86 1.41 9.83 -5.62 -4.35 16.49 5.20 53.76 -0.31
Sources: BPS, CEIC, BNI Office of Chief Economist
2025 Annual Report
243
PT Bank Negara Indonesia (Persero) Tbk
Page 246
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The Tertiary Sector as the Accelerator of Economic Growth Throughout 2025
Real GDP % YoY 1Q23 2Q23 3Q23 4Q23 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4Q25
GDP 5.04 5.17 4.94 5.04 5.11 5.05 4.95 5.02 4.87 5.12 5.04 5.39
Agriculture, Forestry & Fishing 0.44 2.03 1.49 1.13 -3.54 3.25 1.70 0.72 10.53 1.66 4.93 5.14
Mining & Quarrying 4.92 5.01 6.95 7.46 9.31 3.17 3.46 3.95 -1.23 2.03 -1.98 -1.31
Manufacturing Industry 4.43 4.88 5.19 4.07 4.13 3.95 4.72 4.89 4.55 5.68 5.54 5.40
Electricity & Gas 2.67 3.15 5.06 8.68 5.35 5.39 5.02 3.42 5.11 0.90 2.86 3.55
Water Supply, Sewerage & Waste
5.70 4.78 4.49 4.66 4.44 0.85 0.04 1.06 0.18 0.82 3.32 -0.51
Management
Construction 0.32 5.23 6.39 7.68 7.59 7.29 7.48 5.81 2.18 4.98 4.21 3.89
Wholesale & Retail Trade 4.94 5.30 5.10 4.09 4.58 4.87 4.85 5.23 5.04 5.38 5.46 6.07
Transportation & Logistics 15.93 15.28 14.74 10.33 8.66 9.56 8.64 7.92 9.01 8.52 8.62 8.98
Accommodation and Food &
11.54 9.91 10.93 7.88 9.34 10.00 8.21 6.47 5.75 8.18 8.50 7.15
Beverage
Information & Communication 7.11 8.03 8.51 6.74 8.41 7.66 6.82 7.45 7.72 7.92 9.65 8.09
Financial Services 4.45 2.86 5.24 6.56 3.93 7.90 5.49 1.74 3.98 3.20 0.77 7.92
Real Estate 0.37 0.96 2.21 2.18 2.54 2.16 2.32 2.97 2.94 3.71 3.95 3.71
Business Services 6.37 9.59 9.37 7.62 9.63 7.96 7.93 8.08 9.27 9.31 9.94 7.90
Public Administration 2.13 8.18 -6.24 1.63 18.89 2.90 3.96 1.16 4.79 4.70 4.33 1.63
Education Services 1.02 5.42 -2.09 2.63 7.43 2.46 2.58 2.95 5.04 1.40 10.59 3.43
Healthcare Services 4.77 8.27 2.92 3.09 11.65 8.59 7.67 5.20 5.78 3.80 6.83 5.95
Other Services 8.90 11.89 11.14 10.15 8.92 8.85 9.95 11.36 9.84 11.31 9.92 8.71
Sources: BPS, CEIC, BNI Office of Chief Economist
Indonesia’s Inflation and Interest Rates
From the price level perspective, Indonesia’s consumer inflation trend experienced an increase to 2.9% YoY
in December 2024, compared to 1.6% YoY at the end of 2024. This rise in inflation occurred alongside an
increase in food inflation to 4.6% YoY (vs. 1.9% YoY in December 2024). Regarding core inflation, the general
increase stood at 2.4% YoY, slightly higher than at YE2024 (2.3% YoY); however, this rise was primarily driven
by surging gold prices. According to BNI’s calculations, if the effect of gold prices is excluded, core inflation
stood at 1.2% YoY, showing a slowdown compared to 1.7% YoY in December 2024. This decline confirms a
decrease in purchasing power, as reflected in weak consumer demand.
Inflation declines annually to 2,9% by December 2025
7,00 4,00
6,00 3,50
5,00 3,00
4,00 2,38 2,50
3,00 2,00
2,00 1,50
1,03
0,76
1,00 1,00
-0,09
4,00
3,00
2,06
2,64
3,47
3,55
4,35
4,94
4,69
5,95
5,71
5,42
5,51
5,28
5,47
4,97
4,33
3,52
3,08
3,27
2,28
2,56
2,86
2,61
2,57
2,75
3,05
2,84
2,51
1,84
1,71
1,55
1,57
1,95
1,60
1,87
2,36
2,31
2,65
2,86
2,72
2,92
2,18
2,13
2,12
0,00 0,50
-1,00 0,00
Jan-22
Feb-22
Mar-22
Apr-22
Mei-22
Jun-22
Jul-22
Ags-22
Sep-22
Okt-22
Nov-22
Des-22
Jan-23
Feb-23
Mar-23
Apr-23
Mei-23
Jun-23
Jul-23
Ags-23
Sep-23
Okt-23
Nov-23
Des-23
Jan-24
Feb-24
Mar-24
Apr-24
Mei-24
Jun-24
Jul-24
Ags-24
Sep-24
Okt-24
Nov-24
Des-24
Jan-25
Feb-25
Mar-25
Apr-25
Mei-25
Jun-25
Jul-25
Ags-25
Sep-25
Okt-25
Nov-25
Des-25
Inflasi Umum YoY (%) nflasi Inti YoY (%)
Source: BPS, BNI Office of Chief Economist
244 A Heart that Serves, Growing with Indonesia
Page 247
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Based on the prevailing economic conditions, came from the moderation of working capital and
including the moderation of economic growth consumer credit growth, which grew by 4.5% YoY
and core inflation (excluding gold price hikes), and 6.6% YoY, respectively (vs. 8.4% YoY and 10.6%
Bank Indonesia reduced the BI-rate by a total of YoY in December 2024). Meanwhile, investment
125bps throughout 2025, consisting of 50bps in credit continued to grow strongly at 20.8% YoY
1H25 and 75bps in 2H25. In an effort to bolster (vs. 13.8% YoY in December 2024). Banking credit
economic growth, Bank Indonesia also sharpened growth was supported by the growth of third-party
its macroprudential policies by increasing the funds (DPK) at 13.8% YoY as of December 2025 (vs.
Macroprudential Liquidity Incentive (KLM) by 50bps 4.5% YoY in December 2024).
to 5.5% to encourage credit distribution through the
banking sector. Furthermore, the loan-to-deposit ratio (LDR) stood
at 85% in December, influenced by the addition of
The Banking Industry Condition liquidity from the government in September 2025.
From the banking perspective, in line with GDP Meanwhile, the banking capital adequacy ratio
trends and financial market conditions characterized (CAR) remained stable as of December 2025 at
by high uncertainty, credit growth showed a slowing 25.9%, compared to 26.7% at YE2024. Concurrently,
trend as of December 2025 at 9.6% YoY (vs. 10.5% the banking non-performing loan (NPL) ratio
YoY in December 2024). The source of this slowdown remained stable at 2.1% in December 2025 (vs. 2.1%
at YE2024).
Credit and Third-Party Funds Growth as of December 2025 Reaches 9.6% YoY and 13.8% YoY
14.0%
16,0%
14,0%
12.0% 13,8%
12,0%
10.0%
10,0%
8.0% 9,6%
8,0%
6.0%
6,0%
4.0%
4,0%
2.0%
2,0%
0.0%
0,0%
-2,0%
-2.0%
-4,0%
-4.0%
-6,0%
-6.0%
Apr-21
Ma y-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Feb-22
Apr-22
Ma y-22
Jul-22
Aug-22
Sep-22
Jun-21
Jan-22
Jun-22
Oct-22
Nov-22
Dec-22
Jan-23
Feb-23
Apr-23
y-23
Jun-23
Jul-23
Aug-23
Sep-23
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Apr-24
Ma y-24
Jul-24
Aug-24
Sep-24
Jun-24
Oct-24
Nov-24
Dec-24
Aug-25
Jan-25
Feb-25
Apr-25
Ma y-25
Jul-25
Sep-25
Jun-25
Oct-25
Nov-25
Dec-25
Ma r-21
Ma r-22
Ma r-23
Ma r-24
Ma r-25
Mar-21
Apr-21
Mei-21
Jun-21
Jul-21
Ags-21
Sep-21
Okt-21
Nov-21
Des-21
Jan-22
Feb-22
Mar-22
Apr-22
Mei-22
Jun-22
Jul-22
Ags-22
Sep-22
Okt-22
Nov-22
Des-22
Jan-23
Feb-23
Mar-23
Apr-23
Mei-23
Jun-23
Jul-23
Ags-23
Sep-23
Okt-23
Nov-23
Des-23
Jan-24
Feb-24
Mar-24
Apr-24
Mei-24
Jun-24
Jul-24
Ags-24
Sep-24
Okt-24
Nov-24
Des-24
Jan-25
Feb-25
Mar-25
Apr-25
Mei-25
Jun-25
Jul-25
Ags-25
Sep-25
Okt-25
Nov-25
Des-25
Ma
Series1 Series2
Pertumbuhan kredit YoY (%) Pertumbuhan DPK YoY (%)
Source: OJK, BNI Office of Chief Economist
2025 Annual Report
245
PT Bank Negara Indonesia (Persero) Tbk
Page 248
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Strategic Policy in 2025
Throughout 2025, BNI consistently demonstrated In line with efforts to strengthen the funding
resilience and recorded positive and sustainable structure, BNI also managed its loan mix more
financial performance growth, despite facing global strategically by increasing the portion of Rupiah-
financial market volatility, geopolitical dynamics, denominated financing. This step is part of the
and relatively tight domestic liquidity conditions. strategy to reduce exposure to foreign currency
This challenging business environment prompted funding, which could potentially put pressure on the
BNI to remain focused on the principles of prudence, Cost of Fund, while simultaneously strengthening
risk discipline, and strategic flexibility in managing BNI’s financial resilience amidst global exchange
business growth. With a strong capital foundation rate fluctuations.
and well-maintained liquidity, BNI was able to
sustain its growth momentum while ensuring Regarding funding, BNI continues to optimize
sustainable asset quality. CASA as its primary sustainable funding source.
CASA optimization is carried out by strengthening
In terms of credit distribution, BNI successfully digital capabilities and utilizing technology-based
maintained healthy and diversified growth. The transaction channels, including the wondr by
primary focus was directed toward financing BNI application launched in the previous year.
debtors in the Private Corporation and BUMN Throughout 2025, wondr by BNI evolved into
segments with strong business fundamentals and one of the main pillars for expanding the retail
well-managed risk profiles. On the other hand, deposit base, increasing transaction frequency,
growth in the Consumer segment remained steady, and deepening customer engagement. Various
particularly through Home Ownership Loans (KPR) modern financial transaction features—ranging
and unsecured loans (personal loans), supported from QRIS payments, e-wallet top-ups, domestic
by data-driven marketing strategies and enhanced and international transfers, and virtual accounts to
credit scoring. Support for the MSME and Consumer financial management and investment features—are
segments also continued to expand through designed to meet increasingly diverse and dynamic
synergies with subsidiaries, namely hibank and BNI customer needs.
Finance, as part of the efforts to build an inclusive
and sustainable financing ecosystem. Through the reinforcement of a digital ecosystem
integrated with physical service networks, BNI
BNI consistently continued the implementation of continues to focus on increasing transaction
strategic policies that proved effective in previous volumes and assisting customers in their financial
years, while making adaptive adjustments to journeys. BNI encourages customer transformation
market dynamics. Key measures implemented from basic transaction users to more mature and
included selective loan interest rate adjustments, sustainable financial planning, in line with its
diversification of funding sources to maintain medium-term strategic policy aspirations focused
liquidity stability, and managing the Loan to Deposit on the “3P” priorities: Productivity, Platform, and
Ratio (LDR) at a healthy level. These policies were Proposition.
reinforced by optimizing Bank Indonesia’s Statutory
Reserve Requirement (GWM) incentives, providing The year 2025 marked an important phase in the
BNI with more optimal room to manage liquidity Platform strategy, which is focused on Business
and support balanced credit growth. Process Reengineering and the development of
supporting infrastructure. Building and improving
infrastructure was carried out to drive productivity
gains while enhancing service quality and customer
experience across all business segments. This
infrastructure strengthening served as a vital
foundation for ensuring that the Bank’s operations
are more effective, efficient, and adaptive to
changing market needs.
246 A Heart that Serves, Growing with Indonesia
Page 249
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
All strategic policies and initiatives are formulated Furthermore, BNI continued to optimize the
and executed with reference to the BNI Long-Term management of debtor current accounts by
Plan as stated in the BNI Corporate Plan 2024– maintaining a disciplined ratio of current
2028. Within this framework, BNI’s 2025 strategic accounts to Working Capital Loans (KMK)
policy was focused on ensuring the achievement through the implementation of structured
of predetermined targets, accompanied by sharper tactical account plans and increased penetration
strategy execution in areas aligned with leading of transaction banking solutions. In line with
economic potential and strengthened collaboration this, the strengthening of the lending model also
in developing and capturing business ecosystems served as an enabler to drive sustainable CASA
in an integrated manner. All strategic initiatives increases.
were carried out while maintaining an optimal
balance between business growth, increased 3. Healthy and Sustainable Growth Across
profitability, and the implementation of prudent risk All Segments, with a Primary Focus on the
management. Based on this strategic direction, BNI’s Corporate Segment and its Derivatives, as well
2025 strategic policies are established as follows: as Quality Consumer & Wealth Segments.
BNI drove sustainable business growth by
1. Increasing Business Productivity and strengthening its corporate portfolio in priority
Market Share in Regions through Outlet sectors with long-term prospects, accompanied
Transformation. by the development of beyond-lending solutions.
BNI continued to drive increased business Growth in the Consumer segment is focused
productivity and strengthen regional market on quality mortgage and payroll loan financing
share through targeted and integrated outlet through strategic collaboration with corporate
transformation. The focus was on mapping and clients, major property developers, and related
capturing potential business centers and zones, institutions, while prioritizing the principles of
supported by the alignment of conventional and prudence and measured risk management.
digital distribution networks with the customer
journey and an advisory & service-to-sales Meanwhile, the wealth management business
operating model. The implementation of this was strengthened by enhancing product and
strategy considered the regional economic service propositions, reinforcing Relationship
characteristics as well as the presence and Manager capabilities, and leveraging BNI’s global
intensity of competitor bank networks. capacity and network. Selective expansion in the
small and medium segments is carried out with
Outlet capabilities were also strengthened a focus on prospective industries, optimization of
through the implementation of a more effective supply chain financing, strengthening BUMN and
new sales model to enhance acquisition value chain synergies, as well as increasing sales
effectiveness and sales performance. execution effectiveness and subsidiary synergies
Concurrently, BNI was streamlining outlet to broaden financing reach and strengthen
processes through digitalization, integration competitiveness.
of online–offline solutions, and strengthening
back-office functions to improve operational 4. Maintaining Asset Quality to Drive a Decrease in
efficiency, accelerate service processes, and Loan at Risk (LaR).
maintain sustainable service quality. BNI maintained asset quality through
consolidation and business reinforcement in
2. Increasing Retail Savings and Deposits, as well the small and medium segments as the core
as Transaction-Based Current Accounts. foundation for supporting sustainable growth.
BNI continued to drive the growth of retail These efforts involved ensuring a balance
savings and deposits, as well as transaction- between expansion and risk control, as well as
based current accounts, by strengthening strengthening portfolio quality through a more
CASA with a focus on developing closed-loop selective and data-driven approach.
transactions and optimizing customer transaction
activities. This strategy was aimed at increasing The refinement of business processes in the retail
a sustainable low-cost funding base. Payroll and wholesale segments was carried out through
customer penetration and retail CASA growth are end-to-end Business Process Reengineering,
also enhanced through more intensive utilization accelerated digitalization, and the enhancement
of digital channels. of the BNI Move application to increase efficiency,
accuracy, and service speed in the retail
segment. Concurrently, risk management was
2025 Annual Report
247
PT Bank Negara Indonesia (Persero) Tbk
Page 250
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
strengthened through the application of more 6. Strengthening Enablers to Increase Productivity
comprehensive credit scoring and disciplined and Operational Efficiency
credit expansion aligned with Risk Acceptance BNI continued to strengthen key enablers through
Criteria (RAC) to sustainably reduce Loan at Risk end-to-end human capital transformation across
and maintain asset quality. the entire employee life cycle, with a focus on
developing HR with leadership character and an
5. Sustainable Development of wondr by BNI and intrapreneurial spirit. HR capability development
BNIdirect, FSCM, and Platforms Supporting the was directed toward mastering future capabilities
Customer Journey and new core businesses aligned with the unique
BNI continued the development of wondr by business potential in each region to support the
BNI, supported by analytics-based marketing acceleration of growth strategies and sustainable
campaigns to increase customer acquisition, business transformation.
activation, and engagement sustainably. In line
with this, the Wholesale Transaction Banking In line with HR reinforcement, BNI was
proposition was strengthened by providing strengthening its information technology
an integrated platform that includes cash architecture on the back-end, front-end, and
management, trade, foreign exchange, custody, security levels to ensure infrastructure readiness
and supply chain financing services to support in supporting increasingly complex business
end-to-end customer transaction needs. needs and enhancing system reliability and
security. These efforts were complemented
In addition to strengthening internal capabilities, by increased cost efficiency and operations
BNI was also increasing collaboration with excellence through accelerated digitalization and
third parties and strategic partners to expand the consistent application of operational cost
the digital ecosystem, accelerate product and management discipline.
service innovation, and strengthen platforms
that support the entire customer journey. This
approach was aimed at increasing value-added
for customers, deepening service integration,
and reinforcing BNI’s position as the primary
transaction bank and financial partner in the
digital era.
248 A Heart that Serves, Growing with Indonesia
Page 251
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Operational Overview Per Business
Segment
Further explanation about the segments presented below is available for read in the Notes to the Consolidated
Financial Statements as an integral part of this Annual Report. In 2025, BNI grouped its segments based on
the following 2 (two) aspects:
1. Operating segment, which describes BNI’s business segments based on the main customer groups and
products as follows: Wholesale & International Banking, Institutional Banking, Enterprise & Commercial
Banking, Retail Banking, Treasury, Head Office and Subsidiaries; and
2. Geographic segment, which describes the geographical distribution of BNI’s business grouped under
Indonesia, the United States, Europe, and Asia.
Geographic Operating
Segment BNI Segment
Describes the
geographical
Segment Based on main
customer groups
distribution of BNI
business
Distribution and products
It takes well-thought strategy to deliver maximum results in meeting end-to-end customer needs with due
consideration of market conditions and the portfolio balances in each segment. The objective of determining
Operation Segment is to develop end-to-end solutions for customers across channels, both physical and
digital, or across products. Customers can make the best use of all BNI products depending on their diverse
needs through a one-stop service where a relationship manager is specifically assigned for each product.
BNI uses customer analysis and portfolio management to translate customer needs in the Business Banking
sector into value-based industry analysis, Business Banking sector portfolio management, review and
refinement of Business Banking credit systems and procedures and develop customized loans for customers
with minimal risk. The various results of these analyses should improve the quality of BNI services with a
sharper focus on the principle of “customer centric” to cater to customer needs.
This specific approach proves that BNI is becoming more capable of improving across geographies, from its
head office, branches, regions, to overseas branches as it continues to provide information for datasupported
decision making and improvements in order to deliver even more. The adoption of the Operating Segment
system also impacts how the performance of BNI’s Operating Segment is measured against customer
ownership.
2025 Annual Report
249
PT Bank Negara Indonesia (Persero) Tbk
Page 252
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
OPERATING SEGMENT
Information on each segment reporting in BNI’s Operating Segment reporting includes the following:
Consumer Banking
Loans granted, customer
Institutional Banking Commercial Banking
Corporate Banking deposits, and other
transactions belonging
Loans granted, customer Loans granted, customer
Loans granted, customer to consumer customers
deposits, and other deposits, and other
deposits, and other include home ownership
transactions belonging to transactions belonging to
transactions belonging to loans, credit cards, and
customers from ministries, medium-scale/commercial
corporate customers, both other products and
state institutions and customers, including SME
state-owned enterprises services such as third-
government agencies, as customers and program
and private companies. party funds, payment
well as universities. loans.
transactions, and other
transactions belonging to
individual customers.
Treasury & International Head Office
Banking
Managing BNI’s assets
Subsidiaries
Bank treasury activities and liabilities other than
such as foreign exchange, those managed by other
All transactions conducted
money market, fixed Operating Segments,
by Subsidiaries engaged
income, and derivatives, including receiving
in insurance, consumer
as well as loans granted, cost allocations for the
finance, banking, venture
customer deposits, centralized provision of
capital, securities, and
and other transactions services to other segments
investment management.
belonging to financial and revenues/costs that
institution customers and are not allocated to other
overseas office customers. segment reporting.
Presented below an overview of the Operating Segment business, presented below is the contribution per
segment to BNI’s profit, loan disbursed, and Third Party Funds (DPK) collection.
Operating Segment Profit and Loss
2025 2024 Increase (Decrease)
Operating Segment Nominal Percentage
IDR-billion % IDR-billion %
(IDR-billion) (%)
Corporate Banking 10,451 52.0 12,457 57.5 (2,006) (16.1)
Institutional Banking 1,415 7.0 1,702 7.9 (287) (16.9)
Commercial Banking 3,967 19.7 3,652 16.9 315 8.6
Consumer Banking 6,931 34.5 8,251 38.1 (1,320) (16.0)
Treasury & International Banking 3,637 18.1 2,827 13.0 810 28.6
Head Office (6,051) (30.1) (7,683) (35.5) 1,632 21.2
Subsidiaries 146 0.7 569 2.6 (423) (74.3)
Adjustments and Eliminations (385) (1.9) (106) (0.5) (279) 263.2
Operating Segment Net Profit and Loss 20,111 100.0 21,669 100.0 (1,558) (7.2)
250 A Heart that Serves, Growing with Indonesia
Page 253
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Profit and Loss Composition by Operating Segment
(%)
(35.5) 2.6 0.7
(30.1)
13.0 57.5 52.0
18.1 Corporate Banking
Institutional Banking
Commercial Banking
2024 2025 Consumer Banking
Treasury & International Banking
38.1 34.5
Head Office
Subsidiaries
16.9 7.9 19.7 7.0
Loans per Operating Segment
2025 2024 Increase (Decrease)
Operating Segment Nominal Percentage
IDR-billion % IDR-billion %
(IDR-billion) (%)
Corporate Banking 431,646 48.0 359,699 46.4 71,947 20.0
Institutional Banking 40,612 4.5 37,523 4.8 3,089 8.2
Commercial Banking 210,138 23.4 179,464 23.1 30,674 17.1
Consumer Banking 152,795 17.0 139,187 17.9 13,608 9.8
Treasury & International Banking 47,823 5.3 45,678 5.9 2,145 4.7
Subsidiaries 18,304 2.0 16,247 2.1 2,057 12.7
Adjustments and Eliminations (1,787) (0.2) (1,925) (0.2) 138 7.2
Total Operating Segment Credit 899,531 100.0 775,872 100.0 123,658 15.9
Loans per Operating Segment
(%)
2.1 2.0
5.9 5.3
46.4 48.0
17.9 17.0 Corporate Banking
Institutional Banking
Commercial Banking
2024 2025 Consumer Banking
23.1 23.4 Treasury & International Banking
Subsidiaries
4.8 4.5
2025 Annual Report
251
PT Bank Negara Indonesia (Persero) Tbk
Page 254
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Third Party Funds per Operating Segment
2025 2024 Increase (Decrease)
Segment Nominal Percentage
IDR-billion % IDR-billion %
(IDR-billion) (%)
Corporate Banking 273,498 26.3 199,178 24.7 74,320 37.3
Institutional Banking 215,796 20.7 117,817 14.6 97,979 83.2
Commercial Banking 198,397 19.1 155,359 19.3 43,038 27.7
Consumer Banking 305,004 29.3 294,602 36.6 10,402 3.5
Treasury & International Banking 29,198 2.8 25,716 3.2 3,482 13.5
Subsidiaries 19,708 1.9 13,347 1.7 6,361 47.7
Adjustments and eliminations (768) (0.1) (508) (0.1) (260) 51.2
Total Third Party Funds of Operating
1,040,834 100.0 805,511 100.0 235,322 29.2
Segment
Third Party Funds per Operating Segment
(%)
1.7 1.9
3.2 2.8
24.7 26.3
Corporate Banking
Institutional Banking
Commercial Banking
2024 2025 Consumer Banking
36.6 29.3
Treasury & International Banking
14.6 20.7 Subsidiaries
19.3 19.1
CORPORATE BANKING
In an effort to support the customer’s business ecosystem on both domestic and global scales, Corporate
Banking provides a comprehensive range of financial solutions. This service includes strategic financing
facilities, optimization of liquidity management, and various transactional services to support the
sustainability of the customer’s business expansion in a comprehensive manner.
Corporate Banking also provides solutions to Customers in loan distribution, which is divided into Corporate
Finance, Project Finance, Supply Chain Financing and Structured Finance. For fund management and
transactional activities, BNI Corporate Banking is oriented towards Customer needs in managing their
financial transactions.
Falling under the criteria in Corporate Banking are non-individual customers such as private companies,
SOEs, and Multi National Companies (MNC) with the following parameters:
Corporate Banking Customer Profile Parameters
Parameter Customer Profile
Companies with Gross Annual Sales (GAS) > IDR1.5 trillion (including business groups) and Maximum
Company Size
Loans > IDR500 billion and/or Average TPF > IDR100 billion.
1. Domestic Companies
Globe’s 150 Richest Indonesians and its groups; Forbes 500 and its groups; LQ45 and its groups; SOEs
Customer and its groups; Tbk Company and its groups; Non-Tbk Companies and its groups.
2. Multi National Companies (MNC)
Corporate segment companies which majority shares or more than 50% shares owned by foreign entity.
252 A Heart that Serves, Growing with Indonesia
Page 255
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Competitive Advantage and Corporate BNI serves as a solution that supports the global
Banking Innovation expansion of corporate customers through structured
financing and project financing services. In addition
Competitive Advantage to providing advisory services, BNI also ensures
As a form of commitment to becoming a strategic the smooth running of cross-border trade activities
corporate partner, BNI continues to strengthen with trade finance solutions, foreign exchange risk
its competitive advantage through digital management (forex), and comprehensive liquidity
transformation oriented toward customer needs. management, allowing customers to operate in
We continuously develop features on the BNIdirect international markets more optimally and efficiently.
platform to deliver financial solutions that are
more relevant and responsive. One of the main Corporate Banking Segment Strategy in
innovations launched in August 2025 is BNIdirect 2025
bisnis, a digital platform specifically designed to
embrace and facilitate MSME-scale businesses so Portofolio strategy
they can enjoy digital banking services on par with Continuing the main focus of the business portfolio
large corporations. BNIdirect bisnis serves as a on the following sectors:
solution to the challenges of banking digitalization, a. Leading sectors, namely sectors with high GDP
which is often considered complex by MSME actors. growth and high productivity such as construction,
transportation & warehousing, mining &
Through the integration of the BNIdirect and quarrying, information & telecommunications,
BNIdirect bisnis platforms, BNI provides inclusive and electricity & gas.
Supply Chain Financing (SCF) solutions to optimize b. Potential sectors, namely sectors with low
working capital across the entire supply chain, from GDP growth and high productivity such as
upstream to downstream. This digitalization not manufacturing, accommodation & food service,
only facilitates access to funding for vendors and and real estate.
distributors but also creates more transparent and c. Sectors that are the government’s focus in
efficient liquidity management. By strengthening the Asta Cita, such as agro-maritime, education,
financial resilience of corporate partners, BNI plays healthcare, digital economy, and food &
an active role in maintaining the operational stability beverages.
of corporate customers and building a synergistic
and highly competitive business ecosystem. Business strategy
a. Providing a one-stop financial solution designed
With a focus on innovation, collaboration, and according to the needs of corporate customers
the best service, BNI continues to create new and corporate partners through collaboration
opportunities for customers and partners worldwide. with related divisions and subsidiaries, so that
BNI has a strategic role in providing integrated BNI through the Corporate Banking sector can be
financial solutions for Corporate customers, the main choice to help customers develop their
including business groups and business partners companies sustainably.
such as suppliers and buyers of BNI debtors. BNI b. Implementing digitalization through the BNIdirect
actively contributes to financing top-tier syndicated platform by presenting a Cash Management
loans and offers special financing schemes, such revolution that integrates liquidity management,
as supply chain financing, to support the smooth vendor payments, and Trade Finance services in
running of the global supply chain and strengthen a real-time and secure manner.
the stability of the customers’ international business. c. Utilizing the Supply Chain Financing (SCF)
strategy as BNI’s competitive advantage by
In order to provide comprehensive services financing the customer’s business ecosystem
to corporate customers and their business from upstream to downstream to ensure the
ecosystems, BNI leverages integrated internal cash flow stability of working partners and
capabilities, including the support of BNI’s Overseas distributors of BNI’s corporate customers,
Offices (KLN) network. This network enables BNI to creating comprehensive business resilience.
continue serving the needs of corporate customers d. Committing to the implementation of
and their business partners abroad, particularly in Environmental, Social, and Governance (ESG) by
supporting cross-border business activities, without increasing the Sustainable Portfolio through the
reducing BNI’s primary focus as a strategic partner distribution of Green Loans and Sustainability-
for domestic customers. Linked Loans (SLL).
2025 Annual Report
253
PT Bank Negara Indonesia (Persero) Tbk
Page 256
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Corporate Banking Productivity and Profitability
Corporate Banking Segment Productivity
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loan 431,646 359,699 71,948 20.0
Total Third Party Funds 273,498 199,178 74,320 37.3
Current Accounts 219,181 141,652 77,529 54.7
Savings 424 274 150 54.6
Deposit 53,892 57,251 (3,359) (5.9)
Corporate Banking Segment Profitability
Increase (Decrease)
2025 2024
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Net interest income 9,973 9,512 461 4.8
Other operating income 3,466 3,792 (326) (8.6)
Other operational expenses (3,121) (2,950) (171) 5.8
Establishment of allowance for
133 2,103 (1,970) (93.7)
impairment losses
Operating profit 10,451 12,457 (2,006) (16.1)
Net non operating income (expenses) - - - -
Profit before tax expense 10,451 12,457 (2,006) (16.1)
In 2025, Corporate Banking Segment credit grew Prospects, Potential, and Strategy of the
by 15.2% YoY, with a lead focused on top-tier clients Corporate Banking Segment in 2026
by maintaining high-quality growth standards. The Corporate Banking segment consistently
Meanwhile, Third Party Funds grew by 9.8% YoY, in reaffirms its commitment to encouraging
line with the Bank’s policy of focusing on quality and sustainable and quality business growth. This
healthy third-party funds. commitment is projected to continue in 2026, in line
with the direction of government policy through the
In terms of profitability, profit before tax in 2025 was eight national development missions (Asta Cita)
recorded at IDR10.5 trillion, supported by net interest which are expected to be catalysts for strengthening
income performance through improvements in Indonesia’s economy. In responding to the dynamics
CASA Cost of Fund (CoF) and the achievement of of challenges while seizing opportunities in 2026,
non-operating income excluding recovery, in line the Corporate Banking Segment has formulated and
with the growth in transaction volume through will implement the following strategic plans:
comprehensive services. Compared to the profit
before tax in 2024, PPOP remained relatively stable,
and excluding recovery, it grew by 3.4% driven by
NII and FBI.
254 A Heart that Serves, Growing with Indonesia
Page 257
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Portfolio Strategy
In implementing the portfolio strategy, the Company will continue its main focus of the business portfolio
on the following sectors:
1. Driving the acquisition of Top Priority Customers and strengthening relationships while increasing
penetration into the business ecosystem needs of Top Priority Customers’ value chains.
2. Enhancing global market expansion with reliable employee capabilities, including digital capability, risk
culture, advanced analytics, and market understanding.
3. Increasing sustainable growth in Loans, Interest Income, FBI, and CASA while maintaining optimized risk
management.
4. Growing the company’s business portfolio and diversifying income by offering a wider range of financial
solutions to corporate customers.
5. Accelerating the strengthening of sector expertise capacity.
Business Strategy
The implementation of the business strategy is directed by executing several initiatives as follows:
1. Providing excellent service and integrated & comprehensive financial solutions to corporate customers.
2. Increasing selective business expansion and sustainable financial solutions that will impact Market Share
growth.
3. Significantly increasing Corporate Banking profits through synergy to support BNI’s overall profit growth.
4. Optimizing synergy with BNI’s subsidiaries.
Testimony Testimony
Handaka Santoso Rusdi Kirana
Director PT Mitra Adiperkasa Tbk Co-Founder, PT Lion Mentari
Airlines
We would like to express our appreciation for the support BNI has become a highly important strategic partner for LION
provided by BNI to the Mitra Adiperkasa (MAP) Group through in providing effective financial solutions, well-structured
responsive and professional services, as well as readiness in financing processes, and responsive services, which have
accommodating our transactions and business needs. made a significant contribution to supporting the continuity
and success of our business operations.
The innovations implemented by BNI have made our
transactions more efficient. Competitive interest rates and Over the 20 years of cooperation that have been established,
flexible credit facilities have greatly assisted us in managing we hope that this strategic partnership will continue and
the Company’s finances. We also highly appreciate the Supply further develop, not only as a driver of sustainable business
Chain Financing solutions provided for our subsidiaries growth but also as a source of greater value creation for both
engaged in handicraft exports, which facilitate access to companies. Through this collaboration, LION and BNI can
liquidity for artisans, most of whom are MSMEs. work together to deliver a greater contribution to Indonesian
society.
BNI has also contributed through marketing collaboration
initiatives and efforts to enhance financial awareness among
MAP Group employees. We hope that this partnership will
continue sustainably and become increasingly innovative.
2025 Annual Report
255
PT Bank Negara Indonesia (Persero) Tbk
Page 258
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Testimony Testimony
Agoes Projosasmito Arief Widyawan Sidarto
President Director, PT AP President Director, PT Amman
Investment Mineral Internasional Tbk
BNI has been a consistent and trusted banking partner in AMMAN has built a constructive and professional working
supporting our business needs. BNI has demonstrated its relationship with PT Bank Negara Indonesia (Persero) Tbk
role as a strategic enabler, capable of delivering high-impact (BNI) over many years. BNI has been highly responsive, not
solutions with high-velocity execution. only in providing banking support but also in understanding
our business needs, making its contribution very positive to
We appreciate BNI’s commitment to maintaining service our day-to-day operations.
quality, strengthening governance, and continuously
innovating in line with digital developments. The synergy Throughout this period, BNI has consistently demonstrated
established with BNI creates sustainable added value and professionalism aligned with the AKHLAK values—upholding
supports our future business growth. trust, delivering competent services, adapting to an ever-
evolving business environment, and engaging collaboratively
to meet our needs.
We greatly appreciate the cooperation and support provided
by BNI to date and look forward to continuing this mutually
beneficial partnership.
Testimony
Jimmy Pramono
Vice President Director of PT
SMART Tbk
PT Bank Negara Indonesia (Persero) Tbk has consistently
demonstrated its commitment to providing professional and
trustworthy services. BNI’s support through the provision of
innovative financial products and services has contributed
positively to the growth and sustainability of Sinar Mas
Agribusiness and Food and all stakeholders within the
Company’s business ecosystem.
We appreciate the excellent cooperation established thus far
and hope that PT Bank Negara Indonesia (Persero) Tbk and
PT SMART Tbk can continue to strengthen synergy between
the financial and agribusiness sectors as part of efforts to
support the rotation of Indonesia’s economic wheel, while
contributing sustainably to strengthening sovereignty and
equalizing economic, social, and energy equity, in line with
the national development direction
256 A Heart that Serves, Growing with Indonesia
Page 259
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
INSTITUTIONAL BANKING
The Institutional Banking Business Segment provides banking products and services for Ministries, agencies
or institutions sourced from the State Revenue and Expenditure Budget (APBN). The banking solutions
provided include management of savings services (current accounts and deposits), distribution of ASN
salaries and performance allowances, distribution of social assistance, state revenues (Tax, PNBP, etc.),
digital banking (virtual accounts, platform/ecosystem collaboration, and others), domestic/foreign loans and
other banking services to meet the needs of Ministries, agencies or institutions so that BNI can serve the
business ecosystem as a whole.
Institutional Banking segment customers are divided into clusters of the Ministry of Finance, Coordinating
Ministry for Political and Security Affairs, Coordinating Ministry for Law, Human Rights, Immigration, and
Correctional Affairs, Coordinating Ministry for the Economy, Coordinating Ministry for Human Development
and Cultural Affairs, Coordinating Ministry for Infrastructure and Regional Development, Coordinating
Ministry for Community Empowerment, Coordinating Ministry for Food Affairs, State Agencies/Institutions,
Ministry of Higher Education, Science, and Technology, Ministry of Primary and Secondary Education,
Ministry of Culture, Self-Regulatory Organization (SRO), SKK Migas Group, Social Insurance, and Higher
Education which includes Public Service Agencies, Work Units, and Regional Government.
Institutional Banking Customer Profile Parameters
Parameter Customer Profile
Ministries; State institutions; Agencies managed other than at the Head Office level; Education
& Research Institutions (Top 100 Universities/Colleges determined by Dikti Kemendikti Saintek);
Institutional Banking
Upstream & Downstream Oil and Gas regulatory instituteons; Government-owned Social Security
Providers; Regional Governments with special criteria.
Institutional Banking Competitive Institutional Banking Segment Strategy for
Advantage and Innovation 2025
The Institutional Banking Segment serves as an Here are the activities that BNI rigorously carried out
ecosystem orchestrator to acquire ecosystems and in 2025 to expand its Institutional Banking segment
APBN derivative businesses, as well as an agent of business:
development as a partner of Ministries, Agencies/ 1. Optimized receipts and expenditures
Institutions, and Universities in implementing (transactional) within Ministries, Agencies, and
Government programs, including Non-Cash Food Universities.
Assistance (BPNT), Family Hope Program (PKH), 2. Optimized the collection of third-party
Wage Subsidy Assistance (BSU), Health Operational funds sourced from government programs,
Assistance (BOK) Puskesmas, Pre-Employment transactional activities of Institutions and BLUs,
Card Program, Smart Indonesia Card (KIP), contribution receipts, tuition payments at
Smart Indonesia Program (PIP), Free Nutritious Universities, and increasing DHE SDA Customer
Meals (MBG), Red and White Village/Sub-district Fund Accounts.
Cooperatives (KDKMP), and other Social Assistance, 3. Increased Fee Based Income by expanding
as it provides Liquidity Support in meeting the financial transaction collaborations, namely
bank’s liquidity needs. BNIdirect, Foreign Exchange Trading, Bank
Guarantees, and Custody.
The Institutional Banking Segment has digitized 4. Increased the acquisition of Work Units
state financial services through various products, (Satker) to become banking partners through
such as migrating Ministry current accounts into comprehensive financial solutions and by
virtual accounts equipped with a Cash Management supporting and ensuring the success of
System (CMS), Government Credit Card (KKP), and Government Programs.
digital solutions (Govtech) to support Government 5. Optimized and developed customized digital
Programs, the APBN ecosystem, and institutional solutions (Govtech) as an entry point to the
business ecosystems, making BNI a primary partner financial ecosystem for digital transaction
in daily operational transactions and playing a role services for Ministry, Agency, and University
in providing advocacy within Ministries, Agencies/ Customers, aimed at securing low-cost funds
Institutions, and Universities. (CASA) and Fee Based Income (FBI), as well as
accelerating and monitoring ongoing projects.
2025 Annual Report
257
PT Bank Negara Indonesia (Persero) Tbk
Page 260
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
6. Executed business strategies focused on improving the performance of the customer ecosystems
of Ministries, Agencies, and Universities to provide customer solutions through optimization and
collaboration with Regions, Centers, Branches, and Subsidiaries (RAM and SAM) to optimize the
absorption of APBN funds and credit distribution to third parties (Vendors, Work Units, and BLUs).
7. Increased credit growth for Ministry, Agency, and University Customers through domestic/foreign loans
and monitored the realization of the existing pipeline/commitments while maintaining sound credit
quality.
8. Conducted continuous people development through training to create reliable human resources.
PRODUCTIVITY AND PROFITABILITY OF THE INSTITUTIONAL BANKING SEGMENT
Productivity of the Institutional Banking Segment
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loans 40,612 37,523 3,088 8.2
Total Third Party Funds 215,798 117,817 97,981 83.2
Current Accounts 76,647 51,806 24,841 48.0
Saving 426 534 (108) (20.2)
Deposit 138,724 65,477 73,247 111.9
Profitability of the Institutional Banking Segment
Increase (Decrease)
2025 2024
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Interest income - net 2,306 2,560 (254) (9.9)
Other operating income 144 139 5 3.3
Other operational expenses (1,023) (977) (46) 4.7
Establishment of allowance for
(11) (19) 8 (42.9)
impairment losses
Operational profit 1,415 1,702 (287) (16.9)
Non-net operating income (expenses) - - - -
Profit before tax expense 1,415 1,702 (287) (16.9)
On a YoY basis, third-party funds grew by 83.2%, driven by growth in current accounts and deposits. Current
accounts grew by 48.0% in line with the optimization of Institutional Banking as an ecosystem orchestrator
to acquire the ecosystem and derivative businesses of the State Budget, while deposits grew by 111.9% in
line with the entry of the Ministry of Finance’s Budget Surplus Fund (SAL) amounting to Rp55 trillion. On the
asset side, loans granted amounted to IDR 40.6 trillion, an increase of 8.2% YoY, with the largest contribution
coming from financing for the defense equipment sector.
In terms of 2025 profitability, the Institutional Banking segment recorded a profit before tax of IDR1.4 trillion.
Other operating income stood at IDR144 billion, an increase of 3.3%, which serves as a positive signal
of BNI’s increasing role, particularly in driving operational transactions through Ministries, Agencies, or
Universities, as well as focusing on increasing Transactional CASA through closed-loop transactions within
the Institutional Banking customer ecosystem.
Institutional Banking Business Prospects in 2026
The Institutional Banking segment foresees that the potential of business development in 2025 will remain
enormous as we plan to focus on business expansion to gain from the Government’s priority focus on
Food Security, Energy & Water, Health Services, and Strengthening Education. The Institutional Banking to
increase BNI’s market share in the distribution of the State Budget, penetration, and derivative businesses
in Ministries/Institutions, Self-Regulatory Organizations (SRO), Universities, and Social Insurance.
258 A Heart that Serves, Growing with Indonesia
Page 261
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
With a supportive scheme to absorb some of the State 4. Increase the number of Work Unit (Satker)
Budget funds, the institutional banking segment acquisitions to become banking partners through
will gain from the business ecosystem and value comprehensive financial solutions that support
chain of institutional customers such as ministries, and succeed Government Programs.
institutions, and universities to increase CASA with 5. Optimize and develop customized digital
a focus on closed-loop transactions and optimized solutions (Govetch) as an entry point for the
customer transactions. Further, the Institutional financial ecosystem in digital transaction
Banking segment will acquire Ministries/Institutions services for Ministry, Institution, and University
that can give access to corporate partners to the Customers which aims to generate cheap CASA
value chain to increase low-cost funds (partner DPK and Fee Based Income (FBI) and accelerate and
and employee payroll), consumer loans, and the monitor ongoing projects.
business banking ecosystem. 6. Execute business strategies with a focus on
improving the performance of the value chain of
The 2026 Draft State Budget for Ministry/Central Ministry, Institution, and University customers to
Institution Expenditure is planned at IDR3.136,4 provide customer solutions through optimization
trillion. Other than for inclusive and sustainable and collaboration with Regions, Centers,
economic growth, the budget will be allocated Branches, and Subsidiaries (RAM and SAM) in
to multi-year projects, strengthening the main optimizing the absorption of APBN funds and
weapons system (alutsista)/special material credit distribution to third parties (Vendors,
equipment (almatsus) and flagship programs that Satker, and BLU).
support short-term fiscal policy strategies. 7. Pursue higher credit growth of Ministry,
Institution, and University Customers through
Institutional Banking Work Plan for 2026 domestic/foreign loans, monitor how the plan of
The upcoming 2026 expects further recovery and existing pipeline/commitments is realized, and
improvements in the domestic economy despite an maintain credit quality.
equally challenging global economy. As it moves 8. Run continuous people development through
ahead, the Institutional Banking segment will training to create reliable human resources.
execute the following strategies:
1. The State Budget is still one of the sources COMMERCIAL BANKING
of liquidity through optimization of revenues
and expenditures (transactional) in Ministries, The Commercial Banking segment continues to
Institutions, and Universities. focus on quality growth and ongoing improvements
2. Optimize the collection of third-party funds in credit quality. The Enterprise and Commercial
from government programs, Institutional and segments consistently carry out business expansion
BLU transactions, Receipt of Contributions, and into the derivative businesses and ecosystems of
payment of tuition fees at Universities, and top-tier corporate segments and priority sectors by
Increasing the DHE SDA Customer Fund Account. prioritizing a risk culture, while the Small segment
3. Increase Fee Based Income through increased consistently provides ease of access to financing
financial transaction cooperation, namely and transaction services for MSMEs.
BNIdirect, Foreign Exchange Trading, Bank
Guarantee, and Custody.
2025 Annual Report
259
PT Bank Negara Indonesia (Persero) Tbk
Page 262
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Parameter Customer Profile
Companies with Gross Annual Sales (GAS) > IDR300 billion to 1.5 trillion (including business
groups) and Maximum Loans > IDR150 billion to 500 billion and/or Average TPF > IDR50 billion to
Enterprise Banking IDR100 billion.
Loans and Funds of Tbk company customers and their groups; Non-Tbk companies and their
groups; Educational Institutions and Foundations.
Companies with Gross Annual Sales (GAS) > IDR30 billion to IDR300 billion (including business
groups) and Maximum Loans > IDR10 billion to IDR150 billion and/or Average TPF > IDR10 billion
Commercial Banking to IDR50 billion.
Loans and Funds of Tbk company customers and their groups; Non-Tbk companies and their
groups; Educational Institutions and Foundations.
A segment that manages productive loans for Individual and Non-Individual debtors, as well as
Third Party Funds (DPK) i.e., Current Accounts, Savings, and Time Deposits for Non-Individual
SME Business
customers with criteria of Gross Annual Sales (GAS) up to IDR30 billion and Maximum Credit and/
or Average DPK up to IDR10 billion.
Individual and non-individual customers with Gross Annual Sales (GAS) up to IDR30 billion
Business Program (including their business groups) who have BNI productive loans or program loans with a
maximum credit of up to IDR1 billion.
Commercial Banking Segment Plans and e. Expansion of top-tier companies within each
Strategy for 2025 economic sector.
In 2025, the Commercial Banking Segment remains f. Enhancing business activity monitoring
focused on high-quality and sustainable growth through Connect tools to drive increased
while strengthening the improvement of credit productivity, quality leads, and support the
quality. High-quality business growth is realized acceleration of pipeline management.
through the reinforcement of pipeline management 2. Increasing Funds & Transactions
by developing Risk Acceptance Criteria (RAC) to a. Increasing cross-selling for transaction
ensure the selection of high-quality customers. banking products, including BNIdirect, trade
Furthermore, expansion is directed toward target finance, escrow, and payroll.
markets derived from debtors in priority sectors in b. Establishing a central team to monitor cross-
each region, exporters, value chain/supply chain of sales and non-lending product penetration by
Corporate customers, and other potential customers. utilizing data from RM Connect.
c. Collaborating with the Transaction Banking
The general Commercial Banking strategy unit to refine customer transaction platforms
implemented throughout 2025, as previously to meet future needs.
described, is manifested in the following action d. Developing, organizing, and strengthening the
steps: fund management and customer transaction
1. Quality & Sustainable Business Growth functions for the Enterprise and Commercial
a. Business growth in priority sectors by Segments.
establishing RM coverage and tailored 3. Strengthening BNI’s Position as a One-Stop
products, as well as identifying target sectors Banking Solution Encouraging MSMEs to
in each region through evaluations of sector Go Productive, Go Digital, and Go Global
growth, NPL, risk ratings, and field intelligence through various service conveniences. MSME
from CMC. development and empowerment are carried
b. Increasing Green & Sustainable Financing, out through synergy and collaboration in the
with a focus on renewable energy sectors and following three aspects:
eco-efficient products. a. Export MSMEs & Diaspora
c. Developing financing schemes to support An export-oriented MSME empowerment
Government programs, including financing program designed to compete on the global
for nutritious meals, housing development, stage through the BNI Xpora Platform, which
school renovation & construction, national assists business players in expanding their
food estates, and other initiatives. reach into international markets. BNI Xpora
d. Developing & Evaluating Credit Schemes acts as a connector between exporters and
focusing on expansion into corporate importers and facilitates business matching
derivative businesses and SCF schemes for to ensure safe and efficient transactions.
Corporate Diamond Clients. This initiative is further strengthened by the
260 A Heart that Serves, Growing with Indonesia
Page 263
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
presence of 8 BNI Overseas Offices (Singapore, 4. Enhancement of Relationship Manager
Hong Kong, Tokyo, New York, London, Osaka, Capabilities & Competencies
Seoul, and Amsterdam), which provide ease a. Continuous HR development in technical
of access to financing and transactions for & analytical skills through the execution of
Export MSMEs and Diaspora. learning journeys and structured programs,
b. Digital Value Chain while building core competencies in each
BNI also provides streamlined access to specific sector.
financing for derivative businesses of b. Refinement of RM Connect by adding sales
corporate customers and BNI partners enablement features such as wallet sizing,
through digital-based value chain lending pricing & cross-selling guidelines, and
schemes. This includes the BNIdirect supply performance tracking at both the portfolio and
chain platform, which accommodates account levels.
financing needs for buying and selling c. Continuing the implementation of end-to-end
transactions, helping corporates optimize credit tools to accelerate and digitize business
working capital and cash flow management processes, alongside the refinement of credit
when collaborating with MSME partners. underwriting & monitoring.
c. Leading Ecosystems d. Optimization of RM/SRM roles and fulfillment
BNI encourages the formation of leading of the RM-to-BA ratio of 2:1.
ecosystems in every service area by leveraging e. Strengthening System Integrated Monitoring
the vast potential of the MSME segment. This tools to monitor debtor conditions, enabling
is achieved through the distribution of People’s the determination of precise account
Business Credit (KUR) and Commercial strategies for each customer.
Credit, with a focus on low-risk production f. Developing leadership capabilities and team
sectors. This supports the “MSME Go Global” potential through structured coaching and
ecosystem through the Xpora empowerment mentoring programs.
program, digitalization of MSME financial
transactions in collaboration with startups
for financial recording, and online marketing
access through e-commerce collaborations.
Commercial Banking Segment Productivity
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Credit 210,138 179,464 30,674 17.1
Total Third Party Funds 198,397 155,359 43,038 27.7
Current Accounts 127,147 96,227 30,920 32.1
Saving 42,702 28,808 13,893 48.2
Deposit 28,549 30,324 (1,775) (5.9)
Commercial Banking Segment Profitability
Increase (Decrease)
2025 2024
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Interest income - net 11,522 11,977 (455) (3.8)
Other operating income 5,399 5,062 337 6.7
Other operational expenses (6,740) (6,481) (259) 4.0
Establishment of allowance for
(6,214) (6,906) 692 (10.0)
impairment losses
Operational profit 3,967 3,652 315 8.6
Non-net operating income (expenses) - - - -
Profit before tax expense 3,967 3,652 315 8.6
2025 Annual Report
261
PT Bank Negara Indonesia (Persero) Tbk
Page 264
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In 2025, Commercial Banking Segment loans were Enterprise & Commercial Banking Competitive
recorded at IDR210.1 trillion, an increase of 17.1% Advantage and Innovation
YoY as a result of disciplined pipeline execution. The Enterprise & Commercial Banking segment
manages all banking transaction activities carried
Third Party Funds in the Commercial Banking out by customers and their business groups by
Segment reached IDR198.4 trillion, growing by 27.7% providing a one-stop solution through an integrated
YoY. This growth was dominated by low-cost funds digital platform. This includes flagship products
(CASA), where current accounts and savings grew such as wondr by BNI, BNIdirect, BNI Debit/Credit
by 32.1% and 48.2% YoY, respectively. Cards, Trade Finance, Bank Guarantees, Insurance,
and Treasury products through collaboration with
On the profitability side, the Enterprise & Commercial related units.
Banking segment posted a profit before tax of
IDR4,0 trillion, up 8,6% YoY. The largest contribution The Enterprise & Commercial Banking segment
to the increase came from the increase in Other offers a competitive advantage to customers by
Operating Income. The increase was in line with the providing the following aspects:
increase in Fee Based Income which reflected BNI’s 1. Comprehensive Solutions to support customer
stronger transactional product penetration into the operations through a variety of asset, liability,
customers of Enterprise & Commercial Banking and transactional products tailored to customer
segment customers, as optimal recovery efforts needs across various channels, including branch
for low-quality assets. In terms of asset quality, the offices, business centers, and flagship digital
segment managed to press CKPN Expense to 10% products like wondr by BNI and BNIdirect.
YoY, backed d by improvements in the asset quality 2. Strong Relationships with Anchor Clients, which
of the Enterprise segment, while for the Commercial open opportunities for value chain penetration
segment, BNI took prudent steps in anticipating from Corporate and Institutional segment
debtor conditions in the future that aligns with the customers who have derivative business
Expected Credit Loss (ECL) concept). potential within the Enterprise & Commercial
Banking market segment.
Enterprise & Commercial Banking
The Enterprise & Commercial Banking segment The Enterprise & Commercial Banking segment
continues to expand business derivatives and continues to innovate to refine internal business
ecosystems from top-tier corporate segments processes and provide solutions that meet customer
and priority sectors by prioritizing a risk culture. needs, including:
This approach aims to ensure a more focused 1. Development of Risk Acceptance Criteria (RAC)
customer management with a distribution of based on economic sectors and the calibration
management aligned with established capabilities. of customer classification as “Prime” customers
Enterprise Banking is directed toward economic through Connect tools as an initial business
sector specialization, while Commercial Banking is potential assessment.
directed toward geographical mastery through the 2. Development of Sustainability Linked Loan
establishment of Commercial Banking Division 1, (SLL) schemes and a specialized team to support
which manages the Sumatra and Kalimantan areas a sustainable economy in accordance with
as well as parts of Jabodetabek, and Commercial Environmental, Social, & Governance (ESG)
Banking Division 2, which manages parts of principles for Enterprise customers.
Jabodetabek, Java, Bali, Nusa Tenggara, Sulawesi, 3. Formulation of expansion guidance based on
Maluku, and Papua. economic sectors and mapping the expansion
direction for sectors located in Quadrant 1 (Sector
to be Push).
Enterprise & Commercial Banking Segment Productivity
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loans 131,433 100,117 31,316 31.3
Total Third Party Funds 84,326 57,400 26,926 46.9
Current Accounts 60,133 39,448 20,684 52.4
Saving 6,564 2,343 4,221 180.2
Deposit 17,630 15,609 2,021 12.9
262 A Heart that Serves, Growing with Indonesia
Page 265
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In 2025, Enterprise and Commercial Banking d. Developing & Evaluating Credit Schemes
Segment loans reached IDR131.4 trillion, growing focusing on expansion into corporate
by 31.3%, reflecting disciplined pipeline execution. derivative businesses and SCF schemes for
Third-party funds reached IDR84.3 trillion, a Corporate Diamond Clients.
significant increase of 46.9% YoY, driven by the e. Expansion of top-tier companies within each
optimization of debtor and customer transactions. economic sector.
The growth in third-party funds was dominated by f. Enhancing business activity monitoring
low-cost funds, with CASA growing by 59.6% while through Connect tools to drive productivity,
time deposits grew by 12.9%. quality leads, and support the acceleration of
pipeline management.
Enterprise & Commercial Banking Business 2. Increase in Funds & Transactions
Prospects 2026 a. Increasing cross-selling for transaction
BNI views consistent government policies banking products such as BNIdirect, trade
encouraging industrialization—including finance, escrow, and payroll.
downstreaming (hilirisasi) to increase added value, b. Establishing a central team to monitor cross-
reduce imports, and boost exports—as a growth sales and non-lending product penetration by
catalyst. Therefore, in 2026, the segment will utilizing data from RM Connect.
strengthen quality and sustainable business growth c. Collaborating with the Transaction Banking
with a primary focus on: unit to refine customer transaction platforms
1. Exploring business potential from established to meet future needs.
target markets based on Corporate customer d. Developing, organizing, and strengthening the
value chains and sustainable economic sectors fund management and customer transaction
aligned with the reinforcement of the ESG functions for the Enterprise and Commercial
portfolio. Segments.
2. Implementing initiatives to drive quality growth 3. Enhancement of Relationship Manager
through the digitalization of monitoring and Capabilities & Competencies
credit processes via RM Tools (Connect), Single a. Continuous HR development in technical
Integrated Monitoring Tools (SIMON), and end- & analytical skills through the execution of
to-end credit tools, as well as initiatives within learning journeys and structured programs,
the 2024-2028 Corporate Plan. while building core competencies in each
specific sector.
Enterprise & Commercial Banking Action Plan b. Refining RM Connect by adding sales
2026 enablement features such as wallet sizing,
In 2026, the segment will execute an action plan pricing & cross-selling guidelines, and
with a comprehensive strategy aligned with the performance tracking at both the portfolio and
2024-2028 Corporate Plan as follows: account levels.
1. Quality & Sustainable Business Growth c. Continuing the implementation of end-to-end
a. Business growth in priority sectors by credit tools to accelerate and digitize business
establishing RM coverage and tailored processes, alongside the refinement of credit
products, as well as identifying target sectors underwriting & monitoring.
in each region through evaluations of sector d. Optimizing RM/SRM roles and fulfilling the
growth, NPL, risk ratings, and field intelligence RM-to-BA ratio of 2:1.
from the CMC. e. Strengthening System Integrated Monitoring
b. Increasing Green & Sustainable Financing, tools to monitor debtor conditions, enabling
targeting growth in renewable energy and the determination of precise account
eco-efficient products. strategies for each customer.
c. Developing financing schemes to support f. Developing leadership capabilities and team
Government Programs, including financing potential through structured coaching and
for nutritious meals, housing development, mentoring programs.
school renovation & construction, national
food estates, and other initiatives. SME Business & Business Program
SME Business & Business Program is a BNI segment
that manages small loans and non-individual third-
party funds of up to IDR10 billion.This segment offers
ease of financing access and ease of transactions for
MSMEs.
2025 Annual Report
263
PT Bank Negara Indonesia (Persero) Tbk
Page 266
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Competitive Advantage and Innovation of SME 5. Credit to Linkage Institutions (KKLK) As a
Business & Business Program form of BNI’s commitment to help develop
BNI offers convenient financial solution services for financial institutions in Indonesia, BNI offers
customers through innovative digital channels and financing solutions in the form of Credit to
an extensive outlet network throughout Indonesia, Financial Institutions (KKLK). Credit to Financial
as well as overseas branch services that facilitate Institutions is a credit facility provided to and/
cross-border transactions. Supported by a solid or through Financial Institutions and further
corporate business portfolio, BNI has a competitive distributed to end users through strategic
advantage in capturing the potential of ecosystems alliances (cooperation).
and business derivatives from the Wholesale 6. Cash Collateral Credit (CCC) Cash Collateral
segment, which has become one of the primary Credit (CCC) is a credit secured by savings in the
drivers of Retail Banking growth. The synergy form of deposits/current accounts/savings issued
between network strength, digital innovation, and by BNI, which customers can use as additional
a robust corporate customer base enables BNI to working capital for customer businesses.
expand its service reach and deepen relationships 7. Bond Collateral Credit (BCC) This is a credit
with various customer segments. facility provided to individual and non-individual
customers in the form of Limited Liability
BNI is committed to driving MSME growth in Companies (PT) with credit collateral in the
Indonesia by continuing to innovate, offering fast form of tradable Government Securities (SBN)
and easy services for MSME partners through the issued by the Government of the Republic of
digitalization of credit processing based on the Indonesia. Customers can use this credit facility
BNIMove (BNI Mobile Innovation) application, as to get additional working capital for customer
well as supporting MSMEs to Go Global through businesses.
BNI Xpora, which offers convenience for export- 8. People’s Business Credit (KUR) People’s Business
oriented MSMEs. Credit (KUR) is a subsidized financing program
from the government designed to give Micro,
Business Program & Retail Productive Banking Small, and Medium Enterprises (MSMEs) a
provides a choice of financing solutions for broader access to capital.
customers who want to increase their business 9. BNI Wirausaha (BWU) BWU is a credit facility
capacity by adding capital and providing financial for productive businesses, both in the form of
services to make it easier for customers to transact, Working Capital Credit (KMK) and Investment
as follows: Credit (KI), with a maximum credit of up to IDR 1
1. Working Capital Credit (KMK) Is a credit used to billion.
increase a company’s working capital, e.g., for 10. Labor-Intensive Industry Credit (KIPK) Is an
purchases of raw materials, production costs, investment credit or investment credit combined
marketing, etc. with working capital credit provided to individual
2. Investment Credit Medium or long-term credit debtors or productive business entities in labor-
for capital expenditures and services needed for intensive industries, with a credit maximum of
the rehabilitation, modernization, or expansion >IDR 500 million up to IDR 10 billion.
of existing projects and the establishment of 11. Housing Program Credit (KPP) Is an Investment
future projects. Credit or Working Capital Credit provided to
3. Fast Trex Export Credit Fast Trex is one of Xpora’s MSMEs, both individuals and business entities,
solutions in supporting Go Productive MSMEs to support the achievement of priority programs
by providing easy and integrated financing for in the housing sector. KPP is distributed through
export-oriented MSMEs (direct and indirect). two schemes, namely Demand-Side Housing
4. Supply Chain Financing (SCF) Retail BNI Supply Program Credit (KPP) with a credit maximum of
Chain Financing Retail (BNI SCF Retail) is BNI’s >IDR 10 million to IDR 500 million, and Supply-
financing solution to Corporate Partners through Side Housing Program Credit (KPP) with a credit
accelerating payment receipts from Bowheer maximum above IDR 500 million.
and in making payments to Principals.
264 A Heart that Serves, Growing with Indonesia
Page 267
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
SME Business & Business Program Banking Segment Productivity
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loans 78,705 79,346 (641) (0.8)
Total Third Party Funds 114,071 97,959 16,112 16.4
Current Accounts 67,014 56,778 10,235 18.0
Saving 36,138 26,465 9,673 36.5
Deposit 10,919 14,715 (3,796) (25.8)
SME Business & Business Program segment loans The Consumer Banking sector covers several
were recorded at IDR78.7 trillion, a slight correction segments and consumer banking activities as
of 0.8% YoY. In 2025, the primary focus was on follows.
improving credit portfolio quality and strengthening
the management of the Loan at Risk (LaR) portfolio. 1. Consumer Segment, the consumer segment
Third-party funds (DPK) for this segment grew by manages individual customers with Assets
16.4%, primarily supported by the growth of low- Under Management (AUM) of up to IDR500
cost funds (CASA). million, through the offering of savings products,
deposits, consumer loans, and banking
Plans and Strategies for the SME Business & transaction management.
Business Program Segment 2026 2. Wealth Management, Wealth Management
In 2026, the SME and Business Program segment manages individual customers with Assets
will implement several strategic focuses as follows: Under Management (AUM) starting from IDR500
1. Strengthening the development of value chain million and High Net Worth Individual (HNWI)
businesses and wholesale customer ecosystems customers with managed funds of IDR1 billion
to drive retail CASA growth, increase customer and above. This is achieved through personalized
Product Holding Ratio (PHR), and enhance cross- and premium banking services tailored to
selling activities focused on increasing closed- customer needs, supported by curated products
loop transactions. and services combined with best-in-class holistic
2. Increasing transaction-based retail CASA with a advice from BNI’s professional team.
focus on closed-loop transactions and raising the 3. Consumer Product, Consumer Product is
PHR to enhance customer engagement. responsible for providing retail banking products,
3. Focusing on productive loan expansion targeting with a primary portfolio consisting of BNI Griya
top-tier players in regional leading sectors and (Mortgage), BNI Fleksi (Unsecured Loan), other
business ecosystems. consumer loans, as well as customer deposits in
4. Improving credit quality through the refinement the form of savings and time deposits.
of underwriting processes and the enhancement 4. Credit Card, the credit card segment manages
of risk culture. the credit card business, including customer
5. Driving MSMEs to Go Global through the BNI acquisition, portfolio management, as well as the
Xpora program. development of credit card features and benefits.
5. Retail Digital Product, Retail Digital Product is
CONSUMER BANKING responsible for the development of retail digital
banking products and expanding strategic
BNI’s Consumer Banking sector focuses on partnerships, particularly within the digital
providing banking services for individual customers, payment, merchant, and electronic money
encompassing savings products, loans, and digital ecosystems.
solutions. This sector continues to grow with the
objective of becoming a Lifetime Banking Partner The Consumer Banking sector consistently develops
for its customers. synergies across consumer products—including
savings, consumer loans, cards, and merchant
ecosystems—that align with the customer segment’s
value proposition. These efforts are reinforced by an
end-to-end marketing communication strategy to
drive growth, acquisition, and customer loyalty.
2025 Annual Report
265
PT Bank Negara Indonesia (Persero) Tbk
Page 268
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Consumer Banking Profile Parameters
Parameter Customer Profiles
Consumer Banking Individual customers with Assets Under Management (AUM) < IDR500 million.
Wealth Management Individual customers with Assets Under Management (AUM) > IDR500 million, where the calculated
AUM includes individual funds in savings, time deposits, current accounts, investment products
(Mutual Funds, Bonds) and insurance (Bancassurance).
Competitive Advantage and Innovation of Consumer Banking
BNI’s Consumer Banking sector possesses a strong competitive advantage, underpinned by an extensive
network and customer base, a comprehensive consumer product portfolio, and integrated digital capabilities.
With a segmentation-based customer management approach, BNI consistently develops synergies across
savings products, consumer loans, cards, and merchant ecosystems that are relevant to the needs and
lifestyles of customers.
Supported by a solid corporate business portfolio, BNI has a competitive advantage in capturing the
potential of ecosystems and business derivatives from the wholesale segment, which serves as one of
the growth engines for the consumer business. This advantage is further strengthened through continuous
innovation in the form of end-to-end digital solution development, the utilization of data analytics to drive
more personalized and targeted offers, and the reinforcement of integrated marketing communication
strategies. Furthermore, BNI continuously enhances the value proposition of its products and services
by providing relevant and integrated bundling packages, aligned with the customer journey of payroll-
based, business owner, and professional segments, while strengthening acquisition penetration of the
young generation. These steps are expected to increase customer loyalty and satisfaction while sustainably
expanding the quality customer base. This strategy also serves as the foundation for strengthening BNI’s
consumer ecosystem to drive sustainable long-term business growth based on customer relationships.
Consumer Banking Plans and Strategies 2025
In 2025, several strategic focuses implemented by BNI in the Consumer Banking segment are as follows:
1. Strengthen the development of the value chain business and wholesale customer ecosystem to drive
the growth of retail CASA, increasing customer PHR and cross-selling products that focus on increasing
closed-loop transactions.
2. Continuously develop wondr by BNI to improve customer journey & customer transactions in accordance
with the targeted customer segments.
3. Focus on quality expansion on top-tier developers & selected partners for consumer credit.
4. Increase wealth business through increasing value proposition, strengthening RM, and developing
global capacity through the launch of BNI Emerald Singapore services.
5. Increase credit card business through new product innovation and continuous development of existing
products, acquisitions focused on quality segments, and increasing acquisitions by optimizing wondr by
BNI digital channels.
Productivity and Profitability of Consumer Banking Segment
Consumer Banking Segment Productivity
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Loans 152,795 139,187 13,608 9.8
Total Third Party Funds 305,004 294,602 10,402 3.5
Current Accounts 2,828 3,348 (520) (15.5)
Saving 241,944 226,915 15,029 6.6
Deposit 60,232 64,338 (4,107) (6.4)
266 A Heart that Serves, Growing with Indonesia
Page 269
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Consumer Banking Segment Profitability
Increase (Decrease)
2025 2024
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Interest income - net 13,863 13,941 (78) (0.6)
Other operating income 8,051 8,053 (2) (0.0)
Other operational expenses (11,984) (11,407) (577) 5.1
Establishment of allowance for
(2,999) (2,337) (662) 28.3
impairment losses
Operational profit 6,931 8,251 (1,320) (16.0)
Non-net operating income (expenses) - - - -
Profit before tax expense 6,931 8,251 (1,320) (16.0)
In 2025, the Consumer Banking segment managed to record growth in credit and third-party funds of 9.8%
and 3.5% respectively compared to the same position in 2024. This growth in third-party funds was driven
by the increase in consumer segment savings to 6.6% in 2025. This is in line with BNI’s strategy to focus
on encouraging the increase of CASA and optimizing transactional banking by utilizing the potential of the
value chain and increasing transactions through wondr by BNI.
On the profitability side, income before tax in 2025 was recorded at IDR6.9 trillion, or a decrease of 16.0%
YoY. This decline was caused by pressure on interest expense as an impact of tight liquidity conditions.
Nevertheless, fee-based income grew by 2.8% YoY in line with the penetration of transaction volumes,
including through digital channels.
Productivity, Operational and Business Performance of Credit Cards
Credit card productivity was reflected in the positive growth of credit card outstanding throughout 2025.
Credit card outstanding in 2025 experienced a growth of 8.9% compared to the position at the end of 2024.
This is in line with the credit card strategy to continue encouraging the digitalization of products and services
as well as expanding the penetration of merchant ecosystems and partnerships.
Increase (Decrease)
2025 2024
Product Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Credit Card 16,330 15,000 1,330 8.9
Consumer Banking
The consumer retail segment manages individual easy access to and financial services to facilitate
customers in the affluent, upper mass and mass customer transactions, as follows:
categories that are differentiated based on the 1. Home Ownership Credit – BNI Griya
management of AUM up to IDR1 billion. The BNI Griya is a credit facility aimed at individuals
customer business strategy focus in the consumer for the needs of owning residential houses,
retail segment is based on the payroll business, apartments, shophouses and holiday homes
professionals and business owners to selectively (villas) for purchasing plots/land, construction,
target solution-based financial transaction needs. renovation, refinancing, take over and top up.
These transaction needs are packaged in a profitable 2. Unsecured Credit – BNI Fleksi
bundling package to create close loop transactions BNI Fleksi Unsecured Credit is an unsecured
for all customers’ financial activities. loan facility intended for individual applicants,
specifically payroll customers such as active
The consumer retail segment offers a wide range employees, prospective retirees, retirees,
of financial solutions for customers both through professionals, as well as BNI Emerald/Private
customers, to meet all consumer needs.
2025 Annual Report
267
PT Bank Negara Indonesia (Persero) Tbk
Page 270
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
3. BNI Instan c. TAPPA (Taplus Employees/Members), is a
BNI Instan is a credit product guaranteed by savings intended for employees/members of a
Deposits, Savings, BNI Current Accounts and company/institution/association/professional
Government Securities (SBN) which can be organization that collaborates with BNI
traded. which functions as a means of savings and
4. Credit Card employee/member identity cards.
Credit cards are a consumer loan product as d. Taplus Muda, is a savings product in the form
a means of payment using cards or virtual of savings intended for young people with
cards which can be used by individuals and ages ranging from 17 (seventeen) years to 35
corporations to make payments for obligations (thirty-five) years.
that arise, such as shopping transactions and/ e. Taplus Anak, is a savings product to help teach
or cash withdrawals. BNI credit card products children to save from an early age, intended
consist of: for children under 17 (seventeen) years of
a. Regular Credit Cards, consisting of BNI Visa age.
Gold, BNI Mastercard Gold, BNI JCB Gold, f. Tapenas & Lifegoals, are term savings
BNI Amex Vibe, BNI Mastercard Titanium, BNI products and features to help financial
Visa Platinum, BNI JCB Precious, BNI JCB planning to realize future goals with more
Ultimate, BNI Mastercard World, BNI Visa certainty through a monthly autodebit feature
Signature, and BNI Visa Infinite. with higher fund development than regular
b. Co-Branding Credit Cards, consisting of savings. These facilities can be accessed
Garuda BNI, BNI Pertamina, BNI Telkomsel, through the wondr by BNI application or
BNI Bank BJB, BNI LOTTE Mart, BNI Batik Air, opened at BNI branch offices.
BNI Siloam Hospitals, BNI XL Prioritas, and g. wondr multicurrency, is a savings product
BNI MAP Club. in the form of savings with options for up
c. Affinity Credit Cards, consisting of: University to 12 foreign currencies with transaction
Affinity Cards, Alumni Association Affinity capabilities in local currencies of more than
Cards, Community/Organization Affinity 32 countries and real-time foreign exchange
Cards, and Company Employee Affinity Cards. trading transactions.
d. Corporate Credit Cards, consisting of: BNI 2. Current Account Product
Visa Corporate Card Gold, BNI Visa Corporate The consumer segment offers Individual
Card Platinum, BNI Mastercard Corporate Giro products to its customers as escrow and
Card, BNI Kartu Kredit Indonesia. transactional accounts. Together with other
e. Private Label Credit Cards consisting of: products, Individual Giro is offered to consumer
BNI Travelling Card, BNI Health Card, BNI segment customers in the form of a bundling
Distribution Card, and BNI Gasoline Card. package together with other consumer products.
f. BNI Kartu Tunai is a revolving unsecured loan The focus of the offer is aimed at Business
that can be converted into fixed installments, Owner customers as an effort to work on the
can only be used to make cash withdrawals cash-to-cash business cycle from upstream to
at BNI branches or ATMs. BNI Kartu Tunai downstream so as to create a one-stop-solution
also collaborates with fintech companies by for Business Owner customers’ finances.
providing loans in the form of cash loans 3. Deposit Product
carried out with a peer to peer lending scheme. BNI Deposito is a term savings in various choices
of currencies (IDR/USD/SGD/JPY/HKD/EUR/GBP/
To manage customer deposits or TPF, BNI has a AUD) with attractive interest rates. BNI Deposito
variety of savings products to meet the needs of all can be an investment choice for customers who
customers, which include savings, current accounts want relatively higher returns.
and deposit products.
1. Savings Products
a. Tabungan Plus (Taplus), is a savings account
that provides PLUS services with various
features and benefits.
b. Taplus Bisnis, is a savings product intended
for business actors and non-business actors,
both individuals and non-individuals, which
is equipped with features and facilities
that provide convenience and flexibility in
supporting business ventures.
268 A Heart that Serves, Growing with Indonesia
Page 271
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Wealth Management
BNI Wealth Management targets individual customers with Assets Under Management (AUM) of IDR500
million and High Net Worth Individual (HNWI) customers with Assets Under Management (AUM) ≥ IDR1
billion, which are classified into two main segments, namely BNI Emerald with a minimum AUM of IDR1
billion and BNI Private Banking with a minimum AUM of IDR15 billion.
In executing its business strategy, BNI Wealth Management focuses on strengthening its position as a
bank that is strong in Global Privilege by prioritizing high-quality services, both domestically and overseas.
This strategy is supported through strong synergy with BNI Group as well as collaboration with Top Tier
Investment Managers in Indonesia and Singapore, to provide comprehensive wealth product solutions.
The range of products offered includes Mutual Funds, Bonds, Treasury Products, and Bancassurance, which
are designed to meet customers’ wealth management needs in a comprehensive and sustainable manner.
Wealth Management Segment Performance
Increase (Decrease)
2025 2024
Description Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
AUM 224,110 204,318 19,792 9.7
FBI Investasi 389 288 101 35.1
In 2025, Wealth Management AUM grew by 9.7% financial inclusion, and offer integrated financial
YoY. This growth was primarily supported by the BNI solutions to enhance customer experience and
Private Banking segment, which grew aggressively loyalty. These conditions present the Consumer
by 30%YoY, while the BNI Emerald segment recorded segment with opportunities to continue recording
growth of 5% YoY. sustainable growth in the future.
The composition of Wealth Management assets To optimize the potential for consumer business
under management is still dominated by short- growth, BNI will implement a strategy focused
term products such as savings and time deposits. on increasing transaction-based Retail CASA to
However, along with the increasing understanding strengthen a stable and low-cost funding structure.
and needs of customers regarding yield optimization, BNI will also continue the sustainable development
more customers are diversifying their portfolios into of digital channels to enhance convenience, ease,
investment products, particularly Mutual Funds, and service quality for customers. This strategy
which recorded significant growth of more than is reinforced by increasing business penetration
278% YoY. sourced from the value chain of wholesale segment
customers, thereby expanding the retail customer
In line with the AUM growth, Wealth Management base organically. In addition, BNI will offer product
business performance was also reflected in the bundling packages tailored to customer needs as
increase in FBI, which grew by 20% YoY, primarily part of providing integrated and high-value-added
driven by the performance of investment products one-stop solutions.
which increased by 35% YoY.
Consumer Banking Work Plan for 2026
Consumer Banking Business Prospects for 2026 In 2026, the Consumer Banking Segment is expected
In 2026, Indonesia’s economy is expected to to be one of the main driving forces of BNI’s business
continue its upward trend amidst high global with the following strategic highlights:
economic uncertainty. In line with these conditions, 1. Focus on Digital Transformation and Customer
the business outlook for Consumer Banking in Journey. BNI continues to strengthen digital
2026 is expected to remain strong and has the banking as the main pillar of the consumer
potential to continue being the main driver of BNI’s banking strategy to acquire, serve, and retain
business growth. The banking industry is required to retail customers.
continuously improve digital capabilities, broaden
2025 Annual Report
269
PT Bank Negara Indonesia (Persero) Tbk
Page 272
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2. Strengthen institutional payroll as the main 6. Increase the credit card business through quality
anchor for consumer customer acquisition, acquisition of selected customers, tapping
CASA growth, and as an entry point for cross- into the potential of business ecosystems,
selling consumer products. and increasing transaction volume through
3. Develop merchant and business owner strengthening digital capability.
ecosystems that focus on increasing customers’ 7. Differentiate the proposition (particularly for
closed-loop transactions, fund placement, and Private Banking customers) by providing hyper-
the organic expansion of the consumer customer personalized financial advice to preserve wealth
base. across generations, including access to global
4. Strengthen consumer banking business within wealth services through collaboration with
the education ecosystem as an entry point for overseas branches (e.g., Wealth Singapore).
young generation acquisition and building digital 8. Enhance the competitive position of the BNI
banking engagement from an early age. Group by driving the penetration of Subsidiaries
5. Expand quality consumer credit with selected within BNI’s customer base.
partners, strengthening and accelerating the
end-to-end consumer credit process, as well as
disciplined and measurable risk management.
TREASURY & INTERNATIONAL BANKING
In the Treasury & International Banking segment, BNI is committed to providing comprehensive financial
solutions (one-stop financial solutions) while consistently prioritizing customers’ needs and risk profiles.
This commitment is delivered through best-in-class banking products designed to support the business
activities of both local and international customers.
Treasury & International Banking Customer Profile Parameters
Parameter Customer Profile
a. Domestic:
1. Banking and Non-Banking Financial Institutions; Regulatory and Non-Regulatory Pension Funds;
Bank Himbara Subsidiaries; Indonesian Financial Group (IFG); Fintech related to financing; Venture
International Capital
Banking b. Overseas:
1. Financial Institutions, both Bank and Non-Bank, located overseas, including remittance companies.
2. Companies that are located and legally incorporated overseas.
3. The Indonesian diaspora residing abroad.
Plans and Strategies for the Treasury & International Banking Segment in 2025
In 2025, the Treasury & International Banking segment is committed to delivering comprehensive financial
solutions while implementing strategic initiatives to maintain healthy liquidity conditions, strengthen capital
adequacy, and maximize profit contribution in both domestic and international markets. Throughout 2025,
Treasury & International Banking implemented the following strategies:
1. Treasury
a. Financial Strategies
i. Optimizing the management of rupiah and foreign currency liquidity.
ii. Maximizing excess liquidity by placing funds in instruments offering the most optimal returns
(yield), while continuing to consider short-term liquidity requirements.
iii. Expanding the securities portfolio and foreign exchange trading book with measured risk, through
both primary and secondary markets.
iv. Optimizing the management of the securities banking book and Net Open Position (NOP), taking
into account liquidity needs, customer requirements, regulatory ratios, and domestic and global
financial market conditions.
v. Enhancing the management of hedging products to strengthen the delivery of hedging solutions
to customers, increase fee-based income (FBI), and support financial market deepening.
vi. Optimizing wholesale and retail treasury transactions through BNI’s digital platforms for foreign
exchange and bond products.
270 A Heart that Serves, Growing with Indonesia
Page 273
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
vii. Optimizing the carryover of USD/IDR open with customer segmentation, alongside
positions with disciplined and measurable aggressive marketing of digital Treasury
risk management. products to increase transaction volumes
viii.Enhancing yield enhancement products to in foreign exchange, derivatives, and
increase fee-based income, supported by bonds from flow customers.
prudent risk management. 2. International Banking
ix. Optimizing the use of BNI’s digital a. Portfolio Strategy
platforms to improve bond investment Optimizing exposure to high-quality Financial
services and foreign exchange transaction Institutions (FI) and Non-Bank Financial
utilization, thereby enhancing customer Institutions (NBFI) through a selective and
experience. risk-based approach. The FI portfolio is
x. Optimizing the utilization of supporting focused on strengthening bank-to-bank
tools for daily transaction activities and relationships that support transaction
customer portfolio management. services, liquidity management, and trade
financing. Meanwhile, the NBFI portfolio is
b. Non-Financial Strategies directed toward sustainable partnerships
i. Developing and migrating the Treasury with long-term growth potential, with a focus
Management System (TMS) to better on providing services to top-tier companies
support Treasury business operations. within the non-bank financial and financing
ii. Strengthening synergy with related industries.
business units, including Corporate
Banking, Institutional Banking, Syndication b. Business Strategy
& Corporate Solution, International, and Driving growth through increased volume
Regional/Branch Offices, to acquire top-tier and quality of cross-border transactions, the
and diamond clients, including through development of trade finance and transaction
regional sales initiatives. banking solutions, and optimization of the role
iii. Proactively providing education and of overseas branches (KLN) as regional hubs.
offering hedging products to customers to For the FI segment, the strategy emphasizes
enable them to select appropriate hedging enhanced cross-network collaboration,
solutions aligned with their business expansion of international transaction
characteristics and risk appetite, for FX and services, and strengthening the Bank’s role in
bond products (including bond forwards payment flows and liquidity management. For
and bond options). the NBFI segment, the focus is on developing
iv. Enhancing the competencies and value-added services, including custodial,
capabilities of marketers, relationship trustee, and digital solutions that enhance
managers, and front liners across business efficiency and scalability. The NBFI segment
units, regional offices, and branches in also continues to support the provision
Treasury products as a one-stop solution of financial services, such as productive
for customer needs, while increasing lending, to top-tier financing companies,
cross-selling and market share from flow while collaborating with various stakeholders
customers. within the financial and insurance industries
v. Positioning the Bank as a treasury expert to reinforce BNI’s position as a key player in
by providing knowledge enhancement the market.
and product literacy on Treasury products
to both internal and external stakeholders, All of these strategies are supported by
including serving as a resource person and transformation initiatives encompassing
regulatory partner in support of financial the strengthening of digital capabilities,
market deepening. enhancement of service quality, and
vi. Strengthening customer engagement, continuous improvement of processes and
particularly among potential customers, governance. The Bank remains committed to
through customer loyalty programs, upholding the principles of Good Corporate
sharing sessions, customer gatherings, Governance to ensure that business growth
and workshops related to Treasury is aligned with prudent risk management and
products, aimed at increasing Treasury sustainable compliance.
transaction market share.
vii. Implementing effective and efficient
marketing strategies through above-the-
line and below-the-line initiatives aligned
2025 Annual Report
271
PT Bank Negara Indonesia (Persero) Tbk
Page 274
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Profitability of Treasury & International Banking
Increase (Decrease)
2025 2024
Profitability Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Net interest incomes 1,580 1,498 82 5.5
Other operating incomes 4,022 3,084 938 30.4
Other operating expenses (1,919) (1,730) (189) 10.9
Allowance for impairment losses (47) (25) (22) 90.1
Operating profit 3,637 2,827 810 28.6
Net non-operating income (expenses) - - - -
Profit before tax 3,637 2,827 810 28.6
International & Financial Institutions Moreover, excellence in institutional relationships
International & Financial Institutions offers a one- with Financial Institutions (FI) and Non-Bank
stop financial solution to support the business Financial Institutions (NBFI), both domestically and
activities of both local and international customers, abroad, plays a major role as the primary driver
comprehensively covering credit distribution, fund for the integration of BNI’s international financial
management, and other transactional activities. ecosystem. This is achieved by leveraging global
networks, product capabilities, and cross-unit
International & Financial Institutions serves as the synergies to support transaction flows, funding, and
main bridge between domestic and international investments related to Indonesia.
business activities, also acting as an enabler for
increasingly complex cross-border trade flows, The presence of this international network
investments, and financial transactions. strengthens BNI’s role as a strategic partner in
supporting international business activities while
Through Overseas Offices, the integration between opening wider access to financial services. This
products, services, and international networks provides a tangible contribution to strengthening
enables BNI to establish efficient, secure, and Indonesia’s economic position on the global stage
sustainable transactions. Furthermore, the and supports the expansion efforts of corporate and
presence of overseas branches (KCLN) in various retail customers into international markets.
international financial and trade centers provides
significant strategic value. KCLN functions as a Through its extensive international network, BNI’s
distribution channel for cross-border services, as Overseas Branches (KCLN) support the financing
well as a source of market information and a means needs of large corporations in cross-border
to strengthen business relationships. KCLN also trade activities, including trade finance, foreign
serves as a vehicle to expand BNI’s presence in the exchange risk management (forex hedging), and
global ecosystem, supported by human resources liquidity management (treasury management).
who possess both international and local expertise. BNI’s Overseas Branches (KCLN) serve as strategic
partners for companies expanding their operations
International & Financial Institutions into international markets by providing services
Competitive Advantages and Innovations such as advisory, project financing, and structured
financing.
Competitive Advantages
BNI continues to assert its position as the Indonesian BNI’s Overseas Branches (KCLN) actively facilitate
bank with the largest global network. BNI’s cross-border trade transactions, ranging from trade
international network includes Overseas Branches settlement to cross-currency payments, to ensure
(KCLN) spread across various world financial centers, the smooth operations of corporate customers. With
such as Singapore, Hong Kong, Tokyo, London, New a focus on the wholesale segment, BNI continues
York, and Seoul. Furthermore, BNI also maintains to innovate to provide financial solutions designed
Representative Offices in Amsterdam and Sydney, to drive global business growth and enhance
as well as a Sub-Branch in Osaka and a remittance the competitiveness of Indonesian companies in
branch in Singapore, strategically expanding its international markets.
reach into global markets.
272 A Heart that Serves, Growing with Indonesia
Page 275
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
As a form of commitment to the Indonesian Through synergy with various parties, BNI’s
diaspora, BNI’s Overseas Branches (KCLN) provide Overseas Branches (KCLN) also support the growth
support to diaspora entrepreneurs abroad through of Indonesian trade with other countries and
financial solutions designed to support their investment into Indonesia from abroad, in line with
business development and business matching the company’s strategy to strengthen the global
with Indonesian entrepreneurs through the Xpora network and provide the best services to both
program. BNI assists diaspora entrepreneurs in corporate customers and diaspora entrepreneurs.
contributing to the strengthening of the Indonesian
economy while reinforcing cross-border business
relationships.
International & Financial Institutions Sector Productivity
Increase (Decrease)
2025 2024
Productivity Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Total Credit 47,823 45,678 2,145 4.7
Total Third Party Funds 29,198 25,716 3,482 13.5
Current Account 7,917 8,456 (539) (6.4)
Savings 220 173 47 27.5
Deposits 21,062 17,088 3,973 23.3
In 2025, International Banking segment loans grew by 4.7% YoY in line with the increasing portfolio of non-
bank financial institution customers. Furthermore, Third-Party Funds also recorded an increase of 13.5% YoY,
supported by the optimization of low-cost funds from customers.
International & Financial Institutions Prospects, Potential and Strategy for 2026
The International & Financial Institutions Division is committed to continuous development in line with the
increasing activities of FIs and NBFIs in supporting trade, investment, and financial market development.
The need for reliable, efficient, and global-standard cross-border transaction services will continue to rise,
providing opportunities for BNI to strengthen its role as a strategic partner.
In 2026, BNI focuses its strategy on strengthening the international network by optimizing the role of
Overseas Branches (KCLN) and the correspondent banking network through several initiatives:
a. Strengthening support for Indonesia-related businesses, both for national corporations expanding
abroad and for international entities with business links to Indonesia. By leveraging the global network,
BNI is expected to provide more integrated international banking services.
b. BNI also targets an increased role in investor relations, primarily in providing financial services to
facilitate investment flows from abroad into Indonesia, particularly through strengthening international
desk functions and developing partnerships with overseas NBFIs.
c. Strengthening cross-border transactions remains a primary focus in deepening relationships with the
FI segment. Through the optimization of international transaction infrastructure, increased collaboration
with global FIs, and the utilization of the correspondent network, BNI strives to enhance the quality and
scale of cross-border transaction services.
With a strong foundation in the FI and NBFI segments, along with increasingly solid international network
support, BNI is expected not only to be a driver of international business growth but also to contribute
significantly to strengthening the national financial ecosystem and enhancing BNI’s global competitiveness.
2025 Annual Report
273
PT Bank Negara Indonesia (Persero) Tbk
Page 276
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Testimony Testimony
Luther T. Panjaitan Ferdian Timur Satyagraha
Head of PR and Government Director of Finance and
Relation BYD Indonesia Strategic Planning
PT Pegadaian
BYD extends its highest appreciation to PT Bank Negara Pegadaian and BNI have built a very strong partnership in
Indonesia (Persero)Tbk for the support provided in the issuance funding and transaction services, ranging from loan facilities
of Bank Guarantee Under Counter (BGUC) with a total value and business collaboration to collection, disbursement,
of IDR16.5 trillion. BNI has demonstrated strong capabilities and integrated API payment solutions that speed up and
in meeting BYD’s expectations, particularly in terms of service simplify payments. This synergy has significantly supported
responsiveness and adherence to the required Service Level our liquidity management, improved operational efficiency,
Agreement (SLA). The issuance of this BGUC constitutes a and delivered a more convenient transaction experience for
critical component in supporting the smooth execution and Pegadaian’s customers across Indonesia.
realization of BYD’s strategic investment plans in Indonesia,
and reflects BNI’s role as a reliable and responsive banking
partner for global investors.
Testimony Testimony
Sylvanus Gani Kukuh Feriansyah
Mendrofa Owner Bakso Rindu Kampung
Director of PT Adira Dinamika and Halo Indonesia Restaurant at
Multi Finance Tbk South Korea
BNI has always shown commitment, professionalism, and I would like to express my sincere appreciation for the support
responsive support in meeting Adira Finance’s banking and provided by BNI Seoul, which has enabled our business to
financing needs. The collab we’ve created not only gives grow successfully in South Korea.
benefits in business terms but also builds s trust and a long-
term, sustainable partnership. We are confident that the We have been a debtor of BNI Seoul since 2022 to date, during
collaboration between Adira Finance and BNI will thrive and which BNI Seoul supported the financing of our first business
grow long into the future. venture, the Indonesian restaurant Bakso Rindu Kampung,
located in the Itaewon area of Seoul, through a Diaspora
Loan facility with competitive interest rates and a streamlined
process. With the support from BNI Seoul, we have been able
to expand our business by establishing new branches in other
strategic locations.
We hope that the support from BNI Seoul will continue in line
with the growth of our business, so that Indonesian MSMEs in
South Korea can continue to develop and thrive.
274 A Heart that Serves, Growing with Indonesia
Page 277
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Testimony Testimony
Mr. Nishiyama Ibu Suprapti
PT Ohkuma Industries Indonesia Owner Waroeng Padang Lapek
Amid intensifying global competition that requires export- As diaspora entrepreneurs, we build our business far from
oriented local companies to achieve greater efficiency in our homeland with many limitations, including access to
terms of cost of funds, PT Ohkuma Industries Indonesia has financing. A central kitchen is very important for Waroeng
greatly benefited from the support provided by BNI through Padang Lapek because all of our cooking processes are carried
facilities under its International Banking products since 2022. out in one place to ensure consistent taste quality. Financing
This support includes, among others, Standby Letter of Credit support from BNI has helped us gradually and realistically
(SBLC) guarantees issued by The Shoko Chukin Bank. With realize this need. We found the process to be quite clear and
the assistance of BNI’s International Desk, Ohkuma Industries suited to the conditions of a small business that is growing
Indonesia has been able to continue developing its business overseas.
through ongoing expansion initiatives. The collaboration
between BNI and The Shoko Chukin Bank in providing SBLC For us, BNI’s presence is not only as a bank, but as a partner
guarantees to PT Ohkuma Industries Indonesia represents that understands the journey of Indonesian diaspora
tangible support for strengthening economic relations businesses. The approach feels personal and uncomplicated,
between Indonesia and Japan. We view this initiative as a making it easier for us to manage our day-to-day operations.
concrete effort to optimize foreign investment in Indonesia, This support gives us the confidence to continue growing and
particularly in light of the increasing inflow of foreign direct to create job opportunities for the surrounding community.
investment, especially from Japan. We see BNI’s commitment as a tangible form of support
for Indonesian diaspora entrepreneurs so they can grow
We hope that the cooperation among Bank BNI, The Shoko sustainably.
Chukin Bank, and Ohkuma Industries Indonesia will continue,
delivering mutual business benefits to all parties involved
and, ultimately, contributing to the continued growth of the
Indonesian economy.
Treasury a. Forex – TOD
In the Treasury segment, BNI provides investment Buying and selling foreign exchange where
solutions while still prioritizing customer needs the transaction agreement and transaction
and risk types and offers the best banking products. settlement are carried out on the same day.
Treasury business activities include foreign exchange b. Forex – TOM
(forex), money market, fixed income and derivative Sale and purchase of foreign currency where
transactions. BNITreasury is spread across Indonesia transaction settlement is carried out 1 (one)
through head offices and regional offices (Treasury working day after the transaction agreement
Regional Areas) in major cities in Indonesia, namely date.
Medan, Batam, Palembang, Bandung, Semarang, c. Forex – SPOT
Solo, Surabaya, Denpasar, Balikpapan, Manado Sale and purchase of foreign currency where
and Makassar. BNI also provides web-based digital transaction settlement is carried out 2 (two)
transaction solutions through BNIFX and through working days after the transaction agreement
the BNI Mobile Banking application (Mobile FX and date.
Secondary Bond Investment Features) and wondr d. Forex – Bank Notes
by BNI (wondr multicurrency and Foreign Transfer Transactions involving the exchange
Features). of physical ownership of the currency
(banknotes) involved in the transaction.
Variety of Treasury Products and Services 2. Investment
BNI Treasury products are classified into Treasury investment products consist of Bonds,
Transactional products, Investment products and Depo Swap, and Market Linked-Dual Currency
Hedging products: Investment (ML-DCI). Details related to investment
1. Transactional products are described as follows:
These transactional products consist of a. Bonds
ForexTOD, Forex-TOM, Forex-SPOT, and Forex- Bonds are proof of debt from the issuer which
Bank Notes. Details related to transactional will be repaid at maturity in accordance
products are described as follows: with previously determined conditions and
conditions. Bond transactions that can be
carried out between the Treasury Division and
Individual Customers include the following
transactions:
2025 Annual Report
275
PT Bank Negara Indonesia (Persero) Tbk
Page 278
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
• The primary market including corporate • Minimum placement is IDR100 million or
bonds and non-retail Government bonds; USD75,000.
• The secondary market including corporate b. Money Market Account (MMA)
bonds, Government retail bonds, • Minimum term of fund placement is 1
bonds and Non-retail Government and (one) day up to 1 (one) year
Government bonds of other countries. • Interest rate refers to interbank interest
b. Depo Swap rate;
Depo Swap is an investment product in foreign • Can be disbursed at any time;
currency with a maximum rate of return and • Minimum placement is IDR1 billion or
100% guaranteed investment principal. Depo USD100 thousand.
Swap is a combination of forex transactions 4. Hedging
in the form of FX Swap and deposits. In a. Forward Currency
this transaction, the customer exchanges Buying and selling foreign currency where
their foreign currency with another foreign the transaction settlement is carried out more
currency and at the same time exchanges than 2 (two) working days after the transaction
the foreign currency back in the future at date. The exchange rate used in this forward
the tenor and exchange rate determined at transaction takes into account forward points.
the beginning of the transaction agreement. • Domestic Non-Deliverable Forward
The exchange rate gain on foreign currency (DNDF)
exchange transactions (forex gain) is an Standard (plain vanilla) foreign currency
optimal return on the customer’s investment derivative transactions against the rupiah
in placing funds. in the form of forward transactions with
c. Market Linked-Dual Currency Investment (ML- a fixing mechanism carried out in the
DCI) domestic market. The fixing mechanism
Market Linked-Dual Currency Investment is a transaction settlement mechanism
(ML-DCI) ML-DCI is a structured product, a without movement of principal funds by
combination of foreign currency savings calculating the difference between the
products and FX Options. This product forward transaction rate and the reference
provides high returns when compared to rate on a certain date specified in the
conventional savings products as it combines contract (fixing date).
savings products with a view of exchange • PAR Forward
rate movements. This product has the Par Forward is a derivative contract to
characteristic of being non-capital protected/ carry out a series of sales/purchases of
does not guarantee the investment principal. a currency (reference currency) against
d. Depoplus another currency (non-reference currency)
Depoplus is a structured product which is a in a period, where the settlement/delivery
combination of a savings product and an FX of funds (settlement) is carried out in more
Digital Option derivative transaction. This than 2 (two) working days after the date of
product provides high returns compared to the transaction agreement (trade date).
conventional savings products as it combines • Flexible Forward
a savings product with a view of exchange Flexible Forward is a derivative contract
rate movements. This product has the that provides flexibility to sell/purchase
characteristic of being principal protected/ a currency (reference currency) against
guarantees the investment principal until the another currency (non-reference currency)
transaction maturity. within a period, at an exchange rate agreed
3. Deposits upon at the start of the transaction (trade
The Treasury Deposit products consist of Deposit date).
on Call (DOC) and Money Market Account (MMA). b. Currency Swap
Details regarding these deposit products are as ‘Buy and sell’ or ‘buy and sell’ transactions of
follows: a currency against another currency carried
a. Deposit on Call (DOC) out (simultaneously) at the same time with
• Funds are placed for a minimum period of the same counterparty (customer).
3 (three) days up to 30 (thirty) days; c. Currency Option
• The interest rate is based on the interbank An agreement to give the right and not the
interest rate; obligation of the seller (option writer) to the
• Can be withdrawn at any time; buyer (option holder) to buy or sell a certain
276 A Heart that Serves, Growing with Indonesia
Page 279
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
nominal amount of currency for the future at a Treasury Competitive Advantage and Innovations
predetermined price (strike price) at or before Throughout 2025, BNI Treasury, as one of the key
a certain time (expiry date). players in the market in Indonesia, continued to
d. Interest Rate Swap (IRS) demonstrate excellent performance. This was
An agreement between two parties to reflected in the awards received throughout the
exchange a series of fixed interest payments fiscal year at the international level, including: Best
(fixed rate) in one currency with a series FX Bank for Retail Clients - Alpha Southeast Asia,
or series of fluctuating interest payments Best Corporate Treasury Sales and Structuring Team
(variable rate) in the same currency (or vice - Alpha Southeast Asia, Most Active Fxall Bank
versa), without exchanging the loan principal. (Taker) - LSEG FX, and First Runner Up Best State
e. Overnight Index Swap (OIS) Bank - LSEG FX. Meanwhile, at the national level,
OIS is an interest rate derivative product, the awards and appreciations received included:
namely a contract/agreement between 1. The Most Engage Dealer (Total Transaction
2 parties to exchange interest rate flows Frequency) - SPPA-IDX
in Rupiah periodically during a certain 2. The Most Active Price Taker Trader - SPPA-IDX
contract period, which is calculated using 3. Pilot Service User in the Implementation of
a daily interest basis (Daily Compounding). Repurchase Agreement Transactions (Repo
The transaction scheme is the same as the Transactions) in the Alternative Market Provider
Interest Rate Swap (IRS), but the method for System (SPPA) - SPPA-IDX
calculating interest is daily compounding 4. Best Financial Sector Award in the Sustainability
with the overnight reference interest rate. Category with Sustainability Bond Innovation –
f. Cross Currency Swap (CCS) IDX
An agreement between two parties to 5. Best Rupiah Monetary Control Partner Bank 2025
exchange loan principal and interest payments - Bank Indonesia
in a different currency. The exchange of loan 6. The Most Active RFO Trader - SPPA-IDX
principal uses the exchange rate at the start of 7. The Most Active RFQ Trader - SPPA-IDX
the transaction. 8. The Most Active Market Maker Trader - SPPA-IDX
g. Call Spread Option (CSO) 9. The Most Active Price Giver Trader - SPPA-IDX
Call Spread Option is a Structured Product 10. JIBOR Contributor Bank “Appreciation for
with a combination of 2 (two) Currency commitment, dedication, contribution, and role
Option transactions, namely Buy Call Option in supporting the transparency of the rupiah
(purchase of the right to buy a certain currency) benchmark interest rate” - Bank Indonesia.
and Sell Call Option (sale of the right to buy a
certain currency), with nominal and term the In 2025, BNI continued to campaign for the use
same transaction time but with different strike of the wondr by BNI application, which facilitates
prices for each Buy Call Option and Sell Call customers in conducting foreign exchange
Option. transactions. With the Foreign Exchange Transaction
• Series of Call Spread feature on wondr by BNI, customers can conduct
Series of CSO is a contract for a series of foreign exchange transactions more easily, quickly,
call spread options within a period. and conveniently, with competitive exchange rates.
For treasury transactions, BNI always follows
regulatory provisions from the Regulator, and is
actively involved in developing market deepening,
including as a Bank Indonesia Agent in carrying out
monetary operations for market stability, and as a
BNI Main Dealer actively is involved in the issuance
of primary market bonds for SBN and SBSN carried
out by the Government.
2025 Annual Report
277
PT Bank Negara Indonesia (Persero) Tbk
Page 280
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Productivity, Operating and Business Performance of the Treasury Segment
Fee Based Income Treasury
Increase (Decrease)
2025 2024
Fee Based Income Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Marketable Securities Related 2,955 1,859 1,096 59.0
FX Related 1,039 1,261 (222) (17.6)
Total Fee Based Income 3,994 3,120 874 28.0
BNI Treasury segment continues to focus on serving Treasury Segment Strategy in the Coming Year
customer transaction needs, especially Forex Here are some the expansion strategies of Treasury
Related and Marketable Securities transactions. In to support achievements in the coming year 2026:
2025, BNI Treasury recorded an increase in feebased
income of 28,0% (YoY) driven by an increase in Financial Strategy
customer transaction volume. 1. Strengthen comprehensive Rupiah and foreign
exchange liquidity management, covering
Prospects and Potential structural liquidity, intraday liquidity, and
Looking ahead, the dynamics of the global and customer behavior-based liquidity projection
domestic economy in 2026 are expected to remain management, to ensure the Bank’s resilience
faced with various challenges. Amidst these amidst market volatility and funding tightening.
conditions, Indonesia’s domestic market is expected 2. Diversify and optimize liquidity sources, through
to continue demonstrating good resilience and strengthening interbank market access, utilizing
offering promising business opportunities, supported money market instruments, as well as market-
by relatively strong economic fundamentals. based funding, to reduce dependence on specific
funding sources and enhance balance sheet
Bank Indonesia views that Indonesia’s economic flexibility.
outlook in 2026 remains positive, with maintained 3. Selective and risk-based excess liquidity
economic growth, controlled inflation, and exchange management, by placing funds in optimal yield
rate stability supported by a consistent mix of instruments without sacrificing short-term
monetary and macroprudential policies. In line with liquidity readiness and balance sheet stability.
this, the banking sector’s performance is expected 4. Optimize the management of securities portfolios
to remain solid, with credit growth supported by and treasury trading activities, in both the
investment activities, working capital financing, and trading book and banking book, through a risk-
sustainable domestic consumption. adjusted return approach, disciplined Net Open
Position (NOP) management, as well as utilizing
This outlook is driven by the continued realization opportunities in the Primary and Secondary
of investment, the strengthening of real sector Markets in accordance with domestic and global
activities, and the increasingly strategic role of market conditions.
banking intermediation in supporting national 5. Strengthen the management of market and
economic growth. Considering the market conditions exchange rate volatility, including the measured
throughout 2026, BNI Treasury is optimistic that it management of USD/IDR carry-over open
can continue to strengthen quality and sustainable positions and the implementation of a stress
business growth through prudent liquidity scenario–based treasury playbook as a decision-
management, disciplined risk management, and the making guide in extreme market conditions.
development of Treasury solutions that are adaptive 6. Develop more structured and flexible treasury
to customer needs and market dynamics. solutions and hedging products, including
structured hedging and yield enhancement
solutions, to support customer risk mitigation,
increase Fee Based Income, and meet increasingly
complex market needs.
278 A Heart that Serves, Growing with Indonesia
Page 281
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
7. Increase the role of Treasury as an active market 2. Increase synergy and collaboration across
participant and liquidity provider, through business units, including Corporate Banking,
broader participation in the domestic money Institutional Banking, Syndication & Corporate
and foreign exchange markets, and providing Solution, International, as well as Regions
real contributions to national financial market and Branches, to support the acquisition and
deepening in line with Bank Indonesia initiatives. management of top tier and diamond clients,
8. Accelerate digitalization and straight-through including through regional sales approaches.
processing (STP) of treasury activities, 3. Strengthen the role of Treasury as a center of
covering the optimization of digital platforms expertise in education, literacy, and advisory for
for foreign exchange transactions and bond Treasury products, particularly hedging products
investment, utilizing data analytics for pricing and structured solutions, both for internal Bank
and risk measurement, and enhancing customer parties and customers, as well as serving as an
experience. active partner for regulators in the context of
9. Strengthen the foundation ofTreasury governance financial market deepening.
and capabilities, through increasing human 4. Develop the competency and capability of
resource competencies, strengthening support Marketers, Relationship Managers, and Front
systems and tools, integrating the sustainability Liners, to enable them to serve as a one-stop
agenda and financial system stability, and solution for Treasury customer needs, while
strategic coordination with regulators and simultaneously driving increased cross-selling,
market players. market share, and transaction flow quality.
5. Enhance customer engagement and
Strategi Non Finansial relationship management, through customer
1. Strengthen Treasury system and infrastructure loyalty programs, sharing sessions, customer
capabilities, through the development and/or gatherings, and Treasury product workshops, to
migration of the Treasury Management System strengthen customer loyalty and increase the
(TMS) as well as the optimization of other support volume and quality of Treasury transactions.
systems, to enhance process effectiveness, 6. Strengthen governance, risk culture, andTreasury
data quality, and end-to-end Treasury decision- strategic coordination, including enhancing
making. organizational readiness, non-financial risk
management, as well as closer coordination with
regulators and market players to support the
sustainability of the Treasury function.
Treasury Customer Testimonials Treasury Customer Testimonials
Mr Wu Lei Hermin Sutanto
President Director General Manager Finance &
PT Indonesia BTR New Energy Treasury
Material Gunung Prisma Group
Through its Treasury Division, BNI has provided professional We would like to express our appreciation to Bank BNI for
and consistent support in managing our Company’s treasury being the banking partner of the Gunung Prisma Group
requirements. The availability of relevant solutions, supported since 2020. As a company engaged in iron and steel trading
by strong market insight, has helped us maintain effective with foreign currency transactions, Bank BNI has provided
management of financial transactions and foreign exchange significant support through fast and convenient payment
risk. services, as well as hedging solutions to safeguard the value
of our transactions. We highly value Bank BNI’s support and
We appreciate BNI’s commitment to delivering reliable, professionalism in ensuring the smooth continuity of our
customer-oriented services and look forward to continuing business operations.
this collaboration on a sustainable basis.
2025 Annual Report
279
PT Bank Negara Indonesia (Persero) Tbk
Page 282
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Treasury Customer Testimonials HEAD OFFICE
The Head Office segment manages BNI Wide’s assets
and liabilities, such as non-productive assets and
share investment fees for Subsidiaries. Additionally,
Aradita Priyanti
Director of Operations & Finance
the Head Office segment also manages, including
PT Sarana Multi Infrastruktur receiving allocations of operational costs for
(Persero)
services carried out centrally to other segments, as
well as income and expenses that are not allocated
to other segments.
BNI Treasury serves as a partner to PT Sarana Multi
Infrastruktur (Persero) in liquidity management through SUBSIDIARIES
Repurchase Agreement (Repo) and Swap transactions as
alternative sources of liquidity. This collaboration includes
the execution of non-bank repo transactions for the first In order to support BNI’s vision of becoming a
time in the Indonesian financial market, carried out with due financial institution that excels in service and
consideration of PT SMI’s funding requirements and risk
profile. performance in a sustainable manner, BNI
We appreciate our cooperation with BNI Treasury, particularly established several Subsidiaries operating across
in supporting PT SMI’s liquidity management through the various industries. This step is part of BNI’s strategy
provision of structured short-term funding alternatives,
thereby helping to ensure the availability of liquidity in line to become a comprehensive one-stop financial
with the Company’s operational needs and internal policies. solution, by providing a diverse range of best-in-
class products and services that address customer
needs holistically.The presence of these Subsidiaries
also strengthens the synergy of the BNI ecosystem
in creating added value and expanding business
reach sustainably.
Subsidiaries play a very important role in fulfilling the transactional needs of the community, while also
contributing to BNI’s overall performance. As of December 31, 2025, BNI had six Subsidiaries with majority
ownership, namely PT BNI Life Insurance (60.00%), PT BNI Sekuritas (75.00%), PT BNI Multifinance (99.99%),
BNI Remittance Ltd (100.00%), PT Bank Hibank Indonesia (63.92%), and PT BNI Modal Ventura (99.98%).
Financing Securities Life Insurance Remittances Bank Venture Cap.
99.99% 75.00% 60.00% 100.00% 63.92% 99.98%
Additionally, BNI holds minority share ownership in several entities, including PT Bank Syariah Indonesia
Tbk (23.24%), PT Pemeringkat Efek Indonesia (0.14%), PT Kustodian Sentral Efek Indonesia (2.50%), PT Bank
Mizuho Indonesia (1.0%), PT Kliring Penjaminan Efek Indonesia (1.11%), and PT Bank SMBC Indonesia Tbk
(0.11%).
In 2025, the Subsidiaries faced significant challenges due to market dynamics, resulting in sub-optimal
performance. Net profit was recorded at IDR146 billion, a 70.2% decrease (YoY), primarily within hibank, BNI
Finance, and the BNI Sekuritas Group. However, as an effort to strengthen the future performance of the
Subsidiaries, the optimization of BNI Group synergies continues to be intensified.
280 A Heart that Serves, Growing with Indonesia
Page 283
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Subsidiaries Profit Performance
Increase (Decrease)
2025 2024 2024-2025
Subsidiary
IDR-billion IDR-billion Nominal Percentage
(IDR-billion) (%)
BNI Life 349 280 69 24,7
BNI Sekuritas 19 86 (67) (77,7)
BNI Finance (260) (11) (249) (2,225,4)
BNI Remittance (2) (3) 1 37,6
hibank 50 132 (82) (62,0)
BNI Ventures 12 8 4 55,2
*Unaudited
PT BNI Life Insurance (“BNI Life”) Meanwhile, BNI Life recorded a premium increase
BNI Life operates in the life insurance sector including of 5.7% YoY, growing positively compared to the
Sharia life insurance. The insurance products industry, which experienced a decline.
offered by BNI Life include life, health, education,
investment, pension and sharia insurance. The To maintain this performance, BNI Life is committed
following shows is the ownership structure of BNI to innovating by creating superior products
Life. that suit market needs and making continuous
improvements, so that BNI Life can be the choice for
BNI Life Share Ownership the best insurance services and protection for the
(%)
community.
0.000003 0.000003
39.999993 The management’s strategic policies in 2025 was:
60.000000 1. Increasing Regular Premium Portfolios and
Profit-Oriented Products.
2. Improving Sustainable and Adaptive Business
Models.
3. Strengthening Corporate Financial Management.
4. Optimizing Efficiency and Operating Expense
Control.
5. Strengthening Risk Mitigation and Management.
6. Enhancing and Simplifying Business Processes.
BNI 7. Developing Superior Organization and Human
Sumitomo Life Insurance Company Resources.
Yayasan Kesejahteraan Pegawai BNI
8. Strategic Preparation for the Sharia Business
Unit Spin-Off.
Yayasan Dana Swadharma
Throughout 2025, PT BNI Life Insurance consistently
Entering 2025, the increasingly dynamic and adapted to changing conditions in pursuit of
uncertain global economic conditions demand premium growth. In addition, the company remains
that every industry player continuously innovate committed to always providing the best service to
and engage in creative disruption to maintain customers. In line with this, BNI Life continues to
competitiveness. According to data from the enhance digitalization-based business processes
Indonesian Life Insurance Association (AAJI), and developments in operational areas by
in the third quarter of 2025, the life insurance simplifying work systems in operational fields.
industry’s premium income experienced a decline
of 1.7% (YoY). This decline reflects pressures on
public purchasing power, changes in consumer
preferences, and global financial market dynamics.
2025 Annual Report
281
PT Bank Negara Indonesia (Persero) Tbk
Page 284
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Life Financial Performance
Increase (Decrease)
2025 2024
Account Nominal Percentage
IDR-billion IDR-billion
(IDR-billion) (%)
Financial Position
Non-Investment Assets 1,813 1,776 36 2.0
Productive/Investment Assets 28,818 25,145 3,673 14.6
Liabilities 24,583 21,240 3,344 15.7
Equity 6,047 5,682 366 6.4
Profit/Loss
Insurance Service Income 1,876 1,934 (58) (3.0)
Insurance Service Expenses (1,596) (1,488) (108) 7.3
Net Reinsurance Income/
(88) (50) 38 74.8
(Expenses)
Insurance Service Yields 191 395 (204) (51.7)
Investment Income 1,998 1,256 742 59.1
Insurance Financial Income/
(1,425) (948) 476 50.2
(Expenses)
Reinsurance Financial
3,5 3,6 (0,1) (1.6)
Income/(Expenses)
Other Operating Income/
(313) (297) 16 5.3
(Expenses)
Non-Operating Income/
(108) (97) 11 11.8
(Expenses)
Profit Before Tax 347 313 35 11.1
Tax 2 (33) 35 (104.7)
Net Profit 349 280 69 24.7
*Unaudited (The above performance presentation (2025 & 2024) has used PSAK 117)
In 2025, there was an increase in the growth of non-investment assets and productive/investment assets,
which grew by 2.0% YoY and 14.6% YoY, respectively. This achievement illustrates a strong financial condition
and the company’s ability to manage and enhance asset value. The increase in liabilities reflects a financial
strategy aimed at supporting business growth, demonstrating the company’s engagement in sound financial
management. The increase in equity reflects the company’s efforts to support growth through a balanced
funding strategy. This provides a positive outlook on the company’s ability to expand and compete in the
market.
Insurance service results experienced a 51.7% (YoY) decline, while investment income rose by 59.1% (YoY),
reaching IDR742.2 billion. The company’s financial performance during this period demonstrated positive
growth and efficient management, resulting in BNI Life’s net profit reaching IDR348.9 billion in 2025, or a
growth of 24.7% (YoY).
BNI Life Financial Ratio Performance
2025* 2024
Account Difference %
(%) (%)
Return on Assets (ROA) 1.2 1.1 0.1
Return on Equity (ROE) 6.0 5.0 1.0
Investment Return/Assets Return 6.9 5.0 1.9
Risk-Based Capital (RBC) 943.0 888.9 54.1
*Unaudited
282 A Heart that Serves, Growing with Indonesia
Page 285
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The strong financial performance for the 2025 fiscal year has positively impacted the achievement of BNI
Life’s financial ratios, which have also improved. The Return on Assets (ROA) increased by 0.1%, from 1.1% in
2024 to 1.2% in 2025. The Return on Equity (ROE) reached 6.0%, an increase of 1.0% compared to the previous
year, which was 5.0%. Although this increase is moderate, the improvement in ROE can be considered a
positive outcome, as it reflects the company’s ability to generate higher returns for its shareholders.
The investment yield ratio increased by 1.9%, from 5.0% in December 2024 to 6.9% in 2025. The increase
in investment returns indicates that the company’s investment strategy has successfully generated better
returns and contributed positively to overall financial performance. The Risk-Based Capital (RBC) rose by
54.1%, from 888.9% to 943.0%. This increase demonstrates that the company has a greater capital adequacy
to bear risk. It provides confidence that the company possesses strong financial resilience and is capable of
overcoming challenges over time.
In recognition of the performance achieved, BNI Life again received various awards in 2025, including the
following:
No Award Predicate Category Awarder Description Date
1 Indonesia Digital - Indonesia's Life The Iconomics This award was presented February
Financial Brands Top 20 Digital Insurance > on February 14, 2025, by The 14, 2025
Award 2025 Financial 15 T Iconomics Magazine. This award
Brands Awards serves as a form of appreciation
2025 for institutions that have
- Title: innovated within the marketing
E-Customer and digital realms in Indonesia.
Service The 2025 Digital Product Awards
are granted to companies with
2 Indonesia Popular - Indonesia's Life The Iconomics February
the highest survey scores in
Digital Product Top 20 Popular Insurance 14, 2025
Indonesia within their respective
Award 2025 Digital Products
(sub) categories.
Award 2025
- Brand: Plan
Blife
3 InvestorTrust Best BNI Life Unitlink Investortrust This award was presented February
Unit Link Award Syariah Award on February 26, 2025, by 26, 2025
2025 Balanced Fund InvestorTrust Magazine. This
- Sharia Mixed award serves as a form of
Category 5-Year appreciation for products that
Period have proven excellence in
terms of performance, while
simultaneously acting as an
incentive for life insurance
companies to issue high-quality
products capable of providing
optimal benefits to the public.
4 InvestorTrust Best BNI Life Unitlink Investortrust •BNI Life Syariah Balanced Fund, February
Unit Link Award Syariah Award Sharia Mixed category, 5-year 26, 2025
2025 Balanced Fund period
- Sharia Mixed
Category 7-Year
Period
5 InvestorTrust Best BNI Life Unitlink Investortrust •BNI Life Syariah Balanced Fund, February
Unit Link Award Syariah Award Sharia Mixed category, 7-year 26, 2025
2025 Fixed Income period
Fund - Sharia
Fixed Income
Category 3-Year
Period
6 InvestorTrust Best BNI Life Unitlink Investortrust •BNI Life Syariah Fixed Income February
Unit Link Award Syariah Award Fund, Sharia Mixed category, 26, 2025
2025 Fixed Income 3-year period
Fund - Sharia
Fixed Income
Category 5-Year
Period
2025 Annual Report
283
PT Bank Negara Indonesia (Persero) Tbk
Page 286
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Award Predicate Category Awarder Description Date
7 InvestorTrust Best BNI Life Unitlink Investortrust •BNI Life Syariah Fixed Income February
Unit Link Award Syariah Award Fund, Sharia Mixed category, 26, 2025
2025 Fixed Income 5-year period
Fund - Sharia
Fixed Income
Category 7-Year
Period
8 InvestorTrust Best BNI Life Unitlink Investortrust •BNI Life Syariah Fixed Income February
Unit Link Award Fixed Income Award Fund, Sharia Mixed category, 26, 2025
2025 SL Secure 7-year period
USD - USD
Fixed Income
Category 5-Year
Period
9 Media Asuransi Rupiah Mixed Unitlink Media This award was presented March 4,
Best Unit Link Unitlink Group Award Asuransi on March 4, 2025, by Media 2025
Award 2025 For the product: Asuransi Magazine. This award is
BLife Mixed granted to companies that meet
Combination the following requirements:
Link the product has been in
existence for at least 2 years
(as of December 30, 2022), the
product does not exhibit any
anomalies, and the company is
not involved in any binding legal
cases or sanctions from the OJK
(Financial Services Authority).
10 Media Asuransi Sharia Equity Unitlink Media 1. BLife Mixed Combination Link March 4,
Best Unit Link Unitlink Group Award Asuransi 2025
Award 2025 for Products:
BNI Life
Syariah Equity
Fund
11 Media Asuransi Sharia Fixed Unitlink Media 2. BLife Stable Fixed Income Plus March 4,
Best Unit Link Income Unitlink Award Asuransi 2025
Award 2025 Group for
Products: BNI
Life Syariah
Fixed Income
Fund
12 Media Asuransi Rupiah Equity Unitlink Media 3. Blife Liquid Money Market March 4,
Best Unit Link Unitlink Group Award Asuransi Link 2025
Award 2025 for Products:
BLife Link
Active Equity
13 Media Asuransi Rupiah Fixed Unitlink Media 4. BLife Active Stock Link March 4,
Best Unit Link Income Unitlink Award Asuransi 2025
Award 2025 Group for
Products: BLife
Link Stable Plus
Fixed Income
14 Media Asuransi Rupiah Money Unitlink Media 5. BNI Life Sharia Fixed Income March 4,
Best Unit Link Market Unitlink Award Asuransi Fund 2025
Award 2025 Group For
Product: BLife
Link Liquid
Money Market
284 A Heart that Serves, Growing with Indonesia
Page 287
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Award Predicate Category Awarder Description Date
15 Indonesian Digital The Most Life Warta ekonomi This award was presented March 21,
Innovation Award Innovative Insurance on March 21, 2025, by Warta 2025
2025 Digitalization of Ekonomi Magazine. The
Life Insurance presentation of this award
2025 for is expected to encourage
Enhancing companies to continuously
Insurance Sales develop digital innovations
through the to ensure business processes
Use of Digital become more efficient and
Platforms productive, thereby increasing
value for stakeholders.
In the Indonesia Digital
Innovation Awards 2025, BNI
Life was the recipient of the
award: The Most Innovative
Digitalization of Life Insurance
2025 for Enhancing Insurance
Sales through the Use of Digital
Platforms.
16 Indonesia Most Strategic Life Hukum Online This award was presented on May 9,
Regulatory Enterprice Insurance May 9, 2025, by Hukum Online. 2025
Compliance Awards in regular A prestigious award presented
(IRCA) compliance to appreciate companies that
sector financial have become pioneers in legal
service non compliance, this award also
bank serves as a reflection of the
company’s commitment to
maintaining legal compliance as
well as good and high-integrity
corporate governance.
17 Indonesia TOP Indonesia Life The Iconomics This award was presented May 27,
Insurance Award TOP Insurance Insurance, on May 27, 2025, by The 2025
2025 Award 2025 Asset 10-25 Iconomics Magazine as a
Trilion form of appreciation for
insurance companies in
Indonesia that demonstrate
the best performance based on
objective financial indicators.
This award not only measures
financial performance but
also encourages companies
to improve service quality and
innovation in facing industry
challenges. The Indonesia
Top Insurance Award serves
as an important indicator for
consumers and investors in
assessing the credibility and
performance of insurance
companies in Indonesia.
18 Indonesia Financial Indonesia Life Warta ekonomi This award was presented May 27,
Top Leader Award Top Leader in Insurance, on May 27, 2025, by Warta 2025
2025 Life Insurance Total Assets Ekonomi Magazine as a form
Industry 2025 Above 25 T of recognition for leaders in the
for Increasing financial services industry who
Premium play a strategic role in ensuring
Revenue that this sector remains stable,
Growth innovative, and competitive
through amidst the dynamics of the
Responsive global and domestic economy.
Service and
Business
Segment
Optimization
2025 Annual Report
285
PT Bank Negara Indonesia (Persero) Tbk
Page 288
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Award Predicate Category Awarder Description Date
19 Indonesia Exellence Indonesia Life Warta This award was presented June 25,
GCG Awards 2025 Excellence Insurance Ekonomi on June 25, 2025, by Warta 2025
Good Ekonomi Magazine. This
Corporate award is expected to serve
Governance as an inspirational platform
Ethics in that encourages superior
Integrating and sustainable corporate
Sustainability governance. The Indonesia
Initiatives into Excellence Good Corporate
Governance Governance Awards 2025 stands
Processes and as a symbol of the company's
Operations commitment to building an
Indonesian business world that
is more transparent, integrity-
driven, and competitive.
20 Investortrust Best Spesial Award Life Investortrust This award was presented on June 25,
Insurance 2025 For Sustained Insurance June 25, 2025, by the Magazine. 2025
Earnings BNI Life received the award:
Growth Investortrust Best Insurance
2025 for Sustained Earnings
Growth. This award is granted to
companies that have undergone
a rigorous selection process and
are assessed based on financial
performance, business strategy
strength, product innovation,
service quality, and commitment
to industry sustainability
21 Infobank 26th The Exellence Life Infobank This award was presented on August 1,
Insurance Award Performance Insurance August 1, 2025, by Infobank 2025
2025 Life Insurance Equity Magazine. BNI Life received
Company Class the award: The Excellent
Above 5 Performance Life Insurance
Trillion Company Equity Class Above
IDR 5 Trillion. This award is a
form of appreciation for the
company's achievement in
recording excellent performance
in 2024.
22 Indonesia Best Indonesia Best Life Warta This award was presented August 27,
Insurance Awards Life Insurance Insurance Ekonomi on August 27, 2025, by Warta 2025
2025 2025 for Total Assets Ekonomi Magazine in the
Maintaining Above 25 category of Life Insurance, Total
Performance Trillion Assets Above 25 Trillion. The
Stability award serves as an appreciation
through for insurance companies
Product for their achievements in
Development financial performance, product
and innovation, governance, and
Digitalization digital adaptation.
23 Stellar Workplace Top 5 Human Kontan This award was presented on September
Award 2025 Companies Capital September 25, 2025, by Kontan 25, 2025
with Most Magazine with the Category
Innovative Well-
Being Program
24 Stellar Workplace Top 10 Human Kontan Top 5 Companies with Most September
Award 2025 Organizations Capital Innovative Well-Being Program 25, 2025
with Best
Future-Ready
Workplace
Program
25 Stellar Workplace Top 3 Best Human Kontan Top 10 Organizations with September
Award 2025 Stellar Capital Best Future-Ready Workplace 25, 2025
Workplace Program
Award in
Medium-Size
Organizations
Category
286 A Heart that Serves, Growing with Indonesia
Page 289
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Award Predicate Category Awarder Description Date
26 Stellar Workplace Stellar Human Kontan Top 3 Best Stellar Workplace September
Award 2025 Workplace Capital Award in Medium-Size 25, 2025
Recognition Organizations Category
in Employee
Commitment
27 Stellar Workplace Stellar Human Kontan Stellar Workplace Recognition in September
Award 2025 Workplace Capital Employee Commitment 25, 2025
Recognition
in Employee
Satisfaction
28 Best Sharia Award BNI Life Best Sharia Investortrust This award was presented September
2025 Syariah Fixed Unit Link on September 30, 2025, by 30, 2025
Income Fund Sharia Investortrust Magazine with the
Fixed Category:
Income
5-Year
Period
29 Best Sharia Award BNI Life Best Sharia Investortrust • Best Unit Link Sharia Fixed September
2025 Syariah Unit Link Income Sharia 5-Year Period 30, 2025
Balance Fund Sharia • Best Unit Link Sharia Balanced
Mixed Sharia 3-Year Period & 5-Year
3-Year Period
Period
Sharia
Mixed
5-Year
Period
30 Infobank The Best Excellence Life Infobank This award was presented on October 2,
SOE 2025 Performance Insurance October 2, 2025, by Asianpost 2025
state Owned Magazine. Category: The Best
Enterprise State-Owned Enterprise (SOE)
Subsidiary 2025 category Excellence
2025 (Base Performance State-Owned
on Financial Enterprise Subsidiary 2025.
Performace
2024)
31 Infobank Sharia The Exellence Life Infobank This award was presented on October 2,
Award 2025 Performance Insurance October 2, 2025, by Asianpost 2025
Sharia Life Magazine. Category: 14th Sharia
Insurance Financial Institution Award
Bussines Unit 2025 category The Excellence
2024 (Based Performance Sharia Life
on Financial Insurance Business Unit 2025.
Performance
2024))
32 Indonesia Most 20 Most Life The Iconomics This award was presented October 9,
Innovative CFO Innovative CFO Insurance on October 9, 2025, by The 2025
Awards Awards Iconomics Magazine. Category:
Indonesia Most Innovative CFO
Awards. The Indonesia Most
Innovative CFO Awards are
presented as an appreciation to
CFOs who play a major role in
spearheading corporate financial
control.
33 Indonesia Best Best Brand Asset 25-40 The Iconomics This award was presented October 9,
Financial Awards Image in Life Trillion on October 9, 2025, by The 2025
2025 Insurance Iconomics Magazine. Category:
Indonesia Best Financial Awards
2025 Category Life Insurance
– Asset 25-40 Trillion. The
Indonesia Best Financial Awards
2025 are presented to companies
based on 4 criteria, namely
popularity, image, service, and
social contribution, which are
granted based on an online
public survey conducted across
10 major cities in Indonesia.
2025 Annual Report
287
PT Bank Negara Indonesia (Persero) Tbk
Page 290
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Award Predicate Category Awarder Description Date
34 Top Digital Financial Equity Life Life Media This award was presented on November
Award 2025 Insurance Insurance Asuransi November 12, 2025, by Media 12, 2025
above 1.5 Asuransi Magazine. Category:
trillion rupiah Life Insurance Equity above
IDR 1.5 trillion. This award
was conducted through a
comprehensive assessment
process that included secondary
research, customer surveys,
evaluation by mystery shoppers,
as well as validation from an
independent panel of judges
and industry experts, with
Pinnacle Analytics as one
of the institutions involved
in the judging process. The
assessment was also conducted
by considering five main aspects
that reflect digital maturity
and customer focus: Customer
Engagement, Customer
Experience, Customer Trust &
Perception, Customer Insight,
and Customer Inclusion.
35 Future Leaders 2025 Top 100 CEO Future Infobank This award was presented on December
Award 2025 and The Future Leaders December 8, 2025, by Infobank 8, 2025
Leaders Forum Magazine. Category: Top 100
2025. CEO and The Future Leaders
Forum 2025.
PT BNI Sekuritas (“BNI Sekuritas”) Amidst increasingly complex market dynamics and
PT BNI Sekuritas (“BNI Sekuritas”) BNI Sekuritas is the acceleration of digital transformation in the
a subsidiary of BNI that provides various financial financial services industry, BNI Sekuritas places
services, including acting as a securities broker, innovation as the primary driver in creating added
securities underwriter, mutual fund selling agent, value for customers and stakeholders. Strengthening
and other activities related to these operations, technological capabilities with the launch of
while adhering to applicable laws and regulations. New BIONS, developing adaptive products and
services, and integrating environmental, social, and
BNI Sekuritas Share Ownership Structure governance (ESG) aspects have become the focus
(%)
in supporting inclusive and responsible growth.
Through the implementation of sustainability-
25 75 oriented strategies, BNI Sekuritas is committed to
ensuring that every growth initiative not only delivers
optimal financial performance but also contributes
positively to the long-term stability of the company
and the overall capital market ecosystem.
BNI
SBI Financial Service Co., Ltd
288 A Heart that Serves, Growing with Indonesia
Page 291
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Sekuritas Financial Performance
Increase (Decrease)
2025* 2024
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 2,849 1,968 881 44.7
Obligations 1,509 667 841 126.0
Equity 1,340 1,301 40 3.0
Profit/Loss
Income 553 699 (146) (20.9)
Brokerage commissions 188 200 (12) (6.1)
Investment management fees 89 98 (9) (9.6)
Brokerage comm. from fix income
28 29 (1) (2.4)
activities
Fees from investment banking
154 298 (144) (48.3)
activities
Increase/(decrease) on net asset
1 3 (2) (67.8)
value of mutual funds
Interest revenue from fund
38 26 12 43.5
separation & bond & dividend
Gain (Loss) on trading of
13 10 3 36.0
marketable securities - net
Margin and overdue revenue 34 23 11 50.1
Others 8 12 (4) (31.1)
Business Expenses (510) (593) 83 (14.0)
Other income 21 30 (9) (28.4)
Interest & Other Finance Fees (40) (35) (5) 13.8
Total Income 574 729 (155) (21.3)
Total Expenses (550) (628) 78 (12.5)
Profit Before Tax 24 101 (77) (75.9)
Tax (5) (15) 10 (65.7)
Profit After Tax 19 86 (67) (77.7)
*Unaudited
BNI Sekuritas’ total assets in 2025 reached Rp2,849 billion, reflecting a 45% increase compared to Rp1,968
billion in 2024. This increase was primarily due to a rise in customer transaction receivables related to the
growth of the company’s securities trading activities at the end of 2025.
The Company’s liabilities as of December 31, 2025, experienced an increase, largely driven by a rise in
customer transaction payables, which corresponded with the increase in customer transaction receivables.
The change in BNI Sekuritas’ equity as of December 31, 2025, was primarily attributable to the company’s
profit for the year
BNI Sekuritas Financial Ratio Performance
2025* 2024
Account Difference %
(%) (%)
Return On Asset (ROA) 0.7 4.4 (3.7)
Return On Equity (ROE) 1.4 6.6 (5.2)
Operating Expenses to Operating Income
92.3 84.9 7.5
(BOPO)
*Unaudited
2025 Annual Report
289
PT Bank Negara Indonesia (Persero) Tbk
Page 292
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The decline in ROA and ROE was primarily driven by a decrease in the company’s consolidated profit, falling
from IDR86 billion in FY 2024 to IDR19 billion in FY 2025. This decline occurred across all of the company’s
business lines, where brokerage income was mainly affected by market volatility, while investment banking
income was primarily impacted by the postponement of corporate actions due to uncertain market conditions
throughout 2025.
BNI Sekuritas continued to receive various awards throughout 2025, as an appreciation for the performance
that grew from year to year, including the following:
No Award Field Category Awarder Date
1 19 Annual Alpha
th
Best Investment IB Deals Alpha Southeast February 12, 2025
Southeast Asia Best Bank and Best M&A Asia
Financial Institution House in Indonesia
Award 2025
2 17th Islamic Finance Best Islamic Finance IB Deals Alpha Southeast February 12, 2025
Awards 2025 & 18th Sukuk House in Asia
Private Wealth Awards Indonesia
2025
3 Indonesia Best Business Best Business Strategic Planning SWA July 29, 2025
Transformation by SWA Transformation
2025
4 Asian Banking & Equity Deal of the IB Deals Asian Banking & July 30, 2025
Finance | Corporate & Year - Indonesia Finance
Investment Banking
Awards 2025
5 Euromoney Awards for Indonesia’s Best IB Deals Euromoney September 13, 2025
Excellence 2025 Investment Bank
for Equity Capital
Market (ECM) 2025
6 Company Corporate Trusted Company Compliance - Building The Indonesia November 25, 2025
Governance Perception Dynamic Company Institute for
Index (CGPI) Award 2024 Capabilities within the Corporate
Framework of Good Governance (IICG)
Corporate Governance collaborates with
SWA magazine
PT BNI Multifinance (“BNI Finance”) BNI Finance Share Ownership Structure
(%)
PT BNI Multifinance (“BNI Finance”) The scope of
activities of BNI Finance includes multipurpose
financing, investment financing, working capital 0.002
financing, and operating leases. In multipurpose 99.998
financing or the consumer segment, BNI Finance’s
superior product is regular four-wheeled vehicle
financing, specifically for new cars with order sources
originating from partner dealers. Additionally,
BNI Finance offers BNI OTO, which is a specialized
vehicle financing product for BNI and BNI Group
customers.
BNI Finance also offers Fleet products, which
include financing for passenger and non-passenger
BNI
vehicles (buses, trucks, and operational vehicles), as
Employee Cooperative PT BNI Multifinance
well as heavy equipment for selected and captive
customers.
290 A Heart that Serves, Growing with Indonesia
Page 293
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In line with the company’s spirit of creating healthy business growth while consistently prioritizing prudential
principles, in 2025 BNI Finance developed strategic steps divided into 7 aspects, namely:
1. Quality Asset Growth
Executed through strategies focused on increasing low-risk growth for selected target markets.
2. Strengthening Business Processes
The company continuously strengthens and develops its business processes to create effective and
efficient operations.
3. Strengthening Internal Controls
In an effort to create a healthy and sustainable business, the company is enhancing a reliable internal
control system.
4. Information Technology Development
In an effort to build competitiveness in the digital era, the company continuously develops its IT to create
optimal performance.
5. Human Resources Development
The company continuously strives to improve employee competence by conducting various training
programs throughout 2025.
6. Strengthening Funding
To support financing growth, the company strengthens its funding through both the parent company and
other financial institutions.
7. Synergy with BNI Group
To fulfill the needs of BNI Group customers, synergy with the parent BNI and among BNI subsidiaries
continues to be enhanced.
BNI Finance Financial Performance
Increase (Decrease)
2025* 2024
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 5,641 6,050 (408) (6.7)
Cash and Bank 5,390 5,686 (295) (5.2)
CKPN Financing (225) (196) (28) 14.4
Leasing 1,435 1,164 270 23.2
Consumer Financing 3,945 4,501 (556) (12.4)
Factoring 11 20 (9) (44.6)
Liabilities 5,068 5,215 (148) (2.8)
Equity 574 834 (260) (31.2)
Profit/Loss
Leasing Income 167 86 81 94.3
Consumer Financing Income 498 465 33 7.1
Factoring Income 2 3 (1) (24.9)
Total Interest Income 667 554 113 20.5
Interest Expense (370) (282) (88) 31.1
Net Interest Income 297 272 25 9.4
Operating Lease Income 58 64 (7) (10.4)
Fee-Based Income 5 38 (33) (86.9)
Recovery Income 16 6 9 151.8
Other Operating Income 25 66 (41) (61.6)
Total Operating Income 400 445 (45) (10.1)
Total Operating Expenses (310) (306) (4) 1.3
PPOP 90 139 (49) (35.3)
Provisions (353) (207) (146) 70.4
Other Income (Expenses) 5 11 (6) (55.1)
Net Profit/(Loss) After Tax (260) (11) (249) (2,225.4)
*Unaudited
2025 Annual Report
291
PT Bank Negara Indonesia (Persero) Tbk
Page 294
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
As of December 2025, total assets reached IDR5.64 trillion, marking a 6.7% decrease compared to IDR6.05
trillion in December 2024. This decline was driven by a reduction in new bookings, particularly in new vehicle
financing, as a result of weakened consumer purchasing power, rising interest rates, and global economic
uncertainty. Furthermore, the company continues its efforts to improve asset quality, which had experienced
end-to-end deterioration, through selective business expansion with measured risks and by strengthening
Collection Management to stimulate improvements in financing quality.
BNI Finance Financial Ratio Performance
2025* 2024
Account Difference %
(%) (%)
Non Performing Financing (NPF) (%) 3.5 3.2 0.3
Return on Asset (ROA) (%) (4.4) (1.1) (3.3)
Return on Equity (ROE) (%) (35.4) (1.3) (34.1)
Operating Expenses to Operating Income
134.1 109.3 24.8
(BOPO) (%)
Debt Equity Ratio (DER) (kali) 8.6 6.0 2.6
*Unaudited
The Debt to Equity Ratio (DER) of BNI Finance as provides financial access to meet the needs of
of December 2025 stood at 8.6 times, an increase Indonesian Migrant Workers (PMI) in Hong Kong.
compared to the DER in December 2024 of 6.0 Apart from the remittance business, the presence of
times. Despite this increase, the Company’s DER BNI Remittance in Hong Kong plays a strategic role
remains below the maximum regulatory threshold as a representative of BNI retail services in Hong
of 10 times. In terms of asset quality, the Gross Non- Kong where BNI customers in Hong Kong can use
Performing Loan (NPL Gross) ratio increased from BNI services as easily as services in their homeland.
3.2% in December 2024 to 3.5% as of December
2025. BNI Finance consistently implements various Synergy with BNI continues to be strengthened
measures to improve asset quality and suppress through various BNI digital services that are easily
the company’s NPL figures to remain within safe accessible in Hong Kong. First is the BNI Mobile
thresholds. Banking service, which is currently a favorite among
customers in Hong Kong for performing financial
Profitability ratios, specifically Return on Assets transactions, followed by digital account opening
(ROA) and Return on Equity (ROE), experienced a for BNI Taplus through both wondr by BNI and
decline compared to the previous year. Additionally, eForm. BNI Remittance is also actively involved
the efficiency ratio, represented by the company’s in several activities for migrant workers, such as
BOPO (Operating Expenses to Operating Income), capacity building, financial literacy, and visits to PMI
increased by 24.8%, rising from 109.3% to 134.1%, communities in Hong Kong, among others.
indicating an increase in operating expenses.
BNI Remittance Limited (“BNI Remittance”) BNI Remittance, together with BNI KLN Hong Kong,
BNI Remittance Ltd. (“BNI Remittance”) is a BNI will undergo a business transformation to increase
Subsidiary engaged in the remittance sector and is market share and as a responsive step toward
wholly owned by BNI. BNI Remittance collaborates shifting customer transaction patterns, which are
with BNI in the financial inclusion program that increasingly moving toward digital channels.
292 A Heart that Serves, Growing with Indonesia
Page 295
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Remittance Financial Performance
Increase (Decrease)
2025* 2024
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 10 9 2 18.4
Current Assets 4 6 (2) (36.0)
Fixed Assets 0,1 0,2 (0,1) (53.5)
Other Assets 7 3 4 127.2
Liabilities 6 3 3 117.1
Short-Term Liabilities 6 3 3 117.1
Equity 4 3 1 39.4
Profit/Loss
Commission Income 4 3 0,2 7.0
Foreign Exchange Transaction
1 1 0,1 14.8
Gains/Losses
Other Commission Income 5 5 (0,03) (0.5)
Total Income 10 9 0,3 3.4
Operating Expenses (12) (12) 1 (6.2)
Profit Before Tax (2) (3) 1 37.6
Tax**
Profit After Tax (2) (3) 1 37.6
*Unaudited
** There is no tax liability for BNI Remittance due to negative accumulated retained earnings in the equity component
In 2025, although BNI Remittance still recorded a negative profit, it showed growth compared to the
previous year, with a 37.6% YoY increase in profit after tax. From the revenue perspective, the company
overall experienced positive growth, although it was not yet optimal, with total revenue growing by 3.4%
YoY. Meanwhile, operating expenses decreased by 6.2% YoY. Currently, BRL is in the coordination phase with
BNI to plan a business transformation, with the expectation that shifting toward a digital business model will
allow the company to optimally capture the remittance market in Hong Kong.
BNI Remittance Financial Ratio Performance
2025* 2024
Account Difference %
(%) (%)
Return On Asset (ROA) (%) (17.4) (30.1) 12.7 ↑
Return On Equity (ROE) (%) (30.7) (38.9) 8.2 ↑
Operating Expenses to Operating Income
118.4 130.4 (12.1) ↓
(BOPO) (%)
*Unaudited
BNI Remittance’s ROA and ROE in 2025 were recorded at minus 17.4% and minus 30.7%, respectively,
reflecting an improvement compared to 2024. This trend is in line with the YoY growth of BNI Remittance’s
net profit.
PT Bank Hibank Indonesia (“hibank”)
PT Bank Hibank Indonesia (“hibank”) officially became a Subsidiary of BNI on May 18, 2022, following BNI’s
takeover of a majority shares in Bank Mayora, and subsequently changed its name to hibank after receiving
approval from the OJK on May 17, 2023. Since then, hibank has continued its transformation into a Digital
Bank with the vision to become the “Leading Digital-First MSME Bank in Indonesia.” This transformation is
realized by strengthening the growth foundation across various aspects, including lending, banking services,
information technology, human capital, risk management, and infrastructure.
2025 Annual Report
293
PT Bank Negara Indonesia (Persero) Tbk
Page 296
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Since joining the BNI Group, hibank has consistently Although slightly lower than the 41.65% CASA
developed various aspects of its financial ratio achieved in 2024, this step is a form of
performance. Improvement initiatives have been positive adaptation to optimize the cost of funds
carried out by prioritizing synergy with the BNI and strengthen liquidity stability to support
Group to create added value and increase cost more aggressive and profitable credit growth.
efficiency in an integrated manner at the group The Bank will increase customer transactions for
level. Throughout its journey, hibank has also played both Individuals and Corporates through digital
an active role in supporting the MSME segment by banking (Internet banking/retail mobile banking,
providing a variety of savings and loan products business Internet banking) in providing banking
tailored to customer needs. service solutions to customers;
4. Operating income other than interest is projected
hibank Share Ownership Structure to grow by 20.39% YoY by the end of 2025. The
(%)
Bank will increase fee-based income from loan-
36,08 related income, Bancassurance products, Forex
63,92 income, as well as Digital Banking-related
income;
5. The Bank will continue to review the performance
of its current branch offices and regularly review
the productivity, profitability, and customer
acquisition and transaction levels of all offices as
well as the business potential in the area. From
BNI
the results of this review, the Bank closed 2 (two)
Sub-Branch Offices (KCP) in 2025 located in West
PT Mayora Inti Utama
Java, namely KCP Chemco Cikarang and KCP
Chemco Karawang;
6. hibank officially launched the hi by hibank mobile
hibank continues to undergo digital transformation banking application in February 2025 as an
to optimize the Bank’s operational performance integrated digital solution specifically designed
while enhancing the quality of services to customers. to support the digitalization and development
In 2025, hibank formulated and implemented a key of MSMEs in Indonesia. This application
strategy through several strategic initiatives as provides convenient financial services in one
follows: platform that includes planning, management,
1. Lending to support the Bank’s business growth transaction recording, financing, and business
is conducted selectively, with a focus on lending development, enabling MSME players to
growth to MSMEs. The Bank also entered manage their businesses more efficiently and
into several partnerships with Anchors for connect with the digital ecosystem. Through
Supply Chain Ecosystem Financing. Total loan various superior features such as digital financial
disbursement is targeted at IDR13.89 trillion, education, business consultation based on
reflecting a 31.68% (YoY) growth. In accordance digital relationship managers, transaction
with the Bank’s commitment to empowering recording, ecosystem-based financing access,
the MSME segment, the composition of lending and business promotion support, hi by hibank
to MSMEs is increased from 30.09% in 2024 to embodies hibank’s commitment to bringing
31.00% of total lending in 2025; financial convenience to the fingertips and
2. The growth of lending to be achieved by the encouraging MSMEs to upgrade sustainably,
Bank will continue to pay attention to prudential while complementing BNI Group’s digital
aspects and mitigate risks that may arise, transformation;
ensuring that healthy and productive asset 7. The Bank’s target market will be approached
quality is maintained. The Bank targets the non- through community ecosystems such as
performing loan ratio or Gross NPL to be in the Industrial, Association, and Demographic
range of 1.75%; communities. The Bank will implement customer
3. Third Party Funds (DPK) growth in total will acquisition strategies through various channels,
increase by 55.24% in 2025. Facing the declining including its branch office network, value chains,
trend of the BI 7-Day Repo Rate in 2025, hibank and digital channels;
strategically targets a CASA ratio of 40.00%.
294 A Heart that Serves, Growing with Indonesia
Page 297
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
8. The Bank will act as an orchestrator by 9. The Bank will optimize the potential for synergy
connecting the dots between MSMEs, where and collaboration with the BNI Group and Mayora
hibank creates an MSME market and grows the Group to increase the Bank’s competitiveness
market through education and financing via the in the market and drive its performance. Some
Hi!Platform. The Single Hi!Platform can fulfill the potential synergies and collaborations to be
needs of individuals, micro, and SME sectors in implemented include utilizing BNI ATMs as
transactions, loan applications, several value- hibank channels, BNI as an aggregator for
added services, and most importantly, providing acquiring QRIS for hibank merchants with
connectivity for participating MSMEs; competitive rates, BNI as a correspondent bank in
Trade Finance transactions for hibank customers,
and supplier financing loan disbursement in
collaboration with the Mayora Group.
hibank Financial Performance
Increase (Decrease)
2025* 2024
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Financial Position
Assets 24,064 17,799 6,265 35.2
Placement with BI 4,261 1,948 2,313 118.8
Placement with Other
548 1,338 (790) (59.1)
Banks
Securities 5,174 2,773 2,401 86.6
Loans 12,914 10,561 2,353 22.3
CKPN 386 174 212 121.8
Liabilities 19,388 13,199 6,189 46.9
Third Party Funds 19,026 12,643 6,383 50.5
Current Accounts 5,981 4,426 1,555 35.1
Savings Accounts 744 840 (96) (11.4)
Deposits 12,301 7,377 4,924 66.7
Equity 4,676 4,599 77 1.7
Profit and Loss
Operating Income 751 692 59 8.5
Net Interest Income 694 645 49 7.6
Interest Income 1,399 1,157 242 20.9
Interest Expense (705) (511) (194) 38.0
Other Operating Income 57 47 10 22.0
Operating Expense (567) (488) (79) 16.2
Operating Income Before
184 204 (20) (9.9)
Provisions
Provisions (245) (36) (209) 580.2
Profit (Loss) After Tax 50 132 (82) (62.0)
*Unaudited
2025 Annual Report
295
PT Bank Negara Indonesia (Persero) Tbk
Page 298
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
hibank Financial Ratio Performance
2025* 2024
Account Difference %
(%) (%)
Return On Asset (ROA) 0.3 1.1 (0.7) ↓
Return On Equity (ROE) 1.2 3.1 (2.0) ↓
Operating Expenses to Operating Income
104.2 86.0 18.2 ↑
(BOPO)
Current Account Saving Account (CASA) 35.3 41.7 (6.3) ↓
Net Interest Margin (NIM) 3.7 4.4 (0.7) ↓
Loan to Deposit Ratio (LDR) 67.9 83.5 (15.6) ↓
Cost of Fund (COF) 4.9 4.8 0.1 ↑
Capital Adequacy Ratio (CAR) 40.7 47.0 (6.3) ↓
*Unaudited
Overall, amidst interest rate pressures and The ROE and ROA ratios in December 2025 were
challenges from increasing national banking risks recorded at 1.1% and 0.3%, respectively. These
due to uncertain economic conditions, hibank was ratios decreased compared to the same period the
able to record positive performance. previous year, in line with the decline in Profit After
Tax, which was recorded at Rp82 billion, due to an
In 2025, hibank demonstrated operational resilience increase in loss provisioning costs and investments
as reflected in its Interest Income, which grew by in technology. Despite facing challenging economic
20.9% (YoY) to Rp1,399 billion. This indicates that dynamics, hibank maintained the effectiveness of
the Bank remains focused on its intermediation its funding strategy. The CASA ratio stood at 35.3%
function amidst market dynamics. Although Interest in December 2025. Although there was a shift from
Expenses increased by 38.0% (YoY) in line with the previous year, hibank remains committed to
global and domestic interest rate pressures, Net increasing the portion of low-cost funds through
Interest Income was still able to grow by 7.6% (YoY). digital service innovation.
Other operating income grew positively by 22.0% In terms of liquidity, the Loan to Deposit Ratio (LDR)
(YoY) to Rp57 billion. This reflects the Bank’s success was maintained at a healthy level of 67.9% as of
in optimizing non-interest income to mitigate December 2025. This figure indicates that hibank has
pressure on the Net Interest Margin (NIM), which more than sufficient liquidity space to support future
stood at 3.7%. credit expansion as economic conditions improve.
Operating expenses were recorded to have Management of the cost of funds remains a key
increased by 16.2% (YoY) to Rp567 billion. This focus, where the Cost of Fund (COF) was successfully
increase is a consequence of the company’s strategic managed at 4.8%. This proves the effectiveness of
steps, primarily the implementation of information management in managing the liability structure
technology development within the framework of amidst high interest rate trends. From the capital side,
a comprehensive digital transformation, as well the Bank’s Capital Adequacy Ratio (CAR) remained
as efforts to strengthen future banking service at a very strong level of 40.7% as of December 2025.
infrastructure. This capital level, which is well above regulatory
requirements, reflects hibank’s resilience and
solid capability in supporting sustainable business
growth and facing future market risks.
296 A Heart that Serves, Growing with Indonesia
Page 299
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In addition, hibank also received various awards in 2025 as a form of appreciation from third parties for its
performance, including the following:
No Award Name Date Event Name Organizer
1 THE BEST MOBILE BANKING 20 Maret 2025 14th Digital Brand Awards Infobank
BANK UMUM
KONVENSIONAL 2025 - KBMI
1 - Peringkat 1
2 THE 3rd BEST BANK DIGITAL 2025 - KBMI 1 - 20 Maret 2025 14th Digital Brand Awards Infobank
Peringkat 1
3 The Best Indonesia Sales 30 April 2025 Indonesia Sales & Economic
Marketing Awards 2025 Marketing Awards 2025 Review
Gold Award (B) Excellent (4 Star)
Category: Private Comapany-Bank-Asset:
Rp10T - 15T
4 The Best Indonesia Finance Award 2025 28 Mei 2025 Indonesia Finance Award Economic
2025 Review
Platinum Award (A) (Very Excellent) (5 Star *****)
Category: Bank - Private Company - Asset > Rp10 T
5 Innovative Future Finance Awards 2025 19 Juni 2025 Innovative Future Plus Idea
Awards Komunika &
The Most Innovative Future Finance Awards 2025 for 2025 goodmoney.id
Encouraging MSME Development
and Increasing Sustainable Financing Disbursement"
dalam kategori Digital Bank.
6 Indonesia Best Bank Awards 2025 25 Juni 2025 Indonesia Best Bank wartaekonomi.
Awards 2025 co.id
Indonesia Best Bank 2025 for Empowering MSMEs
through Integrated Digital Solutions,
(Category: KBMI 1, Bank Digital)
7 Indonesia IT & Digital Operational Excellence Award 15 Agustus 2025 Indonesia IT & Digital Economic
2025 Operational Excellence Review
Award 2025
Indonesia IT & Digital Operational Excellence Award
2025
PLATINUM Award (A) (Very Excellent) (5 Star ****)
8 THE EXCELLENT PERFORMANCE BANK - KBMI 1 29 Agustus 2025 Economy Mastery Forum Infobank
2025
9 Top GRC Awards 2025 (4 Star) 8 September Top GRC Awards 2025 Top Business
2025
10 Champions of Growth (Kategori KBMI 1) 17 September Bisnis Indonesia Financial Bisnis
2025 Awards (BIFA) 2025 Indonesia
11 THE ASIANPOST BEST STATE-OWNED ENTERPRISE 2 Oktober 2025 Indonesia Economic Infobank
2025 Summit 2025
12 The Best Indonesia Annual Report Awards 2025 14 November Indonesia Annual Report Economic
2025 Awards 2025 Review
PT BNI Modal Ventura (“BNI Ventures”)
BNI Ventures is a venture capital firm established by BNI to address the challenges and opportunities arising
from the rapid development of the digital economy ecosystem. As a corporate venture capital firm focusing
on investments with synergistic value-add, BNI Ventures prioritizes collaboration and synergy across the
entire BNI Group ecosystem. This approach not only drives the accelerated growth of startups and potential
digital businesses but also strengthens the integration of technology-based financial services, ensuring the
sustainability of innovation and creating added value for the BNI Group. Through these steps, BNI Ventures
is committed to becoming a relevant, adaptive, and impactful catalyst for digital transformation.
BNI Ventures envisions itself as a leading corporate venture capital firm in Southeast Asia, with a focus on
creating synergistic value and achieving superior investment performance while growing sustainably. To
achieve this vision, the company engages in various operational activities in the form of equity participation,
the purchase of convertible bonds (quasi-equity participation), funding through the purchase of debt
securities issued by startups or businesses in the development stage, as well as venture debt financing
for productive enterprises. BNI Ventures also aims to manage venture funds that not only provide financial
returns through high investment yield potential but also offer strategic benefits such as access to innovation,
the expansion of the business ecosystem, and strengthening the competitiveness of BNI Group in the digital
economy sector.
2025 Annual Report
297
PT Bank Negara Indonesia (Persero) Tbk
Page 300
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Gradually BNI Ventures has developed 5 (five) main 4. Finance & Strategy
strategic steps in the work plan, namely: Optimize planning and management of financial
1. Governance, Legal & Compliance resources to achieve targets and objectives,
Overseeing the company’s business and support the execution of strategic plans, and
operational activities from a legal and compliance become a bridge for stakeholders.
perspective by accommodating the company’s 5. People & Culture
needs without neglecting the protection of Encourage increased capability and employee
the company’s interests and compliance with performance and build a positive, creative,
applicable regulations. agile and collaborative work culture to support
2. Investment & Risk Management sustainable company growth and synergy, while
Proactively, identify investment opportunities strengthening employee involvement, capability
and invest in startups that have the potential to and sense of ownership.
provide financial benefits with controlled risks,
while making a positive contribution to business BNI Ventures Share Ownership
(%)
development in the BNI Group ecosystem,
while adhering to the principle of prudence. 0,02
This investment strategy is also focused on
99,98
strengthening business synergies and supporting
sustainable digital ecosystem growth.
3. Synergy & Innovation
Actively participating in ecosystem activation
and innovation activities in the industry and
acting as a liaison between business solutions
offered by startups to business units within the
BNI Group.
BNI
BNIAM
BNI Ventures Financial Performance
Increase (Decrease)
2025* 2024
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Balance Sheet
Assets 541,2 523,9 17,3 3.3
Current Assets 453,8 458,9 (5,1) (1.1)
Venture Capital Assets 86,3 62,2 24,1 38.7
Fixed Assets 0,6 2,0 (1,4) (70.0)
Other Assets 0,5 0,8 (0,3) (37.5)
Liabilities 13,2 8,1 5,1 63.0
Equity 528,0 515,8 12,2 2.4
Profit/Loss
Operating Income 16,0 7,6 8,4 110.5
Other Operating Income 28,3 30,6 (2,3) (7.5)
Total Income 44,3 38,2 6,1 16.0
Operating Expenses (23,7) (23,8) (0,1) (0.3)
Profit Before Tax 20,6 14,4 6,2 43.1
Deferred Tax (2,6) (0,4) (2,2) 550.0
Tax (5,7) (6,1) (0.4) (6.6)
Profit After Tax 12,3 7,9 4,4 55.2
*Unaudited
298 A Heart that Serves, Growing with Indonesia
Page 301
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Ventures Financial Ratio Performance
2025* 2024 Increase (Decrease)
Account
(%) (%) %
Return On Asset (ROA) 2.3 1.5 0.8
Return On Equity (ROE) 2.3 1.5 0.8
*Unaudited
In 2025, BNI Ventures continued to demonstrate its included human resource costs, professional service
commitment to realizing sustainable growth through expenses, and other office requirements to support
investment activities, in accordance with its founding business development and meet the company’s
mandate. Amidst macro and global uncertainties, strategic needs. The combination of increased
as well as a challenging investment climate for revenue and relatively stable cost components
startups in the country, BNI Ventures strengthened supported the achievement of a net profit of Rp12.3
its investment process by placing greater emphasis billion in 2025, a significant increase of 55.7%
on the fundamental aspects and governance of compared to 2024.
startups. In the third quarter of 2025, BNI Ventures
successfully completed an investment in a startup This positive achievement should be viewed as
operating in the insurtech sector. This investment a milestone in the company’s consistent and
is an embodiment of the fintech ecosystem thesis sustainable business development, which not only
aimed at strengthening BNI Group’s access to the generates a positive profit contribution for the BNI
healthcare ecosystem. Additionally, BNI Ventures Group but also brings synergistic value that supports
remains active in exploring other investment innovation and problem-solving processes within
opportunities, both directly and indirectly through the BNI ecosystem. Through the implementation
the formation of venture funds. of the BNV Arcade innovation program, BNI
Ventures encourages synergistic collaboration
BNI Ventures’ financial performance grew well, with between the BNI Group and the startup ecosystem
total revenue recorded at Rp44.3 billion, an increase as part of its efforts to create added value for both
of 16.0% compared to the same period the previous the BNI Group and the digital startup industry in
year. The proportion of operating income to total Indonesia. As part of these activities, BNI Ventures
revenue rose from 20% in 2024 to 36% in 2025, organizes acceleration and incubation programs
indicating a positive trend in business capacity by collaborating with strategic partners, as well
expansion. This increase in revenue was driven as facilitating matchmaking between startups and
by the recording of investment asset revaluation, relevant business units within the BNI Group. This
interest income from convertible notes investments, program is designed to accelerate the growth of
and returns from fund placements. On the other startups to reach their maximum potential while
hand, operating expenses in 2025 were recorded at providing strategic benefits for the BNI Group in
Rp23.7 billion, remaining relatively stable compared facing competition in the digital economy sector and
to the previous year. Operating cost components driving the acceleration of digital transformation.
2025 Annual Report
299
PT Bank Negara Indonesia (Persero) Tbk
Page 302
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Subsidiary Segment Profitability
Overall, the revenue and profitability of the Subsidiary Company segment are presented as follows:
Increase (Decrease)
2025 2024
Account Nominal Percentage
(IDR-billion) (IDR-billion)
(IDR-billion) (%)
Profit (Loss)
Interest income - net 1,086 990 96 9.7 ↑
Premium income - net (1.5) (1.7) 0.2 (13.1) ↓
Insurance income and investment
800 768 32 4.1 ↑
income - net
Other operating income 774 1,037 (263) (25.4) ↓
Provision for impairment (568) (230) (338) 147.1 ↑
Other operating expenses (1,850) (1,866) 16 (0.8) ↓
Operating profit 240 698 (457) (65.8) ↓
Non-operating income (expenses)
(13) (88) 75 85.7 ↑
– net
Profit before tax expense 228 610 (382) (62.7) ↓
Tax expense (81) (41) (40) 97.0 ↑
Net profit 146 569 (422) (74.3) ↓
Financial Position
Total Assets 63,719 53,377 10,341 19.4 ↑
Total Liabilities 50,571 40,362 10,208 25.3 ↑
Subsidiary Segment Prospects, Potential The Company has also implemented the Financial
And Strategies For 2025 For The Future Accounting Standards Statement (PSAK 117), which
became effective on January 1, 2026.
BNI Life
The Company consistently strives to strengthen Looking ahead, the Company will adopt technology
its capacity in facing various challenges within the more extensively, including the utilization of
life insurance industry while continuing to deliver mobile applications, data analytics, and Artificial
added value to stakeholders and ensuring business Intelligence (AI). Through these technologies,
sustainability for the future. the Company aims to enhance effectiveness and
efficiency in distributing products and services while
The recent surge in health claims remains a significantly expanding its market reach.
prominent issue in the life insurance industry, driven
by medical cost inflation, over-utilization of benefits, BNI Life’s key strategies for 2026 are as follows:
overtreatment in hospitals, and extreme climate 1. Optimizing market penetration through synergy
changes. In response, BNI Life has implemented and strategic collaboration.
improvements, including strengthening underwriting 2. Optimizing investment yields and portfolio
processes and evaluating the alignment of products diversification.
and premiums. 3. Strengthening transparency, visibility, and
operating expense control.
4. Increasing risk awareness and accelerating
digital transformation.
5. Strengthening corporate culture and leadership.
6. Executing the Sharia spin-off and strategic
preparations for the Danantara consolidation.
300 A Heart that Serves, Growing with Indonesia
Page 303
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Sekuritas built during the transformation phase. This effort
To enhance its position in the Indonesian capital aims to ensure sustainable business growth with
market and continue providing the best solutions a primary focus on the Micro, Small, and Medium
for clients, BNI Sekuritas will focus on developing Enterprises (MSME) segment.
technology and business segments, improving
service quality, and strengthening synergy with the hibank’s Business Development Strategy for 2026:
BNI Group in 2026. These efforts will cover various The Bank’s strategy in 2026 focuses on transforming
business lines, including Securities Brokerage its role from a mere financial service provider to
(Retail Brokerage, Institutional Equities Brokerage, a primary orchestrator in an integrated digital
and Institutional Fixed Income Brokerage) and economy. This strategy rests on three main pillars:
Underwriting.
1. Value-Added Ecosystem Orchestration: The Bank
BNI Finance focuses its growth on mastering the integrated
In facing increasingly competitive business rivalry value chain, positioning itself as the primary
and challenging market conditions, BNI Finance will orchestrator connecting all stakeholders within
focus on the captive market segment, both retail and the digital ecosystem to strengthen dominance
fleet, by leveraging the BNI ecosystem database. in strategic sectors.
By maximizing cooperation between BNI branches 2. Architecture Modernization and Digital Efficiency:
and divisions handling corporate consumers, the Transformation is directed toward strengthening
Company expects to support portfolio growth. operational infrastructure through automation
To optimize market penetration, the Company is and data-driven decision-making. This step aims
diversifying its products through used car financing to create lean business processes and accelerate
while remaining focused on the new car market more precise customer acquisition through
by maximizing competitive programs and prudent digital channels.
processes with partner dealers. 3. Talent Optimization and Work Culture: The Bank
focuses on enhancing human resource capacity
The strategic steps to be implemented by BNI and building a result-oriented work culture.
Finance in 2026, continuing the previous year’s Through a competitive and adaptive work
initiatives, include: environment, the Bank ensures organizational
1. Enhancing human resource quality. readiness to face industry challenges and win
2. Captive market penetration. market competition.
3. Refining credit processes and improving AR
quality. To support business growth in alignment with its
4. Improving funding structure and cash flow. Vision and Mission, the following is a summary
5. Product diversification. of the Bank’s optimistic and forward-looking work
6. Information technology development. plans and initiatives for 2026:
1. Prudent business development in the digital
BNI Remittance supply chain through engagement with principals,
Currently BNI Remittance together with BNI KLN suppliers, distributors, sub-distributors, and
Hong Kong is conducting a comprehensive study to retailers.
prepare for business transformation. This is being 2. Strengthening end-to-end visibility within
done as a responsive step to changes in customer selected ecosystems to reinforce the Bank’s role
transaction patterns in Hong Kong. In 2026, the as an orchestrator for the MSME ecosystem.
target for business transformation will be carried 3. Automating business processes to support the
out so that efficient business patterns and increasing digitalization of operations from the middle to
market share in the remittance business in Hong the back end.
Kong can be executed well. 4. Competing to lead in human capital capabilities
driven by a high-performance culture.
hibank 5. Enhancing business efficiency through the
In 2026, as a continuation of the transformation digitalization of operations, processes, and work
process stages that have been undertaken, hibank culture.
will advance to the next phase, focusing on 6. Increasing customer acquisition through digital
strengthening the infrastructure and organization channels leveraging data-driven insights.
2025 Annual Report
301
PT Bank Negara Indonesia (Persero) Tbk
Page 304
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI Ventures To maintain the sustainability and quality of
Amidst the challenging venture capital investment deal flow, BNI Ventures will proactively build an
climate, BNI Ventures is strategically positioned to investment pipeline through scouting activities
strengthen its role as a driver of investment and in incubators, accelerators, venture builders, and
innovation within Indonesia’s digital ecosystem. various startup forums, as well as increasing co-
Supported by the BNI Group and the dynamic growth investment collaboration with strategic VCs and
of national startups, BNI Ventures holds strong CVCs using flexible investment instruments such
prospects for scaling its investments, deepening as equity purchases, convertible bonds, or other
business synergies, and creating sustainable long- instruments agreed upon by the parties.
term value. A diversified, disciplined investment
approach aligned with the Group’s strategic needs 2. Diversification and Expansion Through Venture
serves as the primary foundation for BNI Ventures’ Fund Management
business development. As a step toward increasing business scale and
sustainability, BNI Ventures is preparing the
The core potential of BNI Ventures lies in its ability to issuance of a Venture Fund by collaborating
integrate investment activities with the BNI Group’s with strategic partners. This Venture Fund will
digital transformation agenda. By identifying be managed independently, prudently, and
startups relevant to banking and financial services, separately from the company’s balance sheet,
BNI Ventures can generate direct and measurable serving as a new source of sustainable revenue.
added value for the Group. Furthermore, the Through the Venture Fund, BNI Ventures can also
development of venture fund instruments opens expand its investment exposure to other sectors
new opportunities to expand the portfolio base; this that offer optimal yield potential in accordance
approach also has the potential to create more stable with the theme and mandate of the venture fund.
and recurring revenue streams. Collaboration with
other VCs and CVCs, along with active involvement 3. Group Synergy and Innovation Programs
in incubators, accelerators, and startup summits, BNI Ventures will become increasingly active in
further strengthens the potential for building a high- running the BNV Arcade synergy and innovation
quality and sustainable investment pipeline. program as part of its contribution to industry
development. Match-making, incubator,
The following is an outline of BNI Ventures’ strategic accelerator, and venture builder programs will
focus for 2026: be developed to enhance startup capacity and
capabilities while driving innovations relevant
1. Investment Strategy and Portfolio Management to BNI Group’s needs. The integration of startup
BNI Ventures will implement an investment solutions into the BNI Group’s digital ecosystem
strategy and diversification approach that will be a primary focus to create tangible and
balances investments between early-stage measurable business impact.
and growth-stage startups. The focus remains
on strategic sectors with measurable synergy SEGMEN GEOGRAFIS
potential with BNI Group’s business units, such
as fintech, fintech enablers, fintech ecosystems, In addition to presenting operating segments based
AI applications, and green tech. Strengthening on main customer groups and products, BNI’s
and accelerating the investment process is Audited Financial Report also presents geographic
also an internal focus, supported by enhancing segment information that can provide an overview
internal capabilities and fine-tuning due diligence of BNI’s business distribution. BNI’s geographical
processes, investment decision-making, and segment is divided into Indonesia, the United
sustainable portfolio management. These efforts States, Europe, and Asia. To provide an overview of
will continue to prioritize the principles of the distribution of business from the geographical
prudence, risk management, and compliance with segment, the following shows the contribution per
internal procedures and applicable regulations. region to BNI’s interest income and total assets.
302 A Heart that Serves, Growing with Indonesia
Page 305
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Interest Income - Net Composition per Geographic Segment
2025 2024 Increase (Decrease)
Segment Total (IDR- Composition Total (IDR- Composition Nominal Percentage
billion) (%) billion) (%) (IDR-billion) (%)
Indonesia 38.929 97 39.082 96,5 (153) 0.4
United States 281 1 311 0,8 (30) 9.6
Europe 170 0,4 132 0,3 (38) 29
Asia 951 2 953 2,4 (2) 0.2
Adjustments and Eliminations 2 0 2 0 0 0
Interest Income – Net 40.333 100,0 40.480 100,0 (147) 0.4
Interest Income - Net Composition per Geographic Segment
(%)
0,3 0,4
0,8 2,4 1 2
2024 2025 Indonesia
United States
Europe
96,5 97 Asia
Bank Assets Composition per Region
2025 2024 Increase (Decrease)
Segment Total (IDR- Composition Total (IDR- Composition Nominal Percentage
billion) (%) billion) (%) (IDR-billion) (%)
Indonesia 1.248.299 92 1.022.444 90,5 225,855 22,9
United States 22.499 2 21.339 1,9 1,160 5,4
Europe 17.728 1,4 15.820 1,4 1,908 12
Asia 81.730 6,6 77.876 6,9 3,854 4,9
Adjustments and Eliminations (7.997) (0,6) (7.673) (0,7) 324 4,2
Total Assets 1.362.055 100,0 1.129.806 100,0 232,248 20,5
Composition by Region to Bank Assets
(%)
1,4
1,4 6,9 2 6,6
1,9
2024 2025 Indonesia
United States
Europe
90,5 92 Asia
2025 Annual Report
303
PT Bank Negara Indonesia (Persero) Tbk
Page 306
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
It can be seen from the table and graph above that in 2025, the Indonesian region continued to provide the
largest contribution to BNI’s net interest income as well as the Bank’s total assets. The Indonesian region’s
contribution to the Bank’s net interest income in 2025 was recorded at IDR38.9 trillion or 97.0%, a decrease of
IDR1.5 trillion or 0.4% compared to 2024, which stood at IDR39.1 trillion or 96.5%. Meanwhile, the Indonesian
region’s contribution to the Bank’s total assets in 2025 was recorded at 92%, an increase of IDR225.9 trillion
or 22.9% compared to the previous year which reached 90.5%, with an increase of IDR27.4 trillion or 2.8%
from 2024.
The financial performance of the Geographical Segment for 2024-2025 can be presented as follows:
Indonesia United States
Increase Increase
Account 2025 2024 (Decrease) 2025 2024 (Decrease)
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Profit (Loss)
Interest Income – Net 38.928 39.082 (154) 0.4 281 311 (30) 9.6
Premium Income – 1.523 1.752 (229) 13,1 0 0 0 0
Net
Operating Income 23.151 22.103 1,048 4,7 63 55 8 14.5
Provision for (9.529) (8.046) 1,483 18,4 3 15 (12) 80
Impairment Losses
Other Operating (29.425) (28.096) 1,329 4,7 (215) (198) 17 8,6
Expenses
Operating Profit 23.923 25.809 1,886 7,3 130 182 (52) 28,6
Net Non-Operating 2 (16,5) 167 101 (6) 10 -16 16
Income (Expenses)
Profit Before Tax 23.925 25.793 1,868 7,2 129 192 -63 32,8
Expenses
Tax Expenses (4.286) (4.899) 613 12,5 0 0 0 0
Net Profit 20.111 21.669 1,558 7,2 129 192 -63 32,8
Financial Position
Total Assets 1.248.299 1.022.767 225,532 22,1 22.396 21.339 (1,057) 5
Total Liabilities 1.066.682 850.828 215,854 25,3 22.498 21.496 1,002 4,7
304 A Heart that Serves, Growing with Indonesia
Page 307
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Europe Asia
Increase Increase
2025 2024 (Decrease) 2025 2024 (Decrease)
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
132 953
0 0
206 490
40 (219)
(230) (687)
148 538
0 4
148 542
0 0
148 542
15.820 77.876
15.985 78.375
2025 Annual Report
305
PT Bank Negara Indonesia (Persero) Tbk
Page 308
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Digital Banking
Digital banking initiatives have become one of Issuance to support a more complete and modern
BNI’s main strategic agendas in strengthening banking experience. BNI’s digital innovations
competitiveness and expanding access to financial are also directed toward supporting government
services in the digital economy era. Through digital and Bank Indonesia policies in accelerating the
banking initiatives, BNI is committed to providing digitalization of the payment system and expanding
modern, inclusive, and easily accessible banking national financial inclusion.
services to support customers’ online financial
transactions through various digital platforms. This In supporting customer convenience for personal
effort is not only focused on internal development transactions, BNI provides digital products for
but is also aligned with national policy directions the retail segment through wondr by BNI and BNI
through the 2030 Indonesian Payment System Mobile Banking, and BNIdirect for the wholesale
Blueprint (BSPI) issued by Bank Indonesia. This segment. These products are developed with a
support is manifested through the acceleration customer-centric approach, supported by qualified
of payment industry transformation within the IT capabilities and the utilization of internal systems
framework of open banking, data openness, to enhance transaction security.
enhancement of retail payment systems, as well as
strengthening the interlink between banking and DIGITAL BANKING PRODUCTS AND
digital financial service players. SERVICES FOR CONSUMERS
National digital economic and financial transactions 1. Mobile Banking
continued to grow strongly. Bank Indonesia (BI) Since its launch on July 5, 2024, wondr by BNI
data suggested that digital economic and financial is BNI’s mobile banking application developed
transactions would remain strong until August 2025, to support transaction ease and enhance the
in line with more bustling corporate and government retail customer experience. This application is
activity. Bank Indonesia-Real Time Gross Settlement designed using technology and development
(BI-RTGS) transactions in Q4 2025 increased 31.04% approaches relevant to user needs, prioritizing
(yoy) to IDR65,069.78 trillion. From the retail side, more personalized services through the use of
BI-FAST transaction volume grew 30.44% (yoy) data and analytics.
to 1,358.65 million transactions. Digital payment
transactions totaled 14.26 billion, representing The journey in 2025 became an important
39.21% year-on-year growth. QRIS transactions momentum for wondr by BNI to further expand
continued to grow rapidly, registering 139.99% (yoy). its reach and provide a more comfortable and
Meanwhile, TapCash transactions, BNI’s card-based secure banking experience for all customers. In
electronic money, grew 23.3% (yoy) to reach 142.0 the Transaction dimension, services cover the
million transactions. QRIS transaction nominals daily transaction needs of personal customers
grew rapidly by 130.4% (yoy) to reach Rp48.9 trillion. such as domestic transfers, international
transfers, e-wallet top-ups, TapCash top-ups,
Throughout 2025, BNI continued to improve and QRIS payments, bill payments, scheduled transfer
develop its digital banking capabilities to provide settings, credit card applications, installment
convenience, speed, and comfort for customers. conversions, credit card cash funds, and various
BNI’s digital services can be accessed through Lifestyle features such as transportation (trains,
various channels such as wondr by BNI, BNI Mobile Whoosh, and flight tickets), sports (race pack
Banking, BNIdirect, Internet Banking, SMS Banking, collection reservations for the Jakarta Running
BNI Agen46, as well as ATM and CRM. Through these Festival (JRF 2025) and wondr Futsal Series),
channels, BNI offers various superior features such vehicle loans (in collaboration with BNI Finance),
as Online Debit, SMS Notification, and Digital Card and entertainment (tickets for BNI Java Jazz
306 A Heart that Serves, Growing with Indonesia
Page 309
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Festival and Forestra). In the Insight dimension, that support medium and long-term financial
the service aims to provide summaries and planning and development. wondr by BNI also
analysis of financial activities to help customers allows users to view all assets within the BNI
understand transaction patterns. Meanwhile, the ecosystem and Subsidiary Companies, from
Growth dimension of wondr by BNI presents Savings and Current Accounts, Time Deposits, to
various financial product and service options various investment products on a single screen.
Mobile Banking Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Users (millions) 29.71) 23.4 6.3 27
Number of Transactions (million) 2,295.4 2)
1,685.0 610.4 36
Transaction Volume (IDR-trillion) 1,972.33) 1,551.4 420.9 27
*
Note: The information presented is the combined performance of wondr by BNI and BNI Mobile Banking
1)
59.4% of total users are BNI Mobile Banking users.
2)
41.4% of the total number of transactions were conducted through BNI Mobile Banking.
3)
40.0% of the transaction volume originated from BNI Mobile Banking.
In line with the developments carried out, performance showed significant growth, with wondr by BNI as
the primary transaction channel for individual customers, while BNI Mobile Banking remained operational
during the migration process with a contribution of 59.4%. Various innovations implemented throughout
2025 led wondr to win national and international awards in 2025, such as the iF Design Award organized
by iF International Forum Design—the world’s oldest independent design organization based in Hannover,
Germany, in March 2025—and the Digital Transformation Catalyst Award from the 2025 Anugerah Penggerak
Nusantara organized by iNews Media Group in November 2025. These achievements reflect the commitment
to improving service quality, driving digital channel adoption, and supporting sustainable business growth.
2. ATM and CRM
This Banking service channel is ready to facilitate customers 24 hours a day to conduct cash withdrawals
(Cash Recycle Machine/CRM), balance checks, transfers, payments and purchases. As of December 31,
2025, BNI had 13.396 ATM/CRM machines, including 3,472 ATMs for people with disabilities throughout
Indonesia, connected to ATM Link, Merah Putih, Bersama, Prima, Alto networks, and international
networks such as Mastercard, Visa, JCB, APN, Union Pay and Cirrus.
ATM/CRM Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Number of Transactions (million) 703,0 912,0 (209,0) (23)
Transaction Volume (IDR-trillion) 501,9 630,0 (128,1) (20)
Availability ATM CRM (%) 99,9 99,8 - 0,1
The decline in ATM/CRM transactions reflects a shift in customer behavior as they increasingly rely on
BNI’s digital channels, particularly mobile banking, to meet their daily transaction needs. The trend of
digitalization and the adoption of cashless transactions, especially in urban areas, have further driven
the reduction in customer dependence on cash. Currently, the five primary transactions that still
dominate ATM/CRM usage include cash withdrawals, interbank transfers, intra-bank BNI transfers, bill
payments, and electronic money. Overall, the average frequency of ATM/CRM transactions decreased by
approximately 23%, in line with the growing customer preference for more practical and efficient digital
services. Nevertheless, BNI continues to optimize the ATM/CRM channel through collaborations with
various parties to serve segments that still require cash transactions.
2025 Annual Report
307
PT Bank Negara Indonesia (Persero) Tbk
Page 310
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The development of ATM/CRM channels is focused on partnerships with third parties, such as e-commerce
partners and Regional Development Banks (BPD), to provide cardless cash withdrawal services and
other facilities. Furthermore, the strengthening of the CRM channel enables customers to perform cash
deposits and withdrawals without visiting a branch, while simultaneously supporting a gradual transition
from cash to digital transactions.
3. BNI SMS Banking
BNI SMS Banking is a banking service facility that can be used by customers for transfers, payments, and
purchase transactions, which can be accessed via the BNI SMS Banking application, SMS Syntax, and
USSD access *141#. This service provides banking transaction inclusiveness and convenience, especially
for customers in areas that have low internet connectivity.
SMS Banking Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Users (millions) 12,4 12,7 (0,3) (2)
Number of Transactions (million) 725,9 688,0 37,9 6
Transaction Volume (IDR-billion) 3,4 8,5 (5,1) (60)
BNI SMS Banking remains a preferred option for some customers in making transactions. Along with the
expansion of digital infrastructure to rural areas, the use of this service tends to decline. However, BNI
continues to maintain SMS Banking as an optional channel to accommodate the needs of customers in
areas where internet access remains limited.
4. BNI Internet Banking
Through BNI Internet Banking, customers can enjoy banking service channels that can be accessed via
a web browser with the official BNI Internet Banking URL. To ensure transaction security, BNI Internet
Banking is supported by multi-layered security standards with two types of financial transaction
authorization tools, namely BNI e-Secure and BNI m-Secure, based on customer needs when conducting
business transactions.
Internet Banking Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Users (millions) 2,2 2,2 0 (0,3)
Number of Transactions (million) 4,7 10,3 (5,6) (54)
Transaction Volume (IDR-billion) 10,1 18,9 (8,8) (47)
5. Credit Card a. Digital Card Issuance
A credit card is a consumer loan product used Digital credit card issuance for applicants
as a payment instrument through physical or who apply for BNI credit cards through
virtual cards, accessible to both individuals digital channels, enabling cardholders to use
and corporations for payments of obligations their digital credit cards for transactions at
arising from shopping transactions and/or cash e-commerce merchants or through wondr by
withdrawals. BNI.
As a payment instrument, credit cards have The digital credit card application process
now transformed from physical card-based is aligned with digitalization efforts using
instruments into a payment ecosystem or digital Biometric Face Recognition & Liveness as
source of fund. This transformation provides e-KYC, providing convenience, security, and
various additional features for customers, comfort for prospective cardholders.
including:
308 A Heart that Serves, Growing with Indonesia
Page 311
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
b. Credit Card Source of Fund
providing convenience for customers making
Credit card source of fund allows customers
transactions. The Virtual Card Number also
to conduct BNI credit card transactions in
increases the security of customer accounts by
the wondr by BNI super app through QRIS
preventing the customer’s original debit card
features, card to cash, and bill payments to
number from being known by third parties.
provide convenience and a better customer
experience.
8. BNI Agen46
c. Credit Card Management via wondr by BNI BNI Agen46 is BNI’s strategic partner in delivering
Credit card management through wondr by inclusive banking services to all levels of society,
BNI, where customers can utilize various including areas not yet reached by Bank outlets or
features such as activation, PIN changes, ATMs. Through a continuously growing network
transaction notifications, BNI Rewards Point of agents, BNI Agen46 not only provides easier,
information, installment conversions, limit faster, and closer daily banking transactions but
increase applications, and card blocking. also supports the implementation of government
d. Virtual Card Number programs, such as the distribution of social
Virtual Card Number (VCN) is a BNI credit assistance through the Family Hope Program
card feature used as a more effective and (PKH), Sembako Program, Smart Indonesia
efficient alternative for credit card payments, Program (PIP), and Direct Cash Assistance for
providing comfort and convenience in People’s Welfare (BLTS Kesra) for Beneficiary
online transactions (card not present) with a Families (KPM).
unique virtual number as a replacement for
the original credit card number used in BNI The presence of BNI Agen46 makes community
corporate credit cards. transactions more flexible as it can serve
customers outside of office operating hours and
6. SMS Notification shift small-value transactions from BNI outlets to
An information service for customers’ banking agents, thereby enhancing customer convenience
transactions delivered via SMS to the mobile while improving branch operational efficiency.
number registered by the customer for notification Furthermore, BNI Agen46 acts as an extension of
of customers debit/credit transactions, especially BNI’s channel to tap into the business potential
BNI Taplus/ BNI Giro IDR Individual account of local communities through the opening of BNI
holders. Through SMS Notifications, customers Pandai and BNI Simpanan Pelajar accounts, as
will be informed about all financial transactions well as providing referrals for various other BNI
that occur in their accounts, and help prevent products such as People’s Business Loans (KUR),
potential unauthorized transactions. BNI Wirausaha (BWU), BNI Credit Cards, wondr
by BNI, and other BNI banking products.
7. BNI Debit Online
BNI Debit Online (BDO) is a method of paying for
online transactions using a Virtual Card Number
(VCN) requested via BNI Mobile Banking, thus
BNI Agen46 Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Number of BNI Agen46 (agents) 217.013 213.370 3.643 1,7
Transaction Volume (IDR-million) 121,8 79,4 42,4 53,4
Fee Based Income (Rp-miliar) 189,5 164* 25,5 15,6
DPK BNI Agen46 (Rp-triliun) 7,1 4,8 2,2 46,4
Reproduced
*)
2025 Annual Report
309
PT Bank Negara Indonesia (Persero) Tbk
Page 312
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The number of BNI Agen46 continues to increase in BNI Agen46 business in the future will focus
and expands the reach of banking transaction on massive business execution targeting the
services to the public. In 2025, the number of community, potential market captive customers
BNI Agen46 grew by 1.7%, in 6,174 districts and debtors, value chain ecosystem, and
and 35,729 sub-districts/ villages throughout potential customer base balanced with system
Indonesia. The number of transactions generated development, expansion of super agent partner
by BNI Agen46 in 2025 reached 121.8 million cooperation and strengthening marketing
transactions with the dominant transactions campaigns.
being cash withdrawals, transfers, deposits,
credit purchases, electricity payments and travel 9. BNI TapCash
ticket purchases. The increase in BNI Agen46 As part of the all-in-one digital financial
transactions had a positive impact on the ecosystem, BNI has a superior card-based
achievement of Fee Based Income which grew electronic money product, called BNI TapCash.
by 15.6% (YoY) in 2025. This also had an impact There are several advantages of BNI TapCash,
on the increase in BNI Agen46 Operational TPF namely:
which grew by 46.4% (YoY) in 2025. a. The transaction experience is just a matter of
tapping
BNI Agen46 is targeted to continue expanding b. Fast transaction speed
the number of agents and Fee Based Income c. Ease of BNI TapCash top up channels through
growth. The expansion strategy will focus on several BNI channels including BNI Mobile
expanding to qualified BNI Agen46 candidates, Banking, ATM/CRM, EDC, and BNI Agen46,
considering the location coverage of BNI offices as well as strategic partner channels such as
and outlets, ATM/CRM networks, as well as high- Tokopedia, Shopee, Gopay, LinkAja, Blibli,
potential areas such as beneficiary transaction Indomaret, Alfagroup, and other strategic
regions and government programs. In addition, partners.
the expansion is also directed to strengthen the d. Acceptance of BNITapCash cards in
coverage of the value chain ecosystem, including payment ecosystems, such as tolls, parking,
potential payroll companies, institutional transportation (KRL, LRT, MRT, TransJakarta),
customers, commercial and corporate debtors, modern retail stores (Alfagroup, Indomaret),
and supporting businesses such as KDKMP, tourist attractions, Government institutions
Sekolah Rakyat, and Waste Banks. The increase and other payment ecosystems.
TapCash Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Number of Transactions (million) 142,0 115,2 26,8 23,3
Transaction Volume (IDR-billion) 3,42 2,78 0,64 23,2
Until December 2025, BNI recorded an increase in the number of BNI TapCash transactions reaching
142.0 million or an increase of 23.3% (YoY) from the previous of 115.2 million. Transaction volume also
increased by 23.2% (YoY) or reached Rp3.42 trillion from Rp2.78 trillion in the previous year. Community
movement during Eid and the many long weekend periods set by the government were indicators
of an increase in BNI TapCash transactions, when the volume of BNI TapCash card use increases for
transportation used for going home, and in toll roads, rest areas and tourist attractions.
The increase in BNI TapCash card transactions has been driven by several factors, including the
development of the TapCash top-up mechanism within the wondr by BNI application and the wide range
of TapCash top-up channels through strategic partners such as Tokopedia, Shopee, Gopay, LinkAja,
Blibli, Indomaret, Alfagroup, and several other strategic partners. Based on the number, TapCash top-up
transactions in 2025 grew by 37.1% from the previous year.
Additionally, the expansion of TapCash transaction acceptance grew in the transportation sector,
particularly in parking services, due to the rising number of parking partners collaborating with BNI. In
addition, BNI has partnered with Regional Development Banks (BPD) and other institutions to provide
cashless payment services through BNI TapCash. In 2025, BNI innovated through TapCash in the form of
keychains and entered into strategic collaborations to release K-Pop designed TapCash. Furthermore, BNI
310 A Heart that Serves, Growing with Indonesia
Page 313
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
continues to expand into various new merchants, b. RFP (Request for Payment): A feature that
including those in the Food and Beverage (F&B) allows customers to easily make requests
and entertainment sectors. to transfer funds to other customers. This
smoother process is expected to reduce
10.BI-FAST difficulties in daily financial transactions.
BI-Fast is Bank Indonesia’s payment system c. Bulk Credit Transfer: This feature allows
infrastructure to facilitate retail payments that can corporate customers to use BNIdirect to make
be accessed at any time. BNI as a SOE has been transfers to several account destinations
a BI-Fast participant since it was first launched in simultaneously.
2021. BNI as one of the state-owned banks has
become a participant to support the creation of Benefits of these innovations include:
an integrated, interoperable and interconnected a. Fast: More efficient transactions allowing time
digital ecosystem. savings.
b. Easy: Intuitive user interface making it easy to
To improve services, in 2025 new features carry out transactions.
were added in the BI-Fast transaction system, c. Cheap: Competitive transaction fees for all
including: payment types.
a. BI FAST API development: carried out to d. Safe: Latest security features to protect
facilitate interbank transfer services using the customer data and funds.
BI FAST scheme based to standards issued by e. Reliable: A stable and reliable system for all
Bank Indonesia (SNAP API). financial transactions.
BI FAST Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Number of Transactions (million) 367,8 253,4 114,4 45,1
Transaction Volume (IDR-billion) 1.064,0 761,8 302,2 39,7
During 2025, total BI-Fast transactions increased by 45,1% with an increase in the total nominal
transactions reaching 39,7% compared to the previous year. Thus showing an increasing adoption and
trust of customers in fast and efficient payment systems. The significant increase in BI-Fast services
usage is in line with efforts to improve systems and services for customers. The strategy to increase BI-
FAST transactions includes improving technological infrastructure, and increasing security features.
11.BNI Merchant Business
BNI has Merchant Business services consisting of Electronic Data Capture (EDC), Quick Response Code
Indonesian Standard (QRIS) and Online Merchant transactions (Acquiring Online) as part of increasing the
digitalization of financial transactions, especially retail transactions. One of BNI’s strategies to develop its
merchant business is quality acquisitions at hype locations in Indonesia and excellent after-sales service.
The BNI EDC network serves payment transactions using payment instruments in the form of cards
(debit, credit and prepaid cards) using dip or contactless methods as well as QRIS. The BNI merchant
network has wide acceptance, which is a collaboration between BNI and global principals such as VISA,
MasterCard, JCB, American Express (AMEX), China UnionPay, and the National Standard, called the
Nusantara Payment Gateway (GPN). BNI EDC is equipped with the latest features, including smart
spending (installment feature) which provides additional transaction options for customers, a loyalty
feature that facilitates customers to transact using their points, and a release cardver feature to facilitate
the cancellation of credit card transactions commonly used at hotel merchants. In terms of devices, BNI
has also adjusted the user interface and user experience (UI/UX) on BNI Android EDC to provide a more
user-friendly and easy-to-use experience.
2025 Annual Report
311
PT Bank Negara Indonesia (Persero) Tbk
Page 314
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In addition, BNI offers superior services such sector. To facilitate international transactions via
as payments via BNI QRIS using the National QR, BNI has launched a QR Cross Border product
QR code standard. With QRIS, BNI Merchants to make it easier for BNI customers to carry out
can receive payments from the wondr by QRIS-based payment transactions in countries
BNI application, BNI Mobile Banking, or from such as Thailand, Malaysia, Singapore & Japan
other payment service providers (other bank (following countries such as Vietnam, Brunei
applications, e-wallet applications such as Gojek, Darussalam, India, China and South Korea).
DANA, etc.). There are 2 types of QRIS payments
used at BNI, namely: BNI also supports merchant convenience through
a. Merchant Presented Mode (MPM), where the BNI Merchant application that offers several
QR customers at BNI Merchants can transact superior features such as same-day merchant
using all application providers connected to payments, digital merchant registration,
the QRIS network. transaction notifications in real-time transaction
b. Customer Presented Mode (CPM), where BNI reports, and biometric login capabilities.
Mobile Banking customers can make QRIS
transactions at all QRIS network merchants by As well as EDC and QRIS, BNI also has Online
simply showing the QR code generated by the Acquiring products, services provided to
BNI Mobile Banking application. e-commerce merchants or online merchants.
Through online acquiring, customers can carry
To increase QRIS transactions, BNI has carried out different types of transactions such as
out various collaborations with strategic partners purchasing goods and services online and other
such as Government institutions, including the services.
Ministry of Finance and BPJS Employment,
fintech, educational ecosystems, hospitals, To support the ease of digital transactions for
markets, and others through QRIS API. individual customers, BNI provides Direct Debit
services based on SNAP BI standards. This
In terms of products, BNI has also implemented service is designed to simplify routine payments,
QRIS Tap In Tap Out which facilitates customers to so customers no longer need to perform manual
transact easily and quickly in the transportation transfers for every bill.
QRIS Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Number of Transactions (million) 325,0 145,4 179,6 123,6
Transaction Volume (IDR-billion) 48,9 21,2 27,7 130,4
BNI saw a rapid growth in QRIS transactions in line with the increase in digital payment transactions.
Up to December 2025, QRIS transactions grew by 123.6% (YoY), and transaction volume grew by 130.4%
(YoY), to reach IDR48.9 billion. BNI will continue to expand the network and cooperation in using QRIS
through BNI Mobile Banking and QRIS merchant acceptance.
Merchant Business Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Number of Transactions (million) 666,9 459,4 207,5 45,2
Transaction Volume (IDR-billion) 145,7 113,1 32,6 27,6
312 A Heart that Serves, Growing with Indonesia
Page 315
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In 2025, BNI recorded transaction growth of 45,2% (YoY) and Transaction Volume growth of 28,8% (YoY).
This was achieved with strategic partnerships with principal networks such as VISA, MasterCard, JCB,
American Express (AMEX), China UnionPay, and the National Standard called Nusantara Payment
Gateway (GPN), as well as by expanding the merchant network and excellent after sales services from
BNI to support improving merchant business performance.
13.BNI DigiCS
BNI DigiCS is a self-service machine designed to replace Customer Service (CS) officer activities. With BNI
DigiCS, customers can perform CS activities independently (self-service). The available features include
account opening, card replacement, debit card unblocking, e-channel activation, PIN resets, TapCash
purchases and top-ups, as well as printing account statements/transaction history.
The presence of DigiCS services allows branch CS officers to focus more on advisory and sales activities.
Additionally, this service reduces customer waiting times. Activities can be conducted quickly, easily, and
securely thanks to user-friendly technology.
Performance of Digital Banking products and services for Consumers can be seen below..
E-Banking Users Composition*)
2025 2024 Increase (Decrease)
Total Composition Total Composition Nominal Percentage
(users) (%) (users) (%) (users) (%)
BNI Mobile Banking (million)**) 29,7 67 23,4 61,1 6,3 5,9
(juta)
SMS Banking (million) 12,4 28,1 12,7 33,2 (0,3) (5,1)
Internet Banking (million) 2,2 4,9 2,2 5,7 0 (0,8)
Total 44,4 100 38,3 100 6,1 15,8
*)
Data Data is presented based on the number of registered users for each product, and does not account for the possibility of Customers being registered as multi-
product users.
**)
The number of Mobile Banking users consists of users of wondr by BNI and BNI Mobile Banking
E-Banking Users Composition
(%)
5,7 4,9
61,1 67,0
28,1
Mobile Banking dan
33,2 wondr by BNI
2024 2025 SMS Banking
Internet Banking
By the end of 2025, for Digital Banking users, BNI mobile banking was the customers’ first choice for
transactions, showing that the programs and developments carried out by BNI are having a positive impact.
This was carried out by BNI to support Government programs and the Company’s internal initiatives to
support economic growth in Indonesia in the digital financial sector.
2025 Annual Report
313
PT Bank Negara Indonesia (Persero) Tbk
Page 316
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
DIGITAL BANKING PRODUCTS This platform can be accessed via the web or
AND SERVICES FOR CORPORATE, mobile application, providing convenience for
INSTITUTIONAL, AND BUSINESS highly mobile customers. In addition, BNIdirect
CUSTOMERS also provides multilingual services, including
Indonesian, English, and Mandarin, to support
BNIdirect various customer needs. A special responsive
team has been prepared to give assistance
BNIdirect is an electronic channel provided by BNI at every stage of the transaction, both before
for non-individual customers to carry out financial (pretransaction) and after (post-transaction) the
transaction activities from customer accounts at BNI process takes place.
more quickly, easily and safely. BNIdirect supports
optimal business financial management through the a. Collection Management
following excellent features: BNIdirect Cash supports efficient fund
a. 360 view Financial Dashboard collection through the Autodebit service,
This feature provides full visibility of the customer’s which enables automation of fun withdrawals,
financial condition, including cash flow, loans, as well as Virtual Account, which provides
deposits, and other financial information in unique identification for each transaction. This
real-time. The Financial Dashboard allows the feature is designed to facilitate real-time fund
customers to monitor in a one integrated view reconciliation, supporting smooth business
cash flow trends, loan information, deposits, and operations.
foreign exchange rates in. The comprehensive b. Payment Management
information supports fast and accurate data- This service facilitates various types of
based strategic decision-making, which is key payments, including mass payments, payroll,
element of a business success. and tax payments, with high efficiency and
b. Easy Onboarding Process timeliness. With the support of international
The onboarding process at BNIdirect is connectivity, customers can also make
designed to make it easier for customers to start payments in various currencies in an
services without getting caught up in complex integrated manner, increasing flexibility in
administrative procedures. Now, customers can global transactions.
easily open Giro and Business Savings accounts c. Liquidity Management
through this platform, ensuring fast access to the This feature optimizes cash flow management
financial solutions needed to support business through strategic solutions such as:
operations. • Cash Pooling: a Merging account balances
c. Security with Multi-Factor Authentication to maximize the use of company liquidity
Security is BNIdirect’s top priority. Through the • Range Balance & Target Balance:
implementation of multi-factor authentication, Management of account balances to
this platform ensures that only authorized parties ensure operational adequacy.
can access transactions, providing additional • Notional Pooling: Cross-currency
protection that is essential in the digital era. This management without physically moving
approach gives a sense of security for customers funds, providing greater flexibility in
in carrying out financial activities online. managing finances.
d. Online Open Account
1. BNIdirect cash Customers can open Giro and Deposit
BNIdirect Cash is designed to provide convenience accounts online through a real-time process,
and efficiency in transactions through providing convenience and time efficiency.
comprehensive features, such as collection This solution is designed to support easy
management, payment management, liquidity access to services without the complex
management, foreign exchange transactions, administrative procedures.
online trading, and supply chain management. e. Information Management
Transaction security is guaranteed through a This feature gives comprehensive:
hard token-based authorization system (BNI • Account Balance and Bank Statement:
e-Secure) or soft token (mobile token) combined Ensure full visibility of financial conditions.
with flexible user authority settings according to
customer needs.
314 A Heart that Serves, Growing with Indonesia
Page 317
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
• Exchange Rates and Interest Rates: Current b. Automatic Settlement, providing automatic
information to support strategic decision repayment of obligations on the financing
making. maturity date.
• Financial Statements: Reports that can be c. Push Notification, sending transaction
downloaded or sent via e-mail for in-depth notifications to the customer’s registered
financial analysis. email address.
d. Customized Report, providing transaction
2. BNIdirect supply chain reports tailored to the customer’s needs.
BNIdirect Supply Chain is a web-based digital e. Dashboard Monitoring, monitoring
platform that accommodates the needs of BNI, transaction activities and facility limits in a
Corporates (Anchors), and Corporate Partners comprehensive and informative dashboard.
(Suppliers/Buyers) to conduct invoice financing f. Flexible Connectivity according to customer
transactions in electronic form. needs (Integration with File, Integration With
API).
BNIdirect Supply Chain offers various advantages g. Real-time Disbursement, providing
in the Customer’s supply chain financing process, immediate/real-time disbursement to the
including: destination account once the approve/release
a. Guaranteed Security through the use of process is completed.
systems that have been certified according
to international security standards and the 3. BNIdirect trade
implementation of an authorization matrix BNIdirect Trade is a web-based digital platform
approval for every transaction conducted by used by customers to facilitate Bank Guarantee
the Customer. transactions online in electronic form.
b. Ease of Tracking transaction status and
monitoring Customer facility limits in The main features of BNIdirect Trade include:
real-time, as well as the availability of a. e-Application for online submission of Bank
comprehensive reports. Guarantee issuance and amendments.
c. Transaction Efficiency where the initiation of b. e-Tracking to monitor the status of Bank
invoice financing submission and repayment Guarantee issuance and amendments in real-
can be done anywhere through the web- time.
based digital platform. c. e-Reporting to present reports of issued/
amended and received Bank Guarantees.
SCF transaction services available through d. e-Checking which allows online verification
BNIdirect Supply Chain include: of the authenticity of Bank Guarantee
a. Supplier Financing: Financing to Corporate documents through BNIdirectTrade, providing
Partners (Supplier) for bills/receivables to convenience and security in every customer
Corporations that can be paid faster with a transaction.
discount.
b. Distributor Financing: Financing to Corporate In addition, the BNI m-BG Checking feature
Partners (Distributors/Buyers) to settle debts strengthens BNIdirect Trade services by
to Corporations with an extension of the tenor providing a validity check for Bank Guarantee
by the Bank and fees/interest charged upon documents by scanning the QR Code available
settlement. on the document received by the customer using
c. Receivable Financing: Financing to the m-BG Checking application on the customer’s
Corporations (sellers) for accounts receivable/ mobile phone, ensuring flexibility and reliability
unpaid bills. of service anywhere and anytime.
d. Payable Financing: Financing facility to
Corporations (buyers) to pay off debts to For online trade services, BNI also facilitates
Corporate Partners (Supplier) before the due trade transactions (export, import, and local
date. trade transactions/SKBDN) online.
The main features available in BNIdirect Supply
Chain are as follows:
a. Flexible Automatic Payment, providing
flexible and automatic invoice disbursement
according to the date specified by the
customer.
2025 Annual Report
315
PT Bank Negara Indonesia (Persero) Tbk
Page 318
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The main features offered include: BNIdirect specifically for MSMEs. This platform is
a. Comprehensive Services, including: Import designed to facilitate MSME players in monitoring
LC/SKBDN Issuance, Export LC/SKBDN cash flow in real-time, manage liquidity better, meet
Received, Inward Document Collection, and other transaction needs, and present a fresher and
Financing (Open Account Financing, financing more modern appearance. This capability should
based on Import LC/SKBDN Issuance, Export provide a more personal experience and facilitate
LC/SKBDN Received, and Inward Document transactions for customers.
Collection).
b. Real-time Status Checking and monitoring of In supporting MSMEs to go global, BNIdirect comes
transaction status. with excellent features, such as fast international
c. Comprehensive Transaction Reports. transfers, multi-currency management in one
d. Calendar of Events to identify important account, and integration with various other digital
events of a specific transaction. financial solutions.
4. BNIdirect API This platform simplifies the efficient management
BNIdirect API provides a digital solution for of daily transactions without complex processes,
corporate customers to integrate directly with BNI supporting fast, secure, and reliable payments and
banking services easily and safely. Through this collections. BNIdirect bisnis is also equipped with
service, customers or companies can integrate features that allow customers to categorize and tag
various financial transaction features directly transactions based on their type, providing better
into their internal systems, allowing banking guidance for monitoring frequent transactions while
transactions to be carried out directly through giving special attention to areas requiring more
the company’s platform. Currently, BNIdirect detailed management.
API has 280 of its services in this approved by
the Financial Services Authority (OJK) and has Furthermore, BNIdirect bisnis simplifies the simple
implemented the National Payment API Standard approval process with a modern and intuitive user
(SNAP), which is an innovation standard to interface (UI/UX) design. This new look ensures that
improve the security and reliability of payment MSME customers can easily understand and access
systems in Indonesia. existing features without the need for intensive
training. This feature also supports a simple user
BNI API services cover various transaction journey, making the transaction experience more
functions, such as disbursement, collection, pleasant and efficient.
payment, account information, and digital
account opening. In addition, this API also To support strategic decision-making, BNIdirect
supports non-financial features, such as the Know bisnis provides integrated financial reports that
Your Customer (KYC) process and other account facilitate MSMEs in business planning, credit
management. This support allows customers to applications, and financial analysis. With access
accelerate business processes while increasing to financial positions such as cash balances,
operational efficiency. receivables, and liabilities, customers can manage
their finances effectively, drive business growth,
Through BNIdirect API, BNI partners will get and enhance competitiveness in both local and
stepby-step guidance, from registration to global markets.
application testing in a sandbox environment.
This portal is also equipped with comprehensive Through a deep understanding of MSME needs,
technical specifications, a designated page BNIdirect bisnis serves not only as a transaction
for reviewing sample errors, and tracking platform but also as a strategic partner supporting
documentation changes, providing a seamless the sustainability and success of MSME businesses
integration experience for partners. in the digital era.
BNIdirect Business With these features, BNI through BNIdirect bisnis
aims to ensure that every customer transaction
As a form of BNI’s commitment to supporting need, whether on a large or small scale, can be met
digital transformation in the micro, small, and with ease, security, and reliability.
medium enterprises (MSMEs) sector, various
new capabilities will soon be introduced through
316 A Heart that Serves, Growing with Indonesia
Page 319
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The core value offered by BNI for MSME customers as well as monitor transaction activities in real-time
is: “Simplify Transaction, Personalized, and anytime and anywhere.
Comprehensive Financial Report.”
1. Simplify Transaction This convenience is supported by advanced security
BNIdirect allows MSME customers to run a more features designed to ensure that every transaction
efficient daily transaction managements and skip is protected. The security system includes the use
the normally complicated process. This platform of M-PIN, hard token (BNI e-Secure), and soft token
simplifies payment and receipt transactions, (mobile token) as transaction authorization tools.
either through bank transfers, digital payments, This combination of technologies not only provides
or other payment systems, with better speed and maximum protection, but also ensures that the
security. transaction process remains efficient and easy to
2. Personalized use.
This service allows MSMEs to categorize and
mark transactions by type, such as expenses With this innovation, BNIdirect Mobile supports
for raw materials, salary payments, or other a faster, safer, and more convenient business
operational costs. This feature helps MSMEs experience, in line with customer needs in the
monitor frequent transactions and pay special dynamic digital era.
attention to areas that require more detailed • BNIdirect Mobile Advantages
management. a. Accessed via Android and iOS based devices.
3. Comprehensive Financial Report b. Display based on layer size.
MSMEs are given the convenience of compiling c. Layered security.
integrated financial reports, thus supporting d. Auto update BNIdirect Mobile feature (no
faster and more accurate business decision need to reinstall).
making.This feature facilitates business planning, • BNIdirect Mobile Security
credit applications, and financial analysis. a. Transaction authentication uses M-PIN
Customers can also monitor their financial and OTP sent to the User’s mobile number
position in realtime, including cash balances, registered with BNIdirect.
receivables, and liabilities, which helps manage b. Access to sensitive menus requires M-PIN.
finances more effectively, drive business growth, c. Data communication between the Device and
and increase competitiveness. the App server is AES 256 encrypted.
d. Web Application Firewall (WAF) verification
The BNIdirect business page can be accessed via: • Terms and Conditions for Becoming a BNIdirect
directbisnis.bni.co.id Mobile User Customer
a. Already registered on the web version of the
BNIdirect Mobile BNIDirect application.
b. New customers can use the BNIdirect/
BNIdirect Mobile a complement to the website BNIDirect Mobile Registration Application
version of BNIdirect to facilitate customers making by adding the BNIdirect Mobile feature and
transactions via a smartphone. This application is including the mobile/HP number for each
available for Android and iOS operating systems, user.
providing flexibility of access for customers with c. Existing customers can use the BNIdirect/
high mobility. With BNIdirect Mobile, customers BNIdirect Mobile Maintenance Application to
can perform transactions instantly and practically, add BNIdirect Mobile features and mobile/HP
number for each user.
BNIdirect Performance
Increase (Decrease)
2025 2024 Percentage
Nominal
(%)
Transaction Volume (Rp-billion) 11.406 9.025 2.380 26,4
Number of Transactions (million) 1.451 1.273 179 14,0
Number of Users 261.815 209.811 52.004 24,8
2025 Annual Report
317
PT Bank Negara Indonesia (Persero) Tbk
Page 320
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The growth in the number of BNIdirect users, which In supporting the Go Digital agenda, the BNI Xpora
reached 24.8% in 2025, successfully increased Portal (www.xpora.bni.co.id) serves as an integrated
BNIdirect transaction volume by 26.4%. This reflects platform that provides comprehensive financial and
the high level of adoption and Customer trust in the digital solution recommendations, tailored to the
digital solutions offered by BNI to support efficiency business maturity level of entrepreneurs through
and productivity in financial management. the Business Level Check feature. This portal also
enriches MSME capabilities through access to
Going forward, BNI remains committed to delivering video-based business insights and learning, training
more comprehensive and relevant new solutions, modules, and provides inspiration for business
which are expected to support increasingly complex development.
business needs in the future.
To expand MSME access to international markets,
BNIsmart Ecosystem BNI Xpora facilitates export opportunities through
the Market Expansion (Business Matching) program,
As a form of commitment to becoming a strategic which connects MSME actors with the Indonesian
partner that grows together with customers, BNI diaspora and global buyers.This initiative is designed
is strengthening the BNIsmart Ecosystem initiative to accelerate market penetration and enhance
through a co-creation approach. This strategy is MSME readiness in facing global competition.
focused on providing curated (tailor-made) digital
solutions for specific needs in key sectors, including As a reinforcement of the digital ecosystem, BNI
education, healthcare, business districts, and Xpora also provides various SME Tools as business
Fast-Moving Consumer Goods (FMCG). Through operational support, as well as the Market Insight
seamless system integration, BNIsmart Ecosystem feature which presents strategic market information
solutions do not only serve as transactional services in export destination countries. Furthermore, the
but are embedded as an inseparable part of the BNI Xpora portal is equipped with foreign exchange
client’s journey and the customer’s daily operations. information, business pitching, and integration
This initiative has proven effective in driving loyalty with BNIdirect bisnis to support the efficient and
and transaction volume, reflected in a 41% increase integrated transaction and financial management
in transaction volume in related sectors (from Rp61 needs of MSMEs.
trillion to Rp85 trillion) and the addition of 3 (three)
new strategic partnerships throughout 2025. These As part of strengthening the export ecosystem,
digital solutions have received market appreciation BNI Xpora also conducts guidance with the
and were awarded by reputable international export ecosystem through strategic partnerships
institutions such as Asian Banking & Finance (ABF) in expanding export markets by partnering with
and The Asset Triple A. potential partners, including Ministries, Institutions,
Regulators, Associations, and others. One of these
BNI Xpora is the collaboration with the Ministry of Trade of
the Republic of Indonesia in providing information
In line with the development of Xpora as an export- on export provisions and requirements through
oriented MSME ecosystem, BNI continuously integration with the LAMANSITU system. BNI Xpora
supports increasing the capacity of Indonesian also provides digital legality services to support
MSMEs to grow into productive, digitized, and the legal needs of MSMEs, including contract
globally competitive business actors (Go Productive, creation and business entity establishment through
Go Digital, and Go Global). This initiative also collaboration with Kontrak Hukum, as well as various
strengthens BNI’s role as a service center for the other supporting services.
Indonesian diaspora in various countries.
As of December 31, 2025, the BNI Xpora program
has encouraged 12,094 MSME actors to reach the
global market. From the Xpora service, the value of
BNI’s export credit distribution for MSMEs in 2025
reached IDR 35.0 trillion, and grew by 5.6% from the
previous year.
318 A Heart that Serves, Growing with Indonesia
Page 321
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI DPLK Sure BNI DPLK Website
BNI DPLK SURE is an application to support the The development of BNI’s latest website, with the
BNI DPLK business, and provides convenience and page https://newdplk.bni.co.id. The features of the
solutions for managing retirement planning for New BNI DPLK Website are:
BNI DPLK customers. The BNI DPLK SURE services • Balance Check and download e-statement
consist of account opening, deposits, claims, balance • Print proof of membership (E-Card)
information, and fund management according to • Membership data update
the investment package chosen by the customer. • Latest Articles & News
BNI DPLK SURE is also connected to BNI Mobile
Banking, BNI ATM, and BNI Direct so that customers Trade Finance Overseas
can make transactions anytime and anywhere. The One of BNI’s flagship businesses which is currently
BNI DPLK Investment Package consists of various still being developed is Trade Finance to support
products, including Deposits, Bonds, Mutual Funds, BNI’s mission, namely Strengthening International
Sharia Mutual Funds, and others. Services to Support the Needs of Global Business
Partners. To achieve this, BNI continues to improve
As well as the main services for customers, there are the performance of its Trade Finance application. To
other modules in DPLK SURE, such as reconciliation, adopt the SWIFT Changes in 2023, which impacted
integration, daily accrual modules, reporting trade transaction processing, in 2024 BNI upgraded
modules to regulators and operational monitoring, the Trade Finance (TiPlus) application in overseas
which strengthen the reliability of DPLK SURE, while branches (KCLN) Singapore and Hong Kong. The
still meeting the requirements of regulators. SWIFT format update was also one of BNI’s efforts to
fulfill compliance aspects with the latest regulations.
On August 8, 2025, DPLK BNI released an additional
type of participant, namely Post-Employment Contribution of Digital Banking to BNI’s
Participants, where these participants are registered Financial Performance
in DPLK Sure through the Post-Employment The variety of digital banking products and services
Compensation Fund (DKPK) program. DKPK itself developed by BNI not only strengthens BNI’s image
is income paid by an employer to employees in as one of the largest banks in Indonesia, but also
connection with the end of the service period or the has a positive impact on BNI’s overall financial
occurrence of employment termination. This differs performance. In the form of increasing the Current
from the existing program in DPLK Sure, namely Account Saving Account (CASA) and obtaining Fee
the Defined Contribution Pension Plan (PPIP), where Based Income.
PPIP participants are employees of a company or
individuals who open DPLK accounts independently. BNI’s total CASA in December 2025 reached IDR726
In the DKPK program, the DPLK participants are the trillion. This achievement is also supported by BNI’s
employing companies, and the employees of DKPK success in increasing digital capabilities which
participants do not have DPLK accounts; only the were able to increase customer engagement and
employing company holds the DPLK account. transaction experience.
Since 2001, DPLK BNI has become the market
leader in the pension fund management industry
in Indonesia. As of December 31, 2025, DPLK BNI’s
AUM (Asset Under Management) reached IDR 36.23
trillion with more than 884 thousand Customers,
consisting of corporate and individual Customers.
2025 Annual Report
319
PT Bank Negara Indonesia (Persero) Tbk
Page 322
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The following is the contribution of digital banking products and services developed by BNI to achieving Fee
Based Income:
2025 2024 Increase (Decrease)
Total Composition Total Composition Nominal Persentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
ATM & e-channel 1.754 61,9 1.549 61,5 205 13.3
Payment Point Online
Banking (PPOB) & Bill 405 14,3 389 15,2 16 4.2
Payment
Wholesale Digital
860 23,8 724 23,3 136 18.8
Transcation
Total 2.835 100 2.525 100,0 310 12.3
In 2024, total Fee Based Income from digital services Fees from PPOB & Bill Payment in 2025 increased
reached IDR2.5 trillion. Fees from ATMs & e-channels by 4,2% compared to last year. Meanwhile, fees
decreased, influenced by the implementation of from the Wholesale Digital Transactional Platform
the national payment system (BI Fast) which has increased by 15,2% compared to 2024, reflected in
lower transaction rates. Currently, more than 90% the value of transactions through BNIdirect which
of interbank transfer transactions carried out by BNI increased 26.4% Year on Year.
customers have been carried out via BI Fast. This is a
form of BNI’s support for the government’s program It indicates the success of BNI’s strategy in increasing
in integrating the national payment system. digital transactions by customers so that BNI digital
services, especially Mobile Banking in the Retail
Segment and BNIdirect in the Business Banking
Segment, have also been used for transactions
other than sending money.
320 A Heart that Serves, Growing with Indonesia
Page 323
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2025 Annual Report
321
PT Bank Negara Indonesia (Persero) Tbk
Page 324
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Comprehensive Financial Review
PRESENTATION AND COMPLIANCE WITH conducted in accordance with Auditing Standards
ACCOUNTING STANDARDS APPLICABLE IN established by the Indonesian Institute of Certified
INDONESIA Public Accountants. The auditors issued unmodified
opinions, as stated in their respective audit reports
The following discussion and analysis of financial dated February 2, 2026, January 22, 2025, and
performance is based on the Consolidated Financial January 25, 2024. As the consolidated financial
Statements of PT Bank Negara Indonesia (Persero) information presented above is derived from the
Tbk and its Subsidiaries, which were prepared by the audited Consolidated Financial Statements, it does
Bank’s management in accordance with Indonesian not represent a complete presentation of those
Financial Accounting Standards. BNI’s Consolidated audited statements. Amounts disclosed for the
Financial Statements for the years ended December accounts discussed in this report are presented on a
31, 2025, 2024, and 2023 were audited by KAP Rintis, net basis after deducting allowance for impairment
Jumadi, Rianto & Rekan (formerly KAP Tanudiredja, losses, unless otherwise stated.
Wibisana, Rintis & Rekan and a member firm of the
PricewaterhouseCoopers network). The engagement The audited Annual Financial Statements were
partners in charge were Jimmy Pangestu, S.E., CPA released within less than 60 days after the end of the
(2023: Drs. M. Jusuf Wibisana, M.Ec., CPA), acting financial year, on February 2, 2026. [ACGS (B) C.1.1]
as independent auditors, and the audits were
FINANCIAL PERFORMANCE ANALYSIS
Consolidated Statements of Financial Position
Increase (Decrease) Increase (Decrease)
2025 2024*) 2023 2024-2025 2023-2024
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Assets 1.362.055 1.130.129 1.086.664 231.926 20,5 43.208 4,0
Liabilities 1.185.716 963.581 931.931 222.134 23,1 30.623 3,3
Equity 176.339 166.548 154.733 9.791 5,9 12.585 8,2
*) restatement
ASSETS
The Company prepares its financial statements by taking into account the characteristics of BNI’s banking
business activities that are considered more relevant. Accordingly, the statement of financial position does
not classify assets into current and non-current assets, but rather into Financial Assets and Non-Financial
Assets. This approach reflects common practice in the banking industry, given that the Bank’s operating
cycle and liquidity management cannot be clearly determined within a specific time horizon. Information
on assets with high liquidity or those expected to be realized in the short term continues to be adequately
disclosed in the Notes to the Financial Statements, particularly within the accounting policy disclosures and
the detailed breakdown of the relevant asset accounts.
Total assets of PT Bank Negara Indonesia (Persero) Tbk in 2025 amounted to IDR1,362 trillion, increasing by
IDR231.9 trillion or 20.5% compared with the 2024 position. This growth in total assets was supported by
increases in both financial and non-financial assets.
Financial assets in 2025 amounted to IDR1,308.2 trillion, representing year-on-year growth of 21.6%, in line
with the increase in earning assets, which reached IDR1,408.2 trillion, up 21.3%. This growth was primarily
322 A Heart that Serves, Growing with Indonesia
Page 325
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
driven by higher earning assets in the form of loans disbursed. Loans accounted for 66.0% of total assets in
2025, reflecting BNI’s core business characteristics as a credit intermediary. Another significant contribution
came from earning assets in the form of Government Bonds, which accounted for 12.0% of total assets and
increased by 23.8%, from IDR132.1 trillion in 2024 to IDR163.5 trillion in 2025.
Meanwhile, non-financial assets declined by 0.2% to IDR53.9 trillion in 2025. This decrease was mainly
attributable to a reduction in net deferred tax assets amounting to IDR4.8 trillion.
Total Assets
(IDR billion)
1.362.055
1.130.129
1.129.806
1.086.664
2023 2024 2024*) 2025
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) (IDR-billion) (IDR-billion)
Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Financial Assets
Cash 13.352 13.710 (358) (2,6) 13.710 11.207 2.503 22,3
Current accounts with Bank
79.989 51.669 28.320 54,8 51.669 65.256 (13.587) (20,8)
Indonesia
Current accounts with other banks
25.938 22.074 3.864 17,5 22.074 35.023 (12.949) (37,0)
- Net
Placements with other banks and
33.780 17.076 16.704 97,8 17.076 43.794 (26.718) (61,0)
Bank Indonesia - Net
Marketable securities - Net 63.017 48.534 14.483 29,8 48.534 37.165 11.369 30,6
Securities purchased under
6.911 7.972 (1.061) (13,3) 7.972 13.951 (5.979) (42,9)
agreements to resell - Net
Bills and other receivables - Net 13.453 13.243 210 1,6 13.243 18.999 (5.756) (30,3)
Acceptance Receivables - Net 19.449 15.926 3.523 22,1 15.926 17.091 (1.165) (6,8)
Derivative Receivables 5.422 1.793 3.629 202,4 1.793 996 797 80,0
Loans disbursed 899.531 775.872 123.659 15,9 775.872 695.085 80.787 11,6
CKPN Loans disbursed (35.861) (38.685) 2.824 (7,3) (38.685) (47.158) 8.473 (18,0)
Government Bonds - Net 163.510 132.069 31.441 23,8 132.069 127.099 4.970 3,9
Equity Investments - Net 652 637 15 2,4 637 564 73 12,9
Other Assets- Net 18.941 14.136 4.805 34,0 14.107 16.972 (2.865) (16,9)
Insurance and Reinsurance Contract
81 99 (18) (18,2) - - - -
Assets
Total Financial Assets 1.308.165 1.076.125 232.041 21,6 1.075.997 1.036.044 39.953 3,9
Non Financial Assets
Prepaid Taxes 3.090 19 3.071 16.163,2 19 643 (624) (97,0)
Prepaid Expenses 2.275 2.941 (666) (22,6) 2.941 2.743 198 7,2
Investments in Associates 14.354 12.748 1.606 12,6 12.748 11.284 1.464 13,0
Fixed Assets - Net 31.113 30.408 705 2,3 30.408 27.765 2.643 9,5
Intangible assets 742 743 (1) (0,1) 743 744 (1) (0,1)
Deferred Tax Assets - Net 2.316 7.145 (4.829) (67,6) 6.950 7.441 (491) (6,6)
Total Non- Financial Assets 53.890 54.004 (114) (0,2) 53.809 50.620 3.189 6,3
Total Assets 1.362.055 1.130.129 (231.926) 20,5 1.129.806 1.086.664 43.142 4,0
Total Earning Assets 1.408.227 1.161.387 246.840 21,3 1.161.387 1.085.279 76.108 7,0
*) Restatement
2025 Annual Report
323
PT Bank Negara Indonesia (Persero) Tbk
Page 326
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Cash
In 2025, BNI recorded cash of IDR13.4 trillion, representing a 2.6% decrease compared with the 2024 position
of IDR13.7 trillion. The decline was attributable to a 4.03% reduction in cash denominated in Indonesian
Rupiah to IDR12.1 trillion in 2025, while cash balances in foreign currencies increased, primarily driven by
holdings in USD. Cash denominated in Indonesian Rupiah remained dominant, accounting for 90.7% of
BNI’s total cash balance.
Current accounts with Bank Indonesia
BNI and its Subsidiaries are required to keep Minimum Statutory Reserve (MSR) in Rupiah for their activities
as commercial banks, as well as an MSR in foreign currency for their activities when conducting foreign
currency transactions.
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account
Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Rupiah 71.516 89,4 43.717 84,6 27.799 63,6 43.717 84,6 57.795 88,6 (14.078) (24,4)
US Dollar 8.473 10,6 7.952 15,4 521 6,6 7.952 15,4 7.461 11,4 491 6,6
Total 79.989 100,0 51.669 100,0 28.320 54,8 51.669 100,0 65.256 100,0 (13.587) (20,8)
*) Restatement
In 2025, BNI recorded current accounts with Bank Indonesia amounting to IDR80.0 trillion, representing an
increase of 54.8% from IDR51.7 trillion in the previous year. This account accounted for 5.9% of total assets,
up from 4.6% in the prior year. BNI’s statutory reserve requirement (GWM) complied with Bank Indonesia
Regulation No. 24/4/PBI/2022 dated February 25, 2022 on Statutory Reserves for Commercial Banks in Rupiah
and Foreign Currencies for Conventional Commercial Banks, as well as Members of the Board of Governors
Regulation No. 8 of 2025 dated March 27, 2025.
2025 2024 2023
Minimum Statutory Reserves (GWM)
(%) (%) (%)
GWM - Rupiah 6,4 6,5 9,5
GWM - Foreign Currencies 4,0 4,0 4,0
As of December 31, 2025, BNI’s primary statutory reserve requirement (GWM Primer) in Indonesian Rupiah
stood at 6.4%, compared with 6.5% as of December 31, 2024. Meanwhile, the statutory reserve requirement
for foreign currencies was 4.0% in both 2025 and 2024.
Current accounts with Other Banks
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account
Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Rupiah 422 1,6 192 0,9 230 119,8 192 0,9 602 1,7 (410) (68,1)
Foreign
25.516 98,4 21.882 99,1 3.634 16,6 21.882 99,1 34.421 98,3 (12.539) (36,4)
Currencies
Allowance
for
- - - - - - - - - - - - -
impairment
losses
Total – Net 25.938 100,0 22.074 100,0 3.864 17,5 22.074 100,0 35.023 100,0 (12.949) (37,0)
In 2025, current accounts with other banks amounted to IDR25.9 trillion, with all balances classified as current,
representing an increase of 17.5% compared with IDR22.1 trillion in 2024. The increase was primarily driven
by current accounts with other banks denominated in foreign currencies, which reached IDR3.6 trillion, up
16.6% from the previous year. This growth was attributable to operational activities with counterparty banks
as part of liquidity optimization efforts. The contribution of this account to total assets stood at 1.9% in 2025,
slightly lower than 2.0% in the prior year.
324 A Heart that Serves, Growing with Indonesia
Page 327
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Placements with Other Banks and Bank Indonesia
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account
Total Composition Total Composition Total (IDR- Percentage Total Composition Total Composition Total (IDR- Percentage
(IDR-billion) (%) (IDR-billion) (%) billion) (%) (IDR-billion) (%) (IDR-billion) (%) billion) (%)
Deposit
28.678 84,9 10.125 59,3 18.553 183,2 10.125 59,3 39.429 90,0 (29.304) (74,3)
Facility
Call money 1.927 5,7 3.142 18,4 (1,215) (38,7) 3.142 18,4 1.364 3,1 1.778 130,4
Time
3.175 9,4 3.809 22,3 (634) (16,6) 3.809 22,3 2.963 6,8 846 28,6
Deposits
Negotiable
Certificate - - - - - - - - 38 0,1 (38) (100)
Deposits
Allowance for
impairment - - - - - - - - - - - - -
losses
Total - Net 33.780 100,0 17.076 100,0 16.704 97,8 17.076 100,0 43.794 100,0 (26.718) (61,0)
*) Restatement
Placements with other banks and Bank Indonesia were recorded at IDR33.8 trillion in 2025, representing a
97.8% increase compared with the previous year. This increase was attributable to BNI’s focus on enhancing
earning assets with higher yields. The annual interest rates applicable to these placements denominated in
Indonesian Rupiah ranged from 1.0%–6.5% in 2025 and 0.0%–7.0% in 2024, while placements denominated
in foreign currency (USD) carried interest rates of 2.0%–4.2% in 2025 and 2.0%–5.2% in 2024.
Securities
Securities represent one of the alternative placements of funds by BNI in addition to loans disbursed. In
addition to earning interest income from investments in these securities, BNI also generates non-interest
income from sales transactions and mark-to-market gains on such securities. As of December 31, 2025, the
Bank recorded total securities amounting to IDR63.0 trillion, an increase of 29.8% compared with IDR48.5
trillion in the previous year. The composition of securities held by BNI is as follows:
Securities by Type
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Securities
Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Mutual funds 25.299 40,1 21.721 44,8 3.578 16,5 21.721 44,8 24.199 64,7 (2.478) (10,2)
Bonds 8.130 12,9 6.782 14,0 1.347 19,9 6.782 14,0 7.348 19,6 (566) (7,7)
Subordinated
312 0,5 353 0,7 (41) (11,5) 352 0,7 607 1,6 (255) (42,0)
Bonds
Bank
Indonesia
Rupiah 27.976 44,4 18.496 38,1 9.480 51,3 18.496 38,1 3.700 9,9 14.796 399,9
Certificates
(SRBI)
Bank
Indonesia
Foreign
34 0,1 - - 34 100,0 - - 76 0,2 (76)(100,0)
Currency
Certificates
(SVBI)
Other
1.266 2,0 1.183 2,4 83 7,0 1.183 2,4 1.478 4,0 (295) (19,9)
Securities
Allowance for
impairment (0) (0) 0 (0) (0,3) (0) (243) 243 (99,9)
losses
Total - Net 63.017 100,0 48.535 100,0 14.482 23,8 48.534 100,0 37.165 100,0 11.369 30,6
*) Restatement
2025 Annual Report
325
PT Bank Negara Indonesia (Persero) Tbk
Page 328
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Securities by Type and Classification of Financial Assets
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Securities
Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Fair Value through Profit and Loss Statements
Mutual Funds 3.426 5,4 2.885 5,9 541 18,8 2.885 5,9 4.745 12,7 (1.860) (39,2)
Bank Indonesia
Rupiah
25.051 39,8 18.496 38,1 6.555 35,4 18.496 38,1 2.549 6,8 15.947 625,6
Certificates
(SRBI)
Bank
Indonesia
Foreign
- - - - - - - - 76 0,2 (76) (100,0)
Currency
Certificates
(SVBI)
Bonds 1.926 3,2 1,297 2,7 629 48,5 1.297 2,7 642 1,7 655 102,0
Subordinated
131 0,2 122 0,3 9 7,4 122 0,3 269 0,7 (147) (54,6)
Bonds
Other
1.266 2,1 1,160 2,4 106 9,1 1.160 2,4 1 0,0 1.159 115.800,3
Securities
Total Fair
Value Through
31.800 50,5 23.960 49,4 7.840 32,7 23.959 49,4 8.282 22,1 15.678 189,3
Profit and Loss
Statement
Fair Value through Other Comprehensive Income
Mutual Funds 21.873 34,7 18.836 38,8 3.037 16,1 18.836 38,8 19.454 52,0 (618) (3,2)
Other
6.137 9,7 5.121 10,6 1.016 19,8 5.121 10,6 6.101 16,3 (980) (16,1)
Bonds
Subordinated
181 0,3 231 0,5 (50) (21,3) 231 0,5 338 0,9 (107) (31,7)
Bonds
Bank Indonesia
Rupiah
2.925 4,6 - - 2.925 100,0 - - 1.151 3,1 (1.151) (100,0)
Certificates
(SRBI)
Bank
Indonesia
Foreign
34 0,1 - - 34 100,0 - - - - - -
Currency
Certificates
(SVBI)
Other
- - - - - - - 1.477 3,9 (1.477) (100,0)
Securities
Total Fair Value
through Other
31.150 49,4 24.188 49,8 6.962 28,8 24.188 49,8 28.521 76,2 (4.333) (15,2)
Comprehensive
Income
Amortized Acquisition Cost
Other Bonds 67 0,1 364 0,8 (297) (81,6) 364 0,7 605 1,6 (241) (39,8)
Other
- - 23 0,0 (23) 100,0 23 0,0 - - 23 100,0
Securities
Total
Amortized
67 0,1 387 0,8 (320) (82,7) 387 0,8 605 1,6 (218) (36,0)
Acquisition
Cost
Allowance for
Impairment 0 (0,3) (0) (94,5) (0,3) (243) 243 (99,9)
Losses
Total - Net 63.017 100,0 48.535 100,0 14.448 29,8 48.534 100,0 37.165 100,0 11.369 30,6
*) Restatement
In 2025, the growth in securities owned by BNI was 29.8% or IDR14.4 trillion. This increase was mainly
contributed by an increase in securities with type of instrument newly issued by Bank Indonesia in 2025,
namely Bank Indonesia Rupiah Securities (SRBI) resulting in a total portfolio of IDR28.0 trillion.
326 A Heart that Serves, Growing with Indonesia
Page 329
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Increase (Decrease) Increase (Decrease)
Securities 2025 2024*) 2024 2023
2024-2025 2023-2024
Based on
Issuer Total Composition Total Composition Nominal Persentase Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-miliar) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Corporate 31.592 50,1 27.993 57,7 3.599 12,9 27.993 57,7 30.646 81,9 (2.653) (8,7)
Bank 3.416 5,4 2.046 4,2 1.370 67,0 2.045 4,2 2.986 8,0 (941) (31,5)
Bank
28.009 44.5 18.496 38,1 9.513 51,4 18.496 38,1 3.776 10,1 14.720 389,8
Indonesia
Sub Total 63.017 100,0 48.534 100,0 14.483 29,8 48.535 100,0 37.408 100,0 11.126 29,7
Allowance
for
(0) (0,3) 0 (94,5) (0,3) (243) 243 (99,9)
Impairment
Losses
Total - Net 63.017 48.534 14.483 29,8 48.534 37.165 11.369 30,6
*) Restatement
Based on the composition by issuer, securities issued portfolio, accounting for 66.7% in 2025 and 74.8%
by corporates accounted for the largest portion, in 2024. Export bills and other receivables comprise
representing 50.1% or equivalent to IDR31.6 trillion Domestic Documentary Certificates (SKBDN), export
in 2025, compared with IDR28.0 trillion (gross) in the bills, open account financing, and supply chain
previous year. financing.
From a collectibility perspective, the majority of Acceptance Receivables
securities held by BNI were classified as current, Acceptance receivables increased by IDR3.5 trillion
accounting for 99.6% and 99.3% for the periods to IDR19.4 trillion compared with IDR15.9 trillion in
ended December 31, 2025 and 2024, respectively. the previous year. The increase was primarily driven
Management considers the allowance for by higher acceptance receivables denominated in
impairment losses on the Bank’s securities holdings foreign currencies, which rose by IDR4.6 trillion,
to be adequate. partially offset by a decline of IDR1.1 trillion in
acceptance receivables denominated in Indonesian
Securities Purchased under Agreements to Rupiah. Based on collectibility criteria in accordance
Resell with Financial Services Authority (OJK) regulations,
As of December 31, 2025, securities purchased under the majority of acceptance receivables were
Agreements to Resell amounted to IDR6.9 trillion, all classified as current. Allowance for impairment
classified as current, representing a 13.3% decrease losses has been established in accordance with
compared with the outstanding balance of IDR8.0 applicable regulations, and management believes
trillion in the same account in the prior year. The that the allowance provided is adequate.
contractual interest rates for securities purchased
under resale agreements ranged from 4.2%–4.9% Derivative Receivables
as of December 31, 2025 and 6.5%–6.8% as of In conducting business, BNI transacts in derivative
December 31, 2024, respectively. financial instruments such as foreign currency
futures contracts, foreign currency swaps, interest
Export Bills and Other Receivables rate swaps, and spot transactions for financing,
In 2025, BNI recorded export bills and other trading, and hedging. The instruments used by BNI
receivables amounting to IDR13.5 trillion, are classified based on the type of risk related to
representing growth of 1.6% compared with IDR13.2 exchange rates, interest rates, or both. Based on
trillion in 2024. This increase was primarily driven the exchange rate, derivative receivables are in the
by higher export bill transactions denominated in form of buy/sell forward contracts, buy/sell foreign
foreign currencies, which rose by IDR1.2 trillion, currency swaps, buy/sell foreign currency spots,
or 34.6%, bringing total foreign currency export and buy/sell foreign currency options. Instruments
bill transactions in 2025 to IDR4.5 trillion, up from related to interest rates are swaps on interest rates,
IDR3.3 trillion in the previous year. Meanwhile, while instruments related to exchange rates and
export bills and other receivables denominated interest rates are foreign currency swaps and US
in Indonesian Rupiah continued to dominate the Dollar interest rates.
2025 Annual Report
327
PT Bank Negara Indonesia (Persero) Tbk
Page 330
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
On a cumulative basis, BNI’s derivative receivables As of December 31, 2025, the prime lending rate
amounted to IDR5.4 trillion in 2025, representing a stood at 8.14% for the corporate segment, 8.39%
significant increase of 202.4% compared with IDR1.8 for the retail segment, 9.46%–11.58% for the MSME
trillion in 2024. Of the total derivative receivables, segment, 8.88% for consumer home ownership
US dollar foreign exchange sell swap instruments loans (KPR), and 10.16% for consumer loans other
recorded a notional amount of USD1.3 billion in than KPR.
2025, compared with USD1.5 billion in 2024. All
derivative receivables as of December 31, 2025 were Total Loans Disbursed
(IDR billion)
classified as current.
899.531
Loans Disbursed
775.872
Loans disbursed constitute BNI’s core business,
contributing 66.0% of total assets in 2025 and 68.7%
695.085
in 2024. Based on loan types, BNI extends financing
in the form of working capital loans, investment
loans, consumer loans, syndicated loans, employee
loans, and government program loans.
Total loans disbursed by BNI amounted to IDR899.5 2023 2024 2025
trillion, representing growth of 15.9% compared with
IDR775.9 trillion in the previous year. This growth Working capital loans remained the largest
was primarily driven by an increase in Investment contributor to BNI’s gross loan portfolio, accounting
Loans, which rose by 27.3% or IDR35.9 trillion, for 52.7% in 2025 and 51.5% in 2024. Overall, BNI’s
bringing the investment loan balance to IDR167.5 loan portfolio was well diversified, with significant
trillion in 2025 from IDR144.5 trillion in 2024. Loans contributions from other loan types, including
denominated in Indonesian Rupiah continued investment loans at 18.6%, consumer loans at
to dominate, accounting for 82.5% in 2025 and 17.6%, and syndicated loans at 10.8% in 2025. The
78.8% in 2024. Meanwhile, foreign currency loans composition of loans by type is presented as follows:
were predominantly denominated in US dollars,
contributing 16.8% and 20.4% of total loans in 2025
and 2024, respectively.
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
Loans by 2024-2025 2023-2024
Type Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Working
473.954 52,7 399.771 51,5 74.183 18,6 399.771 51,5 352.886 50,8 46.885 13,8
Capital
Investment 167.519 18,6 131.623 17,0 35.986 27,3 131.623 17,0 117.616 16,9 14.007 11,9
Consumer 158.083 17,6 144.460 18,6 13.593 9,4 144.460 18,6 123.317 17,7 21.143 17,1
Employee 2.406 0,3 2.894 0,4 (488) (16,9) 2.894 0,4 3.635 0,5 (741) (20,4)
Syndicated 97.597 10,8 97.121 12,5 476 0,5 97.121 12,5 97.600 14,0 (479) (0,5)
Government
2 0,0 3 0,0 (1) (33,3) 3 0,0 31 0,0 (28) (91,5)
Programs
Total - Gross 899.531 100,0 775.872 100,0 123.659 15,9 775.872 100,0 695.085 100,0 80.787 11,6
Allowance
for
(35.861) (38.685) 2.824 (7,3) (38.685) (47.158) 8.474 (18)
Impairment
Losses
Total - Net 863.670 737.187 126.483 17,2 737.187 647.927 89.261 13,8
*) Restatement
Regarding to syndicated loans, BNI’s participation in syndicated lending with other banks amounted to
IDR97.6 trillion and IDR97.1 trillion as of December 31, 2025 and 2024, respectively. The percentage of BNI’s
participation share in syndicated loans where BNI acted as the lead arranger ranged from 5.0% to 100.0% in
both 2025 and 2024.
328 A Heart that Serves, Growing with Indonesia
Page 331
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Employee loans are loans extended to BNI employees, bearing annual interest rates ranging from 3% to 5%,
and are intended for home purchases and other personal purposes, with tenors ranging from 1 year to 20
years. Repayment of both principal and interest is made through monthly payroll deductions. Government
Program Loans comprise the Food Security Credit (KKP) Two-Step Loan (TSL), the Cattle Breeding Business
Credit (KUPS), and Plantation Revitalization programs, which may be financed partially and/or entirely by
the Government.
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
Loans by 2024-2025 2023-2024
Type Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Corporate 445.202 49,5 356.384 45,9 88.818 24,9 365.945 47,2 317.592 45,7 48.353 15,2
Rupiah 369.287 41,1 278.738 35,9 90.548 32,5 287.996 37,1 252.995 36,4 35.001 13,8
Foreign
75.916 8,4 77.646 10,0 (1.730) (2,2) 77.949 10,0 64.597 9,3 13.352 20,7
Currency
Middle 131.797 14,7 109.929 14,2 21.868 19,9 100.422 12,9 102.460 14,7 (2.038) (19,9)
Rupiah 123.535 13,7 98.379 12,7 25.156 25,6 89.175 11,5 91.224 13,1 (2.049) (2,2)
Foreign
8.262 0,9 11.550 1,5 (3.288) (28,5) 11.247 1,4 11.236 1,6 11 0,1
Currency
Small 75.071 8,3 75.782 9,8 (712) (0,9) 75.752 9,8 84.892 12,2 (9.140) (10,8)
Rupiah 75.067 8,3 75.777 9,8 (710) (0,9) 75.747 9,8 84.876 12,2 (9.129) (10,8)
Foreign
4 0,0 5 0,0 (2) (28,2) 5 0,0 16 0,0 (11) (68,8)
Currency
Consumer 156.175 17,4 142.516 18,4 13.659 9,6 142.492 18,4 124.487 17,9 18.005 14,5
Rupiah 156.157 17,4 142.493 18,4 13.664 9,6 142.469 18,4 124.463 17,9 18.006 14,5
Foreign
18 0,0 23 0,0 (5) (21,6) 23 0,0 24 0,0 (1) (4,2)
Currency
Overseas 72.981 8,1 75,014 9.7 (2.033) (2,7) 75.014 9,7 56.611 8,1 18.043 32,5
Rupiah - - - - - - - - - - - -
Foreign
72.981 8,1 75,014 9.7 (2.033) (2,7) 75.014 9,7 56.611 8,1 18.043 32,5
Currency
Subsidiaries 18.304 2,0 16,247 2.1 2.057 12,7 16.247 2,1 9.043 1,3 7.204 79,7
Rupiah 18.250 2,0 16,197 2.1 2.053 12,7 16.197 2,1 9.033 1,3 7.165 79,3
Foreign
54 0,0 50 0.0 5 9,1 50 0,0 10 0,0 40 400,0
Currency
Total Loans 899.531 100,0 775,872 100.0 123.659 15,9 775.872 100,0 695.085 100,0 80.787 11,6
Total 742.295 82,5 611,584 78.8 130.712 21,4 611.584 78,8 562.591 80,9 48.993 8,7
Rupiah
Total 157.235 17,5 164,288 21.2 (7.053) (4,3) 164.288 21,2 132.494 19,1 31.794 24,0
Foreign
Currency
*) Restatement
Increase (Decrease) Increase (Decrease)
Loan by 2025 2024*) 2024 2023
2024-2025 2023-2024
Economic
Sector Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Trade,
restaurants and 137.117 15,2 125.412 16,2 11.705 9,3 125.412 16,2 130.427 18,8 (5.015) (3,8)
hotels
Industry 145.565 16,2 159.581 20,6 (14.016) (8,8) 159.581 20,6 137.662 19,8 21.919 15,9
Agriculture 50.294 5,6 48.890 6,3 1.404 2,9 48.890 6,3 56.438 8,1 (7.548) (13,4)
Business
65.359 7,3 52.323 6,7 13.036 24,9 52.323 6,7 47.189 6,8 5.134 10,9
services
Construction 118.266 13,2 60.442 7,8 57.824 95,7 60.442 7,8 54.444 7,8 5.998 11,0
Transport,
warehousing
63.930 7,1 57.825 7,5 6.105 10,6 57.825 7,5 49.271 7,1 8.554 17,4
and
communication
2025 Annual Report
329
PT Bank Negara Indonesia (Persero) Tbk
Page 332
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Increase (Decrease) Increase (Decrease)
Loan by 2025 2024*) 2024 2023
2024-2025 2023-2024
Economic
Sector Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Electricity, gas
45.008 5,0 31.643 4,1 13.365 42,2 31.643 4,1 21.541 3,1 10.102 46,9
and water
Social services 47.637 5,3 40.740 5,3 6.897 16,9 40.740 5,3 14.431 2,1 26.309 182,3
Mining 65.840 7,3 51.660 6,7 14.180 27,4 51.660 6,7 48.943 7,0 2.717 5,6
Others 160.515 17,8 147.356 19 13.159 8,9 147.356 19,0 134.739 19,4 12.617 9,4
Sub Total 899.531 100,0 775.872 100,0 123.659 15,9 775.872 100,0 695.085 100,0 80.787 11,6
Allowance for
Impairment (35.861) (38.685) 2.824 (7,3) (38.685) (47.158) (8.473) (18,0)
Losses
Total - Net 863.670 737.187 126.483 17,2 737.187 647.927 89.260 13,8
*) Restatement
From the economic sector perception, loans disbursed by BNI are well diversified; therefore, they are not
exposed to the risk of loan concentration in certain economic sectors. The three economic sectors that
have the highest contribution to loans disbursed in 2025 are the industrial or manufacturing sector with
a share of 16.2%; trade, restaurants, and hotels (15.2%); and agriculture (13.2%). In the previous year, the
portion of loans distribution for the three sectors remained relatively unchanged at 20.6%; 16.2%; and 7.8%,
respectively.
Overseas Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
Branches 2024-2025 2023-2024
(KLN) Loans Total Composition Total Composition Nominal Percentage Total Composition Total Composition Nominal Percentage
Disbursed (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
BNI Tokyo 6.980 9,6 7.524 10,0 (544) (7,2) 7.524 10,0 6.510 11,5 1.014 15,6
BNI Hong
17.687 24,2 18.967 25,3 (1.280) (6,7) 18.967 25,3 8.618 15,2 10.349 120,1
Kong
BNI
17.321 23,7 18.215 24,3 (894) (4,9) 18.215 24,3 18.900 33,4 (685) (3,6)
Singapore
BNI New York 12.887 17,7 14.039 18,7 (1.152) (8,2) 14.039 18,7 12.621 22,3 1.418 11,2
BNI London 14.912 20,4 13.137 17,5 1.775 13,5 13.137 17,5 7.531 13,3 5.606 74,4
BNI Seoul 3.193 4,4 3.132 4,2 61 2,0 3.132 4,2 2.431 4,3 701 28,8
Total 72.981 100,0 75.014 100,0 (2.033) (2,7) 75.014 100,0 56.611 100,0 18.403 32,5
*) Restatement
Based on the distribution of Overseas Branches (KLN), loans disbursed by BNI’s overseas operations
declined by IDR2.0 trillion, or -2.7%, compared with the previous year.
330 A Heart that Serves, Growing with Indonesia
Page 333
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI Tokyo BNI Hong Kong BNI Singapura
(Rp miliar) (Rp miliar) (Rp miliar)
7.524 18.967 18.900
17.687 18.215
6.980
17.321
6.510 8.618
2023 2024 2025 2023 2024 2025 2023 2024 2025
BNI New York BNI London BNI Seoul
(Rp miliar) (Rp miliar) (Rp miliar)
14.912 3.193
14.039
12.887 13.137 3.132
12.621
7.531 2.431
2023 2024 2025 2023 2024 2025 2023 2024 2025
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Loan
Collectibility Total Total Nominal Total Total Nominal
Composition Composition Percentage Composition Composition Percentage
(IDR- (IDR- (IDR- (IDR- (IDR- (IDR-
(%) (%) (%) (%) (%) (%)
billion) billion) billion) billion) billion) billion)
Current 859.246 95,5 731.053 94,2 128.193 17,5 731.053 94,2 646.349 93,0 84.704 13,1
Special
22.912 2,6 29.566 3,8 (6.654) (22,5) 29.566 3,8 33.901 4,9 (4.335) (12,8)
Mention
Substandard 2.170 0,2 3.838 0,5 (1.668) (43,5) 3.838 0,5 2.954 0,4 884 30
Doubtful 2.403 0,3 2.138 0,3 265 12,4 2.138 0,3 2.822 0,4 (684) (24,2)
Loss 12.800 1,4 9.277 1,2 3.523 38,0 9.277 1,2 9.059 1,3 218 2,4
Sub Total 899.531 100,0 775.872 100,0 123.659 100,0 775.872 100,0 695.085 100,0 80.787 11,6
Allowance
for
(35.861) (38.685) 3.077 (8,0) (38.685) (47.158) 8.473 (18,0)
Impairment
Losses
Total - Net 863.670 737.187 126.736 17,2 737.187 647.927 89.260 13,8
*) Restatement
In terms of collectibility in accordance with OJK Regulations, the collectibility of loans disbursed by BNI was
mostly in the current category, with a portion of 95.5% and 94.3% for 2025 and 2024, respectively. The gross
non-performing loan ratio (before deducting allowance for impairment losses) for BNI and Subsidiaries as
of December 31, 2025, and 2024 was 2.0%. BNI Consolidated’s net non-performing loan ratio for the same
periods reached 1.0%
2025 Annual Report
331
PT Bank Negara Indonesia (Persero) Tbk
Page 334
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Write-off of Loan Assets and Recovery – Bank Only
In 2025, BNI recorded loan write-offs amounting to IDR15.6 trillion, lower than IDR18.7 trillion in 2024. In
implementing these write-offs, BNI’s management prioritized debtors that were bankrupt or involved in
legal disputes, for which maximum recovery efforts had been undertaken. When measured against total
loans disbursed by the Bank, the loan write-off ratio remained relatively low at around 1.7%. Meanwhile,
recoveries from written-off loans totaled IDR5.4 trillion, with a recovery rate of 35.0% in 2025, representing
an improvement compared with 32.2% in 2024.
Government Bonds
Government Bonds are financial instruments that fall under low-risk criteria but offer competitive interest
rates. On the other hand, these instruments assist the Government in managing the APBN (State Budget).
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Loan
Collectibility Total Total Nominal Total Total Nominal
Composition Composition Percentage Composition Composition Percentage
(IDR- (IDR- (IDR- (IDR- (IDR- (IDR-
(%) (%) (%) (%) (%) (%)
billion) billion) billion) billion) billion) billion)
Fair value
through profit 5.594 3,4 3.957 3,0 1.637 41,4 3.957 3,0 4.188 3,3 (231) (5,5)
or loss
Fair Value
through Other
123.038 75,3 90.904 68,8 32.133 35,3 90.905 68,8 86.549 68,1 4.356 5,0
Comprehensive
Income
Amortized
34.881 21,3 37.210 28,2 (2.329 ) (6,3) 37.210 28,2 36.363 28,6 847 2,3
Expenses
Total 163.513 100,0 132.072 100,0 31.441 23,8 132.072 100,0 127.100 100,0 4.972 3,9
Fixed interest
163.513 100,0 131.972 99,9 31.541 23,9 131.972 99,9 127.001 99,9 4.971 3,9
rate
Floating interest
- - 100 0,1 (100)(100,0) 100 0,1 99 0,1 1 1,0
rate
Total 163.513 100,0 132.072 100,0 31.441 23,8 132.072 100,0 127.100 100,0 4.972 3,9
*) Restatement
Government Bonds are financial instruments that fall within the low-risk category while offering competitive
yields. At the same time, these instruments also support Government financing in managing the State
Budget (APBN). As of December 31, 2025, BNI recorded Government Bonds amounting to IDR163.5 trillion,
representing an increase of 23.8% compared with the same position in 2024. BNI holds Government Bonds
denominated in both Indonesian Rupiah and foreign currencies. Transactions in Rupiah-denominated
Government Bonds reached IDR131.7 trillion, an increase of 32.8% in 2025 compared with IDR99.2 trillion
in the previous year. Meanwhile, foreign currency Government Bond holdings amounted to IDR31.8 trillion
in 2025 and IDR32.8 trillion in 2024. The contribution of this account to BNI’s total assets was 12.0% in both
2025 and 2024.
Based on interest rate type, Government Bonds with fixed interest rates accounted for a dominant share of
100% in 2025 and 99.9% in 2024. Meanwhile, floating-rate Government Bonds recorded no transactions (0%)
in 2025, compared with 6.3% in 2024.
For fixed-rate Government Bonds, market prices ranged from 82.4% to 131.0% as of December 31, 2025 and
from 81.0% to 129.3% as of December 31, 2024. Meanwhile, the market price of floating-rate Government
Bonds stood at 100.0% on both December 31, 2025 and December 31, 2024.
Within the Government Bond portfolio, BNI also held Government Bonds originating from the recapitalization
program, with recapitalization bond balances of IDR100 billion as of December 31, 2025 and December 31,
2024.
In 2025, contractual interest rates on fixed-rate Government Bonds ranged from 4.9%–12.0% for Rupiah-
denominated bonds, 0.5%–7.8% for US dollar-denominated bonds, and 1.3%–2.9% for Singapore dollar-
denominated bonds. In the previous year, the contractual interest rates for fixed-rate Government Bonds in
332 A Heart that Serves, Growing with Indonesia
Page 335
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
the same three currencies ranged from 4.9%–12.0%, 0.5%–7.8%, and 0.5%–1.3%, respectively. Meanwhile,
the annual floating interest rate on Government Bonds in 2025 stood at 0%, compared with 6.3% in the
previous year.
Prepaid Taxes and Prepaid Expenses
BNI posted prepaid taxes and expenses for the period ending December 31, 2025, amounting to IDR3.1
billion and IDR2.3 trillion, respectively. In the previous year, the two accounts reached IDR19 billion and
IDR2.9 trillion, respectively.
Equity Investments and Investments in Associates
2025 2024 2023
(%) (%) (%)
PT Bank Syariah Indonesia Tbk 23,2 23,2 23,2
PT Penyelesaian Transaksi Elektronik Nasional (PTEN) 17,5 17,5 17,5
PT Fintek Karya Nusantara 9,8 9,8 9,8
PT Kustodian Sentral Efek Indonesia 2,5 2,5 2,5
PT Bursa Efek Indonesia 1,0 1,2 1,2
PT Bank Mizuho Indonesia 1,0 1,0 1,0
PT Pemeringkat Efek Indonesia 0,1 0,1 0,2
PT Bank SMBC Indonesia Tbk 0,1 0,1 0,2
PT PANN Pembiayaan Maritim - - 48,4
In 2025, BNI’s net equity investments and investments in associates reached IDR14.4 trillion, higher than the
position in 2024 of IDR12.7 trillion due to additional participation and recognition of the profit portion of PT
Bank Syariah Indonesia Tbk in 2025.
Other Assets
In 2025, BNI’s net other assets amounted to IDR18.9 trillion, representing an increase of 34.3% compared
with IDR14.1 trillion in 2024. This increase was primarily driven by higher balances in several accounts,
including receivables from ATM and credit card transactions, as well as customer receivables.
Fixed Assets
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account (IDR- (IDR- Nominal (IDR- (IDR- Nominal
billion) billion) Percentage billion) billion) Percentage
(IDR- (IDR-
(%) (%)
billion) billion)
Land 17.169 17.169 0 0,0 - 17.169 16.364 805 4,7
Building 11.848 9.970 1.878 18,8 9.970 9.246 724 7,3
Office Equipment and Motor Vehicles 17.891 16.300 1.591 9,8 16.300 15.187 1.113 6,8
Total Acquisition Cost 46.908 43.438 3.469 8,0 43.439 40.797 2.642 6,1
Assets in Settlement 1.196 2.267 (1.071) (47,3) 2.267 1.239 1.028 45,3
Right- of-Use Assets 2.627 3.110 (483) (15,5) 3.110 2.652 458 14,7
Total Acquisition Cost 50.731 48.816 1.915 3,9 48.816 44.688 4.128 8,5
Accumulated Depreciation
Building 4.542 3.877 665 17,2 3.877 3.366 511 15,2
Office Equipment and Motor Vehicles 14.045 13.175 870 6,6 13.175 12.317 858 7,0
Right- of-Use Assets 1.031 1.356 (325) (24,0) 1.356 1.240 116 9,4
Total Accumulated Depreciation 19.618 18.408 1.210 6,6 18.408 16.923 1.485 8,8
Net Book Value 31.113 30.408 705 2,3 30.408 27.765 2.643 9,5
*) Restatement
2025 Annual Report
333
PT Bank Negara Indonesia (Persero) Tbk
Page 336
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In 2025, BNI recorded net property and equipment management of the Bank’s funding sources and
amounting to IDR31.1 trillion, representing an obligations is closely linked to liquidity management
increase of 2.3% from IDR30.4 trillion in 2024. None and is not solely determined by contractual
of BNI’s property and equipment were pledged as maturities. Information on liabilities, including
collateral. As of December 31, 2025, right-of-use their nature, maturity profiles, and associated
assets amounted to IDR1.6 trillion (net). In addition, risks, continues to be adequately disclosed in the
management believes that there was no impairment Notes to the Financial Statements, particularly in
of BNI’s property and equipment during the year, the accounting policy disclosures and the detailed
as the carrying amounts of such assets did not breakdown of each relevant liability account.
exceed their estimated recoverable amounts. The
contribution of net property and equipment to BNI’s In 2025, BNI’s liabilities grew by 23% to IDR1,185
total assets was 2.3% in 2025 and 2.7% in 2024. trillion, primarily driven by increases in deposits
from other banks, securities sold under repurchase
Deferred Tax Assets – Net agreements, debt securities issued, and borrowings.
In 2025, BNI’s Net Deferred Tax Assets amounted BNI’s third-party funds (DPK) increased by 29% to
to IDR6.9 trillion. This achievement was lower than IDR1,040 trillion, in line with growth in Current
the previous year’s position of IDR7.1 trillion, which Account and Savings Account (CASA) balances,
was influenced by the provision of provisions for which rose by IDR563.278 trillion to IDR725.929
impairment losses on earning assets – other than trillion, representing an increase of 29% compared
loans. with the previous year.
LIABILITIES Total Liabilities
(IDR billion)
1.185.716
The Company prepares its financial statements
by taking into account the characteristics of BNI’s 963.581
banking business, which are more appropriately 962.619
presented based on liquidity levels. Accordingly,
931.931
the statement of financial position does not classify
liabilities into current and non-current liabilities, but
rather into Financial Liabilities and Non-Financial
Liabilities. This approach is consistent with common
practice in the banking industry, given that the
2023 2024 2024*) 2025
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Financial Liabilities
Obligations due
5.761 5.515 246 4,5 5.515 5.295 220 4,2
immediately
Deposits from
1.040.834 805.511 235.323 29,2 805.511 810.730 (5.219) (0,6)
customers
Deposits from
11.563 18.548 (6.985) (37,7) 18.548 11.894 6.654 55,9
other banks
Derivative
5.399 1.479 3.920 265,0 1.479 810 669 82,6
payables
Securities sold
under agreements 7.251 15.891 (8.640) (54,4) 15.891 6.891 9.000 130,6
to repurchase
Acceptance
2.325 4.229 (1.904) (45,0) 4.229 5.748 (1.519) (26,4)
payables
Accrued expenses 942 1.529 (587) (38,4) 1.529 1.664 (135) (8,1)
Other liabilities 6.899 8.317 (1.418) (17,0) 26.564 26.125 439 1,7
Debt Securities 14.253 12.974 1.279 9,9 12.975 4.893 8.082 165,2
Borrowings 39.040 42.931 (3.891) (9,1) 42.931 30.950 11.981 38,7
Subordinated
18.340 17.699 641 3,6 17.699 16.929 770 4,5
Securities
334 A Heart that Serves, Growing with Indonesia
Page 337
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Insurance and
Reinsurance Contract 22.391 19.210 3.181 16,6
Liabilities
Total Financial 1.174.998 953.833 221.165 23,2 952.871 921.929 30.942 3,4
Liabilities
Non-Financial Liabilities - - -
Taxes payable 416 318 98 30,8 318 823 (505) (61,4)
Employee benefits 8.839 7.147 1.692 23,7 7.147 7.006 141 2,0
Provisions 1.463 2.283 (820) (35,9) 2.283 2.173 110 5,1
Total Non-Financial 10.718 9.748 970 10,0 9.748 10.002 (254) (2,5)
Liabilities
Total Liabilities 1.185.716 963.581 222.135 23,1 962.619 931.931 30.688 3,3
In 2025, financial liabilities increased by IDR221.2 The achievement in TPF was primarily driven
trillion, or 23.2%, compared with the previous year. by growth in savings deposits, which increased
This growth was primarily driven by an increase by 11.2% compared with the previous year to
in customer deposits/third-party funds, which rose IDR286.5 trillion in 2025, enabling the CASA ratio
by IDR235.3 trillion, or 29.2%, as well as higher to be maintained at 69.7%, or IDR726.0 trillion. This
derivative liabilities amounting to IDR3.9 trillion, increase in savings deposits was in line with the
or 265.0%, and an increase in insurance and Bank’s strategy to further focus on low-cost funding
reinsurance contract liabilities of IDR3.2 trillion, or mobilization through enhanced digital customer
16.6%, year on year. service capabilities, following the launch of wondr
by BNI in the previous year.
Meanwhile, non-financial liabilities in 2025
increased by IDR969 billion, or 9.9%, compared with TPF in the form of time deposits increased by
the previous year. This increase was primarily driven IDR72.6 trillion, or 30.3%, year on year, reaching
by higher employee benefits liabilities, which rose IDR314.9 trillion in 2025.
by IDR1.6 trillion, or 23.7%, year on year.
From a currency perspective, TPF denominated in
Obligations Due Immediately Indonesian Rupiah remained dominant, accounting
BNI’s Obligations due Immediately increased by for 82.6% and 79.6% in 2025 and 2024, respectively,
IDR246 billion, or 4.5%, to IDR5.8 trillion from the in line with loan disbursement that was also
previous level of IDR5.5 trillion. This increase was predominantly Rupiah-denominated. Meanwhile,
in line with higher obligations as an issuing bank foreign currency TPF accounted for 17,4% and 20.4%
(ATM) amounting to IDR1.3 trillion and an increase in 2025 and 2024, respectively. Of total foreign
in Smartpay settlement funds of IDR33 billion currency TPF amounting to IDR180.7 trillion, US
compared with 2024. These increases were partially dollar-denominated deposits represented the
offset by a decline in third-party cooperation largest portion, reaching IDR166.9 trillion in 2025
liabilities of IDR300.8 billion in 2025. and IDR151.2 trillion in 2024.
Deposits from Customers In 2025, the annual interest rates and profit-sharing
Throughout 2025, BNI recorded total third-party rates on TPF ranged from 0.0%–6.8% for Indonesian
funds (TPF) of IDR1,040.8 trillion amid tight liquidity Rupiah, 0.0%–5.3% for US dollars, 0.0%–2.3% for
conditions in the banking industry. BNI’sTPF portfolio Singapore dollars, 0.0%–2.6% for euros, and 0.0%–
remained well diversified, with consolidated Current 1.3% for Japanese yen. In the previous year, the
Accounts and Savings Accounts (CASA) accounting annual interest rates and profit-sharing rates on
for 69.7%, equivalent to IDR726.0 trillion, while time DPK ranged from 0.0%–8.1% for Indonesian Rupiah,
deposits represented 30.3%, or IDR314.9 trillion, in 0.0%–6.3% for US dollars, 0.0%–2.3% for Singapore
2025. dollars, 0.0%–0.1% for euros, and 0.0%–0.1% for
Japanese yen.
2025 Annual Report
335
PT Bank Negara Indonesia (Persero) Tbk
Page 338
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Jumlah Simpanan Nasabah
(Rp miliar)
1.040.834
805.511 805.511
810.730
2023 2024 2024*) 2025
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Deposits
byType Total Total Nominal Total Total Nominal
Composition Composition Percentage Composition Composition Percentage
(IDR- (IDR- (IDR- (IDR- (IDR- (IDR-
(%) (%) (%) (%) (%) (%)
billion) billion) billion) billion) billion) billion)
Current
439.499 42,2 305.734 37,9 133.765 43,8 305.734 37,9 345.496 42,6 (39.762) (11,5)
Accounts
Rupiah 308.227 29,6 192.230 23,8 115.997 60,3 192.231 23,8 203.157 25,1 (10.926) (5,4)
Foreign
131.271 12,6 113.503 14,1 17.768 15,7 113.503 14,1 142.339 17,6 (28.836) (20,3)
Currency
Savings 286.460 27,5 257.544 32 28.916 11,2 257.544 32,0 231.982 28,6 25.562 11,0
Rupiah 273.547 26,3 247.370 30,7 26.177 10,6 247.370 30,7 222.513 27,4 24.857 11,2
Foreign
12.913 1,2 10.174 1,3 2.739 26,9 10.174 1,3 9.469 1,2 705 7,4
Currency
Total Current
accounts and
725.959 69,7 563.278 69,9 162.681 28,9 563.278 69,9 577.478 71,2 (14.200) (2,5)
Savings
accounts
Time
314.875 30,3 242.233 30,1 72.642 30,0 242.233 30,1 232.664 28,7 9.569 4,1
deposits
Rupiah 26,7 201.908 25,1 76.443 37,9 201.908 25,1 208.275 25,7 (6.367) (3,1)
278.351
Foreign
36.525 3,5 40.325 5 -3.800 -9,4 40.325 5,0 24.389 3,0 15.936 65,3
Currency
Negotiable
Certificate of
Deposit - - - - - - - - 588 0,1 (588) (100,0)
(NCD)
issued
Rupiah - - - - - - - - - - - -
Foreign
- - - - - - - - 588 0,1 (588) (100,0)
Currency
Total
Deposits
1.040.834 100,0 805.511 100 235.323 29,2 805.511 100,0 810.730 100,0 (5.219) (0,6)
from
Customers
Rupiah 860.126 82,6 641.509 79,6 218.617 34,1 641.509 79,6 633.945 78,2 7.564 1,2
Foreign
180.709 17,4 164.002 20,4 16.707 10,2 164.002 20,4 176.785 21,8 (12.783) (7,2)
Currency
*) Restatement
336 A Heart that Serves, Growing with Indonesia
Page 339
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Composition of Customer Deposits
Persentage (%)
42,2
2025 27,5
30,3
37,9
2024 32,0
30,1
42,6
2023 28,6
28,7
Current Accounts Savings Time deposits
Deposits from Other Banks
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account Total Total Nominal Total Total Nominal
Composition Composition Percentage Composition Composition Percentage
(IDR- (IDR- (IDR- (IDR- (IDR- (IDR-
(%) (%) (%) (%) (%) (%)
billion) billion) billion) billion) billion) billion)
Current
3.487 30,2 3.725 20,1 (238) (6,4) 3.725 20,1 4.376 36,8 (651)(14,9)
accounts
Time
747 6,5 832 4,5 (85) (10,2) 832 4,5 804 6,8 28 3,5
Deposits
Other
900 7,8 926 5,0 (26) (2,8) 926 5,0 1.080 9,1 (154)(14,3)
Deposits
Interbank
Money 6.430 55,6 12.294 66,3 (5.864) (47,7) 12.294 66,3 5.118 43,0 7.176 140,2
Market
Negotiable
Certificate
- 771 4,2 (771)(100,0) 771 4,2 516 4,3 255 49,4
of Deposit -
(NCD)
Total 100,0 18.548 100 (6.985) (37,7) 18.548 100,0 11.894 100,0 6.654 55,9
11.563
*) Restatement
In 2025, deposits from other banks at BNI amounted to IDR11.6 trillion, representing a 37.7% decline compared
with IDR18.5 trillion in 2024. The increase within this category was recorded in Interbank Money Market
(PUAB) instruments, amounting to IDR6.4 trillion, decreased by IDR5.9 trillion or 47.7% compared with the
2024 position of IDR12.3 trillion.
In 2025, the annual interest rates and profit-sharing rates on deposits from other banks ranged from
0.0%–4.8% for Indonesian Rupiah, 0.0%–4.9% for US dollars, 0.0%–1.3% for Japanese yen, and 0.0%–1.9%
for Singapore dollars. In 2024, the corresponding annual interest rates and profit-sharing rates for these
four currencies ranged from 0.0%–6.9% for Indonesian Rupiah, 0.0%–5.1% for US dollars, 0.0%–0.8% for
Japanese yen, and 0.0%–3.3% for Singapore dollars.
Derivative Payables
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Related parties 977 155 822 530,3 155 136 19 14,0
Third
4.422 1.324 3.098 234,0 1.324 674 650 96,4
parties
Total 5.399 1.479 3.920 265,0 1.479 810 669 82,6
*) Restatement
2025 Annual Report
337
PT Bank Negara Indonesia (Persero) Tbk
Page 340
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI enters into derivative financial instrument transactions in the course of its business activities, including
foreign exchange forward contracts, foreign exchange swaps, interest rate swaps, and spot transactions, for
financing, trading, and hedging purposes. BNI’s derivative liabilities increased by IDR3,9 trillion, or 265.0%,
to IDR5.4 trillion, from IDR1.5 trillion in the previous year. The increase in derivative liabilities was primarily
attributable to derivative liabilities to third parties, which rose by 234.0% or IDR3.1 trillion.
Securities Sold under Agreements to Repurchase
In 2025, BNI recorded securities sold under repurchase agreements amounting to IDR7.3 trillion, representing
a decrease of IDR8.6 trillion, or 54.4%, from IDR15.9 trillion in 2024. The annual interest rates applicable to
securities sold under repurchase agreements in 2025 ranged from 4.8%–8.4% for Indonesian Rupiah and
1.9%–4.8% for US dollars.
Acceptance Payables
In 2025, BNI recorded a decline in acceptance liabilities of IDR1.9 trillion, or 45.0%, from IDR4.2 trillion in
2024 to IDR2.3 trillion. This decrease was attributable to a reduction in acceptance liabilities to third parties,
which fell from IDR3.3 trillion in the previous year to IDR1.8 trillion in 2025.
Accrued Expenses
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Issuer Bank Liabilities 212 245 (33) (13,3) 245 461 (216) (46,9)
49.7Office
394 413 (19) (4,7) 413 467 (54) (11,6)
Expenses
Technology and
Telecommunication 128 615 (487) (79,2) 615 559 56 10,0
Expenses
Loyalty Expenses 9 49 (40) (81,9) 49 50 (1) (2,0)
Promotion
32 5 27 533,8 5 5 0 0,0
Expenses
Others 167 202 (35) (17,2) 202 122 80 65,6
Total 942 1,529 (587) (38,4) 1.529 1.664 (135) (8,1)
*) Restatement
In 2025, BNI recorded accrued expenses amounting to IDR942 billion, representing a 38.4% decrease
compared with IDR1.5 trillion in 2024. The decline in accrued expenses was primarily attributable to a
reduction in technology and telecommunication expenses, which decreased from IDR615 billion to IDR128
billion.
Taxes Payables
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Corporate Income
263 223 40 18,0 223 702 (479) (68,2)
Tax
Other Taxes 152 95 57 59,8 95 121 (26) (21,5)
Total - Net 415 318 97 30,5 318 823 (505) (61,4)
*) Restatement
338 A Heart that Serves, Growing with Indonesia
Page 341
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In 2025, BNI recorded an increase in tax payables of 30.5%, rising from IDR318 billion in 2024 to IDR415
billion. This increase was in line with higher corporate income tax payable, which rose from IDR223 billion
in 2024 to IDR263 billion in 2025, representing an increase of 17.9%, or IDR40 billion, compared with the
previous year.
Employee Benefits
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Short-term
3.923 3.230 693 21,5 3.230 2.525 705 27,9
employee benefits
Long-term
4.916 3.917 999 25,5 3.917 4.481 (564) (12,6)
employee benefits
Total 8.839 7.147 1.692 23,7 7.147 7.006 141 2,0
*) Restatement
In 2025, employee benefits amounted to IDR8.8 trillion, representing an increase of 23.7% compared with
IDR7.1 trillion in 2024. BNI recorded an increase in short-term employee benefits of IDR693 billion, or 21.5%,
rising from IDR3.2 trillion in 2024. Meanwhile, long-term employee benefits increased by IDR999.1 billion,
or 25.5%, primarily driven by movements in the defined benefit pension program, which declined by IDR731
billion.
Allowances
BNI’s provisions account consists of estimated losses on commitments and contingencies, as well as
provisions for legal cases and other matters. In 2025, BNI recorded provisions amounting to IDR1.5 trillion,
representing a decrease compared with IDR2.3 trillion in the previous year. The movement in provisions
was primarily attributable to estimated losses on commitments and contingencies, which amounted to
IDR1.5 trillion, down from IDR2.3 trillion previously. This was related to the recognition of provisions for off-
balance-sheet accounts as an impact of the implementation of PSAK 109 in 2020. Meanwhile, provisions for
legal cases and other matters increased by IDR2 billion compared with the prior year.
Other Liabilities
In 2025, other liabilities declined by 17.0% to IDR6.9 trillion, from IDR8.3 trillion in 2024. The movements
within this account were driven by an increase in liabilities to policyholders amounting to IDR3 billion,
while, on the other hand, there was a decrease in foreign currency Time Deposits of Export Proceeds (TD
DHE) of IDR509 billion compared with 2024.
Securities Issued
Increase (Decrease) Increase (Decrease)
By 2025 2024*) 2024-2025 2024 2023 2023-2024
Relationship (IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Related parties 1.886 1.892 (6) (0,3) 1.892 1.764 128 7,3
Third parties 12.368 11.082 1.286 11,6 11.083 3.129 7.954 254,2
Total 14.253 12.974 1.279 9,9 12.975 4.893 8.082 165,2
*) Restatement
On July 4, 2025, PT Bank Negara Indonesia (Persero) Tbk issued the Sustainability Bond 2025, denominated
in IDR, with a total nominal value of IDR5,000,000,000,000 (Five trillion Rupiah) and tenors of 3 years and 5
years. As of December 31, 2025, the BNI Sustainability Bond 2025 had a net carrying value of IDR4,996,653
million, after deducting unamortized issuance costs amounting to IDR3,347 million.
2025 Annual Report
339
PT Bank Negara Indonesia (Persero) Tbk
Page 342
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Borrowings
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Borrowings by Type
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Two step loans 54 49 5 9,8 49 52 (3) (5,8)
Liquidity loans
for members
1 1 - - 1 1 - 0,0
of primary
cooperatives
Bilateral loans 33.681 35.115 (1.434) (4,1) 35.115 21.856 13.259 60,7
Bankers acceptance 1.812 4.171 (2.359) (56,5) 4.171 7.768 (3.597) (46,3)
Others 3.492 3.595 (103) (2,9) 3.595 1.273 2.322 182,4
Total 39.040 42.931 (3.891) (9,1) 42.931 30.950 11.981 38,7
*) Restatement
Loans received by BNI comprise various types of borrowings, including on-lending facilities, liquidity credit
for primary cooperatives to their members, bilateral loans, bankers’ acceptances, and other borrowings.
Total loans received for the period ended December 31, 2025 amounted to IDR39.0 trillion, representing a
9.1% decrease compared with IDR42.9 trillion in the previous year. The decline was primarily attributable
to a 56.6% reduction in bankers’ acceptances, which fell to IDR1.8 trillion in 2025 from IDR4.2 trillion in the
prior year.
Subordinated Securities
Increase (Decrease) Increase (Decrease)
By 2025 2024*) 2024-2025 2024 2023 2023-2024
Relationship (IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
BNI Tier 2 8.337 8.046 291 3,6 8.046 7.696 350 4,5
BNI Additional Tier 1 10.003 9.653 350 3,6 9.653 9.233 420 4,5
Total 18.340 17.699 641 3,6 17.699 16.929 770 4,5
*) Restatement
As of December 31, 2025, BNI’s Tier 2 Subordinated Notes had a net carrying value of IDR8.3 trillion, after
deducting unamortized issuance costs amounting to IDR265.0 million, and had received credit ratings from
Moody’s and Fitch Ratings, with ratings of Ba2 and BB, respectively.
EQUITY
In 2025, BNI’s total equity amounted to IDR176.5 trillion, representing an increase of 6.0% from IDR166.5
trillion in 2024. This significant increase was primarily driven by a 4.8% rise in retained earnings, equivalent
to IDR5.7 trillion, compared with the previous year, as a result of BNI’s profit growth.
Jumlah Ekuitas
(Rp miliar)
176.339
167.187 166.548
154.733
2023 2024 2024*) 2025
340 A Heart that Serves, Growing with Indonesia
Page 343
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Share capital: Issued
and 9.055 9.055 - 0,0 - 9.055 9.055 - 0,0
fully paid
Additional paid-in
17.010 17.010 - 0,0 - 17.010 17.010 - 0,0
capital
Share-based Payment
349 323 26 8,0 323 260 63 24,2
Reserves
Transactions
with noncontrolling 2.257 2.257 - 0,0 2.257 2.257 - 0,0
interests
Asset revaluation
16.711 16.711 - 0,0 16.711 15.448 1.263 8,2
reserve
Unrealized
gains (losses)
on marketable
securities
and Government Bonds 2.617 (1.432) 4.049 (282,8) (1.465) (896) (569) 63,5
at fair value through
other
comprehensive income,
net of tax
Differences in Foreign
Currency Translation of (124) (97) (27) 27,8 (97) (58) (39) 67,2
Financial Statements
Retained earnings 123.855 118.244 5.611 4,7 118.664 107.236 11.428 10,7
Non-
4.609 4.477 132 2,9 4.729 4.601 128 2,8
controlling interests
Treasury
- - - - - (180) 180 (100,0)
Shares
Total
176.339 166.548 9.791 5,9 167.187 154.733 11.815 7,6
Equity
*) Restatement
Share-Based Payment Reserve
BNI’s total equity in 2025 amounted to IDR176.3 Referring to PSAK 102 on Share-based Payment,
trillion, representing an increase of 5.9% compared banks are required to recognize a provision for
with the previous year, driven by BNI’s improved share-based payments based on the market price as
profitability relative to the prior year, as further of the grant date. The Company has implemented a
elaborated in the sections below. share ownership–based remuneration program for
the Board of Directors, non-independent members
Share Capital of the Board of Commissioners, and employees,
In 2025, BNI’s share capital amounted to IDR9.1 with the allocation having been granted in 2022.
trillion, unchanged from IDR9.1 trillion in 2024. However, the vesting (lock-up release) period for
these shares is being executed gradually through
Additional Paid-in Capital 2025. As a result of this program and the ongoing
In 2025, BNI’s additional paid-in capital/share vesting schedule extending through 2025, the Bank
premium amounted to IDR17.0 trillion, unchanged recognized a share-based payment provision of
from IDR17.0 trillion in 2024. IDR349 billion in 2025.
Asset Revaluation Reserve Transactions with Non-Controlling Interests
The asset revaluation reserve amounted to IDR16.7 In 2025, transactions with non-controlling interests
trillion in 2025, unchanged from IDR16.7 trillion amounted to IDR2.3 trillion, unchanged from 2024.
in 2024, representing no increase (0%). This was The value of transactions with controlling interests
attributable to the recognition of the realization of represents the total proceeds received from
the revaluation results of land and buildings that Sumitomo Life, net of transaction costs related to
was carried out in 2025. the strategic partnership involving Sumitomo Life’s
acquisition of a 40% equity stake in BNI Life in 2013.
2025 Annual Report
341
PT Bank Negara Indonesia (Persero) Tbk
Page 344
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Unrealized Net Gains/Losses in Marketable Non-Controlling Interests
Securities and Government Bonds at Fair In 2025, non-controlling interests in the net assets of
Value through Other Comprehensive Income BNI’s consolidated subsidiaries amounted to IDR4.6
– Net of Tax trillion, representing an increase of 3.0%, or IDR132
In 2025, BNI recorded net unrealized gains from billion, from IDR4.5 trillion in 2024. The increase
increases in the fair value of securities and was primarily driven by higher profits generated by
Government Bonds measured at fair value through BNI’s subsidiaries.
other comprehensive income (FVOCI), net of deferred
tax, amounting to IDR2.6 trillion. This represents CONSOLIDATED STATEMENT OF PROFIT
a deterioration of IDR4,049 billion compared with OR LOSS AND OTHER COMPREHENSIVE
2024, when unrealized losses amounted to IDR1,432 INCOME
billion. The movement was primarily attributable to
mark-to-market adjustments on securities classified In 2025, BNI once again recorded profit for the year
as FVOCI and amortized cost (AC), reflecting the attributable to owners of the parent amounting to
decline in market benchmark interest rates in 2025 IDR20 trillion, representing a 6.6% year-on-year
compared with 2024. decline, while total comprehensive income for the
year attributable to owners of the parent reached
Exchange Difference on Translation of IDR23.6 trillion, reflecting year-on-year growth of
Foreign Currency Financial Statements 4.6%. The growth in comprehensive income was
In 2025, losses from foreign exchange differences primarily driven by an increase in non-interest
arising from the translation of foreign currency operating income of 5.2% YoY, supported in part by
financial statements at BNI amounted to IDR124 higher digital fee-based income. This performance
billion, representing an increase of IDR27 billion was the result of the Company’s ongoing efforts
compared with IDR97 billion in 2024. to strengthen transactional capabilities and digital
services, both in the Retail segment through wondr
Retained Earnings by BNI and in the Wholesale segment through
In 2025, retained earnings amounted to IDR123.9 BNIdirect.
trillion, representing an increase of IDR5.7 trillion,
or 4.7%, compared with IDR118.2 trillion in 2024. Laba Bersih (Laba yang Diatribusikan
The improvement in profit performance in 2025 was kepada Pemilik Entitas Induk - sebagai
supported by BNI’s healthy business expansion in acuan pembagian dividen)
(Rp miliar)
low-risk segments, higher fee-based income, and
21.464 21.464
improved asset quality. The increase in retained
earnings has been net of cash dividend payments
on profit for the 2024 financial year amounting to 20.909
20.041
IDR14 trillion.
Jumlah Saldo Laba
(Rp miliar)
123.855
118.664 118.244 2023 2024 2024*) 2025
107.236
2023 2024 2024*) 2025
342 A Heart that Serves, Growing with Indonesia
Page 345
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Statement of Profit or Loss and Other Comprehensive Income
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) Nominal Percentage (IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Interest income 69.394 66.583 2.811 4,2 66.583 61.472 5.111 8,3
Interest expense (29.061) (26.103) (2.958) 11,3 (26.103) (20.196) (5.907) 29,2
Interest income – net 40.333 40.480 (147) (0,4) 40.480 41.276 (796) (1,9)
Net premium income (2) (2) - 0,0 1.724 1.659 65 3,9
Other operating income 24.645 23.417 1.228 5,2 22.311 19.812 2.499 12,6
Total operating income 64.976 63.895 1.081 1,7 64.515 62.747 1.768 2,8
Other operating
(30.857) (29.111) (1.746) (6,0) (29.688) (27.778) (1.910) 6,9
expenses
Establishment
of allowance for (9.724) (8.211) (1.513) 18,4 (8.211) (9.196) 985 (10,7)
impairment losses
Operational profit 24.395 26.573 (2.178) (8,2) 26.616 25.773 843 3,3
Non-net operating
2 (4) 6 (150,0) (36) (133) 97 (72,9)
income (expenses)
Profit before tax
24.397 26.569 (2.172) (8,2) 26.580 25.640 940 3,7
expense
Tax expense (4.286) (4.900) 614 (12,5) (4.911) (4.534) (377) 8,3
Current year profit 20.111 21.669 (1.558) (7,2) 21.669 21.106 563 2,7
Other comprehensive
income, after income 3.605 1.031 2.574 249,7 997 674 323 47,9
tax
Total comprehensive
23.716 22.700 1.016 4,5 22.666 21.780 886 4,1
income for the period
Profit for the year
attributable to:
Parent entity owner 20.041 21.464 (1.423) (6,6) 21.464 20.909 555 2,7
Non-controlling
70 205 (135) (66,0) 205 197 8 4,1
interests
Total comprehensive
income for the period
attributable to:
Parent entity owner 23.584 22.551 1.033 4,6 22.539 21.560 979 4,5
Non-controlling
132 149 (17) (11,4) 127 220 (93) (42,3)
interests
Earnings per Share
Attributable to Owners
537 576 (39) (6,8) 576 561 15 2,7
of the Parent Entity
(EPS) (Full Rupiah)
*) Restatement
2025 Annual Report
343
PT Bank Negara Indonesia (Persero) Tbk
Page 346
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Interest Income
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account Total Total Nominal Total Total Nominal
Composition Composition Percentage Composition Composition Percentage
(IDR- (IDR- (IDR- (IDR- (IDR- (IDR-
(%) (%) (%) (%) (%) (%)
billion) billion) billion) billion) billion) billion)
Loans
57.957 83,5 55.681 83,6 2.276 4,1 55.681 83,6 50.753 82,6 4.928 9,7
disbursed
Government
Bonds and 7.957 11,5 7.245 10,9 712 9,8 7.245 10,9 6.695 10,9 550 8,2
securities
Placements
with other
banks 2.414 3,5 2.282 3,4 132 5,8 2.282 3,4 2.781 4,5 (499) (17,9)
and Bank
Indonesia
Bills
and
1.057 1,5 1.133 1,7 (76) (6,7) 1.133 1,7 1.091 1,8 42 3,8
other
receivables
Others 9 0,0 242 0,4 (233) (96,3) 242 0,4 152 0,2 90 59,2
Total 69.394 100,0 66.583 100,0 2.811 4.2 66.583 100,0 61.472 100,0 5.111 8,3
*) Restatement
83,5
11,5
2025 3,5
1,5 Loans disbursed
0,0 Government Bonds and securities
83,6 Placements with other banks and Bank Indonesia
10,9
Bills and other receivables
2024 3,4
Others
1,7
0,4
82,6
10,9
2023 4,5
1,8
0,2
In 2025, PT Bank Negara Indonesia (Persero) Tbk recorded interest income of IDR69.4 trillion, representing
a 4.2% year-on-year increase. Interest income from loans disbursed remained the largest contributor,
accounting for 83.5% of total interest income in 2025, followed by interest income from Government Bonds
and securities, which contributed 11.5%.
344 A Heart that Serves, Growing with Indonesia
Page 347
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Interest Expense
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account Total Total Nominal Total Total Nominal
Composition Composition Percentage Composition Composition Percentage
(IDR- (IDR- (IDR- (IDR- (IDR- (IDR-
(%) (%) (%) (%) (%) (%)
billion) billion) billion) billion) billion) billion)
Deposits from
customers
24.411 84,0 21.276 81,5 3.135 14,7 21.276 81,6 16.458 81,5 4.818 29,3
and other
banks
Other
bank 3.093 10,6 3.483 13,3 (390) (11,2) 3.483 13,3 2.713 13,4 770 28,4
borrowings
Securities
1.543 5,3 1.334 5,1 209 15,7 1.334 5,1 1.014 5,0 320 31,6
issued
Others 13 0,0 10 0,0 3 30,0 10 0 11 0,1 (1) (9,1)
Total 29.060 100,0 26.103 100,0 2.957 11,3 26.103 100,0 20.196 100,0 5.907 29,2
*) Restatement
84,0
10,6
2025
5,3
0,0
Deposits from customers and other banks
81,6 Other bank borrowings
13,3 Securities issued
2024
5,1 Others
0
81,5
13,4
2023
5,0
0,1
The composition of interest expense in 2025 increased by IDR3 trillion, or 11.3%, compared with the previous
period. In addition to being dominated by deposits from customers and other banks as BNI’s primary
funding sources—contributing 84.0% in 2025 and 81.6% in 2024—the increase in interest expense was also
influenced by a decline in interest expense on borrowings of IDR390 billion, or 11.2%, and a decrease in
interest expense on debt securities issued of IDR209 billion, or 15.7%, compared with the prior year.
Interest Income – Net
In 2025, BNI recorded net interest income of IDR40.3 trillion, a slight decline of 0.4% compared with
the previous year. This was attributable to a more aggressive increase in interest expense of 11.3% YoY,
outpacing the 4.2% YoY growth in interest income. The significant rise in interest expense reflected tight
liquidity conditions, which led to an upward trend in market interest rates.
2025 Annual Report
345
PT Bank Negara Indonesia (Persero) Tbk
Page 348
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Pendapatan Bunga - Neto
(Rp miliar) In addition, investment income performance was
influenced by fluctuations in the market prices of
40.333 securities and Government Bonds, which serve
as BNI Life’s investment instruments for portfolio
40.480 40.480 development.
41.276 Pendapatan Premi - Neto
(Rp miliar)
2
1.724 2
2023 2024 2024*) 2025 1.659
Premium Income – Net
This account represents the contribution from BNI
Life, one of BNI’s subsidiaries, to consolidated
income. In 2025, BNI Life’s net premium income 2023 2024 2024*) 2025
amounted to IDR0 trillion, increasing by 0%, or
IDR0 billion, compared with IDR1.7 trillion in 2024.
Other Operating Income
Kenaikan (Penurunan) Kenaikan (Penurunan)
2025 2024*) 2024-2025 2024 2023 2023-2024
Account
(IDR-billion) (IDR-billion) (IDR-billion) (IDR-billion)
Nominal Persentase Nominal Persentase
(IDR-billion) (%) (IDR-billion) (%)
Other fees and
11.168 10.559 609 5,8 10.559 10.120 439 4,3
commission
Profit
for 1.627 1.523 104 6,8 1.523 1.328 195 14,7
Associated Entities
Recovery
of assets 5.439 6.025 (586) (9,7) 6.025 5.030 995 19,8
written off
Unrealized
gains/
(losses) from
changes in the fair
142 145 (3) (2,1) 145 74 71 95,9
value of financial
assets measured at
fair value through
profit or loss
Gain
on sale of
financial assets
measured
at fair value
2.886 1.769 1.117 63,1 1.769 1.180 589 49,9
through other
comprehensive
income and fair
value through
profit or loss
Foreign exchange
1.037 1.259 (222) (17,6) 1.259 1.019 240 23,6
gains - net
Others 2.345 2.096 249 11,9 2.096 1.062 1.034 97,4
Total 24.644 23.376 1.268 5,4 23.376 19.812 3.564 18,0
*) Restatement
In 2025, BNI recorded other operating income of IDR24.6 trillion, representing an increase of 5.4% from
IDR23.4 trillion in 2024. The largest decline within this account came from recoveries of written-off assets,
which amounted to IDR0.6 trillion, down 9.7% compared with the previous year’s realization. BNI also
recognized operating income from the profit share of its associate, PT Bank Syariah IndonesiaTbk, amounting
to IDR1.6 trillion, an increase of 0.3% compared with IDR1.5 trillion as of December 2024. In addition, other
fees and commissions income increased by IDR609 billion, or 5.8%, compared with the prior year.
346 A Heart that Serves, Growing with Indonesia
Page 349
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Pendapatan Operasional Lainnya
(Rp miliar)
23.900
22.311 22.649
19.812
2023 2024 2024*) 2025
Other Operating Expenses
Increase (Decrease) Increase (Decrease)
2025 2024*) 2024 2023
2024-2025 2023-2024
Account Total Total Total Total
Composition Composition Total (IDR- Percentage Composition Composition Total (IDR- Percentage
(IDR- (IDR- (IDR- (IDR-
(%) (%) billion) (%) (%) (%) billion) (%)
billion) billion) billion) billion)
Salaries and
Employee
14.529 47,1 13.782 47,3 747 5,4 13.782 47,3 12.834 46,2 948 7,4
Benefits
Expenses
General
and
9.395 30,4 9.025 31,0 370 4,1 9.025 31,0 9.193 33,1 (168) (1,8)
Administrative
Expenses
Promotion
1.188 3,9 1.103 3,8 85 7,7 1.103 3,8 1.066 3,8 37 3,5
Expenses
Guarantee
Savings 1.704 5,5 1.567 5,4 137 8,7 1.567 5,4 1.476 5,3 91 6,2
Premiums
Others 4.041 13,1 3.634 12,5 407 11,2 3.634 12,5 3.208 11,5 426 13,3
Total 30.857 100,0 29.111 100,0 1.746 6,0 29.111 100,0 27.777 100,0 1.334 4,8
*) Restatement
Jumlah Beban Operasional Lainnya support BNI’s business expansion throughout 2025.
(Rp miliar)
The rise in other operating expenses was primarily
30.857 driven by other expenses, which grew 11.2% year on
year, reflecting BNI’s increased investment in digital
29.688 29.111
banking services through the launch of wondr by
BNI and BNIdirect. These initiatives were aimed at
27.778
enhancing customer transaction volumes and are
expected to serve as catalysts for future business
growth.
Allowance for Impairment Losses
2023 2024 2024*) 2025 In 2025, the provision for impairment losses increased
by IDR1,514 billion, or 18.4%, to IDR9.7 trillion, from
IDR8.2 trillion in 2024. The higher provision was in
In 2025, other operating expenses increased by line with the continued improvement in asset quality
6.0%, or IDR1.7 trillion, to IDR30.9 trillion, from and the impact of accelerated business growth in
IDR29.1 trillion in 2024. The increase was incurred to low-risk segments.
2025 Annual Report
347
PT Bank Negara Indonesia (Persero) Tbk
Page 350
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Profit Before Income Tax Other Comprehensive Income, Net of
In 2025, PT Bank Negara Indonesia (Persero) Tbk Income Tax
recorded profit before income tax of IDR24.4 trillion, In 2025, BNI recorded other comprehensive income
representing a decline of 8.2% compared with of IDR3,605 billion, compared with IDR1,031 billion in
IDR26.6 trillion in 2024. 2024. This performance was mainly driven by gains
from changes in the fair value of financial assets
Laba Sebelum Beban Pajak measured at fair value through other comprehensive
(Rp miliar)
income (FVOCI) amounting to IDR5,084 billion.
24.397
Total Comprehensive Profit for the Current
26.580 26.569
Period
Total profit and comprehensive income attributable
25.640
to BNI amounted to IDR23.7 trillion, representing an
increase of IDR1,016 billion, or 4.5%, compared with
IDR22.7 trillion in 2024.
Jumlah Laba Komprehensif Periode Berjalan
(Rp miliar)
2023 2024 2024 *)
2025
23.716
22.666 22.700
Income Tax Expense
In 2025, BNI recorded income tax expense of IDR4.3
21.780
trillion, a decrease of 13.6% compared with IDR4.9
trillion in 2024. The decline in income tax expense
was primarily attributable to a reduction in profit
before income tax of IDR2,172 billion, from IDR26.6
trillion in 2024 to IDR24.4 trillion in 2025.
2023 2024 2024*) 2025
Earnings per Share Attributed to Owners of the Parent Entity
Basic earnings per share for the year are calculated by dividing profit for the year attributable to owners
of the parent by the weighted average number of ordinary shares outstanding during the respective year.
Increase (Decrease) Increase (Decrease)
2024-2025 2024 2023-2024
2025 2024*) 2023**)
Regarding
(IDR-billion) (IDR-billion) Total (IDR- Percentage (%) Nominal Percentage
(IDR-billion)
billion) (%) (IDR-billion) (%)
Profit for the
current year
attributable to
20.111 21.464 (1.353) (6,3) 21.464 20.909 555 2,7
Equity Holder of
the Parent Entity
(IDR billion)
Weighted
average
number of ordinary 37.297 37.290 7 0,0 37.290 37.257 33 0,1
shares outstanding
(million shares)
Basic
earnings per
share attributable
537 576 (39) (6,8) 576 561 15 2,7
to Equity Holder of
the Parent Entity
(full amount)**)
*) Restatement
In 2023, BNI undertook a corporate action in the form of a stock split with a 1:2 ratio, which became effective
on October 6, 2023. The stock split did not result in any change in shareholders’ ownership value, as the
number of shares outstanding doubled while the share price adjusted to 50% of its previous level.
348 A Heart that Serves, Growing with Indonesia
Page 351
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
In 2025, earnings per share attributable to owners CONSOLIDATED STATEMENT OF CASH
of the parent amounted to IDR537, declining from FLOWS
IDR576 in 2024, or a decrease of 6.8%. In 2025, BNI recorded an increase in net cash
flows of IDR48.9 trillion, representing a 196.3%
Laba per Saham Dasar improvement compared with the net cash outflow
(Rp miliar)
of IDR50.8 trillion in 2024. The movement in net
537 cash flows was influenced by financing activities,
particularly dividend payments on profit for the
576 576
2024 financial year, as well as investment activities
related to the purchase of securities and Government
561
Bonds during 2025. Net cash flows from operating,
investing, and financing activities in 2025 amounted
to IDR103.1 trillion, IDR26.6 trillion, and IDR27.6
trillion, respectively.
2023 2024 2024*) 2025 Kas dan Setara Kas di Akhir Tahun
(Rp miliar)
152.852
104.075 104.075
154.879
2023 2024 2024*) 2025
Consolidated Statement of Cash Flows
Increase (Decrease) Increase (Decrease)
2025 2024 2024-2025 2023 2023-2024
Regarding (IDR- (IDR- Nominal (IDR- Nominal
billion) billion) Percentage billion) Percentage
(IDR- (IDR-
(%) (%)
billion) billion)
Net cash provided
by operating 103.103 (63.218) 166.321 (263,1) 10.393 (73.611) (708,3)
activities
Net cash used for
investment (26.638) (5.270) (21.368) 405,5 (10.771) 5.501 (51,1)
activities
Net cash from/
(used for) financing (27.556) 17.718 (45.274) (255,5) (8.493) 26.211 (308,6)
activities
Net increase in
cash and cash 48.909 (50.770) 99.679 (196,3) (8.871) (41.899) 472,3
equivalents
Exchange rate
(132) (34) (98) 288,2 (150) 116 (77,3)
impact
Cash and cash
equivalents at the 104.075 154.879 (50.804) (32,8) 163.900 (9.021) (5,5)
beginning of the year
Cash and cash
equivalents at the end 152.852 104.075 48.777 46,9 154.879 (50.804) (32,8)
of the year
Cash Flows from Operating Activities
In 2025, BNI recorded net cash inflows from operating activities of IDR103.1 trillion, compared with net
cash outflows of IDR63.2 trillion in 2024. Operating cash flows in 2025 were primarily driven by customer
deposits amounting to IDR235.3 trillion, compared with (IDR5.2) trillion in 2024. From the asset side, the
increase in operating cash flows was also influenced by movements in securities and Government Bonds
measured at fair value through profit or loss, which amounted to IDR12.4 trillion in 2025, compared with
IDR14.0 trillion in 2024.
2025 Annual Report
349
PT Bank Negara Indonesia (Persero) Tbk
Page 352
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Cash Flows from Investment Activities of securities sold under repurchase agreements
In 2025, BNI recorded net cash outflows from amounting to IDR32.6 trillion. In addition, there was
investing activities amounting to IDR26.6 trillion, a net increase in securities sold under repurchase
primarily driven by the net purchase of Government agreements of IDR13.6 trillion and net repayments of
Bonds measured at fair value through other debt securities issued amounting to IDR4.0 trillion.
comprehensive income (FVOCI) and at amortized These outflows were partially offset by dividend
cost, totaling IDR170.0 trillion, as well as the net payments totaling IDR14.0 trillion.
purchase of securities of IDR98.1 trillion and capital
expenditures for property and equipment amounting Cash and Cash Equivalents at the End of the
to IDR2.9 trillion. Period
In 2025, BNI recorded cash and cash equivalents at
Cash Flow from Financing Activities
PT BANK NEGARA INDONESIA (PERSERO) Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
year-end of IDR152.9 trillion, representing an increase
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
In 2025, net cash used in financing activities
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2025 DAN 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) of IDR48.9 trillion. The increase was primarily driven FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Expressed in millions of Rupiah, unless otherwise stated)
amounted to IDR27.6 trillion. The financing cash Keuntungan yang
belum direalisasi
by operating cash inflows, particularly from loans
flows were primarily dominated by repayments of received and higher customer deposits on the
atas efek-efek
dan Obligasi
Pemerintah
yang diukur
borrowings totaling IDR32.6 trillion and repayments pada nilai
wajar melalui
penghasilan
operating liabilities side.
komprehensif Selisih
lain setelah kurs karena
pajak/ penjabaran
Unrealised laporan Saldo laba/Retained earnings
gain keuangan
on marketable dalam mata Dicadangkan/
Transaksi securities uang asing/ Appropriated
STATEMENTS OF CHANGES IN EQUITY
Modal dengan and Government Exchange
ditempatkan kepentingan Bonds at difference on Cadangan Cadangan Cadangan
dan disetor nonpengendali/ fair value translation of revaluasi umum pembayaran Total ekuitas
penuh/ Tambahan Transactions through other foreign aset/ dan wajib/ berbasis saham/ pemilik entitas Kepentingan
Issued and modal disetor/ with comprehensive currency Asset General Tidak Share-based induk/Total nonpengendali/
Catatan/ fully paid-up Additional non-controlling income - financial revaluation and legal dicadangkan/ payment equity owners Non-controlling Total ekuitas/
Notes capital paid-in capital interest net of tax PT BANK NEGARA
statements reserve INDONESIA
reserves (PERSERO) Tbk
Unappropriated *) reserve of parent interest Total equity
DAN ENTITAS ANAK/AND SUBSIDIARIES
Saldo pada tanggal 31 Desember 2024 **) 9,054,807 17,010,254 2,256,999 (1,431,633) (96,998) 16,711,395 2,778,412 115,465,415 322,589 162,071,240 4,476,767 166,548,007 Balance as of 31 December 2024 **)
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
Laba tahunTAHUN-TAHUN
UNTUK berjalan YANG BERAKHIR 31 DESEMBER- 2025 DAN 2024
- - - - - - 19,562,342 - 19,562,342 FOR THE YEARS
70,337 ENDED 31 DECEMBER 2025
19,632,679 AND
Profit 2024
for the year
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Laba komprehensif lainnya Other comprehensive income
untuk tahun berjalan 8,13 - - - 4,048,670 (27,347) - - - - 4,021,323 62,120 4,083,443 for the year
Pembagian dividen 35 - - - Keuntungan yang- - - - (13,951,339) - (13,951,339) (13,951,339) Distribution of dividends
belum direalisasi
Saham treasuri - - - atas efek-efek - - - - - - - - - Treasury shares
dan Obligasi
Penambahan cadangan pembayaran Pemerintah Additional of share-based
berbasis saham 44 - - - yang diukur - - - - - 26,578 26,578 - 26,578 payment reserve
pada nilai
Saldo pada tanggal 31 Desember 2025 9,054,807 17,010,254 2,256,999 wajar 2,617,037
melalui (124,345) 16,711,395 2,778,412 121,076,418 349,167 171,730,144 4,609,224 176,339,368 Balance as of 31 December 2025
penghasilan
komprehensif Selisih
lain setelah kurs karena
pajak/ penjabaran
Unrealised laporan Saldo laba/Retained earnings
gain keuangan
on marketable dalam mata Dicadangkan/
Transaksi securities uang asing/ Appropriated
Modal dengan and Government Exchange
ditempatkan kepentingan Bonds at difference on Cadangan Cadangan Cadangan
dan disetor nonpengendali/ fair value translation of revaluasi umum pembayaran Total ekuitas
penuh/ Tambahan Transactions through other foreign aset/ dan wajib/ berbasis saham/ pemilik entitas Kepentingan
Issued and modal disetor/ with comprehensive currency Asset General Tidak Share-based induk/Total nonpengendali/
Catatan/ fully paid-up Additional non-controlling income - financial revaluation and legal dicadangkan/ payment equity owners Non-controlling Total ekuitas/
Notes capital paid-in capital interest net of tax statements reserve reserves Unappropriated*) reserve of parent interest Total equity
Saldo pada tanggal 31 Desember 2024 **) 9,054,807 17,010,254 2,256,999 (1,431,633) (96,998) 16,711,395 2,778,412 115,465,415 322,589 162,071,240 4,476,767 166,548,007 Balance as of 31 December 2024 **)
Laba tahun berjalan - - - - - - - 19,562,342 - 19,562,342 70,337 19,632,679 Profit for the year
Laba komprehensif lainnya Other comprehensive income
untuk tahun berjalan 8,13 - - - 4,048,670 (27,347) - - - - 4,021,323 62,120 4,083,443 for the year
Pembagian dividen 35 - - - - - - - (13,951,339) - (13,951,339) (13,951,339) Distribution of dividends
Saham treasuri - - - - - - - - - - - - Treasury shares
Penambahan cadangan pembayaran Additional of share-based
berbasis saham 44 - - - - - - - - 26,578 26,578 - 26,578 payment reserve
Saldo pada tanggal 31 Desember 2025 9,054,807 17,010,254 2,256,999 2,617,037 (124,345) 16,711,395 2,778,412 121,076,418 349,167 171,730,144 4,609,224 176,339,368 Balance as of 31 December 2025
*) Termasuk di dalam saldo laba tidak dicadangkan adalah pengukuran kembali liabilitas imbalan kerja. *) Included in unappropriated retained earnings is the remeasurement of post employment benefit.
**) Disajikan kembali (lihat Catatan 60). **) Restated (see Note 60)
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang The accompanying notes to the consolidated financial statements form an integral part of these
tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
Halaman - 8 - Page
ABILITY TO OPERATE AS WELL AS ABILITY TO GENERATE PROFITS AND PERFORM
EFFICIENCIES
Difference Difference
2025 2024 2023
Description 2024-2025 **) Restated 2023-2024
*) Termasuk di dalam saldo laba tidak dicadangkan adalah pengukuran kembali liabilitas imbalan kerja. *) Included in unappropriated retained earnings is the remeasurement of post employment benefit.
(%) (%) (%)
**) Disajikan kembali (lihat Catatan 60). (see Note 60)
(%) (%)
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang The accompanying notes to the consolidated financial statements form an integral part of these
Asset Quality
tidak terpisahkan dari laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
Halaman - 8 - Page
Non Performing Loan (NPL) 1,9 2,0 2,1 (0,1) (0,1)
NPL Coverage Ratio 205.5 255,8 319,0 (50,3) (63,2)
Profitability
Return on Assets (ROA) 2,1 2,5 2,6 (0,4) (0,1)
Return on Equity (ROE) 14,0 15,8 16,8 (1,8) (1,0)
Return on Equity (ROE) - Equity Based 12,7 14,2 15,2 (1,5) (1,0)
Net Interest Margin (NIM) 3,8 4,2 4,6 (0,4) (0,4)
Efficiency
Operating Expenses to Operating Income
72,9 70,0 68,4 2,9 1,8
(BOPO)
Cost to Income (CIR) 46,5 44,6 42,9 1,9 1,7
Liquidity
Loan to Deposit Ratio (LDR) 86,4 96,1 85,8 (9,7) 10,3
Macroprudential Intermediation Ratio (RIM) 84,0 93,3 89,0 (9,3) 4,3
350 A Heart that Serves, Growing with Indonesia
Page 353
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Asset Quality Ratio Efficiency Ratio
1. Non Performing Loan (NPL) Ratio 1. Operating Expense to Operating Income Ratio
As of December 31, 2025, BNI’s Gross NPL BNI’s BOPO ratio (Operating Expenses to
ratio declined from 2.0% in the previous year Operating Income) increased to 72.9% in 2025
to 1.9%, while the Net NPL ratio remained from 70.0% in 2024. This was in line with higher
stable at 0.7%. This achievement reflects BNI’s interest expenses resulting from liquidity
prudent management of earning assets amid pressures in the market, which in turn affected
loan expansion, including a selective approach the decline in the Net Interest Margin (NIM).
to credit allocation focused on top-tier debtors 2. Cost to Income Ratio (CIR)
and their value-chain businesses. In addition, the The Cost to Income Ratio (CIR) is one of the
effective management of distressed borrowers indicators used to measure the efficiency of
through remedial and restructuring schemes to operating expenses incurred to generate optimal
support improvements in debtors’ financial and income. BNI’s CIR increased by 1.9 percentage
business conditions has been a key factor in points, from 44.6% in 2024 to 46.5% in 2025,
maintaining BNI’s NPL at a healthy level. reflecting higher operating expenses during
2. NPL Coverage Ratio 2025, particularly digitalization costs, as the
As of December 31, 2025, BNI’s NPL Coverage Bank continues to allocate more resources to
Ratio remained strong at 205.5%, in line with enhancing its digital service capabilities.
the ongoing improvement in asset quality as
reflected in the decline in the NPL ratio. The Liquidity Ratio
combination of a lower NPL ratio and a well- 1. Loans to Deposit Ratio (LDR)
maintained NPL coverage ratio demonstrates The Loan to Deposit Ratio (LDR) reflects the
BNI’s continued commitment to pursuing healthy proportion of loans disbursed relative to deposits
and prudent business growth. mobilized by BNI. In 2025, BNI’s LDR was recorded
at 86.4%, representing a 9.7% decline compared
Profitability Ratio with 96.1% in 2024.
1. Return on Asset (ROA) 2. Macroprudential Intermediation Ratio (RIM)
BNI’s Return on Assets (ROA) as of December In 2025, BNI’s Macroprudential Intermediation
31, 2025 stood at 2.1%, in line with BNI’s profit Ratio (RIM) increased to 84,0%, compared with
achievement in 2025 amounting to IDR20.0 93.3% in 2024. The RIM level remained within the
trillion. regulatory threshold of 84%–94%, indicating BNI’s
2. Return on Equity (ROE) continued compliance with macroprudential
BNI’s Equity-Based Return on Equity (ROE) intermediation requirements
was recorded at 12.7%, in line with BNI’s profit
achievement in 2025 amounting to IDR20..0
trillion.
3. Net Interest Margin (NIM)
BNI’s Net Interest Margin (NIM) declined from
4.2% in 2024 to 3.8% in 2025. This decrease was
primarily influenced by a significant increase in
interest expenses, which outpaced the growth in
interest income.
Compliance Ratio
Difference Difference
2025 2024 2023
Account 2024-2025 2023-2024
(%) (%) (%)
(%) (%)
Minimum Statutory Reserve (MSR)
MSR (Rupiah) 7,8 6,5 9,5 1,1 (3,0)
MSR (Foreign Currencies) 4,0 4,0 4,0 - -
Net Open Position 1,1 0,9 1,7 0,2 (0,8)
BMPK Violation Percentage Nil Nil Nil - -
BMPK Exceedance Percentage Nil Nil Nil - -
2025 Annual Report
351
PT Bank Negara Indonesia (Persero) Tbk
Page 354
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1. Statutory Reserve Requirement (GWM) 2. Net Open Position
BNI has consistently maintained an optimal level BNI’s Net Open Position (NOP) for the period
of liquidity adequacy to support daily operations ended December 31, 2025 was recorded at 1.1%,
and comply with Bank Indonesia regulations higher than 0.9% in the corresponding period
through the Statutory Reserve Requirement of the previous year. This level remains well
(GWM). In 2025, BNI’s Rupiah GWM stood at below the maximum threshold stipulated by
6.4%, while foreign currency GWM was 4.0%. Bank Indonesia under PBI No. 5/13/PBI/2003 on
Compared with 2024, the change was mainly Commercial Banks’ Net Open Position, as last
attributable to the Rupiah GWM, which had amended by PBI No. 17/5/PBI/2015, which sets a
been recorded at 6.5% in the prior year. BNI’s maximum limit of 20% of capital.
GWM position was in full compliance with Bank
Indonesia Regulation (PBI) No. 24/4/PBI/2022 3. Fulfillment of Compliance with the Legal Lending
dated March 1, 2022 on Statutory Reserve Limit (LLL)
Requirements for Conventional Commercial Throughout 2025, there were no violations or
Banks in Rupiah and Foreign Currencies, as breaches of the Legal Lending Limit (LLL). BNI
well as Members of the Board of Governors maintained adequate policies and conducted
Regulation (PADG) No. 2 of 2023 dated April 1, continuous monitoring by overseeing the Legal
2023. The decline in the Rupiah GWM was due to Lending Limit (LLL) and house limits for large
BNI receiving GWM incentive relief in accordance borrowers to ensure ongoing compliance.
with Bank Indonesia’s Macroprudential Liquidity
Policy (KLM)
352 A Heart that Serves, Growing with Indonesia
Page 355
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Commitments and Contingencies
BNI’s commitments and contingencies with details stated in the contract value as follows:
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Persentase Nominal Persentase
(IDR-billion) (%) (IDR-billion) (%)
Commitment Receivables
Unsettled Purchase
of Foreign 248.308 211.120 95.743 37.188 17,6 115.377 120,5
Currency Futures
Others 156 87 83 69 79,3 4 5,3
Total 248.464 211.207 95.826 37.257 17,6 115.381 120,4
Commitment Payables
Unused Customer
93.616 57.553 55.883 36.063 62,7 1.670 3,0
Loan Facilities
Outstanding
Irrevocable Letters 11.087 9.953 16.854 1.134 11,4 (6,901) (40,9) ¯
of Credi
Sales of Foreign
Currency Futures 247.565 210.838 95.576 36.727 17,4 115.262 120,6
Unresolved
Other 156 87 84 69 79,3 3 3,6
Total 352.424 278.431 168.397 73.993 26,6 110.034 65,3
Contingent Receivables
Bank Guarantees
46.210 27.162 23.426 19.048 70,1 3.736 15,9
Received
Interest Receivable
on Non Performing 11.063 11.790 12.030 (727) (6,2) (240) (2,0) ¯
Assets
Others 634 533 459 100 18,9 74 16,1
Total 57.907 39,485 35.915 18.421 46,7 3.570 9,9
Contingent Payables
Guarantees Issued
in the form of 49.233 29.531 29.116 19.702 66,7 415 1,4
Performance Bonds
Advance Payment
22.845 12,002 11.951 10.843 90,3 51 0,4
Bonds
Standby Letters of
16.554 20.640 15.062 (4.086) (19,8) 5.578 37,0
Credit
Other Bank
15.230 9.717 9.465 5.513 56,7 252 2,7
Guarantees
Bid Bonds 2.255 1.560 1.183 695 44,6 377 31,9
Others 4.449 3.120 2.001 1.330 42,6 1.119 55,9
Total 110.566 76.570 68.778 33.996 44,4 7.792 11,3
2025 Annual Report
353
PT Bank Negara Indonesia (Persero) Tbk
Page 356
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Commitment and contingency transactions that occur in the Bank’s normal activities that carry credit risk are
explained in the following table:
Increase (Decrease)
2025 2024 2024-2025
(IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%)
Bank Guarantees Issued
Related Parties 24.327 22.790 1.537 6,7
Third Parties 82.299 50.661 31.638 62,5
Irrevocable Letters of Credit
Related Parties 6.809 3.908 2.901 74,2
Third Parties 4.278 6.044 (1.766) (29,2)
Unused Loan Facilities
Related Parties 37.346 16.172 21.174 130,9
Third Parties 56.270 41.381 14.889 36
Total 211.329 140.956 70.373 49,9
Commitment and contingency transactions that have loan risks based on collectibility are explained in the
following table:
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Account
(IDR-billion) (IDR-billion) (IDR-billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Current 208.724 137.900 135.987 70.824 51,4 1.913 1,4
Special Mention 1.999 2.128 2.879 (129) (6,1) (751) (26,1)
Substandard 40 42 68 (2) (4,8) (26) (38,2)
Doubtful 104 54 80 50 92,6 (26) (32,5)
Loss 462 832 501 (370) (44,5) 331 66,1
Total 211.329 140.956 139.515 70.373 49,9 1.441 1,0
Commitment receivables in 2025 increased by 17.6%, or IDR37.3 trillion, dominated by outstanding Foreign
Currency Forward Purchases. Total commitment liabilities in 2025 increased by IDR74.0 trillion, or 26.6%,
from the 2024’s figure, largely driven by an increase in outstanding Foreign Currency Forward Sales.
Contingency receivables in 2025 increased by 46.7% from its 2024’s figure, dominated by a 70.1% increase in
Bank Guarantees received. Contingency liabilities increased by 46.1% in 2025 compared to its 2024’s figure,
driven by a 66.7% increase in Guarantees issued in the form of Performance Bonds. Overall, the fluctuations
in commitment and contingency accounts remained in line with credit growth, as borrowers optimized more
of BNI’s diverse product and service that offer a range of competitive features.
354 A Heart that Serves, Growing with Indonesia
Page 357
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Spot Transactions, Derivatives,
and Hedging Facilities
PT Bank Negara Indonesia (Persero) Tbk actively Changes in fair value are recognized directly in the
engages in derivative financial instrument consolidated statement of profit or loss, thereby
transactions, both for managing the Bank’s financial reflecting the real-time impact of market movements.
positions and to meet customers’ transactional Fair value measurement is based on discounted cash
needs.Through the implementation of structured and flow models, financial pricing models, or quoted
measured strategies, BNI utilizes various derivative prices provided by brokers for similar instruments
instruments such as spot, forward, currency with comparable market characteristics.
swaps, interest rate swaps, cross-currency swaps,
and options to manage exposure to market risks, BNI possesses the expertise and experience to
particularly foreign exchange risk and interest rate execute derivative instruments using strategies
risk. The use of these derivative instruments serves that strike a balance between the Bank’s internal
not only as a hedging tool but also as an integral requirements and customer needs. A strong focus
part of BNI’s proactive risk management strategy to on compliance, efficiency, and accuracy enables BNI
maintain financial stability and sustainably support to deliver significant added value to investors.
the business activities of both the Bank and its
customers. Through these initiatives, BNI not only safeguards
its financial stability but also provides innovative
All derivative instruments are recognized in the risk management solutions for customers. This
consolidated statement of financial position at fair combination creates a competitive advantage that
value in accordance with applicable accounting supports BNI’s vision of being a trusted financial
standards. Derivative assets are recorded when the partner at both the national and global levels.
fair value of a contract is positive, while derivative
liabilities are recorded when the fair value of a With a firm commitment to upholding the principles
contract is negative. of good corporate governance (GCG), BNI
continues to innovate in delivering optimal value to
shareholders and all stakeholder.
Derivative Receivables and Payables by Type and Currency
2025 2024
Notional Amount Fair Value Notional Amount Fair Value
Instruments In Foreign In Foreign
Derivative Derivatif Derivative Derivative
Currency Receivables Payables Currency Receivables Payables
(Full Amount) (IDR-Million) (IDR-Million) (Full Amount) (IDR-Million) (IDR-Million)
Exchange Rate Related
Forward contract - buy
JPY 800.000.000 - (832) - - -
CNY 83.714.862 3410 (105) 490.150.593 5.156 (4.938)
USD 394.951.526 9918 (29.501) 619.063.138 145.043 (16.782)
AUD - - - 1.000.000 - (727)
Forward contract - sell
EUR 1.000.000 92 - - - -
USD 1.034.156.201 40.067 (4.284) 709.039.849 35.034 (114.357)
2025 Annual Report
355
PT Bank Negara Indonesia (Persero) Tbk
Page 358
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2025 2024
Notional Amount Fair Value Notional Amount Fair Value
Instruments In Foreign In Foreign
Derivative Derivatif Derivative Derivative
Currency Receivables Payables Currency Receivables Payables
(Full Amount) (IDR-Million) (IDR-Million) (Full Amount) (IDR-Million) (IDR-Million)
Foreign currency swaps - buy
EUR 22.500.000 738 (1.350) 7.000.000 - (1.565)
GBP - 2.500.000 - (828)
JPY 44.081.288.940 56 (92.108) 35.963.593.684 5.170 (74.125)
SGD - 43.000.000 - (1.599)
USD 1.919.556.688 127.587 (79.099) 1.720.986.416 423.786 (55.650)
Foreign currency swaps - sell
AUD 15.000.000 757 - 200.000 68 -
EUR 80.945.142 1.076 (13.640) 118.766.365 43.757 (1.458)
GBP 24.000.000 1.303 (2.368) 20.500.000 5.724 (401)
NZD - - - 7.000.000 117 -
SGD 9.465.462 - (2.711) 57.890.550 1.953 (6.592)
USD 1.293.220.034 40.458 (53.289) 1.454.456.761 41.171 (256.972)
Foreign currency spots -buy
AUD 1.250.000 2 (45) 461.560 3 (5)
EUR 16.500.000 3 (446) 6.550.000 16 (117)
GBP 12.000.000 - (1.086) 2.100.000 - (47)
USD 309.900.000 398 (18.475) 233.043.126 218 (13.280)
Foreign currency spots- sell
AUD - - - 8.000.000 41 (160)
CNY - - - 90.000.000 1.484 -
EUR 23.000.000 100 (44) 1.402.632 5 (7)
GBP 2.000.000 75 (48) 97.000 1 -
USD 404.907.010 20.152 (1.148) 361.110.000 12.705 (394)
OTC Option - buy
USD 2.930.000.000 4.576.248 - 2.490.000.000 362.558 (73.145)
OTC Option - sell
USD 2.930.000.000 - (4.636.529) 2.490.000.000 106.802 (362.141)
Exchange and Interest Rate Related
Interest rate swap
USD 372.310.055 99.752 (90.245) 530.138.055 167.815 (139.124)
Cross currency swaps and interest rate
USD 645.845.780 455.684 (348.614) 758.826.078 340.969 (243.174)
Overnight Index Swap
IDR 100.000.000.000 52 (39) - - -
USD 105.840.203 5.901 (3.529) - - -
Risk Free Rate
IDR 1.000.000.000.000 15.576 (5.960) 1.000.000.000.000 22.306 (16.153)
USD 369.791.977 22.944 (13.404) 672.791.977 71.076 (95.444)
Jumlah 5.422.349 (5.398.899) 1.792.978 (1.479.185)
356 A Heart that Serves, Growing with Indonesia
Page 359
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Derivative Receivables and Payables by Relationships
Increase (Decrease)
2025 2024 2024-2025
(IDR-billion) (IDR-billion) Nominal Percentage
(IDR-billion) (%)
Derivative Receivables
Related Parties
Foreign Currencies 768.083 341.832 426.251 124,7
Third Parties
Rupiah 15.628 22.306 (6.678) (30,0)
Foreign Currency 4.638.266 1.428.840 3.209.426 224,6
Total 5.421.977 1.792.978 3.628.999 202,4
Derivative Payables
Related Parties
Rupiah (2) - - 100,0
Foreign Currencies (977.117) (154.840) 822.277 531,0
Third Parties
Rupiah (5.997) (16.153) (10.156) (62,9)
Foreign Currency (4.415.783) (1.308.192) 3.107.591 237,5
Total (5.398.899) (1.479.185) 3.919.714 265,0
All derivative receivables as of December 31, 2025 and 2024 are classified as current based on the Bank’s
management review and evaluation.
Pledged Bank Assets
There were no pledged assets at BNI in the period ending December 31, 2025.
2025 Annual Report
357
PT Bank Negara Indonesia (Persero) Tbk
Page 360
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Prime Lending Rate (SBDK)
Based on OJK Regulation No. 37/POJK.03/2019, as rate policies remain competitive and balanced,
updated through OJK Regulation No. 13 of 2024 while continuing to uphold the prudential principles
dated July 30, 2024, concerning theTransparency and of credit risk management.
Publication of the Prime Lending Rate (Suku Bunga
Dasar Kredit/SBDK) for Conventional Commercial In general, the SBDK is calculated based on three
Banks (BUK), Conventional Commercial Banks are components: the Cost of Funds for Lending (Harga
required to prepare, publish, and submit the SBDK. Pokok Dana untuk Kredit/HPDK) arising from
customer fund mobilization activities; operating
The implementation of the SBDK at BNI is intended expenses incurred in fund mobilization and credit
to provide transparency and clarity to customers, disbursement activities; and the profit margin
enabling them to more easily assess the benefits, component determined by the Company in its
costs, and risks of the credit facilities offered. The lending activities. The SBDK calculation does not
application of the SBDK also plays an important yet take into account the borrower’s risk premium,
role in fostering a healthy competitive environment the magnitude of which depends on the assessment
within the banking industry, among others by of each borrower’s risk profile. As such, the lending
promoting stronger market discipline. interest rate charged to a borrower may not
necessarily be the same as the SBDK.
In addition to serving as a transparency instrument,
the SBDK is also used as a reference in determining BNI is required to report its SBDK calculation to OJK
the level of lending interest rates to be charged to and disclose it to the public. With the enactment
customers. Accordingly, BNI consistently updates of OJK Regulation No. 13 of 2025, several changes
and adjusts the SBDK in line with developments in were introduced to the preparation of the SBDK
the benchmark interest rate set by Bank Indonesia. as of September 2025, including changes in the
This approach is undertaken to ensure that lending methodology/reference used in determining the
SBDK and the expansion of credit segmentation
from the previous five segments to seven segments.
Information on BNI’s SBDK for 2025 is as follows:
(Effective % per annum)
Prime Lending Rate
Based on Type of Credit
Month
Non MSME Credit MSME Credit Non KPR/
KPR/KPA
Corporate Retail Medium* Small* Micro Non KPA
January 2025 8,67% 8,82% 9,86% 11,12% 12,04% 9,26% 10,57%
February 2025 8,41% 8,56% 9,54% 10,81% 11,63% 8,96% 10,17%
March 2025 8,55% 8,76% 9,76% 10,95% 11,72% 9,08% 10,31%
April 2025 8,53% 8,81% 9,82% 10,95% 11,82% 9,10% 10,34%
May 2025 8,60% 8,90% 9,92% 11,06% 11,91% 9,14% 10,37%
June 2025 8,52% 8,75% 9,80% 11,05% 11,79% 9,09% 10,33%
July 2025 8,57% 8,77% 9,87% 11,15% 11,77% 9,14% 10,39%
August 2025 8,57% 8,86% 9,87% 11,17% 11,86% 9,20% 10,44%
September 2025 8,46% 8,70% 9,69% 10,53% 11,71% 9,05% 10,30%
October 2025 8,35% 8,59% 9,61% 10,42% 11,60% 9,00% 10,24%
November 2025 8,35% 8,59% 9,61% 10,42% 11,60% 9,00% 10,24%
December 2025 8,14% 8,39% 9,46% 10,29% 11,58% 8,88% 10,16%
358 A Heart that Serves, Growing with Indonesia
Page 361
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
IMPACT OF CHANGES IN INTEREST RATES the pro-stability monetary policy stance, aimed at
ON BNI PERFORMANCE strengthening rupiah exchange rate stabilization as
well as adopting pre-emptive and forward-looking
Throughout 2025, Bank Indonesia reduced its measures to ensure inflation remains under control
benchmark interest rate a total of five times from within the 2.5 ± 1% target range for 2025.
the beginning of the year. The policy rate at the start
of the year stood at 6.00% and was first lowered Movements in the benchmark interest rate did not
in January 2025 by 25 bps to 5.75%, followed by directly affect the Prime Lending Rate (SBDK). This
subsequent reductions in May, July, and August, is reflected in the variations in changes to BNI’s
and most recently in September 2025 by a further SBDK across the Corporate, Retail, Medium, Small,
25 bps to 4.75%. Subsequently, at the Board of Micro, Mortgage/Home Ownership Loan (KPR/KPA),
Governors’ Meeting (RDG) held on December 16–17, and Non-KPR/Non-KPA segments from January to
2025, Bank Indonesia decided to maintain the BI- November 2025. This condition is attributable to the
Rate at 4.75%, the Deposit Facility rate at 3.75%, and presence of other SBDK components, particularly
the Lending Facility rate at 5.50%. The decision to Overhead Costs (OHC), which are not influenced by
keep the BI-Rate at 4.75% remained consistent with movements in market interest rates.
FEE BASED INCOME ACCELERATION GROWTH
Kenaikan (Penurunan) Kenaikan (Penurunan)
2025 2024 2023
2024-2025 2023-2024
Account
Total Composition Total Composition Total Composition Total Percentage Total Percentage
(IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%) (IDR-billion) (%)
Recurring
17.682 95,8 16.010 96,3 14.438 97,7 1.673 10,4 1.572 10,9
Fee
Non
Recurring 779 4,2 614 3,7 344 2,3 164 26,7 270 78,6
Fee
Total 18.461 100,0 16.624 100,0 14.782 100,0 1.837 11,1 1.842 12,5
In 2025, fee-based income reached IDR18.5 trillion on a consolidated basis, representing an 11.1% increase
from IDR16.6 trillion the previous year. The largest increase was in recurring fees, which grew 10.4% year-
on-year, primarily driven by ATM and e-channel fees, influenced by the implementation of the National
Payment System (BI Fast), and Cash Management (API, Cash Pooling) fees, which grew 15.2% year-on-
year as a positive impact of improved digital banking services following the launch of wondr by BNI and
BNIdirect.
2025 Annual Report
359
PT Bank Negara Indonesia (Persero) Tbk
Page 362
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Ability to Pay Debt
BNI maintains a good level of liquidity and solvency.This is demonstrated by BNI’s ability to fulfill all maturing
obligations on time, both in terms of debt principal payments and interest payments. The sustained liquidity
condition demonstrates BNI’s effective asset and liability management, and how the Company is ready to
face financial market dynamics and both short-term and medium-term funding needs.
Furthermore, a strong solvency level reflects a healthy capital structure and prudent risk management,
enabling BNI to maintain the trust of investors, depositors, and all stakeholders. It is a performance that
further strengthens BNI’s financial foundation to support sustainable business expansion and face potential
liquidity pressures amidst dynamic global and domestic market conditions.
1. Bank Liquidity: Ability to Pay Short-Term Debt
BNI’s ability to fulfill short-term obligations is carried out with good liquidity management. In order to
improve short-term liquidity resilience, BNI always maintains adequate liquidity by managing several
indicators including Primary Reserve (Statutory Reserves and Cash), Secondary Reserve (liquidity
reserves), and Liquidity Coverage Ratio (LCR) in accordance with regulatory requirements.
LCR is a comparison ratio between High Quality Liquid Assets (HQLA) and estimated total net cash
outflow for the next 30 days in a crisis scenario. In December 2025, BNI’s LCR reached 176.49% (bank
only) and 171.93% (consolidated), above the regulator’s provisions which stipulate that LCR fulfillment is
at least 100%..
To manage liquidity over a longer period (1 year), BNI maintains the Net Stable Funding Ratio (NSFR)
by increasing the Bank’s funding stability, adjusted to the composition of assets and administrative
accounts. NSFR is a ratio comparing the Available Stable Funding with the Required Stable Funding. As
of December 2025, BNI’s NSFR was 141.87% (bank only) and 142.49% (consolidated), above the regulatory
provisions which stipulate NSFR compliance at a minimum of 100%.
2025 2024 2023 Difference 2024-2025 Difference 2023-2024
Description
(%) (%) (%) (%) (%)
Liquidity Coverage Ratio (LCR)
Bank Only 171,93 147,95 191,5 23,98 (43,55)
Consolidation 176,49 150,67 197,2 25,82 (46,53)
Net Stable Funding Ratio (NFSR)
Bank Only 141,87 132,48 145,3 9,39 (12,82)
Consolidation 142,49 133,08 146,4 9,41 (13,32)
360 A Heart that Serves, Growing with Indonesia
Page 363
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2. Bank Solvency: Ability to Pay Long-Term Debt
Bank capital is the most important component in measuring the ability to pay long-term debt (solvency
ratio). Therefore, BNI always ensures that its capital is able to meet the Capital Adequacy Ratio (CAR)
requirements.
2025 2024 2023 Difference 2024-2025 Difference 2023-2024
Description
(%) (%) (%) (%) (%)
Capital Adequacy Ratio (CAR)-Tier I 19,4 20,0 20,3 (0,6) (0,3)
Capital Adequacy Ratio (CAR)-Tier II 1,2 1,4 1,7 (0,2) (0,3)
Capital Adequacy Ratio (CAR) (Loan,
20,7 21,4 22,0 (0,7) (0,6)
Market and Operational Risk)
BNI’s Capital Adequacy Ratio (CAR) represents the ratio of capital to Risk-Weighted Assets (RWA). In 2025,
BNI’s CAR stood at 20,7%, reflecting a decline of 3,3% from 21.4% in 2024. However, this figure still indicates
that BNI’s capital structure remains robust and capable of absorbing credit risk, market risk, and operational
risk. Moreover, the ratio remains well above the minimum capital adequacy requirements set by regulators.
2025 Annual Report
361
PT Bank Negara Indonesia (Persero) Tbk
Page 364
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Company Receivables Collectibility
Level/Loan Collectibility Level
ASSET QUALITY
2025 2024 2023 Difference Difference
Description (%) (%) (%) 2024-2025 (%) 2023-2024 (%)
Non-Performing Loan (NPL) Neto 0,7 0,7 0,6 (0,0) 0,1
Non-Performing Loan (NPL) Gross 1,9 2,0 2,1 (0,1) (0,1)
Adequacy ratio of provision for losses to
205,5 255,8 319,0 (50,3) (63,2)
non- performing loans/Coverage Ratio
As of December 2025, BNI’s Gross NPL ratio stood at 1.9%, remaining stable and improving by 0.1% compared
with the previous year. This performance reflects ongoing improvements in credit quality achieved through
selective expansion into priority sectors with lower risk profiles, the strengthening of credit underwriting
processes, and enhanced credit monitoring. In line with the lower NPL level, the Bank also maintained
adequate credit risk provisioning, as reflected in the NPL Coverage Ratio, which remained strong at 206.4%
in this year.
LOAN RESTRUCTURING
As of December 31, 2025, total restructured loans amounted to IDR38.5 trillion, representing a decrease of
IDR353 billion, or 0.9%, compared with the previous year’s IDR38.8 trillion.
Restructured Loans Based on Restructuring Categories
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Category (IDR-billion) (IDR-billion) (IDR-billion)
Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Decrease in Loan
25.159 25.710 23.729 (551) (2,1) 1.981 8,3
Interest Rates
Extension of Loan
26.400 24.754 25.940 1.646 6,6 (1.186) (4,6)
Period
Other Restructuring
10.444 16.294 26.122 (5.850) (35,9) (9.828) (37,6)
Scheme
Total 62.003 66.758 75.791 (4.755) (7,1) (9.033) (11,9)
Allowance for
(23.529) (27.930) (33.615) 4.301 15,4 5.685 (16,9)
Impairment Losses
Total - Net 38.374 38.828 42.176 (454) (1,2) (3.348) (7,9)
362 A Heart that Serves, Growing with Indonesia
Page 365
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Restructured Loans per Collectibility
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Description (IDR-
(IDR-billion) (IDR-billion)
billion) Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Current 35.344 34.478 40.863 866 2.5 (6.385) (15,6)
Special Mention 18.348 25.255 29.500 (6.907) (27.3) (4.245) (14,4)
Substandard 1.457 2.954 2.388 (1.497) (50.7) 566 23,7
Doubtful 617 667 678 (50) (7.5) (11) (1,6)
Loss 6.238 3.404 2.362 2.834 83.3 1.042 44,1
Total 62.004 66.758 75.791 (4.754) (7.1) (9.033) (11,9)
Restructured Loans per Type of Business Sector
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Description (IDR-billion) (IDR-billion) (IDR-billion)
Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Business Services 6.957 6.942 9.129 15 0,2 (2.187) (24,0)
Social Services 242 823 995 (581) (70,6) (172) (17,3)
Construction 12.149 13.093 13.156 (944) (7,2) (63) (0,5)
Others 3.513 3.546 3.765 (33) (0,9) (219) (5,8)
Electricity, Gas and
2.033 788 364 1.245 158,0 424 116,5
Water
Freight,
warehousing and 5.161 5.279 5.258 (118) (2,2) 21 0,4
communications
Trading,
Restaurants and 10.508 9.406 13.292 1.102 11,7 (3.886) (29,2)
hotels
Mining 1.780 5.771 7.743 (3.991) (69,2) (1.972) (25,5)
Industry 18.889 19.517 19.073 (628) (3,2) 444 2,3
Agriculture 772 1.593 3.016 (821) (51,5) (1.423) (47,2)
Total 62.004 66.758 75.791 (4.754) 7,1 (9.033) (11,9)
The decline in loan restructuring was driven by declines in the following sectors that were hit the most by
current trend, such as mining, which fell by IDR3.9 trillion (69.2%), constructions (down by IDR0.9 trillion
(7.2%), agriculture (down by IDR 0.8 trillion (51.5%), and social services (down by IDR 0.6 trillion (70.6%).
Restructured Loans per Designation Type
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Designation (IDR-billion) (IDR-billion) (IDR-billion)
Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Working capital
47.068 50.651 54.956 (3.583) (7,1) (4.305) (7,8)
Loans
Investment Loans 11.421 12.561 17.095 (1.140) (9,1) (4.534) (26,5)
Consumptive
3.515 3.546 3.740 (31) (0,9) (194) (5,2)
Loans
Total 62.004 66.758 75.791 (4.754) (7,1) (9.033) (11,9)
The total number of restructured loans decreased significantly by IDR4.8 trillion compared to 2024,
representing a 7.1% decrease.The composition of restructured loans as of December 31, 2025, was dominated
by working capital loans of IDR47.1 trillion, or 76.0% of the total restructured loans.
2025 Annual Report
363
PT Bank Negara Indonesia (Persero) Tbk
Page 366
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Restructured Loans per Segment Type
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Segment (IDR-billion) (IDR-billion) (IDR-billion)
Nominal Percentage Nominal Percentage
(IDR-billion) (%) (IDR-billion) (%)
Consumer 290 935 3.738 (645) (69,0) (2.803) (75,0)
Corporate 42.808 45.692 49.319 (2.884) (6,3) (3.627) (7,4)
Small 11.479 8.646 9.328 2.833 32,8 (682) (7,3)
Middle 7.427 11.485 13.406 (4.058) (35,3) (1.921) (14,3)
Total 62.004 66.758 75.791 (4.754) (7,1) (9.033) (11,9)
The segments experiencing a decrease in restructured loans were the middle segment, which saw a decrease
of IDR4.1 trillion, or 35.3% (YoY), followed by the corporate segment, which decreased by IDR 2.9 trillion,
or 6.3% (YoY), and the consumer segment, which experienced a decrease of IDR0.6 trillion, or 69.0% (YoY).
364 A Heart that Serves, Growing with Indonesia
Page 367
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Credit Risk Management
Credit risk management at BNI is a key pillar In 2025, BNI established strategic policies supported
in maintaining the stability and quality of the by initiatives to strengthen risk management and
Company’s asset portfolio. This process is carried credit process discipline. BNI’s strategies and policies
out comprehensively to anticipate and mitigate for strengthening risk management implemented in
potential losses that could arise from debtors’ 2025 in the Corporate, Enterprise, and Commercial
failure to meet their credit obligations. Throughout segments include the following:
2025, BNI consistently implemented a selective 1. Pipeline Management Development
credit distribution strategy focused on customers a. Increasing the Corporate, Enterprise, and
with healthy risk profiles. The credit disbursement Commercial segment portfolios with a focus
process is conducted based on prudent banking on priority sectors.
principles, from the feasibility analysis stage b. Expanding quality credit by focusing on
to credit approval. Furthermore, credit quality prospective industries through a review of the
monitoring and evaluation are carried out strictly Industry Risk Appetite (IRA), Risk Acceptance
and continuously to ensure a healthy credit portfolio Criteria (RAC), Risk Appetite Statement (RAS)
and support sustainable business growth. for Credit Risk and Loan Exposure Limit (LEL),
and sharpening the guidance for expansion
2025 STRATEGY AND POLICIES sector quadrants to capitalize on the business
potential of each industry sector in each
BNI’s credit risk management strategies and policies region.
are implemented continuously to generate quality c. Considering Environmental, Social, and
credit growth. BNI also continues to optimize credit Corporate Governance (ESG) factors when
risk management and enhance every stage of the conducting credit expansion.
credit process, starting with determining target d. Strengthening the pipeline process for
markets based on priority sectors, developing borrowers from Overseas Branch Offices
pipeline management with pre-screening and (KLN) through the implementation of IRA and
sharpening Risk Acceptance Criteria (RAC), RAC.
strengthening the underwriting process, credit e. Strengthening credit risk analytics, particularly
monitoring, and credit remediation and recovery. sensitivity analysis and commodity
stress testing, to improve the quality of
In 2025, BNI continued its New Way of Working credit decision-making and maintain the
(NWOW) initiative by strengthening credit risk sustainability of the financing portfolio.
management across all credit segments, assisted by f. Optimizing transaction solutions to increase
SEVP Credit Risk and Senior Credit Risk Executives global market expansion, fee-based income,
(SCX), as well as strengthening the risk function and sustainable CASA through Xpora, Supply
across all operational units. Chain Financing/Open Account Financing,
To improve credit, BNI is enhancing its risk culture and other Trade Finance applications.
through an end-to-end credit process transformation g. Enhancing and optimizing the use of the
program, including strengthening its Risk Reduction Connect and 3D (Debtor Directory) applications
and Risk Management strategy. to strengthen Pipeline Management and Pre-
Screening.
2. Underwriting Process Development
a. Self-assessment of ESG compliance criteria
according to industry sectors to improve
BNI’s ESG performance.
2025 Annual Report
365
PT Bank Negara Indonesia (Persero) Tbk
Page 368
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
b. Development of a Wholesale Loan f. Improving the implementation of the Credit
Management System (LMS) for the Corporate, Risk Portfolio Committee to optimize credit risk
Enterprise, and Commercial segments that management that can impact the bank’s health
integrates the entire credit process, from level by conducting credit risk assessments
pipeline management, analysis, approval, as a basis for determining the adequacy
administration, and remedial and recovery, of reserves, discussing developments and
resulting in increased efficiency, productivity, portfolio quality, and establishing follow-up
and asset quality. strategies for credit management.
c. Supporting quality credit expansion by g. Business Banking credit portfolio
developing risk assessments based on priority management through more precise credit
sectors. quality monitoring to ensure bankwide targets
d. Strengthening the risk management function are achieved.
to provide input and review credit provisions
and policies as part of the implementation of 4. Improving Human Resource Capabilities and
prudent principles. Competencies
e. Enhancement of credit risk analytics a. Improving HR competency and risk awareness
through sensitivity analysis and stress through training/certification and equipping
testing of credit portfolios and changes in analysis with information from industry
economic conditions, review of credit risk expertise.
methodologies, risk-based pricing, and b. Improving HR capabilities in risk management
enhancement of impairment models. through a focused and structured Risk Culture
f. Strengthening and optimizing underwriting development program in accordance with
tools tailored to policies and business needs. AKHLAK.
g. Implementing web-based PACE 2.0 to assist c. Improving HR capabilities and competencies,
in improving the quality of account statement both soft and hard skills, through training,
verification in the Commercial segment. outreach related to credit systems and process
automation, and certification.
3. Strengthening the Monitoring Process d. Improving the implementation of Credit
a. Continuous strengthening and enhancement Risk Reviews and the capabilities of HR in
of the Single Integrated Monitoring Tools Overseas Branch Offices (KLN) that carry out
(SIMON) for all segments. risk functions to generate better credit quality
b. Development of a Phase II Monitoring and increase the value of trade and investment
Checklist for the Corporate & Enterprise centers to strengthen BNI’s position as a
segment to assist managers in monitoring global bank.
debtor conditions quarterly.
c. Optimizing the use of monitoring tools 5. Strengthening Remedial & Recovery
such as EWS Moody’s, Bloomberg, and the Credit rescue and resolution efforts are
Monitoring Checklist as initial screening for being implemented prudently through the
debtor action (including overseas branch implementation of strengthening strategies
offices). based on the principles of a risk-based approach.
d. Determining action plans based on monitoring This includes credit restructuring for NPL debtors
results of debtor performance, including who still have prospects and meet the three
historical credit facility utilization, covenant pillars, implementing collateral sales through
fulfillment, timely payment of obligations, both private sale (AJB) and auctions (fiat and
transactions, and assessment of potential non-fiat), and intensive collateral marketing
lawsuits. efforts (including through BNI Wonder 2025/BNI
e. Intensive monitoring of debtor conditions, Expo).
accompanied by comprehensive evaluation
and handling of debtors to determine 6. Expanding the implementation of ASIC in the
more sustainable levels of debtor loans wholesale segment for loan accounts with
and more progressive handling of problem booking offices throughout Indonesia.
debtors, including through restructuring,
strategic investor involvement, phase-out, 7. A Document Management System (DMS) for
or downsizing through collateral sales (joint digital credit document management, currently
efforts of business units, risk, and remedial being implemented in the Corporate & Enterprise
recovery). segment.
366 A Heart that Serves, Growing with Indonesia
Page 369
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
8. A Collateral Management System (CMS) as an 2) Adjusting BNI Griya processing
automated development of collateral database requirements to improve credit quality at
management that can assist the collateral Loan Processing Centers (LNCs) or Branch
assessment function using either the Cross-RM Offices with BNI Griya’s NPL credit quality
mechanism or Unit Collateral Valuation. above the threshold.
3) Expansion in the non-fixed income
In the retail credit segment, the work plan and credit secondary market segment is carried out
quality improvement strategies implemented during by adhering to prudent principles and
2025 are as follows: referring to applicable regulations.
1. Credit expansion by prioritizing risk culture b. BNI Fleksi
Focusing on low-risk segments 1) Expanding the market for BNI Fleksi
a. BNI GRIYA for selected fixed income (State- Pensiun (BFP) distribution to Corporate
Owned Enterprises/Regional-Owned Clients.
Enterprises/BHMN Employees, Government 2) Adjusting policies for BNI Fleksi Aktif
Agencies, Educational Institutions, Members based on company profiling for the private
of the Indonesian National Armed Forces/ company employee segment.
Police), Diamond Clients, Deal Teams, and 3) Periodic review of BNI Fleksi Aktif features
Funding Customers, Emerald, and Existing and programs.
Debtors. Optimizing penetration with selected 4) Optimizing data leads through the BNI
developers (Top Highly Selected Developers, Fleksi Mobile Banking Digital Loan
Highly Selected, and Top 10 Selected Local program by filtering eligible debtors in
Areas). BNI’s payroll database.
b. BNI FLEKSI for Selected Fixed Income c. Credit Cards
(State-Owned Enterprises/Regional-Owned 1) Selectively providing management
Enterprises/BHMN Employees, State references for credit card applications
Universities, State Civil Apparatus (CASN/ based on historical credit quality.
ASN), Regulators, Higher Institutions/ 2) Increasing credit card credit limits, selected
Government Agencies) and employees of for loyal cardholders who actively use BNI
institutions managed by the head office. banking services.
c. CREDIT CARDS for fund customers, payroll, 3) Selectively granting credit cards using a
selected companies, and management pre-embossed mechanism with additional
references with a mature relationship with corrective action taken in the applicant’s
BNI. region.
d. BNI Entrepreneurial Credit (BWU) and 4) Collaborating with BNI subsidiaries to
People’s Business Credit (KUR) for lead data develop new market potential while
from the Ecosystem Value Chain, Existing to remaining prudent.
Bank (ETB), Cluster - Point of Interest (POI), 5) Improving and expanding telesales
and the Community. channels (fintech debtors, home loan
e. SME Business Credit Based on lead data debtors, flexi debtors, and Wonder by BNI
derived from potential Supply Chain users) as a credit card acquisition channel.
Financing (SCF) and the value chains of 6) Optimizing credit card acquisition through
Diamond Clients, Xpora, BNI Customers, and e-form channels with card-for-card credit
Giran, key players, and the ecosystem in each assessments from selected banks.
region. d. BNI Entrepreneurial Loan (BWU) and KUR
1) Development of the BWU Pandu Mikro
2. Collaboration in linkage credit distribution (both Digital product to increase program
executing and channeling) to other financial credit expansion to value chain and
institutions by establishing measurable Risk digital partners, by simplifying additional
Acceptance Criteria (RAC) for flexi products, collateral requirements while still
credit cards, BWU, and SME Business. maintaining risk mitigation through
transaction-based and digital ecosystem-
3. Conducting credit process assessments to based selection of potential customers.
enhance business expansion by prioritizing a 2) Improvement of the Working Capital
prudent risk culture: Turnover (PMK) calculation for working
a. BNI Griya capital credit facilities in the business
1) Simplifying the credit process for program segment.
selected developers (Top Highly Selected 3) Implementation of a selective expansion
Developers, Highly Selected, and Top 10 policy based on qualified leads.
Selected Local Areas) while maintaining
the verification process.
2025 Annual Report
367
PT Bank Negara Indonesia (Persero) Tbk
Page 370
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
4) Implementation of corrective actions, where 10) Increasing the number of Regional
each unit’s credit performance serves as SME Credit Risk (HSR) personnel and
the basis for whether the unit will focus on implementing dedicated SME Credit
expansion or quality improvement. Risk (SMR) personnel to strengthen the
e. SME Business Loan SME credit risk management function by
1) Improvement of the risk management placing an SME Credit Risk (SMR) in each
function in the development of special credit processing unit.
schemes to support SME Business credit
growth. 4. Increase risk awareness and risk culture, especially
2) Improvement of the Working Capital for retail credit, through various digital channels,
Turnover (PMK) calculation for SME including: employee assessments through the
Business credit products. “deep46” menu in the employee application, the
3) Improvement of SME Business credit “Knowledge” menu in the BNIMove application,
portfolio management by establishing and regular delivery of lessons learned to all
regional and unit categories based on retail credit processing units.
credit quality indicators that serve as a
reference for expansion policies in each 5. Strengthen digital capability by enhancing the
region and unit. underwriting process through:
4) Developing government program credit a. Developing an application to automate the
policies through new schemes, such analysis of bank statements for prospective
as the Housing Program Credit (KPP), and existing borrowers.
Labor-Intensive Industry Credit (KIPK), b. Optimizing the use of the BNIdirect Supply
and Agricultural Machinery Business Chain system, which is integrated with
Credit (KUA), which are implemented BNIMove, for the disbursement process of
prudently and in accordance with BNI BNI Wirausaha Pinjaman Andalan UMKM
credit principles, thus safeguarding BNI’s (BWU Pandu) credit products.
interests by developing implementation c. Developing the eLO Consumer application
and technical guidelines. infrastructure (as a Loan Originator) to
5) The credit process for SME Business loans, centralize system/user sales and operational
which currently utilize credit scoring for up credit to support the new region model.
to IDR 10 billion, is currently undergoing d. Expanding the parameters and keywords
credit tool development to improve the for searching debtor information data in
overall end-to-end credit process. SLIK, thus making debtor data retrieval more
6) Monitoring of delinquent Collectibility comprehensive in supporting the digital credit
1 debtors and the provisioning of funds application process.
in the reserve account for payment of
obligations in accordance with the Credit 6. Optimizing efforts to improve credit quality and
Agreement as a monitoring process to recovery in the retail credit segment through:
maintain credit quality. a. Changing the retail collection organization
7) Implementing one-on-one support for structure from a product-based to an area-
debtors receiving loans in 2024 and 2025 based organization to strengthen collection
who have experienced a decline in quality/ supervision in regions and branches using a
downgrade as a step to deepen debtor cluster system.
assessment and learn lessons learned. b. Using Artificial Intelligence (AI) technology
8) Implementing knowledge sharing by all for collection through RoboCall, in addition
SME Credit Risk (SMR) personnel with to existing digital collection methods such as
Retail RMs and Business Team Leaders Dunner, WhatsApp Blast, and Voice Blast.
(BTL) managed by SMR as a step to c. Expanding the collateral marketing network
improve the credit analysis capabilities of through:
Retail RMs and BTLs. • BNI Collateral Auction Website (https://
9) Conducting regular training and training lelangaguan.bni.co.id)
related to SME credit provisions and • Collaborating with property agents and
processes for credit processing units, private auction houses
including Regional SME Credit Risk (HSR) • Investor gatherings
and SME Credit Risk (SMR) personnel who d. Collaborating with third parties (collection
act as credit decision makers, to improve agents) for unsecured loans.
the quality of credit decisions.
368 A Heart that Serves, Growing with Indonesia
Page 371
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
e. Improving the competency and capability of CREDIT MONITORING
human resources to conduct restructuring
and auctions in collaboration with relevant BNI continuously monitors credit and the condition
divisions and external parties such as the of the debtor industry, as well as intensive credit
National Public Service Agency (KPKNL). collection, to create quality asset growth. This
f. Using a mobile collection application to monitoring is implemented through, among other
monitor the activities and productivity of things, assessing business conditions both indirectly
collection personnel. (online) and in person, conducting reviews of debtor
g. Providing special stimulus for debtors affected loan eligibility, and monitoring debtor payment
by disasters, particularly the Sumatra Flood obligations. In principle, the credit monitoring
Disaster, in accordance with the applicable process is based on an assessment of the three
OJK Regulations. pillars of the OJK regulations on productive asset
quality.
7. Providing easy access to the BNI Griya developer
Cooperation Agreement (PKS) database to Various efforts undertaken by BNI in monitoring
support collateral valuation operations in the credit quality in the Business Banking segment
retail segment. include:
1. Developing and strengthening the Single
IMPROVING THE LENDING PROCESS Integrated Monitoring Tools (SIMON) as an early
warning system to detect potentially problematic
BNI is continuously refining the lending process debtors and monitor their action plans.
in Business Banking (Corporate, Enterprise, 2. Sharpening portfolio management analysis
Commercial, and Retail Banking segments). These through intensive monitoring of the adequacy
improvements include: and availability of funds in debtor accounts to
1. Sharpening the business unit’s function in meet their obligations.
prospect planning, marketing, conducting 3. Optimizing LaR portfolio management by
comprehensive creditworthiness assessments implementing the 4Ms (mapping, reducing,
(including first-way-out and second-way-out avoiding, and controlling).
analyses), and monitoring debtors. 4. Establishing an action plan based on monitoring
2. Sharpening the risk unit’s function, starting from the performance of foreign debtors, including
the Pipeline Management stage, conducting deep historical credit facility utilization, covenant
dive credit risk analysis and risk identification- fulfillment, timely payment of obligations,
mitigation/control, as well as analyzing and transactions, and assessing potential lawsuits.
monitoring information related to the debtor’s 5. Implementing a Credit Risk Portfolio Committee
credit and industry. to optimize credit risk management that can
3. Implementing a collateral valuation function in impact the bank's health by conducting credit
Credit Operations, which is being implemented risk assessments as a basis for determining the
in stages to provide checks and balances adequacy of reserves, discussing developments
on the assessment results of the Public related to portfolio quality, and establishing
Appraisal Services Office (KJPP), collateral CEV follow-up strategies for credit management.
calculations, collateral valuations in the retail 6. Managing the Business Banking credit portfolio
segment, implementing an advisory function through credit quality monitoring to ensure
related to the credit facility structure within bankwide targets are achieved.
the credit committee, and credit operations
documentation. Meanwhile, monitoring of the retail credit segment
4. Simplification of the BNI Fleksi loan disbursement is carried out through:
process through automation of BNI-105 through 1. Establishing credit quality thresholds (Pre-NPL
the Electronic Loan Origination (ELO) application, and NPL) for each program and collaboration
while still maintaining risk mitigation at each with third parties.
stage. 2. Monitoring and limiting the credit processing of
5. Review of the tiering of credit document BNI Griya and BNI Fleksi for certain segments at
validation (SKK) authority within the Commercial branch offices included in the corrective action
Credit Operations unit. plan and the institutions where debtors on the
warning list work.
Furthermore, to minimize risk during credit
disbursement for the Business Banking segment,
the Rejected Debtor Directory (3D) application has
been introduced. Through this application, Business
units can access data to verify rejected debtors or
prospective debtors.
2025 Annual Report
369
PT Bank Negara Indonesia (Persero) Tbk
Page 372
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
3. Conducting quarterly performance reviews of 2. Proactively monitoring and implementing Joint
developers collaborating with BNI Griya. Effort Loans at Risk (LaR).
4. Supervising the SME Business Credit Processing 3. Increasing principal and interest installment
Unit to evaluate the credit process and disclose collections.
credit quality. 4. Selling collateral to downsize credit facilities to
5. Improving debtor monitoring through the Single accommodate debtors’ capabilities.
Integrated Monitoring (SIMON) application
by strengthening the SME Credit Risk (SMR) Meanwhile, settlement strategies applied to debtors
function as SIMON's approval mechanism. deemed to have no prospects and/or ability to repay
6. Routinely monitoring the implementation of include:
SIMON tools. 1. Sale of collateral (auction and non-auction).
7. Intensively monitoring the availability of debtor 2. Debt settlement through strategic investors.
funds to pay their obligations to the Bank. 3. Legal action through litigation, bankruptcy/PKPU
8. Segmenting collection priorities based on (suspension of debt), civil lawsuits, and debt
historical transaction scoring and credit card collection from guarantors (personal guarantees
payment history analysis. and corporate guarantees).
9. Prioritizing collections based on the warning list
for BNI Fleksi products. In addition to the efforts mentioned above,
10. Increasing collection productivity through alternative credit rescue or resolution processes
the implementation of a Mobile Collection are also being implemented through program
application for credit card products. initiatives, including:
11. Distributing credit quality monitoring to centers/ 1. Accelerating the resolution of problem assets
branches. through auction programs by improving
12. Adjusting debtor due dates based on payment coordination and cooperation with relevant
behavior. parties (DJKN/KPKNL and ATR/BPN).
13. Collaborating on buyback guarantees with 2. Accelerating the resolution of problem assets
relevant developers. through governed schemes (cessions or other
14. Monitoring overdue credit/debtor documents programs).
and notifying debtors and collateral owners 3. Strengthening cooperation with third parties
to immediately extend maturing collateral (lawyers, collection agents, JPN, securities, and
documents through a notary/PPAT appointed by others).
the Bank. 4. Investor gatherings.
LOAN RESCUE AND SETTLEMENT CREDIT RISK MANAGEMENT
PERFORMANCE IN 2025
BNI consistently implements various efforts
to optimally handle non-performing loans, BNI’s Gross NPL ratio at the end of 2025 improved
accompanied by a prudent increase in the coverage compared to the end of 2024, from 2.0% to 1.9%,
ratio to strengthen financial fundamentals and representing a year-on-year improvement. The same
maintain credit quality. In this regard, including loans trend is also evident in the LaR ratio, which improved
that have been written off, efforts are being made to by 1.8% (YoY) from 10.3% in December 2024 to 8.5%
maximize the resolution of the Bank’s losses. in December 2025.
Efforts to handle non-performing loans in the STRATEGIES AND WORK PLANS FOR THE
Corporate, Enterprise & Commercial Banking, and COMING YEAR
Retail segments are generally pursued through two
strategies: credit rescue and loan settlement. These In 2026, BNI will continue to optimize the programs
rescue strategies include: implemented in the previous year. BNI has also
1. Restructuring (restructuring, reconditioning, established strategic policies for the Corporate,
rescheduling) for debtors deemed to still Enterprise, and Commercial segments by
have good prospects based on the three implementing several strategies and work plans as
pillars (business prospects, performance, and follows:
repayment capacity).
370 A Heart that Serves, Growing with Indonesia
Page 373
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
1. Pipeline Management Development b. Implementation of a Wholesale Loan
a. Increasing the credit portfolio based on Management System (LMS) in the Corporate,
priority sectors and lending programs, Enterprise, and Commercial segments,
including SPAN and Xpora, as well as integrating the entire credit process from
supporting government programs such as the Pipeline Management, analysis, approval,
Free Nutritious Meal Program (MBG) and the administration, and remedial and recovery,
Red and White Village Cooperative (KDMP). resulting in increased efficiency, productivity,
b. Optimizing the business ecosystem/value and asset quality.
chain of corporate debtors through supply c. Implementation of a risk register and industry
chain-based financing, where the bank studies as lessons learned to support quality
finances not only anchor companies but also credit expansion.
their main suppliers and distributors, with a d. Enhancement of credit risk analytics
controlled facility structure, strict monitoring, through sensitivity analysis and stress
and transaction data as a basis for risk testing of credit portfolios and changes in
assessment. economic conditions, review of credit risk
c. Increasing the green loan portfolio by methodologies, risk-based pricing, and
integrating Environmental, Social, and enhancement of impairment models.
Corporate Governance (ESG) considerations e. Continuously strengthening and optimizing
into the lending process to support sustainable underwriting tools that align with credit
and responsible financing in line with global policies and risk management frameworks,
trends and regulations. while adapting to business needs, to improve
d. Encouraging selective and sustainable credit analysis quality, decision-making consistency,
growth by focusing on prospective industries and the effectiveness and efficiency of the
across all segments, strengthening the risk credit granting process.
governance framework through a review of the f. Enhancement and implementation of web-
Industry Risk Appetite (IRA), Risk Acceptance based PACE 2.0 as a tool to improve the
Criteria (RAC), Credit Risk Risk Appetite quality of account statement verification in
Statement (RAS), and Loan Exposure Limit the Commercial segment.
(LEL), as well as refining the sector expansion g. Strengthening risk management aspects
quadrant guidance to optimize cross-regional in the development of credit products and
business potential. schemes that align with bank policies and
e. Focusing on increasing exposure to global accommodate business needs.
market financing expansion, fee-based h. Strengthening the risk management function
income, and sustainable CASA through by providing input and reviewing credit
Xpora, Supply Chain Financing/Open Account provisions, policies, and procedures that adapt
Financing, and other trade finance strategies, to market conditions and regulations while
as well as implementing strategic initiatives still adhering to the principle of prudence.
by accelerating the lending process while 3. Strengthening the Monitoring Process
maintaining prudent principles. a. Continuous strengthening and enhancement
f. Enhancing closed-loop customer transactions of the Single Integrated Monitoring Tools
as a consideration in the financing process (SIMON) for all segments.
to obtain comprehensive information and b. Development of a Phase II Monitoring
customer transaction behavior, thereby Checklist for the Corporate & Enterprise
strengthening the quality of the credit segment to assist managers in monitoring
pipeline, increasing the accuracy of risk debtor conditions quarterly.
assessments, and supporting more prudent, c. Continuous monitoring of geopolitical
measured credit expansion aligned with the developments, natural disasters, force
bank’s risk appetite. majeure, and commodity price fluctuations,
g. Enhancement and optimization of the use as well as risk mitigation for potentially
of the Connect and 3D (Debtor Directory) impacted debtor performance.
applications to strengthen Pipeline d. Optimizing the use of monitoring tools
Management and Pre-Screening. such as EWS Moody’s, Bloomberg, and the
2. Underwriting Process Development Monitoring Checklist as initial screening for
a. Self-assessment of ESG compliance criteria in action against debtors (including Overseas
accordance with industry sectors to improve Branch Offices).
BNI’s ESG performance.
2025 Annual Report
371
PT Bank Negara Indonesia (Persero) Tbk
Page 374
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
e. Determining action plans based on the results pillars, implementing collateral sales through
of monitoring debtor performance, including both private sale (AJB) and auctions (fiat and
historical credit facility utilization, covenant non-fiat), intensive collateral marketing efforts
fulfillment, timely payment of obligations, (including through BNI Expo activities, press
transactions, and assessment of potential releases, and visual advertisements for BNI
lawsuits. auctions on social media, the auction website
f. Conducting a comprehensive evaluation bni.co.id, and others), optimizing collaboration
of debtors and establishing appropriate with third parties (including the Directorate
management strategies for problem debtors, General of State Assets (DJKN), private auction
including restructuring, strategic investor houses, property agents, external lawyers, and
involvement, phase-out, downsizing, and others), implementing a non-performing loan
repayment through asset sales through joint collateral sales program through rewards for
efforts of business units, risk management, BNI employees, tracing and executing assets
and remedial recovery. belonging to Personal Guarantees (PG) and
g. Improving the implementation of the Credit Company Guarantees (CG), and others.
Risk Portfolio Committee to optimize credit 6. Expanding ASIC implementation in all retail
risk management that can impact the bank’s segments for loan accounts with booking offices
health by conducting credit risk assessments throughout Indonesia.
as a basis for determining reserve adequacy, 7. Implementation of a Document Management
discussing developments and portfolio System (DMS) for digital credit document
quality, and establishing follow-up strategies management in the Commercial and Retail
for credit management. segments.
h. Business Banking credit portfolio 8. Collateral Management System (CMS) as an
management through more precise credit automated development of collateral database
quality monitoring to achieve bankwide management that can assist the collateral
targets. valuation function using either the Cross-RM
4. Improving Human Resource Capabilities and mechanism or Unit Collateral Valuation.
Competencies
a. Strengthening HR risk culture through the Meanwhile, plans and strategies for improving credit
delivery of lessons learned and risk awareness quality in the retail credit segment in 2026 include:
to build an early risk mindset. 1. Focusing on business expansion that prioritizes a
b. Strengthening HR capabilities through risk culture, focusing on low-risk segments:
training/video learning/certification/ a. BNI GRIYA in the selected fixed income
socialization to improve understanding segment, namely employees of state-
of credit systems/process automation, owned enterprises (BUMN/BUMD/
market knowledge, industry expertise, BHMN), government agencies, educational
global banking, business acumen, digital institutions, members of the Indonesian
mindset, and advanced analytics to support National Armed Forces (TNI)/Indonesian
improved credit quality and business process National Police (Polri), corporate clients,
effectiveness. fund customers, Emerald customers, and
c. Strengthening the capabilities of Overseas existing debtors with good performance,
Branch Office (KLN) employees through while increasing market share with selected
training/certification in risk functions to developers (Top Highly Selected, Highly
improve credit quality and enhance the Selected, and Selected Developers).
value of trade and investment centers, b. BNI FLEKSI in the Selected Fixed Income
strengthening BNI’s position as a global bank. segment, covering employees of state-
d. Developing structured personnel planning owned enterprises (BUMN/BUMD/BHMN),
based on talent management, workforce state-owned universities (PTN), state-owned
planning, career roadmaps, and productivity enterprises (CASN/ASN), regulators, higher
monitoring to support business development. institutions/government agencies, employees
5. Strengthening Remedial & Recovery of institutions/companies managed by the
Credit rescue and resolution efforts are head office, professionals, and Emerald
being implemented prudently through the customers.
implementation of a strengthening strategy c. CREDIT CARDS are intended for fund
based on the principles of a risk-based approach. customers, payroll customers, selected
This includes credit restructuring for NPL debtors companies, and customers based on
who still have prospects and meet the three management references who have a good,
mature relationship with BNI.
372 A Heart that Serves, Growing with Indonesia
Page 375
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
d. BNI Entrepreneurial Credit (BWU) and c. Credit Cards
People’s Business Credit (KUR) based on lead 1) Selective provision of Management
data categories derived from the Ecosystem References for credit card applications
Value Chain, Existing to Bank (ETB), Cluster - based on the credit history generated
Point of Interest (POI), and Community. through that channel.
e. SME Business Credit based on lead data 2) Selective credit card credit limit increases
derived from potential Supply Chain Financing for loyal cardholders who actively use BNI
(SCF) and the value chains of Diamond Clients, banking services.
Xpora, BNI Customers and Giran, key players 3) Accelerate the credit card limit increase
and ecosystems in each region. process through the auto-approval
2. Channeling collaboration with third parties mechanism at wondr by BNI for the low-
(fintech and other financial institutions) by risk segment.
establishing measurable Risk Acceptance Criteria 4) Be selective in granting credit cards using
(RAC) for flexible products, credit cards, and the pre-embossed mechanism, with
Linkage Channeling. additional corrective action taken in the
3. Conducting credit process assessments to applicant’s region.
enhance business expansion by prioritizing a 5) Collaborate with BNI subsidiaries to
prudent risk culture: develop new market potential while
a. BNI Griya remaining prudent.
1) Simplifying the credit process to increase 6) Improve and expand telesales channels
portfolio and market share for selected (fintech borrowers, residential borrowers,
developers (Top Highly Selected, Highly flexible borrowers, and wondr by BNI
Selected, and Selected Developers) while users) as a credit card acquisition channel.
adhering to prudent principles. 7) Optimize credit card acquisition through
2) Accelerating the credit process through the e-form channel with card-for-card
special programs for BNI Emerald and credit assessments from selected banks.
payroll customers to enhance the portfolio 8) Simplify e-form credit card applications
and cross-sell existing customer products. through wondr by BNI.
3) Adjusting BNI Griya’s processing d. BWU and KUR Credit
requirements to improve credit quality at 1) Development of the Digital Micro Guide
LNCs or Branch Offices with NPLs above BWU product to increase program credit
the threshold. expansion to value chain and digital
4) Expansion in the non-fixed income partners, by simplifying additional
secondary market segment will continue collateral requirements while still
while adhering to prudent principles and maintaining risk mitigation through
adhering to applicable regulations. transaction-based selection of potential
5) Collaboration on transferring developer customers and the digital ecosystem.
consumer receivables through a cession 2) Development of the Liquidity Guide BWU
scheme. product by considering historical BNI
b. BNI Fleksi Agen46 transactions.
1) Expansion of the BNI Fleksi Pensiun (BFP) 3) Automation of credit installment
distribution market to the Corporate Client calculations for the KUR program and
segment. BWU products.
2) Adjustment of policies for BNI Fleksi Aktif 4) Development of Artificial Intelligence (AI)
based on company profiling for the Private to strengthen risk mitigation in KUR and
Company employee segment. BWU credit distribution.
3) Periodic review of BNI Fleksi Aktif and e. SME Business Credit
BNI Fleksi Pensiun features for quality 1) Enhance risk management functions in the
expansion. development and monitoring of special
4) Optimizing data leads through the BNI schemes to support SME Business credit
Fleksi Digital Loan program via wondr growth.
by BNI by filtering eligible debtors in the 2) Improvement in SME Business credit
datamart. portfolio management by establishing
5) Optimizing BNI payroll data through the regional and unit categories based on
BNI Fleksi Pre-Approve scheme through credit quality indicators that serve as a
Telesales by filtering eligible customers reference for regional and unit expansion
and/or debtors to receive BNI Fleksi offers. policies.
2025 Annual Report
373
PT Bank Negara Indonesia (Persero) Tbk
Page 376
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
3) Oversight of government program credit c. Implementing Retail Credit Tools (RCT) as part
schemes to support national economic of the end-to-end re-engineering of the retail
growth. lending business process.
4) Implementing one-on-one meetings with d. Optimizing BNIMove for Business Program
business management units to monitor products and expanding development for SME
debtor conditions and conduct in-depth products, as well as developing an AI system
interviews to assess findings in the field. to support accelerated credit processing.
5) Strengthening the monitoring function e. Optimizing the use of credit bureaus in the
for delinquent Collectible 1 debtors credit processing system, especially for digital
and fulfilling their Debt Service Reserve loans.
Account (DSRA) obligations as a process f. Development of the eLO Consumer application
for monitoring and maintaining the quality infrastructure (as Loan Origination), in order
and compliance of debtors with their to centralize system/user unit processing to
Credit Agreements. support the new region model.
6) Strengthening knowledge sharing g. Development of a turnaround time (TAT)
activities by all SME Credit Risk (SMR) dashboard for Consumer Credit products
personnel with RMs and Business Team to assist in the monitoring process of credit
Leaders (BTL) managed by SMR to applications that are in progress and/or have
improve their credit analysis capabilities. been decided.
7) Conducting regular training and training 7. Optimizing efforts to improve credit quality and
related to retail credit provisions and recovery in the retail credit segment through:
processes for credit processing units, a. Adjusting the due date (cycle date) for
including Regional SME Credit Risk consumer credit to a maximum of the 25th
(HSR) and SME Credit Risk (SMR), for Griya & Fleksi products to allow sufficient
which act as credit decision makers, to time for collection.
improve the quality of credit decisions. 4. b. Strengthening the intensity of retail credit
Increase risk awareness and risk culture, collection through centralized collection (tele-
especially for retail credit, through various collection).
digital channels, including: employee c. Revamping the BNI collateral auction website.
assessments through the “deep46” d. Enhanced Account Handling (using the
menu in the employee application, the Common Collection Interface application) to
“Knowledge” menu in the BNI Move facilitate collection account management and
application, and regular delivery of lessons increase collection officer productivity.
learned to all retail credit processing units. e. Creating a collection monitoring portal
5. Strengthen digital capability by enhancing the that includes monitoring daily payments,
underwriting process through: lead data, pipeline, asset quality, auction
a. Developing an application to automate the monitoring, Opex & Capex, and collection &
analysis of bank statements for prospective recovery productivity.
and existing debtors, both BNI and other bank f. Expanding collaboration with collection
accounts, and integrating it with the Loan service providers (third parties: collection
Origination System (LOS) for SME Business agencies) for the collection of KUR and BNI
products. Griya FLPP loan debtors.
b. Optimizing the use of the BNIdirect system,
which has been integrated with BNIMove,
for the loan disbursement process for BWU
Pandu products.
374 A Heart that Serves, Growing with Indonesia
Page 377
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Capital Structure and
Management Policy for Capital
Structure and Capital Risk
Management Practices
Details of Bank Capital Structure
Increase (Decrease) Increase (Decrease)
2024-2025 2023-2024
Capital Component-Bank Only 2025 2024 2023
Persentage Persentage
Nominal Nominal
(%) (%)
Core Capital (IDR billion) 155.838 142.043 130.938 13.795 9,7 11.105 8,5
Supplementary Capital (IDR billion) 9.792 10.264 11.079 (494) (4,8) (815) (7,4)
Total Core Capital and Supplementary 165.630 152.307 142.016 13.302 8,7 10.291 7,2
Capital (IDR billion)
Risk Weighted Assets (RWA) for 749.998 660.200 609.161 88.084 13,3 51.039 8,4
Credit Risk (IDR billion)
Risk Weighted Assets (RWA) for 40.384 37.411 34.967 2.973 7,95 2.444 6,99
Operational Risk (IDR billion)
Risk Weighted Assets (RWA) for 11.223 14.162 2.812 (2.939) (20,8) 11.350 403,6
Market Risk (IDR billion)
Core Capital Ratio (%) 19,4 20,0 20,2 (0,5) (0,2)
Capital Adequacy Ratio for 20,7 21,4 22,0 (0,7) (0,6)
Credit Risk, Operational Risk
and Market Risk (%)
Management Policy on Bank Capital Structure [ACGS B.3.1]
In response to both domestic and global economic dynamics and the increasing risk exposure it faces, BNI
implements an effective, prudent, and integrated capital management system. This system is designed to
support the achievement of sustainable performance while strengthening the Company’s competitiveness
within the banking industry. Capital management is carried out by maintaining a strong capital position
to support business expansion, preserve the confidence of investors, depositors, customers, and the
market, and ensure full compliance with all regulatory capital requirements. In addition, capital adequacy
is optimally managed to anticipate and absorb various risks faced by the Bank, thereby supporting healthy
and sustainable business growth amid the economic challenges of 2025.
In its capital management, BNI maintains capital levels according to risk exposure and conducts periodic
reviews.The Bank also considers factors such as optimizing shareholder returns, balancing higher profitability
with the gearing ratio, and ensuring security through a sound capital position. This approach reflects BNI’s
strong commitment to maintaining a capital structure composition that complies with regulations and does
not fall below the minimum limits set by the Financial Services Authority (OJK) as the banking regulator.
2025 Annual Report
375
PT Bank Negara Indonesia (Persero) Tbk
Page 378
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Basis for Policy 2. Calculating the Minimum Capital Requirement
1. Core Capital according to BNI’s risk profile.
Core capital represents a bank’s capital consisting As of December 31, 2025, BNI’s risk profile, which
of Common Equity Tier 1 and Additional Tier serves as one of the assessment factors for the
1, in accordance with the Financial Services Bank Soundness Rating (TKB), was rated at level
Authority (OJK) Regulation on Minimum Capital 2 (Low to Moderate). Due to this Low to Moderate
Requirements for Commercial Banks. BNI’s core risk profile and calculations based on the Internal
capital increased by 9.7%, rising from IDR142.0 Capital Adequacy Assessment Process (ICAAP),
trillion in 2024 to IDR155.8 trillion in 2025. the minimum Capital Adequacy Ratio (CAR) for
This increase was driven by the Bank’s profit BNI is set at 9.95%.
generated throughout 2025 and an increase in 3. In addition to calculating the Minimum Capital
the fair value of financial assets measured at fair Adequacy Requirement based on the risk profile,
value through other comprehensive income in BNI also determines additional capital buffers to
2025 amounting to IDR2.5 trillion. safeguard against financial and economic crises
that could disrupt financial system stability.
2. Supplementary Capital (maximum 100% of core These additional capital buffers include Capital
capital) Conservation Buffer, Countercyclical Buffer, and
Supplementary capital (referring to bank Capital Surcharge for Systemic Banks. Additional
capital) consists of general reserves for earning buffer capital is carried out in accordance with
assets and capital instruments that meet Tier the provisions of the Regulator.
2 requirements. BNI’s supplementary capital a. Capital Conservation Buffer is additional
declined by 4.6%, from IDR10.3 trillion in capital that functions as a buffer in the event
2024 to IDR9.8 trillion in 2025. The decrease of of losses during a crisis period.
IDR472 billion was primarily attributable to the b. Countercyclical Buffer is additional capital that
amortization of capital-characteristic securities functions as a buffer to anticipate losses in the
held amounting to USD500,000,000. The decline event of excessive banking credit growth that
in supplementary capital was influenced by the has the potential to disrupt the stability of the
aamortization of subordinated bonds that can financial system.
be counted as a component of supplementary c. Capital Surcharge is additional capital
capital reached IDR1.6 trillion. On the other hand, capacity that functions to reduce the negative
general reserves for productive assets increased impact on the stability of the financial system
by IDR1.1 trillion. and the economy in the event of a Systemic
Bank failure by increasing the Systemic Bank’s
Capital-Related Risk Management Practices ability to absorb losses.
How BNI’s capital can absorb risks is measured by
calculating KPPM as prescribed by regulators, which When incorporating these capital buffers,
involves the following phases:: Conservation Buffer of 2.50%, Countercyclical Buffer
1. Calculating the minimum capital adequacy based of 0%, and Capital Surcharge of 1.50%, BNI’s total
on the Risk-Weighted Assets (RWA) measurement Minimum Capital Adequacy Requirement (KPMM)
method: ratio threshold stands at 13.95%.
a. Creit Risk: Standardized Approach
b. Market Risk: Standardized Approach
c. Operational Risk: Standardized Approach
376 A Heart that Serves, Growing with Indonesia
Page 379
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Material Commitments for Capital
Goods Investments
Throughout 2025, BNI recorded material commitments for capital goods investment as follows:
No. Project Name Vendor
1 Construction of Pantai Indah Kapuk 2 PT Pembangunan Perumahan (Persero) Tbk
PT Virama Karya (Persero)
PT Alien Desain Nusantara
PT Perintis Dinamika Sekatama
PT Datum Ciptaloka Sejahtera
2 Replacement ATM with CRM PT Emneltech Solusi Indonesia
3 DRC Colo 2 PT Neptus Teknologi Indonesia
KJPP Rengganis, Hamid & Rekan
PT Dinamika Sistem Integrasi Solusi
PT Infracom Technology
PT Metrocom Global Solusi
PT Mitra Integrasi Informatika
PT Prodata Sistem Teknologi
PT Sentra Paramitra
PT Software Information System Nusantara
PT Swadharma Duta Data
4 Enterprise License IBM & Oracle PT Metrocom Global Solusi
PT Multipolar Technology
5 Wondr R2-R4 Development PT Accenture
PT Izeno Teknologi Indonesia
PT Mitra Integrasi Informatika
PT Cloud Ace Integra
6 Additional Hardware Capacity PT Infracom Technology
PT Mastersystem Infotama
7 Office Automation Device Development PT Bhinneka Mentaridimensi
Lakoni Lintang Langgeng
PT Air Mas Perkasa
PT Belpin Blessin Indonesia
PT Berca Hardayaperkasa
PT Bismacindo Perkasa
PT Cyber Network Indonesia
PT Datascrip
PT Digital Teknologi Nusa
PT Karlin Mastrindo
PT Mitra Integrasi Informatika
PT Multipolar Technology
PT Nextindo Global Solusi
PT Nusantara Compnet Integrator
PT Pandu Siwi Sentosa
PT Sarana Reswara Abadi
PT Sentra Paramitra
PT Trimuda Nuansa Citra Tbk
PT World Infinite Network
8 Virtualization License Server PT Mitra Integrasi Informatika
2025 Annual Report
377
PT Bank Negara Indonesia (Persero) Tbk
Page 380
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No. Project Name Vendor
9 Wondr MMP 1 KJPP Toha, Okky, Heru dan Rekan
PT Accenture
PT Adi Data Informatika
PT Asiatek Solusi Indonesua
PT Bhinneka Mentaridimensi
PT Deloitte Konsultan Indonesia
PT Dymar Jaya Indonesia
PT Fan Integrasi Teknologi
PT Idpay Asia Jaya
PT Indocyber Global Teknologi
PT Infracom Technology
PT Ipsos Market Research
PT Izeno Teknologi Indonesia
PT Karlin Mastrindo
PT Mastersystem Infotama
PT Mitra Integrasi Informatika
PT Niagaprima Paramitra
PT NTT Indonesia Technology
PT Nusantara Compnet Integrator
PT Phintraco Technology
PT Sentra Paramitra
PT Swadharma Duta Data
10 DC Colo Location Rental PT DCI Indonesia Tbk
COMMITMENT PURPOSE
As planned in the BNI Bank Business Plan (RBB), the objective of material commitment made by BNI for
capital goods investment is to ensure the commitment of the parties involved in the investment to carry out
capital goods purchase transactions.
SOURCE OF FUNDS
BNI’s funding sources utilise the remaining investment budget, total depreciation expense and a share or
percentage of net profit from the previous financial year as funding sources for capital expenditure from the
previous financial year as a source of funding for capital expenditure.
CURRENCY USED
All transactions carried out in the context of binding investment materials for capital goods are denominated
in Rupiah.
PLANNED STEPS TO PROTECT FOREIGN CURRENCY RISK
BNI does not protect against foreign currency protection risks as all investment capital goods commitments
are carried out in Rupiah.
378 A Heart that Serves, Growing with Indonesia
Page 381
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Capital Goods Investments
Realized in the Last Fiscal Year
BNI allocated funds for Capital Goods investment (Capital Expenditure) as part of its strategy to strengthen
business fundamentals and enhance operational capabilities. These funds were used for the purchase and
value addition of fixed assets and right-of-use assets, including the development of information technology
infrastructure, optimization of office and service networks, as well as the improvement of other operational
support facilities.
Types of Capital Goods Investment
In 2025, BNI’s realized capital goods investment was recorded at IDR3,131 billion, consisting of land and
buildings, automated equipment, non-automated equipment, and vehicles amounting to IDR1,307 billion,
IDR1,625 billion, IDR175 billion, and IDR23 billion, respectively.
Objectives of Capital Goods Investment
BNI’s purchase of capital goods aims to support and facilitate the Company’s overall operational activities.
This investment is also expected to provide appropriate economic benefits, support sustainable business
growth, and strengthen BNI’s competitiveness amidst the continuously evolving dynamics of the banking
industry.
Value of Capital Goods Investment Incurred
The following table explains the capital goods investment value.
Increase (Decrease) Increase (Decrease)
Types of Capital 2025 2024 2023 2024-2025 2023-2024
Goods Investment (IDR-billion) (IDR-billion) (IDR-billion) Nominal Persentage Nominal Persentage
(IDR-billion) (%) (IDR-billion) (%)
Building and Land 1.307 1.689 1.027 (381) (22,6) 662 64,4
Automation
1.625 1.869 1.236 (244) (13,1) 634 51,3
Equipment
Automation
175 274 207 (99) (36,1) 67 32,5
Equipment
Vehicles 23 62 1 (39) (62,7) 61 5.917,8
Jumlah 3.131 3.894 2.471 (763) (19,6) 1.423 57,6
2025 Annual Report
379
PT Bank Negara Indonesia (Persero) Tbk
Page 382
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Property for Investment
BNI’s properties are used for the purpose of conducting banking activities or operational support, such as
employee official residences and storage warehouses. There are no properties used for other investment
purposes.
Information and Material Facts
that Occurred After The Date of the
Accountant’s Report
During 2025, there is information and material facts to report that occurred after the date of the accountant’s
report until this Annual Report was published on February 2, 2026 as set out below. [ACGS C.8.1, C.8.2, C.8.3]
Share Buyback Plan
The Company issued an Announcement of the Share Buyback Plan by a Public Company and the Plan for
Transfer of Shares Resulting from the Buyback on February 4, 2025. Subsequently, the Company conducted
an Update of Information Disclosure regarding the Buyback Plan and the Plan forTransfer of Shares Resulting
from the Buyback on February 17, 2025. Furthermore, the Buyback plan and the transfer of shares resulting
from the Buyback were submitted for approval at the Annual General Meeting of Shareholders (AGMS)
for Financial Year 2024, held on March 26, 2025. Regarding the share buyback approved in the AGMS, its
implementation was carried out in January and February 2026; therefore, as of the end of December 2025,
there was no implementation of share buybacks.
380 A Heart that Serves, Growing with Indonesia
Page 383
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Achieving the 2025 Targets [ACGS C.2.1]
ASSUMPTIONS USED IN FORMULATION OF Regarding prices, BNI estimates that inflationary
THE 2025 TARGET pressures will increase in 2025 compared to 2024
(1.6%), but remain within Bank Indonesia's target
The assumptions made in the process of formulating range. The post-El Niño climate in 2024 led to a
the 2025 targets were based on global and domestic normalization of food prices in the first half of 2025.
economic conditions. These conditions included the However, entering the second half of 2025, increased
projected moderation in global economic growth, food demand will also contribute to increased food
both in developed and developing countries, with inflation and drive overall inflation. BNI's inflation
the IMF (WEO April 2025) projecting global economic projection for 2025 is in the range of 1.5-2.7%, with
growth to slow to 2.8% in 2025 compared to 3.3% inflation trending towards the upper end of the
in 2024. Adding the landscape was significant shift projection range.
in global policy amidst changes in leadership, both
domestically and especially internationally, marked Amidst high global uncertainty due to the election
predominantly by the election of Donald Trump as of Donald Trump as US president for the 2025-2029
president of the United States. The implementation period, BNI projects the average Rupiah exchange
of Trump's program that most influenced economic rate will be in the range of IDR 16,500 - 17,500 /
movements in 2025 was the reciprocal tariff policy USD for 2025, or depreciate compared to the end
with various trading partners. of 2024 position of IDR15,844 on average. On the
other hand, the projection of economic moderation
Domestically, post-pandemic issues during recovery and weakening purchasing power is the basis for
phases, including weaker household consumption BNI to see the opportunity to reduce the BI-rate to
growth and an uneven recovery (K-shaped recovery) the range of 4.5 - 5.75% in 2025. Globally, this is
across consumer groups, putting downward also driven by the trend of interest rate declines in
pressure on the domestic economy. Therefore, various countries. The election of Trump as the new
the president-elect's policy direction at the end of US president changed the direction of US policy to
2024 will focus on addressing the aforementioned be more inward-looking and more accommodative.
consumption challenges and the issue of weakening In reality, the FFR interest rate cut occurred in the
public purchasing power. Examples include the third-fourth quarter of 2025, where this FFR interest
Free Nutritious Meals program and food security. rate reduction further strengthened the downward
Furthermore, to address the challenge of restoring trend in global interest rates, providing the basis
purchasing power, the government has also for the momentum for BI-rate cuts. In reality, the BI
implemented various stimulus measures since early rate closed at 4.75% in 2025, within BNI's projected
2025. range.
Based on the aforementioned developments, the Given this economic and financial posture, BNI
economic growth projection for 2025 is estimated projects that banking industry credit growth in 2025
at around 4.7%-5.2%. This is supported by growing will be in the range of 7.0% to 11.0%, supported
domestic demand, which will be supported by by Third Party Fund (TPF) growth of 5.0% to 8.0%.
increased consumption from the effects of pro- As of December 2025, credit growth stood at 9.6%,
growth and pro-consumption fiscal spending within the projected range, while Third-Party Funds
under the new administration, directly impacting (DPK) growth reached 13.8% YoY, exceeding BNI’s
domestic demand. This projected growth range was projected range.
maintained throughout 2025 without revision, with
Indonesia’s economic growth realized at 5.1% for
the year.
2025 Annual Report
381
PT Bank Negara Indonesia (Persero) Tbk
Page 384
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Projections and Realization of Macroeconomic Variables 2025
Indicator 2025 Projection 2025 Realization
Economic growth (%) 4,7 – 5,2 5.1%
Inflation Rate (%) 1,5 – 2,7 2.9%
Rupiah Exchange Rate (IDR/USD) 16.500 – 17.500 16,465
BI-7 Days Repo Rate (%) 4,5 – 5,75 4.75%
Credit Growth (%) 7,0 – 11,0 9.6%
DPK Growth (%) 5,0 – 8,0 13.8%
Source: BPS, BI, BNI Office of Chief Economist
COMPARISON BETWEEN TARGET AND REALIZATION IN 2025
Comparison Between Target and Realization In 2025
Achievement of Realization
About 2025 Realization (IDR billion) 2025 Target (IDR billion)
Against 2025 Target (%)
Credits granted 899.531 855.738 105,1
Deposits from Customers 1.040.834 924.085 112,6
Giro 439.498 380.041 115,6
Savings 286.460 301.609 95,0
Deposit 314.876 242.435 129,9
Overall, BNI achieved its 2025 targets. This strong performance was thanks to adapting to the dynamic
business environment in 2025, supported by sound financial fundamentals and a competitive digital
platform. Several strategies were implemented to optimize business performance, including:
• Acceleration of solid and balanced credit growth in productive sectors.
• Stronger low-cost funds (CASA)-based funding structure to support cost efficiency.
• Consistently stronger risk management and asset quality through an early warning system, risk
acceptance criteria, and credit scoring.
• Optimization of data analytics to generate leads and encourage cross-selling.
• More robust digital platforms to continuously improve service quality and customer experience.
BNI also successfully closed 2025 with quite positive results.
COMPARISON BETWEEN TARGET AND REALIZATION OF PROFITABILITY AND OTHER
IMPORTANT FINANCIAL RATIOS IN 2025
Achievement of Realization
About Realization in 2025 2025 Target
Against 2025 Target (%)
Net Interest Income (IDR
40.333 40.958 98,5
billion)
Net Profit (IDR-billion) 20.111 21.427 93,9
Return on Asset (ROA) (%) 2,1 2,3 91,3
Return on Equity (ROE) (%) 14,0 14,9 94,0
Return on Equity (ROE) -
12,7 13,4 94,8
Equity Based (%)
Net Interest Margin (NIM) (%) 3,8 3,9 97,4
Operating Expenses to
72,9 71,5 102,0
Revenue (BOPO) (%)
Cost to Income Ratio (CIR) (%) 46,5 45,3 102,6
382 A Heart that Serves, Growing with Indonesia
Page 385
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI demonstrated strong performance in terms of profitability, with sound indicators of its such as Net
Profit, Net Interest Margin (NIM), Return on Equity (ROE), and Return on Assets (ROA). BNI’s net profit for
the 2025 fiscal year was recorded at IDR20.0 trillion. This profit achievement was 93.5% of the target and in
line with market expectations (consensus).
COMPARISON BETWEEN TARGET AND REALIZATION OF CAPITAL STRUCTURE AND ASSET
QUALITY IN 2025
Realization in 2025 2025 Target Achievement of Realization
About
(%) (%) Against 2025 Target (%)
Minimum Capital Adequacy
20,7 20,0 103,5
Ratio (CAR)
Non Performing Loan (NPL)
1,9 2,0 95,0
Gross
BNI’s capital management strategy is reflected in the achievement of its capital structure target, namely the
Minimum Capital Adequacy Ratio (CAR) for 2025, which exceeded the stated target. This achievement of
the Minimum Capital Adequacy Ratio (CAR) target was due to BNI’s increased profitability in 2025, enabling
organic capital accumulation. BNI’s success in this area was further evident in its management of the quality
of its productive assets. Gross Non-Performing Loans (NPLs) were reduced from 1.9% the previous year,
achieving the established target. This demonstrates BNI’s strong commitment to maintaining the quality of
its assets.
COMPARISON BETWEEN TARGETS AND REALIZATION IN THE FIELD OF HUMAN
RESOURCES IN 2025
Achievement of Realization
About Realization in 2025 2025 Target
Against 2025 Target (%)
Total Headcount 27.201 27.200 100
Number of employees who 26.937 26.947 *)
99,96**)
participated in the training
(people)
Education and Training Costs (IDR- 192,8 192,8 100
billion)
*) Excludes MPP employees, unpaid leave, illness and inactivity as of 31 December 2025
**) There are 10 new employees who became active in December 2025 and will take part in the onboarding process in January 2026
BNI recognizes that achieving all its targets requires competent, professional, and highly integrated human
resources (HR). BNI consistently implements HR development as an investment in developing employee
skills, knowledge, and work attitudes that can enhance the bank’s productivity and competitiveness.
By 2025, BNI had a total headcount of 27,201 employees, with an investment in education and training
reaching IDR192.8 billion. These education and training costs are equivalent to 3.53% of total gross salary,
exceeding the 3.5% of gross salary stipulated by the regulator in POJK No. 24 of 2022. These education and
training costs represent a crucial investment for BNI’s future.
2025 Annual Report
383
PT Bank Negara Indonesia (Persero) Tbk
Page 386
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Business Continuity Information
MATTERS THAT WOULD POTENTIALLY In terms of potential benefits, BNI envisioned that
HAVE A SIGNIFICANT IMPACT ON THE the new government, with its new direction and
BANK’S BUSINESS CONTINUITY IN 2025 focus, could also create momentum for the national
economy. Fundamental programs such as Free
BNI had identified several economic risks that could Nutritious Meals (MBG), community empowerment
potentially affect Indonesia’s economic performance through cooperatives, and food and energy
and the banking industry as both moved forward. security—if implemented effectively while respecting
The first would be the risk of ramifications from prevailing market mechanisms—could mitigate the
the implementation of US import tariff policies erosion of public purchasing power and support
and the potential dynamics of declining trust in small and medium enterprise innovation, which, in
international cooperation, which would gradually turn, could increase household consumption growth
strengthen the phenomenon of trade based on through spillover effects. Looking ahead, Indonesia’s
proximity/friend-shoring. The second, in relation dominant young population and its strengthening
to the first risk above, would be the emergence position as an upper-middle-income country (with
of trade and geopolitical tensions between two per capita income exceeding USD 5,000) could also
economic powerhouses, the US and China, as well deliver economic benefits if strategically directed.
as their respective allies, which could lower investor The young population represents a productive
confidence and market optimism and create demographic with high consumption levels.
economic uncertainty. The third would be the risk of Furthermore, as per capita income rises, an economy
a slowdown in domestic economic growth, arising generally develops more diversified consumption
from limited fiscal space to support growth due to patterns, in which the proportion of durable goods
tax revenues falling short of government targets. and services consumption is expected to increase,
The fourth would be exchange rate volatility and creating broader growth opportunities for various
depreciation, which create uncertainty in economic economic sectors, including the financing and
transactions and increase production costs. The banking services sector.
fifth would be the risk of an economic slowdown in
China, as a major economy and Indonesia’s main MANAGEMENT ASSESSMENT OF
trading partner, which would impact the decline in MATTERS WITH A POTENTIALLY
global demand for goods and services and lower SIGNIFICANT INFLUENCE ON THE BANK’S
commodity prices. China’s slowdown is caused by BUSINESS CONTINUITY
a combination of fundamental factors, such as an
aging population and a decline in the working-age Overall, BNI carries out scenario analysis covering
population, which could be exacerbated by trade 2 (two) levels of crisis, namely liquidity and
tensions between the US and China. The sixth and solvency. Liquidity crisis to see the impact of stress
final risk BNI would be observant of was the decline conditions on BNI’s liquidity conditions as shown by
in domestic economic growth and household liquidity indicators, namely MSR, LCR, and NSFR.
consumption from a structural perspective, driven Meanwhile, the solvency crisis is to see the impact
by inadequate employment opportunities and an of stress conditions on asset quality (NPL Gross and
expanding informal economy. NPL Net), profitability (ROA, ROE, and BOPO), and
capital (KPMM and KPMM CET 1) of BNI. Each crisis
condition includes scenarios of idiosyncratic crisis
conditions, market-wide shock, and a combination
of both.
384 A Heart that Serves, Growing with Indonesia
Page 387
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
1. Liquidity Stress Test Scenario Changes in income, reserve value, unrealized
The liquidity stress scenario is divided into 3 gains/losses, and other comprehensive income
(three) scenarios, namely idiosyncratic, market- of the bank will be transmitted to further
wide, and a combination, which are prepared influence Profit/loss for the current period, which
based on Bank Indonesia’s granular stress test has an impact on the Bank’s capital. In the end,
scenarios, and the LCR calculation scenario, changes in Profit/Loss and RWA will affect the
which is adjusted to BNI’s internal conditions. Bank’s minimum capital adequacy (KPMM).
2. Solvency Stress Test Scenario ASSUMPTIONS USED BY MANAGEMENT
The solvency aspect stress test is designed to IN CONDUCTING ASSESSMENT OF
see the impact of changes in internal factors MATTERS THAT HAVE A POTENTIALLY
(idiosyncratic), as well as external factors SIGNIFICANT EFFECT ON THE BANK’S
(market-wide), or together, both directly and BUSINESS CONTINUITY
indirectly, on the Bank’s solvency.These scenarios
are interrelated with stress tests on indicators of Several assumptions BNI considers when conducting
asset quality, profitability, and capital. a business continuity assessment include:
1. Liquidity Stress Test Assumptions
A number of internal and external (market-wide) The liquidity stress test assumptions for each
factors for stressful conditions are seen to be scenario are as follows:
independent or interrelated, influencing several a. Idiosyncratic Scenario Liquidity stress is
bank performance variables. These changes are triggered by a decrease in BNI’s trust or
then transmitted into the Balance Sheet and reputation that can be caused by events
Profit/Loss items so that they have an impact such as a decrease in BNI’s rating, IT failure,
on the Bank’s financial ratios. The relationship the occurrence of significant internal fraud,
between each solvency indicator in each stress or other risk events that have an effect on
scenario will ultimately have an impact on the decreasing public trust in BNI, which can
Minimum Capital Adequacy Ratio (KPMM). trigger large withdrawals by customers of TPF.
b. Market-wide scenario
The stress test scenario is carried out for 3 Liquidity stress is triggered by a decrease
scenarios, the first scenario is the shock condition in liquidity in the interbank market due to
triggered by internal factors (idiosyncratic), such worsening overall domestic and/or global
as a decline in loan quality, especially in a number economic conditions, resulting in significant
of quality Debtors who have shifted from current deposit withdrawals and difficulty in obtaining
to default, then in the second scenario, the trigger funding in the market, either through the
factors taken into account come from external liquidation of assets owned or through
factors. The third scenario is a combination of interbank loans.
internal (idiosyncratic) trigger factors together c. Combination Scenario
with external (market-wide). Liquidity stress is triggered by stress resulting
from a combination of idiosyncratic and
Some of these disturbances are transmitted into market-wide events.
the Bank’s financial performance in the form of 2. Solvency Stress Test Assumptions
changes in a number of variables. Changes in the The solvency stress test assumptions for each
quality of the loan portfolio, Net Open Position, scenario are as follows:
and market prices in the securities and bond a. Idiosyncratic Scenario
portfolio will affect the value of Risk Weighted Solvency stress is triggered by an inaccurate
Assets (RWA). loan growth strategy and is accompanied
by an inaccurate loan monitoring process,
2025 Annual Report
385
PT Bank Negara Indonesia (Persero) Tbk
Page 388
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
causing several debtors to default using MEV • Decreasing GDP growth rate
in the baseline scenario. The default debtors • Increasing inflation
are determined based on the results of an • Increasing interest rates
assessment of the impact of macroeconomic • Changing exchange rates
conditions on BNI’s loan portfolio for the Q2 • Worsening commodity prices
2025 period. • Other macroeconomic worsening
b. Market-wide scenario • Market risk is increasing due to high
Solvency stress is triggered by tight global Government bond yields
financial conditions, market financial turmoil, c. Combination Scenario
and economic recession that will have an Solvency stress is triggered by stress from
impact on bank solvency conditions in terms idiosyncratic and market-wide conditions that
of loan risk and market risk, including: influence simultaneously.
386 A Heart that Serves, Growing with Indonesia
Page 389
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Details of Matters Arising in 2025
Amidst various challenges throughout 2025 that had quite an impact on the banking business, the Company
exercise prudent monitoring on external and internal dynamics that could’ve otherwise disturbed business
performance. Various strategic and measured mitigation measures were undertaken to maintain operational
stability and ensure the achievement of established targets. The following are details of the problems that
emerged, the impact on performance, and the handling steps that BNI took within the year:
External Dynamics:
Uncertainty of US Reciprocal Tariff Impacts & Financial Market Volatility
Since April 2025 and finalized in August 2025, President Donald Trump implemented reciprocal tariffs for the majority of
countries worldwide, raising the US average import tariff from the rest of the world (excluding China) to an average of 20%
from the previous 3%. This brought turmoil to the financial markets, increased economic uncertainty, and created potential
ongoing ramifications of tariff impacts on the economies of various countries, including Indonesia. Furthermore, this inward-
looking policy strengthened the sentiment of economic cooperation fragmentation and the friend-shoring phenomenon—an
international cooperation and trade strategy (covering supply chains and production processes) based on the proximity of
relations between countries.
High global economic uncertainty (as reflected by the VIX Index, which averaged 18.9 in 2025, up from 15.6 in 2024) was also
feared to cause reluctance among investors and the business world to invest and expand.
Throughout 2025, it was indicated that a shift of funds to safe-haven assets occurred. For example, as of December 2025, gold
prices tended to increase by 64.6% YTD, reaching a peak of USD4,533/troy ounce. In the bond asset class, the 10-year SBN yield
also fell by -93bps to 6.07% at the end of Dec-2025. .
Impact on BNI:
The increase in global uncertainty and financial market volatility resulted in moderated financing demand from sectors
sensitive to international trade, as well as increased exposure to market and liquidity risks. In response to this condition, BNI
strengthened its risk management framework through more intensive sector monitoring and the maintenance of adequate
liquidity buffers. Additionally, BNI consistently conducted stress testing to ensure balance sheet resilience.
Internal Dynamics:
Weakening Purchasing Power & Moderated Manufacturing Sector Growth in the Medium Term
Internal challenges, which are a continuation of several of Indonesia’s structural issues, included weakening purchasing power
as a result of an uneven (K-shaped) recovery and other structural shifts, such as the declining proportion of the manufacturing
sector in the Indonesian economy. Given that the Indonesian economy is largely driven by household consumption activities
(>50% of GDP), a slowdown in consumption demand has the potential to create a spill-over into other parts of the economy,
such as production activities and, consequently, corporate tax contributions to state revenue. On the other hand, these
recovery challenges also sentimentally impacted capital outflows, which reached USD-7.40 billion FY2025, weakening the
exchange rate by -3.7% FY2025.
Impact on BNI:
The weakening of public purchasing power and the moderated growth of the manufacturing sector led to increased credit risk.
As a mitigation measure, BNI strengthened its growth strategy by adopting more selective and prudent approach, directing
financing expansion toward the value chain of wholesale customers and broadening portfolio diversification. BNI also ensured
a fast and accurate credit assessment process on its use of data leads and the implementation of data-based scoring models.
These steps made its portfolio more resilient and placed BNI in a solid position for sustainable growth.
2025 Annual Report
387
PT Bank Negara Indonesia (Persero) Tbk
Page 390
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Business Prospects for 2026
MACROECONOMICS 8+4+5 Stimulus Package) reached IDR16.2 trillion,
expected to have a broader impact and planned to
BNI projects Indonesia’s economic growth to be continue through 2026. It includes eight accelerated
in the range of 4.9–5.4% (with a projected point programs in 2025, four follow-up programs in
average of 5.2%) in 2026, an increase compared to 2026, and five flagship programs that contribute to
the estimated 5.1% in 2025. Domestic demand is increasing employment opportunities. In addition,
expected to be the main driver of economic recovery, the government has launched a stimulus package
supported by more pro-consumption government in the form of Direct Cash Assistance (BLT) totaling
policies, with public consumption accounting for IDR30 trillion, targeted at 35 million households.
more than 50% of Indonesia’s economic pie. The
budget for the Free Nutritious Meals (MBG) program More specifically, the eight accelerated programs
is planned to increase by 186% to IDR335 trillion in in 2025 are aimed at strengthening domestic
2026, targeting 82.9 million students, toddlers, and consumption and priority infrastructure. Meanwhile,
pregnant women. This significant increase in the the four follow-up programs in 2026 aim to ensure
MBG budget is expected to create a multiplier effect the sustainability of fiscal incentives and the
on the economy through improved purchasing development of priority sectors. Furthermore, the
power and increased consumption, as well as job five flagship programs are expected to increase
creation. Furthermore, the government is committed labor absorption and create new jobs in labor-
to continuing to support the village and sub-district intensive sectors. We believe that through this
economy by allocating IDR182 trillion in the 2026 combination of policies, the government hopes to
State Budget for MSMEs and cooperatives. boost consumption in late 2025 and 2026, accelerate
economic growth, and expand the formal labor
Throughout 2025, the government has launched force, particularly in the industrial, service, and
several stimulus programs to support economic tourism sectors.
growth and pro-consumption policies. The final
stimulus package in the second half of 2025 (the
388 A Heart that Serves, Growing with Indonesia
Page 391
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Package Economy 8+4+5 Government It is expected Help Accelerate Growth Economy 2025
9 Acceleration Programs 2025
Estimate Budget
Recipient 2025 2026
No Program Magnitude Benefit Source Funding
Benefit ( IDR ( Rp tn )
tn )
1 Graduate Internship 80,000 Allowance (equivalent to UMP, 2025 State 0.80 0.20
Program - REVISION Recipients approximately IDR 3.3mn/month for Budget
Benefit 6 months) 2026 State
Budget
2 Direct Cash Assistance 35 million Direct cash assistance of IDR 2025 State 30.0 -
(BLT) - NEW House 300,000/month for the period of Oct- Budget
ladder Dec 2025
3 Expansion of 552,000 100% PPh 21 for 3 months 2025 State 0.12 0.48
Government-Borne workers (Remaining Tax Year 2025) Budget
Income Tax (PPh 21 2026 State
DTP): for workers in Budget
tourism-related sectors
4 Rice Assistance (two 18.3 million 10 kg of rice for 2 months (Oct-Nov) 2025 State 7.00 -
months) KPM *) Option to be extended in Dec if Budget
budget realization is not optimal *)
Assuming a rice price of IDR 18,500
including distribution costs
5 Contribution Assistance 731,361 50% discount on JKK and JKM BPJS 0.04 -
for Work Accident people Contributions for 6 months JKK:
Insurance (JKK) and Death Benefit 48x Wage, disability
Death Insurance benefit 56x Wage, Scholarships for
(JKM) for Non-Wage 2 children. JKM: Total benefit of IDR
Earners (BPU) - online 42 million.
transportation drivers/
OJOL, base ojek drivers,
drivers, couriers,
logistics.
6 Additional Service 1,050 units Relaxation of interest benefits for BPJS 0.15 0.00
Benefits (MLT) Program KPR/KPA/PUMP/PRP at a maximum
for Housing – BPJS of BI rate +3%
Ketenagakerjaan
7 Cash for Work 609,465 Daily Wage (September - December 2025 State 5.30 -
Program – Ministry of people 2025 projects) Budget
Transportation and ( Ministry of
Ministry of Public Works Public Works
And Ministry of
Transportation )
8 Acceleration of 2025 -> 50 Acceleration of PP 28 Derivative 2025 State 0.2 1.05
Deregulation for PP regions Regulations (Ministerial Budget
28 (Integration of K/L 2026-> 300 Regulations); Digital RDTR and 2026 State
Systems & Digital RDTR regions Integration into the OSS system; IDR Budget
into OSS) 3.5bn per RDTR (IDR 3bn central,
IDR 0.5bn regional)
9 Urban Programs (DKI Initial Piloting Stage in DKI Jakarta, Government 2.7 -
Jakarta Pilot Project): to be expanded to West Java, contingency funds
Improvement of housing Central Java, East Java, Banten, Bali, (Rp2.7 trillion)
quality and Provision Manado, Makassar, and Batam 2025 State Budget (
of spaces for the gig Ministry of Creative
economy Economy )
Total Budget ( IDR tn ) - Budget 2026 stillnature temporary And only allocated on several programs 46.3 1.7
Total budget sourcedfrom the state budget 12.8++ 1.7
Source : Ministry of Finance , Coordinating Ministry of Economy , BNI Office of Chief Economist
2025 Annual Report
389
PT Bank Negara Indonesia (Persero) Tbk
Page 392
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Recapitulation of 4 Package Programs Economy : Continued in the 2026 Program
Budget
No Program Explanation Recipients
( IDR tn )
1 Extension of the 0.5% 1. Provision of a 0.5% Final Income Tax (PPh Final) incentive 2.0 542,000
Final Income Tax (PPh for Individual MSME Taxpayers to alleviate tax burdens and MSMEs
Final) facility for MSME simplify administrative obligations.
taxpayers until 2029, 2. For 2025, the budget allocation is set at IDR2tn.
including adjustments to the 3. 542,000 registered MSME Taxpayers (Source: Directorate
criteria for eligible MSME General of Taxes/DJP).
taxpayers. 4. Extended until 2029 (currently undergoing Government
Regulation/PP revision).
2 Extension of Government- 1. Provision of Government-Borne Income Tax (PPh Pasal 21 0.5 0.6 million
Borne Income Tax (PPh DTP) incentives for the tourism-related sector for workers people
Pasal 21 DTP) for workers with a salary of up to IDR10mn/month.
in tourism-related sectors 2. Estimated budget of approximately IDR480bn (annually).
(2026 State Budget).
3 Government-Borne Income 1. In 2025, the labor-intensive industries receiving this 0.8 1.7 million
Tax (PPh Pasal 21 DTP) for incentive are: footwear, textiles and apparel, furniture, people
workers in labor-intensive leather, and leather goods.
industries (2026 State 2. Workers with a maximum income of IDR10mn per month,
Budget). targeting 1.7mn workers.
3. Budget allocation for 2025 amounting to IDR800bn.
4 Premium discounts for Work The program is proposed to be continued in FY 2026 and can 0.8 10 million
Accident Insurance (JKK) be expanded to other Non-Wage Earners (BPU) segments: people
and Death Insurance (JKM) Farmers, Traders, Fishermen, Construction Workers, Domestic
for non-wage earners (BPU). Workers, etc., with a total of 9,962,568 people (as of August
31, 2025). Estimated budget of IDR753bn.
Total Estimate 2026 Budget ( IDR 4.1
tn )
Absorption Program Power Work
No
Program Explanation Recipients
1 Merah Putih Village/Community 81,487 legally incorporated cooperatives have been 681,000 as of Sep-2025
Cooperatives established as of September 14, 2025. KDMP/KKMP is and 1,385,279 as of
estimated to recruit 681 thousand people through Sep-2025, Dec-2025
with projections exceeding 1 million people by the end of
Dec-2025.
2 Merah Putih Fishermen Villages This year, 100 Villages are expected to absorb 8,645 workers, 8,645 in 2025 and
with long-term projections of creating 200,000 jobs. 200,000 in the medium
term
3 Pantura Fishpond Revitalization Revitalization of a 20,000-hectare area, which has the 168,000
potential to absorb 168,000 workers.
4 Fishermen Vessel Modernization program for 1,000 fishermen vessels, 200,000
Modernization estimated to create nearly 200,000 jobs.
5 Smallholder Plantations Replanting program covering 870,000 hectares by the 1,600,000 within two
Ministry of Agriculture, projected to open 1.6 million jobs years
within 2 years.
Total Absorption Energy Work Year This 2.2 million energy work
Total Absorption Energy Work Term Secondary 3.6 million energy work
Source : Ministry Finance , Ministry Coordinator Field Economy , BNI Office of Chief Economist
disaster in Sumatra and the ongoing gradual
From a price perspective, we see inflation projected recovery process.
to rise to ~3.1% in 2026, remaining within Bank
Indonesia’s target range of 2.5% +/- 1%. This increase Conversely, external price stability, as reflected
in inflation is due to several factors, including the low- in the exchange rate, is also expected to remain
base effect from early 2025, where the government under pressure, averaging IDR 16,600 per US
offered electricity tariff discounts, which will impact dollar in FY2026. Fundamentally, we see a potential
electricity inflation in 2026; potential food inflation widening of the current account deficit in 2026,
due to increased food demand; and disruptions to driven by the normalization of exports following
the supply of several food items due to the natural the frontloading effect implemented in 2025 as a
precautionary measure against Trump-era tariff
policies, along with a potential increase in imports
390 A Heart that Serves, Growing with Indonesia
Page 393
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
supported by increased demand and the possibility transportation, and electricity sectors also occupy
of higher food imports. Furthermore, expectations strategic positions in driving economic growth.
of a potential balance of payments surplus from the Economic stimulus from transportation tariff
capital and financial account remain limited, given discounts, increased government health spending,
the persistently high global geopolitical risks. and significant investment in renewable energy make
these three sectors not only economically promising
The government and Bank Indonesia have also but also support the long-term development agenda.
implemented a series of policies, including monetary
easing, fiscal expansion, and liquidity injections in the Overall, these prospective sectors reflect an ideal
banking sector. From a monetary policy perspective, combination of high growth performance, policy
monetary easing includes a 125 bps interest rate cut support, and resilience to external shocks. With
in 2025 and the potential for another 25 bps cut in solid domestic demand, increasing investment,
2026. This is followed by macroprudential policies, and encouraging fiscal and monetary policies,
namely the Macroprudential Liquidity Policy (KLM), this prospective sector is expected to be the main
which provides discounts on the Minimum Reserve driver of the Indonesian economy in the 2025-2026
Requirement (GWM) for lending to certain sectors. period, as well as a top priority for bank financing
Furthermore, the government will provide liquidity expansion.
to state-owned banks (Himbara) in September and
November 2025 to boost credit growth momentum. In addition to the above, we see potential benefits
The potential for increased domestic demand due for the Indonesian economy following the signing
to the combination of policies as described above of the Indonesia-European Union Trade Agreement
is expected to maintain the momentum of credit (IEU CEPA), which takes effect in 2027. Sectors likely
growth in the range of 9-13% in 2026 (with a point to benefit include agriculture, such as palm oil,
estimate of 11%), supported by accelerated growth coffee, fisheries, and various spices. Furthermore,
in third party funds (DPK) to the range of 8-12% (with textile products, such as apparel and footwear, also
a point estimate of 10%). have the potential to receive tariff reductions of
up to 0%. Upon implementation of the agreement,
Projection BNI OCE Macroeconomics 2025-2026 Indonesian products will immediately enjoy 0%
2024A 2025E 2026F tariffs in 90% of the EU market, with further tariff
GDP growth (%,
reductions to follow gradually.
5.0 4.7 – 5.2 4.9 – 5.4
FY)
Inflation (%, FY) 1.6 1.5 – 2.7 2.2 – 3.1 Going forward, a macroeconomic risk that still needs
to be monitored is geopolitical uncertainty and its
BI7DRRR (%) 6.00 4.50 – 5.75 4.25 – 5.50
implications for financial markets.This is considering
Exchange
16,500 – 15,900 – the continued VUCA (volatility, uncertainty,
rate (Rp/USD, 15,844
17,500 17,000 complexity, and ambiguity) global conditions amidst
average)
the implementation of reciprocal tariffs by the US.
DPK growth (%
4.5 5.0 – 8.0 8.0 – 12.0 In more detail, the impact of tariffs on the Chinese
YoY)
Credit growth (%
economy must be continuously monitored, given
10.4 7.0 – 11.0 9.0 – 13.0 that Indonesia’s economic concentration with China
YoY)
is higher than that of other countries.
From a sectoral perspective, the prospective sectors
for 2026 are dominated by the food and beverage, Domestically, one risk that is expected to persist
information and communications, and warehousing is the risk of exchange rate volatility. Indonesia’s
and transportation support services industries. All twin deficits (current account deficit and fiscal
three have consistently recorded GDP and credit budget deficit) could put pressure on the Rupiah
growth above the national average, accompanied if not accompanied by a corresponding influx
by low non-performing loans (NPLs). Government of direct investment (DDI and FDI). Therefore,
fiscal spending and increasing penetration of continued structural reforms, both in hard and
trade channels through electronic systems/ soft infrastructure (education reform, bureaucracy
PMSE (e-commerce) and logistics are key factors reform, legal certainty, and policy certainty),
maintaining the attractiveness of these sectors. are crucial for attracting higher levels of direct
Furthermore, the metal goods, electronics, and investment in the future.
computer industries, healthcare, maritime and rail
2025 Annual Report
391
PT Bank Negara Indonesia (Persero) Tbk
Page 394
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
IEU CEPA tariffs
Rates Before Rates After
Origin Product Time Effective Imposition Rates
IEU-CEPA IEU-CEPA
EU >> Motor Vehicles Up to 50% 0% The majority will be eliminated within 5
Indonesia years
Electrical machinery and Up to 15% 0% The majority will be duty-free upon entry
equipment into force (EIF), with the remainder within 5
years
Chemicals Up to 25% 0%
Pharmaceutical products Up to 15% 0% The majority will be duty-free upon entry
into force (EIF), with the remainder within 3
years
Processed foods Up to 30% 0% The majority will be eliminated upon entry
into force (EIF)
Dairy products Up to 10% 0% Upon implementation of the agreement,
Indonesian products will immediately enjoy
Meat products 5-20% 0%
0% tariffs in 90.40% of the European Union
Indonesia Palm oil (CPO & derivatives, 7-10%* 0% market, with further gradual tariff reductions
>> EU biodiesel) to follow.
Textiles and textile products 9-12%* 0%
Footwear 7-11%* 0%
Fisheries (tuna, shrimp, etc.) 6-10%* 0%
Coffee & spices 1-3% 0%
Source : WITS, European Commission , BNI Office of Chief Economist
* year 2023 rates
392 A Heart that Serves, Growing with Indonesia
Page 395
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Performance Projections for 2026
Taking into account the promising business outlook and potential, as well as macroeconomic and
microeconomic conditions that generally continue to support the growth of the banking industry, BNI
has formulated its Bank Business Plan (RBB) for 2026. The preparation of the 2026 RBB was carried out
in a comprehensive manner, with due consideration given to economic dynamics, government policy
directions, regulatory developments, and trends in the financial services industry. Under the 2026 RBB, BNI
has identified several key strategic priorities as the foundation for strengthening business performance and
sustaining long-term growth, including the following:
Performance Indicator 2026 Projection
Quality Balance Sheet Growth
Credit Growth 8.0%-10.0%
DPK Growth 4.0%-6.0%
CASA Rati > 70%
NPL Gross < 2.0%
Credit Cost (CKPN Cost to Total Loans) 1.0%-1.2%
Profitability
Net Interest Margin (NIM) 3.5%-3.8%
Return on Equity (ROE) - Equity Based 12.0%-13.0%
Capital Structure
Capital Adequacy Ratio (CAR) 18.0%-21.0%
Historically, credit growth has exhibited a strong correlation with GDP growth. With domestic economic
stability remaining intact, the expansion of banking intermediation is also expected to continue. Credit
disbursement in 2026 is projected to sustain its positive momentum, particularly in resilient sectors and
sectors prioritized by the government. From an internal perspective, BNI also aspires to achieve stronger
growth of 8.0% - 10.0% compared with 2025 (year on year). In addition to the corporate and consumer
segments, which remain the primary growth engines, BNI also sees opportunities for stronger credit growth
in the small and medium segments.
Third-party funds (DPK) across the banking industry are expected to continue growing at a healthy pace,
although banking liquidity may be relatively tight in the first half of 2026. Nevertheless, by maintaining a
growth focus on retail and transactional deposits, continuing the optimization and development of wondr
by BNI (the personal banking super-app) and BNIdirect (the business banking transactional platform), as
well as other digital platforms that strengthen the customer journey, and by encouraging the entire outlet
network and subsidiaries to enhance productivity and identify leading business potential in their respective
regions, the Company projects DPK growth in the range of 4.0%-6.0% year on year (YoY).
From an asset quality perspective, through an ongoing transformation program initiated in 2021, the Company
has undertaken fundamental improvements in its credit processes and risk management, including the use
of credit scoring and digitalization in the small segment, as well as optimization of the corporate segment
value chain. These initiatives are expected to enable healthy growth in the small and medium segments. In
line with selective and prudent credit growth, the non-performing loan (NPL) ratio has continued to show
impressive and sustainable improvement, with the 2026 projection expected to improve to below 2.0%.
2025 Annual Report
393
PT Bank Negara Indonesia (Persero) Tbk
Page 396
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The projected high-quality balance sheet growth 2. Strengthening the funding structure and
is expected to have a positive impact on BNI’s enhancing transactional banking through
profitability in 2026. Accordingly, net interest accelerated digital transformation
margin (NIM) is projected to be in the range of 3.5%- BNI strengthens its funding structure and
3.8%, while equity-based return on equity (ROE) transactional banking by focusing on the CASA
is expected to reach 12.0%-13.0%. This projected franchise/retail counter rate and wholesale
increase in profitability is also expected to strengthen operating accounts. Sustainable CASA
capitalization, as reflected in a Capital Adequacy development is driven through a POI-based
Ratio (CAR) maintained range of 18.0%–21.0%. This approach, including payroll, merchants, business
level provides BNI with sufficient capacity to meet owners, and other transaction potentials. The
the needs of business expansion and investments optimization of digital platforms, including
across the BNI Group, as well as to deliver attractive wondr by BNI as the primary retail channel and
dividends, without adversely affecting capital BNIdirect for the wholesale segment, along
adequacy. with the strengthening of international banking
through nostro and global payments platforms,
Pursuant to BNI’s stock prospectus, it is BNI’s policy is undertaken to drive transaction volumes and
to deliver a minimum dividend of 25% of annual net fee-based income.
profit, the amount of which shall be determined at
the GMS. 3. Diversifying business growth across segments
in a balanced, healthy, and resilient manner
With these increasingly positive performance BNI promotes balanced business growth
projections, the Company is optimistic that profit diversification by strengthening the corporate
in 2026 will improve. This is in line with BNI’s segment through corporate solutions, SOEs, and
commitment to delivering optimal value to all government ministries/institutions, as well as
stakeholders, particularly shareholders. optimizing the value chain in the enterprise and
commercial segments. In the small segment, the
In achieving the stated projections, and in reference focus is directed toward penetrating prospective
to the Business Plan outlined in the 2025-2027 Bank micro markets and supporting MSME
Business Plan (RBB) document, BNI has established development. Consumer growth is focused on
strategic policies for 2026 as part of its efforts to payroll loans, primary mortgages, and FLPP,
continue growing in line with market demand, which complemented by the enhancement of wealth
include the following: services through BNI Emerald and BNI Private
1. Continuing the Branch Transformation Journey to strengthen the competitiveness of the BNI
with a focus on enhancing business productivity, Group.
service quality, and regional market share
BNI continues its Branch Transformation 4. Proactive risk management through enhanced
Journey through the implementation of the risk capabilities and culture
New Region, Area, and Branch Model, as well BNI strengthens proactive risk management by
as the optimization of conventional and digital reinforcing risk culture and capabilities across
distribution networks that are fully integrated the three lines of defense. Business process
with the customer journey and the advisory reengineering is implemented in both retail
and service-to-sales model. The role of Regions and wholesale segments, particularly in credit
is strengthened as ecosystem orchestrators processes through digitalization. Risk monitoring
by leveraging Points of Interest (POI) in each is further enhanced, especially in the detection
region. These initiatives are further supported and management of LAR/NPL, supported by
by the streamlining of outlet processes through closer collaboration between business units and
digitalization and the integration of online–offline risk units.
solutions to enhance productivity and service
quality. 5. Strengthening enablers to drive productivity
improvements and operational efficiency
BNI enhances its enablers through the utilization
of advanced analytics and the optimization of
operational processes to improve productivity.
IT architecture across back-end, front-end,
and security layers is strengthened to support
system reliability and evolving business needs.
Operational excellence is driven through
digitalization and disciplined operating cost
management, complemented by the continuation
of sustainable human capital transformation.
394 A Heart that Serves, Growing with Indonesia
Page 397
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Marketing Aspect
MARKETING STRATEGY corporate message, which was reaffirmed during
its 79th anniversary in 2025 through a strategic
BNI is committed to consistently delivering best-in- communication theme that emphasized the spirit
class products and services to expand market share, of transformation and BNI’s active role in realizing
strengthen brand image, and create added value Golden Indonesia Vision 2045.
for all stakeholders. Amid the rapid acceleration
of the digital era, BNI continues to reinforce its In terms of digital marketing, BNI continues to
digital transformation strategy to become a leading optimize the use of its owned media platforms
financial institution that excels in adapting to change, to reach a broader and more diverse audience.
responding to dynamic market needs, and navigating Throughout 2025, BNI actively engaged audiences
increasingly intense industry competition. through its official social media channels, including
Instagram @bni46 with 2,019,227 followers,
In communicating its products and services, Facebook with 448,905 fans, Twitter/X @BNI with
BNI implements an integrated marketing 1,139,017 followers, TikTok with 908,218 followers,
communications strategy by maximizing the use and YouTube with 63,564 subscribers. Intensive
of various digital channels, both for corporate organic activities and relevant content have
communications and product promotion. These positioned BNI’s social media platforms among
communication messages are anchored in BNI’s the channels with the highest follower base and
aspiration to become a state-owned bank with engagement levels in the national banking industry.
global capabilities, while also positioning itself as a
modern, inclusive, and digitally driven bank. In addition to digital media, BNI also conducted
various campaigns through conventional media
As a bank with an international network, BNI such as television, radio, out-of-home (OOH), and
continues to strengthen its overseas presence as public transportation to reach offline audiences on
a business connector between Indonesia and the a broader scale. At the same time, online media
global market. BNI serves as a gateway for investors, strategies involving publishers, KOLs/influencers,
the Indonesian diaspora, and potential customers and other digital platforms continue to be leveraged
to support the growth of its international banking to expand reach across all segments of society.
business. In parallel, BNI develops a wide range For specific target segments, BNI actively carries
of digital products and services for both wholesale out branding and engagement initiatives through
and retail segments, enabling the Bank to make events, sponsorships, and activations at premium
a meaningful contribution to national economic and strategic locations.
growth. This aspiration also underpins BNI’s
2025 Annual Report
395
PT Bank Negara Indonesia (Persero) Tbk
Page 398
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
MARKET SHARE
Increase (Decrease) 2024-2025
Account 2025 2024 2023 Percentage
Nominal Trend
(%)
Based on Banking Industry Assets
Industry*) (IDR-billion) 13.390 12.461 11.766 929 7,5
BNI (IDR-billion) 1.362 1.130 1.087 232 20,5
Industry Market Share (%) 10,2 9,1 9,2 1,1
Based on Banking Industry Outstanding Loans
Industry*) (IDR-billion) 8.314 7.827 7.090 487 6,2
BNI (IDR-billion) 900 776 695 124 16,0
Industry Market Share (%) 10,8 9,9 9,8 0,9
Based on Outstanding Third Party Funds in the Banking Industry
Industry*) (IDR-billion) 9.898 8.837 8.458 1.061 12,0
BNI (IDR-billion) 1.041 806 811 235 29,2
Industry Market Share (%) 10,5 9,1 9,6 1,4
Comparison of Capital Adequacy Ratio (CAR) with the Commercial Bank Industry Average
Industry*) (%) 26,1 26,7 27,7 (0,6)
BNI (%) 20,7 21,4 22,0 (0,7)
Comparison of Operating Expenses to Operating Income (BOPO) Ratio with the Commercial Bank Industry Average
Industry*) (%) 73,1 81,3 78,9 (8,2)
BNI (%) 72,9 70,0 68,4 2,9
Comparison of Return On Asset (ROA) Ratio with Commercial Bank Industry Average
Industry*) (%) 2,5 2,7 2,7 (0,2)
BNI (IDR-billion) 2,1 2,5 2,6 (0,4)
Comparison of Loan to Total Deposits (LDR) with the Average of the Commercial Bank Industry
Industry*) (%) 84,0 88,6 83,8 (4,6)
BNI (%) – Parent Entity 86,4 96,1 85,8 (9,7)
*)
Source: Indonesian Banking Statistics, Financial Services Authority, Position as of October 2025
MARKET SHARE BASED ON ASSETS
BNI continues to reinforce its role as one of the largest banks in Indonesia based on total assets. Throughout
2025, BNI’s total assets grew to IDR1,362 trillion, representing an asset market share of 10.2% of the national
banking industry. This performance reflects solid business fundamentals, prudent asset management, and
the successful implementation of sustainable growth strategies in support of long-term value creation.
MARKET SHARE BASED ON THIRD PARTY FUNDS (TPF)
In terms of fund mobilization, BNI continues to strengthen its position as one of the banks with the largest
Third-Party Funds (DPK) in Indonesia. In 2025, BNI’s DPK reached IDR1,041 trillion, accounting for a 10.5%
market share of the national banking industry. This achievement reflects sustained customer confidence and
the success of an integrated funding strategy, supported by the strengthening of the retail funding base,
optimization of the product portfolio, and consistent utilization of digital capabilities to support a sustainable
funding structure.
396 A Heart that Serves, Growing with Indonesia
Page 399
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
MARKET SHARE BASED ON LOANS DISBURSED
By upholding the principles of prudence, asset quality, and integrated risk management, BNI strategically
accelerated credit disbursement throughout 2025.Total loans disbursed reached IDR900 trillion, representing
a market share of 10.8% of the national banking industry. This achievement underscores BNI’s capability
to manage high-quality credit growth through selective and diversified financing allocation, with a focus
on productive sectors, thereby supporting sustainable national economic growth while strengthening the
Company’s long-term business resilience.
COMPARISON OF BNI STOCK PERFORMANCE AND LQ-45 (YTD) IN 2025
2,4%
0 0,5%
Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25
BBNI LQ45
Amid various external dynamics throughout 2025, BNI once again demonstrated resilience and solid
performance. The Company successfully maintained healthy growth, delivered optimal returns to
shareholders, and strengthened market confidence. Its commitment to transformation focused on reinforcing
fundamentals was reflected in BNI’s success in improving liquidity and capital adequacy, expanding a
balanced financing portfolio across all segments, and maintaining a sound risk profile as evidenced by well-
managed NPL and credit cost ratios. This transformation serves as a key foundation for BNI in delivering
sustainable and optimal Return on Equity (ROE).
As the first year of the new administration unfolded, BNI positioned itself as one of the Government’s
strategic partners in driving national economic growth. A range of business opportunities emerged in line
with priority economic policies aimed at accelerating GDP growth, strengthening energy and food security,
empowering MSMEs, promoting downstream industrialization, and developing the housing sector. The
smooth and stable government transition helped bolster market confidence and served as a positive catalyst
for banking credit expansion.
The year 2025 marked an important phase in the continuation of BNI’s transformation agenda. The focus
was directed toward strengthening the third-party funds structure, particularly from the more stable and
lower-cost retail segment. Two strategic initiatives were pursued simultaneously. First, the branch network
transformation was further advanced by strengthening the role of branches as centers of sales activity (sales
culture), shifting away from the traditional function that focused primarily on transactional services. This
initiative fostered more productive work patterns and greater responsiveness to customer needs.
2025 Annual Report
397
PT Bank Negara Indonesia (Persero) Tbk
Page 400
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Second, BNI deepened its digital transformation to in investor expectations in response to evolving
reinforce its position as one of Indonesia’s leading market and banking sector conditions throughout
systemic banks. Following the launch of the new the year.
BNIdirect and wondr by BNI in the previous year,
throughout 2025 BNI continued to enrich features In addition, BBNI’s market capitalization at the end
and enhance user experience through digital of 2025 reached IDR163 trillion. Trading liquidity
ecosystem integration, the utilization of data remained strong, with total transaction value
analytics, and the strengthening of cybersecurity amounting to IDR62.5 trillion, positioning BBNI
capabilities. As of today, registered users of wondr among the stocks with the highest turnover in the
by BNI have exceeded 12 million, further reinforcing market. Throughout 2025, BNI recorded net foreign
the Bank’s digital ecosystem and supporting the selling of IDR4.22 trillion, equivalent to 2.6% of total
sustainable growth of low-cost funds (CASA). market capitalization, driven by external factors.
As of the close of trading on the Indonesia Stock With solid fundamentals and consistent
Exchange on December 31, 2025, BBNI shares transformation, BNI remains optimistic about its
closed at IDR4,370 per share, recording a year-on- ability to sustainably enhance profitability and create
year (YoY) change of 0.5%, in line with the positive added value for all stakeholders. The strategies
performance of the LQ45 index, which rose 2.4% implemented throughout 2025 serve as an important
YoY. The average share price for FY25 stood at foundation for maintaining BNI’s role as a key pillar
IDR4,283, representing a decline of 18.2% compared in supporting national economic growth.
with FY24. These movements reflected adjustments
398 A Heart that Serves, Growing with Indonesia
Page 401
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Dividend and Distribution Policy [ACGS C.2.4]
BASIS OF DIVIDEND DISTRIBUTION POLICY DIVIDENDS DISTRIBUTED IN 2025 AND
DIVIDEND DISTRIBUTION HISTORY
BNI implements a cash dividend payment policy
referring to the Bank’s Articles of Association. The BNI’s Annual GMS for the 2024 financial year held
Articles of Association governs that in the Annual on March 26, 2025, approved the use of Net Profit for
GMS, the Board of Directors shall submit a proposed the 2024 Financial Year of IDR21,463,598,519,413.70
use of net profit on condition that the Bank has earned (twenty-one trillion four hundred sixty-three billion
a positive profit to the Annual GMS, here referred five hundred ninety-eight million five hundred
to as the amount of dividends to be distributed to nineteen thousand four hundred thirteen rupiah and
the Shareholders. Dividends shall only be paid seventy cents) with the following details:
based on decisions taken in the Annual GMS. The
Company shall then make cash dividend payments 1. 65% or IDR13,951,339,037,618.90 or
to entitled Shareholders no later than 30 (thirty) days IDR374.05748422250 per share was determined
after the announcement of the Summary of Minutes as Cash Dividends. The payment was made with
of the GMS which decided on the distribution of the following provisions:
cash dividends. Further, referring to Article 70 and a. Dividends of the Republic of Indonesia’s
Article 71 of Law No. 40 of 2007 concerning Limited portion of IDR8,370,803,422,720.61 were
Liability Companies, it is stipulated that all net deposited into the State Treasury account.
profit after the provision for reserves is deducted b. Dividends for the 2024 FinancialYear were paid
shall be distributed to shareholders as dividends, proportionally to each Shareholder whose
unless otherwise specified in the GMS. The use of names were registered in the Shareholders
net profit including the determination of the amount register on the Recording Date.
of provision for reserves is decided by the GMS. c. The Board of Directors was delegated
Dividends shall only be distributed if the Bank has the power and authority with the right of
positive retained earnings. substitution to:
i. Determine the schedule and procedures
BNI has had and implemented Dividend Policy for distribution related to the payment of
Guidelines and has published them on its official Dividends for the 2024 financial year in
website. In the Policy Guidelines, BNI’s dividend accordance with applicable provisions.
distribution shall be a minimum of 25% of net profit ii. Deduct Dividend tax in accordance with
per year in line with the BNI prospectus, the amount applicable tax regulations.
of which is determined at the GMS. BNI’s Dividend iii. Decide on other technical matters in
Policy Guidelines regulate, among others: accordance with applicable provisions.
1. Purpose of Dividend Policy. 35% or IDR7,512,259,481,794.79 was
2. Principles of Dividend Distribution. determined as Retained Earnings.
3. The Company’s considerations in distributing
Dividends. Based on this decision, the GMS has approved
4. Type of Dividend the payment of dividends from net profit
5. Amount of Dividend distributed of IDR13,951,339,037,618.90 or at least
6. Approval mechanism for proposed Dividend IDR374.05748422250 per share that would be
distribution distributed to shareholders with the following
7. Period of Dividend payment schedule and procedures for the distribution of cash
8. Tax provisions for Dividend distribution dividends for the 2024 Financial Year:
9. Authority of the Financial Services Authority and
the Company in certain circumstances
10. Policy communication
11. Dividend Policy update period
2025 Annual Report
399
PT Bank Negara Indonesia (Persero) Tbk
Page 402
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Description Date
End of Trading Period Shares with Dividend Rights (Cum Dividend)
• Regular and Negotiation Market April 14, 2025
• Cash Market April 16, 2025
Beginning of Stock Trading Period Without Dividend Rights (Ex Dividend)
• Regular and Negotiation Market April 15, 2025
• Cash Market April 17, 2025
List of Shareholders entitled to Dividends (Recording Date) April 16, 2025
Cash Dividend Payment Date April 25, 2025
Description: Taking into account international best practice, the company will make payments in 2024 within 30 (thirty) days from the date of the GMS approving the
use of the Company’s net profit to be paid as cash dividends. GMS approving the use of the Company’s net profit to be paid as cash dividends. [ACGS A.1.1]
The following details procedure for distributing cash Indonesia. For Domestic Taxpayers who did not
dividends from BNI’s net profit for the 2024 Fiscal meet the investment requirements as stated
Year: above, the Cash Dividends received by the
1. Cash Dividends were distributed to Shareholders person concerned would be subject to income
whose names were registered in the Shareholders tax (“PPh”) in accordance with the applicable
Register (“DPS”) or recording date and/or laws and regulations, and the PPh must be paid
shareholders in the securities sub-account at PT by the relevant Domestic Taxpayers themselves
Kustodian Sentral Efek Indonesia (“KSEI”) at the in accordance with the provisions of Government
close of trading on April 10, 2025. Regulation No. 9 of 2021 concerning Tax
2. For Shareholders whose shares were included in Treatment to Support Ease of Doing Business.
KSEI’s collective custody, cash dividend payments 5. Shareholders could obtain confirmation of
were made through KSEI and distributed on April dividend payments through securities companies
24, 2025, into the Customer Fund Account (RDN) and/or custodian banks where the Shareholders
at the securities company and/or custodian had securities accounts, then the Shareholders
bank where the Shareholders have a securities were required to be responsible for reporting the
account. Meanwhile, for Shareholders whose receipt of the said dividends including in the tax
shares were not included in KSEI’s collective reporting in the relevant tax year in accordance
custody, cash dividend payments would be with the applicable tax laws and regulations.
transferred to the Shareholder’s account. 6. For Shareholders who were Foreign Taxpayers
3. The cash dividends were subject to tax in whose tax deductions would use rates based
accordance with applicable tax laws and on the Double Tax Avoidance Agreement
regulations. (“P3B”), they had to fulfill the requirements of
4. Based on the applicable tax laws and the Regulation of the Director General of Taxes
regulations, the cash dividends would be No. PER-25/PJ/2018 concerning Procedures
exempt from taxation if received by domestic for Implementing the Double Tax Avoidance
corporate taxpayer shareholders (“DN Corporate Agreement and submit proof of record documents
Taxpayers”) and the Company did not deduct or receipts of DGT/SKD that have been uploaded
Income Tax on the cash dividends paid to the to the Directorate General of Taxes website to
referred Domestic Corporate Taxpayers. Cash KSEI or BAE within the deadline according to
dividends received by domestic individual KSEI regulations and provisions, and without the
taxpayer shareholders (“DN Taxpayers”) would said documents, cash dividends paid would be
be exempt from taxation as long as the dividends subject to Article 26 Income Tax of 20%.
were invested in the territory of the Republic of
400 A Heart that Serves, Growing with Indonesia
Page 403
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Distribution and payment history of dividends for the last 5 (five) years is as follows:
Dividend Distribution Year
2025 2024 2023 2022 2021
(For Business Results (For Business (For Business Results (For Business Results (For Business Results
In 2024) Results In 2023) In 2022) In 2021) In 2020)
Cash Dividend 13.951,3 10.454,7 7.324,8 2.724,6 820,1
Distributed (IDR
billion)
Dividend per Share Rp374,1 280,5 196,4 146,3 44,0
(IDR)
Percentage of Total 65% of net profit 50% of net profit 40% of net profit 25% of net profit 25% of net profit
Dividends to Net for the year for the year for the year for the year for the year
Profit (%) attributable to attributable to attributable to attributable to attributable to
owners of the owners of the owners of the owners of the owners of the
parent entity for parent entity for parent entity for parent entity for parent entity for
the 2024 fiscal the 2023 fiscal the 2022 fiscal the 2021 fiscal the 2020 fiscal
year year year year year
Announcement March 27, 2025 March 5, 2024 March 16, 2023 March 17, 2022 March 31, 2021
Date
Payment Date April 25, 2025 April 2, 2024 April 14, 2023 April 14, 2022 April 30, 2021
Perkembangan Jumlah Dividen Kas yang
Dibagikan 5 Tahun Terakhir
(IDR billion)
13.951,3
10.454,7
820,1 2.724,6 7.324,8
2021 2022 2023 2024 2025
2025 Annual Report
401
PT Bank Negara Indonesia (Persero) Tbk
Page 404
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI’s Contribution to
National Development
TAXES
BNI consistently fulfills its tax obligations in full compliance and on time, including payment of Corporate
Income Tax, Withholding/Collection Income Tax, VAT, stamp duty, and other taxes. Furthermore, BNI
consistently submits tax obligation documents, both Annual and Monthly Tax Returns, as well as various
other reporting documents to regulatory agencies in accordance with applicable regulations. As part of its
commitment to making a real contribution to the state, BNI plays an active role as both a taxpayer and a tax
withholding agent.
2023 - 2025 Tax Payment (Bank Only)
Increase (Decrease) Increase (Decrease)
2025 2024 2023 2024-2025 2023-2024
Tax Type
(Rp-billion) (Rp-billion) (Rp-billion) Nominal Percentage Nominal Percentage
(Rp-billion) (%) (Rp-billion) (%)
PPN 678 537 653 141 26,3% (116) (17,76)
Income Tax withholding/collection*) 6.894 6.125 4.910 769 12,6% 1.215 24,74
Corporate Income Tax 3.066 4.131 4.387 (1.065) (25,8%) (255) (5,82)
Other Tax 159 101 111 58 57,4% (11) (9,74)
Total 10.797 10.894 10.061 (97) (0,9%) 833 8,3
*) Withholding/Collection Income Tax consists of Income Tax Articles 21/26, 15, 22, 23/26, and Income Tax Article 4 paragraph (2).
DIVIDENDS
BNI’s cash dividend payments are made in According to BNI’s stock prospectus, BNI’s dividend
accordance with the Bank’s Articles of Association, policy is a minimum of 25% of net profit per year,
which stipulate that at the Annual General Meeting the amount of which will be determined at the GMS.
of Shareholders (AGMS), the Board of Directors shall
submit a proposal for the use of net profit should the BNI’s Annual GMS for Fiscal Year 2024, held
Bank has a positive profit, and that all net profit, after on March 26, 2025, approved the payment of
deducting the reserve allocation, shall distributed dividends from BNI’s net profit for Fiscal Year 2024
to shareholders as dividends, unless otherwise of IDR13,951,339,037,618.90 (65% of net profit for
determined by the GMS. Referring to Article 70 and Fiscal Year 2024), or at least DR374.057,484,222,50
Article 71 of Law No. 40 of 2007 concerning Limited per share. The dividend amount for 1 (one) share
Liability Companies, all net profit, after deducting the of Series A Dwiwarna Shareholders is IDR374.06,
reserve allocation, is distributed to shareholders as and for Shareholders holding more than 5% of the
dividends, unless otherwise determined by the GMS. shares is IDR374.06, as stipulated in the Minister
The use of net profit, including the determination of State-Owned Enterprises Letter No. S-270/
of the reserve allocation amount, is decided by the MBU/03/2025 dated March 27, 2025 amounting
GMS. Dividends may only be distributed if the Bank to IDR8,370,803,422,346.56. Cash dividends are
has a positive retained earnings balance. paid proportionally to each Shareholder whose
name is recorded in the Shareholder Register on
the recording date, namely April 16, 2025. Cash
dividends have been paid on April 25, 2025.
402 A Heart that Serves, Growing with Indonesia
Page 405
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Information Regarding the
Realization of Use of Public
Offering Proceeds
PUBLIC OFFERING OF SHARE SECURITIES Total Proceeds
ON Proceeds generated from the Rights Issue III, the
net realized value after share issuance costs were
November 25, 2010, at the Extraordinary General deducted was IDR10.2 trillion. Here is the proposed
Shareholders’ Meeting, the shareholders decided, allocation scheme of proceeds from the Limited
among other matters, to increase the issued and Public Offering III:
paid-up capital through a limited public offering with 1. 80% for Corporate, Commercial, Small Business
preemptive right (LPO III) to shareholders for the and Consumption loans;
issuance of 3,374,715,948 new Class C shares with a 2. 15% for infrastructure development in information
nominal value of IDR375 (full amount) per share. The technology, outlets, ATMs and others;
Preemptive Rights could be traded on and off the 3. 35% for the development of subsidiaries, namely
Indonesia Stock Exchange (IDX) from December 10, BNI Life, BNI Syariah, BNI Sekuritas and BNI
2010 to December 16, 2010, taking into account the Finance.
applicable provisions in the capital market.
Fund Balance
On December 31, 2018, the proceeds from the Limited Public Offering III were Nil, as 100% of the funds
obtained had been distributed.
Use Of Proceeds Realization From Limited Public Offering III Nominal
Proceeds from Public Offering (after expenses) - nett IDR10,216,388,163,029
Use of Proceeds Realization
About 80% used for corporate, commercial, small business and consumer as of December 31, 2014
loans IDR8,173,110,530,423,
About 15% used for infrastructure development on information technology, as of December 31, 2014
outlets, ATMs and others IDR1,532,458,224,454,
About 5% used for the development of subsidiaries namely BNI Life, BNI
as of December 31, 2014 Rp510,819,408,152,
Syariah, BNI Securities and BNI Finance
Balance of Funds Niil
In 2025, BNI was not obliged to submit a report on the realization of the use of funds from a public offering
in accordance with OJK Regulation No. 30/POJK.04/2015 concerning Realization Report on the Use of Public
Offering Proceeds.
PUBLIC OFFERING OF SUBORDINATED MTN BONDS
Subordinated Medium Term Notes (MTN)
BNI issued Subordinated MediumT erm Notes (MTN) with the aim of strengthening supplementary capital
(tier 2) and working capital for business development, especially lending and increasing the composition of
the long-term fund association structure, in accordance with OJK Regulation No. 11/POJK.03/2016 concerning
the Minimum Capital Adequacy Requirement for Commercial Banks as amended by OJK Regulation No. 34/
POJK.03/2016.
2025 Annual Report
403
PT Bank Negara Indonesia (Persero) Tbk
Page 406
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
This Subordinated MTN is not guaranteed by any special collateral, including not guaranteed by the Bank
or its Subsidiaries, the Republic of Indonesia or other third parties and is not included in the bank guarantee
program implemented by the Deposit Insurance Agency or its replacement in accordance with the applicable
laws and regulations and follows the provisions in article 19 paragraph (1) letter f in accordance with OJK
Regulation No. 11/POJK.03/2016, as amended by OJK Regulation No. 34/POJK.03/2016 and is a subordinated
Bank obligation, in accordance with the provisions of the Subordinated MTN issuance agreement. The rights
of Subordinated MTN holders are junior to the rights of other creditors.
Information about the Subordinated MTN Offered Subordinated
MTN were issued in the amount of IDR100,000,000,000.00 with a coupon payment period of 8% p.a and
every 3 months (quarterly), based on the interest calculation of 30/360 with a tenor of 5 (five) years.
Name Subordinated Medium Term Notes I BNI - 2018
Principal amount IDR100,000,000,000
Bid Price 100.00% from Subordinated MTN principal value
Tenor 5 years from date of issue
Coupon Rate 8.00% per annum
Type of Interest Rate Fixed
Interest Payment Periode Quarterly
First Interest Payment Date November 10, 2018
Collateral This Subordinated MTN is not guaranteed by any special collateral, including not
guaranteed by the company or subsidiaries, the Republic of Indonesia or other
third parties, and is not included in the bank guarantee program in the deposit
insurance agency, in accordance with applicable laws and regulations, and following
the provisions in Article 19 Paragraph (1) point f in POJK No. 11/POJK.03/2016 as
amended by the Financial Services Authority Regulation No. 34/POJK.03/2016 and
is a subordinated liability of the Company, in accordance with the provisions of the
Subordinate MTN issuance agreement. The rights of Subordinated MTN holders are
junior to the rights of other corporate creditors at the time of liquidation in accordance
with the applicable laws and regulations.
Securities Rating idAA (double A flat) from PT Pemeringkat Efek Indonesia (Pefindo)
Purpose of Use of Subordinated MTN Funds
The issuance of the Subordinated MTN aims to comply with OJK Regulation No. 14/POJK.03/2017 article
24 and article 37 concerning the Recovery Plan, in which systemic banks are required to have capital
characteristics debt notes by December 31, 2018 at the latest.
Subordinated MTN Fund Balance
As of December 31, 2025, the Subordinated MTN balance was 0 (already paid off).
Subordinated MTN Interest Payment Schedule
The interest rate of 8% per year was paid periodically every 3 (three) months with the following schedule:
Subordinated MTN Interest Payments
Interest
Date of Interest Payment Interest (%)
No.
1 November 10, 2018 8.0
2 February 10. 2019 8.0
3 May 10. 2019 8.0
4 August 10. 2019 8.0
5 November 10. 2019 8.0
6 February 10. 2020 8.0
7 May 10. 2020 8.0
8 August 10. 2020 8.0
9 November 10. 2020 8.0
10 February 10. 2021 8.0
404 A Heart that Serves, Growing with Indonesia
Page 407
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Interest
Date of Interest Payment Interest (%)
No.
11 May 10. 2021 8.0
12 August 10. 2021 8.0
13 November 10. 2021 8.0
14 February 10. 2022 8.0
15 May 10. 2022 8.0
16 August 10. 2022 8.0
17 November 10. 2022 8.0
18 February 10. 2023 8.0
19 May 10. 2023 8.0
20 August 10, 2023 8.0
Tier II Capital Bond 2021
BNI issues debt instruments with capital characteristics in the form of Tier II Capital Bonds which are listed
on the Singapore Exchange (SGX Listing) with a principal amount of USD500,000,000.00 with a write down
feature and can be calculated as a Tier II capital component through OJK letter No. S-64/PB.31/2021 dated
March 31, 2021. The issuance of the Tier II Capital Bond is one of BNI’s strategies in increasing bank capital
through Tier 2 Capital.
Tier II Capital Bonds are offered with a fixed interest rate of 3.75% p.a. for term of 5 (five) years. Acting as
supporting institutions and professions for the issuance of Tier II Capital Bonds were HSBC and Citi Group.
The legal consultants used were Ginting & Reksodiputro and Allen & Overy, and HSBC acting as Trustees
and Paying Agents. The bonds have received a rating on long-term debt securities from Fitch Rating with a
BB rating, and a Moody’s Rating of Ba2.
Description of Tier II Capital Bonds Offered
Tier II Capital Bonds issued for IDR500,000,000.00 have a coupon payment period of 3,75% p.a every 6
months (semi-annually), with an interest calculation basis of 30/360 with a tenor of 5 years.
Name Tier II Capital Bond 2021
Principal Amount USD500,000,000.00
Bid price 100.0% of principal
Time period 5 years from the date of issuance
Interest Rate 3.75% per year
Type of Interest Rate Fixed
Interest Payment Period Half Yearly
First Interest Payment Date September 30, 2021
Loss Absorption Permanent write-down (partial is allowed) as determined by
the issuer and with the approval of FSA
Securities Rating Fitch Rating of BB Moody’s Rating of Ba2.
Purpose of Funds Use from Tier II Capital Bonds
The issuance of Tier II Capital Bonds aims to increase Bank capital through Tier II Capital, for general funding
needs and to increase long-term funding.
Tier II Capital Bond Fund Balance
As of December 31, 2025, the remaining balance of funds from the Tier II Capital Bond is Rp8,046 billion or
in other words, 100% of the funds obtained have been disbursed.
Tier II Capital Bond Interest Payment Schedule
The interest rate is 3.75% per annum which is paid periodically every 6 months with the following schedule:
2025 Annual Report
405
PT Bank Negara Indonesia (Persero) Tbk
Page 408
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Tier II Capital Bond Interest Payments
Interest
Date of Interest Payment Interest (%)
No.
1 September 30, 2021 3.75%
2 March 30, 2022 3.75%
3 September 30, 2023 3.75%
4 March 30, 2023 3.75%
5 September 30, 2024 3.75%
6 March 30, 2024 3.75%
7 September 30, 2024 3.75%
8 March 30, 2025 3.75%
9 September 30, 2025 3.75%
10 March 30, 2025 3.75%
Additional Tier I Capital Bond 2021
BNI issues debt instruments with capital characteristics in the form of Additional Tier I Capital Bonds which
were registered on the Singapore Exchange (SGX Listing) with a principal amount of USD600,000,000.00
which has a write down feature and can be counted as a Tier I capital component through OJK letter No
S-210/PB.31/2021 September 30, 2021.
The issuance of the AdditionalTier I Capital Bond aims to increaseTier I Capital, general funding, and improve
the structure of long-term funds. AdditionalTier I Capital Bonds are offered with a fixed interest rate of 4.30% p.a.
perpetual timeframe (no maturity) with a call option after 5.5 (five and a half) years.Acting as supporting institutions
and professionals in the issuance of Additional Tier I Capital Bonds were BNI Sekuritas, JP Morgan and UBS.
The legal consultants used were Hadiputranto, Hadinoto & Partners and Baker McKenzie, and HSBC asTrustee
and Paying Agent.The bonds have received a rating on long- term debt securities from Moody’s Rating, of Ba3.
Information on the Additional Tier I Capital Bonds Offered
Additional Tier I Capital Bonds issued for USD600,000,000.00 with a coupon payment period of 4.3% p.a
every 6 months (semester), with an interest calculation basis of 30/360 with a tenor of 5.5 years until the
date of the call option.
Name Additional Tier I Capital Bond BNI of 2021
Principal Amount USD600,000,000.00
Bid price 100.0% of principal
Tenor Perpetual, Non Callable 5.5 years from the date of issue
Coupon Rate 4.3% per year
Type of Interest Rate Fixed
Interest Payment Period Half yearly
First Interest Payment Date March 24, 2022
Loss Absorption Permanent write-down (full or partial) if the Point of Non-Viability condition is
determined by FSA.
Securities Rating Moody’s Rating Ba3.
Purpose of Use of Additional Tier I Capital Bond Funds
The issuance of Additional Tier I Capital Bonds aims to increase the Bank’s capital through Tier II Capital, for
general funding needs and to increase long-term funding.
Additional Tier I Capital Bond Fund Balance
As of December 31, 2024, the remaining balance of funds from Additional Tier I Capital Bond is Rp9,653
billion or in other words, 100% of the funds obtained have been disbursed.
406 A Heart that Serves, Growing with Indonesia
Page 409
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Additional Tier I Capital Bond Interest Payment Schedule
The interest rate is 4.30% per annum paid every 6 months with the following schedule:
Tier I Capital Bond Interest Payments
Interest
Date of Interest Payment Interest (%)
No.
1 March 24, 2022 4.3%
2 September 24, 2023 4.3%
3 March 24, 2023 4.3%
4 September 24, 2024 4.3%
5 March 24, 2024 4.3%
6 September 24, 2025 4.3%
7 March 24, 2025 4.3%
8 September 24, 2026 4.3%
9 March 24, 2026 4.3%
10 September 24, 2026 4.3%
11 March 24, 2027 4.3%
Environmentally Friendly Bonds (Green Bond) I
BNI received an effective statement from OJK through letter No. S-93/D.04/2022 on June 10, 2022 to issue
PT Bank Negara Indonesia (Persero) Tbk 2022 environmentally Friendly Green Bond I. Green Bonds were
issued with a value of IDR5,000,000,000,000.00 in 2 (two) series, series A and B, with consecutive tenors of
3 years and 5 years, and consecutive coupons of 6.35% and 6.85%. The Green Bonds were issued on June
21, 2022 and listed on the Indonesia Stock Exchange (IDX) on June 22, 2022. BNI has obtained an idAAA
rating on Green Bond from PT Pemeringkat Efek Indonesia (PEFINDO) and a Second Party Opinion provided
by Sustainalytics.
Obligation Name Environmentally Friendly Bonds (Green Bond) I of PT Bank Negara Indonesia
(Persero) Tbk in 2022
Bond Principal Amount IDR5,000,000,000,000.00
Bid Price 100,00% of the principal amount of the Bonds
Time Period Series A : 3 (three) years from the date of issuance
Series B : 5 (five) years from the date of issuance
Overbooking Unit IDR1 or multiples thereof
Unit/Trade IDR5,000,000 or multiples thereof
Bond Interest Rate Series A : 6.35% per annum
Series B : 6.85% per annum
Type of Interest Rate Fixed
Interest Payment Period Quarterly
First Interest Payment Date September 21, 2022
Collateral This bond is not guaranteed by a special guarantee, but is guaranteed by all of the
Bank’s assets, both movable and immovable property, both existing and those that will
exist in the future as collateral for the Bondholders in accordance with the provisions
in articles 1131 and 1132 of the Indonesian Civil Code. The rights of the Bondholders
are paripassu without preferential rights with other creditor rights, both current and
future, except for creditor rights that are specifically guaranteed by the Bank’s assets,
both existing and future.
Securities Rating idAAA (triple A) from Pefindo
Sinking Fund The Bank does not provide a sinking fund for Bond Principal redemption funds with
the consideration of optimizing the use of emission proceeds in accordance with the
purpose of the planned use of emission funds.
Buyback This Green Bond has an buy back option based on the terms and conditions of the
Trustee Agreement
Trustee PT Bank Mandiri (Persero) Tbk was appointed as the Trustee in the issuance of this
Bond in accordance with the provisions contained in the Trustee Agreement
2025 Annual Report
407
PT Bank Negara Indonesia (Persero) Tbk
Page 410
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Plan of Use from Public Offering of Environmentally Friendly Bonds (Green Bond) I
Funds The proceeds from the issuance of the Green Bonds after deducting issuing costs, will all be used
by BNI to finance and refinance projects in the Environmentally Friendly Business Activities category
(KUBL), namely projects related to renewable energy, energy efficiency, processing waste into energy. and
waste management, sustainable use of natural resources and land use, conservation of land and aquatic
biodiversity, environmentally friendly transportation, sustainable management of water and wastewater,
climate change adaptation, environmentally sound buildings, and sustainable agriculture, taking into
account OJK Regulation No. 60/POJK.04/2017 concerning Issuance and Requirements for Environmentally
Friendly (Green Bond) Debt Securities.
Information on Changes in Use of Funds
During 2024 there were no changes in the use of funds.
Use of Proceeds from Bond Public Offering Realization
Realization of Use of Proceeds from the Public Offering of Environmentally Friendly Bonds, (Green Bond) I
PT Bank Negara Indonesia (Persero) Tbk.
Realized Public Offering
Realized Public Offering Results Use of Funds Realization
Results
emaining
Financing or Financing or Funds
Use of Funds Effective Total Public Biaya refinacing refinacing from Public
Realization Date Offering Penawaran Net Yield of projects Total of projects Total Offering
Results Umum (IDR-billion) in the KUBL (IDR-billion) in the KUBL (IDR-billion) (IDR-billion)
(IDR-billion) (IDR-billion) category* category*
(IDR-billion) (IDR-billion)
Environmentally
Friendly Bonds
June
(Green Bond) I
10, 5,000 16 4,929 4,929 4,929 4,929 4,929 -
PT Bank Negara
2022
Indonesia
(Persero) Tbk 2022
*) KUBL Category (Environmentally Friendly Business Activities): projects relate to renewable energy, energy efficiency, processing waste into
energy and waste management, sustainable use of natural resources and land use, land and water biodiversity conservation, environmentally
friendly transportation, sustainable water and wastewater management, climate change adaptation, environmentally sound buildings, and
sustainable agriculture, and take into account Financial Services Authority Regulation Number 60/POJK.04/2017 concerning Issuance and
Requirements for Environmentally Sound Debt Securities (Green Bond).
Fund Balance
As of December 31, 2024 the remaining balance of funds from the Green Bond is IDR4,929 billion or in other
words, 100% of the funds obtained have been disbursed.
Interest Payment Schedule
Green Bond Payments
Series A Series B
Interest
No Interest Interest
Date of Interest Payment Date of Interest Payment
(%) (%)
1 September 21, 2022 6,35% September 21, 2022 6,85%
2 December 21, 2022 6,35% December 21, 2022 6,85%
3 March 21, 2023 6,35% March 21, 2023 6,85%
4 June 21, 2023 6,35% June 21, 2023 6,85%
5 September 21, 2023 6,35% September 21, 2023 6,85%
6 December 21, 2023 6,35% December 21, 2023 6,85%
7 March 21, 2024 6,35% March 21, 2024 6,85%
8 June 21, 2024 6,35% June 21, 2024 6,85%
408 A Heart that Serves, Growing with Indonesia
Page 411
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Green Bond Payments
Series A Series B
Interest
No Interest Interest
Date of Interest Payment Date of Interest Payment
(%) (%)
9 September 21, 2024 6,35% September 21, 2025 6,85%
10 December 21, 2024 6,35% December 21, 2025 6,85%
11 March 21, 2025 6,35% March 21, 2026 6,85%
12 June 21, 2025 6,35% June 21, 2026 6,85%
13 September 21, 2025 6,85%
14 December 21, 2025 6,85%
15 March 21, 2026 6,85%
16 June 21, 2026 6,85%
17 September 21, 2026 6,85%
18 December 21, 2026 6,85%
19 March 21, 2027 6,85%
20 June 21, 2027 6,85%
Sustainability Bond I 2025
BNI has obtained an effective statement from the OJK through letter No. S-47/D.04/2025 dated June 25,
2025, for the issuance of the PT Bank Negara Indonesia (Persero) Tbk Sustainability Bond I Year 2025. The
Sustainability Bond was issued with a total value of Rp5,000,000,000,000.00 and consists of 2 (two) series,
namely Series A and Series B, with tenors of 3 years and 5 years, respectively, and coupon rates of 6.60%
and 6.65%, respectively. The Sustainability Bond was then issued on July 4, 2025, and listed on the Indonesia
Stock Exchange (IDX) on July 7, 2025. BNI has obtained an idAAA (Triple A) rating for the Sustainability
Bond from PT Pemeringkat Efek Indonesia (PEFINDO) and a Second Party Opinion (SPO) provided by
Sustainalytics.
Obligation Name Sustainability Bond I of PT Bank Negara Indonesia (Persero) Tbk in 2025
Bond Principal Amount IDR5,000,000,000,000.00
Bid Price 100.00% of the principal amount of the Bonds
Time Period Series A: 3 (three) years from the date of issuance
Series B: 5 (five) years from the date of issuance
Overbooking Unit IDR1 or multiples thereof
Unit/Trade IDR5,000,000 or multiples thereof
Bond Interest Rate Series A: 6.60% per annum
Series B: 6.65% per annum
Type of Interest Rate Fixed
Interest Payment Period Quarterly
First Interest Payment Date October 6, 2025
Collateral This Bond is not guaranteed by a special guarantee, but is guaranteed by all of the
Bank’s assets, both movable and immovable property, both existing and those that will
exist in the future as collateral for the Bondholders in accordance with the provisions
in articles 1131 and 1132 of the Indonesian Civil Code. The rights of the Bondholders
are pari passu without preferential rights with other creditor rights, both current and
future, except for creditor rights that are specifically guaranteed by the Bank’s assets,
both existing and future.
Securities Rating idAAA (triple A) from Pefindo
Sinking Fund The Bank does not provide a sinking fund for Bond Principal redemption funds with
the consideration of optimizing the use of emission proceeds in accordance with the
purpose of the planned use of emission funds.
Buyback This Sustainability Bond has a buy back option based on the terms and conditions of
the Trustee Agreement.
Trustee PT Bank Rakyat Indonesia (Persero) Tbk has been appointed as the Trustee for the
issuance of these Bonds in accordance with the provisions set forth in the Trustee
Agreement.
2025 Annual Report
409
PT Bank Negara Indonesia (Persero) Tbk
Page 412
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Plan of Use of Proceeds from the Public Offering of Sustainability Bond I
All proceeds from the issuance of the Sustainability Bond will be used by BNI to finance and/or refinance
projects in the Environmentally Friendly Business Activities category (KUBL) with a maximum portion of
30%, and the Socially Friendly Business Activities category (KUBS) with a minimum portion of 70%.
Realization of Use of Proceeds from the Bond Public Offering
The realization of the Use of Proceeds from the Public Offering of the PT Bank Negara Indonesia (Persero)
Tbk Sustainability Bond I Year 2025 is as follows:
Realized Public Offering
Realized Public Offering Results Use of Funds Realization
Results
emaining
Financing or Financing or Funds
Use of Funds Effective Total Public Total Public refinacing refinacing from Public
Realization Date Offering Offering Net Yield of projects Total of projects Total Offering
Results Results (IDR-billion) in the KUBL (IDR-billion) in the KUBL (IDR-billion) (IDR-billion)
(IDR-billion) (IDR-billion) category* category*
(IDR-billion) (IDR-billion)
Sustainable
Public Offering
of Sustainability-
Based Bonds
(Sustainability 4 Juli 5.000 4 4.996 4.996 4.996 4.996 4.996 -
2025 Bond)
Sustainable I Bank
BNI Phase I Year
2025
*) KUBL (Environmentally Conscious Business Activities) Category: projects related to renewable energy, energy efficiency, waste-to-energy and waste management,
sustainable use of natural resources and land use, conservation of terrestrial and aquatic biodiversity, environmentally friendly transportation, sustainable water and
wastewater management, climate change adaptation, environmentally friendly buildings, and sustainable agriculture, with due regard to Financial Services Authority
Regulation No. 18 of 2023 concerning the Issuance and Requirements of Debt Securities and Sukuk Based on Sustainability.
*) KUBS (Socially Responsible Business Activities) Category: projects related to basic infrastructure services, SME financing, Access to Essential Services, Affordable
Housing, Food Security & Sustainable Food Systems, Socio-Economic Improvement & Empowerment, with due regard to Financial Services Authority Regulation
No. 18 of 2023 concerning the Issuance and Requirements of Debt Securities and Sukuk Based on Sustainability.
Interest Payment Schedule
Sustainability Bond Payments
Interest Series A Series B
No Date of Interest Payment Interest (%) Date of Interest Payment Interest (%)
1 October 6, 2025 6,60% October 6, 2025 6,65%
2 January 5, 2026 6,60% January 5, 2026 6,65%
3 April 6, 2026 6,60% April 6, 2026 6,65%
4 July 6, 2026 6,60% July 6, 2026 6,65%
5 October 5, 2026 6,60% October 5, 2026 6,65%
6 January 4, 2027 6,60% January 4, 2027 6,65%
7 April 5, 2027 6,60% April 5, 2027 6,65%
8 July 5, 2027 6,60% July 5, 2027 6,65%
9 October 4, 2027 6,60% October 4, 2027 6,65%
10 January 4, 2028 6,60% January 4, 2028 6,65%
11 April 4, 2028 6,60% April 4, 2028 6,65%
12 July 4, 2028 6,60% July 4, 2028 6,65%
13 October 4, 2028 6,65%
14 January 4, 2029 6,65%
15 April 4, 2029 6,65%
16 July 4, 2029 6,65%
17 October 4, 2029 6,65%
410 A Heart that Serves, Growing with Indonesia
Page 413
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Sustainability Bond Payments
Interest Series A Series B
No Date of Interest Payment Interest (%) Date of Interest Payment Interest (%)
18 January 4, 2030 6,65%
19 April 4, 2030 6,65%
20 July 4, 2030 6,65%
2025 Annual Report
411
PT Bank Negara Indonesia (Persero) Tbk
Page 414
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Negotiable Certificate of Deposit
(NCD) Rupiah & Foreign Currencies
BNI issued Rupiah scripless Negotiable Certificates 4. In semester I 2019, BNI issued scripless Rupiah
of Deposit (NCD) Rupiah and Forex aimed at NCDs twice with a total issuance of IDR950 billion
strengthening the liquidity and structure and (NCD IDR I BNI 2019) and IDR1 trillion (NCD IDR II
composition of Rupiah funding as follows: BNI 2019).
1. In semester I 2016, BNI issued its first scripless 5. In semester II 2019, BNI again issued scripless
Rupiah NCDs for IDR3.0 trillion in 6 series of Rupiah NCDs for IDR2.39 trillion.
tenors (6 months to 3 years.) 6. In semester I 2020, BNI issued scripless Rupiah
2. In semester II 2016, BNI issued another scripless NCDs for IDR1.39 trillion.
Rupiah NCDs for IDR2.2 trillion, from an original 7. In Semester II 2022, BNI issued scripless Rupiah
target of IDR1 trillion (oversubscribed). This NCDs for IDR2.5 trillion and scripless USD NCDs
oversubscribe shows the high level of investor for USD31.5 million (IDR500 billion).
trust and interest in BNI.
3. In semester I 2017, BNI issued scripless Rupiah
NCDs for IDR2.7 trillion.
Publishing Principal Total Average Rate
Date Currency
Stage (IDR-billion) (IDR-billion) (%)
1 June 16, 2016 Rupiah 3.023 2.598 8,20%
2 September 27, 2016 Rupiah 2.200 1.877 6,70%
3 March 10, 2017 Rupiah 2.700 2.483 7,00%
4 March 28, 2019 Rupiah 1.000 950 7,70%
5 June 28, 2019 Rupiah 1.000 1.000 7,55%
6 September 25, 2019 Rupiah 2.390 2.232 6,61%
7 May 12, 2020 Rupiah 1.390 611,6 5,60%
8 December 8, 2022 Rupiah 2.500 2.390 6,04%
9 December 8, 2022 USD 500 489 4,25%
412 A Heart that Serves, Growing with Indonesia
Page 415
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Material Information regarding
Corporate Action, Investments,
Expansions, Divestments, Business
Mergers, Acquisitions, and/or
Restructuring
MATERIAL INFORMATION REGARDING CORPORATE ACTION
Throughout 2025, BNI did not carry out any corporate actions or capital injections.
MATERIAL INFORMATION REGARDING THE ISSUANCE OF DEBT SECURITIES
1. Date of Event July 7, 2025
2. Type of Material Information Submission of Information on the Listing of Securities for the Issuance of BNI Shelf-
or Facts Registered Sustainability Bond I Phase I Year 2025.
3. Description of Material The Public Offering Period for the BNI Shelf-Registered Sustainability Bond I Phase
Information or Facts I Year 2025 ended on July 1, 2025, and on July 4, 2025, the proceeds from the BNI
Shelf-Registered Sustainability Bond I Phase I Year 2025 were effectively received by
BNI. On the same date, KSEI carried out the Electronic Distribution to Investors in
accordance with the allotment results.
Subsequently, on July 7, 2025, the BNI Shelf-Registered Sustainability Bond I Phase
I Year 2025 was listed on the Stock Exchange by PT Bursa Efek Indonesia (Indonesia
Stock Exchange).
4. Impact of the event, The issuance of the BNI Shelf-Registered Sustainability Bond I Phase I Year 2025 will
information or material facts provide a positive impact on the Company's financial condition.
on the operational activities,
law, financial condition, or
business continuity of the
Issuer or Public Company.
5. Other information -
6. Realization Value IDR5 trillion
MATERIAL INFORMATION REGARDING INVESTMENT
Throughout 2025, there was no material information regarding investments.
MATERIAL INFORMATION REGARDING EXPANSION, DIVESTMENT, BUSINESS MERGER,
ACQUISITION, AND DEBT/CAPITAL RESTRUCTURING
Throughout 2025, the Company did not make any expansion, divestment, business merger, acquisition,
or debt/capital restructuring activities. Hence no information about the objectives, transaction values, and
sources of funds related to these activities is available. [ACGS A.3.1]
2025 Annual Report
413
PT Bank Negara Indonesia (Persero) Tbk
Page 416
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Information on Material Transactions
That Contain Conflicts of Interest and/
or Transactions with Affiliated/Related
Parties
To safeguard the interests of shareholders and During 2025, there were no material transactions
stakeholders, all material transactions, particularly or transactions that contain conflicts of interest
those involving potential conflicts of interest and/or that required independent/minority shareholder
affiliated transactions, are conducted in accordance approval at the GMS.
with proper procedures. [ACGS A.8.1]
AFFILIATE TRANSACTIONS WITH
The BNI Board of Directors ensures that material AFFILIATED/RELATED PARTIES
transactions and affiliated/related party transactions
are conducted in line with generally accepted Definition of Affiliated/Related Parties
business practices. The Board of Commissioners Affiliation is defined as:
and the Audit Committee also play a critical role 1. Family relationship by marriage and descent
in overseeing that these transactions adhere to to the second degree, both horizontally and
such practices and are executed through proper vertically.
procedures. This involves ensuring compliance 2. Relationship between the party and the employee,
with the arm’s length principle and appointing an director, or commissioner of the party.
independent party to assess the fairness of the 3. Relationship between 2 (two) companies in which
transaction value. [ACGS A.3.1, A.8.1, A.9.1] there are 1 (one) or more members of the same
board of directors or board of commissioners.
Material transactions and affiliated/related party 4. Relationship between the company and the
transactions are conducted in compliance with party, either directly or indirectly, controlling or
applicable laws and regulations, including the controlled by the company.
Indonesian Financial Accounting Standards (PSAK), 5. Relationship between 2 (two) companies that
OJK Regulation No. 42/POJK.04/2020 on Affiliated are controlled, either directly or indirectly, by the
Transactions and Conflict of Interest Transactions same party.
(“POJK 42”), and OJK Regulation No. 32/ 6. Relationship between the company and its major
POJK.03/2018 concerning the Maximum Credit Limit shareholders.
(BMPK) for Commercial Banks, as amended by OJK
Regulation No. 38/POJK.03/2019. Company Policy for Transaction Review
and Approval Mechanisms and Regulatory
MATERIAL TRANSACTIONS AND Compliance
TRANSACTIONS THAT CONTAIN CONFLICTS BNI is committed to ensuring that every transaction
OF INTEREST it makes with affiliated and related parties adheres
to strict compliance standards, especially PSAK
Pursuant to POJK 42, for affiliated/related party 7 on 0"Related Party Disclosures" and Financial
transactions that meet the material transaction value Services Authority Regulation (POJK) No. 42/
thresholds, the Company requires prior approval POJK.04/2020 on Affiliated Party Transactions and
from independent or minority shareholders Conflict of Interest Transactions ("POJK 42"), and
(disinterested shareholders). During the General POJK No. 38/POJK.03/2019 on the Legal Lending
Meeting of Shareholders (GMS), the transaction Limit and Large Funding Provision for Commercial
must receive an affirmative vote from more than Banks, as amended by POJK No. 38/POJK.03/2019
50% of disinterested shareholders. Controlling on Amendments to POJK No. 32/POJK.03/2018
shareholders with a conflict of interest are concerning the Legal Lending Limit for Commercial
considered to have approved the decision made by Banks ("POJK BMPK").
the minority shareholders. [ACGS A.9.2]
414 A Heart that Serves, Growing with Indonesia
Page 417
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
POJK 42 defines Affiliated Transaction as any activity OJK Regulation No. 17/POJK.04/2020 on Material
and/or transaction made by a public company or Transactions and Changes in Business Activities.
controlled company with an affiliate of the public [ACGS A.8.1, A.9.1]
company or an affiliate of a member of the Board of
Directors, a member of the Board of Commissioners, All affiliated transactions at BNI are conducted based
a Major Shareholder, or a Controller, including on adequate procedures and ensure compliance
any activity and/or transaction made by a public with the arm's-length principle and generally
company or controlled company for the benefit of accepted business practices to protect the interests
an affiliate of the public company or an affiliate of a of all shareholders. [ACGS A.8.1, A.9.1]
member of the Board of Directors, a member of the
Board of Commissioners, a Major Shareholder, or a Reporting mechanism for affiliated
Controller. transactions and/or conflicts of interest at
BNI
The Board of Commissioners shall approve the To ensure accountability and compliance, every
provision of funds to the Bank's related parties work unit with a scheme to make a transaction with
and do so in compliance with POJK BMPK and an affiliated party shall first notify the Corporate
the Bank's internal regulations. Each request for Secretary in writing as the initial step in the review.
approval for the provision of funds to the Bank's Furthermore, the CSE shall coordinate with relevant
related parties to the Board of Commissioners must Divisions/Units to ensure the evaluation process for
undergo a series of coordination processes between Governance, Legal, and Compliance (GRC) is carried
units, beginning with a written report, a subsequent out by the relevant Divisions/Units.
series of review and evaluation processes by
the Division/Unit for Governance, Legal, and In practice, BNI classifies affiliated transactions
Compliance. For material transactions with related based on materiality thresholds and their impact on
parties and transactions that carry potential conflict the Company's business continuity. In accordance
of interest for the Bank, the Audit Committee shall with the mandate of POJK 42, for transactions that
review and give recommendations to the Board of meet certain materiality criteria, BNI is committed
Commissioners to ensure the transaction is carried to:
out in the best interests of the Company and base its 1. Using the services of an Independent Appraiser
approval on these recommendations and provided to ensure the fairness of the transaction value;
before any material transaction with an affiliate is 2. Disclosing information to the public in a timely
executed. These transactions shall be reported to the manner; and
Financial Services Authority (OJK) and information 3. Obtaining independent shareholder approval
shall be disclosed to the public, in accordance through the GMS for transactions that
with OJK Regulation No. 42/POJK.04/2020 on significantly impact the Company's capital
Affiliated Transactions and Conflicts of Interest and structure and operations.
Technically, this classification is implemented through the following category matrix:
Transaction Category
Compliance Procedures and Actions
(Based on POJK 42/2020)
Category 1 & 2 (Values below threshold) It must be submitted through periodic reports to the Financial Services
Authority (OJK).
Category 3 (Meets Materiality criteria) Should come with an attached information disclosure to the public no later
than 2 working days after the transaction date.
Category 4 (Highly Material/Conflict of 1. Using the services of an Independent Appraiser to test the fairness of the
Interest) value.
2. Conducting Information Disclosure to the public.
3. Obtaining Independent Shareholder Approval through the GMS.
All affiliated transactions within these categories have been disclosed in this Annual Report. As a form of
compliance, Category 1 transactions have been reported to the Financial Services Authority (OJK), while
Category 3 and 4 transactions have been disclosed in accordance with applicable regulations. The entire
process is carried out to ensure compliance with the arm's-length principle to protect the interests of all
shareholders. [ACGS A.8.1, A.9.1]
2025 Annual Report
415
PT Bank Negara Indonesia (Persero) Tbk
Page 418
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Statement of Board of Directors and Board and/or involvement of the Audit Committee. The
of Commissioners on Affiliated Transactions BNI Audit Committee is responsible for reviewing
In carrying out affiliate transactions, BNI always and providing recommendations on significant
adheres to POJK 42. By referring to the regulation, affiliated/related party transactions, presenting
the Board of Directors states that each affiliate these to the Board of Commissioners to assess
transaction has gone through adequate procedures whether the transaction serves the best interests
to ensure that affiliate transactions are carried out of the Company. If deemed appropriate, the Audit
in accordance with generally accepted business Committee ensures that the terms of the transaction
practices, including through review processes, are fair and reasonable. [ACGS C.4.1]
fulfilling the arm’s-length principle, compliance
with Article 3 of POJK 42, and through approval AFFILIATE/RELATED TRANSACTION
procedures based on authority tiering, particularly DISCLOSURE
for material/significant related party transactions. POJK 42 outlines the procedural requirements for
The Board of Commissioners and the Audit Public Companies, including exceptions, in the
Committee play a role in carrying out adequate execution of Affiliate Transactions. In accordance
procedures to ensure that affiliate transactions are with Articles 8 and 9 of POJK 42, AffiliateTransactions
carried out in accordance with generally accepted that involve business activities aimed at generating
business practices, including by fulfilling the arm’s- income and are conducted routinely, repeatedly,
length principle. [ACGS A.8.1, A.9.1] and/or continuously must be disclosed in the annual
report or annual financial statement of the Public
The Board of Commissioners, in collaboration with Company.
the Board of Directors, continually develops, adopts,
discloses, and refines policies regarding affiliated/ In 2025, the affiliate/related transactions conducted
related transactions, ensuring a robust process by BNI to generate business income and carried out
for approving, reviewing, and monitoring such routinely, repeatedly, and/or continuously are as
transactions, particularly those involving potential follows:
conflicts of interest. This includes the formation
Disclosure of Affiliated/Related Parties [ACGS C.4.2]
Affiliate/Related Party/ Nature of Affiliate/Related Transaction
Type of Affiliate/Related Transaction
Transacting Party Relationship Value (IDR)
Social Security Agency Unutilized loan facility Control through the Government of 6
(BPJS) Health the Republic of Indonesia
Loans Granted -
Ministry of Finance of the Securities Held Control through the Government of 1.727
Republic of Indonesia the Republic of Indonesia
Securities Issued 50
Unutilized loan facility 7.320
Letter of Credit 746
Loans Granted 43.889
Loans Received 54
Others Loans Granted Control through the Government of -
the Republic of Indonesia
Key Management Unutilized loan facility Company Activity Controller 70
Loans Granted 274
Customer Deposits 284
Government of the Republic Government Bonds Control through the Government of 158.574
of Indonesia the Republic of Indonesia
Perum BULOG Unutilized loan facility Control through the Government of 5
the Republic of Indonesia
Loans Granted 20.824
Perum Jasa Tirta I Bank Guarantees Issued Control through the Government of 1
the Republic of Indonesia
Perum Perumnas Loans Granted Control through the Government of 108
the Republic of Indonesia
Perum Peruri Unutilized loan facility Control through the Government of 2
the Republic of Indonesia
Bank Guarantees Issued 133
Letter of Credit 168
Loans Granted 141
416 A Heart that Serves, Growing with Indonesia
Page 419
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Affiliate/Related Party/ Nature of Affiliate/Related Transaction
Type of Affiliate/Related Transaction
Transacting Party Relationship Value (IDR)
PT Adhi Karya (Persero) Tbk Unutilized loan facility Control through the Government of 1
the Republic of Indonesia
Bank Guarantees Issued 2.003
Loans Granted 1.525
Acceptance Bills 40
Export Bills and Other Bills 120
PT Agrinas Jaladri Nusantara Unutilized loan facility Control through the Government of -
(Persero) the Republic of Indonesia
Bank Guarantees Issued 18
Loans Granted 100
PT Agrinas Palma Nusantara Bank Guarantees Issued Control through the Government of 2
(Persero) the Republic of Indonesia
PT Agrinas Pangan Loans Granted Control through the Government of 46.697
Nusantara the Republic of Indonesia
PT Agrinas Pangan Unutilized loan facility Control through the Government of 19.303
Nusantara (Persero) the Republic of Indonesia
PT ASDP Indonesia Ferry Loans Granted Control through the Government of 32
(Persero) the Republic of Indonesia
PT Asuransi Jiwasraya Unutilized loan facility Control through the Government of -
(Persero) the Republic of Indonesia
PT Aviasi Pariwisata Unutilized loan facility Control through the Government of 3
Indonesia (Persero) the Republic of Indonesia
Bank Guarantees Issued 32
Loans Granted 2.349
PT Bahana Pembinaan Securities Held Control through the Government of 2.395
Usaha Indonesia (Persero) the Republic of Indonesia
Securities Issued 235
Unutilized loan facility 4
Bank Guarantees Issued 24
Loans Granted 217
PT Bank Mandiri (Persero) Subordinated Securities Control through the Government of 3
Tbk the Republic of Indonesia
Securities Sold with a Repurchase 52
Agreement
Securities Held 2.088
Securities Issued 431
Bank Guarantees Issued 1.156
Checks on Other Banks 78
Acceptance Liabilities 304
Derivative Liabilities 19
Placements with Other Banks 476
Loans Granted 1.072
Loans Received 1.374
Acceptance Bills 198
Derivative Bills 9
Export Bills and Other Receivables 1.683
PT Bank Rakyat Indonesia ( Issued Securities Control through the Government of 617
Persero) Tbk the Republic of Indonesia
PT Bank Rakyat Indonesia Securities Purchased Under Control through the Government of 4.024
(Persero) Tbk Agreements to Resell the Republic of Indonesia
Securities Owned 1.458
Unutilized loan facility 461
Issued Bank Guarantees 241
Demand Deposits at Other Banks 1
Acceptance Liabilities 142
Derivative Liabilities 10
Placements with Other Banks 1.359
Loans Granted 11.140
Acceptance Bills 23
Derivative Bills 6
Export Bills and Other Bills 1.114
2025 Annual Report
417
PT Bank Negara Indonesia (Persero) Tbk
Page 420
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Affiliate/Related Party/ Nature of Affiliate/Related Transaction
Type of Affiliate/Related Transaction
Transacting Party Relationship Value (IDR)
PT Bank Syariah Indonesia Investments in Associated Entities Control through the Government of 14.354
the Republic of Indonesia
PT Bank Tabungan Negara Securities Held Control through the Government of 71
(Persero) Tbk the Republic of Indonesia
Checking Accounts at Other Banks -
Placements with Other Banks 219
Acceptance Bills 13
Export Bills and Other Bills 334
PT Bio Farma (Persero) Unutilized loan facility Control through the Government of 1
the Republic of Indonesia
Loans Granted 1.603
PT Brantas Abipraya Unutilized loan facility Control through the Government of 25
(Persero) the Republic of Indonesia
Bank Guarantees Issued 691
Letters of Credit 8
Loans Granted 360
Acceptance Bills 66
Export Bills and Other Bills 34
PT Danareksa (Persero) Effectively Held Control through the Government of 3.228
the Republic of Indonesia
Unutilized loan facility 52
Bank Guarantees Issued 1.434
Letters of Credit 92
Loans Granted 438
Acceptance Bills 117
Export Bills and Other Bills 130
PT Djakarta Lloyd (Persero) Unutilized loan facility Control through the Government of -
the Republic of Indonesia
PT Fintek Karya Nusantara Equity Investments Control through the Government of 291
the Republic of Indonesia
PT Garuda Indonesia Unutilized loan facility Control through the Government of 2
(Persero) the Republic of Indonesia
Issued Bank Guarantees 4
Loans Granted 3.677
PT Hutama Karya (Persero) Securities Held Control through the Government of 394
the Republic of Indonesia
Unutilized loan facility 115
Issued Bank Guarantees 2.345
Letter of Credit 21
Acceptance Liabilities -
Loans Granted 1.473
Acceptance Bills 183
Export Bills and Other Bills 400
PT Industri Kereta Api Unutilized loan facility Control through the Government of 5
(Persero) the Republic of Indonesia
Bank Guarantees Issued 59
Letters of Credit 63
Loans Granted 1.016
PT Industri Telekomunikasi Bank Guarantees Issued Control through the Government of 1
Indonesia (Persero) the Republic of Indonesia
PT Inspeksi Sertifikasi Dan Bank Guarantees Issued Control through the Government of 139
Survey Indonesia the Republic of Indonesia
PT Jasa Marga (Persero) Tbk Securities Owned Control through the Government of 6
the Republic of Indonesia
Bank Guarantees Issued 39
Derivative Liabilities -
Loans Granted 17.908
PT Kereta Api Indonesia Securities Held Control through the Government of 51
(Persero) the Republic of Indonesia
Unutilized loan facility 4
Bank Guarantees Issued 3
Letters of Credit 517
418 A Heart that Serves, Growing with Indonesia
Page 421
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Affiliate/Related Party/ Nature of Affiliate/Related Transaction
Type of Affiliate/Related Transaction
Transacting Party Relationship Value (IDR)
Loans Granted 5.422
PT Krakatau Steel (Persero) Unutilized loan facility Control through the Government of 1.259
the Republic of Indonesia
Bank Guarantees Issued 48
Letters of Credit 190
Acceptance Liabilities 9
Loans Granted 4.623
Acceptance Bills 83
Export Bills and Other Bills 21
PT Len Industri (Persero) Unutilized loan facility Control through the Government of 279
the Republic of Indonesia
Bank Guarantees Issued 2.601
Letter of Credit 692
Acceptance Liabilities -
Loans Granted 3.483
Acceptance Bills 157
PT Mineral Industri Indonesia Securities Held Control through the Government of 37
(Persero) the Republic of Indonesia
Unutilized loan facility 6
Bank Guarantees Issued 4
Letter of Credit 4
Loans Granted 3.826
PT Pelabuhan Indonesia Unutilized loan facility Control through the Government of 5
(Persero) the Republic of Indonesia
Bank Guarantees Issued 63
Letter of Credit 1.684
Loans Granted 1
PT Pelayaran Nasional Letter of Credit Control through the Government of 12
Indonesia (Persero) the Republic of Indonesia
PT Pembangunan Unutilized loan facility Control through the Government of 5
Perumahan (Persero) Tbk the Republic of Indonesia
Bank Guarantees Issued 395
Loans Granted 95
Acceptance Bills 594
PT Pengembangan Bank Guarantees Issued Control through the Government of 83
Pariwisata Indonesia ITDC the Republic of Indonesia
(Persero) Loans Granted 43
PT Perkebunan Nusantara III Unutilized loan facility Control through the Government of 3
(Persero) the Republic of Indonesia
Letters of Credit 84
Loans Granted 7.503
PT Pertamina (Persero) Securities Held Control through the Government of 90
the Republic of Indonesia
Securities Issued 13
Unutilized loan facility 458
Issued Bank Guarantees 4.684
Letter of Credit 1.631
Derivative Liabilities 22
Loans Granted 2.828
Derivative Bills 22
PT PLN (Persero) Securities Held Control through the Government of 501
the Republic of Indonesia
Unutilized loan facility 14
Issued Bank Guarantees 1.351
Letter of Credit 289
Derivative Liabilities 926
Loans Granted 21.933
Acceptance Receivables 4.216
Derivative Receivables 730
PT Pos Indonesia (Persero) Bank Guarantees Issued Control through the Government of 2
the Republic of Indonesia
Loans Granted 343
2025 Annual Report
419
PT Bank Negara Indonesia (Persero) Tbk
Page 422
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Affiliate/Related Party/ Nature of Affiliate/Related Transaction
Type of Affiliate/Related Transaction
Transacting Party Relationship Value (IDR)
PT Primissima (Persero) Unutilized loan facility Control through the Government of -
the Republic of Indonesia
PT Pupuk Indonesia Holding Securities Held Control through the Government of 50
Company (Persero) the Republic of Indonesia
Unutilized loan facility 4.263
Issued Bank Guarantees 3.357
Letters of Credit 518
Acceptance Liabilities 38
Derivative Liabilities -
Loans Granted 3.301
Acceptance Bills 223
Derivative Bills -
PT Rajawali Nusantara Unutilized loan facility Control through the Government of -
Indonesia (Persero) the Republic of Indonesia
Issued Bank Guarantees 36
Loans Granted 691
PT Reasuransi Indonesia Issued Securities Control through the Government of 50
Utama (Persero) the Republic of Indonesia
PT Semen Indonesia Securities Held Control through the Government of 13
(Persero) Tbk the Republic of Indonesia
Unutilized loan facility 9
Issued Bank Guarantees 69
Letter of Credit 90
Acceptance Liabilities 6
Loans Granted 3.392
Acceptance Bills 116
Export Bills and Other Bills 1.416
PT Taspen (Persero) Issued Securities Control through the Government of 100
the Republic of Indonesia
PT Telkom Indonesia Securities Held Control through the Government of 124
(Persero) Tbk the Republic of Indonesia
Unutilized loan facility 3.664
Issued Bank Guarantees 1.641
Loans Granted 13.745
Export Bills and Other Bills 74
PT Waskita Karya (Persero) Unutilized loan facility Control through the Government of 1
Tbk the Republic of Indonesia
Issued Bank Guarantees 298
Acceptance Liabilities 3
Derivative Liabilities -
Loans Granted 11.164
PT Wijaya Karya (Persero) Issued Bank Guarantees Control through the Government of 1.325
Tbk the Republic of Indonesia
Letter of Credit -
Loans Granted 1.780
Acceptance Bills 27
Export Bills and Other Bills 12
BNI Pension Fund (“DP”) Issued Securities Based on Ownership and/or 50
Management
BNI Financial Institution Issued Securities Based on Ownership and/or 340
Pension Fund (“DPLK”) Management
PT Asuransi Tripakarta Unutilized loan facility Based on Ownership and/or 1
Management
Issued Bank Guarantees 47
Entity Controlled by the Other Bank Deposits Control through the Government of 2.945
Government of the Republic the Republic of Indonesia
of Indonesia Customer Deposits 290.524
809.871
420 A Heart that Serves, Growing with Indonesia
Page 423
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Realization of Balances and Transactions with Affiliated/Related Parties
Information regarding the balances and transactions of each affiliated/related party recorded by BNI can be
found in Note 46 of the Financial Statements, “Transactions with Related Parties,” which is an integral part
of this annual report. The realization of balances and transactions with affiliated/related parties is presented
as follows:
Realization of Balances and Related Party Transactions in the Period of Financial Year 2024 and 2025
Percentage of Total
Increase (Decrease) 2024-2025
2025 2024 Assets
Related Party Balances in Assets
(IDR-billion) (IDR-billion) 2025 2024 Nominal Percentage
(%) (%) (IDR-billion) (%)
Current Accounts with Other
80 43 0,0 0,0 37 86,0
Banks
Placements With Other Banks 2.054 1.620 0,2 0,1 434 26,8
Marketable Securities 12.233 10.157 0,9 0,9 2.076 20,4
Securities purchased under
4.024 - 0,3 0,0 4.024 100,0
resale agreements
Government Bonds 158.574 126.661 11,6 11,2 31.913 25,2
Bills and Other Receivables 5.339 6.209 0,4 0,5 -870 -14,0
Acceptances Receivables 6.053 2.825 0,4 0,2 3.228 114,3
Derivative Receivables 768 342 0,1 0,0 426 124,6
Loans 239.017 159.403 17,5 14,1 79.614 49,9
Investment in Associates and
14.645 13.118 1,1 1,2 1.527 11,6
Equity Investments
Total Assets with Related Parties 442.787 320.378 32,5 28,3 122.409 38,2
Total Consolidated Assets 1.362.055 1.130.129 10,0 100,0 231.926 20,5
In 2025, the asset balance from related parties increased by IDR122.4 trillion or 38.2% compared to the
previous year. This increase was dominated by a rise in the related party balance of loans and advances
amounting to IDR79.6 trillion, or 49.9% from the previous year.
Percentage of Total
Increase (Decrease) 2024-2025
Related Party Balances in 2025 2024 Assets
Liabilities (IDR-billion) (IDR-billion) 2025 2024 Nominal Percentage
(%) (%) (IDR-billion) (%)
Customer Deposits 290.807 112.834 24,5 11,7 177.973 157,7
Deposits from other banks 2.945 4.165 0,2 0,4 -1.220 -29,3
Securities Issued 1.886 1.892 0,2 0,2 -6 -0,3
Borrowings 1.428 1.574 0,1 0,2 -146 -9,3
Subordinated Securities 3 3 0,0 0,0 - 0,0
Derivative Liabilities 977 155 0,1 0,0 822 530,3
Acceptances Payables 502 901 0,0 0,1 -399 -44,3
Securities sold under repurchase
52 - 0,0 - 52 100,0
agreements
Total Liabilities with Related
298.601 121.523 25,2 12,6 177.076 145,7
Parties
Total Consolidated Liabilities 1.185.715 963.581 100,0 100,0 222.134 23,1
In 2025, the liability balance from related parties increased by IDR177.1 trillion or 145.7% compared to the
previous year. This increase was dominated by an increase in the related party balance of customer deposits
amounting to IDR177.9 trillion or 157.7%.
2025 Annual Report
421
PT Bank Negara Indonesia (Persero) Tbk
Page 424
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Prohibitions, Restrictions, and/or
Significant Obstacles to the Provision
of Funds between the Bank and
Other Entities within a Business
Group
BNI provides funds to related parties (individuals and groups, including Executive Officers, Directors, and
Commissioners of the Bank) based on internal policies and has been implemented fairly under reasonable
terms with the approval of the Board of Commissioners. Transactions related to the provision of funds to
related parties are described in the chapter on Material Conflict of Interest Transactions and Transactions
with Affiliated/Related Parties.
Total Bank Funding Provision to Related Parties as of December 2025
Regarding Value (IDR-billion)
Total Provision of Funds to Related Parties 2.112,56
Capital 165.608,63
LLL (10% of Capital) 16.560,86
Over (Under) LLL 14.448,31 (Under BMPK)
Types of Funding Provision to Related Parties Until December 2025
Related parties Type of Fund Provision Funding Provision (IDR-billion)
PT Bank Syariah Indonesia (Tbk) Securities 97,47
BNI Finance Loans, Bank Guarantees 1.568,00
BNI Life Insurance Bank Guarantees 3,24
BNI Sekuritas Loans 250
Hibank Bank Guarantees -
Individual Loans 193,84
Total Provision of Funds to Related Parties 2.112,56
Capital 165.608,63
LLL (10% of Capital) 16.560,86
Over (Under) LLL 14.448,31 (Under BMPK)
422 A Heart that Serves, Growing with Indonesia
Page 425
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Changes in Legislation that Have a
Significant Impact on BNI
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
1. Law Number 19 of 1. The President established the State-Owned - To realize public welfare 1. Adjustment of the
2003 concerning Enterprises Regulatory Agency (“BP BUMN”) within through State-Owned address data of Series A
State-Owned a period of no later than 3 (three) months after the Enterprises as an Dwiwarna Shareholders
Enterprises as effective date of Law 16/2025 or January 6, 2026, extension of the state; in the BNI Shareholders
amended several to transfer the role of the Ministry of BUMN as that - To optimize the List, from the Ministry of
times, most recently share owners to BP BUMN. management of State- State-Owned Enterprises
by Law Number 16 Owned Enterprises in to BP BUMN.
of 2025 concerning order to contribute to Certain corporate actions
the Fourth the national economy and/or actions that
Amendment to Law in general and state require reporting or
Number 19 of 2003 revenue in particular; approval to the Series A
concerning State- - It is necessary to adjust Dwiwarna Shareholder
Owned Enterprises the content of Law are now directed to the
("BUMN Law") Number 19 of 2003 BP BUMN.
concerning State-
2. BP BUMN owns 1% (one percent) of the Dwiwarna Owned Enterprises as 2. Changes in the
Series A shares (originally 1 share) and BPI has been amended composition of the
Danantara owns 99% (ninety-nine percent) of the several times, most Republic of Indonesia's
B Series shares in BUMN. BPI Danantara also recently by Law share ownership in BNI.
owns all shares in the Operational Holding (dhi. PT Number 1 of 2025 Therefore, adjustments
Danantara Asset Management (Persero)) and the concerning the Third to BNI's Articles of
Investment Holding (dhi. PT Danantara Investment Amendment to Law Association are required.
Management (Persero)) (without any ownership of Number 19 of 2003
Dwiwarna Series A shares). concerning State-
Owned Enterprises
3. The management of BUMN is authorized by the 3. Adjustment of the
according to the
President to BP BUMN and/or BPI Danantara as submission of approval
legal needs of the
shareholders, with the Head of BP BUMN acting as for certain corporate
community.
a regulator with additional supervisory authority actions and/or actions in
over BUMN compliance, while BPI Danantara accordance with the latest
carries out BUMN management including the institutional authority,
determination of BUMN strategic guidelines/ including approval for
policies. write-offs and/or write-
offs of BUMN assets
and approval of BUMN
strategic guidelines/
policies.
4. The BP BUMN can regulate that foreign nationals 4. BP BUMN has the
can be appointed as members of the BUMN Board authority to appoint
of Directors. foreign nationals as
members of the BNI
Board of Directors, by
taking into account the
following matters:
1) Only for the Treasury,
Risk Management,
Information
Technology, Credit
or Financing,
Investor Relations or
Customer Relations,
Marketing, and
Finance fields of work
and is prohibited
from being placed
in the Personnel and
Compliance fields of
work.
2) Included in the Bank's
Business Plan.
3) Obtain approval
for the Plan for
the Use of Foreign
Workers (RPTKA)
from the Ministry of
Manpower.
2025 Annual Report
423
PT Bank Negara Indonesia (Persero) Tbk
Page 426
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
4) Considering that BNI is
a bank whose shares are
owned by less than 25%
(twenty five percent) by
foreign citizens and/or
foreign legal entities, the
appointment of foreign
nationals as members
of the Board of Directors
requires approval for
exceptions to certain
positions from the OJK,
and the term of office is a
maximum of 1 year and
can be extended with
the approval of the OJK
a maximum of 2 (two)
times, each time for a
maximum of 1 (one) year.
5. BUMN can write off BUMN assets with the approval 5. Adjustment of the
of BPI Danantara upon a proposal from the mechanism and authority
Operational Holding where the determination of for approval of write-
the criteria for write off and write off BUMN assets offs in the BNI Articles
is carried out by BP BUMN and BUMN reports the of Association and BNI
implementation of write off and write off to the internal provisions by
head of BP BUMN and BPI Danantara in the BUMN taking into account
annual report. further provisions that
will be regulated in the
BP BUMN Regulations.
6. The long-term work plan is prepared by the Board 6. Implementation of the
of Directors, signed by the Board of Directors and GMS to obtain approval
Commissioners, and approved by the GMS, and the for the Long-Term Work
annual work plan and budget are prepared by the Plan and Annual Work
Board of Directors and approved by the GMS after Plan where adjustments
being reviewed by the Board of Commissioners. need to be made to BNI's
Articles of Association
regarding the approval
mechanism for the Long-
Term Work Plan and
Annual Work Plan.
7. Members of the Board of Directors and 7. Members of the Board of
Commissioners of BUMN shall refrain from holding Directors and Board of
concurrent positions as Minister and Deputy Commissioners of BNI
Minister. shall refrain from holding
concurrent positions,
including as Minister and
Deputy Minister.
8. Government Regulations may regulate the tax 8. BNI needs to adjust its
treatment of transactions involving Agencies, internal tax mechanisms
Investment Holdings, Operational Holdings and systems to align
and their owned entities as well as third parties with the provisions of the
transacting with Agencies, Investment Holdings, Government Regulations
Operational Holdings and their owned entities. that will be issued.
2. the State-Owned The establishment of BP BUMN as a government The formation of BP BP BUMN as a government
Enterprise agency that carries out government duties in the field BUMN as a regulator management institution/
Regulatory Agency of regulating state-owned enterprises. BP BUMN carries tasked with determining agency in the field of BUMN
out the following functions: policies, regulating, where the formation of BP
a. formulation and determination of technical fostering, coordinating BUMN transfers the strategic
policies in the areas of policy and strategy, human and supervising the guidance and control of
resources and sustainability, law and compliance, implementation of BNI from the Ministry of
development facilitation and synergy, and state-owned enterprise BUMN to BP BUMN so
increasing the value of state-owned enterprises; management policies that the direction of policy,
b. coordination and implementation of technical based on the provisions synergy between BUMN,
policies in the areas of policy and strategy, human of Article 3A paragraph (3) HR management, as well
resources and sustainability, law and compliance, and paragraph (6) of the as dividend policies and
development facilitation and synergy, and BUMN Law. increasing company value
increasing the value of state-owned enterprises; become more centralized
c. management of Series A Dwiwarna share dividends and aligned, so that BNI
of state-owned enterprises with the approval of the needs to adjust governance,
President in accordance with the provisions of laws institutional relations,
and regulations; corporate planning,
d. coordination of the implementation of tasks, management of company
coaching, and providing administrative support to organs, legal and compliance
all organizational elements within the BP BUMN functions, as well as synergy
environment; mechanisms, assignments,
e. management of state property/assets which are the and performance reporting
responsibility of BP BUMN; to be in line with the policies
f. implementation of substantive support to all and direction of control of BP
organizational elements within the BP BUMN BUMN.
environment;
g. supervision of the implementation of duties within
the BP BUMN environment; and
h . implementation of other functions assigned by the
President.
424 A Heart that Serves, Growing with Indonesia
Page 427
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
3. PBI No. 3 of 1. Exporter Obligations regarding the Entry, There is a need for BNI has made adjustments to No impact
2025 concerning Placement, Use and Utilization of Natural Resource adjustments to regulations the related internal Company on Financial
Amendments to DHE. related to the obligation Guidelines, ensuring that Reports.
PBI No. 7 of 2023 2. Bank obligations related to the administration of to place DHE SDA, the exporter customers are
concerning Foreign placement instruments in the form of SVBI and addition of DHE SDA aware of and adhere to
Exchange from SUVBI as placement of DHE SDA. In addition, placement instruments the provisions regarding
Exports and Foreign Banks are required to ensure the implementation in the form of SVBI and DHE DPI, and adhere to
Exchange from of SHE SDA utilization by Exporters and/or Banks in SUVBI, the use of these these provisions in terms
Import Payments accordance with the provisions. instruments by Exporters of receiving and placing
(DHE & DPI) 3. Supervisory provisions carried out by Bank and Banks, and the use of DHESDA exporters.
Indonesia on DHE SDA Exporters. DHE SDA, especially the
4. Elimination of the maximum period of 1 year exchange of DHE SDA into
for receiving proof of fulfillment of DHE income Rupiah.
obligations and fulfillment of Foreign Exchange
Import Reporting reporting obligations.
4. PADG No. 7 of 2025 1. Adjustment of coverage of certain sectors In order to support BNI has adopted guidelines Impact on
concerning the determined by Bank Indonesia. sustainable economic for managing Rupiah GWM Financial
Third Amendment 2. Adjustment of the KLM amount so that the overall growth, BI encourages and developed Company Reports.
to PADG No. 11 of KLM amount is a maximum of 5 %. the distribution of credit Guidelines related to KLM.
2023 concerning 3. Adjustment of settings regarding additional KLM or banking financing Furthermore, BNI has
the Implementing amounts. by strengthening loose coordinated with internal
Regulations for the 4. Adjustment of the deadline for receiving data, macroprudential policies in units regarding reporting
Macroprudential submitting information, and re-examination and the form of strengthening to BI.
Liquidity Incentive recalculation. KLM.
Policy (KLM)
5. PADG No. 8 of 2025 1. Adjustment of the amount of a certain portion of To support sustainable BNI has made adjustments to No impact
concerning the the fulfillment of GWM obligations in rupiah that economic growth while the related internal Company on Financial
Third Amendment is given GWM remuneration for BUK, or GWM maintaining prudent Guidelines and adheres to Reports.
to PADG No. incentives in the form of ('athaya) for BUS and UUS principles, the February these provisions in terms of
24/8/PADG/2022 after taking into account the amount of relaxation of 2025 RDG decided to managing Rupiah GWM.
concerning the the obligation to fulfill GWM, namely KLM. increase the KLM incentive
Implementing 2. The amount of a certain portion of the fulfillment from a maximum of 4%
Regulations of GWM obligations in rupiah that is given GWM to a maximum of 5% of
for Fulfilling remuneration for BUK, or GWM incentives in the third-party funds. KLM is
the Minimum form of ('athaya) for BUS and UUS provided to banks in the
Statutory Reserves form of a relaxation of
in Rupiah and the average Rupiah GWM
Foreign Currency requirement.
for Conventional
Commercial Banks
(BUK), Sharia
Commercial Banks
(BUS), and Sharia
Business Units
(UUS)
6. PBI No. 4 of 2025 1. Bank Indonesia's Policy Mix (BKBI) is an integration The complexity of BNI has adhered to these No impact
concerning Payment of policies that complement and strengthen the challenges faced provisions. on Financial
System Policy each other between main policies, supported by Bank Indonesia in Reports.
by supporting policies, to produce consistent terms of changes in the
policies in implementing tasks and achieving Bank strategic environment,
Indonesia's objectives. both internally and
2. Payment System Policy is a Bank Indonesia policy externally related to the
established and implemented to maintain payment payment system, requires
system stability. Payment System Policy aims to strengthening the Payment
maintain payment system stability in order to System Policy framework in
support sustainable economic growth. Payment line with Bank Indonesia's
system stability is interconnected and mutually Policy Mix.
supportive with rupiah stability and financial
system stability.
3. Payment System Policy is implemented based on
the following principles:
a. forward-looking;
b. clear targets;
c. international best practices;
d. synergy between cross-sector and industrial
authorities, while maintaining policy
independence; and
e . good governance in terms of accountability and
transparency.
4. In carrying out Bank Indonesia's duties in the field
of Payment Systems, Bank Indonesia can make
regulations regarding reporting .
5. Bank Indonesia supervises the implementation
of the Payment System Policy through direct and
indirect supervision. BNI, as the Payment System
service provider, is required to implement the
supervisory follow-up measures established by BI.
If BNI violates these provisions, sanctions will be
imposed.
2025 Annual Report
425
PT Bank Negara Indonesia (Persero) Tbk
Page 428
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
7. POJK No. 7 of 2025 1. POJK No. 7 of 2025 concerning Reports of The development and BNI has adjusted its internal No impact
concerning Reports Commercial Banks as Custodians is a form of complexity of business Company Guidelines and on Financial
of Commercial integration of regulations regarding the obligation in the financial services adhered to the provisions Reports.
Banks as Custodians to submit reports of Custodian Banks. industry creates of POJK Number 7 of 2025
2. This POJK regulates, among other things: institutional overlap and regarding the submission of
a. Obligations of Custodian Banks in submitting cross-sectoral business periodic reports.
periodic reports and/or incidental reports, as processes, such as the
well as the types of periodic reports and/or banking supervision sector
incidental reports of Custodian Banks; overlapping with capital
b. Procedures for submitting periodic reports and/ market supervision and
or incidental reports of the Custodian Bank, insurance supervision.
including corrections to periodic reports and/or This has the potential to
incidental reports of the Custodian Bank; and give rise to overlapping
c. Supervision of periodic reports and/or regulatory provisions
incidental reports of Custodian Banks. across these supervisory
sectors, including
regulations related to
custodian bank reporting.
8. PBI No. 6 of 2025 1. Liquidity management to support sustainable In establishing and BNI has adhered to the No impact
concerning Liquidity economic growth is based on the principles of a implementing monetary provisions of PBI Number 6 on Financial
Management to good Bank Indonesia policy governance system, policy, Bank Indonesia of 2025 Reports.
Support Sustainable which is implemented through elements of the Bank manages liquidity for
Economic Growth Indonesia Policy governance system. economic growth. This
2. Achieving liquidity management targets to support liquidity management is
sustainable economic growth is carried out using part of the implementation
instruments and/or mechanisms which include: of Bank Indonesia's policy
a. Minimum Reserve Requirement (GWM) mix, a dynamic integration
Regulations of policies that complement
b. Purchase or sale of government securities on and strengthen each other's
the secondary market; core policies, supported
c. Purchase or sale of other quality securities in by supporting policies to
the secondary market; achieve consistent policies
d. Placing funds in financial institutions in order to in carrying out Bank
develop the money market; Indonesia's duties and
e. Purchase of short-term government bonds on achieving its objectives.
the primary market; and/or
f. Other instruments and/or mechanisms
determined by Bank Indonesia.
3. In order to determine and implement liquidity
management to support sustainable economic
growth, Bank Indonesia has the authority to:
a. conducting surveys;
b. obtain data and information from related
parties; and
c . obtain data and information from and/or
exchange data and information with relevant
authorities and/or ministries or institutions.
4. In carrying out its duties regarding liquidity
management to support sustainable economic
growth, Bank Indonesia may regulate reporting.
Bank Indonesia also has the authority to supervise
the implementation of liquidity management.
9. POJK No. 6 of 2025 1. Mutual fund sales agents are required to submit The development and BNI has adhered to these No impact
concerning Mutual periodic reports to the OJK in a complete, accurate, complexity of business provisions and made on Financial
Fund Selling Agent current and timely manner. in the financial services adjustments to the related Reports.
Reports 2. Periodic reports consist of: industry create institutional internal Company Guidelines.
a. Annual Report; and overlap and cross-sector
b . Monthly Report. business processes, such
3. Mutual fund sales agents are required to submit an as the banking supervision
annual report containing the current year's activity sector overlapping with the
plan to the OJK no later than January 15 of the capital market supervision
current year in accordance with the current year's sector. This potential creates
activity plan format. overlapping regulatory
4. Mutual fund sales agents are required to submit provisions across these
monthly reports to the OJK no later than the 15th sectors, including
(fifteenth) of the following month. regulations regarding
5. If the mutual fund sales agent does not comply with reporting for Mutual
the provisions and timeframes regarding periodic Fund Selling Agents. This
reporting as regulated in this POJK, the mutual fund OJK Regulation (POJK)
sales agent will be given administrative sanctions in integrates the reporting
the form of: requirements for Mutual
a. Written warning; Fund Selling Agents.
b. A fine is an obligation to pay a certain amount
of money;
c. Restrictions on business activities;
d. Freezing of business activities;
e. Revocation of business permit;
f. Cancellation of approval; and/or
g. Cancellation of registration.
6. Any incorrect information submitted in the periodic
report based on findings by the OJK or mutual
fund sales agents will be subject to a fine of IDR
100,000.00 (one hundred thousand rupiah) per
incorrect entry and a maximum of IDR 10,000,000
(ten million rupiah) per periodic report.
7. Mutual fund sales agents are required to provide
information and/or data in the form of requested
documents to the OJK in order to carry out
supervision by the OJK.
8. Mutual fund sales agents are required to administer
periodic reports for supervisory purposes.
426 A Heart that Serves, Growing with Indonesia
Page 429
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
10. SEOJK No. 5/ 1. Types of Reports, consisting of: Technical instructions BNI has adhered to these No impact
SEOJK.04/2025 a. Mutual Fund Selling Agent Periodic Report are needed for the provisions. on Financial
Concerning (APERD) consists of an annual report and a implementation of APERD Reports.
Guidelines for monthly report. and Custodian Bank
Reporting Mutual b. The Custodian Bank's Periodic Report consists reporting obligations as
Fund Securities of a monthly report; and an annual report which regulated in POJK 6 of
Sales Agents and is the result of an operational audit by a public 2025 and POJK 7 of 2025,
Commercial Banks accountant; and/or therefore a Circular Letter
as Custodians c. Custodian Bank Incidental Reports consist from the Financial Services
of Reports on the opening of Custodian service Authority concerning
branches, Reports on changes in Custodian Guidelines for Reporting of
officers; and/or Reports on changes in Mutual Fund Selling Agents
Custodian institutions. and Commercial Banks
2. The deadline for submitting reports includes: as Custodians has been
a . Periodic Report of Mutual Fund Sales Agents, prepared.
Annual reports are submitted to the OJK no
later than January 15 of the current year in
accordance with the format of the current year's
activity plan; and Monthly reports are submitted
to the OJK no later than the 15th (fifteenth) of
the following month.
b. Custodian Bank Periodic Reports, Monthly
reports are submitted to the OJK no later than
the 15th (fifteenth) of the following month;
and annual reports which are the results of
operational audits of public accountants are
submitted to the OJK no later than 90 (ninety)
days after the annual report period ends; and/or
c. Custodian Bank Incidental Reports must be
submitted to the OJK no later than 7 (seven)
working days after the opening and/or changes
occur.
3. The format for preparing periodic reports and/or
incidental reports for APERD and Custodian Banks
is adjusted to the SEOJK Attachment.
11. PADG No. 11 of 1. Adjustment of the Macroprudential Liquidity Buffer To support sustainable BNI has adhered to these No impact
2025 concerning the (PLM) settings as follows: economic growth, Bank provisions. on Financial
Macroprudential a. The PLM amount is from 5% to 4% of BUK's Indonesia is encouraging Reports.
Intermediation Ratio DPK in rupiah. the distribution of bank
and Macroprudential b. The use of BUK securities in repo transactions credit and financing. To
Liquidity Buffer and PasBI transactions can be calculated to this end, Bank Indonesia
for Conventional fulfill a maximum of 5% to 4% of BUK DPK. is strengthening
Commercial Banks, 2. Adjustment of Sharia PLM settings as follows: macroprudential
Sharia Commercial a. The amount of Sharia PLM from 3.5% to 2.5% policies by reducing the
Banks, and Sharia of BUS DPK in rupiah. Macroprudential Liquidity
Business Units b. The use of BUS securities in repo transactions Buffer (PLM) ratio and the
and PasBI transactions can be calculated to Sharia PLM ratio, aimed
fulfill a maximum of 3.5 % to 2.5% of BUS DPK at increasing the flexibility
in rupiah. of liquidity management
3. Adjustment of Examples of Fulfillment of RIM Giro, by banks to encourage the
RIM Syariah Giro, PLM, and PLM Syariah, as well distribution of bank credit
as calculation of sanctions for payment obligations and financing.
and Examples of Fulfillment of RIM Giro and PLM
for Banks Undertaking Mergers in the Attachment to
the PADG.
12. PADG No. 16 of Money Market Transaction Matchmaking which To increase liquidity and BNI has made adjustments to Impact on
2025 concerning regulates the Matchmaking Mechanism, matchmaking accelerate the deepening the related internal Company Financial
Amendments to operators, and publication of Matchmaking results. of the money market, it Guidelines. Reports.
PADG No. 13 of 2024 is necessary to develop
concerning Money types of money market
Market Transactions transactions that meet
industry needs. This
development will optimize
the role of the money
market as a source of
economic financing.
2025 Annual Report
427
PT Bank Negara Indonesia (Persero) Tbk
Page 430
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
13. SEOJK No. 14/ 1. Adjustment of the pillars/assessment factors for This provision is a guideline BNI has made adjustments to No impact
SEOJK.03/2025 the implementation of governance to 16 pillars/ or implementing provision the related internal Company on Financial
Concerning the assessment factors. for the implementation of Guidelines Reports.
Implementation 2. This SEOJK regulates in more detail the duties governance for Commercial
of Governance for and responsibilities of the Board of Directors, Banks which improves the
Commercial Banks including the term of office, replacement directors, previous 2 (two) provisions,
independence, and the process of dismissing/ namely SEOJK No. 13/
replacing directors, one of which is the addition of a SEOJK.03/2017 concerning
mechanism for Replacement Directors (Plt). the Implementation of
3. More detailed regulations regarding the dismissal Governance for Commercial
or replacement before the end of the term of Banks and SEBI No. 12/13/
office of members of the Board of Commissioners DPbS concerning the
prioritize the Bank's primary interests. Implementation of Good
4. There are additional provisions regarding conflicts Corporate Governance for
of interest, namely regarding "Parties with Special Sharia Commercial Banks
Relationships". and Sharia Business Units.
5. The scope of the regulated provisions includes
Conventional Commercial Banks and Sharia
Commercial Banks;
6. Conduct periodic self-assessments (every semester)
using self-assessment worksheets, signed by the
Bank's Board of Directors. The first self-assessment,
in accordance with this SEOJK, will be for
December 2025.
7. The results of the Self-Assessment submitted by the
Bank are carried out in accordance with the POJK
concerning General Bank Reporting through the
OJK Reporting System and the POJK concerning
Transparency and Publication of Bank Reports.
14. POJK No. 14 of 2025 1. Implementation of GMS, RUPO, and RUPSu The preparation of this BNI has made adjustments to No impact
Implementation of electronically. POJK is carried out in the related internal Company on Financial
General Meetings 2. System Provider Obligations. order to issue a legal basis Guidelines Reports.
of Shareholders, 3. Procedures for Conducting GMS Electronically. for the implementation
General Meetings of 4. Procedures for the Electronic Implementation of of RUPO and RUPSu
Bondholders, and RUPO or Electronic RUPSu. electronically by Issuers,
General Meetings 5. Rights of Bond and/or Sukuk Holders and Electronic implement the authority
of Sukuk Holders Granting of Power of Attorney in the RUPO and/or of the OJK in determining
Electronically Electronic RUPSu. policies regarding the use
6. Minutes of the GMS, RUPO, or RUPSu and of information technology
Summary of Minutes of the GMS, RUPO, or RUPSu. in the implementation
7. Announcement Media and Announcement of RUPO and RUPSu as
Language mandated by the P2SK Law
and combine (codify) all
provisions regarding the
implementation of general
meetings of shareholders,
general meetings of
bondholders, and general
meetings of sukuk holders
electronically in 1 (one)
POJK.
15. SEOJK No. 20/ 1. publication of complaint handling; SEOJK No. 20/ BNI has made adjustments to No impact
SEOJK.08/2025 2. person responsible for publication of complaint SEOJK.08/2025 Concerning the related internal Company on Financial
Concerning handling; Publication of Complaint Guidelines Reports.
Publication of 3. form and preparation of complaint service reports; Handling and Complaint
Complaint Handling 4. submission of complaint service reports; Service Reports was
and Complaint 5. person responsible for complaint service reports; prepared in order to
Service Reports and implement the mandate
6. Procedures for submitting complaint service of Article 6 paragraph
reports. (2) POJK Number 18/
POJK.07/2018 concerning
Consumer Complaint
Services in the Financial
Services Sector and
Article 81 paragraph (4)
POJK Number 22 of 2023
concerning Consumer and
Community Protection
in the Financial Services
Sector.
16. POJK No. 18 1. Publication Reports must be presented in Rupiah POJK Number 18 of 2025 BNI has done: Impact on
concerning currency. is a harmonization of the a. Adjustments to related Financial
Transparency and 2. Published reports must be prepared in a complete, latest laws and regulations internal Company Reports.
Publication of Bank accurate, current, complete, timely, and comparable and regulates more clearly Guidelines.
Reports manner. Figures in published reports must regarding Transparency and b. Adhere to the reporting
correspond to the figures disclosed in the financial Publication of Bank Reports. procedures and
statements. Data for December must be audited by provisions of the POJK.
a public accountant.
3. Financial reports based on accounting standards
are presented in the form of:
a. Individual financial reports; and/or
b. Consolidated financial reports.
4. Financial Report Compiler:
a. Appointment of Executive Officers (PE)
b. Competence of Compilers and Members of
Compilers of Financial Reports.
c. Replacement of PE and/or Members of the
Financial Report Compilers.
d. Competency fulfillment must be carried out no
later than 24 months after this POJK comes into
effect.
428 A Heart that Serves, Growing with Indonesia
Page 431
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
5. Types of Bank Publication Reports are as follows:
a. Financial Publication Report and Performance
Information
b. Publication Report on Risk Exposure and
Capitalization
c. Publication Report of Material Information or
Facts
d . Basic Credit Interest Rate Publication Report.
e. Sustainability Report
f. Annual Report on the Implementation
of Integrated Governance of the Bank
which is the holding company of a financial
conglomerate.
g . Annual Financial Report for Banks that are
Issuers or Public Companies.
h. Other Reports.
6. Reporting Period:
a. Monthly
b. Quarterly
c. Semester
d. Annual
e. Incidental.
7. The bank first announces the report as regulated in
this POJK.
17. POJK No. 22 of Regulates the obligation for commercial banks to To improve the efficiency BNI has adhered to the No impact
2025 concerning submit reports online through the OJK reporting of banking sector procedures for submitting on Financial
Reporting of system, which includes periodic and incidental reports. supervision, the Financial reports as regulated in the Reports.
Commercial Banks Furthermore, this POJK regulates the appointment of a Services Authority (OJK) POJK.
Through the reporting person, reporting period, report submission is developing a reporting
Financial Services procedures, and the consolidation of several pieces system as a means of
Authority Reporting of information/reports into a master report, as well obtaining comprehensive,
System as the elimination of reports to simplify reporting for complete, accurate, current,
commercial banks. complete, and timely
information on banks'
financial conditions and
business activities. The
delivery of information on
banks' financial conditions
and business activities
needs to be focused on
considering the relevance
and needs of the current
supervisory process, thus
simplifying the reports
submitted to the OJK.
Furthermore, an efficient
and rapid online reporting
method through the OJK
Reporting System and
digitalization of reporting,
especially reports that are
still submitted offline, are
needed to improve the
effectiveness of the OJK's
supervisory function.
18. PADG No. 23 of 1. Addition of types of securities/Sharia securities To support sustainable BNI has made adjustments to Impact on
2025 Concerning that are taken into account in PLM/Sharia PLM economic growth, Bank the related internal Company Financial
Macroprudential (BI-FRN, securities issued by other financial Indonesia is encouraging Guidelines and has adhered Reports.
Intermediation services institutions formed or established by the the distribution of bank to the PADG in question.
Ratios and government to support government programs for credit and financing. To
Macroprudential the welfare of the community, as determined by this end, Bank Indonesia
Liquidity Buffers Bank Indonesia) is strengthening
for Conventional 2. Additional regulations that Bank Indonesia can macroprudential policies,
Commercial Banks, determine other sharia securities/securities along supported by strengthening
Sharia Commercial with the criteria or mechanisms to be taken into the regulation of credit
Banks, and Sharia account in RIM/Sharia RIM. and financing instruments
Business Units 3. Adjustment of Financing components for the for BUK, BUS, and UUS,
calculation of Sharia RIM: Financing data in rupiah namely the RIM and RIM
and foreign currency as obtained from the Non- Sharia instruments, as
Bank Financing post in the Financial Information well as strengthening the
Group - Daily Financial Position Report Information regulation of liquidity risk
in LBUT. limits for BUK and BUS,
4. Additional regulations to confirm the treatment namely the PLM and PLM
of corporate securities/corporate sharia securities Sharia instruments.
owned by banks that are being used in interbank
repo transactions/interbank sharia repo/Interbank
Sharia-Based Fund Management Certificate (SiPA)
transactions and corporate securities/corporate
sharia securities owned by banks that are being
used in repo transactions to Bank Indonesia in the
context of open market operations in the calculation
of RIM and Sharia RIM.
2025 Annual Report
429
PT Bank Negara Indonesia (Persero) Tbk
Page 432
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
19. POJK No. 24 1. Division of account classification into active To strengthen the BNI has: No impact
Concerning Account accounts, inactive accounts, and dormant accounts. implementation of good a. carry out stricter on Financial
Management at 2. Checking and savings account activity generated governance in banking supervision of inactive Reports.
Commercial Banks by the bank system is not included in the income activities, standard accounts and dormant
or withdrawal activities used to determine the regulations are needed accounts in the
criteria for account management activity. These regarding the management implementation of the
activities include interest payments, tax deductions, of customer checking APU-PPT and PPPSPM
administration fees, and automatic debits based on and savings accounts and Anti-Fraud programs;
the standing instructions of checking and savings at commercial banks. b. make adjustments to
account holders. Currently, each bank's the relevant internal
3. Bank Obligations in Managing Accounts at internal policies have Company Guidelines;
Commercial Banks. resulted in variations in c . provide information to
4. Obligations of customers who hold checking and procedures for opening, customers regarding
savings accounts. closing, and reactivating the status of current and
5. Management of checking and savings accounts accounts, determining savings accounts with
based on their classification. the criteria for inactive classifications of Inactive
6. Bank obligations in supervising inactive accounts or dormant accounts, Accounts and Dormant
and dormant accounts. and communication Accounts.
mechanisms with
customers. These variations
have the potential to create
uncertainty regarding
customer rights and
obligations and differences
in services between banks.
20. SEOJK No. 26/ 1. ILAAP is an integral part of Bank liquidity risk There is a need for BNI has adhered to the Impact on
SEOJK.03/2025 management, as stipulated by the Financial regulations governing SEOJK provisions. Financial
concerning the Services Authority (OJK) regarding the the implementation of Reports.
Internal Liquidity implementation of risk management for Banks. ILAAP for banks. Banks
Adequacy Therefore, ILAAP is essentially a specific application are required to implement
Assessment Process of liquidity risk management, with an emphasis ILAAP tailored to the
for Commercial on, among other things, intraday liquidity, funding size, characteristics, and
Banks profiles, and survival period monitoring. complexity of their
2. The Bank periodically submits ILAAP reports to business.
the Financial Services Authority which will be
used as consideration in assessing the risk profile
for liquidity risk in accordance with the Financial
Services Authority Regulations concerning the
implementation of risk management for Banks
and self-assessment of the Bank's health level in
accordance with the Financial Services Authority's
provisions concerning the assessment of the Bank's
health level.
3. The ILAAP Report consists of the ILAAP
Implementation Report, Intraday Liquidity Report,
LCR Report in Significant Foreign Currencies,
Funding Profile Report, Survival Period Monitoring
(SPM) Report, as well as Displaced Commercial
Risk (DCR) Customer Report and Profit Sharing
Equalization Strategy (for Islamic Commercial
Banks and Islamic Business Units).
4. The period for submitting the first report and
implementing the trial is based on the grouping of
the Bank as KBMI 1, KBMI 2, KBMI 3, KBMI 4, and/or
Foreign Bank as of December 31, 2025.
5. OJK conducts a Liquidity Supervisory Review
and Evaluation Process (LSREP), which is OJK's
evaluation process of the Bank's ILAAP results.
6. In the event that based on ILAAP and LSREP,
the Bank is assessed as having a high level
of liquidity risk, the Bank will take steps
including strengthening liquidity conditions and
strengthening ILAAP risk management.
21. SEOJK No. 29/ 1. Principles of Publication Reports As an implementing BNI has adhered to the Impact on
SEOJK.03/2025 a . Publication Report is a report that is announced provision of POJK No. SEOJK provisions. Financial
concerning to the public and/or submitted to the OJK. 18 of 2025 concerning Reports.
Transparency b . Publication reports are prepared in Indonesian Transparency and
and Publication and may be supplemented with foreign Publication of Bank Reports.
of Conventional languages.
Commercial Bank c . The Publication Report Format is the minimum
Reports standard that must be met by the Bank.
d. Monetary information is presented in millions
of Rupiah.
2. First Announcement of Financial Publication
Reports and Financial Performance Information
for Monthly, Semi-annual, Quarterly and Annual
Periods as well as Risk Exposure and Capital
Publication Reports for Quarterly and Annual
Periods.
430 A Heart that Serves, Growing with Indonesia
Page 433
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
22. SEOJK No. 31/ 1. General Reporting Provisions, including: As an Implementing BNI has adhered to the No impact
SEOJK.03/2025 a. Reporting Periodization Provision of POJK No. procedures for submitting on Financial
concerning b. Conditions/Criteria for Mandatory Reporting 22 of 2025 concerning reports as regulated in the Reports.
Reporting of c . Reporting Information Group. Reporting of Commercial POJK.
Conventional 2. Incidental Reports are submitted for the first time Banks Through the
Commercial Banks through APOLO starting January 1, 2026. Financial Services Authority
Through the 3. Mechanism for submitting the appointment or Reporting System.
Financial Services change of the person responsible for reporting and
Authority Reporting submitting questions.
System 4. The attachments to this SEOJK are as follows:
a . Report Type, Deadline, First Data Position via
APOLO.
b. Format and Guidelines for Compiling Periodic
Reports.
c. Format and Guidelines for Compiling Incidental
Reports.
d. ARO Appointment Letter Format.
23. PADK No. 37/ The material regulated in the PADK above includes: implementing the mandate BNI has adhered to the No impact
PADK.08/2025 a. Provision of product and service information, with of Article 236 paragraph provisions and is in the on Financial
Concerning the main principles: (3) of Law Number 4 process of adjusting the Reports.
the Provision - Clear: Uses easy-to-understand Indonesian and of 2023 concerning material as regulated in the
of Information readable font size. the Development and PADK.
and Delivery of - Accurate: Includes reliable sources of Strengthening of the
Information for information or references. Financial Sector and Article
Marketing of - Honest: In accordance with actual 29 paragraph (7) and
Financial Services circumstances and reality. Article 33 paragraph (9) of
Products and - Easy to Access: Can be obtained through POJK Number 22 of 2023
Services various communication media provided by concerning Consumer and
PUJK. Community Protection
- Not Misleading: Does not provide erroneous in the Financial Services
understanding or multiple interpretations Sector. This PADK provides
b. Delivery of information for marketing products more comprehensive and
and services which must be provided in 2 (two) standardized guidelines
versions, namely: regarding the provision of
- General Version information, delivery of
- Personal Version information for marketing,
At a minimum, it must include the name/type of and presentation of Product
product, name of publisher, main features, benefits, and/or Service Information
risks, requirements & procedures, costs, additional Summaries in accordance
information, and performance simulations/ with statutory provisions.
illustrations (for fundraising/distribution products).
c. PUJK cooperation with third parties in providing
and delivering information for marketing products
and services;
d. Documentation of product and service information
materials by PUJK.
e. Marketing provisions through advertising which
regulate the rules for creating advertisements,
namely:
- Supervisory Statement: Must include the
sentence "PUJK is licensed and supervised by
the Financial Services Authority" proportionally,
but is prohibited from using the OJK logo or
symbols that resemble it.
- Prohibition of Superlative Words: It is prohibited
to use the words "most", "number one", "ter-
", unless accompanied by evidence from an
independent institution.
- Prize Terms: If you promise a prize, you must
detail the conditions of participation, validity
period, amount, and delivery mechanism in full.
- Asterisk (*): The use of asterisks should not be
used to hide important information or mislead
consumers.
24. PADG No. 31 of Changes to the regulations in this PADG include: Bank Indonesia's policy BNI has adhered to the PADG No impact
2025 Concerning the a. confirmation that Bank Indonesia can determine mix is aimed at achieving provisions. on Financial
Fourth Amendment exceptions to the DPK component in the method of rupiah stability, maintaining Reports.
to the Regulation calculating GWM payment system stability,
of the Members b. provision of remuneration for excess reserves; and and contributing to financial
of the Board of c adjustment of the reference for sanctions for GWM system stability to support
Governors Number violations for BUS and UUS. sustainable economic
24/8/PADG/2022 growth. To achieve rupiah
concerning the stability, Bank Indonesia
Implementing implements monetary
Regulations for policy, including through
Fulfilling the regulation of the Minimum
Minimum Reserve Reserve Requirement
Requirement (GWM). The GWM
in Rupiah and regulation policy continues
Foreign Currency to be strengthened to
for Conventional align with the evolving
Commercial Banks, characteristics of banking
Sharia Commercial deposits, banking
Banks, and Sharia liquidity, and interest
Business Units rate characteristics in the
economy.
2025 Annual Report
431
PT Bank Negara Indonesia (Persero) Tbk
Page 434
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Impact and
Background Impact on
Legislation New or Significant Regulatory Changes The adjustments Made by
No. to the Issuance of Financial
BNI
Regulations Statements
and its subsidiaries
25. PBI No. 10 of The material regulated in this PBI includes: This PBI was issued in BNI will adhere to the No impact
2025 concerning a. Regulated Parties include BI, PSP, PJP, PIP, order to organize the provisions of the PBI in on Financial
Regulation of the Commercial Banks, Supporting Providers, Payment national Payment System question. Reports
Payment System System Infrastructure Participants, Connected industry that supports
Industry (PBI PISP) Parties and other parties including SROs, parties the integration of the
collaborating with PSP and Participants, as well as digital financial economy
parties affiliated with PSP. in a consolidated and
b. Scope of Regulation resilient structure in
c. Payment System Activities include managing Fund accordance with the 2030
Sources, forwarding transactions, clearing and Indonesian Payment
settlement. System Blueprint (BSPI),
d. Payment System Products consist of Funding which is a continuation of
Sources in the form of savings, monetary value BSPI 2025. This PBI also
in electronic money, and deferred payments; embodies Bank Indonesia's
and access to Funding Sources in the form of commitment to maintaining
instruments, channels, and access to other funding Payment System stability,
sources determined by Bank Indonesia. which is one of Bank
e. Payment System Pricing Scheme Indonesia's objectives as
f. Payment System Technology Innovation mandated by Law Number
g. TIKMI 4 of 2023 concerning
h. Strategic Business Plan (SBP) and Payment System the Development and
Business Plan (RBSP) Strengthening of the
i. Payment System Industry Players Financial Sector. To ensure
j. PSP Classification that all BSPI 2030 initiatives
k. PJP Activity Package (Bundling) are implemented optimally
l. Licensing as PJP or Determination as PIP and are able to support
m. Participants Bank Indonesia's objectives,
n. Activity Development, Product Development, and/or it is necessary to regulate
Cooperation criteria as a reference for
o. Cooperation and Supporting Providers implementing the principle
p. Payment System Infrastructure and Payment of same activities, same
System Data Infrastructure risk, and same regulation
q. Governance and Risk Management through an assessment of
r. Market Practice the fulfillment of criteria in
s. Payment System Data and/or Information the form of transactions,
t. Supervision interconnection,
u. Termination competence, risk
v. Coordination and Cooperation management, and
w. Transition information technology
infrastructure or what
is known as TIKMI. The
assessment of TIKMI
fulfillment by the Payment
System industry is used by
Bank Indonesia in licensing,
determination, approval,
access to participation,
implementation,
supervision, and
termination of the
implementation of the
Payment System.
432 A Heart that Serves, Growing with Indonesia
Page 435
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Changes in Accounting Policies and
Their Impact on BNI
Amendments to PSAK 117: Insurance Contracts
Explanation of Changes in Accounting : The amendments to PSAK 117 are an adoption of IFRS 17, which supersedes
Policies Implemented PSAK 62. This standard significantly changes the accounting treatment of
insurance contracts, particularly on the measurement of insurance contract
liabilities, revenue recognition, and the presentation and disclosure of
insurance risks. PSAK 117 introduces a measurement approach based on
estimates of discounted future cash flows, risk adjustments, and a contractual
service margin (CSM) to reflect unrecognized gains.
Impact on BNI : This amendment does not have a material impact on reporting or substantial
impact on the accounting policies of BNI and its subsidiaries.
Amendment to PSAK 221: The Effect of Changes in Foreign Exchange Rates
Explanation of Changes in Accounting : The amendments to PSAK 221 provide clarification about the circumstances
Policies Implemented in which a currency lacks exchangeability. Under such circumstances, entities
are required to use an estimated exchange rate that reflects the exchange
rate obtainable through alternative transactions. These amendments aim
to improve the consistency and relevance of foreign exchange transaction
measurement.
Impact on BNI : This amendment does not have a material impact on reporting or substantial
impact on the accounting policies of BNI and its subsidiaries.
2025 Annual Report
433
PT Bank Negara Indonesia (Persero) Tbk
Page 436
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Bank Health Level
The Bank Health Level (TKB) represents a A. Bank Health Level Based on Financial
comprehensive assessment of a bank’s condition, Services Authority (OJK) Regulations
encompassing integrated risk and performance In accordance with OJK Regulation No. 4/
aspects, and serves as an early warning instrument POJK.03/2016, the assessment of the Bank Health
to identify potential issues that may affect business Level is conducted using the Risk-based Bank
sustainability. Through the TKB assessment, the Rating (RBBR) approach, both on an individual and
Bank determines corrective actions, links capital consolidated basis. This assessment encompasses
adequacy to the level of risk, and supports strategic four main factors, as follows:
decision-making to strengthen competitiveness and 1. Risk Profile, which represents an assessment of
resilience. inherent risk and the quality of risk management
implementation (KPMR) across the Bank’s eight
BNI’s health level assessment is conducted in principal risk types.
accordance with OJK Regulation No. 4/POJK.03/2016 2. Good Corporate Governance, which evaluates
on the Assessment of Commercial Bank Soundness, the quality of the Bank’s management in
as well as the Minister of State-Owned Enterprises implementing sound corporate governance
Regulation No. PER-2/MBU/03/2023 on Guidelines principles.
for Governance and Significant Corporate Activities 3. Earnings, which assesses the Bank’s performance,
of State-Owned Enterprises. sources, sustainability, and management of
profitability.
4. Capital, which evaluates capital adequacy and
capital management by linking the level of capital
to the Bank’s risk profile.
The Bank Health Level assessment is submitted to the Financial Services Authority (OJK) on a semi-annual
basis, namely in June and December. The results of BNI’s Bank Health Level assessment as of December 31,
2025 are presented in the following table:
Assessment (Rating)
Assessment Factor
As of December 31, 2025 As of December 31, 2024
Risk Profile 2 2
Good Corporate Governance 2 2
Earnings 2 2
Capital 2 2
Bank Health Composite Rating 2 2
434 A Heart that Serves, Growing with Indonesia
Page 437
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The results of BNI’s Bank Health Level assessment the assessment of SOE Health Level is conducted
as of December 31, 2025 were classified as through a rating process determined by national
“Healthy” (Composite Rating 2), indicating that and/or international rating agencies. Such ratings
the Bank’s overall condition was sound and that it are carried out once a year based on the audited
was well positioned to withstand potential adverse consolidated financial statements for the current
impacts arising from changes in business conditions fiscal year and are submitted to the State-Owned
and external factors. All assessment factors, Enterprises Regulatory Body no later than May of
encompassing Risk Profile, Governance, Earnings, the same year.
and Capital, were rated at an adequate level, with
any potential weaknesses deemed insignificant and To comply with the provisions of Article 80
not affecting the Bank’s business continuity. paragraph (1) of the said regulation, the Bank
Health Level assessment through ratings is
B. Bank Health Level Based on the conducted by international rating agencies
Regulations of the Ministry of State- (Fitch Ratings, Moody’s, and S&P) as well as the
Owned Enterprises (BUMN) national rating agency Pefindo. The results of
In accordance with the Minister of State-Owned the Bank Health Level ratings of PT Bank Negara
Enterprises Regulation No. PER-2/MBU/03/2023, Indonesia (Persero) Tbk are presented as follows:
Final Rating
Rating Agency Rating Health Level Classification
Fitch Ratings BBB/Stable AAA Very Healthy
Moody’s Baa2/Stable AAA Very Healthy
S&P BBB/Stable AAA Very Healthy
Pefindo idAAA/Stable AAA Very Healthy
Accordingly, the Soundness Level of PT Bank Negara Indonesia (Persero) Tbk was rated AAA, with a “Very
Healthy” classification.
Report on the Utilization of State
Capital Injection (PMN) and/or
Additional PMN
Throughout 2025, BNI did not receive any State Capital Injection (PMN), including any additional PMN.
2025 Annual Report
435
PT Bank Negara Indonesia (Persero) Tbk
Page 438
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Implementation Project Strategic
National or Other Assignments
During In 2025, BNI did not record any government-assigned Project Strategic National (PSN), but had
other assignments given by government namely distribution help social, including there is distribution of
Facility Program Liquidity Payment Housing (FLPP), distribution help social, etc., with detailed information
as following:
The Beginning
Legal Basis Year of Government-Assigned Compensation Description
Assignment
Letter Ministry Coordinator 2007 Distribution of People’s DPK Total Recipients: 51,983
Field Economy Republic Business Credit Amount: IDR11,701,922,302,500
of Indonesia Number B/ Year 2025 Budget
PK.KUR/264/DIMEKON/11/2025
dated November 20, 2025
Letter Ministry Coordinator 2025 Distribution of Housing DPK Total Recipients: 707
Field Economy Republic Program Credit Nominal: IDR708,388,200,000
of Indonesia Number B/ Year 2025 Budget
PK.KUR/284/DIMEKON/12/2025
dated December 12 , 2025
Letter Ministry Coordinator 2025 Distribution of DPK Total Recipients: 7
Field Economy Republic Financing for Business Amount: IDR4,740,187,000
of Indonesia Number B/ and Agriculture Year 2025 Budget
PK.KUR/65/DIMEKON/04/2025 Equipment
dated April 25, 2025
PKS No. 11/PMO/PK.PKP/ 2020 Distribution of Incentive DPK Total Recipients: 1,530,968
PKS/08/2021 and No. DIR/612.1 Funds in the Pre- Recipients
employment Card Nominal: IDR6,430,065,600,000
Program Year 2024 Budget
PKS No. 9/PKS/BP-TPR/ 2025 Distribution of Facility DPK Total Recipients: 15,159 Units
IV/12/2024 and No. DIR/1057 Programs Housing Mortgage Amount:
Liquidity Financing IDR2,540,641,721,000
(FLPP) FLPP Nominal:
IDR1,900,163,725,125
Year 2025 Budget
436 A Heart that Serves, Growing with Indonesia
Page 439
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
DISTRIBUTION OF SOCIAL ASSISTANCE
The
Beginning Government- Realization per
Legal Basis Compensation
Year of Assigned December 31, 2025
Assignment
• Law No. 7 of 1992 2015 Distribution Disbursement of Total Recipients: 4,029,752
• Regulation Minister Finance Assistance of funds allocation Nominal:
No. 254/PMK.05/2015 Ministry of assistance sourced IDR6,314,403,600,000
• PMK No. 228/PMK.05/2016 Education and from the APBN to
• Presidential Decree No. 63 of 2017 Culture's Smart account recipient
• Letter OJK Circular No. S-15/PP.1/2017 Indonesia help .
dated June 7 2017 Program ( PIP)
• Regulation Minister Education Indonesian
No. 10 of 2020 Research and
• Persesjen Ministry of Education and Technology
Culture No. 20 of 2023 Agency
• Addendum III to the Agreement
2015 Assistance for Total Recipients: 5,173
Cooperation between Ministry of
Operational Nominal:
Education and Culture with BNI
School (BOS) IDR256,279,838,774
No. 316/PLPP.3/KU/I/2024 & BNI
Number : INS2/001.1/PKS/2024 dated 2019 Distribution Total Recipients: 324,319
January 19 , 2024 of Social Nominal:
• Addendum to the Agreement Assistance Rp2,750,330,458,560
Cooperation Distribution Help Cost from Ministry
Education Smart Indonesia Card (KIP of Education
Kuliah ) and Scholarship PKS No. and Culture's
1143/J5/KU.01.02/2022 & BNI Number: Smart
HLB-2/017/PKS/2022 dated August 8, Indonesia
2022 Card for
• PKS Service Banking in frame College (KIP-K)
Distribution of Various Allowances Indonesian
for Teachers, Educators Others , and Research and
Power Non- Civil Servant Education Technology
Regional Civil Service 2024 No. 0067/ Agency
PLPP.3/KU/I/2024 & BNI Number : 2019 Flagship Total Recipients: 10,003
INS2/001/PKS/2024 Scholarship Nominal:
IDR155,602,142,926
2020 Distribution Total Recipients: 391,726
of Teacher Nominal:
Allowance Rp2,229,352,149,472
2023 Affirmation Total Recipients: 2,084
(distribution Education Nominal:
until Dikmen IDR52,605,397,869
February
2024)
• PKS Distribution of Funds for 2024 Government Total Recipients: 249
Development Program Financing Assistance for Nominal:
Non- Degree Micro Credential Elementary IDR4,900,000,000
Competence Manual Number 075/ School
B5/GT.01.15/2024 & BNI Number :
2024 Help Total Recipients: 544
INS2/022/PKS/2024 dated July 8 ,
Government Nominal:
2024
Education Rp20,597,200,000
• PKS Distribution of Assistance Funds
Intermediate
Government Education Public And
and Education
Education Special Year 2024 Budget
Special
No. 07.25.021/C6-PPK/KU.01.02/2024
& BNI Number : INS2/026/PKS/2024 2024 Assistance for Total Recipients: 100
dated July 25 , 2024 Microcredential Nominal:
• PKS Distribution of Assistance IDR819,200,000
Funds Responsive Emergency And 2024 Assistance for Total Recipients: 2,491
Recovery Post Disaster For School Belmawa Nominal:
Basis No. 16087/C3.3/BP2.03/VII/PKS. IDR143,496,461,228
RKD/2024 & PKS No. INS2/022.1/
PKS/2024 and No.INS2/022.2/
PKS/2024 dated July 8 , 2024
2025 Annual Report
437
PT Bank Negara Indonesia (Persero) Tbk
Page 440
05 BUSINESS SUPPORT FUNCTION Human Capital 440 Information Technology 462 Information Technology 487 Governance Service Digitization 494 Services and Networks 502 Customer Experience Center 504 Data Management & Analytics 507 Service Quality Function 509
Page 441
Page 442
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Human Capital
The year 2025 marked a pivotal phase in the As a strategic pillar in BNI’s Corporate Plan, Human
Human Capital transformation of Bank Negara Capital is positioned as a strategic foundation for
Indonesia. This year began the translation of various the Company’s long-term value creation. We no
strategic designs previously outlined in the HC longer see Human resource management as just an
Roadmap 2025–2029 into tangible and integrated administrative support function, but as a strategic
execution. Amidst an increasingly competitive enabler that plays a direct role in driving business
banking landscape, pressures on productivity, performance, ensuring organizational sustainability,
and progressively complex governance and and strengthening BNI’s long-term resilience amidst
sustainability requirements, Human Capital is the dynamics of the financial industry.
directed toward delivering relevant quick wins for
the business while simultaneously building the
organization’s long-term foundation through the
implementation of priority initiatives that have a
direct impact on performance, talent readiness, and
leadership effectiveness.
Key Objective
To become a leading financial institution through high-performing, future-proofed, and impact
oriented people
High-Performing Future-Proofed Impact-Oriented
People Workforce Leaders
Achieve best-in-class Ensure employee are equipped Line and functional leaders
productivity for key business with skills and competencies who are capable, inspirational,
battlegrounds to meet business needs, today, and able to build teams that
and tomorrow deliver sustainable outcomes
Holistic performance management system
Growth-oriented, multi-faceted talent management system
Next-gen digital human capital tools
Strong collaboration between business, finance & human capital
440
Page 443
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
HUMAN CAPITAL STRATEGY & ROADMAP FUTURE-PROOFED WORKFORCE
EXECUTION
The HC Roadmap 2025–2029 was formulated Ensuring Workforce Readiness and
to address organizational challenges, from Capability Relevance
productivity enhancement and future workforce In facing business dynamics and shifting capability
readiness to strengthening leadership across all requirements, BNI places employee readiness as a
lines. Following the Diagnose and Design phases strategic priority. Employee management is focused
in the previous period, 2025 serves as the inaugural on both fulfilling short-term needs and preparing a
year of implementation using a selective execution workforce that is relevant, adaptive, and ready to
approach, where Human Capital prioritizes initiatives face future challenges.
that deliver significant short-term impact. Human
Capital’s quick wins in 2025 are focused on: Fiscal 2025 was a year where we first implemented
• Strengthening performance discipline and the HC Roadmap for this pillar through the
execution effectiveness; strengthening of Strategic Workforce Planning and
• Ensuring capability readiness in critical functions; a more structured talent pipeline management.
• Enhancing the role of leaders in driving Recruitment and development have been directed
performance. as part of a single talent management ecosystem,
ensuring that Human Capital development strategies
This approach ensures that Human Capital are more targeted and aligned with business
transformation extends beyond policy design since strategy while mitigating risks by anticipating future
it also has a tangible impact on the achievement of capability needs.
the organization’s strategy.
IMPACT-ORIENTED LEADERS
HIGH-PERFORMING PEOPLE
Strengthening Leadership as an Execution
Driving Productivity through Performance Lever
Discipline BNI understands that leadership is a primary lever
BNI positions performance as an integrated for the effectiveness and consistency of strategic
management system with a focus directed toward execution. Therefore, leadership development
strengthening consistent and objective performance is focused on roles that have a direct impact on
discipline that aligns with business priorities, organizational performance and stability, at both
particularly for roles and functions with a direct strategic and operational levels.
contribution to productivity.
In 2025, we directed the initial implementation
In 2025, the initial implementation of the HC of the HC Roadmap for the leadership pillar at
Roadmap for this pillar focused on strengthening strengthening the capabilities of unit leaders and
the effectiveness of sales functions by enhancing the line managers. Leadership acceleration programs
capabilities of RM/Sales roles. This approach reflects runs in an integrated manner to ensure leadership
Human Capital’s strategic choice to drive quick wins development aligns with business strategy.
in areas with the most significant business impact.
Strengthening leadership at the operational level
As we strengthened our sales capabilities, we is aimed at improving the quality of work unit
sought to improve individual competencies, management, execution effectiveness, and the role
refining execution quality, ensuring performance of leaders as role models in driving a performance
accountability, and aligning business targets culture. This initial implementation serves as the
with work behavior. This approach serves as the foundation for building a leadership pipeline that is
foundation for building a more disciplined and more prepared, impactful, and sustainable.
result-oriented performance culture in the long term.
2025 Annual Report
441
PT Bank Negara Indonesia (Persero) Tbk
Page 444
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
CULTURAL TRANSFORMATION TO DRIVE SUSTAINABLE BUSINESS GROWTH
Since 2023, BNI has implemented a Cultural Transformation Management Framework as a strategic
foundation for building a work culture that supports performance achievement and business sustainability.
This framework is designed to align with the Company’s strategic direction and serves as a guide for
consistently directing shifts in work behavior across the organization.
The BNI Cultural Transformation Framework is built upon three integrated main components: Transformation
Themes, Core Values, and Beliefs. The Transformation Themes represent strategic cultural focuses deemed
crucial for BNI to achieve performance leaps and address future business challenges. Core Values serve
as the fundamental principles and shared identity of BNI’s people in running the organization, while also
acting as the “glue” of the SOE Work Culture to support continuous performance improvement. Meanwhile,
Beliefs are the hypotheses and basic assumptions formed by organizational experience, which play a role in
directing expected work behaviors.
VISI
Strategi Menjadi lembaga keuangan yang
terunggul dalam layanan dan kinerja secara berkelanjutan
BNI Strategic Objectives 2021-2025
Tema Transformation 2022-2025: RACE
Tema
Transformation
2022-2025: RACE Risk Culture Agile Collaboration Execution
Oriented
Core Values
manah ompeten armonis oyal daptif olaboratif
Kami Insan BNI,
Kami Insan BNI, memiliki menetapkan integritas
Kami Insan BNI,
kompetensi dan sebagai nilai yang hakiki
berkomitmen Kami Insan
karakter terbaik sebagai dalam membangung
memberikan layanan BNI, senantiasa
sikap dasar dalam kepercayaan dari seluruh
terbaik kepada proaktif berinovasi
Beliefs menjalankan kegiatan pemangku kepentingan,
pelanggan untuk dan melakukan
usaha, berorientasi mendahulukan
tumbuh bersama dan penyempurnaan untuk
pada pencapaian kinerja kepentingan perusahaan
membangun hubungan memberikan hasil yang
unggul untuk membawa dan menjalankan
kemitraan yang saling optimal.
perusahaan sebagai kegiatan usaha dengan
menguntungkan.
Market Leader. prinsip Good Corporate
Governance (GCG).
These three components are reinforced by Swadharma Bhakti Nagara as BNI’s corporate identity, serving as
core convictions, spiritual commitments, and the moral foundation in fulfilling the mandate and service to
the nation. Swadharma Bhakti Nagara inspires the application of the Transformation Themes, Core Values,
and Beliefs, and acts as the ethical foundation for every behavior and decision made by BNI’s people.
Through this structured approach, BNI is confident that cultural transformation can become a primary lever
in driving sustainable performance growth, while simultaneously supporting the achievement of BNI’s
strategic objectives and Vision.
442
Page 445
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The implementation of work culture transformation is supported by the RACE Network as a change agent
network. They serve as role models and informal leaders in internalizing the values, behaviors, and work
habits aligned with the direction of cultural transformation throughout BNI and the BNI Group.
WORK CULTURE TRANSFORMATION MILESTONE
2022 2023-2024
Foundations for Cultural Transformation Acceleration and Internalization
BNI initiated a work culture transformation by BNI continued its work culture transformation
developing a cultural transformation framework by implementing a more structured culture
aligned with the Company’s strategy. The focus management framework. This effort included
was on leadership alignment to build a shared developing best practices for cultural
understanding and commitment among leaders transformation, establishing culture change
in driving changes in work behavior throughout agents, and expanding cultural internalization
the organization. through a trainee-for-trainer program in work
units.
2024-2025 2025 & Beyond
Strengthening Implementation Integration and Sustainability
BNI focused its efforts on strengthening In 2025, BNI will strengthen and accelerate its
the implementation of its work culture Work Culture Transformation by integrating
transformation through continuous monitoring culture into the performance management
and evaluation mechanisms. Activities included system, strengthening the role of the RACE
culture site visits, focus group discussions, and Network as an informal leader, and consistently
the BNI Culture Fest, a milestone to increase the embodying cultural symbols.The implementation
involvement of all BNI Hi-Movers. of performance culture is strengthened through
various cultural programs and the implementation
of BNI Habits, supported by exemplary leadership
and implemented concretely in the daily work
activities of BNI Hi-Movers.
2025 Annual Report
443
PT Bank Negara Indonesia (Persero) Tbk
Page 446
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Performance culture is strengthened through the application of BNI Habits, supported by leadership as
role models and realized through daily work activities. These efforts are continuously bolstered by the
internalizing of Swadharma Bhakti Nagara as BNI’s corporate identity, which inspires the behaviors, habits,
and decision-making processes of BNI’s people.
In 2025, the focus of cultural transformation was directed toward creating a work culture that is consistent,
measurable, and aligned with strategic objectives, aimed at supporting BNI’s sustainable performance
growth.
BNI HUMAN CAPITAL MANAGEMENT ORGANIZATION STRUCTURE
BNI has a Human Capital management organization under direct oversight of the Human Capital &
Compliance Director and SEVP Human Capital. The Human Capital management organization consists of
several Strategic Units, including the Human Capital Strategy Division, which has the authority to determine
policies and the strategic direction of Human Capital management; the Human Capital Services Division,
which plays a role in operationalizing these policies; BNI University, which is responsible for developing
employee capabilities and competencies; and the HC Business Partner, which functions as a strategic partner
in supporting the needs of Business Units. Furthermore, in executing its functions, BNI’s Human Capital
management continuously collaborates closely with business and finance functions to ensure full alignment
with the Company’s overall strategy and objectives.
Direktur Human Capital & Compliance
SEVP Human Capital SEVP Legal & Governance
Human Capital Human Capital BNI University
HC Business
Legal Policy Compliance AML-CFT
Strategy Services Partner Governance
HC Policy &
Talent Acquisition Banking Academy
Analytics
Department 1 Department
Department
HC Individual
Outsourcing
Performance Banking Academy
& Partnership
Management & Job 2 Department
Evaluation Department
Department
HC Benefit Strategy,
HC Culture & Governance &
Services &
Engagement Assessment
Operation
Department Department
Department
HC Career
Management & HC Digital Services
Development Department Learning
Department Consultant
HC Talent
Management Industrial Relation
& Succession Department
Department
HC Compensation Employee
& Benefit Misconduct
Department Department
EMPLOYEE PROFILE
BNI had a total headcount of 27,201 employees, down 2 employees compared to its corresponding figure
on December 31, 2024, when the Bank had 27,203. The size of BNI’s workforce in 2025 aligned with its
corporate strategy to manage growth in a measured manner, with a focus on increasing productivity and
organizational effectiveness.
In 2025, employee management was directed to support the performance improvement agenda through the
optimization of business processes, strengthening of capabilities, and acceleration of service digitalization.
This approach reaffirmed BNI’s commitment to drive sustainable value creation, which was paired with the
optimization of business process improvements.
444
Page 447
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The efforts to increase employee productivity determine the necessary follow-up. Coaching has
were reflected in the earning per employee become part of daily work practices, with a focus
(EPE) measurement matrix of IDR746.18 million/ on clear expectations and concrete performance
employee. This indicator reflected the organization’s improvement efforts.
performance in managing human resources
efficiently amidst business dynamics and ongoing Through process strengthening, data utilization, and
transformation investments. enhancing the role of line managers, BNI is building
a more disciplined and measurable performance
Further information about the profiles or management foundation. These efforts are directed
demographics of BNI employees is available in the toward supporting gradual and sustainable
Company Profile Chapter in this Annual Report. productivity improvements at both individual and
work unit levels.
IMPLEMENTATION OF THE HUMAN CAPITAL
MANAGEMENT STRATEGY IN 2025 To support this process, BNI utilizes DigiHC as
a system that manages the execution of the
Increasing Employee Productivity Through performance cycle end-to-end and is accessible to
Performance Culture all employees. Through DigiHC, the processes of
In 2025, BNI focused its performance management goal setting, performance monitoring, evaluation,
on strengthening discipline and consistency in and development follow-up are executed in a single
performance execution across the organization. workflow.
This step was taken as part of the efforts to increase
productivity, in line with the performance dynamics This system is used to increase the transparency
and the ongoing transformation agenda. of performance management and facilitate
line managers and employees in monitoring
Performance management was carried out through achievements and required follow-ups. Recorded
a year-round cycle, starting from goal setting and performance information is subsequently used
performance driving to performance evaluation.This as a reference for other Human Capital processes,
process was used to clarify work direction, maintain including competency development, learning &
execution quality, and ensure that evaluation results development, talent management, and career
are utilized as a basis for decision-making and planning.
employee development.
With the support of consistently used processes
The role of line managers was strengthened to and systems, performance management is
manage unit performance more structurally. executed more structurally. This approach forms
Performance data is used to monitor achievements the basis for gradually strengthening productivity
periodically, identify potential obstacles early, and at the individual and unit levels, aligned with BNI’s
business needs.
Goal
Setting Goal Setting
Daily Planner On Going
Feedback
Performance Performance
Evaluation Driving
Multirater Performance Reward
Evaluation System
Performance Cycle Performance Boosting with DigiHC
2025 Annual Report
445
PT Bank Negara Indonesia (Persero) Tbk
Page 448
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Strategic Workforce Planning Aligned with Talent management is executed by integrating
BNI’s Business Strategy performance, potential, and organizational needs
Changes in the banking industry and the direction into a single development flow. Competency
of business transformation have prompted determination, individual development, and
BNI to strengthen its workforce planning more succession readiness are used as the basis to
purposefully. In this context, Strategic Workforce ensure that the developed talent is relevant to the
Planning is utilized to maintain alignment between leadership roles they will undertake.
business needs, organizational structure, and the
availability of required capabilities. Competency as the Basis for Development
BNI uses a competency dictionary that covers
In 2025, the implementation of Strategic Workforce technical competencies and behavioral competencies
Planning focused on areas directly linked to BNI’s as a reference in employee management. Technical
transformation agenda and business priorities. Focus competencies reflect the knowledge and skills
was directed toward corporate and international required to perform leadership roles effectively,
banking functions, strengthening IT and digital while behavioral competencies describe work
capabilities, as well as functions contributing to the methods that support collaboration, decision-
increase of CASA and fee-based income. making, and performance accountability.
Recruitment is conducted as part of the talent Competency alignment is performed to maintain the
pipeline management. BNI utilizes various fit between leadership role requirements, employee
recruitment sources, including collaborations with development direction, and the business needs
universities, government agencies, and national being pursued.
programs, to reach young talent and fulfill capability
needs in required functions. Individual Development through Individual
Development Plan
In 2025, BNI participated in the University Graduate The implementation of the Individual Development
Internship Program coordinated by the Ministry of Plan (IDP) is carried out by the company for every
Manpower. Through this program, BNI accepted employee as a form of commitment to continuous
5,101 interns placed across various support and competency development, while also serving
business functions. as a basis for identifying and preparing future
leadership candidates. Individual Development Plan
The placement of interns was carried out to provide is designed to bridge competency gaps by aligning
relevant work experience while enhancing the the competencies required for a position, employee
capabilities of fresh graduates. This internship performance achievement, and individual career
program is part of BNI’s contribution to supporting aspirations with the company’s strategic goals.
the government’s agenda in young talent
development and improving the quality of human The IDP is prepared through two-way discussions
resources. (One-on-One Discussions) between employees
and direct supervisors to ensure individual
Preparing Leadership through Integrated development direction aligns with organizational
Talent Management needs. This preparation is based on objective data
In 2025, BNI Human Capital continued its talent including performance profiles, results of technical
management with a focus on ensuring leadership and behavioral competency assessments, and a
continuity within the organization. This focus is Learning Roadmap relevant to the position and job
aimed at ensuring that employee development level. The realization of the development plan in the
runs in line with business needs and evolving IDP is implemented through a 70:20:10 approach
organizational dynamics. which integrates real work experience (Experiential
Learning-70), mentoring through coaching and
mentoring (Social Learning-20), and structured
formal learning supported by predictive learning
features (Formal Learning-10).
446
Page 449
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The integration between personalized planning Talent Acceleration to Prepare Future Leaders
and an adaptive learning ecosystem ensures To support readiness in filling leadership positions
that every employee has a directed development at the strategic level, BNI runs a talent acceleration
path, enabling the company to maintain a strong program for high-potential employees.This program
leadership pipeline to support sustainable business focuses on enhancing role readiness, decision-
growth. making quality, and understanding business
complexities for BOD-2 employees to fill BOD-1
Ensuring Leadership Sustainability through positions. The program is designed to address the
Succession Planning dynamics of the changing business environment,
BNI strengthens its succession planning process internal organizational challenges, and the need
to ensure it has a ready pool of internal talent for for adaptive, agile, and performance-oriented
leadership positions according to organizational leaders. Through this program, BNI strengthens an
needs. The primary focus is to maintain leadership adaptive and competitive leadership pipeline to
continuity and the quality of decision-making across support performance sustainability and business
various levels of the organization. transformation.
Succession planning is executed through Leadership Development through Global
assessments of performance, potential, and Postgraduate Education
talent competency, considering the organization’s The Company works very consistently to enhance
medium- and long-term needs. These assessment employee competitiveness to meet global standards
results are used to identify candidates prepared to fill through postgraduate education scholarships.
leadership positions and to determine development This opportunity is granted to the best talents to
directions relevant to role requirements. pursue Master’s degrees at the Top 30 World Class
Universities as part of the commitment to building
As part of strengthening this process, BNI formulates superior human resources with international
specific development plans for candidates in the perspectives.
successor pool. This development is tailored to the
requirements of the target position and is monitored The Global Postgraduate Program (GPP) continues
periodically to ensure progress in candidate as a strategic initiative to produce BNI’s next leaders.
readiness. Through this program, high-potential talents are
equipped with advanced education at leading
Through the strengthening of succession planning, world universities to enrich global insights, expand
BNI maintains leadership sustainability in a more international networks, and enhance capabilities in
planned and measured manner, aligned with facing global banking business challenges.
organizational dynamics and evolving business
needs. The program is projected to be a primary source for
strengthening the company’s leadership pipeline,
ensuring the availability of competent leaders with
international competitiveness to support future
business growth.
GPP has been implemented since 2016 as a tangible
manifestation of BNI’s commitment to employee
development. To date, the program has been
participated in by 62 employees who are being
prepared to broaden their global perspectives and
strengthen their leadership capabilities within BNI.
2025 Annual Report
447
PT Bank Negara Indonesia (Persero) Tbk
Page 450
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Employee Testimonials Employee Testimonials
DICKY ALFIANS ADI
NUGROHO
AYU MENTARI Master of Science in Business
Masters In Finance, with Marketing
London Business School (Rank 12) University of Warwick (Rank 26)
Treasury Structuring & Derivative MGR Operations Business
Product Senior Dealer, Treasury Process Optimization, Operation
Division Strategy & Development Division
The BNI Global Postgraduate Program has delivered The BNI Global Postgraduate Program (GPP) was a truly
significant added value through global exposure, expansion transformational experience for me during my postgraduate
of international professional networks, and the strengthening studies at Warwick Business School, United Kingdom.
of leadership and personal development capabilities relevant The highly competitive academic environment at WBS
to global banking challenges. The program has shaped a continuously challenged me to sharpen my critical thinking,
more strategic and adaptive mindset within an international analytical capabilities, and strategic mindset through
environment. discussions based on global case studies and collaboration
with students from diverse international backgrounds. This
BNI’s support from the pre-departure stage—including IELTS/ experience not only broadened my academic perspective, but
GMAT preparation, university application processes, and also fostered a sense of healthy competitiveness.
administrative assistance—was exceptionally strong and
structured. This support is particularly crucial given that most During my studies in the UK, I adapted to the fast-paced
invited awardees continue to hold key operational roles and academic environment, high expectations for analytical
serve as integral contributors to their teams’ day-to-day quality, and a culture of open and challenging discussions.
business activities. The Company’s active encouragement and This process fostered resilience, increased self-confidence in
facilitation foster a conducive and supportive environment, conveying ideas and arguments professionally, and fostered
enabling employees to prepare for and undertake their the courage to actively contribute in a highly competitive
studies optimally without compromising their professional environment. Every academic challenge became a learning
responsibilities. opportunity to continuously improve my capacity and build
confidence to compete internationally.
In addition, Bank Negara Indonesia (BNI) provides
comprehensive financial support. This support reflects the Financial support from BNI through the GPP Program enabled
Company’s commitment to creating a safe and sustainable me to optimally focus on my learning process at Warwick
learning environment, while enabling participants to maximize Business School. More than just financial support, this
their learning outcomes effectively. program represents BNI’s commitment to developing talent
with global exposure, competitive capability, and leadership
readiness. I view this opportunity as a mandate to bring back
best practices, global insights, and a spirit of continuous
improvement to make a tangible contribution to strengthening
BNI’s capabilities and sustainable competitiveness.
Independent Development through Self Development Program
The Company also supports its employees who take the initiative to pursue higher education at the
Undergraduate (S1), Master’s (S2), and Doctoral (S3) levels at the best domestic universities. This support is
realized through the Self Development Program (SDP), an initiative designed to facilitate the improvement
of employees’ academic qualifications to strengthen the intellectual foundation of future leaders.
This program aims to continue driving a continuous learning culture while ensuring that leader candidates
have a depth of insight relevant to global business complexities. Through the educational assistance
provided, employees are expected to integrate academic knowledge with professional practice, thereby
providing more optimal strategic contributions and leadership for the company’s business progress.
Executive Development Program for BOD-1
BNI organizes a specialized development program for Senior Leaders at the job level one tier below the
Board of Directors (BOD-1) to ensure the readiness of the company’s top leadership candidates. Leadership
development at this level is implemented through various strategic initiatives, including participation in
development programs organized by Danantara Learning, as well as a series of executive training programs
in collaboration with world-class learning consultants and leading business schools.
448
Page 451
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Employee participation in programs organized by Danantara Learning is part of a strategic initiative to
ensure talent development aligns with the Danantara development scheme. Meanwhile, executive training
programs conducted in collaboration with world-class consultants and leading business schools—including
the Advanced Management Leadership Program (AMLP)—focus on strengthening strategic leadership
capabilities, global insights, and corporate-level decision-making.
All these development initiatives are designed to ensure the availability of top leadership talent who are
ready to compete and contribute optimally to the business environment.
Leadership Development Program
The Company organizes a comprehensive series of tiered leadership development programs designed to
prepare superior talent as future global leaders. This initiative is a vital part of strengthening behavioral
competencies so that every individual can face dynamic business challenges.
Within this framework, every employee is directed to implement leadership values gradually, starting from
Leading Self (leadership based on the ability to understand and manage oneself), Leading Others (the
ability to build effective relationships, provide direction, and inspire teams to achieve common goals), to
Leading Business (the ability to understand business dynamics and make strategic decisions to support
organizational sustainability). A
As a concrete manifestation of this commitment, the company organizes tiered leadership programs
consisting of the Firstline Management Leadership Program (FMLP), Middle Management Leadership
Program (MMLP), Advanced Management Leadership Program (AMLP), and the Board Level Leadership
Program.
Stages Description
Firstline Management Basic Leadership Development Program for Firstline Employees, designed to equip them
Leadership Program (FMLP) with essential competencies in preparation for becoming Team Leaders.
Intermediate Leadership Development Program for Middle Management Employees,
Middle Management
designed to improve global leadership competencies in order to prepare talent succession
Leadership Program (MMLP)
ready for BOD-2 positions.
Advanced Leadership Development Program for Senior Leaders, designed to prepare
Advanced Management
Division Heads/Regional CEOs with an understanding of the latest global trends so that they
Leadership Program (AMLP)
can play a strategic role in supporting BNI's business optimization.
Board Level Leadership Development Program, designed to ensure strategic and adaptive
Board Level Leadership
leadership in response to market dynamics in order to support the implementation of the
Program
Corporate Plan and the company's strategic priorities.
2025 Annual Report
449
PT Bank Negara Indonesia (Persero) Tbk
Page 452
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Employee Competency Development Strategy to Drive Sustainable Business Productivity
The strengthening of sustainable performance and the enhancement of global competitiveness are carried
out by the company through the alignment of competency development programs with the organization’s
vision, mission, and strategic direction. This human capital management is centralized through the corporate
university known as BNI University, ensuring that every learning initiative has a direct impact on business
productivity.
The implementation of competency development is systematically designed using the Learning Value Chain
(LVC) framework. Through this structured approach, the company ensures that every stage of learning—
from identifying needs to evaluating impact—runs in alignment with the increasingly adaptive dynamics of
the banking industry.
Learning Need Learning Design & Learning Dekivery & Learning Impact
Analysis (LNA) Development (LND) Deployment (LDD) Measurement (LIM)
Conducting employee needs Developing development Development program Learning evaluation is conducted
analysis through Development programs based on employee implementation refers to the end-to-end, including business
Needs Analysis (DNA) and competency gaps in current and 10-20-70 (Formal, Social, and impact, as a basis for continuous
Learning Needs Analysis. future roles. Experiential Learning) framework. improvement at all stages of
the LVC.
In order to shape employees who possess high The realization of these development plans is
initiative to continuously learn and develop implemented through a Blended Learning approach
themselves, a transformation of the employee using the 70:20:10 method, which integrates
development mindset has been undertaken knowledge, skills, and attitudes.
since 2024. The development pattern, which was • Experiential Learning (70%) is realized
previously HC Centric—where the HC Team held full through special assignments, On-the-Job
responsibility for the development process—has Training (OJT), and Secondment programs to
shifted to Co-Creation Centric. strengthen competency application in real work
environments.
Through this approach, there is a “sharing • Social Learning (20%) is conducted through
responsibility” in employee development, involving assistance in Regular Coaching & Mentoring
the Employee as Performer (50%), the Leader as programs by supervisors to provide feedback
Coach (40%), and the HC Unit as Strategic Partner and monitor development progress periodically.
(10%), making the development process more • Formal Learning (10%) is facilitated through self-
collaborative, sustainable, and yielding a tangible paced learning, which is currently supported by
impact on performance. predictive learning features to provide material
recommendations that align with positions and
Employee competency development is focused development needs.
on strengthening technical competencies and
behavioral competencies to address competency Through this learning ecosystem, all development
gaps according to current position requirements as activities—whether field assignments (experiential),
well as future career projections. As an organizational assistance (social), or formal training—are designed
follow-up, the company conducts a consolidated to provide a tangible impact on enhancing employee
analysis of all learning plans outlined in the agreed- capabilities across all work units. Following the
upon Individual Development Plans (IDP). This implementation of development, a comprehensive
analysis process ensures that the development learning evaluation is conducted to measure the
direction of each individual aligns with actual level of material understanding, monitor behavioral
issues, organizational strategies, and the company’s changes in the workplace, and analyze the impact
business needs. of development programs on the sustainable
improvement of performance and business
productivity.
450
Page 453
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
To help create an optimal learning ecosystem, the company continuously develops digital learning
infrastructure to facilitate employee access to competency development. Through the BNI Smarter learning
platform, employees can access various learning modules, interactive learning videos, and microlearning
designed to be flexible and accessible anytime and anywhere.
To ensure that the development process implemented aligns with organizational strategy, there are 8
academies, each with its own development focus as follows.
Academies Function
Managing leadership capability development to support organizational effectiveness and
Leadership Academy
sustainability.
Finance & Human Capital Managing competency development in finance and human capital to support
Academy organizational performance and governance.
Legal, Governance, Audit, & Managing competency development in legal, governance, audit, and compliance to ensure
Compliance Academy compliance and strengthen corporate governance.
IT, Digital, & Operations Managing competency development in IT, digital, and operations to support digital
Academy transformation and operational excellence.
Managing the development of network and service competencies to improve service
Network & Service Academy
quality and customer experience.
Managing the development of retail banking competencies to drive business growth and
Retail Banking Academy
retail service quality.
Wholesale, Treasury, & Managing the development of wholesale, treasury, and international banking
International Banking Academy competencies to strengthen competitiveness and corporate and global business growth.
Managing the development of risk management competencies to support prudent and
Risk Academy
sustainable decision-making.
As an implementation of the commitment to b. Technical Competency Development
sustainable development, reinforcement is directed Technical competency development is conducted
toward both behavioral and technical competency to ensure that employees possess the knowledge,
aspects that support business performance. The skills, and technical expertise relevant to position
entire development program is systematically and level competency requirements, business
designed to address the ever-evolving dynamics of demands, regulations, and increasingly dynamic
the industry. industry developments.
a. Behavioral Competency Development The focus of technical competency development
The Company is committed to strengthening is tailored to job families covering the mastery of
the behavioral competencies of all employees to core banking functions, including among others
ensure that every individual possesses attitudinal credit, finance & treasury, transactional banking,
standards aligned with organizational values banking operations, IT & digital banking, data
and dynamic business demands. Within this analytics, cyber security, risk management, as
competency cluster, leadership development well as compliance and governance. Through a
is positioned as a vital component, designed comprehensive learning approach, by integrating
progressively to support work effectiveness at formal learning, social learning, and experiential
every job level. learning, it is expected to enhance employees'
technical capabilities to provide effective
Behavioral competency development is directed business solutions, improve service quality, and
toward strengthening employee professionalism, support the achievement of performance and
integrity at work, and continuous adaptability in long-term banking business sustainability.
responding to industry dynamics and changes.
2025 Annual Report
451
PT Bank Negara Indonesia (Persero) Tbk
Page 454
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Employee Testimonials Total Rewards Philosophy: FoR MoRe
Benefit WE GO
BNI’s Total Rewards philosophy is designed as
a holistic approach to rewarding employees,
formulated within the FoR MoRe Benefit WE GO
DIDIT MARWANTO
REGIONAL FINANCE & CONTROL
framework. This philosophy reflects how BNI defines
DEPT. HEAD – rewards as part of performance management, well-
REGIONAL OFFICE 15
Peserta Program Persiapan
being, and sustainable employee development.
Implementasi BRAVE
BNI’s Total Rewards approach includes:
• FoR (Foundational Rewards) as the base of
To enhance employee productivity and support sustainable
business performance, Bank Negara Indonesia (BNI) employee income,
continues to drive organizational transformation and • MoRe (Motivational Rewards) as performance-
innovation, including the realignment of its regional structure
to expand market share and strengthen competitiveness with based rewards,
peers through the implementation of the Branch, Region & • Benefits as welfare support for employees during
Area Value Empowerment (BRAVE) Program.
their service period until post-employment
In support of the BRAVE Program, a series of competency-
based training initiatives have been conducted. These preparation,
programs have delivered substantial added value, not only by • WE (Working Environment) as the creation of a
broadening perspectives but also by strengthening capabilities
in regional mapping, business strategy formulation, portfolio conducive work environment, and
management, and continuous performance evaluation. • GO (Growth Opportunities) as the opportunity for
This applied learning approach enables stronger strategic continuous capability and career development.
alignment between Head Office and regional work units.
Looking ahead, I hope the knowledge and insights gained can
be effectively applied to drive improved performance at the This philosophy serves as the foundation for
work-unit level and contribute sustainably to the achievement
of BNI’s strategic objectives. determining Reward & Remuneration policies and
practices that align with business direction and
organizational needs.
Supporting Performance Culture through a
Remuneration Strategy
Optimum Reward & Remuneration Strategy In line with the Total Rewards philosophy, BNI aligns
BNI implements a remuneration policy that refers its remuneration strategy with its achievement at the
to internal provisions and applicable laws and corporate, unit, and individual levels. This alignment
regulations, ensuring that the wage structure and ensures that awards are given proportionally
scale remain at a competitive level in the labor to the contribution produced, and encourages
market. The determination of remuneration is based accountability and performance discipline across
on workload and is reviewed periodically to ensure the organization.
competitiveness and alignment with the Company’s
business conditions. The remuneration policy is The implementation of the remuneration strategy
implemented in a fair and objective manner, without is carried out through periodic reviews of incentive
discrimination based on gender, race, or other schemes, the application of variable performance-
backgrounds. based reward components, and the provision
of appreciation for employee contributions. This
As part of the Human Capital management strategy, approach strengthens the role of remuneration in
Reward & Remuneration is directed to support shaping consistent, result-oriented work behavior
performance achievement and organizational that aligns with BNI’s performance targets.
sustainability. This approach emphasizes the
alignment between contribution, performance,
and the awards received by employees, and serves
as part of strengthening BNI’s Employee Value
Proposition (EVP) through a total rewards approach.
452
Page 455
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Policy Alignment in BNI Group [ACGS B.6.3]
As part of the BNI Group, Reward & Remuneration policies are consistently aligned across all entities to
support common goals. This alignment includes the principles of remuneration management and employee
awards to ensure policy consistency, strategic alignment, and synergy between business units within the
group.
Performance Appreciation through BNI Employee Excellence Award
As part of strengthening the performance culture, BNI consistently organizes the BNI Employee Excellence
(BEE) Award as a form of appreciation for the outstanding contributions and performance of BNI Group
employees. This award is given to employees who demonstrate consistent performance achievements,
provide a tangible impact on their work units, and serve as role models for work behavior aligned with the
Company’s values.
The BEE Award is positioned as a recognition of employees’ best contributions, as well as an affirmation
that performance achievement is the primary basis of the reward system at BNI. Its implementation involves
Management and the Company’s leadership as a form of commitment to strengthening the performance
culture across the organization.
Employee Testimonials Employee Testimonials
Septi Ameliani AHMAD FATTAYA
Branch Manager – Bandung Non-Bank Financial Institution
Branch Office – Regional Office 04 Relationship Manager
International Banking & Financial
Institution Division
The BEE Award is one of BNI Management’s ways of The 2025 BEE Award from BNI management is a source of
appreciating its best employees. The award not only rewards pride and motivation for me to continue making the best
the rewarded employees but also their families, teammates, contribution to the company’s performance.
and their entire departments.
Thank you to the management team for their guidance and
I couldn’t be more grateful to be selected as one of the 60 BNI trust, and to my colleagues for their extraordinary support and
Best Employees for 2025. It really makes me proud to get such
great recognition from BNI management. a positive and comfortable work environment.
For me, being a BNI Best Employee isn’t just about the award; With BNI’s collaborative spirit and work culture, I’m confident
it’s about earning trust. I’m committed to continuing my BNI Hi-Movers will continue to grow and move forward.
contributions to BNI and to being a leader who inspires others
and helps develop the best talent around. I’m proud to be a BNI Hi-Movers!
Many thanks to BNI Management! I’m really proud to be a part
of the BNI Hi-Movers.
2025 Annual Report
453
PT Bank Negara Indonesia (Persero) Tbk
Page 456
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Employee Testimonials
FEBRY INDRA SETYAWAN
Head of Tech Modernization
Bank Hibank Indonesia
Receiving the BEE BNI Award 2025 as the sole representative
from a BNI subsidiary is a tremendous honor for me. This
recognition is not only a personal achievement, but also a
source of pride for Bank Hibank Indonesia as part of the BNI
Group family.
As Head of Tech Modernization, I have the opportunity to
contribute to the digital transformation that is key to the
advancement of modern banking. This award demonstrates
that our dedication and innovation at Bank Hibank Indonesia
are recognized equally with other BNI employees.
Thank you to the management of BNI and Bank Hibank
Indonesia for their trust and the opportunity to continue
innovating. This award is a huge motivation for me to
continue making the best contribution to modernizing banking
technology and advancing the BNI Group in the digital era.
I am proud to be part of the BNI ecosystem and committed to
continuing to work alongside all BNI Hi-Movers!
BEE Award in Talent and Leadership Development
The implementation of the BEE Award serves not only as a form of appreciation but also contributes to
supporting talent development and leadership continuity within the BNI Group. A number of BEE Award
recipients in previous periods have shown significant development in roles and responsibilities, including
occupying leadership positions in various work units.
The growing trend indicates that the BEE Award has become a reference in identifying employees with
superior performance and leadership potential relevant to organizational needs. Through this approach, BNI
ensures that career development is based on real contributions and role readiness, thereby supporting the
preparation of future leaders who possess strong capabilities, integrity, and business understanding.
The role of the BEE Award as part of strengthening the leadership pipeline is reflected in the career
progression of its recipients, who are currently trusted to occupy positions as Division Heads and Regional
Heads.
454
Page 457
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Zamzami R. Pratama Prabawaputra Komang Arya Wira Kusuma
Regional CEO of Regional Office 03 Corporate Development & Atmaja
Transformation Division Head Regional CEO of Regional Office 08
Winner of the 2024 BNI BEE Award
Winner of the 2023 BNI BEE Award Winner of the 2024 BNI BEE Award
Ester Dian Fajar Rainy Donny Chairuman Prihati
SORX Wholesale & International Institutional Banking 2 Division Head Enterprise & Commercial Remedial &
Banking Recovery Division Head
Winner of the 2025 BNI BEE Award
Winner of the 2024 BNI BEE Award Winner of the 2024 BNI BEE Award
CREATING AN INCLUSIVE, CONDUCIVE Respectful Working Place (RWP) as an Effort
AND PRODUCTIVE WORK ENVIRONMENT to Create a Safe, Comfortable, and Equality-
FOR ALL EMPLOYEES Respecting Work Environment
BNI implements the Respectful Working Place (RWP)
BNI views the work environment as an essential principles as part of its commitment to creating a
prerequisite for maintaining productivity, safe, comfortable, and mutually respectful work
engagement, and sustainable employee environment. RWP affirms the Company’s firm
performance. Therefore, the strengthening of stance against all forms of harassment, bullying,
performance and leadership at BNI is complemented discrimination, and other inappropriate behaviors
by continuous efforts to build an inclusive, safe, and in the workplace.
conducive work environment for all employees.
As a follow-up to the direction from the Ministry
A healthy and mutually respectful work environment of SOEs through Letter Number SE-1/MBU/01/2024
enables employees to contribute optimally, dated January 18, 2024, BNI has established
collaborate effectively, and maintain a balance provisions for RWP implementation through
between performance and well-being. These efforts Company Guidelines Number Instruction IN/013/
are implemented consistently through policy HCS/001. RWP implementation is supported by
reinforcement, utilization of digital support, and the a safe and confidential reporting mechanism,
application of equality principles and the protection professional and equitable handling processes,
of employee rights across the BNI Group. as well as continuous socialization to strengthen
understanding and mutually respectful behavior
across all work units.
2025 Annual Report
455
PT Bank Negara Indonesia (Persero) Tbk
Page 458
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Policy Regarding Child Labor and/or Forced professionally at BNI.Through this approach, BNI not
Labor only expands access to inclusive job opportunities
As part of its social and ethical responsibility, BNI but also enriches organizational diversity, which
ensures that all operational activities consistently supports the Company’s innovation, performance,
comply with national labor laws and international and sustainability.
standards prohibiting child labor and forced labor.
Through a rigorous recruitment process and Healthy, Comfortable and Safe Work
periodic audits, BNI maintains its commitment to Environment to Increase Employee
protecting workers’ human rights and supporting Productivity [ACGS B.6.1]
fair and sustainable labor practices. BNI views a healthy, safe, and comfortable work
environment as an essential prerequisite for
Commitment to Human Rights Enforcement maintaining productivity and sustainable employee
As a form of responsibility toward sustainable and performance. Therefore, BNI consistently ensures
inclusive development, BNI is delivering on its the availability of a proper workplace through the
commitment to upholding Human Rights (HAM) in implementation of occupational health and safety
every aspect of the Bank’s operations. By prioritizing standards, strengthening operational discipline, and
the values of justice, equality, and transparency, BNI providing supporting facilities relevant to employee
ensures that all policies and actions consistently needs.
align with internationally recognized human rights
principles. Through a collaborative approach with This approach is directed toward mitigating work
stakeholders, BNI continuously strives to create a risks while creating a work atmosphere that enables
work environment that is safe, respects diversity, and employees to work in a focused, safe, and sustainable
supports the protection of individual and community manner. A well-maintained work environment
rights around BNI’s environment. This commitment serves as the foundation for stable performance,
serves as the foundation for maintaining trust and healthy collaboration, and achieving optimal work
delivering a positive impact to the wider community. results across all BNI Group work units.
Recruitment of Persons with Disabilities In line with this commitment, BNI recognizes that
BNI consistently strengthens its commitment long-term productivity is closely linked to the holistic
to building an inclusive work environment by well-being of its employees. In 2025, BNI continued
providing a disability-friendly workplace, both to strengthen the BNI Holistic Employee Wellbeing
through infrastructure adjustments and the opening Program, which is designed to support the creation
of equal career opportunities. This commitment is of happy and healthy BNI hi-movers. The program is
realized through the continuous annual recruitment built on three main pillars—mental and physical well-
of employees with disabilities, opening space for being, financial well-being, and social well-being—
disabled talent to join, contribute, and develop implemented through various initiatives, including
health consultation services and EAP 2.0, financial
planning support and retirement preparation
programs, as well as the enhancement of employee
social communities. This holistic approach forms an
integral part of BNI’s efforts to sustainably maintain
a balance between performance excellence and
employees’ quality of work life.
456
Page 459
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
yee Well
Emplo -Be
I i ng
BN
HEALTH
Mental & Physical
Consultation
• EAP 2.0
• BNI Daycare
FINANCIAL
Financial
Consultation
• EAP 2.0 -
Financial Checkup
Happy & Healthy • New Dana
BNI Hi-Movers Kesehatan Masa
Pensiun (DKMP)
SOCIAL
Social Communities
46 Society (Komunitas)
1. Maintaining Employee Mental and Physical Health
BNI Employee Assistance Program 2.0
As part of strengthening employee well-being, BNI continued the refinement of the BNI Employee
Assistance Program (EAP) 2.0. This program provides access to professional consultation services
regarding mental and physical health that are personal and confidential, aimed at helping employees
manage work and personal challenges in a healthier manner.
The implementation results of EAP show that 64% of employees who utilized the consultation services
experienced an improvement in their mental health conditions. This insight serves as the basis for
strengthening a more structured and sustainable employee well-being approach through the BNI Holistic
Employee Wellbeing Program 2025.
Employee Testimonials Employee Testimonials
HABIBULLAH ZUBER UKHTI AMALIA
MATONDANG Institutional Banking Business
Retail Productive Business Development
Team Leader Institutional Banking 2
RCC Jatinegara
This EAP program has been a very beneficial experience. The BNI EAP program helped me realize that mental health
I find it incredibly helpful. The app is easy to use and offers is directly linked to work performance. With the guidance of
various features that support mental health and work-life a professional coach, I learned time management techniques
balance. Plus, I can communicate and discuss directly with and how to overcome anxiety when facing a big deadline. I
experts. This program has helped me become more aware of feel more energetic and fully present in meetings, which
the importance of maintaining my health, allowing me to work automatically increased my work output compared to before.
more focused and productively.
It wasn’t just about mental health counseling, but also about
Thank you, BNI. diet and exercise guidance. When my body feels fitter and my
mind is calmer, my focus at work is much sharper. I no longer
feel tired midday, so my productivity remains consistent from
morning to evening.
2025 Annual Report
457
PT Bank Negara Indonesia (Persero) Tbk
Page 460
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Supporting Work-Family Balance through BNI Little Explorers Daycare
BNI continues the operation of BNI Little Explorers Daycare as part of its commitment to supporting work-
family balance. This childcare facility is designed to provide tangible support for employees, particularly in
balancing professional and family roles.
The daycare is managed by professional partners through a rigorous selection process, equipped with
competent caregivers, periodic health monitoring, and safe, child-friendly facilities. The use of real-time
activity monitoring applications provides a sense of security and trust for employees during their work
hours.
As part of the BNI Little Explorers Daycare ecosystem, BNI also organized Parenting Webinars to equip
employees with practical insights in supporting child growth and development amidst work dynamics.
Employee Testimonials Employee Testimonials
Amanda Puspitasari
Channel & Service Management
Daniel Setiawan
Senior Staff Channel & Service
Program Relation Manager
Management Section - Regional
Senayan Branch
Office 12
BNI’s Daycare Program provides a strong sense of security for BNI Daycare helps me maintain a balance between my
my family and me while carrying out our work responsibilities. career and my role as a mother. This facility is a tangible
This facility allows my child to remain in a safe, well-managed manifestation of BNI’s support for employee mental health.
environment that supports their growth and development. Since using BNI Daycare, my work routine has become
much more focused and easier. My children are close to the
In addition, children receive attentive and friendly care, workplace, well-supervised, and growing up happily.
engage in educational activities, and are monitored through an
adequate CCTV system, reflecting BNI’s genuine commitment This allows me to work with a calmer and more enthusiastic
to the well-being of both its employees and their families. mind, without worry, thanks to the support of professional
caregivers and adequate facilities. The daily activities are
varied, so my children don’t get bored and can explore to their
full potential.
We sincerely hope that this program can be continued and
expanded to other BNI buildings, not only at Menara BNI, but
also at Gedoeng BNI, Grha BNI, Plaza BNI, and Emerald Tower
(PIK), so that more employees who may need this daycare
facility can benefit from it.
2. Maintaining Employee Financial Health
In supporting overall employee well-being, BNI provides financial planning consultation services through
app-based professional partners. These services are intended to improve financial literacy and help
employees manage their personal finances more systematically, thereby creating financial stability that
supports work focus and productivity.
Retirement Health Fund (DKMP): Healthy Investment for a Prosperous Future [ACGS B.6.3]
BNI understands that retirement is when employees get to enjoy the fruits of their labor and live a
comfortable and peaceful life. One of the challenges employees usually find after retirement is how to
continue having access to quality health services. Addressing this need, BNI presents the Retirement
Health Fund (DKMP), an innovative program designed to provide comprehensive health protection for
employees after they retire.
458
Page 461
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
As the need for healthcare services increases in 3. Maintaining Social Health
later years, DKMP serves as a strategic solution BNI believes that healthy social interaction plays
that provides not only financial protection an essential role in maintaining employee balance
but also peace of mind for employees in the and productivity. To this end, BNI facilitates the
future. Through this program, BNI ensures that formation of employee communities as spaces
employees continue to receive guaranteed for collaboration, the expression of interests and
access to adequate healthcare services, reducing talents, and the strengthening of togetherness
concerns regarding potential unforeseen medical within the work environment.
costs, and supporting the creation of an optimal
quality of life in retirement. Through the 46 Society, which oversees more
than 25 interest- and hobby-based communities,
employees not only expand their internal
networks but also participate in various activities
and events representing BNI. This initiative
contributes to building a more harmonious work
environment and supports overall performance.
Community Testimonial Community Testimonial
46 VESPA BNI DIAMOND46
We express our deepest gratitude and appreciation to BNI The Diamond46 community was established as a platform
Management for the support, attention, and trust they for developing employee interests and talents in softball, in
have given us in the 46 Vespa BNI Community. This support line with the growing enthusiasm of employees for the sport.
motivates us to maintain our unity, foster pride as BNI Hi- Diamond46 is expected to support a healthy work-life balance
Movers, and contribute positively to building BNI’s image and strengthen collaboration among employees across work
through a spirit of community togetherness. units, while aligning with BNI’s management strategy to
increase employee engagement and productivity.
The 46 Vespa BNI Community is a platform for all BNI Hi-
Movers who share an interest in and hobby for automotive Since its inception, Diamond46 has actively held regular
vehicles, especially Vespas. This community was formed training sessions and participated in inter-company softball
as a means to strengthen solidarity, increase employee competitions to enhance skills, competitiveness, and foster a
engagement, and support the creation of a work-life balance. positive competitive spirit. We express our appreciation and
gratitude to BNI management for their support, which serves
Since its inception, the BNI 46 Vespa Community has actively as a crucial foundation for talent development, achievement,
participated in various activities, including group rides, and strengthening collaboration through sports.
touring, social activities, and participation in internal and
external events that promote BNI’s reputation.
In carrying out community activities, we consistently
collaborate and coordinate with BNI Management effectively
and sustainably, ensuring that every activity runs smoothly,
safely, and positively impacts both community members and
the institution.
2025 Annual Report
459
PT Bank Negara Indonesia (Persero) Tbk
Page 462
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
IMPROVING EMPLOYEE EXPERIENCE IMPACT ON HUMAN CAPITAL
THROUGH INTEGRATED DIGITAL MANAGEMENT STRATEGIC INITIATIVES IN
INFRASTRUCTURE 2025
In supporting a performance-oriented and During 2025, BNI focused its Human Capital
sustainable Human Capital transformation, BNI management on strengthening the foundations of
consistently strengthens the utilization of digital performance and employee engagement as part of
infrastructure as the foundation for managing the the Deliver phase in the Human Capital Roadmap.
employee experience. This approach is directed Various strategies and initiatives implemented
toward ensuring that every Human Capital process were directed toward building a work environment
runs more simply, transparently, and is easily that is more structured, measurable, and supports
accessible to all employees. sustainable productivity enhancement.
As a manifestation of this commitment, BNI The initial impact of these initiatives is reflected
developed DigiHC as an integrated Human Capital in the employee engagement level, measured
platform used by all BNI Hi-Movers. DigiHC is through the Employee Engagement Score (EES)
positioned as one app for all in Human Capital using the e-NPS method, with an engagement level
management, unifying various core processes achievement of 35%. This achievement indicates that
into a single integrated platform. Through DigiHC, a basis for employee engagement is beginning to
employees can independently manage daily work form, while also identifying areas to be continuously
activities, ranging from attendance, work planning strengthened through the refinement of work
and realization, survey completion, providing and systems, leadership, and employee experience in
receiving feedback, to accessing information on the the subsequent stages.
latest Human Capital policies in real-time.
From the workforce management perspective, BNI’s
The utilization of DigiHC not only enhances ease of total headcount in 2025 was recorded at 27,201
access and process efficiency but also strengthens employees, remaining relatively stable compared to
the traceability and consistency of Human Capital the previous year. This stability is in line with BNI’s
management across the organization. For leaders strategic direction, which emphasizes increasing
and line managers, this platform provides a more productivity through strengthening work processes,
reliable information base to monitor work execution, utilizing digital systems, and enhancing role
follow up on performance issues, and support faster, effectiveness, rather than expanding the number of
data-driven decision-making. employees.
In line with the strengthening of the work system, Employee productivity, measured through earning
BNI also developed BNI Smarter as a supporting per employee (EPE), was recorded at IDR746.18
platform for employee capability development and million/employee. This indicator reflects Human
learning. BNI Smarter enables employees to plan, Capital’s contribution to supporting the Company’s
monitor, and record learning activities according business performance, while also serving as an initial
to their respective individual development needs. benchmark to drive more consistent productivity
Through this platform, the learning process is no improvements in the following period.
longer sporadic but has become a structured and
integrated part of the employee’s development Overall, the implementation of the Human Capital
journey. strategy throughout 2025 serves as an important
foundation for strengthening organizational
The integration between DigiHC and BNI Smarter performance in the future, with a focus on increasing
reinforces the employee experience end-to-end, employee engagement, productivity, and capability
from performance management to capability readiness aligned with BNI’s business direction and
development. This approach ensures that the needs.
employee experience at BNI does not only focus on
system convenience but also supports productivity, APPRECIATION AND AWARDS IN 2025
competency readiness, and sustainable employee
performance in the long term. In 2025, BNI, time and again, received appreciation
and awards in Human Capital management,
including the following:
1. 500 Best Companies in Asia Pacific 2025 – TIME
2. Best Companies to Work for in Asia 2025 – HR
Asia
460
Page 463
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
3. World’s Best Employers 2025 - Forbes be implemented consistently and measurably,
4. Gold Medals: Best Benefits Wellness and Well delivering a tangible impact on organizational
Being Program – Brandon Hall Group HCM performance.
Excellence Award 2025
5. Bronze Medals: Best Corporate Culture Through the strengthening of the Human
Transformation – Brandon Hall Group HCM Capital digital platform, BNI ensures process
Excellence Award 2025 traceability, the availability of reliable data, and
6. Gold Awards: Branding & Durability Best faster, information-based decision-making. This
Corporate University – Global Council of approach enables performance management,
Corporate Universities (GCCU) Award 2025 talent development, and employee experience to
7. Gold AwardWinner: Best Learning & Development run more structurally, while serving as an enabler
Over 5,000 Employees – International Customer for all other Human Capital initiatives.
Experience Awards (ICXA) 2025
8. Dream Workplace for Learning – Markplus 2. Strengthening Performance Management
Institute and Performance Culture With an increasingly
9. SRIKANDI: Winner of Social Community in robust system foundation, BNI continues to
Women’s Empowerment – Perempuan Inspiratif strengthen performance management to ensure
2025 TVOne the alignment of individual goals, unit goals, and
business strategy. Performance management
HUMAN CAPITAL MANAGEMENT REVIEW is directed toward clarifying accountability,
AND STRATEGIC DIRECTION FOR 2026 strengthening the role of line managers, and
driving continuous performance improvement.
Throughout 2025, BNI’s Human Capital management
focused on strengthening the foundation for policy In line with this, the strengthening of the
and system implementation as part of the Deliver performance culture is focused on internalizing
phase in the Human Capital Roadmap. The various values and result-oriented work behaviors,
initiatives carried out during this period serve as ensuring that performance becomes an
the initial basis for ensuring alignment between integral part of daily work practices across the
the Company’s strategic direction, organizational organization.
readiness, and more structured and measurable HR
management practices. The lessons learned from 3. Optimizing Total Reward to Support Performance
the 2025 implementation provide an initial overview BNI is optimizing its total reward policy to
of areas that have operated effectively, as well as ensure that awards are aligned with employee
areas for improvement that need to be strengthened contributions and performance achievements.
to support BNI’s future business transformation. This approach supports motivation, maintains
competitiveness, and strengthens the retention
Aligned with BNI’s Long-Term Corporate Plan of talents who provide significant contributions
(RJPP), 2026 will be a vital phase to strengthen to the Company’s performance.
the role of Human Capital as a strategic enabler in
driving sustainable business transformation. During The optimization of total rewards also plays a
this period, Human Capital management is directed role in reinforcing the performance culture by
toward increasing implementation consistency, providing consistent and proportional awards
system effectiveness, and tangible impacts on relative to work results.
organizational performance.
4. Strengthening Talent, Career, and Succession
Based on the evaluation of 2025 and BNI’s business Pipeline BNI is strengthening end-to-end talent
direction, the 2026 Human Capital strategy is management to ensure employee readiness in
focused on strengthening priority areas that directly filling strategic roles and leadership positions in
impact productivity, leadership, and organizational the future. Career management and succession
readiness. planning are directed toward building a
sustainable leadership pipeline, aligned with
1. Strengthening Human Capital IT and Digitalization business needs and organizational dynamics.
as the Foundation of HC Management BNI This approach ensures leadership continuity and
positions Human Capital IT and digitalization long-term organizational performance stability.
as the primary foundation of Human Capital
management in 2026. This strengthening is an
essential prerequisite to ensure that Human
Capital policies, processes, and practices can
2025 Annual Report
461
PT Bank Negara Indonesia (Persero) Tbk
Page 464
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Information Technology
STRATEGIC ROLE OF INFORMATION BNI INFORMATION TECHNOLOGY VISION
TECHNOLOGY IN BNI’S BUSINESS AND MISSION
ACCELERATION AND TRANSFORMATION
2025 Vision
Menjadi pendukung utama untuk mendorong
In facing the rapidly evolving digital era, BNI has transformasi BNI menuju pertumbuhan bisnis yang
made Information Technology (IT) one of the main berkelanjutan.
pillars in sharpening its competitive edges and
strengthen business growth. IT plays a strategic role Visi ini selaras dengan visi BNI yaitu “Menjadi
in driving business transformation, from enhancing Lembaga Keuangan yang Terunggul dalam Layanan
operational efficiency and optimizing customer dan Kinerja secara Berkelanjutan”. TI sebagai
service to creating digital innovations that are enabler mendukung BNI dalam mewujudkan visi
relevant to increasingly dynamic and competitive untuk menjadi lembaga keuangan yang terunggul
market needs. dalam layanan dan kinerja dengan mendorong BNI
bertransformasi untuk pertumbuhan bisnis yang
Throughout 2025, BNI continued to accelerate berkelanjutan dengan menyediakan pengalaman
various digital initiatives by referring to the terbaik bagi nasabah dan meningkatkan efisiensi
Corporate Plan 2024–2028, aimed at addressing secara keseluruhan.
business development needs and strengthening the
foundation for long-term transformation. With the Mission
aspiration statement “4-t-6 Technology Formula of 1. Fostering Core of Excellence with Enterprise
Transforming BNI with IMPACT” or abbreviated as Agility
“46 with IMPACT”, BNI has established the IT vision, 2. Catalyst for Data Driven Transformation
mission, and main programs as a strategic roadmap 3. Fortify Resilience with Future-proof Innovation
for the next five years. These IT initiatives focus on 4. Revolutionize beyond Ecosystem
four primary missions:
1. Enterprise Agility – increasing organizational The elaboration of the IT Vision is conveyed in 4 BNI
agility in responding to market changes. IT Missions, as follows:
2. Data Driven Transformation – optimizing
decision-making through data analytics. 1. Fostering Core of Excellence with Enterprise
3. Future-Proof Innovation – delivering innovations Agility
that are relevant for the future. This mission relates to efforts to increase
4. Revolutionize Beyond Ecosystem – expanding productivity through sustainable initiatives
cross-industry collaboration through the including HR transformation, increasing
utilization of cutting-edge technology. collaboration between teams, centralizing
work functions in certain areas (Center of
Throughout 2025, BNI IT maintained a stable level of Excellence), and adopting an agile approach
IT investment planning execution compared to the in IT organizational activities in order to build
previous year. With a relatively similar IT investment a strong foundation for BNI in its sustainable
allocation, BNI strengthened the IT systems to transformation journey.
support the its business (change the bank) while
simultaneously maintaining the quality of IT 2. Catalyst for Data Driven Transformation
operations (run the bank) with a balanced investment This mission relates to the role of IT as a key
proportion, in order to support sustainable growth driver in changing the way banks operate by
and create long-term value for shareholders. maximizing data, where IT is not only a technical
supporter but also a catalyst in changing
organizational culture, business processes, and
data-driven decision-making. By utilizing data
effectively, banks can make better business
462
Page 465
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
decisions, improve efficiency, provide a more 2. INDI 4.0 Level 4 (Already Implemented)
personalized customer experience, and increase In order to fulfill the implementation of the
competitiveness and relevance in the digital era. Indonesia Industry 4.0 Readiness Index (INDI
4.0) assessment for State-Owned Enterprises
3. Fortify Resilience with Future-proof Innovation (BUMN) as outlined in the MoU between KBUMN
This mission relates to efforts to strengthen and the Ministry of Industry No. MoU-03/
the bank’s resilience to various risks, both from MBU/04/2021 No. 1 of 2021, BNI has conducted
within and outside the organization. This includes a self-assessment of INDI 4.0 and reported the
the ability to deal with disruptions, regulatory results to the Ministry of SOEs as of December
changes, cyber-attacks, and other business 30, 2024, with a level 4 result (level: already
uncertainties. In its implementation, this is implemented). The monitoring of INDI 4.0
supported by technological innovations that are achievement can be fulfilled through periodic
not only relevant today but can also survive and evaluations and adaptations to changes in the
thrive in the future. business environment, continuous investment in
technology, and human resource development,
4. Revolutionize beyond Ecosystem including the establishment of an innovation and
This mission relates to efforts to carry out creativity culture, as well as implementing strong
innovative transformations beyond the governance. The success in maintaining the INDI
boundaries of the traditional banking ecosystem. 4.0 level demonstrates BNI’s readiness as a bank
With this mission, BNI continues to develop that complies with industry standards.
through innovative propositions and seeks new
opportunities outside conventional banking 3. Disaster Recovery Capability
services with ecosystem expansion, which can To ensure the continuity of IT operations, including
also help BNI maintain its competitive advantage. in the event of disasters or mass disruptions, BNI
utilizes a disaster recovery backup system, with
BNI INFORMATION TECHNOLOGY placements at separate data centers functioning
EXCELLENCE as a Disaster Recovery Center (DRC) and with
redundancy configurations functioning as
BNI has many advantages in the field of IT that are High Availability (HA). Furthermore, to ensure
capable of supporting the business to continue the readiness of the backup system in facing
growing, as follows: emergency conditions, testing of the operation
1. IT Maturity Level 4 (Predictable) switch from the main system to the secondary
To support the achievement of business or backup system (Switch Over) and back to the
objectives through the effective and efficient main system (Switch Back) is conducted. The
use of information technology, BNI implements Switch Over and Switch Back (SO-SB) activities
the COBIT 5 and COBIT 2019 frameworks as are performed to test the secondary or backup
references for IT governance and management. system in running services, especially for critical
Success in the application of these COBIT and transactional applications. This automation
frameworks is measured as the level of IT initiative provides customers with a sense of
Maturity, which indicates how well IT practices security and trust.
are applied and integrated.
4. Core Banking Optimization
BNI’s IT Maturity has been successfully maintained BNI has successfully increased the capacity and
at a capability level of 4 (predictable) through capability of its Core Banking system through
periodic evaluations, continuous improvement various optimization initiatives. The results
efforts, management commitment to support of these efforts are significant, with a 242%
these enhancement initiatives, employee training acceleration in the End of Day (EOD) process, a
and competency development, increased 233% acceleration in the End of Month (EOM)
awareness and ownership of IT governance, as process, and a 500% acceleration in repost
well as performance monitoring against relevant transaction processes. This improvement not
KPIs. This demonstrates that BNI’s IT processes only strengthens operational efficiency but also
and governance are in line with best practices. ensures faster and more accurate services for
This is supported by efforts to enhance IT Maturity customer.
through fulfilling gaps in assessment results,
including meeting obligations to regulators and 5. Sustained Endpoint Security
shareholders. BNI continuously maintains and enhances
security for endpoints, which are devices
connected to the computer network on both the
server and client sides that serve as endpoints
2025 Annual Report
463
PT Bank Negara Indonesia (Persero) Tbk
Page 466
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
in data exchange, including protection from Emphasizing Hyper-Personalization by utilizing data
external threats. This is carried out to ensure the and analytics to offer more personalized services
reliability of BNI’s IT system security while also tailored to the needs of each customer, wondr by BNI
protecting sensitive data from cybersecurity is equipped with 3 Financial Dimensions: Transactions,
threats. Insights, and Growth as key features to provide the
best banking experience in transactions and future
6. IT Competency Model planning.
As a measure of human resource quality, BNI’s
IT Work Unit (SKTI) implements a standardized The increasing demand for transactions among the
framework to manage and develop employee public makes the Transaction feature wondr by BNI
competencies in the IT field, including skills, aimed at supporting customers’ fast, secure, and
performance management, community, and convenient financial needs in real-time. Features
career paths. The utilization of the IT Competency such as domestic transfers, international transfers,
Model enables employees to enhance their e-wallet top-ups, TapCash top-ups, QRIS payments,
expertise in line with their daily activities to bill payments, and scheduled transfer arrangements
support the company’s objectives. can all be done in just three simple steps to help
customers manage their daily transactions. Each
REALIZATION OF IT IMPLEMENTATION process in the Transaction feature of wondr by BNI
PROGRAM prioritizes an intuitive and self-explanatory flow
design based on in-depth research to provide a
BNI’s IT plays an active role in providing and much more enjoyable user experience.
developing information technology solutions
aligned with business needs, in order to support In line with the increasing financial literacy of the
the achievement of BNI’s overall strategy and Indonesian public, wondr by BNI presents the
transformation. Throughout 2025, various IT Insights feature to assist BNI customers in checking
implementation programs were carried out in a their financial health. Customer transactions
targeted and measurable manner, with a focus on conducted across all BNI channels, whether through
enhancing technological capabilities, operational ATMs, EDCs, or digital channels, will immediately
efficiency, and optimizing services for customers and appear and be categorized according to modern
business units. These programs were designed to societal needs such as Food & Beverages, E-wallet
support BNI’s growth agenda through the integration Top Up, Monthly Bills, Transportation, Shopping,
of technology into core business processes, Lifestyle, and others. This feature will also provide
enhancing the reliability of IT infrastructure, and an easily understandable diagram comparing the
implementing high security standards. Furthermore, customer’s income and expenses over a month. It is
each program is equipped with performance hoped that this will help the Indonesian public to be
indicators and evaluation mechanisms to ensure more prudent in managing their finances
implementation effectiveness and compliance with
the Company’s strategic targets. Future planning has become a common practice
among the Indonesian public today. In addition
Several of BNI’s IT implementation programs, along to providing a transaction experience and robust
with their performance achievements and evaluation spending behavior insights, wondr by BNI is
results throughout 2025, can be seen as follows: also equipped with the Growth feature, which
focuses on future planning by providing various
Banking Services Development in the Retail hyperpersonalized financial product options
Area according to the needs and risk profiles of customers,
user experience, increasing service adoption, and such as time deposits, savings, and investment
supporting business growth. One of the standout IT instruments, to encourage customers to grow
developments in 2025 is wondr by BNI. and develop financially according to their future
dreams. wondr by BNI also provides users access
wondr by BNI is a new banking app from BNI to view all their assets within the BNI ecosystem
equipped with the latest technology and global and its subsidiaries, such as Savings and Current
standards, featuring a more modern and fresh
interface and providing a better user experience.
464
Page 467
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Accounts, Time Deposits, and Investments (Mutual - BNIdirect bisnis, a cash management solution for
Funds, Bonds, Stocks, DPLK, and Bancassurance) on the SME segment.
a single screen. - BNIdirect API, a Banking-as-a-Service (BaaS)
offering that enables Wholesale customers to
perform banking transactions from their own
systems through API integration.
- BNIdirect supply chain, a supply chain financing
solution for business entities.
- BNIdirect receivables, a solution providing
collection facilities for Wholesale customers.
- BNIdirect trade, an export-import financing
solution.
- BNIdirect fx, a web-based digital application
accessible via the internet by Corporate customers
to conduct non-physical FX transactions directly
with BNI Treasury Dealers.
The branding name BNIdirect was previously known
as the Cash Management channel. Along with the
development of the integrated WholesaleTransaction
Banking channel, BNIdirect has transformed into
The development of the wondr by BNI application the branding name for BNI’s integrated Wholesale
has reached its first release with its launch. portal, accessible via https://direct.bni.co.id, while
Subsequently, until the end of 2025, wondr by BNI the Cash Management channel now carries a new
is in a coexistence phase with BNI Mobile Banking, branding name: BNIdirect cash.
where the migration process of existing features
is underway, set for completion in the coming All developments in the Wholesale Transaction
months. Once the migration of these features is Banking channel are conducted sustainably by
fully completed, wondr by BNI will replace BNI accommodating various feedback and insights from
Mobile Banking as the personal digital channel for customers, ensuring that the services provided are
BNI customers. increasingly effective, efficient, and aligned with
business needs.
wondr by BNI has been downloaded more than
12 million times throughout 2025 since its launch Several Wholesale Service Development Initiatives
and shows an active transacting user rate of ±65%, in 2025
which consistently increases higher than BNI Throughout 2025, BNI realized a range of Wholesale
Mobile Banking. This serves as evidence of BNI’s banking service developments, including:
commitment to continue being the customers’ 1. Implementation of BNIdirect bisnis for the SME
preferred main transaction platform. Segment, Launched at the BNI WondrX event on
August 15–17, 2025, at ICE BSD. This solution is
Banking Services Development in the specifically designed for the SME segment with
Wholesale Area the convenience of single user authorization,
Banking services development in the Wholesale area simpler transaction flows, and a highly user-
is focused on delivering an optimal user experience friendly UI/UX.
for corporate customers and business entities. In • The standout features of BNIdirect bisnis for
line with the development of customers’ businesses, the SME Segment include:
the bank’s internal needs, and compliance with a. Single user access.
regulatory requirements, BNI continuously enhances b. Financial summary in the form of complete
the features and capabilities of its Wholesale digital and transparent financial reports.
services to maintain competitiveness and fulfill c. A more personalized service experience.
customers’ transactional needs end-to-end. d. Ease of instant transfers, payments, and
purchases.
The development of all channels in the Wholesale e. Stronger support for MSME (UMKM)
Transaction Banking area is carried out using the development.
BNIdirect branding, which includes:
- BNIdirect cash, a cash management solution for
the corporate and commercial segments.
2025 Annual Report
465
PT Bank Negara Indonesia (Persero) Tbk
Page 468
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2. Enhancement of BNIdirect API Services 3. Enhancement of BNIdirect cash
In addition to developments in the Cash Services BNIdirect cash remains the primary
Management channel, BNI also enhanced its channel for Wholesale customers in conducting
API services to support the system integration financial transactions. Throughout 2025, the
needs of Wholesale customers. This API service performance of BNIdirect cash showed solid
enables corporate customers to integrate their growth, with a total Gross Transaction Value
internal financial systems with BNI’s banking (GTV) reaching Rp11,406 trillion, an increase
system securely, reliably, and in accordance with of 26.4% compared to the previous year. The
industry standards. number of BNIdirect cash users was recorded
at 261,815 customers as of December 2025, an
The enhancement of API services in 2025 increase of 24.8% compared to the previous year,
included strengthening security, reinforcing host- reflecting a high level of adoption and customer
to-host transaction integration, expanding the trust in BNI’s Wholesale digital services.
digital ecosystem with partners, improving the
API onboarding and operational processes, and
supporting end-to-end API service management
to support the Bank’s digital service growth.
BNI Anti Money Laundering (AML) System
The development of the BNI AML System is designed to prevent and detect money laundering and
terrorist financing. BNI implements a comprehensive AML program to ensure compliance with regulations,
particularly POJK No. 8 of 2023, and to maintain the integrity of the financial system.
IT System and Infrastructure Hygiene Capabilities Enhancement
The enhancement of IT System and Infrastructure Hygiene Capabilities aims to ensure that the technology
information systems and infrastructure remain reliable, secure, and aligned with evolving business needs.
Core Banking Optimization
BNI has successfully increased the capacity and capability of its Core Banking system through various
optimization initiatives. The results of these efforts are significant, with a 242% acceleration in the End of Day
(EOD) process, a 233% acceleration in the End of Month (EOM) process, and a 500% acceleration in repost
transaction processes. This improvement not only strengthens operational efficiency but also ensures faster
and more accurate services for customers.
Configuration Management Database
BNI has implemented the Configuration Management Database (CMDB) as a means to monitor and manage
system and service configuration changes, while simultaneously serving as the single source of truth for
accurate and integrated IT data management.
466
Page 469
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
New Core Treasury Management System carried out to ensure that IT implementation
(TMS) continues to follow the Board of Directors’
BNI has implemented the New Core TMS since policies, business strategies, and the execution
July 7, 2025, for the Head Office, while six Overseas of BNI’s transformation while considering IT
Branch Offices (KCLN) are scheduled to follow with trends and regulations in the banking sector both
a phased go-live target from July to August 2026. locally and globally.
In terms of functional excellence, the New Core This RSTI serves as a roadmap for BNI’s
TMS is a unified cross-asset front-to-back platform, digital transformation, with the primary goal
ensuring that all processes from trading and risk of optimizing the use of technology to support
management to operations reside within a single operations, enhance efficiency, and drive
integrated system. The platform also supports innovation. Annual activities are detailed in
full STP (Straight Through Processing), both for the IT Development Plan (RPTI). Throughout
transactions from trading platforms and the direct 2025, all strategic IT projects were brought to
retrieval of market data from Bloomberg and completion as planned. This achievement reflects
Refinitiv. Furthermore, transactions related to IT’s commitment to continuously support BNI’s
marketable securities can also be processed via ongoing efforts to integrate the IT strategy into
direct STP to JITU BI-SSSS, thereby increasing the company’s business strategy.
processing speed and reducing operational risk.
2. Evaluation of the Effectiveness of Information
Regarding the differences compared to the previous Technology (IT) Implementation
system, the New Core TMS enables transactions Evaluation of the Effectiveness of Information
and market data to be processed automatically with Technology (IT) Implementation the Ministry
various surrounding applications. The system is of State-Owned Enterprises has established
built with a horizontal scaling architecture capable an internationally standardized IT governance
of handling large transaction volumes in real-time, framework and implementation priorities that
making it highly suitable for the needs of a bank with offer guidelines for evaluating IT implementation
intensive treasury activities. The product coverage (governance, performance, and technology
supported is also significantly broader—ranging utilization). The framework for IT implementation
from rates, FX, credit, derivatives, securities, repos, assessment uses the Control Objective for
collateral management to clearing—and is designed Information and Related Technologies (COBIT)
to meet comprehensive cross-asset and regulatory 2019, with a two-dimensional process capability
reporting requirements. model based on the process category (domain)
dimension and the capability level category.
REALIZATION OF SHAREHOLDER
ASPIRATIONS PROGRAM IN 2025 The Ministry of State-Owned Enterprises has
determined that 24 of the 40 processes in COBIT
In 2025, BNI continued to support and accommodate 2019 are priorities for implementation and must
the Shareholders’ Aspirations (APS) to nurture and achieve a minimum score of level 3. Based
grow BNI through various IT programs as follows: on the latest assessment results, BNI has met
this requirement, with all 24 priority processes
achieving a minimum score of level 3, as detailed
1. Strategic Information Technology Plan (RSTI) below:
As a form of BNI’s commitment to align its IT
strategy with the needs and direction of the
Bank’s business, the RSTI has been updated in
2025 to align with BNI’s Corporate Plan for the
period 2024-2028. The updating of the RSTI is
2025 Annual Report
467
PT Bank Negara Indonesia (Persero) Tbk
Page 470
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
• Level 3 (Established): 3 processes
• Level 4 (Predictable): 19 processes
• Level 5 (Optimized): 2 processes
BNI has conducted an IT Maturity Level assessment using the COBIT 2019 framework by an assessor
(PT Deloitte Konsultan Indonesia) in 2023-2024. The assessment focused on process activities consisting
of five domains, broken down into 40 subdomains/processes, encompassing the entire IT management
cycle, from strategic planning to performance evaluation and monitoring. The assessment results for
BNI’s IT implementation in 2023-2024 using the COBIT 2019 framework were 4.08 (out of a maximum of
4.65), as shown in the following chart:
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
1 EDM01 4 4 There are no gaps or Maintain the level achievement – S
Ensured recommendations as that has been attained to date
Governance the criteria have been through disciplined recording,
Framework fulfilled. data updating, and process
Setting and documentation.
Maintenance
2 EDM02 4 5 Conduct improvements Conduct performance Q1-2025 S
Ensured based on reviews of measurement of products or
Benefit portfolio, program, and projects consistently based on
Delivery IT performance reports to Feasibility Study documents
ensure value optimization
and controlled corrective
actions.
3 APO01 4 5 a. Evaluate and a. Procedure reviews are Q4-2024 S
Managed I&T update policies/ prioritized for processes
Management procedures at least related to the Software
Framework annually, completed Development Life Cycle.
with change logs b. Adjustpolicies/procedures/
(versioning). technical guidelines for
b. Establish KPIs all processes based on
for IT Operation the latest organizational
Transformation structure.
projects supporting c. Key Performance Indicators
IT governance and have been established
institutionalize them based on the IT Operation
as business as usual. Transformation Project,
including the Key
Performance Indicator
on the percentage
alignment of Configuration
Item quantities in the
Configuration Management
Database.
468
Page 471
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
4 APO02 4 4 There are no gaps or Maintain the level achievement - S
Managed recommendations as that has been attained to date
Strategy the criteria have been through disciplined recording,
fulfilled. data updating, and process
documentation.
5 APO03 4 5 Conduct Architecture Update the Architecture Q3 - 2024 S
Managed Forums periodically Review Forum procedure and
Enterprise and follow up on the subsequently implement it
Architecture outcomes. consistently, complemented
with monitoring of follow-up
actions
6 APO05 4 5 Document the Identification of new initiatives Q4 - 2024 S
Managed implementation of new as corrective actions for
Portfolio initiatives as corrective realization progress that
actions for realization did not achieve targets or
results that did not meet that experienced target
targets. adjustments.
7 APO06 4 5 Document evaluations Documentation of lessons Q4 - 2024 S
Managed from budget monitoring learned from budgets and
Budget & results so that future their realizations so that the
Costs budget preparation following year’s budget can be
becomes more accurate. prepared more accurately
8 APO09 4 4 Maximum level achieved Socialization of service Q1-2025 S
Managed but can be enhanced requests has been conducted,
Service through socialization or namely initiatives involving
Agreements notification of service parameter/data changes
catalog changes to without additional features/
business units via IT BP functionalities or without
teams or directly. changes to the source code
in existing applications to
accommodate operational
needs (Requested by
Business Unit/SKTI), including
supporting facilities for
operational activities of work
units, application/system
changes, data extraction, and
master data changes across all
SKTI including the Information
Technology Business Partner
team.
9 APO10 4 5 a. Assess IT Vendor Conduct evaluation of Q4-2024 S
Managed performance Information Technology
Vendors evaluation results and Service Provider performance
identify improvement results and report them to
areas. management periodically
b. Define, communicate,
and agree on
corrective action plans
with vendors and
report to stakeholders.
10 APO12 3 5 Determine a set of risk Risk indicators need to Q4 - 2024 S
Managed Risk indicators enabling be included in risk profile
rapid identification and parameters and reviewed
monitoring of current periodically.
and trending risks
2025 Annual Report
469
PT Bank Negara Indonesia (Persero) Tbk
Page 472
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
11 APO13 5 5 Maximum level achieved Application and database Q4-2024 S
Managed but can be enhanced Security Standards have been
Security by establishing detailed established and can be used
policies on security as references in adjusting
parameters used (e.g., parameters.
specific standards for
Oracle 19c database.
12 APO14 3 5 a. Establish clear Enhancement of the Data Q4-2025 BS
Managed Data guidance on metadata Management Procedure
implementation Chapter on Metadata
and data quality Management has been
evaluation. prepared. The procedure
b. Have clear guidelines contains guidelines regarding
for data profiling to metadata implementation
evaluate the suitability and accuracy evaluation, data
of data content with quality strategy, data profiling,
approved metadata data correction, data quality
and standards. criteria, and Service Level
c. Establish guidance Agreements. Currently, the
on data correction procedure has been submitted
covering repository to the Board of Directors for
comparison, source approval
verification, and logic
checks.
d. Establish SLA and
data quality criteria
guidelines
13 BAI02 4 4 No gaps or Maintain the achieved – S
Managed recommendations maturity level through data
Requirements identified as the criteria completeness, updates, and
Definition have been fulfilled. documentation at every level.
14 BAI03 4 4 There are no gaps or Maintain the level achievement - S
Managed recommendations as that has been attained to date
Solutions the criteria have been through disciplined recording,
Identification fulfilled. data updating, and process
and Build documentation.
470
Page 473
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
15 BAI04 3 5 a. Develop future IT a. Conduct periodic capacity Q4-2024 S
Managed capacity scenarios. planning processes and
Availability & b. Prioritize cost- prioritize according to
Capacity efficient availability changes in business
and capacity processes, services,
improvements. applications, and
c. Integrate infrastructure.
improvements into b. Continuous improvement
planning and change in conducting periodic
management. capacity planning.
16 BAI06 4 4 There are no gaps or Maintain the level achievement - S
Managed IT recommendations as that has been attained to date
Changes the criteria have been through disciplined recording,
fulfilled. data updating, and process
documentation.
17 BAI07 4 5 Follow up on issues Identification of issues found Q3 - 2024 S
Managed identified during in the PTR process has been
IT Change Post Implementation conducted along with follow-
Acceptance & Review (PIR), including up corrective actions involving
Transitioning deployment processes SKTI and business users.
and involving business
owners and SKTI.
18 BAI09 4 5 a. Develop asset In its development, several Q3-2025 S
Managed replacement or progress initiatives have been
Assets renewal strategies achieved as follows:
based on value for 1. Asset replacement and
money and lowest renewal have applied
cost options. value for money principles,
b. Identify utility values including enterprise
to identify redundant license agreement
or unused assets, and procurement aimed at
determine disposal or maximizing benefits such
replacement for cost as Information Technology
efficiency. standardization, lower total
c. Determine periodic software and maintenance
review mechanisms costs, accommodation
by relevant divisions of future license growth
for opportunities needs, and easier license
to standardize management.
asset procurement,
utilization, and
maintenance.
2025 Annual Report
471
PT Bank Negara Indonesia (Persero) Tbk
Page 474
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
2. Utilization of tools to
conduct real-time asset
discovery of software and
hardware assets in Data
Centers and End Points,
including Operating System
software assets that have
reached end of support,
to be communicated
periodically to users.
3. Fulfillment of licensing
needs using enterprise
license methods based on
technology standardization
and development of
Enterprise Financial
System applications
integrating systems and
supporting activities from
budgeting, procurement,
to realization, thereby
accelerating reconciliation,
consolidation, monitoring,
and supporting more
accurate decision-making.
19 BAI11 4 4 There are no gaps or Maintain the level achievement - S
Managed recommendations as that has been attained to date
Projects the criteria have been through disciplined recording,
fulfilled data updating, and process
documentation.
20 DSS01 5 5 The Bank has conducted Maintain the level achievement - S
Managed monitoring and that has been attained to date
Operations maintenance of devices through disciplined recording,
that proactively detect data updating, and process
environmental threats documentation.
such as fire, water,
smoke, and humidity
on a periodic basis.
It is expected that
the Bank will remain
consistent in conducting
such monitoring and
maintenance.
21 DSS02 4 5 The Bank has conducted Conduct enhancements by Q3 - 2024 S
Managed trend analysis of identifying whether activities
Service incidents that occurred performed have delivered
Request & and utilized the results impacts aligned with needs
Incident for improvements. and operated effectively.
22 DSS04 4 5 Develop policies/ a. To enhance preparedness Q3 - 2025 BS
Managed procedures and against potential cyber
Continuity implement that all threats, Enterprise Crisis
changes made to Simulation Exercise –
Business Continuity Cyber Table Top has been
Plans and Disaster conducted, involving
Recovery Plans must be stakeholders to test
documented within the coordination effectiveness,
change control process response, and escalation
mechanisms during
significant cyber incidents.
472
Page 475
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
b. Bank-wide Call Tree
simulations have been
conducted to ensure speed,
accuracy, and reliability of
emergency communication
mechanisms and measure
employee response levels
during crisis conditions.
c. During the initial launch
of Wondr and BNIdirect,
all units prepared the
Crisis Management Team
Emergency Protocol
Playbook which serves as
a practical guide during
crisis activation. Process
improvements have been
conducted for the protocol
as part of crisis handling
enhancements. Supporting
documents will be
submitted via email to the
STA Division.
23 DSS05 4 4 There are no gaps and Maintain the level achievement - S
Managed no recommendations as that has been attained to date
Security the criteria have been through disciplined recording,
Services fulfilled. data updating, and process
documentation.
24 MEA01 4 5 Conduct reviews and KPI reviews have been Q4 - 2024 S
Managed recommend changes conducted and reported
Performance to Key Performance periodically to management.
and Indicators and targets in
Conformance KPI reports
Monitoring
The Assessor also provided recommendations (areas of improvement) for the other 16 processes. In
response to these recommendations, follow-up action plans and target fulfillment timelines have also
been established, as detailed below:
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
1 EDM03 4 4 No gaps or Maintain the achieved maturity – S
Ensured Risk recommendations level through disciplined
Optimization identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
2 EDM04 4 4 No gaps or Maintain the achieved maturity – S
Ensured recommendations level through disciplined
Resource identified as the criteria record-keeping, data updates,
Optimization have been fulfilled. and process documentation.
3 EDM05 4 4 No gaps or Maintain the achieved maturity – S
Ensured recommendations level through disciplined
Stakeholder identified as the criteria record-keeping, data updates,
Engagement have been fulfilled. and process documentation.
2025 Annual Report
473
PT Bank Negara Indonesia (Persero) Tbk
Page 476
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
4 APO04 4 4 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Innovation identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
5 APO07 4 4 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Human identified as the criteria record-keeping, data updates,
Resources have been fulfilled. and process documentation.
6 APO08 5 5 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Relationships identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
7 APO11 5 5 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Quality identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
8 BAI01 5 5 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Programs identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
9 BAI05 4 5 a. Identify, prioritize, a. Conduct quick-win reviews Q4-2024 S
Managed and execute of current organizational
Organizational reorganization changes.
Change quick wins by b. Review the effectiveness of
communicating organizational changes.
their benefits
to demonstrate
alignment with the
vision.
b. Strengthen
momentum
through leadership
support and expand
successful initiatives.
c. Periodically monitor
operations and
implementation of
changes and identify
improvements. d.
Conduct consistent
compliance audits to
identify root causes of
post-change gaps and
implement corrective
actions.
10 BAI08 5 5 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Knowledge identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
11 BAI10 4 5 Compare completeness Configuration Management Q4-2024 S
Managed and accuracy levels Team KPIs have been
Configuration against targets and established, including the
implement corrective percentage of CI conformity
actions to improve in the CMDB, to be measured
repository data quality by and evaluated for performance
assessing Configuration achievement.
Management Team
KPI achievement and
defining improvement
action plans.
474
Page 477
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
12 DSS03 4 5 a. Consistently monitor Incident and problem Q4-2025 S
Managed unresolved problems, monitoring has been
Problems affected services, conducted and periodically
total costs, record reported to management.
changes implemented Potential costs arising
to resolve problems, from incidents or problems
and prepare related have been identified and
reports. documented, including
b. Incident trend analysis Recovery Costs, Hardware/
has been conducted Software Costs, Potential Loss
and utilized for Costs, and Other Costs.
improvement and can
be further enhanced
by evaluating
the effectiveness
of improvement
activities on an
ongoing (continuous
improvement) basis.
13 DSS06 4 5 Perform continuous Comprehensive and routine Q3-2024 S
Managed improvements to Control Testing (CT) has
Business the design and been conducted to identify
Process implementation of improvements in the form of
Controls business process a Control Improvement Plan
controls by ensuring (CIP) for business process
comprehensive and control design and operation.
routine control testing
to identify improvement
opportunities.
14 MEA02 4 5 Evaluate internal control Ensure the implementation of Q4-2024 S
Managed framework performance, organizational performance
System of conduct benchmarking, reviews related to the Bank’s
Internal and implement best internal control system.
Control practices to continuously
improve internal control
monitoring processes.
2025 Annual Report
475
PT Bank Negara Indonesia (Persero) Tbk
Page 478
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Max Target
No. Process Score Area of Improvement Action Plan Status
Score Completion
15 MEA03 4 5 Establish provisions a. Provisions for periodic Q3-2024 S
Managed to periodically review review of policies/
Compliance and improve policies, standards/procedures and
with External standards, procedures, IT and business processes
Requirements methodologies, and are stipulated in the
related IT and business Corporate Compliance
processes and activities. Governance Policy.
b. Measurement of
compliance levels with
external requirements (e.g.,
reduction of SLIK reporting
penalties year-on-year).
16 MEA04 4 4 No gaps or Maintain the achieved maturity – S
Managed recommendations level through disciplined
Assurance identified as the criteria record-keeping, data updates,
have been fulfilled. and process documentation.
3. Follow-Up on INDI 4.0 Assessment Results
In order to fulfill the implementation of the Indonesia Industry 4.0 Readiness Index (INDI 4.0) assessment
for SOEs as outlined in the MoU between KBUMN and the Ministry of Industry No. MoU-03/MBU/04/2021
No. 1 of 2021, BNI has conducted a self-assessment of INDI 4.0 and reported the results to the Ministry of
SOEs as of December 30, 2024, with a level 4 result (level: already implemented). The monitoring of INDI
4.0 achievement can be fulfilled through periodic evaluations and adaptations to changes in the business
environment, continuous investment in technology, and human resource development, including the
establishment of a culture of innovation and creativity, as well as implementing strong governance. The
success in maintaining the INDI 4.0 level demonstrates BNI’s readiness as a bank that complies with
industry standards.
4. BUMN Digital Talent Program
To support the BUMN Digital Talent Program, since 2022, the Bank has been developing the capabilities
of IT & Digital employees, which include IT & Digital Bootcamp, IT Capability Training, Digital Capability
Training, IT Security Training, Data Management Training, and Certification. Learning is conducted
through classical training, online training, knowledge supplement webinars, daily exercise employee
programs, and learning modules on BNI Smarter.
The implementation of digital talent development is carried out through the execution of a learning plan
for developing digital talent capabilities based on a learning roadmap that has been prepared according
to the development needs analysis.
5. Innovation Culture and Encouraging Research and Innovation Collaboration
BNI fosters an environment with an innovation culture that supports creativity, new ideas, and innovative
solutions to various challenges. BNI encourages data-driven innovation to enable better decision-making
and to develop products or services that are more relevant to market needs.
The following are BNI’s IT innovations that have been implemented through December 2025:
No Innovation Description Status
1 IT Infrastructure Management Centralized and integrated management and orchestration of Live
and Orchestrator various types of IT infrastructure owned by the Bank.
2 Infrastructure Configuration More efficient, secure, and consistent infrastructure Live
Management and Automation management, supporting stable and scalable operations to
support business growth.
3 Core Banking Data-base for DC Fulfillment of new Exadata in DC Co-Location to ensure the Delivery Phase
CoLo-cation Compliance availability and reliability of Core Banking.
4 Blockchain Decentralized digital ledger technology that records transactions Delivery Phase
securely and transparently. (Development)
5 Metadata Management Provision of metadata management solutions to define, Demand
store, and maintain metadata with the aim of improving data Phase
discoverability and ensuring consistency of data definitions
across business units.
476
Page 479
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
No Innovation Description Status
6 Security Orchestration Cybersecurity solutions that integrate, orchestrate, and Initiation
Automation & Response (SOAR) automate security devices and processes to simplify detection Phase
and investigation processes, enabling a rapid response to
threats.
7 Enhancement End-point Cybersecurity solutions designed to detect, analyze, and Demand
Detection & Response (EDR) respond to threats at endpoints (such as computers, servers, Phase (Pre-
and other devices). Procurement)
8 Secure Access Service Edge A framework that combines network security services (such as Demand
(SASE) firewalls, secure web gateways, zero trust network access) with Phase
wide-area network (WAN) capabilities.
9 Attack Surface Management A systematic mechanism for managing all of the company's Delivery Phase
(ASM) digital assets that are accessible from outside (internet facing),
which could potentially become an entry point for at-tackers to
attack the company's internal systems.
10 Alternative Robotic Process BNI proactively continues to strengthen its automation Demand
Automation (RPA) Solutions initiatives through the use of Robotic Process Automation Phase
(RPA), which has been proven to improve operational efficiency. (Procurement)
As part of its sustainability and cost optimization strategy, BNI
is also exploring alternative RPA solutions that are comparable
in capability, more flexible in architecture, and support more
independent and adaptive technology management in the
future.
11 Alternative x86 Virtualization and BNI proactively evaluates alternative virtualization solutions that Demand
Virtual Machine Management are comparable in capabilities, more efficient, and in line with Phase
Solutions open architecture principles, in order to strengthen technological
independence and reduce the risk of vendor lock-in.
12 Application Modernization As part of its application modernization strategy, BNI has begun Delivery Phase
transforming from a traditional virtualization-based architecture
to a more efficient, portable, and scalable containerization
approach. This initiative strengthens cloud-native, CI/CD, and
DevSecOps capabilities, while supporting infrastructure cost
optimization and accelerating digital service innovation in a
more agile and resilient manner.
13 Enterprise Project Management BNI implements an Enterprise Project Management (EPM) Demand
approach to improve the effectiveness of strategic IT initiatives Phase
through centralized and standardized project portfolio
management. This initiative strengthens strategic alignment,
accountability, and cross-unit collaboration, while supporting
performance monitoring, risk control, and real-time reporting
to management.
14 Alternative Container The adoption of containers and Kubernetes at BNI has Demand
Management accelerated innovation and the implementation of cloud-native Phase
architecture. To maintain technological independence and
cost efficiency, BNI is now evaluating more open and flexible
container management solution alternatives to reduce the
potential risk of vendor lock-in from existing platforms, with-
out compromising security and operational stability.
15 Developer AI Assistant BNI tengah menginisiasi penerapan Developer AI Assistant Demand
untuk mempercepat produktivitas pengembangan aplikasi Phase
serta meningkatkan kualitas kode secara menyeluruh. Solusi
ini memanfaatkan teknologi Generative AI dan Large Language
Model (LLM). Fungsinya meliputi code generation, code
review, unit testing, documentation auto-generation, serta
impact analysis terhadap perubahan kode kompleks (termasuk
COBOL, Java, .NET, dan Python).
16 Test Data Management Currently, testing activities use dummy data from production Demand
data, but no security mechanisms are in place. This is in order Phase
to help reduce the risk of data leaks and to share production
data securely during the application testing process. A strategy
needs to be developed to determine solutions for needs related
to Test Data Management.
2025 Annual Report
477
PT Bank Negara Indonesia (Persero) Tbk
Page 480
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
No Innovation Description Status
17 Application Modernization with BNI’s infrastructure is highly dependent on Windows Server & Demand
Gen AI .NET Framework-based applications running on traditional VMs Phase
(±493 VMs). Modernization is being carried out using a strategy
of Windows Containerization, Replatform, and Refactor with AI
tools. The objectives are to accelerate deployment through CI/
CD, simplify patching & image control, reduce VM dependency,
and reduce vendor lock-in. The PoC successfully proved that
the.NET Framework 3.5 application can run on AKS Windows
Container without major modifications. With the help of Gen
AI, the POC partner was able to perform Refactoring in a short
time.
6. Follow-up on IT Audit Results and/or IT Assessments
Based on the INDI assessment results in 2022, there were 45 (forty-five) gaps, all of which have been
fully resolved. Regarding the IT Implementation Assessment using the COBIT 2019 framework, out of 20
processes requiring follow-up, 17 processes have been fulfilled, while 3 processes are currently in the
process of follow-up fulfillment.
Throughout 2024, 33 internal audit assignments were conducted. Out of that figure, 30 have been fully
resolved, while the remaining 3 are categorized as “nil” status (meaning no further audit follow-up was
required). As of the Q3 2025 period, 21 internal audit assignments have been carried out, of which 6
assignments are in the process of follow-up fulfillment and 15 others are in the report preparation stage.
A summary of the follow-up for each audit process and/or IT Implementation Assessment is illustrated in
the following table:
Number Status
of Completion
Assessor / Auditor
No Assessment / Audit Year Follow- Percentage
(Internal / External) BS S T
Up (%)
Actions
1 INDI 4.0 Assessment 2022 External Assessor 45 – 45 – 100%
2 IT Governance Assessment 2023–2024 External Assessor 20 – 20 – 100%
(COBIT 2019)
3 IT Vendor Management Activities 2024 Internal 5 – 5 – 100%
4 Audit of IT Communication 2024 Internal 14 – 14 – 100%
Network Management Activities
5 Audit of BNI Move Application 2024 Internal 2 – 2 – 100%
6 Audit of Core Banking iCons 2024 Internal 15 – 15 – 100%
Application (Loans)
7 Audit of Globs Application 2024 Internal 6 – 6 – 100%
8 Audit of Accounting Support 2024 Internal 3 – 3 – 100%
Applications
9 Audit of AML/CFT PPPSPM BNI 2024 Internal 3 – 3 – 100%
10 Audit of Digital Account Opening 2024 Internal 3 – 3 – 100%
(DAO)
11 End-to-End EDC Audit 2024 Internal – – – – –
12 End-to-End QRIS Audit 2024 Internal 4 – 4 – 100%
13 Mandatory Audit of Card-Based 2024 Internal 5 – 5 – 100%
Payment Instruments (APMK)
14 Mandatory AML/CFT Audit – 2024 Internal 1 – 1 – 100%
Pension Fund
15 Mandatory Security Audit – 2024 Internal 9 – 9 – 100%
SKNBI
16 Core Banking Migration Audit – 2024 Internal 10 – 10 – 100%
Head Office
17 New SDLC Audit 2024 Internal 11 – 11 – 100%
18 Audit of RM Supporting 2024 Internal 5 – 5 – 100%
Application Management (RM
Tools & SIMON)
478
Page 481
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Number Status
of Completion
Assessor / Auditor
No Assessment / Audit Year Follow- Percentage
(Internal / External) BS S T
Up (%)
Actions
19 Audit of Employee Data 2024 Internal 3 – 3 – 100%
Management
20 Audit of Bank Guarantee 2024 Internal – – – – –
Management
21 Audit of Overseas IT 2024 Internal 4 – 4 – 100%
Management – Singapore
22 Audit of Payroll Management 2024 Internal 4 – 4 – 100%
23 Audit of SLIK Management 2024 Internal 7 – 7 – 100%
24 Audit of TapCash Management 2024 Internal 3 – 3 – 100%
25 Audit of Credit Card IT 2024 Internal 4 – 4 – 100%
Management
26 Probity Audit V.02 – Treasury 2024 Internal 7 – 7 – 100%
Management System (TMS)
27 Robotics Process Automation 2024 Internal 7 – 7 – 100%
(RPA) Audit
28 Thematic Audit – Digital Branch 2024 Internal 4 – 4 – 100%
& Touch Point
29 Thematic Audit – Phone Banking 2024 Internal 3 – 3 – 100%
30 Third Party Risk Audit 2024 Internal 6 – 6 – 100%
31 Mandatory SPBI (BI-RTGS, BI- 2024 Internal 5 – 5 – 100%
ETP, BI-SSSS, BI-FAST, SKNBI,
KPDHN)
32 Review of BNI Direct 2024 Internal 10 – 10 – 100%
33 Review of CMDB Implementation 2024 Internal 6 – 6 – 100%
34 Mandatory SWIFT Review – 2024 Internal 1 – 1 – 100%
Overseas Branch
35 Audit of CISO Division 2025 Internal 11 – 11 – 100%
36 Audit of Single Customer View 2025 Internal 5 – 5 – 100%
(SCV) Management
37 Audit of Wondr System 2025 Internal 12 – 12 – 100%
Management
38 Audit of User Access 2025 Internal 5 – 4 1 80%
Management for Very Critical
Transactional Applications
39 Audit of API System 2025 Internal 6 – 6 – 100%
Development and Security
40 Review of IT Application 2025 Internal 7 – 7 – 100%
Promotion Process
41 Audit of Switching System 2025 Internal 5 – 5 – 100%
Modernization (UBP & New
CMS)
42 Audit of Credit Surrounding 2025 Internal 1 1 – – 0%
Systems (IDEAS, Smartdigi,
Digisales, CBAS)
43 Audit of Financial Information 2025 Internal 7 – 7 – 100%
Service System (SLIK)
44 Audit of ATM Management 2025 Internal 9 9 – – 0%
45 Review of IBS (Integrated 2025 Internal 11 10 1 – 9%
Biometric System)
Implementation
46 Audit of Internet Banking & SMS 2025 Internal 1 1 – – 0%
Banking Management
47 Audit of LMS Wholesale Project 2025 Internal 16 15 – 1 0%
48 Audit of IT Service Management 2025 Internal 3 3 – – 0%
(ITSM)
2025 Annual Report
479
PT Bank Negara Indonesia (Persero) Tbk
Page 482
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Number Status
of Completion
Assessor / Auditor
No Assessment / Audit Year Follow- Percentage
(Internal / External) BS S T
Up (%)
Actions
49 Audit of Inventory Management 2025 Internal 3 3 – – 0%
System Project Implementation
50 Audit of Custody Management 2025 Internal 6 6 – – 0%
51 Remittance Audit 2025 Internal 5 5 – – 0%
52 Agent46 Audit 2025 Internal 4 4 – – 0%
53 Review of Credit Card One-Time 2025 Internal 0 0 0 0 100%
Password (OTP) Management
54 Firewall Management Audit 2025 Internal 7 7 – – 0%
55 ISO 27001:2022 Information 2025 Internal 2 2 – – 0%
Security
56 Student Payment Center (SPC) 2025 Internal 2 2 – – 0%
Audit
57 Personal Data Management 2025 Internal 8 8 – – 0%
Audit (System)
58 Enterprise Architecture 2025 Internal 5 5 – – 0%
Implementation Audit
59 Overseas IT Services 2025 Internal 4 4 – – 0%
Centralization Project
60 Fraud Management Application 2025 Internal 8 8 – – 0%
Audit
61 Disaster Recovery Plan (DRP) / 2025 Internal 3 3 – – 0%
Disaster Recovery Audit
62 Regulatory Audit – Overseas 2025 Internal 0 0 0 0 100%
Branch Singapore
63 Data Privacy Audit 2025 Internal 0 0 0 0 100%
64 Cyber Resilience Assessment 2025 Internal 0 0 0 0 100%
Framework (C-RAF)
65 Digital Maturity Assessment 2025 Internal – – – – –
Bank (DMAB) 2025*
66 Independent Review of New 2025 Internal – – – – –
Remittance Cooperation –
Second Switcher Wise*
67 Payment System Audit* 2025 Internal – – – – –
68 Independent Review of QRIS 2025 Internal – – – – –
CPM (Customer Presented
Mode)*
69 IT Governance Audit* 2025 Internal – – – – –
70 Cyber Resilience Maturity Level 2025 Internal – – – – –
Review*
71 Security Audit – SKNBI & BI- 2025 Internal – – – – –
FAST*
Total 392 96 293 2 75%
Note:
BS = Not Yet Completed, S = Completed, T = Delayed
* = Report Preparation in Progress
7. Realization of IT Financing Plan
FY 2025 Budget
FY 2025 Realization % Realization
IT Spending Allocation
(IDR million) Against Plan
(IDR million)
IT CAPEX (Domestic Automation) 1,604,421 1,604,421 100,0
OPEX TI (SKTI) 543,046 527,819 97.2
Total 2,147,467 2,132,240 99.3
480
Page 483
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
IT Solution Development Based on IT a. Remittance: Money transfer services between
Application Architecture banks, both domestic and international.
BNI has developed a Strategic Information b. Statements: Provision of periodic account
Technology Plan (RSTI) to optimize and align transaction reports for customers.
business objectives with IT strategy. This step c. Merchant: Payment management services for
facilitates the bank in creating effective and efficient merchants, including credit card, debit card,
IT solutions, thereby optimizing IT development and other payment processing.
costs. One component of the RSTI is the Enterprise d. Clearing & Settlement: The process of settling
Architecture based on the TOGAF Framework, transactions between banks to ensure funds
which is established as a development standard, are transferred correctly.
encompassing Business Architecture, Application e. Loan Operation: Management and
Architecture, Technology Architecture, Data administration of loans, from application to
Architecture, and Security Architecture. repayment.
BNI’s Enterprise Architecture has become the 5. Enterprise Support
standard in the development of IT systems and Provides support for all functions at the enterprise
applications, both for Digital Bank products and level. It consists of 4 (four) focus capabilities:
Open Banking. The alignment among components a. Finance & Accounting: Management of the
of the Enterprise Architecture supports BNI in bank’s finances and accounting, including
providing innovative solutions for business process financial reporting, budget control, and audits.
enhancement, thus facilitating the integration of b. Human Resources Management:
BNI’s solutions with stakeholders. Management of human resources, including
recruitment, training, development, and
The Enterprise Architecture Landscape has adopted employee performance management.
the Banking Industry Architecture Network (BIAN) c. Content & Document Management: A system
and is categorized as follows: for managing content and documents to store,
1. Channels organize, and access information efficiently.
This includes all interaction channels connecting d. Team Collaboration: Tools and platforms
the bank with its customers. It consists of 3 that support team collaboration, such as
(three) focus capabilities: communication, document sharing, and
a. Bank (Assisted) Channels (Subdomain) project management.
Facilitates direct interaction with officers. 6. Integration
b. Customer Channels (Subdomain) Supports Ensures interoperability between systems,
self-service for customers. including API Management, Messaging, and
c. Open Banking. Data Integration. It consists of 3 (three) focus
2. Customer Relationship Management capabilities:
Manages customer relationships a. API Management: Management of Application
comprehensively, from Customer, Marketing and Programming Interfaces (APIs) to enable
Sales, to Service. secure and efficient communication and data
3. Products & Services exchange between applications.
Covers the bank’s portfolio of products and b. Enterprise Service Bus: Middleware
services. It consists of 6 (six) focus capabilities: infrastructure that integrates various
a. Credit Card: Credit card purchase services, applications and services within the
including additional benefits such as reward organization to enable smooth communication
points and cashback. and data exchange.
b. Treasury: Management of liquidity, c. Transaction Switch: A system that processes
investments, and financial risks of the bank. and routes financial transactions among
c. Trade Finance: Support for trade processes, various payment systems and networks.
such as letters of credit and bank guarantees. 7. Risk & Compliance
d. Loan, Payment: Loan services and various Manages risks and ensures compliance, covering
payment methods. Operational Risk Management, Market Risk
e. Card Management: Management of the Management, Credit Risk Management, and
lifecycle of banking cards. Financial Crime Compliance. It consists of 6 (six)
f. Core Banking: The main core system that focus capabilities:
manages the bank’s daily operations. a. Credit Risk: Management of risks related
4. Operational Services to the possibility of default by borrowers or
Ensures that the bank’s operations run smoothly, other parties indebted to the bank.
securely, and compliantly. It consists of 5 (five) b. Enterprise Risk: Comprehensive risk
focus capabilities:
2025 Annual Report
481
PT Bank Negara Indonesia (Persero) Tbk
Page 484
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
management across BNI, covering various Through a continuous infrastructure rejuvenation
types of risks that may affect the bank’s program, BNI has adopted the Software-Defined
strategy. Everything paradigm to simplify IT infrastructure
c. Operational Risk: Management of risks arising governance and operations. This implementation
from failures in internal processes, people, includes Software-Defined Data Center (SDDC),
systems, or external factors that may disrupt Cloud and Virtualization, Hyperconverged-based
the bank’s operations. Software-Defined Storage, as well as Software-
d. Asset & Liabilities Management: Management Defined Network (SDN) and Software-Defined
of the bank’s assets and liabilities to ensure a Wide Area Network (SD-WAN), to support service
balance between risk and return, as well as sustainability and enhance operational efficiency.
maintaining liquidity and profitability.
e. Regulatory: Compliance with applicable To improve the quality and reliability of IT services, BNI
regulations and laws in the banking sector to has also implemented a Configuration Management
ensure the bank’s operations are in accordance Database (CMDB) as part of the IT Service
with legal and industry standards. Management (ITSM) application. Additionally, BNI
f. Anti-Money Laundering: Programs to prevent utilizes various real-time monitoring tools that not
and detect money laundering and terrorist only function for operational oversight but also
financing, including customer identity support predictive capacity planning and operational
verification and monitoring of suspicious automation through the use of Artificial Intelligence
transactions. (AI). With the support of such technology, along
8. Enterprise Information System with the active role of the Helpdesk and IT Service
Managing the company’s data and information, Management teams, BNI ensures optimal service
which includes Big Data, Data Science, Business monitoring and handling 24 hours a day, 7 days a
Intelligence, and Data Governance. It consists of week.
2 (two) focus capabilities, namely:
a. Business Intelligence & Analytics: The Through these various initiatives, BNI is committed
collection, analysis, and presentation of to constantly maintaining excellent digital service
business data to support better decision- reliability and availability, ensuring that customers
making. continue to experience security, comfort, and trust in
b. Information Governance: A framework utilizing BNI’s digital banking products and services.
and policies for effectively and securely
managing information, encompassing data
management, compliance with regulations, Use of Performance Monitoring and
and protection of sensitive information, as Management Platform at BNI
well as ensuring data integrity and security. BNI has implemented an Artificial Intelligence (AI)-
based application performance monitoring and
Information Technology Infrastructure management platform designed to analyze and
Bank Negara Indonesia (BNI) is supported by 3 Data optimize application performance, infrastructure,
Centers (DC) and certified by the Uptime Institute to and the overall user experience. The deployment
support the best digital services for all customers. As of this platform enables early detection of potential
part of the commitment to provide reliable services, disruptions, enhances the reliability of digital
BNI consistently ensures service availability services, and accelerates real-time, data-driven
through testing the Disaster Recovery Plan (DRP) by decision-making. Furthermore, this platform plays a
continuing to increase Switch Over & Switch Back vital role in assisting BNI’s DevOps, Developer, and
(SO-SB) activities, To ensure the readiness of backup IT teams in rapidly detecting performance issues
systems, especially for critical and transactional and ensuring that systems operate efficiently.
applications in the event of a disaster.
BNI continuously strives to provide optimal,
sustainable services and increase service availability
levels to provide a sense of security and comfort
for customers. Throughout 2025, BNI’s IT service
availability reached an uptime of 99.97%.
In line with increasing business needs and service
digitalization, BNI continues to strengthen the
capacity and capability of its IT infrastructure through
the implementation of the latest technologies.
482
Page 485
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The main features used at BNI include:
1. Full Stack Monitoring: Comprehensive monitoring from the front-end to the back-end of the application,
including servers, databases, and networks.
2. Real User Monitoring: Monitoring real user activity to understand the user experience directly.
3. Synthetic Monitoring: Automatic application testing with user simulations to detect problems before real
users experience them.
4. Infrastructure Monitoring: Monitoring IT infrastructure such as servers, networks, and hardware to
ensure optimal performance.
5. Distributed Tracing: Tracking request flows through various services and application components to
identify the source of performance problems.
6. AI-Powered Root Cause Analysis: Analysis of the cause of performance problems using artificial
intelligence to quickly find the root cause.
7. Auto Discovery & Auto Instrumentation: Automatic detection and application of monitoring tools on
application components without manual intervention.
8. Cloud-Native Monitoring: Monitoring of applications running in the cloud environment to ensure
performance and scalability.
BNI applications monitored with this platform include various digital banking services and internal systems,
all of which contribute to improving operational efficiency and service quality to customers.
Information Security Controls
POJK COBIT
ISO NIST
27001
PLAN DO IDENTIFY DETECT
ACT CHECK PROTECT RESPOND
RECOVER
To support BNI’s commitment to protecting customer data and maintaining safe IT operations, it continues
to strengthen cyber security through a variety of efforts, including:
1. Strengthening the information security function by developing the CISO (Chief Information Security
Officer) function in an effort to focus on BNI cyber security;
2. Continuously implementing governance, regulations and compliance so that information security runs
well, and in accordance with internal regulations, statutory provisions and applicable best practices;
3. Continuously implementing a security architecture for information security for assets, data, applications,
endpoints, networks and security parameters to ensure the principles of confidentiality, integrity and
availability run well;
4. At the end of 2025, BNI carried out an Information Security Audit within itself conducted by BNI Internal
Audit (IAD) and was certified with ISO 27001:2022 - The Information Security Management System in The
Provision of Open API Services with the results of the criteria “Certified”.
2025 Annual Report
483
PT Bank Negara Indonesia (Persero) Tbk
Page 486
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI has commitment to continuously develop 4. Respond
cybersecurity to safeguard innovations in banking a. Instigating customer protection mechanisms
services for more properly maintained customer against fraudulent transactions caused by
trust and comfort. This effort is made in consistency banking malware or social engineering;
in line with the direction of business development b. Carrying out Threat Hunting using detection
towards digital banking. BNI has also made other mechanisms and taking down fake websites
efforts to ensure business sustainability are kept carrying BNI’s name;
from cybercrime threats under the following
domains: 5. Recover
a. Collaborating with official state bodies (BI,
1. Identify OJK and BSSN), security device principals
a. Continuously implementing governance, and other cybersecurity activist communities
regulations and compliance so that information to obtain information on threats and
security runs well, and is in accordance with weaknesses, the latest technology and
internal regulations, statutory provisions and products, as well as support when incidents
applicable best practices; occur;
b. Developing security aspects in every
application development by applying the Strengthening the 5 domains above is BNI’s effort
Secure SDLC framework so that security to increase cyber maturity by focusing on the Cyber
is involved in all phases of demand and Security Framework (CSF). Efforts to increase cyber
delivery. In addition, security plays an active maturity are carried out on aspects of people,
role in security testing, both after the project processes, and BNI technology using a holistic
is completed, and periodically in testing and approach.
production environments; 1. From the people’s aspect, increasing cyber
security awareness is a crucial step. In addition,
2. Protect advanced training programs for IT Security and
a. Continuously implementing security incident response teams must be strengthened
architecture for information security for assets, so that they have the ability to identify, analyze,
data, applications, endpoints, networks and and respond to attacks quickly. Strengthening
perimeter security to ensure the principles of the culture of cyber security throughout the
confidentiality, integrity and availability run organization, from the executive level to
well; operational staff, will help reduce risks caused by
b. Implementing multilayer of defense security human factors. In addition, BNI is in the process
devices that refer to international standards of increasing cyber resources with professional
as implemented in national banking; cyber talent acquisition and training programs to
c. Educating employees to increase awareness improve the skills of the cyber resources it has.
of cyber security and on a regular basis carry
out phishing simulations for employees; 2. From the process aspect, BNI continuously
d. Continuously organizing awareness education develops mature policies and procedures that are
through Human Capital competency in line with the Cyber Security Framework (CSF).
development programs; and This includes creating or updating all procedures
e. Periodically carrying out security testing that support cyber security and protection.
on BNI applications to strengthen BNI Implementation of periodic cybersecurity audit
applications from cyber-attacks. processes has been carried out to identify gaps
and ensure compliance with security standards.
3. Detect Currently, BNI has a cybersecurity governance
a. Implementing security solutions using team tasked with monitoring the implementation
machine learning and artificial intelligence of policies and ensuring effective coordination
security systems; between divisions in responding to cyber threats.
b. Implementing security solutions for end point
security with improvements in control, data
privacy and cyber attack protection;
c. Conducting 24x7 proactive monitoring of
cyber threats; and
d. Continuously reviewing the current security
controls and updating them;
484
Page 487
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
3. From the technological aspect, investment in i. Implementing Next-Generation Firewalls and
cutting-edge security technology is essential to Intrusion Prevention Systems (IPS) for secure
anticipate cyber threats, which include: system/application access and traffic control,
a. Implementing Endpoint Detection and providing a defense system capable of
Response (EDR) to monitor endpoint activities detecting suspicious activities or cyber-attack
in real-time and respond to security incidents attempts.
as well as potential threats. j. Implementing identity management using
b. Applying Network Access Control (NAC) a centralized Lightweight Directory Access
to enhance network access control and Protocol (LDAP) to facilitate consistent
management, prevent unauthorized access, access rights management in accordance
and ensure that connected devices comply with security principles for user access
with BNI standards. provisioning.
c. Maintaining a robust security system through k. Implementing Privileged Access Management
the Security Operation Center (SOC), which (PAM) to provide specialized security and
performs active monitoring 24/7 to detect oversight for high-privilege accounts (Admin/
security threats rapidly and efficiently using Super User) through activity recording and
Security Information and Event Management permission restrictions to prevent the abuse
(SIEM) systems. This monitoring covers of authority.
security across Endpoints, Networks,
Applications, and Servers. Every mitigated By combining elements of people, processes, and
incident is reported along with its analysis, technology, BNI Bank can achieve higher cyber
serving as a lesson learned and a basis for maturity sustainably and adaptively to evolving
future improvements. Additionally, BNI has threats.
a Cyber Security Incident Response Team
(CSIRT) that proactively handles all internal BNI pays more attention to the trend of cyber attacks
security incidents. that are currently spreading to customers and
d. Identifying suspicious activities and cyber- implements several safeguards on the customer
attacks, including conducting threat hunting side, including:
and taking down fraudulent websites 1. Multi-factor authentication and face recognition
impersonating BNI. As a preventive (liveness detection) mechanisms to improve
measure to reduce fraud risks, the Cyber security and reduce the risk of misuse of customer
Threat Intelligence team reports debit card identities.
transaction activities indicated to have 2. Continuous education is carried out to customers
entered data on phishing sites. about self-protection through password security,
e. Implementing Data Loss Prevention (DLP) internet banking security, mobile banking
systems as perimeter protection to prevent security, ATM transaction security, and other.
credential theft and illegal access to
confidential data. BNI IT Strategic Plan
f. Utilizing encryption technology to protect The efforts to enhance digital technology capabilities
internal and customer data from potential are expected to position BNI as a bank capable
threats, ensuring the security of data at rest of competing in the digital era and inspiring the
and data in transit, and keeping information banking services industry in the future. Through
secure from unauthorized parties. the end of 2025, BNI’s IT programs gave constant
g. Every development of new products, support to its business growth by expanding market
applications, or services at BNI undergoes access and driving operational efficiency.
a Software Development Life Cycle (SDLC)
process that includes comprehensive security As a guideline for implementing IT support to
stages, such as security and risk assessments, achieve business objectives and support BNI’s
design reviews, code reviews, configuration current Corporate Plan, an IT Strategic Plan (RSTI)
reviews, and penetration testing. 2024-2028 has been prepared. The RSTI initiative
h. BNI implements security assessments to plan is 4 missions derived from the IT Vision and
identify security gaps or vulnerabilities in further elaborated into six main IT programs.
applications through Penetration Testing,
Vulnerability Assessment, and Application
Security Testing (SAST, DAST).
2025 Annual Report
485
PT Bank Negara Indonesia (Persero) Tbk
Page 488
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Fostering Core of
Excellence with
Catalyst for Fortify Resilience with REVOLUTIONIZE
ENTERPRISE DATA DRIVEN FUTURE-PROOF BEYOND
AGILITY TRANSFORMATION INNOVATION ECOSYSTEM
P1 P2 P3 P4 P5 P6
Inspiring Maximazing Productivity Automate IT Cultivate Transforming in
Innovation and Growth with Optimization Resilience Sustainable the Digital and
Transformation Data Insights through and Hygiene Technology with a Cognitive Age
through and Innovative Automation for Smooth Unified, Scalable to Empower
Collaboration and Personalization and Data-driven Operations and & Future-ready People and
Agile IT Efficiency Reliable Delivery Platform Improve Customer
Experience
Here is how the six main IT programs is described: 5. Cultivate Sustainable Technology with a Unified,
1. Inspiring Innovation and Transformation through Scalable & Future-ready Platform
Collaboration and Agile IT This program highlights the importance of
This program emphasizes the importance automation in maintaining the resilience and
of collaboration and the application of Agile security of IT systems at BNI. With automation,
methodology in the IT organization to drive BNI can ensure smooth operations, uninterrupted
innovation and continuous transformation at service delivery, and minimize cybersecurity
BNI. risks.
2. Maximizing Growth with Data Insights and 6. Transforming in the Digital and Cognitive Age
Innovative Personalization to Empower People and Improve Customer
This program seeks to maximize data utilization Experience
to drive business growth through a deep This program underlines the importance of banks
understanding of customers and the provision of adapting to rapid changes in the digital era and
personalized services. utilizing cognitive technology to provide better
3. Productivity Optimization through Automation services to customers. The core of this program is
and Data-driven Efficiency a deep digital transformation, where technology
This program seeks to increase the productivity is not only a tool but also a key driver in providing
and efficiency of bank operations through added value to customers and society.
automation of business processes and optimal
utilization of data. This RSTI will continue to be reviewed and updated
4. Automate IT Resilience and Hygiene for Smooth in accordance with updates to the Corporate Plan,
Operations and Reliable Delivery Board of Directors’ Policy, business strategy, and
Program ini menyoroti pentingnya otomatisasi BNI’s transformation strategy. This review also
dalam menjaga ketahanan dan keamanan considers information technology trends and
sistem TI di BNI. Dengan otomatisasi, BNI dapat regulations in the banking sector, both locally and
memastikan operasi berjalan lancar, pengiriman globally. This step is a form of BNI IT’s commitment
layanan tidak terganggu, dan risiko keamanan to always align strategy with the needs and direction
siber dapat diminimalisir. of the Bank’s business.
486
Page 489
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Information Technology
Governance [ACGS (B).D.5.1]
In the development of Information Technology (IT), To ensure the continuity of Information Technology
BNI consistently strives to strengthen and enhance operations, including in the event of potential
the Company’s resilience against various risks, disasters or large-scale disruptions, BNI has
both internal and external, including the ability implemented a reliable disaster recovery backup
to withstand disruptions, cybersecurity threats, system. This effort includes the placement of
disaster recovery events, regulatory changes, and infrastructure in separate data centers designated
other business uncertainties. BNI also maintains as Disaster Recovery Centers (DRC), as well as the
comprehensive IT governance to ensure that all implementation of High Availability (HA) redundancy
key risks are properly identified, managed, and configurations to maintain optimal continuity of IT
reported periodically to the Board of Directors. In its services.
implementation, the Bank’s resilience to such risks is
supported by technological innovations that are not IMPLEMENTATION OF INFORMATION
only relevant to current needs but also sustainable TECHNOLOGY GOVERNANCE
and scalable for future development. [ACGS (B).D.5.1]
Information Technology (IT) Governance constitutes
Through the implementation of sound governance a framework and a set of processes designed to
and robust disaster recovery systems, BNI is able to ensure that BNI’s IT management is aligned with
maintain operational reliability and service quality, the Company’s strategic direction and objectives,
while strengthening technological resilience in thereby optimally supporting the creation of business
support of the Bank’s overall business strategy. In value. The implementation of IT governance also
addition, BNI continues to reinforce cybersecurity aims to comprehensively manage IT risks, enhance
by implementing various initiatives as part of its operational effectiveness and efficiency, and ensure
commitment to protecting customer data and compliance with applicable laws and regulations.
safeguarding the continuity of IT operations. These
initiatives include strengthening the information BNI implements IT Governance through the
security function through the development of the alignment of the IT Strategic Plan with business
Chief Information Security Officer (CISO) role, strategies, optimization of IT resource utilization,
as well as the implementation of governance, structured performance measurement, and the
regulations, and compliance frameworks to ensure application of effective risk management. All of
effective information security practices. BNI also these processes are carried out in compliance with
adopts an effective information security architecture the regulations issued by the Financial Services
that encompasses the protection of assets, data, Authority (Otoritas Jasa Keuangan or OJK) and Bank
applications, endpoints, networks, and security Indonesia (BI). The implementation of IT Governance
parameters, by applying a defense in depth approach at BNI includes the following aspects:
to ensure the principles of confidentiality, integrity,
and availability are upheld.
2025 Annual Report
487
PT Bank Negara Indonesia (Persero) Tbk
Page 490
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Active Supervision
of Board of Directors
and Board of
Commissioners
Adequacy of IT Utilization
Policies and Procedures
Adequacy of the Process for Identifying,
Measuring, Monitoring and Controlling
IT Utilization Risks
Internal Control System
for IT Utilization
The use of IT at BNI is governed by policies, standards, and procedures that are applied consistently and
on an ongoing basis in accordance with prevailing regulatory requirements, particularly Financial Services
Authority Regulation No. 11/POJK.03/2022 concerning the Implementation of Information Technology by
Commercial Banks.
01 02 03 04
Bank IT Governance IT Risk Management Resilience and
Bank IT Architecture Cybersecurity
05 06 07
Data Management
Use of IT Service Placement of Electronic and Personal Data
Providers Systems Protection
08 09 10 11
IT Service Providers Bank Digital
Internal Control and Reporting Maturity Level
by Bank Internal Audit Assessment
In general, BNI’s IT Governance is structured into four main areas of scope, namely IT Planning, IT
Development, IT Operations, and IT Security.
IT IT IT
Planning Development Operations
Pengamanan TI
488
Page 491
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
INFORMATION TECHNOLOGY PLANNING delivers tangible benefits to the Bank, as follows:
1. The Feasibility Study serves as a process to
IT planning includes several processes and activities, articulate project implementation objectives, a
including: concise project scope, budget requirements, and
1. Preparing an IT Strategic Plan to describe the benefits to be obtained by the Bank. The FS is
the roadmap, BNI’s technology strategy, the used as a benchmark for assessing the feasibility
Information Technology Work Unit vision and of proposed IT projects through cost and benefit
mission, the main principles that serve as analysis.
a reference in the development and use of 2. Prioritization of IT Project Proposals is as
Information Technology to meet current and process involves reviewing and analyzing the
future business needs, in line with the BNI long feasibility of IT project proposals with reference
term strategic plan. to the Feasibility Study, to ensure that prioritized
projects deliver the highest business value to the
The IT Strategic Plan consists of several parts, Bank.
namely:
a. IT Business Alignment Within the delivery phase, additional implementation
b. IT Enterprise Architecture & IT Resource activities and processes have been introduced
Capability to ensure that delivery quality and development
c. IT Roadmap outcomes are optimal and aligned with user
d. IT Investment Plan requirements. These include the Architecture Review
Forum (ARF) and the Release Control Board (RCB).
2. Annual IT Plan including: 1. ARF is an activity involving further review and
a. IT Application Development Plan evaluation of the proposed architecture within
b. IT Infrastructure Development Plan IT projects to ensure alignment with BNI’s
c. IT HC Education and Training Plan architectural standards and strategies. The ARF
d. IT Governance Improvement Plan process includes evaluation of architectural
e. Investment Cost and Operational Cost Budget design, identification of potential risks and issues,
f. IT Work Unit’s performance indicators relating assessment of compliance with established
to risk levels, and the scale of IT project standards and guidelines, and encouragement
priorities, linked to the Bank’s business and IT of innovation opportunities. Through ARF, BNI
Strategic Plans. ensures that IT projects proceed as planned,
reduces the likelihood of rework, and enhances
DEVELOPMENT OF INFORMATION both the quality and speed of IT project delivery.
TECHNOLOGY GOVERNANCE 2. RCB aims to review and verify readiness for
release from both administrative and technical
IT Governance also encompasses end to end IT perspectives, including document completeness,
development processes through the implementation approvals, and infrastructure readiness, prior to
of the Software Development Life Cycle (SDLC), granting approval for release plans of completed
applying both waterfall and agile methodologies. In developments. The RCB process also evaluates
2025, BNI formulated and implemented new SDLC release plans, coordinates with involved teams
procedures by enhancing workflows within the to minimize potential adverse impacts, and
demand and delivery phases, through which all IT ensures compliance with applicable standards
initiatives are required to pass. The demand phase and regulations. Through the implementation of
begins with the registration of IT development RCB, BNI ensures that each release is executed
initiatives, followed by requirements definition, safely, efficiently, and in alignment with business
selection of the implementation approach, objective.
prioritization, and the establishment of a project
charter. The delivery phase commences with In addition, to establish service standards as well
project kick off and continues through requirements as supporting facilities and infrastructure, BNI has
detailing and design, development, testing, implemented an Application Criticality framework.
deployment preparation, Release Control Board, Through application criticality assessment, priorities,
migration, Production Trial Run (PTR), go live, and resource allocation, and required risk mitigation
project closure. strategies for each application are determined.
Within the demand phase, additional planning
activities and processes have been introduced to
ensure that the quality of projects to be implemented
2025 Annual Report
489
PT Bank Negara Indonesia (Persero) Tbk
Page 492
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
OPERATIONAL INFORMATION on data and information. This framework is flexible
TECHNOLOGY GOVERNANCE and adaptable to the Company’s strategic direction
and can be applied in conjunction with other
Furthermore, the operational aspect of IT Governance framework standards. Accordingly, COBIT assists
at BNI encompasses a range of critical processes BNI in ensuring that IT management is aligned
and activities that support the overall reliability of with business strategy and delivers optimal value
IT systems and services. These activities include creation.
data center operations management, management
of systems and communication networks, handling Information Technology Information Library
of system incidents and issues, management of IT (ITIL)
system operations performed by third parties, as Information Technology Information Library (ITIL is
well as risk management in IT operations. Through a standard framework for IT Service Management
the implementation of these processes, BNI ensures (ITSM), which BNI IT uses to align IT support
the reliability of its technology infrastructure, services to BNI business. ITIL focuses on IT
maintains service continuity, and strengthens processes procedures, tasks and service levels to
operational security and stability to support all support the Bank’s strategy, provides added value,
business activities and banking services. maintains IT competency levels. With ITIL, BNI IT
operations set a baseline as a service benchmark, a
INFORMATION TECHNOLOGY basis for planning, implementing and measuring its
GOVERNANCE SECURITY achievements.
BNI’s IT security governance focuses on a International Standard to Manage
cybersecurity framework divided into 3 (three) Information Security – ISO/IEC 27001
pillars,namely: ISO 27001 is an international standard for
1. Governance: includes security awareness, information security management systems,
information security provisions and development commonly referred to as an Information Security
of team and organizational capabilities; Management System (ISMS). ISO 27001 is one
2. Protection: consists of a multi-layer defense of the most widely adopted information security
mechanism, security assessment (penetration framework standards, with broad acceptance and
testing and vulnerability Assessment), as well as trust across various organizations, and serves as a
incident management and forensics; reference for other information security frameworks
3. Operation: Operation: includes 24x7 Security such as the NIST Cybersecurity Framework, SANS,
Operation Center (SOC), threat intelligence, and others. Accordingly, ISO 27001 standardization
network and endpoint security, as well as user can be leveraged to enhance IT security and has a
access management BNI maintains a balance positive correlation with strengthening the level of
between People, Process and Technology trust among customers, business partners or third
aspects when selecting a framework. Based parties, and the organization as a whole.
on these considerations, BNI’s IT governance
implementation adopts the frameworks that are In order to strengthen BNI’s competitiveness relative
appropriate to the IT service areas at BNI. to its peers as well as within the fintech industry,
ISO 27001 standardization represents a significant
Control Objectives for Information and achievement, delivering the following benefits:
Related Technologies (COBIT) 1. Enhancing BNI’s competitiveness within the
COBIT (Control Objectives for Information and banking, fintech, and broader financial services
Related Technologies) is an IT governance and industry by fostering a positive image and
management framework that supports BNI in strong perception of its capability to safeguard
managing InformationTechnology to meet the needs customers and business partners or third parties.
of its stakeholders. Through the management of its 2. Improving information security governance
process domains and enablers, COBIT translates in accordance with applicable national and
business objectives into IT objectives and measures international standards, thereby facilitating
the achievement and maturity levels of IT processes. regulatory approval processes.
3. Providing greater ease for BNI in strengthening
The implementation of the COBIT framework at information security controls across digital
BNI is based on the alignment between business banking business processes.
objectives and IT objectives, with a strong focus
490
Page 493
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
INFORMATION TECHNOLOGY STEERING 12. Training Oracle Apex (Application Express)
COMMITTEE Application Development
13. Training MONGODB: Database For Modern Apps
BNI has established an Information Technology & Spending Hands-on
Steering Committee through the Board of Directors’ 14. Training ITIL V4 Foundation Certification
Decree No. KP/461/DIR/R dated September 10, 15. Training Basic Design Thinking For Innovation
2025, concerning the Structuring of the Technology 16. Training Agile Ways Of Working & Scrum
Management Committee (KMT). The Technology Framework Bootcamp
Management Committee was formed to assist the 17. Training Excel
Board of Commissioners and the Board of Directors 18. Training End User Project Enterprise Financial
in carrying out oversight of Information Technology System
(IT) activities. Detailed information regarding the
Technology Management Committee is presented In addition, BNI has supported and facilitated IT
in the Corporate Governance chapter of the Annual personnel to participate in online training programs
Report. through various learning platforms, including
Udemy, LinkedIn Learning, and other digital learning
IT HC DEVELOPMENT AND CERTIFICATION platforms.
PROGRAM
IT SKILL-BASED ORGANIZATION
In order to enhance the quality of its IT strategic
planning and create a competitive advantage for BNI consistently conducts periodic audits as a
the business, BNI recognizes the importance of demonstration of its commitment to implementing
continuously adjusting its IT development programs sound Technology Governance. BNI carries out
to remain aligned with the dynamics and changes independent Information Technology operations
of the digital era. This initiative serves as a critical audits through its Internal Audit function, in
foundation to ensure that every IT initiative optimally accordance with the Regulation of the Minister of
and sustainably supports the achievement of business State Owned Enterprises No. PER-2/MBU/03/2023
objectives. Accordingly, BNI has strengthened its concerning Guidelines on Governance and
capabilities across process, technology, and people Significant Corporate Activities of State Owned
aspects. Enterprises, particularly Article 210. In practice, the
audits conducted by the Bank include evaluations of
Through its IT Work Units, BNI equips IT human the implementation of the IT Strategic Plan as well
resources with a wide range of training programs as assessments of the effectiveness of IT operations.
to develop both soft skills and hard skills. Soft skill
development is carried out through training in digital In addition to fulfilling regulatory and compliance
leadership, technology presentation skills, and requirements, these audits serve to assess BNI’s level
communication and negotiation skills. Meanwhile, of readiness in managing Information Technology.
hard skill development is supported through training In 2025, BNI followed up on 24 audit activities
programs in project management, IT architecture, covering various areas, including mandatory Bank
programming, CI/CD, secure coding, cloud security, Indonesia security audits, strategic project audits, IT
and other relevant technical competencies. procurement audits, and other audit activities.
Throughout 2025, BNI facilitated the participation AUDIT PENYELENGGARAAN TI
of its IT personnel in various education and training
programs, including but not limited to the following: BNI consistently conducts periodic audits as a
1. Training Data Engineer demonstration of its commitment to implementing
2. Training Data Analyst sound Technology Governance. BNI carries out
3. Leading Digital Ecosystem : Strategy & Innovation independent Information Technology operations
4. AI Driven Customer Insight audits through its Internal Audit function, in
5. Training IT Software Development Life Cycle accordance with the Regulation of the Minister of
(SDLC) level MGR, AVP & VP State Owned Enterprises No. PER-2/MBU/03/2023
6. Training Artificial Intelligence (AI) Foundation for concerning Guidelines on Governance and
Banking Digital Transformation Significant Corporate Activities of State Owned
7. Training Workshop IBM Product Knowledge Enterprises, particularly Article 210. In practice, the
Update - Data Al & Automation audits conducted by the Bank include evaluations of
8. Training Web Method Batch 1-3 the implementation of the IT Strategic Plan as well
9. Training Product Knowledge wondr by BNI as assessments of the effectiveness of IT operations.
10. Training Project Management
11. Training Process Improvement 3 Legged 5 Why
(3L5W) BCV
2025 Annual Report
491
PT Bank Negara Indonesia (Persero) Tbk
Page 494
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In addition to fulfilling regulatory and compliance IT AWARDS IN 2025
requirements, these audits serve to assess BNI’s level
of readiness in managing Information Technology. Through the capabilities of BNIdirect cash, BNIdirect
In 2025, BNI followed up on 24 audit activities bisnis, and BNIdirect API, BNI successfully received
covering various areas, including mandatory Bank various prestigious international awards, including
Indonesia security audits, strategic project audits, IT the following:
procurement audits, and other audit activities. 1. BNIdirect API Awards 2025
· Best Technology Implementation for Digital
SYNERGY IN THE APPLICATION OF CX – Indonesia (April 2025 - Digital CX Awards)
INFORMATION TECHNOLOGY WITH · Best API Initiative (August2025 - Digital
SUBSIDIARIES Banker - Global Retail Banking Innovation
Awards 8)
The development of BNI’s Information Technology · Best API/Open Banking Platform Provider for
adopts the IT Agile and Lean Organization concept, SME Banking (October 2025 - Digital Banker -
aimed at strengthening collaboration and synergy Global Bank Tech Award)
between BNI and its subsidiaries. This approach · Outstanding SME Cash Management
focuses on efficiency and the optimization of IT Solution by a Vendor (October 2025 - Digital
resources to enhance operational effectiveness Banker - Global Bank Tech Award)
and cost efficiency, thereby delivering significant · Outstanding SME Payment Solution by a
added value in supporting both service delivery and Bank (October 2025 - Digital Banker - Global
business activities. In addition, this strategy opens Bank Tech Award)
broader opportunities for digital synergy to support · Best API/Open Banking Platform Provider for
the development and strengthening of subsidiaries’ Transaction (October 2025 - Digital Banker -
capabilities. Potential areas of digital synergy Global Bank Tech Award)
include the following: · Outstanding Payments and Collection
1. Capability Synergy and Integration Services Provider (October 2025 - Digital
a. BNI Multifinance Banker - Global Bank Tech Award)
Synergy through the integration of Joint 2. BNIdirect cash Award 2025
Financing and Collection Payment processes. · Best Wholesale/Transaction Bank for Digital
b. BNI Life CX – Indonesia (April 2025 – Digital CX
Synergy through the integration of insurance Awards)
policy issuance processes and automatic · Category Editors’ Triple Star for New BNI
debit for insurance premium payments. Direct (May 2025 - The Asset Triple A Treasurise
c. hibank (Treasury, Trade, Supply Chain, Risk, ESG)
Synergy through the integration of ATM and Award)
EDC transactions via an aggregator. · Best Bank for Transaction Banking in
d. BNI Sekuritas Indonesia (May 2025 - AlphaSEA - 19th Best
Synergy through the integration of RDN Financial Institution Awards 2025)
transaction processes and Investor Account 3. BNIdirect bisnis Awards 2025
Management. · Best SME Banking Platform (August 2025
e. BNI Ventures - Digital Banker - Global Retail Banking
f. BNI Asset Management Innovation Awards 8)
2. Technology Synergy
3. Resource Synergy
Utilization of BNI’s extensive infrastructure and
network to support the expansion of subsidiaries
across various regions.
492
Page 495
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
INFORMATION TECHNOLOGY FUTURE In line with this direction, BNI will continue
DEVELOPMENT PLAN to undertake various improvements and
enhancements to its IT capabilities going forward.
BNI remains committed to continuously developing As transaction volumes, service complexity, and
Information Technology and delivering reliable and reliance on internal and external system integration
secure IT services that provide optimal benefits, continue to increase, exposure to information
in line with the Regulation of the Minister of technology risks has also escalated. Accordingly,
State Owned Enterprises No. PER-2/MBU/03/2023 in 2026, development efforts will be focused on
concerning Guidelines on Governance and Corporate strengthening security as the primary foundation for
Activities of State Owned Enterprises. All IT service the sustainability and resilience of IT services, along
development initiatives are implemented based with several other key IT priorities.
on best practices and refer to a comprehensively
formulated IT Strategic Plan. The IT Work Units One of the key focus areas is enhancing fraud
have defined four strategic missions set out in the detection and prevention capabilities through
IT Strategic Plan, namely Enterprise Agility, Data transaction security monitoring that integrates
Driven Transformation, Future Proof Innovation, and data analytics and rule based controls, to provide
Revolutionize Beyond Ecosystem. proactive protection for Wholesale customer
transactions.
2025 Annual Report
493
PT Bank Negara Indonesia (Persero) Tbk
Page 496
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Service Digitization
As one of the pioneers of digital banking in BNI has sustainably utilized the services of various
Indonesia, BNI continuously strengthens its service Independent International Research and Advisory
digitization initiatives to accelerate transformation Institutions to obtain references, strategic insights,
across all business lines and operations. Throughout and the latest trends regarding technology and
2025, BNI was again consistent in bringing digital developments in the global industry and banking
initiatives that focused on enhancing efficiency, sector.This step serves as a vital foundation in driving
easing service access, and optimizing business sustainable innovation, both in terms of technology
processes. BNI believes that through these steps, utilization and business process optimization.
digital innovation would provide a significant Various adopted key-technologies have made
contribution to increasing operational performance significant contributions to the development of
and profitability, while cementing BNI’s position as a BNI’s digital banking products and services in recent
leading financial institution in the digital era. years, thereby strengthening competitiveness and
enhancing the customer experience.
The latest trends in information and digital
technology—such as the growing use of Artificial As a tangible manifestation of this technology
Intelligence (AI), Data Analytics, Cloud, and the utilization, BNI has developed a wide range of
Internet of Things (IoT)—have brought significant innovative digital products and services that are
changes across various industrial sectors. The trend adaptive to market needs, including the following:
is marked by the increasing use of communication
networks and the internet for various purposes, BNIdirect
integrated automation processes that utilize AI,
decision-making based on insights derived from In line with BNI’s ambition to be “Leading in
data analysis, the optimization of Cloud usage Wholesale Transaction Banking,” BNI continues
for both business and personal needs, and the to strengthen its digital capabilities to support
interconnection of various everyday devices to the the financial transaction needs of corporate,
internet. These dynamics subsequently influence institutional, commercial, and SME customers
customer behavior and encourage the creation of through BNIdirect. BNIdirect is a wholesale digital
more innovative and adaptive business models. banking service designed to support customer
business growth through comprehensive financial
With these trends of late in mind, BNI continues to solutions, encompassing cash management, trade,
make improvements and introduce innovations to foreign exchange, and supply chain financing,
create products and services that meet customer enabling customers to conduct financial transactions
needs. Throughout 2025, BNI remained committed quickly, easily, and securely. The year 2025 marks
to maintaining and improving service quality while a strategic milestone for BNI in optimizing digital
proactively developing digital solutions that are services through the transformation of BNIdirect
adaptive to market dynamics. BNI continues to into a premier, comprehensive, and integrated
adjust to the shift in customer behavior toward wholesale digital platform aligned with modern
digital by exploring innovation, leveraging the latest business needs. This transformation reflects BNI’s
technology, and applying modern digital trends to commitment to strengthening its role as a trusted
deliver a banking experience that is easier, faster, partner in supporting digitalization and business
and more value-added. growth amidst increasingly competitive landscapes.
494
Page 497
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Currently, BNIdirect provides a wide range of financial From then onward, BNIdirect will continue to be
transaction services, including cash management, developed as a global wholesale transaction banking
payments, trade, and foreign exchange transactions. platform, with the addition of analytical capabilities,
The platform offers flexible access via the website service personalization tailored to customer needs,
(direct.bni.co.id) or mobile app, allowing customers cross-border transaction solutions, and broader
to monitor and conduct financial transactions in integration with the customer’s business ecosystem.
real-time from anywhere. The BNIdirect interface This initiative is expected to strengthen the
is designed to be more intuitive and user-friendly, customer’s digital experience while supporting the
supporting three languages (Indonesian, English, sustainable growth of BNI’s Wholesale Transaction
and Mandarin) to reach customers from diverse Banking.
backgrounds. In terms of security, BNIdirect is
equipped with a multi-layered authorization system BNIdirect bisnis
through user access rights management and the
use of both hard tokens (BNI e-Secure) and soft As part of its digital service development roadmap,
tokens (mobile tokens). Additionally, BNI provides BNI launched BNIdirect bisnis in August 2025
a dedicated team to support customers during the as a manifestation of the Bank’s commitment to
onboarding process and for daily platform usage. expanding inclusion and digital service adoption
across all customer segments. Through this
Presently, the Wholesale Transaction Banking initiative, BNI reinforces that digital transformation
channels serve specific segments and needs is not only focused on the corporate segment but
consisting of: is also strategically directed to support the growth
1. BNIdirect cash of Small and Medium Enterprises (MSMEs) as the
2. BNIdirect bisnis backbone of the national economy. BNIdirect bisnis
3. BNIdirect fx is designed to address MSME requirements for
4. BNIdirect receivables simpler, yet secure and reliable digital transaction
5. BNIdirect supply chain solutions, featuring a streamlined and user-friendly
6. BNIdirect trade interface as well as core features that include
7. BNIdirect API payment management, transfers, and real-time cash
flow monitoring. The introduction of BNIdirect bisnis
Each transaction channel features distinct is expected to drive the digital capability of MSME
characteristics and functions, yet they are customers, expand BNI’s digital service user base,
strategically developed for seamless integration. and strengthen the overall business transaction
Since 2024, BNI has been continuously developing a ecosystem.
single integrated platform capable of consolidating
all these channels to enhance the customer This platform makes it easy to manage daily
experience and drive transaction growth. transactions efficiently without a complicated
process, supporting payments and receipts quickly,
As part of the digital transformation of Wholesale safely, and reliably.
Transaction Banking, BNIdirect is developed and
positioned as a single entry point for customers In addition, BNIdirect simplifies the approval process
to access all services within BNIdirect. This portal with a modern and intuitive user interface (UI/UX)
serves as the primary interaction point with various design. This new look ensures that MSME customers
wholesale solutions through a Single Sign-On (SSO) can easily understand and access existing features,
mechanism. Beyond serving as an access gateway, without requiring intensive training. This feature
BNIdirect is also equipped with a financial dashboard also supports a simple user journey, making the
feature that presents concise and comprehensive transaction experience more enjoyable and efficient.
information regarding the customer’s financial
activities. This dashboard is designed to provide To support strategic decision-making, BNIdirect
360-degree visibility of financial positions, cash provides integrated financial reports that facilitate
flows, transaction statuses, and summaries of MSMEs in business planning, credit applications, and
activities across products and services in a single financial analysis. With real-time access to financial
view. Consequently, customers can monitor, make positions such as cash balances, receivables, and
decisions, and manage their finances more quickly, liabilities, customers can manage their finances
effectively, and accurately. effectively, drive business growth, and increase
competitiveness, both in local and global markets.
2025 Annual Report
495
PT Bank Negara Indonesia (Persero) Tbk
Page 498
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Through a deep understanding of MSME needs, liquidity management optimization, and continuous
BNIdirect is not only a transaction platform, but also financial performance evaluation.
a strategic partner that supports the sustainability
and success of MSME businesses in the digital era. Through a deep understanding of corporate customer
needs, BNIdirect cash serves as a strategic solution
With these features, BNI through BNIdirect wants that supports operational efficiency, strengthening
to ensure that every customer’s transaction needs, financial governance, and the sustainability and
both large and small, can be met easily, safely, and business competitiveness of the company in the
reliably. digital era.
In 2025, BNIdirect bisnis won an international award In 2025, BNIdirect cash won 3 international awards at
from The Digital Banker - Global Retail Banking the Digital CX Awards, The Asset Triple A Treasurise
Innovation Awards in the category of Best SME (Treasury, Trade, Supply Chain, Risk, ESG) Award,
Banking Platform. and AlphaSEA - 19th Best Financial Institution
Awards 2025 in the following categories.
BNIdirect cash 1. Best Wholesale / Transaction Bank for Digital CX –
Indonesia - Digital CX Awards
In supporting the transaction and financial 2. Category Editors’ Triple Star for New BNI Direct
management needs of corporate customers, - The Asset Triple A Treasurise (Treasury, Trade,
BNIdirect cash presents various superior features Supply Chain, Risk, ESG) Award
designed to meet the requirements of medium 3. Best Bank for Transaction Banking in Indonesia -
to large-scale businesses and build an integrated AlphaSEA - 19th Best Financial Institution Awards
corporate financial ecosystem. The core values 2025.
offered through BNIdirect cash are “Simplified
Transaction, Secure Control, and Comprehensive BNIdirect API
Financial Insight,” which serve as the foundation for
providing a reliable service experience for corporate In reaching out to various digital ecosystems,
clients. especially those that are relevant to people’s
current lifestyles, BNI provides open banking
This platform facilitates efficient and structured facilities through API services that can be accessed
corporate financial transaction management, by various e-commerce, ride-hailing platforms,
including transfer management, mass payment, financial technology (fintech), various university
and liquidity management services, to support fast, startups, corporate SOEs, Ministries, etc. Digital
secure, and reliable payment and fund collection initiatives carried out by BNI through open banking
processes. With an integrated system, corporate services include products, digital platfoms, and
customers can optimally manage cash flows from service expansion in ecosystems based on a
various accounts within a single platform. business to business to consume (B2B2C) model. In
2025, to enhance the user experience and meet the
BNIdirect cash also features a flexible and controlled evolving needs of customers, BNIdirect API already
approval workflow mechanism, supported by came with newly enhanced security capabilities and
a modern and intuitive user interface (UI/UX) streamlined integration through:
design. This enables companies to implement
strong corporate governance and internal control The expansion of API services, including Software
principles, while ensuring ease of use for all users in Development Kits (SDKs) and an interactive
accordance with their designated authorities. Sandbox environment featuring data automation
and a comprehensive API catalog. It is a feature that
To support strategic corporate decision-making, enables developers to conduct independent end-
BNIdirect cash provides comprehensive and to-end testing simulations with detailed request/
integrated financial and transaction reports, response examples, ensuring application readiness
including real-time access to liquidity positions, prior to production implementation and significantly
cash balances, and cash inflows and outflows. This accelerating the time-to-market for digital banking
information assists companies in financial planning, services.
496
Page 499
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI’s commitment to digital innovation through b. Distributor Financing: Financing for Corporate
BNIdirect API was demonstrated by winning seven Partners (Distributors/Buyers) to settle payables
(7) awards in 2025 at the Digital CX Award, The to the Corporate with a tenor extension by the
Digital Banker – Global Bank Tech Award 2025, and Bank and fees/interest charged upon settlement.
The Digital Banker- Global Retail Banking Innovation c. Receivable Financing: Financing for the Corporate
Awards, winning in the following international (seller) against outstanding trade receivables/
categories: invoices.
1. Best Technology Implementation for Digital CX – d. Payable Financing: A financing facility for the
Indonesia – Digital CX Award Corporate (buyer) to settle debts to Corporate
2. Best API Initiative - Digital Banker - Global Retail Partners (Suppliers) before the due date.
Banking Innovation Awards 8
3. Best API/Open Banking Platform Provider for Key features available in BNIdirect supply chain are
SME Banking - Digital Banker - Global Bank Tech as follows:
Award a. Flexible Automatic Payment: Flexible and
4. Outstanding SME Cash Management Solution automatic invoice disbursement based on dates
by a Vendor - Digital Banker - Global Bank Tech specified by the customer.
Award b. Automatic Settlement: Automatic obligation
5. Outstanding SME Payments Solution by a Bank - settlement on the financing due date.
Digital Banker - Global Bank Tech Award c. Push Notification: Transaction notifications sent
6. Best API/Open Banking Platform Provider for to the customer’s registered email address.
Transaction Banking - Digital Banker - Global d. Customized Report: Provision of transaction
Bank Tech Award reports tailored to customer needs.
7. Outstanding Payments and Collection Services e. Dashboard Monitoring: Monitoring of transaction
Provider - Digital Banker - Global Bank Tech activities and facility limits in a comprehensive
Award and informative dashboard.
f. Flexible Connectivity: Integration options
BNIdirect supply chain tailored to customer needs (Integration with File,
Integration with API).
BNIdirect supply chain is a web-based digital g. Real-time Disbursement: Immediate
platform utilized by Corporates (Anchors) and disbursement to the destination account once
Corporate Partners (Suppliers/Buyers) to conduct the approve/release process is completed.
invoice financing transactions (Supply Chain
Financing) online in electronic form. BNIdirect fx
BNIdirect supply chain offers several advantages BNIdirect fx is a web-based digital application
in the customer’s supply chain financing process, accessible via the internet for corporate customers
including: to conduct non-physical foreign exchange (FX)
a. Transaction Integrity and Security: Maintained transactions directly with BNI Treasury Dealers.
through the implementation of multi-layered
access control mechanisms in transaction It features the following capabilities:
processes to mitigate the risk of unauthorized 1. News Feature
access and abuse of authority. Provides up-to-date information and news
b. Monitoring and Real-Time Tracking: Provides regarding current foreign exchange market
ease of checking status and real-time monitoring conditions.
of transactions and facility limits, supported by 2. Real-time and Hittable FX Rates
comprehensive reporting. Kurs valas yang ditampilkan menggambarkan
c. Transactional Efficiency: Initiation of invoice harga pasar yang real pada saat aplikasi diakses
financing applications and settlements can be dan harga yang tertera adalah harga yang dapat
performed anywhere via the web-based digital ditransaksikan oleh Nasabah (bukan indikasi).
platform. 3. Trade Menu
Enables customers to perform buy or sell trades
The Supply Chain Financing transaction services across various foreign currencies.
available through BNIdirect supply chain include: 4. Report Menu:
a. Supplier Financing: Financing for Corporate Displays the details of transactions executed by
Partners (Suppliers) for invoices/receivables due the customer.
from the Corporate, which can be paid earlier at
a discount.
2025 Annual Report
497
PT Bank Negara Indonesia (Persero) Tbk
Page 500
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNIdirect receivables BNI Credit Card Mobile is equipped with features
such as billing information, recorded transactions,
BNI Receivables has come to support customer instalment conversions, bill payments and insurance
needs in managing fund receipts effectively. This registration, cash withdrawals, as well as credit limit
service is designed to make it easier to identify increase application services, data updates and
partners or customers who make payments through submission of new credit card applications. BNI
the Virtual Account feature, which functions as a Credit Card Mobile also provides information about
unique identification number. Every transaction BNI Credit Card promos and products.
made on the Virtual Account is automatically
recorded and posted directly to the customer’s main
account, ensuring that the reconciliation process
E-KYC BIOMETRIC FACE
runs quickly, accurately, and seamlessly. RECOGNITION & LIVENESS
Through the BNI Receivables platform, customers The use of the Biometric Face Recognition &
can take advantage of various superior features, Liveness feature as e-KYC in the digital credit card
such as: application process provides convenience, security
• Real-Time Payment Identification: Ensures and comfort for prospective card holders in the
transparency and ease of monitoring payments credit card application process.
from partners or customers.
• Comprehensive Transaction Reports: Provides DIGITAL CARD ISSUANCE
detailed reporting that can be customized to
customer needs. Digital Credit Cards can be issued to applicants who
• Reconciliation Efficiency: Reduces manual apply for BNI credit cards via digital channels, so that
workload and the risk of errors in recording the card holders can use their digital credit cards
transactions. to make transactions at e-commerce merchants or
carry out transactions through BNI Mobile Banking.
With high flexibility and scalability, BNI Receivables
assists customers from various sectors, including
corporations, educational institutions, and
VIRTUAL CARD NUMBER BNI
e-commerce, in managing cash flow efficiently. CREDIT CARD
BNIdirect trade BNI Credit Card feature that is used as an alternative
payment for more effective and efficient credit card
BNIdirect trade is an integral part of BNI’s digital transactions, and offers comfort and convenience in
capabilities, enabling online trade finance online transactions (card not present) with a unique
transactions for the customers, including the virtual number as a replacement for the original
submission and monitoring of trade transactions such credit card number that will be used on the BNI
as Letters of Credit (LC), Documentary Collections, Corporate Credit Card.
and trade-related financing facilities through a web
interface accessible anytime and anywhere. This
service offers 24-hour access flexibility and the
QRIS SOURCE OF DOMESTIC
ability to customize user authorization workflows GOVERNMENT CREDIT CARD
according to company requirements, thereby (KKPD) FUNDS
accelerating transaction settlement and supporting
the customer’s operational efficiency in managing
both domestic and international trade. QRIS payment feature with Domestic Government
Credit Card funding sources using BNI Mobile
BNI CREDIT CARD MOBILE Banking aims to facilitate operational spending
and official travel of work unit, both at central and
As well as using the Mobile Banking application, regional levels with the Government Credit Card
BNI credit card services can also be accessed via the (KKP) payment scheme whose processing is carried
BNI Credit Card Mobile application. This application out through domestic principals.
makes it easy for credit card holders to receive
their transaction information via their smartphone.
498
Page 501
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
CONTACTLESS FEATURES BNI Agen46 features a range of superior
functionalities designed to optimally meet the
With its Contactless features, credit card holders needs of both customers and agents. These features
can make transactions easily, quickly and safely by accommodate account opening, cash deposits/
simply holding or tapping the credit card on the EDC withdrawals, fund transfers to other BNI accounts
Contactless machine, without having to use a PIN as well as interbank transfers, purchase of digital
(up to a certain nominal amount). Transactions can products (such as phone credit, data packages,
be made at any time by card holders at merchants transportation tickets), bill payments (such as PLN,
showing the contactless symbol. PDAM, IPL, SPC), disbursement of government
assistance (such as PKH, basic necessities, and
BNI MOBILE BANKING subsidies), as well as referrals for other BNI
products (such as People’s Business Credit (KUR),
BNI Mobile Banking is one of BNI’s digital services to BNI Wirausaha (BWU), and BNI Credit Cards).
meet customer needs (customer centric) and provide
convenience for customers in carrying out end- In 2025, Agen46 introduced a range of new features
toend banking transactions, from the onboarding designed to enhance user experience and meet
user process to transactions. evolving needs:
• Agen46 Self Registration: A new facility
Currently, a variety of digital banking products allowing the community to register as agents
and services that focus on BNI Mobile Banking independently through a digital platform, without
have been developed, considering that BNI Mobile the need to visit a branch office.
Banking offers customers convenience in making • Student Savings Account Opening: Supporting
transactions easily, anytime and anywhere. In 2024, financial literacy among the younger generation
the development of our mobile banking platform by providing easy and affordable access to
focused on three main aspects: enhancing security, savings accounts for students.
improving existing features, and optimizing services • Incoming Remittance Feature: Facilitating
to provide the best experience for customers. This cross-border money transfers, expanding agent
strategic initiative aligned with our commitment services to cater to customers with international
to maintaining user trust while ensuring that our transaction needs.
services remain relevant, responsive, and secure • PLN Feature Update: Offering a more convenient,
amidst technological advancements and cyber fast, and accurate experience for electricity bill
threats. payments.
• ASDP Ferizy Ticket Purchase: Enhancing
customer experience when purchasing Ferizy
BNI AGEN46 tickets, particularly by allowing real-time
transaction status checks.
BNI Agen46 is BNI’s agency service that provides • PELNI Ticket Purchase: Simplifying the process
the opportunity for the community to act as an for agents to serve customers needing PELNI
extension of BNI in delivering banking services. With tickets with a quick and efficient process.
BNI Agen46, customers can access banking services • Username Customization: Allowing agents
without having to visit a branch office, eventually the flexibility to choose and customize their
enhancing financial inclusion across various regions usernames, making it more personal.
in Indonesia. • Integrated Digital Complaint Handling:
Developing an integrated online complaint
To date, BNI Agen46 offers several transaction handling system that is easily accessible,
channels that facilitate both Agen46 customers and efficient, and cost-free, facilitating BNI Agen46 in
agents in providing banking services, including managing its operations and business.
Android/iOS Mobile Apps, Web, and Electronic Data • Self-Promotion Media: BNI Agen46 can design
Capture (EDC). and print promotional posters and banners
directly through the BNI Agen46 application to
enhance the effectiveness of their local marketing
efforts.
• Security Enhancements: Implementing the latest
security systems in the BNI Agen46 application
2025 Annual Report
499
PT Bank Negara Indonesia (Persero) Tbk
Page 502
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
• Micro Insurance Purchase: Customers can 8. Single Sign-On for Efficient Operations The
purchase BNI Life Pandai+ micro insurance Single Sign-On (SSO) system simplifies access
through BNI Agen46 with affordable premiums for operational teams, enhancing efficiency in
for protection against accident risks. supporting customer services.
9. Integrated Monitoring Dashboard The all-in-
wondr by BNI one dashboard provides real-time oversight of
application and backend system performance,
Marking our commitment to consistently delivering ensuring that technical issues can be addressed
modern, secure, and customer-driven mobile before impacting users.
banking services. Through various strategic
innovations, we focus on enhancing technological With these innovations, we remain committed to
performance, user experience, and operational delivering services that are relevant, secure, and
efficiency. The following are our key achievements: integrated with customers’ financial and lifestyle
1. Modernization of the Mobile Application needs.
Platform We have updated the mobile application
architecture with the latest technology to improve BNI DigiCS & DigiCS LITE
performance, stability, and scalability. This step
ensures that the application remains reliable BNI DigiCS & DigiCS Lite are self-service machines
and capable of meeting the evolving needs of that replace the activities of Customer Service
customers. (CS) officers. With BNI DigiCS & DigiCS Lite,
2. Enhanced User Experience An intuitive interface customers can carry out CS activities independently
and simplified transaction processes support (selfservice). The features in this service include
user convenience. Security is prioritized with the opening an account, changing cards, unblocking
implementation of multifactor authentication debit cards, activating e-channel, resetting pins,
and data encryption. As a result, customer purchasing and topping up Tapcash, and printing
satisfaction levels have significantly increased. mutation/account history.
[ACGS B.4.1]
3. Digitalization of KYC Processes via Video Call The With the DigiCS & DigiCS Lite services, CS officers
implementation of a video call-based KYC system in branches can focus on CS advisory and sales
facilitates users in verifying their identities activities. Besides that, this service also reduces
without having to visit a branch, ensuring customer waiting time. Activities can be carried out
efficiency and data security in compliance with quickly, easily and safely thanks to such userfriendly
regulations. technology. More details can be found at: https://
4. Personal Finance Management (PFM) Feature digitalservices.bni.co.id.
We have introduced a PFM feature that helps
customers manage their finances through BNI DPLK SURE
automatic recording, transaction categorization,
and AI-based financial recommendations, making BNI DPLK SURE is an application to support the
the application a holistic financial solution. BNI DPLK business in providing convenience and
5. Integration of Digital Lifestyle Our application solutions for managing retirement planning for
is now integrated with lifestyle services, such BNI DPLK customers. The services provided by BNI
as purchasing whoosh train tickets, creating a DPLK SURE consist of account opening, deposits,
seamless experience for customers’ financial claims, balance information, and fund management
and lifestyle needs. according to the investment package chosen by the
6. Flexible Native Mobile Application Our customer. Apart from that, BNI DPLK Sure is also
application is designed to be compatible across connected to BNI Mobile Banking, BNI ATM, and
various devices, offering a hyperpersonalized BNI Direct so that customers can make transactions
experience tailored to individual customer needs. anytime and anywhere. The BNI DPLK Investment
7. High Performance and Scalable Backend System Package consists of various products, namely
The microservices architecture supports fast deposits, bonds, mutual funds, sharia mutual funds,
processing, reliable scalability, and uptime of up and others.
to 99.99%, maintaining service reliability even
during activity spikes.
500
Page 503
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Then, apart from the main services for customers, updated by the end of the day, the system will
there are other modules in DPLK Sure, such as automatically perform a reversal, returning the
reconciliation, integration, daily accrual modules, pending balance to the customer’s account or the
reporting modules to regulators and operational original source of funds. With this feature in place,
monitoring, which strengthen the reliability of customers can enjoy greater peace of mind as their
DPLK Sure, while also meeting the requirements of funds are automatically restored without the need to
regulators. lodge a formal complaint.
On August 8, 2025, BNI DPLK (Pension Fund) The combination of these features demonstrates
launched a new participant category, namely Post- the commitment of the BNI New Prepaid System
Employment Participants, who are registered in DPLK to provide more reliable, secure, and user-friendly
Sure through the Post-Employment Compensation services, thereby enhancing customer satisfaction
Fund (DKPK) program. DKPK is defined as income in their transactions.
paid by an employer to employees at the end of
the latters’ term of employment or on termination BNI DPLK Website
of employment (PHK).This program differs from the
existing Defined Contribution Pension Plan (PPIP) The latest BNI DPLK website, accessible at newdplk.
in DPLK Sure; while PPIP participants consist of bni.co.id, is designed to bolster the development of
corporate employees or individuals who open DPLK DPLK (Dana Pensiun Lembaga Keuangan) business
accounts independently, the participants of the and support growth by integrating information
DPLK DKPK program are the employers themselves. technology, human resources, comprehensive
In this scheme, the individual employees do not banking products and services, and market potential.
hold DPLK accounts; instead, the accounts are held In operations since 1994 under the Pension Fund
exclusively by the employing company. Law, the pension program of PT Bank Negara
Indonesia (Persero) Tbk (BNI DPLK) is open to all
DPLK BNI has since 2001 become a market leader in segments, including civil servants, private-sector
the pension fund management industry in Indonesia. employees, SOE/ROE employees, professionals,
As of December 31, 2025, DPLK BNI’s AUM (Asset and entrepreneurs seeking financial security in their
Under Management) reached IDR36.23 trillion with retirement years.
a total of more than 884 thousand customers, both
corporate and individual. The BNI DPLK website offers convenience and
solutions for the retirement planning management
BNI NEW Prepaid system of BNI DPLK customers. The services available
on the website include the printing of digital
BNI has developed a system to support the prepaid membership cards (e-cards), data updates, balance
card product business of Bank BNI, namely TapCash. inquiries, and fund management tailored to the
Several features are already operational and customer’s selected investment packages. BNI
available for customers, including Online Top-up for DPLK investment packages consist of various
TapCash and Retry Update Balance.The Retry Update products, such as Deposits, Bonds, Mutual Funds,
Balance feature is a standout feature within the BNI Sharia Mutual Funds, and others. Beyond these
New Prepaid System, as it provides convenience for core customer services, the website also provides
customers to ensure that their balance is successfully additional features such as branch map information,
updated even in the event of a failure during the dashboards, balance consolidation, e-statements,
Update Balance process. Through this feature, and transaction history.
customers are given up to three opportunities to
tap Update Balance to ensure that the balance on BNI continuously upgrades the system in an effort
their card is synchronized correctly. Furthermore, to consistently deliver the best experience to users.
the BNI New Prepaid System is equipped with the The system is engineered to enhance three key
Reversal Pending End of Day (EOD) feature. This aspects: guaranteed system security, faster and
feature is designed to provide additional protection more responsive performance, and new features
to customers in situations where the top-up process tailored to meet the evolving needs of modern users.
is pending. If the balance in pending status is not
2025 Annual Report
501
PT Bank Negara Indonesia (Persero) Tbk
Page 504
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI MERCHANT (EDC AND QRIS) BI SNAP (STANDAR NASIONAL
This is a mobile-based application used by BNI
OPEN API PEMBAYARAN)
merchants to support their daily QRIS and EDC
transactions. BNI Merchant is equipped with superior BI SNAP is a nationally applicable messaging
features, including same-day merchant payments, standard, which regulates the implementation of
digital merchant registration, real-time transaction Payment Open Application Programming Interfaces
notifications and biometric login technology. In the (API) to improve access and digital payment services
future, superior features will be added, including in Indonesia.
cashier features and after sales service features.
SNAP BI aims to:
TapcashGO • Ensure customer data security
• Prevent misuse of personal data
BNI TapCash is a refillable chip-based electronic • Create a healthy, competitive, and innovative
money that can replace cash and used for payments payment system industry
at merchants in collaboration with BNI. • Promote integration, interconnection,
interoperability, and security and reliability.
Here are some of the benefits of using BNI tapcash.
Faster payment transactions (transactions < 2 SNAP BI standardizes several things, such as:
seconds). Available for both BNI customers and • Communication protocol
non-customers. Can be topped up. No minimum • API architecture type
transaction value. Can be transferred to any party. • Fund structure and format
Does not require PIN and signature. • Authentication, authorization, and encryption
methods
• Provisions on API access management
• Data request and response formats
Services and Networks
BNI remains steadfast in its commitment to delivering operational efficiency. This branch transformation
superior banking services through the synergy of was supported by:
innovative digital solutions and personalized face- 1. Developing a superior distribution network to
to-face interactions, ensuring a seamless, fast, and achieve regional business targets and increase
convenient transaction experience. Throughout regional market share in line with local business
2025, BNI continued to strengthen its network potential.
development and service quality through Branch 2. Enhancing the role of outlets as customer
Transformation initiatives, serving as a key strategic satisfaction oriented points of sales to increase
focus to address increasingly diverse customer business volume and market share.
needs. This transformation not only expands access 3. Developing premises standardization and
to banking services but also drives operational innovation to support the achievement of service
efficiency and solidifies BNI’s position as a leading targets and performance.
financial institution, excelling in both service 4. Building and strengthening risk awareness
excellence and sustainable performance. to minimize operational risk and improve the
quality of operational supervision.
STRATEGIES AND POLICIES IN 2025 5. Increasing frontliner productivity to support the
shifting of transactions to digital channels and
In 2025, BNI focused on branch transformation the achievement of outlet targets.
to enhance customer service through reliable 6. Enhancing Regional and Branch productivity
e-channels and digital platforms including BNI ATM, through the initiation of business improvement
CRM, DigiCS, wondr, and BNIdirect. This initiative programs, while remaining coordinated and
aimed to drive outlet productivity growth and aligned with business improvement programs of
the Segment and Product Divisions.
502
Page 505
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
7. Encouraging the execution of corporate, across various strategic areas. The service network
institutional, and commercial customer value is further expanded through branchless banking
chains, as well as the execution of the Regional supported by 217,013 BNI Agen46, which play a
Business Committee, to support the achievement significant role in enhancing financial inclusion,
of outlet targets in collaboration with related including in underserved regions.
divisions.
At the international level, BNI operates 6 Overseas
PERFORMANCE IN 2025 Offices located in NewYork (USA), London (England),
Seoul (South Korea), Tokyo (Japan), Hong Kong, and
In 2025, BNI also implemented the New Region, Singapore, which support international transactions,
Area, and Branch Model (BRAVE) in strategic regions trade finance, and services for global customers. In
designated as pilot projects. This initiative focused addition, the Bank operates 1 Sub Branch Office in
on strengthening the organizational structure at Osaka, Japan, and 1 Remittance Office in Singapore
multiple levels, beginning with the optimization to strengthen international remittance services. The
of Regional Offices as think tanks responsible for Bank’s global presence is further reinforced through
formulating and translating Head Office strategies 2 Representative Offices located in Amsterdam,
into implementation plans. At the Area level, the Netherlands, and Sydney, Australia, which serve
role was strengthened as the conductor of business as platforms for developing business networks and
strategy execution, coordinating Branch Offices and international cooperation.
Sub Branch Offices to enhance business penetration.
STRATEGIES AND WORK PLANS FOR 2026
In line with this approach, Branch Offices and Sub
Branch Offices were focused on strengthening Based on periodic evaluations, BNI has identified
business execution, particularly by optimizing point various opportunities for improvement aligned with
of sales potential. The restructuring of business BNI’s Corporate Plan 2024-2028. The strategic focus
processes under this new model continued to is directed toward enhancing business productivity
prioritize competitive advantage and operational and market share through a comprehensive outlet
effectiveness. As the final stage of this phase, the transformation. All initiatives are aligned to ensure
Company will conduct a comprehensive evaluation that the outlet transformation is implemented in a
of the pilot results. This evaluation aims to refine focused, integrated manner, involving all relevant
the model in depth prior to rollout implementation units in accordance with the Regional organizational
across the Bank’s nationwide network. design, through the establishment of the New
Region, Area, and Branch Model (BRAVE).
BNI operates an extensive and integrated operational
network at both national and international levels. BNI is committed to implementing the new New
Domestically, the organizational structure consists Region, Area, and Branch Model through the
of one Head Office supported by 17 Regional Offices restructuring of an integrated digital distribution
serving as regional operational controllers. This network. This transformation is aligned with
service network is further strengthened by 197 customer journey stages and an operating model
Branch Offices and 1,579 Sub Branch Offices that based on advisory and service to sales approaches,
serve customers across Indonesia. while taking into account the unique potential of
each Point of Interest (POI) in every region. Under
To support business segment services and productive this model, Regions are positioned as ecosystem
financing, BNI operates 20 Commercial Business orchestrators that connect various business players
Centers and 26 Retail Productive Business Centers, through integrated financial solutions. A critical
which specifically serve corporate, commercial, and element of this transformation is the implementation
retail productive customers. In addition, consumer of independent performance reporting down to the
financing processes are supported by 12 Consumer smallest unit level, whereby each outlet will have
Loan Processing Centers to ensure effective and its own independent Profit and Loss Statement.
efficient retail credit services. In addition, process streamlining is carried out at
each outlet through accelerated digitalization, the
As part of digital transformation and the strengthening provision of online to offline solutions, and the
of omnichannel services, the Bank also operates 330 strengthening of back-office functions to improve
BNI DigiCS units and 13,391 ATMs/CRMs located service efficiency.
2025 Annual Report
503
PT Bank Negara Indonesia (Persero) Tbk
Page 506
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Furthermore, in an effort to accelerate digital In line with the development of wondr by BNI, the
transformation and strengthen the transactional strategy to strengthen the structure of Third Party
banking ecosystem, BNI is committed to undertaking (DPK) Funds is disciplined toward sustainable
large scale optimization of wondr by BNI as growth in CASA (Current Account Savings Account).
the primary channel for customers in the mass The primary focus is placed on increasing retail
segment. Through various features oriented toward counter rates to attract low cost funds from individual
lifestyle needs and daily financial solutions, BNI customers, as well as strengthening wholesale
aims to migrate conventional transaction activities operating accounts to comprehensively manage
to digital platforms in order to enhance customer the operational cash flows of corporate customers.
engagement and transaction frequency. The wondr This approach is strategically designed to optimize
by BNI platform is expected not only to provide liquidity composition, thereby reducing the Cost of
greater convenience for customers, but also to play Fund (CoF) to a more competitive level.
a significant role in building a consumer behavior
database that can be optimized through advanced
analytics to support more precise cross selling
strategies.
Customer Experience Center
BNI established the Customer Experience Center - CX wondr is a video call service integrated
as an integrated service hub with various strategic within the wondr by BNI application, designed
functions, including serving as a touchpoint, the to assist customers who encounter issues
voice of the customer, a financial advisor, a mediator during activation or when opening a savings
with regulators, and a provider of consumer account through wondr by BNI.
protection. One of its primary functions is to serve
as a BNI touchpoint capable of delivering superior STRATEGIES AND POLICIES IN 2025-2028
service that is fast, convenient, and accessible for
customers. Through an integrated omnichannel In alignment with BNI’s Corporate Plan, the Customer
platform, customers can access information, perform Experience Center is committed to maintaining and
transactions, and obtain solutions for various needs enhancing service quality, as well as supporting
and issues more efficiently. The presence of the branch transformation, transaction growth, and
Customer Experience Center is expected to cultivate market share expansion. The 2025–2028 strategy
positive perceptions of the customer journey, and work plan are categorized into 5 (five) key focus
strengthen long-term customer relationships, and areas:
drive sustainable repetitive business growth. 1. Enhancing Customer Experience features
within the wondr by BNI application to facilitate
Customer Experience Center services consist of: seamless transactions and interactions for retail
- 24-Hour Phone Service: BNI Call 1500046 customers.
(access from within the country) or +62-21- 2. Enhancing Customer Experience features within
30500046 (from abroad), 1500098 (Emerald the BNIdirect application to enable wholesale
Customers), and 1500146 (Merchant Care and customers to submit complaints and track
Agen46). resolution status more easily, cost-effectively,
- E-mail: bnicall@bni.co.id. and rapidly.
- BNI Live Chat: Chat with us di www.bni.co.id, 3. Integrating all call center contact numbers to
WhatsApp 0811-588-1946, and Ask BNI at BNI improve customer convenience and deliver a
Mobile Banking. superior Customer Experience.
- Social Media Platform: Instagram at @bni46, 4. Maintaining consistency in elevating the
Facebook at BNI, and X at @BNI & Customer Experience through HR competency
@BNICustomerCare. enhancement and comprehensive people
development.
504
Page 507
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
5. Implementing culture transformation at BNI Furthermore, the Customer Experience Center
based on the CX 100 Danantara Index indicators has become a benchmark for other companies in
through strategic initiatives, such as education Indonesia, solidifying BNI’s position as the industry
and programs aligned with CX 100, to foster a new standard for Customer Experience excellence in the
service culture and boost people productivity. country.
ACHIEVEMENTS IN 2025 CONSUMER PROTECTION
In 2025, BNI’s Customer Experience Center once BNI remains steadfast in its commitment to
again recorded remarkable achievements by consumer and public protection by delivering
securing various prestigious awards, serving as superior services and offering products that align
a testament to BNI’s unwavering commitment with customer needs. This commitment is a tangible
to delivering superior customer service. These manifestation of our compliance with prevailing
accolades include: regulatory requirements, including OJK Regulation
1. The Best Overall Contact Center from Bank (POJK) No. 22 of 2023 concerning Consumer and
Service Excellence Award 2025 Public Protection in the Financial Services Sector and
2. The Best Call Center from Bank Service Excellence Bank Indonesia Regulation No. 3 of 2023 concerning
Award 2025 Consumer Protection by Bank Indonesia, as well as
3. The Best Phone Banking from Bank Service other relevant laws and regulations.
Excellence Award 2025
4. The Best Social Media from Bank Service To this end, BNI has established a Consumer
Excellence Award 2025 Protection Department under the Customer
5. The 2nd Best Email from Bank Service Excellence Experience Center Division. This department is
Award 2025 designed to ensure that the implementation of
6. Platinum Award Winner in the Best Contact consumer protection provides a direct and positive
Center Operation category from The Best Contact impact on consumers and the public. Its functions
Center Indonesia 2025 and scope include planning and execution,
7. Gold Award Winner in the Best People socialization and education on consumer protection,
Development category from The Best Contact monitoring and evaluating protection activities,
Center Indonesia 2025 and reporting to BNI Management (the Board of
8. Gold Award Winner in the Best Customer Directors and Board of Commissioners) as well as
Experience category from The Best Contact regulators—the Financial Services Authority (OJK)
Center Indonesia 2025 and Bank Indonesia (BI).
9. Gold Award Winner in the Best Digital Innovation
category from The Best Contact Center Indonesia BNI has established consumer protection policies
2025 through corporate guidelines that serve as a
10. Gold Award Winner in the Best Sales Contribution reference for all BNI personnel. These guidelines
category from The Best Contact Center Indonesia ensure that every BNI employee possesses a
2025 thorough understanding of consumer protection
11. Platinum Award Winner in the Best Contact principles, particularly in conducting product and
Center Manager category from The Best Contact service activities in accordance with the provisions
Center Indonesia 2025 set by regulators, which include:
12. Silver Award Winner in the Best Social Media 1. Product and/or service design.
Agent category from The Best Contact Center 2. Provision of product and/or service information.
Indonesia 2025 3. Delivery of product and/or service information.
13. Bronze Award Winner in the Best Quality 4. Marketing of products and/or services.
Assurance category from The Best Contact Center 5. Preparation of agreements related to products
Indonesia 2025 and/or services.
14. Bronze Award Winner in the Best Inbound Team 6. Provision of services for the use of products and/
Leader category from The Best Contact Center or services.
Indonesia 2025 7. Handling complaints and resolving disputes over
15. Bronze Award Winner in the Best Inbound Agent products and/or services.
category from The Best Contact Center Indonesia
2025
16. Platinum Award Winner in the Best Contact
Center Operation category from Contact Center
Asia Pacific 2025
2025 Annual Report
505
PT Bank Negara Indonesia (Persero) Tbk
Page 508
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
In implementing Consumer and Public Protection, BNI’s contribution to consumer protection extends
BNI is consistently committed to ensuring that every beyond digital platforms, as evidenced by various
product and/or service provided meets Consumer offline socialization and education initiatives,
and Public Protection standards. This commitment including:
is realized through the execution of assessment 1. Consumer Protection Education for Sam
activities for every new product and/or service Ratulangi University students in Manado, held in
proposal. As a form of transparency regarding collaboration with the OJK.
product and service information, BNI continues to 2. Consumer Protection Education for Indonesian
develop the Customer Protection microsite, which Migrant Workers (PMI) and Women in
includes the Summary of Product and Service commemoration of Kartini Day in Jakarta, held in
Information (RIPLAY) for all BNI products and collaboration with the OJK.
services. 3. Consumer Protection Education and Complaint
Handling Knowledge Sharing for the staff of the
BNI proactively carries out various strategic steps Consulate General of the Republic of Indonesia
in implementing consumer and public protection, (KJRI) in Hong Kong.
including socialization and education activities 4. Consumer Protection Education for freshman
conducted both online and offline. These efforts aim students at the University of Indonesia (UI).
to enhance the understanding of customers and the 5. Piloting of the ‘Pojok PeKA – Gerai CERDAS’
public regarding their rights and obligations, as well project located at the Faculty of Economics and
as to foster healthy and sustainable relationships Business, University of Indonesia (UI). This booth
between BNI and its customers. serves as an educational space for students
to gain a comprehensive understanding of
Online socialization and education are carried out consumer protection, ranging from personal
through social media Instagram and Tiktok with data security and identifying fraud schemes to
the account name @cxc.protection which contains taking swift and appropriate action when facing
educational content with themes including: digital transaction risks.
1. Safe Tips for Financial Transactions
2. Beware of Banking Crime Modes BNI’s active role and contribution to the ‘Pojok PeKA
3. Avoid Online Gambling (Judol) – Gerai CERDAS’ piloting project at UI received
4. Beware of Illegal/Fake Investment Traps appreciation from Bank Indonesia, recognizing BNI
5. Introduction to Official BNI Products and Services as a Main Supporting Provider of the CERDAS Booth
under the Consumer Protection Joint Movement
(Geber PK).
506
Page 509
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Data Management & Analytics
STRATEGIES AND POLICIES FOR 2025 Furthermore, BNI has developed Artificial
Intelligence-based analysis using state-of-the-art
Data Management and Analytics is a vital strategy methods to support enhancements in business
for BNI in managing, storing, and analyzing data performance, operations, and risk management.
systematically to support business decision-making Various findings and insights from the analytical
processes that are more precise, efficient, and process are implemented through a series of priority
accurate. Through optimal data management and projects within the RACE digital transformation
the utilization of advanced analytical techniques, program which plays a vital role in driving targeted
BNI is able to create a competitive advantage, and sustainable business growth across every
enhance operational efficiency, and accelerate segment.
business innovation. This strategy serves as an
essential foundation for BNI to realize its vision as In 2025, the DMA Division also focused on executing
a financial institution that excels in both service and the following strategies:
performance in a sustainable manner. 1. Enhancing the effectiveness of analytics and
leads to impact business performance across
In practice, the 3 (three) key strategies of the segments, products, and channels.
DataManagement & Analytics Division (DMA) will 2. Improving data management platforms to meet
support BNI’s business performance and keep it various business support requirements.
within regulatory compliance: 3. Implementing a Data Lakehouse to support
1. Development of HR capabilities through training scalability in processing, storage, and data
and certification to accelerate adaptation to analysis for various reports, dashboards, and
change, build a data-savvy culture, and improve analytics.
understanding of data usage in business decision 4. Implementing a Metadata Management Platform
making. to support the data governance framework and
establish a single source of truth.
2. Implementation of advanced analytics to 5. Implementing campaign management to support
generate quality leads that contribute to business growth and the centralization of leads
improving business performance, especially in management.
digital channels. 6. Implementing advanced analytics methods to
3. Utilization of the latest technology and provide leads, solutions, and recommendations
improvement in technological capabilities to as well as AI-based innovations as a form of
provide added value for retail customers through value creation for the business.
the implementation of need-based product 7. Exploring the latest data technologies available
personalization using a recommendation system. in the market to optimize work processes within
the DMA and enhance business processes.
Throughout 2025, BNI successfully optimized data 8. Supporting the formation of a strong data culture
utilization to analyze business potential and leads through self-service dashboards.
while developing reports and dashboards that 9. Increasing the capabilities of human resources
support the achievement of business targets more through development, training, and certification.
effectively. To enhance analytical effectiveness, BNI
continues to pursue continuous improvements in INNOVATIONS IN 2025
data management including the modernization
of reports into interactive dashboards and the The DMA Division consistently pursues continuous
strengthening of system capabilities and human improvements by focusing on the provision of
capital in the field of data analytics. data and analytics to support BNI’s Transformation
Projects. In 2025, the activity highlights of the DMA
Division included:
2025 Annual Report
507
PT Bank Negara Indonesia (Persero) Tbk
Page 510
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Departemen Business Analytic 7. Implementation of the Personal Data Protection
1. Implementation of Offensive and Defensive Law (UU PDP)
Strategies to enhance the Savings and Current Support for the implementation of the Personal
Account portfolio Data Protection Law (PDP Law), enacted on
The formulation of strategies to increase savings September 20, 2022, as part of BNI’s compliance
and demand deposits through several approaches, with government regulations. Compliance
including new customer acquisition, as well as support efforts include the preparation of Records
win-back and retention of existing customers, of Processing Activities (ROPA) to document the
which have been implemented across all regions. Bank’s personal data processing activities, the
2. Implementation of the Business Banking Leads engagement of a PDP Law consultant to assist in
Monitoring Dashboard adopting best practice implementation, as well as
The development of a business banking leads knowledge sharing on PDP Law implementation
monitoring dashboard sourced from various readiness with BNI’s subsidiaries and BNI
channels, namely BNI Connect, BNI Move, and Overseas Branches.
Digisales, to evaluate the execution of the leads
value chain. STRATEGIES AND WORK PLANS FOR 2026
3. Implementation of User Growth Enhancement
for BNIdirect & wondr and Merchant Acquisition In 2026, the DMA Division will focus on executing
Strategy strategies to support business growth in alignment
The formulation of strategies to increase the with the Bank’s Business Plan, as follows:
number of users and transaction usage of wondr 1. Enhancing the effectiveness of insights and leads
and BNIdirect, as well as the acquisition of off-us based on big data analytics to drive business
merchants across all regions. performance and market share growth across all
4. Optimization of war room capacity to support segments, products, and channels.
more effective data visualization and broader 2. Improvement of data management platform for
user access. This initiative is complemented by various business support needs.
enhanced ease of use through the integration of 3. Implementation of a Data Lakehouse to support
an LDAP-based login system, which is expected to scalability in data processing, storage, and
increase the number of users and facilitate easier analysis, enabling the development of various
access to and utilization of dashboards by all types of reports, dashboards, and analytics.
relevant stakeholders. 4. Implementation of a Metadata Management
5. The development and refinement of reports Platform to support the data governance
designed comprehensively to meet increasingly framework and establish a single source of truth.
dynamic business needs. This initiative aims 5. Implementation of campaign management and
to provide relevant, accurate, and easily centralization of leads management to support
understandable information to business business growth and market share expansion.
stakeholders in supporting data-driven decision- 6. Implementation of advanced analytics methods
making processes across all business line. to provide leads/solutions/recommendations, as
6. Support for the establishment of a strong well as AI-based innovation as a manifestation of
data culture through self-service dashboards, value creation for business.
accompanied by expanded user access, thereby 7. Exploration of the latest technology data in the
encouraging comprehensive and sustainable data market to optimize work processes in DMA and
utilization across all work units. business processes.
8. Supporting the formation of a strong data culture
through self-service dashboards.
9. Improving Human Resources (HR) capabilities
through development, training and certification.
508
Page 511
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Service Quality Function
IMPROVING SERVICE QUALITY AS ONE skills tailored to the required competencies.
OF THE STRATEGIES TO ENCOURAGE BNI The program aims to support the elevation
BUSINESS ACCELERATION of competency standards regarding current
BNI products and services, corporate
Enhancing service quality remains one of BNI’s culture, and prudential principles, as well
primary strategies to accelerate business growth as the implementation of risk culture and
through both new customer acquisition and the anti-fraud awareness.
strengthening of loyalty among existing customers.
By delivering superior service, BNI is equipped to The FLA program consists of the following
respond to intensifying competition within the stages:
banking industry, leverage growth opportunities in
the digital era, and solidify its position as a leading • Basic
market player. BNI continuously strives to create Conducted through self-learning with
excellent service across all touchpoints to realize delivery formats including e-learning
its vision of becoming a Financial Institution that modules, post-tests, and microlearning.
excels in service and performance in a sustainable Frontliners receive introductory
manner. These efforts are expected to deliver materials and general knowledge
positive customer experiences, foster long-term about the Company, as well as BNI
relationships, and enhance overall satisfaction and products and services, accessible via
loyalty toward BNI. the Frontliner Academy feature on
the BNI Smarter platform using their
INITIATIVES AND SERVICE DEVELOPMENT respective device.
STRATEGY
• Intermediate
In line with the intensifying competition within Participation in this stage is limited
the banking industry in 2025, BNI consistently to frontliners who have successfully
implemented a range of initiatives and enhancement completed the entire Basic learning
strategies to deliver added value through improved program. The training materials are
service quality that aligns with customers’ needs tailored to each role (Customer Service
and expectations. Throughout 2025, BNI remained Dedicated, Teller Dedicated, BNI Digital
focused on three main strategic priorities in service Assistant, and Frontliners as Roster).
development, namely: The delivery format at this stage
A. Customer Preference Enhancement remains similar to that of the Basic
B. Improving Outlet Productivity stage.
C. Optimizing Digital Business Processes
• Advance
1. Customer Preference Enhancement The final learning stage, conducted
a. Delivering fast, personalized, and solution- after participants complete the Basic
oriented services while creating business and Intermediate stages. Training at
opportunities through the enhancement of this stage is divided into two sessions:
frontliner capabilities across all customer Self-Learning and In-Class Training.
touchpoints. This strategy includes the
following initiatives: ii) Operational and Service Information
Sharing (SIS OLA) for Branches/Outlets
i) Frontliner Academy (FLA) A routine weekly program utilized by
A This educational phase is mandatory for product owners to directly deliver and
all new and existing frontliners each year explain materials, programs, products,
and is delivered through an integrated, and promotions to all frontliners via
easily accessible learning platform. The online sessions. This program serves to
curriculum covers both soft skills and hard accelerate information dissemination in
2025 Annual Report
509
PT Bank Negara Indonesia (Persero) Tbk
Page 512
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
support of achieving business targets Collaboration; Work Results/Output; Work
and to increase business potential from Processes; Commitment/SLA; Employees;
each visiting customer through improved and Data/Information Provision.
service quality and product knowledge. ii) Service Experience Index (SEI)
Methods for periodic and continuous
iii) BNI Employee Excellence for Frontliner measurement and monitoring of BNI’s
(BEE Thematic) service quality encompass all Regions,
A Best Frontliner selection program aimed Branches, and Outlets. SEI is measured
at identifying top-performing employees through three dimensions that maintain
in each category, including Customer a high degree of independence, ensuring
Service Officers, Tellers, and Security that the results reflect the actual conditions
Personnel. The selection process is of outlet services. These dimensions
conducted in stages, starting at the Branch include:
level, followed by the Regional level, 1. Dimension 1: BNI Service Performance
and culminating at the National level. in the National Banking Industry
Assessments include online competency 2. Dimension 2: Customer Experience
tests, presentations, and role plays to 3. Dimension 3: People Competency
evaluate understanding of work culture, SEI also serves as one of BNI’s initiatives
risk culture, and BNI products and services. to encourage all outlets to drive
Winners are positioned as role models as business growth through continuous
well as part of BNI’s talent pool. improvements in service quality, while
supporting the achievement of BNI’s
iv) Fun Referral service and business targets.
A collaboration program with BNI Life iii) Branch Visit
designed to enhance selling skills, Aktivitas melakukan kunjungan ke cabang
communication skills, and self-confidence dan outlet baik secara resmi maupun
among all frontliners and outlet leaders in shopper dengan berperan sebagai nasabah
offering BNI and BNI Life products, thereby dan melakukan transaksi perbankan untuk
improving business performance for both memastikan tingkat pemahaman petugas
BNI and BNI Life. outlet terkait layanan dan melihat kondisi
premises secara riil di lapangan.
v) BNI Service Agent iv) Monitoring CCTV Outlet
A Quick Win program aimed at enhancing Monitoring of frontliner service activities
the competencies and capabilities of through outlet CCTV recordings, conducted
frontliners who serve as service agents on a time-based or outlet-based sampling
and role models at branches/outlets, basis, to ensure services and procedures
particularly in improving and monitoring are carried out correctly and consistently.
service quality. v) BNI Service Rating
A customer feedback mechanism to
b. Measuring and monitoring service quality measure satisfaction levels with BNI’s
performance to accelerate business growth at services through ratings provided directly
outlets and to serve as a medium for obtaining by customers. Assessments cover service
direct customer feedback related to business, quality delivered by Leaders, Customer
service, and operational improvements. Service Officers, Tellers, and Security
i) Customer Satisfaction Survey (CSS) Personnel, as well as the condition of
A survey conducted to identify and measure outlet premises, which are then followed
the satisfaction levels of BNI’s external and up with improvement and enhancement
internal customers regarding the quality of actions (evaluation).
services provided. The survey represents
the voice of the customer, evaluating 2. Improving Outlet Productivity
satisfaction based on the 7P aspects: Enhancing the capabilities of service personnel
Product, Price, Place, Promotion, People, to effectively identify customer needs and
Process, and Physical Environment, as well deliver service-based solutions, supported by
as employee satisfaction assessed through increased digital transaction adoption through
Coordination, Communication, and transaction shifting to digital channels, as well
as strengthening and optimizing automation and
510
Page 513
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
digital tools to improve overall service quality. location characteristics and business models
The key activities undertaken include: used to deliver banking services, which vary
depending on city tiering (Top Metro, Metro,
a. Selling Skills Training for Frontliners Urban, and Rural) and transaction complexity.
Capability development programs for
frontliners (Customer Service Officers and The determination of outlet formats is
Tellers) to enable them to provide product intended to create differentiation based on
and financial service solutions oriented location and the specific needs of customers.
toward integrated financial solutions for Each outlet is supported by a layout adopting
both personal and business customer needs. a zoning concept and is equipped with
These programs are delivered through integrated e-channels and digital tools.
referral activities, cross-selling, and up-selling
initiatives. New Format Outlet:
• Super Flagship
b. New Channel Model A branch office format that functions as a
As part of its Corporate Transformation financial supermarket for all customers,
Program aimed at comprehensive business particularly wholesale and priority banking
transformation across all aspects, BNI has customers. This format is characterized by a
established five outlet formats for Branch portfolio dominated by Emerald Assets Under
Offices and Sub-Branch Offices, namely Management (AUM) and a high number of
Super Flagship, Business Flagship, Thematic, Diamond clients, and is exclusively located in
Digital First, and Smart Conventional. These Top Metro city tiers.
outlet formats are determined based on
• Business Flagship
This outlet format has relatively complete facilities in terms of people, authority, infrastructure
and can be equipped with a business lounge (according to needs), especially to support the
activities of wholesale and commercial/SME customers with a high number of transactions.
The Business Flagship Outlet can function as a community center for all customers, especially
wholesale customers in the Top Metro, Metro and Urban city tiers.
2025 Annual Report
511
PT Bank Negara Indonesia (Persero) Tbk
Page 514
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
• Thematic
A sub-branch office format tailored to the surrounding lifestyle and environment, such as tourism
areas (experience centers), education hubs, business districts (community centers), upscale residential
areas, and hospitals. This format may also be aligned with the business scope handled under the
Outlet Business Optimization (OBO) program or for serving wholesale transactions. Thematic outlets
are located in Top Metro, Metro, and Urban city tier.
• Digital First
An outlet format intended for sub-branch offices dominated by simple transactions that can be
completed through fully equipped e-channel machines. Digital First outlets are located in Top Metro,
Metro, and Urban city tiers and are typically situated in malls, stations, or airports to facilitate fast-
moving customer transactions.
512
Page 515
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
• Smart Conventional
An outlet format applicable to both branch offices and sub-branch offices. While largely similar to
existing (conventional) outlets, Smart Conventional branches are enhanced with e-channel machines
and customer service flows oriented toward digital transactions. Smart Conventional outlets are
located in Urban and Rural city tier.
3. Optimizing Digital Business Processes include passbook printing, A4 paper
Enhancing automation-based and self-service (bank statements), receipt paper (last 10
banking functions that can be utilized by transactions), as well as paperless bank
customers and prospective customers by statement printing delivered via email
prioritizing digital processes through fast, registered in the system.
reliable, and personalized services, while iv) T-Care
strengthening transaction security and customer A cash-counting machine that enables
convenience, through the following initiative: customers to perform cash deposit
transactions on a self-service basis more
a. Branch Digital Services quickly, without queuing at the Teller.
Efforts to accelerate the shifting of transactions
to digital channels by providing reliable b. Biometric Fingerprint
machines at outlets that enable customers A tool used to verify the authenticity
and non-customers to conduct self-service of customer and prospective customer
transactions and access one-touch-point identities by matching fingerprints against
services that were traditionally handled by data maintained by the Civil Registration
Customer Service Officers or Tellers. These Authority (Disdukcapil) when conducting
services include: banking transactions at Customer Service or
i) DigiCS Teller counters. It is also used for transaction
A banking service machine that provides approval and authorization by supervisors.
key features such as savings account The implementation of this tool mitigates
opening, card replacement, and the operational (fraud) risks arising from account
purchase of prepaid TapCash cards. DigiCS opening, data maintenance, and transactions
is available at 330 branches/outlets/ conducted without the customer’s physical
locations and can be used on a self-service presence, as well as from the misuse of User
basis by both BNI customers and non- IDs and passwords.
BNI customers who visit directly (walk-in The biometric fingerprint module consists of:
customers). • Enrollment (customer fingerprint capture)
ii) DigiCS Lite • Account Opening
A banking service machine with features • Transactions
similar to DigiCS, deployed across 1,380 • Customer Data Maintenance
outlets that do not have DigiCS machines. • Supervisor Authorization
The presence of DigiCS Lite ensures the
continued availability of digital service As of December 31, 2025, biometric fingerprint
transactions to meet customer needs. technology has been implemented across
iii) BNI SPRINT (Self Service Passbook Printer) 1,776 of 1,776 outlets, with the following
A machine provided at outlets for details:
customers who wish to print savings • 197 Branch Offices (100%)
account transaction histories using • 1,579 Sub-Branch Offices (100%)
their debit cards. Printing options
2025 Annual Report
513
PT Bank Negara Indonesia (Persero) Tbk
Page 516
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
BNI’S ACHIEVEMENT IN OFFERING QUALITY SERVICE AT EVERY TOUCH POINT
BNI is committed to continuously maintaining and enhancing service quality across every customer
touchpoint in order to create customer satisfaction and foster long-term loyalty. This effort forms an integral
part of BNI’s strategic initiatives to realize its vision of becoming a Financial Institution that excels in both
service and performance on a sustainable basis. This commitment is reflected in the various achievements
attained throughout 2025, during which BNI once again received a number of prestigious awards with strong
and commendable qualifications, as outlined below:
1. The Best Conventional Bank in Service Excellence,
2. The Best Conventional Bank in Service Excellence – Contact Center,
3. The Best Conventional Bank in Excellence SMS Banking,
4. The Best Conventional Bank in Excellence Phone Banking,
5. The Best Conventional Bank in Excellence Mobile Opening Account,
6. The Best Conventional Bank in Excellence Call Center,
7. The Best Conventional Bank in Excellence Social Media,
8. The Best Conventional Bank in Excellence Public ATM,
9. The Best Conventional Bank in Excellence Branch ATM,
10. The 2nd Best Conventional Bank in Service Excellence – E-Banking,
11. The 2nd Best Conventional Bank in Service Excellence – Digital Channel,
12. The 2nd Best Conventional Bank in Excellence Mobile Banking,
13. The 2nd Best Conventional Bank in Excellence E-Mail Service
14. Regular Banking for Excellence Performance in Delivering Positive Customer Experience
This award serves as a testament to BNI’s consistency in providing excellent service, understanding customer
needs in depth, and continuously innovating to enhance the quality of the customer experience across all
service channels.
514
Page 517
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2025 Annual Report
515
PT Bank Negara Indonesia (Persero) Tbk
Page 518
06 CAPITAL AND RISK MANAGEMENT PRACTICES Capital 518 Risk Management Practices 519 Risk Exposure Disclosure 564
Page 519
Page 520
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Capital
MANAGEMENT POLICY ON CAPITAL 2. BNI calculates the KPMM in accordance with the
STRUCTURE Bank’s risk profile. With a risk profile rated at level
2 (low to moderate), BNI is required to maintain
Capital management at BNI aims to ensure the a minimum Capital Adequacy Ratio (CAR) in the
availability of adequate capital to absorb risks, range of 9% to less than 10%, with BNI’s KPMM
support business growth strategies, and comply standing at 9.95%.
with regulatory requirements. In assessing capital 3. BNI also calculates capital buffer requirements
adequacy, BNI refers to regulations issued by the to anticipate potential pressures on the financial
Financial Services Authority (OJK), including POJK system, consisting of a Capital Conservation Buffer
No. 11/POJK.03/2016 on the Minimum Capital of 2.5% of RWA, a Countercyclical Buffer of 0%,
Adequacy Requirement for Commercial Banks as and a Capital Surcharge for Systemically Important
most recently amended by POJK No. 27 of 2022, as Banks of 1.5% of RWA. Accordingly, BNI’s total
well as SEOJK No. 26/SEOJK.03/2016 concerning minimum capital requirement as of December 31
the Minimum Capital Adequacy Requirement in stood at 13.95%.
accordance with the bank’s risk profile.
In terms of capital structure, as of December 2025
To assess the capacity of capital to absorb risks, BNI recorded core capital (Tier 1) of Rp155,838,208
BNI calculates the Minimum Capital Adequacy million (bank only) and Rp… million (consolidated),
Requirement (KPMM) through the following stages: as well as supplementary capital (Tier 2) of
1. BNI calculates a minimum capital requirement Rp7,770,421 million (bank only) and Rp… million
of 8% of total Risk-Weighted Assets (RWA) using (consolidated), with a Tier 1 CAR of 19.48% (bank
the Standardized Approach for all types of risk, only) and …% (consolidated). As of December 31,
namely credit risk, market risk, and operational 2025, BNI’s CAR amounted to 20.70% (bank only)
risk. The standardized approach applied has been and …% (consolidated), exceeding the minimum
aligned with the latest OJK provisions that adopt regulatory requirements, reflecting a strong capital
the Basel III Reforms framework, resulting in RWA position to support sustainable business growth
calculations that are more risk-sensitive and more and maintain the Bank’s resilience.
accurately reflect portfolio characteristics.
CAPITAL STRUCTURE DETAILS
A detailed description of the capital structure is presented as follows:
Capital Structure
Description 2025 (Rp billion) 2024 (Rp billion)
Core Capital (Tier 1) 155.838 142.043
Main Core Capital (CET 1) 145.833 132.386
Complementary Capital (Tier 2) 9.770 10.264
Total Capital Available 165.609 152.307
RWA for Credit Risk 748.284 660.200
RWA for Market Risk 11.223 14.162
RWA for Operational Risk 40.384 37.411
Total RWA 799.891 711.774
CAR ratio 20,70% 21,40%
Ratio CET 1 18,23% 18,60%
Ratio Tier 1 19,48% 19,96%
Ratio Tier 2 1,22% 1,44%
Minimum CAR Based on Risk Profile 9,95% 9,80%
CAR Minimum + Buffer 13,95% 13,80%
518 A Heart that Serves, Growing with Indonesia
Page 521
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Risk Management Practices
In 2025, Indonesia’s financial services sector efforts are undertaken to ensure the reliability
continued to demonstrate strong resilience in of banking services, protect customer data and
supporting national economic stability, despite an information, and minimize potential disruptions that
ongoing environment of global uncertainty. Slowing could affect the Bank’s reputation and public trust.
global economic growth, persistent geopolitical
tensions, financial market volatility, and global In addition, BNI integrates Environmental, Social, and
economic fragmentation remained key risk factors Governance (ESG) aspects into its risk management
affecting the banking industry and are expected to practices and business decision-making processes.
persist over the coming years. BNI has gradually expanded sustainable
financing and green portfolio management,
Amid these dynamics, Indonesia’s economy while incorporating ESG assessments into the
remained relatively stable, supported by domestic credit approval process and debtor evaluations in
consumption, investment, and responsive fiscal and accordance with applicable policies. The integration
monetary policies. Nevertheless, external risks such of ESG aspects aims to manage long-term risks,
as commodity price fluctuations, shifts in global including transition risks and physical risks related
capital flows, and the impacts of climate change to climate change, while ensuring business growth
continue to require heightened vigilance and that is aligned with sustainability principles. With
prudent risk management by the banking sector. a strong, adaptive, and integrated risk governance
framework, BNI remains confident in its ability to
In response to these conditions, BNI positions risk address future challenges and create sustainable
management as a strategic element and an integral long-term value for all stakeholders.
part of business decision-making to safeguard
business sustainability. BNI implements integrated BASIS FOR APPLICATION OF RISK
and forward-looking risk management to identify, MANAGEMENT
measure, monitor, and control all material risks
inherent in the Bank’s business and operational The implementation of BNI Risk Management is
activities. This approach enables BNI to anticipate based on national and international regulations,
potential risks at an early stage, maintain a balance including Law, Regulations of the Ministry of State-
between growth and prudence, and ensure Owned Enterprises (BUMN), Regulations of the
that business expansion remains aligned with Lembaga Penjamin Simpanan (PLPS), Regulations
the established risk appetite and risk tolerance. of the Financial Services Authority (FSA), Bank
Robust risk management practices play a crucial Indonesia Regulations (PBI), and Basel Committee
role in maintaining the Bank’s financial stability, on Banking Documents Supervision (BCBS). Several
protecting the trust of customers and investors, regulations related to the Bank’s Risk Management
ensuring compliance with regulatory requirements, include:
and supporting the achievement of sustainable 1. Law of the Republic of Indonesia No. 4 of 2023
performance. dated January 12, 2023 concerning Financial
Sector Development and Strengthening
Alongside the accelerated digital transformation 2. Law of the Republic of Indonesia No. 27 of 2022
in the banking industry, BNI has also actively dated October 17, 2022 concerning Personal Data
strengthened the management of digital risk and Protection
cybersecurity as part of its efforts to maintain 3. Regulation of the Minister of State-Owned
operational resilience. Increased utilization of Enterprises (BUMN) No. PER-2/MBU/03/2023
technology and digital services is balanced with dated March 3, 2023 concerning Guidelines for
enhanced information technology governance, Governance and Significant Corporate Activities
strengthened cybersecurity capabilities, continuous of State-Owned Enterprises
threat monitoring, as well as system resilience 4. Deposit Insurance Corporation (LPS) Regulation
testing and service recovery preparedness. These No. 2 of 2024 dated August 13, 2024 concerning
Resolution Plan for Commercial Banks
2025 Annual Report
519
PT Bank Negara Indonesia (Persero) Tbk
Page 522
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
5. Financial Services Authority Regulation No. 4/ and risk limits, and acts as a reference for all work
POJK.03/2016 dated January 26, 2016 concerning units in conducting business activities in a prudent
Assessment of the Health Level of Commercial manner.
Banks
6. Financial Services Authority Regulation No. 18/ Throughout 2025, BNI maintained adequate policies,
POJK.03/2016 dated March 16, 2016 concerning risk tolerance, and risk limits, which were periodically
Implementation of Risk Management for reviewed and received approval from the Board of
Commercial Banks, as partially revoked by Directors and/or the Board of Commissioners. BNI
Financial Services Authority Regulation No. 13/ also implemented a continuous risk management
POJK.03/2021 dated July 30, 2021 regarding process covering all material risk factors, supported
Implementation of Commercial Bank Products by a Risk Management Information System to
7. Financial Services Authority Regulation No. 38/ ensure the effectiveness off risk management.
POJK.03/2017 dated July 12, 2017 concerning
the Implementation of Risk Management on The effectiveness of BNI’s Risk Management
a Consolidated Basis for Banks that Exercise Information System is reflected in the availability of
Control over Subsidiaries accurate and timely risk information for management
8. Financial Services Authority Regulation (OJK) and regulators, support for the implementation of
No. 30 of 2024 dated December 19, 2024 risk policies and limits, and the management of
concerning Financial Conglomerates and model risk through the Model Risk Management
Financial Conglomerate Holding Companies Framework. The system is further supported by
9. Services Authority Regulation No. 11/ proper documentation management and periodic
POJK.03/2016 concerning the Minimum Capital system updates to ensure embedded controls and
Adequacy Requirements of Commercial Banks facilitate a clear and reliable audit trail.
as amended several times, most recently by
Financial Services Authority Regulation No. 27 of RISK MANAGEMENT PRINCIPLES
2022 dated December 26, 2022
10. Financial Services Authority RegulationNo. To ensure the effective implementation of risk
5 of 2024 dated March 27, 2024 concerning management, BNI adheres to the following
Determination of Supervisory Status and principles:
Handling of Commercial Bank Problems 1. Integrated
11. Financial Services Authority (OJK) Regulation No. Risk management is implemented
18 of 2025 dated August 8, 2025 on Transparency comprehensively and forms an integral part
and Publication of Bank Reports of governance, strategy, and decision-making
processes at all levels of the organization.
BANK RISK MANAGEMENT POLICY 2. Structured and Comprehensive
BNI applies a structured and comprehensive
Risk refers to the potential for losses arising risk management approach to ensure risk
from an event, whether predictable (expected) or management practices are consistent, reliable,
unpredictable (unexpected), which may have an and comparable across periods and business
adverse impact on the Bank’s financial performance, units.
earnings, and capital. 3. Flexible and Contextual (Customized)
The risk management framework and processes
Risk management at BNI comprises a series of are tailored to the Bank’s business characteristics,
methodologies and procedures designed to identify, the complexity of its activities, and the dynamics
measure, monitor, and control all risks inherent in of the internal and external environment.
the Bank’s business activities. The implementation 4. Inclusive
of risk management includes mitigation efforts to BNI involves relevant stakeholders in risk
minimize potential financial and non-financial losses management to enhance risk awareness and
that may arise from products, business activities, improve the quality of decision-making.
relationships with customers and third parties, as 5. Dynamic and Responsive
well as the Bank’s internal processes.. Risk management is designed to anticipate
and respond to changes in risk in a timely and
The Risk Management Policy is designed to ensure proportionate manner in line with evolving
that risks are managed in a structured, consistent, business conditions.
and integrated manner, in order to safeguard the 6. Based on Reliable Information
Bank’s financial stability and support long-term Risk management is based on relevant historical
business growth. This policy serves as the basis for and current information, with transparent
determining the Bank’s risk appetite, risk tolerance, management of information limitations and
uncertainties.
520 A Heart that Serves, Growing with Indonesia
Page 523
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
7. Supported by Human Resources and Risk 5. To ensure the adequacy and resilience of the
Culture Bank’s capital in anticipating and absorbing
The effectiveness of risk management is potential losses arising from business risks.
strengthened through continuous enhancement 6. To strengthen BNI’s reputation, stakeholder
of human resource competencies and the confidence, and strategic position through the
development of a consistent risk culture across consistent application of prudence, compliance,
the organization. and integrity in risk management.
8. Continuous Improvement 7. To promote healthy and sustainable business
BNI continuously evaluates and enhances its growth and long-term value creation for
risk management practices to keep pace with shareholders and all stakeholders, supported
developments in business, regulation, and by competent human resources and a strong
technology. risk culture.
OBJECTIVES OF IMPLEMENTING RISK RISK MANAGEMENT FRAMEWORK
MANAGEMENT AT BNI
BNI’s Risk Management Framework begins with
The implementation of Risk Management at BNI the determination of risk strategy and risk appetite
aims to ensure that all of the Bank’s business that are aligned with the Bank’s business strategy
activities are conducted in a prudent, measurable, and objectives. This framework ensures that risk-
and sustainable manner, grounded in the principles taking activities are conducted in a measured and
of Good Corporate Governance. controlled manner to support the achievement of
sustainable performance.
The implementation of Risk Management at BNI has
the following objectives: The implementation of Risk Management is
1. To manage all material risks inherent in the carried out through a risk operating model that
Bank’s products, activities, and innovations encompasses risk governance, risk management
so that they remain within the established risk processes, risk management policies, as well as
appetite and risk tolerance. the use of adequate tools and methodologies. All
2. To provide adequate early warning to of these elements are designed to ensure that risks
Management regarding potential risks and are effectively identified, measured, monitored, and
future losses, enabling timely and effective controlled across all of the Bank’s business activities.
mitigation measures. The effectiveness of the implementation of the Risk
3. To enhance the quality of strategic decision- Management framework is further supported by the
making through a systematic approach based adequacy of information technology infrastructure,
on reliable and up-to-date risk information. the availability of competent and sufficient human
4. To maintain and improve the quality of BNI’s resources, and the strengthening of risk awareness
Risk Profile, both on an individual, consolidated, through the internalization of a risk culture at all
and integrated basis as part of the Financial levels of the organization.
Conglomerate, in accordance with regulatory
requirements.
Overall, BNI’s Risk Management framework is illustrated in the following diagram.
Business Strategy and Goals
Alignment
1 RiskStrategy and Risk Appetite
Risk Operating Model
Risk Management Risk Management Tools &
2 Risk Governance 3 Procces 4 Policy 5 Methodology
6 Information
KomiteTechnology
Audit
7 HR & Risk Culture
2025 Annual Report
521
PT Bank Negara Indonesia (Persero) Tbk
Page 524
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1. Risk Strategy and Risk Appetite BNI Risk Appetite Statement
BNI’s Risk Management Strategy is formulated Risk Appetite Statement (RAS) is a written
in a written and comprehensive manner and is statement that describes the level and types
aligned with the Bank’s business strategy and of risk that BNI is willing to accept in order
objectives. This strategy takes into account the to achieve the Bank’s business objectives and
level of risk to be assumed (risk appetite) and strategy. The RAS serves as a key guideline
the acceptable level of risk (risk tolerance) to in decision-making to ensure alignment with
ensure that all risk exposures are managed in a the principles of prudence and the Bank’s risk-
controlled manner in accordance with internal bearing capacity.
policies and applicable regulations.
BNI’s RAS is formulated using both
The establishment of the risk management qualitative and quantitative approaches. The
strategy aims to maintain a balance between qualitative RAS reflects the direction of risk
business growth and the principle of prudence, management, including performance targets,
enabling BNI to achieve its business objectives on reputation, and compliance considerations,
a sustainable basis while safeguarding financial while the quantitative RAS is translated into
stability. measurable risk indicators (risk appetite
metrics) that encompass risk appetite and risk
BNI’s risk management strategy is long-term tolerance.
oriented and comprehensive in managing
risks on an individual basis, on a consolidated Risk exposures are measured and controlled
basis with Subsidiaries, and on an integrated by referring to established risk measurement
basis within the BNI Financial Conglomeration. methodologies, defined limits, as well as
The strategy is supported by adequate capital capital adequacy and capital planning,
strength and appropriate allocation of resources. ensuring that all BNI business activities are
In formulating the strategy, BNI considers conducted in a measured and well-controlled
economic and industry developments, the Bank’s manner.
financial condition, organizational structure and
supporting infrastructure, as well as the mix and Purpose of the Risk Appetite Statement (RAS)
diversification of the business portfolio. The Risk Appetite Statement (RAS) is
established as a guideline for Management
As part of this strategy, BNI establishes a and employees in determining the level of
corporate-level Risk Appetite Statement, which risk that can be accepted to achieve the Bank’s
encompasses risk capacity, risk appetite, risk strategic objectives and business goals. The
tolerance, and risk limits. Risk capacity reflects RAS ensures alignment between business
the Bank’s maximum ability to absorb risk in strategy, risk management policies, and
line with its capital and liquidity adequacy. Risk capital management, while also supporting
appetite represents the level of risk the Bank is more measured and consistent decision-
willing to accept to achieve its strategic objectives, making. The implementation of the RAS also
risk tolerance defines the maximum acceptable plays a role in strengthening the risk culture
limits, while risk limits function as control tools across the organization through a shared
to ensure that risk exposures remain within the understanding and consistent behavior in
established boundaries. managing risk.
Through the implementation of its risk strategy The RAS is reviewed periodically at least
and risk appetite, BNI ensures that every business once a year or adjusted if there are significant
decision is made in a measured, controlled, and changes in BNI’s business conditions.
prudent manner, and remains aligned with the
Bank’s long-term objectives. BNI determines its risk appetite and risk
tolerance in alignment with the Bank’s strategic
objectives, which serve as a reference for the
level of risk the Bank is willing to assume
in achieving its business targets. The Risk
Appetite Statement (RAS) of BNI for 2025 is
as follows:
522 A Heart that Serves, Growing with Indonesia
Page 525
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Jenis Risiko Risk Appetite Statement
Permodalan Memelihara modal sesuai dengan tingkat risiko dan di-review secara periodik
Rentabilitas Memelihara rentabilitas secara berkesinambungan dalam jangka panjang untuk mendukung
pertumbuhan permodalan dan kinerja Bank
Risiko Kredit a. Memelihara pertumbuhan kredit yang berkualitas fokus pada sektor prioritas. Pemberian kredit
kepada sektor industri dan kegiatan usaha berisiko tinggi dilakukan dengan sangat hati-hati dan
selektif
b. Mengelola risiko konsentrasi pada level yang menghasilkan return optimum
c. Meningkatkan kualitas kredit dan efektivitas pengelolaan kredit bermasalah
Risiko Pasar Memelihara tingkat Risiko Pasar sesuai ketentuan dengan tetap memperhatikan pencapaian target bisnis
Risiko Likuiditas Memelihara tingkat risiko likuiditas sesuai ketentuan dengan tetap memperhatikan pencapaian target
bisnis
Risiko a. Intolerance pada internal fraud
Operasional b. Integritas sepenuhnya terintegrasi ke dalam semua proses pengambilan keputusan dan perencanaan
c. Bank memiliki risk appetite yang rendah atas risiko operasional sehingga perlu perbaikan terus
menerus terhadap kualitas Identifikasi dan Pengendalian Risiko
d. Manajemen risiko yang kuat untuk keberlangsungan layanan IT
e. Menjaga implementasi proyek IT sesuai jadwal yang ditetapkan
f. Business Continuity Management (BCM) yang kuat untuk meminimalkan dampak external event
terhadap SDM, layanan dan aset BNI
Risiko Hukum Meminimalisir potensi kerugian akibat permasalahan hukum dalam kegiatan usaha BNI
Risiko Stratejik a. Menghasilkan pendapatan yang berkelanjutan dengan risiko yang terjaga
b. Memelihara kecukupan permodalan berada di atas ketentuan minimum regulator dan memenuhi
kebutuhan saat normal maupun krisis
c. Menjaga kinerja bisnis yang berkelanjutan dengan risiko yang terjaga
d. Menjaga Tingkat Kesehatan Bank minimal pada predikat Sehat
Risiko Kepatuhan Meminimalisir secara berkelanjutan denda dari Regulator sehingga menurun dari waktu ke waktu
Risiko Reputasi a. Memantau dan menjaga rating BNI agar tetap di level invesment grade
b. Meningkatkan kepercayaan dan persepsi positif melalui Customer Journey untuk mendukung
pertumbuhan bisnis
2. Risk Governance
DEWAN KOMISARIS
Akuntabilitas terhadap pemangku kepentingan atas pengawasan organisasi
Peran Dewan Komisaris: Integritas, Kepemimpinan, dan Transparansi
DIREKSI AUDIT INTERNAL
AUDIT EKSTERNAL
Tindakan (termasuk pengelolaan risiko) untuk
mencapai tujuan-tujuan organisasi Asurans yang independen
Risk Taking Unit or 1st Line Roles Risk Control Unit or 2nd Line Roles Risk Assurance Unit or 3rd Line
Bertanggungjawab terhadap Bertanggungjawab dalam penyusunan Roles Bertanggungjawab dalam
risiko yang diambil, eksekusi framework, kebijakan, prinsip dan menilai secara independen
dan hasilnya (day to day risk metodologi pengelolaan risiko Bank. efektivitas implementasi
management & control). • Menyiapkan usulan strategi dan manajemen risiko.
• Bertanggungjawab kebijakan manajemen risiko • Melakukan audit intern secara
terhadap pengelolaan dan termasuk risk appetite dan limit. independen dan periodik
pengendalian risiko yang • Menyusun kerangka, kebijakan, terhadap implementasi
melekat pada aktivitas prinsip, perangkat, metodologi, dan manajemen risiko dan
keseharian (day to day) standar pengelolaan risiko. pengendalian intern.
bisnis atau fungsinya. • Sebagai risk oversight unit, • Menyusun rekomendasi
• Mengidentifikasi, melakukan agregasi dan pelaporan dan masukan/corrective
mengukur, memantau, risiko secara keseluruhan. action serta memantau
dan mengendalikan risiko • Memberikan advice atau pelaksanaannya.
yang melekat pada aktivitas rekomendasi kepada 1st Line Roles • Melaporkan hasil audit ke
bisnis/fungsi sesuai dengan dalam mengimplementasikan Komite Audit dan key stake
strategi/kebijakan/parameter kebijakan risiko sesuai kewenangan. holder sesuai kewenangan
risiko yang telah diterapkan • Melakukan eskalasi permasalahan/
oleh 2nd Line Roles keputusan penting ke Senior
Management/Direksi/Risk
Management Committee.
Legend:
Akuntabilitas, Delegasi, Mengarahkan, Menyediakan Keselarasan, Komunikasi,
Pelaporan Sumber Daya, dan Pengawasan Koordinasi, dan Kolaborasi
2025 Annual Report
523
PT Bank Negara Indonesia (Persero) Tbk
Page 526
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Risk governance at BNI regulates roles 3. Risk Management Process
and responsibilities, interrelationships
among functions, and the establishment of
policies to ensure that risks are managed
effectively, consistently, and accountably. The 1 2
implementation of risk governance is based on Risk
Identification Risk
theThree Lines Model as an integrated risk control
Measurement
framework applied across the organization.
Under the Three Lines Model, the First Line
3
consists of business units and operational
functions (risk-taking units) that are directly
responsible for managing risks in day-to-day
Risk
Monitoring
4
Risk Control
activities. This line ensures that all business
activities are conducted in accordance with
established policies, procedures, and risk
parameters. The risk management process at
BNI encompasses the identification,
The Second Line serves as the risk control measurement, monitoring, and control of all
functions, including the Risk Management risks on an ongoing basis across all material
Unit and the compliance function, which are risk factors.
responsible for developing the risk management
framework, policies, methodologies, and for 1) Risk Identification
monitoring risks independently from business BNI conducts proactive and continuous risk
activities.The second line also provides guidance, identification across all business activities
recommendations, and risk oversight to the first to analyze sources of risk, the likelihood of
line, as well as supports management decision- their occurrence, and their potential impact
making. on the Bank’s performance and business
sustainability.
The Third Line is carried out by the Internal Audit
function, which provides independent assurance The risk identification process is carried out
on the effectiveness of risk management and comprehensively by utilizing appropriate
internal controls. Internal Audit performs methods and systems, supported by
periodic evaluations, delivers recommendations accurate, up-to-date, and relevant data and
for improvement, and monitors the follow-up information. In addition, BNI performs specific
of audit results in accordance with applicable risk identification for each new product and
regulations. activity to ensure that all inherent risks have
undergone an adequate risk management
The implementation of the Three Lines Model process prior to the introduction or execution
at BNI is supported by strong internal control of such products or activities.
functions at both the Bank and Subsidiary
levels, ensuring that embedded controls operate 2) Risk Measurement
optimally.Through this risk governance structure, Risk measurement is conducted to determine
BNI ensures an appropriate balance between risk- the magnitude of risk exposure as a basis
taking, risk control, and oversight to support the for risk control and for the calculation of the
achievement of sustainable business objectives. Minimum Capital Adequacy Requirement
(KPMM). Risk measurement is performed
periodically across all products, portfolios,
and business activities of BNI using
methodologies that are aligned with the
characteristics and complexity of the Bank’s
business activities.
524 A Heart that Serves, Growing with Indonesia
Page 527
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
As a complement, BNI also conducts stress 4. Risk Management Policy
testing under various scenarios to estimate BNI has established comprehensive Risk
potential losses under abnormal market Management policies that serve as the primary
conditions. Stress testing aims to assess guidelines for risk management and internal
the sensitivity of the Bank’s performance to control across the Bank as well as the Financial
changes in risk factors and to identify potential Conglomerate. These policies include the
significant impacts on BNI’s portfolio. General Risk Management Policy, the General
Integrated Risk Management and Integrated
3) Risk Monitoring Capital Policy, and the General Internal Control
Risk monitoring is carried out on an ongoing System Policy. All of these policies form the basis
basis to ensure that risks are managed for conducting business activities with a focus
effectively and in accordance with established on risks that are relevant and material to BNI’s
policies, procedures, and risk limits. business operations.
Monitoring includes evaluation of the level of
risk exposure, risk tolerance, compliance with To ensure effective implementation, the Risk
limits or thresholds, stress testing results, as Management policies are translated into
well as consistency in the implementation of operational Risk Management Procedures, which
internal policies and procedures. are used as references by all Risk Management
Units in carrying out risk management activities
Risk monitoring is carried out on an ongoing in a consistent manner. These procedures
basis to ensure that risks are managed are adequately documented to support the
effectively and in accordance with established implementation of structured and traceable risk
policies, procedures, and risk limits. management.
Monitoring includes evaluation of the level of
risk exposure, risk tolerance, compliance with Furthermore, the Risk Management Procedures
limits or thresholds, stress testing results, as are elaborated in greater detail into Risk
well as consistency in the implementation of Management Technical Guidelines, which govern
internal policies and procedures. the implementation of risk management for
specific products and/or activities. The Risk
4) Risk Control Management Policies, Procedures, and Technical
Risk control is focused on risks that have Guidelines are reviewed periodically and adjusted
the potential to disrupt the Bank’s business in line with regulatory developments, business
continuity. The risk control process is tailored dynamics, and the Bank’s risk management
to the level of risk exposure, risk appetite, needs.
risk tolerance, and applicable risk limits. Risk
control systems are designed adequately 5. Tools and Methodologies
and aligned with established policies and In implementing risk management, BNI is
procedures. equipped with various tools and methodologies,
including the implementation of the Model Risk
In its implementation, hedging mechanisms Management (MRM) framework as a model risk
and other risk mitigation measures are carried governance framework, aimed at enhancing the
out by Operational Units in coordination quality of risk management practices. The tools
with the Risk Management Unit to ensure and methodologies that have been implemented
the effectiveness of controls and protection include, but are not limited to, the following:
against the Bank’s risk exposures.
2025 Annual Report
525
PT Bank Negara Indonesia (Persero) Tbk
Page 528
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1) Credit Risk • Internal Rating System (IRS 2.0) is an application used to assess the credit risk exposure of
each debtor.
• RMTools is an application designed to improve the efficiency of the credit process through
the digitalization of various processes to enable better integration and optimize the RM sales
journey.
• Loan Management System (LMS) is a tool for enhancing end-to-end credit digitalization
to simplify and accelerate the debtor acquisition process, as well as to strengthen a more
standardized underwriting process with measurable risk.
• Single Integrated Monitoring (SIMON) is a debtor monitoring tool that serves as an early
warning system to detect potentially problematic debtors and to monitor their action plans.
• Central Limit System functions as a one-stop information system related to limits and facility
grades for each debtor or debtor group.
2) Market Risk Treasury Management System (TMS) Murex is an application used for monitoring market risk.
3) Operational Risk New Periskop is a system that includes the Risk Control Self-Assessment (RCSA), Operational
Risk Event (ORE), and Business Continuity Management (BCM) modules.
6. Information Technology behaviors of all BNI employees in understanding
The implementation of Risk Management at BNI and managing risk. It serves as an organizational
is supported by adequate Information Technology adhesive that unifies employees’ perspectives
to ensure that risk management processes in dealing with risk, thereby significantly
are carried out effectively, in an integrated influencing the effectiveness of risk management
manner, and on a sustainable basis. Information implementation as well as the Bank’s ability to
Technology serves as a key enabler in providing achieve sustainable performance.
reliable tools, methodologies, and supporting
systems for Risk Management, including risk In order to enhance risk culture and risk
data processing, risk exposure monitoring, and awareness, throughout 2025 BNI implemented
the timely preparation of risk reports. various risk culture initiatives and programs,
including:
The management and development of Risk 1. Enhancement of Operational Risk
Management Information Technology systems Awareness
are supported by the InformationTechnology Work Implemented through continuous
Unit SKTI), which is responsible for providing socialization activities in various forms,
strategic direction, planning, and execution of including educational videos, posters,
BNI’s Information Technology initiatives. SKTI Personal Computer (PC) wallpapers, internal
ensures that IT initiatives are aligned with bulletins, and risk management training
business and risk management needs, while also conducted both online and offline.
supporting system integration, infrastructure
reliability, and information security. 2. Culture Reinforcement Program
Continuation of the Culture Reinforcement
Through strong Information Technology support, Program based on peer learning, supported
BNI is able to enhance the quality of risk by digital engagement tools. This program
management, strengthen data-driven decision- aims to ensure that corporate values are
making, and ensure that risk management consistently internalized across all levels of
processes can adapt to business dynamics, the organization and applied in daily activities
technological developments, and continuously as well as business decision-making.
evolving regulatory requirements.
3. Enhancement of Cyber Risk Awareness
7. Human Resources (HR) and Risk Culture Conducted through periodic phishing email
One of BNI’s key focus areas in enhancing the simulations to assess employees’ level of
quality of Risk Management implementation is awareness of cyber threats. Employees
the strengthening of Human Resources (HR) and identified as requiring further improvement
the development of a strong and sustainable risk will participate in targeted training or dedicated
culture. Risk culture represents the collective socialization programs related to information
reflection of the values, perceptions, attitudes, and security and cyberattack prevention.
526 A Heart that Serves, Growing with Indonesia
Page 529
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
4. Enhancement of ESG Risk Awareness INTEGRATED RISK MANAGEMENT
Implemented through internal campaigns, PROCESS
including posters and appeals to reduce
the consumption of bottled drinking water As the Financial Conglomeration Parent Entity
(AMDK), as part of strengthening awareness (PIKK), BNI together with all Financial Services
of Environmental, Social, and Governance Institutions (FSIs) that are members of the BNI
(ESG) risk management. Financial Conglomeration implements an Integrated
Risk Management process to manage all material
5. Assistance in Implementing Risk Management risks that may affect the performance, stability, and
in Subsidiaries sustainability of the conglomeration as a whole. This
Covering the implementation of the 2025 Risk process is carried out consistently and in alignment
Maturity Index (RMI) Assessment on 2024 with applicable regulatory provisions.
performance, as well as ongoing assistance
to improve the quality of risk management 1. Integrated Risk Identification
implementation in Subsidiaries. The BNI Financial Conglomeration manages
ten (10) types of risks in an integrated manner,
6. Monitoring of Risk Management comprising Credit Risk, Market Risk, Operational
Implementation at Subsidiaries Risk, Liquidity Risk, Legal Risk, Strategic Risk,
Carried out through site visits to Subsidiaries Reputational Risk, Compliance Risk, Intra-Group
to ensure the effectiveness of risk management Transaction Risk, and Insurance Risk. Risk
implementation and to strengthen risk culture identification is conducted in a disciplined and
within the BNI Financial Conglomeration. structured manner using complete, accurate,
and relevant data and information, in order to
7. Risk Management Assistance at Overseas strengthen business resilience, enhance the
Branches (KLN) quality of decision-making, and ensure the
Implemented through the delivery of Risk application of prudential principles and good
Pulse Analysis to all Overseas Branches as corporate governance.
a means of risk monitoring and consistent
enhancement of risk awareness across BNI’s 2. Integrated Risk Measurement
international network. Integrated risk measurement is carried out through
the assessment of the Integrated Risk Profile, the
IMPLEMENTATION OF INTEGRATED RISK establishment of the Integrated Risk Appetite
MANAGEMENT Statement, Integrated Risk Limits, Leading Risk
Indicators of all member FSIs, Integrated Capital
BNI implements Integrated Risk Management to Adequacy Ratio (CAR/KPMM), as well as the
ensure that all risks inherent in the BNI Financial implementation of integrated stress testing. All
Conglomeration are managed comprehensively, member entities support the timely availability of
consistently, and in alignment with the Group’s the required data. Risk measurement takes into
business strategy and objectives. This integrated account current conditions and adopts a forward-
approach is intended to anticipate potential cross- looking approach to more comprehensively
entity risk impacts that may affect BNI’s overall capture potential cross-entity risks.
performance, financial stability, and business
sustainability. 3. Integrated Risk Monitoring
BNI, as the PIKK, conducts Integrated Risk
BNI implements Integrated Risk Management to Monitoring based on the results of the Risk Profile
ensure that all risks inherent in the BNI Financial assessment of each FSI, the Integrated Risk
Conglomeration are managed comprehensively, Profile, Leading Risk Indicators, the Integrated
consistently, and in alignment with the Group’s Risk Appetite Statement, Integrated Risk Limits,
business strategy and objectives. This integrated and Integrated Capital Adequacy Ratio.
approach is intended to anticipate potential cross-
entity risk impacts that may affect BNI’s overall Monitoring is performed through on-site visits
performance, financial stability, and business and off-site reviews, with a focus on significant
sustainability. risks and the adequacy of risk management
frameworks in each entity. To strengthen
coordination and evaluation, BNI organizes the
Integrated Monitoring Forum of the Financial
Conglomeration as a cross-entity integrated
oversight mechanism.
2025 Annual Report
527
PT Bank Negara Indonesia (Persero) Tbk
Page 530
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
4. Integrated Risk Control c. Procedures for the determination and
Integrated risk control is focused on risks that management of Integrated Risk Limits;
may potentially disrupt the business continuity d. Procedures for the preparation and evaluation
of the BNI Financial Conglomeration. Risk control of the Integrated Risk Profile;
is carried out in a comprehensive and continuous e. Procedures for Intra-Group Transaction Risk
manner through the establishment of integrated Management;
risk limits at the conglomeration level, by type f. Procedures for Integrated Capital
of risk, and by each member Financial Services Management;
Institution (FSI), the determination of appropriate g. Procedures for Integrated Leading Risk
mitigation methods, escalation mechanisms Indicators;
for limit breaches, as well as follow-up actions h. Procedures for risk management of New
(corrective actions) based on monitoring results Business Lines;
and decisions of the Integrated Risk Management i. Integrated Stress Testing procedures;
Committee (KMRT). j. Procedures for strengthening the Integrated
Risk Culture
The effectiveness of integrated risk control is
reviewed periodically and further strengthened All Integrated Risk Management policies and
through intensive coordination among risk procedures are reviewed periodically and adjusted
management functions at both the parent entity in line with regulatory developments, business
and conglomeration member levels. dynamics, and the risk profile of the BNI Financial
Conglomeration, to ensure their sustained
Through the disciplined and adaptive effectiveness in implementation.
implementation of the Integrated Risk
Management process, BNI strives to maintain IMPLEMENTATION OF BASEL FRAMEWORK
business sustainability, protect stakeholder
interests, and enhance the resilience of the BNI consistently implements the Basel framework as
Financial Conglomeration in addressing cross- part of strengthening the Bank’s Risk Management
entity risk dynamics. and capital resilience. This implementation is carried
out progressively and in alignment with regulatory
POLICIES AND PROCEDURES requirements as well as international best practices,
with the following main scope:
In implementing Integrated Risk Management, BNI
as the Financial Conglomeration Holding Entity 1. Integration of Basel with the Bank’s Strategy
(PIKK) establishes policies and procedures that serve and Governance
as guidelines for all Financial Services Institutions BNI ensures that Basel implementation serves
(LJKs) within the BNI Financial Conglomeration, not only as regulatory compliance, but is
to ensure that risk management is carried out also integrated into the Bank’s governance,
consistently, in a coordinated manner, and in an business strategy, and decision-making
integrated way. processes. The Basel framework is used as a
reference to maintain a sustainable balance
These policies and procedures include: between business growth, risk profile, and
1. General Policy on Integrated Risk Management capital resilience.
and Integrated Capital Management
This policy serves as the primary foundation for 2. Linkage between Basel, Risk Appetite, and
integrated risk and capital management at the Capital Management
conglomeration level, including the regulation The outcomes of Basel implementation,
of principles, frameworks, and cross-entity risk including ICAAP as well as the management
control approaches. of credit, market, liquidity, and operational
risks, form the basis for determining the risk
2. Integrated Risk Management Procedures appetite, capital planning, and efficient capital
These procedures are prepared as operational allocation. Through this approach, every
guidelines for the implementation of Integrated business decision considers its impact on the
Risk Management and include, among other: Bank’s risk profile and capital adequacy.
a. Organizational arrangements, accountability,
and delegation of authority levels in Integrated 3. Strengthening Data Quality, Methodologies,
Risk Management; and Supporting Systems
b. Procedures for the determination and BNI continuously enhances the quality of data,
monitoring of the Integrated Risk Appetite methodologies, and supporting systems for
Statement; risk measurement to ensure that Risk-Weighted
528 A Heart that Serves, Growing with Indonesia
Page 531
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Assets (RWA) calculations, stress testing, and TYPES OF RISK AND THEIR MANAGEMENT
capital reporting are performed accurately,
consistently, and in a timely manner. These BNI manages 8 (eight) types of risk at the Bank
efforts are aligned with Basel principles on risk level and 10 (ten) types of risk at the Financial
data aggregation and risk reporting to support Conglomerate level. The risks managed include
reliable decision-making. credit risk, market risk, liquidity risk, operational
risk, legal risk, strategic risk, reputational risk, and
4. Application of Stress Testing as a Risk compliance risk. At the Financial Conglomerate
Management Tool level, the scope of risk management is expanded to
Stress testing under the Basel framework include intra-group transaction risk and insurance
is utilized not only to meet supervisory risk, in order to ensure that risk management is
requirements, but also as a management tool implemented in an integrated, consistent, and
to identify potential vulnerabilities of the Bank aligned manner across all entities within the Group.
under stress scenarios. The results of stress
testing are used as inputs for strengthening CREDIT RISK MANAGEMENT
capital, liquidity, and risk mitigation strategies.
Credit risk is the risk of loss arising from the failure
5. Active Role of the Board of Directors and the of another party to fulfill its obligations to the Bank,
Board of Commissioners including credit concentration risk, counterparty
The Board of Directors and the Board of credit risk, settlement risk, and country risk. This risk
Commissioners actively monitor Basel primarily originates from lending activities, which
implementation through regular discussions constitute the main exposure in BNI’s business
of capital and risk indicators, including the activities, in addition to securities transactions,
Capital Adequacy Ratio (CAR), capital buffers, trade finance, interbank transactions, as well as
leverage ratio, Liquidity Coverage Ratio (LCR), other commitments and contingencies.
Net Stable Funding Ratio (NSFR), and stress
testing results. This oversight ensures that Throughout 2025, the global economy remained
capital policies and risk management remain characterized by uncertainty, although pressures in
aligned with the Bank’s risk profile and the financial markets were relatively more contained
evolving business environment. compared to the previous period. Amid ongoing
global risks, stable inflation and resilient domestic
6. Preparation for Strengthening Liquidity Risk demand provided support to national banking
Management through ILAAP activities. Under these conditions, BNI implemented
In line with developments in international selective and prudent credit growth, focusing
standards, BNI is preparing for the on high-quality sectors and customers while
implementation of the Internal Liquidity strengthening credit risk management.
Adequacy Assessment Process (ILAAP) as a
complement to ICAAP. ILAAP forms part of the BNI’s credit growth in 2025 was driven primarily by
enhancement of a more comprehensive and the Corporate segment, accompanied by measured
forward-looking liquidity risk management growth in the Consumer segment. The credit
framework, supporting the Bank’s business distribution strategy emphasized a relationship-
continuity under various conditions. based banking approach, the selection of priority
sectors, and portfolio concentration management to
7. Continuous Evaluation and Enhancement maintain a balance between growth and risk.
BNI continuously evaluates and refines the
implementation of Basel to ensure alignment BNI’s credit quality showed continuous improvement,
with regulatory developments, economic as reflected in the declining trend of the Non-
conditions, and business dynamics. This Performing Loan (NPL) ratio and the improvement in
approach strengthens capital resilience, the Loan at Risk (LaR) ratio. This improvement was
enhances stakeholder confidence, and supported by disciplined implementation of credit
supports BNI’s position as a prudent, resilient, risk management across the entire process, from
and competitive bank. credit acquisition and ongoing portfolio monitoring
to the handling and resolution of non-performing
2025 Annual Report
529
PT Bank Negara Indonesia (Persero) Tbk
Page 532
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
loans. In line with this, BNI continued to maintain Policies and Procedures
adequate provisioning through sufficient coverage BNI has established credit risk management policies
ratios as a precautionary measure against potential and procedures to support sound credit distribution,
future risks. effective risk control, and the management of non-
performing loans. These policies and procedures
To further strengthen end-to-end credit risk serve as the foundation for the end-to-end credit
management, BNI continuously enhances its process, while maintaining a balance between credit
credit risk management framework through the quality and the achievement of business targets.
establishment of risk acceptance criteria, the
strengthening of creditworthiness analysis, and the As the primary guideline, BNI has implemented the
utilization of monitoring systems and early warning Bank Credit Policy (KPB), which is determined through
systems. These efforts aim to improve the quality the Credit and Business Policy Committee Forum
of decision-making, accelerate mitigation actions, and approved by the Board of Commissioners. The
and ensure the sustained resilience of BNI’s credit KPB is further elaborated into the Corporate Credit
portfolio. Guidelines and various credit procedures tailored to
specific business segments and products, including
Governance and Organization Corporate, Commercial, Small Business, Consumer,
BNI applies the four-eyes principle in the credit Credit Cards, Trade Finance, and Overseas Branches.
process through an approval mechanism by the
Credit Committee, which involves officials from both In addition, BNI has a General Risk Management
the business units and the risk units in accordance Policy, which is cascaded into Credit Risk
with the established authorities. Within this Management Procedures and Technical Guidelines,
structure, the business units and risk units act as the covering, among others, the regulation of credit
first line (risk owners), bearing responsibility for the exposure limits, internal rating and scoring systems,
management and control of credit risk in day-to-day credit risk stress testing, Risk-Weighted Assets
operational activities. (RWA) calculation, and model validation. All such
policies and procedures have been standardized
From an organizational perspective, BNI has within the Corporate Guidelines and are digitally
enhanced credit approval authority by introducing accessible through BNI e-PP, ensuring consistent
the roles of Senior Business Executive (SBX) and reference and implementation across all work units.
Senior Credit Risk Executive (SCX) across the
Corporate, Enterprise, and Commercial segments, Risk Management Process
as well as within the Remedial Recovery unit. This Credit risk management is applied comprehensively
enhancement aims to strengthen the quality of credit throughout BNI’s entire credit cycle, starting from
decision-making through a balanced representation credit planning and marketing through to repayment.
of business and risk perspectives. The implementation is carried out on an ongoing
basis through the stages of strategic planning,
To accelerate improvements in credit quality, BNI customer understanding, portfolio management,
established the Loan at Risk (LaR) Optimization credit processing and administration, as well as
Handling Team, which focuses on earlier and more portfolio monitoring and optimization.
intensive monitoring and management of high-
risk debtors. This role is further reinforced by the At the operational level, credit risk management
Remedial Recovery Unit through the implementation is carried out by the Business Units and Business
of earlier remedial actions to mitigate potential Risk Units through the stages of risk identification,
increases in credit risk. measurement, monitoring, and control. This process
is supported by debtor data verification, the use of
The Risk Management Work Unit, together with the scoring and rating systems, monitoring through
Policy Governance unit, performs the second line early warning systems, and risk control through
role through the formulation of credit policies and the establishment of limits, covenants, and other
procedures, the determination of authority limits, mitigation measures.
the development of rating and scoring systems, and
the monitoring of the credit portfolio. Meanwhile, 1. Credit Risk Identification
the Internal Audit Work Unit, acting as the third Credit risk identification is conducted periodically
line, conducts oversight through immediately to analyze sources and potential credit risks
post reviews and sampling-based examinations to that may affect the achievement of the Bank’s
ensure that governance effectiveness, compliance, objectives, taking into account the characteristics
and credit quality are consistently maintained. of products and business activities. Identification
is carried out at both the individual and portfolio
levels.
530 A Heart that Serves, Growing with Indonesia
Page 533
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
At the individual level, credit risk identification compliance with credit covenants, adequacy of
is performed through analysis of the debtor’s collateral, and early detection of credit migration
business prospects, financial performance, toward non-performing categories, enabling
and repayment capacity. At the portfolio level, faster and more accurate corrective actions.
identification focuses on credit concentration
risk by considering debtor-specific idiosyncratic At the portfolio level, BNI monitors credit growth,
factors as well as systematic factors such asset quality, and exposure concentration against
as macroeconomic conditions and market Loan Exposure Limits (LEL), the Legal Lending
dynamics, including through industry risk Limit (BMPK), counterparty limits, and Country
analysis of priority economic sectors. Exposure Limits. This approach ensures that
credit risk remains within the risk appetite and
2. Credit Risk Measurement limits approved by the Board of Directors.
Credit risk measurement is an integral part of
credit risk management to calculate risk exposure Monitoring is reinforced by a bank-wide
and estimate potential losses that may arise. The ecosystem of risk monitoring tools, including
results of this measurement serve as the basis SIMON (Single Integrated Monitoring), BNIMove
for credit risk control and the Bank’s capital Dashboard, RM Tools (Connect), and Behavior &
planning. Collection Modelling. BNI continues to enhance
its capabilities by developing a Loan Monitoring
In the credit process, BNI uses an Internal Rating System (LMS) for both Wholesale and Retail
System for the wholesale segment to assess segments, to accelerate risk-based decision-
and monitor changes in debtor risk profiles at an making and enable more proactive management
early stage. For the retail segment, BNI applies responses.
scoring systems that include application scores,
behavior scores, and collection scores as tools to 4. Credit Risk Control
assess debtor quality, monitor risk, and optimize BNI implements disciplined and forward-looking
collection processes. credit risk controls to prevent deeper losses,
both at the individual exposure and portfolio
To control portfolio concentration risk, BNI levels. Control strategies include the application
establishes Loan Exposure Limits (LEL) based of collateral-based mitigation, the establishment
on economic sectors and business segments, as of limits and covenants, management of
well as Country Exposure Limits (CEL) to limit concentration risk within the Bank Business
cross-border exposure. Industry risk assessment Plan, as well as escalation mechanisms and
is supported by Industry Risk Ratings (IRR), corrective actions in the event of limit breaches
standard financial ratios, and the determination or deterioration in credit quality.
of prospective economic sectors and industry
risk appetite as guidelines for prudent credit The effectiveness of risk controls is evaluated
expansion. periodically in the Risk Management & Anti-
Fraud Committee and the Risk Management
In meeting capital adequacy requirements, Sub-Committee (KRA–RMC) as a forum for
BNI calculates Risk-Weighted Assets (RWA) for challenge, coordination of follow-up actions, and
Credit Risk using the Standardized Approach monitoring the implementation of action plans,
in accordance with regulatory provisions. In such as the improvement of Loan at Risk (LaR)
addition, BNI periodically conducts credit risk debtors, priority sectors, and highly concentrated
stress testing to measure the sensitivity of portfolios. This ensures that each risk decision
performance and capital adequacy under stress and mitigation measure has a tangible impact
scenarios, and to serve as the basis for mitigation on maintaining credit quality stability and capital
measures should potential vulnerabilities be resilience.
identified.
5. Credit Risk Management Information System
3. Credit Risk Monitoring As a supporting pillar, BNI has a Credit Risk
BNI conducts continuous monitoring of credit Management Information System to support
risk across all exposures, with priority given monitoring and decision-making by the Board of
to material risks that may result in losses. Directors. The scope of the credit risk information
Monitoring is performed at both the individual system includes monitoring of credit portfolios
and portfolio levels to ensure credit quality, and asset quality, provisioning, remedial
recovery, calculation of RWA for Credit Risk,
2025 Annual Report
531
PT Bank Negara Indonesia (Persero) Tbk
Page 534
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
as well as solvency stress testing and credit risks and prospects. This approach serves as a
portfolio resilience. BNI continues to strengthen selectivity guardrail to ensure that credit growth
risk data aggregation, automate risk reporting, remains prudent and oriented toward optimal
and enhance dashboard visualization based on risk–return outcomes.
key risk indicators. • Credit concentration tools, to control portfolio
concentration by establishing credit distribution
Tools and Methodologies limits aligned with risk appetite and risk tolerance,
BNI has established a comprehensive ecosystem for including more conservative house limits as
measuring and controlling credit risk, which includes additional mitigation against potential breaches
rating models for the wholesale, enterprise, and of the Legal Lending Limit (BMPK), as well as
commercial segments, as well as scoring systems Loan Exposure Limits (LEL) by economic sector
for the productive retail segment with exposures of to maintain diversification and concentration
up to Rp10 billion. The Internal Rating System model thresholds. Through this framework, BNI’s credit
(IRB/IRS 2.0) has incorporated Environmental, expansion is directed toward high-quality, well-
Social, and Governance (ESG) factors into its risk diversified sectors and borrowers, supporting
parameters, while credit scoring is utilized for healthy and sustainable growth in line with the
customer selection, early warning, and optimization Board of Directors’ directives.
of the collection process. • Periodic and ad-hoc credit risk stress testing,
conducted in accordance with supervisory needs,
To further enhance the quality of credit risk to assess portfolio sensitivity to macroeconomic
management, BNI has progressively strengthened changes such as commodity prices, interest
its credit modeling capabilities and decision systems, rates, exchange rates, and potential credit shocks
particularly through the following initiatives: in priority sectors, while also preparing ex-ante
• Strengthening the Internal Rating Based (IRB) strategic corrective measures.
model , along with its internal rating system • Digital credit documentation through e-PAK,
structure, to improve the quality of credit decisions which ensures embedded controls, clear data
and portfolio resilience. These enhancements lineage, approval evidence, and a robust audit
expand the use of the model as a basis for risk- trail throughout the credit process.
based pricing and performance evaluation, as
well as for more efficient and measurable credit Establishment of Allowance for Impairment
portfolio management. Improvements to the Losses (CKPN)
IRB framework also reinforce early monitoring The formation of BNI’s Allowance for Impairment
of wholesale segment debtors through early Losses (CKPN) follows the implementation of
warning mechanisms, while serving as a more Statement of Financial Accounting Standards (PSAK)
precise basis for provisioning calculations No. 109 “Financial Instruments” as an accounting
aligned with relevant domestic accounting standard that regulates financial instruments and is
standards. effective as of January 1, 2020. PSAK 109 requires
• Implementation of IDEAS (Integrated Decision the inclusion of information relating to past events,
& Automation System), as a decision engine current conditions and estimates of future economic
that accelerates and enhances the adaptability conditions. Projections of changes in credit losses
of credit processing. IDEAS utilizes end-to-end must reflect changes in related conditions in one
customer data–based credit scorecards covering period. Calculation of loss recognition for future
the entire credit lifecycle, including pipeline risks (Expected Credit Loss/ECL) requires forward
insights, approval, disbursement, behavioral looking estimates of Probability of Default (PD), Loss
monitoring, and collection workflows. This Given Default (LGD) and Exposure at Default (EAD).
system is integrated with e-LO (consumer and
productive), e-Form Credit Card, a common In accordance with accounting requirements, the
collection framework, the Cardlink core system, scope of financial assets assessed for calculating
and monitoring of digital transaction behavior Expected Loss or Allowance for Impairment Losses
through iCONS and mobile banking channels. (CKPN) based on PSAK 109 is:
• Industry Risk Management Tools as guidance a. Financial assets that are debt instruments are
for credit expansion, encompassing Industry measured at amortized cost or measured at fair
Risk Ratings (IRR), standard financial ratios, value through other comprehensive income
and Industry Risk Appetite (IRA). In formulating (FVOCI) including loans and debt securities.
IRA, BNI incorporates Environmental, Social, b. Loan commitments issued are not measured
and Governance (ESG) factors as additional at fair value through profit or loss or Fair Value
considerations in assessing industry sector through Profit or Loss (FVTPL).
532 A Heart that Serves, Growing with Indonesia
Page 535
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
c. Financial guarantee contracts issued that are expected credit loss expected from all default
within the scope of PSAK 109 and are not events that may occur over the expected life of
measured at FVTPL. the financial instrument.
3. Stage 3: includes financial instruments that have
Calculation of impairment is carried out using 2 been objectively proven to be impaired at the
(two) methods, namely individual or collective reporting date. This stage consists of debtors
impairment: who experience default.
a. Individual Impairment
According to PSAK 109, ECL for individual loans Probability of Default (PD)
is calculated using the Discounted Cash Flow Probability of Default (PD) is the main component
method that has considered the existing forward- in calculating CKPN and for assessing the potential
looking scenarios based on 3 (three) scenarios, default of a group of debtors based on productive
namely reasonable, optimistic and pessimistic asset quality indicators for each asset. To fulfill the
economic conditions. rules and principles of PSAK 109, PD needs to be
b. Collective Impairment Collective Impairment formed into a transition that has a time dimension
Impairment with collective methodology is known as PD forward looking.
applied to portfolios that do not meet the criteria
of individually calculated portfolios.The collective PD forward looking will define the potential for
impairment calculation uses the Probability default not limited to 1 (one) year but up to the
of Default (PD), Loss Given Default (LGD), and longest tenor owned by the bank. Forward looking
Exposure at Default (EAD) components. PD will be distributed in each year/month of facility
tenor projections. This distribution is known as PD
The definition of default used in calculating the forward looking term structure.
Probability of Default and Loss Given Default for
credit portfolios, apart from referring to regulatory The PD forward looking term structure required for
regulations regarding Asset Quality Assessment for CKPN calculations is adjusted to the stage at each
Commercial Banks and future changes, BNI also facility. In generating PD values, BNI uses 3 (three)
uses the definition of default, namely the number approaches based on the availability of portfolio
of days in arrears of more than 90 days, internal data, namely the Vasicek Model, Bayesian Skalar
default rating, or collectibility equal to or more Model (Internal Rating), and Transition Matrix Model.
than 3. For non-credit portfolios, the definition of
default refers to regulatory regulations regarding Loss Given Default (LGD)
the assessment of Commercial Bank Asset Quality In calculating CKPN PSAK 109, the estimated Loss
and rating assessments published by external Given Default (LGD) value considers BNI recovery
rating agencies. Based on the general approach to data from defaulted accounts. There are 2 (two) LGD
calculating impairment of PSAK 109, financial assets segmentations, namely Secured LGD and Unsecured
are categorized into 3 (three) stages. Each stage LGD. Secured LGD consists of an Appreciating
shows the credit quality of the related financial Model, a Depreciating Model and a Static Model. For
assets, namely: Unsecured LGD, it consists of the Discounted Debit
Balance Difference Model. In the LGD calculation,
1. Stage 1: includes financial instruments that do there is a Recovery Secured component, which is a
not experience a significant increase in credit risk recovery that is met by collateral or the LGD portion
compared to the risk level at initial recognition of the collateral recovery which has been discounted
or have low credit risk at the reporting date. For according to the workout period. Unsecured
these assets, the ECL calculation will apply for recovery is recovery that comes from cash recovery
a maximum of 12 months or according to the that has been discounted according to the workout
remaining tenor. period. Direct Costs are direct costs that arise during
2. Stage 2: includes financial instruments that have the billing process or guarantee execution.
experienced an increase in credit risk since initial
recognition (except for credit risk at the reporting Collateral Recovery/Recovery Secured is divided
date which was relatively low) but experienced into 3 (three) types, namely appreciated collateral,
conditions or met the requirements for default. depreciated collateral and static collateral.
For these assets, the ECL calculation will apply Determining and managing/ changing rules to
throughout the remaining tenor or according to group collateral segmentation into the three types
the expected remaining tenor. Lifetime ECL is the of collateral is carried out periodically.
2025 Annual Report
533
PT Bank Negara Indonesia (Persero) Tbk
Page 536
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
For the Unsecured Recovery Rate calculation, Market risk exposure in the Trading Book
the observed population is accounts that have predominantly originates from treasury activities,
experienced default but are still in default status both domestically and through Overseas Branches.
until the end of the modelling cut off period and Meanwhile, market risk in the Banking Book mainly
have a default age that exceeds the work out period consists of Interest Rate Risk in the Banking Book
limit. (IRRBB) and Net Open Position (NOP/foreign
exchange risk), which stem from the Bank’s
Exposure at Default (EAD) overall balance sheet activities. All exposures are
Exposure at Default (EAD) is an estimate of the monitored and managed in a prudent, measured,
carrying amount at the time of default, considering and sustainable manner to safeguard earnings
the cash flow of the related financial instrument, stability and capital resilience.
as well as the possibility of additional withdrawals
from the credit limit up to the date of default. EAD Governance and Organization
also considers payment and amortization schedules In managing market risk, BNI applies a clear
as well as changes in the utilization of undrawn segregation of treasury functions into the front
balances leading up to a default. office, middle office, and back office to ensure
independence and mutual control throughout
EAD modeling will be carried out based on the the process. The front office carries out trading
characteristics of the relevant financial instruments, activities and business target achievement, while
which are divided into several categories, namely also acting as the first line of defense (risk owner)
installment credit, revolving credit, trade finance with the responsibility to keep exposures within the
products and treasury. approved risk appetite and limits. The middle office
performs independent risk monitoring and control,
Some facilities will be subject to a credit conversion including fair value checks, compliance with limit
factor (CCF) rate in their EAD term structure. CCF utilization, and detection of indications of off-market
will be imposed on facilities that have the following transactions. The back office is responsible for
criteria: transaction confirmation, booking, and settlement
1. Has a withdrawal allowance that can be used to ensure certainty and integrity of execution.
again if the principal payment is made.
2. The credit disbursement mechanism can be From the second line perspective, the Enterprise
carried out without going through a credit risk Risk Management (ERM) Division provides strategic
analysis mechanism. oversight over the effectiveness of the market risk
framework, methodologies, and controls. ERM
Expected Credit Loss (ECL) monitors market risk and compliance with risk limits,
In general, CKPN is measured by the lifetime including market risk limits, authority limits, and
Expected Credit Loss (ECL) value, if there has been counterparty limits; validates fixing prices; reviews
a significant increase in credit risk since initial price fairness of treasury transactions; investigates
recognition. If at the reporting date, there has potential off-market transactions; and reviews limit
been no significant increase in credit risk since utilization. Oversight by the Board of Directors over
initial recognition, then the CKPN measurement of market risk is conducted through key forums at
financial assets is carried out at a maximum ECL of the Board level, including the KRA-RMC, to ensure
12 months. that treasury business direction remains prudent,
diversified, and sustainable, in line with the Bank’s
MARKET RISK MANAGEMENT capital resilience and growth strategy.
Market risk at BNI arises from balance sheet Policies and Procedures
positions, off-balance sheet accounts, and derivative To support healthy and prudent business growth, BNI
transactions, including the risk of changes in option has established a Market Risk Corporate Guideline
prices. As a commercial bank, BNI does not engage (PP) that governs governance arrangements,
in equity (stock) and commodity transactions in methodologies, measurement models, and market
the trading book. Accordingly, exposure to such risk controls, including those related to treasury
risks only arises in the context of consolidated and activities and international business. This guideline
integrated market risk management together with serves as an operational reference for business
its subsidiaries. units to ensure that exposures remain measurable
and within the Bank’s risk appetite.
To ensure that the implementation of market risk
management is effective and independent, these
policies and procedures are reviewed and updated
534 A Heart that Serves, Growing with Indonesia
Page 537
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
periodically by the Enterprise Risk Management Management, including monitoring of interest
(ERM) Division. This process is intended to maintain rate risk in the Banking Book through the IRRBB
consistent, adaptive, and data-driven application perspective (economic value and earnings
of market risk management, in alignment with the sensitivity to interest rate movements). Through
Bank’s overall strategy. this disciplined and tiered measurement
framework, BNI ensures that market risk remains
Risk Management Process measurable, controlled, and aligned with
The market risk management process at BNI covers strategic direction to maintain earnings stability
the identification, measurement, monitoring, and and capital resilience on a sustainable basis.
control of material market risk exposures.
3. Market Risk Monitoring
1. Market Risk Identification Market risk monitoring at BNI is conducted on
Market risk identification is conducted a regular basis to ensure that exposures remain
proactively in accordance with the characteristics measurable and to provide a basis for timely
of the Bank’s business activities, with the primary management responses to changing market
objectives to: conditions. This process includes:
a. identify products and transactions that carry (1) monitoring all portfolios that are exposed to
market risk exposure; market risk;
b. classify risks based on their main risk drivers, (2) monitoring compliance of actual risk exposure
such as interest rate sensitivity, foreign against approved limits; and
exchange movements, and the characteristics (3) formulating follow-up recommendations in
of derivative instruments; and the event of limit breaches or early warning
c. establish a foundation for risk measurement signals of increasing risk.
and control that is aligned with the Bank’s risk
appetite. In the Banking Book, BNI monitors key indicators
in accordance with regulatory requirements,
2. Market Risk Measurement particularly the Net Open Position (NOP/PDN) for
Market risk measurement at BNI is performed foreign exchange risk and interest rate sensitivity
on a regular basis for both the Trading Book and to economic value and earnings (interest
the Banking Book portfolios that have market rate risk gap), including for Overseas Branch
risk exposure. For the purpose of meeting the portfolios. The results of monitoring and related
Minimum Capital Adequacy Requirement (KPMM) recommendations are reported periodically to
for Market Risk, BNI applies the Standardized Management through strategic forums such as
Approach in accordance with regulatory the Risk Management & Anti-Fraud Committee
provisions, which includes the measurement (KRA-RMC) and other committee meetings at the
of interest rate risk and foreign exchange risk, Board of Directors level.
covering both domestic treasury activities and
Overseas Branches. This framework reflects the 4. Market Risk Control
prudential principle of capital adequacy based on Market risk control at BNI is implemented to
market risk exposure. ensure that potential losses remain measurable
through the establishment of risk limits for
For internal management and decision-making the Treasury Division and Overseas Branches,
purposes, BNI also uses Value at Risk (VaR) including:
as a tool to measure the maximum potential a. Value at Risk (VaR) Limit, which sets the
loss under normal market conditions. This is maximum potential loss under normal market
complemented by sensitivity measurements conditions for a specified time horizon and
such as DV01 (per 1 basis point) for securities confidence level.
portfolios and delta for option transactions. This b. Stress VaR (SVaR) Limit, an additional
approach is consistent with forward-looking measure to limit potential losses during
market risk measurement practices, based on stressed market conditions.
best available data, and serves as the basis for c. Budget Loss Limit, which defines the tolerance
limit evaluation, mitigation strategies, and risk- threshold for realized losses from business
based pricing in treasury portfolios. transactions.
d. Management Action Trigger (MAT), an early
BNI applies mark-to-market valuation for actively warning threshold that prompts management
traded instruments and uses fair values from action when losses approach tolerated limits.
independent sources for less liquid instruments. e. Limit Pembelian Surat Berharga, which
All VaR exposures are monitored on a daily restricts concentration in corporate securities
basis, with weekly and monthly reporting to purchases based on rating and currency.
2025 Annual Report
535
PT Bank Negara Indonesia (Persero) Tbk
Page 538
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
f. IRRBB Limit (NII & EVE), which set limits b. The Off Market Price Limit monitoring application
on interest rate risk in the Banking Book is an application to monitor the fairness of
measured through sensitivity to Net Interest transaction prices (likely and reasonable), namely
Income (NII) and Economic Value of Equity in accordance with the range of daily fluctuations
(EVE). in market rates/prices (expected daily fluctuations
g. Nominal Open Position Limit, which limits possible) at that time.
the nominal open positions that dealers may c. The transaction authority limit monitoring
manage. application is an application for monitoring
h. DV01 Limit, which caps price sensitivity of Transaction Limit (Deal Ticket Size), Position Limit,
financial instruments to a 1 bps change in and Stop Loss Limit (Budget Loss Limit).
interest rates. d. Credit Counterparty Limit monitoring application
i. Delta Option Limit, which restricts the where there is development of Forex Counterparty
sensitivity of option values to changes in the Limit calculations using the Credit Conversion
underlying asset price.. Factor (FKK).
j. Internal NOP/FX Limit, which sets the e. The Value at Risk (VaR) monitoring application for
maximum level for managing net open (HO) and Overseas Offices (KLN).
foreign exchange positions, both in absolute
nominal terms and open position ratios. The measures taken to strengthen market risk
management in response to changing economic
5. Market Risk Management Information System conditions throughout 2025 included actively
The Market Risk Management Information monitoring movements in market factors that could
System at BNI supports the entire market risk potentially impact the Bank. The Bank monitored
cycle, from identification to control of material market indicators through the Forex Early Warning
exposures. The system is built on periodic risk Signal and Interest Rate Warning Signal tools.
quantification and serves as the primary source
of risk reporting for the Board of Directors and To determine the potential impact of changes in
the Board of Commissioners. internal and external conditions on the bank, Scenario
Analysis and Stress Testing have been carried out
The system provides daily, weekly, and monthly periodically and incidentally. Periodic Stress Testing
monitoring of exposure and limit compliance uses scenarios that refer to Regulatory provisions
(VaR, SVaR, DV01, NOP/FX), stress testing and the Bank’s internal scenarios. Incidental Stress
results, and Market Risk RWA calculations for Testing Scenarios and Scenario Analysis adjust the
capital adequacy reporting. This ensures that risk conditions of macroeconomic factors and market
data are accurate, consistent, and actionable, factors at that time. Each Foreign Office also carries
enabling treasury decisions to remain prudent, out Stress Testing in accordance with internal
responsive, and aligned with the Bank’s overall regulations and local Regulatory regulations. The
strategy. results of the stress testing are used to prepare a
Contingency Plan so that risks that occur can still be
Tools and Methods mitigated and managed well.
In order to increase market risk capabilities,
monitoring support tools have been developed that LIQUIDITY RISK MANAGEMENT
can improve the quality and accuracy of monitoring
results, including the following: Liquidity risk at BNI encompasses the potential
a. In accordance with regulatory provisions, BNI inability of the Bank to meet its short-term obligations
measures the impact of changes in interest rates in to depositors, investors, and creditors, as well as
the Banking Book (Interest Rate Risk in the Banking to fulfill the Statutory Reserve Requirement, which
Book/IRRBB). The calculation method is carried out may be triggered by limited access to funding
using 2 (two) approaches, namely the Net Interest or constraints in liquidating assets at fair value.
Income (NII) method and the Economic Value of Liquidity risk management aims to maintain
Equity (EVE) method. BNI carried out an interest adequate cash flows and strengthen the structural
rate shock simulation with 6 (six) scenarios liquidity of the balance sheet to support healthy and
according to Basel and looked at the impact on sustainable long-term growth.
BNI’s profitability and capital. By considering
the complexity of the data, products and models
used, an IRRBB calculation application has now
been developed so that the results obtained are
expected to be more accurate.
536 A Heart that Serves, Growing with Indonesia
Page 539
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
The main sources of liquidity risk triggers anticipated strength of the bank’s balance sheet to support
by the Bank include: sustainable long-term growth.
1. limitations in cash inflows from earning assets
and/or asset sales, including liquid assets; and 1. Liquidity Risk Identification
2. disruptions in cash inflows from fund raising, BNI identifies liquidity risk by gathering and
interbank transactions, and borrowings received. analyzing all sources of liquidity risk inherent in
its business activities, products, and transactions.
Identification and monitoring of these triggers Every activity and product is assessed to
are conducted on a periodic basis to ensure that ensure that liquidity risks have been identified,
liquidity conditions remain manageable and within accurately measured, and can be managed and
the Bank’s risk appetite. controlled using appropriate methods.
Governance and Organization 2. Liquidity Risk Measurement
Liquidity risk governance at BNI is carried out by BNI measures liquidity risk through various
the Enterprise Risk Management (ERM) Division, primary measurement tools, which include:
the Treasury Division (TRS), and Overseas Offices, a. Liquidity Ratios, including the Liquidity
with clear and complementary segregation of Coverage Ratio (LCR) and Net Stable Funding
roles. ERM formulates policies and procedures as Ratio (NSFR);
strategic guidelines, while TRS and Overseas Offices b. Maturity Profiles and Cash Flow Projections to
execute liquidity strategies, including cash flow assess liquidity adequacy across various time
management and the placement of liquidity buffers. horizons;
c. Liquidity Stress Testing to evaluate the impact
As a second line of oversight, ERM conducts periodic of adverse market conditions on the Bank’s
monitoring of the implementation of TRS’s liquidity cash flow.
strategies—particularly compliance with limits and
early warning indicators—to ensure that liquidity 3. Liquidity Risk Monitoring
conditions remain measurable and well controlled. BNI conducts regular liquidity monitoring to
ensure that risk exposure remains within safe
Policies and Procedures limits and supports the stability of the Bank’s
Liquidity Risk Policies and Procedures at BNI balance sheet. The scope of monitoring includes:
are structured in a tiered manner. The Bank has a. Monitoring liquidity risk exposure across all
a General Risk Management Policy, which is material products and activities.
further elaborated into Liquidity Risk Management b. Monitoring internal limit compliance by
Procedures as operational guidelines, covering the comparing actual figures against established
following aspects: limits.
1. Availability of Liquid Instruments: Cash, c. Monitoring Early Warning Signals (EWS) as
Statutory Reserves (Giro Wajib Minimum/GWM), an early detection mechanism for potential
Secondary Reserves (Liquidity Reserves), Tertiary liquidity pressure.
Reserves, Liquidity Early Warning Signals (EWS), d. Liquidity reporting to management and
and Liquidity Contingency Plans for both Head regulators on a regular basis (daily, weekly,
Office and Overseas Offices. and monthly) to ensure a prompt and
2. Liquidity Risk Measurement: Projected Cash measured risk response.
Flow Liquidity Ratios, Maturity Profiles, Liquidity e. Monitoring the adequacy of tiered liquidity
Adequacy Ratios, and Liquidity Stress Testing. reserves, which include: * Primary Reserve:
3. Calculation of the Liquidity Coverage Ratio (LCR) Cash and Statutory Reserves (Giro Wajib
and Net Stable Funding Ratio (NSFR). Minimum). * Secondary Reserve: High-Quality
4. Liquidity Risk Monitoring. Liquid Assets (HQLA). * Tertiary Reserve:
5. Liquidity Risk Control. Additional buffers to strengthen the Bank’s
6. Liquidity Limit Setting: Regional and bank-wide resilience under various market conditions.
cash ceilings, safety level limits, maturity profile
limits, and foreign currency credit restriction 4. Liquidity Risk Controlling
limits based on the availability of foreign currency As part of strengthening balance sheet resilience
liquidity. and protecting against potential funding
disruptions, BNI establishes and manages
Risk Management Process internal liquidity limits in a disciplined and
Liquidity risk management aims to minimize the adaptive manner.
possibility of the Bank’s inability to obtain cash flow
funding sources, and build the structural liquidity
2025 Annual Report
537
PT Bank Negara Indonesia (Persero) Tbk
Page 540
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The primary components of this control include: Liquidity Early Warning Signal (EWS)
a. Establishment of BNI-Wide Cash Caps as Early warning indicators are described in internal
the optimal limit for maintaining Rupiah and and external indicators for normal conditions,
foreign currency cash balances, which are moderate conditions or tight conditions for both
reviewed semi-annually. Rupiah and foreign currency. Internal indicators
b. Establishment of a Minimum Secondary used include trends in customer funds, dominant
Reserve based on Safety Levels, taking into customer concentration, and bank liquidity ratios.
account Third-Party Fund (DPK) volatility and External indicators used include interest rate
the liquidation capability of liquid assets, trends BI Rate, INDONIA, SOFR TERM, Outstanding
with limits adjusted according to liquidity Liquidity in the Market (Market Net Liquidity) and
conditions (normal, moderate, and tight). Fed Fund Rate (FFR).
c. Establishment of Cumulative Liquidity
Maturity Gap Limits for up to 1 (one) month, Determining bank liquidity in Normal, Moderate or
managed separately for Rupiah and foreign Tight conditions is a reference in determining the
currencies. Safety Level (liquidity reserve limit) that must be
d. Selective Control of Foreign Currency provided by the bank. Furthermore, the determination
Credit Expansion by limiting the maximum of liquidity conditions will become a guide in the
distribution of foreign currency funds for Liquidity Contingency Plan (LCP), namely a set of
onshore, offshore, and local loans, while guidelines in tight liquidity conditions which include
continuing to consider the availability of but are not limited to alternative strategic steps.
stable and high-quality funding sources.
e. Evaluation of Risk Mitigation Effectiveness Liquidity Stress Testing
and corrective action escalation mechanisms BNI conducts regular liquidity stress testing to assess
in the event of limit breaches or market the Bank’s resilience under crisis conditions. The
dynamics that pressure the Bank’s liquidity testing is performed using two primary scenarios:
position. This approach ensures that liquidity 1. Idiosyncratic Scenario, Simulates liquidity
risk management remains prudent, adaptive, pressure resulting from a decline in depositor
and aligned with BNI’s sustainable growth or investor confidence in the Bank. This scenario
strategy. assumes a significant outflow of funds triggered
by issues specific to the Bank’s internal situation.
5. Liquidity Risk Management Information System 2. Market Wide Scenario, Simulates liquidity
Liquidity Risk Management Information System disruptions caused by stressed market conditions
at BNI serves as the primary support system or financial system instability, including extreme
for implementing risk management, covering volatility, interbank funding disruptions, or
the integrated processes of identification, macroeconomic shocks that have a broad impact
measurement, monitoring, and control of on the financial sector.
liquidity risk.
The results of these stress tests serve as the basis for
This system provides information on liquidity developing the Contingency Funding Plan (CFP) and
conditions in both normal and crisis situations, the general Funding Plan. This ensures the adequacy
which is presented in the form of daily, weekly, of liquid buffers, a rapid mitigation response, and
and monthly reports to management and the continuity of the Bank’s operations under various
regulators. The scope of information generated stress conditions.
includes comparisons of liquidity parameters
against internal limits, as well as the results of Liquidity Adequacy Ratio
liquidity stress testing as part of monitoring BNI maintains liquidity resilience through two
the Bank’s funding resilience and adequacy of primary ratios: the Liquidity Coverage Ratio (LCR)
liquidity buffers. and the Net Stable Funding Ratio (NSFR). Liquidity
Coverage Ratio (LCR) The LCR is managed by
Tools and Methods maintaining High-Quality Liquid Assets (HQLA) to
In managing liquidity risk, BNI uses daily cash flow ensure that liquidity needs for a 30-day period are
projections and monthly maturity profiles, both met under a stress scenario. BNI maintains an LCR
contractually and behaviorally, in order to determine above 100%, both at the Bank-only level and on a
appropriate and accurate strategies to anticipate the consolidated basis with subsidiaries, supporting a
bank’s liquidity conditions in the future. rapid and measured liquidity response.
538 A Heart that Serves, Growing with Indonesia
Page 541
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Net Stable Funding Ratio (NSFR) For long-term Risk Management Process
resilience, BNI manages the NSFR by ensuring the BNI conducts a Risk Control Self-Assessment (RCSA)
availability of Available Stable Funding (ASF) against process, which is an identification, measurement,
Required Stable Funding (RSF). BNI maintains monitoring, and control process for operational risks
an NSFR above 100% at both the individual and carried out periodically through self-assessment by
consolidated levels. This indicator reflects BNI’s all work units, aimed at identifying potential control
commitment to maintaining adequate liquid buffers weaknesses so that risks can be mitigated as early
and funding sustainability amidst macroeconomic as possible. In the risk identification process, an
dynamics. operational risk taxonomy has been established as
a reference for mapping all existing risks, making
OPERATIONAL RISK MANAGEMENT identification more granular and enabling more
focused follow-up and prioritization.
Operational Risk occurs due to inadequacy or
ineffective internal processes, human error, system The RCSA process, using the Process, Risk, Control,
failure, or external disturbances that affect the Bank’s and Monitoring (PRCM) approach, serves as the
operations. Operational Risk Events are risk events basis for Control Testing (CT) by SORX to identify the
that are inherent in every business and operational Control Improvement Plan (CIP) or necessary control
process carried out by the Bank that may trigger improvements. In addition to being sourced from
further risks such as Reputation Risk, Legal Risk, RCSA activities, CIP can also arise from follow-up
Compliance Risk and other risks if not managed on operational risk events and other identification
properly. processes. This aims to ensure that control
improvements and enhancements are carried out
Policies and Procedures continuously and reflect a strong risk culture.
In order to implement operational risk management,
BNI refers to the regulations of the Financial Services Regarding operational risk events, BNI establishes
Authority, Bank Indonesia, and International Best mechanisms for identifying operational risk events,
Practices. BNI also has operational risk management recording, reporting, and analyzing existing
procedures that are developed and evaluated events through the Operational Risk Event (ORE)
periodically to offer guidelines for all work units Management procedure. ORE serves as a means
in implementing the Bank’s agreed operational to analyze root causes and develop necessary
risk management framework. The Operational Risk follow-up actions through preventive measures and
Management Strategy is formulated in accordance required remediation actions. Additionally, BNI has
with the overall business strategy and objectives an operational risk reporting mechanism used as
with due consideration of the level of risk risk a consideration in making strategic decisions and
appetite and risk tolerance. escalated to Management, providing them with
timely information on operational risk events along
Governance and Organization with follow-up actions.
The governance of operational risk management is
implemented based on the Three Lines Model, which In calculating the Minimum Capital for Operational
separates Operational Work Units (Risk Taking Unit) Risk and Risk-Weighted Assets (RWA) for Operational
as the Risk and Control Owner from independent Risk, BNI uses the Standard Approach in accordance
Risk Management Work Unit and the Internal with the regulations from the Financial Services
Audit Work Unit. The Operational Work Unit, in the Authority (OJK), which is used as one of the
context of operational risk, partners with the Senior elements in measuring capital adequacy (Capital
Operational Risk Executive (SORX) to mitigate risks Adequacy Ratio).
faced in their respective coverage areas or sectors.
The Risk Management Work Unit is responsible for The operational risk management process requires
monitoring risks and providing policies/procedures organizational support with a clear understanding
related to risk management as well as reviewing of tasks and responsibilities comprehensively
new bank products. The Internal Audit Work Unit understood by all work units. Check & Balance occurs
is tasked with ensuring the effectiveness of risk within the organization so that the operational risk
management and internal controls. management process can proceed as planned.
2025 Annual Report
539
PT Bank Negara Indonesia (Persero) Tbk
Page 542
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The use and application of information technology this framework is the establishment of a methodology
can support the operational risk management for identifying critical business processes (Business
process, where the complexity of the bank, process Impact Analysis - BIA), assessing potential risks and
automation, and control process automation can threats (Threat Risk Assessment - TRA), creating an
maximize risk mitigation efforts. Additionally, emergency response plan (Emergency Response
integrated data for operational risk can produce Plan - ERP), and developing a Recovery Strategy.
complete and accurate information that can be used
in operational risk management and as supporting The framework also regulates the formation
data in decision-making by management. To meet of an Emergency Task Force (ETF) in each work
these needs, BNI has developed an Operational unit to handle emergency situations and a
Risk Management System (ORMS) named New Crisis Management Team (CMT) consisting of a
PERISKOP (Operational Risk Device). combination of work units that work according to
their expertise in handling crises.
The most important and fundamental foundation in
operational risk management at BNI is a strong risk BCM governance also ensures that BCM testing
culture, appropriate employee behavior regarding and simulation processes are carried out and that
risk & control, and the right mindset towards risk BCM documents are updated regularly. This ensures
management. With these aspects fulfilled, the risk that each unit can evaluate the established plans,
management process can operate effectively, where improve them, and increase their readiness in facing
the frontline facing risks can optimally mitigate risks, disasters or crises.
complemented by other methodologies, ensuring
that risk management efforts are maximally INFORMATION TECHNOLOGY (IT) & DIGITAL
beneficial. Efforts to enhance the operational risk RISK MANAGEMENT
culture are carried out through various risk awareness
programs delivered consistently, continuously, and In line with the development of banking business
focused through various media such as bulletins, innovation that prioritizes platform-based and fully
posters, PC wallpapers, videos, etc. digital through the development of advanced digital
capabilities with data-based business models, the
BUSINESS CONTINUITY MANAGEMENT Bank is strengthening risk management, especially
related to digital risks, as well as increasing cyber
BNI has in place and implements Business Continuity resilience through strengthening cyber security.
Management (BCM) across all of its business units, Standards for implementing digital risk management
both domestically and internationally, to anticipate and cyber security are also equipped with robustness
potential disruptions or disasters that may be caused and cyber security testing, and are supported by
by natural and/or non-natural factors, as well as effective reporting on the implementation of digital
human factors, to BNI’s critical business functions. risk management and cyber security so as to create
effective, efficient and safe services.
The implementation of this policy aligns with the
provisions set forth by regulators. For overseas Governance and Policy
offices, the BCM framework is implemented in Tata kelola Manajemen Risiko TI & Digital mencakup
accordance with local BCM regulations. kerangka kerja, kebijakan, proses, dan struktur
yang memastikan pengelolaan risiko TI & Digital
BNI has a BCM Framework that is integrated with the selaras dengan tujuan bisnis atau organisasi,
Bank’s overall risk management policy and expected mengoptimalkan nilai dari investasi teknologi,
to minimize operational risks and ensure that BNI’s memastikan kepatuhan, dan mengarahkan
business activities and services can continue to run pengambilan keputusan terkait teknologi secara
during emergencies or disasters and can be restored efektif, efisien, dan bertanggung jawab. Tata kelola
immediately at the earliest opportunity. One part of manajemen risiko TI & Digital mengelola integrasi
strategi TI dengan strategi bisnis untuk mendorong
pertumbuhan dan keberlanjutan di era digital
dengan mempertimbangkan risiko.
540 A Heart that Serves, Growing with Indonesia
Page 543
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Digital risk management and cyber security Risk Management Process
strategies are implemented within an effective In managing IT & Digital Risk, BNI implements
and comprehensive governance corridor, thereby a comprehensive risk management framework
creating risk management that is proactive and to identify, measure, monitor, and control digital
forward looking. The implementation of risk business risks. This includes identifying inherent
management governance at BNI is carried out risks in digital services, measuring and implementing
through the General Risk Management Policy controls, monitoring the application of controls
(KUMR), framework and procedures which are and IT & Digital risk management processes, and
applied consistently and continuously in accordance strategically controlling IT & Digital residual risks.
with regulatory provisions.
The IT & Digital risk management process ensures
Implementation of risk management governance the fulfillment of the principles of confidentiality,
based on People, Process and Technology, is the integrity, authentication, availability, and non-
main foundation for implementing digital risk repudiation. The breakdown of the IT & Digital risk
management and cyber security for the Bank in management process is as follows:
meeting customer expectations, stakeholders and 1. Digital Risk Identification
regulators. Digital risk management is carried out Risk identification is conducted proactively across
on 9 (nine) digital risk classifications, namely: all digital activities, processes, and products by:
1. Technology risk is the risk of using or relying on a. Identifying at-risk assets, including information
technology, such as system design weaknesses, assets, systems, human resources, and
hardware and software failures, misconfiguration, company frameworks/guidelines.
and others. b. Identifying sources of threats.
2. Cybersecurity Risk is the risk of cyber-attack c. Identifying vulnerabilities.
threats to digital business, identification and d. Assessing the severity of existing
response to cyber incidents. vulnerabilities.
3. Information & data privacy risk is the risk
resulting from limited information security in Digital risk identification is performed across
the use, processing, storage, and transmission all Bank environments and at all stages of
of information, as well as potential privacy development, production, maintenance, and
violations and data leaks. adhoc conditions of digital services.
4. Third Party Digital Risk is the risk of cyber
vulnerabilities and weaknesses in information 2. Digital Risk Measurement
security due to the cooperation of third parties Risk measurement is conducted to understand
and external parties who have access to the the development and extent of digital risk
Bank’s infrastructure or data. exposure as a reference for control. Identified
5. Workforce/ Digital Talent Risk is the risk resulting risks are measured and mapped according to
from the lack of IT & Digital skill sets among the the likelihood and impact associated with digital
workforce (employees, vendors, or outsourced risks, followed by the implementation of controls,
personnel), as well as risks related to flexible including preventive, deterrent, detective,
working models (any device, anywhere, anytime) corrective, and compensating controls.
that affect privacy, compliance, authentication,
access, and others. 3. Digital Risk Monitoring
6. Process Automation Risk is the risk of digital Risk monitoring is performed to ensure that
automation process on the development of risks are well managed, including monitoring
digital transformation. the performance of digital services through log
7. Resiliency Risk is the risk of resilience in monitoring, Security Operation Center (SOC),
operations and infrastructure when growing vulnerability assessments, penetration testing,
increasingly digital. threat intelligence, cyber resiliency testing,
8. Digital Compliance risk is the risk of non- thematic reviews, and others.
compliance with regulatory changes, the
unavailability of provisions, or failure to
implement applicable standards/regulations
from the implementation of IT & Digital-based
business models.
9. Cloud Related Risk is the risk of cloud-based
security, by maintaining visibility of the security
of the use of cloud services and security of the
Cloud Service Provider (CSP).
2025 Annual Report
541
PT Bank Negara Indonesia (Persero) Tbk
Page 544
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
4. Digital Risk Control LEGAL RISK MANAGEMENT
Digital risk control is conducted to manage
residual risks, referring to established policies Legal Risk is the risk arising from lawsuits
and procedures, risk limits, and implemented or weaknesses in juridical aspects. At BNI,
risk controls. In digital risk control, risk risk sources include potential weaknesses in
control strategies include strengthening risk agreements/contracts, the impact of changes in
controls such as enhancing security solutions, or the unavailability of regulations, and litigation
managing information technology assets, access processes—both lawsuits against BNI and lawsuits
management, and others. filed by BNI against other parties.
The Bank’s IT & Digital Risk Management is BNI manages legal risk proactively by strengthening
implemented through collaboration between First- the quality of agreements, monitoring regulatory
line and Second-line units, with the Third-line acting developments, and implementing measured
as the evaluator and reviewer of risk management litigation handling to ensure transaction compliance
implementation. In its execution, the Bank also and protect the Bank’s interests. This framework is
maintains several programs to strengthen IT & executed through collaboration between business,
digital risk management, including: risk, and legal functions, supported by adequate
1. IT & Digital Product Risk Assessment: An documentation and contractual controls to maintain
assessment process aimed at identifying risks legal certainty and operational sustainability.
related to information technology and digital
products before they are implemented, enhanced, Policies and Procedures
or changed. This process includes evaluating the Legal Risk Management at BNI is carried out by the
security, compliance, and operational impact of Legal Division under the coordination of the Director
new or existing products and technologies to of Human Capital & Compliance. Acting as the legal
mitigate potential risks and ensure that digital watch function, the Legal Division collaborates
products meet established standards. with legal units in regional offices and business
2. Thematic Review: Conducted by the second- units to provide legal analysis and advice at every
line unit through comprehensive vulnerability level, aimed at minimizing risk impacts arising from
analysis of the Bank’s systems. This involves contractual weaknesses, regulatory changes, and
simulating real-world attacks to identify litigation processes.
weaknesses that may have gone undetected by
the methods implemented by the first-line units. Legal risk management is further strengthened
3. Cyber Resiliency Testing: This serves as a through regular synergy with the Enterprise Risk
monitoring capability and maturity assessment Management (ERM) Division in the assessment,
of the Bank’s people, processes, and technology monitoring, and alignment of legal risks at both the
in prevention, detection, and remediation, which Bank and financial conglomerate levels. Through
can be conducted through programs such as a multi-layered, collaborative, and adaptive legal
Table-Top Exercises, Computer Security Incident governance, BNI ensures that every business activity
Response Team (CSIRT), Social Engineering has a solid legal foundation, remains controlled in
Technique Program (SETP), and others. accordance with prevailing regulations, and supports
4. IT & Digital Risk Research & Development: A the Bank’s operational stability and sustainability.
research and development process that includes
analyzing threat trends, developing new tools Policies and Procedures
and techniques for risk mitigation, and fostering The implementation of legal risk management at
innovation within IT & Digital risk management BNI refers to the Company Guidelines for Legal Risk
processes. Management and other relevant policies in legal risk
management.
These digital risk management strengthening
programs are conducted continuously, resulting in To ensure policies remain effective and aligned with
an effective, rapid, and efficient risk response. regulatory dynamics, the Legal Division, together
with the Enterprise Risk Management Division,
periodically evaluates, adjusts, and updates legal
risk control policies and procedures in accordance
with developments in laws and regulations and the
Bank’s business needs.
542 A Heart that Serves, Growing with Indonesia
Page 545
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Risk Management Process the Risk Management Unit, including the Legal
In carrying out the Legal Risk control function, BNI Division as the owner of the legal risk domain.
implements legal risk management policies in a
process flow consisting of: Legal Risk Monitoring includes:
1. Litigation: Oversight and handling of criminal
1. Legal Risk Identification and civil cases on a bank-wide basis.
BNI identifies legal risks periodically and 2. Quality of Agreements: Coordination with
proactively by analyzing all sources of legal business units in drafting and refining
risk inherent in BNI’s products and business agreements to ensure they are enforceable
activities, as well as legal risks from new products and protect the Bank’s interests.
and activities. The identification focus is on the 3. Regulatory Changes: Monitoring the impact
sources and risk triggers, including: of the absence or changes in regulations on
a. Potential litigation from civil/criminal the suitability and sustainability of products/
disputes; activities, including the fulfillment of relevant
b. The enforceability of agreements/contracts; documentation and Service Level Agreements
c. The impact of changes in or the absence of (SLAs).
regulations that could void transactions or
render products non-compliant. The results of the monitoring, which include
evaluations of legal risk exposure, are compiled
This process ensures that every new product or into a Legal Risk Management Information
feature has undergone a proper risk assessment System (SIM Legal Risk) that provides periodic
and legal control review before implementation. reports on legal risk exposure (monthly, quarterly,
and annually), including necessary follow-up
2. Legal Risk Measurement actions.
BNI utilizes Legal Risk measurement methods
aligned with the Bank’s risk management 4. Legal Risk Control
framework, encompassing both quantitative and Legal risk control is implemented to maintain
qualitative approaches. Measurement is focused business continuity, protect the Bank’s rights, and
on estimating the impact of losses and the prevent material losses resulting from juridical
strength of juridical aspects, using key indicators weaknesses or litigation processes.
such as potential losses from litigation claims, the
risk of agreement cancellation due to contractual BNI’s legal risk control scope includes:
weaknesses, and the impact of changes in or the a. Juridical assessment of new products or
absence of regulations that could cause products feature changes prior to implementation to
to become misaligned with prevailing provisions. ensure compliance and enforceability.
b. Provision of legal advice and assistance to
The review of parameters, weights, and operational units in transaction execution and
Legal Risk measurement limits is conducted the resolution of legal issues.
independently by the Legal Division, considering c. Periodic review of standard agreement
input from the Board of Directors, the Enterprise formats, particularly credit agreements, to
Risk Management Division, and regulatory ensure continuous alignment with prevailing
standards. The measurement results reflect the regulations.
assessment of Inherent Risk and the Quality d. Scoring and reassessment of contracts/
of Risk Management Implementation (KPMR), agreements with external parties to verify
which are documented in the Legal Risk Profile the validity of rights and the enforceability
as a basis for continuous monitoring, mitigation, process.
and strategic decision-making by the Bank. e. Intensive monitoring and handling of
Unlawful Act (Perbuatan Melawan Hukum)
3. Legal Risk Monitoring lawsuits involving BNI as a Defendant or Co-
BNI has adequate risk monitoring systems and Defendant across all regions.
procedures, which include monitoring the level f. Provision of key legal document templates
of inherent Legal Risk exposure, risk tolerance, (including bank guarantees and collateral
compliance with internal limits, and the agreements) as a reference for secure and
consistency of implementation with the Bank’s enforceable transactions.
policies and procedures. Monitoring is conducted g. Strengthening legal risk awareness through
by the implementing units (Risk Owners) and legal training and counseling for business and
operational units.
2025 Annual Report
543
PT Bank Negara Indonesia (Persero) Tbk
Page 546
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
5. Legal Risk Management Information System b. Unit-level: Strategies executed at the division,
BNI has an information system that supports fast, region, hub (sentra), or branch level, which
accurate, and documented legal risk decision- remain within the corridors of the group’s
making, which includes: policy and Risk Appetite.
a. Periodic Reports, submitted concurrently with
the Bank’s risk profile reporting, containing: 3. Strengthening Management
1) Data on potential losses from material a. BNI’s strategic decisions are always made
legal issues; with due consideration of capital and liquidity
2) Results of legal reviews on agreements adequacy, earnings resilience, portfolio
(standard and non-standard); diversification, and operational readiness
3) Regulatory status of new products/ under both normal and stressed conditions.
activities or feature changes, including b. Digital transformation, strengthening
regulatory gaps or amendments. cybersecurity, and interpreting macro-risk
b. Incident Reports, to ensure timely risk signals are pursued proactively to ensure
escalation and response, covering: the Bank’s strategy remains adaptive and
1) A list of active cases (criminal, civil, and resilient.
Unlawful Acts/PMH); c. Strategic Risk involves monitoring the
2) Case progress reports to the Board potential impacts of technological changes,
of Directors and/or the Board of macroeconomic conditions, market
Commissioners; competition, and regulatory policies to ensure
3) Ad-hoc reports on limit breaches, new the Bank is prepared to respond swiftly to
legal risk findings, or strategic follow-up emerging shocks.
requirements.
Governance and Organization
STRATEGIC RISK MANAGEMENT Strategic Risk Management is carried out by the
Corporate Planning & Performance Management
Strategic Risk is the risk arising from inaccuracies in Division, under the active oversight of the Director
the formulation or execution of strategic decisions, of Finance & Strategy. This function ensures that the
as well as the failure to anticipate and respond to Bank’s strategic decisions remain balanced between
changes in the Bank’s business environment. growth targets and risk boundaries.
BNI manages Strategic Risk in a structured manner BNI implements strategic risk management through
through three primary perspectives: the strategic planning, budgeting, and target-
setting processes, utilizing a cascading principle
1. Based on Planning Horizon from the management level to all units and regions
a. Long-term Plans: Strategies and initiatives consistently.
designed for a 5-year cycle, encompassing
Strategic foresight & trend analysis, Board- The primary strategic planning documents that serve
level strategic dialogue, business model as the foundation for risk management include:
resilience, capital readiness, and primary
growth direction. 1. Corporate Plan
b. Short-term Plans: 1–3 year plans focusing A five-year strategy document containing growth
on performance targets, segment priorities, direction, risk capacity, and business model
capability strengthening, roadmap & resilience. The Corporate Plan is reviewed every
milestone adjustments, and rapid response to 5 (five) years or sooner if the industry business
market and regulatory dynamics. environment undergoes significant changes.
2. Based on Application
a. Bank-wide: Strategies that bind all 2. Bank Business Plan (RBB) & Unit Business Plan
organizational lines, ensuring alignment of A three-year and annual business activity plan per
growth, risk boundaries, comprehensive business segment, division, as well as regional/
Board-level oversight, and operational branch offices. Reviews are conducted at least
resilience. every First Semester (Semester I), or sooner
if macroeconomic conditions, competition, or
regulatory policies change.
544 A Heart that Serves, Growing with Indonesia
Page 547
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
3. Work Plan and Company Budget (RKAP) Detailed assessments of the strategic risk profile
A strategic planning document that contains are documented in the strategic risk profile
the goals and objectives BNI aims to achieve, report, following the BNI Risk Profile Assessment
prepared with consideration of risk factors that Procedure.
may affect the achievement of the established
goals. 3. Strategic Risk Monitoring
BNI regularly monitors all strategic risk
Policies and Procedures exposures, especially those that have a
BNI’s Strategic Risk Management Framework refers significant impact on business performance,
to the General Risk Management Policy (KUMR) and capital, and competitive position. Monitoring
the Integrated Risk Management and Integrated focuses on strategy deviations, historical losses
Capital Policy (KUMRT). Its implementation is due to ineffective implementation, and changes
reinforced by internal procedures that regulate the in the external and internal environment that
strategy and product cycle, including: require a quick response.
1. Strategic Risk Management Procedures
2. Strategic Planning Procedures Strategic issues that have the potential to put
3. Bank Product Implementation Procedures pressure on financial conditions or hinder the
achievement of targets are reported to the Board
All policies and procedures are reviewed periodically of Directors along with an analysis of the impact
based on the Bank’s external and internal and corrective measures. Monitoring is carried
developments, as well as regulatory requirements. out in a forward-looking manner, taking into
account macroeconomic dynamics, shifts in
Risk Management Process industry risk, and competitive pressures in the
In performing the Strategic Risk management market.
function, BNI implements a strategic risk
management process consisting of: To ensure consistency, BNI uses several
monitoring mechanisms. Bank-wide performance
1. Strategic Risk Identification and strategy realization are reviewed monthly.
Strategic Risk identification is conducted The development of the unit’s Business Plan
regularly and continuously by: and the realization of the Bank’s Business Plan
a. Mapping strategic risk factors across every are monitored quarterly. A more comprehensive
activity and function, particularly those arising evaluation of performance, market share,
from policy inconsistencies with the Bank’s strategic issues, and financial targets is conducted
vision and mission, delays or deviations at least every semester in the Business Meeting
in strategy execution, and inaccuracies and Business Review forums at the Head Office
in responding to business environment and Regional Offices.
dynamics.
b. Analyzing risks of resource-intensive or high- The role of strategy monitoring at the bank-wide
impact strategies, including expansion into level is carried out by the Corporate Planning
new markets/segments, corporate actions & Performance Management (CPM) Division,
(acquisitions/divestments), and product/ including for financial targets. At the division/
service diversification, to ensure alignment unit level, monitoring of strategy and work
with the risk profile and implications for the program realization is carried out by designated
Bank’s resilience. support units in accordance with the scope and
materiality of the strategy.
2. Strategic Risk Measurement
Strategic risk measurement is conducted using 4. Strategic Risk Control
4 (four) parameters, namely: alignment of BNI implements strategic risk control with
strategy with business environment conditions, discipline by ensuring that performance
high-risk and low-risk strategies, the Bank’s realization—specifically financial performance
business position against competitors, and the and strategy implementation—remains within
achievement of the Bank Business Plan (RBB). the established risk tolerance limits. Control is
exercised through Actual vs. Target monitoring,
Additionally, the quality of risk management identification of material deviations, and
implementation can be assessed based escalation to the Board of Directors for decision-
on governance results, risk management making and corrective actions.
frameworks, risk management processes,
information systems, human resources, and risk The strategic risk control framework and
control systems. mechanisms are approved by the Board of
Directors and reviewed periodically to ensure
2025 Annual Report
545
PT Bank Negara Indonesia (Persero) Tbk
Page 548
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
continuous alignment with business dynamics, is inherent in all of the Bank’s activities, particularly
environmental conditions, and prudential those related to material obligations such as capital
principles. adequacy, credit concentration limits, asset quality,
and minimum reserve and liquidity requirements.
BNI executes strategic risk control through
several key forums and mechanisms: BNI manages compliance risk through the
a. Monthly Board of Directors Meeting implementation of an internal control system
(Radisi): To review bank-wide performance embedded in every line of the organization,
achievements and make strategic decisions if supported by compliance functions and active
material deviations from targets occur. supervision by the Board of Directors. Compliance
b. Quarterly Unit Business Plan Review: risk monitoring is conducted periodically with a
Performed for each division/unit to ensure focus on parameters that are material and have
precise strategy implementation and early an impact on the risk profile of the Bank and the
corrective action if obstacles arise in achieving group, including the Minimum Capital Adequacy
financial targets. Ratio (KPMM), Maximum Credit Limit (BMPK), Non-
c. Quarterly RBB Reporting to OJK: Serving Performing Loans (NPL), Net Foreign Exchange
as a formal control mechanism to ensure Position (PDN), and Minimum Reserve Requirement
consistency between the risk profile, target (GWM), including minimum liquidity resilience such
realization, and the plan submitted to the as Liquidity Coverage Ratio (LCR) and Net Stable
authority. Funding Ratio (NSFR). BNI also prepares measurable
d. Semi-annual Business Meetings: Held at escalation and follow-up improvement mechanisms
the Head Office and Regional levels as in the event of irregularities or regulatory changes
a comprehensive evaluation forum for that have a significant impact on the Bank’s business
performance, market share, and cross-unit activities.
strategy effectiveness.
Governance and Organization
Throughout this process, the Board of Compliance risk management at BNI is executed
Directors monitors strategy execution and through an organizational structure that is clear,
target achievement as outlined in the Bank independent, and holds firm accountability at
Business Plan (RBB). In the event of deviations every line. BNI maintains an adequate compliance
or potential significant pressure, the Board of risk management function, with a distribution of
Directors instructs relevant units to implement authority and responsibility aligned across every
improvements, strengthen mitigation, and unit performing compliance controls in daily
ensure the continuity of BNI’s growth strategy. activities and reporting.
5. Strategic Risk Management Information System Specifically, compliance risk management is
BNI maintains a Strategic Risk Management managed by the Compliance (CMP) Division acting
Information System (MIS) to support the as the second line, tasked with ensuring regulatory
identification, measurement, monitoring, and fulfillment, strengthening compliance controls,
control processes, ensuring they remain rapid, and monitoring potential deviations at an early
accurate, and reliable. This MIS provides key stage. The CMP Division operates under the active
information consisting of: oversight of the Human Capital & Compliance
a. Bank-wide Performance Monitoring Report: Director to maintain independence, control function
Presented monthly during the Board of effectiveness, and the consistent implementation
Directors Meeting (Radisi). of a compliance culture across the entire BNI
b. Bank Business Plan (RBB) Realization Report: organization.
Submitted quarterly to the Financial Services
Authority (OJK). Policies and Procedures
c. Unit Business Plan (BP) Monitoring Report: The implementation of Compliance Risk Management
Reported quarterly or on an incidental basis refers to the Compliance Risk Management
to the respective Sector Director, covering Company Guidelines as well as other related
market share, strategy deviations, and the Policies and Procedures, including the Company
need for corrective actions. Guidelines for Compliance Work Procedures, Anti-
Money Laundering Policies, Prevention of Terrorism
COMPLIANCE RISK MANAGEMENT Financing, and Prevention of Funding for the
Proliferation of Weapons of Mass Destruction (APU
Compliance risk is the risk that arises when BNI fails to PPT and PPPSPM), Implementation Procedures
comply with or implement regulatory requirements for the APU PPT PPPSPM Program, Compliance
and organizational governance standards. This risk Charter, Company Guidelines for Procedures for
546 A Heart that Serves, Growing with Indonesia
Page 549
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Handling Conflicts of Interest, Company Guidelines b. Frequency of violations of internal or
for Gratification Control, Company Guidelines for regulatory provisions, serving as BNI’s
Anti-Bribery Management Systems, and Company compliance track record.
Guidelines for Compliance Risk Assessment. c. Violations in specific financial transactions
with high inherent risk, including transactions
The implementation of Compliance Risk that potentially carry legal implications or
Management at BNI refers to the Company Guidelines regulatory non-compliance.
for Compliance Risk Management as the primary
umbrella, with other relevant internal policies to As part of the measurement process, the
ensure the Bank’s end-to-end and standardized Compliance Division reviews the parameters,
compliance on strong control foundation. weights, and methodology of the compliance
risk profile assessment, taking into account
This policy framework includes compliance work input from the Board of Directors, the risk
procedures, the AML, CFT, and CPF (APU, PPT, management function, relevant units, and
and PPPSPM) programs, management of conflicts regulatory requirements to ensure measurement
of interest, gratification control, anti-bribery results are objective, consistent, and actionable.
management systems, customer data protection,
and compliance risk monitoring and assessment BNI also conducts end-to-end compliance
mechanisms. BNI possesses operational guidelines assessments before and after implementation,
in the form of the Compliance Charter. All policies specifically for new policies, product launches
and procedures are reviewed periodically to adapt or feature changes, and material transactions
to regulatory developments and business dynamics. requiring a compliance opinion. These
assessment results are documented in the
Risk Management Process Compliance Risk Profile Report, prepared in
In supporting BNI’s healthy and sustainable business reference to the BNI Risk Profile Assessment
growth, the Compliance Division proactively Procedures, serving as the basis for risk control
performs its compliance risk management role, and mitigation measures.
covering processes from identification to the control
of non-compliance factors across all Bank activities To strengthen measurement quality at the unit
and services. level, BNI periodically applies the Compliance
Index (CIX) as a measure of the maturity and
1. Compliance Risk Identification consistency of a work unit’s compliance. CIX
This process is conducted to recognize all parameters are structured based on identified
potential risks inherent in functional activities, compliance events, ranked from the highest
including factors that may increase compliance potential loss to lower levels, enabling the
risk exposure, such as: depiction of priorities for strengthening controls,
a. Complexity of business activities, business coaching, and proportional corrective actions.
models, and the launch of new products and
features. 3. Compliance Risk Monitoring
b. Volume and materiality of non-compliance Compliance risk monitoring at BNI is conducted
incidents regarding internal policies, on an ongoing basis, encompassing the
regulatory requirements, and business ethics monitoring of key compliance indicators and
standards. reporting to the Board of Directors, both on
c. Characteristics of banking products and an incidental basis when violations occur and
services, particularly those at risk of being periodically. The scope of monitoring includes:
exploited as entry points for illegal funds, a. Legal Lending Limit (BMPK).
including proceeds of crime and terrorism b. Net Open Position (PDN).
financing. c. Adequacy of Statutory Reserve Requirement
d. Utilization of digital technology, which (GWM) in Rupiah and foreign currencies.
increases vulnerability toward the collection d. Credit development and quality, including
and transfer of personal data without the data Non-Performing Loans (NPL).
owner’s consent. e. Minimum Capital Adequacy Ratio (KPMM)
and capital buffers.
2. Compliance Risk Measurement f. Compliance track record regarding regulatory
Compliance risk measurement at BNI is provisions, including fines and supervisory
performed using key indicators that reflect the warnings, such as reporting violations related
level and nature of violations, including: to the Financial Information Service System
a. Type and significance of violations occurring (SLIK).
within work units, including potential
sanctions and their impact on the Bank.
2025 Annual Report
547
PT Bank Negara Indonesia (Persero) Tbk
Page 550
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
g. Compliance with reporting obligations to REPUTATION RISK MANAGEMENT
external parties, covering both periodic and
specific material reports. Reputation risk is the potential decline in stakeholder
h. Readiness and follow-up on new regulation trust resulting from negative perceptions or publicity
implementation, including the fulfillment of regarding the Bank. Sources of this risk include
compliance gaps and their implementation media sentiment, customer complaints, ethical
timelines. breaches, governance weaknesses, corporate
i. Compliance Risk Composite Rating (including culture, and ineffective communication strategies.
internal assessment results and composite
ratings) of BNI on a periodic basis. BNI manages reputation risk proactively through
public sentiment monitoring, rapid response to
4. Compliance Risk ControL complaints, strengthening of ethics and culture, and
Compliance risk control at BNI is implemented consistent, transparent communication to maintain
preventively to ensure that policies, systems, customer trust.
and business activities are aligned with the
provisions of the competent supervisory Governance and Organization
authorities. BNI also maintains compliance with BNI implements reputation risk management
every commitment submitted to regulators and with a clear division of roles among management
other supervisory stakeholders. BNI applies functions, including media monitoring, complaint
comprehensive compliance controls, both within management, investor communication, and
the Bank on an individual basis and across coordinated crisis response.The Corporate Secretary
subsidiaries, as well as in operations throughout (CSE) division performs news and crisis management
the international network. In its implementation, functions through monitoring media and social
BNI ensures that compliance standards are media opinion, responding quickly to negative
maintained in accordance with the jurisdiction of issues, and managing communication during crises.
each country where BNI operates, particularly in The Customer Experience Center (CXC) division is
Overseas Offices. responsible for managing customer complaints
and grievances end-to-end to maintain service
The control process includes preliminary reviews quality and public trust. The Investor Relations
before policies or activities are executed, (IRN) division plays a role in maintaining investor
monitoring the consistency of implementation perception and trust through communicating the
in both domestic and international units, and Bank’s performance and strategy to analysts and
strengthening the capabilities of compliance investors, monitoring stock positions against peers,
units to maintain alignment with regulatory and managing relationships with the Indonesian
standards and sound business ethics. capital market ecosystem.
5. Compliance Risk Management Information Policies and Procedures
System BNI’s reputation risk management policy is based
BNI utilizes a Compliance Risk Management on the General Risk Management Policy (KUMR) as
Information System to support all stages of well as the General Integrated Risk Management and
risk management, from identification and Integrated Capital Policy (KUMRT). Implementation
measurement to monitoring and controlling is carried out through operational guidelines
compliance risk. This system ensures the governing media issue response, consumer
availability of accurate, complete, and timely protection, crisis communication management, and
information as a basis for mitigation and structured grievance handling.
corrective decision-making.
The primary Company Guidelines supporting
Compliance risk reporting at BNI is structured reputation risk management include:
through Compliance Reports submitted to the 1. Reputation Risk Management Procedures
President Director via the Director in charge of the 2. Crisis Management
compliance function, with a copy provided to the 3. Media Relations Management
Board of Commissioners. The primary outputs 4. Consumer Protection
generated include Compliance Reports and 5. Customer Complaint Resolution
Compliance Risk Profile Reports, which provide a
comprehensive overview of the level of exposure This policy and procedure framework is reviewed
and the effectiveness of the Bank’s compliance risk periodically to ensure alignment with business
mitigation. dynamics, public expectations, and regulatory
developments.
548 A Heart that Serves, Growing with Indonesia
Page 551
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Risk Management Process 3. Reputation Risk Monitoring
The Corporate Secretary Division (CSE), Customer BNI conducts reputation risk monitoring
Experience Center Division (CXC), and Investor proactively and periodically to maintain
Relations Division (IRN) carry out the functions and stakeholder trust, ensure early issue detection,
processes of reputation risk management, including and guarantee a rapid and measured crisis
the following processes: response. The scope of monitoring includes:
a. Media sentiment and market rumors,
1. Reputation Risk Identification including the analysis of public opinion on
The identification process includes analyzing risk social media.
sources from media, services, technology, and b. Communication issues and crises that could
stakeholder perceptions. Reputation risk arises affect the level of trust in the Bank.
from, among other things: c. Customer complaints through public channels
a. Negative media coverage and/or rumors as well as BNI Call (complaints regarding
about BNI products, services, and processes).
b. Ineffective communication strategies of BNI d. Digital incidents and cybersecurity events
c. Inadequate information/services that have the potential to trigger negative
d. Disruptions/damage to information perceptions.
technology systems and devices
Monitoring results are compiled into multi-
In addition, BNI conducts regular stakeholder layered reports based on the impact level,
mapping to capture changes in public including:
expectations and concerns. The results of the a. Media Monitoring Reports (Daily and Weekly):
mapping are compiled in writing and serve as Containing sentiments, key issues, and public
a reference for relevant units in responding to opinion developments.
issues and communication strategies. b. Quarterly Reputation Risk Reports: Containing
sentiment trends, material issues, and follow-
All events that impact reputation are up actions.
systematically recorded in reputation risk data c. Annual Reputation Risk Report: Included
administration, including projections of their as part of the Annual Report, providing an
potential impact. Handling and mitigation evaluation of the effectiveness of issue and
priorities are differentiated based on their level crisis management at the enterprise level.
of materiality and influence on public perception, d. Incidental Escalation: Submitted at any
customer trust, and investor confidence. time to the Board of Directors and Board of
Commissioners if an issue with a significant
2. Reputation Risk Measurement impact arises.
BNI measures reputation risk using the following
key indicators: With this monitoring model, BNI ensures
a. Reputation influence from the Bank’s owners that reputation risk is managed adaptively,
and related companies data-driven, and aligned with the Bank’s
b. Violations of business ethics communication strategy.
c. Complexity of the Bank’s products and
business collaborations 4. Reputation Risk Control
d. Frequency, materiality, and exposure of BNI positions Reputation Risk Control as an
negative news about the Bank integral part of value protection and stakeholder
e. Frequency, materiality, and customer trust. Every material issue, customer complaint,
complaints or event with the potential to diminish trust is
followed up early through a coordinated control
The weighting and measurement methods are mechanism.
determined by the CSE, CXC, and IRN Divisions,
taking into account input from the Board of Reputation Risk Control includes:
Directors, the ERM Division, and regulatory a. Prevention of reputation incidents through
requirements. The measurement results are ex-ante issue management in business
outlined in the BNI Reputational Risk Profile processes, new products, and strategic
Report, which is prepared in detail in accordance partnerships.
with the BNI Risk Profile Assessment Procedure, b. Rapid reputation recovery response following
as a basis for decision-making, issue mitigation, an incident, focusing on stabilizing public
and continuous reputation improvement perception and preventing issue escalation.
measures.
2025 Annual Report
549
PT Bank Negara Indonesia (Persero) Tbk
Page 552
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
c. Strengthening risk communication periodic and incidental—to management and
competence for public relations teams at the the Board, while strengthening crisis response
Head Office and Regional levels to ensure readiness and sustainable stakeholder trust.
responses to issues and opinions are effective,
proportional, and consistent. INTRA-GROUP TRANSACTION RISK
d. Standardized customer response speed MANAGEMENT
through the implementation of Service Level
Agreements (SLAs) in the complaint handling Intra-Group Transaction Risk is the risk arising from
and public issue clarification processes. dependencies between entities within a single
e. Crisis communication management readiness Financial Conglomerate, whether direct or indirect,
via a measured Crisis Contingency Plan— which can impact the fulfillment of contractual
ranging from minor to severe scales—with a obligations, funding exposures, or the stability of
clear escalation flow to the Board of Directors the group’s financial condition. This risk can occur
and Board of Commissioners. in transactions involving fund transfers or non-
f. Management of response timing and fund transfers, including written or non-written
sensitivity with standards for public commitments between entities.
opinion monitoring and the selection of
communication strategies based on sentiment BNI manages this risk through an integrated
data. governance framework to ensure that every
financial relationship, commitment, and intra-group
In implementing reputation mitigation, BNI exposure remains controlled, transparent, and
considers the materiality level of the issue, within the group’s risk tolerance limits. Management
response costs, and the balance between is conducted on an ongoing basis, encompassing
protecting public trust and the Bank’s sustainable assessments, monitoring of material exposures,
growth. Reputation risk is accepted on a limited and the alignment of policies and procedures across
basis as long as it remains within the established entities within the conglomerate to maintain overall
Risk Appetite limits. financial resilience and group compliance.
Governance and Organization
5. Reputation Risk Management Information BNI maintains an adequate intra-group transaction
System risk management function, with clear authority and
BNI’s Reputation Risk Management Information responsibility at the Financial Conglomerate Parent
System (MIS) functions to provide data that Company (PIKK) level and across all subsidiaries.
supports rapid and coordinated decision-making, This framework ensures that every intra-group
issue monitoring, and mitigation response. This activity is managed independently, coordinately,
information system ensures that all material and in alignment with the conglomerate’s Risk
reputation events are documented and reported Appetite boundaries.
hierarchically to management and the Board.
The management of intra-group transaction risk
The scope of the information system includes: is executed by the Enterprise Risk Management
a. Integrated media monitoring, utilizing both (ERM) Division as the second line at the PIKK level,
electronic dashboards and sentiment analysis supported by the Subsidiaries Management (SSM)
of news coverage and public opinion. Division in strengthening intra-group relationship
b. Orderly recording of reputation risk events, management, and operational implementation by
including the specific issues, management relevant units within BNI and its Subsidiaries (PA).
responses, and discussions held in
management or Board meetings. These Roles are divided as follows:
are documented in an electronic system as 1. Enterprise Risk Management (ERM) Division:
part of the audit trail and decision-making Conducts integrated inherent risk assessments,
governance. monitors material intra-group exposures,
c. Early Warning System (EWS), a proactive validates measurement methodologies, and
mechanism based on risk indicators and reports intra-group risks at the PIKK level to
media sentiment signals to detect potential management, the Board of Commissioners, and
reputational pressure, allowing for mitigation Regulators.
measures to be implemented at an earlier 2. Subsidiaries Management (SSM) Division:
stage. Ensures that integrated risk governance operates
effectively across all Subsidiaries, including
With the support of this MIS, BNI maintains policy alignment, monitoring compliance in intra-
the quality of Reputation Risk reporting—both group transaction execution, and coordinating
550 A Heart that Serves, Growing with Indonesia
Page 553
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
follow-up actions to strengthen Subsidiary activities, services, and transactions between
resilience against intra-group transaction risks financial institutions within the BNI financial
impacting the BNI Group. conglomerate. This process covers triggering
3. BNI Business Units and Subsidiaries: Execute intra- factors such as cross-ownership, liquidity
group risk management and control according to centralization, intra-group guarantees and loans,
transaction and product characteristics, including inter-entity asset purchases/sales, risk transfer
the fulfillment of obligations, documentation of through reinsurance, and risk exposure transfer
agreements, management of intra-group limits, transactions within the conglomerate.
and the provision of relevant risk data and
indicators to ERM and SSM. The purpose of this identification is to recognize
potential dependencies between entities and
This organizational framework supports measured ensure that all material risks inherent in intra-
intra-group decision-making, maintains compliance, group transactions are mapped from the outset,
and strengthens the conglomerate’s capital and including their impact on the exposure and risk
liquidity resilience on an ongoing basis. profile of the BNI financial conglomerate.
Policies and Procedures 2. Intra-Group Transaction Risk Measurement
BNI implements Intra-Group Transaction Risk BNI measures intra-group transaction risk in
management within the integrated risk management an integrated manner across all transactions
framework at the financial conglomerate (PIKK) between members of the BNI Financial
level, based on: Conglomerate. The main objective is to assess
1. General Integrated Risk Management and the level of risk and materiality of exposure to
Integrated Capital Policy (KUMRT): The umbrella group stability.
policy governing risk boundaries, governance,
and intra-group capital adequacy, including The focus of management includes:
mechanisms for managing concentration, a. Risk Level Assessment
material exposures, and interactions between BNI determines the risk rating of intra-group
entities within the conglomerate. transactions based on regulatory parameters
2. Intra-Group Transaction Risk Management and assesses the impact of its exposure on
Procedures: Governing the methodology the total assets, capital, income, costs, and
for inherent risk assessment, the setting of liabilities of conglomerate member entities.
intra-group limits, exposure monitoring,
escalation processes, reporting, and agreement b. Fairness & Prudential Principles
documentation to ensure that rights and BNI conducts transaction reasonableness
obligations between entities are protected and testing, ensures adequate documentation
enforceable. and enforceability, and assesses compliance
with arm’s length principles, including the
In practice, these policies are aligned with prudential suitability of transactions to the group’s risk
practices through: appetite and risk tolerance limits.
1. Intra-group limit controls within the
conglomerate’s risk appetite and risk tolerance c. Methodology & Model Evaluation
framework. BNI develops qualitative and quantitative
2. Updating intra-group risk measurement intra-group risk measurement methodologies,
methodologies by ERM. accompanied by periodic evaluations of
3. Cross-functional coordination (Divisions in BNI assumptions, data sources, and measurement
and Subsidiaries) for risk data provision. procedures to maintain the accuracy and
4. Structured reporting to management, the Board relevance of the model as the basis for
of Commissioners, and Regulators. conglomerate risk mitigation.
BNI reviews and updates its policies and procedures As a PIKK, BNI ensures the availability of:
on a regular basis to ensure they remain relevant to a. Standardized and integrated intra-group risk
internal dynamics, industry developments, market measurement methodologies within the group
changes, and applicable regulatory requirements. risk management framework.
b. Periodic reviews of assumptions and data to
Risk Management Process ensure that measurement results remain relevant
The intra-group transaction risk management and reliable as a basis for preparing inherent risk
process includes: mitigation plans and intra-group risk mitigation
1. Intra-Group Transaction Risk Identification plans.
BNI identifies intra-group risks on a regular
basis by analyzing products, business
2025 Annual Report
551
PT Bank Negara Indonesia (Persero) Tbk
Page 554
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
3. Intra-group Transaction Risk Monitoring related parties’ BMPK to ensure that inter-entity
BNI conducts disciplined and continuous loans do not exceed regulatory limits.
monitoring as part of integrated conglomerate
risk management, covering funding transactions, BNI also strengthens the control of intra-
support services, joint operations, and other group price fairness to prevent transfer pricing
intra-group activities that have the potential to distortions, maintain the integrity of inter-entity
increase group risk exposure. transaction governance, and ensure the stability
of risk management at the financial conglomerate
Intra-Group Transaction Risk Monitoring: level.
a. Scope of Monitoring
BNI monitors all material intra-group 5. Intra-Group Transaction Risk Management
transactions, including financial relationships Information System
and inter-entity dependencies. Materiality is BNI’s intra-group transaction risk management
assessed based on the value of transactions information system was developed to support
between BNI and financial conglomerate integrated risk management at the level of the
member entities, as well as between entities Financial Conglomerate Parent Company (PIKK)
within the group. and its subsidiaries.
b. Purpose of Monitoring Its main scope includes:
To ensure that transactions are conducted in 1. Provision of intra-group exposure data on
a fair, transparent, and documented manner, total assets, capital, income, expenses, and
and in accordance with the principles of liabilities between entities within the group.
prudence, regulatory requirements, and the 2. Information on the results of inherent risk
conglomerate’s risk appetite. assessment and mitigation, including intra-
group transaction risk ratings.
c. Follow-up & Improvement 3. Documentation and legal review of intra-
The results of monitoring are used for group transactions to ensure fairness and
periodic evaluation, process improvement, regulatory compliance.
and expansion of the reporting scope if there 4. Monitoring of intra-group internal limit
are significant changes in business activities, compliance, in accordance with the
products, transactions, or risk factors at the conglomerate’s integrated risk appetite and
group level. risk tolerance.
4. Intra-group Transaction Risk Control INSURANCE RISK MANAGEMENT
BNI’s intra-group risk control is carried out in an
integrated manner by taking into account the Insurance risk is a risk resulting from the failure
parameters of the inherent risk profile of intra- of an insurance company to fulfill its obligations
group transactions, compliance with the arm’s to policyholders as a result of inadequacies in the
length principle, completeness of documentation, risk selection process (underwriting), determining
and compliance with applicable regulatory and premiums (pricing), use of reinsurance, and/or
legal provisions. handling claims.
Control Focus: Governance and Organization
a. Assessment of the composition of inherent As a Financial Conglomerate Parent Company with
risk parameters in the integrated risk profile subsidiaries in the insurance sector, namely BNI
of the conglomerate. Life and Asuransi Tripakarta, BNI is responsible for
b. Testing the fairness of transactions in ensuring that Insurance Risk management is carried
accordance with the arm’s length principle. out effectively and in an integrated manner at the
c. Examination of the availability and conglomerate level.
completeness of intra-group transaction
documents. Insurance risk management is carried out by each
d. Compliance with regulatory requirements subsidiary in accordance with the characteristics
and legal enforceability of each intra-group of the business and regulatory requirements in the
transaction. insurance industry. Meanwhile, within the framework
of integrated risk management, the methodology
The intensity and methods of control are adjusted for measuring insurance risk in the Integrated Risk
to the tolerance limits and risk levels set at the Profile is determined and coordinated by BNI’s
conglomerate level. BNI applies intra-group Enterprise Risk Management (ERM) Division with
exposure restrictions through compliance with the support of the Subsidiaries Management (SSM)
Division.
552 A Heart that Serves, Growing with Indonesia
Page 555
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Policies and Procedures 3. Insurance Risk Monitoring
The Insurance Risk management policy within the Monitoring Insurance Risk Monitoring includes
BNI Financial Conglomerate refers to the General monitoring and reporting Insurance Risks that
Integrated Risk Management Policy and the occur to the Board of Directors at any time when
Integrated Capital Policy as the primary frameworks the Insurance Risk occurs or periodically to:
for risk management at the group level. These a. Ratio of Technical Reserves to Net Premiums.
policies serve as guidelines for the Main Entity (BNI) b. Claim Ratio.
and its Subsidiaries to ensure that Insurance Risk c. Net Premium Ratio to Own Capital.
management is conducted prudently, consistently, d. Lapse Ratio.
and in alignment with the conglomerate’s strategy e. Domination of insurance risk over all business
and risk appetite. lines.
f. Reinsurance Management
The operational execution of Insurance Risk
management is further regulated in the Integrated Monthly evaluation of insurance risks faced by
Risk Management Standard Operating Procedures BNI Financial Conglomerate is outlined in the
(SOP), specifically those governing the Integrated Leading Risk Indicator Report submitted to the
Risk Profile process.This SOP serves as the reference Director of Risk Management. This process is
for implementing consolidated measurement, carried out continuously by the risk management
assessment, and reporting methodologies for unit in collaboration with related units to ensure
Insurance Risk. This ensures process uniformity, the effective implementation of insurance risk
the quality of risk controls, and the integrated management.
management of Insurance Risk within the overall
risk profile of the BNI Financial Conglomerate. 4. Control Insurance risk control
Control Insurance risk control is carried out by
Risk Management Process maintaining insurance risk ratios at their threshold
Insurance Risk management within the BNI and carrying out improvement initiatives to
Financial Conglomerate is implemented through a improve ratios that are still considered high
continuous risk management process encompassing risk and ensuring that the risks taken are still
identification, measurement, monitoring, and within tolerance limits and reporting significant
control, as follows: deterioration to the Board of Directors.
1. Insurance Risk Identification 5. Risk Management Information System Insurance
Group insurance risk identification is carried out Risk Management is supported by a Risk
by analyzing factors that can increase insurance Management Information System (SIMR) that is
risk exposure, such as inadequate risk selection used to collect, process, and monitor Insurance
(underwriting) processes, premium setting Risk data in an integrated manner. SIMR
(pricing), use of reinsurance, policy management supports the preparation of Insurance Risk
and/or claim handling. BNI carries out a profiles and consistent risk reporting as part of
continuous risk identification process as part of the BNI Financial Conglomerate’s Integrated Risk
the implementation of effective insurance risk Profile.
management in order to gain a comprehensive
understanding of all potential risks that may RISK MANAGEMENT FOR OVERSEAS
affect the risk profile and business continuity. OFFICES (KLN)
The identification process is also strengthened
through cross-functional coordination to ensure As a bank with global operations, BNI views the risk
that all risks inherent in insurance products are management of Overseas Offices (KLN) as a strategic
recorded and managed appropriately. element to maintain resilience, cross-jurisdictional
compliance, and the trust of international
2. Insurance Risk Measurement stakeholders; considering that BNI’s risk exposure is
The measurement of insurance risks faced influenced not only by domestic conditions, but also
by BNI can be done using the parameters of by macroeconomic dynamics, financial markets,
Technical Risk, Insurance Risk Dominance over and regulatory changes in the countries where KLN
the Overall Business Line, Product Risk Mix and operate. The management of KLN risk is directed to
Type of Benefits, and Reinsurance Structure. BNI ensure that all activities remain prudent, aligned
conducts a systematic risk measurement process with the group’s risk appetite, and compliant with
to assess the materiality and potential impact of both local and global regulatory standards.
each identified risk.
2025 Annual Report
553
PT Bank Negara Indonesia (Persero) Tbk
Page 556
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Currently, BNI operates 8 (eight) Overseas Offices 2. Escalation of global liquidity pressure
consisting of 6 (six) KLN with Branch licenses and indicators to the Head Office to determine
2 (two) KLN with Representative Office licenses, cross-jurisdictional liquidity response plans.
where each KLN possesses different operational
complexities from one another, necessitating the • Operational Risk
establishment of minimum requirement standards Operational Risk Management at KLN is
that must be fulfilled by every KLN. performed by the implementing units in each
overseas office (RMIC) under the standards
BNI possesses tools for KLN risk management: of the Operational Risk Management Division
and monitored by the Senior Operational Risk
• Credit Risk Executive (SORX).
Credit Risk Management at Overseas Offices
(KLN) is coordinated by the Enterprise Risk Management focus:
Management (ERM) Division with the support of 1. Implementation of KLN Process Risk
risk units and overseas offices in each respective Control Monitoring (PRCM) as a monitoring
jurisdiction. mechanism for embedded controls on
material operational activities.
Management focus: 2. Implementation of KLN Business Continuity
1. Quarterly monitoring of debtor ratings using Management (BCM) for operational risk
the IRB-based Internal Rating System (IRS) 2.0 control and incident response.
as an early warning signal. 3. Reporting of operational incidents that impact
2. Establishment of Risk Acceptance Criteria stakeholder trust, customers, or the continuity
(RAC) for the KLN credit pipeline, covering of KLN services.
Market, Operational, Environmental-Social-
Governance (ESG), Counterparty, and Price • Legal Risk
Fairness aspects. Legal Risk Management at KLN is executed by
the Legal Division, acting as legal watch and
• Market Risk subject-matter advisory according to local laws.
The ERM Middle Office executes the measurement
and control functions for KLN Market Risk, Management focus:
coordinating with the Treasury unit. 1. Review of enforceability and validity of legal
documents for transactions and third parties
Management focus: at KLN.
1. Setting KLN Treasury transaction limits, 2. Administration of active cases at KLN and
including Budget Loss Limit, Deal Ticket Size incidental reporting to the Head Office if there
Limit, and Net Open Position Limit. is a material impact.
2. Implementation of Management Action 3. Alignment of agreement standards and
Trigger (MAT) with a traffic light approach mitigation of legal gaps based on local
as a basis for response if losses occur due to regulations in each operating country.
global market volatility.
3. Periodic review of trading book risk exposures • Reputation Risk
and deviations impacting KLN Treasury Reputation Risk Management at KLN is
strategies. coordinated by the Corporate Secretary (CSE)
Division as the news management center,
• Liquidity Risk together with the Customer Experience Center
Monitoring of KLN Liquidity Risk is conducted by (CXC) Division and Investor Relations (IRN)
the Enterprise Risk Management (ERM) Division according to their respective domains.
along with Treasury and overseas offices.
Management focus:
Management focus: 1. Monitoring global media and social media
1. Monitoring maturity profiles, reserve opinions related to KLN, including crisis
requirements, and liquidity buffers using a communication responses.
traffic light approach. 2. Handling customer complaints in KLN local
channels.
3. Submission of KLN media monitoring reports
to management to determine response
strategies and stakeholder trust recovery.
554 A Heart that Serves, Growing with Indonesia
Page 557
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
• Compliance Risk Risk Management (ERM) Division, synergizing
Compliance Risk Management at KLN is with Operational Risk Management and
implemented by the Compliance (CMP) Division Compliance, to ensure the effectiveness of the
and the AML Division. Management is conducted integrated risk framework. ERM also issued the
periodically to ensure cross-jurisdictional Overseas Branches Risk Pulse 2025, a monitoring
compliance, including AML-CFT-CPF programs instrument for 8 (eight) primary risks and financial
and personal data protection. indicators, resulting from collaboration with the
International Division, SORX1, and Corporate
Management focus: Credit Risk.
1. Monitoring compliance with external
regulations, new regulations, external Minimum quality standards are implemented
reporting obligations, as well as regulatory through the Assessment of Risk Management
fines/warnings. Implementation Quality (KPMR) parameters,
2. Compliance assessment and opinions on new aligned with SEOJK 14/SEOJK.03/2017
transactions/features according to regulatory concerning the Assessment of Bank Soundness,
parameters and business ethics standards. as a mandatory baseline to be fulfilled by all KLN.
3. Strengthening capacity through socialization,
reminders, and the implementation of • Third Line
Compliance, AML, and Personal Data The Internal Audit function is executed by the
Protection SOPs at KLN. Internal Audit Division (IAD) as an independent
assurance line regarding the effectiveness of
• Strategic Risk KLN risk management.
Strategic Risk Management at KLN is
implemented by the International (INT) Division. RISK MANAGEMENT OF NEW PRODUCTS
Management is directed to maintain prudent AND ACTIVITIES
global growth aligned with the group strategy.
Every Bank product development plan goes through
Management focus: a risk management process including identification,
1. Identification of business plan deviations and measurement, monitoring and control on 8
KLN strategy execution, particularly those (eight) types of risks including credit, market,
with a significant impact on capitalization. liquidity, operational, legal, strategic, compliance
2. Analysis and assessment of high-risk strategies and reputation risks which are packaged in a
such as new market expansion, acquisitions, comprehensive study of the bank’s new product and
and product/service diversification. activity risks. The Bank’s product risk management
3. Monitoring the realization of RBB targets is run based on internal provisions that refer to
and KLN competitive positioning against regulatory provisions.
peers, including correction and follow-up
if realization or strategy implementation In the framework of issuing new products, BNI
deviates from set targets. implements policies and procedures to ensure that
the risks inherent in the product are adequately
STRENGTHENING RISK MANAGEMENT managed, among others through:
FUNCTIONS IN OVERSEAS OFFICES (KLN) 1. Business feasibility study, to ensure that the
product is in line with the Bank’s vision, mission,
BNI strengthens the risk management of Overseas and strategy as well as providing sustainable
Offices (KLN) through clear roles across three lines: added value.
2. Establishment of systems, procedures, and
• First Line authorities, including Standard Operating
KLN executes the Risk Management & Internal Procedures in the management of new products.
Control (RMIC) function under the supervision 3. Identification of all inherent risks, covering credit,
of the Risk & Business Support Deputy General market, liquidity, operational, legal, strategic,
Manager. RMIC is coordinated with the SORX compliance, and reputation risks, both related to
Wholesale & International Banking (SORX1) business activities and customers.
unit, which has a direct coordination line to 4. Execution of trial periods, to test the reliability of
RMIC. SORX1 provides Process, Risk, Control risk measurement and monitoring methods for
& Monitoring (PRCM) tools as the standard for new products.
control testing of risk controls at KLN. 5. Readiness of the accounting information system,
to support accurate product recording and
• Second Line reporting.
BNI has established a KLN Risk Management
Team under the supervision of the Enterprise
2025 Annual Report
555
PT Bank Negara Indonesia (Persero) Tbk
Page 558
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
6. Analysis of legal aspects, to ensure product Throughout the reporting period, BNI launched
compliance with statutory provisions. wondr by BNI, a mobile banking application with the
7. Application of information transparency latest global-standard technology that offers more
principles to customers, as well as consumer personalized financial services tailored to customer
protection and personal data protection in needs. In addition, BNI also developed BNIdirect
accordance with applicable regulations. Business, which is a one-stop solution platform
specifically designed to meet the needs of SME
Along with the increasing development of digital- Customers. This platform was developed to simplify
based banking products, BNI ensures the readiness various transaction processes (both financial and
of risk management implementation, particularly non-financial), as well as provide comprehensive
security controls, to guarantee the fulfillment of the services covering all aspects of Customer business
principles of confidentiality, integrity, authentication, needs, ranging from financial services, merchants,
availability, and non-repudiation. financing, to the thorough and efficient integration
of the business ecosystem.
As a provider of Financial Sector Technology
Innovation (ITSK), BNI applies principles of good BNI RISK PROFILE ASSESSMENT
governance, risk management, security and
reliability of information systems including cyber Risk Profile Assessment is a comprehensive
resilience, consumer and personal data protection, overview of the risks inherent in the Bank’s
as well as compliance with statutory provisions. In operational activities and serves as one of the
supporting business process continuity, BNI also primary components in the assessment of the Bank’s
implements cyber risk management in accordance Soundness Level. The assessment is conducted
with best practices, which includes protection of quarterly for BNI on an individual basis and semi-
the confidentiality, integrity, and availability of annually for the BNI Financial Conglomerate.
information. For every new product implementation
plan, BNI prepares a risk study along with follow-up The Risk Profile Assessment includes an evaluation
actions on recommendations provided by assessors. of inherent risk and the quality of risk management
implementation across all primary risk types in
Plans for issuing Bank products are reported accordance with regulatory provisions, taking into
to regulators, namely the Financial Services account business strategy, product and activity
Authority (OJK) and Bank Indonesia (for products complexity, and external conditions.
related to Payment Service Provision and Payment
Infrastructure Implementation activities), through The Inherent Risk Level is classified into five
the Bank Product Implementation Plan (RPPB) which ratings, from Low to High, while the quality of risk
is part of the Bank Business Plan (RBB). management implementation is assessed based on
the adequacy of governance, framework, processes,
and risk control, with assessment results ranging
from Strong to Unsatisfactory.
556 A Heart that Serves, Growing with Indonesia
Page 559
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
BNI RISK PROFILE ASSESSMENT RESULTS
The results of the BNI Risk Profile self-assessment individually as of December 31, 2025 fell under rank 2
(Low to Moderate) with an Inherent Risk Rating of Low to Moderate and a Risk Management Implementation
Quality (KPMR) rating of Satisfactory, with the following details:
Risk Management
Type of Risk Inherent Risk Composite Risk
Implementation Quality
Credit Risk Low to Moderate Fair 2
Market Risk Low to Moderate Satisfactory 2
Liquidity Risk Low to Moderate Satisfactory 2
Operational Risk Moderate Fair 3
Legal Risk Low Satisfactory 1
Strategic Risk Low to Moderate Satisfactory 2
Compliance Risk Low to Moderate Satisfactory 2
Reputational Risk Low Satisfactory 1
Composite Risk Low to Moderate Satisfactory 2
BNI RISK COMPOSITE RATING ASSESSMENT
Based on the Regulation of the Minister of SOEs No. PER-2/MBU/03/2023 concerning Guidelines for
Governance and Significant Corporate Activities of State-Owned Enterprises and Technical Instructions No.
SK-7/DKU.MBU/10/2023 concerning Technical Instructions for Reporting Risk Management of State-Owned
Enterprises, SOEs shall make composite risk rating assessment through quarterly self-assessment to provide
an evaluation that encourages SOEs to improve its risk management practice that provides protection and
value creation for SOEs.
The composite risk rating assessment is based on 2 (two) assessment variables, namely (1) assessment
of the Quality of Risk Management Implementation, and (2) assessment of Performance Achievement.
The results of the BNI composite risk rating assessment for the fourth quarter of 2024 fell under Rank 2
(wellcontrolled risk).
BNI RISK PROFILE ASSESSMENT INTEGRATED RESULTS
Based on the results of the Integrated Risk Profile assessment of 10 (ten) types of risks as of December 31,
2025, it fell under rating 2 (low to moderate) with an Inherent Risk Rating of Low to Moderate, while the
Integrated Risk Management Implementation Quality (KPMR) assessment of BNI was Satisfactory.
The results of the Integrated Risk Profile assessment in detail are as follows:
Risk Management
Type of Risk Inherent Risk Composite Risk
Implementation Quality
Credit Risk Moderate Fair 3
Market Risk Low to Moderate Satisfactory 2
Liquidity Risk Low to Moderate Satisfactory 2
Operational Risk Moderate Fair 3
Legal Risk Low Satisfactory 1
Strategic Risk Low to Moderate Satisfactory 2
Compliance Risk Low to Moderate Satisfactory 2
Reputational Risk Low Satisfactory 1
Intragroup Transaction Risk Low to Moderate Satisfactory 2
Insurance Risk Low to Moderate Fair 2
Composite Rating Low to Moderate Satisfactory 2
2025 Annual Report
557
PT Bank Negara Indonesia (Persero) Tbk
Page 560
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
RISK MATURITY INDEX (RMI) 4. Risk Processes and Controls Dimension: BNI
has effectively implemented the processes
The Risk Maturity Index (RMI) is an index used to of risk identification, assessment, treatment,
measure the level of maturity in design quality and reporting, and has designated responsible
and effectiveness of the implementation of Risk parties to manage primary risks.
Management in protecting as well as creating value 5. Risk Models, Data, and Technology Dimension:
for the company. The RMI assessment is conducted BNI has a dedicated team for risk models and
as part of BNI’s commitment to implementing analytics, utilizing tools and methodologies to
integrated and sustainable risk management. manage primary risks.
In compliance with the Regulation of the Minister Furthermore, a framework for maintaining risk data
of SOEs No. PER-2/MBU/03/2023 and the Decision quality has been established. From the overall
of the Deputy for Finance and Risk Management of assessment by independent parties, BNI has mapped
the Ministry of SOEs No. SK-8/DKU.MBU/12/2023, several improvement areas to be carried out in the
BNI shall make regular RMI assessments based on short, medium, and long term. Many initiatives
performance. The assessment covers five primary have been developed by BNI to support the Bank’s
dimensions: risk culture and capabilities, risk performance, including risk appetite management,
organization and governance, risk and compliance the preparation of a formal framework for new risk
framework, risk processes and controls, as well as identification, consistency of risk modeling technical
risk models, data, and technology, associated with policy/procedure documents, and the preparation
the Final Rating Health Level and the Risk Composite of the Enterprise Risk Management transformation
Rating. plan.
BNI has implemented RMI assessment since 2021 IMPROVING HUMAN RESOURCES
and continues to make periodic improvements. CAPABILITIES RELATED TO RISK
The 2025 RMI assessment was conducted with an MANAGEMENT
observation period of January 1 to December 31,
2024, by an independent BNI Internal Assessor Team, In order to implement high-quality risk management
with a scope covering BNI and its Subsidiaries. Based in accordance with the Decision of the Deputy for
on the assessment results, BNI is on the spectrum Finance and Risk Management of the Ministry of SOEs
of the Good Practice Phase (+), which reflects the Number SK-3/DKU.MBU/05/2023, BNI continuously
maturity of risk management across all dimensions manages and develops Human Resources (HR)
and the utilization of models, data, and technology capabilities in the field of risk management.
as enablers of optimal risk management.
This improvement in capabilities is carried out
Based on the results of the 2025 RMI assessment, through:
BNI has implemented strong risk management 1. Risk Management Certification and
practice dimensions, including: Refreshment, by requiring certificate ownership
1. Risk Culture and Capabilities Dimension: BNI has for risk management organs, including the
routine programs for instilling risk culture tailored Board of Commissioners, Board of Directors,
to job levels, as well as periodic evaluations of relevant committees, as well as officials and
risk culture improvement. employees in risk management, compliance,
2. Risk Organization and Governance Dimension: internal audit, and primary operational work
BNI has fulfilled the Risk Management Organs in units. To maintain competence, BNI consistently
accordance with PER-2/MBU/03/2023, properly organizes refreshment programs at least once a
implemented the Three Lines Risk Governance year through training, seminars, socialization of
Model, and conducted periodic evaluations and regulatory provisions, and e-learning.
optimizations as part of improvement efforts.
3. Risk and Compliance Framework Dimension: BNI The Risk Management Certifications and
possesses a comprehensive risk management Refreshments organized by the Risk Academy
framework and implements it effectively, unit in 2025 include:
particularly in mitigating data confidentiality • Risk Management Certification (SMR)
risks, strategic plans, and business continuity. Qualification Level (JK) 7 for Independent
Parties of the Risk Monitoring Committee
(KPR), Directors and SEVP
• Risk Management Certification (SMR)
Qualification Level (JK) 6 for the Board of
Commissioners, Independent Members of
the Risk Monitoring Committee (KPR), and the
DPLK Supervisory Board
558 A Heart that Serves, Growing with Indonesia
Page 561
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
• Risk Management Certification (SMR) Financial Reporting) Implementation
Qualification Level (JK) 5 • Workshop on Business Continuity
• Risk Management Certification (SMR) Management Procedure Development
Qualification Level (JK) 4 • Refreshment & Enhancement of ORIC – SORX
• Refreshment Risk Management Certification Competency
(SMR) Qualification Level (JK) 7 for Directors • Anti-Fraud Awareness Webinar
and SEVP “Strengthening Anti-Fraud Awareness
• Refreshment of Risk Management Certification through the Implementation of POJK No. 12
(SMR) Qualification Level (JK) 6 for the Board of 2024 for LJK”
of Commissioners • Refreshment on Risks & Frauds in International
• Fraud Risk Management Professional Trade
Certification • Seminar on Cross-Sector Strategies for Senior
• Internal Audit Certification Level 4 Auditor for Risk Managers in Digital Transformation
ORIC • JP Morgan Banking Seminar in the UK:
• Enterprise Risk Management Accredited “The Cross-Border Payment Landscapes,
Professional (ERMAP) Certification Economic Outlook, Industry Development,
• ISSB Standards Training Course Certification Future Proofing Trade Operations, Compliance
• Certified Anti-Fraud Governance (CAFG) Overview and Best Practices, Cyber and Fraud
• Certified Corporate Risk Analyst (CCRA) Protection”
• Certified Anti-Fraud Professional (CAFP) • Workshop on IT Project Development: Risk
• Refreshment Certified Chief Information Management Information System (RMIS)
Security Officer (C|CISO) • Cybercrime Seminar: Cyber Security Threats
• Refreshment Certified Anti-Fraud Manager and Solutions
(CAFM) • Membership in the Open Compliance & Ethics
• Refreshment Training Methodology Group (OCEG)
Certification • Greenhouse Gas (GHG) Calculation,
Mitigation, Audit, and Reporting Training
2. Training and Socialization, which are structured • BNI Waste Management Webinar: Road to
through Learning Needs Analysis (LNA) to Zero Waste: Let’s Sort, Recycle, and Reuse!
ensure alignment with organizational needs and • IFRS S1 and S2 Implementation Workshop
competency standards. • Executive Forum on Sustainability
Transformation in Action
The Trainings and Socializations organized by the • International Seminar “Addressing
Risk Academy unit in 2025 include: Climate Risk Analysis in Financial Stability
• Calculated, Mitigated Training for Healthy Assessment”
Loan Growth (CollaboRisC) • ESG Series Webinar: Understanding
• Risk Management Training in Fintech Sustainability Financing
Partnership: Ensuring Secure and Sustainable • Indonesian Palm Oil Conference (IPOC) 2025
Channeling • Risk Management Body Webinar: Dive Into
• Analytical Hierarchy Process (AHP) Sustainability Disclosure
Remodeling Internal Rating Based Workshop
• Onboarding Retail Productive Credit Risk 3. E-Learning Method, which is risk management
(RPR) education conducted independently by all BNI
• Credit Quality Improvement Strategy employees through the BNISmarter portal.
(Restructuring) for 2025 This aims to increase the knowledge and
• Workshop Implementation of Risk risk awareness of all BNI employees through
Management Model (MRM) materials that have been prepared as learning
• Market Risk materials, including those related to:
• Basic Asset & Liabilities Management (ALMA) • Risk Awareness of Consumer Credit,
with Simulation Productive Credit SCF (Supply Chain
• Refreshment of Internal Liquidity Adequacy Financing)
Assessment Process (ILAAP) • Operational Risk Management
• Liquidity Risk Management and Interest Rate • Internal Control over Financial Reporting
Risk (ICOFR)
• Workshop on Business Process Management • Business Continuity Management (BCM)
(BPM) Development, Control Self-Assessment • Third Party Risk Management (TPRM)
(CSA) Implementation, and Awareness • Case Information System (SIKA)
Session on ICOFR (Internal Control Over • Anti Fraud Awareness (AFA)
2025 Annual Report
559
PT Bank Negara Indonesia (Persero) Tbk
Page 562
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
RISK MANAGEMENT ACTIVITY REPORT and debtors, as well as refining the PSAK
2025 109 (IFRS 9) methodology to maintain asset
quality and provisioning accuracy.
In relation to the implementation of effective and
efficient risk management, risk management has f. Market and Interest Rate Risk Management
been carried out through several risk management Market risk monitoring was conducted
activities, as follows: through Value at Risk (VaR) measurement,
stress testing, early warning systems, and
1. Individual BNI Risk Management Activity Report the measurement of Interest Rate Risk in the
Throughout 2025, BNI implemented various Banking Book (IRRBB) to manage the impact
integrated risk management activities to of market volatility and interest rate changes
strengthen governance, maintain financial on financial performance.
resilience, and support sustainable business
growth, among others: g. Liquidity Risk Management
BNI performed liquidity limit reviews and
a. Strengthening Risk Governance periodic monitoring of key liquidity indicators,
BNI conducted periodic reviews of the including the Liquidity Coverage Ratio (LCR)
Risk Appetite Statement (RAS), Risk Profile and Net Stable Funding Ratio (NSFR), to
parameters, and Bank Soundness Level, as ensure liquidity adequacy and the stability of
well as improvements to risk management the funding structure.
policies and procedures, to ensure alignment
with business dynamics, external conditions, h. Recovery Readiness and Business Resilience
and regulatory provisions. The update of the Recovery Action Plan
was conducted periodically to ensure the
b. Risk Management Maturity and Integration Bank’s readiness in facing crisis conditions,
Assessment maintaining business continuity, and
The Risk Maturity Index (RMI) assessment protecting the interests of stakeholders.
was conducted for BNI and all subsidiaries
to measure the effectiveness of risk i. IT, Digital, and Cyber Risk Management
management implementation, identify The strengthening of IT & Digital risk
areas for strengthening, and encourage the governance was carried out through risk
integration of risk management at the group assessments, thematic cyber security reviews,
level. maturity level measurements, cyber resilience
testing, and the provision of risk advisory on
c. New Product and Activity Risk Management the Bank’s strategic digital projects.
BNI performed risk analysis and assessment
on the development of products and business j. Strengthening Overseas Offices Risk
activities, including monitoring the follow- Management
up of risk mitigations, to ensure that every BNI enhanced the risk management of
innovation is implemented safely, prudently, Overseas Offices (KLN) to ensure consistent
and in accordance with good risk governance and integrated risk management.
principles.
k. Operational Risk Management
d. Strengthening Capital Resilience BNI strengthened the Operational Risk
The calculation of Risk-Weighted Assets Management Framework to achieve the
(RWA) and the execution of credit risk stress bank’s business goals and strategies through
testing were conducted to assess the Bank’s optimal operational risk management. Tools
capital resilience, ensure capital adequacy, & Capabilities have been established and
and enhance the Bank’s readiness in facing are executed by line business units together
extreme scenarios. with Independent Units. Furthermore, there
was a strengthening in the implementation of
e. Integrated Credit Risk Management Business Continuity Management and Third-
Credit risk management was carried out Party Risk Management. Risk Awareness
through reviews of Loan Exposure Limits serves as the foundation of the framework,
(LEL), monitoring of credit risk appetite, and the implementation of the framework in
strengthening credit risk data and systems operational processes and/or the development
management, monitoring economic sectors
560 A Heart that Serves, Growing with Indonesia
Page 563
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
of new products/activities is continuously f. Strengthening the Integrated Early Warning
ensured to remain within Risk Appetite limits. System
Review of the Leading Risk Indicator (LRI)
2. BNI Risk Management Activity Report on methodology and the Integrated Risk Profile
Consolidated and Integrated methodology to ensure that risk indicators
As a Financial Conglomerate Parent Company, remain relevant, sensitive, and reflective of
BNI implements consolidated and integrated risk the conglomerate’s business dynamics.
management to ensure that all risk exposures
at the parent entity and Subsidiary Company g. Integrated Risk and Coordination Forum
levels are managed prudently and in line with Execution of quarterly integrated discussion
business strategies and regulatory requirements. forums as a means of coordination between
Throughout 2025, the main activities carried out Subsidiaries in discussing strategic business
include: issues and risks at the conglomerate level.
a. Strengthening Integrated Risk Appetite h. Monitoring of the Integrated Risk Maturity
Preparation and review of the Integrated Risk Index (RMI)
Appetite Statement (RAS) as a guideline for Execution of routine checkpoints on the
the risk level acceptable to the BNI Financial progress of the Risk Maturity Index (RMI)
Conglomerate in achieving strategic objectives assessment for all Subsidiaries as well
and business goals on a consolidated basis. as coordination of follow-up actions on
improvement recommendations as a function
b. Review of Integrated Risk and Capital Policies of the Main Entity’s monitoring.
Review of the General Integrated Risk
Management Policy and Integrated Capital SIMULATION OF WORST CONDITIONS AND
Policy to ensure alignment of risk management STRESS TESTING
and capital adequacy at the conglomerate
level. Stress testing is one of the risk management
instruments used by BNI to evaluate the impact of
c. Integrated and Consolidated Risk Profile an extreme but plausible scenario on the Bank’s
Assessment financial condition. The implementation of stress
Preparation and submission of the Integrated testing is carried out periodically as a basis for
Risk Profile Assessment to the regulator to consideration in decision-making by the Board
obtain a comprehensive overview of the of Directors and the Board of Commissioners, as
conglomerate’s risk exposure and the quality well as in compliance with applicable regulatory
of its controls. provisions.
d. Assessment of Bank Soundness Level on a In addition to being a basis for regulatory compliance,
Consolidated Basis stress testing also aims to estimate the magnitude of
Assessment of the Bank Soundness Level potential losses that may arise, assess the resilience
is conducted on a consolidated basis by of the Bank’s capital in absorbing these losses, and
considering the interrelationship between identify necessary mitigation steps to maintain
risks, the implementation of governance, capital stability. In terms of liquidity, stress testing is
profitability, and the capital of all consolidated used to measure the adequacy of the Bank’s liquid
entities. assets to fulfill obligations, both contractual and
behavioral.
e. Integrated Capital Management
Calculation of the Minimum Capital Adequacy In its implementation, BNI carries out 2 (two)
Requirement (KPMM) on a consolidated and stress testing approaches, namely scenario stress
integrated basis to ensure the conglomerate’s testing using historical or hypothetical scenarios
capital structure remains adequate, in line to measure the impact of extreme conditions, and
with the risk profile and regulatory provisions. sensitivity analysis to test the sensitivity of the Bank’s
exposure and risks to changes in certain variables or
parameters. Stress testing covers the main types of
risk, namely Credit Risk, Market Risk, and Liquidity
Risk, where the calculations use statistical models
and financial models developed based on historical
data and hypothetical assumptions.
2025 Annual Report
561
PT Bank Negara Indonesia (Persero) Tbk
Page 564
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
The results of stress testing carried out throughout 3. Submission of recommendations to the Steering
2025 show that BNI’s capital is at an adequate level Committee for approval by the Board of Directors;
to absorb potential losses, and liquidity remains and
maintained through responsive asset and liability 4. Gradual implementation of recovery options
management as well as the readiness of funding until conditions return to normal.
policies. In line with this, BNI has established risk
mitigation steps to anticipate possible pressures In its implementation, BNI ensures the team’s
that may occur in the future. readiness to act swiftly, internal problem handling
to minimize impact on stakeholders, and the
RECOVERY ACTION PLAN implementation of effective and transparent
communication if the problem has a broad impact.
The Recovery Action Plan is a strategic document
that contains steps to anticipate and address the Management Mechanism for Potential
Bank’s potential financial problems. This document Negative Market Reactions
is prepared and reviewed periodically in compliance
with OJK Regulation Number 5 of 2024 and The implementation of the Recovery Action Plan has
reflects the commitment of the Bank, controlling the potential to create negative perceptions in the
shareholders, and related parties to handle financial market that could affect public trust. To mitigate this
pressure using a prudent business approach and the risk, BNI has formed a Communication Sub-Team
utilization of internal resources. as part of the Recovery Management Team, with the
primary mandate of managing reputation risk and
The objectives of preparing the Recovery Action strategic communication in a coordinated manner.
Plan are to ensure that the Bank:
1. Possesses an adequate plan in facing potential The roles of the Communication Sub-Team include:
financial problems; 1. Managing potential reputation risk and negative
2. Has established recovery options that are feasible market perceptions;
and measurable; and 2. Formulating consistent, accurate, and controlled
3. Possesses mechanisms for the implementation, communication messages;
evaluation, testing (stress testing), and 3. Performing strategic coordination with
continuous updating of the plan. regulators, the media, and key stakeholders; and
4. Maintaining message uniformity across all
Actions to be Taken in the Event of Financial organizational levels.
Problems at BNI
The communication steps implemented include:
Monitoring and escalation are conducted periodically 1. Consolidation of internal information to ensure
(monthly) by comparing the realization of indicators alignment of facts and messages;
against established thresholds. The monitoring 2. Establishment of key messages as a reference for
results are reported to the Risk Management Director communication; and
and the relevant Board of Directors. In the event of a 3. Delivery of information through official
threshold breach, escalation is made to the Steering spokespersons and relevant communication
Committee and the Recovery Management Team is channels in a measured and coordinated manner.
activated.
As a form of compliance with regulatory provisions,
Under activation conditions, the Recovery BNI has submitted the 2025/2026 Recovery Action
Management Team executes the following steps: Plan Document to the Financial Services Authority
1. Analysis of the causes of indicator deviations; (OJK) according to the established schedule.
2. Preparation of recovery options that are feasible
and measurable;
562 A Heart that Serves, Growing with Indonesia
Page 565
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
RESOLUTION PLAN CLIMATE RISK STRESS TEST (CRST)
In addition to preparing the Recovery Action Plan, The Climate Risk Stress Test (CRST) aims to analyze
BNI prepared its first Resolution Plan in 2022 and and evaluate the impact of climate change on the
submitted it to the Indonesia Deposit Insurance financial performance and soundness level of
Corporation (LPS) as the resolution authority financial institutions, referring to the Climate Risk
in Indonesia. The Resolution Plan is a strategic Management Systems (CRMS) guidelines issued
document containing the handling plan by LPS by OJK and the Network for Greening the Financial
should the Bank be designated as a Bank in System (NGFS). BNI has reported the results of
Resolution, and is prepared in accordance with LPS the Climate Risk Stress Test (CRST) calculation in
Regulation Number 2 of 2024. accordance with OJK’s directives, covering all credit
sectors and all segments.
The Resolution Plan is reviewed every two years or
whenever significant changes occur in the Bank’s In an effort to support the commitment to
financial condition that impact assets, liabilities, and/ sustainability and climate change mitigation, BNI
or equity. This document reflects the commitment has developed a Climate Risk Stress Test (CRST)
of the Bank and relevant stakeholders to support Tool.This tool is designed to assist BNI in performing
an effective resolution process, minimize systemic CRST calculations. The scenarios used in the stress
risk, and reduce the use of public funds in the test include orderly (Net Zero 2050), disorderly
implementation of the resolution. (delayed transition), and hot house world (current
policies) scenarios with short-term (years 2025,
The Resolution Plan is utilized if the recovery 2026, 2027) and long-term (years 2030, 2040, and
efforts in the Recovery Action Plan fail to restore 2050) time horizons.
the Bank’s condition to meet minimum regulatory
requirements. This document is aligned with the
Recovery Action Plan and is supplemented with an
analysis of resolution options, potential obstacles,
and communication strategies before the resolution
authority handles the Bank’s solvency issues.
In 2025, BNI was not required to submit a periodic
Resolution Plan because the changes in Total Assets,
Total Liabilities, and Total Equity in the audited
published financial statements as of June 30, 2024,
compared to June 30, 2022, were below the material
threshold of 20%. The assessment will be conducted
again in 2026.
2025 Annual Report
563
PT Bank Negara Indonesia (Persero) Tbk
Page 566
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Risk Exposure Disclosure
1. CREDIT RISK
Disclosure of Qualitative Information related to Credit Risk in General
Description Definition
Disclosure of Qualitative Information related to Credit Risk in
General has been submitted through the Risk Management
Qualitative Information related to Credit Risk in General
Implementation Report for Credit Risk as part of the Bank’s
Health Level Report for the period December 31, 2024.
Disclosure of Credit Quality of Assets
1) Disclosure of Credit Quality of Assets - Bank Only
(in million Rupiah)
December 31, 2025
Gross Carrying Amount CKPN Allowances for
Allowances for Net Value
Impairment
Past Due Past Undue Impairment Stage 2 and Past Due
Stage 1 Losses (IRB
Receivables Receivables Losses (d+e) Stage 3 (a+b+c)
Approach)
a b c d e f g
1 Loan 17.214.543 865.798.834 35.090.063 31.230.074 3.859.989 847.923.314
2 Securities 245.568 163.035.035 44.176 - 44.176 163.236.427
Administrative
3 Account 608.000 206.530.617 - - - 207.138.616
Transactions
4 Total 18.068.111 1.235.364.486 35.134.239 31.230.074 3.904.165 1.218.298.357
564 A Heart that Serves, Growing with Indonesia
Page 567
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2) Disclosure of Credit Quality of Assets - Bank Consolidated with Subsidiaries
(in million Rupiah)
December 31, 2025
Gross Carrying Amount CKPN Allowances for
Allowances for Net Value
Impairment
Past Due Past Undue Impairment Stage 2 dan Past Due
Stage 1 Losses (IRB
Receivables Receivables Losses (d+e) Stage 3 (a+b+c)
Approach)
a b c d e f g
1 Loan 17.320.613 882.460.982 35.860.626 31.941.966 3.918.660 863.920.970
2 Securities 245.568 168.215.194 44.176 - 44.176 168.416.586
Administrative
3 Account 608.000 210.721.315 - - - 211.329.314
Transactions
4 Total 18.174.181 1.261.397.491 35.904.802 31.941.966 3.962.836 1.243.666.870
2025 Annual Report
565
PT Bank Negara Indonesia (Persero) Tbk
Page 568
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Disclosure of Changes in Loan and Past Due Securities
1) Disclosure of Changes in Loan and Past Due Securities - Bank Only
(in million Rupiah)
December 31, 2025
a
1 Past Due Loan and Securities on last reporting period 14.964.404
2 Past Due Loan and Securities since last reporting period 11.855.016
3 Past Undue Loan and Securities that return to receivables 380.048
4 Write-Off Value 15.397.992
5 Other Movements 6.418.731
6 Past Due Loan and Securities on last reporting period
17.460.111
(1+2-3-4+5)
2) Disclosure of Changes in Loan and Past Due Securities - Bank Consolidated with Subsidiaries
(in million Rupiah)
December 31, 2025
a
1 Past Due Loan and Securities on last reporting period 15.049.557
2 Past Due Loan and Securities since last reporting period 11.856.339
3 Past Undue Loan and Securities that return to receivables 380.048
4 Write-Off Value 15.397.992
5 Other Movements 6.438.326
6 Past Due Loan and Securities on last reporting period
17.566.182
(1+2-3-4+5)
566 A Heart that Serves, Growing with Indonesia
Page 569
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Additional Disclosures regarding Credit Quality of Assets (CRB)
A. QUALITATIVE
Based on additional disclosures related to Credit Quality of Assets, “Paid Claims” refers to the portfolio
category of matured claims as stated in Appendix A of Financial Services Authority Circular Letter No. SEOJK
24/SEOJK.03/2021. Meanwhile, the definition of “Claims that Have Impaired Value” are claims that have
been identified as having decreased value, namely at stage 2 (unfavorable assets) and stage 3 (unfavorable
assets). There are also “Claims that are past due (more than 90 days), which are not considered to have
decreased in value.” This can happen if there are claims that meet “Paid Claims” but are still at stage 1.
As a form of commitment to the convergence of International Financial Reporting Standards (IFRS), the
Financial Accounting Standards Board of the Indonesian Accountants Association (DSAK IAI) has ratified
PSAK 109 concerning Financial Assets. PSAK 109 was ratified by adopting IFRS 9, which contains the concept
of calculating future credit losses (ECL). The model development process at BNI has been carried out by
the model development team and validated by external and internal validators. The ECL determination is
classified for each segment with the aim of classifying debtors who have similar characteristics so that a
more accurate Probability of Default (PD) projection used in the ECL calculation is obtained.
The model used in forming bank CKPN is:
• The transition matrix model is a modeling method that uses changes in the quality of productive assets
in a certain period as its basis.
• The Bayesian Scalar Model is a PD calculation model for assets that have an internal rating.
• The Vasicek model is applied for segmentation that relies on external ratings in the modeling process.
The CKPN calculation for assets classified as Amortized Cost will be calculated using different forward-looking
horizons according to each risk level (staging), namely for the next 12 months for stage 1 (performing), as
well as over the life of the claim (lifetime) for stage 2 (under performing) and stage 3 (non-performing).
Stage is determined by the presence of a Significant Increase in Credit Risk (SICR), and also debtor staging
is determined based on a combination of:
1. Internal Rating
2. External Rating
3. Historical Restructuring
4. Determination of Interest
2025 Annual Report
567
PT Bank Negara Indonesia (Persero) Tbk
Page 570
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
B. QUANTITATIVE
Disclosure of Net Receivables by Region
1) Disclosure of Net Receivables by Region - Bank Only
December 31, 2025
Net Receivables by Region
No. Portfolio Category Sulawesi,
Java (Excl.
Sumatra and Bali & Nusa Jakarta & Office
Jakarta and Total
Kalimantan Tenggara and Banten Overseas
Banten)
Papua
a b c d e f g h
1 Government - 31 601 258.728.551 36.847.466 295.576.649
Receivables
2 Public Sector Entities 12.871.391 1.081.192 12.044.142 138.152.550 131.532 164.280.807
Receivables
3 Multilateral - - - - - -
Development Banks
and International
Institutions Receivables
4 Bank Receivables 1.750.777 272.503 712.520 64.147.894 16.309.160 83.192.854
5 Receivables in the form - - - - - -
of Covered Bond
6 Securities Companies 6.374 67.034 122.900 26.720.088 - 26.916.396
and Other Financial
Services Institutions
Receivables
7 Receivables in the - - - 124.213 - 124.213
form of Securities/
Subordinated
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by 18.101.475 14.734.606 28.137.814 13.384.503 951 74.359.349
Residential Property
9 Loans Secured by 2.374.371 1.545.360 4.746.519 1.608.560 116 10.274.926
Commercial Real Estat
10 Loan by Land 44.470 113.359 67.282 - - 225.111
Acquisition, Land
Processing and
Construction
11 Loan by Employee or 12.799 8.019 30.164 18.314 161 69.457
Pensioner
12 Micro Business, Small 33.475.490 28.470.459 44.205.524 57.888.507 5.121 164.045.101
Business, and Retail
Portfolio Receivables
13 Corporate Receivables 112.153.433 58.873.935 75.942.282 200.585.790 29.681.076 477.236.516
14 Past Due Receivables 797.433 1.406.349 2.538.309 1.435.986 162.384 6.340.461
15 Other Assets 3.320.024 2.394.203 4.576.611 48.976.748 980.250 60.247.836
Total 184.908.037 108.967.050 173.124.668 811.771.704 84.118.217 1.362.889.676
568 A Heart that Serves, Growing with Indonesia
Page 571
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
((in million Rupiah)
December 31, 2025
Net Receivables by Region
Sulawesi, Bali & Java (Excl. Jakarta
Sumatra and Office
Nusa Tenggara and Banten) Jakarta & Banten Total
Kalimantan Overseas
and Papua
i j k l m n
- - 785 184.109.560 33.143.596 217.253.942
12.322.735 1.402.504 17.535.577 84.741.113 252.632 116.254.562
- - - - - -
1.068.538 300.235 600.519 55.819.668 17.723.021 75.511.980
- - - - - -
11.751 30.780 127.865 22.591.270 - 22.761.666
- - - 125.414 - 125.414
16.034.236 13.893.589 26.430.354 12.387.584 1.277 68.747.040
2.483.944 1.800.790 4.705.684 948.387 121 9.938.925
20.714 64.163 37.933 3.574 - 126.384
18.157 12.289 41.048 23.693 589 95.776
30.727.844 27.142.642 43.117.273 49.463.919 5.318 150.456.996
86.920.107 51.892.889 76.481.853 171.093.620 30.243.183 416.631.652
851.162 671.850 2.730.336 1.461.537 528.666 6.243.552
3.404.335 2.529.343 4.737.764 46.828.647 779.439 58.279.529
153.863.523 99.741.074 176.546.991 629.597.988 82.677.842 1.142.427.417
2025 Annual Report
569
PT Bank Negara Indonesia (Persero) Tbk
Page 572
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Disclosure of Net Receivables by Region - Bank Consolidated with Subsidiaries
December 31, 2025
Net Receivables by Region
No. Portfolio Category Sulawesi,
Java (Excl.
Sumatra and Bali & Nusa Jakarta & Office
Jakarta and Total
Kalimantan Tenggara and Banten Overseas
Banten)
Papua
a b c d e f g h
1 Government - 31 601 268.490.176 36.847.466 305.338.274
Receivables
2 Public Sector Entities 12.871.391 1.081.192 12.044.142 138.152.550 131.532 164.280.807
Receivables
3 Multilateral - - - - - -
Development Banks
and International
Institutions Receivables
4 Bank Receivables 1.819.916 272.503 715.337 65.251.441 16.309.160 84.368.357
5 Receivables in the form - - - - - -
of Covered Bond
6 Securities Companies 6.374 67.034 122.900 26.759.940 - 26.956.248
and Other Financial
Services Institutions
Receivables
7 Receivables in the - - - 764.814 - 764.814
form of Securities/
Subordinated
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by 18.161.251 14.737.257 28.329.478 14.178.311 951 75.407.248
Residential Property
9 Loans Secured by 2.475.458 1.604.352 5.720.427 4.892.235 116 14.692.588
Commercial Real Estat
10 Loan by Land 44.470 113.359 67.282 - - 225.111
Acquisition, Land
Processing and
Construction
11 Loan by Employee or 12.799 8.019 30.164 18.314 161 69.457
Pensioner
12 Micro Business, Small 33.489.592 28.510.252 44.213.291 63.318.283 5.121 169.536.539
Business, and Retail
Portfolio Receivables
13 Corporate Receivables 112.171.374 58.873.935 76.095.691 207.725.452 29.681.076 484.547.528
14 Past Due Receivables 806.460 1.406.349 2.545.700 1.437.140 162.384 6.358.033
15 Other Assets 3.320.024 2.394.203 4.576.611 50.754.813 980.250 62.025.901
Total 185.179.109 109.068.486 174.461.624 841.743.469 84.118.217 1.394.570.905
570 A Heart that Serves, Growing with Indonesia
Page 573
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(dalam jutaan Rupiah)
December 31, 2024
Net Receivables by Region
Sulawesi, Bali & Java (Excl. Jakarta
Sumatra and Office
Nusa Tenggara and Banten) Jakarta & Banten Total
Kalimantan Overseas
and Papua
i j k l m n
- - 785 189.119.165 33.143.596 222.263.546
12.322.735 1.402.504 17.535.577 84.741.113 252.632 116.254.562
- - - - - -
1.102.247 300.235 607.766 58.172.922 17.723.021 77.906.191
- - - - - -
11.751 30.780 127.865 22.928.960 - 23.099.356
- - - 748.360 - 748.360
16.093.555 13.893.589 26.528.258 13.051.092 1.277 69.567.770
2.569.429 1.800.790 5.348.553 4.251.399 121 13.970.291
20.714 64.163 37.933 3.574 - 126.384
18.157 12.289 41.048 23.693 589 95.776
30.755.423 27.142.642 43.125.823 55.248.729 5.318 156.277.934
86.935.034 51.892.889 76.684.309 175.441.797 30.243.183 421.197.211
851.177 671.850 2.730.543 1.462.956 528.666 6.245.192
3.404.335 2.529.343 4.737.764 47.863.388 779.439 59.314.270
154.084.556 99.741.074 177.506.223 653.057.148 82.677.842 1.167.066.842
2025 Annual Report
571
PT Bank Negara Indonesia (Persero) Tbk
Page 574
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Disclosure of Net Receivables by Economic Sector
1) Disclosure of Net Receivables by Economic Sector - Bank Only
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sectors Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2025
1 Agriculture, Forestry, - 6.591.571 - - - -
and Fisheries
2 Mining and Extracting - 3.673.906 - - - -
3 Processing Industry - 11.366.976 - - - -
4 Electricity, Gas, Hot - 19.393.095 - - - -
Water and Cold Water
5 Water Management, - - - - - -
Waste Management,
Garbage Management
and Recycling
6 Construction - 57.379.432 - - - -
7 Wholesale and - 20.824.319 - - - -
Retail Trade; Car and
Motorcycle Repair &
Maintenance
8 Transportation & - 7.931.698 - - - -
Warehousing
9 Accommodation and - - - - - -
Restaurants
10 Information and - 2.653.432 - - - -
Communications
11 Finance and Insurance - 12.649.334 - 83.192.854 - 26.916.396
Activities
12 Real Estate - 138.206 - - - -
13 Professional, Science, - 100.077 - - - -
and Technical Activities
14 Lease and Lease - 40.089 - - - -
without Option Rights,
Labor, Travel Agents,
and Other Business
Support Activities
15 Government, Defense, 295.576.649 - - - - -
and Mandatory Social
Security Administration
16 Education - - - - - -
17 Human Health and - - - - - -
Social Activities
18 Arts, Entertainment, - - - - - -
and Recreation
19 Other Services - - - - - -
Activities
20 Household Activities - - - - - -
as Employer: Activities
that produce
goods and services by
households that are
used to meet
their own needs
572 A Heart that Serves, Growing with Indonesia
Page 575
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
i j k l m n o p q
- 320.230 430.125 - - 6.597.359 35.415.779 193.720 -
- 45.713 9.864 - - 493.194 61.610.849 41.002 -
- 806.877 569.894 - - 4.677.071 116.700.725 1.668.530 -
- 27.115 3.590 - - 154.955 24.288.652 63.126 -
- 7.161 2.528 - - 67.666 245.269 2.448 -
- 287.017 105.774 225.111 - 2.347.556 52.423.423 120.566 -
- 5.572.095 2.851.867 - - 37.394.407 42.695.603 2.044.670 -
- 249.968 178.212 - - 2.681.443 21.001.394 103.006 -
- 636.730 917.929 - - 2.675.105 12.574.221 182.614 -
- 32.547 8.245 - - 235.783 25.829.817 17.858 -
- 3.844 - - - 214.648 6.121.059 438 -
- 189.615 179.899 - - 978.514 21.325.052 27.168 -
- 24.859 5.290 - - 135.037 6.823.527 8.662 -
- 174.074 731.428 - - 1.639.350 5.047.399 73.430 -
- - - - - 15.707 190.825 - -
- 21.489 10.468 - - 198.369 209.073 85.137 -
- 112.168 35.228 - - 628.345 2.683.002 3.201 -
- 20.170 9.904 - - 275.830 158.123 5.198 -
- 322.845 173.325 - - 1.414.948 306.503 8.069 -
- 3.169 3.104 - - 11.706 809 322 -
2025 Annual Report
573
PT Bank Negara Indonesia (Persero) Tbk
Page 576
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1) Disclosure of Net Receivables by Economic Sector - Bank Only
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sectors Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
21 International Agencies - - - - - -
and Other Extra-
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 21.538.673 - - - -
24 Others - - - - - -
Total 295.576.649 164.280.808 - 83.192.854 - 26.916.396
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sector Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2024
1 Agriculture, Forestry, - 6.613.154 - - - -
and Fisheries
2 Mining and Extracting - 3.295.440 - - - -
3 Processing Industry - 11.026.822 - - - -
4 Electricity, Gas, Hot - 8.740.803 - - - -
Water and Cold Water
5 Water Management, - - - - - -
Waste Management,
Garbage Management
and Recycling
6 Construction - 18.679.143 - - - -
7 Wholesale and - 19.853.423 - - - -
Retail Trade; Car and
Motorcycle Repair &
Maintenance
8 Transportation & - 8.944.218 - - - -
Warehousing
9 Accommodation and - - - - - -
Restaurants
10 Information and - 4.176.020 - - - -
Communications
11 Finance and Insurance - 7.919.390 - 75.511.980 - 22.761.666
Activities
12 Real Estate - 179.999 - - - -
13 Professional, Science, - 56.113 - - - -
and Technical Activities
14 Lease and Lease - 781.160 - - - -
without Option Rights,
Labor, Travel Agents,
and Other Business
Support Activities
574 A Heart that Serves, Growing with Indonesia
Page 577
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
- - - - - 6.216 - 161 -
- 62.829.181 3.843.827 - 64.715 26.378.553 - 1.278.349 -
- 2.672.484 204.423 - 4.742 74.823.339 41.585.412 412.785 -
124.213 - - - - - - - 60.247.835
124.213 74.359.351 10.274.924 225.111 69.457 164.045.101 477.236.516 6.340.460 60.247.835
(in million Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
i j k l m n o p q
- 319.377 523.018 - - 6.910.141 32.755.788 399.750 -
- 64.347 11.656 - - 422.398 46.888.910 96.920 -
- 739.596 592.462 - - 5.017.545 121.259.755 1.596.233 -
- 19.933 6.983 - - 123.061 22.271.932 11.161 -
- 5.283 4.810 - - 81.923 274.462 2.548 -
- 254.865 100.273 126.384 - 2.242.783 31.003.021 137.408 -
- 5.076.309 3.347.718 - - 36.304.902 37.521.753 1.638.965 -
- 244.609 160.457 - - 2.724.648 17.713.644 298.799 -
- 420.587 1.115.284 - - 2.782.526 12.617.503 185.089 -
- 36.057 6.925 - - 203.695 20.225.737 39.747 -
- 3.065 - - - 73.304 8.539.128 534 -
- 108.013 205.093 - - 906.757 18.794.183 35.761 -
- 23.723 4.619 - - 162.435 455.956 7.019 -
- 148.986 69.453 - - 1.448.011 4.702.364 155.150 -
2025 Annual Report
575
PT Bank Negara Indonesia (Persero) Tbk
Page 578
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sector Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
15 Government, Defense, 217.253.942 - - - - -
and Mandatory Social
Security Administration
16 Education - - - - - -
17 Human Health and - - - - - -
Social Activities
18 Arts, Entertainment, - - - - - -
and Recreation
19 Other Services - - - - - -
Activities
20 Household Activities - - - - - -
as Employer: Activities
that produce
goods and services by
households that are
used to meet
their own needs
21 International Agencies - - - - - -
and Other Extra-
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 25.988.877 - - - -
24 Others - - - - - -
Total 217.253.942 116.254.562 - 75.511.980 - 22.761.666
576 A Heart that Serves, Growing with Indonesia
Page 579
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
- - - - - 9.506 2.154 9 -
- 8.244 15.340 - - 184.828 361.464 2.729 -
- 96.497 58.627 - - 609.176 2.159.295 12.371 -
- 16.868 14.561 - - 258.956 403.911 5.968 -
- 134.215 182.662 - - 930.305 239.025 2.468 -
- 3.048 4.400 - - 8.641 933 528 -
- - - - - 8.062 - 382 -
- 53.216.181 3.153.528 - 88.541 24.114.153 - 819.406 -
- 7.807.240 361.055 - 7.235 64.929.241 38.440.734 794.606 -
125.414 - - - - - - - 58.279.529
125.414 68.747.040 9.938.925 126.384 95.776 150.456.996 416.631.652 6.243.552 58.279.529
2025 Annual Report
577
PT Bank Negara Indonesia (Persero) Tbk
Page 580
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Disclosure of Net Receivables by Economic Sector - Bank Consolidated with Subsidiaries
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sector Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
a b c d e f g h
31 Desember 2025
1 Agriculture, Forestry, - 6.591.571 - - - -
and Fisheries
2 Mining and Extracting - 3.673.906 - - - -
3 Processing Industry - 11.366.976 - - - -
4 Electricity, Gas, Hot - 19.393.095 - - - -
Water and Cold Water
5 Water Management, - - - - - -
Waste Management,
Garbage Management
and Recycling
6 Construction - 57.379.432 - - - -
7 Wholesale and - 20.824.319 - - - -
Retail Trade; Car and
Motorcycle Repair &
Maintenance
8 Transportation & - 7.931.698 - - - -
Warehousing
9 Accommodation and - - - - - -
Restaurants
10 Information and - 2.653.432 - - - -
Communications
11 Finance and Insurance - 12.649.334 - 84.368.357 - 26.931.248
Activities
12 Real Estate - 138.206 - - - -
13 Professional, Science, - 100.077 - - - -
and Technical Activities
14 Lease and Lease - 40.089 - - - -
without Option Rights,
Labor, Travel Agents,
and Other Business
Support Activities
15 Government, Defense, 305.338.273 - - - - -
and Mandatory Social
Security Administration
16 Education - - - - - -
17 Human Health and - - - - - -
Social Activities
18 Arts, Entertainment, - - - - - -
and Recreation
19 Other Services - - - - - -
Activities
20 Household Activities - - - - - -
as Employer: Activities
that produce
goods and services by
households that are
used to meet
their own needs
578 A Heart that Serves, Growing with Indonesia
Page 581
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(dalam jutaan Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
i j k l m n o p q
- 348.818 796.982 - - 6.647.664 35.423.747 193.720 -
- 45.713 15.405 - - 493.220 61.610.849 41.002 -
- 977.684 2.086.911 - - 4.693.901 117.757.099 1.672.195 -
- 27.115 3.590 - - 155.126 24.945.886 63.126 -
- 7.161 141.802 - - 67.666 245.269 2.448 -
- 329.001 231.552 225.111 - 2.351.086 52.427.662 124.269 -
- 6.088.450 3.951.248 - - 38.318.493 43.872.796 2.051.875 -
- 272.118 349.023 - - 2.731.428 21.282.826 106.002 -
- 651.760 1.089.973 - - 2.684.039 12.601.213 182.614 -
- 106.301 179.906 - - 238.795 25.971.876 17.858 -
- 3.844 5.579 - - 237.839 8.074.697 438 -
- 191.000 395.867 - - 1.105.043 21.377.579 27.168 -
- 33.094 12.454 - - 135.943 7.053.627 8.662 -
- 181.116 787.740 - - 1.641.460 5.217.124 73.430 -
- - - - - 15.745 190.825 - -
- 21.489 14.904 - - 198.432 209.073 85.137 -
- 129.175 35.228 - - 628.377 2.683.002 3.201 -
- 43.355 26.184 - - 275.839 158.123 5.198 -
- 347.392 215.776 - - 1.467.327 358.298 8.069 -
- 3.169 3.120 - - 11.706 809 322 -
2025 Annual Report
579
PT Bank Negara Indonesia (Persero) Tbk
Page 582
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Disclosure of Net Receivables by Economic Sector - Bank Consolidated with Subsidiaries
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sector Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
21 International Agencies - - - - - -
and Other Extra-
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 21.538.673 - - - -
24 Others - - - - - 25.000
Total 305.338.273 164.280.808 - 84.368.357 - 26.956.248
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sector Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
a b c d e f g h
December 31, 2024
1 Agriculture, Forestry, - 6.613.154 - - - -
and Fisheries
2 Mining and Extracting - 3.295.440 - - - -
3 Processing Industry - 11.026.822 - - - -
4 Electricity, Gas, Hot - 8.740.803 - - - -
Water and Cold Water
5 Water Management, - - - - - -
Waste Management,
Garbage Management
and Recycling
6 Construction - 18.679.143 - - - -
7 Wholesale and - 19.853.423 - - - -
Retail Trade; Car and
Motorcycle Repair &
Maintenance
8 Transportation & - 8.944.218 - - - -
Warehousing
9 Accommodation and - - - - - -
Restaurants
10 Information and - 4.176.020 - - - -
Communications
11 Finance and Insurance - 7.919.390 - 77.906.191 - 23.036.903
Activities
12 Real Estate - 179.999 - - - -
13 Professional, Science, - 56.113 - - - -
and Technical Activities
14 Lease and Lease - 781.160 - - - -
without Option Rights,
Labor, Travel Agents,
and Other Business
Support Activities
580 A Heart that Serves, Growing with Indonesia
Page 583
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(dalam jutaan Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
- - - - - 6.219 - 161 -
- 62.866.528 3.845.457 - 64.715 26.396.201 - 1.278.352 -
- 2.672.484 204.423 - 4.742 78.864.731 41.585.412 412.785 -
764.814 60.481 299.462 - - 170.260 1.499.736 - 62.025.900
764.814 75.407.248 14.692.586 225.111 69.457 169.536.540 484.547.528 6.358.032 62.025.900
(in million Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
i j k l m n o p q
- 331.775 860.635 - - 6.973.122 32.755.788 399.750 -
- 69.642 31.209 - - 423.042 46.888.910 96.920 -
- 888.518 2.251.131 - - 5.112.466 121.971.793 1.596.233 -
- 19.933 189.307 - - 124.700 22.271.932 11.161 -
- 5.283 5.295 - - 82.391 416.601 2.548 -
- 286.369 189.144 126.384 - 2.252.021 31.008.351 137.408 -
- 5.387.257 4.324.917 - - 37.656.529 38.311.805 1.638.980 -
- 253.898 163.165 - - 2.767.036 18.118.195 299.244 -
- 445.925 1.197.576 - - 2.801.532 12.658.653 185.089 -
- 36.811 77.613 - - 204.690 20.349.054 39.747 -
- 3.065 9.186 - - 83.128 8.915.005 534 -
- 109.049 484.174 - - 907.559 19.003.549 36.223 -
- 94.756 13.401 - - 163.671 815.888 7.019 -
- 168.536 130.054 - - 1.448.813 4.763.037 155.150 -
2025 Annual Report
581
PT Bank Negara Indonesia (Persero) Tbk
Page 584
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Securities
Development Companies
Public Sector Banks and Receivables and Other
Government Bank
No. Economic Sector Entities International in the form of Financial
Receivables Receivables
Receivables Institutions Covered Bond Services
Receivables Institutions
Receivables
15 Government, Defense, 222.263.546 - - - - -
and Mandatory Social
Security Administration
16 Education - - - - - -
17 Human Health and - - - - - -
Social Activities
18 Arts, Entertainment, - - - - - -
and Recreation
19 Other Services - - - - - -
Activities
20 Household Activities - - - - - -
as Employer: Activities
that produce
goods and services by
households that are
used to meet
their own needs
21 International Agencies - - - - - -
and Other Extra-
International
Agencies Activities
22 Household - - - - - -
23 Non-Business - 25.988.877 - - - -
24 Others - - - - - 62.453
Total 222.263.546 116.254.562 - 77.906.191 - 23.099.356
582 A Heart that Serves, Growing with Indonesia
Page 585
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Receivables
Micro
in the form Loan by Land
Business,
of Securities/ Loans Loans Acquisition,
Loan by Small
Subordinated Secured by Secured by Land Corporate Past Due Other
Employee or Business,
Receivables, Residential Commercial Processing Receivables Receivables Assets
Pensioner and Retail
Equity and Property Real Estate and
Portfolio
Other Capital Construction
Receivables
Instruments
- - - - - 9.506 2.154 9 -
- 8.244 19.694 - - 184.828 361.464 2.729 -
- 117.665 58.627 - - 616.683 2.159.295 12.371 -
- 51.128 19.617 - - 258.956 403.911 5.968 -
- 157.436 193.218 - - 946.823 561.857 2.468 -
- 3.048 4.434 - - 8.641 933 528 -
- - - - - 8.062 - 382 -
- 53.254.119 3.156.164 - 88.541 24.126.030 - 820.123 -
- 7.807.240 361.055 - 7.235 68.962.579 38.440.734 794.606 -
748.360 68.074 230.675 - - 155.126 1.018.302 - 59.314.270
748.360 69.567.770 13.970.291 126.384 95.776 156.277.934 421.197.211 6.245.192 59.314.270
2025 Annual Report
583
PT Bank Negara Indonesia (Persero) Tbk
Page 586
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Disclosure of Net Receivables by Remaining Contract Term
1) Disclosure of Net Receivables by Remaining ContractTerm - Bank Only
December 31, 2025
Net Receivables by Remaining ContractTerm
No. Portofolio Category
> 1 year until > 3 years Non-
< 1 year > 5 years Total
3 years until 5 years Contractual
a b c d e f g h
1 Government 58.706.158 27.518.121 51.205.968 77.204.920 80.941.481 295.576.648
Receivables
2 Public Sector Entities 65.722.625 11.051.419 8.925.330 77.807.593 773.841 164.280.808
Receivables
3 Multilateral - - - - - -
Development Banks
and International
Institutions Receivables
4 Bank Receivables 44.145.043 15.488.355 3.736.105 528.971 19.294.380 83.192.854
5 Receivables in the form - - - - - -
of Covered Bond
6 Securities Companies 3.737.235 15.551.538 4.278.822 3.345.483 3.318 26.916.396
and Other Financial
Services Institutions
Receivables
7 Receivables in the form - - - - 124.213 124.213
of Securities/
Subordinated
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by 4.964.918 4.407.672 7.491.763 57.494.996 - 74.359.349
Residential Property
9 Loans Secured by 1.687.569 1.894.562 2.348.465 4.344.330 - 10.274.926
Commercial Real Estat
10 Loan by Land 205.417 2.149 16.836 709 - 225.111
Acquisition, Land
Processing and
Construction
11 Loan by Employee or 4.210 4.476 14.436 46.336 - 69.458
Pensioner
12 Micro Business, Small 46.750.095 31.499.050 36.131.002 46.656.964 3.007.990 164.045.101
Business, and Retail
Portfolio Receivables
13 Corporate Receivables 146.730.240 68.081.525 94.288.298 163.358.422 4.778.031 477.236.516
14 Past Due Receivables 2.986.754 960.502 582.192 1.811.013 - 6.340.461
15 Other Assets - - - - 60.247.835 60.247.835
Total 375.640.264 176.459.369 209.019.217 432.599.737 169.171.089 1.362.889.676
584 A Heart that Serves, Growing with Indonesia
Page 587
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables by Remaining ContractTerm
> 1 year until 3 > 3 years until 5 Non-
< 1 year > 5 years Total
years years Contractual
i j k l m n
25.273.574 41.421.801 35.440.947 61.289.159 53.828.461 217.253.942
50.034.683 12.999.868 8.052.088 36.207.916 8.960.007 116.254.562
- - - - - -
46.566.369 3.590.455 2.711.204 1.289.860 21.354.092 75.511.980
- - - - - -
2.798.033 12.435.616 5.910.751 1.617.266 - 22.761.666
- - - - 125.414 125.414
5.217.740 3.110.362 6.845.205 53.573.733 - 68.747.040
1.569.397 1.938.992 2.497.436 3.933.099 - 9.938.925
99.476 24.896 2.012 - - 126.384
3.867 4.929 9.664 77.316 - 95.776
40.509.721 31.533.955 32.823.086 43.108.963 2.481.271 150.456.996
156.763.120 46.497.902 97.380.409 111.535.677 4.454.544 416.631.652
2.612.576 1.706.728 426.478 1.497.770 - 6.243.552
- - - - 58.279.529 58.279.529
331.448.555 155.265.505 192.099.280 314.130.759 149.483.317 1.142.427.417
2025 Annual Report
585
PT Bank Negara Indonesia (Persero) Tbk
Page 588
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) ) Disclosure of Net Receivables by Remaining ContractTerm - Bank Consolidated with Subsidiaries
December 31, 2025
Net Receivables by Remaining ContractTerm
No. Portofolio Category
> 1 year until > 3 years Non-
< 1 year > 5 years Total
3 years until 5 years Contractual
a b c d e f g h
1 Government 60.938.070 28.334.805 51.213.616 78.730.919 86.120.864 305.338.274
Receivables
2 Public Sector Entities 65.722.625 11.051.419 8.925.330 77.807.593 773.841 164.280.808
Receivables
3 Multilateral - - - - - -
Development Banks
and International
Institutions Receivables
4 Bank Receivables 44.332.475 15.543.051 3.774.336 754.708 19.963.787 84.368.357
5 Receivables in the form - - - - - -
of Covered Bond
6 Securities Companies 3.739.083 15.556.286 4.287.078 3.345.483 28.318 26.956.248
and Other Financial
Services Institutions
Receivables
7 Receivables in the form - - - - 764.814 764.814
of Securities/
Subordinated
Receivables, Equity
and Other Capital
Instruments
8 Loans Secured by 5.777.592 4.449.071 7.582.870 57.537.234 60.481 75.407.248
Residential Property
9 Loans Secured by 4.015.440 2.070.555 2.923.162 5.383.968 299.462 14.692.587
Commercial Real Estat
10 Loan by Land 205.417 2.149 16.836 709 - 225.111
Acquisition, Land
Processing and
Construction
11 Loan by Employee or 4.210 4.476 14.436 46.336 - 69.458
Pensioner
12 Micro Business, Small 48.108.231 31.606.400 36.158.072 46.729.165 6.934.671 169.536.539
Business, and Retail
Portfolio Receivables
13 Corporate Receivables 150.451.233 69.033.930 94.595.002 164.663.448 5.803.915 484.547.528
14 Past Due Receivables 2.986.937 961.360 587.917 1.811.375 10.444 6.358.033
15 Other Assets - - - - 62.025.900 62.025.900
Total 386.281.313 178.613.502 210.078.655 436.810.938 182.786.497 1.394.570.905
586 A Heart that Serves, Growing with Indonesia
Page 589
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables by Remaining ContractTerm
> 1 year until 3 > 3 years until 5 Non-
< 1 year > 5 years Total
years years Contractual
i j k l m n
27.368.236 41.558.134 35.440.947 61.360.947 56.535.281 222.263.546
50.034.683 12.999.868 8.052.088 36.207.916 8.960.007 116.254.562
- - - - - -
46.677.766 3.598.739 2.728.494 1.306.279 23.594.912 77.906.191
- - - - - -
2.928.298 12.538.678 5.991.808 1.640.571 - 23.099.356
- - - - 748.360 748.360
5.761.082 3.191.548 6.902.801 53.637.116 75.224 69.567.770
3.576.799 2.189.781 2.786.536 5.186.500 230.675 13.970.291
99.476 24.896 2.012 - - 126.384
3.867 4.929 9.664 77.316 - 95.776
41.914.902 31.646.834 32.850.671 43.502.054 6.363.472 156.277.934
159.273.381 46.903.164 97.683.300 112.103.992 5.233.373 421.197.211
2.613.072 1.707.194 426.694 1.497.770 462 6.245.192
- - - - 59.314.270 59.314.270
340.251.563 156.363.765 192.875.016 316.520.462 161.056.035 1.167.066.842
2025 Annual Report
587
PT Bank Negara Indonesia (Persero) Tbk
Page 590
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Disclosure of Receivables and Allowances by Region
1) Disclosure of Receivables and Allowances by Region - Bank Only
December 31, 2025
Region
No. Description Sulawesi,
Java (Excl.
Sumatra and Bali & Nusa Jakarta & Foreign
Jakarta and Total
Kalimantan Tenggara and Banten Office
Banten)
Papua
a b c d e f g h
1 Receivables 195.954.325 115.332.337 196.569.955 895.219.511 88.683.162 1.491.759.290
2 Impaired Receivables
a. Not Yet Due 11.648.019 6.398.284 17.577.579 38.936.015 - 74.559.897
b. Past due 2.134.679 3.061.075 6.886.517 6.821.227 287.409 19.190.907
3 Allowances for 956.523 607.420 1.022.573 2.228.412 176.577 4.991.505
Impairment Losses -
Stage 1
4 Allowances for 1.488.174 800.730 3.271.229 9.612.286 - 15.172.419
Impairment Losses -
Stage 2
5 Allowances for 1.185.732 1.690.792 4.738.479 9.224.810 125.024 16.964.837
Impairment Losses -
Stage 3
6 Written-off Receivables 1.591.740 1.452.652 3.183.027 9.170.573 - 15.397.992
2) Disclosure of Receivables and Allowances by Region - Bank Consolidated with Subsidiaries
December 31, 2025
Region
No. Keterangan Sulawesi,
Java (Excl.
Sumatra and Bali & Nusa Jakarta & Foreign
Jakarta and Total
Kalimantan Tenggara and Banten Office
Banten)
Papua
a b c d e f g h
1 Receivables 196.249.286 115.433.364 197.932.050 976.754.682 88.683.162 1.575.052.544
2 Impaired Receivables
a. Not Yet Due 11.658.793 6.398.284 17.577.579 38.943.047 - 74.577.703
b. Past due 2.165.389 3.061.075 6.925.699 6.857.406 287.409 19.296.978
3 Allowances for 958.345 607.540 1.027.193 2.285.825 176.577 5.055.480
Impairment Losses -
Stage 1
4 Allowances for 1.488.174 800.730 3.271.229 9.773.581 - 15.333.714
Impairment Losses -
Stage 2
5 Allowances for 1.210.764 1.690.792 4.770.269 9.713.487 125.024 17.510.336
Impairment Losses -
Stage 3
6 Written-off Receivables 1.591.740 1.452.652 3.183.027 9.170.573 - 15.397.992
588 A Heart that Serves, Growing with Indonesia
Page 591
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Region
Sulawesi, Bali &
Sumatra and Java (Excl. Jakarta
Nusa Tenggara Jakarta & Banten Foreign Office Total
Kalimantan and Banten)
and Papua
i j k l m n
163.115.806 103.602.518 194.782.081 670.577.895 86.291.139 1.218.369.440
11.475.974 3.815.891 16.236.902 40.354.901 - 71.883.667
2.260.923 1.643.832 6.824.341 6.306.039 277.419 17.312.555
883.537 732.123 1.167.011 2.171.796 189.514 5.143.980
1.800.338 956.794 2.983.974 10.982.436 - 16.723.542
2.120.605 1.010.585 6.733.408 8.512.517 67.759 18.444.875
1.730.025 1.802.753 8.046.289 6.475.832 613.917 18.668.815
(in million Rupiah)
December 31, 2025
Region
Sulawesi, Bali &
Sumatra and Java (Excl. Jakarta
Nusa Tenggara Jakarta & Banten Foreign Office Total
Kalimantan and Banten)
and Papua
i j k l m n
163.353.616 103.602.518 195.773.511 724.889.386 86.291.139 1.273.910.170
11.490.388 3.815.891 16.253.324 40.440.869 - 72.000.471
2.277.357 1.643.832 6.854.443 6.344.145 277.419 17.397.196
884.922 732.123 1.172.608 2.281.983 189.514 5.261.149
1.801.804 956.794 2.984.847 11.032.874 - 16.776.319
2.137.024 1.010.585 6.769.524 8.646.233 67.759 18.631.126
1.730.025 1.802.753 8.046.289 6.475.832 613.917 18.668.815
2025 Annual Report
589
PT Bank Negara Indonesia (Persero) Tbk
Page 592
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Disclosure of Receivables and Allowances by Economic Sectors
1) Disclosure of Receivables and Allowances by Economic Sectors - Bank Only (in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2025
1 Agriculture, 50.637.211 2.144.593 489.418 267.026 142.341 330.453 1.120.557
Forestry, and
Fisheries
2 Mining and 72.224.541 5.928.693 97.432 131.490 739.022 93.876 42.717
Extracting
3 Processing 159.061.957 17.798.828 5.159.415 461.527 1.558.788 7.617.398 5.076.319
Industry
4 Electricity, Gas, 43.977.143 3.071.205 140.014 99.269 144.540 76.901 31.173
Hot Water and
Cold Water
5 Water 338.731 137.909 5.675 1.961 7.374 3.227 1.055
Management,
Waste
Management,
Garbage
Management
and
Recycling
6 Construction 137.626.938 15.242.647 473.809 144.025 6.645.477 455.248 170.433
7 Wholesale and 120.361.201 7.274.513 4.494.501 829.342 1.252.371 2.824.356 1.900.418
Retail Trade; Car
and Motorcycle
Repair &
Maintenance
8 Transportation & 34.993.297 4.743.092 1.042.359 133.826 1.545.032 955.598 576.184
Warehousing
9 Accommodation 17.548.633 2.263.777 382.771 130.383 298.808 224.518 541.851
and Restaurants
10 Information and 32.121.687 1.286.158 52.153 35.776 76.223 34.320 32.350
Communications
11 Finance and 131.267.653 22.558 1.083 92.893 309 12.154 -
Insurance
Activities
12 Real Estate 24.815.840 8.248.626 66.905 90.645 1.488.439 476.074 103.069
13 Professional, 7.136.939 45.287 18.682 7.784 12.826 10.019 6.149
Scientific and
Technical
Activities
14 Lease and Lease 8.114.019 387.369 193.156 65.051 91.843 119.785 126.119
without Option
Rights, Labor,
Travel Agents, and
Other Business
Support Activities
15 Government, 298.887.823 - - 1.060.513 - - -
Defense, and
Mandatory
Social Security
Administration
16 Education 645.286 36.648 178.218 4.228 3.316 93.089 35.958
17 Human Health 3.580.954 118.443 14.606 23.458 21.837 11.419 24.390
and Social
Activities
18 Arts, 512.361 105.004 22.726 4.279 12.226 17.552 160.946
Entertainment,
and Recreation
590 A Heart that Serves, Growing with Indonesia
Page 593
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
1) Disclosure of Receivables and Allowances by Economic Sectors - Bank Only (in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
19 Other Services 2.277.764 67.612 17.898 31.576 15.552 9.829 12.229
Activities
20 Household 21.040 89 859 321 25 537 850
Activity as
Employer
21 International 6.646 - 448 91 - 287 -
Agencies and
Other Extra-
International
Agencies
Activities
22 Household 97.155.903 3.465.785 3.178.139 698.602 867.665 2.049.125 2.492.564
23 Non-Business 187.321.305 2.164.419 1.600.942 677.439 248.405 746.547 2.942.660
24 Others 61.124.416 6.643 1.559.699 - - 802.525 -
Total 1.491.759.288 74.559.898 19.190.908 4.991.505 15.172.419 16.964.837 15.397.991
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables for Losses - for Losses - for Losses -
Sectors Not Yet Due Already Due Receivables
Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2024
1 Agriculture, 49.180.133 2.183.278 1.132.927 300.815 376.001 755.057 1.488.683
Forestry, and
Fisheries
2 Mining and 51.704.587 5.692.552 149.675 90.882 973.178 70.672 252.992
Extracting
3 Processing 160.932.041 19.019.447 3.997.082 400.210 1.737.061 10.304.118 5.727.340
Industry
4 Electricity, Gas, 32.151.571 780.955 33.662 76.661 57.320 22.502 239.567
Hot Water and
Cold Water
5 Water 377.653 18.741 5.699 1.972 5.607 3.150 5.159
Management,
Waste
Management,
Garbage
Management
and Recycling
6 Construction 60.412.334 15.031.369 423.456 119.642 6.990.017 411.842 1.145.292
7 Wholesale and 110.875.505 6.963.821 3.627.188 717.807 1.704.136 2.064.940 4.335.120
Retail Trade; Car
and Motorcycle
Repair &
Maintenance
8 Transportation & 33.237.176 5.175.146 1.560.591 138.438 1.686.094 1.291.050 382.883
Warehousing
9 Accommodation 18.160.722 2.016.064 784.282 130.116 322.843 632.093 670.430
and Restaurants
10 Information and 28.038.148 142.035 87.347 42.565 11.832 47.600 21.852
Communications
11 Finance and 105.952.400 6.107 1.645 75.468 1.965 793 117.350
Insurance
Activities
12 Real Estate 22.263.849 8.206.481 81.449 58.180 1.942.179 58.871 774.771
2025 Annual Report
591
PT Bank Negara Indonesia (Persero) Tbk
Page 594
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables for Losses - for Losses - for Losses -
Sectors Not Yet Due Already Due Receivables
Stage 1 Stage 2 Stage 3
13 Professional, 767.142 32.230 17.108 6.471 6.005 13.382 22.436
Scientific and
Technical
Activities
14 Lease and Lease 7.988.293 465.656 413.998 46.005 103.440 264.009 582.169
without Option
Rights, Labor,
Travel Agents, and
Other Business
Support Activities
15 Government, 219.102.642 - 16 1.063.508 - 7 2.962
Defense, and
Mandatory
Social Security
Administration
16 Education 586.694 33.847 6.107 4.881 10.324 3.378 5.045
17 Human Health 3.032.428 72.530 30.024 21.258 20.273 17.652 21.895
and Social
Activities
18 Arts, 731.433 107.718 14.149 4.928 8.313 8.182 2.776
Entertainment,
and Recreation
19 Other Services 1.522.371 23.925 3.216 20.270 6.294 1.619 2.139
Activities
20 Household 18.895 251 1.729 290 67 1.201 722
Activity as
Employer
21 International 8.712 - 665 119 - 283 498
Agencies and
Other Extra-
International
Agencies
Activities
22 Household 82.881.951 2.606.626 1.813.903 742.707 519.857 1.099.941 2.448.328
23 Non-Business 169.240.176 3.299.266 1.546.938 1.080.783 240.736 569.859 418.407
24 Others 59.202.586 5.621 1.579.699 - - 802.674 -
Total 1.218.369.440 71.883.667 17.312.555 5.143.980 16.723.542 18.444.875 18.668.815
2) Disclosure of Receivables and Allowances by Economic Sectors - Bank (in million Rupiah)
Consolidated with Subsidiaries
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2025
1 Agriculture, 51.090.503 2.144.593 490.359 267.680 142.341 332.756 1.120.557
Forestry, and
Fisheries
2 Mining and 72.230.068 5.928.693 97.432 131.495 739.022 93.886 42.717
Extracting
3 Processing 161.824.772 17.798.828 5.175.077 465.322 1.558.788 7.637.293 5.076.319
Industry
592 A Heart that Serves, Growing with Indonesia
Page 595
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2) Disclosure of Receivables and Allowances by Economic Sectors - Bank (in million Rupiah)
Consolidated with Subsidiaries
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
4 Electricity, Gas, 44.633.290 3.071.205 140.017 99.768 144.540 77.942 31.173
Hot Water and
Cold Water
5 Water 477.593 137.909 5.675 2.040 7.374 3.391 1.055
Management,
Waste
Management,
Garbage
Management
and Recycling
6 Construction 137.824.227 15.242.647 496.626 144.348 6.645.477 475.034 170.433
7 Wholesale and 124.092.496 7.274.513 4.533.972 883.828 1.252.371 2.970.018 1.900.418
Retail Trade; Car
and Motorcycle
Repair &
Maintenance
8 Transportation & 35.521.497 4.743.092 1.048.089 134.220 1.545.032 959.151 576.184
Warehousing
9 Accommodation 17.770.941 2.263.777 382.862 130.529 298.808 224.911 541.851
and Restaurants
10 Information and 32.509.618 1.286.158 52.153 36.449 76.223 35.721 32.350
Communications
11 Finance and 134.350.973 22.558 2.078 93.565 309 14.547 -
Insurance
Activities
12 Real Estate 25.225.631 8.248.626 82.439 90.835 1.488.439 492.002 103.069
13 Professional, 7.382.772 45.287 18.682 7.800 12.826 10.054 6.149
Scientific and
Technical
Activities
14 Lease and Lease 8.348.400 387.369 193.188 65.201 91.843 120.129 126.119
without Option
Rights, Labor,
Travel Agents, and
Other Business
Support Activities
15 Government, 307.731.265 - - 1.060.513 - - -
Defense, and
Mandatory
Social Security
Administration
16 Education 649.748 36.648 178.218 4.231 3.316 93.096 35.958
17 Human Health 3.597.969 118.443 14.612 23.471 21.837 11.452 24.390
and Social
Activities
18 Arts, 551.611 105.004 22.726 4.307 12.226 17.611 160.946
Entertainment,
and Recreation
19 Other Services 2.451.973 78.385 18.127 32.731 15.552 15.812 12.229
Activities
20 Household 21.095 89 898 321 25 576 850
Activity as
Employer
21 International 6.649 - 448 91 - 287 -
Agencies and
Other Extra-
International
Agencies
Activities
2025 Annual Report
593
PT Bank Negara Indonesia (Persero) Tbk
Page 596
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Disclosure of Receivables and Allowances by Economic Sectors - Bank (in million Rupiah)
Consolidated with Subsidiaries
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
22 Household 97.215.264 3.465.785 3.181.014 698.742 867.665 2.052.288 2.492.564
23 Non-Business 243.403.999 2.171.451 1.602.588 677.926 409.699 1.069.718 2.942.660
24 Others 66.140.191 6.643 1.559.699 66 - 802.663 -
Total 1.575.052.545 74.577.703 19.296.979 5.055.479 15.333.713 17.510.338 15.397.991
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
a b c d e f g h i
December 31, 2024
1 Agriculture, 49.592.694 2.194.091 1.133.250 305.537 376.647 755.381 1.488.683
Forestry, and
Fisheries
2 Mining and 51.730.846 5.697.411 149.691 90.976 974.097 70.688 252.992
Extracting
3 Processing 163.546.200 19.048.091 4.007.664 416.541 1.739.020 10.314.700 5.727.340
Industry
4 Electricity, Gas, 32.334.109 780.977 33.669 78.547 57.325 22.508 239.567
Hot Water and
Cold Water
5 Water 520.327 18.750 5.705 3.431 5.609 3.157 5.159
Management,
Waste
Management,
Garbage
Management
and Recycling
6 Construction 60.563.328 15.036.030 439.302 120.312 6.991.080 427.688 1.145.292
7 Wholesale and 114.322.007 6.992.157 3.654.090 736.396 1.707.667 2.098.047 4.335.120
Retail Trade; Car
and Motorcycle
Repair &
Maintenance
8 Transportation & 33.696.577 5.175.146 1.562.696 142.693 1.686.094 1.292.710 382.883
Warehousing
9 Accommodation 18.330.601 2.042.285 784.305 131.156 322.858 634.976 670.430
and Restaurants
10 Information and 28.232.443 142.035 87.347 43.331 11.832 47.600 21.852
Communications
11 Finance and 108.290.254 6.107 6.940 80.183 1.965 6.088 117.350
Insurance
Activities
12 Real Estate 22.263.849 8.206.481 100.872 60.939 1.942.179 77.831 774.771
13 Professional, 1.206.978 32.230 17.108 7.947 6.005 13.382 22.436
Scientific and
Technical
Activities
14 Lease and Lease 8.129.378 465.659 413.998 47.133 103.441 264.009 582.169
without Option
Rights, Labor,
Travel Agents, and
Other Business
Support Activities
594 A Heart that Serves, Growing with Indonesia
Page 597
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
Impaired Receivables Allowances Allowances Allowances
Economic Written-off
No. Receivables Tempo Tempo for Losses - for Losses - for Losses -
Sectors Receivables
Not Yet Due Already Due Stage 1 Stage 2 Stage 3
15 Government, 223.353.297 - 16 1.063.508 - 7 2.962
Defense, and
Mandatory
Social Security
Administration
16 Education 591.012 33.847 6.107 4.895 10.324 3.378 5.045
17 Human Health 3.061.067 72.530 30.024 21.464 20.273 17.652 21.895
and Social
Activities
18 Arts, 770.722 107.718 14.149 5.159 8.313 8.182 2.776
Entertainment,
and Recreation
19 Other Services 1.894.527 24.217 3.278 21.876 6.362 1.681 2.139
Activities
20 Household 18.971 251 1.770 291 67 1.242 722
Activity as
Employer
21 International 8.712 - 665 119 - 283 498
Agencies and
Other Extra-
International
Agencies
Activities
22 Household 82.937.456 2.606.786 1.816.590 742.905 519.894 1.102.421 2.448.328
23 Non-Business 205.669.044 3.312.049 1.548.262 1.135.750 285.268 664.841 418.407
24 Others 62.845.769 5.621 1.579.699 65 - 802.674 -
Total 1.273.910.170 72.000.471 17.397.196 5.261.149 16.776.319 18.631.126 18.668.815
2025 Annual Report
595
PT Bank Negara Indonesia (Persero) Tbk
Page 598
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1) Disclosure of Receivables by Past Due Days - Bank Only
December 31, 2025
Receivables by Past Due Days
No. Exposure Type
> 90 days until > 120 days until
> 180 days Total
120 days 180 days
a b c d e f
1 Loan included in Past Due Receivables 2.261.337 2.816.714 8.667.051 13.745.102
2 Securities included in Past Due Receivables 245.568 - - 245.568
Total 2.506.905 2.816.714 8.667.051 13.990.670
2) Disclosure of Net Receivables by Past Due Days - Bank Consolidated with Subsidiaries
December 31, 2025
Receivables by Past Due Days
No. Exposure Type
> 90 days until > 120 days until
> 180 days Total
120 days 180 days
a b c d e f
1 Loan included in Past Due Receivables 2.265.874 2.817.212 8.768.086 13.851.172
2 Securities included in Past Due Receivables 245.568 - - 245.568
Total 2.511.442 2.817.212 8.768.086 14.096.740
Additional Disclosures regardingTreatment of Troubled Assets (CRB-A)
A. QUALITATIVE
Non-performing assets are Assets categorized as “Substandard”, “Doubtful”, or “Loss”. in accordance with
POJK No.40/POJK.03/2019 concerning Asset Quality of Commercial Banks.
Asset Restructuringisan improvement effort made by the Bank inlending activities again stcounterparties who
have difficulty in fulfilling their liabilities. Criteria for Assets that are Restructured Assets are counterparties
experiencing difficulties in the payment of principal and/or interest.
596 A Heart that Serves, Growing with Indonesia
Page 599
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Receivables by Past Due Days
> 90 days until
> 120 days until 180 days > 180 days Total
120 days
g h i j
1.135.521 2.401.620 7.840.994 11.378.135
316.989 - - 316.989
1.452.510 2.401.620 7.840.994 11.695.124
(in million Rupiah)
December 31, 2024
Receivables by Past Due Days
> 90 days until
> 120 days until 180 days > 180 days Total
120 days
g h i j
1.138.807 2.401.784 7.922.186 11.462.777
316.989 - - 316.989
1.455.796 2.401.784 7.922.186 11.779.766
2025 Annual Report
597
PT Bank Negara Indonesia (Persero) Tbk
Page 600
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
B. QUANTITATIVE
Disclosure of Performing and Non-Performing Assets
1) Disclosure of Performing and Non-Performing Assets - Bank Only (in million Rupiah)
December 31, 2025
Non Performing
(Quality of KL, D, M)
Performing
(Quality of L and DPLK) Not Impaired Receivables
Impaired Receivables
Have Arrears > 90 Days Have Arrears ≤ 90 Days
Bruto Allowances Bruto Allowances Bruto Allowances Bruto Allowances
Gross for Gross for Gross for Gross for
Carrying Impairment Carrying Impairment Carrying Impairment Carrying Impairment
Amount Losses Amount Losses Amount Losses Amount Losses
a b c d e f g h
1 Securities 163.035.035 44.176 - - 245.568 - - -
2 Loan
a. Corporate 441.055.346 10.172.311 10.151.631 6.380.071 - - - -
b. Retail 144.407.037 2.793.813 3.714.016 2.473.146 - - - -
3 Administrative 206.532.393 - 500.673 - 105.550 - - -
Account
Transactions
2) Disclosure of Performing and Non-Performing Assets - Bank Consolidated with
Subsidiaries (in million Rupiah)
December 31, 2025
Non Performing
(Quality of KL, D, M)
Performing
(Quality of L and DPLK) Not Impaired Receivables
Impaired Receivables
Have Arrears > 90 Days Have Arrears ≤ 90 Days
Bruto Allowances Bruto Allowances Bruto Allowances Bruto Allowances
Gross for Gross for Gross for Gross for
Carrying Impairment Carrying Impairment Carrying Impairment Carrying Impairment
Amount Losses Amount Losses Amount Losses Amount Losses
a b c d e f g h
1 Securities 168.215.194 44.176 - - 245.568 - - -
2 Loan
a. Corporate 441.064.310 10.172.477 10.151.631 6.380.071 - - - -
b. Retail 148.357.191 2.986.711 3.714.122 2.473.234 - - - -
3 Administrative 210.721.315 - 500.673 - 105.550 - - -
Account
Transactions
598 A Heart that Serves, Growing with Indonesia
Page 601
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Disclosure of Performing and Non-Performing Assets
1) Disclosure of Performing and Non-Performing Assets - Bank Only (in million Rupiah)
December 31, 2025
Performing
Non Performing
(Quality of L and Stage 1 Stage 2 Stage 3
(Quality of KL, D, M)
DPLK)
Bruto Allowances Bruto Allowances Bruto Allowances Bruto Allowances Bruto Allowances
Gross for Gross for Gross for Gross for Gross for
Carrying Impairment Carrying Impairment Carrying Impairment Carrying Impairment Carrying Impairment
Amount Losses Amount Losses Amount Losses Amount Losses Amount Losses
a b c d e f g h
1 Securities - - - - - - - - - -
2 Loan
a. Corporate 31.470.571 7.390.117 6.631.545 4.400.978 181.578 14.662 28.227.287 6.143.363 9.693.251 5.633.070
b. Retail 2.851.430 792.003 959.559 622.046 54.762 3.635 2.559.280 654.498 1.196.946 755.917
3 Administrative 1.775.605 - 16.188 - 1.599.400 - 180.633 - 11.760 -
Account
Transactions
2) Disclosure of Performing and Non-Performing Assets - Bank Consolidated with
Subsidiaries (in million Rupiah)
December 31, 2025
Performing
Non Performing
(Quality of L and Stage 1 Stage 2 Stage 3
(Quality of KL, D, M)
DPLK)
Bruto Allowances Bruto Allowances Bruto Allowances Bruto Allowances Bruto Allowances
Gross for Gross for Gross for Gross for Gross for
Carrying Impairment Carrying Impairment Carrying Impairment Carrying Impairment Carrying Impairment
Amount Losses Amount Losses Amount Losses Amount Losses Amount Losses
a b c d e f g h
1 Securities - - - - - - - - - -
2 Loan
a. Corporate 31.498.032 7.393.303 6.631.545 4.400.978 209.038 17.848 28.227.287 6.143.363 9.693.251 5.633.070
b. Retail 2.991.046 810.892 998.950 661.430 183.605 19.174 2.559.280 654.498 1.247.112 798.650
3 Administrative 1.775.605 - 16.188 - 1.599.400 - 180.633 - 11.760 -
Account
Transactions
2025 Annual Report
599
PT Bank Negara Indonesia (Persero) Tbk
Page 602
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Quantitative Disclosures related to MRK Techniques Qualitative (CRC)
Description Definition
In calculating Risk-Weighted Assets for Credit Risk (ATMR
Credit) using the Standardized Approach, the Bank
mayrecognize collateral, guarantees, credit insurance, or other
credit risk mitigation (CRM) techniques to reduce the valueof
ATMR Credit. The use of collateral-based CRM techniques
may include cash deposited with the funding bank, demand
deposits, savings,or time deposits issued by the funding
bank, gold stored at the funding bank, Government Securities
(SUN) issued by the Government of the Republic of Indonesia,
including government bonds and treasury bills as defined
under the relevant Government Securities Law, State Sharia
Securities (SBSN) as defined under the State Sharia Securities
Law, Bank Indonesia Certificates (SBI) and Sharia Bank
Indonesia Certificates (SBIS), and Rated securities assessed
by a credit rating agency recognized by the Financial Services
Collateral revaluation policy Authority (OJK). For guarantee-based CRM techniques, only
guarantees issued by entities classified under the Government
of Indonesia, foreign governments, multilateral development
banks, international institutions, banks, securities companies,
and other financial institutions are recognized. For credit
risk mitigation through insurance or guarantees, banks may
utilize credit guarantees from guarantee institutions or credit
insurance provided by licensed insurance companies. CRM
techniques can be recognized only if they meet the criteria
and requirements set out in SEOJK No. 24/SEOJK.03/2021 on
Credit Risk ATMR Calculation.
Collateral held by banks is subject to regular reviews, with
a minimum frequency of once every 24 months for debtors
classified as quality 1 and 2, and at least once every 12 months
for loans classified as quality 3, 4, and 5.
Disclosure on Use of External Credit Ratings (CRD)
The Bank utilizes rating agencies in accordance with the provisions of rating institutions based on SEOJK
24/SEOJK.03/2021, namely Pefindo and Fitch Ratings Indonesia for IDR-denominated ratings, as well as S&P,
Moody’s, and Fitch International for ratings in currencies other than IDR.The portfolio categories that require
ratings include Claims on Sovereign, Claims on Public Sector Entity, Claims on Banks, Claims on Securities
Companies and Other Financial Institutions, and Claims on Corporates.
600 A Heart that Serves, Growing with Indonesia
Page 603
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Quantitative Disclosures related to MRK Techniques
1) Quantitative Disclosures related to MRK Techniques - Bank Only (in million Rupiah)
December 31, 2025
Guaranteed
Not Guaranteed
Receivables Receivables
Guaranteed Receivables Guaranteed
by Guarantee, Secured by
Receivables Using Receivables
Security and/ Credit
Using MRK MRK By Collateral
or Credit Derivatives
Techniques Techniques
Insurance
a b c d e
1 Loan 820.894.399 27.028.915 2.763.181 24.265.734
2 Securities 163.236.427 - - -
3 Total 984.130.826 27.028.915 2.763.181 24.265.734
4 Past Due Loan and Securities 6.326.751 196.891 25 196.866
2) Quantitative Disclosures related to MRK Techniques - Bank Consolidated with Subsidiaries (in million Rupiah)
December 31, 2025
Guaranteed
Not Guaranteed
Receivables Receivables
Guaranteed Receivables Guaranteed
by Guarantee, Secured by
Receivables Using Receivables
Security and/ Credit
Using MRK MRK By Collateral
or Credit Derivatives
Techniques Techniques
Insurance
a b c d e
1 Loan 834.659.764 29.261.205 4.995.471 24.265.734
2 Securities 168.416.586 - - -
3 Total 1.003.076.350 29.261.205 4.995.471 24.265.734
4 Past Due Loan and Securities 6.432.820 196.891 25 196.866
2025 Annual Report
601
PT Bank Negara Indonesia (Persero) Tbk
Page 604
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Disclosure of Credit Risk Exposure and Impact of MRK Techniques
1) Disclosure of Credit Risk Exposure and Impact of MRKTechniques - Bank Only
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average
of Financial TRA of Financial TRA RWA Risk Weight
Position Position (e/(c+d))
a b c d e f
1 Government Receivables 294.109.048 7.615.484 294.019.444 1.463.432 19.510 0,0%
2 Public Sector Entities 149.091.584 44.545.032 142.869.543 15.116.355 65.868.026 41,7%
Receivables
3 Multilateral Development - - - - - 0,0%
Banks and International
Institutions Receivables
4 Bank Receivables 60.125.455 44.065.241 54.465.973 23.067.399 30.415.741 39,2%
Securities Companies and 26.868.008 106.206 26.867.552 48.388 19.092.624 70,9%
Other Financial Services
Institutions Receivables1)
5 Receivables in the form of - - - - - 0,0%
Covered Bond
6 Corporate Receivables 409.082.889 55.627.202 408.287.114 19.351.636 384.189.492 89,8%
- General Corporate
Exposure2)
Securities Companies and - - - - - 0,0%
Other Financial Services
Institutions Receivables3)
Special Financing Exposure4) 48.226.069 - 47.372.786 - 41.336.924 87,3%
7 Receivables in the form of 124.213 - 124.213 - 280.532 225,8%
Securities/Subordinated
Receivables, Equity and
Other Capital Instruments
8 Micro Business, Small 146.613.768 53.693.916 130.294.825 16.841.214 116.175.164 79,0%
Business, and Retail
Portfolio Receivables
9 Loans Secured by Real - - - - - 0,0%
Estate
Loans Secured by 74.254.677 747.800 73.480.140 74.780 33.289.378 45,3%
Residential Property which
the payments Are Not
Materially Dependent on
Property Cash Flow
Loans Secured by 29.824 685 26.915 69 20.970 77,7%
Residential Property which
the payments Are Materially
Dependent on Property
Cash Flow
Commercial Property 10.132.928 196.881 8.286.964 19.688 6.971.381 83,9%
Backed Loans whose
Payments are Not Materially
Dependent on Property
Cash Flows
Commercial Property 122.310 - 104.389 - 152.551 146,1%
Backed Loans whose
Payments are Materially
Dependent on Property
Cash Flows
10 Loan by Land Acquisition, 224.575 5.357 224.432 536 224.996 100,0%
Land Processing and
Construction
602 A Heart that Serves, Growing with Indonesia
Page 605
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average
of Financial TRA of Financial TRA RWA Risk Weight
Position Position (e/(c+d))
11 Past Due Receivables 6.286.980 534.811 6.090.088 53.481 4.663.884 75,9%
12 Other Assets 60.247.835 - 60.247.835 - 47.262.231 78,4%
Total 1.285.540.163 207.138.615 1.252.762.213 76.036.978 749.963.404 56,4%
1) Represents receivables included in the Securities Companies and Other Financial Services Institutions Receivables Portfolio Category as in
Appendix A of this FSA Circular Letter.
2) Represents receivables that are included in the scope of Corporate Receivables - general corporate exposure Portfolio Category as in
Appendix A of this FSA Circular Letter (excluding numbers 3) and numbers 4)).
3) Represents Securities Companies and Other Financial Services Institutions Receivables that are not included in the Portfolio Category as in
number 1).
4) Represents receivables that fall within the scope of the Corporate Receivables - Special Financing Exposure category (with and without
ratings) as in Appendix A of this FSA Circular Letter.
2) Disclosure of Credit Risk Exposure and Impact of MRKTechniques - Bank Consolidated with Subsidiaries
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average
of Financial TRA of Financial TRA RWA Risk Weight
Position Position (e/(c+d))
a b c d e f
1 Government Receivables 303.873.211 7.615.484 303.783.608 1.463.432 19.510 0,0%
2 Public Sector Entities 149.091.584 44.545.032 142.869.543 15.116.355 65.868.026 41,7%
Receivables
3 Multilateral Development - - - - - 0,0%
Banks and International
Institutions Receivables
4 Bank Receivables 61.231.191 44.246.576 55.571.710 23.137.166 30.862.492 39,2%
Securities Companies and 26.879.542 356.206 26.879.086 73.388 19.108.565 70,9%
Other Financial Services
Institutions Receivables1)
5 Receivables in the form of - - - - - 0,0%
Covered Bond
6 Corporate Receivables 415.334.969 58.030.443 412.441.536 20.377.520 388.956.754 89,9%
- General Corporate
Exposure2)
Securities Companies and - - - - - 0,0%
Other Financial Services
Institutions Receivables3)
Special Financing Exposure4) 48.259.116 - 47.405.834 - 41.369.972 87,3%
7 Receivables in the form of 764.814 - 764.814 - 1.882.036 246,1%
Securities/Subordinated
Receivables, Equity and
Other Capital Instruments
8 Micro Business, Small 151.934.947 54.119.441 135.485.110 17.011.474 121.197.308 79,5%
Business, and Retail
Portfolio Receivables
9 Loans Secured by Real - - - - - 0,0%
Estate
2025 Annual Report
603
PT Bank Negara Indonesia (Persero) Tbk
Page 606
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
(in million Rupiah)
December 31, 2024
Net Receivables Before Net Receivables After
RWA and Average Risk
Implementation of FKK and Implementation of FKK and
Weight
Portfolio Category MRK Techniques MRK Techniques
Statement Statement Average
of Financial TRA of Financial TRA RWA Risk Weight
Position Position (e/(c+d))
Loans Secured by 75.242.093 926.774 74.467.557 135.261 33.769.981 45,3%
Residential Property which
the payments Are Not
Materially Dependent on
Property Cash Flow
Loans Secured by 29.824 685 26.915 69 20.970 77,7%
Residential Property which
the payments Are Materially
Dependent on Property
Cash Flow
Commercial Property 14.251.128 948.505 12.401.426 319.150 10.375.948 81,6%
Backed Loans whose
Payments are Not Materially
Dependent on Property
Cash Flows
Commercial Property 122.310 - 104.389 - 152.551 146,1%
Backed Loans whose
Payments are Materially
Dependent on Property
Cash Flows
10 Loan by Land Acquisition, 224.575 5.357 224.432 536 224.996 100,0%
Land Processing and
Construction
11 Past Due Receivables 6.304.552 534.811 6.107.661 53.481 4.682.135 76,0%
12 Other Assets 62.025.900 - 62.025.900 - 48.986.686 79,0%
Total 1.315.569.756 211.329.314 1.280.559.521 77.687.832 767.477.930 57%
1) Represents receivables included in the Securities Companies and Other Financial Services Institutions Receivables Portfolio
Category as in Appendix A of this FSA Circular Letter.
2) Represents receivables that are included in the scope of Corporate Receivables - general corporate exposure Portfolio
Category as in Appendix A of this FSA Circular Letter (excluding numbers 3) and numbers 4)).
3) Represents Securities Companies and Other Financial Services Institutions Receivables that are not included in the
Portfolio Category as in number 1).
4) Represents receivables that fall within the scope of the Corporate Receivables - Special Financing Exposure category (with
and without ratings) as in Appendix A of this FSA Circular Letter.
Exposure Disclosure based on Asset Class and RiskWeight
1) Exposure Disclosure based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables AfterTaking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20% 50%
1 Government 97.551 -
Receivables 295.385.325
Portfolio Category 20% 50%
2 Public Sector
Entities 53.269.536 101.667.456
Receivables
Portfolio Category 0% 20% 30% 50%
604 A Heart that Serves, Growing with Indonesia
Page 607
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
100% 150% Others Net Receivables After FKK
and MRK Techniques
- - - 295.482.876
100% 150% Others Net Receivables After FKK
and MRK Techniques
385.936 2.662.970 - 157.985.898
100% 150% Others Net Receivables After FKK
and MRK Techniques
2025 Annual Report
605
PT Bank Negara Indonesia (Persero) Tbk
Page 608
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1) Exposure Disclosure based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables AfterTaking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
3 Bills - - - - -
to Multilateral
Development
Banks and
International
Institutionsl
Portfolio Category 20% 30% 40% 50%
4 Bank 7.056.967 4.445.937 19.947.704
Receivables 32.935.161
Securities 1.982.940 - - 5.532
Companies and
Other Financial
Services
Institutions
Receivables1)
Portfolio Category 10% 15% 20% 25% 35% 50%
5 Receivables - - - - - -
in the form of
Covered Bond
Portfolio Category 20% 50% 65%5)
6 Corporate 35.767.244 -
Receivables 28.863.722
- General
Corporate
Exposure2)
Companies and - - -
Other Financial
Services
Institutions
Receivables3)
Special - -
Financing
Exposure4)
Portfolio Category
7 Receivables
in the form
of Securities/
Subordinated
Receivables,
Equity and
Other Capital
Instruments
Portfolio Category 45%
8 Micro Business, 7.287.581
Small Business,
and Retail
Portfolio
Receivables
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60% 65%5) 70%
9 Loans Secured
by Real Estate
606 A Heart that Serves, Growing with Indonesia
Page 609
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
- - - -
75% 100% 150% Others Net Receivables After FKK
and MRK Techniques
12.752.841 394.761 - - 77.533.371
24.924.150 - - 3.318 26.915.940
100% Others Net Receivables After FKK
and MRK Techniques
- - -
75% 80% 85% 100% 130% 150% Others Net Receivables After FKK
and MRK Techniques
6.378.194 - 45.471.751 - 11.866.394 - 427.638.749
299.291.444
- - - - - -
- 35.908.765 7.644.386 3.819.636 - - 47.372.787
100% 150% 250% 400%5)
Others Net Receivables After FKK
and MRK Techniques
20.000 - 104.213 - - 124.213
75% 85% 100% Others Net Receivables After FKK
and MRK Techniques
118.410.320 2.807.707 18.630.431 - 147.136.039
75% 85% 90% 100% 105% 110% 150% Others Net Receivables After FKK
and MRK Techniques
- -
2025 Annual Report
607
PT Bank Negara Indonesia (Persero) Tbk
Page 610
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1) Exposure Disclosure based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables AfterTaking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Loans Secured - 9.390.936 4.046.624 16.953.176 12.601.134 9.713.567 - 7.927.160
by Residential
Property
which the
payments Are
Not Materially
Dependent on
Property Cash
Flow
without
loan sharing
approach5)
using a loan
sharing
approach
(guaranteed)5)
using a loan
sharing
approach
(guaranteed)5)
Loans Secured 6.099 114 1.224 1.144
by Residential
Property which
the payments
Are Materially
Dependent on
Property Cash
Flow
Loans Secured - - - - - 979.120 -
by Commercial
Property which
the payments
Are Materially
Dependent on
Property Cash
Flow
without
loan sharing
approach5)
using a loan
sharing
approach
(guaranteed)5
using a loan
sharing
approach
(guaranteed)5
Loans Secured 2.146
by Commercial
Property which
the payments
Are Materially
Dependent on
Property Cash
Flow
Loan by Land
Acquisition,
Land
Processing and
Construction
50%
Portfolio Category
10 Past Due 3.309.695
Receivables
608 A Heart that Serves, Growing with Indonesia
Page 611
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
12.707.696 214.628 - - - 73.554.921
- -
- -
- -
7.047 11.193 162 - 26.983
4.208.929 1.736.495 1.382.108 - - 8.306.652
- -
- -
- -
4.105 8.593 89.545 - 104.389
224.967 - - 224.967
100% 150% Others Net Receivables After FKK
and MRK Techniques
2.562.298 271.577 - 6.143.570
2025 Annual Report
609
PT Bank Negara Indonesia (Persero) Tbk
Page 612
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
1) Exposure Disclosure based on Asset Class and Risk Weight - Bank Only
December 31, 2024
Portfolio Category Net Receivables AfterTaking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20%
11 Other Assets 13.340.042 -
1) Claims that fall within the portfolio category of claims on securities companies and other financial institutions, as outlined in Annex A of this Financial Services
Authority Circular Letter No 24/SEOJK.03/2021.
2) Claims that fall within the portfolio category of claims on corporations – general corporate exposure, as outlined in Annex A of this Financial Services Authority
Circular Letter No 24/SEOJK.03/2021 (excluding points 3) and 4)).
3) Claims on securities companies and other financial institutions that do not fall within the portfolio category specified in point 1).
4) Claims that fall within the portfolio category of claims on corporations – special financing exposure (both rated and unrated), as outlined in Annex A of this
Financial Services Authority Circular Letter No 24/SEOJK.03/2021.
5) Not applicable in accordance with this Financial Services Authority Circular Letter No 24/SEOJK.03/2021.
December 31, 2025
No Risk Weight
Net Receivables Statement of Financial Position TRA Net Receivables (before FKK imposition)
1 < 40% 450.705.145 30.019.104
2 40%-70% 186.059.824 59.618.655
3 75% 150.860.942 67.350.815
4 80% 35.908.765 -
5 85% 49.999.917 2.306.632
6 90%-100% 359.946.266 46.590.332
7 105-130% 3.839.422 -
8 150% 15.407.126 1.253.078
9 250% 104.213 -
10 400% - -
11 1250% - -
2) Exposure Disclosure based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries Portfolio Category
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20% 50%
1 Government 97.551 -
Receivables 305.149.489
Portfolio Category 20% 50%
2 Public Sector
Entities 53.269.536 101.667.456
Receivables
Portfolio Category 0% 20% 30% 50%
610 A Heart that Serves, Growing with Indonesia
Page 613
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
100% 150% 1250%5) Others Net Receivables After FKK
and MRK Techniques
46.050.454 807.183 - 50.157 60.247.836
(in million Rupiah)
December 31, 2025
FKK Average Net Receivables (After imposition of FKK and MRK
FKK Average
Techniques)
42,24% 463.381.669
29,75% 203.726.049
43,24% 179.389.176
0,00% 35.908.765
10,00% 50.230.581
36,96% 376.590.890
0,00% 3.839.422
23,20% 15.697.832
0,00% 104.213
0,00% -
0,00% -
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
100% 150% Others Net Receivables After FKK
and MRK Techniques
- - - 305.247.040
100% 150% Others Net Receivables After FKK
and MRK Techniques
385.936 2.662.970 - 157.985.898
100% 150% Others Net Receivables After FKK
and MRK Techniques
2025 Annual Report
611
PT Bank Negara Indonesia (Persero) Tbk
Page 614
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Exposure Disclosure based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries Portfolio Category
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
3 Multilateral - - - -
Development
Banks and
International
Institutions
Receivables
Portfolio Category 20% 30% 40% 50%
4 Bank 7.056.967 4.780.371 19.947.704
Receivables 33.513.025
Securities 1.982.940 - 39.852 5.532
Companies and
Other Financial
Services
Institutions
Receivables1)
Portfolio Category 10% 15% 20% 25% 35% 50%
5 Receivables - - - - - -
in the form of
Covered Bond
Portfolio Category 20% 50% 65%5)
6 Corporate -
Receivables - 29.179.597 35.892.173
General
Corporate
Exposure2)
Securities - - -
Companies and
Other Financial
Services
Institutions
Receivables3)
Special - -
Financing
Exposure4)
Portfolio Category
7 Receivables
in the form of
Securities/
Subordinated
Receivables,
Equity and
Other Capital
Instruments
Portfolio Category 45%
8 Micro Business, 7.287.581
Small Business,
and Retail
Portfolio
Receivables
Portfolio Category 0% 20% 25% 30% 35% 40% 45% 50% 60% 65%5)
70%
9 Loans Secured
by Real Estate
612 A Heart that Serves, Growing with Indonesia
Page 615
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
- - - -
75% 100% 150% Others Net Receivables After FKK
and MRK Techniques
13.016.046 394.761 - - 78.708.874
24.924.150 - - - 26.952.474
100% Others Net Receivables After FKK
and MRK Techniques
- - -
75% 80% 85% 100% 130% 150% Others Net Receivables After FKK
and MRK Techniques
6.378.194 - - 11.866.394 - 432.819.056
46.124.289 303.378.409
- - - - - -
- 35.908.765 7.677.433 3.819.636 - - 47.405.834
100% 150% 250% 400%5)
Others Net Receivables After FKK
and MRK Techniques
20.000 - 744.814 - - 764.814
75% 85% 100% Others Net Receivables After FKK
and MRK Techniques
119.713.228 2.892.199 22.603.575 - 152.496.583
75% 85% 90% 100% 105% 110% 150% Others Net Receivables After FKK
and MRK Techniques
- -
2025 Annual Report
613
PT Bank Negara Indonesia (Persero) Tbk
Page 616
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Exposure Disclosure based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries Portfolio Category
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Loans Secured - 9.595.520 4.191.996 17.072.270 12.699.104 9.808.130 - 8.239.981
by Residential
Property
which the
payments Are
not Materially
Dependent on
Property Cash
Flow.
without
loan sharing
approach5)
using a loan
sharing
approach
(guaranteed)5)
using a loan
sharing
approach
(guaranteed)5)
Loans Secured 6.099 114 1.224 1.144
by Residential
Property which
the payments
Are Materially
Dependent on
Property Cash
Flow.
Loans Secured - - - - - 2.304.613 -
by Commercial
Property which
the payments
Are Materially
Dependent on
Property Cash
Flow
without loan
sharing
approach5)
using a loan
sharing
approach
(guaranteed)5)
using a loan
sharing
approach
(guaranteed)5)
Loans Secured 2.146
by Commercial
Property
which the
payments
Are Materially
Dependent on
Property Cash
Flow
Loan by Land
Acquisition,
Land
Processing and
Construction
Kategori Portofolio 50%
10 Past Due 3.311.537
Receivables
614 A Heart that Serves, Growing with Indonesia
Page 617
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
12.710.678 285.139 - - - 74.602.818
- -
- -
- -
7.047 11.193 162 - 26.983
4.367.876 4.665.979 1.382.108 - - 12.720.576
- -
- -
- -
4.105 8.593 89.545 - 104.389
224.967 - - 224.967
100% 150% Others Net Receivables After FKK
and MRK Techniques
2.574.828 274.777 - 6.161.142
2025 Annual Report
615
PT Bank Negara Indonesia (Persero) Tbk
Page 618
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2) Exposure Disclosure based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries Portfolio Category
December 31, 2024
Portfolio Category Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
0% 10% 15% 20% 25% 30% 35% 37,5% 40% 45% 50% 52,5% 60% 65% 67,5% 70%
Portfolio Category 0% 20%
11 Other Assets 13.422.379 -
1) Claims that fall within the portfolio category of claims on securities companies and other financial institutions, as outlined in Annex A of this Financial Services
Authority Circular Letter No 24/SEOJK.03/2021.
2) Claims that fall within the portfolio category of claims on corporations – general corporate exposure, as outlined in Annex A of this Financial Services Authority
Circular Letter No 24/SEOJK.03/2021 (excluding points 3) and 4)).
3) Claims on securities companies and other financial institutions that do not fall within the portfolio category specified in point 1).
4) Claims that fall within the portfolio category of claims on corporations – special financing exposure (both rated and unrated), as outlined in Annex A of this
Financial Services Authority Circular Letter No 24/SEOJK.03/2021.
5) Not applicable in accordance with this Financial Services Authority Circular Letter No 24/SEOJK.03/2021.
December 31, 2025
No Risk Weight
Net Receivables Statement of Financial Position TRA Net Receivables (before FKK imposition)
1 < 40% 471.797.804 30.119.161
2 40%-70% 190.973.177 60.230.044
3 75% 168.187.308 67.380.349
4 80% 35.908.765 -
5 85% 55.969.389 3.253.504
6 90%-100% 372.275.530 49.093.304
7 105-130% 3.847.594 -
8 150% 15.882.140 1.253.078
9 250% 744.814 -
10 400% - -
11 1250% - -
616 A Heart that Serves, Growing with Indonesia
Page 619
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Net Receivables After FKK
Net Receivables After Taking into Account the Impact of Credit Risk Mitigation
and MRK Techniques
75% 80% 85% 90% 100% 105% 110% 112,5% 130% 150% 250% 400% 1250% Others
100% 150% 1250%5) Others Net Receivables After FKK
and MRK Techniques
47.688.728 864.637 - 50.157 62.025.901
(in million Rupiah)
December 31, 2025
FKK Average Net Receivables (After imposition of FKK and MRK Techniques)
42,21% 474.587.642
29,73% 206.057.954
43,23% 181.117.219
0,00% 35.908.765
18,92% 53.967.605
37,23% 386.334.851
0,00% 3.839.422
23,20% 15.758.486
0,00% 744.814
0,00% -
0,00% -
2025 Annual Report
617
PT Bank Negara Indonesia (Persero) Tbk
Page 620
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Exposure Disclosure based on Asset Class and Risk Weight
1) Exposure Disclosure based on Asset Class and Risk Weight - Bank Only
(in million Rupiah)
No Portfolio Category Net Receivables ATMR
1 Total Exposure to QCCP 53.475 1.069
Exposures transacted with QCCP
2 3.318 66
(excluding initial margin and default fund contribution)
(i) OTC derivatives 3.318 66
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
3 Segregated initial margin - -
4 Nonsegregated initial margin - -
5 Prefunded default fund contribution 50.157 1.003
6 Unfunded default fund contribution - -
7 Total Exposure to NonQCCP - -
Exposures transacted through nonQCCP
8 - -
(excluding initial margin and default fund contribution)
(i) OTC derivatives - -
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
9 Segregated initial margin - -
10 Nonsegregated initial margin - -
11 Prefunded default fund contribution - -
12 Unfunded default fund contribution - -
13 Total Exposure to QCCP and NonQCCP 53.475 1.069
618 A Heart that Serves, Growing with Indonesia
Page 621
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
2) Exposure Disclosure based on Asset Class and Risk Weight - Bank Consolidated with Subsidiaries
(in million Rupiah)
No Portfolio Category Net Receivables ATMR
1 Total Exposure to QCCP 53.475 1.069
Exposures transacted with QCCP
2 3.318 66
(excluding initial margin and default fund contribution)
(i) OTC derivatives 3.318 66
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
3 Segregated initial margin - -
4 Nonsegregated initial margin - -
5 Prefunded default fund contribution 50.157 1.003
6 Unfunded default fund contribution - -
7 Total Exposure to NonQCCP - -
Exposures transacted through nonQCCP
8 - -
(excluding initial margin and default fund contribution)
(i) OTC derivatives - -
(ii) derivative transactions through exchanges - -
(iii) securities financing transactions - -
(iv) netting set (in case cross-product netting is allowed) - -
9 Segregated initial margin - -
10 Nonsegregated initial margin - -
11 Prefunded default fund contribution - -
12 Unfunded default fund contribution - -
13 Total Exposure to QCCP and NonQCCP 53.475 1.069
2025 Annual Report
619
PT Bank Negara Indonesia (Persero) Tbk
Page 622
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Qualitative Disclosure Regarding Counterparty Credit Risk
Qualitative
Banks must provide:
(a) Risk management objectives The risk management and policies objectives related to loan risk due to counterparty
and policies related to loan risk failure (Counterparty Credit Risk/CCR) include
due to counterparty loan risk, 1. Fulfilling regulatory requirements so that the Bank has policies, processes and
including: systems to manage loan risk due to counterparty failure/CCR, as implemented in
accordance with the complexity of BNI exposures that give rise to CCR.
2. Standardizing loan risk management due to counterparty/CCR failure including
identification, measurement, management, approval and internal CCR reporting.
When carrying out Counterparty transactions, BNI must assess the creditworthiness
of the Counterparty and take into account the consequences of settlement and
presettlement loan risks.
620 A Heart that Serves, Growing with Indonesia
Page 623
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Qualitative
Banks must provide:
(b) The method used to apply the Counterparty Credit Risk/CCR exposure calculated at BNI uses the precautionary
operating limits defined on principle and includes FX Forward Derivative Transactions, FX Swap, Cross Currency
internal capital for counterparty Swap (CCS) and Interest Rate Swap (IRS). The method used to determine operating
loan exposures and for CCP limits for Counterparty Credit Exposures consists of limits for (i) Financial Institution (FI)
exposures: debtors and (ii) Non-Financial Institution (Non-FI) debtors.
1. Determination of Limits for Financial Institutions (FI) Operational limits on
Counterparty Credit Risk Exposure for FI debtor derivative transactions are carried
out by determining the Counterparty Limit (CL). CL is given to domestic and foreign
banks, remittance agencies and other domestic financial institutions that are
guaranteed by the Government with correspondent status.
Analysis of granting or adding CL is carried out by the Business Unit and Risk Unit
at the Head Office, however other Business Units (such as Trade Finance or Treasury)
and Overseas Branch Offices can submit input on granting or adding CL.
Determination of the Maximum Counterparty Limit:
a. The maximum limit for new and review CL facilities is generally set in the form of
a Global Line that does not exceed BNI’s Maximum Lending Limit (BMPK).
b. For overseas correspondents, the maximum limit for new CL facilities and reviews
is determined by the correspondent category based on: 1) Credit Rating, at least
one of 3 (three) international institutions, namely S&P, Moody’s, Fitch; as well as
2) Country Risk, based on the International Country Risk Guide (ICRG).
Maximum CL Facility Matrix based on Credit Rating and Country Risk:
a. Category I correspondents when determining and reviewing CL use the
Counterparty Limit Application Package (CLAP) analysis, and the Global Line form.
The CL amount is set at a maximum LLL at “very low”, “low”, “moderate” risk
countries with a maximum of USD 10 million for “high” risk countries that do not
exceed the LLL.
b. Category II correspondence in CL determination and review using the CLAP
analysis and the Global Line form. The CL amount is set at a maximum LLL at
“very low”, “low”, “moderate” risk countries with a maximum of USD 10 million for
“high” risk countries that do not exceed the LLL.
c. Category III correspondence in CL determination and review using the CLAP
analysis and the Global Line form. The maximum CL amount is USD 10 million for
“very low”, “low”, “moderate” risk countries that do not exceed the LLL. CL is not
given for “high” risk countries
An explanation of the correspondent categories is as follows:
Category I covers correspondents with a credit rating > BBB- to AAA
Category II covers correspondents with a credit rating > CCC+ to BB+
Category III covers correspondents with a credit rating < CCC+ and/or correspondents
that do not have a rating
2. Determination of Limits for Non-Financial Institutions (Non-FI) Application of
operating limits to Counterparty Credit Risk Exposure for Derivative transactions
are carried out by providing a Treasury Line to customers. Treasury lines are a
facility provided to customers (debtors and non-debtors) as a maximum limit for
derivative transaction risk exposure in accordance with the provisions regulated by
the Regulator.
The process for proposing a Treasury Line facility for each type of customer is as
follows:
a. Debtor The process of providing Treasury Line facilities to debtors is carried out in
the same way as the process of providing loan facilities.
1) If the debtor applies for a Treasury Line facility not at the same time as the loan
facility, then the application process uses the Treasury Line facility form.
2) If the debtor applies for a Treasury Line facility at the same time as the loan
facility, then the Treasury Line application process uses the Credit Application
Tool (PAK).
Debtors can carry out derivative transactions with BNI without a Treasury Line
facility as long as they submit collateral in the form of a Marginal Deposit.
b. Non Debtor
1) Can directly carry out transactions with the BNI Treasury Unit without setting
up a Treasury Line facility and must submit collateral in the form of a Marginal
Deposit of 1.2 x the Credit Conversion Factor (FKK) x the Transaction Notional.
2) Transactions are based on derivative transaction agreements.
2025 Annual Report
621
PT Bank Negara Indonesia (Persero) Tbk
Page 624
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Qualitative
Banks must provide:
(c) Policies related to guarantees Policies related to guarantees/guarantees against Counterparty Credit Risk Exposure.
and risk mitigation and Derivative transactions carried out at BNI are classified as follows:
assessment of counterparty a. Debtor
risk, including exposure towards 1) The guarantee is adjusted to the guarantee provisions of the applicable Business
CCP; Banking segment, namely:
• Full cover guarantee, decision authority rests with the Credit Committee according
to authority on the basis of Total Exposure
• Full cover guarantee in the form of a combination of cash, collateral and other
assets.
2) Conditions for fulfilling collateral refer to requirements for fulfilling sufficient
collateral for a Working Capital Loan
3) If there are other matters to consider, the amount of collateral can be determined
based on risk analysis and business potential to obtain approval from the Credit
Committee.
For debtors without a Treasury Line, the collateral is in the form of a Marginal
Deposit of 1.2 x FKK x the Transaction Notional.
b. Non-Debtor
1) Collateral in the form of a Marginal Deposit of 1.2 x FKK x the Transaction
Notional and direct transactions with the BNI Treasury Unit based on a Derivative
Transaction Agreement
2) The collateral in point b.1) above is blocked and tied to a pledge accompanied by
a power of attorney for disbursement on the transaction due date.
Risk mitigation and assessment related to Counterparty Credit Risk Exposure. Derivative
transactions carried out at BNI are carried out through Treasury Line Facility Monitoring
and Treasury Line Facility Reviews
a. Monitoring Treasury Line Facilities
• Debtor Carried out by the Risk Management and Treasury unit.
• Non-Debtor Carried out by the Treasury unit by ensuring that the collateral is still
blocked and pledged until the transaction matures.
b. Review of Treasury Line Facilities
1. Debtor Carried out by the Business and Risk unit.
2. Non-Debtor Carried out by the Treasury unit
Use of the Treasury Line facility is carried out by calculating the transaction Credit
Conversion Factor (FKK). FKK is a percentage that shows the amount of loan risk arising
from Forex or Derivative transactions at a certain tenor. The FKK table is reviewed
periodically (every 6 months) by the Risk Management Unit and submitted to the
relevant units.
(d) Policies related to wrong-way Policies related to mitigating wrong-way risk exposure at BNI are carried out through:
risk exposure; 1. Routine monitoring to identify early deviations in the movement of transaction
indicators from original market predictions, including the mark to market activities
and stress tests to compare with the Budget Loss Limit,
2. Applying Stress Tests based on scenarios of changes in Interest Rates and Exchange
Rates periodically (every 6 months), or incidentally to measure the level of risk/
impact that may occur, and reporting to Management,
3. If a certain tiering of the Budget Loss Limit has been exceeded, corrections and
mitigation steps are taken in stages using the Management Action Trigger (MAT)
mechanism
(e) Impact on the value of collateral When a loan rating downgrade occurs, a temporary freeze limit mechanism is used to
required to provide for a loan carry out a more in-depth study on the potential risks faced. Then, mitigation steps can
downgrade. be taken in the form of a top up of the collateral value.
622 A Heart that Serves, Growing with Indonesia
Page 625
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Analysis of Net Credit Risk due to Counterparty Failure Based on the Approach Used
(in million Rupiah)
a b c d e f
Alpha
Potential
used for
Replacement Future Net
No EEPE regulatory ATMR
Cost (RC) Exposure Receivables
EAD
(PFE)
calculations
1 SA-CCR (for derivatives) 18.238.311 1.711.166 1,4 27.929.268 13.967.319
2 Internal Model Method (for
derivatives and SFTs)
3 Simple Approach for credit
risk mitigation (for SFTs)
4 Comprehensive Approach
for credit risk mitigation
(for SFTs)
5 VaR for SFTs
6 Total 13.967.319
2025 Annual Report
623
PT Bank Negara Indonesia (Persero) Tbk
Page 626
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
CCR Exposure by Portfolio and Risk Weight under Standardized Approach
(in million Rupiah)
a b c d e f g h i
Total Net
Risk Weight 0% 10% 20% 50% 75% 100% 150% Others
Receivables
Portfolio Category
Sovereigns 944.717 - - - - - - - 944.717
Non-central government public - - 137.011 636.830 - - - - 773.841
sector entities (PSEs)
Multilateral development banks - - - - - - - - -
(MDBs)
Banks - - 13.077.778 6.854.905 103.466 - - - 20.036.149
Securities firms - - - - - - - 3.318 3.318
Corporates - - - 6.053 - 4.762.370 - - 4.768.423
Regulatory retail portfolios - - - - - 3.007.990 - - 3.007.990
Other assets - - - - - - - 50.157 50.157
Total 944.717 - 13.214.789 7.497.788 103.466 7.770.360 - 53.475 29.584.595
Net Receivables from Credit Derivatives
(in million Rupiah)
a b
Protection purchased Protection sold
Notional Value - -
Single-name credit default swaps - -
Index credit default swaps - -
Total return swaps - -
Credit options - -
Other credit derivatives - -
Total Notional Value - -
Fair value - -
Positive fair value (asset) - -
Negative fair value (liability) - -
624 A Heart that Serves, Growing with Indonesia
Page 627
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Qualitative Disclosures on Securitization Exposures
English
Qualitative Disclosure
A) B Banks should articulate their risk management objectives
and policies concerning securitization activities, along with
the key features of these activities, in accordance with the
framework outlined below. In the event that the bank holds
securitization positions within its statement of financial
position or engages in off-balance sheet transactions, it
should provide a detailed explanation of the following aspects,
distinguishing between different activities in each regulatory
book.
(a) The bank’s objectives regarding securitization and BNI engages in securitization activities as part of its business
resecuritization activities, including the transfer of credit transactions through securities investments. In these
risk from the underlying securitization exposure from the activities, BNI assumes the role of an investor by purchasing
bank to another entity, as well as the nature of the risks Asset-Backed Securities (EBA). BNI conducts securitization
assumed and those retained. in alignment with prudent practices and sound corporate
governance while carefully considering both business and
risk aspects.
Risks that may arise in BNI’s securitization activities as an
Investor include:
(1) Credit risk/default Investors will experience losses if
the issuer/issuer of Securities experiences a decline in
performance, which affects the ability to pay for coupons
and principals of securities.
(2) Interest rate risk where Securities can experience price
fluctuations due to the influence of changes in interest
rates. The price of Securities will fall if there is an increase
in interest rates.
(3) Early repayment If there is an early repayment (early call),
it will affect the yield received
(b) The bank must provide a list: In EBA securitization, BNI operates as an investor and,
therefore, does not required to provide a list of Special
Purpose Entities (SPEs).
(SPEs)Special Purpose Entities (SPEs) in which the bank acts
as a sponsor—but not as an originator, such as in an Asset-
Backed Commercial Paper (ABCP) conduit—while specifying
whether the bank consolidates the SPE within the regulatory
consolidation scope.
Affiliated entities that (i) are regulated or advised by the bank
and (ii) invest not only in securitization exposures originated
by the bank but also in Special Purpose Entities (SPEs)
sponsored by the bank
a list of entities with implicit support from the bank and the
associated impact on capital for them
(c) Summary of bank accounting policies related to Accounting Policies in terms of EBA Securitization are as
securitization activities. follows:
1. Purchased securities are categorized based on the business
model that manages the Securities and the characteristics
of the Securities’ contractual cash flows. These categories
include:
a. Measured at amortized acquisition cost
b. Measured at fair value through other comprehensive
income (FVOCI)
c. Measured at fair value through profit or loss (FVTPL)
2. Purchased securities are recorded on the transaction date
unless otherwise stated by the relevant regulator to be
recorded on the settlement date
3. In the case of purchasing securities in the form of bonds
purchased between interest payment dates, the interest
payment is not part of the acquisition cost, but is included
in the interest income item that will still be received
2025 Annual Report
625
PT Bank Negara Indonesia (Persero) Tbk
Page 628
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
English
Qualitative Disclosure
4. At the time of initial recognition, the Bank records Securities/
Equity transactions at fair value, namely: Category of
Securities Recorded at the Time of Purchase Measured at
amortized cost at the fair value of the securities, taking into
account transaction income/ expenses that can be directly
attributed to the acquisition of the securities. Measured at
fair value through other comprehensive income (FVOCI) at
the fair value of the securities, accounting for transaction
income/expenses directly attributable to the acquisition of
the securities. Measured at fair value through profit or loss
(FVTPL) at the fair value of the securities
5. The quality/collectibility of Securities is determined as:
(1) Current
(3) Substandard
(5) Loss
6. Allowance for Losses on Securities The allowance for
securities losses is calculated using two approaches: the
calculation based on POJK, referred to as the Allowance
for Asset Quality Assessment (PPKA), and the calculation
based on PSAK 71, known as the Expected Credit Loss
(ECL).
7. In terms of EBA securitization, BNI acts as an investor
in the purchase of KIK EBA PT Indonesia Power which is
included in the category measured at fair value through
other comprehensive income (FVOCI).
(d) If applicable, the names of the credit rating institutions BNI does not use credit rating institutions (ECAIs) in the case
(ECAIs) used for the securitization by the appointed agent of EBA securitization, considering that BNI acts as an investor
(f) Banks must explain the function of internal assessments BNI must conduct internal risk assessments to identify,
monitor, and evaluate investment risks. These assessments
include analysis of bond purchase limits and values as well
as review of limits and review of investment activities.
In the context of securities purchases, internal assessments
are primarily carried out by establishing limits based on
specific indicators and criteria, including:
1. Securities Purchase Limit In its role as an investor, BNI
can purchase Securities if the issuer of the Securities has
a purchase limit set by the Business and Risk Unit. The
determination of these limits, among others, takes into
account:
a. Issuer/Issuer Rating
b. Securities Rating
c. Issuer/Issuer Performance
2. Securities Concentration Limit Taking into account the
concentration of securities based on the issuer (Corporate
and Government Securities) and concentration based on
currency type (IDR and Foreign Exchange).
3. Corporate Securities Liquidity Level Limit Taking into
account the rating of Corporate Securities and the
classification of Securities.
626 A Heart that Serves, Growing with Indonesia
Page 629
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Securitization Exposure in Banking Book
Bank as originator Bank as sponsor Bank as investor
No English
Traditional Synthetic Sub-total Traditional Synthetic Sub-total Traditional Synthetic Sub-total
1 Retail (total) – - - - - - - - - -
of which
2 Residential - - - - - - - - -
mortgage
3 Credit card - - - - - - - - -
4 Other retail - - - - - - - - -
exposures
5 Re-securitisation - - - - - - - - -
6 Wholesale (total) - - - - - - - - -
– of which
7 Loans to - - - - - - - - -
corporates
8 Commercial - - - - - - - - -
mortgage
9 Lease and - - - - - - - - -
receivables
10 Other wholesale - - - - - - - - -
11 Re-securitisation - - - - - - - - -
Securitization Exposure on Trading Book
Bank sebagai originator Bank as sponsor Bank as investor
No English
Traditional Synthetic Sub-total Traditional Synthetic Sub-total Traditional Synthetic Sub-total
1 Retail (total) – - - - - - - - - -
of which
2 Residential - - - - - - - - -
mortgage
3 Credit card - - - - - - - - -
4 Other retail - - - - - - - - -
exposures
5 Re-securitisation - - - - - - - - -
6 Wholesale (total) - - - - - - - - -
– of which
7 Loans to - - - - - - - - -
corporates
8 Commercial - - - - - - - - -
mortgage
9 Lease and - - - - - - - - -
receivables
10 Other wholesale - - - - - - - - -
11 Re-securitisation - - - - - - - - -
2025 Annual Report
627
PT Bank Negara Indonesia (Persero) Tbk
Page 630
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Securitization exposure in the banking book when the bank is the originator
or sponsor and its capital requirements
Exposure value
(based on Risk Weight)
No >100% to
≤20% >20% to 50% >50% to 100% 1250%
<1250%
Risk Weight Risk Weight Risk Weight Risk Weight
Risk Weight
1 Total exposures - - - - -
2 Traditional securitisation - - - - -
3 Of which securitisation - - - - -
4 Of which retail underlying - - - - -
5 Of which wholesale - - - - -
6 Of which re-securitisation - - - - -
7 Of which senior - - - - -
8 Of which non-senior - - - - -
9 Synthetic securitisation - - - - -
10 Of which securitisation - - - - -
11 Of which retail underlying - - - - -
12 Of which wholesale - - - - -
13 Of which re-securitisation - - - - -
14 Of which senior - - - - -
15 Of which non-senior - - - - -
Securitization exposure on the banking book and capital requirements - Bank as investor
Nilai eksposur
(berdasarkan Bobot Risiko)
No >100% to
≤20% >20% to 50% >50% to 100% 1250%
<1250%
Risk Weight Risk Weight Risk Weight Risk Weight
Risk Weight
1 Total exposures - - - - -
2 Traditional securitisation - - - - -
3 Of which securitisation - - - - -
4 Of which retail underlying - - - - -
5 Of which wholesale - - - - -
6 Of which re-securitisation - - - - -
7 Of which senior - - - - -
8 Of which non-senior - - - - -
9 Synthetic securitisation - - - - -
10 Of which securitisation - - - - -
11 Of which retail underlying - - - - -
12 Of which wholesale - - - - -
13 Of which re-securitisation - - - - -
14 Of which senior - - - - -
15 Of which non-senior - - - - -
628 A Heart that Serves, Growing with Indonesia
Page 631
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Nilai eksposur ATMR
Capital charge after cap
(berdasarkan regulatory approach) (berdasarkan regulatory approach)
IRB RBA IRB RBA IRB RBA
IRB SA/ IRB SA/ IRB SA/
(including 1250% (including 1250% (including 1.250%
SFA SSFA SFA SSFA SFA SSFA
IAA) IAA) IAA)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
Nilai eksposur ATMR
Capital charge after cap
(berdasarkan regulatory approach) (berdasarkan regulatory approach)
IRB RBA IRB RBA IRB RBA
IRB SA/ IRB SA/ IRB SA/
(including 1250% (including 1250% (termasuk 1.250%
SFA SSFA SFA SSFA SFA SSFA
IAA) IAA) IAA)
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
- - - - - - - - - - - -
2025 Annual Report
629
PT Bank Negara Indonesia (Persero) Tbk
Page 632
Risiko
Posisi Desember
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
2. MARKET RISK
Disclosure of Market Risk Using the Standardized Approach
1. Bank Only
(in million Rupiah)
Capital Charge Under the Capital Charge Under the
Risk Standardized Approach Standardized Approach
per Desember 2025 per Desember 2024
GIRR Risk 219.218,55 469.733,08
Non-Securitized CSR 39.444,29 211.079,44
Non-CTP Securitized CSR - -
CTP Securitized CSR - -
Equity Risk - -
Commodity Risk - -
Foreign Exchange Risk 101.519,09 112.101,24
DRC – non Securitized 248,97 -
DRC - non-CTP Securitized - -
DRC - CTP Securitized - -
RRAO - -
Total 360.430,90 792.913,76
2. Bank Consolidated with Subsidiaries
(in million Rupiah)
Capital Charge Under the Capital Charge Under the
Risk Standardized Approach Standardized Approach
per Desember 2025 per Desember 2024
GIRR Risk 219.218,95 472.256,21
Non-Securitized CSR 39.444,40 212.749,87
Non-CTP Securitized CSR -
CTP Securitized CSR -
Equity Risk 47.345,35 33.759,10
Commodity Risk -
Foreign Exchange Risk 99.599,03 112.076,60
DRC – non Securitized 1.379,66 21.266,10
DRC - non-CTP Securitized -
DRC - CTP Securitized -
RRAO -
Total 406.987,39 852.107,88
Disclosure of Market Risk Using Internal Method
December 31, 2025
No Type of Risk
Daily average VaR Maximum VaR Minimum VaR End of Period VaR
1 Interest Rate Risk (170.360) (449.355) (20.788) (311.238)
2 Exchange Rate Risk (33.151) (230.827) (138) (7.224)
3 Option Risk - - - -
Total (203.511) (680.182) (20.926) (318.463)
630 A Heart that Serves, Growing with Indonesia
Page 633
r 2024
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Individual Risk Management Implementation Report for IRRBB
In million Rupiah EVE NII
Periode T T-1 T T-1
Parallel Up -3.699.630 -3.902.024 -5.012.949 -4.670.910
Parallel Down 5.785.857 8.180.988 5.543.435 5.786.743
Steepener -9.796.329 -6.136.433
Flattener 7.403.747 5.721.393
Short Rate Up 3.691.422 2.502.574
Short Rate Down -6.357.615 -1.484.517
Absolute Negative Maximum Value 9.796.329 6.136.433 5.012.949 4.670.910
Tier 1 Capital
155.838.208 147.231.512 39.709.905 38.887.212
(for EVE) or Projected Income (for NII)
Maximum amount divided by Tier 1 capital
6,29% 4,17% 12,62% 12,01%
(for EVE) or Projected Income (for NII)
T = Reporting Period December 2025
T - 1 = Reporting Period September 2025
dalam jutaan Rupiah
December 31, 2024
Daily average VaR Maximum VaR Minimum VaR End of Period VaR
269.649 351.999 187.516 301.467
8.287 20.486 3.277 10.659
- - - -
277.936 372.486 190.793 312.126
2025 Annual Report
631
PT Bank Negara Indonesia (Persero) Tbk
Page 634
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Individual Risk Management Implementation Report for IRRBB
Qualitative Analysis
1 Interest rate risk in the Banking Book or Interest Rate Risk in the Banking Book, hereinafter abbreviated as IRRBB, is a
current and future risk to the Bank’s capital and profitability (earnings) caused by movements in interest rates in the
market which have an impact on the Banking position Book.
Included in the IRRBB is gap risk that arises from the term structure of banking book instruments; basis risk which
describes the impact of relative changes in interest rates on financial instruments assessed using different interest
rate curves; option risk arising from financial derivative positions or from the option risk element inherent in financial
instruments.
2 The Bank manages IRRBB exposure using an economic value approach and a profitability/income approach (earning
based measures). As an implementation of segregation of duty, the Treasury Division acts as a unit that functions to
manage interest rate risk and the Risk Management Division acts as a unit that monitors interest rate risks that arise.
For the purpose of controlling and mitigating interest rate risk in the banking book, the Bank establishes controls both
quantitatively in the form of applying limits and risk appetite. The Bank also carries out qualitative risk control such as
management strategies, risk transfer through the Funds Transfer Pricing (FTP) mechanism and also hedging strategies.
3 The IRRBB calculation is carried out on a quarterly basis which then become part of the Risk Profile, part of the Bank’s
Health Level Self Assessment, part of the Quantitative Information on Risk Exposure, and part of the Disclosure of Risk
Management Practices.
In order to measure IRRBB exposure, the Bank uses economic value and profitability as the basis for the measurement
method. Measuring the economic value of equity (economic value of equity), hereinafter referred to as EVE, measures
changes in the economic value of the Bank’s assets, liabilities and off-balance sheet accounts due to movements in
interest rates. Currently, the Bank measures changes in EVE (ΔEVE) as the maximum decrease in the economic value of
the banking book in six standard interest scenarios defined by the Basel Committee on Banking Supervision (BCBS)
and FSA as stated in SEOJK IRRBB no SEOJK/12/2018.
Measuring bank profitability (earnings-based measure) looks at the estimated changes in net interest income,
hereinafter abbreviated to NII (net interest income) caused by movements in interest rates in the market for a certain
period. For this reason, the Bank measures changes in NII (ΔNII) as the maximum decrease in NII if there is a scenario
of parallel increases or decreases in interest rates as defined by the Basel Committee on Banking Supervision (BCBS)
and SEOJK IRRBB no SEOJK/12/2018, compared to financial planning Bank for a 12 month period.
4 In measuring EVE, the Bank uses the standardized approach SEOJK IRRBB No. SEOJK/12/2018, which the interest rate
shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down);
3) a sloping interest rate shock (steepener shock) with a combination of decreasing short-term interest rates and
increasing longterm interest rates (short rates down and long rates up);
4) a flattening interest rate shock with a combination of increasing short-term interest rates and decreasing long-term
interest rates (short rates up and long rates down);
5) rising short-term interest rate shock (short rates shock up); And
6) short-term interest rate shock decreases (short rates shock down).
In measuring NII, the Bank uses the standardized approach SEOJK IRRBB No. SEOJK/12/2018, where the interest rate
shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down).
In the future, for risk control purposes, the Bank will also evaluate IRRBB exposure using internal stress scenarios for
EVE and NII measurements.
5 There were no differences in methodology or modeling assumptions in the calculations used in the internal
management system. In other words, the Bank uses the Standardized Approach as a reference in calculating IRRBB for
internal management purposes.
6 Currently the Bank has a hedging instrument in the form of an Interest Rate Swap (IRS) to offset potential losses that
arise if there is a potential loss on AFS securities. The bank also carries out daily MTM on the IRS instrument.
7 a For the EVE method, the bank calculates all cash flows from the principal value and interest payments which includes
the commercial margin (client rate) discounted at the risk free rate at the reporting date;
632 A Heart that Serves, Growing with Indonesia
Page 635
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Qualitative Analysis
b The Bank uses a portfolio replication model and/or uniform slotting method in determining slotting and average
repricing maturities for NMD by taking into account the caps and provisions on average terms as stated in the SEOJK
IRRBB.
The Bank has interest rate exposure from Non-Maturity Deposits (NMDs) positions originating from wholesale
and retail customers. To manage interest rate risk, the Bank carries out two-stage modeling in accordance with the
provisions of SEOJK IRRBB. In the first stage, the Bank analyzes changes in volume to determine the portion of NMD
that is stable in the sense that it has a small possibility of being withdrawn by customers. In the second stage, the Bank
measures the proportion of core savings from stable NMD that customers will not withdraw even if there are large
changes in market interest while the Bank does not adjust the interest on the NMD in question.
The main dimensions that influence the maturity of core NMDs (Core Deposits) are the elasticity of deposit interest
to changes in market interest rates, volatility of deposit volumes and other factors including customer behavior and
macroeconomics.
By paying attention to the NMD modeling limitations that apply to the Standardized Approach, the Bank determines
the distribution and average repricing maturity maturity using a replicating portfolio approach and/or uniform slotting
method depending on the availability and reliability of data for each relevant NMD category at this time. consisting
of wholesale NMD, transactional retail NMD and non-transactional retail NMD. Modeling parameters are based on
historical observations, statistical analysis and management assessments..
c The Bank performs risk modeling or estimation to determine the prepayment rate for fixed rate loans and early
withdrawal rate for term Deposits if these risks are not adequately mitigated, for example through penalty provisions.
early withdrawal rate for Term Deposits if these risks are not adequately mitigated for example through penalty
provisions.
In estimating the prepayment rate, the Bank uses statistical methods based on historical data in analyzing accelerated
credit repayment rates. Several main dimensions that influence customer repayment rates include: market interest
rates, credit interest rates, credit nominal, and several other factors.
Meanwhile, in estimating the early withdrawal rate, the Bank uses the Exponential Weighted Moving Average (EWMA)
method. This model assumes that tomorrow’s projected results are influenced by today’s actual data and past data.
Several main dimensions that influence customer withdrawal rates include: deposit interest rates, deposit nominal and
several other factors.
d There are no other assumptions used by the Bank apart from the assumptions set by the SEOJK IRRBB.
e The Bank calculates the IRRBB for each material currency and then aggregates them. The aggregation methodology is
carried out by simple addition.
Qualitative Analysis
1 The average period for interest rate adjustment (repricing maturity) for the Rupiah includes:
- Wholesale for 1.01 years;
- Transactional Retail for 2.15 years;
- Non-Transactional Retail for 1.31 years.
The average interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for 0.81 years;
- Transactional Retail for 2.04 years;
- Non-Transactional Retail for 1.16 years.
2 The longest interest rate adjustment period (repricing maturity) for the Rupiah includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years.
The longest interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years
2025 Annual Report
633
PT Bank Negara Indonesia (Persero) Tbk
Page 636
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Consolidated IRRBB Calculation Report with Subsidiaries
In million Rupiah EVE NII
Period T T-1 T T-1
Parallel Up -2.857.653 -3.355.014 -5.028.298 -4.696.511
Parallel Down 4.747.109 7.516.912 5.558.784 5.812.344
Steepener -10.164.100 -6.649.508
Flattener 7.829.836 6.231.892
Short Rate Up 4.512.424 3.187.295
Short Rate Down -7.232.449 -2.252.049
Absolute Negative Maximum Value 10.164.100 6.649.508 5.028.298 4.696.511
Tier 1 Capital 152.509.195 41.253.129 40.398.816
(for EVE) or Projected Income (for NII) 160.884.905
Maximum amount divided by Tier 1 capital 6,32% 4,36% 12,19% 11,63%
(for EVE) or Projected Income (for NII)
T = Reporting Period December 2025
T - 1 = Reporting Period September 2025
634 A Heart that Serves, Growing with Indonesia
Page 637
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Implementation of Risk Management for Consolidated IRRBB with Subsidiaries
Qualitative Analysis
1 Interest rate risk in the Banking Book or Interest Rate Risk in the Banking Book, hereinafter abbreviated as IRRBB, is a
current and future risk to the capital and profitability (earnings) of the Bank and Subsidiaries caused by movements
in interest rates in the market which have an impact in the Banking Book position.
Included in the IRRBB is gap risk that arises from the term structure of banking book instruments; basis risk which
describes the impact of relative changes in interest rates on financial instruments assessed using different interest
rate curves; option risk arising from financial derivative positions or from the option risk element inherent in financial
instruments.
2 Banks and Subsidiaries manage IRRBB exposure using an economic value approach and a profitability/income
approach (earning based measures). As an implementation of segregation of duty, there is a separation between the
unit that functions to manage interest rate risk and the unit that monitors interest rate risk that arises.
For the purpose of controlling and mitigating interest rate risk in the banking book, the Bank and Subsidiaries establish
controls both quantitatively in the form of implementing limits and risk appetite. The Bank and Subsidiaries also carry
out qualitative risk control such as management strategies, risk transfer through the Funds Transfer Pricing (FTP)
mechanism and also hedging strategies.
3 The IRRBB calculation is carried out on a quarterly basis which will then become part of the Risk Profile, part of the
Bank’s Soundness Level Self Assessment, part of the Quantitative Information on Risk Exposure, and part of the
Disclosure of Risk Management Practices.
In order to measure IRRBB exposure, the Bank and Subsidiaries use economic value and profitability as the basis
for the measurement method. Measurement of the economic value of equity (economic value of equity), hereinafter
referred to as EVE, measures changes in the economic value of assets, liabilities and administrative accounts (off
balance sheet) of Banks and Subsidiaries caused by movements in interest rates. Currently, the Bank and Subsidiaries
measure changes in EVE (ΔEVE) as the maximum decrease in the economic value of the banking book in six standard
interest scenarios defined by the Basel Committee on Banking Supervision (BCBS) and FSA as stated in SEOJK IRRBB
no SEOJK/12/ 2018.
Measuring bank profitability (earnings-based measure) looks at the estimated changes in net interest income,
hereinafter abbreviated to NII (net interest income) caused by movements in interest rates in the market for a
certain period. For this reason, the Bank and Subsidiaries measure changes in NII (ΔNII) as the maximum decrease
in NII if there is a scenario of parallel increases or decreases in interest rates as defined by the Basel Committee on
Banking Supervision (BCBS) and SEOJK IRRBB no SEOJK/12/2018, compared with financial planning of the Bank and
Subsidiaries for a 12 month period
4 In measuring EVE, the Bank and Subsidiaries use the SEOJK IRRBB standardized approach no SEOJK/12/2018, which
the interest rate shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down);
3) a sloping interest rate shock (steepener shock) with a combination of decreasing short-term interest rates and
increasing longterm interest rates (short rates down and long rates up);
4) a flattening interest rate shock with a combination of increasing short-term interest rates and decreasing long-term
interest rates (short rates up and long rates down);
5) rising short-term interest rate shock (short rates shock up); And
6) short-term interest rate shock decreases (short rates shock down).
In measuring NII, the Bank and Subsidiaries use the SEOJK IRRBB standardized approach no SEOJK/12/2018, which
the interest rate shock scenario used includes:
1) parallel shock up in interest rates (parallel shock up);
2) parallel shock down in interest rates (parallel shock down).
In the future, for risk control purposes, the Bank and Subsidiaries will also evaluate IRRBB exposure using internal
stress scenarios for EVE and NII measurements.
5 There were no differences in methodology or modeling assumptions in the calculations used in the internal
management system. In other words, the Bank and Subsidiaries use the Standardized Approach as a reference in
calculating IRRBB for internal management purposes.
6 Currently, the Bank has a hedging instrument in the form of an Interest Rate Swap (IRS) to offset potential losses that
arise if there is a potential loss on AFS securities. The bank also carries out daily MTM on the IRS instrument.
7 a For the EVE Method, the Bank and Subsidiaries calculate all cash flows from the principal amount and interest
payments which include the commercial margin (client rate) discounted at the risk free rate at the reporting date;
2025 Annual Report
635
PT Bank Negara Indonesia (Persero) Tbk
Page 638
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Qualitative Analysis
b The Bank and Subsidiaries have interest rate exposure from Non-Maturity Deposits (NMDs) positions originating
from wholesale and retail customers. To manage the interest rate risk, the Bank and Subsidiaries carried out twostage
modeling in accordance with the provisions of the SEOJK IRRBB. In the first stage, the Bank and Subsidiaries carry
out an analysis of changes in volume to determine the portion of NMD that is stable in the sense that it has a small
possibility of being attracted by customers. In the second stage, the Bank and Subsidiary Companies measure the
proportion of core savings from stable NMD that customers will not withdraw even if there are large changes in
market interest, while the Bank and Subsidiary Companies do not adjust the interest on the NMD in question.
The main dimensions that influence the maturity of core NMDs (Core Deposits) are the elasticity of deposit interest
to changes in market interest rates, volatility of deposit volumes and other factors including customer behavior and
macroeconomics.
By taking into account the NMD modeling limitations that apply to the Standardized Approach, the Bank and
Subsidiaries determine the distribution and average repricing maturity maturity using a replicating portfolio approach
and/or uniform slotting method depending on the availability and reliability of data for each relevant NMD category.
Currently it consists of wholesale NMD, transactional retail NMD and non-transactional retail NMD. Modeling
parameters are based on historical observations, statistical analysis and also professional judgment.
c Banks and Subsidiaries carry out risk modeling or estimation to determine prepayment rates for fixed interest loans
and early withdrawal rates for time deposits if these risks are not adequately mitigated, for example through fine
provisions.
In estimating the prepayment rate, the Bank and Subsidiaries use statistical methods based on historical data in
analyzing accelerated credit repayment rates. Several main dimensions that influence customer repayment rates
include: market interest rates, credit interest rates, credit nominal, and several other factors.
Meanwhile, in estimating the early withdrawal rate, the Bank and Subsidiaries use the Exponential Weighted Moving
Average (EWMA) method. This model assumes that tomorrow’s projected results are influenced by today’s actual
data and past data. Several main dimensions that influence customer withdrawal rates include: deposit interest rates,
deposit nominal and several other factors.
d There are no other assumptions used by the Bank and Subsidiaries apart from the assumptions set by the SEOJK
IRRBB.
e Banks and Subsidiaries calculate IRRBB for each material currency and then aggregate them. The aggregation
methodology is carried out by simple addition.
Qualitative Analysis
1 The average period for interest rate adjustment (repricing maturity) for the Rupiah includes:
- Wholesale for 1.01 years
- Transactional Retail for 2.15 years
- Non-Transactional Retail for 1.31 years
The average interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for 0.81 years
- Transactional Retail for 2.04 years
- Non-Transactional Retail for 1.16 years
2 The longest period of interest rate adjustment (repricing maturity) for the Rupiah includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years.
The longest interest rate adjustment period (repricing maturity) for USD includes:
- Wholesale for a period of 5 years;
- Transactional Retail for a period of 5 years;
- Non-Transactional Retail for a period of 5 years.
636 A Heart that Serves, Growing with Indonesia
Page 639
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
3. LIQUIDITY RISK
Disclosure of Liquidity Coverage Ratio for Bank Only for the Position as at December 2025
(in million Rupiah)
Value of HQLA
After Deduction of
Value of Outstanding
(Haircut), Outstanding
Liabilities and
Liabilities and
Commitments/
Commitment Times
Value of Contractual
Run-Off Rate or Value
Claims
of Contractual Claims
Times Inflow Rate
HIGH QUALITY LIQUID ASSET (HQLA)
1 Total High Quality Liquid Asset (HQLA) 242.860.077
CASH OUTFLOW
2 Retail deposits and deposits from Micro and Small 409.753.367 28.892.824
Business:
a. Stable deposit/funding 241.650.253 12.082.513
b. Less Stable deposit/funding 168.103.114 16.810.311
3 Funding from corporate customers consisting of: 471.816.578 130.390.657
a. Operational deposits 288.440.678 61.972.754
b. Non-operational deposit and/or other non-opera- 183.375.900 68.417.903
tional liabilities
c. Marketable securities (bank issued debt notes) - -
4 Secured funding 664.676
5 Additional requirement, consisting of: 208.970.807 8.845.039
a. Cash outflow on derivative transaction 40.012 40.012
b. Cash outflow on additional liquidity - -
c. Cash outflow on lost funding - -
d. Cash outflow on withdrawal of commitments of loan 2.085.125 208.513
and liquidity facility
e. Cash outflow on other contractual liability related to - -
lending
f. Cash outflow on other lending contingencies 201.433.204 3.184.049
g. Other contractual cash outflows 5.412.466 5.412.466
TOTAL CASH OUTFLOW 168.793.195
CASH INFLOW
6 Secured lending 8.731.338 -
7 Claims from counterparty 73.666.089 25.440.744
8 Other cash inflows 4.086.830 2.093.806
TOTAL CASH INFLOW 86.484.257 27.534.550
TOTAL ADJUSTED VALUE1
TOTAL HQLA 242.860.077
TOTAL NET CASH OUTFLOWS 141.258.645
LCR (%) 171,93%
Keterangan:
1 Adjusted values are calculated after the imposition of haircuts, run-off rates, and inflow rates as well as the maximum limit of HQLA
components, e.g. HQLA Level 2B and HQLA Level 2 maximum limits as well as the maximum limit of cash inflows that can be taken into
account in the LCR.
2025 Annual Report
637
PT Bank Negara Indonesia (Persero) Tbk
Page 640
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Analysis of Liquidity Coverage Ratio Development for Bank Only
Analysis
1 The Individual LCR (Bank Only) position for Q4 2025 was 171.93%, above the required minimum of 100%.
2 The LCR in Q4 2025 increased by 6.26% compared to Q3 2025, rising from 165.67% to 171.93%, driven by an 8.34%
increase in HQLA, which was higher than the 4.40% increase in Net Cash Outflow.
3 The composition of HQLA as of Q4 2025 was still dominated by Level 1 HQLA at 99.55%, while Level 2A accounted for
0.39% and Level 2B for 0.06%, both remaining below the maximum regulatory limits for HQLA.
4 The bank’s liquidity has been well maintained in accordance with regulations and supports the bank’s business
activities.
5 There were no cash inflows or cash outflows included in the LCR calculation that were not covered in the LCR template.
638 A Heart that Serves, Growing with Indonesia
Page 641
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Disclosure of Liquidity Coverage Ratio for Bank Consolidated with Subsidiaries for the Position
as at December 2024
(in million Rupiah)
Value of HQLA
After Deduction of
Value of Outstanding
(Haircut), Outstanding
Liabilities and
Liabilities and
Commitments/
Commitment Times
Value of Contractual
Run-Off Rate or Value
Claims
of Contractual Claims
Times Inflow Rate
HIGH QUALITY LIQUID ASSET (HQLA)
1 Total High Quality Liquid Asset (HQLA) 252.687.637
CASH OUTFLOW
2 Retail deposits and deposits from Micro and Small 413.013.660 29.209.126
Business:
a. Stable deposit/funding 241.844.794 12.092.240
b. Less Stable deposit/funding 171.168.866 17.116.887
3 Funding from corporate customers consisting of: 481.567.165 133.554.094
a. Operational deposits 293.419.785 63.211.895
b. Non-operational deposit and/or other non-opera- 188.147.380 70.342.199
tional liabilities
c. Marketable securities (bank issued debt notes) - -
4 Secured funding 664.676
5 Additional requirement, consisting of: 211.654.631 9.552.614
a. Cash outflow on derivative transaction 40.012 40.012
b. Cash outflow on additional liquidity - -
c. Cash outflow on lost funding - -
d. Cash outflow on withdrawal of commitments of loan 3.791.195 419.225
and liquidity facility
e. Cash outflow on other contractual liability related to - -
lending
f. Cash outflow on other lending contingencies 201.933.412 3.203.364
g. Other contractual cash outflows 5.890.013 5.890.013
TOTAL CASH OUTFLOW 172.980.509
CASH INFLOW
6 Secured lending 11.124.337 36.253
7 Claims from counterparty 38.604.701 26.440.316
8 Other cash inflows 6.222.928 3.329.525
TOTAL CASH INFLOW 55.951.965 29.806.094
TOTAL ADJUSTED VALUE1
TOTAL HQLA 252.687.637
TOTAL NET CASH OUTFLOWS 143.174.416
LCR (%) 176,49%
Description:
1 Adjusted values are calculated after the imposition of haircuts, run-off rates, and inflow rates as well as the maximum limit of HQLA
components, e.g. HQLA Level 2B and HQLA Level 2 maximum limits as well as the maximum limit of cash inflows that can be taken into
account in the LCR.
2025 Annual Report
639
PT Bank Negara Indonesia (Persero) Tbk
Page 642
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Analysis of Liquidity Coverage Ratio Development for Bank Consolidated with Subsidiaries
Analisis
1 BNI’s Consolidated LCR position for Q4 2025 was 176.49%, above the required minimum of 100%.
2 BNI’s Consolidated LCR for Q4 2025 stood at 176.49%, an increase of 6.11% compared to Q3 2025 at 170.38%. This
increase was driven by an 8.20% rise in HQLA, which exceeded the 4.46% increase in Net Cash Outflow.
3 BNI’s consolidated liquidity has been well maintained in accordance with regulations and supports the bank’s business
activities.
4 There were no cash inflows or cash outflows included in the LCR calculation that were not covered in the LCR template.
640 A Heart that Serves, Growing with Indonesia
Page 643
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Disclosure of Net Stable Funding Ratio, Bank Only
December 2025 Position
(in million Rupiah)
Carrying Value based on Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
ASF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
1 Capital: 187.185.102 - - - 187.185.102
2 Capital as CAR POJK 187.185.102 - - - 187.185.102
3 Other capital components - - - - -
4 Deposits from individual customers and 349.228.071 26.305.256 26.169.788 1.278.853 402.981.969
funding from micro and small business
customers:
5 Stable deposits 238.308.378 - - - 238.308.378
6 Less stable deposits 110.919.694 26.305.256 26.169.788 1.278.853 164.673.592
7 Funding from corporate customers: 153.071.940 132.153.698 9.770.304 34.678.455 329.674.396
8 Operational funding 153.071.940 - - - 153.071.940
9 Other funding from corporate customers - 132.153.698 9.770.304 34.678.455 176.602.456
10 NSFR for derivative liabilities - - - - -
11 Other liabilities: - - 346.472 14.346.025 14.692.497
12 NSFR for derivative liabilities - - -
13 Equity and liability components other - - 346.472 14.346.025 14.692.497
than the above category
14 Total ASF 934.533.965
Carrying Value based on Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
15 Total HQLA for the calculation of NSFR - 1.121.228 966.788 11.899.048 13.987.064
16 Deposit with other financial institutions for 13.007.070 - - - 13.007.070
operational purposes
17 Loans in Current and Special Mention - 79.092.990 180.443.727 288.660.594 548.197.310
Category (Performing) and marketable
securities
18 To financial institutions secured by 611.295 - - 611.295
HQLA Level 1
19 To financial institutions secured by non- - 563.406 2.553.129 22.959 3.139.494
HQLA Level 1 and unsecured loan to
financial institutions
20 To non-financial institutions, individual 64.039.606 170.088.521 218.400.231 452.528.358
customers, and micro and small
business customers, Government
of Indonesia, government of other
countries, Bank Indonesia, central banks
of other countries, and public sector
entities, including those that:
21 Meet the qualification for 35% or less 12.729.765 19.824.948 7.186.500 39.741.213
risk weighted in accordance with SE
OJK on RWA Credit Risk
22 Loans secured with unpledged 1.546.027 2.171.978 50.330.239 54.048.244
residential properties, including those
that:
2025 Annual Report
641
PT Bank Negara Indonesia (Persero) Tbk
Page 644
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Carrying Value based on Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
23 Meet the qualification for 35% or less 457.769 711.543 17.529.906 18.699.217
risk weighted in accordance with SE
OJK on RWA Credit Risk
24 Marketable Securities not under pledge, 12.332.655 5.630.098,77 19.907.166,00 37.869.920
not in default, and not classified as
HQLA, including shares traded at the
stock exchange
25 Assets with interdependent liability match - - - - -
26 Other assets: 275 22.935.568 1.700.838 54.392.756 79.029.437
27 Tradable physical commodities, includ- - - - -
ing gold
28 Cash, marketable securities and other - - 17.000 17.000
assets recorded as initial margin in
derivative contracts and cash or other
assets delivered as default fund to the
central counterparty (CCP)
29 NSFR of derivative assets - - - -
30 NSFR of derivative liabilities before 44.779 1.981 - 46.760
deduction of variation margin
31 All other assets not included in the 275 22.890.790 1.698.857 54.375.756 78.965.677
above categories**)
32 Administrative Account 1.851.405 703.157 1.952.289 4.506.851
33 Total RSF 658.727.732
34 Stable Funding Ratio (%) 141,87%
Analysis of the Development of Net Stable Funding Ratio of Bank Only
Analisis Kualitatif
1 NSFR Individu posisi Desember 2025 sebesar 141,87% dan masih berada di atas ketentuan yang dipersyaratkan yaitu
100%.
2 NSFR Individu posisi Desember 2025 dibanding NSFR posisi September 2025 menurun dari 142,10% menjadi 141,87%.
Pada posisi Desember 2025, terdapat peningkatan dari sisi Pendanaan Stabil yang Dibutuhkan (RSF) meningkat sebesar
7,73%. Sedangkan dari sisi Total Pendanaan Stabil yang Tersedia (ASF) sebesar 7,55%.
3 Total Pendanaan Stabil yang Dibutuhkan (RSF) meningkat sebesar 47,24 T yang didominasi oleh peningkatan Pinjaman
dengan kategori Lancar dan Dalam Perhatian Khusus (performing) dan surat berharga sebesar 48,88 T. Sedangkan Total
Pendanaan Stabil yang Tersedia (ASF) meningkat sebesar 65,60 T.
642 A Heart that Serves, Growing with Indonesia
Page 645
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Disclosure of Net Stable Funding Ratio for the Bank Consolidated with Subsidiaries
December 2025 Position
dalam jutaan Rupiah
Carrying Value based on Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
ASF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
1 Capital: 193.821.196 - - - 193.821.196
2 Capital as CAR POJK 193.816.756 - - - 193.816.756
3 Other capital components 4.440 - - - 4.440
4 Deposits from individual customers and 350.156.313 30.442.364 26.274.021 1.291.701 408.164.398
funding from micro and small business
customers:
5 Stable deposits 238.551.861 51.975 1.209 1.161 238.606.205
6 Less stable deposits 111.604.451 30.390.389 26.272.812 1.290.540 169.558.193
7 Funding from corporate customers: 155.812.707 135.876.336 9.946.641 34.685.431 336.321.116
8 Operational funding 155.812.707 105.711 24.338 - 155.942.755
9 Other funding from corporate customers - 135.770.626 9.922.304 34.685.431 180.378.361
10 NSFR for derivative liabilities - - - - -
11 Other liabilities: 147.528 - 822.420 17.273.979 18.243.927
12 NSFR for derivative liabilities - - -
13 Equity and liability components other 147.528 - 822.420 17.273.979 18.243.927
than the above category
14 Total ASF 956.550.637
Carrying Value based on Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
15 Total HQLA for the calculation of NSFR - 1.259.837 1.037.954 11.976.745 14.274.536
16 Deposit with other financial institutions for 13.036.108 223.188 188 - 13.259.483
operational purposes
17 Loans in Current and Special Mention - 81.311.064 183.447.844 294.480.491 559.239.399
Category (Performing) and marketable
securities
18 To financial institutions secured by 611.295 - - 611.295
HQLA Level 1
19 To financial institutions secured by - 678.458 2.553.129 22.959 3.254.546
non-HQLA Level 1 and unsecured loan
to financial institutions
20 To non-financial institutions, individ- 65.902.054 172.780.059 223.898.096 462.580.209
ual customers, and micro and small
business customers, Government of In-
donesia, government of other countries,
Bank Indonesia, central banks of other
countries, and public sector entities,
including those that:
2025 Annual Report
643
PT Bank Negara Indonesia (Persero) Tbk
Page 646
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
Carrying Value based on Remaining Tenor
No < 6 month – Total
< 6 month ≥1 year
RSF Component Tenor 1 year Weighted
Value
Carrying Carrying Carrying Carrying
Value Value Value Value
21 Meet the qualification for 35% or less 13.355.447 20.800.518 10.228.723 44.384.689
risk weighted in accordance with SE
OJK on RWA Credit Risk
22 Loans secured with unpledged residen- 1.743.868 2.375.282 50.448.572 54.567.722
tial properties, including those that:
23 Meet the qualification for 35% or less 633.332 897.914 17.625.879 19.157.125
risk weighted in accordance with SE
OJK on RWA Credit Risk
24 Marketable Securities not under pledge, 12.375.390 5.739.374,01 20.110.864 38.225.627
not in default, and not classified as
HQLA, including shares traded at the
stock exchange
25 Assets with interdependent liability match - - - - -
26 Other assets: 345.227 22.989.434 1.749.477 54.703.713 79.787.851
27 Tradable physical commodities, includ- - - - -
ing gold
28 Cash, marketable securities and other - - 17.000 17.000
assets recorded as initial margin in
derivative contracts and cash or other
assets delivered as default fund to the
central counterparty (CCP)
29 NSFR of derivative assets - - - -
30 NSFR of derivative liabilities before 44.779 1.981 - 46.760
deduction of variation margin
31 All other assets not included in the 345.227 22.944.655 1.747.495 54.686.713 79.724.091
above categories**)
32 Administrative Account 2.060.663 705.648 1.974.701 4.741.012
33 Total RSF 671.302.281
34 Stable Funding Ratio (%) 142,49%
Qualitative Analysis of Net Stable Funding Ratio for Bank Consolidated with Subsidiaries
Analisis Kualitatif
1 NSFR Konsolidasi posisi Desember 2025 sebesar 142,49% dan berada di atas ketentuan yang dipersyaratkan yaitu 100%.
2 NSFR Konsolidasi posisi Desember 2025 dibanding NSFR posisi September 2025 menurun dari 142,78% menjadi 142,49%.
Pada posisi Desember 2025, terdapat peningkatan dari sisi Total Pendanaan Stabil yang Tersedia (ASF) sebesar 7,44%, dan
peningkatan dari sisi Pendanaan Stabil yang Dibutuhkan (RSF) sebesar 7,66%.
3 Peningkatan Total Pendanaan Stabil yang Tersedia (ASF) sebesar 66,23 T. Sementara Total Pendanaan Stabil yang
Dibutuhkan (RSF) meningkat sebesar 47,76 T yang didominasi oleh laju peningkatan Pinjaman dengan kategori Lancar dan
Dalam Perhatian Khusus (performing) dan surat berharga sebesar 49,47 T.
644 A Heart that Serves, Growing with Indonesia
Page 647
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
Tabel Aset Terikat (Encumbrance/ENC)
(in million Rupiah)
a b c d
Assets held or
agreed with the
Aset Terikat Aset tidak terikat
Central Bank but Total
(Encumbered) (unencumbered)
not yet used to
generate liquidity
Aset-aset dalam laporan posisi
keuangan dapat disajikan 6.940.304 141.167.474 114.052.687 262.160.465
terperinci sepanjang dibutuhkan
Analisis Kualitatif
a. Aset terikat (Encumbered Assets) adalah aset bank yang terbatas untuk kebutuhan likuiditas, secara legal dan kontraktual
oleh Bank. Aset terikat yang tidak termasuk aset yang disimpan atau diperjanjikan dengan Bank Indonesia namun belum
digunakan untuk menghasilkan likuiditas. Saat ini Bank memiliki aset terikat sebesar Rp 6,94 T dalam bentuk transaksi repo.
b. Saat ini, Bank memiliki aset yang disimpan atau diperjanjikan dengan Bank Indonesia sebesar Rp 141,17 T berupa GWM
Sekunder (PLM) . Aset yang diperjanjikan dengan Bank Indonesia tersebut belum digunakan untuk menghasilkan likuiditas
namun tetap diperhitungkan sebagai HQLA sebagaimana diatur dalam POJK Liquidity Coverage Ratio Bagi Bank Umum.
c. Aset tidak terikat merupakan aset yang memenuhi syarat sebagai HQLA sebagaimana diatur dalam POJK Liquidity
Coverage Ratio Bagi Bank Umum. Saat ini Bank memiliki aset tidak terikat sebesar Rp. 114,05 T, antara lain berupa Kas,
Penempatan pada Bank Indonesia, Surat Berharga Pemerintah, Surat Berharga Korporasi.
2025 Annual Report
645
PT Bank Negara Indonesia (Persero) Tbk
Page 648
2025 Management Company Management Discussion and Business Support
Performance Report Profile Analysis on Company Performance Functions
4. OPERATIONAL RISK
Disclosure of Operational Risks Quantitative for Bank Only
December 31, 2025
No The approach used Internal Loss Minimum
Business Indicator
Multiplier Factor Operational Risk RWA
Components
(FPKI) Capital (MMRO)
1 Pendekatan Standar 5.030.656 0,64 3.230.716 40.383.955
Disclosure of Operational Risks Quantitative for Bank Consolidated with Subsidiaries
December 31, 2025
No The approach used Internal Loss Minimum
Business Indicator
Multiplier Factor Operational Risk RWA
Components
(FPKI) Capital (MMRO)
1 Pendekatan Standar 5.078.911 0,65 3.286.767 41.084.588
646 A Heart that Serves, Growing with Indonesia
Page 649
Capital & Risk Management Good Corporate Social & Environmental ESG Financial
Practices Governance Responsibility Commitment Statements
(in million Rupiah)
December 31, 2024
Business Indicator Internal Loss Multiplier Factor Minimum Operational Risk
RWA
Components (FPKI) Capital (MMRO)
4.813.384 0,62 2.992.869 37.410.865
(in million Rupiah)
December 31, 2024
Business Indicator Internal Loss Multiplier Factor Minimum Operational Risk
RWA
Components (FPKI) Capital (MMRO)
4.838.206 0,63 3.037.782 37.972.275
2025 Annual Report
647
PT Bank Negara Indonesia (Persero) Tbk
Names mentioned 105 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.2 ×7
unresolved
org
Minister of State-Owned Enterprise
p.2
unresolved
org
PT Bank Mayora. Bank Mayora
p.10
unresolved
org
PT BNI Modal Ventura
p.10
unresolved
org
PT Bank Syariah
p.10
unresolved
org
Indonesia Tbk
p.10
unresolved
org
Indonesia Stock Exchange
p.11 ×3
unresolved
org
Bank BRI
p.11
unresolved
org
PT Bank BNI Syariah
p.11
unresolved
org
PT Bank Mandiri Syariah
p.11
unresolved
org
PT Bank BRI Syariah Mandiri Syariah
p.11
unresolved
org
Bank Performance Anti-Money Laundering Program
p.22
unresolved
org
Bank Indonesia
p.26
unresolved
org
Bank Deposits
p.34 ×4
unresolved
org
HSBC Corp Ltd.
p.39 ×3
unresolved
org
Not Yet Due (Persero) Tbk
p.39 ×2
unresolved
org
Minister of State-Owned Enterprises
p.42
unresolved
org
Minister of Investment and Downstream Development Rosan Roeslani. This
p.42
unresolved
org
PT Arranet Danantara’s Chief Investment
p.42
unresolved
org
PT Arranet Teknologi Indonesia
p.42
unresolved
org
Ministry of Cooperatives and BNI
p.43
unresolved
org
Minister of Cooperatives
p.43
unresolved
person
Fullerton
· President Director
p.43 ×2
unresolved
org
Koperasi Desa Merah Putih.
p.43
unresolved
person
Relaunch Gala.
p.44
unresolved
person
Yul Edison
p.44
unresolved
person
Rudy Tandjung
p.44
unresolved
org
Koperasi Desa Merah Putih IDR
p.44
unresolved
org
Koperasi Desa
p.44 ×2
unresolved
person
Brian Yuliarto
p.46
unresolved
org
Minister of Higher Education
p.46
unresolved
person
Muhammad Farhan
p.46
unresolved
person
Tatacipta
p.46
unresolved
person
Metropolitan City Government
· Commissioner
p.46
unresolved
org
Minister of Housing
p.46 ×2
unresolved
org
Minister of Subsidiary
p.47
unresolved
org
Minister of Public Exchange
p.47
unresolved
org
Minister of KP
p.47
unresolved
org
Ministry of Indah
p.47
unresolved
org
Minister of Housing and Settlement Kuningan
p.47
unresolved
org
GLOBAL AND NATIONAL Bank Negara Indonesia (Persero) Tbk
p.50
unresolved
org
Ministry of SOEs Letter No. S-
p.52
unresolved
person
AGMS
· Commissioner
p.61
unresolved
org
Bank Soundness Level
p.77 ×5
unresolved
org
Bank The Bank Soundness Level
p.77
unresolved
org
Ministry of State-Owned Enterprises Number SK-
p.78
unresolved
person
Royke BNI
p.80
unresolved
—
Tumilaar
· President Director
p.80
unresolved
person
Putrama Wahju In
p.80
unresolved
person
Hussein
p.80
unresolved
person
Toto Prasetyo
p.80
unresolved
person
Rian Kaslan
· Director
p.80
unresolved
—
Kartadjoemena
· Director
p.81
unresolved
person
Commercial Banking
· Director
p.84
unresolved
person
Institutional
· Director
p.84
unresolved
person
Consumer Banking
· President Director
p.85 ×3
unresolved
org
PT BNI Multifinance Liability Company (Persero)
p.90
unresolved
org
PT BNI Life Insurance
p.90
unresolved
org
BNI Remittance Ltd.
p.90
unresolved
org
PT Bank Hibank Indonesia Total Assets
p.90
unresolved
org
PT BNI Modal Ventura IDR
p.90
unresolved
org
PT BNI Asset Management IDR
p.90
unresolved
person
Integritas
· Komisaris
p.525
Extraction attempts how the parser did, and what it refused
Nothing structured was extracted from this document — the attempts below say why.
No extraction attempted yet.